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Chapter 7 Training and Development
MULTICHOICE
Answer : (C)
Answer : (A)
Answer : (C)
4. Organization W has adopted a new training strategy that it learned about because its very
successful main competitor is also using this training strategy. Which of the following statements
best captures this situation?
(A) This is very unusual; most organizations link training directly to their organizational goals.
(B) This is very unusual; data show that most organizations do not consider the training initiatives of
others in their decisions.
(C) This is not significantly unusual; many organizations copy training strategy used by competitors.
(D) This is unusual; most organizations at least make attempts to link their training initiatives to
their own organizational strategy.
Answer : (C)
Answer : (A)
Answer : (B)
7. Which of the following is NOT part of a needs assessment in developing training programs?
Answer : (B)
8. In which stage of needs assessment are issues such as technological change and globalization
assessed in training programs?
9. Organization analysis, task analysis, and person analysis are all part of which phase of the
strategic and systemic approach?
Answer : (B)
10. In which stage in the training needs assessment are job descriptions and job specifications
reviewed?
Answer : (A)
11. Omega Organization is going through a very detailed process of looking at all the tasks or duties
included in a job. It will then list all the steps performed by the employee to complete each task, and
then look to examine the skills and knowledge necessary for the job. Which process is Omega
Organization performing?
Answer : (A)
12. At which stage in the training program development process is content of the training program
determined?
Answer : (C)
13. Which term refers to assessing the sets of skills and knowledge employees need to be successful,
particularly for decision-oriented and knowledge-intensive jobs?
Answer : (D)
14. In determining training needs, which statement best describes person analysis?
Answer : (C)
15. In the design of training programs, what should instructional objectives centre on?
(A) performance
(B) attitudes
Answer : (A)
16. What are the two key factors that affect the success of those who are identified to receive
training?
Answer : (A)
(A) Goal setting and feedback are both important principles of learning.
(B) Goal setting is useless unless employees know how they performed through constant feedback.
Answer : (A)
18. Which technique for training managers emphasizes handling real-life employee problems and
receiving immediate feedback?
Answer : (D)
19. Which of the following tasks would be most conducive to whole-versus-part learning?
(C) for a shoe salesperson: finding a certain pair of shoes in the stockroom
(D) for a grocery store cashier: looking up the register code for a grocery item
Answer : (A)
20. In terms of training techniques, on which of the following principles does behaviour modification
operate?
21. What is the most common training delivery method for formally training employees?
Answer : (A)
22. Which of the following training methods is the most poorly implemented?
Answer : (D)
23. Which of the following is the most common method used for training non-managerial employees?
(D) apprenticeships
Answer : (B)
24. Organization Z is attempting to initiate an on-the-job training program. Like many organizations,
the company is aware that it suffers from a lack of well-defined job performance criteria. Which of
the following is the best suggestion for Organization Z to overcome this problem and have a
successful program?
(B) Hire trainers who have been in a similar situation and have been successful.
(C) Wait until proper job and organizational analysis can be done before implementing the training
program.
(D) Use a different type of training.
Answer : (A)
25. Microsoft has created hundreds of audio and video clips that the company's sales professionals
can download on their mobile devices whenever the need arises. Which learning method is
illustrated in this case?
Answer : (D)
26. As part of his training for a new manufacturing process, Lee Li had to attend classroom sessions
taught by an instructor, as well as online sessions that included video recordings and a discussion
forum. What method of training Lee has experienced?
(D) e-learning
Answer : (B)
27. Which learning method would be well-suited to teach air-traffic controllers how use the radar
display?
Answer : (A)
28. Which training method is often used to train personnel to operate aircraft, spacecraft, and other
highly technical and expensive equipment?
Answer : (C)
29. What do we call the process of grooming an employee to take over the supervisor's job through
gaining experience in handling important functions of the job?
(A) caretaking
(B) coaching
Answer : (C)
30. A combination of on-the-job training, seminars, conferences, classroom instruction, and role-
playing would be a good assortment of learning methods for which group of employees?
(A) interns
Answer : (B)
31. As part of his training, Alexandria had to assume the attitudes and behaviours of others. Which
training method is evident in this example?
(B) role-playing
Answer : (B)
Answer : (D)
33. Which of the following is the simplest method to evaluate a training program?
(A) learning
(B) reactions
(C) behaviour
(D) results
Answer : (B)
34. What is the main issue with organizations putting too much weight on the "reactions" aspect of
training evaluation?
(A) Unless the training is linked to organizational strategy, it is not informative that reactions were
good.
(B) Positive reaction data may not mean the training was effective.
(C) This information has to be integrated into an analysis with the other four phases of evaluation.
Answer : (B)
35. Which of the following is the best example of an assessment of the "learning" criterion in a
training evaluation?
(A) testing grocery store clerks on training program knowledge before and after the training
program
(B) having trainees fill in forms that describe their learning experience and whether or not the
information is transferring to the workplace
Answer : (A)
36. Organization B is very keen to get the most benefit out of its training budgets and efforts. Which
of the following plans is most likely to help Organization B's employees utilize their new training
when they are back at their desks?
(A) have employees hand in summaries of how they have used their training in their job
(C) have the training mimic the actual work situation as closely as possible; train employees on how
to implement their new training even when they are faced with roadblocks
Answer : (C)
37. In assessing the effectiveness of a training program, which of the following is the most useful
information for an HR manager to use?
Answer : (C)
38. When designers of training programs attempt to make conditions in the training program come
as close as possible to those on the job, which of the following are they attempting to improve?
(A) reactions
(B) readiness
(C) transfer
(D) motivation
Answer : (C)
39. What is a common index used to calculate the benefits of a training program relative to its costs?
Answer : (C)
40. ABC Corporation measures its own services and practices against the recognized leaders in the
industry in order to identify areas for improvement. What is this process called?
(A) benchmarking
(C) modelling
Answer : (A)
41. An effective onboarding program can best help with which of the following issues?
Answer : (A)
(A) The impact of an orientation program on new employees does not last a long time.
(B) There is no need for coordination between line and staff managers when it comes to orientation
programs.
(D) The most popular approach to orientation involves allowing new employees to be oriented by
their peers.
Answer : (C)
Answer : (D)
44. Which of the following organizations would be well-suited and likely to benefit from the
implementation of "cross-training" of teams?
(A) a document delivery company that has drivers and pilots who operate various trucks and aircraft
(B) a robotics company that needs each employee to have specific and high level skills and training
(C) an auto parts manufacturing company that has an assembly line where employees are likely to
get bored
(D) a photocopy shop where there are various tasks to be performed all with one machine
Answer : (C)
45. What position is most likely to benefit from implementing an ethics training program?
(D) an HR manager
Answer : (C)
Accounting Power Inc. is a Canadian employment agency that provides professional accounting
services to various businesses across the country. In the last couple of years, the firm has been
slowly losing clients, which is impacting its bottom line. Interviews done with some clients revealed
that Accounting Power Inc. employees are not as sharp as they used to be and, lately, there have
been too many inconsistencies and errors with their work. In the last recession, managers could not
justify how the training was adding value to the agency. These programs were not viewed as
strategic imperatives and most of them were cut.
Refer to Scenario 7.1. Accounting Power Inc. is losing its clients because it did not accurately do
which of the following?
(A) design the right training programs to help its employees succeed
(C) assess the extent to which training programs improve learning and behaviour on the job and
eventually impact their performance
Answer : (C)
Refer to Scenario 7.1. If Accounting Power Inc. wanted to evaluate its training programs, what are
the four basic criteria for such an evaluation?
(D) behaviour, trainee readiness, ability to learn, and attitude about learning
Answer : (A)
Accounting Power Inc. is a Canadian employment agency that provides professional accounting
services to various businesses across the country. In the last couple of years, the firm has been
slowly losing clients, which is impacting its bottom line. Interviews done with some clients revealed
that Accounting Power Inc. employees are not as sharp as they used to be and, lately, there have
been too many inconsistencies and errors with their work. In the last recession, managers could not
justify how the training was adding value to the agency. These programs were not viewed as
strategic imperatives and most of them were cut.
Refer to Scenario 7.1. The combination of these four criteria-reactions, learning, behaviour, and
results-can give a total picture of the training program to help managers decide all of the following
EXCEPT which one?
Answer : (D)
Blake Windows & Doors Inc. installs and repairs doors and windows for Green Park Homes. When
the firm started back in the 1980s, its operations were based only in Vancouver. Today, Blake is the
main contractor for Green Park Homes across British Columbia. Employees with Blake work long
hours, especially when new subdivisions are being built. The company now wants to increase its staff
complement to help deal with increasing demands while maintaining some work-life balance. Blake
found that employees from agencies tend to need too much hands-on training, which is costly, and if
they do have some experience it is very costly to hire them due to the specific set of skills required.
Refer to Scenario 7.2. Which of the following is the most appropriate method for developing workers
who can effectively help Blake Windows & Doors deal with its increasing commitments while
keeping payroll and training costs down?
Answer : (B)
Blake Windows & Doors Inc. installs and repairs doors and windows for Green Park Homes. When
the firm started back in the 1980s, its operations were based only in Vancouver. Today, Blake is the
main contractor for Green Park Homes across British Columbia. Employees with Blake work long
hours, especially when new subdivisions are being built. The company now wants to increase its staff
complement to help deal with increasing demands while maintaining some work-life balance. Blake
found that employees from agencies tend to need too much hands-on training, which is costly, and if
they do have some experience it is very costly to hire them due to the specific set of skills required.
Refer to Scenario 7.2. Assume that on-the-job-training is the best option to help Blake increase its
employee base. Which of the following is NOT a drawback of on-the-job-training?
(D) hands-on experience and opportunities for trainers to build good relationships with new
employees
Answer : (D)
Blake Windows & Doors Inc. installs and repairs doors and windows for Green Park Homes. When
the firm started back in the 1980s, its operations were based only in Vancouver. Today, Blake is the
main contractor for Green Park Homes across British Columbia. Employees with Blake work long
hours, especially when new subdivisions are being built. The company now wants to increase its staff
complement to help deal with increasing demands while maintaining some work-life balance. Blake
found that employees from agencies tend to need too much hands-on training, which is costly, and if
they do have some experience it is very costly to hire them due to the specific set of skills required.
Refer to Scenario 7.2. If Blake adopts an apprenticeship program, which of the following is NOT
true about how trainees are developed?
Answer : (D)
TRUEFALSE
52. Training plays a central role in strengthening the competencies that give organizations their
competitive advantage.
(A) True
(B) False
Answer : (A)
53. Training is oriented towards broadening employees' individual skills for future responsibility.
(A) True
(B) False
Answer : (B)
54. The primary purpose in training employees is to help them get socialized to the organization.
(A) True
(B) False
Answer : (B)
55. Behaviour modelling is an approach that demonstrates desired behaviour and gives trainees the
chance to practise and role-play those behaviours and receive feedback.
(A) True
(B) False
Answer : (A)
56. Most organizations choose and implement training programs based on their overall strategic
objectives.
(A) True
(B) False
Answer : (B)
57. The systems approach to training involves (1) needs assessment, (2) program design, (3)
implementation, and (4) evaluation.
(A) True
(B) False
Answer : (A)
58. The systems approach to training includes four phases: job analysis, job design, implementation,
and evaluation.
(A) True
(B) False
Answer : (B)
59. Although important in determining training program success, organizations conduct a needs
assessment less than half the time before initiating a training program.
(A) True
(B) False
Answer : (A)
(A) True
(B) False
Answer : (B)
61. Organization analysis includes broad forces that impact the effectiveness of employees, such as
mergers and acquisitions, technological change, and globalization.
(A) True
(B) False
Answer : (A)
62. The three different types of training needs analysis are organizational analysis, job knowledge
analysis, and person analysis.
(A) True
(B) False
Answer : (B)
63. Data such as direct and indirect labour costs and unemployment rates determine an
organization's training needs.
(A) True
(B) False
Answer : (B)
64. The task analysis portion of organization analysis is shifting from emphasis on a fixed schedule
of tasks to a flexible set of competencies needed for performance.
(A) True
(B) False
Answer : (A)
65. Person analysis involves determining what the content of the training program should be, based
on a study of the tasks or duties involved in the job.
(A) True
(B) False
Answer : (B)
66. Performance-centred objectives are not widely used due to concerns about the potential for
biased evaluation of results.
(A) True
(B) False
Answer : (B)
67. Trainee readiness refers to both maturity and experience factors in a trainee's background.
(A) True
(B) False
Answer : (A)
68. Managers should focus considerable efforts on the training topic, rather than the individual
learning needs of the trainee, to create an optimal training environment that is conducive to
learning.
(A) True
(B) False
Answer : (B)
69. Employees in similar jobs usually have similar levels of motivation with respect to learning.
(A) True
(B) False
Answer : (B)
70. Psychological principles of learning refer to the characteristics of training programs that help
employees grasp new material, make sense of it in their own lives, and transfer it back to the job.
(A) True
(B) False
Answer : (A)
71. Trainees are better able to learn if they can connect the new material with things that are
already familiar to them.
(A) True
(B) False
Answer : (A)
72. "We learn best by watching" summarizes the learning principle known as "modelling."
(A) True
(B) False
Answer : (A)
73. Practising job tasks enables the trainee to forget about distinct behaviours and become
proficient on the subtleties of how they are used.
(A) True
(B) False
Answer : (A)
74. Feedback to trainees is important for motivational purposes as well as knowledge of results.
(A) True
(B) False
Answer : (A)
75. Behaviour modification seeks to gradually shape trainee behaviour using reinforcement.
(A) True
(B) False
Answer : (A)
76. The success of any training effort depends more upon the content of the program than on the
teaching skills and personal characteristics of those conducting the training.
(A) True
(B) False
Answer : (B)
(A) True
(B) False
Answer : (B)
78. Knowledge of the subject is the most critical characteristic that determines instructor
effectiveness.
(A) True
(B) False
Answer : (B)
79. Although on-the-job training (OJT) is generally regarded as the most effective means of
facilitating learning at the workplace, it is often the most poorly implemented.
(A) True
(B) False
Answer : (A)
80. Apprenticeship programs are an extension of OJT that provide on- and off-the-job instruction.
(A) True
(B) False
Answer : (A)
(A) True
(B) False
Answer : (B)
82. Classroom instruction is cost-effective because it allows the maximum number of trainees to be
handled by the minimum number of instructors.
(A) True
(B) False
Answer : (A)
83. Depending on the activities involved, classroom instruction is often referred to as "self-directed
learning."
(A) True
(B) False
Answer : (B)
84. Most employees prefer the freedom and flexibility of e-learning to traditional classroom training.
(A) True
(B) False
Answer : (B)
85. The distinction between simulation and simple computer-based training is blurring due to
advances in information technology.
(A) True
(B) False
Answer : (A)
86. Case studies are a useful method of giving participants experience at analyzing and synthesizing
facts.
(A) True
(B) False
Answer : (A)
87. Role-playing consists of assuming the attitudes and behaviour of others, often a supervisor and a
subordinate.
(A) True
(B) False
Answer : (A)
88. Behaviour modelling appears to work in helping managers to interact with employees, introduce
change, and handle discipline.
(A) True
(B) False
Answer : (A)
89. Due to its importance to planning future training initiatives, most organizations go to great
lengths to accurately evaluate training programs.
(A) True
(B) False
Answer : (B)
90. Using participant reaction to evaluate training is the best way to determine training
effectiveness.
(A) True
(B) False
Answer : (B)
(A) True
(B) False
Answer : (A)
92. Benchmarking is concerned with measuring employee retention of training materials at specific
points in time.
(A) True
(B) False
Answer : (B)
(A) True
(B) False
Answer : (A)
94. Orientation is the formal process of familiarizing new employees with the organization, their job,
and their work unit.
(A) True
(B) False
Answer : (A)
95. Orientation programs stress the "why" rather than the "what," including the philosophy behind
the organization's rules.
(A) True
(B) False
Answer : (A)
96. Contrary to common thought, progressive organizations allow the supervisor to play a minor role
in the new employee orientation process, since orientation is primarily the responsibility of the HR
department.
(A) True
(B) False
Answer : (B)
97. By increasing the anxiety of new employees, orientation efforts are more likely to be successful
due to the effort/anxiety curve.
(A) True
(B) False
Answer : (B)
98. Most executives believe that formal orientation programs are effective in helping to retain and
motivate employees.
(A) True
(B) False
Answer : (A)
99. The benefits of an orientation program include lower turnover, improved morale, and facilitation
of learning.
(A) True
(B) False
Answer : (A)
100. The HR department has the most important role in the orientation program because it is the
centre of the organization-employee interface.
(A) True
(B) False
Answer : (B)
101. The use of orientation checklists compels a supervisor to be more attentive to each employee.
(A) True
(B) False
Answer : (A)
(A) True
(B) False
Answer : (B)
103. Behavioural and process skills needed for team training need to be acquired through
participative exercises.
(A) True
(B) False
Answer : (A)
ESSAY
Graders Info :
The strategic approach to training makes the critical connection between strategic objectives and
training programs. The systems approach involves four phases: needs assessment, program design,
implementation, and evaluation.
Needs assessment involves (1) organization analysis, by which managers decide where training is
needed, how it connects with goals, and what resources will be used; (2) task analysis, by which
managers identify the KSAOs that are needed; and (3) person analysis, which is identifying who
needs training and who does not.
Program design involves determining program objectives, preparing the readiness and motivation of
trainees, and choosing instructors.
Implementation involves delivery of the training and can be done in a number of ways, or a
combination of them. Possible delivery methods include on-the-job training, apprenticeships,
internships, programmed instruction, computer-based instruction, simulations, seminars, case
studies, management games, and behaviour modelling.
Evaluation consists of reactions, learning, behaviour change, and results. Reactions involve
assessing the trainees' comments and feedback about the program. Learning involves assessing
whether participants actually learned anything from the program. Behaviour refers to application of
principles from the training onto the job. Results refer to bottom-line utility and productivity
improvements achieved by conducting the program.
105. On-the-job training (OJT) has three drawbacks. Briefly discuss these and the possible solutions
suggested by experts in the field.
Graders Info :
Although all types of organizations use it, OJT is often one of the most poorly implemented training
methods. Three common drawbacks are the lack of a well-structured training environment, poor
training skills of supervisors, and the absence of well-defined job performance criteria. To overcome
these problems, training experts suggest the following: develop realistic goals and/or measures for
each OJT area; plan a specific training schedule for each trainee, including setting periods for
evaluation and feedback; help supervisors to establish a nonthreatening atmosphere that is
conducive to learning; and conduct periodic evaluations, after training is completed, to prevent
regression.
106. Identify and briefly describe the four criteria available to evaluate training.
Graders Info :
(1) Reactions: One of the simplest and most common approaches to training evaluation is assessing
participant reactions. Satisfied trainees will be more likely to want to focus on training principles
and to utilize the information on the job. Potential questions include: Did you like this program?
What suggestions do you have for improving the program? (2) Learning: Involves testing knowledge
and skills before a training program and then using this information as a baseline after training to
determine improvement. It is also important to uncover "why" learning took place by revisiting the
learning principles utilized. (3) Behaviour: Assesses transfer of training-that is, whether the
principles learned are transferred back to the job. There are several methods for assessing transfer
of learned skills back to the job-such as observations of trainees once they return to their regular
positions, interviews with the trainees' managers, and so forth. (4) Results: Involves assessing the
"bottom-line" results achieved as a result of the training, such as increased productivity, fewer
employee complaints, decreased costs, and profitability.
Another random document with
no related content on Scribd:
The Project Gutenberg eBook of Voyages of the
Dutch brig of war Dourga
This ebook is for the use of anyone anywhere in the United States
and most other parts of the world at no cost and with almost no
restrictions whatsoever. You may copy it, give it away or re-use it
under the terms of the Project Gutenberg License included with this
ebook or online at www.gutenberg.org. If you are not located in the
United States, you will have to check the laws of the country where
you are located before using this eBook.
Author: D. H. Kolff
Language: English
DOURGA,
THROUGH THE
MOLUCCAN ARCHIPELAGO,
AND ALONG THE
OF
NEW GUINEA,
PERFORMED
BY
LONDON:
JAMES MADDEN & CO., LEADENHALL STREET,
LATE PARBURY & Co.
1840.
LONDON:
FOOTNOTES:
[1] Si quelque habitans de Banda avaient acquis des richesses,
ils ne les avaient nullement à l'industrie agricole, mais à la
contrabande et au commerce avec les îles d'Arauw (Arru), ou ils
envoyaeint des embarcations dirigées par les esclaves qu'on leur
avait procurés pour l'entretien des pares (spice plantations).
Quelques individus ont fait de cette manière une immense
fortune.—Count de Hogendorp's "Coup-d'œil sur l'Isle de Java,"
p. 333.
CONTENTS.
CHAPTER I.
EXPEDITIONS IN THE MOLUCCA AND
JAVA SEAS.
PAGE
Outward Voyage.—Tristan D'Acunha.
—English Settlement.—Expedition in
the Molucca Seas.—Voyage to
Palembang and Banka.—Fidelity of
Javanese Seamen.—Expedition to
Macassar.—Particulars concerning
the Macassar War. 1
CHAPTER II.
TIMOR.
Object of the Voyage.—Sail for
Timor.—Arrive at the Portuguese
Settlement of Dilli.—Poverty of the
Inhabitants.—Mean Reception.—
Agriculture much neglected.—Slave
Trade.—Symptoms of Distrust on the
Part of the Portuguese.—
Discontented state of their Native
Subjects.—Departure for the Island
of Wetta. 29
CHAPTER III.
THE SERWATTY ISLANDS.
Arrival at the Island of Wetta.— 40
Productions.—Trade.—Interview with
the natives.—Destruction of the chief
village.—Depart for Kissa.—The
Christian inhabitants.—The fort
Vallenhoven.—Friendly reception by
the natives.—Beauty of the
landscape.—State of agriculture.—
Attachment of the people to the
Dutch government.—General
assemblage of the people.—
Performance of divine service.—
Native hospitalities.—Order,
neatness and industry of the people
of Kissa.
CHAPTER IV.
LETTE.
Arrival at the Island of Lette.—
Anchoring Place.—Series of
Disasters.—Character of the
Inhabitants.—The Mountaineers.—
Differences among the Islanders.—
Good Effects of our Mediation.—
Respect entertained by the Natives
towards the Dutch Government. 57
CHAPTER V.
MOA AND ROMA.
Boat Expedition to the Island of Moa.
—Good Inclination of the Inhabitants.
—The Block-house.—The Duif
Family.—Character of the People.—
Respect entertained by the Heathen
towards the Christian Inhabitants.—
State of Civilization and Public
Instruction.—Kind Hospitality of the
Natives.—Their Feelings of
Attachment and Confidence towards
the Dutch Government.—Departure
for the Island of Roma. 70
CHAPTER VI.
DAMMA.
Arrival at the Island of Damma.— 91
Description of the Country and
Inhabitants.—Warm Springs.—
Retrograde Movements of the
Natives in point of Civilization.—
Their Attachment to the Religion and
Manners of the Dutch.—Productions
of the Soil.—Dangerous Channel
along the Coast.—The Columba
Globicera.—Wild Nutmeg Trees.—
General Meeting of the Chiefs.—
Transactions of M. Kam.
CHAPTER VII.
LAKOR.
Description of the Island Lakor.—
Coral Banks.—Shyness of the
Inhabitants.—Productions.—Singular
Expedition.—Childish Litigiousness
and obstinate Implacability.—Native
Hospitality.—Customs and Dress of
the People. 107
CHAPTER VIII.
LUAN.
Arrival at the Island Luan.—
Dangerous Passage.—Our
Reception by the People.—
Commerce and Fisheries.—The
Christians of Luan.—Their Customs
and Dispositions.—Hospitality and
Good Nature of the Inhabitants.—
Hazardous Situation on leaving the
Island. 117
CHAPTER IX.
BABA.
Voyage towards Banda.—Remarks 129
on the Islands Sermatta, Teon and
Nila.—Arrival at Banda.—Humanity
of an Orang-Kaya.—Description of
the Island Baba.—Great Fear and
Distrust of the Inhabitants.—Their
Manners and Customs.—The Island
Wetang.—Cause of the Distrust of
the Natives.—Murderous and
plundering Propensities of the
People of Aluta.—Disturbances
between the Inhabitants of Tepan
and Aluta.
CHAPTER X.
THE ARRU ISLANDS.
Daai Island.—Singular Change in the
Colour of the Sea.—Festivities on
Board.—The Arru Islands.—
Description of these remarkable
Regions.—Customs of the Arafuras.
—Total Absence of Religion.—Proofs
of the Mildness of their Form of
Government.—Singular Treatment of
their Dead. 149
CHAPTER XI.
THE ARRU ISLANDS.
Trade of the Arru Islands.—Chief
Productions.—Trepang.—The Island
Vorkay.—The Pearl Fishery.—The
Arafuras of Kobroor and Kobiwatu.—
Duryella, the capital of Wama.—The
Schoolmaster.—Homage paid by the
Natives to M. Kam. 171
CHAPTER XII.
THE ARRU ISLANDS.
Gathering of the People at Wokan.— 187
Religious Exercises of the People.—
Their singular Mode of Dress.—The