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Chapter 7: Implementing Strategies: Management and Operations Issues
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
144
CHAPTER 7
IMPLEMENTING STRATEGIES: MANAGEMENT AND
OPERATIONS ISSUES
CHAPTER OUTLINE
 The Nature of Strategy Implementation
 Annual Objectives
 Policies
 Resource Allocation
 Managing Conflict
 Matching Structure with Strategy
 Restructuring, Reengineering, and E-Engineering
 Linking Performance and Pay to Strategies
 Managing Resistance to Change
 Creating a Strategy-Supportive Culture
 Production/Operations Concerns When Implementing Strategies
 Human Resource Concerns When Implementing Strategies
CHAPTER OBJECTIVES
After studying this chapter, you should be able to do the following:
1. Explain why strategy implementation is more difficult than strategy formulation.
2. Discuss the importance of annual objectives and policies in achieving organizational
commitment for strategies to be implemented.
3. Explain why organizational structure is so important in strategy implementation.
4. Compare and contrast restructuring and reengineering.
5. Describe the relationships between production/operations and strategy implementation.
6. Explain how a firm can effectively link performance and pay to strategies.
7. Discuss employee stock ownership plans (ESOPs) as a strategic-management concept.
8. Describe how to modify an organizational culture to support new strategies.
9. Discuss the culture in Mexico and Japan.
10. Describe the glass ceiling in the United States.

145
CHAPTER OVERVIEW
The strategic-management process does not end when the firm decides which strategy or
strategies to pursue. There must be a translation of strategic thought into strategic action. This
translation is much easier if managers and employees of the firm understand the business, feel a
part of the company, and, through involvement in strategy-formulation activities, have become
committed to helping the organization succeed. Without understanding and commitment,
strategy-implementation efforts face major problems. This chapter focuses on management
issues most central to implementing strategies in 2010-2011.
Doing Great in a Weak Economy – Google
When most firms were struggling in 2008, Google increased its revenues and profits such that
Fortune magazine in 2009 rated Google as its fourth “Most Admired Company in the World” in
terms of its management and performance. In 2009, Google began selling books online. This
related diversification strategy led Google to digitize close to 10 million books by year’s end.
Google’s philosophy is that “low prices are good, but free is better.” In a direct assault on
Microsoft, Google is preparing to launch its own operating system for computers, Google
Chrome. The Google strategy is a huge bet that online programs can eventually overtake and
crush desktop software.
EXTENDED CHAPTER OUTLINE WITH TEACHING TIPS
I. THE NATURE OF STRATEGY IMPLEMENTATION
A. The Strategy-Implementation Stage of Strategic Management
1. The strategy-implementation stage of strategic management is revealed in Figure 7-1.
2. Successful strategy formulation does not guarantee successful strategy
implementation. It is always more difficult to do something (strategy implementation)
than to say you are going to do it (strategy formulation).
B. Management Perspectives
1. In all but the smallest organizations, the transition from strategy formulation to
strategy implementation requires a shift in responsibility from strategists to divisional
and functional managers.
2. Management issues central to strategy implementation include establishing annual
objectives, devising policies, allocating resources, altering an existing organizational
structure, restructuring and reengineering, revising reward and incentive plans,
minimizing resistance to change, matching managers with strategy, developing a

146
strategy-supportive culture, adapting production/operations processes, developing an
effective human resource function, and, if necessary, downsizing.
3. Managers and employees throughout an organization should participate early and
directly in strategy-implementation decisions.
Teaching Tip: The Center for Strategic Management (http://www.csmweb.com/) is an organization
that provides strategic-management training, seminars, and facilitation services. This site also
provides links to other strategy-implementation related sites.
VTN (Visit the Net): www.csuchico.edu/mgmt/strategy/module1/sld044.htm gives a good definition of
strategy implementation.
II. ANNUAL OBJECTIVES
A. Establishing Annual Objectives
1. Establishing annual objectives is a decentralized activity that directly involves all
managers in an organization.
2. Annual objectives are essential for strategy implementation because they:
a. Represent the basis for allocating resources.
b. Are a primary mechanism for evaluating managers.
c. Are the major instrument for monitoring progress towards achieving long-term
objectives.
d. Establish organizational, divisional, and departmental priorities.
3. Clearly stated and communicated objectives are critical to success in all types and
sizes of firms. Figure 7-2 illustrates how the Statmus Company could establish annual
objectives based on long-term objectives. Table 7-1 reveals associated revenue figures
that correspond to the objectives in Figure 7-2.
a. Objectives should be consistent across hierarchical levels and form a network of
supportive aims. Horizontal consistency of objectives is as important as vertical
consistency of objectives.
b. Annual objectives should be measurable, consistent, reasonable, challenging,
clear, communicated throughout the organization, characterized by an appropriate
time dimension, and accompanied by commensurate rewards and sanctions.
c. Too often, objectives are stated in generalities, with little operational usefulness.

147
4. Annual objectives should be compatible with employees’ and managers’ values and
should be supported by clearly stated policies.
III. POLICIES
A. Changes in a firm’s strategic direction do not occur automatically. On a day-to-day basis,
policies are needed to make a strategy work.
B. Broadly defined, policy refers to specific guidelines, methods, procedures, rules, forms,
and administrative practices established to support and encourage work toward stated
goals.
C. Policies let both employees and managers know what is expected of them, thereby
increasing the likelihood that strategies will be implemented successfully.
D. Examples of policies that support a company strategy, a divisional objective, and a
departmental objective are given in Table 7-3.
E. Some example issues that may require a management policy are provided in Table 7-4.
IV. RESOURCE ALLOCATION
A. Resource allocation is a central management activity that allows for strategy execution.
1. In organizations that do not use a strategic-management approach to decision making,
resource allocation is often based on political or personal factors.
2. Strategic management enables resources to be allocated according to priorities
established by annual objectives.
B. All organizations have at least four types of resources that can be used to achieve desired
objectives:
1. Financial resources
2. Physical resources
3. Human resources
4. Technological resources
V. MANAGING CONFLICT
A. Resource-Specific Conflict

148
1. Interdependency of objectives and competition for limited resources often leads to
conflict.
2. Conflict can be defined as a disagreement between two or more parties on one or more
issues.
3. Establishing objectives can lead to conflict because managers and strategists must
make trade-offs. Table 7-5 reveals some important management trade-off decisions
required in strategy implementation.
4. Conflict is unavoidable in organizations, and is not always bad. An absence of
conflict can signal indifference and apathy.
B. Approaches for Managing and Resolving Conflict
Various approaches for managing and resolving conflict can be classified into three
categories: avoidance, defusion, and confrontation.
1. Avoidance includes such actions as ignoring the problem in hopes that the conflict will
resolve itself or physically separating the conflicting individuals (or groups).
2. Defusion can include playing down differences between conflicting parties while
accentuating similarities and common interests, compromising so that there is neither
a clear winner nor loser, resorting to majority rule, appealing to a higher authority, or
redesigning present positions.
3. Confrontation is exemplified by exchanging members of conflicting parties so that
each can gain an appreciation of the other’s point of view, or holding a meeting at
which conflicting parties present their views and work through their differences.
Teaching Tip: In the United States, there are a number of nonprofit organizations that are dedicated to
helping businesses, communities, families, schools, and any other conflicting parties resolve their
disputes in a fair, sensible manner.
Teaching Tip: Unfortunately, workplace conflict spills over into workplace violence on occasion. As
a result, it is important that managers be familiar with how to deal with workplace violence if it
occurs. The U.S. Department of Labor provides several resources for managing situations involving
workplace violence, see http://www.osha.gov/SLTC/workplaceviolence/. The Division of Human
Resources at the University of California-Davis has an excellent online brochure on dealing with
workplace violence. It is available at http://www.hr.ucdavis.edu/Elr/Er/Violence/Brochure.
VI. MATCHING STRATEGY WITH STRUCTURE

149
A. Changes in Strategy Often Require Changes in Structure
1. Changes in strategy often require changes in the way an organization is structured for
two major reasons.
a. First, structure largely dictates how objectives and policies will be established.
For example, objectives and policies established under a geographic
organizational structure are couched in geographic terms. Objectives and policies
are stated largely in terms of products in an organization whose structure is based
on product groups. The structural formula for developing objectives and policies
can significantly impact all other strategy-implementation issues.
b. The second major reason why changes in strategy often require changes in
structure is that structure dictates how resources will be allocated.
2. Changes in strategy lead to changes in organizational structure. Structure should be
designed to facilitate the strategic pursuit of a firm and, therefore, follow strategy.
Figure 7-3 illustrates a structure sequence repeated as organizations grow and change
over time.
3. There is not just one optimal organizational design or structure for a given strategy or
type of organization.
4. As illustrated in Table 7-6, symptoms of an ineffective organizational structure include
too many levels of management, too many meetings attended by too many people, too
much attention being directed toward solving interdepartmental conflicts, too large a
span of control, and too many unachieved objectives.
VTN (Visit the Net): www.smartdraw.com offers software for drawing organizational charts. It offers
a free thirty-day trial.
B. The Functional Structure
1. The most widely used structure is the functional or centralized type because this
structure is the simplest and least expensive of the seven alternatives.
2. A functional structure groups tasks and activities by business function such as
product/operations, marketing, finance/accounting, R&D, and computer information
systems.
a. Advantages: Besides being simple and inexpensive, a functional structure also
promotes specialization of labor, encourages efficiency, minimizes the need for an
elaborate control system, and allows rapid decision-making.

150
b. Disadvantages: Some disadvantages of a functional structure are that it forces
accountability to the top, minimizes career development opportunities, and is
sometimes characterized by low employee morale. Line/staff conflicts, poor
delegation of authority, and inadequate planning for products and markets are
other potential disadvantages.
3. Most large companies have abandoned the functional structure in favor of
decentralization and improved accountability. Table 7-7 summarizes the advantages
and disadvantages of a functional organizational structure.
C. The Divisional Structure
1. The divisional or decentralized structure is the second most common type used by
U.S. businesses.
2. The divisional structure can be organized in one of four ways: by geographic area, by
product or service, by customer, or by process. With a divisional structure, functional
activities are performed both centrally and in each separate division.
a. Advantages: A divisional structure has some clear advantages. First, and perhaps
foremost, accountability is clear. Other advantages of the divisional structure are
that it creates career development opportunities for managers, allows local control
of local situations, leads to a competitive climate within an organization, and
allows new businesses and products to be added easily.
b. Disadvantages: Perhaps the most important limitation is that a divisional structure
is costly.
c. Table 7-8 summarizes the advantages and disadvantages of divisional
organizational structure.
3. A divisional structure by geographic area is appropriate for organizations whose
strategies need to be tailored to fit the particular needs and characteristics of customers
in different geographic areas.
4. A division structure by product is most effective for implementing strategies when
specific products or services need special emphasis.
5. A divisional structure by customer can be the most effective way to implement
strategies when a few major customers are of paramount importance and many
different services are provided to these customers.

151
6. A division structure by process is similar to a functional structure, because activities
are organized according to the way work is actually performed. A key difference is
that functional departments are not accountable for profits or revenues, whereas
divisional process departments are evaluated on these criteria.
D. The Strategic Business Unit (SBU) Structure
1. The SBU structure groups similar divisions into strategic business units and delegates
authority and responsibility for each unit to a senior executive who reports directly to
the CEO.
2. Advantages: This change in structure can facilitate strategy implementation by
improving coordination between similar divisions and channeling accountability to
distinct business units. Another advantage of the SBU structure is that it makes the
tasks of planning and control by the corporate office more manageable.
3. Disadvantages: Two disadvantages of an SBU structure are that it requires an
additional layer of management, which increases salary expenses. Also, the role of the
group vice president is often ambiguous.
4. Figure 7-4 illustrates the SBU Structure used by Sonoco Products Corporation.
E. The Matrix Structure
1. It is the most complex of all designs because it depends upon both vertical and
horizontal flows of authority and communication.
2. It can result in higher overhead because it creates more managerial positions.
3. It also creates dual lines of budget authority, dual sources of reward and punishment,
shared authority, and dual reporting channels.
4. As indicated in Table 7-9, some advantages of a matrix structure are that project
objectives are clear, there are many channels of communication, workers can see
visible results of work, and projects can be shut down easily. This structure also
facilitates the use of specialized personnel, equipment, and facilities.
5. Figure 7-5 illustrates a typical matrix structure.
6. For a matrix structure to be effective, organizations need participative planning,
training, clear mutual understanding of roles and responsibilities, excellent internal
communication, and mutual trust and confidence.
F. Some Do’s and Don’ts in Developing Organizational Charts

152
1. Reserve the title of CEO for the top person in the organization and use the term
President for division top managers, if there are divisions in the firm.
2. Functional business executives should have titles like Chief, Vice President, Manager,
or Officer.
3. It is best to have a COO reporting to the CEO and all divisional presidents will report
to the COO.
4. Figure 7-6 illustrates an organizational chart for top managers of a large firm.
VII. RESTRUCTURING, REENGINEERING, AND E-ENGINEERING
A. Reshaping Corporate Landscape
1. Restructuring, also called downsizing, rightsizing, or delayering, involves reducing the
size of the firm in terms of number of employees, divisions or units, and hierarchical
levels in the firm’s organizational structure.
a. Recessionary economic conditions have forced many European companies to
downsize, laying off managers and employees. Job security in European
companies is slowly moving toward a U.S. scenario, in which firms lay off almost
at will.
2. Reengineering is concerned more with employee and customer well-being than with
shareholder well-being.
a. Reengineering, also called process management, process innovation, or process
redesign, involves reconfiguring or redesigning work, jobs, and processes for the
purpose of improving cost, quality, service, and speed.
3. Reengineering is characterized by many tactical decisions, whereas restructuring is
characterized by strategic decisions.
B. Restructuring
1. Firms often employ restructuring when various ratios appear out of line with
competitors, as determined through benchmarking exercises.
2. The primary benefit sought from restructuring is cost reduction. The downside of
restructuring can be reduced employee commitment, creativity, and innovation that
accompanies the uncertainty and trauma associated with pending and actual employee
layoffs.

153
3. Another downside of restructuring is that many people today do not aspire to become
managers, and many present-day managers are trying to get off the management track.
C. Reengineering
1. In reengineering, a firm uses information technology to break down functional barriers
and create a work system based on business processes, products, or outputs rather than
on functions or inputs.
2. A benefit of reengineering is that it offers employees the opportunity to see more
clearly how their particular jobs affect the final product or service being marketed by
the firm.
VIII. LINKING PERFORMANCE AND PAY TO STRATEGIES
A. Pay-for-Performance
1. How can an organization’s reward system be more closely linked to strategic
performance?
a. One aspect of the deepening global recession is that companies are instituting
policies to allow their shareholders to vote on executive compensation policies.
b. These new policies underscore how the financial crisis and shareholder outrage
about top executive pay has affected compensation practice.
2. Profit sharing is another widely used form of incentive compensation.
3. Gain sharing requires employees or departments to establish performance targets; if
actual results exceed objectives, all members get bonuses.
4. Criteria such as sales, profit, production efficiency, quality, and safety could also serve
as bases for an effective bonus system.
B. Five tests are often used to determine whether a performance-pay plan will benefit an
organization:
1. Does the plan capture attention?
2. Do employees understand the plan?
3. Is the plan improving communication?
4. Does the plan pay out when it should?
5. Is the company or unit performing better?
C. In addition to a dual bonus system, a combination of reward strategy incentives, such as
salary raises, stock options, fringe benefits, promotions, praise, recognition, criticism, fear,

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154
increased job autonomy, and awards, can be used to encourage managers and employees
to push hard for successful strategic implementation.
D. There is rising public resentment over executive pay, and there are government restrictions
on compensation. Executive pay declined slightly in 2008 and is expected to decrease
somewhat substantially in 2009 as pressure for shareholders and government subsidy
constraints lower payouts.
IX. MANAGING RESISTANCE TO CHANGE
A. Resistance to Change
1. Resistance to change can be considered the single greatest threat to successful strategy
implementation.
2. It may take on such forms as sabotaging production machines, absenteeism, filing
unfounded grievances, and an unwillingness to cooperate.
3. Resistance to change can emerge at any stage or level of the strategy-implementation
process.
4. There are three commonly used strategies for implementing change:
a. Force change strategy – involves giving orders and enforcing those orders.
b. Educative change strategy – presents information to people
c. Rational or Self-interest change strategy – attempts to convince individuals that
the change is to their personal advantage.
5. Organizational change should be viewed today as a continuous process rather than as a
project or event.
Teaching Tip: The Journal of Organizational Change Management is an excellent resource to obtain
material on change for classroom discussion. The journal explores all aspects of organizational change
and resistance to change in a comprehensive and interesting manner.
Teaching Tip: http://www.mindtools.com/pages/article/newTED_06.htm explains how to use a Force
Field Analysis to approach change.
X. CREATING A STRATEGY-SUPPORTIVE CULTURE
A. Strategists should strive to preserve, emphasize, and build on aspects of an existing culture
that support proposed new strategies.

155
B. As indicated in Table 7-10, numerous techniques are available to alter an organization’s
culture, including recruitment, training, transfer, promotion, restructure of an
organization’s design, role modeling, positive reinforcement, and mentoring.
VTN (Visit the Net): http://www.managementhelp.org/org_thry/culture/culture.htm provides an
overview on culture and links to other culture sites.
XI. PRODUCTION/OPERATIONS CONCERNS WHEN IMPLEMENTING
STRATEGIES
A. Production/operations capabilities, limitations, and policies can significantly enhance or
inhibit attainment of objectives. Production processes typically constitute more than 70
percent of a firm’s total assets.
B. Examples of adjustments in production systems that could be required to implement
various strategies are provided in Table 7-11 for both for-profit and nonprofit
organizations.
C. Just-in-time (JIT) production approaches have withstood the test of time. With JIT, parts
and materials are delivered to a production site just as they are needed, rather than being
stockpiled as a hedge against later deliveries.
D. A common management practice, cross-training of employees, can facilitate strategy
implementation and can yield many benefits.
XII. HUMAN RESOURCE CONCERNS WHEN IMPLEMENTING STRATEGIES
A. Resource Concerns
1. More and more companies are instituting furloughs, or temporary layoffs, to cut costs
as an alternative to laying off employees. Table 7-12 lists ways that companies today
are reducing labor costs to stay financially sound.
2. Strategic responsibilities of the human resource manager include assessing the staffing
needs and costs for alternative strategies proposed during strategy formulation and
developing a staffing plan for effectively implementing strategies.
3. The human resource department must develop performance incentives that clearly link
performance and pay to strategies.
4. Human Resource problems that arise when businesses implement strategies can
usually be traced to one of three causes:

156
a. Disruption of social and political structures.
b. Failure to match individuals’ aptitudes with implementation tasks.
c. Inadequate top management support for implementation activities.
5. Perhaps the best method for preventing and overcoming human resource problems in
strategic management is to actively involve as many managers and employees as
possible in the process.
B. Employee Stock Ownership Plans (ESOPs)
1. An ESOP is a tax-qualified, defined-contribution, employee benefit plan whereby
employees purchase stock of the company through borrowed money or cash
contributions.
2. ESOPs empower employees and reduce worker alienation, stimulate productivity, and
allow substantial tax savings for the firm.
3. Table 7-13 lists 15 example ESOP firms.
C. Balancing Work Life and Home Life
1. Work/family strategies have become so popular among companies that the strategies
now represent a competitive advantage for those firms that offer such benefits.
2. Table 7-14 lists a few excellent workplaces for women.
3. Table 7-15 gives the 13 Fortune 500 Women CEOs in 2009.
4. There is great room for improvement in removing the glass ceiling domestically,
especially considering that women make up 47 percent of the U.S. labor force.
D. Benefits of a Diverse Workforce
1. An organization can perhaps be most effective when its workforce mirrors the
diversity of its customers. For global companies, this goal can be optimistic, but it is a
worthwhile goal.
E. Corporate Wellness Programs
1. Wellness of employees has become a strategic issue for many firms. Many firms are
implementing wellness programs, requiring employees to get healthier or pay higher
insurance premiums.

157
2. Slightly more than 60 percent of companies with 10,000 or more employees had a
wellness program in 2008, up from 47 percent in 2005. In the weak economy of late,
companies are cutting back on their wellness programs.
3. Wellness programs provide counseling to employees and seek lifestyle changes to
achieve healthier living.
4. Seven key lifestyle habits listed in Table 7-16 may significantly improve health and
longevity.
Teaching Tip: Visit the text’s website at www.prenhall.com/david for this chapter’s Web exercises.
ISSUES FOR REVIEW AND DISCUSSION
1. List the five labor cost-saving activities that you believe would be most effective for (1) Best
Buy, (2) your university, and (3) the U.S. Postal Service. Give a rationale for each company
Answer: Examples offered by students will vary, but will include many of the labor cost-saving
tactics presented in Table 7-12. These include salary freeze, hiring freeze, salary reductions,
reductions in employee benefits, increasing employee contribution to health care premiums,
reducing 40-K match, reducing employee workweek, mandatory furlough, voluntary furlough,
hiring temporary or contractual employees instead of fulltime employees, volunteer buyouts,
reduced production, layoffs, early retirement, and reducing or eliminating bonuses.
2. Define and give an example of furloughs as they could apply to your business school.
Answer: Furloughs are temporary layoffs that more and more companies are instituting to cut
costs as an alternative to laying off employees. Many colleges and universities have implemented
furloughs as a result of the economic recession. An example in a business school would be
mandatory furlough days that would require all faculty and staff within the business school to take
unpaid leave. Such a move would only be effective if it included all employees, not just those
within the business school.
3. The chapter says strategy formulation focuses on effectiveness, whereas strategy
implementation focuses on efficiency. Which is more important, effectiveness, or efficiency?
Give an example of each concept.
Answer: Student opinions on the importance of effectiveness and efficiency will vary and
certainly both are important for successful strategic planning. Effectiveness is associated more
with strategy formulation, i.e. doing the right things which means having an excellent game plan
or strategic plan. Efficiency is associated more with strategy implementation. Efficiency means
finding the best means to accomplish something. Because strategy implementation is usually
more difficult to accomplish than formulation, some students may feel that efficiency is more

158
important. Recall that Vince Lombardi once said “the best game plan in the world never tackled
or blocked anybody.” However, the author actually feels that effectiveness may well be more
important than efficiency because it is essential to be on the right track, or digging in the right
spot. Otherwise even the hardest working employees likely would be unsuccessful. Formulation
(effectiveness) decisions such as to acquire a firm equal in size to your firm can make or break the
firm.
4. In stating objectives, why should terms such as increase, minimize, maximize, as soon as
possible, adequate, and decrease be avoided?
Answer: Terms such as increase, minimize, maximize, as soon as possible, adequate, and decrease
should be avoided when setting objectives because they too general, are unclear, lack specificity,
and are not measureable. Instead, objectives should state quantity, quality, cost, time, and should
be verifiable.
5. What are four types of resources that all organizations have? List them in order of
importance for your university or business school.
Answer: The four types of resources that all organizations have include financial, physical,
human, and technological resources. Rankings will vary by student and also depend on qualities
of the university or business school.
6. Considering avoidance, defusion, confrontation, which method of conflict resolution do you
prefer most? Why? Which do you prefer least? Why?
Answer: Preferences will vary based on the levels of conflict that students are comfortable with.
The lowest level of conflict involves avoidance, or ignoring the problem. Defusion can include
playing down differences between conflicting parties. The highest level of conflict is
confrontation, which involves presenting the viewpoints of all conflicting parties to resolve the
issue.
7. Explain why Chandler’s strategy-structure relationship commonly exists among firms.
Answer: In Chandler’s strategy-structure relationship, organizations tend to follow a cycle. Once
a new strategy is formulated, new administrative problems emerge and organizational
performance declines. A new organizational structure is established as a result, and organizational
performance improves. Eventually, the cycle repeats itself. This relationship commonly exists
among firms because by nature, structure is designed to facilitate the strategic pursuit of a firm,
and therefore, follow strategy.

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all the Ladies, to keep up our Courage. Every body talked
fast and ate fast too, as we were elated at our Escape and
pretty hungry. I should tell you, the fat Woman maintained
that her snappish little Puppy had thrown the Robber off his
Guard; but the Squire shook his Head upon't. While fresh
Horses were putting to, a couple of Horsemen, apparently a
Clergyman and his Servant, rode into the Inn-Yard. The
Squire, stepping out to them, related what had just
occurred, and cautioned them against crossing the Heath
unarmed. They thanked him, but told him they were two
Police-Officers in Disguise, and well armed in the Hope of
Attack. In fact, as we have since learnt, they were beset by
the very Men who had assailed us, and giving Chase to the
Gang, who dispersed as wide as they could, followed them
all across the Country till they succeeded in capturing two;
one of whom swam his Horse across a River, but was taken
on the other Side. The Squire has since been asked to
appear against them, but has declined, saying there is
already sufficient Evidence, and he has no Mind to swear
away Lives that he spared when his Blood was hot.
"After this, you may suppose we could talk of Nothing but
Murders, Robberies and such-like delightful Subjects during
the greater Part of our Journey: and each seemed trying to
outdo the other, in hope of making the others forget how
tamely all had behaved except the Squire. Gradually we
dropped our Companions at one Place or another, till none
remained but the Squire, myself, and the fat Woman. He
now began to be amused at the Joy I could not help
betraying at the Sight of every well-known Landmark, and
tried to tease me by supposing a Dozen ridiculous Accidents
that might have happened at Home, to disappoint me of
my Pleasure. At length, we stopped at the Corner of a By-
Road in Larkfield Parish, and young Mr. Heavitree comes
up. 'Are you there, Father?' says he, scrambling up on the
Step to look in. 'All right, my Boy,' says the Squire, grasping

his Hand, which he shook heartily, 'and here's Gatty
Bowerbank come Home to see her Mother.' Mr. Heavitree
gave me such a cheerful Smile! 'How glad they will all be!'
said he, 'they do not in the least expect you, and have been
wondering why you have let them be so long without a
Letter. I was at your Mother's just now.' 'She's quite well,
then?' cried I. 'Oh yes,' said he, 'but you don't look very
well, I think.' 'Manners, Jack!' says the Squire. 'Well, Father,
I meant no Harm; here are Horses, Sir, for you and me, and
a light Cart for your Luggage.' 'Put Mrs. Gatty's Baggage
into the Cart too, my Boy,' says the Squire, 'and send the
Horses round to the Green Hatch, for I've a Mind to walk
across the Fields with this young Damsel, and see what
Reception she gets, and I suppose you won't Mind coming
along with us.' 'Not I, Sir,' said Mr. Heavitree, 'I shall like it
very much.' So, when the Luggage was put in the Cart, and
the Coachman was settled with, we started off, as sociable
as could be, talking about the Highway Robbery; and the
Squire took Care to tell his Son that I was the only Woman
who did not scream when the Pistol was fired into the
Coach. Well, we got to the dear old Garden-Gate; and
there, strolling along the pebbled Walk just within it, were
Lucy and Pen, their Arms about each other's Necks.—The
Squire hemmed; they looked round; and oh! what a Cry of
Joy they gave! My Mother, hearing the Noise, came out....
"Dear Mrs. Patty, I am writing as small as ever I can, and
must write still smaller, if I mean to get in Half of what I
want to say. Imagine what a happy Evening we had! My
dear Mother shed many Tears, though, when she heard of
your Kindness to me throughout my Illness; and desired me
to express her Thankfulness to you all in the strongest
Terms I could frame. My Ten Pounds proved very
acceptable, as it made up, with her Savings, just the Sum
she wants to bind Joe to our Village Doctor. Penelope is
learning to make Bone-Lace; and Mrs. Evans is so well

content with Lucy, that she is going to take her as second
Teacher in her School next Quarter, so that we are all
getting on mighty well, one Way and another. Also my
Mother has realized a pretty little Sum by the Sale of some
of my Father's Latin Books, and there are yet more left.
Your delicious Plum-Cake was done ample Justice to, and
the Boys declare there never were such Gingerbread-Nuts.
Now I have filled my Paper to the very Edge, and yet how
much I have left unsaid! Put yourself in my Place, and you
will know all I would say to you, and to dear Mrs.
Honeywood, and to Prue; not forgetting Mr. Honeywood, to
whom give my kind Regards."
"Your ever attached and grateful
"Gertrude Bowerbank."
My Father, who was smoking his Pipe whilst I read this Letter to him
and my Mother, presently said, "I see them all!"
"See who, Father?"
"Everybody in Mrs. Gatty's Letter—The old Woman with her Pipe, the
old Gentleman in his Roquelaure, the Robber hung in Chains on the
lone Heath, the Highwaymen, the stout old Squire leaping out with
his Blunderbuss, my Lord Duke coming up, the Police-Officers riding
into the Yard, the young Farmer coming to meet his Father, Gatty
flying up to her Mother—that Letter is as full of Pictures as this
Chinese Paper."
After ruminating on it a While longer, he began again, with:
"Gatty ought to marry the Squire."
"Oh Father! his Son, if you please!"
"How do you know the Son is a single Man?"
"Nay, how do we know the Squire is a Widower? He's too old."
"Perhaps she won't marry either," said Prue.

"Perhaps not, Mrs. Prue, but let me tell you, neither you nor your
Sister could have writ that Letter."
"Well, Father, I suppose a Woman does not get married for writing a
Letter. For my Part, I don't see much in it. Anybody, I suppose, could
write, if they had Anything to write about."
"No, that don't follow—it's a non sequitur, as the Scholars say."
"I don't set up for a Scholar, not I," said Prue, "I never was so good
a Hand at my Pen as Patty; but I worked the best Sampler, for all
that."
"Well," says my Father, "say, when you write to her, Patty, that I
don't care how often I pay a Shilling for such a Voice from the
Basket as that. I wish she'd send us one every Week."
It indeed was Something curious, how my Father's Fancy was hit by
this Letter, which he got me to read to him many Evenings following.
What was more remarkable, Mr. Fenwick praised it too, though after
a more temperate Manner. He called it easy Writing. Now, sure, what
is easy, is not so meritorious as what is difficult! And he added it was
almost as good as some of the Letters in the Spectator; which,
everybody must own, was immoderate. Gatty could historify plain
enough what passed before her own Eyes and was heard by her
own Ears; but she could not frame a Sentence that required some
Exertion of the Mind to follow; which, I take it, is the Perfection of
good Writing; at least, I know that's the Way with our best Authors.
And no Shame to her for it: Women are not to be blamed for not
shining in what is out of their Province; and she spelt perfectly well,
and wrote a neat, flowing Hand, which had found Plenty of Practice
under Lady Betty; only, to set her up with the Amandas and
Dorindas that corresponded with Sir Richard Steele; why, the Thing
was clearly preposterous.
Meanwhile, Mr. Fenwick continued to find his Way down to us most
Evenings, with his Book in his Hand; and I must say he made the
Time pass very pleasantly and swiftly; but though he read quite loud
enough for such a small Company, 'twas evident to himself as well

as to us, that his Voice would by no means yet fill a Church; besides
which, his Breath soon became short, and a red Spot would come on
his Cheek; which, whenever my Mother noticed, she always made
him shut his Book, and would talk about Anything that chanced,
rather than let him over-tire himself. Meanwhile, he heard Nothing,
as far as I could glean, of Mr. Caryl: I know he got no Letters, nor
received any Visitor; and that, I think, tended to make the red Spot
infix itself on his Cheek. I pitied him heartily—"Hope deferred
maketh the Heart sick"—but yet it was a Matter I could not presume
to express Sympathy with him upon; nor was I qualified to allay any
of his Uneasiness. But I kept anxiously looking out for Mr. Caryl's
entering the Shop. One Forenoon, Lady Betty's Man, Mr. James,
came in; and, says he, "Your Servant, Mrs. Patty—My Lady is going
to give a grand Masked Ball to-morrow Evening; and it occurred to
me that you and your Sister might like to look on. If so, I can secure
you good Places, where you will see without being seen; and you
will only have to come early, and ask the Hall Porter for Mr. James."
I thanked him, and said it would be a vast Treat to us; and after a
little Talk about Mrs. Gatty, and my offering him some Refreshment,
which he readily selected in the Form of Cherry Brandy and
Macarons, he went away.

Strategic Management Concepts and Cases 13th Edition David Solutions Manual

Chapter IX.
Lady Betty's Masquerade.
Prudence was mighty pleased to hear of our Engagement, as it would
afford her a near View of the gay World, which was what she had
long been desiring. After the Shop was closed, we set forth,
attended by Peter, who was also to see us safe back; and on
reaching the Square, we descried the House directly by the lighted
Flambeaux.
Both the private and public Entrance were already in Commotion;
but we asked the Hall Porter for Mr. James, who presently appeared,
still in Deshabille. "You have taken me at my Word," said he smiling,
"Your Coming is of the earliest, and I dare not let you go up-Stairs
yet, so you must wait awhile in the Servants' Hall, till the Company
begin to arrive."
I was never in a Servants' Hall of that Description before; and I must
say that it afforded me Matter and Leisure for several Reflections.
Servants, Pastry-Cooks—Men and Boys, and so forth, were bustling
in and out, and we were pushed about a good Deal till we got into a
quiet Corner behind the Clock. It struck me that the Pleasures of the
Quality were purchased at the Price of a good Deal of Immorality in
their Dependents. Many a Glass of Wine did I see swallowed on the
Sly; many a Tart and Custard whipt off and hastily eaten in Corners.
One would have thought, in a great House like this, Fragments of
Dainties had been so common that they would have been no
Temptations; but doubtless the poor Servants had been so
overwrought and debarred of their natural Rest and regular
Refreshments, that their Strength required a little keeping up, for
they had an arduous Evening before them. The Maids flirted and
jested; the Men used intemperate Language; in and out among

them all sailed my Lady Housekeeper from Time to Time, as proud
as a Dutchess, and in a Head and Primers that a Dutchess had
probably worn, before they were a little soiled.
By-and-by the Bustle increases. Mr. James comes in, superbly
attired, and smilingly offers us Tarts and Tokay; but, though pressed,
we declined. Then he beckoned us to follow him, and piloted us into
a brilliant Ante-room where, behind some huge Orange Trees in
Wooden Tubs, he found us Seats that commanded a Vistoe of the
two Drawing-rooms beyond. Sure, the King's Majesty could scarce
dwell in greater State. I think that neither Whitehall, Windsor, nor
Hampton Court could ever have made a greater Show. The Ante-
Chamber Hangings were blue Velvet and Silver, the Drawing-room
that came next beyond was amber Satin and Gold; the Chamber
beyond that was hung with Goblin Tapestry. Also there were some
large Mirrours, in which one might behold one's self from Head to
Foot.
I had very little Notion of what a Masked Ball was really like, but I
concluded the Company being attired as Monarchs, Roman Senators,
and Potentates of various Descriptions, would be sufficiently
possessed with their imaginary Dignities to display Gestures and
Deportment of a corresponding Sort, which would doubtless be very
majestical. And these again would be relieved by Light-Comedy
Parts, which, well supported, would be humorous and diverting.
As, let People assemble as late as they will, some one must still be
first, so it was on the present Occasion. A little Man, gaudily attired,
entered with a good Deal of Flutter and Importance, who, as soon
as he found the Apartments empty, exchanged his Strut for his
ordinary Gait, took off his Mask and put it on again several times,
perambulated the Saloons, peeped into everything, examined
himself again and again before the Mirrours, acted a little in Dumb-
Show, sat down before one of them, and finally curled himself up on
a Settee and dropped asleep.
I wonder how much the Expectation of Pleasure makes up the real
Amount of Pleasure apportioned to us in this Life. The Pleasure itself

continually disappoints; the Expectation of it has often Something
troubled and impatient; so that either Way there's perpetual Alloy.
Prudence and I were now mighty anxious for the Company. A Group
at length entered, consisting of Maids of Honour and Courtiers of
Queen Elizabeth's Time, very much furbelowed and bedizened, who
believed themselves the first till they espied the little Man on the
Settee, when there were some small Jokes made about Cymon and
Iphigenia, Milton and the Italian Lady, Sleeping Beauty in the Wood,
and so forth. Then the Ladies settled their Ruffs at the Mirrours, and
sailed up and down; and one of them walked through Part of a
Minuet without Music with a Gentleman she called Sir Christopher
Hatton, who pointed his Toes extremely well. Then one of them said,
"My Mask makes my Face so hot!" "And red too," said the other;
"but what will it be by-and-by?" "I wonder if Harry will come," says
one; "I'll lay any Wager I shall find him out."—"I'll lay any Wager you
won't," says the other. Thought I, is this the Way Maids of Honour
used to talk in the Days of good Queen Bess? Well, perhaps it may
be.
Just then the little Man woke up, rubbing his Eyes, and saying
drowsily, "John, my hot Water at seven ..." on which the Ladies
tittered, and he woke up, looked about, and probably felt foolish.
Now the Musicians came, and took their Places, and began to tune
up; and Prue whispered to me, "How delightful!" Indeed, the Music
was, or seemed to me, first-rate, and I enjoyed it as much as
anything; yet at length became inured to it, and scarce more
attentive than to a common Street Band; and finally wished the Men
would not play so loud, for it prevented my hearing what People
were saying. The Ball-Rooms now began to fill fast; and were soon
crowded with Jews, Turks, and Saracens, Nuns, Monks, and Friars,
Goddesses, Shepherdesses, and Milkmaids, Pulcinelloes,
Mountebanks, and Ministers of State. Their Dresses were excessive
fine, and I almost trembled to think of the Expense People had put
themselves to for the Amusement of one Night; however, that was
all for the good of Trade—if so be they paid their Bills.

As for supporting their Characters, there was scarce an Attempt at it;
the utmost that the greater Part of 'em did was to say, in little
squeaking Voices, "You don't know me!" "I know you!" This seemed
to me stupider than Child's-Play; and I was beginning to weary of it,
when Prudence jogged me as a very pretty Figure passed, in striped
Gauze and pink Satin, sprinkled with Flowers, as the Goddess Flora;
and whispered, "Lady Grace Bellair."
Soon after, a smart young Spanish Cavaliero came in, whom she
pronounced to be Mr. Arbuthnot; and a Bashaw with three Tails,
whom she decided upon as Sir Charles Sefton. Whether any of her
Guesses were right, I knew not. By-and-by, Dancing began in the
inner Saloon; and, for the first Time, I had a Glimpse of Lady Betty,
who was the only Woman without a Mask; and when I saw how
great was her Advantage therein over the rest, I wondered how
Persons that evidently thought mainly of outward Appearances could
make themselves such Frights.
By-and-by a singular Couple, Arm in Arm, left the Ball-Rooms for the
Ante-Chamber, dressed like Charles the Second's Courtiers, all but
their Heads; for one had the Head of a Fox, and the other of a
monstrous Goose. The latter said, "Quack!" whenever he was
pushed by the Crowd, which was held an exceeding good Joke, for
Folks cried, "Well done, Goose! Quack again!" and, when he did so,
went into Peals of Laughter. At Length, with his Friend the Fox, he
sat down on a Bench just in Front of our Orange-Trees, exclaiming to
his Companion, "Precious hot Work! Even Popularity may be too
fatiguing."
"I never had enough of it to know that," says the Fox.
"You! Why, you've been steeped in it to the Lips!—among a certain
Coterie at any Rate. You are feigning Modesty, Mr. Fox."
"All I said was, I had never had too much; perhaps, not enough. We
belong to an insatiable Race. By-the-by, I proved myself a Goose To-
Night in choosing to play Fox, for you are by far the more popular."
"And only by saying Quack."

"Quackery goes a great Way in this World,—I might have known
'twould be so."
"Monstrous fine Masquerade this!" said the Goose.
"Oh, delightful! Have you made out many People?"
"Why, to tell you the Truth, I've been so observed myself, I've had
no Time to observe others."
"Quack!"
"Sir! name your Hour, Place, and Weapon."
"How quiet and retired is everything in this little Spot! You have
Time to observe now."
"Why did you deny yourself to me Yesterday? I know you were at
Home."
"The Truth is, I was desperately hypped."
"What made you so?"
"Study."
"What were you studying? The natural History of the Fox?"
"No, I was learning some Verses by Heart; and I'll spout them to
you."
"Now then; don't be tedious."
"'Three Things an Author's modest Wishes bound;
My Friendship, and a Prologue, and ten Pound.'"
"Oh, come! that's Pope!"
"Well, and it's my Case too—pretty near. A callow Poetling writes a
Piece, dedicates it to me, and expects me to patronize and print it."
"You? Why, I never saw your Name head a Dedication!"
"Well, Sir, you may shortly—if I find no Way of adroitly declining the
Honour, as I have done similar Favours before."

"Why decline?"
"Oh, the Thing's burthensome."
"The ten Pounds may be; but most People consider themselves
honoured, and are willing to pay for an expensive Luxury."
"Well, it's no Luxury to me."
"Don't have it, then."
"How avoid it?"
"By simple Neglect. He can't ask for the ten Pounds, if you forget to
send them."
"No, but he may abuse me."
"If his Abuse is not clever, Nobody will read it. Come, you are
making a Mountain of a Molehill. If he has sent his Poem to you,
send it back 'with Thanks,' or forget to return it altogether, or let a
Spark fall upon it."
"Then a Spark would fall upon me."
"Nay, if none of those Expedients can fit you, you must help yourself
to one. I begin to think you ought to have played Goose, in good
Earnest."
They now fell to talking of the Company, and criticizing their Dresses
and Deportment, but I was too preoccupied with what they had
been saying to attend much to their caustic Remarks; for though
they spoke quietly, and their false Heads somewhat disguised their
Voices, I could not help entertaining an Impression that the Fox was
Mr. Caryl. Was it poor Mr. Fenwick, then, he alluded to so
unhandsomely? Oh, the Hollowness of Worldlings! Why, had I not
with my own Ears heard him commend Mr. Fenwick's Poem to his
Face, and thank him for the Compliment of the Dedication? And yet,
here he was waiving it off, as 'twere, and even hinting that Mr.
Fenwick wanted to be paid for it! whereas I knew he had refused
Money when offered! Oh, the Meanness!... He was jealous, and
envious too, I could make out, of a Man that had writ better Verses

than his own; and would fain have them supprest. Well, well, this is
a wicked World we live in; and that's no News neither.
A false Head and a false Heart, thought I, as the Fox walked off with
the Goose. I declare my Hands tingled to pull off that Fox's Head
and expose him; but that would have been witless. I got tired of the
Vanity-Fair long before Prudence did. At length even she had had
enough (and no Wonder, for our Attention had been on the full
Stretch for many Hours, without Refreshment or Change of Posture);
but the Difficulty was, how to steal away; for the Lobbies and grand
Staircase were as thronged as the Ball-Rooms, and we could not in
our plebeian Dresses, and unmasked, attempt going among the
Company; so there we continued to sit, long after we wanted to
come away. At length the Rooms began to thin; and we took
Advantage of a chance Dispersion of the Company to make a sudden
Flight to the back Stairs. I thought I heard Remarks and
Exclamations made, but never looked round; and there, at the Foot
of the back Stairs, stood Peter as pale as Death, thinking he had
missed us, and never should find us. He had passed the Night, of
course, at a Public-House—no good place for him, nor for scores of
others that did the same; and was now waiting with our camelot
Cloaks and Clogs, which he had stowed safely somewhere where he
knew he could find them again. Once equipped, we followed close at
his Heels as he elbowed his Way through a Rabble-Rout of
Chairmen, Link-Boys, Hackney-Coachmen, Pickpockets, and Lookers-
on. It was pouring of Rain, the Pavement shone like Glass, Day was
breaking, and I never heard such an uproar in my Life.... "Lady So-
and-so's Chariot!" echoed from one hoarse Voice to another all along
and round the Corner; and then "Lady So-and-so's Chariot stops the
Way!"—till Lady So-and-so stepped in and drove off.
At length we got quit of it all, and picked our Way Home as we best
could, and a long Way it seemed! We had too much to do in minding
our Dresses, to have Leisure for talking. As we got towards the Five
Fields we met plenty of Market-Carts; and now and then we heard
the shrilly Cry of some poor little Chimney-Sweep. Once at Home,
we were soon in Bed and asleep; and I awoke nearly at my usual

Time, chilly and yawnish, but Prue continued sleeping, and I did not
wake her.
I was not down quite as soon as usual, after all, and the Milk and
Bread were behind Time; and, of Course, Mr. Fenwick did not get his
Chocolate as soon as usual. When he heard what had made me late,
he looked grave. I said, "Sure, Sir, there was no Harm in looking
on?" He said, "Well, I don't know.... It is dangerous to attend not
merely Places of pernicious but of doubtful Amusement. Do not your
Feelings this Morning tell you that there was Something unsound
and unsafe in the Revelry of last Night? And if so in the Case of
mere Spectators, how much more in that of actual Participators? and
of all those poor People, no voluntary Promoters of it, who only
obeyed Orders, and got no Pleasure at all, but what was allied to
Dishonesty and Intemperance? I don't want to be overstrict; but am
I right or wrong, think you, Mrs. Patty?" And I was obliged to own
that I believed he was in the Right on't.
As for Prue, she was fit for Nothing all Day; but she would hear of
no Wrong in what had to her been so delightful. So I left her to
amuse my quiet Mother with her lively Chat, and attended to the
Shop myself.

Chapter X.
Tom's Presents.
I was sitting behind the Counter, when a smart-looking, sunburnt
young Man of about two-and-twenty, attired as a Sailor, came into
the Shop. He said, "Hallo, Patty! how are you?" I said, "Why, Tom!
can it be you? I thought you had been in China!"
"I have been there," says he, "true enough; more-by-Token, here's a
China Orange for you;" and clapped one into my Hand with such
Force that it went near to go through it.
"How are you all?" said he; "I'm glad to see you, and I hope you're
glad to see me."
"Oh yes, very glad, Tom; pray walk into the Parlour—we are all at
Home."
"How are you, Uncle?" says he, so loud and sudden that he made
my Father jump. "And you, Aunt!"—kissing her. "And you!" kissing
Prue too.
"'Manners, Jack!'" says my Father, quoting Gatty's Letter.
"My Name's Tom, Uncle, not Jack, though I suppose you meant Jack
Tar. Well! so here you all are! I've only just landed—Didn't forget
one of you in foreign Lands; I've brought my Aunt a Monkey."
"A nasty Beast!" cries my Father; "we won't have him here, Tom!
He'll break all my China."
"Well, Uncle, I thought she might do a little Damage that Way, ('tis
the prettiest little Creature you ever saw; her Ears are bored, and
her Name's Jessy!) So I brought you, Sir, a Tea-Service, to cover

Breakages; the Cups and Saucers fitting into each other; and the
Teapot, no bigger than this Orange, fitting in o' Top; the whole
Concern packs in a Cylinder no bigger than a Spice-Box."
"Dear Tom," says my Mother, nervously, "we've more Tea-Services
already than we should know what to do with, if we did not keep a
genteel Kind of Tea-Garden for the Quality."
"But as you do, Ma'am, won't it be acceptable? Or otherwise, won't
you want Jessy to break it? She's the prettiest little Dear you can
imagine, the Darling of the whole Ship. Well! it seems you're each
discontented with the other's Presents;—my Uncle don't like your
having the Monkey, and you don't like his having the Crockery. Then
I'll tell you what I'll do—chop and change. I'll take your Presents
down to my Father and Mother, and you shall have theirs. I've
bought you a Pair of Slippers, Prue, but of course they're too big."
And out he pulled a Pair of little Chinese Slippers that might have
pinched Cinderella.
"I'm sure you can't wear them, Prue," said I.
"I'm sure I shan't try," said she, jerking her Chin.
"Well, Patty, since I could find you Nothing better, I've brought you a
Feather Fan with an Ivory Handle."
"Thank you, Tom!" said I; "it will do nicely to flap the Flies off the
Pastry."
"And since you, Aunt, will not have the Monkey, you must be content
with some Gunpowder Tea."
"I shall like that a great deal better, Tom, I assure you. The only Sort
of Gunpowder I approve."
Here Tom pulled out of his Pocket what looked like a Mahogany
Rule, about nine Inches long. "Now, Sir," says he to my Father,
"what's that?"
"I can't for the Life of me tell," says my Father, after eyeing it
askance and then handling it.

"I knew you couldn't! See," (unfolding it,) "it's a Boot-jack!"
"A queer one, Tom!"
"And what is it now? Why, a Reading-Desk! What is it now? A
Cribbage Board!"
"Ha! Tom, that's ingenious."
"Ingenious, Uncle? I believe it is! What is it now? A Ruler. What is it
now? A pair of Snuffers."
"Ha, ha, ha!"
"Ah, I knew you'd laugh—what is it now? An eighteen Inch Rule.
What is it now? A Pair of Nut-crackers. What is it now? Two
Candlesticks. What is it now? A Picquet-Board. What is it now! A
Lemon-squeezer. That's for you, Uncle. That's all the Changes. It will
go into your Coat Pocket."
"It shall go there, Tom! 'Tis a real Curiosity."
"I knew you'd say so, Sir. I wasn't sure about the Monkey, but I
knew you'd like this. Jessy shall go with me Home, but I shan't go
there till next Week, because they don't know we've come up the
River, so I shall stay a little here first."
"But, Tom, I don't know how we can take you in, for we have a
Lodger."
"Oh my Goodness! Nay, don't put the poor Fellow to Inconvenience
on my Account, pray."
"Certainly not!" cried Prue, indignantly. "Why, Mr. Fenwick is quite a
Gentleman!"
"Oh, is he so?" said Tom, bursting out laughing, "and pray, what am
I? 'Sir, you're no Gentleman!'—is that it, Prue?"
"Why, you're Tom, and that's all."
"And that's enough too, isn't it? Oh, I can swing my Hammock
anywhere. I wouldn't put Anyone to the smallest Inconvenience.

Would sooner catch my Death of Cold, or lose every Shot in my
Locker."
"Tom, you're such a thoughtless, good-tempered Fellow, we must
pack you in somewhere."
"Oh, no, Uncle! don't think of it. I'll be off to the Three Bells. Only,
there are two Belles here I like better."
"But, Tom, I shouldn't like you to get your Pocket picked."
"And I," said my Mother, "should not like you to take your Death of
Cold."
"Never caught Cold in my Life, Ma'am, that was only Flummery; a
Sailor has Something else to do than keep sneezing and blowing his
Nose. And I can leave my Money and Watch here."
"Prudence," said I, "you and I could sleep in the little blue Closet."
"Why shouldn't Tom," said Prudence, "now the other Door is un-
nailed? We should have to move all our Things."
"Thank you, Patty," said Tom, "you were always as sweet as Syrup
to me. I shall like the blue Closet a precious deal the best, I can
assure you, instead of being mast-headed."
So thus it was arranged; and the light-hearted Fellow was soon
established among us, spinning long Yarns, as he called them, about
John Chinaman.
The next Day, he was absent for some Hours, and when he came
back, he said he wanted Prue and me to go with him in the Evening
to see a Conjuror. Prudence, for some Whim, would not go; but I
accompanied him with Pleasure. The Way Tom went on, however,
spoiled my Evening's Entertainment.
The Conjurer was dressed somewhat in the Oriental Style, and I
should have taken him for a real Foreigner, only that Tom whispered
to me that was all Sham. In Fact, he began by addressing us in very
good English, and saying that the Marvels he was about to display
were unaccompanied by any Fraud or Deception, and that any Lady

or Gentleman who doubted his Word might come and sit at his
Elbow. "I accept your Invitation!" cries Tom; and immediately "slued
himself round," as he expressed it, round a Pillar between us and
the Stage, slipped down it as if he had been a Monkey, and was at
the Man's Side in a Moment. The Conjurer looked sufficiently
annoyed, but not more so than I felt, for it seemed to me that the
Eyes of all the Audience were alternately on Tom and me, as indeed
they well might be. Luckily for my Comfort and Respectability, he left
me sitting next to a very steady-looking elderly Couple, the nearest
of which said, "Never mind, young Lady, we'll take Care of you." I
said, "It was so very thoughtless of him to leave me!" and felt quite
uncomfortable. "It was very thoughtless," said the good Woman's
Husband, smiling, "I should think, Miss, he's in the sea-faring Line."
I said, "Yes, Sir," and we then began to attend to what was going
on, on the Stage; but I sat on Thorns all the While.
Tom, quite unembarrassed by the Publicity of his Position, kept his
Eyes fixed on the Conjurer's Proceedings with an Air of lively
Interest. The two or three first Tricks drew from him such
Exclamations as "Capital! Excellent!" which appeared somewhat to
mollify the Cunning Man; but at length, when Something was done
which seemed very surprising, Tom coolly remarked, "Ah! I see how
that is managed," in a Voice as clear as a Bell, that was heard all
over the House. The Conjurer shook his Head at him and frowned;
but went on to Something else. Again Tom was pleased; again he
clapped as heartily as any. The next Trick he marked his Approval of
by saying, "Very neat, very neat." At Length came the grand Feat of
the Evening, which was swallowing a Carving-Knife. Everybody's
Attention was riveted, when Tom said in an Expostulatory Voice,
"But, my dear good Fellow, how can you say there is no Fraud or
Deception?" "Sir, I defy you to prove any," says the Conjurer. "I will
prove it directly," says Tom, "for I have often seen the Thing better
done in India." "Sir, you are an impertinent Fellow," says the
Conjurer; "I must insist upon it that you withdraw. If you will not
retire of your own Accord, you shall do so on Compulsion, for it is
highly indecorous to interrupt a public Performance in this Manner."

"Well, but why did you ask me?" said Tom. "I didn't!" says the
Conjurer. "You did," says Tom. "Didn't he?" to the whole House.
"Knock him down! Throw him over!" cried several Voices. "Give him
into Custody!" "Nay," says Tom, "I don't want to make any
Disturbance:—if you wish me to go, I'll go, for I never like to put
People to the least Inconvenience, and I'm sure if I'd known you
didn't mean to be taken at your Word, I would have stayed where I
was!" Saying which, he swung himself up the Pillar again, and was
by my Side the next Moment, looking as merry and good-tempered
as ever. But I was so penetrated with Shame, that I could not bear
to look up, but begged him to let us go Home, to which he acceded,
though with much Surprise. The next Morning, I was giving my
Father and Mother an Account of my uncomfortable Evening, when
Tom, coming in to Breakfast, says, "Who is that pale, lanky Chap I
met just now upon the Stairs?"
"Tom!—" said Prudence, very indignantly, "it was Mr. Fenwick!"
"How should I know who he was?" rejoined Tom unconcernedly, "I
thought he might be a Thief."
"A Thief, indeed!" muttered Prue, as she buttered her Roll.
"Well, Prue," said he briskly, "I gave Patty a Treat last Night, so now
it's your Turn."
"You did give Patty a Treat, indeed, my Lad," says my Father
ironically.
"I'm glad she found it so, Uncle," says he, quite cheerfully, "so, To-
Night, Prudence, I'll take you to the Play."
"I don't know that I want to go," says Prudence.
"Oh! very well, then I'll take Patty."
"Thank you, Tom," said I, "but I don't quite approve of Theatrical
Amusements."
"You don't? Oh my Goodness!—And do you disapprove of them,
Prue?"

"No, not I," said Prue, "I think Patty more nice than wise."
"Oh, then, come along like a good Girl, and let's go together."
"But, Tom," says my Father, "I shall put a Spoke in that Wheel,
unless you promise you won't forsake her as you did Patty last
Night."
"I'll promise you a Dozen Times, Uncle, if you think that will make it
more secure."
"No, if you promise once in earnest, that will do."
"I do promise."
"But, Tom," put in my dear Mother, "I share Patty's Objections to the
Play-House, and I think two such young Heads as you and Prue are
hardly to be trusted there. In short, I would rather she did not go."
Prue pouted a little on this—My Father began to chafe.
"Fiddlesticks, my Dear," says he, "you and I often went to a Play
together when we were young, and why shouldn't they?"
"Why, my Dear, as I am no longer young, I see Things in a different
Light."
"It may not be a truer Light, though, Mrs. Honeywood, and you can't
expect young Folks to see Things differently from what you yourself
did when you were young. Tut, tut! let the Girl go, and say no more
about it."
"But, Mr. Honeywood...."
"But, Madam!" (very loud and angry,) "haven't I said it should be so,
and have I a Right to be minded?"
Here my Mother turned pale and trembled, which I never could bear
to see; and I was going to urge Prue and Tom, in a low Voice, to
give up their Treat rather than foment a Family Quarrel, when I was
called into the Shop, which prevented my knowing how the Matter
ended. Presently Tom went through the Shop, out of the House; and
the next Time I could look into the Parlour, it was empty.

Prue, however, was singing about the House, so I argued that Peace
had been restored somehow; most likely by her giving up the Play.
By-and-by she comes in all Smiles, and says, "I'll take up Mr.
Fenwick's Chocolate," and, before I could say a Word, took the little
Tray out of my Hand and was off with it.
I had forgotten all about this, when, some Time after, happening to
go up Stairs for my Knotting-Bag, in passing the open Door of Mr.
Fenwick's Sitting-Room, I saw him and Prue standing at the Window,
their Backs towards me, in earnest Conversation; he holding her by
the Hand, and she apparently in Tears. This gave me the oddest
Feeling I ever had in my Life—I went up into my Room, sat down on
the first Chair I came to, and could hardly turn my Breath. I could
not think what had come over me! Presently I got up and tried to
drink some cold Water, but could hardly get it down. It seemed to
me as if I could not think; and yet there was a great, dull, dark,
unwelcome Thought in my Head all the while!
I leant my Head against the Wall; and having quieted myself a little,
rose to go down Stairs. Just then, Prue came in, and looked as if she
had hoped to find the Room unoccupied. I said, "You've been crying,
Prue!" She said, sharply, "No, I haven't!—and what if I had?"—I said,
"Only that I should have been sorry to know that you were in
Sorrow." She said, "Tears are shed for Joy, sometimes, as well as
Sorrow, are not they?" "Certainly," said I; and turned away. "What
could make you think I had been crying, Patty?" says she hurriedly.
"Well," I said, "I thought you might be vexed about the Play."—"The
Play? oh, that was given up before Tom went out," said she—"Of
course it did vex me, and I think it was unkind of my Mother not to
let me go." "You know her Motives are always kind," said I. "Well, of
course I do," says she, still crossly, "but don't harp any more on such
a disagreeable Subject. If you do, I shall run away from you." And
away she ran.
Then it was not the Play; then it was not about Anything connected
with Tom, that had made her cry! I'd thought as much! "Tears are
shed for Joy as well as for Sorrow," sometimes, though not very

often. I sat down again, and turned my Face to the Wall, with my
Head resting against it, and cried bitterly. Mine were Tears of
Sorrow, not of Joy!

Chapter XI.
The Old Angel.
I do not much like to look back on that Time:—I was under a Cloud;
a very dark one; and saw, heard, and felt Everything under its
Shadow. I did not seem to love Prue much, nor to believe she loved
me; I took Pleasure in Nothing, and did Nothing well.
I wonder, now, how I could have been so silly. I am very glad People
could not see into my Heart, nor guess what was passing in my
tossed and fretted Mind. Oh! if our Neighbours sometimes lay to our
Charge Things that we know not, how often might they lay to our
Charge Things that they know not! They think us on good and
pleasant Terms with them, maybe, when we are full of Envy,
Jealousy, and Suspicion. They utter the careless Word and laugh the
cheerful Laugh, little guessing that their lightest Look, Word and
Tone are being weighed in a Balance.
I suppose my troubled Mind tinctured a Letter I wrote, at about this
Time, to Gatty; for in her Reply to it, which followed very quickly,
she said:
"I think I can see by your Writing that you are not well, nor
in good Spirits. How earnestly do I wish, dear Mrs. Patty,
you would come down to us here, and try the effect of a
little Change. Yours is a very toilsome, anxious Life, though
you carry it off so well; always afoot, always thinking of
others! But this may be overdone, and I think you have
overdone it now; so come down, pray, before you get any
worse. You know your Way to the Old Angel, dear Patty!
and though the Days are so very short now and the
Weather cold, the Roads are in fine Order and you shall

have a warm Fireside. My Mother will be more joyed to see
you than I can express, and so will my Brothers and Sisters,
and I need not say how acceptable your Company will be to
me! My Month's Holiday is up, and I have writ to Lady
Betty; but she returns no Answer, and perhaps considers
me no longer her Servant. I cannot say I shall fret much if
it prove so; but the Fact must shortly be ascertained; as in
that Case I must seek another Service. How I should like to
go to that reverend, comfortable old Mrs. Arbuthnot!
Perhaps, when I send her Aprons, I might write a respectful
Line, saying I am in want of a Situation. Hers would be a
vastly different Service, I fancy, from my Lady Betty's. And
yet, do you know, that strange Sister of mine, Pen, is
certain she should like to live with my Lady! Dear Mrs.
Patty, I must abruptly conclude, as we are preparing to
spend the Evening at Roaring House. It is a good Step, and
there will be no Moon, but we shall do well with Lantern
and Pattens, and are not fear'd at Hob-Goblin.
"I depend on your coming, so name the Day; and wrap up
very warm, or else come inside the Coach. Tell the
Coachman to set you down at the Mile-Stone, just before
he reaches the Green Hatch; and we will be there to meet
you. There have been no Highway Robberies these three
Weeks, and only one Overturn, so don't be afraid."
"Your Affectionate,
"Gertrude Bowerbank."
"Roaring House," slowly repeated my Father, knocking the Ashes out
of his Pipe, when I had read him the greater Part of this Letter. "It
must be a very queer Place, I think, that has such a queer Name....
A roaring House!—hang it if I should like to live in it!—A House that
roars, or that has been accustomed to roar, very likely in the old
Days of the roaring Cavaliers!—A monstrous queer Name indeed!—
Aye, aye, many a Hogshead of strong Ale has been swilled in its

great, rambling Kitchen by roaring Boys, I warrant ye—A great,
rambling, scrambling, shambling House, with Doors and Casements
loose on their Hinges, that creak in the Wind, and with loose Tiles on
the great gabled Roofs, and Swallows' Nests in the great, windy
Chimneys, and creaking Boards in the uneven Floors and rotten old
Staircases, and dark Corners, and dark Cup-Boards, and windy Key-
Holes and winding Passages. That's my Notion of Roaring House."
"Is that where Gatty lives?" said Prudence heedlessly.
"No, where she was going to drink Tea; with Lantern and Pattens,"
said my Father—"Didn't you hear Patty read? Ha! Time was, I
wouldn't have minded being her Foot-Boy."
"But, Patty," said my dear Mother anxiously, "she does not think you
are well, Love. Do you wish to go to Larkfield?"
"Why, certainly, Mother, it would be a great Treat; only I don't see
how I could well be spared."
"Oh, we can spare you well enough," cries Prudence; "you won't be
missed!"
"Thank you," said I abruptly; and thought I would not go.
"We will manage to spare you very well, my dear Love," said my
dear Mother—"We will contrive so that you shall not be missed."
Just the same Thing, only said how differently! I thought I would go.
A kind Word spoken in Season, oh! how good is it!
In short, I decided to go, for I felt I wanted a Change; and I was
hourly in dread of saying in my present irritable State, something to
Prudence which I should afterwards be bitterly sorry for. I saw she
wanted me to go; I knew she could, if she would, supply my Place
for a little While; and I hoped after a short Absence to return with a
new Set of Ideas, and find all Things straight.
So I wrote to Gatty, to name my Day, and began to pack up. When
Mr. Fenwick heard I was going, he looked very much surprised; but
said Nothing. I was glad of the one and the other. I liked his being

surprised, and I liked his making no common-place Speeches. In the
mean Time, he had, I knew, addressed a Letter to Mr. Caryl; and I
found, rather unexpectedly, he had got an Answer;—in this Way.
I had carried up his Chocolate, and found him with his Elbow on the
Mantel-Piece, and his Thumb and Fore-Finger pinching his Chin very
hard, while he frowned anxiously over a Billet he was reading.
"This is very strange,—very provoking!" cried he, looking round to
me for Sympathy—"I don't know why I should trouble you to hear
about it, Mrs. Patty, but I am vexed!"
"I should like to hear about it if you please, Sir," said I quietly.
"Why,—the Matter is this. I sent Something I had been writing,—
Something I had taken a good deal of Pains with,—to Mr. Paul Caryl.
He seemed a good deal pleased with it, took it up quite warmly,
promised to put it in Train for me and give it his Patronage. A long
Interval has ensued, without Anything coming of it; at length I
venture to write him a gentle Reminder; and he, with a hundred
thousand Protestations and Apologies, writes to say that 'how to
excuse himself he knows not, but the plain Fact is, a Spark falling on
my Manuscript, has utterly consumed it.'"
"I don't believe it!" cried I with sudden Passion, "I don't believe one
Word of it!"
"Why, it's hard to believe—" begins Mr. Fenwick with an aggrieved
Air.
"It's not to be believed!" interrupted I vehemently; "it's a Falsehood,
if ever one was told! A trumped up, vamped up Story!"
"Hush, Mrs. Patty—"
"No, Sir, I can't hush, I know it's as I say: I'm sure of it! Oh, the
Meanness!—"
"My dear Patty!—"
"It's abominable, Sir! He, call himself a Gentleman?"

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