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o Empowering employees
o Avoiding complacency
o Reinvesting in the company
Risky R&D (research and development) also help Zildjian maintain a competitive edge with
65% of the world cymbal market. Introducing the first titanium-coated cymbal and
expanding their plant are two examples of how they are taking risks and betting on the future.
Careful listening is part of the corporate strategy. This includes bringing in artists
(musicians) to meet with the R&D manager and marketing staff. An excellent example of
how Zildjian collaborates with their customers.
Ask students to compare much younger companies they are familiar with (they are likely to
mention Apple or Google) with the nearly 400 year old Zildjian Company. What are the
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to
a publicly accessible website, in whole or in part.

20 Chapter 2: The Evolution of Management Thought 20
Chapter 2: The Evolution of Management Thought
similarities and differences? What can these young companies learn from the history and
success of such an old company?
LECTURE OUTLINE
Historians and managers alike believe that one needs to know where management has been if one is to
understand where it is going.
Various approaches in the evolution of management thought are discussed relative to the lessons each can
teach today’s managers.
I. THE PRACTICE AND STUDY OF MANAGEMENT
The systematic study of management is relatively new, essentially a product of the twentieth
century. The actual practice of management has been around for thousands of years.
The pyramids of Egypt stand as tangible evidence of the ancient world’s ability to
manage.
Those ancient managers faced many of the same general problems managers face today
such as planning, staffing, managing resources, keeping records, monitoring progress and
taking corrective action when needed.
A. Information Overload
In early cultures, management was learned by word of mouth and by trial and error.
There was no systematically recorded body of management knowledge.
Thanks to modern print and electronic media there is a wealth of information on
management available for students of management.
So much information exists today that it is difficult or impossible to keep abreast of it all.
B. An Interdisciplinary Field
Scholars from many fields—including psychology, sociology, cultural anthropology,
mathematics, philosophy, statistics, political science, economics, logistics, computer science,
ergonomics, history, and various fields of engineering—have, at one time or another, been
interested in management.
Administrators in the areas of business, government, religious organizations, health
care, and education have also contributed.
Each group has offered its own perspective, with new questions and assumptions,
new research techniques, different technical jargon, and new conceptual
frameworks.
C. No Universally Accepted Theory of Management
There is no single theory of management that is universally accepted today.
This chapter covers five approaches to management, which provide the main headings
for the chapter.

Annotation 2a
What About Factual Accuracy?
Questions: In general, how much do you trust the factual accuracy of historical accounts?
Anyone who has ever played the game “Operator” as a child knows how quickly information can be
distorted as it is passed from one person to another. Add the emotions of the moment when a historical
event occurs, along with the effect of time passing, and no historical account will ever be completely
accurate. Then consider the different perspectives of people in varying roles at the event. To test this,
go to your parents and ask about an event that occurred before you were born. Whether you choose a
personal event or one of broader significance, you will get two very different accounts.
What is the best way to get the real story? The best way to get the real story of any past incident or
period is to collect information from as many sources as possible and look for consistencies. In
general, however, approach any account with a healthy dash of doubt.
II. THE UNIVERSAL PROCESS APPROACH
The universal process approach is the oldest and one of the most popular approaches to
management thought. It is also called the universalist or functional approach. Early writers
emphasized the specialization of labor, the chain of command, and authority.
There are two main assumptions:
Although the purpose of organizations may vary, a core management process remains the
same across all organizations.
This process can be reduced to a set of separate functions and related principles.
A. Henri Fayol’s Universal Management Process
Henri Fayol published his classic book, Administration Industrielle et Générale, in 1916. It
was not translated into English until 1949. Fayol’s work had a permanent impact on twentieth-
century management thinking.
Fayol divided the manager’s job into five functions (as mentioned in Ch. 1):
(1) Planning
(2) Organizing
(3) Command
(4) Coordination
(5) Control
His 14 universal principles of management (listed and explained in Table 2.1 in the text) were
intended to show managers how to carry out their functional duties. These principles are
(1) Division of work
(2) Authority
(3) Discipline
(4) Unity of command
(5) Unity of direction
(6) Subordination of individual interests to the general interest

(7) Remuneration
(8) Centralization
(9) Scalar chain
(10) Order
(11) Equity
(12) Stability and tenure of personnel
(13) Initiative
(14) Esprit de corps
These functions and principles have withstood the test of time because of their widespread
applicability.
B. Lessons from the Universal Process Approach
The complex management process can be separated into interdependent areas of
responsibility, or functions.
Management is a continuous process beginning with planning and ending with
controlling.
There is a concern that this rigid approach may make management seem more rational
and orderly than it really is.
The functional approach is useful because it specifies what managers should do.
III. THE OPERATIONAL APPROACH
The term operational approach is a convenient description of the production-oriented area of
management dedicated to improving efficiency and cutting waste.
It has also been called scientific management, management science, operations research, production
management, and operations management.
Its underlying purpose is “to make person-machine systems work as efficiently as possible.”
A. Frederick W. Taylor’s Scientific Management
Taylor was born in 1856 and was a self-made man.
As a factory manager, Taylor was appalled at the industry’s unsystematic practices.
In his pursuit to find a better way he sought what he termed a “mental revolution” in the
practice of industrial management.
Scientific management is the development of performance standards on the basis of
systematic observation and experimentation.
Experiment was Taylor’s trademark.
Taylor focused on four areas:
Standardization
Time and task study
Systematic selection and training
Pay incentives

Annotation 2b
Piece-Rate Puzzle
Questions: How do you want to get paid? Why?
What kind of a worker are you? Do you tend to stay focused until a task is done, or do you work in
spurts followed by periods of unproductive behavior? How long can you concentrate before needing
to take a break? Do you tend to work faster than average, or are you the slow and steady one who
wins the race? How accurate do you tend to be? Are you good or bad with details? The answers to
these questions affect which pay system you would prefer.
If you’re a fast and focused worker who tends toward accuracy in details, the piece rate would be
much more favorable. If you need to take your time to be accurate, you would probably benefit more
with a straight hourly rate.
Which pay plan is probably better for the library? why?
In terms of library goals, the piece rate is probably the best bet for ensuring both productivity and
accuracy.
B. Taylor’s Followers
Frank and Lillian Gilbreth were inspired by Taylor to turn motion study into an exact science.
Using motion pictures, they studied and streamlined work motions, paving the way for
work simplification by cataloguing 17 different hand motions (called therbligs)
They are best known today as the parents in the humorous book and movie Cheaper by
the Dozen, which 2 of their 12 children wrote about living in a household where
scientific management was applied.
Henry L. Gantt refined production control and cost control techniques.
Variations of Gantt’s work-scheduling charts are still used today. (See Chapter 6.)
Gantt also emphasized the importance of the human factor and urged management to
concentrate on service rather than profits.
C. The Quality Advocates
Today’s managers recognize the strategic importance of quality. In the 1980s, Americans
began to realize that quality was the reason for Japan’s dominance in world markets. As a
result, the following quality advocates began to be listened to:
Walter A. Shewhart introduced statistical quality control in 1931.
Kaoru Ishikawa was a professor at the University of Tokyo who advocated quality before
World War II.
o He founded JUSE (the Union of Japanese Scientists and Engineers).
o He focused on prevention and introduced the idea of both internal and external
customers.
o He introduced fishbone diagrams, which are still used as a problem-solving tool.
(See Chapter 8.)

W. Edwards Deming introduced concepts such as employee participation and continuous
improvement in Japan. His 1986 book, Out of the Crisis, became a bible for Deming
disciples. (See Chapter 16 for more.)
Joseph M. Juran also had a strong influence on Japanese managers.
o The Juran Institute helped strongly establish the concept of the internal customer.
o Teamwork, partnerships with suppliers, problem solving, and brainstorming are all
Juran trademarks.
o Juran also introduced Pareto analysis, a technique for separating major problems
from minor ones (his 80/20 rule is further discussed in Chapter 6 under the heading
of “Priorities”).
Armand V. Feigenbaum developed the concept of total quality control while a doctoral
student at MIT.
o His 1951 book focused on quality improvement throughout an organization.
o He felt that the customer is the one who ultimately determines quality.
Philip B. Crosby wrote the 1979 best-seller Quality Is Free, which promoted the concept
of zero defects, or doing it right the first time.
D. Lessons from the Operational Approach
Scientific management was a revolutionary approach, producing dramatic results in the
context of the haphazard industrial practices at the time.
It created a much-needed emphasis on promoting production efficiency and combating
waste.
Even though Taylor’s work is often considered “dehumanizing” today, Taylor actually
improved working conditions by reducing fatigue and redesigning machines to fit people.
Operations management tends to be broader in scope and application than scientific
management. Operations management is defined as developing tools and procedures to
efficiently transform raw materials, technology, and human talent into useful goods and
services.
WINDOW ON THE WORLD
Norwegian Paper Maker Benefits from a Detailed Model of Its Global Operations
Discussion Question: Why is this analytical approach superior to the usual us-versus-them
approach to union-management relations?
When Norske Skog managers began to analyze performance and plant outcomes based on
numerical data they removed the subjective nature of decision making and instead based their
strategic decisions on cold hard facts. When the union hired their own experts they probably
thought they would discover some flaw in the data analysis model, instead they “found
nothing to complain about”. By focusing the analysis on the numbers and performance
outcomes, management removed any potential for employees or the union to challenge their
decision making or accuse them of personal bias. Ultimately, this creates an environment
where the union members are far more likely to support management rather than waste
valuable time and energy working against management.

IV. THE BEHAVIORAL APPROACH
This approach recognizes the importance of people in management and reflects the belief that
successful management depends on the ability to understand and work with a variety of people.
A. The Human Relations Movement
The human relations movement was a concerted effort among theorists and practitioners to
make managers more sensitive to employee needs. It was supported by three very different
historical influences.
(1) The Threat of Unionization: The movement was a union-avoidance tactic, with the idea
that satisfied employees would be less likely to join unions.
(2) The Hawthorne Studies: Practical behavioral research studies such as these made
management aware of the psychological and sociological dynamics of the workplace.
One outcome – researchers determined that productivity was much less affected by
changes in work conditions than by the attitudes of the workers themselves.
(3) The Philosophy of Industrial Humanism: A convincing rationale for treating employees
better and recognition that people were important to productivity. There were three
primary proponents:
Elton Mayo focused on emotional factors. He encouraged work that fostered
personal and subjective satisfaction.
Mary Parker Follett encouraged managers to motivate performance rather than
demand it. She recognized that employees are a complex collection of emotions,
beliefts, attitudes and habits. Cooperation, a spirit of unity, and self-control were
keys to productivity.
Douglas McGregor created the Theory X/Y philosophy, with Theory X as the
traditional assumptions (which he characterized as pessimistic, stifling and
outdated) and Theory Y stating that employees are energetic and creative if given
the opportunity.
ETHICS: Character, Courage and Values
American Express Puts Its People First
For Discussion:
Why is this employee-centered management style both good business and a key
workplace ethics issue? The theory: Happier employees mean happier customers.
As their CEO says, “Great service starts with the people who deliver it.” By asking
the employees what THEY want and then implementing, the company is putting
actions behind those words. In addition to happier employees who are more
committed and engaged, they are also more loyal, have a greater sense of
ownership and are much less likely to lie, cheat or steal from the company. Thus,
happy employees deliver good customer service which is good for business and
happy employees foster an ethical work environment which is also good for
business.

B. Organizational Behavior
1. Organizational behavior is a modern approach to management that attempts to
determine the causes of human work behavior and translates the results into effective
management techniques.
2. This is an interdisciplinary approach with psychology predominating.
Annotation 2c
Craigie Zildjian - Theory X or Theory Y?
Does Craigie Zildjian appear to be a Theory X or a Theory Y manager?
Craigie appears to be pretty much Theory Y. Her strategies involve her managers and her
employees. Every example she gave focused on some responsibility her employees had—from
meeting with artists to visiting music stores. The other clue is her constant use of the word “we”
She never says, “I do” in this discussion but, rather, always focuses on everyone involved.
C. Lessons from the Behavioral Approach
Primarily, the behavioral approach makes it clear to present and future managers that
people are the key to productivity.
Negatively, traditional human relations doctrine has been criticized as vague and
simplistic. Supportive supervision and good human relations does not guarantee higher
morale and productivity.
V. THE SYSTEMS APPROACH
A system is a collection of parts operating interdependently to achieve a common purpose.
This approach requires a completely different style of thinking. The traditionalists said that the
whole can be explained in terms of its parts. Systems theorists assume that the whole is greater than
the sum of its parts. The difference is traditional analytic thinking (outside-in) versus synthetic
thinking (inside-out). Systems theorists propound synthetic thinking because management is not
practiced in a vacuum. Many organizational and environmental variables affect each other.
A. Chester I. Barnard’s Early Systems Perspective
Barnard wrote the classic The Functions of the Executive in 1938.
In it, he characterized all organizations as cooperative systems.
“A cooperative system is a complex of physical, biological, personal, and social
components which are in a specific systematic relationship by reason of the cooperation
of two or more persons for at least one definite end.”
Barnard felt that an organization did not exist if three principal elements—willingness to
serve, common purpose, and communication—were not present and working
interdependently (see Figure 2.4).
B. General Systems Theory
General systems theory is an interdisciplinary area of study based on the assumption that
everything is part of a larger, interdependent arrangement. Ludwig von Bertalanffy, a
biologist, was the founder of general systems theory.
1. Levels of Systems

Identifying hierarchies of systems, ranging from very specific to very general, has
helped make general systems theory more concrete.
See the seven-level scheme of living systems in Figure 2.5.
2. Closed versus Open Systems
A closed system is a self-sufficient entity.
An open system depends on the surrounding environment for survival.
Systems can be categorized as open or closed by evaluating the amount of
interaction they have with the outside environment.
Organizations are, by their very nature, open systems.
Annotation 2d
What type of System is the Zildjian Company ?
Zildjian Company is definitely an open system. Customer collaboration goes back decades, as
far as 1929, and it continues today as artists visit the plant so the Research and Marketing teams
can meet directly with them. Zildjian managers are also very aware of their competition. The
remark “careful listening is part of our corporate strategy” is evidence of their awareness that
their organization is an open system.
C. New Directions in Systems Thinking
Organizational Learning and Knowledge Management
Organizational learning portrays the organization as a living and thinking open system.
Like the human mind, organizations rely on feedback to adjust to changing
environmental conditions, and they learn from experience.
Organizations engage in complex mental processes such as anticipating, perceiving,
envisioning, problem solving, and remembering.
When organizational learning becomes a strategic initiative to identify and fully exploit
valuable ideas from both inside and outside the organization, a knowledge management
program exists. More is said about knowledge management and how it relates to decision
making in Chapter 8.
Chaos Theory and Complex Adaptive Systems
Chaos theory was developed in the 1960s and 1970s by mathematicians Edward
Lorenz and James Yorke.
The challenge for those in the emerging field known as complex adaptive systems
theory is the notion that every complex system has rules that govern the seemingly
random patterns and that those rules can be discovered in a seemingly chaotic
system.
With this theory, managers are challenged to be more flexible and adaptive than in
the past.
Chaos theory and complex adaptive systems theory are launching pads for new and
better management models, not final answers.

Lessons from the Systems Approach
Managers have a greater appreciation for the importance of seeing the whole
picture.
The systems approach also works to integrate various management theories.
Critics say the systems approach is short on verifiable facts and practical advice.
Green Management: Toward Sustainability
For Discussion:
How can this sort of open-system thinking help managers create more sustainable practices
and products? From its extraction through sale, use and disposal, all the stuff in our lives
affects communities at home and abroad, yet most of this is hidden from view. The Story of
Stuff is a 20-minute, fast-paced, fact-filled look at the underside of our production and
consumption patterns. The Story of Stuff exposes the connections between a huge number of
environmental and social issues, and calls us together to create a more sustainable and just
world. It'll teach you something, it'll make you laugh, and it just may change the way you
look at all the stuff in your life forever. Watch Annie Leonard’s video at
www.storyofstuff.com. Viewing the video in class will lead to a lively discussion about
limited resources and how today’s managers need to think beyond their company and look
at the entire open system and supply chain. In this open system environment they will
realize the need to develop creative strategies (that remain market driven) for repurposing
waste and making better use of locally available resources & technology while minimizing
our consumption of natural resources. This will lead to increased efficiency and
effectiveness. Companies that have an open system mind-set and encourage managers to
develop sustainable practices and products will ultimately realize competitive advantage.
How about all of your “stuff”?
Students are likely to respond with answers varying from eco friendly purchasing to
shopping at the local farmer’s market. On the other end – most will mention recycling and
composting.

VI. THE CONTINGENCY APPROACH
The contingency approach is an effort to determine, through research, which managerial practices
and techniques are appropriate in specific situations.
Different situations require different managerial responses.
This approach is particularly appropriate in intercultural situations.
In real-life management, the success of any given technique is dictated by the situation.
A. Contingency Characteristics
Contingency thinking is viewed as a workable compromise between the systems approach and
a purely situational perspective. (Figure 2.6 illustrates this.)
The contingency approach is
(1) An open-system perspective
(2) A practical research orientation
(3) A multivariate approach
Bivariate analysis looks for simple one-to-one causal relationships.
Multivariate analysis is a research technique used to determine how a combination
of variables interacts to cause a particular outcome.
B. Lessons from the Contingency Approach
The contingency approach is a helpful addition to management thought because it
emphasizes situational appropriateness.
Contingency thinking is a practical extension of the systems approach.
Critics say contingency theory creates the impression that the organization is a captive of
its environment, making attempts to manage it useless.
The contingency approach is not yet fully developed. Its final impact remains to be seen.
Annotation 2e
What evidence is there of the contingency approach at Zildjian
Company ?
Bringing in current musicians to talk to the team and sending employees out to music stores to
listen both incorporate a focus on the open system perspective. New products such as a titanium-
coated cymbal show a practical research focus. Having a focus on numerous core values such as
continuous quality improvement, innovation, craftsmanship, etc. show that Zildjian takes a
multivariate approach.
VII. THE ERA OF MANAGEMENT BY BEST SELLER: PROCEED WITH CAUTION
Over the last 25 years or so, the field of management moved from the classroom into the
mainstream. Peter Drucker launched this trend, becoming the first management guru who appealed
to both academics and practicing managers.
In 1982, the popularization of management shifted into high gear when Thomas J. Peters and Robert
H. Waterman, Jr. published In Search of Excellence.

Others followed (see Table 2.4), and the popular appeal of management grew.
Certain academics worried that the instant gurus and their best sellers would encourage shoddy
research and simplistic thinking.
A. What’s Wrong with Management by Best Seller?
Top managers will apply concepts learned in a book to an organization with no diagnosis or
assessment to determine the real organizational problems. This is not the fault of the
management books, which typically contain some really good ideas. Rather, it is the hurried
and haphazard application of those ideas that causes the problems.
B. How to Avoid the Quick-Fix Mentality
In a follow-up study of the “excellent” companies outlined in Peters and Waterman’s In
Search of Excellence, companies that satisfied all of the excellence criteria turned out to be no
more effective than a random sample of Fortune 1000 companies.
To avoid the quick-fix mentality, managers should
1. Remain current with literature in the field, particularly with journals that translate
research into practice.
2. Ensure that concepts applied are based on science or, at least, some form of rigorous
documentation, rather than purely on advocacy.
3. Be willing to examine and implement new concepts, but first do so using pilot tests with
small units.
4. Be skeptical when solutions are offered; analyze them thoroughly.
5. Constantly anticipate the effects of current actions and events on future results.
Annotation 2f
Practical Take-Aways
Question: What specific take-away lessons have you learned from studying this chapter that
can help you avoid common “rookie” mistakes as a manager?
Would you start building a house without some experience with the tools, familiarity with the
properties of the materials you were using, and some basic knowledge of how a building is put
together? Would you try to take out an appendix without a basic knowledge of anatomy and
some experience in wielding a surgical scalpel? How about something simpler? How about
driving a car? Do you remember your first time behind the wheel? And that frightening feeling
gripped you even after years of observing others driving.
Yet, when it comes to management and organizational behavior, people are thrown into
situations with limited (if any) training and experience and are expected to get it right. One of
the most critical take-aways is the understanding that there are many approaches and ideas in
management and you have to take the time to see what works for you. It takes practice and the
maturity to blend theory, experience and the advice of others with your own experience.
C. Putting What You Have Learned to Work
To put this historical overview into proper perspective, this chapter provides a useful
conceptual framework for students but generally does not carry over to the practice of
management. Managers are pragmatists; they use whatever works, generally a “mixed bag”
approach.

END OF CHAPTER FEATURES
Terms to Understand – encourage students to make use of the flashcards available on the student
website. Also, suggest they visit the Manager’s Toolkit section on the website for tips and
suggestions for aspiring managers.
Action Learning Exercise – Open Systems Thinking and Recycling Encourage students to keep a
log for 24 hours recording all tangible items they buy or consume, include in the report what they
did with packaging, waste and leftovers. Then have students respond to the questions for
consideration at the end, and discuss the results in class.
Ethics Exercise – Do The Right Thing, Putting the Recent Recession into Historical Perspective.
After reading John Gerzema’s observations have students respond to the questions that follow. A
few possible responses they are likely to offer are included.
What are the ethical implications of the following interpretations?
1. Managers will need to be mindful of the new reality – money has become less important
to people. From an ethical perspective we hope this is good news. Although we may see
less bad behavior that is motivated by money and instead is replaced by a quality of life
incentive. Changes in motivation do not automatically eliminate ethical concerns.
Therefore, managers will need to learn what does motivate their employees as they strive
to increase employee loyalty and productivity while still fostering an ethical workplace.
The American Dream that was driven by material possessions has taken a bit of turn to
also include happiness that is derived from activities and relationships.
2. Historical blip or new reality? Have we learned from the past? A walk down memory
lane will remind us of “old-fashioned” values – family, faith and community. These have
come and gone often times as unemployment rates and prosperity hit peaks and valleys.
Students’ opinions will vary on whether or not this new reality is here to stay.
3. Younger employees are less motivated by money and more interested in balancing their
work and personal lives. In an effort to find the keys to motivating this new generation,
managers should begin by simply asking each employee. As we learned from Mary
Parker Follett, employees are a complex collection of emotions, beliefs, attitudes and
habits. From an ethical perspective it simply makes good sense to treat each person as a
unique individual with emotional needs rather than a number or machine. Each person
has a unique set of needs, wants and values so a manager cannot assume that each of their
team members is motivated by the same opportunities or rewards. Lead by seeking
input and inviting feedback. Ask them “what’s working?” and “what’s not?”.
Managers-In-Action Video Case Study – Mitchell Gold + Bob Williams
Gold & Williams Industry Trendsetter
Length: 8 minutes and 15 seconds
Topics:
Quality, Employees, Eco-friendly manufacturingRecycling, Employee Benefits, Customer
Expectations, Diversity, Work environment, Recruitment, Retention, Health & Wellness, and
Innovation.

Company Background
Source: Mitchell Gold + Bob Williams company website January 4, 2011
http://www.mgbwhome.com/
Whether you're raising a baby or a business, there are more than enough rules on how
to do it. The furniture industry is no exception. Right from the start, Mitchell Gold knew
he had to break some of those rules to satisfy their customers. And it paid off big time.
In 1989 when the economy was unstable, he and his partner, Bob Williams, naively
created The Mitchell Gold Co. Since then, despite tough economic times and upheaval
in the furniture industry, sales have reached in excess of $100 million. The combination
of Gold's years of marketing experience with Williams' talents as art director set the
course for Mitchell Gold and changed the furniture industry.
One of their earliest ideas, "Relaxed Design," was based on trends they saw in the
apparel industry. Designing furniture Bob Williams would want in his own home -
comfortable, classic, affordable - he dressed his pieces in relaxed slipcovers of pre-
washed fabrics like denim, khaki and velvet. He also addressed the need for a less-
intimidating shopping experience by limiting choices to avoid confusing consumers.
Along the way, Williams has received numerous awards, including Design 100 awards
from Metropolitan Home magazine. And today, the line, which started with dining chairs,
offers both slipcovered and tailored upholstery (including down-blend cushions,
premium goose-down-blend and comfortable sleepers), leather, sectionals, beds,
ottomans, recliners and yes.. dining chairs.
Mitchell Gold + Bob Williams has won accolades from the media, as well as its
consumers. Following are some innovations on the company's journey to success:
Customer Service. "Our emphasis is on taking care of a small and highly select number
of customers extremely well," says Gold. "And on training each store's salespeople so
that consumers feel safe and satisfied buying from them." To do that, explains Gold,
"we added a special group called TAPs (The Answer People), who travel the country
doing no selling, but only sharing knowledge of our products."
Retail Partners. The company is a leading home-furnishings brand, carried in such
national chains as Pottery Barn, Restoration Hardware, Williams Sonoma Home, and
Bloomingdale’s, as well as in more than 60 independent retailers nationwide. In
addition, there is a growing chain of Mitchell Gold + Bob Williams Signature Stores that
carries exclusively their products, in cities ranging from New York to D.C., Miami,
Houston, Portland OR, and L.A.
Commercial Ventures. Mitchell Gold + Bob Williams furniture is so popular that hip hotel
chains such as the W Hotels or Rande Gerber's Whiskey Bars want to treat their guests
to Mitchell Gold + Bob Williams.

Brand Building. "People want to know who makes the furniture they're spending their
lives on and want to buy a brand associated with the lifestyle they want to live", says
Gold. The right ads, the right publications and subtle "co-branding" with retailers have
helped Gold do that.
Hot Stuff. It's not just advertising that makes people remember a brand, says Gold. It's
the right advertising. Designed to "make a statement" and grab consumers' attention by
pushing the envelope in style, content and theme, Mitchell Gold's advertising campaigns
are always unexpected and a strong departure from typical advertisements in the
industry. Besides, who said furniture ads can't be as provocative as apparel or
cosmetics?
Instant Antiques. Leather European club chairs that look as if they'd been in the family
for years and go so well with flea market finds - but are proportioned just right for today.
Factory Power. Where does 18 years of incredible growth lead? A big factory. In 1998
Mitchell Gold built a 267,000 sq-ft., state-of-the-art factory, bringing total manufacturing
and warehouse space to 400,000 sq. ft. The new facility has a health-conscious café,
employee gym and indoor walking track, and even its own on-site daycare center for its
over 700+ employees (lulu's child enrichment center link) - the first one of its kind in the
residential furniture industry.
Community Advocacy. Mitchell Gold + Bob Williams are honored to support grass-roots
and national not-for-profits who champion for those less fortunate and individuals living
with life-challenging illnesses. The company is proud to support groups such as the
Human Rights Campaign, Empire State Pride Agenda, DIFFA (Design Industries
Foundation for AIDS), Friends In Deed, ALFA (AIDS Leadership Foothills-area
Alliance), Juvenile Diabetes Research Foundation, Ovarian Cancer Research Fund and
the Leukemia Society.
On the Mitchell Gold + Bob Williams website there is a link
(http://mgbwhome.com/whoweare.asp) to “Who We Are” which leads to the list below which is
great for class discussion on company values and becoming a people-centered organization. This
also appears in the background on a wall during the video.

Mitchell Gold + Bob Williams
Synopsis of Video
Company Founders Mitchell Gold and Bob Williams discuss their unique approach in the
furniture industry when they started their company. They clearly demonstrate how successful
companies can produce quality products while also providing a great place to work. Employees
share their perspective, which makes it easy to understand why Mitchell Gold + Bob Williams
has grown from 23 employees to more than 700.
For more information about Mitchell Gold + Bob Williams visit their website:
http://www.mgbwhome.com/
Previewing Questions
1. Describe quality management ideas and practices suggested by quality
advocates Deming, Ishikawa, Juran, and Feigenbaum (discussed in this
chapter in the Quality Advocates section)?
Kaoru Ishikawa who advocated quality by focusing on prevention. He also introduced
the idea of both internal and external customers, and fishbone diagrams as a problem-
solving tool.
W. Edwards Deming introduced concepts such as employee participation and continuous
improvement.
Joseph M. Juran helped strongly establish the concept of the internal customer.
Teamwork, partnerships with suppliers, problem solving, and brainstorming are all
Juran trademarks. He also introduced Pareto analysis, a technique for separating major
problems from minor ones ( 80/20 rule)
Armand V. Feigenbaum developed the concept of total quality control focused on quality
improvement throughout an organization. He felt that the customer is the one who
ultimately determines quality.
2. What responsibility should a company have to their employees’ quality of
life and working conditions? Provide specific examples to support your
answer.
Personal opinion question, however, based on the Ethics Exercise at the
end of the chapter, evidence would suggest managers should pay
attention to quality of life and working conditions. Examples will vary –
consider using REI or Google as examples. They provide excellent
employee benefits and outstanding working conditions that foster
creativity, empowerment, loyalty, productivity, and long-term success.
3. How can business owners and managers get employees to produce their
best work?
Taking the time to learn about each employee and what motivates them

will help managers to provide the appropriate level of challenge and
independence and to structure meaningful rewards.
Postviewing Questions
4. For each of the quality advocates referenced in question one, identify a
quality ideaperspective and discuss a corresponding practice in place
today at Gold + Williams.
Kaoru Ishikawa the idea of both internal and external customers is demonstrated when
the owners discuss not only their commitment to being driven by the external customer as
it relates to design but also focused on listening to their employees. This example also
illustrates W. Edwards Deming’s concept of employee participation and Joseph M.
Juran’s internal customer and teamwork. Armand V. Feigenbaum felt that the customer
is the one who ultimately determines quality. Gold + Williams redefined how the
furniture industry did business after listening to customers. The results were more
affordable, flexible products delivered faster.
5. How does the work environment at Gold + Williams impact quality and
success? Gold + Williams have created a corporate culture centered
around people with the belief that if people are having fun and enjoy their
job they will produce their best work. Air conditioning, good lighting and a
place where everyone is welcome and valued contribute to a higher sense
of ownership, employee engagement and success.
6. From an employee recruitment and retention perspective, what benefits,
policies, and management practices provide Gold + Williams with a
competitive advantage? Explain why.
Air conditioning, good lighting and good coffee were some of the items
mentioned that brought people to the company. Policies and practices
that are inclusive, where people are accepted regardless of their sexual
orientation is another example. Their annual health fair with free physicals
is yet another benefit where management has sent a strong message
through their actions that people in the company are important. The
owners also set an example by being friendly and personable with
employees and leading by example in the community. Creating an
environment where the emphasis is on teamwork: “Each person’s success
is everyone’s success” contributes to a positive work environment. All of
these things combine to create a company where employees feel valued
and are therefore loyal and committed to doing their best work.

7. One of the five overarching changes mentioned in chapter 1 was
environmentalism and sustainability. Discuss how Gold + Williams is
responding to this change and adapting its manufacturing practices?
From day one, Gold + Williams has had a commitment to the environment.
They changed the perspective to consumer/retail driven which leads to
faster shipping and ideally, less waste.
CLOSING CASE: SIX GENERATIONS HAVE FINE TUNED GUITAR MAKER
1. Division of Work: Specialization of labor includes a group of employees who make just the guitar
strings.
Unity of command: No more absentee managers off fixing other factories.
Unity of direction: A commitment from every employee to try to make the perfect guitar.
Remuneration: Since 1986 employees have received about $15 million in profit sharing.
Initiative: Shifting from a traditional hierarchical structure to a more team oriented environment
where employees were more involved.
Esprit de corps: Successfully producing 85,000 guitars in a team oriented environment where
everyone is striving to make the perfect guitar and is rewarded with profit sharing for the effort
implies there is a good bit of esprit de corps.
2. She would be very positive about it. Shifting from a top-down management structure to a more team
oriented approach is certainly aligned with Follett’s focus on people. Everything Martin does is
about valuing a motivated workforce and creating an environment where workers can shine.
3. Martin is definitely a Theory Y manager. His pride in the company and his belief in his employees’
ability to make the perfect guitar is evident.
4. An open system. They rely on customers for their business, they hired people from different
industries with expertise in quality and they seek learning opportunities from outside, nontraditional
experiences such as Outward Bound.
5. The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change. Because all
employees of any company should have the concepts in this book as part of their toolkit.
Reengineering the Corporation: A Manifesto for Business Revolution. Staying competitive in any
industry involves using the all the productivity tools available for manufacturing and design.

INSTRUCTIONAL TIPS
1. In order to help support your students on research projects assigned in this class, this chapter in the
manual provides a list of periodicals that are good resources for articles on management and related
topics. You are welcome to copy this list and share it with your students when giving research
assignments.
2. A brief class discussion of the impact of one’s personal background on one’s present and future
perspective and direction can help highlight the value of using a historical perspective as a basis for
understanding.
3. An interesting and enjoyable class exercise that helps personalize the material in Chapter 2 is to
assign individuals or groups the roles of Henri Fayol, F. W. Taylor, Mary Parker Follett, Chester I.
Barnard, W. Edwards Deming, and Thomas J. Peters. Then ask each expert to debate and discuss
how he or she would handle various contemporary management situations (e.g., global competition,
employee alcohol/drug abuse, diversity issues, the changing character and nature of the workforce,
and motivation of younger employees who value leisure more than work).
4. A debate or other structured class discussion session about the relative merits of each of the major
approaches to management is a good way to compare and contrast the various perspectives. It
quickly becomes apparent that there is no single best approach and that each perspective contributes
something of value to our knowledge of management.
5. There is a saying that “those who do not study history are condemned to repeat it.” Ask students
which of the various approaches to management they think they could use when they become
managers. What ideas do they think would no longer be effective in today’s workplace?
6. To add energy to the discussion of chaos theory and complex adaptive systems theory, bring a
number of small soft balls or toys to class and start the students tossing them around the classroom.
You’ll see the energy level of the class shoot up as students toss the items around. (You can add
arbitrary rules such as “Toss objects to a different person each time.” You can also vary the size of
the balls and toys. For example, add a beach ball to the collection being tossed around.) Slowly add
additional balls and toys, one at a time, until the “system” collapses under the sheer number of
flying things. Discuss the fine line between a complex system and total chaos, using this example.
(Caution: To ensure the safety of this exercise, use only soft balls and toys, and allow only
underhand throwing.)
ADDITIONAL DISCUSSION/ESSAY QUESTIONS
1. What was Henri Fayol’s contribution to the evolution of management thought?
2. How did F. W. Taylor go about improving job performance through scientific management?
3. What circumstances gave rise to the human relations movement?
4. What is an open system, and why is it useful to view organizations as open systems?
5. As this chapter shows, the basis for the quality movement actually started in the 1930s. Why do you
think it took so long to catch on in the United States?
6. How would you react if a new boss gave you a book to read and told you that the organization was
going to change dramatically to reflect the book’s ideas?

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"I'll read the note later in the day, Suzanne. Are you nearly done
with this infernal hair?"
"Mon Dieu!" exclaimed the girl, but she went no further.
A splash, a groan, followed by a hoarse yell, echoed through the
suite.
"Damn it!" I cried, desperately. "Why didn't Jenkins stay here?
She--he'll never get dressed!"
"Where is Jenkins, madame?" asked Suzanne, nervously.
"Monsieur seems to be excited. And madame--what is the matter
with madame?"
The girl's consternation was not strange. Caroline, the grand
dame, gentle, self-poised, unexcitable, sat before the wide-eyed
Suzanne, swearing in a voice that had been fashioned by nature for
nothing harsher than a drawing-room expletive.
"Caroline," came my wife's borrowed voice, faintly, as if she
were talking to herself. It was some time before I realized that she
was calling me.
"Yes--ah--Reginald!" I managed to cry, in a trembling falsetto.
"Monsieur seems to want you, madame," said Suzanne,
wonderingly. "Where is Jenkins, madame?"
"God only knows!" I exclaimed, desperately. "Down-stairs, I
suppose, talking through his hat. Send him to me at once, girl."
"Madame! Jenkins? Send Jenkins to you? Madame, I do not
comprehend."
"To me? I didn't say to me, did I? Send him to Car--Reginald--
Mr. Stevens! Wasn't that what I said? Go, Suzanne! And--wait a
minute. If you mention my name to Jenkins--that is, if you gossip
with him coming up-stairs, I'll dismiss you this morning. Tell Jenkins

to hold his chattering tongue, or he'll get the grand--ah, manner
nayst pah?"
Suzanne burst into tears, and, instead of obeying my behest,
fell, with true French impetuosity, upon her knees at my feet, and,
seizing my cold hands, buried her face in them, sobbing hysterically.
"Oh, madame! madame! What have I done to deserve this?"
she moaned, in her diabolical French. "Why do you speak to me--
treat me--this way? It is so cruelly cruel! Oh, madame, have I not
been faithful, discreet, blind, deaf, dumb? Have I ever betrayed even
a little, little secret of yours?"
"Caroline!" There was a note of mingled anger and dismay in
my voice as it came to me, harsh and unwelcome, from my distant
dressing-room, the door of which Caroline had closed.
"I must go to her!" I cried, springing to my feet, and tripping
over my dressing-gown as I pushed by the kneeling, hysterical maid.
Suzanne grasped what I now believe to have been the hem of my
garment.
"Oh, madame, you must not go to him! Monsieur's voice is so
wild! I am sure that he is not well. You must rest here, madame!
See, I am going. I will send Jenkins to monsieur at once. Mon Dieu!
Mon Dieu! I go, madame! I shall return to you very soon."
Suzanne had really gone, and, pulling myself together by a
strong effort of will, I stumbled from the dressing-room, crossed our
bed-chamber and knocked on the door, behind which I could hear
Caroline uttering subdued exclamations in my raucous voice.
"Who's there? Go away! Who is it?" cried my wife, in a panic.
"Don't get rattled, my dear," I called out, in Caroline's sweetest
tones. "Suzanne has gone to find Jenkins. Let me in, my dear. I may

be able to give you a few tips."
The door flew open and I saw that Caroline had managed to
don my underclothing. My heavy features displayed the joy that my
wife felt at my arrival. I learned afterward that she had been having
serious trouble with my linen shirt.
"Oh, Reggie," she exclaimed, making my voice tremble with
emotion. "I've had such a horrible time!" She threw my great,
muscular arms around her neck, and I felt my beard scratching my--
her smooth, delicate cheeks.
"Sit down, Caroline, and calm yourself," I implored her. "This is
no time for this kind of thing. We've got but a moment to ourselves.
Suzanne has gone to bring Jenkins back."
Caroline shuddered, but said nothing.
"You gave me a terrible shock, my dear," I remarked, calmly. "I
feared that some terrible accident had happened to you."
"The very worst has happened, Reggie," she mused, in
something like a prolonged growl. "I don't think I'll ever be able to
go through with it."
"We've made a bad beginning, Caroline. I'll admit that. But all is
not yet lost. Jenkins and Suzanne doubtless imagine that you are
merely suffering from a somewhat stubborn and persistent jag."
"How horribly vulgar!" groaned Caroline.
"Don't disabuse Jenkins's mind of the idea," I implored her. "It's
hard on you, I'll admit, but it's better than the truth. We can't tell
them that we've changed bodies for a time. They'd think us crazy,
Caroline."
"We will be, Reginald," growled the dismayed giant, seemingly
on the verge of tears. "If I were only dressed I wouldn't be so

frightened. But you are such a clumsy creature, Reggie."
I sprang to my feet. I thought I heard voices in the lower hall.
"They're coming, Caroline. Don't say much to Jenkins, but, if
you think of it, my dear, swear at him softly now and then. It'll quiet
his suspicions, if he has any."
As I started to leave the room, I turned sharply, and eyed my
own face searchingly. Imitating Suzanne's voice as well as I could, I
said:
"There's a note for madame this morning. Did I not tell madame
that he would write to her?"
Bitterly did I regret my untimely sarcasm. Caroline, white to the
lips, tottered where she stood.
"Reginald!" she cried, in a deep, horror-stricken voice that could
have been heard throughout the house and in the street outside.
Rushing back, I helped her towards a chair.
"It's all right, Caroline," I said, in dulcet, pleading tones. "Don't
mind it, my dear. I am sure that you will be able to explain the--ah--
little matter wholly to my satisfaction." Then a thought flashed
through my mind that was like a cold douche, and I added: "And
don't forget about Jenkins, my dear. Don't encourage him to talk.
And, above all, don't believe anything that he may say. He's a most
stupendous liar."
With that I hurried back to Caroline's dressing-room just in time
to seat myself before Suzanne, panting from haste and excitement,
rushed into the room.
"Jenkins, madame," she cried, wringing her hands, "Jenkins is a
villain, a rascal, a scoundrel." The girl appeared to have a long list of
opprobrious French epithets in her vocabulary.

"Calm yourself, Suzanne," I said, coolly. "You have sent Jenkins
to monsieur?"
"Alas, madame, he refused to obey me unless I agreed to kiss
him. The horrid, degenerate, unprincipled English beast! Mon Dieu! I
could not kiss him, madame."
"Curse the man's devilish impudence!" I exclaimed, while
Suzanne stared at me, her pretty mouth wide open in amazement.
"You say such queer things to-day, madame!" she murmured,
presently, resuming her duties in a melancholy way. "What will
madame wear for breakfast?"
Her question startled me. My mind endeavored, without much
success, to recall Caroline's morning costumes.
"What's the matter with her--ah--my plum-colored--ah--tea-
gown?" I asked, recklessly.
"Madame is jocose--facetious," remarked Suzanne, pretending
to laugh. I reflected bitterly that I could not see the joke.
"You have such excellent taste, Suzanne," I said, proud of my
cleverness. "Tog me out in any old thing. But it must be warm and
snug, girl. I have had chills up my back until I feel like a small icicle
in a cold wind." Suddenly an inspiration came to me. "Suzanne,
you'll find a bottled cocktail in the bedroom closet. Never mind the
cracked ice. Pour me out about four fingers and bring it to me at
once. Don't stare at me like that, girl! Quick work, now. And--ah--
don't let Caro--that is, Mr. Stevens hear you. Go!"
Suzanne, pale with amazement, hurried away to find the
stimulant that had become suddenly the one thing on earth that I
really desired. Presently, she returned, carrying a half-filled cocktail
glass.

"Here's how, Suzanne!" I cried, joyously, forgetting caste
distinctions in my delight at the opportunity of restoring my waning
vitality. I swallowed the smooth concoction at a gulp, Suzanne
watching me with a puzzled smile on her disturbed countenance.
"Jenkins is with monsieur," she remarked as she took the empty
glass from my white, slender hand. Apprehension clutched at my
heart again.
"Does--ah--Mr. Stevens--monsieur--seem to be--ah--quiet?" I
asked, eagerly.
"I didn't hear his voice, madame," answered Suzanne, arranging
a sky-blue morning-gown for my use. "But Jenkins is talking, talking,
talking all the time, madame."
"Damn him for a confounded cockney gas-bag!" I murmured,
despondently, but fortunately Suzanne was at that moment busy at
the further end of the dressing-room. I stood erect, impatient of
further delay.
"Look here, girl," I exclaimed, "will you quit this fussy nonsense
and get me out of here? I've got an engagement at----"
My sweet, velvety voice failed me as I realized that I was again
forgetting myself, or, rather, Caroline.
The long suffering Suzanne was at my side, instantly.
"Madame may go now," she said, giving a finishing touch here
and there to my hair and costume. I made for the bedroom eagerly,
but tripped over my dress, recovering my equilibrium and went on.
Suzanne said something to herself in French, but the only words that
came distinctly to my ears were:
"Le cocktail! Il est diabolique!"

CHAPTER III.
CAROLINE'S USURPATION.
In philosophic mood last night, as idly I was lying,
That souls may transmigrate, methought, there
could be no denying;
So just to know to what I owe propensities so
strong,
I drew my soul into a chat--our gossip lasted long.
--Béranger.
It was not wholly unpleasant to find myself facing Caroline across
the breakfast-table. There she sat, attired in my most becoming gray
business suit, in outward seeming a large, well-groomed man-of-the-
world. The light in her--or my--eyes suggested the possibility that
she had found compensations for her soul's change of base. If that
was the case, Caroline was more to be envied than I was, for,
despite the feminine beauty that had become mine for a time, I was
wholly ill-at-ease and disgruntled. My hand trembled and I spilled
the coffee that it had become my duty to serve. Jones, our
phlegmatic butler, appeared to be politely astonished at my
clumsiness and glanced at me furtively now and again.
"Two lumps, Caroline?" I asked, absently. Catching my wife's
masculine eye, I felt the blood rush to my cheeks. "Reginald, I
mean!"

"Three lumps, and plenty of cream, Caroline," said my wife, with
ready wit. What a domineering note there was in my voice when
used vicariously! I wondered if Caroline had noticed it.
"You may go, Jones," I said, presently. "I'll ring if we need you."
A gleam of surprise came into the butler's eyes, but he
controlled it instantly, and strode from the breakfast-room like a
liveried automaton.
"You are not eating, Reginald," said my wife, in a gruff whisper,
glancing at the door through which Jones had made his exit. "You
must not give way to your nervousness, dear boy. You'll need all
your strength before the day is over."
"Gad, you're right--if I can judge by the last hour, Caroline," I
remarked, endeavoring by force of will to beget an appetite for toast
and eggs. "Just hand me my letters, will you? Here are yours, my
dear."
I saw the masculine cheeks redden, but Caroline made no effort
to act upon the suggestion that I had thrown out.
"Reggie! Reggie!" she moaned, hoarsely, "is there no help for
us? Can't you think of something that will change us back again? It's
simply unbearable. Sometimes it makes me laugh, but I almost died
before I got out of the bath-room. And Jenkins was simply
detestable! You must get us out of this, Reginald, or I warn you I
shall read these letters, go down to your office and your club--and
enjoy life in your way for a while, my dear."
There was something in all this that I did not altogether like, but
I smiled as I said:
"Are you laboring under the delusion, Caroline, that my daily
life, filled to overflowing with business cares that you know nothing

about, is pleasanter than yours? You can do as you please all day
long--see people or deny yourself to them, as you choose. I had
noticed a tendency upon your part, my dear, before this--ah--
accident occurred, to complain that your existence was dull, that a
man had a happier lot than a woman. It's all bosh, that idea. From
the moment when I leave this house in the morning, Caroline, I am
a slave to duties that I cannot shirk. I am under a terrific strain all
day long. As for you, my dear, you may go and come as you please,
see the people you like, and dodge those you detest; take a nap if
you're tired, a drive if you're suffocated, a walk if you feel energetic.
And you have nothing but petty worries that don't amount to a row
of beans. Great Scott! Caroline, what an easy job a woman in your
position has!"
Caroline refused to meet my gaze, and I observed with
annoyance that my eyes sometimes had a shifty way with them. She
had placed one large relentless hand over my small pile of letters.
Presently, she said, in a tone that indicated a stubborn spirit:
"You are off the track, Reginald. What I want to know is
whether you think that we have exhausted every method for getting
out of this queer scrape?"
"Drop that, will you, Caroline?" I exclaimed, petulantly. "I'm no
theosophist nor faith-curist. I'm not going to fool with this thing at
all. If we get to tampering with it--whatever it is--you may find
yourself in Jenkins's shoes and I may be Suzanne or Jones for a
change. I'm banking on a readjustment in our sleep to-night. Until
then, we'll have to accept the situation as it stands."
"Then I'm going to boss things, Reggie," remarked my wife,
firmly. "If I'm obliged to get about in your great, hulking figure, my

dear, I'm going to enjoy all the perquisites for the next few hours. I
don't believe--I never did believe--that you work half as hard as you
say you do, nor that you have such horrible dragons to slay every
day before dinner. Then, I want you to see for yourself how much
leisure I really enjoy. You can stay at home and run my affairs,
Reggie, dear. I'm going down-town to see 'the boys' at work!"
"Good heavens, Caroline, you are joking!" I cried, my delicate
hand trembling as I endeavored to raise my coffee-cup to my white
lips. "It would be utter madness--what you plan! I'll have to let
things slide for to-day. I'll telephone to the office saying that I'm
down with the grip. Grip? That's good," I went on, hysterically. "It's
just what we've lost, Caroline. But never mind! It's a word that will
serve my turn. And then, my dear, we'll pass the day together here.
We might get a readjustment at any moment, don't you see, if we
stick close to each other. If you're down-town--great
Nebuchadnezzar! anything might happen to us, Caroline."
"But there's the telephone, Reginald," suggested my wife,
coldly. "As soon as I reach your office I'll call you up. If you don't
leave the house to-day you'll have me at the end of a 'phone most of
the time. And let me tell you, Reggie, you'll need me. I am very
much inclined to think, my dear, that you'll wonder, before the day is
over, what has become of my sinecure. I am quite sure that you'll
not find time for a great many naps."
"If you leave me, Caroline," I said, musingly, "I shouldn't dare to
fall asleep. But I really can't believe, my dear, that you seriously
contemplate the expedition you have mentioned. You'll have the
devil's own time, let me tell you, Caroline. Let me glance at that
memorandum-book in your inside coat-pocket. Thanks. Wednesday?

To-day is Wednesday. Nine-thirty--Boggs and Scranton. We'll scratch
that off. I'm late for that, as it is. Rogers!" To myself, I cried: "Lord,
she mustn't meet Rogers! I shouldn't have given him my office
address."
As I glanced through the day's appointments, item by item, my
horror grew apace. Caroline, if she went to my office, was bound to
derive a wholly false impression of the general tenor of my life.
There would be so many things that would be open to
misconstruction! Unimaginative I might be, but my memoranda
enabled me to foretell just what kind of an experience awaited
Caroline in my daily haunts. The methods by which a successful
business is conducted in New York would puzzle her sorely, and
place me in a most uncomfortable light.
"It can't be done, my dear," I said, presently; and Caroline's
sweet voice annoyed me by its lack of an imperative note. It seemed
to beat impotently against that stubborn-looking countenance across
the breakfast-table. "You'd bungle matters most desperately if I
allowed you to go down. As it is, I dread the outcome of my
enforced absence. Playing lady to-day will cost me a cool ten
thousand, at the very least."
I could see, plainly enough, that what I had said had made very
little impression upon my wife. Perhaps she doubted my word or felt
confidence in her own business ability. In desperation, I took a new
tack.
"I think, Caroline, that, on the whole, it would be much better
for you to remain here with me and tell me all about that note to
which Suzanne referred. It may take some time, my dear, to get
that--ah--little matter straightened out."

My eyes never wavered as I gazed into their depths.
"It's easily explained, Reggie, dear," said Caroline, coldly. "It will
take me but a moment. As to your interpretation of what Jenkins has
been saying to me--that, of course, is another matter. Your
explanations may require considerable time, Reggie, darling."
I dropped my coffee-cup, which went to pieces with its saucer.
"Jenkins?" I cried; in a tone so high that it gave me a headache.
"Didn't I warn you that he was a great liar, Caroline? You mustn't
believe more than ten per cent. of what he says."
"H'm!" growled Caroline, while she glanced idly at the outside of
the envelopes beside her coffee-cup.
"I tell you, Caroline," I went on, feverishly, wondering why I had
grown to hate my wife's voice so quickly, "I tell you, Caroline, that
Jenkins is a waif from the School for Scandal. He was valet to Lord
Runabout before he came over here. Jenkins's standards, I must say,
are low. You know what Runabout is, my dear. Well, Jenkins seems
to think that to be a gentleman one must have Runabout's tastes. I
was idly curious at first to hear what Jenkins had to say. Naturally,
he got a wrong impression, and there you are! Sometimes, Caroline,
you'd think, to hear Jenkins talk to me, that I was a wild blade, a
dare-devil rake, of the latest English pattern. In certain moods, he
amuses me; at other times, I don't listen to him. But I can readily
understand, my dear, what a shock he must have given you. Of
course, you couldn't know--I should have told you more about it in
detail--that I'm really a hero to my valet. It's not a nice kind of hero,
of course, but it's the kind that Jenkins admires. In short, Caroline,
dear, while I'm Dr. Jekyll to the world, I'm Mr. Hyde to my man."

"H'm," came my gruff voice again, and there was a smile on my
face that aroused my anger. During our five years of married life I
had never lost my temper with Caroline. But her present manner,
made doubly offensive by the use of my own body as its medium,
filled me with rage.
"By the eternal horn spoon, Caroline, you must drop that!" I
cried, in a shrill treble. "If you say 'h'm' to me again in that cheap
actor's manner--I'll--I'll--"
"Get a divorce, perhaps," suggested Caroline, pleasantly.
"Come, come, Reginald, you've gone far enough. You have no cause
for anger--unless, indeed, your conscience goads you. But I've put
up a flag of truce. Suppose we drop this unpleasant subject for the
present." Here she calmly stuck my letters into a pocket of my coat.
"I'll look these over riding down-town. Just ring for Jones, will you,
and ask him if the coupé is at the door."
"Caroline! Caroline!" I moaned, falling back in my chair, limp and
hopeless, "you must not--you dare not attempt this mad prank! I tell
you, Caroline, that you will regret your foolhardiness to the last day
of your life."
"Listen to me, Reginald," said my wife, standing erect and
drawing herself up to my full height. "Jones will come to you up-
stairs for his orders. Think of it, my dear! You can order whatever
you like best for dinner. The Van Tromps and Edgertons dine with us
to-night. Don't forget that."
I groaned aloud, and felt the tears rushing to Caroline's
beautiful eyes.
"This morning," she went on, seemingly in high spirits, "my new
ball dress should arrive. Mrs. Taunton--you never liked her, Reggie,

but she's really charming--is to lunch with me. Professor Von Gratz
will be here at eleven to hear me play Beethoven's Opus 22. He's apt
to be severe, but don't mind him, my dear. His bark is worse than his
bite." Caroline bent down and touched the bell in front of me.
"Is the coupé ready, Jones?" she asked, as the butler entered.
"Yes, sir."
"Ta-ta, Reggie," cried my wife, in my most playful voice. "I'll call
you by 'phone the moment I reach the office. Hope you'll have a
pleasant day. Ta-ta!"
A moment later, I sat alone in the breakfast-room, gazing down
at my broken coffee-cup and saucer. I regretted their accidental
destruction. It would have pleased me now to smash them by
design.
CHAPTER IV.
THE STRENUOUS LIFE.
No longer memory whispers whence arose
The doom that tore me from my place of pride.
--Whittier.
I had had the telephone placed in the library for reasons that need
not be given here, and it was to this room that I betook myself after
I had recovered from Caroline's cruel exit. I realized, in a vague kind

of way, that the library was not my wife's customary haunt after
breakfast, but I lacked the courage to seek a clue to her usual
morning habits. That Suzanne would discover me presently in my
hiding-place, I had no doubt, but I was safe from intrusion for a
time, at least, and might find in solitude a poultice for the blows that
this deplorable day--always to be remembered as Black Wednesday--
had already given to me.
As I seated myself beside a table covered with books and
magazines, a feeling of rebellion, not unmingled with envy, came
over me. It was a clear, bracing, sunny morning, and Caroline, in my
outward seeming, was rolling down-town, rejoicing, doubtless, like a
bird that has escaped unexpectedly from a narrow cage. A new life
lay before her. She had gone forth to see the world, while I,
beautiful but despondent, sat trembling, in momentary dread of
discovery by Jones or Suzanne. Menaced by a ball-dress, a music
teacher, Mrs. Taunton and various unknown household duties, my
mind exaggerated the miseries of my situation. Unworthy passions
agitated my throbbing bosom. A longing for vengeance, a mad
desire to make Caroline regret her base desertion of the man whom
she had vowed to love, honor and obey, swept through me. It would
go hard with me, indeed, if some opportunity for punishing my
errant spouse did not present itself during the long day that
confronted me.
With great presence of mind, despite my agitation, I had
brought Caroline's mail into the library with me. Should I open it?
Why not? She had carried off my letters with a piratical nonchalance
quite consistent with her present high-handed methods of
procedure. It was only fair that I should dip into her correspondence

at my leisure. But I feared, just now, any further shock to my
nerves, and sat motionless, gazing listlessly at the little pile of notes
addressed to Caroline. Suddenly, a thought came into my mind that
sent the blood rushing through my veins. Was it not more than
probable that my library contained a few volumes dealing with the
occult sciences? At all events, I was sure that I owned several books
relating to Oriental philosophy. Then there was Sir Edwin Arnold's
"Light of Asia" at my disposal, and, if I became impatient of
research, I could look up "Reincarnation," "Transmigration" and
kindred topics in the encyclopædia.
But what had become of my courage? Great as was my curiosity
regarding the strange psychical displacement that had made me
practically a prisoner in my own home, I feared to take steps that,
while they might increase my erudition, might also deprive me of all
hope of the night's readjustment.
"I'd better leave it alone," I murmured to myself, despondently.
"My very ignorance of this kind of thing may prove to be my
salvation in the end. I'm up against it, there's no doubt of that. And
the queer thing about it all is that I'm not more astonished at what
has happened. It didn't hurt a bit! It was like taking gas. You wake
up in a dentist's chair, and the only tooth you knew you possessed
has gone. I wonder, by the way, if it would pay to consult a doctor--
some specialist in nervous disorders? I could use an assumed name,
and-- Bosh! I haven't the sand to do it. And it might lead to an
investigation as to my sanity. Great guns, girl! You here again?" The
last words I spoke aloud, gazing upward into Suzanne's pale,
disturbed face.

"I am so worried about madame," said Suzanne in French,
glancing nervously around the library, as if she sought in my
environment an explanation of her mistress's eccentricity. "Would it
not be well for madame to come up-stairs and try to get a nap?"
"A nap!" I cried, in a vibrant treble. "Not on your life, girl! I'm
up for all day, you may bet on that. Get me the morning papers,
Suzanne. And--wait! Where's Jenkins?"
Suzanne gazed at me in surprise.
"He's eating his breakfast, madame."
"Bring me the papers, and then tell Jenkins to take a day off.
Tell him he may go as far away as Hoboken if he wants to. He
needn't return until to-morrow."
Suzanne glided from my side with a quick, silent movement that
reminded me of a black cat.
A wild, fleeting hope seized me that Jenkins would carry the girl
away with him, but presently Suzanne entered the library again.
"Jenkins sends his thanks to madame, and will take a holiday,
after reporting to monsieur at his office," said my pretty gadfly,
glibly, placing the morning newspapers beside me.
"Confound his impudence!" I exclaimed, and I saw at once that
Suzanne considered me "no better."
"And now, girl, what next? Jones, I suppose."
"Yes, madame. He is awaiting your pleasure outside the door."
At that moment Jones entered the library.
"You called me, madame," he said, pompously, magnificent as a
liar. "Your orders, madame?"
"We have guests for dinner, Jones," I remarked, bravely.
"Yes, madame. How many?"

"Four, Jones. Six at the table, that is. Cocktails to start with,
Jones, and serve my best wines--freely, do you understand? I want
you to give us a dinner to-night, Jones, that'll--make a new man of
me," I murmured under my breath.
"Yes, madame," said the butler, respectfully, but I certainly
caught a gleam of delight in his heavy eyes. "You give me carte
blanche, madame?"
"Throw everything wide open, and let 'er go, Jones," I cried,
with enthusiasm. Caroline should see that I know how "to provide."
Jones bowed, more, I believe, to conceal his astonishment than
for mere ceremony, and turned to leave the room.
"Jones," I called, before he had disappeared, "if you talk to
Jenkins before he leaves the house I shall discharge you."
The butler turned, with a flush in his face, and gave me a
haughty stare. Then he said, recovering his machine-made humility:
"Yes, madame. Your orders shall be obeyed." With that he was
gone.
"Go to the 'phone, Suzanne," I said at once, "and call up 502,
Rector. When you've got 'em, let me know."
Suzanne was too nervous to accomplish this task, and I was
forced to go to her assistance.
"Hello!" I heard Caroline's voice crying presently, and it warned
me to be careful.
Standing at a 'phone it was hard for me to remember that I was
far from being quite myself.
"Who's this?" came to my ears from 502, Rector.
"Has--ah--Mr. Stevens reached the office yet?" I asked.

"We expect him every moment. He's late this morning," came
the answer in a man's voice, (I had grown very sensitive to sex in
voices.) "Who is this?"
"I am--ah--Mrs. Stevens." Suddenly, I realized that I was talking
to Morse, my head-clerk. How he happened to be in my inner office
puzzled me. "Anything new this morning, Morse?" I inquired,
impulsively. There was a sound that can be described as an electric
gurgle at his end of the line.
"Hello," he cried, above a buzzing of the wires that might have
been caused by his astonishment. "Are you still there, Mrs.
Stevens?"
"Well, rather," I said to myself. Then aloud: "Will you kindly call
me up--ah--Mr. Morse, the moment Mr. Stevens arrives?"
"On the instant, Mrs. Stevens," said Morse, deferentially.
Curiosity overcame my discretion.
"How did the market open, Mr. Morse?" I asked, recklessly.
Again that electric gurgle escaped from my startled clerk.
"It seems to be very feverish, madame," answered Morse,
evidently recovering his equanimity.
"Naturally!" I exclaimed, feelingly, but I doubt that Morse caught
the word.
"Is that all, Mrs. Stevens?" he asked, presently.
"That'll do for the present--ah--Mr. Morse," I said, reluctantly.
"Good-bye!"
I returned to my seat beside the reading-table and found
Suzanne gazing at me with soft, sympathetic eyes.
"If I had but dared to tell him to unload," I mused aloud, but
went no further, for the French girl's glance had become an

interrogation-mark.
"Tell monsieur to unload?" murmured Suzanne, who sometimes
spoke English when she especially craved my confidence. "But--mon
Dieu!--monsieur is not--what you say, madame, loaded?"
I broke into a silvery, high-pitched laugh that annoyed me,
exceedingly. But it was not unpleasant to realize that the girl knew
that Mr. Stevens was a gentleman. I felt grateful to Suzanne for her
good opinion. A moment later, the telephone rang, sharply.
"There's Caroline," I said to myself; but I was quickly
undeceived when I had placed the receiver to my ear.
"Is that you, Caroline?" I heard a voice saying. "This is Louise.
What have you decided to do about those lectures on Buddhism?
Will you join the class, my dear?"
"Not in a thousand years!" I fairly shrieked through the 'phone.
"Good-bye!"
"More trouble, madame?" asked Suzanne, as I tottered back to
my chair. "I am so sorry. Really, I think madame should come up-
stairs with me and lie down. I will bathe madame's head, and she
may drop off for a time."
"Suzanne," I said, solemnly, making a strong effort of will and
controlling my temper nicely--"Suzanne, if you suggest a sleep to me
again to-day I shall be forced to send you to Hoboken to find
Jenkins. What's that? The telephone again? Ah--Mr. Stevens must
have reached his office."
I was right this time. If my memory is not at fault, our
conversation across the wire ran as follows.
"Hello!"
"Hello!"

Silence for a time and a buzzing in my ear.
"Is that you, Caroline?" from my office.
"You know best--ah--Reginald," in the sweetest tones that I
could beget in my wife's voice.
"Hello!"
"Hello!" I returned. "Pleasant ride down--ah--Reginald?"
"Do be serious, will you?" gruffly, from the office.
"Tell Morse to sell L stock and industrials at once. Do you get
that?"
"I'll have to use my own judgment in that matter, Caroline." My
voice came to me through the 'phone with its own stubborn note.
"Great Scott!" I cried, realizing that I was absolutely helpless.
"Be careful what you do--ah--Reginald. It's a very treacherous
market. For heaven's sake, sell out at once, will you?"
"I must get to work now, my dear," said my wife, gruffly.
"There's a heavy mail this morning, and several men are waiting to
see me. Mr. Rogers comes in to me at once."
A cold chill ran through me, and Caroline's voice trembled as I
cried:
"Don't see Rogers--ah--Reginald! I haven't decided yet what
answer to give the man. Bluff him off, if you've got a spark of sense
left in you. Tell him to call at the office next week."
"Good-bye, Caroline," came my voice to me, remorselessly. "I'll
call you up again later. How's your ball dress? Does it fit you nicely?
Don't over-exert yourself, my dear. You weren't looking well at
breakfast. Ta-ta! See you later."
I heard the uncompromising click of the receiver, and knew that
my wife had returned to my affairs. As I turned my back to the

telephone, I felt that ruin was staring me in the face. If Caroline
played ducks and drakes with my various stocks I stood to lose half
my fortune. What a fool I had been, engaged in a profitable
business, to go into speculation! Had it not been for what may be
considered a feeling of false pride I should have sent Suzanne for a
cocktail at once. It seemed to me that my masculine individuality
exhausted Caroline's nervous energy at a most deplorable rate.
CHAPTER V.
SUZANNE'S BUSY DAY.
Births have brought us richness and variety, and other births have
brought us richness and variety.--Walt Whitman.
Buttons, the hall-boy was accustomed to sit where he could keep
one ear on the 'phone in the library, the other on the bell in the main
entrance, and both of them on the voice of Jones, the butler. The
library stifled me, and the very sight of the telephone threatened me
with nervous prostration.
"Tell Buttons," I said to Suzanne, "to listen to the 'phone, and if-
-ah--Mr. Stevens calls me up again, to let me know of it at once.
Then come to me up-stairs. And, Suzanne, say to Buttons that if--
what was her name?--ah, yes, Louise--rings me up again to tell her
I've got an attack of neuralgia in my--ah--astral body, and that I'm
writing to Buddha to ask for his advice in the matter. That'll shut her
off for all day, I imagine."

"Oui, madame," murmured Suzanne, wearily. She was beginning
to feel the effects of a great nervous strain. As I reached the door of
the library, the effort to carry myself like a lady overcame my
momentary infusion of energy.
"Suzanne," I said, "it might be well for you to bring some
cracked ice with you. Ask Jones for it. Tell him I have a headache, if
he glares at you."
As I mounted the stairs slowly, wondering how women manage
to hold their skirts so that their limbs move freely, a feeling of relief
came over me. It was pleasant to get away from the floor over
which Jones, the phlegmatic and tyrannical, presided. I had lost all
fear of Suzanne, but the butler chilled my blood. If Caroline and I
failed to obtain a psychical exchange to-night Jones must leave the
house to-morrow. Suddenly, I stood motionless in the upper hallway
and laughed aloud, nervously. What would Jones think could he
learn that he had become unwittingly a horror in livery to a lost
soul? The absurdity of the reflection brought a ray of sunshine to my
darkened spirit, and I entered Caroline's morning-room in a cheerful
mood.
"Pardon me, Mrs. Stevens, but I was told to wait for you here."
A pretty girl confronted me, standing guard over a large
pasteboard box that she had placed upon a chair.
"You--ah--have something for me?" I asked, coldly. I was
beginning to wonder where Caroline's leisure came in.
"Your new ball-dress, Mrs. Stevens. You promised to try it on
this morning, you remember."
"Very well! Leave it, then. I'll get into it later on. I've no doubt
it'll fit me like a glove."

The girl stared at me for a moment, then recovered herself and
said:
"Madame Bonari will be displeased with me, Mrs. Stevens, if I
do not return to her with the report that you find the dress
satisfactory. I may await your pleasure, may I not? Madame Bonari
would discharge me if I went back to her now."
"Let me see the dress, girl," I muttered, reluctantly. To don a
ball-dress in full daylight to save a poor maiden from losing her
situation was for me to make a greater sacrifice than this
dressmaker's apprentice could realize.
The girl opened the box, and I gazed, awestruck, at a garment
that filled me with a strange kind of terror. There was not a great
deal of it. It was not its size that frightened me; it was the shape of
the thing that was startling.
"That'll do, girl," I exclaimed, somewhat hysterically. "Tell--ah--
Madame Bonari that this--ah--polonaise is a howling success. I can
see at a glance that it was made for me," and added, under my
breath, "to pay for."
The girl stood rooted to the spot, gazing at me in mingled
sorrow and amazement.
"But oh, Mrs. Stevens," she cried, the tears coming into her
eyes, "you will not dismiss me this way? I will lose my place if you
do!"
I sank into a chair, torn by conflicting emotions, as a novelist
would say of his distraught heroine.
"Do you want me to climb into that thing, here and now?" I
gasped.
"If madame will be so kind," murmured the girl, imploringly.

With joy, I now heard the tinkling of cracked ice against cut-
glass. Suzanne, to my great relief, entered the room.
"Suzanne," I said, courageously, "I will trouble you to tog me
out in this--ah--silk remnant. Have you got a kodak, girl?" I asked,
playfully, turning toward the astonished young dressmaker. "You're
not a yellow reporter?"
"Oh, Mrs. Stevens!" cried the girl, deprecatingly, glancing
interrogatively at Suzanne. Perhaps the cracked ice and my eccentric
manner had aroused suspicions in her mind.
A moment later, I found myself in Caroline's dressing-room
alone with Suzanne, who had recovered her spirits in the delight that
her present task engendered.
"Madame's neck and arms are so beautiful!" she murmured in
French, pulling the skirt of the ball-dress, a dainty affair made of
mauve silk, with a darker shade of velvet for trimmings, into
position. "Ah, such a wonderful hang! It is worthy of Paris,
madame."
"Don't stop to talk, Suzanne," I grumbled. "This is indecent
exposure of mistaken identity, and I can't stand much of it; so keep
moving, will you?"
"The corsage is a marvel, madame!" exclaimed Suzanne,
ecstatically.
"It is, girl," I muttered, glancing at myself in a mirror. "It feels
like a cross between a modern life-preserver and a mediæval breast-
plate. Don't lace the thing so tight, Suzanne. I've got to talk now
and then!"
Suzanne was too busy to listen to my somewhat delirious
comments.

"It is a miracle!" she cried in French. "Madame is a purple
dream, is she not?"
"Madame will be a black-and-blue what-is-it before you know
it," I moaned. "Does that girl outside there expect to have a look at--
ah--this ridiculous costume?" I asked, testily.
"Madame is so strange to-day," murmured Suzanne, wearily.
"You are free to go now, madame."
"I clutched at the train that anchored me to my place of torture,
and moved clumsily toward the room in which the young dressmaker
awaited me.
"Ah!" cried the girl, as I broke upon her vision, a creature of
beauty, but very far from graceful. "Madame Bonari will be
overjoyed. The dress is perfection, is it not, Mrs. Stevens? I've never
seen such a fit."
"It feels like a fit," I remarked, pantingly. "Suzanne," I called
out, desperately, "slip a few cogs in front here, will you? This is only
a rehearsal, you know. If I must suffocate at the ball I'll school
myself for the occasion. But I refuse to be a pressed flower this
morning. Thanks, that's better. It's like a quick recovery from
pneumonia. You may go, girl. Give my compliments to Madame--ah--
Bonari, and tell her I'm on the road to recovery. Good morning!"
Suzanne and I were alone.
"A cocktail, girl. Quick, now! Do you think I wanted that ice as a
musical instrument? If I ever needed a stimulant, Suzanne, I need
one now. Make the dose stiff, Suzanne, for I'm not as young as I
was. Do you hear me? Hurry!"
A rap at the door checked Suzanne in full career. We heard the
strident voice of Buttons in the hallway.

"Open the door, Suzanne," I cried, nervously, bracing myself for
another buffet from fate.
"Mr. Stevens is asking for Mrs. Stevens on the 'phone," I heard
Buttons say to Suzanne. "He seems to be in a hurry, too."
Suzanne hastened back to me.
"I know the worst, girl! Say nothing!" I exclaimed, petulantly. "I
must go down-stairs in this infernal ball-dress," and the ordeal
before me filled me with consternation. If Jones should find me
skulking around his domain in a décolleté dress at this time of day
the glance of his arrogant eyes would terrify me. But there wasn't
time for reflection, nor, alas! for a cocktail. Caroline was calling
vainly to me with my voice through an unresponsive telephone. I
must go to her at once. Doubtless, she craved immediate advice
regarding the manipulation of my margins. Why, oh! why, had I
jeopardized my fortune for the sake of quick returns, when my
legitimate business was sufficient for my needs?
"I fly, Suzanne!" I cried, as I stumbled toward the hall. "If
anybody calls to ask if I'm engaged for the next dance, tell 'em my
card is full." Suzanne smiled. "And I wish I was!" I muttered to
myself, desperately, as I looked down the staircase and wondered if
it would be well to use my mauve train as a toboggan.
How I managed to reach the telephone, I cannot say. In the
lower hall, I caught a glimpse of Jones's self-made face, and just
saved myself from coming a cropper. To acquire a firm seat in a ball-
dress requires practice.
"Hello!" I shouted, desperately, through the 'phone. "Is that
you--ah--Reginald?"

"Jenkins is here." I heard my voice saying at the other end of
the line. "What'll I do with him?"
"Send him to--ah--Hoboken, will you?" I returned, in a shrill
falsetto. "But you have the better of it, my dear. He's not a marker to
Jones. What have you done with the specialties?"
"Buying! buying! buying!" cried Caroline, in a triumphant basso
that froze my blood. "Rogers gave me an inside tip, as he calls it. It
was awfully nice of him, wasn't it?"
"Damn Rogers!" I exclaimed.
"Good-bye!" cried Caroline, with righteous indignation, and my
attempt to call her back was futile.
My heart was heavy as I made my way, slowly and clumsily,
from the library. Buttons, as bad luck would have it, had just opened
the front door to a black-eyed, long-haired little man, who carried a
roll of music under his arm. As I hesitated, hoping to make good my
retreat to the library, Professor Von Gratz--as he proved to be--
hurried toward me. If he was amazed at my costume, he managed
to control his mobile face and musical voice.
"Oh, madame, I am zo glad to zee you are eager for de lezzon!"
he exclaimed, bowing almost down to his knees. "Ve vill haf grade
muzic, nicht war? You vill blay de vonderful Opuz 22! Beethoven, de
giant among de pygmies, vill open de gates of baradize to us. It vill
be beautiful. You are ready, madame?"
My bosom rose and fell with a conflict of emotions. I felt an
almost irresistible longing to throw this detestable little foreigner out
of the house. The sudden realization that my biceps, etc., were at
my office cooled my ardor for action, and I said, presently, marveling
at my own ingenuity:

"I regret to say--ah--Professor, that my doctor has put me upon
a very slim musical diet. He says that--ah--Beethoven is ruining my
nerves. But if you want to sing 'Danny Deever,' come into the music-
room. I think I could manage to knock out the accompaniment."
Von Gratz stared at me in most apparent agitation, pulling at his
horrid little black goatee with his left hand.
"I vill pid you gute morgen, madame," he gasped, bowing
again. "Ven you are much petter you vill zend for me, nicht war?
Gute morgen!"
The gates of paradise were not to be opened to the professor
this morning. On the contrary, Buttons, to my great relief, shut the
front door behind the hurrying figure of the master-pianist, whose
farewell glance of mingled astonishment and anger haunted me as I
mounted the stairs.
"Suzanne!" I gasped, as I tottered into the room in which the
girl awaited my return. "Suzanne, unbuckle this chain-armor, will
you? It's breaking my heart. That's better, Suzanne. Oh, yes, I'm
going to a ball, all right. Or, rather, you're going to bring me one at
once."
CHAPTER VI.
VERSES AND VIOLETS.
Oh, my brothers blooming yonder, unto Him the
ancient pray

That the hour of my transplanting He will not for
long delay.
--From the Persian.
Relieved of Caroline's new ball-dress and having swallowed a
cocktail, I was horrified to find a feeling of almost irresistible
drowsiness stealing over me.
"Suzanne," I cried, "it is imperative that you keep me awake--
even if is becomes necessary for you to do the skirt-dance to drive
sleep from my eyelids. Not that I approved of these Oriental
vagaries. Far from it, Suzanne. Though I may at present come under
that head myself--but n'importe! You might assert, plausibly enough,
that all this is Occidental. In a certain sense, I suppose that it is.
But--Great Scott!"
I sank back in an easy-chair, startled by my own flippancy. The
uncanny, inexplicable change that had made me what I was must
not be revealed to Suzanne! Was it not enough that I had already
driven my maid to the very verge of hysteria? And here I sat, talking
recklessly to keep awake, and wearing my secret on my sleeve.
Should Suzanne learn the truth from my punning tongue, her mind
might become unhinged. In that case, another sudden transposition
of identities might take place! Frightful possibility! I must not yield to
the inclination creeping over me to indulge in a short nap. Perhaps
Caroline's mail would revive me!
And just here I found myself confronted by a difficult problem in
ethics. Despite the fact that my wife, with a heartless disregard of
my wishes in the matter, had seized my letters, captured my

business office, and assumed the full possession of all my business
affairs, great and small, I could not forget that I still remained a
gentleman. That Caroline had taken advantage of a psychical
mischance to lay bare my inner life before her prying gaze could not
excuse my surrender to a not unfounded but, perhaps,
unwholesome curiosity.
"Suzanne," I said presently, and the girl stole softly to my side.
"You spoke of a letter that you had received for me. It is--ah--from--
ah?"
"Yes, madame," answered Suzanne, eagerly, but somewhat
irrelevantly. "Here it is, madame. It is from him, I feel sure."
I gazed at the envelope with Caroline's brilliant eyes, but I was
not thankful for my temporary perfection of face and form. It came
to me grimly that beauty may be a nuisance, or even a curse. I
lacked the courage to open this note--an unconventional, perhaps
lawless, tribute to my my wife's powers of fascination. There was an
air of Spanish or Italian intrigue about the whole affair that shocked
me. My imagination, which had developed wonderfully since early
morning, likened myself and Suzanne to Juliet and her nurse.
"O, Romeo, Romeo! wherefore art thou, Romeo?" I exclaimed,
somewhat wildly. Suzanne drew back from me nervously.
"Will you not read the note, madame?"
"Anon, good nurse! But if thou mean'st not well, I do beseech
thee--"
"Mon Dieu!" gasped Suzanne, gazing at me, awe-struck. But I
was pitiless.
"Suzanne," I said, firmly, glancing at the note in my hand, the
chirography upon which seemed to be familiar, "Suzanne, I am very

beautiful, am I not?"
"Oui, madame," assented Suzanne, enthusiastically.
"And I love my husband dearly, do I not?"
"Devotedly, madame."
"Then, surely, Suzanne, I should not receive this epistle. What
did I do with his--ah--former notes?"
I had made a most egregious blunder. An expression of
amazement came into the French maid's mobile face.
"But, madame, this is the first one, is it not? I know of no
others, madame."
There was a gleam of suspicion in the girl's eyes. It was evident
that, for a moment, she suspected my dear Caroline of a lack of
straight-forwardness. Impulsively I tore Romeo's note into a dozen
fragments.
"There, Suzanne." I cried, in a triumphant treble, "my alibi is
perfect. Who wrote this note I do not know. What he had to say I do
not care. If you can get word to him, girl, tell him that if he comes
prowling around my balcony again I'll have--ah--Reginald pull his
nose for him. A bas Romeo!"
"But, madame," murmured Suzanne, evidently pained by my
flippant fickleness and fickle flippancy, "monsieur, the writer of the
note, dines here to-night, you know."
"The deuce he does, girl!" I cried, impulsively, making as if to
pull my beard, and bruising my spirit against new conditions. "Who
are our guests? Edgerton and his wife. It can't be Edgerton. He's not
a blooming idjit. Van Tromp? Dear little Van Tromp! It must be Van
Tromp. Oh, Van Tromp, Van Tromp, wherefore art thou, Romeo? Van
Tromp's the man, eh, Suzanne?"

Caroline's maid was red and tearful.
"Madame is so strange this morning," she complained. "It was
Mr. Van Tromp's man who brought the note, madame."
My soul waxed gay in Caroline's bosom. I warbled a snatch of
song from Gounod's "Faust."
"Suzanne," I cried, "gather up the fragments of Romeo's billet-
doux. Possibly his note is not what I supposed it was. I'll read what
the dear little boy has to say. Thank you, Suzanne. I think I can put
these pieces together in a way to extract the full flavor of Van
Romeo's sweet message. What saith the youth? Ha! I have it.
"'MY DEAR MRS. STEVENS: Is it presumption upon my part to
believe that you meant what you said to me at the Cromptons'
dance? At all events, I have had the audacity to cherish your words
in my heart of hearts. I am sending you a few violets to-day. If you
do me the honor of wearing them at dinner to-night, I shall know
that there was a basis of earnestness underneath the words that
were as honey to my soul.'
"Listen to that, Suzanne," I cried, hysterically. "Is it not worthy of a
young poet? I wonder what the dev--what Caro--ah--I said to this--
ah--Romeo? Here's richness, Suzanne! I'll wear his flowers--with a
string to 'em, eh? We'll have a merry dinner, Suzanne! I told Jones to
throw everything wide open. I'll include young Van Tromp in the
order. He shall be my special care, Suzanne. Van Tromp's mine
oyster! What think you, Suzanne? Should I not quaff a toast to the
success of my little game?"

Management 12th Edition Kreitner Solutions Manual

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