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business 7e
O.C. Ferrell
Auburn University

Geoffrey A. Hirt
DePaul University

Linda Ferrell
Auburn University

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 Final PDF to printer

business
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M: BUSINESS, SEVENTH EDITION

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authors O.C. FERRELL

O.C. Ferrell is the James T. Pursell Sr. Eminent Scholar in Ethics and Director of the Center for Ethical
Organizational Cultures in the Raymond J. Harbert College of Business, Auburn University. He was formerly
Distinguished Professor of Leadership and Business Ethics at Belmont University and University Distinguished
Professor at the University of New Mexico. He has also been on the faculties of the University of Wyoming,
Colorado State University, University of Memphis, Texas A&M University, Illinois State University, and
Southern Illinois University. He received his PhD in marketing from Louisiana State University.
Dr. Ferrell is past president of the Academy of Marketing Science. He is past president of the Academic
Council of the American Marketing Association and chaired the American Marketing Association Ethics Committee. Under his lead-
ership, the committee developed the AMA Code of Ethics and the AMA Code of Ethics for Marketing on the Internet. In addition,
he is a former member of the Academy of Marketing Science Board of Governors and is a Society of Marketing Advances and
Southwestern Marketing Association Fellow and an Academy of Marketing Science Distinguished Fellow. He served for nine years
as the vice president of publications for the Academy of Marketing Science. In 2010, he received a Lifetime Achievement Award
from the Macromarketing Society and a special award for service to doctoral students from the Southeast Doctoral Consortium. He
received the Harold Berkman Lifetime Service Award from the Academy of Marketing Science and the Cutco Vector Distinguished
Marketing Educator Award from the Academy of Marketing Science.
Dr. Ferrell has been involved in entrepreneurial engagements, co-founding Print Avenue in 1981, providing a solution-based
printing company. He has been a consultant and served as an expert witness in legal cases related to marketing and business eth-
ics litigation. He has conducted training for a number of global firms, including General Motors. His involvement with direct selling
companies includes serving on the Academic Advisory Committee and as a fellow for the Direct Selling Education Foundation.
Dr. Ferrell is the co-author of 20 books and more than 100 published articles and papers. His articles have been published in
the Journal of Marketing Research, Journal of Marketing, Journal of Business Ethics, Journal of Business Research, Journal of the
Academy of Marketing Science, AMS Review, and the Journal of Public Policy & Marketing, as well as other journals.

GEOFFREY A. HIRT
Geoffrey A. Hirt of DePaul University previously taught at Texas Christian University and Illinois State
University, where he was chairman of the Department of Finance and Law. At DePaul, he was chairman
of the Finance Department from 1987 to 1997 and held the title of Mesirow Financial Fellow. He devel-
oped the MBA program in Hong Kong and served as director of international initiatives for the College of
Business, supervising overseas programs in Hong Kong, Prague, and Bahrain, and was awarded the Spirit
of St. Vincent DePaul award for his contributions to the university. Dr. Hirt directed the Chartered Financial
Analysts (CFA) study program for the Investment Analysts Society of Chicago from 1987 to 2003. He has
been a visiting professor at the University of Urbino in Italy, where he still maintains a relationship with the economics department.
He received his PhD in finance from the University of Illinois at Champaign-Urbana, his MBA at Miami University of Ohio, and his BA
from Ohio Wesleyan University.
Dr. Hirt is currently on the Dean’s Advisory Board and Executive Committee of DePaul’s School of Music. He served on the
James C. Tyree Foundation Board and Grant Committee from 2012 to 2016. Dr. Hirt is past president and a current member of the
Midwest Finance Association and a former editor of the Journal of Financial Education. He belongs to the Pacific Pension Institute,

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 Final PDF to printer

an organization of public pension funds, private equity firms, and international organizations such as the Asian Development Bank,
the IMF, and the European Bank for Reconstruction and Development.
Dr. Hirt is widely known for his textbook Foundations of Financial Management, published by McGraw-Hill/Irwin. This book, in its
seventeenth edition, has been used in more than 31 countries and translated into more than 14 different languages. Additionally,
Dr. Hirt is well known for his textbook Fundamentals of Investment Management, also published by McGraw-Hill/Irwin and now in
its tenth edition. Dr. Hirt enjoys golf, swimming, music, and traveling with his wife, who is a pianist and opera coach.

LINDA FERRELL
Linda Ferrell is Chair and Professor of the Marketing Department in the Raymond J. Harbert College of
Business, Auburn University. She was formerly Distinguished Professor of Leadership and Business Ethics
at Belmont University. She completed her PhD in business administration, with a concentration in manage-
ment, at the University of Memphis. She has taught at the University of Tampa, Colorado State University,
University of Northern Colorado, University of Memphis, University of Wyoming, and the University of New
Mexico. She has also team-taught classes at Thammasat University in Bangkok, Thailand.
Her work experience as an account executive for McDonald’s and Pizza Hut’s advertising agencies
supports her teaching of advertising, marketing strategy, marketing ethics, and marketing principles. She has published in the
Journal of Public Policy & Marketing, Journal of Business Research, Journal of the Academy of Marketing Science, Journal of
Business Ethics, AMS Review, Journal of Academic Ethics, Journal of Marketing Education, Marketing Education Review, Journal
of Teaching Business Ethics, Marketing Management Journal, and Case Research Journal, and she is co-author of Business Ethics:
Ethical Decision Making and Cases (thirteenth edition), Management (fourth edition), and Business and Society (seventh edition).
Dr. Ferrell is the past president of the Academy of Marketing Science and a past president for the Marketing Management
Association. She is a member of the NASBA Center for the Public Trust Board, on the Mannatech Board of Directors, and on the
college advisory board for Cutco/Vector. She is also on the Board, Executive Committee, and Academic Advisory Committee of
the Direct Selling Education Foundation. She has served as an expert witness in cases related to advertising, business ethics, and
consumer protection.

iv authors

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Focused, Exciting, Applicable,

Happening
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New to This

Edition
As always, when revising this material for the current edi-
Chapter three
tion, all examples, figures, and statistics have been updated
to incorporate any recent developments that affect the world BUSINESS IN A BORDERLESS WORLD
of business. Additionally, content was updated to ensure the • New boxed features describing issues in international business
most pertinent topical coverage is provided. • Updated list of top 10 countries with which the United
Here are the highlights for each chapter: States has trade deficits/surpluses

Chapter one
• New content on the United States–China trade war
• Updated Euro Zone details
• New details on the EU’s General Data Protection
THE DYNAMICS OF BUSINESS AND ECONOMICS Regulation (GDPR)
• New boxed features describing real-world business • New content about the United States–Mexico–Canada
issues Agreement (USMCA)
• Updated unemployment and GDP data • New table of U.S. top trading partners
• New stats on inflation

Chapter four
• New stats on women in the workforce
• New section on technology and the economy
• New examples related to the COVID-19 (coronavirus)
OPTIONS FOR ORGANIZING BUSINESS
pandemic
• New figure depicting artificial intelligence in relation to its • New boxed features describing real-world business issues
enablers • New table of world’s biggest dividend payers
• Updated table of America’s largest private companies
Chapter two
BUSINESS ETHICS AND SOCIAL RESPONSIBILITY
Chapter five
• New boxed features describing issues in business ethics SMALL BUSINESS, ENTREPRENEURSHIP,
and social responsibility AND FRANCHISING
• New data on global trust in different industries • New boxed features describing current business issues
• New examples about ethical issues in the sharing • Examples of innovative small businesses
economy
• New information on artificial intelligence
• New content about aggressive financial or business
• Updated table of the fastest growing franchises
objectives
• Updated table of the most business-friendly states
• New example of a bribery scandal
• New stats on small business
• Expanded timeline of ethical and socially responsible
activities • New data on Gen Z in the workforce
• New data on minority-owned businesses

Chapter two appendix: Chapter six

THE LEGAL AND REGULATORY ENVIRONMENT
THE NATURE OF MANAGEMENT
• New boxed feature describing issues in the legal and
regulatory environment • New boxed features describing current business issues
• New examples of ethical issues facing today’s • New content about business models
businesses • New table of compensation packages of CEOs
• New content about data privacy laws • New content on gender equality
viii

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Chapter seven Chapter twelve

ORGANIZATION, TEAMWORK, DIMENSIONS OF MARKETING STRATEGY
AND COMMUNICATION • New boxed features describing current marketing issues
• New boxed features describing current business issues • Logistics added as key term
• New examples of organizational culture • New definition for physical distribution key term
• New content on artificial intelligence • Updated figure depicting a company’s product mix
• New content on email and video conferencing usage in • Updated personal care and cleaning products customer
the workplace satisfaction ratings
• New examples related to the impact of the COVID-19

Chapter eight
pandemic on marketing strategy

MANAGING OPERATIONS AND SUPPLY CHAINS Chapter thirteen

• New boxed features describing current business
DIGITAL MARKETING AND SOCIAL MEDIA
­operational issues
• New content on marketing research and artificial • New boxed features describing current digital marketing issues
intelligence • New stats on social media use by platform
• New section on blockchain technology • New stats on mobile app activities
• New content on drone technology • New data on the main sources of identity theft
• Extensive overhaul of Managing the Supply Chain section • New section on TikTok
• Updated airline scorecard table
• New examples related to the COVID-19 pandemic and
supply chains
Chapter fourteen
ACCOUNTING AND FINANCIAL STATEMENTS
Chapter nine •
•
New boxed features describing current accounting issues
Updated rankings of accounting firms in the United States
MOTIVATING THE WORKFORCE • New financial information for NVIDIA
• New boxed features describing current business issues • New content on net income and corporate tax rate

Chapter fifteen
• New examples of organizational culture
• New table of best places for businesses and careers

MONEY AND THE FINANCIAL SYSTEM

Chapter ten • New boxed features describing current financial issues
• Updated life expectancy of money
MANAGING HUMAN RESOURCES
• Updated cost to produce coins
• New boxed features describing current HR issues
• New content on cryptocurrency
• Updated common job interview questions
• New content on interest rates
• New content on wage gap
• New content on exchange-traded funds (ETFs)
• New example of how soft benefits inspire loyalty
• New section on employee relations and sexual
harrassment Chapter sixteen
FINANCIAL MANAGEMENT AND SECURITIES MARKETS
Chapter eleven • New boxed features describing current financial issues
• Updated short-term investment possibilities
CUSTOMER-DRIVEN MARKETING
• Updated U.S. corporate bond quotes
• New boxed features describing current marketing issues • New content on electronic markets
• New content on marketing orientation • Updated estimated common stock price-earnings,
• New content on supply chain management ratios, and dividends for selected companies
• New content on marketing analytics dashboards • New table of S&P 500 corrections
• New data on the buying power by race/ethnicity • New content on the impacts of the COVID-19 pandemic
• New table of companies with the best customer service on financial management

new to this edition ix

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contents
brief

Part one Part three

BUSINESS IN A CHANGING WORLD MANAGING FOR QUALITY AND
chapter 1 The Dynamics of Business and Economics 2 COMPETITIVENESS
chapter 2 Business Ethics and Social Responsibility 22 chapter 6 The Nature of Management 112
Appendix The Legal and Regulatory Environment 42 chapter 7 Organization, Teamwork, and
chapter 3 Business In a Borderless World 56 Communication 130
chapter 8 Managing Operations and Supply
Chains 150
Part two
STARTING AND GROWING A BUSINESS Part four
chapter 4 Options for Organizing Business 76 CREATING THE HUMAN RESOURCE
chapter 5 Small Business, Entrepreneurship, and ADVANTAGE
Franchising 94
chapter 9 Motivating the Workforce 172
chapter 10 Managing Human Resources 188

Part five
MARKETING: DEVELOPING
RELATIONSHIPS
chapter 11 Customer-Driven Marketing 208
chapter 12 Dimensions of Marketing Strategy 226
chapter 13 Digital Marketing and Social Media 248

Part six
FINANCING THE ENTERPRISE
chapter 14 Accounting and Financial Statements 268
chapter 15 Money and the Financial System 292
chapter 16 Financial Management and Securities
Markets 312

Notes 330
Name Index 360
Sean Pavone/Shutterstock Subject Index 361

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contents
Part one BUSINESS IN A
CHANGING WORLD 2
Building a Better Everyday Life with IKEA 35
Social Responsibility Issues 35
Sherwin-Williams Paints Itself in a Corner 39
UNEMPLOYMENT 40
Building Your Soft Skills by Considering Your Ethics 40
CHAPTER 1 T
 HE DYNAMICS OF BUSINESS Team Exercise 40
AND ECONOMICS 2 Are You Ready to Go Green and Think Ethics with Your
Career? 41
THE NATURE OF BUSINESS 3
The Goal of Business 3 APPENDIX: THE LEGAL AND REGULATORY ENVIRONMENT 42
The People and Activities of Business 4
Why Study Business? 5
CHAPTER 3  USINESS IN A BORDERLESS
B
THE ECONOMIC FOUNDATIONS OF BUSINESS 6 WORLD 56
Economic Systems 6
The Free-Enterprise System 8 THE ROLE OF INTERNATIONAL BUSINESS 57
The Forces of Supply and Demand 9 Why Nations Trade 58
Taylor Swift Fights Scalpers 10 Harley-Davidson Gets Up to Speed in International
The Nature of Competition 10 Markets 58
Economic Cycles and Productivity 11 Trade between Countries 59
Competition Is Brewing in Kombucha Market 11 Balance of Trade 59

THE AMERICAN ECONOMY 14 INTERNATIONAL TRADE BARRIERS 60

The Importance of the American Economy 14 Economic Barriers 60
A Brief History of the American Economy 14 Ethical, Legal, and Political Barriers 61
Technology and the Economy 16 Social and Cultural Barriers 63
The Role of the Entrepreneur 17 Technological Barriers 65
The Role of Government in the American Economy 18
Up In the Air: Drones and Air Traffic Control 18
The Role of Ethics and Social Responsibility in Business 19
CAN YOU LEARN BUSINESS IN A CLASSROOM? 19
Building Your Soft Skills by Setting Goals 19
Team Exercise 20
Are You Prepared to Take Advantage of Emerging Job
Opportunities? 21

CHAPTER 2 B
 USINESS ETHICS AND SOCIAL
RESPONSIBILITY 22
BUSINESS ETHICS AND SOCIAL RESPONSIBILITY 23
THE ROLE OF ETHICS IN BUSINESS 25
Recognizing Ethical Issues in Business 26
Fairness and Honesty 29
Making Decisions about Ethical Issues 31
Improving Ethical Behavior in Business 31
THE NATURE OF SOCIAL RESPONSIBILITY 33
Tyson Looks for Sustainable Meat 34 ArtisticPhoto/Shutterstock

xi

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TRADE AGREEMENTS, ALLIANCES, AND ORGANIZATIONS 65

Chinese Airlines Soaring to Great Heights 65
General Agreement on Tariffs and Trade 66
The United States–Mexico–Canada Agreement 66
The European Union 67
Data Privacy Concerns Take the World by Storm 68
Asia-Pacific Economic Cooperation 68
Association of Southeast Asian Nations 69
World Bank 69
International Monetary Fund 69
GETTING INVOLVED IN INTERNATIONAL BUSINESS 70
Exporting and Importing 70
Trading Companies 70
Licensing and Franchising 70
Richard Drew/AP/Shutterstock
Contract Manufacturing 71
Outsourcing 71
Offshoring 71
Joint Ventures and Alliances 72
TRENDS IN BUSINESS OWNERSHIP: MERGERS AND
Direct Investment 72
ACQUISITIONS 91
INTERNATIONAL BUSINESS STRATEGIES 73 Building Your Soft Skills by Handling Conflict 92
Developing Strategies 73 Team Exercise 92
Managing the Challenges of Global Business 74 Want to Be an Entrepreneur? Know Which Form of Business
Building Your Soft Skills by Understanding Cultural Is Best for You 93
Differences 74
Team Exercise 74
Ready to Take Your Career on a Global Adventure? 75 CHAPTER 5 SMALL BUSINESS,


ENTREPRENEURSHIP,
AND FRANCHISING 94
Part two STARTING AND
THE NATURE OF ENTREPRENEURSHIP AND SMALL
BUSINESS 95
GROWING A BUSINESS 76 What Is a Small Business? 96
The Role of Small Business in the American Economy 96
Industries That Attract Small Business 98
CHAPTER 4 OPTIONS FOR ORGANIZING

A Growing Success: Leola Produce Auction 99
BUSINESS 76 ADVANTAGES OF SMALL-BUSINESS OWNERSHIP 100
SOLE PROPRIETORSHIPS 77 Independence 101
Advantages of Sole Proprietorships 78 Costs 101
Disadvantages of Sole Proprietorships 79 Flexibility 101
AMS Clothing Gears Up for Sportswear Battle 101
PARTNERSHIPS 80
Focus 102
Types of Partnership 80
Reputation 102
Articles of Partnership 80
Advantages of Partnerships 81 DISADVANTAGES OF SMALL-BUSINESS OWNERSHIP 102
Disadvantages of Partnerships 81 High Stress Level 102
Taxation of Partnerships 82 High Failure Rate 102
CORPORATIONS 83 STARTING A SMALL BUSINESS 104
Creating a Corporation 83 The Business Plan 104
Types of Corporations 84 Forms of Business Ownership 104
Cascade Engineering: Go B Corp or Go Home 85 Financial Resources 104
Elements of a Corporation 86 The Root of Briogeo’s Success 104
Advantages of Corporations 87 Approaches to Starting a Small Business 106
Disadvantages of Corporations 88 Help for Small-Business Managers 107
Slowing Down Fast Fashion 89 THE FUTURE FOR SMALL BUSINESS 107
OTHER TYPES OF OWNERSHIP 89 Demographic Trends 107
Joint Ventures 89 Technological and Economic Trends 108
S Corporations 89 MAKING BIG BUSINESSES ACT “SMALL” 109
Limited Liability Companies 89 Building Your Soft Skills by Starting Your Own Business 109
Cooperatives 90 Team Exercise 110
“Meat” the Vegetarian Butcher 90 Do You Know How to Make a Small Business Survive? 110

xii contents

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Part three MANAGING FOR CHAPTER 7  RGANIZATION, TEAMWORK,

O
AND COMMUNICATION 130
QUALITY AND COMPETITIVENESS 112
ORGANIZATIONAL CULTURE 131
DEVELOPING ORGANIZATIONAL STRUCTURE 132
CHAPTER 6 T
 HE NATURE OF ASSIGNING TASKS 133
MANAGEMENT 112 Specialization 133
THE IMPORTANCE OF MANAGEMENT 113 Departmentalization 134
MANAGEMENT FUNCTIONS 114 ASSIGNING RESPONSIBILITY 136
Planning 114 Delegation of Authority 136
Rebecca Ray Designs Has it in The Bag 117 Degree of Centralization 136
Organizing 117 Sugar Bowl Bakery Is a Sweet Success 137
Directing 118 Span of Management 138
Controlling 118 Organizational Layers 138
Spacex: Out of This World Communication 139
TYPES OF MANAGEMENT 118
Levels of Management 119 FORMS OF ORGANIZATIONAL STRUCTURE 139
Lowe’s Undergoes a Major Remodel 120 Line Structure 139
Areas of Management 122 Line-and-Staff Structure 140
Multidivisional Structure 140
SKILLS NEEDED BY MANAGERS 122
Matrix Structure 141
Technical Expertise 122
Teamwork: Now Streaming at Netflix 141
Conceptual Skills 123
Analytical Skills 123 THE ROLE OF GROUPS AND TEAMS IN
Human Relations Skills 123 ORGANIZATIONS 142
Committees 143
LEADERSHIP 124
Task Forces 143
Employee Empowerment 125
Teams 143
DECISION MAKING 125
COMMUNICATING IN ORGANIZATIONS 144
Recognizing and Defining the Decision Situation 126
Formal and Informal Communication 145
Developing Options 126
Monitoring Communications 145
Potbelly Sandwiched in a Crowded Market 126
Improving Communication Effectiveness 146
Analyzing Options 127
Building Your Soft Skills by Giving and Receiving
Selecting the Best Option 127
Feedback 147
Implementing the Decision 127
Team Exercise 147
Monitoring the Consequences 127
Organization, Teamwork, and Communication Are You
MANAGEMENT IN PRACTICE 127 Ready to Apply These Skills on the Job? 148
Team Exercise 128
Building Your Soft Skills by Becoming a Better Leader 128
What Kind of Manager Do You Want to Be? 129 CHAPTER 8  ANAGING OPERATIONS
M
AND SUPPLY CHAINS 150
THE NATURE OF OPERATIONS MANAGEMENT 151
The Transformation Process 152
Operations Management in Service Businesses 152
PLANNING AND DESIGNING OPERATIONS SYSTEMS 155
Planning the Product 155
Sunny Skies Ahead for Weather Insights 155
Designing the Operations Processes 156
Planning Capacity 157
Planning Facilities 157
Sustainability and Manufacturing 159
MANAGING THE SUPPLY CHAIN 160
Walmart Improved Its Supply Chain with Blockchain 162
Procurement 162
Managing Inventory 162
Target Aims for Bullseye with Supply Chain
Improvements 164
Outsourcing 164
Monkey Business Images/Shutterstock Routing and Scheduling 165

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MANAGING QUALITY 166 Importance of Motivational Strategies 185

International Organization for Standardization (ISO) 167 Building Your Soft Skills by Staying Motivated 185
Inspection 168 Team Exercise 185
Building Your Soft Skills by Improving Your Organizational Would You Be Good at Motivating a Workforce? 186
Skills 168
Sampling 168
INTEGRATING OPERATIONS AND SUPPLY CHAIN CHAPTER 10 MANAGING HUMAN


MANAGEMENT 169 RESOURCES 188
Team Exercise 169
THE NATURE OF HUMAN RESOURCE MANAGEMENT 189
Careers Abound in Operations Management 170
PLANNING FOR HUMAN RESOURCE NEEDS 189
RECRUITING AND SELECTING NEW EMPLOYEES 190

Part four
Recruiting 190
CREATING THE HUMAN Ultimate Software Introduces the Ultimate Human
RESOURCE ADVANTAGE 172 Resource Tool 191
Selection 191
Legal Issues in Recruiting and Selecting 193
CHAPTER 9 MOTIVATING THE DEVELOPING THE WORKFORCE 194

WORKFORCE 172 Training and Development 194
Assessing Performance 195
NATURE OF HUMAN RELATIONS 173
Turnover 196
Burgerville’s Employee Motivation Strategy is Hot Off
the Grill 174 COMPENSATING THE WORKFORCE 197
Financial Compensation 197
HISTORICAL PERSPECTIVES ON EMPLOYEE
Benefits 198
MOTIVATION 175
Pay Day: Employers Choose Bonuses Over Raises 199
Classical Theory of Motivation 175
The Hawthorne Studies 176 MANAGING UNIONIZED EMPLOYEES 200
Collective Bargaining 200
THEORIES OF EMPLOYEE MOTIVATION 176
Resolving Disputes 200
Maslow’s Hierarchy of Needs 176
Herzberg’s Two-Factor Theory 178 THE IMPORTANCE OF WORKFORCE DIVERSITY 202
McGregor’s Theory X and Theory Y 179 The Characteristics of Diversity 202
A Perfect Fit: Patagonia’s Passionate Employees 179 Why Is Diversity Important? 203
Theory Z 180 The Benefits of Workforce Diversity 203
Equity Theory 180 Women “Lean in” to Leadership 203
Expectancy Theory 181 Affirmative Action 204
Goal-Setting Theory 181 EMPLOYEE RELATIONSHIPS AND SEXUAL
STRATEGIES FOR MOTIVATING EMPLOYEES 181 HARASSMENT 204
Behavior Modification 182 TRENDS IN MANAGEMENT OF THE WORKFORCE 205
Job Design 182 Bringing Soft Skills to Your Résumé 206
Shoe-In: Zappo’s Culture Motivates Employees 184 Team Exercise 206
Are You Ready for a Job in Human Resources? 207

Part five MARKETING:

DEVELOPING RELATIONSHIPS 208

CHAPTER 11 CUSTOMER-DRIVEN

MARKETING 208
NATURE OF MARKETING 209
The Exchange Relationship 210
Functions of Marketing 210
Creating Value with Marketing 211
The Marketing Concept 211
Virtual Reality Conceals the World, Augmented Reality
Tony Tallec/Alamy Stock Photo Improves It 212

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Product Life Cycle 230

Identifying Products 231
The Secret to Trader Joe’s Private Label 234
PRICING STRATEGY 234
Pricing Objectives 235
Specific Pricing Strategies 235
DISTRIBUTION STRATEGY 236
Marketing Channels 236
Off the Rack: This Modern Mall Concept Buckles Down 237
Drinkfinity Goes Bust 239
Logistics Management 240
Intensity of Market Coverage 241
Importance of Distribution in a Marketing Strategy 241
PROMOTION STRATEGY 242
The Promotion Mix 242
Promotion Strategies: To Push or to Pull 244
Objectives of Promotion 245
Promotional Positioning 246
IMPORTANCE OF MARKETING STRATEGY 246
Building Your Soft Skills by Developing Your Personal
13_Phunkod/Shutterstock Brand 246
Team Exercise 247
Are You Interested in Becoming a Marketing
Manager? 247
Evolution of the Marketing Concept 213
Kraft Heinz Plays Ketchup 214
DEVELOPING A MARKETING STRATEGY 215
Selecting a Target Market 215 CHAPTER 13  IGITAL MARKETING AND
D
Developing a Marketing Mix 217 SOCIAL MEDIA 248
Ford’s F-150 Races Ahead 217 GROWTH AND BENEFITS OF DIGITAL
MARKETING RESEARCH AND INFORMATION COMMUNICATION 249
SYSTEMS 220 USING DIGITAL MEDIA IN BUSINESS 250
Online Marketing Research 221
DIGITAL MEDIA AND THE MARKETING MIX 251
BUYING BEHAVIOR 222 Insta-scam: Brands Crack Down on Influencer Fraud 254
Psychological Variables of Buying Behavior 222 Social Media Marketing 254
Social Variables of Buying Behavior 222
CONSUMER-GENERATED MARKETING AND DIGITAL MEDIA 255
Understanding Buying Behavior 223
Social Networks 255
THE MARKETING ENVIRONMENT 223 Blogs and Wikis 257
IMPORTANCE OF MARKETING TO BUSINESS AND Media Sharing 258
SOCIETY 224 Mobile Marketing 259
Team Exercise 224 The Music Industry Gets a Tune Up 259
Building Your Soft Skills by Considering Your Personal Applications and Widgets 260
Brand 224 ONLINE MONITORING AND ANALYTICS 261
Do You Have What It Takes to Get a Job in
USING DIGITAL MEDIA TO LEARN ABOUT CONSUMERS 262
Marketing? 225
LEGAL AND SOCIAL ISSUES IN INTERNET MARKETING 263
Privacy 263
Transparency 264
CHAPTER 12  IMENSIONS OF MARKETING
D Identity Theft and Online Fraud 264
STRATEGY 226 Intellectual Property Theft and Other Illegal Activities 265
THE MARKETING MIX 227 Team Exercise 265
PRODUCT STRATEGY 227 Fake Out: Amazon Kicks Counterfeits to the Curb 265
Developing New Products 227 DIGITAL MEDIA’S IMPACT ON MARKETING 266
Classifying Products 229 Building Your Soft Skill by Reflecting Your Personal Brand 266
Product Line and Product Mix 230 What Does It Mean to Be a Digital Marketer? 266

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Part six FINANCING THE

CHAPTER 15 MONEY AND THE FINANCIAL


SYSTEM 292
ENTERPRISE 268 MONEY IN THE FINANCIAL SYSTEM 293
Functions of Money 293
Characteristics of Money 294
CHAPTER 14 ACCOUNTING AND Types of Money 296

FINANCIAL THE AMERICAN FINANCIAL SYSTEM 298
STATEMENTS 268 The Federal Reserve System 298
THE NATURE OF ACCOUNTING 269 COVID-19: Saving Makes Cents 302
Accountants 269 Banking Institutions 303
Accounting or Bookkeeping? 270 Nonbanking Institutions 305
The Uses of Accounting Information 271 The Federal Reserve Leans on BlackRock 306
Holding Ernst & Young Accountable 272 Electronic Banking 307
THE ACCOUNTING PROCESS 273 Digging into the Digital Wallet 309
Artificial Intelligence Transforms Accounting Future of Banking 309
Intelligence 274 Team Exercise 310
The Accounting Equation 274 Building Your Soft Skills by Handling Conflict 310
Double-Entry Bookkeeping 275 Do You Want a Career in Finance or Banking? 311
The Accounting Cycle 275
FINANCIAL STATEMENTS 277
The Income Statement 277
The Balance Sheet 280
CHAPTER 16 FINANCIAL MANAGEMENT


The Statement of Cash Flows 284 AND SECURITIES
RATIO ANALYSIS: ANALYZING FINANCIAL STATEMENTS 285
MARKETS 312
Profitability Ratios 286 MANAGING CURRENT ASSETS AND LIABILITIES 313
Asset Utilization Ratios 286 Managing Current Assets 313
Liquidity Ratios 287 Managing Current Liabilities 316
Debt Utilization Ratios 287 MANAGING FIXED ASSETS 317
Per Share Data 288 Capital Budgeting and Project Selection 318
Women in Accounting: Gender Equality Isn’t Adding Up 289 Assessing Risk 318
IMPORTANCE OF INTEGRITY IN ACCOUNTING 289 Pricing Long-Term Money 318
Building Your Soft Skills by Thinking about Ethics 289 FINANCING WITH LONG-TERM LIABILITIES 319
Team Exercise 289 Bonds: Corporate IOUs 319
Would You Make a Good Accountant? 290 Types of Bonds 320
FINANCING WITH OWNERS’ EQUITY 321
Bird Scooters Fly onto the Scene 321
INVESTMENT BANKING 322
Willing to Lose: Young Investors Day Trade During the
COVID-19 Lockdown 323
THE SECURITIES MARKETS 324
Stock Markets 324
The Over-the-Counter Market 325
Measuring Market Performance 325
Cashing in on New Technologies in Finance 326
Team Exercise 328
Building Your Soft Skills by Becoming Financially
Literate 328
What Is It Like to Work in Financial Management or
Securities? 329

NOTES 330
NAME INDEX 360
Chrispictures/Shutterstock SUBJECT INDEX 361

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business 7e

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chapter 1
one
the dynamics of
business and economics Sean Pavone/Shutterstock

LEARNING OBJECTIVES

After reading this chapter, you will be able to:

LO 1-1 Define basic concepts such as business, LO 1-5 Describe the role of supply, demand, and
product, profit, and economics. competition in a free-enterprise system.
LO 1-2 Identify the main participants and activities of LO 1-6 Specify why and how the health of the
business. economy is measured.
LO 1-3 Explain why studying business is LO 1-7 Outline the evolution of the American
important. economy.
LO 1-4 Compare the four types of economic LO 1-8 Explain the role of the entrepreneur in the
systems. economy.

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W
e begin our study of business in this chapter by exam- its goals, activities, and participants. Next, we describe the basics
ining the fundamentals of business and economics. of economics and apply them to the U.S. economy. Finally, we
First, we introduce the nature of business, including establish a framework for studying business in this text. ■

of earning profits, although they business individuals

may provide goods or services and or organizations who try to
LO 1-1 Define basic concepts such as business, product, engage in fund-raising. They also earn a profit by providing
utilize skills related to management, products that satisfy
profit, and economics.
marketing, and finance. Profits people’s needs.

THE NATURE OF BUSINESS

earned by businesses support non- product a good or service
profit organizations through dona- with tangible and intangible
A business tries to earn a profit by providing products that satisfy tions from employees. characteristics that provide
people’s needs. The outcomes of its efforts are ­products that have To earn a profit, a person or organiza- satisfaction and benefits.
both tangible and intangible characteristics that provide satisfac- tion needs management skills to plan, profit the difference
tion and benefits. When you purchase a product, you are buying organize, and control the activities of between what it costs to
the benefits and satisfaction you think the product will provide. A the business and to find and develop make and sell a product and
Subway sandwich, for example, may be purchased to satisfy hun- employees so that it can make prod- what a customer pays for it.
ger, while a Honda Accord may be purchased to satisfy the need ucts consumers will buy. A business
for transportation and the desire to present a certain image. also needs marketing expertise to nonprofit
learn what products consumers need organizations
Most people associate the word product with tangible goods— organizations that may
an automobile, smartphone, jeans, or some other tangible item. and want and to develop, manufac-
provide goods or services
However, a product can also be a service, which occurs when ture, price, promote, and distribute but do not have the
people or machines provide or process something of value to those products. Additionally, a busi- fundamental purpose of
customers. Dry cleaning, a telemedicine visit, a movie or sports ness needs financial resources and earning profits.
event—these are examples of services. An Uber ride satisfies the skills to fund, maintain, and expand
its operations. A business must cover stakeholders groups
need for transportation and is therefore a service. A product can
the cost of labor, operate facilities, that have a stake in the
also be an idea. Accountants and attorneys, for example, pro- success and outcomes of a
vide ideas for solving problems. pay taxes, and provide management.
Other challenges for businesspeople business.

The Goal of Business include abiding by laws and govern-

ment regulations, and adapting to
The primary goal of all businesses is to earn a profit, the difference
economic, technological, political, and social changes. Even non-
between what it costs to make and sell a product and what a cus-
profit organizations engage in management, marketing, and finance
tomer pays for it. In addition, a business has to pay for all expenses
activities to help reach their goals. Nonprofits need employees with
necessary to operate. If a company spends $8 to produce, finance,
the same skills as businesses do.
promote, and distribute a product that it sells for $10, the business
earns a profit of $2 on each product sold. Businesses have the right To achieve and maintain profitability, businesses have found
to keep and use their profits as they choose—within legal limits— that they must produce quality products, operate efficiently, and
because profit is the reward for their efforts and for the risks they be socially responsible and ethical in dealing with customers,
take in providing products. Earning profits contributes to society employees, investors, government regulators, and the community.
by creating resources that support our social institutions and gov- Because these groups have a stake in the success and outcomes of
ernment. Businesses that create profits, pay taxes, and create jobs a business, they are sometimes called stakeholders. Many busi-
are the foundation of our economy. In addition, profits must be nesses, for example, are concerned about how the production and
earned in a responsible manner. Most businesses give back to the distribution of their products affect the environment. Automakers,
community to support social and economic causes. Not all organi- for example, are working toward taking a bigger slice of the elec-
zations are businesses, however. Nonprofit organizations—such tric vehicle (EV) market. General Motors and Ford are fighting
as National Public Radio (NPR), Habitat for Humanity, and other to catch up with Tesla, the leader in EVs, but it could take many
charities and social causes—do not have the fundamental purpose years to achieve that goal.1 Other businesses are concerned with

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daily operations of businesses. You will learn more about these

participants in business activities throughout this book. Next,

­
we will examine the major activities of business.

Management. Notice that in Figure 1.1, management and

employees are in the same segment of the circle. This is because
management involves developing plans, coordinating employ-
ees’ actions to achieve the firm’s goals, organizing people to
work efficiently, and motivating them to achieve the business’s
goals. Management involves the functions of planning, organiz-
ing, leading, and controlling. Effective managers who are skilled
in these functions display effective leadership, decision making,
and delegation of work tasks. Management is also concerned
with acquiring, developing, and using resources (including peo-
ple) effectively and efficiently.

Alex’s Lemonade Stand Foundation is a nonprofit organization that Management involves organization, teamwork, and communica-
raises funds and awareness for childhood cancer. tion. Operations and supply chain management are also impor-
Rebecca Sapp/Getty Images for L.A. Loves Alex’s Lemonade tant. Motivating the workforce and managing human resources
are necessary for success. Managers at the Ritz-Carlton, for
instance, are concerned with transforming resources such as
promoting science, engineering, and mathematics careers among employee actions and hotel amenities into a quality customer
women. Traditionally, these careers have been male dominated. service experience. In essence, managers plan, organize, staff,
According to Bloomberg, when the number of men and women and control the tasks required to carry out the work of the com-
on a team are evenly matched, the companies have a higher return pany or nonprofit organization. We take a closer look at man-
on equity.2 agement activities in Parts 3 and 4 of this text.

Marketing. Marketing and customers are in the same

segment of Figure 1.1 because the focus of all marketing
activities is satisfying customers. Marketing includes all the
LO 1-2 Identify the main participants and activities of business. activities designed to provide goods and services that satisfy
consumers’ needs and wants. Marketers gather information

The People and Activities of F I G U R E 1 . 1 Overview of the Business World

Business
Figure 1.1 shows the people and activities involved in Economy
business. At the center of the figure are owners, employ-
ees, and customers; the outer circle includes the pri- Finance
mary business activities—management, marketing, and
finance. Owners have to put up resources—money or
credit—to start a business. Employees are responsible Owners
for the work that goes on within a business. Owners can
manage the business themselves or hire employees to Digital
Competition
Technology
accomplish this task. The president and chief executive
officer (CEO) of Procter & Gamble, David S. Taylor,
s
Emp

m er
M ana

does not own P&G but is an employee who is respon-

loy

sto

es
Cu
ge m

sible for managing all the other employees in a way that

e

ng

earns a profit for investors, who are the real owners.

en

e ti

a
t

rk

Finally, and most importantly, a business’s major role M

is to satisfy the customers who buy its goods or services.
Note also that forces beyond an organization’s con-
trol—such as legal and regulatory forces, the economy, Social Legal, Political, and
Responsibility Regulatory Forces
competition, technology, the political environment, and and Ethics
ethical and social concerns—all have an impact on the

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and conduct research to determine what customers want.

Using information gathered from marketing research, market-
ers plan and develop products and make decisions about how
much to charge for their products and when and where to
make them available. They also analyze the marketing envi-
ronment to understand changes in competition and consum-
ers. The retail environment is changing based on ­competition
from online retailing such as Amazon. This has caused many
retail stores and malls to close.3 Marketing focuses on the four
P’s—­product, price, place (or distribution), and ­promotion—
also known as the marketing mix. Product management
involves such key management decisions as product adoption,
development, branding, and product positioning. Selecting
the right price for the product is essential to the organiza-
tion as it relates directly to profitability. Distribution is an
important management concern because it involves making
sure products are available to consumers in the right place at
the right time. For example, Stevia in the Raw uses advertis-
ing as part of its promotion mix to appeal to consumers who
enjoy sweets but want a healthier alternative to sugar. In the
advertisement, Stevia in the Raw communicates that its prod-
uct, a zero-calorie sweetener, reduces sugar and calories for a
more healthful recipe. Marketers use promotion—­advertising,
personal selling, sales promotion (coupons, games, sweep-
Advertising is one method for marketers to promote benefits and
stakes, movie tie-ins), and publicity—to communicate the ben-
advantages of their products. This advertisement features Stevia in
efits and advantages of their products to consumers and to the Raw, a sugar alternative, and instructs consumers on how to make
increase sales. We will examine marketing activities in Part 5 cake with half the sugar and calories.
of this text. Source: Stevia in the Raw

Finance. Owners and finance are in the same part of Figure 1.1 at a nonprofit organization. The field of business offers a variety
because, although management and marketing have to deal with of interesting and challenging career opportunities throughout
financial considerations, it is the primary responsibility of the the world, such as marketing, human resources management,
owners to provide financial resources for the operation of the information technology, finance, production, accounting, data
business. Accounting, money, and the financial system, as well analytics, and many more.
as understanding the securities market, are important for busi-
ness success. People who work as accountants, stockbrokers,
investment advisors, or bankers are all part of the financial
world. Owners sometimes have to borrow money from banks
to get started or attract additional investors who become part-
ners or stockholders. Owners of small businesses in particular
often rely on bank loans for funding. Part 6 of this text discusses
financial management.

LO 1-3 Explain why studying business is important.

Why Study Business?

Studying business can help you develop skills and acquire knowl-
edge to prepare for your future career, regardless of whether you The Home Depot Foundation’s Veteran Housing Grants Program awards
plan to work for a multinational Fortune 500 firm, start your own grants to assist in the construction of housing and facilities for veterans.
business, work for a government agency, or manage or volunteer Jill Braaten/McGraw-Hill Education

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economics the study natural resources human resources financial resources economic system
of how resources are land, forests, minerals, (labor) the physical and (capital) the funds used a description of how a
distributed for the production water, and other things that mental abilities that people to acquire the natural and particular society distributes
of goods and services within are not made by people. use to produce goods and human resources needed to its resources to produce
a social system. services. provide products. goods and services.

Studying business can also help you better understand the products or being socially responsible. The goal is to turn the
many business activities that are necessary to provide satis- factors of production and intangible resources into a competi-
fying goods and services. Most businesses charge a reason- tive advantage.
able price for their products to ensure that they cover their
production costs, pay their employees, provide their owners Economic Systems
with a return on their investment, and perhaps give something An economic system describes how a particular society dis-
back to their local communities and societies. The Home tributes its resources to produce goods and services. A central
Depot Foundation has provided grants to remodel and reno- issue of economics is how to fulfill an unlimited demand for
vate homes of U.S. military veterans.4 Thus, learning about goods and services in a world with a limited supply of resources.
business can help you become a well-informed consumer and Different economic systems attempt to resolve this central issue
member of society. in numerous ways, as we shall see.
Business activities help generate the profits that are essential Although economic systems handle the distribution of resources
not only to individual businesses and local economies but also in different ways, all economic systems must address three
to the health of the global economy. Understanding how our important issues:
free-enterprise economic system allocates resources and pro-
vides incentives for industry and the workplace is important to 1. What goods and services, and how much of each, will satisfy
everyone. consumers’ needs?
2. How will goods and services be produced, who will produce
them, and with what resources will they be produced?
3. How are the goods and services to be distributed to
consumers?

Communism, socialism, and capitalism, the basic economic sys-

LO 1-4 Compare the four types of economic systems. tems found in the world today (Table 1.1), have fundamental
differences in the way they address these issues. The factors of
production in command economies are controlled by govern-
THE ECONOMIC ment planning. In many cases, the government owns or controls
the production of goods and services. Communism and social-
FOUNDATIONS OF BUSINESS ism are, therefore, considered command economies.

It is useful to explore the economic environment in which busi- Communism. Karl Marx (1818–1883) first described
ness is conducted. In this section, we examine economic sys- communism as a society in which the people, without regard
­
tems, the free-enterprise system, the concepts of supply and to class, own all the nation’s resources. In his ideal political-
demand, and the role of competition. These concepts play economic system, everyone contributes according to ability and
important roles in determining how businesses operate in a par- receives benefits according to need. In a communist economy,
ticular society. the people (through the government) own and operate all busi-
nesses and factors of production. Central government planning
Economics is the study of how resources are distributed for the
determines what goods and services satisfy citizens’ needs, how
production of goods and services within a social system. You
the goods and services are produced, and how they are distrib-
are already familiar with the types of resources available. Land,
uted. However, no true communist economy exists today that
forests, minerals, water, and other things that are not made by
satisfies Marx’s ideal.
people are natural resources. Human resources, or labor,
refer to the physical and mental abilities that people use to pro- On paper, communism appears to be efficient and equitable,
duce goods and services. Financial resources, or capital, producing less of a gap between rich and poor. In practice, how-
are the funds used to acquire the natural and human resources ever, communist economies have been marked by low standards
needed to provide products. These resources are related to the of living, critical shortages of consumer goods, high prices, cor-
factors of production, consisting of land, labor, capital, and enter- ruption, and little freedom. Russia, Poland, Hungary, and other
prise used to produce goods and services. The firm can also eastern European nations have turned away from communism
have intangible resources such as a good reputation for quality and toward economic systems governed by supply and demand

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rather than by central planning. However, their experiments

with alternative economic systems have been fraught with dif-
ficulty and hardship. Countries such as Venezuela have tried
to incorporate communist economic principles without suc-
cess. Even Cuba is experiencing changes to its predominately
communist system. Similarly, China was the first communist
country to make strong economic gains by adopting capitalist
approaches to business. Economic prosperity has advanced in
China with the government claiming to ensure market open-
ness, equality, and fairness through state capitalism.5 As a result
of economic challenges, communism is declining and its future
as an economic system is uncertain. Cuba’s new constitution promotes socialism rather than communism.

Socialism.
Anton_Ivanov/Shutterstock
Socialism is an economic system in which the
government owns and operates basic industries—postal service,
telephone, utilities, transportation, health care, banking, and
some manufacturing—but individuals own most businesses.
For example, in France the postal service industry La Poste economies profess egalitarianism— communism first
equal distribution of income and described by Karl Marx as a
is fully owned by the French government and makes a profit.
social services. They believe their society in which the people,
Central planning determines what basic goods and services without regard to class, own
are produced, how they are produced, and how they are dis- economies are more stable than
those of other nations. Although all the nation’s resources.
tributed. Individuals and small businesses provide other goods
and services based on consumer demand and the availability of this may be true, taxes and socialism an economic
resources. Citizens are dependent on the government for many unemployment are generally higher system in which the
goods and services. in socialist countries. However, government owns and
countries like Denmark have a high operates basic industries
Most socialist nations, such as Norway, India, and Israel, are standard of living and they rate high but individuals own most
democratic and recognize basic individual freedoms. Citizens in being happy. businesses.
can vote for political offices, but central government planners
usually make many decisions about what is best for the nation. Capitalism. Capitalism, or capitalism (free
For example, based on government policies and incentives, free enterprise, is an economic enterprise) an
economic system in which
60 percent of the new cars purchased in Norway are electric.6 system in which individuals own
individuals own and
People are free to go into the occupation of their choice, but and operate the majority of busi- operate the majority of
they often work in government-operated organizations. Socialists nesses that provide goods and businesses that provide
believe their system permits a higher standard of living than services. Competition, supply, and goods and services.
other economic systems, but the difference often applies to the demand determine which goods
nation as a whole rather than to its individual citizens. Socialist and services are produced, how

T A B L E 1 . 1 Comparison of Communism, Socialism, and Capitalism

Communism Socialism Capitalism

Business ownership Most businesses are owned and The government owns and operates Individuals own and operate all
operated by the government. some basic industries; individuals also businesses.
own businesses.
Competition Government controls competition and Restricted in basic industries; Encouraged by market forces and
the economy. encouraged in other businesses. government regulations.
Profits Excess income goes to the government. Profits earned by businesses may be Individuals and businesses are free to
The government supports social and reinvested in the business; profits from keep profits after paying taxes.
economic institutions. government-owned industries go to the
government.
Product availability and price Consumers have a limited choice of Consumers have a choice of goods Consumers have a wide choice of goods
goods and services; prices are usually and services; prices are determined by and services; prices are determined by
high. supply and demand. supply and demand.
Employment options Little choice in choosing a career; most More choice of careers; many people Unlimited choice of careers.
people work for government-owned work in government jobs.
industries or farms.

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free-market system
pure capitalism, in which
all economic decisions are
they are produced, and how they the government but uses capitalistic tools such as listing state-
made without government
intervention.
are distributed. The United States, owned companies on the stock market and embracing global-
Canada, Japan, and Australia are ization.8 State capitalism includes some of the world’s largest
mixed economies examples of economic systems companies such as Russia’s Gazprom, which has the largest
economies made up based on capitalism. reserves of natural gas. China’s ability to make huge investments
of elements from more to the point of creating entirely new industries puts many pri-
than one economic There are two forms of capital-
vate industries at a disadvantage.9
system. ism: pure capitalism and modified
capitalism. In pure capitalism, also
called a free-market system,
The Free-Enterprise System
Many economies—including those of the United States, Canada,
all economic decisions are made
and Japan—are based on free enterprise, and many communist
without government intervention. This economic system was
and socialist countries, such as China and Russia, are apply-
first described by Adam Smith in The Wealth of Nations (1776).
ing more principles of free enterprise to their own economic
Smith, often called the father of capitalism, believed that the
systems. Free enterprise provides an opportunity for a business
“invisible hand of competition” best regulates the economy. He
to succeed or fail on the basis of market demand. In a free-
argued that competition should determine what goods and ser-
enterprise system, companies that can efficiently manufacture
vices people need. Smith’s system is also called laissez-faire (“let
and sell products that consumers desire will probably succeed.
it be”) capitalism because the government does not interfere in
Inefficient businesses and those that sell products that do not
business.
offer needed benefits will likely fail as consumers take their busi-
Modified capitalism differs from pure capitalism in that the ness to firms that have more competitive products.
government intervenes and regulates business to some extent.
A number of basic individual and business rights must exist for
One of the ways in which the United States and Canadian gov-
free enterprise to work. These rights are the goals of many coun-
ernments regulate business is through laws. Laws such as the
tries that have recently embraced free enterprise.
Federal Trade Commission Act, which created the Federal
Trade Commission to enforce antitrust laws, illustrate the 1. Individuals must have the right to own property and to pass
importance of the government’s role in the economy. In the this property on to their heirs. This right motivates people to
United States, states have leeway to regulate business. For exam- work hard and save to buy property.
ple, the state of California requires public companies to have 2. Individuals and businesses must have the right to earn profits
at least one woman on the board of directors, and a number of and to use the profits as they wish, within the constraints of
states have legalized cannabis.7 their society’s laws, principles, and values.

[ “No country practices a pure form of communism, socialism, or

capitalism, although most tend to favor one system over the others.” ]
Mixed Economies. No country practices a pure form 3. Individuals and businesses must have the right to make deci-
of communism, socialism, or capitalism, although most tend sions that determine the way the business operates. Although
there is government regulation, the philosophy in countries
to favor one system over the others. Most nations operate as
like the United States and Australia is to permit maximum
mixed economies, which have elements from more than freedom within a set of rules of fairness.
one economic system. In socialist Sweden, most businesses are
owned and operated by private individuals. In capitalist United 4. Individuals must have the right to choose what career to pur-
States, an independent federal agency operates the postal service sue, where to live, what goods and services to purchase, and
and another independent agency operates the Tennessee Valley more. Businesses must have the right to choose where to
locate, what goods and services to produce, what resources
Authority, an electric utility. In Germany, the Deutsche Post is
to use in the production process, and so on.
privatized and trades on the stock market. In once-communist
­
Russia, Hungary, Poland, and other eastern European nations,
Without these rights, businesses cannot function effectively
capitalist ideas have been implemented, including private
because they are not motivated to succeed. Thus, these rights
ownership of businesses.
make possible the open exchange of goods and services. In the
Countries such as China and Russia have used state capitalism countries that favor free enterprise, such as the United States, citi-
to advance the economy. State capitalism tries to integrate the zens have the freedom to make many decisions about the employ-
powers of the state with the advantages of capitalism. It is led by ment they choose and create their own productivity systems.

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demand the number supply the number equilibrium price the

of goods and services that of products—goods and price at which the number
consumers are willing to services—that businesses of products that businesses
Many entrepreneurs are more productive in
buy at different prices at a are willing to sell at different are willing to supply equals
free-enterprise societies because personal and specific time. prices at a specific time. the amount of products that
financial incentives are available that can aid consumers are willing to buy
in entrepreneurial success. For many entre- at a specific point in time.
preneurs, their work becomes a part of their
system of goals, values, and lifestyle. Consider
the panelists (“sharks”) on the ABC program
Shark Tank who give entrepreneurs a chance to receive fund- potential for profits is higher, businesses are willing to supply
ing to realize their dreams by deciding whether to invest in their more of a good or service at higher prices. For example, a com-
projects. They include Barbara Corcoran, who built one of New pany that sells rugs may be willing to sell six at $650 each, four at
York’s largest real estate companies; Mark Cuban, founder of $500 each, but just two at $350 each. The relationship between
MicroSolutions and Broadcast.com; and Daymond John, founder the price of rugs and the quantity the company is willing to sup-
of clothing company FUBU, as well as others.10 ply can be shown graphically with a supply curve (see Figure 1.2).
In Figure 1.2, the supply and demand curves intersect at the point
where supply and demand are equal. The price at which the number
of products that businesses are willing to supply equals the amount
LO 1-5 Describe the role of supply, demand, and of products that consumers are willing to buy at a specific point in
competition in a free-enterprise system. time is the equilibrium price. In our rug example, the company is
willing to supply four rugs at $500 each, and consumers are willing
to buy four rugs at $500 each. Therefore, $500 is the equilibrium
The Forces of Supply and Demand price for a rug at that point in time, and most rug companies will
In the United States and in other free-enterprise systems, the dis- price their rugs at $500. As you might imagine, a business that
tribution of resources and products is determined by supply and charges more than $500 (or whatever the current equilibrium price
demand. Demand is the number of goods and services that con- is) for its rugs will not sell as many and might not earn a profit. On
sumers are willing to buy at different prices at a specific time. From the other hand, a business that charges less than $500 accepts a
your own experience, you probably recognize that consumers are lower profit per rug than could be made at the equilibrium price.
usually willing to buy more of an item as its price falls because
If the cost of making rugs goes up, businesses will not offer as many
they want to save money. Consider handmade rugs, for example.
at the old price. Changing the price alters the supply curve, and
Consumers may be willing to buy six rugs at $350 each, four at
a new equilibrium price results. This is an ongoing process, with
$500 each, but only two at $650 each. The relationship between the
supply and demand constantly changing in response to changes in
price and the number of rugs consumers are willing to buy can be
economic conditions, availability of resources, and degree of com-
shown graphically with a demand curve (see Figure 1.2).
petition. For example, the price of oil can change rapidly and has
Supply is the number of products that businesses are willing to been between $0 and $113 a barrel over the last 10 years. Oil prices
sell at different prices at a specific time. In general, because the dropped below $0 when demand went down rapidly and supply

FIGURE 1.2
Equilibrium Price of Handmade Rugs

Prices of
Rugs
(dollars)
$800
Equilibrium
650 Price

500

350
Supply Demand
200 Curve Curve

Oprah Winfrey, with a net worth of more than $3 billion, is one of the
0
world’s most famous entrepreneurs. Entrepreneurs are more productive 1 2 3 4 5 6 7
in free-enterprise systems. Handmade Rugs
Frederic J. Brown/AFP/Getty Images

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TAYLOR SWIFT FIGHTS SCALPERS

F or fans of popular singers like Taylor Swift,

the demand for concert tickets is high. Fans
must often hurry to purchase tickets before they
Two scalpers in the United Kingdom used
bot software and multiple identities to illegally
buy and sell tickets, making more than £10.8
fans a better chance of being selected if they buy
albums, watch music videos, or post about her
on social media. The system offers a solution to
are sold out. Because there are a limited number million ($14 million). The duo received a col- reward fans and fight against a practice that takes
of seats, when demand is high the equilibrium lective jail sentence of six and half years from advantage of high demand and limited supply.a
price is high as well. While this is profitable for the a U.K. court. It was a landmark ruling as it was
performer, it also creates opportunities for ticket the first prosecution of its kind in the United
Critical Thinking Questions
scalpers. Kingdom. As technology advances, it becomes
Because of high demand for certain perform- increasingly difficult to fend off cybercriminals. 1. Describe how the supply-demand problem is
ers and a limited supply of seats, scalpers know To fight against scalpers, Swift joined with offering opportunities for scalpers.
there is a market of fans willing to pay much Ticketmaster to use its Verified Fan system 2. Scalpers raise the equilibrium price once they
more than the original price online. This gives to locate fans less likely to resell their tickets. control the supply. How do you think this Ticket

­­
them opportunities to purchase large numbers Fans register and—if they are identified by master Verified Fan System will affect this ability?
of ticket and sell at a premium on sites like Stub Ticketmaster’s Verified Fan system—they are 3. As a service provider, do you think perform-
Hub. It is estimated that ticket scalping cost sent a link that gives them early access to tickets. ers like Taylor Swift should take an active role
Taylor Swift $85 million during one tour. Swift also added boosters to the system, giving in fighting against scalpers? Why or why not?

competition the rivalry

among businesses for The Nature of Competition
consumers’ dollars.
Competition Competition, the rivalry among businesses for consumers’ dol-
lars, is another vital element in free enterprise. According to Adam
pure competition the
market structure that exists allows for open Smith, competition fosters efficiency and low prices by forcing pro-
ducers to offer the best products at the most reasonable price; those
when there are many small
businesses selling one
markets and provides who fail to do so are not able to stay in business. Thus, competition
standardized product.
opportunities for should improve the quality of the goods and services available and
reduce prices. Competition allows for open markets and provides
monopolistic
competition the market both individuals opportunities for both individuals and businesses to successfully
compete. Entrepreneurs can discover new technology, ways to lower
structure that exists when
there are fewer businesses
and businesses prices, as well as methods for providing better distribution or ser-
vices. Founder Jeff Bezos of Amazon is a prime example. Amazon is
than in a pure-competition
environment and the
to successfully able to offer products online at competitive prices. Today, Amazon
differences among the
goods they sell are small.
compete. competes against such retail giants as Walmart and Target in a num-
ber of industries, including cloud computing, entertainment, food,
and most consumer products found in retail stores. Bezos’s Blue
increased during the COVID-19 pan- Origin rocket company along with Elon Musk’s SpaceX and Richard
demic. Oil prices returned to more Branson’s Virgin Galactic have turned space tourism into a reality.11
than $30 a barrel about a month later when supply and demand
were more balanced. Prices for goods and services vary according Within a free-enterprise system, there are four types of competi-
to these changes in supply and demand. Supply and demand is the tive environments: pure competition, monopolistic competition,
force that drives the distribution of resources (goods and services, oligopoly, and monopoly.
labor, and money) in a free-enterprise economy. Pure competition exists when there are many small businesses
Critics of supply and demand say the system does not distrib- selling one standardized product, such as agricultural commodi-
ute resources equally. The forces of supply and demand prevent ties like wheat, corn, and cotton. No one business sells enough of
sellers who have to sell at higher prices (because their costs are the product to influence the product’s price. And, because there is
high) and buyers who cannot afford to buy goods at the equilib- no difference in the products, prices are determined solely by the
rium price from participating in the market. According to critics, forces of supply and demand.
the wealthy can afford to buy more than they need, but the poor Monopolistic competition exists when there are fewer
may be unable to buy enough of what they need to survive. businesses than in a pure-competition environment and the

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oligopoly the market monopoly the market economic expansion

differences among the goods they sell are structure that exists structure that exists when the situation that occurs
small. Aspirin, soft drinks, and jeans are when there are very there is only one business when an economy is
examples of such goods. These products dif- few businesses selling a providing a product in a growing and people are
fer slightly in packaging, warranty, name, and product. given market. spending more money;
other characteristics, but all satisfy the same their purchases stimulate
consumer need. Businesses have some power the production of goods
over the price they charge in monopolistic and services, which in turn
competition because they can make consum- stimulates employment.
ers aware of product differences through
advertising. Consumers value some features
more than others and are often willing to pay higher prices for electricity, natural gas, and water are monopolies. The govern-
a product with the features they want. For example, many con- ment permits such monopolies because the cost of creating
sumers are willing to pay a higher price for organic fruits and the good or supplying the service is so great that new produc-
vegetables rather than receive a bargain on nonorganic foods. ers cannot compete for sales. Government-granted monopolies
The same holds true for non-genetically modified foods. are subject to government-regulated prices. Some monopolies
exist because of technological developments that are protected
An oligopoly exists when there are very few businesses selling
by patent laws. This monopoly allows the developer to recover
a product. In an oligopoly, individual businesses have control
research, development, and production expenses and to earn a
over their products’ price because each business supplies a large
reasonable profit. A drug can receive a 17-year patent from the
portion of the products sold in the marketplace. Nonetheless,
time it is discovered or the chemical is identified. For example,
the prices charged by different firms stay fairly close because
Tamiflu lost its patent, and now the generic version can be made
a price cut or increase by one company will trigger a similar
by other firms.
response from another company. In the airline industry, for
example, when one airline cuts fares to boost sales, other air-
lines quickly follow with rate decreases to remain competitive. Economic Cycles and Productivity
On the other hand, airlines often raise prices at the same time.
Oligopolies exist when it is expensive for new firms to enter
Expansion and Contraction. Economies are not stag-
nant; they expand and contract. Economic expansion occurs
the marketplace. Not just anyone can acquire enough financial
when an economy is growing and people are spending more
capital to build an automobile production facility or purchase
money. Their purchases stimulate the production of goods and
enough airplanes and related resources to build an airline.
services, which in turn stimulates employment. The standard of
When there is one business providing a product in a given living rises because more people are employed and have money
market, a monopoly exists. Utility companies that supply to spend. Rapid expansions of the economy, however, may

COMPETITION IS BREWING IN KOMBUCHA MARKET

K ombucha might be fizzy like a soft drink, but

it has health benefits that soft drinks lack.
Kombucha is made by brewing tea, then adding
products, such as developing drinks in a variety
of unique, fruity flavors. With consumer interest
in the beverage skyrocketing, the demand is
its market qualities. The industry is expected to
grow and diversify in the future. The competition
between smaller kombucha manufacturers and
sugar. Afterward the mixture is fermented with encouraging the entrance of new competitors. more established rivals is heating up.b
a blend of yeast and bacteria called scoby. The PepsiCo spent around $200 million to
bacteria the drink contains makes kombucha acquire KeVita, and Coca-Cola has a stake
Critical Thinking Questions
a probiotic that helps digestion and gut in Health-Ade. Starbucks has its own line of
health. Scoby cultures can produce an endless kombucha under its Evolution Fresh brand. 1. Why is the competition in the kombucha indus-
supply of kombucha, reducing waste and These steps are prompting traditional kombucha try an example of monopolistic competition?
enabling consumers to brew kombucha in their manufacturers to become more competitive. For 2. How are the forces of supply and demand
homes. instance, Brew Dr., one of the leading kombucha convincing more established brands like
Kombucha manufacturers operate in a brands, has advertised its drinks with Portland’s PepsiCo to enter the industry?
monopolistic competitive industry. Because soccer teams to increase awareness. 3. If more and more entrants enter the industry,
kombucha is relatively easy to produce, man- Analysts have compared kombucha to what do you think will happen to the price of
ufacturers take steps to differentiate their yogurt not only for its probiotic qualities, but for kombucha?

CHAPTER 1 | The Dynamics of Business and Economics 11

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inflation a condition economic contraction recession a decline in unemployment the depression a condition
characterized by a a slowdown of the economy production, employment, condition in which of the economy in which
continuing rise in prices characterized by a decline and income. a percentage of the unemployment is very high,
in spending and during population wants to work consumer spending is low,
which businesses cut back but is unable to find jobs. and business output is
on production and lay off sharply reduced.
workers.

result in inflation, a continuing rise in prices. Inflation can be consumer goods and a decrease in employment. Unemployment
harmful if individuals’ incomes do not increase at the same pace reached 10 percent of the labor force. Ten years later, unemploy-
as rising prices, reducing their buying power. Venezuela infla- ment was nearing a 50-year low, but during the COVID-19 (coro-
tion reached 10 million percent in 2019.12 navirus) pandemic, the unemployment rate skyrocketed to a record
14.7 percent in 2020, the worst since the Great Depression.13 As
Economic contraction occurs when spending declines. Americans were urged to stay home to prevent the spread of the
Businesses cut back on production and lay off workers, and the virus, nonessential businesses—such as clothing stores, gyms, and
economy as a whole slows down. Contractions of the economy salons—shuttered and many were forced to layoff employees. Even
lead to recession—a decline in production, employment, and restaurants, many of which remained open for pickup and delivery,
income. Recessions are often characterized by rising levels of suffered greatly. Though online and non-store sales were up 21.2
unemployment, which is measured as the percentage of the pop- percent year over year, overall retail sales were down 21.6 percent,
ulation that wants to work but is unable to find jobs. Figure 1.3 according to the U.S. Census Bureau.14 Don’t forget that personal
shows the overall unemployment rate in the civilian labor force consumption makes up almost 70 percent of gross domestic prod-
over the past 75 years. Rising unemployment levels tend to stifle uct, so consumer engagement is extremely important for economic
demand for goods and services, which can have the effect of forc- activity. A severe recession may turn into a depression, in which

­
ing prices downward, a condition known as deflation. Deflation unemployment is very high, consumer spending is low, and busi-
poses a serious economic problem because price decreases could ness output is sharply reduced, such as what occurred in the United
result in consumers delaying purchases. If consumers wait for States in the early 1930s.
lower prices, the economy could fall into a recession.
Economies expand and contract in response to changes in con-
The United States has experienced numerous recessions, the most sumer, business, and government spending. War also can affect
recent ones occurring in 1990–1991, 2002–2003, 2008–2011, and an economy, sometimes stimulating it (as in the United States
2020. The Great Recession of 2008–2011 was caused by the col- during World Wars I and II) and sometimes stifling it (as dur-
lapse in housing prices and consumers’ inability to stay current on ing the Vietnam, Persian Gulf, and Iraq wars). Although fluc-
their mortgage and credit card payments. This caused a crisis in the tuations in the economy are inevitable and to a certain extent
banking industry, with the government bailing out banks to keep predictable, their effects—inflation and unemployment—disrupt
­
them from failing. This in turn caused a slowdown in spending on lives and thus governments try to minimize them.

F I G U R E 1 . 3 Annual Average Unemployment Rate, Civilian Labor Force, 16 Years and Over

Percentage
Unemployed
16%
14
12
10
8
6
4
2
0
1940 1950 1960 1970 1980 1990 2000 2008 2009 2010 2011 2012 2013 2014 2015 2017 2018 2019 2020*
Year

Sources: Bureau of Labor Statistics, “Labor Force Statistics from the Current Population Survey,” http://data.bls.gov/timeseries/LNS14000000 (accessed May 14, 2020).
*Average based on data available from January–July, 2020.

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FIGURE 1.4
Change in U.S. Billions of
Gross Domestic Dollars
Product 22,000
20,000
18,000
16,000
14,000
12,000
10,000
8,000
6,000
4,000
2,000
0
1950 1960 1970 1980 1990 2000 2008 2009 2010 2011 2012 2013 2014 2015 2017 2018 2019
Years

Source: U.S. Department of Commerce Bureau of Economic Analysis, “National Economic Accounts,” www.bea.gov/national/index.htm#gdp (accessed May 14, 2020).

do not want their taxes increased gross domestic

and Congress has difficulty agree- product (GDP) the
LO 1-6 Specify why and how the health of the economy is ing on appropriate tax rates, it sum of all goods and
measured. services produced in a
is difficult to increase taxes and
country during a year.
reduce the deficit. Like con-
Measuring the Economy. Countries measure the state sumers and businesses, when budget deficit the
of their economies to determine whether they are expanding or condition in which a nation
the government needs money,
contracting and whether corrective action is necessary to mini- spends more than it takes
it borrows from the public,
mize the fluctuations. One commonly used measure is gross in from taxes.
banks, and even foreign inves-
domestic product (GDP)—the sum of all goods and services
tors. The national debt is more
produced in a country during a year. GDP measures only those
than $25 trillion.15 This figure
goods and services made within a country and therefore does
is especially worrisome because to reduce the debt to a
not include profits from companies’ overseas operations; it does
manageable level, the government either has to increase its
include profits earned by foreign companies within the coun-
revenues (raise taxes) or reduce spending on social, defense,
try being measured. However, it does not take into account the
and legal programs, neither of which is politically popular.
concept of GDP in relation to population (GDP per capita).
The national debt figure changes daily and can be seen at the
Figure 1.4 shows the increase in U.S. GDP over several years.
Department of the Treasury, Bureau of the Public Debt, web-
Another important indicator of a nation’s economic health is the site. Table 1.2 describes some of the other ways we evaluate our
relationship between its spending and income (from taxes). When nation’s economy.
a nation spends more than
it takes in from taxes, it has T A B L E 1 . 2 How Do We Evaluate Our Nation’s Economy?
a budget deficit. In the Unit of Measure Description
1990s, the U.S. government
eliminated its long-standing Trade balance The difference between our exports and our imports. If the balance is negative, as it has been since
the mid-1980s, it is called a trade deficit and is generally viewed as unhealthy for our economy.
budget deficit by balancing
the money spent for social, Consumer Price Index Measures changes in prices of goods and services purchased for consumption by typical
urban households.
defense, and other programs
with the amount of money Per capita income Indicates the income level of “average” Americans. Useful in determining how much
“average” consumers spend and how much money Americans are earning.
taken in from taxes.
Unemployment rate Indicates how many working-age Americans are not working who otherwise want to work.
In recent years, however, the
budget deficit has reemerged Inflation Monitors price increases in consumer goods and services over specified periods of time. Used to
determine if costs of goods and services are exceeding worker compensation over time.
and grown to record levels.
Because many Americans Worker productivity The amount of goods and services produced for each hour worked.

CHAPTER 1 | The Dynamics of Business and Economics 13

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 THE IRISH PENNY JOURNAL.
Number 20. SATURDAY, NOVEMBER 14, 1840. Volume I.
 MALAHIDE CASTLE, COUNTY OF DUBLIN.
An ancient baronial castle, in good preservation and still inhabited by the lineal
descendant of its original founder, is a rare object to find in Ireland; and the causes
which have led to this circumstance are too obvious to require an explanation. In
Malahide Castle we have, however, a highly interesting example of this kind; for though
in its present state it owes much of its imposing effect to modern restorations and
improvements, it still retains a considerable portion of very ancient date, and most
probably even some parts of the original castle erected in the reign of King Henry II.
Considered in this way, Malahide Castle is without a rival in interest, not only in our
metropolitan county, but also perhaps within the boundary of the old English pale.
The Castle of Malahide is placed on a gently elevated situation on a limestone rock near
the village or town from which it derives its name, and of which, with its picturesque bay,
it commands a beautiful prospect. In its general form it is quadrangular and nearly
approaching to a square, flanked on its south or principal front by circular towers, with a
fine “Gothic” entrance porch in the centre. Its proportions are of considerable grandeur,
and its picturesqueness is greatly heightened by the masses of luxuriant ivy which mantle
its walls. For much of its present architectural magnificence it is however indebted to its
present proprietor, and his father, the late Colonel Talbot. The structure, as it appeared in
the commencement of the last century, was of contracted dimensions, and had wholly
lost its original castellated character, though its ancient moat still remained. This moat is
however now filled up, and its sloping surface is converted into a green-sward, and
planted with Italian cypresses and other evergreens.
Interesting, however, as this ancient mansion is in its exterior appearance, it is perhaps
still more so in its interior features. Its spacious hall, roofed with timber-work of oak, is of
considerable antiquity; but its attraction is eclipsed by another apartment of equal age
and vastly superior beauty, with which indeed in its way there is nothing, as far as we
know, to be compared in Ireland. This unique apartment is wainscotted throughout with
oak elaborately carved, in compartments, with subjects derived from scripture history,
and though Gothic in their general character, some of them are executed with
considerable skill; while the chimney-piece, which exhibits in its central division figures of
the Virgin and Child, is carved with a singular degree of elegance and beauty. The whole
is richly varnished, and from the blackness of tint which the wood has acquired from
time, the apartment, as Mr Brewer well observes, assumes the resemblance of one vast
cabinet of ebony.
The other apartments, of which there are ten on each floor, are of inferior architectural
pretensions, though some of them are of lofty and spacious proportions. But they are not
without attractions of a high order, being enriched with some costly specimens of
porcelain, and their walls covered with the more valuable ornaments of a collection of
original portraits and paintings by the old masters. Among the former the most
remarkable are portraits of Charles I. and Queen Henrietta Maria, by Vandyke; James II.
and his queen, Anne Hyde, by Sir Peter Lely; Queen Anne, by Sir Godfrey Kneller; the
Duchess of Portsmouth, mistress to Charles II.; the first Duke of Richmond (son of the
above duchess) when a child; Richard Talbot, the celebrated Duke of Tirconnel, Lord
Lieutenant of Ireland, general and minister to James II., by Sir Peter Lely; the Ladies
Catherine and Charlotte Talbot, daughters of the duke, by Sir P. Lely; with many other
portraits of illustrious members of the Talbot family. The portraits of the Duchess of
Portsmouth and her son were presented by herself to Mrs Wogan of Rathcoffy, from
whom they were inherited by Colonel Talbot.
Among the pictures of more general interest, the most distinguished is a small altar piece
divided into compartments, and representing the Nativity, Adoration, and Circumcision.
This most valuable and interesting picture is the work of Albert Durer, and is said to have
belonged to the unfortunate Mary Queen of Scots. It was purchased by Charles II. for
£2000, and was given by him to the Duchess of Portsmouth, who presented it to the
grandmother of the late Col. Talbot.
As already observed, the noble family of Talbot have been seated in their present locality
for a period of nearly seven hundred years! According to the pedigree of the family,
drawn up with every appearance of accuracy by Sir William Betham, Richard Talbot, the
second son of Richard Talbot, Lord of Eccleswell and Linton, in Herefordshire, who was
living in 1153, having accompanied King Henry II. into Ireland, obtained from that
monarch the lordship of Malahide, being part of the two cantreds of Leinster, in the
neighbourhood of Dublin, which King Henry had reserved, when he granted the rest of
the province to Richard Earl of Strongbow, to be held as a noble fief of the crown of
England. It is at all events certain, as appears from the chartulary or register of Mary’s
Abbey, now in the British Museum, that this Richard Talbot granted to St Mary’s Abbey in
Dublin certain lands called Venenbristen, which lie between Croscurry and the lands of
Hamon Mac Kirkyl, in pure and perpetual alms, that the monks there might pray for the
health of his soul and that of his brother Roger, and their ancestors; and that he also
leased certain lands in Malahide and Portmarnoc to the monks of the same abbey. From
this Richard Talbot the present Lord Talbot de Malahide descends in the twentieth
generation, and in the twenty-fourth from Richard Talbot, a Norman baron who held
Hereford Castle in the time of the Conqueror. The noble Earls of Shrewsbury and Talbot
are of the same stock, but descend from Gilbert, the elder brother of Richard, who was
Lord of Eccleswell and Linton, and was living in 1190.
There can be no question, therefore, of the noble origin of the Talbots de Malahide, nor
can their title be considered as a mushroom one, though only conferred upon the mother
of the present lord; for Sir William Betham shows that his ancestor, Thomas Talbot,
knight and lord of Malahide, who had livery of his estate in 1349, was summoned by the
sheriff of Dublin to the Magnum Concilium, or Great Council, held in Dublin in 1372, 46
Edward III., and again to the Magnum Concilium held on Saturday, in the vigils of the
holy Trinity, 48 Edward III., 1374, by special writ directed to himself by the name of
“Thome Talbot, Militis.” He was also summoned by writ to the Parliament of Ireland in the
same year. If therefore it could be ascertained that this Thomas Talbot actually took his
seat under that writ, it would be clear that his lineal heir-male and heir-general, the
present baron, has a just claim to the honours and dignity which he has so recently
acquired.
The manor of Malahide was created by charter as early as the reign of King Henry II.,
and its privileges were confirmed and enlarged by King Edward IV. in 1475. This, we
believe, still remains in the possession of the chief of the family, but various other
extensive possessions of his ancestors passed to junior branches of his house, and have
been long alienated from his family.
Among the most memorable circumstances of general interest connected with the history
of this castle and its possessors, should be mentioned what Mr Brewer properly calls “a
lamentable instance of the ferocity with which quarrels of party rivalry were conducted in
ages during which the internal polity of Ireland was injuriously neglected by the supreme
head of government:—On Whitsun-eve, in the year 1329, as is recorded by Ware, John
de Birmingham, Earl of Louth, Richard Talbot, styled Lord of Malahide, and many of their
kindred, together with sixty of their English followers, were slain in a pitched battle at
Balbriggan [Ballybragan] in this neighbourhood, by the Anglo-Norman faction of the De
Verdons, De Gernons, and Savages: the cause of animosity being the election of the earl
to the palatinate dignity of Louth, the county of the latter party.”
At a later period the Talbots of Malahide had a narrow escape from a calamity nearly as
bad as death itself—the total loss of their rank and possessions. Involved of necessity by
their political and religious principles in the troubles of the middle of the seventeenth
century, they could hardly have escaped the persecution of the party assuming
government in the name of the parliament. John Talbot of Malahide having been indicted
and outlawed for acting in the Irish rebellion, his castle, with five hundred acres of arable
land, was granted by lease, dated 21st December 1653, for seven years, to the regicide
Miles Corbet, who resided here for several years after, till, being himself outlawed in turn
at the period of the Restoration, he took shipping from its port for the continent. More
fortunate, however, than the representatives of most other families implicated in the
events of this unhappy period, Mr Talbot was by the act of explanation in 1665 restored
to all his lands and estates in the county of Dublin, as he had held the same in 1641, only
subject to quit rents. It is said that during the occupation of Malahide by Corbet it
became for a short time the abode of Cromwell himself; but this statement, we believe,
only rests on popular tradition—a chronicler which has been too fond of making similar
statements respecting Irish castles generally, to merit attention and belief.
Our limits will not permit us on the present occasion to enter on any description of the
picturesque ruins of the ancient chapel and tombs situated within the demesne, and
immediately adjacent to the castle; and we shall only add in conclusion, that the grounds
of the demesne, though of limited extent, and but little varied in elevation, are judiciously
laid out, and present among its plantations many scenes of dignified character and
beauty.
P.
 SAINT BRIDGET’S SHAWL,
BY T. E., AUTHOR OF “DARBY DOYLE,” ETC.

Amongst the many extraordinary characters with which this country abounds, such as
fools, madmen, onshochs, omadhauns, hair-brains, crack-brains, and naturals, I have
particularly taken notice of one. His character is rather singular. He begs about
Newbridge, county of Kildare: he will accept of any thing offered him, except money—
that he scornfully refuses; which fulfils the old adage, “None but a fool will refuse
money.” His habitation is the ruins of an old fort or ancient stronghold called Walshe’s
Castle, on the road to Kilcullen, near Arthgarvan, and within a few yards of the river
Liffey, far away from any dwelling. There he lies on a bundle of straw, with no other
covering save the clothes he wears all day. Many is the evening I have seen this poor
crazy creature plod along the road to his desolate lodging. There is another stamp of
singularity on his character: his name is Pat Mowlds, but who dare attempt to call him
Pat? It must be Mr Mowlds, or he will not only be offended himself, but will surely offend
those who neglect this respect. In general he is of a downcast, melancholy disposition,
boasts of being very learned, is much delighted when any one gives him a ballad or old
newspaper. Sometimes he gets into a very good humour, and will relate many anecdotes
in a droll style.
About two years ago, as I happened to be sauntering along the border of the Curragh, I
overtook this solitary being.
“A fine morning, Mr Mowlds,” was my address.
“Yes, sur, thank God, a very fine morning; shure iv we don’t have fine weather in July,
when will we have it?”
“What a great space of ground this is to lie waste—what a quantity of provisions it would
produce—what a number of people it would employ and feed!” said I.
“Oh, that’s very thrue, sur; but was it all sown in pittaties, what would become ov the
poor sheep? Shure we want mutton as well as pittaties—besides, all the devarshin we
have every year.——Why, thin, maybe ye have e’er an ould newspaper or ballit about ye?”
I said I had not, but a couple of Penny Journals should be at his service which I had in
my pocket.
“Och, any thing at all that will keep a body amused, though I have got a great many of
them; but among them all I don’t see any picther or any account of the round tower
ferninst ye; nor any account ov the fire Saint Bridget kept in night an’ day for six hundred
years; nor any thing about the raison why it was put out; nor any thing about how Saint
Bridget came by this piece ov ground; nor any thing about the ould Earl ov Kildare, who
rides round the Curragh every seventh year with silver spurs and silver reins to his horse
—God bless ye, sur, have ye e’er a bit of tobacky?—there’s not a word about this poor
counthry at all.”
My senses were now driven to anxiety—I gave him some tobacco. He then resumed:—
“Och, an’ faix it’s myself that can tell all about those things. Shure my grandfather was
brother to one of the ould anshint bards who left him all his books, and he left them to
my mother, who left them to me.”
“Well, Mr Mowlds,” I said, “you must have a perfect knowledge of those things—let us
hear something of their contents.”
“Why, thin, shure, sur, I can’t do less. Now, you see, sur, it’s my fashion like the priests
and ministhers goin’ to praich: they must give a bit ov a text out ov some larned book,
and that’s the way with me. So here goes—mind the words:

“The seventeenth ov March, on King Dermot’s great table,

Where ninety-nine beeves were all roast at a time,
We dhrank to the memory, while we wor able,
Ov Pathrick, the saint ov our nation;
And gaily wor dhrinkin’, roarin’, shoutin’,
Cead mille faltha, acushla machree.
There was Cathleen so fair, an’ Elleen so rare!
With Pathrick an’ Nora,
An’ flauntin’ Queen Dorah!
On Pathrick’s day in the mornin’.
Whoo!!!
County Kildare an’ the sky over it!
Short grass for ever!”

He thus ended with a kick up of his heel which nearly touched the nape of his neck, and
a flourish of his stick at the same time. Then turning to me he said,
“I am not going to tell you one word about the fire—I am going to tell you how Saint
Bridget got all this ground. Bad luck to Black Noll (a name given to Cromwell) with his
crew ov dirty Sasanachs that tore down the church; and if they could have got on the
tower, that would be down also. No matther—every dog will have his day. Sit down on
this hill till we have a shaugh ov the dhudheen. In this hill lie buried all the bones ov the
poor fellows that Gefferds killed the time ov the throuble, peace an’ rest to their souls!”
“But to the story, Mr Mowlds,” I said, as I watched him with impatience while he readied
his pipe with a large pin.
“Well, sur, here goes. Bad luck to this touch, it’s damp: the rain blew into my pocket
t’other night an’ wetted it—ha, I have it.
Now, sur, you persave by the words ov my text that a great feast was kept up every year
at the palace of Castledermot on Saint Pathrick’s day. Nothing was to be seen for many
days before but slaughtering ov bullocks, skiverin’ ov pullets, rowlin’ in ov barrels, an’
invitin’ all the quolity about the counthry; nor did the roolocks and spalpeens lag behind
—they never waited to be axt; all came to lind a frindly hand at the feast; nor war the
kings ov those days above raisin’ the ax to slay a bullock. King O’Dermot was one ov
those slaughtherin’ kings who wouldn’t cringe at the blood ov any baste.
’Twas on one ov those festival times that he sallied out with his ax in his hand to show
his dexterity in the killin’ way. The butchers brought him the cattle one afther another, an’
he laid them down as fast as they could be dhrained ov their blood.
Afther layin’ down ninety-nine, the last ov a hundhred was brought to him. Just as he riz
the ax to give it the clout, the ox with a sudden chuck drew the stake from the ground,
and away with him over hill an’ dale, with the swingin’ block an’ a hundred spalpeens at
his heels. At last he made into the river just below Kilcullen, when a little gossoon
thought to get on his back; but his tail bein’ very long, gave a twitch an’ hitched itself in
a black knot round the chap’s body, and so towed him across the river.
Away with him then across the Curragh, ever till he came to where Saint Bridget lived. He
roared at the gate as if for marcy. Saint Bridget was just at the door when she saw the ox
with his horns thrust through the bars.
‘Arrah, what ails ye, poor baste?’ sez she, not seein’ the boy at his tail.
‘Och,’ sez the boy, makin’ answer for the ox, ‘for marcy sake let me in. I’m the last ov a
hundred that was goin’ to be kilt by King O’Dermot for his great feast to-morrow; but he
little knows who I am.’
Begor, when she heard the ox spake, she was startled; but rousin’ herself, she said,
‘Why, thin, it ’ud be fitther for King O’Dermot to give me a few ov yees, than be feedin’
Budhavore: it’s well you come itself.’
‘Ah, but, shure, you won’t kill me, Biddy Darlin,’ sez the chap, takin’ the hint, as it was
nigh dark, and Biddy couldn’t see him with her odd eye; for you must know, sur, that she
was such a purty girl when she was young, that the boys used to be runnin’ in dozens
afther her. At last she prayed for somethin’ to keep them from tormenting her. So you
see, sur, she was seized with the small-pox at one side ov her face, which blinded up her
eye, and left the whole side ov her face in furrows, while the other side remained as
beautiful as ever.
‘In troth you needn’t fear me killin’ ye,’ sez she; ‘but where can I keep ye?’
‘Och,’ says the arch wag, ‘shure when I grow up to be a bull I can guard yer ground.’
‘Ground, in yeagh,’ sez the saint; ‘shure I havn’t as much as would sow a ridge ov
pittaties, barrin’ the taste I have for the girls to walk on.’
‘And did you ax the king for nane?’ sed the supposed ox.
‘In troth I did, but the ould budhoch refused me twice’t.’
‘Well, Biddy honey,’ sez the chap, ‘the third offer’s lucky. Go to-morrow, when he’s at
dinner, and you may come at the soft side ov him. But won’t you give some refreshment
to this poor boy that I picked up on the road? I fear he is dead or smothered hanging at
my tail.’
Well, to be sure, the chap hung his head (moryeah) when he sed this.
Out St Bridget called a dozen ov nuns, who untied the knot, and afther wipin’ the chap as
clean as a new pin, brought him into the kitchen, and crammed him with the best of aitin’
and drinkin’; but while they wor doing this, away legged the ox. St Bridget went out to ax
him some questions consarnin’ the king, but he was gone.
‘’Pon my sowkins,’ sed she, ‘but that was a mighty odd thing entirely. Faix, an it’s myself
that will be off to Castledermot to-morrow, hit or miss.’
Well, sur, the next day she gother together about three dozen nuns.
‘Toss on yer mantles,’ sez she, ‘an’ let us be off to Castledermot.’
‘With all harts,’ sez they.
‘Come here, Norah,’ sez she to the sarvint maid. ‘Slack down the fire,’ sez she, ‘and be
sure you have the kittle on. I couldn’t go to bed without my tay, was it ever so late.’
So afther givin’ her ordhers off they started.
Well, behould ye, sur, when she got within two miles ov the palace, word was brought to
the king that St Bridget and above five hundred nuns were on the road, comin’ to dine
with him.
‘O tundheranounthers,’ roared the king, ‘what’ll I do for their dinner? Why the dhoul
didn’t she come an hour sooner, or sent word yestherday? Such a time for visithers! Do
ye hear me, Paudeen Roorke?’ sez he, turnin’ to his chief butler: ‘run afther Rory
Condaugh, and ax him did he give away the two hind quarthers that I sed was a little
rare.’
‘Och, yer honor,’ sed Paudeen Roorke, ‘shure he gev them to a parcel of boccochs at the
gate.’
‘The dhoul do them good with it! Oh, fire and faggots! what’ll become ov me?—shure she
will say I have no hospitality, an’ lave me her curse. But, cooger, Paudeen: did the
roolocks overtake the ox that ran away yestherday?’
‘Och, the dhoul a haugh ov him ever was got, yer honor.’
‘Well, it’s no matther; that’ll be a good excuse; do you go and meet her; I lave it all to
you to get me out ov this hobble.’
‘Naboclish,’ said Paudeen Roorke, cracking his fingers, an’ out he started. Just as he got
to the door he met her going to come in. Well become the king, but he shlipt behind the
door to hear what ’ud be sed. ‘Bedhahusth,’ he roared to the guests that wor going to
dhrink his health while his back was turned.
‘God save yer reverence!’ said St Bridget to the butler, takin’ him for the king’s chaplain,
he had such a grummoch face on him; ‘can I see the king?’
‘God save you kindly!’ sed Paudeen, ‘to be shure ye can. Who will I say wants him?’
eyeing the black army at her heels.
‘Tell him St Bridget called with a few friends to take pot luck.’
‘Oh, murther!’ sed Paudeen, ‘why didn’t you come an hour sooner? I’m afraid the meat is
all cowld, we waited so long for ye.’
‘Och, don’t make any bones about it,’ sed St Bridget: ‘it’s a cowld stummock can’t warm
its own mait.’
‘In troth that’s thrue enough,’ sed Paudeen; ‘but I fear there isn’t enough for so many.’
‘Why, ye set of cormorals,’ sed she, ‘have ye swallied the whole ninety-nine oxen that ye
kilt yestherday?’
‘Oh, blessed hour!’ groaned the king to himself, ‘how did she know that? Och, I suppose
she knows I’m here too.’
‘Oh, bad scran to me!’ said Paudeen, ‘but we had the best and fattest keepin’ for you, but
he ran away.’
‘In troth you needn’t tell me that,’ sez she; ‘I know all about yer doings. If I’m sent away
without my dinner itself, I must see the king.’
Just as she sed this, a hiccup seized the king, so loud that it reached the great hall. The
guests, who war all silent by the king’s order, thought he sed hip, hip!—so. Such a shout,
my jewel, as nearly frightened the saint away.
‘In troth,’ sez she, ‘I’d be very sorry to venthur among such a set of riff-raff, any way. But
who’s this behind the door?’ sez she, cockin’ her eye. ‘Oh, I beg pardon!—I hope no
inthrusion—there ye are—ye’ll save me the trouble ov goin’ in.’
‘Oh,’ sed the king (hic), ‘I tuck a little sick in my stummock, and came down to get fresh
air. I beg pardon. Why didn’t you come in time to dinner?’
‘I want no dinner,’ said she; ‘I came to speak on affairs ov state.’
‘Why, thin,’ said the king, ‘before ye state them, ye must come in and take a bit in yer
fingers, at any rate.’
‘In troth,’ sez she, ‘I was always used to full and plenty, and not any scrageen bits; and to
think ov a king’s table not having a flaugooloch meal, is all nonsense: that’s like the taste
ov ground I axt ye for some time ago.’
Begor, sur, when she sed that, she gev him such a start that the hiccough left him.
‘Ah, Biddy, honey,’ sez he, ‘shure ye wor only passin’ a joke to cure me: say no more—it’s
all gone.’
Just as he sed this, he heard a great shout at a distance: out he pulled his specks, an’
put them on his nose; when to his joy he saw a whole crowd ov spalpeens dhrivin’ the ox
before them. The king, forgettin’ who he was spaikin’ to, took off his caubeen, and began
to wave it, as he ran off to meet them.
‘Oh! mahurpendhoul, but ye’re brave fellows,’ sez he; ‘who ever it was that cotch him
shall have a commission in my life guards. I never wanted a joint more. Galong, every
mother’s son ov yees, and horry all the gridirons and frying-pans ye can get. Hand me
the axe, till I have some steaks tost up for a few friends.’
So, my jewel, while ye’d say thrap-stick, the ox was down, an’ on the gridirons before the
life was half out ov him.
Well, to be shure, St Bridget got mighty hungry, as she had walked a long way. She then
tould the king that the gentlemen should lave the room, as she could not sit with any one
not in ordhers, and they being a little out ov ordher. So, to make themselves agreeable to
her ordhers, they quit the hall, and went out to play at hurdles.
When the king recollected who he was goin’ to give dinner to, sez he to himself, ‘Shure
no king ought to be above sarvin’ a saint.’ So over he goes to his wife the queen.
‘Dorah,’ sez he, ‘do ye know who’s within?’ ‘Why, to be shure I do,’ sez she; ‘ain’t it
Bridheen na Keogue?’
‘Ye’re right,’ sez he, ‘and you know she’s a saint; an’ I think it will be for the good ov our
sowls that she kem here to-day. Come, peel off yer muslins, and help me up wid the
dinner.’
‘In troth I’ll not,’ sez the queen; ‘shure ye know I’m a black Prospitarian, an’ bleeve nun
ov yer saints.’
‘Arrah, nun or yer quare ways,’ sez he; ‘don’t you wish my sowl happy, any how?—an’ if
you help me, you will be only helpin’ my sowl to heaven.’
‘Oh, in that case,’ sez she, ‘here’s at ye, and the sooner the betther. But one charge I’d
give ye: take care how ye open yer claub about ground: ye know she thought to come
round ye twice before.’
So in the twinklin’ ov an eye she went down to the kitchen, an’ put on a prashkeen, an’
was first dish at the table.
The king saw every one lashin’ away at their dinner except Bridget.
‘Arrah, Biddy, honey,’ sez he, ‘why don’t ye help yerself?’
‘Why, thin,’ sez she, ‘the dhoul a bit, bite or sup, I’ll take undher yer roof until ye grant
me one favour.’
‘And what is that?’ sez the king; ‘shure ye know a king must stand to his word was it half
his kingdom, and how do I know but ye want to chouse me out ov it: let me know first
what ye want.’
‘Well, thin, Mr King O’Dermot,’ sez she, ‘all I want is a taste ov ground to sow a few pays
in.’
‘Well, an’ how much do ye want, yer reverence,’ sez he, all over ov a thrimble, betune his
wife’s dark looks, and the curse he expected from Bridget if he refused.
‘Not much,’ sez she, ‘for the present. You don’t know how I’m situated. All the pilgrims
going to Lough Dhearg are sent to me to put the pays in their brogues, an’ ye know I
havn’t as much ground as would sow a pint; but if ye only give me about fifty acres, I’ll
be contint.’
‘Fifty acres!’ roared the king, stretching his neck like a goose.
‘Fifty acres!’ roared the queen, knitting her brows; ‘shure that much ground would fill
their pockets as well as their brogues.’
‘There ye’re out ov it,’ said the saint; ‘why, it wouldn’t be half enough if they got their
dhue according to their sins; but I’ll lave it to yerself.’
‘How much will ye give?’
‘Not an acre,’ said the queen.
‘Oh, Dorah,’ sed the king, ‘let me give the crathur some.’
‘Not an inch,’ sed the queen, ‘if I’m to be misthress here.’
‘Oh, I beg pardon,’ sez the saint; ‘so, Mr King O’Dermot, you are undher petticoat
government I see; but maybe I won’t match ye for all that. Now, take my word, you shall
go on penance to Lough Dhearg before nine days is about; and instead ov pays ye shall
have pebble stones and swan shot, in yer brogues. But it’s well for you, Mrs Queen, that
ye’re out ov my reach, or I’d send you there barefooted, with nothing on but yer
stockings.’
When the king heard this, he fell all ov a thrimble. ‘Oh, Dorah,’ sez he, ‘give the crathur a
little taste ov ground to satisfy her.’
‘No, not as much as she could play ninepins on,’ sez she, shakin’ her fist and grindin’ her
teeth together; ‘and I hope she may send you to Lough Dhearg, as she sed she would.’
‘Why, thin, have ye no feeling for one ov yer own sex?’ sez the saint. ‘I’ll go my way this
minit, iv ye only give me as much as my shawl will cover.’
‘Oh, that’s a horse ov another colour,’ sez the queen; ‘you may have that, with a heart
and a half. But you know very well if I didn’t watch that fool ov a man, he’d give the very
nose off his face if a girl only axt him how he was.’
Well, sur, when the king heard this, he grew as merry as a cricket. ‘Come, Biddy,’ sez he,
‘we mustn’t have a dhry bargain, any how.’
‘Oh, ye’ll excuse me, Mr King O’Dermot,’ sez she; ‘I never drink stronger nor wather.’
‘Oh, son ov Fingal,’ exclaimed the king, ‘do ye hear this, and it Pathrick’s day!’
‘Oh, I intirely forgot that,’ sez she. ‘Well, then, for fear ye’d say I was a bad fellow, I’ll
just taste. Shedhurdh.’
Well, sur, after the dhough-an-dheris she went home very well pleased that she was to
get ever a taste ov ground at all, and she promised the king to make his pinance light,
and that she would boil the pays for him, as she did with young men ov tendher
conshinses; but as to ould hardened sinners, she’d keep the pays till they’d be as stale as
a sailor’s bisket.
Well, to be shure, when she got home she set upwards ov a hundhred nuns at work to
make her shawl, during which time she was never heard of. At last, afther six months’
hard labour, they got it finished.
‘Now,’ sez she, ‘it’s time I should go see the king, that he may come and see that I take
no more than my right. So, taking no one with her barrin’ herself and one nun, off she
set.
The king and queen were just sitting down to tay at the parlour window when she got
there.
‘Whoo! talk of the dhoul and he’ll appear,’ sez he. ‘Why, thin, Biddy honey, it’s an ago
since we saw ye. Sit down; we’re just on the first cup. Dorah and myself were afther
talkin’ about ye, an’ thought ye forgot us intirely. Well, did ye take that bit ov ground?’
‘Indeed I’d be very sorry to do the likes behind any one’s back. You must come to-
morrow and see it measured.’
‘Not I, ’pon my sowkins,’ sed the king: ‘do ye think me so mane as to doubt yer word?’
‘Pho! pho!’ sed the queen, ‘such a taste is not worth talkin’ ov; but, just to honour ye, we
shall attind in state to-morrow. Sit down.’
She took up her station betune the king an’ queen: the purty side ov her face was next
the king, an’ the ugly side next the queen.
‘I can’t be jealous ov you, at any rate,’ sed the queen to herself, as she never saw her veil
off before.
‘Oh, murther!’ sez the king, ‘what a pity ye’re a saint, and Dorah to be alive. Such a
beauty!’
Just as he was starin’, the queen happened to look over at a looking-glass, in which she
saw Biddy’s pretty side.
‘Hem!’ sez she, sippin’ her cup. ‘Dermot,’ sez she, ‘it’s very much out ov manners to be
stuck with ladies at their tay. Go take a shaugh ov the dhudheen, while we talk over
some affairs ov state.’
Begor, sur, the king was glad ov the excuse to lave them together, in the hopes St Bridget
would convart his wife.
Well, sur, whatever discoorse they had, I disremember, but the queen came down in
great humour to wish the saint good night, an’ promised to be on the road the next day
to Kildare.
‘Faix,’ sez the saint, ‘I was nigh forgettin’ my gentility to wish the king good night. Where
is he?’
‘Augh, and shure myself doesn’t know, barrin’ he’s in the kitchen.’
‘In the kitchen!’ exclaimed the saint; ‘oh fie!’
‘Ay, indeed, just cock yer eye,’ sez the queen, ‘to the key-hole: that dhudheen is his
excuse. I can’t keep a maid for him.’
‘Oh! is that the way with him?—never fear: I’ll make his pinance purty sharp for that. At
any rate call him out an’ let us part in friends.’
So, sur, afther all the compliments wor passed, the king sed he should go see her a bit ov
the road, as it was late: so off he went. The moon had just got up, an’ he walked
alongside the saint at the ugly side; but when he looked round to praise her, an’ pay her
a little compliment, he got sich a fright that he’d take his oath it wasn’t her at all, so he
was glad to get back to the queen.
Well, sur, next morning the queen ordhered the long car to be got ready, with plenty ov
clean straw in it, as in those times they had no coaches; then regulated her life guards,
twelve to ride before and twelve behind, the king at one side and the chief butler at the
other, for without the butler she couldn’t do at all, as every mile she had to stop the
whole retinue till she’d get refreshment. In the meantime, St Bridget placed her nuns
twenty-one miles round the Curragh. At last the thrumpet sounded, which gave notice
that the king was coming. As soon as they halted, six men lifted the queen up on the
throne, which they brought with them on the long car. The king ov coorse got up by her
side.
‘Well, Dorah,’ sez he in a whisper, ‘what a laugh we’ll have at Biddy, with her shawl!’
‘I don’t know that neither,’ sez the queen. ‘It looks as thick as Finmocool’s boulsther, as it
hangs over her shoulder.’
‘God save yer highness,’ sed the saint, as she kem up to them. ‘Why, ye sted mighty long.
I had a snack ready for ye at one o’clock.’
‘Och, it’s no matther,’ sez the queen; ‘measure yer bit ov ground, and we then can have it
in comfort.’
So with that St Bridget threw down her shawl, which she had cunningly folded up.
Now, sur, this shawl was made ov fine sewin’ silk, all network, each mesh six feet square,
and tuck thirty-six pounds ov silk, and employed six hundred and sixty nuns for three
months making it.
Well, sur, as I sed afore, she threw it on the ground.
‘Here, Judy Conway, run to Biddy Conroy with this corner, an’ let her make aff in the
direckshin ov Kildare, an’ be shure she runs the corner into the mon’stery. Here, you,
Nelly Murphy, make off to Kilcullen; an’ you, Katty Farrel, away with you to Ballysax; an’
you, Nelly Doye, away to Arthgarvan; an’ you, Rose Regan, in the direckshin of Connell;
an’ you, Ellen Fogarty, away in the road to Maddenstown; an’ you, Jenny Purcel, away to
Airfield. Just hand it from one to t’other.’
So givin’ three claps ov her hand, off they set like hounds, an’ in a minnit ye’d think a
haul ov nuns wor cotched in the net.
‘Oh, millia murther!’ sez the queen, ‘she’s stretchin’ it over my daughter’s ground.’
‘Oh, blud-an’-turf!’ sez the king, ‘now she’s stretchin’ it over my son’s ground. Galong, ye
set ov thaulabawns,’ sed he to his life-guards; ‘galong, I say, an’ stop her, else she’ll cover
all my dominions.’
‘Oh fie, yer honour,’ sez the chief butler; ‘if you break yer word, I’m not shure ov my
wages.’
Well behould ye, sur, in less than two hours Saint Bridget had the whole Curragh covered.
‘Now see what a purty kittle of fish you’ve made ov it!’ sez the queen.
‘No, but it’s you, Mrs Queen O’Dermot, ’twas you agreed to this.’
‘Ger out, ye ould bosthoon,’ sez the queen, ‘ye desarve it all: ye might aisy guess that
she’d chouse ye. Shure iv ye had a grain ov sinse, ye might recollect how yer cousin King
O’Toole was choused by Saint Kavin out ov all his ground, by the saint stuffin’ a lump ov
a crow into the belly ov the ould goose.’
‘Well, Dorah, never mind; if she makes a hole, I have a peg for it. Now, Biddy,’ sez he,
‘though I gave ye the ground, I forgot to tell ye that I only give it for a certain time. I
now tell ye from this day forward you shall only have it while ye keep yer fire in.’”
Here I lost the remainder of his discourse by my ill manners. I got so familiar with Mr
Mowlds, and so interested with his story, that I forgot my politeness.
“And what about the fire, Pat?” said I, without consideration.
Before I could recollect the offence, he turned on me with the eyes of a maniac—
“The dhoul whishper nollege into your ear. Pat!—(hum)—Pat!—Pat!—this is freedom, with
all my heart.”
So saying, he strode away, muttering something between his teeth. However, I hope
again to meet him, when I shall be a little more cautious in my address.
 THE ELECTROTYPE.
An elaborate and very lucid article on the Electrotype and Daguerreotype, being a review
of “An Account of Experiments in Electricity made by Thomas Spencer—Annals of
Electricity, January 1840,” and of the account of M. Daguerre’s discovery of Photogenic
Drawing as published by himself, has appeared in that excellent work “The Westminster
Review” for September. Our space not allowing us to enter so fully into details as our
admirable contemporary, we present our readers with as concise an article as the nature
of the subject will permit, confining ourselves for the present to the Electrotype, as being
less generally known, though not less curious.
The electrotype is another instance of the application of invisible elements to the uses of
man, by which powers and influences, of whose nature he is as yet wholly ignorant, are
made subservient to his purposes, and obedient to his rule.
To define accurately what electricity is, would be, as yet at least, impossible. Many
conjectures have been, are, and will be hazarded, but the knowledge of its production,
power, and effects, is only in its infancy, and so full of promise of a gigantic growth, that
time will be better spent in its cultivation than in debating upon what it is.
The truth of this proposition is fully borne out by the subject of our present paper; for
whilst many scientific men have been exhausting their energies in the production of
plausible theories upon the nature of the electric fluid, other more matter-of-fact
philosophers have addressed themselves to its application; and whilst some of these
devote themselves to the developement of its motive powers, in the well-founded hope
of its superseding steam, others press its services to far different uses. Amongst the last,
Mr Spencer holds a foremost place.
Before entering into the description of the electrotype, we must say a few words on the
subject of electricity to the less informed of our readers. The electric fluid, as it is called,
may be produced in various ways: the most ordinary is by the friction of glass against
silk, as exemplified in the electrical machine, which is familiar to almost every one. But
galvanic and voltaic electricity is differently produced. In all cases its production is the
consequence of combination, but particularly in the galvanic battery and voltaic circle.
The latter, being Mr Spencer’s apparatus, we shall briefly describe.
An ordinary voltaic circle is formed by a plate of zinc and another of copper being placed
upright in a vessel containing acid or a saline solution. Zinc is more oxidisable than
copper, that is, it has a greater affinity to, or inclination to unite itself with, the gas called
oxygen, the combination of which with the particles of metal produces that appearance
which is called “rust.” Whilst the zinc and copper are separate, the oxygen of the fluid
operates upon both; but if they are united by means of a wire connected with each, the
oxygen forsakes the copper altogether, and proceeds with increased force to unite with
the zinc, and a current of electricity is immediately formed, which proceeds from the zinc
plate through the fluid medium to the copper, thence along the connecting wire to the
zinc, and thence round again in a constant circulating stream, until the zinc has been
entirely decomposed, or oxidised.
Electricity being thus produced by combination, its progress and effects are marked by a
wonderful power of separation or decomposition, which it exerts upon substances
brought within the circle; and this is the power which Mr Spencer has turned to his use,
the great object which he has at present in view being the multiplication of engraved
plates of copper for the purpose of printing from.
Every person who has seen metal of any description in a state of fusion, must have
remarked that it never forms a thin fluid such as water, capable of insinuating itself into
the smallest interstices, but is what would be called thick even at the fiercest heat,
consequently incapable of entering into such fine scratches as are necessary to be
accurately and clearly defined upon an engraved plate. Again, the contraction and
expansion of all metals by the application of heat and cold, would offer an almost
insuperable bar to the utility of casting, even if the fusion could be rendered perfect. But
the application of electricity removes all the inconveniences, and opens a new field of
science.
Mr Spencer’s apparatus consists of an earthenware vessel, in which is suspended another,
much smaller, of earthenware or wood, with a bottom formed of plaster-of-Paris. Into the
larger vessel is poured a saturated solution of copper (the copper being dissolved in
sulphuric acid) sufficient to rise up along the sides of the lesser one, which is filled with
the acid or saline solution intended to operate upon the zinc. The plaster-of-Paris being
very porous, allows the two liquids to meet in its cells, but prevents them from mixing; by
permitting them to meet, however, the current of electricity is enabled to circulate
through all. In the larger vessel, and beneath the bottom of the smaller one, is placed
the copper plate from which the cast is to be taken, or upon which the pattern is to be
raised. It is suspended by the wire, which is to connect it with the zinc, being fixed on
the edge of the inner vessel, in which is the zinc plate, suspended by its connecting wire.
The two wires are then brought into contact, fixed together by a screw, and the voltaic
circle is complete. The acid in the upper vessel attacks the zinc, the electric current
descends through the plaster bottom, thence through the solution of copper, where its
separating or decomposing power is brought into operation, causing the infinitely minute
particles of copper suspended in the solution to separate from the sulphuric acid, and
descend upon the plate, through which itself proceeds to the wire, and so round again.
Now, here is probably the most wonderful part of the process. It is only on the copper
plate that the particles of copper, disengaged from the solution, will descend and settle.
If the copper be varnished, or covered with a coat of wax, they will not deposit
themselves or go together at all; but where they find the clean surface of the metal, they
at once not only settle, but fix and adjust themselves in their proper forms, building up as
it were a metal structure, not eccentric or uneven, but forming a correct plate of new
metal, so pure, so hard, and so free from defect or extraneous matter, that engravers
prefer copper plates thus formed to any other for working upon. But the perfection of this
operation consists in the wonderful accuracy with which the finest lines of the most
beautiful engravings are copied: the particles which float in the solution are so
indefinitely small, that they can enter into the finest cuts, the slightest scratches; and as
they undergo no process of heating or cooling, their form is in nowise altered.
We have already observed, that if the plate of metal be covered, even with varnish, the
particles will not descend or form upon it; nevertheless, if some slight substance be not
interposed, the depositing particles adhere so firmly to it as to be inseparable, and it is
upon this property that one of the processes—that of engraving in relief on a plate of
copper—entirely depends for success. When a cast of an engraved plate is required, the
plate must be coated with bee’s-wax, mixed with a little spirits of turpentine. It is laid on
the plate in a lump and melted, and when just cooling is wiped off, when, although
apparently clean, enough remains to interpose between the new and original plates, and
prevent a too strong cohesion. It is not necessary that the engraved plate should be
copper: it may be for instance lead or type metal, in which case it need not be waxed, as
the application of heat, expanding the metals unequally, causes them at once to start
asunder.
A piece of wire having been soldered to the back of the plate, its back and edges should
be covered with a double coat of thick varnish, or it may be embedded in a box with
plaster-of-Paris or Roman cement. This precaution is necessary, to prevent the plate from
being inclosed, and to limit the deposition to a proper extent.
It may now be suspended in the apparatus, and the wires being placed in contact, the
operation begins. Particle by particle the new metal is formed, until the plate is of
sufficient thickness, when it is withdrawn, and heat being applied, the two plates are
separated, one being the exact counterpart, in relief, of the other. Care must be taken in
all cases to change the solution of copper frequently, for by merely adding, the separated
particles of the sulphuric acid would accumulate to such extent as to mar or injure the
operation.
From the plate thus formed in relief, as many casts as may be required can be obtained,
by making it the mould.
To copy or multiply medals and coins the operation is very simple, for a mould can be
easily obtained by compressing the medal or coin between two plates of milled sheet
lead, and by varnishing the lead round the impression, the deposit will be formed in the
hollow only; and for this purpose a very simple apparatus will suffice, and one that may
be very easily made. For the outer vessel an ordinary glass tumbler or finger-bowl will
answer; and for the inner, a cylindrical gas-glass, having a bottom made of plaster-of-
Paris. The solution of copper being in the tumbler, and the acid with the zinc in the gas-
glass, the mould should be suspended by its conducting wire between the bottoms, the
wire of the zinc connected with it, and the operation will proceed. In all cases it must be
observed that the edge of the mould should be up, as, if it be placed horizontally,
extraneous substances, sinking by their own weight, may be deposited upon it.
To produce a raised design upon a plate of copper, or as it is rather erroneously styled,
“Engraving in Relief,” the operation is thus performed:—
The plate upon which the design is to be raised having had the conducting wire soldered
to it, is covered with a coat of wax about one-eighth of an inch or less in thickness, and
upon the surface of this coat the design is drawn. With a graver, the end of which must
be of the form of a thin parallelogram, so as to make grooves in the wax equally broad at
the bottom as at the top, the lines of the drawing are to be carefully cut down to the
plate; care being taken that the plate is perfectly cleaned throughout each line, and also
that the grooves are not narrower at the bottom than at the top. In order to lay the
surface of the copper at the bottom of the grooves perfectly bare, the plate must be
immersed in diluted nitric acid (three parts of water to one of acid), and the particles of
wax that may have escaped the graver are driven off by the fumes of the acid. The plate
is then placed in the apparatus, the circle closed as before, and the operation
commences. As the particles of copper require a metallic base, they avoid the wax and
seek the metal in the grooves; they there attach themselves to it, and to each other, until
the hollows are quite filled up, when the plate is removed. If the surfaces of the ridges
thus built up be not perfectly smooth, a piece of pumice stone or smooth flag, with water,
being rubbed to them, will soon reduce them, after which the wax can be melted and
cleaned off with spirits of turpentine; and so firm is this formation of metal thus raised,
both in the adherence of its particles to each other and to the original plate, that it may
be printed from at any ordinary printing-press.
One general remark applies to the production of electrotype copper, and it is, that the
strength and solidity of the formation depends upon the slowness and deliberation of the
process. The more slowly and deliberately the particles separate from the solution and
proceed to their places, the more fitly they appear to take them up, and the more firmly
they adhere; whilst on the contrary, if the operation be hurried, the metal is brittle, so
much so as sometimes to powder under an ordinary pressure. The thicker and finer the
partition of plaster between the two fluids, the more slightly are they connected, and
consequently the slower is the circulation of the electricity. The proper length of time to
be allowed for the process varies according to the nature of the work, and the strength
or solidity required. Forty-eight hours seems to be the least time for forming a design in
relief, and somewhat more than a week for a plate with sunk lines.
The laws which govern matter are mysterious. The entire of this process is so wonderful,
that to descant upon it would be unnecessary; and, after all, it is but another step taken
upon the path of science, each advance upon which, whilst disclosing new scenes and
greater wonders, is only the needful preliminary to another which will display yet more!
N.
THE FIELD OF KUNNERSDORF.
(FROM THE GERMAN OF TIEDGE.)
Day is exiled from the bowers of Twilight;
Leaf and flower are drooping in the wood;
And the stars, as on a dark-stained skylight,
Glass their ancient glory in the flood.
Let me here, where nightwinds through the yew sing,
Where the moon is chary of her beams,
Consecrate an hour to mournful musing
Over Man and Man’s delirious dreams.
Pines and yews! envelope me in deeper,
Dunner shadow, sombre as the grave,
While with moans, as of a troubled sleeper,
Gloomily above my head ye wave!
Let mine eye look down from hence on yonder
Battle-plain, which Night in pity dulls—
Let my sad imagination ponder
Over Kunnersdorf,[1] that Place of Skulls!

Dost thou re-illume these wastes, O Summer?

Hast thou raised anew thy trampled bowers?
Will the wild bee come again a hummer
Here, within the houses of thy flowers?
Can thy sunbeams light, thy mild rains water
This Aceldema, this human soil,
Since that dark day of redundant slaughter
When the blood of men flowed here like oil?
Ah, yes! Nature, and Thou, God of Nature,
Ye are ever bounteous!—Man alone,
Man it is whose frenzies desolate your
World, and make it in sad truth his own!

Here saw Frederick fall his bravest warriors—

Master of thy World, thou wert too great!
Heaven had need to stablish curbing-barriers
’Gainst thine inroads on the World of Fate!
O, could all thy coronals of splendour
Dupe thy memory of that ghastly day?
Could the Muses, could the Graces[2] render
Smooth and bright a corse-o’ercovered way?
No! the accusing blood-gouts ever trickle
Down each red leaf of thy chaplet-crown!
Men fell here, as corn before the sickle,
Fell, to aggrandise thy false renown!
Here the veteran drooped beside the springald.
Here sank Strength and Symmetry in line—
Here crushed Hope and gasping Valour mingled,
And Destroyer the wild work was thine!
 And, Destroyer, the wild work was thine!

What and wherefore is this doom funereal?

Whence this Tide of Being’s flow and ebb?
Why rends Destiny the fine material
Of Existence’s divinest web?
Vainly ask we!—Dim age calls to dim age—
Answer, save an echo, cometh none—
Here stands Man, of Life in Death an image,
There, invisibly, The Living One!

Storm-clouds lour and muster in the Distance—

While, begirt with wrecks by sea and land,
Time, upon the far shore of Existence,
Counts each wavedrop swallowed by the sand.
Generation chases generation,
Downbowed by the same tremendous yoke—
No cessation, and no explication—
Birth—Life—Death;—the Stillness—Flash—and Smoke!

Here, then, Frederick, formidable Sovereign!

Here in presence of these whitened bones,
Swear at length to cherish Peace, and govern
So, that Men may learn to reverence Thrones!
O! repudiate bloodbought fame, and hearken
To the myriad witness-voicéd Dead,
Ere the Sternness[3] shall lay down to darken
In the Silentness[4] thy crownless head!
Shudder at the dire phantasmagory
Of the Slain who perished here by thee,
And abhor all future wreaths of glory
Gathered from the baleful cypress-tree!

Lofty souls disdain or dread the laurel—

Hero is a poor exchange for Man;
Adders lurk in green spots: such the moral
Taught by History since her school began.
Cæsar slain, the victim of his trophies,
Bayazeed[5] expiring in his cage,
All the Cæsars, all the sabre-Sophies,
Preach the same sad homily each age.
One drugged winecup dealt with Alexander,
And his satraps scarce had shared afresh
Half the empires of the World-Commander,
Ere the charnel-worms had shared his flesh.

Though the rill roll down from Life’s green mountain

Bright through festal dells of youthful days
 Bright through festal dells of youthful days,
Soon the waters of that glancing fountain
In the Vale of Years must moult its rays.
There the pilgrim, on the bridge that, bounding
Life’s domain, frontiers the wolds of Death,
Startled, for the first time hears resounding
From Eternity a Voice which saith—
“All which is not pure shall melt and wither—
Lo! the Desolator’s arm is bare,
And where Man is, Truth shall trace him thither,
Be he curtained round with gloom or glare.”

M.

[1] A village near Frankfort on the Oder, in which Frederick the Great was defeated
on the 12th August 1759, in one of the bloodiest battles of modern times.
[2] An allusion to Frederick’s literary pursuits.
[3] Death.
[4] The Grave.
[5] Bajazet II.
 FINE LADS.
We have a mortal aversion to fine lads. And, wherefore, pray? Why, because in nine
cases out of ten, if not positively in every case, they are the dullest and most insipid of all
human beings: they are good, inoffensive creatures, certainly, but oh, they are dreadful
bores! If you doubt it, just you take an hour of a fine lad’s company, with nobody present
but yourselves. Shut yourself up in a room with him for that space of time, and if you
don’t ever after, as long as you live, stand in dread and awe of the society of fine lads,
you must be differently constituted from other men, and amongst other rare gifts must
possess that of being bore-proof.
But, pray, what after all is a fine lad? To the possession of what quality or qualities is he
indebted for this very amiable sort of character?
Why, these are questions which, like many others, are much more easily put than
answered. But, speaking from our own knowledge and experience, we should say that it
is not the presence, but the absence—the entire absence of every quality, good, bad, and
indifferent, that constitutes the fine lad; and hence his intolerable insipidity.
The fine lad is a blank, a cipher, a vacuum, a nonentity, a ring without a circumference, a
footless stocking without a leg. In disposition he is neither sweet, sour, nor bitter; in
temper, neither hot nor cold; in spirit, neither merry nor sad. He is in fact, so far as any
thing positive can be said of him, a mere concentration of negatives. In person he is
neither long nor short, neither fat nor lean, neither stout nor slender. There must in short
be a total absence of all meaning, all expression, all character, in the happy individual
whom every body will agree in calling a fine lad.
Between the fine lad and the world the matter stands thus: the latter finding him
destitute of all distinctive characteristics, is greatly at a loss what to make of him. It
cannot in conscience call him clever, and it does not like to say he is an ass, so it good-
naturedly calls him a fine lad, taking shelter in the vagueness and indefiniteness of the
term, since nobody can say precisely what a fine lad really means. Unlike most other
reputations, that of the fine lad is wholly undisputed: it is generally bestowed on him by
universal consent—no dissentient voice—every body agrees in calling him a fine lad. This
is well, and must be a source of great comfort and satisfaction to the fine lad himself.
We have stated that nobody can say precisely what a fine lad really is, and this is true,
generally speaking. But there is notwithstanding some degree of meaning attached to the
term: it means, so far as it means any thing, a soft, meek, simpering, unresisting
creature, who will allow himself to be kicked and cuffed about by any body and every
body without resenting it, and who will take quietly any given quantity of abuse you
choose to heap upon him. This we imagine to be the true reason why people call him a
fine lad, just because he offers them, whether right or wrong, no resistance; hence it is
too, we have no doubt, that he is so general a favourite.
As most people have a great fancy for having as much of their own way as possible, and
as they find themselves much jostled and opposed in the indulgence of this laudable
propensity by those who are bent on having the same enjoyment, they are delighted
when they meet with one who readily makes way for them, and reward his simplicity by
clapping him on the head, and calling him a fine lad.
The fine lad is a goose, poor fellow—no doubt of it—a decided goose, but he cannot help
that: it is no fault of his; he means well, and is a most civil and obliging creature—all
smiles and good nature. Being in reality good for little or nothing, having no activity, no
tact whatever of any kind, the fine lad would in most cases be rather ill off as regards his
temporalities, but for his steadiness. He is generally steady, and of sober and regular
habits; and this, together with his extremely civil demeanour and inoffensive disposition,
helps him on, and secures him in comfortable and respectable bread. You will thus for the
most part find the fine lad in a well-doing way—in a good situation probably, and with
every prospect of advancement. His employer likes him for his integrity and docility. He
confesses that he is by no means clever, in fact that he is rather stupid; but, then, he is a
fine lad. This character he gives him to every body, and every body acknowledges its
justice, and calls him a fine lad too.
Fine lads are in great favour with the ladies, and no wonder, for fine lads are remarkably
attentive to them: they make the best of all beaus. Thus it is that you are sure to find at
least one fine lad at every tea party you go to. You know him at once by his soft speech
and maiden-like smile, and by the readiness with which he undertakes, and the quiet
gentleness with which he performs, the task of handing about the tea-bread, and
discharging the other little duties of the occasion. At all this sort of work the fine lad is
unapproachable—it is his element—here, if nowhere else, he shines resplendent. High in
favour, however, as fine lads are with the fair sex, we have sometimes thought that there
was fully more of esteem than admiration in the feeling with which they contemplate his
character. They like his society, and have at all times their softest words and blandest
smiles ready for him; but we much doubt if he is just the sort of man they would choose
for a husband. We rather think not. We suspect they see in his nature something too
much akin to their own, to allow of their ever thinking of him in the light of a protector.
The fine lad, however, does get married sometimes, and in justice to him, we are bound
to say, always makes an excellent husband. He is gentle, kind, and indulgent: for the fine
lad generally remains, in spirit at least, a fine lad to the last. So the ladies had better take
this into consideration, having our authority for so doing, and henceforth look on fine lads
with more seriousness than they have hitherto done.
C.

Fidelity.—This virtue is displayed in the fulfilment of promises, whether expressed or

implied, in the conscientious scrupulous discharge of the duties of friendship, and in the
keeping of secrets. It is therefore a great virtue, and may be used as a decisive test of
character. He who has it is entitled to confidence and respect; he who lacks it merits
contempt. If a man carefully performs his promises, may we not confide in him? If he
violates them, must we not despise him? If we find a person is true to friendship, we may
be sure that he has just perceptions of virtue. If we find one who betrays a friend, or
who is guilty of any species of treachery, we cannot doubt that he is essentially base and
corrupt. To those who cannot keep a secret, we commend an anecdote of Charles II. of
England, which ought to be engraved upon the heart of every man. When importuned to
communicate something of a private nature, the subtle monarch said, “Can you keep a
secret?” “Most faithfully,” returned the nobleman. “So can I,” was the laconic and severe
answer of the king. Let parents, who desire that their children should possess the respect
of the community and enjoy the pleasures of friendship, take care to imbue them with
fidelity of character.—Fireside Education, by S. G. Goodrich.

Anecdote.—“Guzzling Pete,” a half-witted country wight, and the town’s jest, came home
one rainy Saturday night so “darkly, deeply, beautifully blue,” that he went to bed with his
hat and boots on, and his old cotton umbrella under his arm. He got up about two o’clock
the next afternoon, drunk with last night, and took his way to the meeting-house. Rev. Dr
B—— was at his “17thly” in the second of six divisions of a very comprehensive body of
Hopkinsian divinity, when “Guzzling Pete” entered the church with an egg in each hand.
He saw as through a glass darkly, and with evident commiseration, a man in black, very
red in the face, for the day was oppressively warm, who seemed to utter something with
a great deal of vehemence, while a considerable number of those underneath him were
fast asleep—among them Deacon C——, with his shiny-bald head leaning against the
wall. Pete, unobserved by the minister, balanced his egg, and with tolerable aim plastered
its contents directly above the deacon’s pate! Hearing the concussion, the worthy divine
paused in his discourse, and looked daggers at the maudlin visitor. “Never mind, uncle,”
exclaimed the intruder: “jest you go on a-talkin’—I’ll keep ’em awake for you!” By this
time the congregation were thoroughly aroused. “Mr L——,” said the reverend pastor,
with a seeming charity, which in his mortification he could scarcely have felt, and
addressing a “tiding-man” near the door, “Mr L——, won’t you have the kindness to
remove that poor creature from the aisle? I fear that he is sick.” “Sick!” stammered our
qualmish hero, as he began to confirm the fears of the clergyman by very active
symptoms; “s-i-c-k!—yes, and it’s enough to make a dog sick to sit under such stupid
preachin’ as your’n: it’s more’n I can stand under! Yes, take me out—the quicker the
better!”

The Ass.—The ass performs so many useful duties besides his choragic functions in our
community, that he cannot be respectfully omitted. He is called a bad vocalist, though
some amateurs prefer him to the mule; but he is perhaps underrated. There are many
notes which alone are shocking to the ear, that have in concert an agreeable harmony.
The gabble of the goose is not unpleasant in the orchestra of the barn-yard, and there
are many instances, no doubt, in which braying would improve harmony. If one looks
close into nature, he will find nothing, not even the gargle of the frog-pond, created in
vain. At Musard’s they often improve the spirit of a gallopade by the sudden clank and
crash of a chain upon a hollow platform, with now and then a scream like the war-whoop
of the Seminoles. What the Italians understand, and what most other nations do not, is
the harmonious composition of discordant sounds. If a general concert of nature could be
formed, the crow as well as the nightingale would be necessary to the perfect symphony;
and it is likely even the file and hand-saw might be made to discourse excellent music.
But even in a solo, the ass, according to Coleridge, has his merits. He has certainly the
merit of execution. He commences with a few prelusive notes, gently, as if essaying his
organs, rising in a progressive swell to enthusiasm, and then gradually dies away to a
pathetic close; an exact prototype of the best German and Italian compositions, and a
living sanction of the genuine and authentic instructions of the Academie de Musique.

Printed and published every Saturday by Gunn and Cameron, at the

Office of the General Advertiser, No. 6, Church Lane, College Green,
Dublin.—Agents:—R. Groombridge, Panyer Alley, Paternoster Row,
London; Simms and Dinham, Exchange Street, Manchester; C. Davies,
North John Street, Liverpool; J. Drake, Birmingham; Slocombe & Simms,
Leeds; Frazer and Crawford, George Street, Edinburgh; and David
Robertson, Trongate, Glasgow.
*** END OF THE PROJECT GUTENBERG EBOOK THE IRISH PENNY
JOURNAL, VOL. 1 NO. 20, NOVEMBER 14, 1840 ***

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