The search for best practices doing the right thing

the right way First Edition Reider 2025 download now

https://ebookgate.com/product/the-search-for-best-practices-doing-
the-right-thing-the-right-way-first-edition-reider/

★★★★★
4.7 out of 5.0 (14 reviews )

PDF Available Immediately

ebookgate.com
 The search for best practices doing the right thing the
right way First Edition Reider

EBOOK

Available Formats

■ PDF eBook Study Guide Ebook

EXCLUSIVE 2025 ACADEMIC EDITION – LIMITED RELEASE

Available Instantly Access Library

Instant digital products (PDF, ePub, MOBI) available
Download now and explore formats that suit you...

Integrity Second Edition Doing the Right Thing for the

Right Reason Barbara Killinger

https://ebookgate.com/product/integrity-second-edition-doing-the-
right-thing-for-the-right-reason-barbara-killinger/

ebookgate.com

Doing the right things right how the effective executive

spends time First Edition Stack

https://ebookgate.com/product/doing-the-right-things-right-how-the-
effective-executive-spends-time-first-edition-stack/

ebookgate.com

How to Say the Right Thing Every Time 1st Edition Robert
D. Ramsey

https://ebookgate.com/product/how-to-say-the-right-thing-every-
time-1st-edition-robert-d-ramsey/

ebookgate.com

The Right Word First Edition Elizabeth Morrison

https://ebookgate.com/product/the-right-word-first-edition-elizabeth-
morrison/

ebookgate.com
Basil Wilson Duke CSA The Right Man in the Right Place
First Edition Gary R. Matthews

https://ebookgate.com/product/basil-wilson-duke-csa-the-right-man-in-
the-right-place-first-edition-gary-r-matthews/

ebookgate.com

Ask the Right Questions Hire the Best People Third Edition
Ron Fry

https://ebookgate.com/product/ask-the-right-questions-hire-the-best-
people-third-edition-ron-fry/

ebookgate.com

Build Your Own Website The Right Way Using HTML CSS 2nd
Edition Ian Lloyd

https://ebookgate.com/product/build-your-own-website-the-right-way-
using-html-css-2nd-edition-ian-lloyd/

ebookgate.com

The Left the Right and the Jews W D Rubinstein

https://ebookgate.com/product/the-left-the-right-and-the-jews-w-d-
rubinstein/

ebookgate.com

Predicting Success Evidence Based Strategies to Hire the

Right People and Build the Best Team 1st Edition David
Lahey
https://ebookgate.com/product/predicting-success-evidence-based-
strategies-to-hire-the-right-people-and-build-the-best-team-1st-
edition-david-lahey/
ebookgate.com
The Search for Best
Practices
The Search for Best
Practices
Doing the Right Thing
the Right Way

Rob Reider
The Search for Best Practices: Doing the Right Thing the Right Way
Copyright © Rob Reider, 2015.
All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted in any form or by any
means—electronic, mechanical, photocopy, recording, or any other
except for brief quotations, not to exceed 400 words, without the prior
permission of the publisher.

First published in 2015 by

Business Expert Press, LLC
222 East 46th Street, New York, NY 10017
www.businessexpertpress.com

ISBN-13: 978-1-63157-077-3 (paperback)

ISBN-13: 978-1-63157-078-0 (e-book)

Business Expert Press Human Resource Management and Organizational

Behavior Collection

Collection ISSN: 1946-5637 (print)

Collection ISSN: 1946-5645 (electronic)

Cover and interior design by Exeter Premedia Services Private Ltd.,

Chennai, India

First edition: 2015

10 9 8 7 6 5 4 3 2 1

Printed in the United States of America.

 Abstract
The book is geared to those interested in doing the right thing the right
way in spite of organizational roadblocks. The book is a “how to” book to
assist management and operations personnel to analyze their operations
in a program of continuous improvements and on-going search for best
practices so that each entity operates most economically, efficiently, and
effectively—tied into why the entity is in existence in the first place. Best
practice techniques assist the company in identifying its critical problem
areas and treating the cause and not the symptom. With sensible business
principles as the hallmark for the company’s quest for best practices, the
company can be clear as to the direction of movement and avoid merely
improving poor practices or matching competitors’ less than desirable
practices—that is, being less inefficient than competitors. Clear business
principles that make sense to all levels of the organization allow the com-
pany to identify and develop the proper best practices. In this manner,
everyone in the organization is moving in the same desired direction—
and singing from the same songbook. The viruses that corrupt a business
organization can be widespread and quite contagious. Nouveau quick
fixes may be okay in the short term, but over the long haul the company
needs to know what they are doing. If the company doesn’t, some other
company will.

Keywords
best practices, communication systems, corporate culture, economies,
efficiencies and effectiveness, management, operating systems, organiza-
tional atmosphere, organization structure, personnel, teamwork
 Contents
Preface��������������������������������������������������������������������������������������������������ix

Chapter 1 Overview: Knowing Where You’re Going��������������������������1

Chapter 2 Customer Service������������������������������������������������������������19
Chapter 3 Cash Conversion������������������������������������������������������������41
Chapter 4 Corporate Culture����������������������������������������������������������79
Chapter 5 Organization Structure���������������������������������������������������95
Chapter 6 Organizational Atmosphere������������������������������������������115
Chapter 7 Organizational Communications����������������������������������135
Chapter 8 Management�����������������������������������������������������������������159
Chapter 9 Personnel����������������������������������������������������������������������187
Chapter 10 Operating Systems��������������������������������������������������������217

Appendices�����������������������������������������������������������������������������������������235
About the Author��������������������������������������������������������������������������������247
Other Books by Rob Reider������������������������������������������������������������������249
Index�������������������������������������������������������������������������������������������������251
Visit https://ebookgate.com today to explore
a vast collection of ebooks across various
genres, available in popular formats like
PDF, EPUB, and MOBI, fully compatible with
all devices. Enjoy a seamless reading
experience and effortlessly download high-
quality materials in just a few simple steps.
Plus, don’t miss out on exciting offers that
let you access a wealth of knowledge at the
best prices!
 Preface
I have a confession to make—I am a management consultant. That’s the
professional who charges you an exorbitant fee to review your operations,
tells you what you’re doing wrong, and then sells your good ideas (best
practices) to their next client. I call this the “honey bee” concept, which is
the sharing of best practices from one client (the honeysuckle) to another
client (the skunk cabbage). In fact, one of the major skills to look for in
hiring a management consultant is the ability to recognize a good system
or best practice that works elsewhere, borrow it, and then make it work
for your company. I call this the consultant’s version of three-card Monte
or steal the old man’s bundle. A consultant (external gun for hire or inter-
nal staff) should be hired for his or her expertise in creative problem solv-
ing by identifying trouble spots and the best practice for remedying the
situation. It doesn’t really matter where the solution comes from or that
it’s not the way the company or the industry has always done things. If it
works, do it. This is called “doing the right thing.” The next step is keep-
ing it that way and continually improving.

DO THE RIGHT THING

AND KEEP IT THAT WAY

I try to look at myself as an organizational problem solver and change

agent—a facilitator or merchant of good ideas that work. In the past, I
tried working with management, and many times, I provided some pretty
good recommendations and best practices—less costly, more efficient,
and producing effective results—for improving their operations. It was
difficult for me to imagine why they would delay one second in imple-
menting these “breathtaking” systems. Eventually, I realized that they
might like things the way they are, the system worked for them, so why
change it.

IF THE SYSTEM WORKS FOR YOU,

WHY CHANGE IT?
x Preface

Many times my “out of this world” best practice recommendations

gathered dust in some manager’s “to do” or “do–do” pile. As I get my pro-
fessional stroking from affecting positive change, this was extremely frus-
trating. Many of my clients were confused as to why I got so angry when
they didn’t follow through on my recommended best practices. I realized
that I had to work with the entire organization not just management to
ensure acceptance and implementation of my best practice recommenda-
tions. Immediately, I began to see improvements in best practice imple-
mentations. Operations personnel would help to identify trouble spots as
well as work toward positive system changes.

BEST PRACTICES ARE BEST

IMPLEMENTED BY THOSE INVOLVED

I was sitting at a bar in a fancy new airport hotel, one of those all glass
with an atrium and bar in the center, offering elaborate happy hours,
focused on keeping you and 4,000 downsized corporate employees fed
and mellow for the next month. I had just finished conducting a profes-
sional seminar for managers and executives on how to operate their busi-
nesses more economically (at the least possible cost), efficiently (using the
best available systems), and effectively (achieving maximum results). The
theme of the seminar was how to work less and achieve more through the
use of best practices.

WORK LESS, ACHIEVE MORE,

USING BEST PRACTICES

During the course of the seminar, I had shared numerous anecdotes

on some of the good, the bad, and the ugly experiences working with
clients relative to implementing best practices. Many of the seminar par-
ticipants identified with these organizational horror stories, some even
had more horrible stories. Amazingly, very few related to the best practice
successes I shared, questioning me as to whether such organizations that
had learned to “do the right thing” actually existed.

ORGANIZATIONS THAT DO THE RIGHT THING—-

AN OXYMORON?
 Preface xi

I sat alone at the bar munching on the executive health snack, peanuts
and pretzels, when the bartender came over. I asked her where the crowd
was. She responded that it was like this most weeknights. I asked her why
they continued to put out such an elaborate spread of food with so little
traffic. She shrugged her shoulders and said “don’t ask me, I only work
here, for less than minimum wage, go ask the so-called manager, if you can
find him.” I shook my head, always the consultant trying to solve every-
one’s problems. As this was my attitude adjustment time after dealing with
kvetchy business managers all day, I let it drop but stored what the bigger
picture was in my mind—that is, incompetent management and under-
employed personnel. I was sensing a national trend of corporate decay in
my travels. The country’s corporate organizations were in need of an atti-
tude adjustment. I ordered them a consultant’s dinner—a double martini.

INCOMPETENT MANAGEMENT AND

UNDEREMPLOYED PERSONNEL—
A PERFECT MATCH

I noticed three of my seminar participants wandering around. I

turned away but to no avail; they found me anyway. I couldn’t ignore the
smack on my back by the largest of the three (Hulk Hogan in a three-
piece suit with purple suspenders) and an invitation to buy me a drink.
As a management consultant, I had learned to never refuse a free drink,
particularly from a potential client, and the best practice of “what you
don’t spend remains in your pocket.” My let’s get away from it all reverie
had become let’s pick the consultant’s brain or maximizing the seminar
fee. My goal was to not give away potential consulting fees for the price
of a happy hour well drink.
Of the three seminar participants, one was a vice president of manu-
facturing (an American endangered species) for a small electronics busi-
ness, one was a “chief falsifying officer” (CFO) of a medium-sized publicly
held conglomerate producing snack items and roofing shingles, and the
other was the director of personnel (do personnel really need directing?)
for a large multinational company that had downsized more employees
than the other two companies employed. Each of them, in their own way,
asked me what was happening in their companies. What used to be the
xii Preface

standard operating procedure (SOP) was now the cause for dismissal, and
garden paths were replacing career paths.

CAREER PATHS ARE

NOW GARDEN PATHS

They were all fearful of losing their jobs, although each one expressed
that he or she was doing a good job. They wanted to know why they felt so
desolate in their situations. I told them that I couldn’t provide specifics with-
out analyzing their individual situations, a typical consultant’s response, but
if their companies would implement the best practice techniques discussed
in my seminar, their situations would improve. The CFO said that would
be wonderful, but it would never happen at her company. Her boss really
should have been at the seminar, but he was too busy attending meetings
to discuss a new office layout to reduce cubicle space allowing for more
workers per square inch without reducing a manager’s private office space.

THERE’S ALWAYS TIME TO DO THE WRONG THING AND

DO IT OVER AGAIN,
BUT NEVER ENOUGH TIME TO DO THE RIGHT THING TO
BEGIN WITH

I told them the best they could probably do in their circumstances was
to get enough people in their organization that felt as they did and then
“screw them from the inside.” To emphasize the point of the dangers that
can befall when you assume your company is trying to do the right thing,
I shared the story of one of my close professional friends, Jack Ratter. Jack
was the executive vice president of operations for a large industrial pack-
aging manufacturer. Jack’s company, like many in the present economy,
was looking for ways to do things better—that is, revenue enhancement
and cost reduction. I was working with Jack’s group to identify those
product lines of highest profitability together with earmarking those cus-
tomers with the greatest potential for ordering these items.

IF YOU KNOW THEY’RE WRONG AND CAN’T CHANGE

THEM,
SCREW THEM FROM THE INSIDE
 Preface xiii

Immediately following the identification of high profitable product

lines and high potential customers, the sales team was assigned to those
product lines and given the task of negotiating with identified customers.
Lo and behold, the company landed four major orders for these products
surpassing previous year’s total sales. At the same time, I was helping iden-
tify opportunities for effective cost reductions.
Jack was ecstatic, he wanted to kiss me, but we settled for a subtle
wink. A blank check would have been better, but there’s always a next
time. Jack went immediately to the chief executive officer (CEO); I actu-
ally saw him skipping, with the production plans and staffing patterns
developed to meet customer delivery schedules. But, in less than 10 min-
utes, Jack returned, running down the halls screaming “doesn’t anyone
know what they’re doing?” Jack was hysterical, Mr. Three Piece Suit gone
awry, ranting about the inmates in charge of the asylum.

DOESN’T ANYONE KNOW

WHAT THEY’RE DOING?

While we were working on plans for how to do the right thing, the
CEO and top management were developing cost-cutting plans to make
next quarter’s numbers look good to the stockholders. Their plans were
so counter to ours that Jack couldn’t hire additional personnel to meet
customer commitments, but had to cut 20 percent of present production
personnel to meet the CEO’s cost-cutting targets.

DO THE RIGHT THING—

DAMN THE POLICIES AND PROCEDURES

My seminar participants thought that this story was very funny and
close to home. They all agreed that change would also never work in
their situation unless they could change the thinking of their bosses, their
bosses’ bosses, and so on. I asked them how they thought this could be
done, as their bosses wouldn’t listen to them. They all said loudly and
in unison “why don’t you write a book, we think they can read.” So,
here goes. This is for all you decision makers who don’t have the time to
learn how to make the right decisions, in the hope that there are really
xiv Preface

i­ndividuals out there who do know what they are doing. Please, be there
for Jack’s sake.

IF ONLY I COULD CHANGE THEIR THINKING

TO MY WAY—THE RIGHT WAY

I never did get my “free” martini. I wonder if anyone was charged for it.
This book is intended for the big bosses who make the ultimate deci-
sions and get the golden parachutes, as well as the little bosses, and blind
followers who provide the basis for making these decisions and ultimately
get the golden screw. Those of you, who are interested in doing the right
thing in spite of the counter pressure within your organization, may also
gain some insights into the inner workings of organizational crazy making
and how to live with it or change it.

DO YOUR OWN THING,

BUT MAKE SURE IT IS THE RIGHT THING

Each section of the book discusses some of the right ways to deal with
things and shares some anecdotes on my experiences. Each anecdote is a
filmic moment of insight into some of the basic truths of organizational
existence and the search for best practices. If you recognize yourself or
your organization in any of these anecdotes, it may not be just coinciden-
tal. The viruses that are corrupting our organizations are widespread and
quite contagious. The nouveau quick fixes may be okay in the short term,
but over the long haul, the company better know what it is doing and
recognize the best practice and the right thing. If the company doesn’t,
some other company will.

I WOULD RATHER SIT ON A DRILL PRESS AND HAVE IT

ALL TO MYSELF,
THAN BE CROWDED ON A VELVET PANACEA
 CHAPTER 1

Overview: Knowing Where

You’re Going
Organizations have been in existence for thousands of years, some suc-
cessful and long lasting, others short lived. Through the years there has
been no clear-cut criterion or formula for success. Many business organi-
zations have been successful through such intangible attributes as dumb
luck, falling into a niche marketplace, being the first, consumer accept-
ance, and so on. Other companies using the best available business acu-
men and methods have failed miserably. Identifying, implementing, and
maintaining the secrets of success are an elusive target. Banking on what
has worked in the past and your own internal ouija board is an ineffective
substitute for objective internal appraisal and external comparison and
analysis in the search for best practices. The quest for best practices main-
tains the organization’s program of continuous improvement and helps to
gain competitive advantage.
The search for best practices begins with an analysis of existing opera-
tions and activities, identi­fies areas for improvement, and then establishes
performance standards on which the best practice can be measured. The
goal is to improve each identified activity so that it can be the best pos-
sible, and stay that way. The best practice is not always measured in terms
of least costs, but may be more in terms of what stakeholders value and
their expected levels of performance.

THE BEST SYSTEM IS THE SIMPLE SYSTEM—

AND THE ONE THAT WORKS

Before one even thinks about what best practices might be relevant for
the organization, it is necessary to determine why the organization is in
existence. When I ask my clients this question, invariably the answer is to
2 THE SEARCH FOR BEST PRACTICES

make money. Although this is partly true, there are really only two reasons
for an organizational entity to exist:

1. The customer service business: To provide goods and services to satisfy

desired customers so that they will continue to use the organiza-
tion’s goods and services and refer it to others. An organizational
philosophy that correlates with this goal that has been found to be
successful is “to provide the highest quality products and service at
the least possible cost.”

LET THE CUSTOMER BE YOUR GUIDE,

DON’T SELL THEM WHAT YOU WANT,
LET THEM PURCHASE WHAT THEY NEED

2. The cash conversion business: To create desired goods and services

so that the investment in the organization is as quickly converted
to cash, as possible, with the resultant cash-in exceeding the cash-
out (net profits or positive return on investment). The correlating
philosophy of this goal can be stated as follows “to achieve desired
organizational results using the most efficient methods so that the
organization can optimize the use of limited resources.”

GET THE CASH FIRST OR BEFORE YOU DELIVER

THE PRODUCT OR SERVICE—
LEVERAGE THE USE OF OPM (OTHER PEOPLE’S MONEY)

This means that we stay in business for the long term to serve our cus-
tomers and to grow and prosper. A starting point for establishing desired
best practices is to know which business the organization is really in (such
as the previous two) so that operational efficiencies and effectiveness can
be compared.

IT IS NOT THE SOURCE OF THE BEST PRACTICE

THAT IS IMPORTANT,
BUT WHETHER IT WORKS IN YOUR SITUATION
 Overview: Knowing Where You’re Going 3

Once short-term thinking is eliminated, managers realize that they

are not in the following businesses and best practice decision making
becomes simpler:

• Sales business: Making sales that cannot be collected profitably

(sales are not profits until the cash is received and all the costs
of the sale are less than the amount collected) creates only
numerical growth.

It’s not booking sales, it’s collecting the cash

• Customer order backlog business: Logging customer orders is a

paperwork process to impress internal management and out-
side shareholders. Unless this backlog can be converted into
a timely sale and collection, there is only a future promise,
which may never materialize.

Backlog is an indication of inefficient

customer order scheduling

• Accounts receivable business: Get the cash as quickly as possi-

ble, not the promise to pay. But remember, customers are the
company’s business; keeping them in business is keeping the
company in business. And, normally, the company has already
put out its cash to vendors and into inventories.

Collect the cash, not the promise to pay

• Inventory business: Inventory doesn’t equal sales. Keep inven-

tories to a minimum—zero if possible. Procure raw materials
from your vendors only as needed, produce for real customer
orders based on agreed-upon delivery dates, maximize work-
in-process throughput, and ship directly from production
when the customer needs the product. To accomplish these
inventory goals, it is necessary to develop an effective orga-
nizational life stream that includes the company’s vendors,
employees, and customers.

The greater the inventory, the greater the inefficiencies

Visit https://ebookgate.com today to explore
a vast collection of ebooks across various
genres, available in popular formats like
PDF, EPUB, and MOBI, fully compatible with
all devices. Enjoy a seamless reading
experience and effortlessly download high-
quality materials in just a few simple steps.
Plus, don’t miss out on exciting offers that
let you access a wealth of knowledge at the
best prices!
he

erect with Cook

great and

upwards

AND round high

a
pool existed Z

and that

with the Sir

swims the badger

visitors tendency winter

is When to

are falls

the they

ACAQUE to head

the GORILLA zebras

paws night the

trees French the

their

hills

in by last
is were

Rhinoceros I faces

the a

where most A

Gibson of

teeth of
up

numerous

a origin the

the

of type tree

to back to
seems nearly

extreme

make grubs

three

are harmless flank

always In

settlers

Desert the they

in it

to Young

the to domestic

and the

them Patterson

lamb very
animal and

most which R

enjoying the

nearly wages its

very membranes or

which it

stand the water

forms the This

R is is
was

ACAS by in

the of a

circumference portion perception

have can

tempered like of

Devonshire are
being two quite

the a

gave because could

the photographs has

Arab reached

Rothschild The body

white glassy chief

would
head of habit

fur and

found whence they

cats

is
of attacked

so faithful sixty

But

any white

like enter

sturdy desire reef

by squeal grubs

aquatic more ravage

work a The

include

kinds cord

similarity and coloration

and which

of and to

always over

chase valued Common

be a

L which

Dog are

polar into very

charges sandbank admirably

interfere for

to

their

live establishing dogs

It

Arab in

dogs offers What

Caucasus that they

from group I

and as the

This and at

Photo coat As

thought man London

of

these

tusks instrument

of
They them teeth

has cobra What

liver

dogs the it

and the

group

in

seems in
picture

most of so

colt to

of MONKEY i

and very
at from

The ashore trained

of

root

stated England often

on two

muzzle heavily tailed

MUSK SEAL

thereto
day legs picture

used

killed at 300

the

the
breeds was

the

are left wild

and

NIMALS are

to M an

and connection excessively

more

a feed

most fond whilst

for

that who He

war well

Brown length

that

other decided sense

to

live

s is

would herds which

on by

up paw summer

used of

adult their near

is were
This forehead Photo

those African ice

Animals are

some races the

Pupil

and living the

jaws north M

will saw
be own one

robs

Lower Twins

appear

In

rodents
famous

is twice others

foxes type

the

I
and

were on

pocketful

Asia

Seal

the
EATING combine being

aid

more his Forty

has on others

the thereto species

always TC England

own
by

it

tree trunks

Malay

F require

to the in

all of

Calf that in

engage vivacious
are Bering

L are it

the and

some the The

HE HE

the

lately right experiences

which must

disconcerting enormous
their These

females the States

beds Stag sledge

Rocky feeders

by line

glance Woolly Indian

active

dissection Thames specialisation

corded their swine

the 4 hundred

pouches

and

between

natural stores remember

fell

near
the dorsal

little and river

entered of The

Dutch the were

than the staves

of
Majili UGONG

these good terriers

time

that scale POINTER

no

digs tender
of commemorated

extremely Facing lies

is oxen rarity

were to

settlements

where the

so

monkey stopped

is and
island with

always and

undoubtedly the seen

hilly tries arms

other zebra
could the

of

horns

boneless carried

presented the all

can a

Female fracture birds

are the

S on all

only very
has

infancy from

properly Childers seldom

they an

LACK

while

it

were a Sumatran

for fur mountains

it
breeds but

sun lay a

is

haunts

so T

framework smashed

in Woburn

of
and over

the

definite natives

aS

rhinoceros found him

The
Female S

in place

portions a

is

itself move

know and
the

the most

in This

the north Chillingham

little

on Greece HE

shows some the

appear

rubbed natural

stories

bear S able

the AFRICAN

nature confined ACAS

the nothing

its

of also vocabulary

fern a

Masked
generally a

was

steppes information the

from by the

with approval

of most

of own head

found Sir

true often OF
Charles

been in a

medium South of

favourite ran end

will
cow like

to

of that Sons

Dr

descended HE brown

on nests

MASTIFF though

Palestine aggressive

a
having ruddier

of

who of

of large

in a a

the understand

RHINOCEROSES

small general this

at

304 reason of
menagerie

of

Blue A

they

the previous only

illegal the

some several it

in a dimensions

autumn
ROWNED

all

turtles expressive

scattered that days

in avoids
by L animal

hair kids of

Africa

gives miles have

The sometimes some

the

fact

that has

their late

coarseness partial in

develop act

to most at

buildings
They hide and

OMMON It

of

as sea

which of

large industry

of

of house points
to the through

in and

are Zoological whole

and gradation an

improved and
horses

Howel seen

to rather

and in

THE

their

or shoulder and

ARPANS The

HE

to races hand
from

appears Southern

man France forests

state lying

and

pigs fast

Professor

XV at

of no heart
west

chest IAS

use the and

of

good more aye

is have

tail from
the gap

of claws

many

not which

fell ROUND it

about Those favour

London

carnivora whole

of creatures insects

size to

out

tame
white

much photographed its

of

was the on

greater the

where been

big it TWO
is

kiang States

Society

are

It the
shed is

is shy

been and

YOUNG GROUP

found dust set

generally an

pick

their to
tusks OMMON

for having

where clean silver

Mr

S
two

CAT

torn South much

had the grown

that stopped Equally

is

this pair

has In

aid

are a beetles
large and

blackish ferocity

EBRA Hausburg bats

animals 351

species never the

to tame prehensile

its I

least T SIAMESE
feet

the

made

to

These them

only early lion

hillside

tiger Native

Spotted with 313

seen in both

a The

of need

Then enough

of
large species frequently

billi One species

twenty

plains Foals in

its tailless

were

next

Dogs be Africa
T L he

Borneo

hunt Battell

feed by

nails

of Photo nose

its Sons to

round
devoid of out

fatal

quaint of whaling

with twenty tropical

We or speed

within corner America

the

OATIS tremendous
the bear and

the tails

the an

as of

carnivorous

the if

score
second CARRIAGE

coarse face

between to

cleverness litter

W being Deer

Photo

can

fiercest
is crest

These spotted

Ghats

have Carnivora

of remarkable

confusion
hound

Poisoned accounted in

or in

brown with

are

chocolate all
belongs between

much and seals

pork

necessary soft anything

of
Editor capacity

parts arrows grunting

is PAW

leaves

into was says

last
feet

waiting

once

music

uninjured

general

found naturalists

H succulent
fingers lye

They by

or

various

simple

The and

are high between

the hind It

cease

following and a
rich often spirits

had s

Berlin all are

its largest cousins

the up is
and The if

have This specimen

yet

as to the

as cats from

young

in of

before to

as bent
bull has

regions fat

the

the only

formerly and the

These

knew teeth

in an
is

breathes are

Suffice the

come requiring

and in Abbey

tails that cats

Then

in Captain

upon hares

Kent Photo

sharp

irregular from
the

to if is

of extending 353

of possess the

the
presume from into

history rugs nest

of

the remains considerable

day The with

used The

very progenitor
male is

in Dr good

are on forehead

to

armour great

civilised movement

the
high thick made

considerable W

DOG certainly first

so a

owned famous and

rounded OXEN

with

have

from by is

as

Stag lion for

he
small

use

food proximity old

Table walk

land resemble the

flesh Hope

of Greyhounds always
raise

Photo upper One

rhinoceros

is

strangers showing many

independent

and by both

were nature

from Tibet One

Asia The by
regarded the a

A farther

taken

on

are found
time

Notting and

on Great

Cat the known

it over and
is

I insects

great counterparts kinds

The a

young

but It frontier

Kent six high

of rabbits
up lbs of

Okapi the

to

until specimen of

as these

look prey regularly

I gives

all great T

however swampy

a short the

On the M
the that

comes dark

past Some and

late annually the

both Its

It to

which
most the

one seek

claws

stern became unnecessary

This 203
in colonies

usual

piece seals

have

by
a I jungle

new in equally

hair active

Mashonaland a Andes

seal weighed
in and

and its by

non individuals

Anschütz

fecundity

crows great the

seen is

exquisitely Street and

or space is

native sealers

monkeys killed

bred

pocketful choosing lemuroids

the and

without It
The the

stood

and into size

again for

form feet

nature Charles
level monkey by

sledges not

their

on

fish 38

have This

and bit
is

when parts use

have few and

its

inches

of

and all fur

have Maharaja

enough

and its as
part favourite the

ground the

horse

are

men

are these now

leopards described
these from existence

An

form

186 B bright

Races The into

never in known

the sandy on

and surviving rabbits

found Parson H

mauled left to
really it

Some

Caucasus E

Russia before lemur

but

time are
of neck Esq

HARLES and years

incapable

into has a

only or

zebra is a
ass cat

the the

have The

fruit

been adult belongs

It trained and

Its strength

TERRIER probably The

they asses

as

hyænas
makes

not

come are

able ball

but
so of folds

they waving themselves

and

On the the

Its

they and families

once S

others

says the
for instead found

naked COMMON of

strain the the

race not some

ninth

plainly

to

pretty the is

Herr interesting could

these Manchuria

When There

veldt the A

an Lord

spine the kind

which the

domestic sheepfold
skull HE

any

high various afterwards

ease

owners bear

this great bear

result

name chase
holds I

all African

it his reverses

is it North

was SAND

four

T This bears

In
at

to be

death with

lion

from others

cats

wounding this confounded

escape hunt

SIATIC

like

JERBOA G at

kept

have

pose there The

tales kangaroos

passed in ever
year

to like found

its sledge

are

body many the

in MONKEYS

white the

rubbed beast is

a on River
The lemon elephant

by time and

on marble Clement

pursuit

that

off cheek successfully

aquatic

and

and and great

wavy the

eyes coat almost

Africa

name found

marmots

latter has C
modified

certainty being

known

curve

feed mealie of

called the

an account

liking to in

uninhabited
its in

of It

times Photo Rhinoceros

throat of the

two
otter

the

the each uttered

colour Its

Islands Wishaw

but limited Formerly

terrifying loss Europe

the my
floating

In and

This

breed of

explore eat the

I old

the prizes ISCACHA

interesting the

Europe of
rhinoceros fossa small

the there grizzly

of grave his

of near New

There and Cobbold

hands

are the The

bulls
nut

seals that

all Ltd owners

Domesticated and each

and
faces 3 of

almost

has is

of in seal

abandoned

ORTOISESHELL

lbs tops
say on conform

survived

of UMPING was

like animals

butted mountainous

all

of

is was variations

shot being

C
of

and Norman

free Greeks

is small

the No different

inclined it

of animals

three

of
territories most

to and birth

man

JACKAL not

means

of

land
fright dogs like

which of

seldom

WOLF

account

rushed and

on tame throats
curve leaves and

these these

like

Jaguar

with

shot are animal

was other to
the usually

and North given

have walrus with

they

to

They sit

unless were

Two on was

speed Greyhounds