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TABLE OF CONTENTS

Preface xiii

Chapter 1 Managers: Key to Information Technology Results 1

The E-Borders Program 1
Why Managers Must Provide Leadership for Information Technology (IT) 1
Why Managers Must Understand IT 3
What Is Information Technology? 4
Personal IT 5
Group IT 6
Enterprise IT 7
The Role of Managers Vis-À-Vis IT 11
Identifying Appropriate IT Opportunities 12
Smooth Introduction and Adoption of IT 13
Ensuring That IT Risks Are Mitigated 18
What if Managers Do Not Participate in IT Projects? 19
Overview of Remaining Text 20
Key Terms 23
Chapter Summary 23
Discussion Questions 24
Action Needed 24
Web-Based Case 25
Case Study 25
Notes 28

Chapter 2 Strategic Planning 31

Apple’s Innovative Business Strategy 31
Why Managers Must Understand the Relationship Between Strategic Planning and IT 33
Strategic Planning 33
Analyze Situation 35
Set Direction 37
Define Strategies 41
Deploy Plan 42
Setting the IT Organizational Strategy 43
Identifying IT Projects and Initiatives 45
Prioritizing IT Projects and Initiatives 46
Effective Strategic Planning: Chevron 47
Background 47
Situation Analysis 48
Set Direction 51
Define Strategies 52
Deploy Plan 52
Key Terms 57
Chapter Summary 57
Discussion Questions 57
Action Needed 58
Web-Based Case 59
Case Study 59
Notes 59

Chapter 3 Project Management 61

The BBC Digital Media Initiative 61
Why Managers Must Understand Project Management 63
What Is a Project? 64
Project Variables 64
What Is Project Management? 69
Project Management Knowledge Areas 69
Scope Management 70
Time Management 71
Cost Management 72
Quality Management 75
Human Resource Management 76
Communications Management 78
Risk Management 80
Procurement Management 83
Project Integration Management 85
Key Terms 87
Chapter Summary 87
Discussion Questions 88
Action Needed 89
Web-Based Case 89
Case Study 90
Notes 92

Chapter 4 Business Process and IT Outsourcing 95

Salesforce.com and Its Cloud-Based Success 95
Why Managers Must Understand Outsourcing 97
What Are Outsourcing and Offshore Outsourcing? 98
Why Do Organizations Outsource? 99
Issues Associated with Outsourcing 102
IT Outsourcing 105
Public Cloud Computing 105
Virtualization 108
Autonomic Computing 108
Private Cloud Computing 109
Hybrid Cloud Computing 109
Planning an Effective Outsourcing Process 109
Establish a “Smart” Outsourcing Strategy 111
Evaluate and Select Appropriate Activities and Projects for Outsourcing 111
Evaluate and Select Appropriate Service Providers 112
Evaluate Service Provider Locations 113
Benchmark Existing Service Levels 114
Define the Service-Level Agreement 115
Develop an Outsourcing Contract 116
Establish an Outsourcing Governance Process 116
Measure and Evaluate Results 117
Key Terms 119
Chapter Summary 119
Discussion Questions 120
Action Needed 121
Web-Based Case 121
Case Study 122
Notes 125

Chapter 5 Corporate and IT Governance 129

Credit and Debit Card Theft 129
Why Managers Must Get Involved in IT Governance 129
What Is IT Governance? 131
Ensuring That an Organization Achieves Good Value from Its Investments in IT 133
Mitigating IT-Related Risks 134
Why Managers Must Understand IT Governance 137
IT Governance Frameworks 137
IT Infrastructure Library (ITIL) 139
Control Objectives for Information and Related Technology (COBIT) 140
Using PDCA and an IT Governance Framework 142
Business Continuity Planning 144
Process for Developing a Disaster Recovery Plan 148
Key Terms 153
Chapter Summary 153
Discussion Questions 154
Action Needed 154
Web-Based Case 155
Case Study 155
Notes 158

Chapter 6 Collaboration Tools 161

Eagle Investment Employs Unified Communications 161
Why Managers Must Understand Collaboration Tools 164
Collaboration Tools 164
Electronic Bulletin Boards 164
Blogs 165
Calendaring Software 168
Desktop Sharing 168
Instant Messaging (IM) 169
Podcasts 170
Really Simple Syndication (RSS) 171
Shared Workspace 171
Online Project Management 171
Web Conferencing, Webinars, and Webcasts 172
Wikis 175
Presence Information 176
Unified Communications (UC) 176
Key Terms 179
Chapter Summary 179
Discussion Questions 180
Action Needed 180
Web-Based Case 181
Case Study 181
Notes 183

Chapter 7 E-commerce 185

Alibaba Opening the Door to the Largest Domestic Retail Market in the World 185
Why Managers Must Understand E-Commerce 187
Forms of E-Commerce 189
Business-to-Business (B2B) E-Commerce 189
Business-to-Consumer (B2C) E-Commerce 192
Consumer-to-Consumer (C2C) E-Commerce 194
E-Government Commerce 194
Mobile Commerce 196

E-Commerce Critical Success Factors 198

Identifying Appropriate E-Commerce Opportunities 198
Acquiring Necessary Organizational Capabilities 198
Directing Potential Customers to Your Site 200
Providing a Good Customer Online Experience 201
Providing an Incentive for Customers to Purchase and Return in the Future 201
Providing Timely, Efficient Order Fulfillment 202
Offering a Variety of Easy and Secure Payment Methods 203
Handling Returns Smoothly and Efficiently 205
Providing Effective Customer Service 205
Advantages of E-Commerce 206
Issues Associated with E-Commerce 207
Customers Fear That Their Personal Data May Be Stolen or Used Inappropriately 207
Cultural and Linguistic Obstacles 208
Difficulty Integrating Web and Non-Web Sales and Inventory Data 208
Key Terms 210
Chapter Summary 210
Discussion Questions 211
Action Needed 212
Web-Based Case 212
Case Study 213
Notes 215

Chapter 8 Enterprise Systems 219

Coca-Cola: Global Reach Through Local Distribution 219
What Is an Enterprise System? 222
Enterprise Resource Planning 222
Benefits of Using an ERP System 225
Tier I, Tier II, and Tier III ERP Vendors 228
ERP Customization 229
Supply Chain Management (SCM) 230
Customer Relationship Management 232
Product Life Cycle Management (PLM) 236
Avoiding Enterprise Systems Failures 240
Hosted Software Model for Enterprise Software 241
Key Terms 244
Chapter Summary 244
Discussion Questions 245
Action Needed 246
Web-Based Case 246
Case Study 247
Notes 249

Chapter 9 Business Intelligence and Big Data 253

Amazon: Beating the In-Store Advantage with Business Intelligence 253
What Is Business Intelligence? 255
Data Warehouse/Data Marts 256
Big Data 258
Structured and Unstructured Data 259
Business Intelligence Tools 263
Spreadsheets 264
Reporting and Querying Tools 265
Online Analytical Processing (OLAP) 265
Drill-Down Analysis 266

Data Mining 267

Dashboards 268
Data Governance 269
Challenges of Big Data 272
Key Terms 275
Chapter Summary 275
Discussion Questions 276
Action Needed 277
Web-Based Case 277
Case Study 278
Notes 281

Chapter 10 Knowledge Management 285

How Knowledge Management Is Helping Nelnet Service Student Loans 285
What Is Knowledge Management (KM)? 287
Knowledge Management Applications and Associated Benefits 289
Best Practices for Selling and Implementing a KM Project 290
Technologies That Support KM 292
Communities of Practice 293
Social Network Analysis (SNA) 293
Web 2.0 Technologies 295
Business Rules Management Systems 295
Enterprise Search Software 297
Key Terms 300
Chapter Summary 300
Discussion Questions 301
Action Needed 302
Web-Based Case 302
Case Study 302
Notes 305

Chapter 11 Cybercrime and IT Security 307

Health Data Cybertheft: The Plunder of Anthem 307
Why Managers Must Understand IT Security 309
Why Computer Incidents Are So Prevalent 309
Types of Exploits 313
Federal Laws for Prosecuting Computer Attacks 324
Implementing Trustworthy Computing 325
Risk Assessment 326
Establishing a Security Policy 327
Educating Employees and Contract Workers 329
Prevention 329
Detection 333
Response 333
Key Terms 339
Chapter Summary 339
Discussion Questions 340
Action Needed 341
Web-Based Case 342
Case Study 342
Notes 345

Chapter 12 Ethical, Legal, and Social Issues of Information Technology 349

Artificial Intelligence: Robots on the Rise 349
What Is Ethics? 352
The Difference Between Morals, Ethics, and Laws 352
Including Ethical Considerations in Decision Making 353
Privacy 355
Data Brokers 360
Treating Customer Data Responsibly 360
Workplace Monitoring 362
Social Networking and Privacy 364
Internet Censorship 367
Internet Access 368
The Digital Divide 369
E-Rate Program 370
Net Neutrality 370
Internet of Things 371
Key Terms 376
Chapter Summary 376
Discussion Questions 378
Action Needed 378
Web-Based Case 379
Case Study 379
Notes 382

Glossary 387
Index 401

Why This Text?

The undergraduate capstone course on information technology and the MBA level infor-
mation technology course required of College of Business graduates are two of the most
challenging courses in the business curriculum to teach. Students in both courses often
start the term skeptical of the value of such a course. Indeed, “Why do I need to take this
course?” is frequently their attitude. Unfortunately, this attitude is only perpetuated by
most texts, which take the approach of “Here is a lot of technical stuff you have to
understand.” As a result, students complete the course without getting as much from it as
they could. The instructors of such courses are disappointed, receive poor student eva-
luations, and wonder what went wrong. An opportunity to deliver an outstanding and
meaningful course has been missed.
Information Technology for Managers, 2nd edition, takes a fundamentally different
approach to this subject in three ways. First, it is targeted squarely at future managers,
making it clear why IT does indeed matter to them and the organization. Second, it
enables future business managers to understand how information technology can be
applied to improve the organization. Third, it provides a framework for business managers
to understand their important role vis-à-vis information technology. Said another way,
Information Technology for Managers, 2nd edition, answers three basic questions—Why
do I need to understand IT? What good is IT? What is my role in delivering results
through the use of IT?

Approach of This Text

Information Technology for Managers, 2nd edition, is intended for future managers who
are expected to understand the implications of IT, identify and evaluate potential oppor-
tunities to employ IT, and take an active role in ensuring the successful use of IT within
the organization. Thoroughly updated, the text is also valuable for future IT managers who
must understand how IT is viewed from the business perspective and how to work effec-
tively with all members of the organization to achieve IT results.

Organization and Coverage in the 2nd Edition

Chapter 1: Managers: Key to Information Technology Results presents a clear rationale
for why managers must get involved in information technology strategic planning and
project implementation. The chapter helps managers identify what they must do to
advance the effective use of IT within their organizations, and it helps them understand
how to get involved with IT at the appropriate times and on the appropriate issues, as
demonstrated by new examples from Walmart, Avon, Ellie Mae, and more.
Chapter 2: Strategic Planning describes how to develop effective strategic planning by
defining key business objectives and goals, which are used to identify a portfolio of

potential business projects that are clearly aligned with business needs, as illustrated by
the new opening vignette featuring Apple, Inc. Further refinement is required to narrow
the portfolio to the projects that should be executed and for which sufficient resources are
available. This process is illustrated by the example of Chevron, a major global organiza-
tion respected for its highly effective use of IT to support business objectives.
Chapter 3: Project Management provides a helpful overview of the project manage-
ment process. The presentation is consistent with the Project Management Institute’s
Body of Knowledge, an American National Standard. The chapter describes the nine proj-
ect management knowledge areas of scope, time, cost, quality, human resources, commu-
nications, risk, procurement, and integration. This chapter identifies the many roles a
business manager might take throughout the project life cycle, including champion, spon-
sor, project manager, subject matter expert, project team member, and end user, whether
in private enterprise, such as Vermont Health Connect, or government facilities, such as
the National Audit Office of the United Kingdom or the Russian Olympic committee.
Chapter 4: Business Process and IT Outsourcing discusses the major business rea-
sons for outsourcing as well as many of its potential pitfalls. It also outlines and describes
an effective process for selecting an outsourcing firm and successfully transitioning work
to the new organization. The chapter provides a thorough discussion of cloud computing
as an example of IT outsourcing. Using current examples from Supervalu, Amazon, and
others, the chapter covers the importance of establishing service-level agreements and
monitoring performance.
Chapter 5: Corporate and IT Governance describes the responsibilities and practices
that a company’s executive management uses to ensure delivery of real value from IT and
to ensure that related risks are managed appropriately, all brought to life with real-world
examples from Home Depot, Target, and Michaels. The chapter covers two frameworks for
meeting these objectives: the IT Infrastructure Library (ITIL) and Control Objectives for
Information and Related Technology (COBIT). The discussion includes related issues such
as mitigating IT-related risks, use of the PDCA model to improve IT governance, and
business continuity planning.
Chapter 6: Collaboration Tools identifies and discusses the variety of collaboration
tools that managers can use to improve communications and enhance productivity, such as
blogs, Webinars, and wikis. It also discusses the benefits and some of the issues that can arise
from their use, as demonstrated by the opening vignette about Eagle Investment Systems.
Chapter 7: E-Commerce discusses the use of electronic business methods to buy and
sell goods and services, interact with customers, and collaborate with business partners
and government agencies. Several forms of e-business are covered, including business-to-
business (B2B), business-to-consumer (B2C), consumer-to-consumer (C2C), and
e-government commerce. The chapter also covers m-commerce, an approach to conduct-
ing e-commerce in a wireless environment. The chapter prepares managers to understand
and deal with many of the business, legal, and ethical issues associated with e-business,
and contemporary examples like Alibaba and Amazon reinforce the international reach of
e-commerce.
Chapter 8: Enterprise Systems discusses enterprise planning, customer relationship,
and product life cycle management systems used to ensure that business transactions are
processed efficiently and accurately and that the resulting information can be accessed by
end users and managers in all business areas. Including references to Coca-Cola, IBM, and

others, it identifies several of the benefits associated with enterprise system implementa-
tion, outlines measures to take to avoid enterprise system failures, and describes the
hosted software model for enterprise software. The chapter also explains the key role that
business managers play in successfully implementing enterprise systems.
Chapter 9: Business Intelligence and Big Data discusses a wide range of applications
that help businesses gather and analyze data to improve decision making at organizations
like Amazon and Memorial Sloan Kettering Cancer Center, including spreadsheets,
reporting and querying tools, online analytical processing, drill-down analysis, data min-
ing, and dashboards. The chapter also covers many big data topics, including structured
and unstructured data, ACID properties, NoSQL Databases, Hadoop, in-memory data-
bases, and data governance. The challenges associated with business intelligence systems
and big data are also discussed as well as the role of the business manager in developing
and using these systems.
Chapter 10: Knowledge Management describes explicit and tacit information and
how organizations like NASA and Nelnet use knowledge management to identify, select,
organize, and disseminate that information. In this chapter, you will learn about techni-
ques for capturing tacit knowledge, communities of practice, social network analysis,
Web 2.0 technologies, business rules management systems, and enterprise search. The
chapter also covers how to identify and overcome knowledge management challenges, and
it includes a set of best practices for selling and implementing a knowledge management
project.
Chapter 11: Cybercrime and IT Security discusses commonly occurring computer-
related security incidents (using recent examples from Anthem and Sony), describes why
computer incidents are so prevalent, identifies various perpetrators of computer crime,
offers a computer security self-assessment test, describes types of exploits, outlines vari-
ous federal laws for prosecuting computer attackers, and describes how to implement
trustworthy computing, including specific tasks to prevent, detect, and respond to com-
puter security incidents.
Chapter 12: Ethical, Legal, and Social Issues of Information Technology provides a
brief overview of ethics and how to include ethical considerations in decision making. A
variety of topics related to privacy, freedom of expression versus censorship, and Internet
access—all based on current situations from Verizon, Zendesk, and more—are discussed
from the perspective of what managers need to know about these topics.

Chapter Features
Opening Vignette: Business majors and MBA students often have difficulty appreciating
why they need to comprehend IT or what their role (if any) is vis-à-vis IT. In recognition
of this, each chapter begins with an opening vignette that raises many of the issues that
will be covered in the chapter. The vignette touches on these topics in such a way as to
provide a strong incentive to the student to read further in order to gain clarity regarding
the potential impact of IT on the business as well as management’s responsibility in rela-
tion to IT.
Learning Objectives: A set of learning objectives follows the opening vignette and
provides a preview of the major themes to be covered in the chapter.
Real-World Examples: In an effort to maintain the interest and motivation of the
reader, each chapter includes numerous real-world examples of business managers

struggling with the issues covered in the chapter—some successfully, some unsuccessfully.
The goal is to help readers understand the manager’s role in relation to information tech-
nology and to discover key learnings they can apply within their organizations.
What Would You Do: This special feature presents realistic scenarios that encourage
students to think critically about the concepts presented in the chapter. There are three
of these features placed appropriately in each chapter to cause the reader to reflect on the
topics just covered.
A Manager’s Checklist: Each chapter contains a valuable set of guidelines for future
business managers to consider as they weigh IT-related topics, including how they might
use IT in the future within their organization.
Chapter Summary: Each chapter includes a helpful summary that highlights the
managerial implications and key technical issues of the material presented.
Discussion Questions: A set of thought-provoking questions to stimulate a deeper
understanding of the topics covered in the chapter.
Action Needed: Each chapter includes three mini-cases requiring a decision or
response from the reader. These mini-cases provide realistic scenarios and test the stu-
dent’s knowledge, insight, and problem-solving capability.
Web-Based Case: Each chapter includes an “open-ended” case that requires students
to gather their own research information and do some critical thinking to address the
questions raised in the case.
Case Study: Each chapter ends with a challenging real-world case of managers strug-
gling with the issues covered in the chapter. These cases are unique because they look at
IT from a manager’s perspective, not from an IT technologist’s point of view.

INSTRUCTOR RESOURCES
The teaching tools that accompany this text offer many options for enhancing a course.
As always, we are committed to providing one of the best teaching resource packages
available in this market.

Instructor’s Manual
An Instructor’s Manual provides valuable chapter overviews, chapter learning objectives,
teaching tips, quick quizzes, class discussion topics, additional projects, additional
resources, and key terms. It also includes solutions to all end-of-chapter discussion ques-
tions, exercises, and case studies.

Test Bank and Test Generator

Cognero® is a powerful objective-based test generator that enables instructors to create
paper-, LAN- or Web-based tests from test banks designed specifically for their Course
Technology text.

PowerPoint Presentations
A set of Microsoft PowerPoint slides is available for each chapter. These slides are
included to serve as a teaching aid for classroom presentation. The presentations help

students focus on the main topics of each chapter, take better notes, and prepare for
examinations. The slides are fully customizable. Instructors can either add their own
slides for additional topics they introduce to the class or delete slides they won’t be
covering.

CourseMate
Engaging and affordable, the new Information Technology for Managers CourseMate Web
site offers a dynamic way to bring course concepts to life with interactive learning, study,
and exam preparation tools that support this printed edition of the text. Watch student
comprehension soar with flash cards, games, and quizzes that help them prepare for
exams. A complete e-book provides you with the choice of an entire online learning
experience. Information Technology for Managers CourseMate goes beyond the book to
deliver what students need.

ACKNOWLEDGMENTS
I want to thank all of the folks at Cengage Learning for their role in bringing this text
to market. I offer many thanks to Mary Pat Shaffer, my wonderful development editor,
who deserves special recognition for her tireless efforts and encouragement. Thanks also
to the many people who worked behind the scenes to bring this effort to fruition, includ-
ing Joe Sabatino, product director and Jason Guyler, product manager. Special thanks to
Jennifer King, the content development manager, and Anne Merrill, the content developer,
for coordinating the efforts of the team of many people involved in this project and for
keeping things moving forward.
I especially want to thank Naomi Friedman, who wrote the opening vignettes and end-
of-chapter cases.
Last, but not least, I want to thank my wife, Ginnie, for her patience and support in
this major project.

TO MY REVIEWERS
I greatly appreciate the following reviewers for their perceptive feedback on this text:
Larry Booth, Clayton State University
Nicole Brainard, Principal, Archbishop Alter High School, Dayton, Ohio
Ralph Brueggemann, University of Cincinnati
Rochelle A. Cadogan, Viterbo University
Wm. Arthur Conklin, University of Houston
Barbara Hewitt, Texas A&M University, Kingsville
William Hochstettler, Franklin University
Jerry Isaacs, Carroll College
Marcos Sivitanides, Texas State University
Gladys Swindler, Fort Hays State University
Jonathan Whitaker, University of Richmond

MY COMMITMENT
I welcome your input and feedback. If you have any questions or comments regarding
Information Technology for Managers, 2nd edition, please contact me through Course
Technology at www.cengage.com or through your local representative.
George W. Reynolds

PROVIDING LEADERSHIP
“A leader takes people where they want to go. A great leader takes people where they
don’t necessarily want to go, but ought to be.”
—Rosalynn Carter, former First Lady of the United States

THE E-BORDERS PROGRAM

Why Managers Must Provide Leadership for Information Technology (IT)

In late August 2014, the British government raised the terror threat level for the United Kingdom to

four—or “severe.” According to the government, at least 500 British citizens had recently left the

United Kingdom and traveled to Syria or Iraq to join the Islamic fundamentalist militant group ISIL

(also known as ISIS and the Islamic State), which had conquered large swaths of territory in the

Middle East. The government suspected that many of those citizens were being trained to return to

the United Kingdom to carry out terrorist attacks. The British government’s chief defense strategy

against this threat lay in border control—preventing U.K. citizens from flying out of the country to

join ISIL, canceling the citizenship of those U.K. residents who were already fighting for ISIL, and
2

apprehending ISIL trainees returning to the United Kingdom.

In 2003, anticipating the need for tighter border control, the British government launched

the e-Borders project. The main objective of the program was to collect information about all

scheduled inbound and outbound passengers in advance of travel. This data would then be

used to prevent passengers considered a threat from entering or leaving the country, arrest ter-

rorist and organized crime suspects, and improve passenger clearance times. In March 2014,

the government canceled the project at a cost of £224 million ($350 million) to British

taxpayers. An evaluation of the e-Borders program in 2013 had determined that while the IT

system supporting the program had been effectively deployed at London’s Heathrow Airport,

the system had failed in the maritime and rail sectors. The effective elements of the e-Borders

system were subsequently merged into the new Border Systems Programme with the hope that

the capabilities of this system would be expanded.

Many factors contributed to the failure of the e-Borders program to fulfill all its initial goals.

A British court eventually determined that the responsibility for the failure lay primarily with the U.K.

Border Agency and not the vendor Raytheon. Specifically, the U.K. Border Agency did not establish

appropriate benchmarks to track the project’s progress, and it did not engage competent subject

matter experts during the procurement of resources. Finally, the agency did not define and stabilize

requirements, resulting in changing goals and an underestimation of the complexity of the project.

Bottom line, there was a failure of management to provide strong leadership for the effort.

The e-Borders project did, however, enjoy some success. The police were able to locate and

arrest thousands of wanted individuals identified by the system. Unfortunately, one evaluation

reported that the e-Borders program was collecting a mere 65 percent of data on incoming and

outgoing passengers in advance of their travel. The ability of the new Border Systems Programme
3

to extend the collection and analysis of this data will be critical as the United Kingdom faces future

threats posed by ISIL and other terrorist and criminal organizations.

LEARNING OBJECTIVES

As you read this chapter, ask yourself:

Why must managers understand critical principles of IT system development and
provide leadership for these projects?
Am I prepared to get involved with IT at the appropriate times and on appropriate
issues?

This chapter provides a working definition of information technology, discusses the

essential role of managers in ensuring good results from various types of IT systems,
and warns of the dire consequences that can follow when managers fail to meet these
responsibilities. But first we will answer the question—why should managers under-
stand IT?

WHY MANAGERS MUST UNDERSTAND IT

Why learn about information technology? Isn’t this area of the business best left to the IT
professionals, and not managers? The answer is a simple, emphatic No. This section pro-
vides several reasons why managers must understand IT and why they must lead the
effort to decide what IT to invest in and how to use it most effectively.
New IT business opportunities, as well as competitive threats, are coming at a faster
and faster rate. Managers play a key role—they must frame these opportunities and
threats so others can understand them, prioritize them in order of importance, and eval-
uate proposed solutions. Finally, managers must lead the effort to define IT strategies and
policies that best meet organizational needs.
Even if two different companies invest in the same IT systems from the same
vendors, the organizations will not necessarily end up with identical solutions or use
the systems in the same ways. As a result, one firm may profit greatly from an IT
deployment while another struggles with unsatisfactory results. Managers, working in
conjunction with IT specialists, must make many decisions when implementing a new IT
solution, including how broad the project will be in scope, what data to capture, how
databases and applications should be tailored, what information will flow from the
systems and to whom, and, most importantly, how people will use the system to make
a difference.

True productivity improvements seldom come simply from automating work pro-
4
cesses. Real gains in productivity require innovations to business practices and then
automating these improved processes to take advantage of IT capabilities. Companies that
merely insert IT into their operations without making changes that exploit the new IT
capabilities will not capture significant benefits. Managers are the key to ensuring that IT
innovations pay off; they must lead a holistic approach that includes encouraging the
acceptance of change, addressing changes in business processes and organizational struc-
ture, establishing new employee roles and expectations, and creating new measurement
and reward systems.
To gain a sustainable competitive advantage, companies must consistently
deliver increasing value to customers. Doing so requires essential information gained
through the effective use of IT that better defines customers and their needs. This
information can help companies improve products and develop better customer ser-
vice, leading to sustained increases in revenue and profits. Managers must recognize
the value of this information, know how to communicate their needs for it, and be
able to work with IT staff to build effective IT systems that make useful information
available.
In a rapidly changing global business environment, managers require lifelong learning
and flexibility in determining their business roles and career opportunities. Given the
widespread use of IT, managers must be able to understand how technology affects their
industry and the world at large.

WHAT IS INFORMATION TECHNOLOGY?

Information technology (IT) includes all tools that capture, store, process, exchange,
and use information. The field of IT includes computer hardware, such as mainframe
computers, servers, desktops, laptops, tablets, and smartphones; software, such as
operating systems and applications for performing various functions; networks and
related equipment, such as modems, routers, and switches; and databases for storing
important data.
An organization’s defined set of IT hardware, software, and networks is called its IT
infrastructure. An organization also requires a staff of people called its IT organization to
plan, implement, operate, and support IT. In many firms, some or all IT support may be
outsourced to another firm.
An organization’s IT infrastructure must be integrated with employees and proce-
dures to build, operate, and support information systems that enable a firm to meet
fundamental objectives, such as increasing revenue, reducing costs, improving decision
making, enhancing customer relationships, and speeding up its products’ time to
market.
Most organizations have a number of different information systems. When considering
the role of business managers in working with IT, it is useful to divide information systems
into three types: personal IT, group IT, and enterprise IT. Figure 1-1 shows the relation-
ship among IT support staff, IT infrastructure, and the various types of information sys-
tems. These systems are explained in the following sections.

Personal IT
Personal IT includes information systems that improve the productivity of individual users
in performing stand-alone tasks. Examples include personal productivity software such as
word processing, presentation, and spreadsheet software; decision support systems, and
online learning systems.
A decision support system (DSS) employs analytic models to help users gain
insights into a problem situation, examine alternative solutions, and recommend an
appropriate course of action. For example, VisualDx is a clinical decision support sys-
tem that provides instant access to concise disease information and high-quality medi-
cal images. Its database encompasses more than 1300 medical conditions and nearly
30,000 images. Physicians can search this database by symptoms, visual clues, and
other patient factors to diagnose diseases and develop treatment plans. The system can
be downloaded as an app that runs on a smartphone or it can be accessed via desktop
computer or laptop.1
Online learning systems encompass a number of computer-enhanced learning tech-
niques, including computer-based simulations, multimedia DVDs, Web-based learning
materials, hypermedia, podcasts, and Webcasts. Such use of information systems quali-
fies as an example of personal IT. With the rapid changes in today’s business environ-
ment, managers and employees must be continual learners to keep pace. For example,

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I can never give an idea of the confusion, the rage, the hate, the
despair, that took possession of me after I had read this letter, and found
myself so mocked at and unjustly accused; for, after all, this doubt had
entered my mind from some superhuman influence, I did not feel that I
was vile. My regret, my resolve to marry Hélène in spite of her disdain, the
disposition I had made of my fortune, proved to me that I was capable of
noble and generous inspirations.
Nevertheless, on remembering how tenderly I had been loved, and
beholding myself so deeply despised, I understood that all hope was lost;
and then I felt, as before, a sort of vertigo come upon me as I saw such a
sudden change come over my life; it was as though from that moment I
resolutely abandoned myself to destruction, and, with a heartbroken cry of
regret, I exclaimed:
"Hélène, you have been pitiless to me; perhaps one day you will have
to answer for my ruined life."

That same night I set forth for Paris, wishing to arrive there in
midwinter and in the heart of the season, when I could benumb my griefs
by the distractions of its exciting and dissipating life.

MADAME LA MARQUISE DE PËNÂFIEL

CHAPTER XI

PORTRAITS

A year after my arrival in Paris, the peaceful days that I had passed with
Hélène at Serval seemed like a beautiful dream, so much in contrast with
my new sensations that I hardly cared to recall it. From that time I was
convinced that the pretended "pleasures of memory" are all falsehoods, for
from the moment we begin to regret the past, memory is only a bitterness,
and, by comparison, the present becomes distasteful.
The publicity of Hélène's refusal had deeply wounded both my love and
my vanity. I was too proud to admit that I was unhappy, and so I
succeeded in forgetting my imagined wrongs. I soon became transported
with delight at finding myself so completely my own master, and in musing
on the employment of my newly found liberty. Then I readily found a way
to excuse myself for my ungrateful neglect of my father's memory. I told
myself that it was in pious obedience to his counsels that I had brought to
naught the mercenary projects of Hélène, for I still sometimes found a
miserable consolation, or, rather, a base excuse, for my behaviour in
devising new and unworthy motives for the conduct of that good girl, who
had now left her native province to travel in Germany with her mother.
However, as formerly, in spite of my regret for the past, its
remembrance soon became dim, and then was entirely obliterated from my
mind.
It was most probably the excitement of the Parisian life which brought
about this forgetfulness of those happy days which were so dear to my
heart.
I had not come to Paris as an unsophisticated provincial. I had spent
two brilliant seasons in London, and, thanks to the long and intimate
relations of my uncle with our ambassador, an intimacy which my father
and my aunt had reminded him of in introducing me to him when I was on
my voyage, I had been presented to the best and most aristocratic society
in England.
Now the English aristocracy, proud, overbearing, and justly vain of its
incontestable superiority in wealth and influence to all the other
aristocracies of Europe, is excessively reserved towards strangers who seek
to enter its charmed circle; but when one has gone through this ordeal,
nowhere is one treated with more perfect cordiality or put more at one's
ease.
Nevertheless, in the "vie Parisienne," which cannot in any way pretend
to rival or approach that splendid existence that one leads in London, there
is to be found that which must be sought vainly in London or elsewhere; it
is a fascinating charm not to be explained, which even the most calm and
stolid natures seldom escape.
Parisian society, in its real acceptation and perfect flower, is limited to
the elegant and refined existence led by the élite of five or six salons, in
the one or two quarters of the city that are the rendezvous of all pleasure-
seekers of the upper class.
On my arrival in Paris, I fortunately did not have to undergo that
apprenticeship to material life which generally costs strangers so much
money and so many disappointments. My father had lived there such a
long time that, being well informed as to the most comfortable mode of
existence, I was able to avoid mistakes. Thus, instead of housing myself at
a high price and with very little space in one of those swarming and noisy
apartment-houses five or six stories high, which begin on the ground floor
in a magnificent store, and end in a miserable garret, I rented a little
house near the Champs Élysées, brought my horses and servants from
Serval, and started my establishment in a proper way.
I called on several relatives or distant connections of my family, who
received me with great cordiality, some on account of my name and the
respect they bore to my father, others because they had daughters to
marry, and I was doubtless in their eyes what is called a "great catch;"
while some were polite because idle people are always delighted to have
one more visitor on their list, and thus to be able to pass one more of their
unoccupied hours.
Among these last was to be found M. le Comte Alfred de Cernay; one of
my former London friends who knew him intimately had given me letters
to him, and had given me very credible information about him, whose
character I found had been truthfully described.
I may as well describe him here, for, though not an eminently
distinguished man, M. de Cernay was the very type of a "man of fashion,"
in the best and least vulgar acceptance of the word. Now, a man of fashion
of our day is a person of a well-recognised type. M. de Cernay was about
thirty years old, of a very handsome face, and not wanting in ready wit of
a certain kind. He was subtle, something of a scoffer, though at the same
time he affected a high-toned good nature which gave him the reputation
of being a "good fellow," though people said that he had to reproach
himself with some perfidious actions and several mischievous falsehoods.
He was very elegant in his dress, though, with some attempt at originality
of appearance, he tried to look unlike other men; however, he always
looked extremely well dressed. He was a good judge and very fond of
horses, had the handsomest turnouts you could wish to see, and posed for
as distinguished a sportsman as a man of fashion.
M. de Cernay was very rich, very selfish, and uncommonly well versed
as to business, which latter quality is particularly noticeable among men of
our epoch, and which seems to exclude all ideas of beauty or display. M.
de Cernay denied himself nothing; he lived luxuriously, but he paid his
servants himself, and settled all accounts, being inexorable for every outlay
that did not pay, at least in outward show, for what it was worth. He was a
wily speculator, and had no scruples about serving a notice on any one of
his farmers who was behind with his rent. He made out his leases himself,
for (must the enormity be made public?) he had studied law in the most
profound secrecy, under the direction of an old attorney. But it must be
admitted that no glimpse of this legal knowledge was visible in the count's
behaviour. His manners were perfect; he came of an ancient and noble
race, and was as much of the "grand seigneur" as one can be in these
days; and his sense of saving in superfluities and economy in luxuries was
only known to the few people who had to ask some favour of him, and
those are the last ones to tell of having been refused such a service.
Nothing can be wiser nor more praiseworthy than to live with so much
prudence and foresight. I insist on this significative peculiarity because it
belongs to our epoch, which is becoming so strictly material and positive.
Nowadays nobody ruins himself. It is considered very bad form to be in
debt, and nothing appears more ridiculous and shameful than that wild
and disorderly existence (sometimes even indelicate and dishonourable),
which was for a long time tolerated as a type of what was called "delightful
French gaiety," of the vagabond life of those "harebrained but good-
hearted" fellows, who, on the contrary, had very cool heads and very bad
hearts, and were generally the greatest villains in the world.
Now, on the contrary, nothing is considered better form than to talk of
one's property, of your lands, the improvements you mean to make, your
agricultural experiments, the care of your forests and woodlands, and the
beauty of the cattle that you raise in your fields. Every one nowadays talks
like an overseer, and every one is right, because these last named
personages are the only ones who are living like masters in the few
magnificent old residences that yet remain in France. The time that is
spent at the country place is prolonged every year, and there is an evident
reaction towards the life at the château for eight months of the year, and
life at the clubs in Paris during the winter months.
But to return to M. de Cernay, he was a very great, and, above all, a
very intelligent gambler. This seems in contradiction of those principles of
order and economy of which I have just spoken? Not at all. For most men
of the world, play is only a frightful challenge that is thrown to fate, a
means of burning excitement and terrible emotions; it is more of a
necessity than an amusement.
Men have their money for play, which is a given sum that they never
exceed. It is a capital which they try to render as profitable as possible by
good management, by running no great risks, and by studying the chances
and combinations of the game with an incredible ardour; in
comprehending its every detail, and in playing constantly, so as to keep in
good practice; also by experimenting with the deepest attention in order to
make new discoveries; so that in this way the capital brings in, if the
season has been a good one, from fifteen to twenty per cent, to a cool,
prudent, and skilful player.
And, besides this, play having become an affair of exact science, of
interest, and generally of perfect honesty, the forces of the players are
generally so equally matched that one can allow himself the excitement of
a stake of twelve or fifteen hundred louis, because it is well known that at
the end of a bad season the losses and gains are about equal.
Nothing is more curious in our epoch than this strange struggle
between a wise and cool forethought which looks to the future, and the
ardent passions natural to men; which they find in this way the means of
satisfying to a certain degree, by a sort of insurance against bad luck.[1]
M. de Cernay, they say, has been very successful with women; but in
growing old, as he said, he had found it more satisfactory, as it gave him
more liberty and saved him from worry, besides giving him more chances
for display (this was one of his salient points), to put to one side a certain
sum of money annually, for his favourite of the season. This amount, which
he never went beyond, he laid regularly at the feet of one of the theatrical
beauties most in vogue.
I had sent my card with the letters of our mutual friend to M. de
Cernay. Two days after he came to see me, but I was out; a few days later
I called on him one morning. He lived alone in a very pretty house, which
seemed to be the very triumph of all that was comfortable, joined to an
elegant simplicity. His valet de chambre begged me to wait an instant in a
salon, where I noticed some beautiful hunting scenes by Géricault.
Five minutes after my arrival, M. de Cernay entered. He was tall,
slender, and graceful, with a most agreeable face, and manners which
were those of the most polished society.
The count received me charmingly, spoke to me of our mutual friend,
and offered me his services in the most obliging way. I perceived that he
was watching me closely. I had just arrived from the provinces, but I had
travelled a great deal and had lived a long time in England; thus he was
hesitating, I thought, to find out if he should treat me as a provincial, or as
a man already in society. I believe what decided him to treat me as the
latter was the vexation which I thought he felt at not seeing me more
overpowered with his great elegance. Envied, imitated, flattered, he
perhaps found me too much at my ease, too polite, and not sufficiently
astonished.
Now I admit that this slight shade of vexation on M. de Cernay's face
caused me to smile.
He asked me to have a cup of tea with two of his friends, and an Italian
renegade who had taken service with Méhémet-Ali. This Italian, he said,
was a man of great bravery, who had gone through the most extraordinary
scenes and romantic adventures, been obliged, in fact, to assassinate two
or three women and as many men, to save himself and escape from a
delicate situation.
I was very little astonished at hearing about this peculiar person, for I
had already been told that M. de Cernay had a perfect mania for celebrities
of every kind; and that no sooner did an Arab, a Persian, an Indian, or any
foreigner of distinction arrive in Paris, than M. de Cernay would fly to be
presented to him. Was it by way of attracting attention to himself, that he
liked to be surrounded with extraordinary acolytes, or had his reputation as
a fashionable man reached beyond the shores of the Ganges and Nile? I
can't say why, but the fact was so. "Will you stay and take tea with me?"
said, therefore, M. de Cernay. "Leaving aside my renegade, you will meet
one of the most eccentric and clever men that I know of, and one of the
silliest and most ridiculous: the first one is Lord Falmouth, the other is M.
du Pluvier."
"I have frequently heard Lord Falmouth spoken of," said I, "and I shall
consider myself very fortunate in being able to meet him; but I thought he
was in India?"
"He has only been back for the last month," said M. de Cernay; "but
you must be aware of the way he decided on that voyage. You may
perhaps know that Falmouth always goes to bed at six in the morning.
Well, one day, about eighteen months ago, he waked up about four o'clock
in the afternoon; he had slept very badly, was restless, excited, nervous;
besides, he had just been winning enormous sums at play, and so was
deprived of those feelings of interest which sometimes awaked him from
the lethargy of his colourless life; the fact is, he was more than usually
bored to death. He calls his valet de chambre and asks him what the
weather is like. The weather was gloomy, dismal, foggy. 'Ah, this
everlasting fog! Never a ray of sunshine!' says Falmouth, yawning fearfully;
then in his coolest way he adds, 'Send for the horses.' The horses arrive,
his travelling carriage is always in readiness; they harness the horses; his
valet de chambre, who is accustomed to his master's ways, packs up the
trunks, and two hours afterwards my lord came down-stairs and said to his
hall porter, 'If any one asks for me you can say I have gone—'and he
hesitated a moment between Constantinople and Calcutta. Finally deciding
for the latter, he said, with a yawn, 'Gone to Calcutta.' In fact he had gone
there, and there he remained for three months, and now he comes back as
imperturbable as ever, as if he had simply gone off to Baden and back
again."
"Lord Falmouth is an extremely distinguished man?" said I to the count.
"He has a great deal of esprit and of the best kind," he answered me,
"a prodigious amount of learning, and a no less marvellous practical
experience of men and things, having travelled in the four quarters of the
globe, and seen all the courts of Europe as only an English peer can visit
them. Son of one of the greatest lords in the three kingdoms, he possesses
five or six hundred thousand francs of revenue in his own right; and yet,
with all this, Falmouth is the only really blasé and bored man that I know
of, he has exhausted everything, nothing amuses him any more."
"And M. du Pluvier," said I to M. de Cernay, "what is he like?"
"Oh, M. le Baron Sébastien du Pluvier," said the count, with a scornful
and mocking air, "M. du Pluvier is I don't know who, and he comes from I
don't know where; I was forced to be presented to him. He has
disembarked from some old castle in Normandy, I believe, with his
miserable twenty or thirty thousand francs income, which he is stupidly
going to melt away in this hell of Paris, in two or three winters. He will be
one of those numerous pale meteors which shine for an instant in the
blazing sky of the great city, and suddenly disappear for ever, in darkness
and forgetfulness, amidst the jeers of those they leave behind. But he is a
good speaking-trumpet; as soon as I want to spread abroad any absurd
rumour or any news from that other monde, I pick up M. du Pluvier, put
him to my mouth, and—well, he does the rest! I don't mind making fun of
him, because he is not contented with being a fool, but he must be
conceited and vain as well. You should see the mysterious way in which he
shows you the envelopes he receives that are sealed with coats of arms,
all addressed to him, by the way; you should hear the tone in which he
asks you, as he plumes himself with pride, 'Do you know the handwriting
of the Countess of ——? of the Marquise of ——? of the Duchess of ——?'
(Such an ordinary word as madame is beneath his notice.) And then the
little man will show you such and such handwritings, which are letters from
lady patronesses, enclosing tickets for charities, balls, lotteries, nobody
knows what; for all the women of my acquaintance, to whom I introduce
him, are sure to victimise him without the smallest scruple, so that he is
the most ridiculously philanthropic fellow that I know of.
"But," said M. de Cernay, interrupting himself, "I hear a carriage, I
would wager it was Du Pluvier; you shall see something that is worth
admiring."
We then went to the window, and saw entering into the courtyard an
open carriage drawn by two very handsome horses; but both carriage and
harness were loaded down with ornaments in the worst possible taste. His
men, dressed in liveries all covered with gold braid, looked like church
beadles, and all this ridiculous and dazzling parade was to go and take
lunch with a man in the morning.
Very soon M. du Pluvier entered noisily. He was a stout little man, short,
puffy red as a cherry, fair, and, though he only looked to be about twenty-
five, he was quite bald. His eyes were greenish and dull; he spoke loudly
with a Norman accent; he was dressed with the most ridiculous show and
pretension, wore jewels, a waistcoat with silver embroidery, and more than
I can think of that was out of place. M. de Cernay presented us to one
another, and as soon as he had spoken my name M. du Pluvier exclaimed:
"Ah, parbleu, I have seen you some place."
This impoliteness shocked me, and I replied that I did not believe that I
had ever had that pleasure, as I certainly should never have forgotten him.
A few moments after Lord Falmouth was announced.
He had come on foot, and was dressed with the most perfect simplicity.
I shall never forget the singular impression that he made on me. His
face was pale, regular, white and expressionless as marble, and was
illuminated, so to speak, by two brown eyes, which were placed very near
to his nose; his slightly mocking smile also impressed me, and, without
attaching any importance to the idea, the thought of a vampire came into
my mind, for I could not have imagined a more suitable body had I been
making a sketch of that fantastic creation.
M. de Cernay presented me to Lord Falmouth, and we exchanged the
customary politenesses. We were only waiting now for the Italian
renegade, that the count called his assassin, to sit down to the table.
At last the valet de chambre announced M. Ismaël; it was the renegade.
He was of medium height, brown, nervous, magnificently costumed as
an Egyptian, and had a very handsome face, though its expression was
sombre. Ismaël could not speak a word of French; his language was
composed of vulgar Italian and some scraps of the Frankish tongue.
Very soon the maître d'hôtel of M. de Cernay opened the doors of the
dining-room.
The lunch was served in the English style; the silver was from
Mortimer's, the porcelain was old Sèvres, and the glassware from Venice
and Bohemia.
Ismaël ate like an ogre and never uttered a word; but as there was
nothing to drink on the table except tea, coffee, and chocolate, he bravely
asked for wine, and drank it freely.
M. de Cernay seemed to be very much annoyed at the obstinate silence
of his assassin, whom M. du Pluvier kept continually worrying with
grotesque phrases, such as "mamamouchi," which he probably had
borrowed from the reception of M. Jourdain.
Not responding to these advances, Ismaël, from time to time, would
growl like a chained-up bear, and glance impatiently aside at Du Pluvier,
who seemed to irritate him extremely.
All this time I was talking to Lord Falmouth, and I remember that our
conversation was principally about a remark he had made me, and to
which I assented, on the subject of the rococo style of luxury, almost
feminine indeed, that many young men had begun to use in the interior
decoration of their apartments. He laughed very heartily to think that all
these mirrors, framed in gold and surrounded by cupids, doves, and
garlands of flowers, would nevermore reflect any but masculine faces,
looking innocently out from clouds of cigar smoke. While, by way of
contrast, instead of making use of all this magnificence, instead of
doubling the charm by surrounding it with mysterious luxury, instead of
exposing all these beautiful creations of art to the vulgar gaze, if one of
these young beaux had to wait, with amorous impatience, for one of those
sweet and secret apparitions that deserve to be surrounded with all that is
beautiful and luxurious, it is generally way off in some dirty part of the city,
in some mean and out-of-the-way hole, that are passed those rare and
enchanting hours, which stand out in glowing colours among the other
pale souvenirs of our lives.
We concluded, then, with this aphorism, that for a man of tact, of taste,
and of experience, the known and visible dwelling should be all that is
comfortable and severely simple; but the unknown and invisible abode, the
hidden diamond of our lives, should be a triumph of luxury, and all that
was dazzlingly beautiful and rare.
After breakfast we went into the smoking-room (the universal use of
tobacco makes this sort of subdivision of an apartment necessary), which
was furnished with large armchairs and broad divans. It was ornamented
with an admirable collection of pipes and tobacco of all kinds, from the
East Indian hookah, glittering with gold and precious stones, to the vulgar
clay pipe, the brûle-gueule of the Parisian workman; from the brown and
perfumed leaf of the l'Atakia or Havana, with its pale amber shade, to the
strong and black tobacco, called Régia, whose pungent and corrosive
savour some palates are depraved enough to like.
There was to be that day a race of gentleman-riders in the Bois de
Boulogne; M. de Cernay was one of the judges, and invited me to go. He
was to take his lion, Ismaël, in his phaëton.
M. du Pluvier made me shudder by offering me a seat in his
mountebank's chariot, but I escaped this man-trap, for I had fortunately
ordered my cabriolet to wait for me. Then M. du Pluvier fell upon Lord
Falmouth, who replied with his usual sang-froid, "I am sorry not to be able
to accept, my dear M. du Pluvier, but I have to start immediately for the
House of Parliament."
"To the House of Peers? Very well, I can take you there. What
difference does it make? My horses are made for that."
"And they would do it beautifully," replied Lord Falmouth. "But
unfortunately I am going to London; I wish to speak on the East Indian
question, and as the discussion will open to-morrow night, I want to get
there on time. I have found out at what hour the packet-boat leaves, and I
expect to be in London to-morrow afternoon."
I was still smiling at such a singular excuse, when we heard the jingling
bells of post-horses, and very soon Lord Falmouth's travelling coupé
entered the courtyard. I looked at M. de Cernay with surprise, and, while
Lord Falmouth was out of the room giving some directions to his man, I
asked the count if it was true that Lord Falmouth was going to London.
"He is really going there," said M. de Cernay. "He often takes the notion
of speaking on some political question which pleases him, and which he
always treats with unquestionable authority; but he so detests both
London and England that he leaves his carriage at Westminster, takes his
seat, makes his speech, gets into his carriage, and returns to Paris."
Lord Falmouth just then returned. He was gracious enough to ask me to
call on him at some future time. His courier started off, and he got up into
his carriage.
"The race is to come off at two o'clock," said M. de Cernay. "The
weather is superb. I have sent my horses around to the Porte Dauphine; if
you would like to take a turn in the Bois, I have a horse that is at your
service."
"Many thanks," said I, "I have sent my horses there, too. But will this
race be an interesting one?"
"It is, unfortunately, only too interesting: two miles to run, three hedges
four and a half feet high, and, to finish, a barrier fixed at five feet to leap
over."
"That is impossible!" I cried out. "For finish a barrier five feet high! But
there are not two horses out of a hundred that could take such a leap,
with any degree of certainty, after such a race; and if the horse should fail
to take the bar, the rider would be instantly killed."
"That is just it," said the count, with a sigh. "I am in despair at having
been chosen judge, or rather witness, of this deadly challenge which may
cost the life of one or both of these brave gentlemen, perhaps both, but it
was absolutely impossible to refuse."
"What do you mean by that?" said I to M. de Cernay.
"Oh," replied he, "it is quite a romance and a secret as sad as it is
incredible; but I can tell you about it now, for if for certain reasons no one
has yet been told of it, in an hour from now, on beholding the last terrible
obstacle in this race, which is undertaken through a pretext, every one
will see what is really a duel between the two young riders, and will easily
guess the cause and the object."
I tried to read in M. de Cernay's face whether or not he was speaking
seriously; but if he were joking my penetration was at fault, so much in
earnest did he seem to be.
"I will tell you," said he, "the real story about this race, which is quite
extraordinary.
"One of the prettiest women in Paris, Madame la Marquise de Pënâfiel,
has among the number of her adorers two who are rivals, and whose
devotion to her is well known, or, rather, guessed at. Having one day
exchanged some hasty words in regard to a mutual rival, who was each
one's enemy without helping the cause of either, and being too well-bred
to fight about a woman they both loved, and who would be seriously
compromised by the scandal of a duel,—to avoid this inconvenience and
gain the same object, they chose this deadly way of settling their quarrel.
"Their chances are equal, as they are both splendid riders and have
magnificent horses, but the result is not to be doubted; because if there is
any horse capable of running a race of two miles, and leaping over three
hedges, and yet being equal to taking a jump over a fixed barrier five feet
high, it is almost impossible that there should be two horses who would
be so tremendously lucky. Thus, you see, there is no possible chance that
this race can end in any other way than by a terrible accident. If they
escape this time, they will try it again at some future day, as a duel is
begun over again after the principals have vainly exchanged shots."
All this seemed to be so strange, so unusual,—though there was no
reason why it should therefore be absolutely impossible,—that I was quite
stupefied.
"And Madame de Pënâfiel," I asked M. de Cernay, "does she know
anything of this fatal contest of which she is the cause?"
"Certainly she does; and to give you an idea of her character, it is not
at all impossible that she may come to look on."
"If she should come," said I, this time with a very marked smile of
incredulity, "Madame de Pënâfiel will find it quite as natural as to assist at
the bloody fights of the toreadors of her own country; for, from her name
and her ferocious disregard of our customs, I judge that this savage
marquise is some Spanish amazon of the very bluest blood,—one of those
black-eyed daughters of Xérès, or of Vejer, who to this day carry a knife in
their garter!"
M. de Cernay could not refrain from a laugh, and said to me:
"You are not anywhere near the truth. Madame de Pënâfiel is a
Frenchwoman, born in Paris, and a Parisienne in every sense of the word.
Furthermore, she is a very distinguished person, and allied to some of the
best families in France. She is a widow, and her late husband, the Marquis
de Pënâfiel, was a Spaniard."
"Come, now," said I to the count, laughing in my turn, "I see how it is;
you are trying to awaken an interest, a romantic and fantastic interest,
about a race of which you are to be the judge. I wonder all Paris does not
go to look on."
"I assure you I am speaking in all seriousness," said he, and he really
looked solemn.
"But seriously, then, I might be made to believe that a woman could
not help it if two crazy men wanted to break each other's necks, but I
never will believe that any well-bred woman would go to look on at such a
contest, when she knew that she was the cause. She would lay herself
open to the greatest blame, and to universal contempt."
"In the first place, Madame de Pënâfiel cares very little about what
people say; and, secondly, she is the only person who knows the real
cause of this species of duel."
"But, even admitting that she has no fear of her secret being betrayed
by this event, she shows herself to be abominably heartless and cruel."
"Oh, she has the hardest and coldest heart imaginable; think of it,
when she is only twenty-five, and as beautiful as an angel!"
"And how comes it that you have not dissuaded these two intrepid
young men from this foolish danger? For if, as you say, every one knows
why they run this race, all their generous desire to shield the lady
amounts to nothing."
"To tell you the truth," said the count, "they did not tell me their
secret. I found it out by a strange accident, therefore could not allow
myself to make the smallest observation on what I was presumed to know
nothing about. I spoke seriously to them, but as to putting too much
stress on the dangers of the race, it was almost as much as to doubt their
courage, and thus it was impossible. If they had consulted me, I should
have told them that they were behaving like two crazy men, because no
one would ever be got to believe that for two hundred louis, which was
announced as the stake, two men of their fortune and position would
almost risk losing their lives; consequently, every one would be wild to
discover the real motive of their duel, and that would cause a great
scandal, and bring discredit on Madame de Pënâfiel."
"How do you know, then, that this race has anything to do with her?" I
asked the count.
"How do I know it? Every one says so; and as for me, I have been
acquainted with Madame de Pënâfiel for a long time, and my certainty on
the subject is based on the pretended indifference with which she
behaves to both of these young men, for on some occasions I have
known her to show the deepest dissimulation."
There was, in all this story of M. de Cernay's, such a strange mixture of
likelihood and improbability, that I found it hard to decide whether I
believed it or not.
"I can scarcely believe," said I, "from what you have told me, that
Madame de Pënâfiel can really be in good standing. Who goes to see
her?"
"She entertains the most distinguished men and women in society, for
she has one of the handsomest houses in Paris, an enormous fortune, and
receives in an almost royal style; besides this, her salon has great weight
in intellectual circles, but all this does not prevent Madame de Pënâfiel
from being detested according to her deserts."
"And what kind of a woman is she outside of all this? Is she clever?"
"Enormously clever, but she can say very sharp, very biting things; and
then she is scornful, capricious, excessively overbearing, for she is used to
having everything give way to her, because certain positions are so
elevated that, whether or no, you are expected to be obsequious. It is
needless to tell you that her coquetry passes all limits, and as to
describing her, she has the most ridiculous pretensions. She undertakes to
know all about—guess what! The abstract sciences, art, everything you
can imagine! Oh, I assure you, she is a strange, charming, and ridiculous
woman. As I am one of her very good friends, I would propose to you to
call and be presented to her, warning you, however, that she is as
dangerous as she is peculiar; but she is so capricious and changeable that
I cannot promise that you will be well received, for what she refuses to-
day she cries for to-morrow.
"But," said the count, as he looked at the clock, "it is getting to be late,
it is two o'clock; let us send for the carriages." And he rang the bell.
We all went out. The miraculous turnout of M. de Pluvier went ahead,
and the little man threw himself triumphantly into it, missing the step as
he did so.
I had fancied that for the last few minutes M. de Cernay showed signs
of uneasiness. I imagined that he was somewhat curious to find out if I
was worthy (by my horses at least) to gravitate around such a brilliant
planet as he.
As my cabriolet drew up, M. de Cernay looked it over with a
connoisseur's glance. It was very simple, very plain, the harness was all
black; but the bay horse was very large and of perfect form, and his
action was almost equal to the celebrated "Coventry's."[2]
"Diable! but that is a beautiful turnout, and you certainly have there
the finest cabriolet horse in Paris!" said M. de Cerval, in a tone of
approbation, in which there seemed to be just the smallest possible shade
of envy.
From that moment I felt that the count had placed me high in his
estimation. His phaëton drove up; he got into it beside Ismaël.
It is impossible to describe the elegance and lightness of this charming
light green carriage. Neither could anything do justice to the ensemble of
the turnout, which consisted of one gray and one sorrel horse of medium
size. All was perfect, even to the two little grooms of exactly the same
build and size, who mounted lightly to the back seat. It was the first time
I had seen horses with their manes docked, and this especially suited M.
de Cernay's horses, so arched and full of race were their necks. We set off
for the Bois de Boulogne.

[1]In contrast to our present manners, I cannot help quoting this note
of Madame la Princesse de Henin to Madame de Créquy, which is given
in the delightful and witty Souvenirs de Madame de Créquy. "I shall not
say 'you who know everything,' because you are weary of that formula,
but you who are ignorant of nothing, my dear, have the goodness to
explain to me something which I cannot understand, and which, it
seems, is important to my financial interests (pardon for such a
reason). I will begin by telling you that M. Lally is at St. Germain, and
that Madame de Poix does not know how to answer the question that
vexes me; her children are away; and so you will see why I write to
you at the far end of Paris. The Chevalier de Thuysi writes to me word
for word: 'I warn you to be on your guard against M. Lefèvre; I have
been notified that he is about to settle his accounts.' (I must tell you
that this Lefèvre has become my man of business.) But what can the
chevalier mean by this warning? Tell me, I beg of you, what does it
mean to 'hand in his cheque-book?' for these are his words. Madame
de Poix thinks it is a metaphor of some sort, and that is all we can
guess."
[2]A famous carriage horse of Lord Chesterfield's.

CHAPTER XII

THE GENTLEMAN-RIDERS

True or false, M. de Cernay's story had awakened my curiosity to such

a point that I was in the greatest hurry to arrive on the race-course.
We started off for the Bois de Boulogne. It was a beautiful day in
February; the sun was shining brightly; the pure fresh air, not too cold to
be pleasant, gave a healthy colour to the ladies who were riding in open
carriages on their way to the races.
We stopped at the Porte Dauphine to mount our saddle-horses. Mine
had to submit to another examination from M. de Cernay, who was
apparently confirmed in the good opinion he had formed of me. This you
may be sure flattered my vanity.
As for his own horses, they were, like everything else he owned,
perfect in every respect.
M. du Pluvier proved himself to be the demonstration of a theory of
mine, namely, that there are some men so constituted that they inevitably
make themselves ridiculous; he was hardly on his horse's back before he
allowed himself to be run away with. We supposed him to be some
distance behind us, when he suddenly shot by us like an arrow. We
watched him for some time, but his horse, turning into a cross-road, gave
him such a shock that he lost his hat, and then he disappeared.
We arrived tranquilly on the ground with Ismaël, laughing at this
mishap. I should mention the fact that De Cernay, being the owner of a
beautiful black Arab horse, and wishing to be as gracious as possible to
his "lion," had offered it to Ismaël as a mount. The renegade had
accepted, and his characteristic, dark face, and strange, brilliant costume
contrasted violently with, and served, as no doubt M. de Cernay had
foreseen, to accentuate the Parisian elegance of the latter.
Once on the ground, I got off my horse and mingled with the habitués
of the races, among whom I found several of my acquaintances. It was
then that I saw the frightful obstacle which was to be leaped over, after
the two miles had been run and the hedges crossed.
Fancy a beam raised five feet above the ground, and nailed across two
perpendicular posts like a gate across a road.
It was then that the story M. de Cernay had told me, strange as it was,
and contrary to all our usual customs, began to seem credible, and to
explain why these two young men were about to run such a terrible risk.
There was quite a crowd of people around the barrier, who were quite
as incredulous as I. They asked each other why two young men, who
were rich and in the best society, should risk their lives in such a way as
this. They wondered if the race was for an enormous sum of money, as
that might in a certain way justify such foolish bravery; but the purse was
but two hundred louis.
At last, after many foolish conjectures, several of the spectators, who
were conversant with the happenings in high life, arrived, either from
their own convictions or from being prompted by M. de Cernay's story,—
arrived, I say, at the same conclusion as he did, and gave the same
interpretation to this deadly duel.
This hypothesis was very generally admitted; because, in the first
place, it had the irresistible attraction of maliciousness; and, secondly,
because any explication of the silliest as well as the most serious
question, which appears to solve the long and vainly sought answer to the
enigma, is hailed with delight.
So that very soon I heard here and there such exclamations as the
following: "Is it possible?" "Ah, really! now that explains it all." "What
utter folly!" "What thoughtful tact!" "How foolhardy to run such risks for a
scornful coquette!" "It is just like her to permit such behaviour!" "The
devilish little marquise! It is disgusting!" "Incredible!" etc.
I had not the time to question M. de Cernay as to any details about the
performers in this extraordinary entertainment, so while the public was
venting its indignation on Madame de Pënâfiel, I happened to notice Sir
Henry ——, a great sportsman of my acquaintance, and thought that
perhaps he could give me some interesting information.
"Well," said I, "this race will be exciting enough, I hope! Can you tell
me which is the favourite?"
"Opinions are very equally divided," said he, "so that there does not
seem to be any favourite. As for the horses, they both come of good
stock; one, Beverley, is by Augustus out of Cybele, and the other, Captain
Morave, is by Camel out of Vengeress; both of them have spent two
hunting seasons in England. As for the gentleman-riders, they are the
Baron de Merteuil and the Marquis de Senneterre, and have each acquired
a tremendous reputation among the upper crust of the habitués of
Melton. They are said to equal our intrepid Captain Beacher, who broke
his last sound limb (the left forearm) in last year's steeplechase, at St.
Albans. One must be brave to face such danger. I have seen many races,
I have been to hunts and steeplechases in Ireland, where they have stone
walls instead of hedges, but the walls are never more than three or four
feet high. To tell the truth, I have never seen anything worse than that
bar," said Sir Henry ——, turning again towards the terrible barrier.
At every moment new carriages were arriving, and the crowd of
spectators becoming greater. This crowd was divided into two distinct
parties; the first, which was the greater majority, consisted of persons
who knew nothing of the rumours of society, and only saw in this race a
sort of show, whose peril they never suspected.
The smaller number, enlightened as to the reason and object assigned
to this challenge, understood perfectly well the danger these gentleman-
riders were about to expose themselves to.
But I must say that all of the spectators, especially these last, were
waiting for the hour of the race with an impatience that I shared with
them, and was almost ashamed of. Very soon the crowd rushed towards
the centre of the circle.
Messieurs de Senneterre and de Merteuil had just got out of a carriage,
and were mounting their horses to go to the starting-point.
M. de Merteuil looked to be no more than twenty-five, of an elegant
and graceful figure, and a charming face; he was calm and smiling,
though rather pale. He wore a silk jacket, half black and half white, with a
cap to match, his breeches were of pale yellow buckskin, and, to complete
his costume, he wore top-boots. He rode Captain Morave.
Captain Morave was a splendid bay horse, in such good condition that
you could almost see the blood circulating in the veins under his fine, silky
coat, which fairly reflected the light. You could have counted each one of
his strong muscles, so divested of all superfluous fat was his firm flesh.
M. de Merteuil stopped a moment at the winning-post, to speak to M.
de Cernay. M. de. Senneterre's horse was cooler, and did not need the
quarter of a mile gallop that M. de Merteuil was taking on his way back to
the starting-place. So he was riding a very pretty piebald back, curiously
marked with black and white. He was about the same size as M. de
Merteuil, and had quite as pleasant a face. Under his long overcoat could
be seen his purple silk jacket; Beverley awaited him at the start. He
approached his rival with a smile on his lips, and held out his hand. They
shook hands with apparently the greatest cordiality, which I thought was
dissimulation, but in good form, considering the terms on which they were
supposed to be.
These two charming young men created a universal and disquieting
interest, so real was the peril they were about to face in this thoughtless,
heedless way. In fact, no matter what it undertakes, bravery is always
admired. An elderly gentleman with white hair, and of very dignified
appearance, approached M. de Merteuil, and evidently made some
remarks to him about the perils of the race. His observations were
received with the most perfect politeness, but had no effect, for, in the
presence of that attentive crowd, Messieurs de Merteuil and de
Senneterre could not now seem to shrink from danger, whatever it might
be.
At last, it was time to go to the starting-place. One of M. de Cernay's
friends went with the gentleman-riders to superintend the weighing, and
give the signal.
The assemblage was now worked up to a breathless state of curiosity,
for now it was about to be satisfied.
At this moment, hearing a confused murmur of voices, which was fast
becoming a clamour of noise and confusion, I turned and beheld that
unfortunate man, Du Pluvier, who, hatless, his hair streaming in the wind,
his body thrown backward, and his legs forward, was stiffening himself
with all his might, and trying to stop his runaway horse; who, dashing
across the open race-course like an arrow, very soon disappeared in one
of the contiguous paths, amidst the shouting and derision of the
spectators.
This, ridiculous episode was hardly finished when another object
attracted my attention.
I saw a very handsome orange-coloured coupé drive up, drawn by two
magnificent black horses of the largest size, and yet of the finest race and
style. The silver mountings of the harness glittered in the sun, and on the
ample blue draperies of the coachman's seat I noted two coats-of-arms,
richly embroidered in coloured silk, surmounted by the crown of a marquis
worked in gold. I was gazing curiously into this carriage, when M. de
Cernay, who was passing near me, said, "I was sure of it, there is
Madame de Pënâfiel. It is infamous!" And, without giving me time to
question him, he rode up to the door of the carriage, around which
several men of Madame de Pënâfiel's acquaintance were pressing. She
seemed to receive M. de Cernay with rather a careless affability, giving
him the tips of her fingers. The count was very talkative and gay.
I looked again into the carriage, and could see Madame de Pënâfiel
distinctly.
Through the white blonde veil which fell from her simple little mauve
capote, I saw a very pale face, very regularly oval, and of a creamy white.
Her large eyes, which she kept half closed, were of a changeable greenish
shade, almost iridescent, and her eyebrows were beautifully arched above
them. Her smooth, white forehead was slightly prominent, and was
framed in a mass of light chestnut hair, whose golden shade reminded
one of a portrait by Titian. Her nose was small but rather too straight, and
her mouth, though rosy, was large, and the thin lips were so disdainfully
closed that her face had an expression which was at the same time weary,
sardonic, and scornful. The nonchalant pose of Madame de Pënâfiel, half
reclining in her carriage, all wrapped in a black cashmere shawl, increased
this look of languor and want of interest.
While I was gazing at Madame de Pënâfiel's features, she hardly
seemed conscious that De Cernay was speaking to her. Suddenly she
turned her head, in an absent-minded way, in the opposite direction from
the count. At once her pale face brightened, and she leaned forward
towards M. de Cernay, as though to ask him the name of some person
she glanced at, with a look of lively curiosity.
I followed the direction of her eyes, and saw Ismaël, whose horse was
impatiently rearing, though the renegade, who was a splendid horseman,
had him well under control. The long flowing sleeves of his red and gold
vestment were fluttering in the wind, and his white turban set off his
handsome dark face. He frowned savagely while striking his horse's sides
with the blades of his Moorish stirrups. Seen thus, Ismaël was a type of
fierce and powerful beauty.
I turned my head, and saw Madame de Pënâfiel, who, until then, had
been so uninterested, watching with the greatest anxiety every movement
of the renegade.
All at once, the horse of the latter reared so suddenly on its hind legs
that he was on the point of falling over backwards.
When this happened Madame de Pënâfiel threw herself back in her
carriage, and covered her eyes with her hand. However, as Ismaël's horse
did not fall, Madame de Pënâfiel, whose face for an instant had shown
how terribly alarmed she was, became quite serene again, and fell back in
her careless attitude.
All this scene took place in less than five minutes, and yet it gave me
an uncomfortable feeling. Under any other circumstances, the curiosity
Madame de Pënâfiel had shown in noticing Ismaël, whose picturesque
costume and brilliant colouring attracted universal attention, would have
appeared the most natural thing in the world. It was perfectly natural,
too, when the renegade's horse almost fell on him, that she should have
been suddenly terrified; what struck me as strange and peculiar in her
conduct, was that she should manifest so much solicitude about a man
she was not acquainted with, while at the same time she could be hard-
hearted enough to come and look on at a deadly struggle, which might
end in the death of one of those young men who were in love with her.
As soon as Ismaël's horse became quieted, Madame de Pënâfiel
resumed her nonchalant and bored attitude, then giving M. de Cernay a
nod, she closed the windows of her carriage, probably because she was
afraid of the cold, which was getting to be severe.
At this moment some men on horseback hurried towards the race-
track, crying, "They are off!"
M. de Cernay instantly stepped to the winning-post; a murmur of
excitement and curiosity ran through the assemblage; every one kept
clear of the space on each side of the terrible bar, which reared itself on
the hard and stony ground; while two doctors, sent in case of accident,
stood beside the dismal litter which is one of the obligatory accessories of
every race-course.
After having felt any of the thousand emotions which are excited by a
race,—the vanity of ownership, the real affection a man has for a noble
horse, the pride of a looked-for triumph, the fear or the hope of losing or
winning large sums of money,—we can easily understand the breathless
suspense that pervades the crowd at such a scene.
But on this occasion every spectator seemed to have an immense and
fearful interest at stake, so convinced was the crowd of the fearful danger
these gentlemen were running. I remember that, with the tact that exists,
and always will exist, among well-bred people, not a single bet was made
between any members of the upper classes who were witnesses of this
race, for its issue might be so fatal that the only thing thought of was the
chances of escape these young men might have, for they were well
known to all.
Every one waited eagerly for their appearance. All the opera and field
glasses were brought to bear on the two-mile track, for nothing could be
clearly distinguished.
At last a universal outcry showed that the jockeys had been sighted.
At the farthest end of the course we could see them bending over their
saddles. When they got to the first hedge they leaped it together. Then
they ran neck to neck over the distance between the first and second
hedges.
Then we saw the two horses' heads as they neared the second hedge,
—then the two riders who passed over it royally—both at once!
It was a magnificent race; the applauding was tremendous, but the
nervous excitement was even greater,—we were breathless, we were
frightfully oppressed.
At the third hedge M. de Merteuil had the advantage of a length, but
after the leap M. de Senneterre caught up with him, and they were now
again head to head, and were nearing the last terrible barrier with
incredible speed.
I had gone into the counter alley some feet from the winning-post, so
as to see the faces of the two rivals.
Very soon we heard the dull resonance of the ground under the shock
of the galloping horses. Like a flash they passed before me still head to
head. They were sweeping over the ground at a marvellous pace, their
coats were scarcely damp, their nostrils were open and trembling, their
heads were stretched out, their tails down, and their ears set back on
their necks.
The gentleman-riders, pale, bent over their horses' necks, clutched the
pommels with their bare hands, and pressed their horses between their
muscular legs with almost convulsive energy.
As they passed before me they were neither of them ten feet from the
bar. At this moment I saw M. de Merteuil give a vigorous blow of the whip
to his horse, attacking at the same time with the spur, intending in this
way to lift him over the bar with greater certainty. The brave horse leaped
instantly forward before his rival could get to the bar, for he was then
about half a length behind; but whether his strength gave out, or whether
he had been imprudently urged at that moment, instead of being allowed
to gather himself together so that he might take more time to the leap,
Captain Morave charged so blindly at the beam that he struck it with his
fore feet.
Then, hearing that great crowd utter a single and formidable cry, I saw
the horse and his rider turn a somersault, and roll on the track, at the
moment when M. de Senneterre, either on a better horse, or a better
rider, dashing up, made Beverley take an enormous leap, and cleared the
bar, which he soon left far behind him, as it was impossible for him to
stop the impetuous speed of his horse for some seconds.
Every one immediately surrounded the unfortunate M. de Merteuil. Not
daring to go near him, so much did I dread such a sight, I turned to
where I had seen Madame de Pënâfiel. Her carriage had disappeared.
Did she leave before or after this horrible accident?
Soon this dreadful murmur, "He is dead!" went through the throng.

CHAPTER XIII

THE OPÉRA

M. de Cernay having invited me to fill a vacant seat in a box at the

Opéra, which he and Lord Falmouth leased together, I was glad to accept,
and went there the very night of this unfortunate race, which, by the way,
happened on a Friday.
As I ascended the staircase, I was accosted by a certain M. de
Pommerive, who was an amusing sort of parasite in good society. He was
from fifty to sixty years old. He had more curiosity and malice than any
man I ever knew, and, besides, was the greatest gossip and liar that you
can imagine.
"Well," said he, as he joined me with an air of great consternation, "do
you know what has happened? That unfortunate M. de Merteuil is dead!
Ah, mon Dieu, mon Dieu, what a dreadful misfortune! I have just been
dining with Count ——; I can't remember a single thing I have eaten, I
was so overcome!"
"It was a frightful accident!"
"Frightful, frightful, frightful! But what is worse still, is the cause of the
challenge. You know what people say?"
"I know what they say," I replied, "but I do not know the facts of the
case."
"It amounts to the same thing," said M. de Pommerive; "but don't you
think it was the height of insolence in Madame de Pënâfiel to go to that
race? Because she has one of the most elegant houses in Paris, because
she is witty enough to say the most clever and cutting things, this
imperious marquise thinks she may be permitted to do anything she
pleases. It is revolting! My word of honour,—she ought to be made to feel
it! And since, after all, people will go to her house, because they are well
received and dine well there, it would be a shame, it would be an
indignity, it would be positively wicked, I say, to be quiet about such a
scandal. We would all seem to be the slaves of her caprices; perfect
slaves!" said he, with indignation.
"You are quite right," said I; "you show your independence, and your
noble contempt for benefits that you have received; nothing could be
more manly. But do they really say that De Merteuil and De Senneterre
had any quarrel about Madame de Pënâfiel, and that their challenge was
in consequence of it?"
"Certainly; people say so, every one repeats the same story, and every
one believes it though they themselves, that is to say Senneterre, for he is
the only one left, will never admit it. I met him awhile ago as I went to
inquire for that poor De Merteuil, who only lived two hours after his fall. I
met Senneterre at the door looking perfectly wretched,—such a face!
"I began to sound him about Madame de Pënâfiel, but he had
sufficient control over himself to pretend not to understand a word I was
saying. But after the way Madame de Pënâfiel treated them both on the
race-course, Senneterre could not admit the real cause of the challenge
without being thought a fool."
"How could that be?" said I.
"What, haven't you heard the good story about the marquise and the
Turk?" exclaimed M. de Pommerive, suddenly elated with joy.
As I had scarcely taken my eyes off Ismaël during the whole period of
the race, I was curious to know how much of his story could be true; so I
told M. de Pommerive that I had heard nothing at all about such a story.
Then that infernal mountebank began the following tale, accompanying
it with ridiculous gestures and malicious pantomime, so as to make it
more mischievous by making it amusing.
"Imagine, then, my dear monsieur," said De Pommerive, "that at the
very moment when these two unfortunate young men were about to risk
their lives, from an exaggerated sense of what was due to her reputation,
Madame de Pënâfiel was amusing herself by falling suddenly in love with
a Turk. Yes, monsieur, for an infernal scoundrel of a Turk, who is as
handsome as he can be, and whom De Cernay is infatuated with, nobody
knows why. But to get up such a sudden passion for a Turk; can you
conceive of such a thing? I can readily believe it, for every one knows how
capricious and how blasé she is, that marquise! Nothing that she could do
would astonish me. But women generally try to hide such exhibitions of
their feelings,—not she, not at all."
"That is a very strange story," said I.
"There is not the slightest doubt about its truth," replied he. "Cernay,
who was one of the judges, told me all about it, for it was of him that
Madame de Pënâfiel had asked, with almost indecent haste, who was that
Turk; for no sooner had she laid eyes on that remarkable specimen, then
she had no eyes, no thoughts, for any one else. (Here M. de Pommerive
spoke in a falsetto voice in supposed imitation of Madame de Pënâfiel).
'Ah, mon Dieu, how handsome he is! Where did he come from? Ah, what
an adorable costume! Ah, how different from your hideous clothes! (She
never thinks anything is handsome.) Mon Dieu, what an adorable face!
What a noble figure! Oh, there is nothing of the common herd about him!
What daring! How splendidly he holds his horse,' etc. I suppress the
etcetera," added De Pommerive, as he returned to his natural voice,
"because it would take me until to-morrow to repeat all of her
impassioned exclamations. But, can you believe it? She ordered her driver
to go up as close as possible, so that she might see him nearer, that lovely
Turk, that adorable Turk!"
"You are quite right. It was a sudden and violent passion. It was
almost African," said I to M. de Pommerive, hardly able to keep from
laughing outright at this truthful recital.
"Ah, but wait," said he, "you have not yet heard the best of the story!
Thanks to Madame Pënâfiel's cursed curiosity, one of her carriage horses
ran against the crupper of the Grand Turk's horse, and the latter began to
rear, to plunge, to paw the air with his fore feet; then, the marquise,
almost fainting with alarm, terrified for the safety of her dear, delightful
Turk, commenced to utter shrieks and lamentations.
"'Take care!'" exclaimed Pommerive, in his former falsetto, imitating
Madame de Pënâfiel's cry of alarm. "'Take care! Hold his horse! Ah,
heavens, the poor man! I have killed him! It was my fault! Save him, save
him! Help, help! If he is killed I shall never forgive myself! Ismaël!
Ismaël!' Till at last," said M. de Pommerive, "the marquise was so beside
herself that she was half hanging out of the window of her carriage,
waving her arms, and stretching them out towards her dear Turk, with
such an accompaniment of sobs and stifled cries that people took her for
a woman who had suddenly become insane. She was as pale as death,
her features were all convulsed, and, with her eyes starting almost out of
her head and streaming with tears, you can imagine what she looked like
and what a sensation she created. All that might have passed for
overexcitement or weak nerves, and thus have simply appeared
ridiculous, if we who knew the whole story did not know it to be worse
than ridiculous, it was abominable; for since Madame de Pënâfiel had
braved public opinion so far as to come and look on at the race, of which
she knew herself to be the cause, she might have behaved decently, and
not made a spectacle of herself in such an indecorous way, and for whom,
pray? Bon Dieu, for a devil of a Turk, that five minutes before she didn't
know from Eve nor from Adam!"
Every word of De Pommerive's story was revoltingly stupid and false;
there were twenty people, at least, who could deny it with as much
certitude as I. But when it came to calumniating and belittling Madame de
Pënâfiel, from whatever motive I knew not, these absurdities would
probably find an echo among people of the best society, for calumny
needs no foundation, and can feed upon itself.
"Well, what have you got to say to it? Is it not abominable?" said De
Pommerive, snorting with indignation, and panting with fatigue from his
efforts in mimicry and the strain on his voice.
"I have got to say this, my dear M. de Pommerive," said I, "that your
information is entirely unreliable, and your story utterly false. I am simply

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(Original PDF) Information Systems; A Managers Guide to

(eBook PDF) Managing Information Technology: What Managers

(eBook PDF) Information Systems for Managers with Cases

(eBook PDF) Microeconomics for Managers, 2nd Edition

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(eBook PDF) Information Technology for the Health

(Original PDF) Information Technology for the Health

Chapter 1 Managers: Key to Information Technology Results 1

Chapter 2 Strategic Planning 31

Chapter 3 Project Management 61

Chapter 4 Business Process and IT Outsourcing 95

Chapter 5 Corporate and IT Governance 129

Chapter 6 Collaboration Tools 161

Chapter 7 E-commerce 185

E-Commerce Critical Success Factors 198

Chapter 8 Enterprise Systems 219

Chapter 9 Business Intelligence and Big Data 253

Data Mining 267

Chapter 10 Knowledge Management 285

Chapter 11 Cybercrime and IT Security 307

Chapter 12 Ethical, Legal, and Social Issues of Information Technology 349

Why This Text?

Approach of This Text

Organization and Coverage in the 2nd Edition

Test Bank and Test Generator

THE E-BORDERS PROGRAM

Why Managers Must Provide Leadership for Information Technology (IT)

apprehending ISIL trainees returning to the United Kingdom.

the capabilities of this system would be expanded.

threats posed by ISIL and other terrorist and criminal organizations.

As you read this chapter, ask yourself:

This chapter provides a working definition of information technology, discusses the

WHY MANAGERS MUST UNDERSTAND IT

WHAT IS INFORMATION TECHNOLOGY?

MADAME LA MARQUISE DE PËNÂFIEL

True or false, M. de Cernay's story had awakened my curiosity to such

M. de Cernay having invited me to fill a vacant seat in a box at the

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