Original PDF Business and Administrative Communication 11th Edition PDF
Original PDF Business and Administrative Communication 11th Edition PDF
vii
based on ethnographic qualitative and quantitative research, it addresses the needs
of today’s classrooms, both online and traditional.
Presentation Skills: Skill Practice Inside and Outside the Classroom Connect’s
presentation capture tool gives instructors the ability to evaluate presentations and stu-
dents the freedom to practice their presentations anytime, and anywhere. With its fully
customizable rubric, instructors can measure students’ uploaded presentations against
course outcome and give students specific feedback on where improvement is needed.
viii
Connect Plus Business Communication Connect Plus Business Communication gives
students access to an integrated e-book, allowing for anytime, anywhere access to the
textbook. With each homework problem directly mapped to the topic in the book, the
student is only one click away from the textbook. The e-book also includes a powerful
search function that allows students to quickly scan the entire book for relevant topics.
ix
What’s New?
Many changes make the 11th edition even better. You will find new exam-
ples throughout the book. As you might expect, one of the biggest changes
is even more emphasis on electronic communication and tools. In addition
to an expanded Chapter 9, “Sharing Informative and Positive Messages with
Appropriate Technology,” almost every chapter now has its own technology
section. You will also notice more learning objectives and chapter summaries
organized around learning objectives. New end-of-chapter exercises include
shorter cases to complement the extended case on the BAC website.
The 11th edition includes new communication advice from business
figures such as Warren Buffett, Nate Silver, and Colin Powell; as well as new
examples of communication practices from major businesses such as Amazon,
Boeing, Campbell, Dairy Queen, IBM, J.C. Penney, Microsoft, Toyota, Yahoo,
and Zappos.
New web resources, as well as coverage of new topics, such as why posi-
tive psychology is important for business, why trust is important for good
communication, how our body language influences our own behavior, what
communication skills big data demands, how to create infographics, and why
etiquette is important are discussed.
Chapters offer new material from major business books, such as
■ Dan Ariely, Predictably Irrational: The Hidden Forces that Shape Our Decisions.
■ Marc Benioff and Karen Southwick, Compassionate Capitalism: How
Corporations Can Make Doing Good an Integral Part of Doing Well.
■ Jonah Berger, Contagious: Why Things Catch On.
■ Clayton M. Christensen, James Allworth, and Karen Dillon, How Will
You Measure Your Life?
■ Frances Frei and Anne Morriss, Uncommon Service: How to Win by Putting
Customers at the Core of Your Business.
■ Daniel Kahneman, Thinking, Fast and Slow.
■ Carol Loomis, ed. Tap Dancing to Work: Warren Buffett on Practically
Everything, 1966-2012: A Fortune Magazine Book.
■ Daniel H. Pink, To Sell Is Human: The Surprising Truth about Moving
Others.
■ Colin Powell with Tony Koltz, It Worked for Me: In Life and Leadership.
■ Nate Silver, The Signal and the Noise: Why So Many Predictions Fail—But
Some Don’t.
Chapters also offer new information from leading business sources such as
■ Bloomberg Businessweek
■ CNNMoney
■ Fast Company
■ Forbes
■ Fortune
■ Harvard Business Review
■ Inc.
■ Wall Street Journal
x
Updates also come from leading metropolitan newspapers, including the
Los Angeles Times, New York Times, and Washington Post, as well as too many
websites to mention.
Every chapter has been revised to keep it up-to-date for instructors and
interesting for students. Listed below are new or updated content and features.
xii
Chapter 6: Designing Documents
■ Includes new sections on using various software programs to create
designs and on creating infographics.
■ Opens with a description of how Morningstar, an investment firm, uses
document design to communicate complicated ideas to customers.
■ Presents new information on white space plus social media and
conventions.
■ Provides new examples, including before and after examples of Delta
boarding passes, as well as an infographic example.
■ Presents sidebars on useful design principles, the power of color, info-
graphic resources, image/photo resources, and usability.gov.
xiii
■ Includes new information on using communication technology, text
messages, tweets, and other social media; also, content on e-mail
etiquette and following up on e-mails.
■ Updates examples—from sources as varied as text messages, tweets,
the National Hurricane Center, banks, credit card contracts, Zappos,
and Standard and Poor.
■ Provides sidebars on teaching doctors communication skills, pilots and
air controllers texting each other, using social media at work, small
businesses preferring LinkedIn over Twitter, managing your e-mail
inbox, International Finance Corporation using storytelling to help
transfer information, and the CDC’s zombie apocalypse campaign
spreading information on disaster preparations.
xiv
■ Provides sidebars on a water charity, the importance of simplifying
information and navigation on the web, persuasion to lose weight, Nobel
prize winner Daniel Kahneman on how to write a believable persuasive
message, behavioral economics being used in India for safety and health
issues, Obama presidential campaign e-mail subject lines, in-store
persuasion, how to persuade people to buy your business book, distinc-
tions between charities and businesses, and fund-raising etiquette.
xvi
Chapter 19: Making Oral Presentations
■ Includes new sections on creating a Prezi and practicing presentations.
■ Opens with Steve Jobs as orator.
■ Includes new information on content choices, demonstrations, pre-
sentation openings, PowerPoint, other types of presentation software,
backchannels and Twitter, and handling questions.
■ Presents new sidebars on charisma, U.S. Army’s spaghetti slide, audi-
ence perception of voices, handling tough questions, and slide sharing
websites.
Retained Features
BAC Is Flexible
Choose the chapters and exercises that best fit your needs. Choose from in-
class exercises, messages to revise, problems with hints, and cases presented
as they’d arise in the workplace. Many problems offer several options: small
group discussions, individual writing, group writing, or oral presentations.
BAC Is Specific
BAC provides specific strategies, specific guidelines, and specific examples,
including annotated examples and paired good and bad examples. BAC takes
the mystery out of creating effective messages.
BAC Is Interesting
Anecdotes from a variety of fields show business communication at work. The
lively side columns from a host of sources provide insights into the workplace.
BAC Is Comprehensive
BAC includes international communication, communicating across cultures in
this country, ethics, collaborative writing, organizational cultures, visuals and
data displays, and technology as well as traditional concerns such as style and
organization. Assignments offer practice dealing with international audiences
or coping with ethical dilemmas. Analyses of sample problems prepare stu-
dents to succeed in assignments.
BAC Is Up-to-Date
The 11th edition of BAC incorporates the latest research and practice so that
you stay on the cutting edge.
xvii
Chapter Pedagogy
Chapter Outline and Learning Objectives
Each chapter begins with a chapter outline and learning objectives to guide students as
they study. The chapter summary is organized by learning objectives and followed by
learning objective review questions.
Learning
Objectives
Planning, Composing, After studying this chapter, you will know
LO 5-1 Activities involved in the composing process, and how to use these
Chapter Outline
Exercises and Cases *Go to www.mhhe.com/locker11e for
additional Exercises and Cases.
The Ways Good Writers Write ■ Half-Truth 7: “Big Words Impress People.” 5.1 Reviewing the Chapter
■ Half-Truth 8: “Business Writing Does Not
Activities in the Composing Process
Document Sources.” 1. What are some techniques of good writers? Which 6. What are some ways you can make your paragraphs
Using Your Time Effectively
Ten Ways to Make Your Writing Easier to Read ones do you use regularly? (LO 5-1–3) more effective? (LO 5-2)
Brainstorming, Planning, and Organizing Business ■ As You Choose Words 2. What are ways to get ideas for a specific communi- 7. How can you adapt good style to organization pref-
Documents ■ As You Write and Revise Sentences cation? (LO 5-1) erences? (LO 5-2)
■ As You Write and Revise Paragraphs
Writing Good Business and Administrative 3. What activities are part of the composing process? 8. How do revising, editing, and proofreading differ?
Documents Organizational Preferences for Style Which one should you be doing more often or more Which one do you personally need to do more care-
■ Business Styles
Revising, Editing, and Proofreading carefully in your writing? (LO 5-1) fully? (LO 5-3)
■ The Plain Language Movement
■ What to Look for When You Revise
■ Individualized Styles 4. What are some half-truths about style? (LO 5-2) 9. How can you get better feedback on your writing?
■ What to Look for When You Edit
Half-Truths about Business Writing
5. What are some ways you can make your sentences (LO 5-3)
■ How to Catch Typos
■ Half-Truth 1: “Write as You Talk.”
more effective? (LO 5-2)
Getting and Using Feedback
■ Half-Truth 2: “Never Use I.”
■ Half-Truth 3: “Never Use You.” Using Boilerplate
■ Half-Truth 4: “Never Begin a Sentence Readability Formulas
with And or But.”
■ Half-Truth 5: “Never End a Sentence with a
Summary by Learning Objectives
Preposition.”
■ Half-Truth 6: “Never Have a Sentence with More
than 20 Words, or a Paragraph with More than
8 Lines.”
118
NEWSWORTHY COMMUNICATION
Designing for Success
W
ith its detailed analysis of $50,000 for a professionally designed This focus on incorporating
pages of financial data, corporate logo. Since then, the com- excellent design as a central part
investment research is not pany has continued to focus on of the business model has paid off
usually associated with good graphic design, not just in its documents, but for Morningstar. It is now a $3.2 bil-
design. But for Morningstar, an inter- also in all of its products, websites, lion company that was included in
national investment research firm, and even the architecture and interior the Fortune “100 Best Companies
graphic design is central to its busi- design at the corporate offices. to Work For” list in 2011 and 2012.
ness. Morningstar’s clients count on Maintaining the commitment to According to Morningstar’s CEO,
the firm’s well-designed infographics high-quality design is so important Joe Mansueto, a good portion of
to “demystify and enliven investing.” that the head of the design depart- that success is a result of the com-
The dedication to design began ment at Morningstar is part of the pany’s focus on design: “I think
early at Morningstar. Soon after it company’s executive team and the cost-benefit payoff is very, very
was founded in 1984, the firm spent reports to the chairman and CEO. high.”
Source: Barbara T. Armstrong, “Good Design Is Good Business. Just Ask Morningstar,” Forbes.com, April 2, 2013, http://www.forbes.com/sites/
barbaraarmstrong/2013/04/02/good-design-is-good-business-just-ask-morningstar/.
xviii
loc03253_ch06_158-185.indd 159 11/10/13 1:21 AM
Wealth of Sidebar Examples
These novel and interesting examples effectively enhance student understanding of
key concepts. Featured in the margins of every chapter, these sidebars cover topic
areas that include International, Legal/Ethical, Just for Fun, Technology, Web, and
On the Job. In addition, gold stars identify “classic” sidebars.
Every week, Bike Nashbar receives about 40 large cardboard boxes containing bicycles and other
merchandise. As many boxes as possible would be stuffed into the trash bin behind the building,
Cause of which also had to accommodate all the other solid waste the shop produces. Boxes that didn’t fit
problem. in the trash bin ended up lying around the shop, blocking doorways, and taking up space needed
for customers' bikes. The trash bin was emptied only once a week, and by that time, even more
boxes would have arrived.
Triple space before
heading.
The Importance of Recycling Cardboard Rather than Throwing It Away
Double space after heading.
Arranging for more trash bins or more frequent pickups would have solved the immediate
problem at Bike Nashbar but would have done nothing to solve the problem created by throwing
away so much trash in the first place.
Double space between paragraphs within heading.
According to David Crogen, sales representative for Waste Management, Inc., 75% of all solid
waste in Columbus goes to landfills. The amount of trash the city collects has increased 150% in
Further the last five years. Columbus‘s landfill is almost full. In an effort to encourage people and
seriousness businesses to recycle, the cost of dumping trash in the landfill is doubling from $4.90 a cubic yard
of prob lem.
to $9.90 a cubic yard next week. Next January, the price will increase again, to $12.95 a cubic
yard. Crogen believes that the amount of trash can be reduced by cooperation between the
landfill and the power plant and by recycling.
r of
Capitalize first lette
ding.
How Bike Nashbar Started Recycling Cardboard major words in hea
Waste Management, Inc., is the country’s largest waste processor. After reading an article about
how committed Waste Management, Inc., is to waste reduction and recycling, I decided to see
Solution. whether Waste Management could recycle our boxes. Corrugated cardboard (which is what Bike
Nashbar’s boxes are made of) is almost 100% recyclable, so we seemed to be a good candidate for
recycling.
xix
Good and Bad Examples
Paired effective and ineffective communication examples are presented so students
can pinpoint better ways to phrase messages to help improve their communication
skills. Commentaries in red and blue inks indicate poor or good methods of mes-
sage communication and allow for easy comparison.
Don’t talk about your audience’s feelings, either. It’s distancing to have
others tell us how we feel—especially if they are wrong.
Lacks you-attitude: You’ll be happy to hear that Open Grip Walkway Channels meet
OSHA requirements.
You-attitude: Open Grip Walkway Channels meet OSHA requirements.
Maybe the audience expects that anything you sell would meet government
regulations (OSHA—the Occupational Safety and Health Administration—is
a federal agency). The audience may even be disappointed if they expected
higher standards. Simply explain the situation or describe a product’s fea-
tures; don’t predict the audience’s response.
When you have good news, simply give the good news.
Lacks you-attitude: You’ll be happy to hear that your scholarship has been renewed.
You-attitude: Congratulations! Your scholarship has been renewed.
Checklists
Checklists for important messages appear throughout the book. These helpful lists
serve as a handy reference guide of items to keep in mind when composing and
editing messages.
Checklist
Revising draft
Polishing draft
role or perform a task in a variety of realistic business scenarios. Helpful “hints” pro-
vide structure and guidance to students for them to complete the exercises.
xx
Teaching Support
Instructor Library
Connect’s instructor library serves as a one-stop, secure site for essential course
materials, allowing you to save prep time before class. The instructor resources found
in the library include:
Test Bank The Test Bank contains approximately 1,400 test items with answers.
Each is tagged with learning objective, level of difficulty (corresponding to Bloom’s
taxonomy of educational objectives), and AACSB standards.
xxi
Management Asset Gallery McGraw-Hill is excited to provide a one-stop shop
for our wealth of assets, making it quick and easy for instructors to locate specific
materials to enhance their course.
All of the following can be accessed within the Management Asset Gallery:
Manager’s Hot Seat—This interactive, video-based application puts students
in the manager’s hot seat, builds critical thinking and decision-making skills, and
allows students to apply concepts to real managerial challenges. Students watch as
15 real managers apply their years of experience when confronting unscripted issues
such as bullying in the workplace, cyber loafing, globalization, intergenerational
work conflicts, workplace violence, and leadership versus management.
Self-Assessment Gallery—Unique among publisher-provided self-assessments,
our 23 self-assessments give students background information to ensure they
understand the purpose of the assessment. Students test their values, beliefs,
skills, and interests in a wide variety of areas, allowing them to personally apply
chapter content to their own lives and careers.
Every self-assessment is supported with PowerPoints and an instructor manual in
the Management Asset Gallery, making it easy for the instructor to create an engag-
ing classroom discussion surrounding the assessments.
E-Book Option
E-books are an innovative way for students to save money and to “go green.”
McGraw-Hill e-books are typically 40% off the bookstore price. Students have this
choice between an online and a downloadable CourseSmart e-book.
Through CourseSmart, students have the flexibility to access an exact replica of
their textbook from any computer that has Internet service, without plug-ins or spe-
cial software, via the online version or to create a library of books on their hard drive
via the downloadable version. Access to the CourseSmart e-books lasts for one year.
Features: CourseSmart e-books allow students to highlight, take notes, organize
notes, and share the notes with other CourseSmart users. Students can also search
for terms across all e-books in their purchased CourseSmart library. CourseSmart
e-books can be printed (five pages at a time).
Visit www.coursesmart.com for more information and to purchase access to
our e-books. CourseSmart allows students to try one chapter of the e-book, free of
charge, before purchase.
xxiii
Tegrity Campus
Tegrity makes class time available 24/7 by automatically capturing every lecture in a
searchable format for students to review when they study and complete assignments.
With a simple one-click start-and-stop process, you capture all computer screens
and corresponding audio. Students can replay any part of any class with easy-to-use
browser-based viewing on a PC or Mac. Educators know that the more students
can see, hear, and experience class resources, the better they learn. In fact, studies
prove it. With patented Tegrity “search anything” technology, students instantly
recall key class moments for replay online, or on iPods and mobile devices. Instructors
can help turn all their students’ study time into learning moments immediately
supported by their lecture. To learn more about Tegrity, watch a two-minute
Flash demo at http://tegritycampus.mhhe.com.
Blackboard® Partnership
McGraw-Hill and Blackboard have teamed up to simplify your life. Now you and your
students can access Connect and Create right from within your Blackboard course—all
with one single sign-on. The grade books are seamless, so when a student completes
an integrated Connect assignment, the grade for that assignment automatically (and
instantly) feeds your Blackboard grade center. Learn more at www.domorenow.com.
McGraw-Hill Campus™
McGraw-Hill Campus is a new one-stop teaching and learning experience available
to users of any learning management system.
This institutional service allows faculty and students to enjoy single sign-on (SSO)
access to all McGraw-Hill materials, including the award-winning McGraw-Hill
Connect platform, from directly within the institution’s website. With McGraw-Hill
Campus, faculty receive instant access to teaching materials (e.g., e-textbooks, test
banks, PowerPoint slides, learning objects, etc.), allowing them to browse, search,
and use any instructor ancillary content in our vast library at no additional cost to
instructor or students. In addition, students enjoy SSO access to a variety of free con-
tent and subscription-based products (e.g., McGraw-Hill Connect). With McGraw-Hill
Campus enabled, faculty and students will never need to create another account to
access McGraw-Hill products and services. Learn more at www.mhcampus.com.
xxiv
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CHAPTER VIII.
ADVENTURES ON LAND.
THE wind, as usual, was dead ahead, and the Niña made slow
progress. For two days she lay at anchor in a quiet bay, but the
Admiral was so anxious to reach Spain in advance of Pinzon that he
would not wait any longer for a change of wind. Before he had
succeeded in getting out of sight of land, the missing Pinta was
sighted, and, Columbus’s anxiety being partially relieved, the two
ships put back and anchored at the mouth of a river. The interview
between Pinzon and the Admiral must have been interesting. It is
evident from many things that, since his great voyage had been
successful, Columbus had ceased to be the conversational bane of
humanity, and had become a reasonably taciturn man. On this
occasion Pinzon found him painfully silent. That troubled mariner
attempted to account for his desertion by saying it was all an
accident, and that he had lain awake night after night bewailing the
cruel fate which had separated him from his beloved commander. He
was ready to swear all sorts of maritime oaths that he had never
meant to part company and cruise alone.
The Admiral gloomily remarked that, while no man should be
held accountable for an accident, he felt that it was his duty to
mention that hereafter any officer found guilty of the commission of a
similar accident would be court-martialled and hanged, after which
Pinzon was permitted to return to his ship.
In view of the fact that Pinzon commanded the larger ship and
could probably have beaten the Niña, in a fair fight, the Admiral was
wise in accepting his excuses and affecting to believe his story. He
afterward learned that Pinzon had really been at anchor on the
eastern side of the island, where it was reported that he had been
seen, and that he had secured a large quantity of gold; but it was
judged injudicious to ask him to surrender the gold to the Admiral.
Thus harmony between Columbus and Pinzon was thoroughly
restored, and they hated and distrusted each other with great vigor.
The meeting of the Pinta and the Niña was, we may presume,
celebrated in due form, for Columbus, although he was a very
abstemious man, asserts in his journal that at this time he saw
several mermaids. We do not know what Pinzon saw; but if the
abstemious Admiral saw mermaids, the less decorous Pinzon
probably saw a sea-serpent and a procession of green monkeys with
spiked Prussian helmets on their heads.
On the 9th of January the ships again weighed anchor and
sailed along the coast, stopping from time to time to trade with the
natives. At Samana Bay the Spaniards found a tribe of fierce
savages, with whom they had a skirmish which resulted in wounding
two of the enemy. Nevertheless, the local cacique made peace the
next day, and told Columbus a very meritorious and picturesque lie
concerning an island inhabited by a tribe of Amazons. Recent events
indicate that in fighting and lying the present inhabitants of Samana
Bay are no unworthy representatives of those whom Columbus met.
When, on the 16th of January, Columbus made positively his last
departure for Spain, he intended to stop on the way and discover
Porto Rico, which lay a little southward of his true course. To this,
however, the sailors strongly objected. They had discovered as
many islands as, in their opinion, any reasonable man could desire,
and they pined for Palos and its rum-shops. They did not break out
into mutiny, but they expressed their feelings so plainly, by singing
“Home Again” and other depressing songs, that Columbus felt the
wisdom of gratifying them—especially in view of the probability that
Pinzon would again give him the slip at the first opportunity. The
sailors were therefore ordered to square away the yards, and the
ships were put before the fair west wind with their several bowsprits
pointing straight toward Palos. Joy filled the bosoms and heightened
the ruddy tint of the noses of the crew. That night they thought more
highly of Columbus than ever before, and remarked among
themselves that they were glad to see that the old man could restrain
his unnatural thirst for islands when it became clearly necessary for
him to do so.
It was not long before the fleet—if two vessels can be regarded
as a fleet, except in the United States Navy—came into the region
where the trade-winds constantly blow from the east. Columbus may
not have recognized them as trade-winds, but he perfectly
understood that they were head-winds, and with a view of avoiding
them steered in a northerly direction. He succeeded in getting out of
the region of perpetual east winds, but he reached the latitude where
storms-centres moving rapidly to the east and south, together with
areas of depression in the region of the lakes and rain in the New
England and Middle States—in short, all the worst varieties of
weather in the repertoire of the Signal Service Bureau—prevail. The
pilots soon lost all idea of the course which the vessels had sailed,
and as each one entertained a different opinion about the matter,
while Columbus differed from them all and made it a practice to
confuse their minds with opinions on navigation of the most intricate
character, there was a certain lack of cordial and intelligent
agreement among the navigators of the fleet.
About the middle of February a succession of tremendous
tempests overtook the vessels. For days they drove before a gale
which carried them in a north-easterly direction and threatened every
moment to sink them and hide all vestiges of the great transatlantic
expedition beneath the waves. Pinzon, owing to the injured condition
of his mast, had no control over his ship, and was soon carried out of
sight of Columbus. The latter felt that the time had come to employ
all his knowledge of seamanship. An ordinary prosaic ship-captain of
the present day, finding himself in a like situation, would have
brought his ship down to a close-reefed maintopsail, and, bringing
the wind on his starboard quarter, would have steered about east by
south, and so carried the ship out of the cyclone in two or three
hours. Columbus, however, was far too scientific a navigator to adopt
any such commonplace expedient. He mustered his crew, and
ordered them to draw lots to see who should vow to make
pilgrimages in case they should succeed in reaching land. He
himself drew a lot which required him to make one pilgrimage to
Santa Clara de Moguer, and another to Santa Maria de Guadalupe,
and, in addition, to pay for a series of masses and to present candles
to the Blessed Virgin.
As this manœuvre, which was at that time regarded as one of
the most abstruse known to mariners, unaccountably failed to better
the condition of the ship, the entire crew vowed to march to the first
available church bare-footed and clad only in their shirts. The
frightful nature of the storm may be imagined from the fact that, in
spite of this splendid display of Spanish seamanship, the Niña
continued to exhibit a determined propensity to go to pieces or to
founder. Having thus done everything that a sailor could do, and all
without avail, Columbus yielded to the promptings of superstition,
and filling a quantity of empty casks with sea-water placed them in
the hold, where he hoped they would render the ship somewhat
stiffer. The Niña at once became steadier and ceased to try to lie
over on her side, and it is quite possible that Columbus believed that
his superstitious use of casks had more to do with the salvation of
the ship than all the combined vows of the Admiral and his men.
While in imminent danger of drowning, Columbus had the cool
forethought to write a full account of his discoveries. He enclosed the
manuscript in a water-tight barrel, which he threw overboard after
having attached to it a written request that the finder would return it
to Christopher Columbus, or his representatives at Cadiz, Spain,
where he would be suitably rewarded. It has not yet been found, but
it is the intention of Dr. Schliemann, the discoverer of the personal
jewelry of Helen of Troy, to discover it whenever he can spare a few
days from more important discoveries.
On the 15th of February land was sighted. It was the island of St.
Mary’s, one of the Azores, but no one except Columbus had any
idea that the Niña was farther north than the latitude of Lisbon. No
sooner had the land been sighted than the wind changed to the
north-east, and it was two days before the Niña could reach the
island and anchor under its lee.
As for the Pinta, it was believed that in her crippled condition she
must have perished in the storm, and as a matter of course
Columbus felt extremely sorry that Pinzon could no longer display
his insubordinate and unprincipled want of respect for his superior
officer.
Of course everybody was anxious to go ashore at once. The
sailors anticipated that rum could be found on the island, it being
inhabited by civilized and Christian people, and Columbus, who, we
may suppose, was not very well satisfied that he had been selected
by lot to make two pilgrimages and spend a quantity of money in
masses and candles, was anxious to see the crew parade for
attendance on divine worship in their shirts. But the Azores belonged
to Portugal, and though the Portuguese king had refused to assist
Columbus in his plans of exploration, he was very indignant that any
other monarch should have helped the Italian adventurer, and felt
that Columbus had treated him disrespectfully by accepting Spanish
help. Knowing all this, Columbus remained on shipboard and sent a
boat ashore to inquire if there was a church near at hand.
The inhabitants of the island were greatly astonished to learn
that the weather-beaten ship lying at anchor was the remnant of the
exploring expedition which had sailed six months earlier from Palos.
The Governor of the island, Juan de Casteneda, had been ordered
by the Portuguese king to arrest Columbus, in case he should visit
the Azores, for the offence of discovering continents without a
license from the Portuguese. De Casteneda therefore was anxious
to induce Columbus to land, but by too great zeal he overreached
himself.
As soon as it was ascertained that there was a shrine on the
island, Columbus ordered his men to fulfil their vow by marching in
procession to it in their untrammelled shirts. One half the crew were
detailed for this pious duty, and the Admiral intended to march with
the other half as soon as the first division should return. The hasty
Governor waited till the procession had entered the shrine, and then
arrested every one of its members, on the frivolous plea of dressing
in a way adapted to outrage the feelings of the public and to excite a
breach of the peace. When Columbus found his men did not return,
he weighed anchor and stood in toward the shore. He was met by a
boat containing the Governor, who declined to come on board the
Niña, and conducted himself generally in such a suspicious way that
Columbus lost his temper and called him unpleasant names. He held
up his commission with its enormous seal, and told the Governor to
look at it and comprehend that sealing-wax was not lavished in that
way except upon officers of distinguished merit. The Governor not
only insulted Columbus, but he spoke derisively of the sealing-wax,
and then rowed back to land, resolved to keep his shirt-clad
prisoners until he could add Columbus himself to the collection.
The usual gale soon after sprang up, and the Niña was driven
out to sea and kept there in very unpleasant circumstances for
several days. When at length Columbus again returned to his
anchorage, De Casteneda sent two priests and a notary to inspect
his papers. They found that his commission was properly made out,
that the ship had a clean bill of health, and that her clearance from
Guacanagari’s custom-house was without a flaw. They then informed
him that the Governor had been compelled to exercise a little caution
lest vessels arriving from the West Indies should introduce yellow
fever into the Azores, but that he was now entirely satisfied and
would be glad to have Columbus call on him. The next morning he
liberated the men whom he had made prisoners, and let them return
to their ship and their trousers, it being evident that he could not
hope to arrest Columbus, now that the latter was on his guard.
Having regained possession of his men, Columbus set sail for
home on the 24th of the month. In about a week another storm, more
violent than any which had preceded it, struck the unhappy
voyagers. Once more the splendid seamanship of the commander
was displayed by an order for all hands to draw lots for pilgrimages.
This time the loser was to walk barefooted to the shrine of Santa
Maria de la Cueva, and when Columbus found that he had once
more drawn the losing lot, he must have made a private vow to play
henceforth some other game in which he might have some little
chance to win something. It is impossible to repress the suspicion
that the vow afterward made by the crew to eat nothing but bread
and drink nothing but water for a week, was made in accordance
with the determination of the Admiral that he should not be the only
person to perform painful and difficult feats of practical seamanship.
During the worst of the storm, and in the middle of the night, land
was seen, and the ship had a narrow escape from being dashed
upon it. When daylight appeared, it was found that the mouth of the
Tagus was close at hand; and although it was obviously dangerous
for Columbus to venture into Portuguese waters, he sailed into the
river and anchored in a sheltered place near the rock of Cintra. He
lost no time in sending letters, by the District Telegraph messengers
of the period, to the Spanish and Portuguese monarchs, and asked
of the latter permission to sail up the river to Lisbon. This request
was obviously a hollow form. Lisbon was the last place to which the
Admiral would have been willing to take his ship, but he wanted to
convince the Portuguese king that he had the utmost confidence in
him.
CHAPTER X.
HIS RECEPTION, AND PREPARATION FOR A
SECOND EXPEDITION.