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Management 12th Edition Griffin Solutions Manual Full Chapter PDF
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Management 12e by Ricky W. Griffin
CHAPTER 6
Basic Elements of Planning and Decision Making
Part Three of this book is entitled PLANNING AND DECISION MAKING. Its fundamental purpose is
to discuss the first basic management function—planning and decision making.
Part Three has four chapters. Chapter 6 introduces the basic elements of planning and decision making.
Chapter 7 focuses on strategy and strategic planning. Chapter 8 addresses the management of decision
making. Entrepreneurship is the focus of Chapter 9.
Teaching Tip: Some instructors prefer to cover Chapter 9 separately at the end of the
course. If you prefer this method, Chapter 9 is written to be covered “out of sequence.”
CHAPTER SUMMARY
Chapter 6 is the first of four devoted to the planning process. Its purpose, therefore, is to introduce the
basic elements of this management function and to build a foundation for the more detailed coverage of
the material that follows in the remaining chapters of the part.
LEARNING OBJECTIVES
After covering this chapter, students should be able to:
1. Summarize the essential functions of decision making and the planning process.
2. Discuss the purpose of organizational goals, identify different kinds of goals, discuss who sets goals,
and describe how to manage multiple goals.
3. Identify different kinds of organizational plans, note the time frames for planning, discuss who
plans, and describe contingency planning.
4. Discuss how tactical plans are developed and executed.
5. Describe the basic types of operational plans used by organizations.
6. Identify the major barriers to goal setting and planning, how organizations overcome those barriers,
and how to use goals to implement plans.
MANAGEMENT IN ACTION
Cruise Control
The opening case discusses Carnival Cruise Lines’ dismal crisis management. Three separate accidents
show the regression of Carnival’s crisis management from merely adequate to its current state of
contradicting media and customer reports and finger pointing. Crisis management experts say companies
must execute their crisis management plan fast and effectively. Carnival does neither and continues to
flub up with each new accident.
Management Update: Micky Arison was replaced as CEO by Arnold Donald in June
2013. Donald served on the company’s board for 12 years. In July of 2015, Carnival
Corporation announced they are building two ships for their Costa Cruises in Italy. Each
ship can house 6,600 passengers and plans to operate starting in 2019. Currently, the
largest Carnival ships carry 3,600 passengers.
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Chapter 6: Basic Elements of Planning and Decision Making
LECTURE OUTLINE
Teaching Tip: Stress for students that the planning process portrayed in Figure 7.1
reflects an orderly and logical sequence of steps. In reality, of course, the actual planning
process used in any given situation will likely reflect some variation in this process.
Decision making drives planning. Decisions underlie the establishment of organizational goals, for
example, and the formulation and implementation of all plans.
In order to plan effectively, managers must understand the environmental context in which the
organization exists. They must establish a mission that includes the organization’s purpose,
premises, values, and directions. Strategic goals and plans are devised from the mission statement;
tactical goals and plans are generated from the strategic goals and plans; and operational goals and
plans are devised from the tactical goals and plans.
Cross-Reference: Note for students that we are simply introducing decision making
here. Chapter 8 covers decision making more thoroughly.
A. Purposes of Goals
Goals serve four important purposes.
1. Goals provide guidance and a unified direction for people in the organization.
2. Goals promote good planning.
3. Goals motivate employees.
4. Goals provide an effective mechanism for evaluation and control.
Discussion Starter: Ask students to think about their own personal goals. Then ask them
to evaluate each of those goals in terms of the purpose it serves.
B. Kinds of Goals – goals vary by level, area, and time frame.
1. There are four basic levels of goals.
An organization’s mission is a statement of its fundamental, unique purpose that sets it
apart from other firms of the same type. The mission also identifies the scope of the
business’s operations in product and market terms.
Strategic goals are set by and for the top managers of the organization who focus on
broad, general issues.
Tactical goals are set by and for middle managers and focus on how to operationalize
actions necessary to achieve the strategic goals.
Operational goals are set by and for lower-level managers who focus on shorter-term
issues associated with the tactical goals.
2. Goals are set for different areas such as finance, marketing, or human resources.
3. Goals are set across different time frames (long-term, intermediate-term, and short-term).
The length of each time frame differs by level.
C. Responsibilities for Setting Goals
All managers should be involved, but each manager generally is responsible for setting goals
that correspond to his or her level in the organization.
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Management 12e by Ricky W. Griffin
Teaching Tip: Figure 6.2 illustrates the kinds of organizational goals that might be set
for a regional fast-food restaurant chain.
Group Exercise: After discussing the material titled “Kinds of Goals”, have students
construct a hypothetical hierarchy of goals like those in Figure 6.2 for different kinds of
organizations such as a retailer, a manufacturer, a college or university, and so forth.
D. Managing Multiple Goals
Goals set by different areas or at different levels may conflict. Optimizing involves balancing
and reconciling possible conflicts between goals.
Discussion Starter: Ask students to identify situations in which they have had to
optimize multiple goals. A very relevant example for students is the trade-off between
socializing and studying for a test or between studying for multiple tests during finals.
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Chapter 6: Basic Elements of Planning and Decision Making
Management Update: As a corollary to the point noted above, planning task forces have
become more popular in recent years as firms have attempted to get their operating
managers more involved in planning.
Extra Example: Tenneco is an example of a firm that has taken this approach. While
Tenneco still has a planning staff, it is much smaller than it used to be. Its members
usually provide support for planning task forces composed of operating managers.
2. Planning task force—A planning task force is a group of line managers with a special
interest in the area of planning who are grouped together to address a particular issue.
Members of the planning staff also may be included in the task force.
Management Update: As the role of planning task forces has increased, so too has the
role of executive committees. These committees provide a natural analog to a planning
task force. That is, the executive committee can represent senior management, and a
planning task force can represent line management. The two groups can then work
together to effectively develop plans.
3. Board of directors—The board of directors establishes the corporate mission and
strategy.
4. Chief executive officer—The CEO plays a major role in the complete planning process
and is responsible for implementing the strategy.
5. Executive committee—The executive committee provides input to the CEO on the
proposals that affect their own units and reviews the various strategic plans that develop
from this input.
Extra Example: Again, this closely mirrors the approach used at Tenneco today. The
firm’s executive committee works with planning task forces, with the efforts of both
supported and assisted by a small planning staff.
6. Line management—Line managers are individuals with formal authority and
responsibility for the management of the organization. They provide valuable inside
information as plans are formulated and implemented, and they execute the plans
developed by top management.
D. Contingency Planning and Crisis Management
Contingency planning is the determination of alternative courses of action to be taken if an
intended plan of action is unexpectedly disrupted or rendered inappropriate.
Contingency planning usually involves various action points that are used to identify the need
to implement alternative plans.
Extra Example: Starbucks recently developed a contingency plan. Recent frosts in
Brazil drove up the price of coffee beans to the point that Starbucks increased its own
prices by 10 percent. It then developed a contingency plan for dealing with future pricing
alternatives. If the price of beans drops to previous levels, Starbucks will lower its own
prices back to previous levels as well. If bean prices remain high, however, Starbucks
will also keep its own prices high.
Discussion Starter: Ask students to recall examples of times when they have engaged in
contingency planning.
A closely related concept is crisis management—the set of procedures the organization uses
in the event of a disaster or other unexpected calamity.
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Management 12e by Ricky W. Griffin
Tactical plans are an organized sequence of steps designed to execute strategic plans.
A. Developing Tactical Plans
Tactical plans must address a number of tactical goals derived from a broader strategic goal,
must deal with specific resource and time issues, and require the use of human resources.
B. Executing Tactical Plans
For proper execution of tactical plans, a manager must evaluate possible courses of action in
light of the goal, make sure each decision maker has the information and resources necessary
to get the job done, ensure vertical and horizontal communication to minimize conflicts and
inconsistent activities, and monitor ongoing activities derived from the plans to make sure the
desired end results are achieved.
V. OPERATIONAL PLANNING
A. Single-Use Plans
A single-use plan is developed to carry out a course of action that is not likely to be repeated
in the future.
1. Program—a single-use plan for a large set of activities
Extra Example: In 2009, Disney acquired Marvel Comics. The process of integrating
the two companies was a program.
2. Project—similar to a program, but generally of less scope and complexity
B. Standing Plans
A standing plan is used for activities that recur regularly over a period of time.
1. Policy—specify the organization’s general response to a designated problem or situation.
Discussion Starter: Give students several examples of policies at your college or
university, for example, the school’s policy regarding scholastic honesty or sexual
harassment. Ask the students to describe why that policy was developed. In the students’
opinion, is the policy adequately addressing the problem?
2. Standing operating procedure (SOP)—outlines the steps to be followed in particular
circumstances.
3. Rules and regulations—describe exactly how specific activities are to be carried out.
Interesting Quote: McDonald’s is famed for its SOPs and rules and regulations. To see
where this mentality comes from, consider this quote from Ray Kroc, founder of
McDonald’s: “The French Fry has become almost sacrosanct for me. Its preparation is a
ritual to be followed religiously.” (Fortune, July 3, 1989, 80.)
Discussion Starter: Ask students for examples of rules and regulations they have
encountered that they did not understand.
Group Exercise: Form students into small groups of four or five members each. Have
each group identify a rule or regulation. Then have them attempt to find out when and
why that rule or regulation was adopted, and how many exceptions are made to it.
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Chapter 6: Basic Elements of Planning and Decision Making
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Management 12e by Ricky W. Griffin
Discussion Starter: Have students ever worked under a formal goal-setting system?
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Chapter 6: Basic Elements of Planning and Decision Making
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Management 12e by Ricky W. Griffin
The students of many departments will find that there are generally goals in three areas: teaching,
research, and service. Discuss the three areas with the students and try to discover why one is given
more importance than the other two by a given department. It may be interesting to discuss the
inclusion of research because many students do not see the rationale for including or emphasizing
research as a goal of an academic department.
9. Tell about a time when an organization was not able to fully achieve all of its goals
simultaneously. Why did this occur? Is complete realization of all goals impossible for an
organization? Why or why not?
Students’ answers will vary, but here is one example: “At my workplace, we seek to hire
experienced personnel who will be able to offer great customer service, but our budget is limited, so
instead we usually hire entry-level workers, whose customer-service skills are weaker.” Other
reasons for the inability to achieve goals simultaneously might be related to a constraint in other
resources, such as insufficient labor, raw materials, or time. In theory, organizations should be able
to find creative ways to satisfy many or all goals simultaneously. In practice, organizations with
complex sets of stakeholders must try to assure that each group has at least some of its needs met
but is unlikely to be able to fully satisfy all groups.
10. From your library or the Internet, find information about a company’s mission statement and
goals. List its mission and some of its strategic, tactical, and operational goals. Explain the
relationship you see among the goals at different levels.
Answers will vary. For example, if students investigated the mission statement of the IRS, they
would find: “to provide America’s taxpayers with top quality service by helping them understand
and meet their tax responsibilities and by applying the tax law with integrity and fairness to all.”
Among their strategic initiatives are the ability for all taxpayers to file their returns electronically. A
tactical plan that builds on that strategy is the development of relationships with third-party
providers of tax services, such as H&R Block. An operational plan that builds on that tactic is the
development of an IRS web site, which offers specific help and instructions online for every tax
form, to aid online filers. In general, students should find that the mission, strategy, tactics, and
operations build on plans at the previous level.
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Chapter 6: Basic Elements of Planning and Decision Making
C. If the team decides to close the plant, it must draw up a list of the factors on which it based its
decision and be prepared to justify it.
D. If the team decides to keep the plant open, it must draw up a plan explaining how the company
can still remain competitive.
The team has to keep cost as well as quality issues in mind. The Italian competitors are
currently beating them on both fronts.
E. Each member of each team should be prepared to explain the choices that he or she made in
helping the group reach its decision.
MANAGEMENT AT WORK
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Management 12e by Ricky W. Griffin
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Chapter 6: Basic Elements of Planning and Decision Making
The success of the company relies on customers purchasing snack products. Customers are
increasingly opting for healthy snacks. By taking a holistic approach of minding the well-being of
employees, customers, and suppliers, the company is promoting itself as a company that cares.
Having a global presence, the company can ill-afford a customer base on any continent who feels
the company is producing harmful products. For instance, paying special attention to the growing of
products in the supply chain satisfies both the people who live in the growing area as well as
customers purchasing the products anywhere in the world market.
3. Case Question 3: Explain – hypothetically – how the following might emerge as barriers to
sustainability planning at Mondelēz:
• Inappropriate goals.
• An improper reward system.
• A dynamic and complex environment.
• Resistance to change.
• Constraints.
Inappropriate goals may hinder sustainability planning if the goals are unattainable or if they place
too much emphasis on the wrong measure of success. A goal of producing an unsustainable amount
of coffee per acre will hinder sustainability planning.
An improper reward system may encourage suppliers to overestimate their sustainable production.
Many of Mondelēz’s suppliers are countries with unstable governments. If governments change
leaders, the company may face strict controls or a weakened workforce.
Resistance to change may hinder the company if suppliers do not wish to adopt the sustainable
measures the company encourages.
Constraints may come in the form of import restrictions from supplier countries.
4. Case Question 4: According to a 2014 McKinsey & Co. survey of executives, 36 percent included
reputation management – building, maintaining, or improving corporate reputation – among the top
three reasons for addressing sustainability.* Explain how the following management strategies can
help to enhance both sustainability and reputation:
• Setting aggressive internal goals for sustainability initiatives.
• Adopting a unified sustainability strategy with clearly articulated priorities.
• Building a broad leadership coalition in shaping sustainability strategy.
• Ensuring that everyone in the organization understands the financial benefits of
sustainability.
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Management 12e by Ricky W. Griffin
o Broad leadership allows for increased sensitivity to a variety of issues. The more
diverse the leadership, the better the company’s reputation.
• Ensuring that everyone in the organization understands the financial benefits of
sustainability.
o Having all employees on the same page and buying into the sustainability
initiatives increases the chance for success.
* Sheila Bonini and Anne-Titia Bové, “Sustainability’s Strategic Worth: McKinsey Global Survey
Results,” McKinsey & Co., July 2014 www.mckinsey.com , on September 15, 2014.
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rescue, and had not the Horse Guards opportunely fell in upon them, as they lay
battering before my house, it had not been in my power to have prevented a further
mischief.” (Letter from Humphrey Weld to the Earl of Craven in Calendar of State
Papers, Domestic, 1671, pp. 241–2).
478. Historical MSS. Commission, Duke of Portland’s MSS., Report XIII.,
App. 1, 683.
479. He was certainly there in April of that year. “Letter for the French
Ambassador brought by a sea captain enclosed to Humphrey Wield, at his house in
Wield Street, London.” (Calendar of State Papers, Domestic, 1673, p. 166).
480. For example: (i) 10 March 1676–7. Information of William Herriot that
“at Nieuport he met Captains Douglas and Ennys, who desired him to make his
address to the Spanish Ambassador at London, who lived at Wild House.”
(Calendar of State Papers, Domestic, 1677–8, p. 14); (ii.) 29 March, 1679. Lord
Clarendon reports that “in Mr. Weld’s garden in a grotto are 27 chests of goods....
Mr. Bedloe present said they belonged to Don Pedro de Ronquillio who was
present at the search and would not admit to have the letters perused.” (Historical
MSS. Commission, House of Lords MSS., App. to 11th Report, Part II., pp. 126–7);
(iii.) 26 April, 1681. Evelyn records his visit to “Don Pietro Ronquillio’s, the
Spanish Ambassador, at Wild House”; (iv.) 9th September, 1686. “The Spanish
Ambassador made a bonfire at Wild House last night and brought out wine for the
mob, but the rabble overthrew the bonfires, broke the cask of wine and broke the
windows, and pulled down some of the brick wall.” (Historical MSS. Commission,
Duke of Portland’s MSS., III., p. 397).
481. See Petition and Appeal of Ralph Lister, MSS. of House of Lords, New
Series, IV., pp. 274–5.
482. 21st December, 1693. “The Spanish Ambassador has taken a house in the
Old Spring Garden, where the Duke of Norfolk lately lived, and has, in a manner,
fitted up his chapel. Notice was sent to his Excellency that for some reasons a
Romish chapel could not be permitted within the verge of the Court, so he is
removing back to Weld House.” (Calendar of State Papers, Domestic, 1693, p.
433).
“Weld House is to be Lett, containing 33 Rooms, Garrets and Cellars, with
other suitable conveniences, in Weld Street near L.I. Fields. Enquire at Weld
House, or at Marybone House.” (London Gazette, Sep. 13–17, 1694).
483. Reproduced here.
484. Indenture between Isaac Foxcroft and others and Hugh Jones (in
possession of the London County Council).
485. Reproduced here.
486. Close Roll, 5 Chas. I. (2800)—Indenture between Richard Holford and
Sir Edward Stradling, reciting the earlier indenture.
487. See p. 93.
488. Chancery Proceedings, Bridges, 465–184. Plea of John Corrance.
489. Reproduced here.
490. Middlesex Feet of Fines, 32 Eliz., Hilary.
491. Ibid., 21 Jas. I., Easter.
492. Recited in Indenture between Matthew Francis and Symond Harborne,
in the possession of the London County Council.
493. Lease by the Rt. Hon. Lord Cary to William Loringe, in the possession of
the London County Council.
494. See p. 112.
495. Katherine Clifton, only daughter and heiress of Gervase, Lord Clifton of
Leighton Bromswold.
496. Calendar State Papers, Domestic, 1623–5, p. 488; 1627–8, p. 10; 1628–
9, p. 359; 1629–31, p. 38.
497. Ibid., 1628–9, p. 369.
498. Somerset House Wills, Harvey, 6 (Proved 15th January, 1638–9).
499. Lady Elizabeth Cust’s The Brownlows of Belton (Records of the Cust
Family Series), II., p. 61.
500. This is not quite certain, but there does not seem much doubt that the
entry refers to Lennox House.
501. The two portions were subsequently assessed for the Hearth Tax at 26
and 11 hearths respectively. The whole house was therefore comparable in size with
Bristol House, assessed at 40 hearths.
502. The Countess of Dysart writes from “Lady Allington’s house, Drury
Lane,” on 22nd August, 1667 (Calendar State Papers, Domestic, 1667, p. 409), and
in November, 1668 or 1669, Lord Allington refers to his mother’s house in Drury
Lane (Ibid., 1668–9, p. 55). Lady Allington was succeeded in this house by Lady
Ivey (Hearth Tax Roll for 1675).
503. Somerset House Wills, Batt, 136. (Proved, with 39 codicils, 28th June,
1680).
504. Middlesex Registry Memorials, 1716, III., 24.
505. Parton states that Brownlow Street appears in the parish books in 1685.
506. Indenture of 28th April, 1722, between Gilbert Umfreville and Chas.
Umfreville and Ric. Baker (Middlesex Registry Memorials, 1722, VI., 85).
507. See p. 105.
508. Grey’s St. Giles’s of the Lepers, pp. 114–5.
509. Reproduced here.
510. See p. 103.
511. Parton’s Hospital and Parish of St. Giles, p. 125.
512. The ratebooks from 1730 (earliest extant) to 1746 show “Daniel Hahn,”
possibly a more correct form of the name, at this house.
513. Indenture dated 27th May, 1728, between Peter Walter and Nicholas
Lovell (Middlesex Registry Memorials, 1728, VI., 15).
514. Grey’s St. Giles’s of the Lepers, p. 116.
515. Reproduced here.
516. Close Roll, 12 William III. (4863)—Indenture between (1) Mary
Rawlinson, (2) Giles Powell and (3) Jeremiah Ridge.
517. See p. 109.
518. See p. 112.
519. Privy Council Register, Vol. 29, p. 424.
520. Calendar State Papers, Domestic, 1611–18, p. 551.
521. Ibid., p. 555.
522. Privy Council Register, Vol. 29, p. 484.
523. Privy Council Register, Vol. 46, p. 274.
524. It is just possible that a later reference to the spring is to be found in the
petition dated 7th July, 1637, of the inhabitants of the Old Town of St. Giles,
“complayning of ye stopping up of a fair large and open well in ye said towne; being
of great use and comfort to ye peters who now find ye want thereof in these times of
contagion, ye same being continued to bee stopped up as aforesaid, by ye now
landlord Frauncis Garrett.” (Privy Council Register, Vol. 48, p. 105).
525. Parton’s Hospital and Parish of St. Giles, p. 114.
526. Close Roll, 9 Eliz. (742).
527. Close Roll, 24 Eliz. (1129)—Indenture between Jas. Briscowe, Joan his
wife and John Wise and Jas. Mascall.
528. Close Roll, 11 Chas. I. (3057).—Indenture between Thos. and Olive
Godman and Francis and Frances Gerard.
529. Property on the east side of Drury Lane and on the north side of Broad
Street is mixed up with this, and it is not possible entirely to separate them.
530. “... abutting east on a court called Ragged Staffe Court (which court was
heretofore in the possession of John Vavasour.” (Close Roll, 12 William III. (4863)
—Indenture between Mary Rawlinson, etc., cited above).
531. Parton’s statement that the two were identical (Hospital and Parish of St.
Giles, p. 127) is incorrect. The Hearth Tax Rolls mention both, and both are clearly
shown in the map accompanying Strype’s edition of Stow (Plate 5).
532. He died in 1585 (Inquisitiones Post Mortem, Series II., Vol. 208 (173).)
533. John Vavasour’s will (Somerset House Wills, Winderbanck, 65), was
proved on 18th June, 1608.
534. Close Roll, 9 Eliz., (749).
535. Middlesex Registry Memorials, 1723, V., 181–2.
536. On 16th January, 1717–8, Edward Theedham leased to Chas. Hall and
Ant. Elmes The Bear Brewhouse, in St. Giles (Middlesex Registry Memorials, 1717,
IV., 263).
537. Ancient tavern signs were nearly always “on the hoop,” which seems to
have originated “in the highly ornamented bush or crown, which latterly was made
of hoops covered with evergreens.” (Larwood and Hotton, History of Signboards,
p. 504.)
538. Hospital and Parish of St. Giles, p. 237.
539. Close Roll, 31 Chas. II. (4527).
540. Sewer Rate Book for that year.
541. Parton’s Hospital and Parish of St. Giles, p. 320.
542. Close Roll, 9 Eliz. (742).
543. On 27th March, 1573, Henry Amptill and Roger Mascall, brewers, were
convicted of having set at large certain suspected persons, whom William Westone,
a “hedborowe” of St. Giles, had taken in a certain tenement of the said Henry
Amptill and had imprisoned. (Middlesex County Records, Sessions Rolls, I., p. 82).
544. In 1621, John Ampthill was granted leave to alienate 5 messuages, 11
cottages and 4 gardens to Anne, Robert, James and Thomas Foote (Patent Roll, 19
Jas. I. (2263)); in 1614 he sold 3 houses to Richard Windell (Middlesex Feet of
Fines, 12 Jas I., Mich.), whose grandson in 1630 parted with them to Abraham
Hawkins (Close Roll, 6 Chas. I. (2823)); and in 1625 he obtained leave to alienate
14 messauges to John and Abraham Hawkins. On the death of Abraham in 1645,
he was still in possession of 14 messuages in St. Giles (Inquisitiones Post Mortem,
2nd Series, 707 (41).)
545. The Hawkins property seems to have descended to Sir William Dawes,
Archbishop of York, whose mother was Jane Hawkins. By a deed of 1726
(Middlesex Registry Memorials, 1726, IV., 389) Jane Lewis sold the remainder of
a lease granted by Sir William, and comprising inter alia a house which by
reference to the ratebooks can be shown to be the second westwards from Lamb
Alley.
546. Close Roll, 7 Chas. I. (2895).
547. Close Roll, 1655 (3866).
548. On 3rd December, 1603, William Barber, of St. Giles, gardener, was
convicted, with others, of throwing filth and dung near the highway in a certain
close called “Blumsberrie fieldes.” (Middlesex County Records, Sessions Rolls, II.,
p. 4).
549. Middlesex Feet of Fines, 32 Eliz., Easter.
550. Hospital and Parish of St. Giles, p. 319.
551. Sale by Arthur Blythe to William Wigg and Thomas Whitfield, in trust for
John Smallbone, dated 1680, and quoted by Parton (op. cit.) p. 126.
552. See p. 106.
553. Hospital and Parish of St. Giles, p. 125.
554. Hospital and Parish of St. Giles, p. 113. Newlands was actually in the
parish of St. Marylebone (see p. 125).
555. Blemundsbury, p. 308.
556. “Maslyn’s Pond” and “Maslyn Fields” are mentioned in the parish books
in 1644 and 1656 (Parton’s Hospital and Parish of St. Giles, pp. 270–1).
557. See p. 101.
558. See Sale by Arthur Blythe to Wigg and Whitfield, quoted by Parton
(Hospital and Parish of St. Giles, p. 126).
559. Kingsford’s edition, II., p. 91.
560. Reproduced here.
561. See p. 123. The Close had a reputed area of 10 acres (See e.g., Rents of
Henry VIII. in London and the Suburbs, 35 Henry VIII. (Rentals and Surveys,
General Series), Roll 452).
562. Parliamentary Survey (Augmentation Office), Middlesex, 24.
563. I.e., the field called Long Acre or Elm Field, lying between Castle Street
and the street called Long Acre.
564. Obviously a mistake for “south”; Castle Street is the thoroughfare meant.
565. Monmouth Street, now Shaftesbury Avenue, and West Street.
566. I.e., The Bowl property, see p. 110.
567. Sir John Brownlow. The same variation occurs in the Hearth Tax Rolls.
568. Close Roll, 2 Geo. II. (5363).
569. Endowed Charities, County of London, Vol. V., p. 946.
570. Patent Roll, 24 Charles II. (3137).
571. The existence of a “Tower Street” between King Street and White Lion
Street is impossible. A portion of the close was in 1690 used as a laystall (Calendar
of State Papers, Domestic, 1689–90, p. 389).
572. Chancery Proceedings, Bridges, 36–47. Suit of Jas. Kendricke.
573. Chancery Proceedings, Bridges, 614–105. Suit of William Jennens.
574. There are records inter alia of (a) four houses built in Great St. Andrew
Street, between Michaelmas, 1693, and August, 1694 (Middlesex Registry
Memorials, 1734, V., 266), and (b) houses built in Monmouth Street and Little Earl
Street in July, 1693, and October, 1694 (Chancery Decree Roll, 1933. Suit of
William Lloyd).
575. The leases of many of the houses erected on the south-west of the close do
not seem to have been granted before 1708–9.
576. Notes and Queries, 11th Series, VIII., pp. 182–3.
577. The plan is probably a little later than 1691 (the date assigned to it), for,
as has been shown, Neale did not obtain his lease until 1693.
578. Wheatley and Cunningham’s London Past and Present, III., p. 234.
579. Reproduced here.
580. Recited in Indenture of 25th October, 1728, between Jas. Joye (1), Oliver
Martin and Thos. Russell (2) and Rev. Thos. Blackwell (3) (Close Roll, 2 Geo. II.
(5364)).
581. Much of the above information is taken from Emily Dibdin’s Seven Dials
Mission: the story of the old Huguenot Church of All Saints, West Street.
582. Reproduced here.
583. It should be mentioned, however, that in a petition, probably belonging
to the year 1354, the Mayor and Commonalty of London claimed that the Hospital
had been founded by a citizen of London suffering from leprosy. (Calendar of
Letterbooks of the City of London, Letterbook G., p. 27).
584. Parton (History of the Hospital and Parish of St. Giles-in-the-Fields, p.
1) and, following him, Dugdale (Monasticon VII., p. 635) give the date of the
Hospital’s foundation as 1101. This is certainly wrong. Parton’s authority was an
entry in Leland’s Collectanea, I., p. 418 (2nd edn.), which under the date 1101
mentions several events, (i.) Henry’s marriage with Maud, (ii.) his appointment of
a military guard for his brother Robert who was in prison, (iii.) Maud’s foundation
of the Hospital of St. Giles. The next entry is dated 1109. The date 1101 is obviously
only intended to cover (i.) (which took place strictly speaking in 1100), for Robert
was not taken prisoner until the battle of Tinchebray in 1106. The passage
therefore would seem to suggest a date between 1106 and 1109 for the foundation
of St. Giles.
585. Survey of London (Kingsford’s edn.), II., p. 90.
586. Historia Anglicana, p. 176b.
587. Parton in his transcription of the document reads “forty” throughout, and
has been copied by everybody. It is, however, clearly “quatuordecim” in all cases.
588. Ancient Petitions, E. 617.
589. Ancient Petitions, E. 617; 2448.
590. Calendar of Letterbooks of the City of London, Letterbook G., p. 28.
591. Ibid., p. 29.
592. I.e., 27 Edw. I. (Calendar of Patent Rolls, p. 404). It has been generally
assumed that the date was 1354, i.e., 27 Edw. III., no doubt because Parton
(Hospital and Parish of St. Giles, pp. 23, 26) when translating the document
relating to the suit between the Abbot of St. Mary Graces and the Master of Burton
Lazars gave the name of the King as Edward the son of Edward, whereas the
reading is clearly “Edward the son of Henry.”
593. It really extended somewhat to the west of the eastern side of the modern
road, which has been formed by widening the ancient Hog Lane.
594. Close Roll, 16 James I. (2384).—Indenture, dated 19 March, 1617–8,
between Robert Lloyd and Isaac Bringhurst.
595. See p. 124.
596. Inquisitiones Post Mortem, 3 Edward VI. (89).
597. Close Roll, 8 Elizabeth (722).
598. Close Roll, 8 James I. (2066)—Indenture, dated 20th February, 1610–11,
between John Graunge and Robert Lloyd.
599. A sixth was sold in 1622 by John and William Flood to Zachery Bethel,
lying to the south of Sir Edward Fisher’s house, but this seems to have only
recently been built on land taken out of the four acres (see p. 122).
600. Close Roll, 16 James I. (2384).
601. The reversion was then sold to Francis Ashburnham (Close Roll, 5
Charles I. (2800)—Indenture, dated 1st March, 1628–9, between John Stafey and
Isaac Bringhurst and The Worshipful Francis Ashburnham).
602. Endowed Charities (County of London), Vol. III. (1900), p. 348.
603. Close Roll, 10 James I. (2123)—Indenture between Robert Floyd and
William Holt and John Harman.
604. Close Roll, 1652 (3683)—Indenture between John Hooker and Walter
Bigg.
605. Letter dated 5th May, 1677, from Philip, Lord Wharton to Sir R. Verney
(Historical MSS. Commission, Verney MSS., App. to VII. Report, p. 469).
606. Parton’s Hospital and Parish of St. Giles-in-the-Fields, p. 117.
607. Middlesex Registry Memorials, 1727, VI., 138.
608. Close Roll, 16 James I. (2384)—Indenture between Robert Lloyd and
Isaac Bringhurst.
609. Close Roll, 16 James I. (2384).
610. Close Roll, 7 Charles I. (2895)—Indenture between Anne Bringhurst and
John Stafey and the Lady Alice Dudley.
611. Close Roll, 10 Charles I. (3017).
612. Chancery Proceedings, Bridges, 455–66.—Suit of John Boswell.
613. The boundaries are given as (E) tenement now in occupation of Nicholas
Holden; (W) churchyard; (N) Kilburn to Holborn Highway; (S) orchard of Nicholas
Holden (Close Roll, 9 Elizabeth (742)—Indenture between Lord Mountjoy and
Percival Rowland).
614. The boundaries are given as: (S) highway from St. Giles to Knightsbridge;
(W) a tenement late of Rowland Percival, and a close of John Graunge; (N)
highway through St. Giles to Uxbridge (Close Roll, 11 Elizabeth (797)—Indenture
between Lord Mountjoy and Edward Kyngston).
615. See p. 125.
616. Inquisitiones Post Mortem, II. Series, Vol. 139 (134).
617. Inquisitiones Post Mortem, II. Series, Vol. 384 (139).
618. Recovery Roll, 21 James I. Trinity.—Indenture between John and
William Flood, and Zachery Bethel.
619. Somerset House Wills, Gee, 159.
620. Patent Roll, 23 Charles II. (3125).
621. Augmentation Office, Deed of Sale, E. 19. The Master of Burton Lazars
apparently lost by the transaction, but from a letter, dated 1st April, 1535, written
by Richard Layton to Cromwell, it would seem that at one time there was a distinct
prospect of his faring still worse. “I sent for the Master of Burton Lazer as you
desired, advertising him of the King’s pleasure commanding him to be here by
Easter eve, and desire you to intercede for him with the King that he might obtain
other lands for his lands of St. Giles’s. He came, and I have been with him divers
times. I have persuaded him to put his sole trust in you and that he shall not go to
the King in anywise before you bring him to His Grace. He is content to do so.
When you wish that I should bring him unto you to make further declaration to
him of the King’s pleasure, let me know.” (Calendar of Letters of Henry VIII., 26
H. VIII., p. 168).
622. These were in St. Anne’s, Soho.
623. After the Duke of Norfolk had heard that Legh was scheming to get the
mastership, he wrote that Legh was married, adding, “Alas! what pity it were that
such a vicious man should have the governance of that honest house!” (Letters and
Papers of Henry VIII., XII., i., p. 282).
624. Patent Roll, 28 Henry VIII. (671).
625. The whole of the above information is obtained from Chancery Decree
Roll (1).
626. Abstracts of Inquisitiones Post Mortem relating to the City of London,
ed. Geo. S. Fry, Part I., p. 62. Legh was buried in the old church of St. Leonard,
Shoreditch, and an illustration of his effigy is given in Ellis’s Antiquities of
Shoreditch. The following inscription was underneath (Hatton’s New View of
London, 1908):—