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Dipak Basu · Victoria Miroshnik

Ethics, Morality and

Business: The
Development of
Modern Economic
Systems, Volume II
Modern Civilizations
Ethics, Morality and Business: The Development
of Modern Economic Systems, Volume II
 Dipak Basu · Victoria Miroshnik

Ethics, Morality
and Business: The
Development
of Modern Economic
Systems, Volume II
Modern Civilizations
Dipak Basu Victoria Miroshnik
Nagasaki University Reitaku University
Nagasaki, Japan Chiba, Japan

ISBN 978-3-030-68066-4 ISBN 978-3-030-68067-1 (eBook)

https://doi.org/10.1007/978-3-030-68067-1

© The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer
Nature Switzerland AG 2021
This work is subject to copyright. All rights are solely and exclusively licensed by the
Publisher, whether the whole or part of the material is concerned, specifically the rights
of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on
microfilms or in any other physical way, and transmission or information storage and
retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology
now known or hereafter developed.
The use of general descriptive names, registered names, trademarks, service marks, etc.
in this publication does not imply, even in the absence of a specific statement, that such
names are exempt from the relevant protective laws and regulations and therefore free for
general use.
The publisher, the authors and the editors are safe to assume that the advice and informa-
tion in this book are believed to be true and accurate at the date of publication. Neither
the publisher nor the authors or the editors give a warranty, expressed or implied, with
respect to the material contained herein or for any errors or omissions that may have been
made. The publisher remains neutral with regard to jurisdictional claims in published maps
and institutional affiliations.

This Palgrave Macmillan imprint is published by the registered company Springer Nature
Switzerland AG
The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland
 This book is dedicated to our uncle
Nishith Ranjan Mitra, the Managing Director of the famous publishing
house of India,
Deb Sahitya Kuthir,
who has stimulated us always.
 Introduction

In this book, we have analyzed the modern ideas of ethical dimensions

in economics and business. The modern battle is between capitalism
and socialism, in which capitalism is winning now, after the destruction
of the Soviet Union and the resultant demise of Yugoslavia, Venezuela,
Libya, and Syria. In this book, we have discussed the ethical dimensions
of this conflict. Ethical justifications for capitalism were supported by
Adam Smith, Bentham, John Stuart Mill in the nineteenth century and by
Weber, Friedman, and Stigler in the twentieth century. Socialism was justi-
fied by Marx and Engels in the nineteenth century, and Lenin, Bukharin,
Trotsky in the twentieth century.
In this book, we have analyzed these issues along with the ethical
management as demonstrated by Japanese corporations and in Scan-
dinavian countries where socialist characters are implemented within a
capitalist economy.
Corrupt people prohibit the development of a country by using public
resources for personal gains. The moral suggestion to solve this problem
is that one must work solely for common good. The corrupt people
have their rationality but from the moral point of view, it is not justi-
fied. However, capitalism gave its justification, as Friedman justified the
state power to protect the drug dealers. Adam Smith justified the self-
ishness of individual traders in terms of creating utility for the society
through the invisible hands of the market. Utilitarian, like Bentham or

vii
viii INTRODUCTION

John Stuart Mill, justified colonialism, as they were all directors of the
East India Company who colonized India.
Socialism justified human goods in terms of developing and nourishing
essence of human nature. In that sense, Marx followed Kautilya, Aristotle,
Aquinas, and Spinoza in his avocations of workers freedom in terms of
achieving human essence. Inequality of distribution of resources impedes
the perfection of both rich and poor. In that sense, Pareto Optimality is
an impediment for the proper redistribution of resources in any society, as
redistribution can affect the rich adversely although it benefits the poor.
From the society’s point of view, moral values can be fully realized only in
a society in which each member is roughly equal in power and status with
the others. That was nearly achieved in the Soviet Union and Yugoslavia,
but both were destroyed because of human greed. Now Japan and Scan-
dinavian countries are trying to achieve that goal of a moral society by
reducing inequality.
If economics has to be useful, it should promote Rousseau’s idea of
a moral economy, in which the will of the society would prevail upon
the will of the individual. The challenge of the government should be
to enhance public and private welfare by creating conditions of equi-
tability and justice. That would create individuals into moral and respon-
sible subjects who would not be interested to accumulate fortune at the
expense of the people, which is the principle of the stock market led
economics.
Modern economics is now a useless economics, full of unnecessary
mathematics and statistical theories. It has to be rescued to include useful
mathematics and statistics to plan the economy to enhance morality in
social and economic affairs. That is the ethical duty of the new generations
of economists for whom this book is directed.
 Contents

1 Ethics of Management 1
2 Ethics of Capitalism? 29
3 Marxist Ethics 57
4 Business Ethics and Ethical Leadership 95
5 Japanese Management System 139
6 Socialism in Yugoslavia and Sweden 173

Conclusion 193
Index 197

ix
 List of Tables

Table 3.1 Analysis of economic growth rate (real GNP at 1987

price) 77
Table 3.2 Average growth rate in the EEC and CMEA (in % pa) 79
Table 3.3 Analysis of economic growth rates and labor productivity 80
Table 3.4 Investment ratio and investment efficiency 80
Table 3.5 A dynamic comparison of the Soviet and U.S. economies
(USSR as % of USA) 81
Table 3.6 USSR: growth rates of the GNP (av.annual rate) 81
Table 3.7 USSR: total trade, 1981–1990 (billion current U.S.
dollars) 88
Table 3.8 USSR: estimated hard currency balance of payments
(million current US dollars) 89
Table 3.9 USSR: estimated hard currency debt to the west (billion
current U.S. dollars) 90
Table 4.1 Ethical and unethical leadership The Ethical Leader 97
Table 4.2 Examples of final (personal and ethical–social) and
instrumental values (ethical–moral and values of
competition) 99
Table 4.3 Criteria for evaluation of ethical leadership 99
Table 5.1 Lean production system 142

xi
 CHAPTER 1

Ethics of Management

There are two different views of ethics, as the discipline that deals with
morals. Ethics tries to describe the role morality plays in our everyday
lives, this is descriptive ethics. It may try to tell us what is morally right
and wrong. That is called normative ethics.
Descriptive ethics raises the question about the role of “morality” actu-
ally plays in the actual economy. We may say that business has nothing to
do with morality. However, morality has important roles in the efficiency
of any economic system. In an exchange economy, if there is no trust in
transactions, there cannot be any transaction (Bowie 2017; Abend 2014).
The concept of “Moral Economy” has a long history. It was mentioned
by Kautilya, Aristotle, Cicero, and Jesus. In recent years, the concept was
elaborated by Polanyi (1957), Thompson (1963), Schumacher (1963),
Sayer (2000), and Bowles (2016). The idea is that a pure exchange
economy is immoral unless it would be accompanied by concerns for the
people, would create harmony in the society or Ji-Hi, as in the pre-Meiji
economy of Japan (Hiroike 1928; Horide 2009) or Maurya Dynasty and
Pala Dynasty in ancient and medieval India (Mazumdar 1917).
There are issues that can undermine ethical norms. There can be nepo-
tism, and favoritism, which discriminate against outsiders. There can be
bribery, which discriminates those who play by the rules and creates
an atmosphere of fraud. There can be cartels and price fixing in which

© The Author(s), under exclusive license to Springer Nature 1

Switzerland AG 2021
D. Basu and V. Miroshnik, Ethics, Morality and Business:
The Development of Modern Economic Systems, Volume II,
https://doi.org/10.1007/978-3-030-68067-1_1
2 D. BASU AND V. MIROSHNIK

companies form “oligopolies,” restricting competition to create exces-

sive profits. As a result, consumers and the country have to incur losses.
Prices can go up and there can be mal-distribution of wealth and assets.
Without morals and ethical behavior, efficient and legitimate business
cannot survive. Ethical–moral values refer to forms of conduct that one
has to live by in order to reach desired outcomes in the form of final values
(Bolton and Laaser 2013; Friberg and Gotz 2015; Gotz 2015; Gotz et al.
2020; Sayer 2004).
In recent decades, efforts have been made to implant capitalist
economic systems and impose capitalist structural reforms on countries
meant to induce some sort of self-sustaining economic growth. The
efficient functioning of economic institutions is not independent of its
cultural context. If economic theory itself is ignorant of that context it
will be irrelevant and could not produce any real effects. The success of an
economic system and its resultant institutions are very much contingent
on cultural factors and moral criteria (Abend 2014; Esterly 2002).
Moral norms make economic behavior more predictable and reliable.
Thus, they make economic transactions possible. Moral norms create an
important economic resource, called “social capital,” denoting intangible
resources that can be sustained via social relationships. Such moral norms
include (Wicks 2020; Sandel 2012):

• a commitment to honor contracts;

• relationships, inside and between organizations, built on loyalty, and
harmony with friendship, reciprocity, and cooperation;
• compliance with the moral laws.

Values
Values drive organizational culture (Schein 1992). A value can be defined
as “an enduring belief that a specific mode of conduct or end state of exis-
tence is personally or socially preferable to an opposite or converse mode
of conduct or end-state of existence” (Rockeach 1973). Values guide an
individual’s behavior, actions, and judgments (Rockeach 1973; Abend
2014).
Ethical values in an organizational setting are strengthened through
values-based leadership, that can be defined as a relationship between
 1 ETHICS OF MANAGEMENT 3

leaders and co-workers, based on shared, internalized values, that are to

be implemented by the leader (Daft 2007) in an organization.
The leaders that demonstrate integrity are honest with themselves and
others, learn from mistakes and are constantly in the process of self-
improvement. Progressive companies increasingly incorporate numerous
strategic approaches, which go beyond narrow economic considerations.
Such companies supplement economic views of strategy and competi-
tion with a view that strong corporate values are essential components
of competitiveness and superior financial performance.
In society, values help to define people’s “core” feeling and related
thinking (Abend 2014; Hunt et al. 1989). In an organization, “values
serve to convey a sense of identity to its members, enhance the stability
of its social system, direct a manager’s attention to important issues,
guide subsequent decisions by managers, and facilitate commitment to
something larger than self” (Deal and Kennedy1982).
Ethical orientation of an organization is revealed through the formal
and explicit activities of business life on a daily basis. The basis of these
activities is provided by the enterprise’s accepted procedures and poli-
cies. Hood (2003) classifies values in terminal values (desirable end-states
of existence) and instrumental values (modes of behavior or means of
achieving the desirable end-states). He divides terminal values further into
social and personal values.
Instrumental values fall into morality-based and competency-based
values. Social values include items such as freedom, equality, and world at
peace, while morality-based values include items such as politeness, help-
fulness, affection, and forgiveness. Personal values include factors such
as self-respect, broad-mindedness, and courage. Competency-base values
include items such as logic and competence.
Ethical behavior depends on formal adoption and implementation of
organization’s ethical programs. Core values of every organization need
to reflect their ethical content. The core values, order, success, commu-
nity, and synergy are important and these are related to culture and
enterprise climate.

Characteristics of Values
1. Values represent an individual’s driving forces.
2. Values are forces affecting behavior.
3. Value depends on time.
4 D. BASU AND V. MIROSHNIK

4. Many values are relatively constant and durable.

5. It contains a judgment element.
6. Different individuals have different values.

Aristotle (2009) in Nicomachean Ethics proclaims happiness as an ethical

virtue, but happiness derived from wealth or pleasure is not part of virtue.
Striving for a life of pleasure is “a life for grazing animals” (p. 7). “The
money-maker’s life is, in a way, forced on him and clearly wealth is not
the good we are seeking, since it is useful, for some other end” (p. 8).
While profit is a measure of achievement, it is not a corporate value.
Corporate values allow employees to develop their mind, body, and soul,
creating an environment and culture, which supports the employee to
create personal growth. A corporate values system can effectively create a
sustainable competitive advantage.

Ethics
Ethics is the study of morality. It is the value that is worth pursuing
in life. It is honorable behavior. Ethics is relative. What is honorable
in one society may not be honorable in another. It depends on several
factors: world views, descriptive values, and moral values. It is a func-
tion of the environment. What one salesperson may consider being an
unethical marketing behavior, another salesperson may perceive it as an
aggressive marketing strategy.

Ethical Codes
Ethical codes state the major philosophical principles and values in
organizations and function as policy documents which define the respon-
sibilities of organizations to stakeholders. They spell out the conduct
expected of employees and articulate the acceptable ethical parameters
of behavior in the organization. Most large U.S. and multinational firms
today have a code. If utilized effectively and embraced, codes can be key
strategic documents in organizations for moderating employee behavior
and reducing unethical actions. To be effective they must be communi-
cated well and become a part of the culture of the organization (Wicks
2020).
 1 ETHICS OF MANAGEMENT 5

Codes range in length from one paragraph to more than fifty pages
and are intended to impact employee behavior (Stevens 1994). Also
called codes of conduct, business principles, codes of ethics, and corporate
ethics statements, they typically contain open guidelines describing desir-
able behavior and restrictive language prohibiting other behaviors such as
bribery and conflict of interest (Nijhof et al. 2003).
Codes differ from mission statements by articulating the value system
and answering the question—with what ethical standards and values
should the mission be pursued? In contrast mission statements spell out
the objectives of a company and articulate organizational goals. Firms
frequently attempt to manage and articulate ethics through their codes,
which are designed for internal and external audiences.
An effective code enhances social responsibility and clarifies the norms
and values the organization seeks to uphold. It is visionary and transfor-
mational, providing guidance in difficult circumstances (Stevens 2008). It
sets the tone for the organization and can be the key corporate strategic
document upon which all decisions are based. Adherence to the code in
ethical organizations is a commitment an organization can undertake to
ensure a strong ethical climate. When codes are embedded in an organi-
zation’s climate and both leaders and employees embrace the codes with
words and actions, they can help create and maintain successful ethical
organizations.
Most large U.S. corporations today have an ethical code, after increas-
ingly adopting them in the 1980s and 1990s (Chonko et al. 2003;
Trevino et al. 1999) and they can found in about 53% of the largest
companies worldwide (Kaptein 2004). Most of these companies reflected
concern over unethical behaviors that could hurt profits (Cressey and
Moore 1983).
A content analysis performed by Mathews (1987) showed that firms
primarily emphasized avoiding illegal activities, employee misconduct and
placed little emphasis on the environment, product quality, or safety.
Another study confirmed that the most frequently mentioned topics in
codes were conflict of interest, gifts, and misuse of confidential informa-
tion (Pitt and Groskaufmanis 1990). A study by Stevens (1996) showed
that codes were primarily designed to defend organizational against egre-
gious behavior by employees and were lacking in ethical guidance and
vision. Snell and Herndon (2000) agreed, concluding that codes were
focused largely on corporate self-defense (Cressey and Moore 1983).
6 D. BASU AND V. MIROSHNIK

Kaptein and Schwartz (2008) reviewed sixty-seven code studies and

found codes positively affected behavior in many organizations. This
study added to the growing body of knowledge supporting the use of
codes and provided additional evidence that codes work. Codes can serve
as core foundational documents that give organizational members a sense
of shared values and commitment to ethical purposes (Stevens 2008).
A number of studies have yielded evidence that they work in deterring
unscrupulous behavior, but codes must be communicated effectively and
supported by the management team. Good communication is the first
requirement for effectiveness.
Companies professing a deep commitment to sustainable, ethical busi-
ness practices to help foster genuinely positive organizational culture must
understand that, where integrity is concerned, we must think beyond the
“business case.” Sometimes a company simply needs to walk away from a
lucrative opportunity that would contradict its core principles. The public
increasingly distrusts private sector rhetoric on ethical business, and there
is a pressing need for leaders that will take, and adhere to, clear decisions
about core values and priorities.
Corporate reputation reflects the organization’s strategy, culture, and
values. A good corporate reputation signifies trust in a firm; it creates an
emotional and intellectual bond with a number of stakeholders and acts
as the source of authority and credibility for all the company’s dealings
“ethics of strategy” (Verhezen 2002, 2016).
It is increasingly important for companies to deal with ethics as a
corporate strategy that, if uniquely implemented, could achieve compet-
itive advantage for the company rather than waiting to react to possible
ethical issues of importance to the targeted stakeholders. It is the necessity
of being ethically proactive company rather than being ethically reactive
company.
One of the oldest concepts of management, business ethics is a form
of applied ethics. It includes not only the analysis of moral norms and
moral values, but also attempts to apply conclusions of this analysis to
that assortment of institutions, technologies, transactions, activities, and
pursuits that we call a business (Verhezen 2002, 2016).
It is clear in this definition that business ethics is related to moral norms
and values. At this point, it is necessary to ask if companies have moral
norms and values as individuals do. Verhezen (2002, 2016) argues that
companies do have moral duties in a secondary sense. By saying that,
Verhezen (2016) implies that the codes constitute the business ethics of
 1 ETHICS OF MANAGEMENT 7

that company. This is why companies now provide ethical codes or codes
of conduct and expect workers of all levels to obey these codes when
they make a decision as a part of their jobs. According to the code of
conduct of most companies, employees are not allowed to accept any
gifts of substantial value from partners. Thus, this code provides an idea
as to what is right and wrong in the offices of Facebook. As a result,
business ethics is not only moral obligations to its stakeholders but ethical
behaviors expected from employees.
By taking the definitions above into consideration, it can be argued
that corporate governance, social responsibility, and business ethics
concepts have some shared characteristics and that all these three concepts
are interrelated. Corporate governance demands that executives make
their companies more transparent and accountable; social responsibility
demands that companies support society with their activities, and business
ethics clarifies moral norms for employees.
Business ethics can help a manager make his/her company more
accountable and transparent. Similarly, when a company adopts corporate
governance principles, it also has to meet the expectations of its stake-
holders. Corporate governance principles include principles related to
business ethics and social responsibility. However, some scholars (Heath
and Norman 2004) believe a coherent theory of CSR cannot be created
without corporate governance. In any case, it is logical to conclude
that all these three concepts are interrelated and they are imposed upon
companies by shareholders and stakeholders (Scott 2007).
Thus, we simply argue that companies take corporate governance,
social responsibility, and business ethics concepts into consideration in
order to gain legitimacy though they do not care about their poten-
tial impact on corporate performance or strategy. From this point,
these concepts can be dealt with as institutional pressures, which force
companies to isomorphism (DeMaggio and Powell 1983). Obviously,
companies have to adapt to their institutional environments in order
to gain legitimacy and to survive even if this adaption harms corporate
performance.
One of the fervent opponents of this idea was Nobel laureate
economist Milton Friedman (1970). In 1970, Friedman gave an inter-
view to the New York Times Magazine (http://www.colorado.edu/
studentgroups/libertarians/issues/friedman-soc-resp-business.html,
retrieved 8.3.2013) and in this interview, he explains his opinions about
social responsibility with these words:
 1 ETHICS OF MANAGEMENT 19

accelerates and the pace of imitation quickens, firms that want to sustain
distinctive global competitive advantages need to protect, exploit, and
enhance their unique intangible assets, particularly integrity (building
firms of integrity is the hidden logic of business ethics).
Sustainable global competitive advantage occurs when a company
implements a value-creating strategy which other companies are unable to
imitate. For example, a company with superior business leadership skills in
enhancing integrity capacity increases its reputation capital with multiple
stakeholders and positions itself for competitive advantage relative to
companies without comparable leadership performance. Companies could
perceives stakeholder interdependence, demonstrate ethical awareness,
and respond effectively to moral issues, management creates a position
of a competitive advantage in comparison to other companies who are
without those resources, by providing a more comprehensive list of ethics
(Petrick and Quinn 2001; Mulej and Bohnic 2021).
International organizational leaders can and should be held account-
able for enhancing the intangible strategic asset of integrity capacity
in order to advance global organizational excellence. The marketplace
with globalization is becoming increasingly aware of, and increasingly
discriminating against, corporations that fail to meet the criteria of ethical
business operations and ethical management principles (Svensson and
Wood 2004).
Furthermore, sustaining advantage requires change. It demands that a
corporation should utilize and exploit industry trends on business ethics.
It also demands that a company invest to close off the avenues along
which competitors could attack (Porter and Kramer 2006).
Business ethics as competitive advantage involves effective building of
relationships with a company’s stakeholders based on its integrity that
maintains such relationships. Business relationships, like personal ones, are
built on trust and mutual respect (Boatright 2005; White 2006; Carter
2012).
Successful business must treat the parties affected by the corpora-
tion’s actions as constituents to be consulted rather than spectators to
be ignored. Doing so was just smart business. This was a novel step in
that it was among the first attempts to characterize the impact of ethical
behavior on a company’s financial performance. As Henry Ford, Sr. once
said: “For a long time people believed that the only purpose of industry
is to make a profit – They are wrong. Its purpose is to serve the general
welfare” (Harting et al. 2006).
20 D. BASU AND V. MIROSHNIK

Appendix 1: Lehman and the Investment Bank Crisis

Lehman Brothers, Inc., a 158-year-old investment bank, closed its doors
in September 2008. Its shares plummeted shortly after announcing a $2.8
billion loss in the third quarter of 2008. Lehman was widely exposed to
toxic subprime mortgages and the Federal Government declined to rescue
the bank, citing its size and lesser impact on the economy. Like those at
several other investment banks, managers at Lehman did not consider
the risks of defaulted subprime loans or a downturn in the economy, yet
both occurred simultaneously. They were audited by Ernst and Young
who also failed to weigh in the risks (Richard 2008). The company filed
for bankruptcy on September 15, 2008 and its New York operation was
purchased by Barclay’s Bank. Other investment banks also needed emer-
gency assistance. Bank of America bought Merrill Lynch for $50 billion.
Bears Stearns was subsumed by JP Morgan Chase which also bought
the bankrupt Washington Mutual Bank, whose collapse represented the
largest bank failure in U.S. history.
The Lehman Brothers Code of Ethics (Lehman 2007) is a five-page
document outlining the behaviors that were expected from its employees.
Its first page is an introduction stating that all employees must comply
with the code. Four pages of the body then follow. Page one states
that the code is meant to be read along with Lehman’s internal Code
of Conduct, which is also discussed in this paper. These two documents
comprise Lehman’s position on its corporate values.
Paragraphs three and four contain strong statements about trust (p. 1,
Lehman Brothers Code of Ethics). The code emphasizes that strong
client relations have been built over the years with the statement, “The
lynchpins of that trust are our ethical standards and behavior. We must
always do business in a manner that protects and promotes the interest
of our clients” (p. 1). Paragraph four takes a stronger position stating
that “Ethical business practices are the product of more than a fear of
legal ramifications.” Then follows “Ethical business practices entail a clear
understanding of right and wrong, and a motivation on the part of our
directors and employees to act at all times in a manner of which they can
be proud” (p. 1, para. 4). These sentences have transformational aspects
to them as they can be described as insightful, mind stretching, and
visionary. They outline the philosophy of ethics and the language used is
not a reflection of the opposite concept on the model—rigorous, precise,
and controlled. So in this passage, one finds transformational elements.
Another random document with
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Was certaine goods to England he had sold,
Which in the hands of creditors, but bad,
Small hope to get, yet lesser meanes he had.

68.

Hither his wants him forciblie constrain’d,

Though with long trauell both by land and seas,
Led by this hope, that only now remain’d,
Whereon his fortune finally he laies,
And if he found that friendship heere were fain’d,
Yet at the worst it better should him please,
Farre out of sight, to perish heere vnknowne,
Then vnrelieu’d be pitied of his owne.

69.

It chanc’d as I toward Westminster did ride,

’Mongst the great concourse passing to and fro,
An aged man I happily espide,
Whose outward looks much inward griefe did show,
Which made me note him, and the more I ey’d
Him, me thought more precisely I should know,
Reuoluing long, it came into my mind,
This was the man to me had been so kind:

70.

Was therewithall so ioyed with his sight,

(With the deare sight of his so reuerend face)
That I could scarcely keepe me from t’alight,
And in mine armes him openly embrace:[2066]
Weighing yet (well) what some imagine might,
He being a stranger, and the publike place
Checkt my affection, till some fitter hower
On him my loue effectually might shower.

71.
“Neuer,” quoth I, “was fortune so vniust
As to do wrong vnto thy noble[2067] hart,
What man so wicked could betray the trust
Of one so vpright, of so good desart?
And though obey necessitie thou must,
As when the great’st[2068] the same to me thou art,
Let me alone the last be left of all,
That from the rest declin’d not with thy fall.”

72.

And calling to a gentleman of mine,

Wise and discreet that well I knew to bee,
Shew’d him that stranger, whose deiected eyne
Fixt on the earth, nere once lookt vp at mee,
“Bid yonder man come home to me and dine”
Quoth I, “bespeake him reuerently, you see,
Scorne not his habit, little canst thou tell
How rich a mind in those meane rags doth dwell.”

73.

He with my name that kindly did him greete,

Slowly cast vp his deadly-mouing eye,
That long time had been fixed on his feete,
To looke no higher then his miserie,
Thinking him more calamitie did greete,
Or that I had supposed him some spye,
With a deepe sigh that from his heart he drew,
Quoth he: “His will accomplisht be by you.”

74.

My man departed, and the message done,

He whose sad heart with strange impressions strooke,
To thinke vpon this accident begun,
And on himselfe suspitiously to looke,
Into all doubts he fearefully doth run,
Oft himselfe cheering, oft himselfe forsooke:
Strangely perplext vnto[2069] my house doth come,
Not knowing why iudg’d, nor dreading yet his doome.

75.

My seruants set his comming to attend,

That were therein not common for their skill,
Whose vsage yet the former did amend:
He hop’d not good, nor guiltie was of ill,
But as a man whose thoughts were at an end:
“Fortune,” quoth he, “then worke on me thy will,
Wiser then man, I thinke, he were that knew
Whence this may come, or what thereof ensue.”

76.

His honored presence so did me enflame,

That though[2070] being then in presence of my peeres,
Daine not the lesse to[2071] meet him as he came,
(That very hardly could containe my teares)
Kindly salute him, call him by his name,
And oft together aske him how he cheares,
With still along maintaining the extreame:
Yet thought the man he[2072] had been in a dreame.

77.

At length t’awake[2073] him gently I began

With this demaund, if once he did not know
One Thomas Cromwell, a poore English man
By him relieu’d, when he was driuen low:
When I perceiu’d he my remembrance wan,
Yet with his teares it silently did show:
I wept for woe, to see mine host distrest,
But he for ioy to see his happie guest.
 78.

Him to the lords I publisht by my praise,

And at my table carefully him set,
Recounting them the many sundrie waies
I was vnto this gentleman[2074] in debt,
How great he was in Florence in those daies,
With all that grace or reuerence him might get:
Which all the while yet silently he heares,
Moisting among his viands with his teares.

79.

And to lend fulnesse lastly to his fate,

Great summes I gaue him, and what was his due
Made knowne, my selfe became his aduocate,
And at my charge his creditors I sue,
Recouering him vnto his former state:
Thus he the world began by me anew,
That shall to all posteritie expresse
His honored bountie, and my thankfulnesse.

80.

But muse recount, before thou further passe,

How this great change so quickly came about,
And what the cause of this sad downefall was,
In euery part the spatious realme throughout,
Being effected in so little space,
Leaue not thereof posteritie to doubt,
That with[2075] the world obscured else may bee,
If in this place reuealed not by thee.

81.

If the whole land did on the church relie,

Hauing full power kings to account to call,
That to the world read only policie,
Besides heauen’s keyes to stop or let in all,
Let me but know from her supremacie
How she should come so suddenly to fall:
’Twas more then chance sure put a hand thereto,
That had the power so great a thing to do.

82.

Or ought there were had biding vnder sunne,

Who would haue thought those edifices great,
Which first religion holily begunne,
The church approu’d, and wisdome richly seate,
Deuotion nourish’d, faith allowance wonne,
And all that them might any[2076] way compleate,
Should in their ruines lastly buried lie,
But that begun and ended from the skie?

83.

And the king late obedient to her lawes,

Against the clerke of Germany had writ,
As he that first stirr’d in the churche’s cause,
Against him greatliest that oppugned it,
And wan from her so gratefull an applause,
Then in her fauour chiefly that did sit,
That as the prop, whereon she only stai’th,
Him she instil’d Defender of the faith.

84.

But not their power, whose wisdomes them did place

In the first ranke, the oracles of state,
Who that opinion strongly did embrace,
Which through the land receiued was of late,
Then ought at all preuailed in this case,
O powerfull doome of vnauoided fate,
Whose depth not weake mortalitie can know,
Who can vphold what heauen will ouerthrow?
 85.

When time now vniuersally did show

The power to her peculiarly annex’d,
With most abundance then when she did flow,
Yet euery hower still prosp’rously she wex’d,
But the world poore did by loose riots grow,
Which serued as an excellent pretext,
And colour gaue to plucke her from her pride,
Whose only greatnesse suffred none beside.

86.

Likewise to that posteritie did doubt,

Those at the first not rightly did[2077] adore,
Their fathers that too credulous deuout
Vnto the church[2078] contributed their store,
And to recouer only went about
What their great zeale had lauished before,
On her a strong hand violently lai’d,
Preying on that they gaue for to be prai’d.

87.

And now the[2079] king set in a course so right,

Which I for him laboriously had tract,
(Who, till I learn’d him, did not know[2080] his might)
I still to prompt his power with me to act,
Into those secrets got so deepe a sight,
That nothing lastly to his furtherance lackt,
And by example plainly to him showne,
How all might now be easly ouerthrowne.[2081]

88.

In taking downe yet of this goodly frame

He suddenly not brake off euery band,
But tooke the power first from the papall name,
After, a while let the religion stand,
When limbe by limbe he daily did it lame,
First tooke a leg, and after tooke a hand,
Till the poore semblance of a bodie left,
But all should stay it, vtterly bereft.

89.

For if some abbey hapned void to fall

By death of him that the superiour was,
Gaine, that did first church libertie enthrall,
Only supreame, promoted to the place,
’Mongst many bad, the worst most times of all,
Vnder the colour of some other’s grace,
That by the slander, from his life should[2082] spring,
Into contempt it more and more might bring.

90.

This time from heauen when by the secret course,

Dissension vniuersally began,
(Preuailing as a planetarie sourse)
I’th’church belieuing, as Mahumitan,
When Luther first did those[2083] opinions nurse,
Much from great Rome in little space that wan,
It to this change so aptly did dispose,
From whose sad ruine ours so great arose.

91.

That heere that fabrique vtterly did faile,

Which powerfull fate had limited to time,
By whose strong law it naturally must quaile,
From that proud height to which it long did clime,
Letting ’gainst it the contrarie preuaile,
Therein to punish some notorious crime,
For which at length iust dooming heauen decreed,
 That on her buildings ruine heere should feed.

92.

Th’authoritie vpon her she did take,

And vse thereof in euery little thing,
Finding her selfe how oft she did forsake,
In her owne bounds her neuer limiting,[2084]
That awfull feare and due obedience brake
Which her reputed holinesse did bring,
From slight regard soone brought her into hate
With those that much disliked her[2085] estate.

93.

And that those[2086] parts she cunningly had plai’d,

Beliefe vnto her[2087] miracles to win,
Vnto the world[2088] were euery day bewrai’d,
From which the doubt did of her power begin,
Damnation yet to question what she said,
Made most suspect the faith they had been in,
When their saluation easly might be bought,
Found not this yet the way that they had sought.

94.

When those ill humours ripened to a head,

Bred by the ranknesse of the plentious land,
And they not only strangely from her fled,
Bound for her ancient libertie to stand,
But what their fathers gaue her being dead,
The sonnes rap’d from her with a violent hand,
And those her buildings most of all abus’d,
That with the waight their father’s coffins bruis’d.

95.
The wisest and most prouident but build,
For time againe too wastfully destroy,[2089]
The costly piles and monuments we guild,
Succeeding time shall reckon but a toy,
Vicissitude impartially wil’d,
The goodliest things be subiect to annoy,
And what one age did studiously maintaine,
The next againe accounteth vile and vaine.

96.

Yet time doth tell, in some things they did erre,

That put their helpe her brauery to deface,
When as the wealth, that taken was from her,
Others soone raised, that did them displace,
Their titles and their offices conferre
On such before, as were obscure and base,
Who would with her they likewise downe should go,
And o’rthrew them that her did ouerthrow.

97.

And th’Romish rites, that with a cleerer sight

The wisest thought they iustly did reiect,
They after saw that the receiued light,
Not altogether free was from defect,
Mysterious things being not conceiued right,
Thereof bred in the ignorant neglect,
For in opinion something short doth fall,
Wants there haue been, and shall be still in all.

98.

But negligent securitie and ease

Vnbridled sensualitie begat,
That only sought his appetite to please,
As in the midst it of abundance[2090] sat,
The church not willing others should her praise
That she was leane, when as her lands were fat,
Her selfe to too much libertie did giue,
Which some perceiu’d that in those times did liue.

99.

Pierce the wise plowman, in his vision saw

Conscience sore hurt, yet sorer was affraid
The seuen great sins to hell him like to draw,
And to wise clergie mainly cri’d for aid:
Falne ere he wist, whom perill much did awe,
On vncleane priests whil’st faintly he him staid,
Willing good clergie t’ease his wretched case,
Whom these strong giants hotly had in chase.

100.

Clergie call’d friers, which neere at hand did dwell,

And them requests to take in hand the cure,
But for their leechcraft that they could not well,
He listed not their dressing to endure,
When in his eare need softly him did tell
(And of his knowledge more did him assure)
They came for gain, their end which they did make,
For which on them the charge of soules they take.

101.

And voluntarie pouertie profest,

By food of angels seeming as to liue:
But yet with them th’accounted were the best
That most to their fraternitie doe giue,
And beyond number that they were increas’d:
“If so,” quoth Conscience, “thee may I beleeue,
Then t’is in vaine more on them to bestow,
If beyond number like they be to grow.”

102.
The frier soone feeling Conscience had him found,
And hearing how hypocrisie did thriue,
That many teachers euery where did wound,
For which Contriton miserably did grieue:
Now in deceit to shew himselfe profound,
His former hopes yet lastly so reuiue
Gets the pope’s letters, whereof he doth shape
Him a disguise from conscience to escape.

103.

And so towards goodly vnitie he goes,

A strong-built castle standing very hie,
Where Conscience liu’d to keepe him from his foes,
Whom, lest some watchfull centinell should spie,
And him vnto the[2091] garrison disclose,
His cowle about him carefully doth tie,
Creepes to the gate, and closely thereat beate,
As one that entrance gladly would intreate.

104.

Peace, the good porter, readie still at hand,

It doth vnpin, and praies him God to saue,
And after saluing, kindly, doth demand
What was his will, or who he there would haue?
The frier low lowting, crossing with his hand,
“T’speak with Contrition (quoth he) I would craue.”
“Father (quoth peace) your comming is in vaine,
For him of late hypocrisie hath slaine.”

105.

“God shield:” (quoth he) and turning vp the eyes,

“To former health I hope him to restore,
For in my skill his sound recouerie lies,
Doubt not thereof if setting God before:”
“Are you a surgeon?” Peace againe replies:
“Yea (quoth the frier) and sent to heale his sore:”
“Come neere (quoth Peace) and God your comming
speed,
Neuer of help contrition hath more need.”

106.

And for more haste he haleth in the frier,

And his lord conscience quickly of him told,
Who entertain’d him with right friendly cheere:
“O sir (quoth he) intreate you that I could
To lend your hand vnto my cosin deare[2092]
Contrition, whom a sore disease doth hold,
That wounded by hypocrisie of late,
Now lieth in most desperate estate.”

107.

“Sir (quoth the frier) I hope him soone to cure,

Which to your comfort quickly you shall see,
Will he a while my dressing but endure?”
And to Contrition therewith commeth hee,
And by faire speech himselfe of him assure,
But first of all going thorough for his fee:
Which done, quoth he: “If outwardly you show
Sound, ’tnot auailes if inwardly or no.”

108.

But secretly assoiling of his sin,

No other med’cine will vnto him lay,
Saying, that heauen his siluer him should win,
And to giue friers was better then to pray,
So he were shrieu’d what need he care a pin?
Thus with his patient he so long did play,
Vntill Contrition had forgot to weepe:
This the wise plowman shew’d me from his sleepe.
 109.

He saw their faults, that loosly liued then,

Others againe our weaknesses shall see:
For this is sure, he bideth not with men
That shall know all to be what they should bee:
Yet let the faithfull and industrious pen
Haue the due merit: but returne to mee,
Whose fall this while blind fortune did deuise,
To be as strange as strangely I did rise.

110.

Those secret foes yet subt’ly to deceiue,

That me maligning lifted at my state,
The king to marry forward still I heaue,
(His former wife being repudiate)
To Anne, the sister of the duke of Cleaue,
The German princes to confederate,
To backe me still ’gainst those against me lay,
Which as their owne retain’d me here in pay.

111.

Which my destruction principally wrought,

When afterward, abandoning her bed,
Which to his will to passe could not be brought,
So long as yet I beare about my head,
The only man her safetie that had sought,
Of her againe and only fauoured,
Which was the cause he hasted to my end,
Vpon whose fall her’s likewise did depend.

112.

For in his high distemp’rature of blood

Who was so great, whose life he did regard?
Or what was it that his desires withstood
He not inuested, were it nere so hard?
Nor held he me so absolutely good,
That though I crost him, yet I should be[2093] spar’d,
But with those things I lastly was to go,
Which he to ground did violently throw.

113.

When Winchester, with all those enemies,

Whom my much power from audience had debarr’d,
The longer time their mischiefes to deuise,
Feeling with me how lastly now it far’d,
When I had done the king that[2094] did suffice,
Lastly, thrust in against me to be heard,
When all[2095] was ill contrarily turn’d good,
Making amaine to th’shedding of my blood.

114.

And that the king his action doth deny,

And on my guilt doth altogether lay,
Hauing his riot satisfied thereby,
Seemes not to know how I therein did sway,
What late was truth conuerted heresie:[2096]
When he in me had purchased his pray,
Himselfe to cleere and satisfie the sin,
Leaues me but late his instrument therein.

115.

Those lawes I made, my selfe alone to please,

To giue me power more freely to my will,
Euen to my equals hurtfull sundrie waies,
(Forced to things that most do say were ill)
Vpon me now as violently ceaze,
By which I lastly perisht by my skill,
On mine owne necke returning (as my due)
 That heauie yoke wherein by me they drew.

116.

My greatnesse threatned by ill-boding eyes,

My actions strangely censured of all,
Yet in my way my giddines not sees
The pit, wherein I likely was to fall:
O were the sweets of man’s felicities
Often amongst not temp’red with some gall,
He would forget by his ore weening skill,
Iust heauen aboue doth censure good and ill.

117.

Things ouer rancke do neuer kindly beare,

As in the corne, the fluxure when we see
Fills but the straw, when it should feed the eare,
Rotting that time in ripening it should bee,
And being once downe it selfe can neuer reare:
With vs well doth this similie agree,
(By the wise man) due to the great in all,
By their owne weight being broken in their fall.

118.

Selfe-louing man what sooner doth abuse,

And more then his prosperitie doth wound?
Into the deepe but fall how can he chuse
That ouer-strides whereon his foot to ground?
Who sparingly prosperitie doth vse,
And to himselfe doth after-ill propound,
Vnto his height who happily doth clime,
Sits aboue fortune, and controlleth time.

119.

Not chusing that vs most delight doth bring,

And most that by the generall breath is freed,
Wooing that suffrage, but the vertuous thing,
Which in it selfe is excellent indeed,
Of which the depth and perfect managing
Amongst the most, but few there be that heed,
Affecting that agreeing with their blood,
Seldome enduring, neuer yet was good.[2097]

120.

But whil’st we striue too suddenly to rise

By flattring princes with a seruill tong,
And being soothers to their tyrannies,
Worke out more[2098] woes by what doth many wrong,
And vnto others tending iniuries,
Vnto our selues it hapneth oft among,
In our own snares vnluckily are caught,
Whil’st our attempts fall instantly to naught.

121.

The counsell chamber place of my arrest,

Where chiefe I was, when greatest was the store,
And had my speeches noted of the best,
That did them as hie oracles adore:
“A parliament was lastly my enquest,
That was my selfe a parliament before,
The Tower-hill scaffold last I did ascend:”
Thus the great’st man of England made his end.”

Michael Drayton.

FINIS.

END OF PART III.

 FOOTNOTES:
[1] To the. ed. 1559, 63.
[2] Many other of. 1559, 63.
[3] Heedy. 1559, 63.
[4] That there. 1559, 63.
[5] Officers. 1559, 63. Magistrates. 1575.
[6] Other places to shift of, and put by those that with flattery.
1559, 63.
[7] Offices. 1559, 63.
[8] To prank vp themselues. 1559, 63.
[9] Duties, and they wil geue more. 1559, 63.
[10] To bye them. 1559, 63.
[11] Seke only their commodity and ease. 1559, 63.
[12] Officers. 1559, 63.
[13] Officers. 1559, 63.
[14] When noughtye men had the regiment. 1559, 63.
[15] Our owne countrey. 1559, 63.
[16] ‘Folowing,’ not in editions 1559, 63.
[17] Deserued praises. 1559, 63, 75.
[18] Offices. 1559, 63. Officers, 1575.
[19] Scripture therfore calleth hypocrites, 1559, 63.
[20] Words within the parenthesis added 1571.
[21] A Mirrour for Magistrates can shewe, which therefore I
humbly. 1559, 63, 75.
[22] As in a loking glass. 1559. 63.
[23] Vice be in you. 1559, 63.
[24] Moue to the. 1559, 63.
[25] Chiefest ende whye it is. 1559, 63.
[26] God graunt it may attaine. 1559, 63, 75.
[27] But hyndred by the lorde chauncellor that then was. 1563.
—Stephen Gardiner, bishop of Winchester, made chancellor,
21 Sept. 1553, died Nov. 1555, and was succeeded as
chancellor, by Heath, archbishop of York, Wednesday, 1st
January, 1555.
[28] Of my lord Stafford. 1563.
[29] Although I haue bene called to another trade of lyfe, yet
my good lorde Stafford. 1563.
[30] Another parte, conteynyng as lytle of myne owne, as the
fyrst part doth of other men’s. Which, &c. 1563.
[31] The wurke was begun, and part of it printed IIII years
agoe, but hyndred by the lord chauncellour that then was,
nevertheles, through the meanes of my lord Stafford, lately
perused and licensed. Whan I first tooke it in hand, I had the
help of many graunted and offred of sum, but of few
perfourmed, skarce of any. So that when I entended to haue
continued it to quene Marie’s time, I haue ben faine to end it
much sooner: yet so, that it may stande for a patarne till the
rest be ready: which, with God’s grace, (if I may have anye
helpe) shall be shortly. In &c. 1559.
[32] Myrrour. 1559, 63.
[33] Enuyed and murdered. 1559, 63.
[34] Punish sinne boldly, bothe, &c. 1559. Suppres sinne,
1563.
[35] Lieutenauntes. 1559.
[36] Covet. 1559, 63.
[37] From edition, 1578.
[38] Lidgate’s booke of the fall. 1559, 63, 71.
[39] Hauinge made priuy thereto. 1578.
[40] Had abused here. 1578.
[41] For al men as well nobles as others to shewe. 1559, 63,
71.
[42] To enterprise, I refused vtterly alone to vndertake it,
without the helpe. 1578.
[43] Able to wield and discharge the weight of sutch a burden,
thinkinge. 1578.
[44] Diligent in hys affayres, procure me an Athlas to laye the
burden vppon my shoulders which I would not haue
undertaken, but that shortly after. 1578.
[45] In the first edition there only appears the productions of
Cavil, Churchyard, Ferrers, Phaer, Skelton and Baldwin.
[46] An. 1559, 63, 71, 75, 78.
[47] Wee did not mislyke. 1578.
[48] Cumlily. 1559; cumly. 1563.
[49] I maruayle, quod hee, what. 1578.
[50] Our nation, 1559, 63, 71, 78.
[51] Some also in the time of Bochas himselfe. 1578.
[52] Added in ed. 1571.
[53] Eyther by malice or misaduenture slaine in the new forest,
as he was in hunting there, by. 1575. Eyther by malice or
misaduenture slayne hunting in the new forest by. 1578.
[54] England, by Henry, &c. 1578.
[55] And after, myserably. 1578.
[56] Likewise, not in 1578.
[57] Henry the first, called Beauclerke, drowned vpon the sea
by the negligence of drunken mariners. 1578.
[58] The passage in brackets added in ed. 1571.
[59] Prosperity. The most vnnaturall murther of Artur, duke of
Britayne, right heyre of Englande, by king Ihon his vncle, with
the death of Isabell, his sister, by famyne. The myserable
ende of the sayd king Ihon their vncle, by surfet, or as some
write, poysoned by a monke of the abby of Swinsted in
Lyncolneshyre, are, &c. 1578.
[60] Wanted our countrey cronicles. 1559, 63.
[61] And a notable. 1559, 63.
[62] Supply. 1578.
[63] As blinde bayard is alway boldest. 1559, 63.
[64] Reigne. 1578.
[65] A time as troublesome to the people as vnlucky to the
prince 1578.
[66] Lewd meiney. 1576.
[67] And. 1559, 63.
[68] Although he be no great prynce: yet, &c. 1559, 63.
[69] And of other his fellowes learned in the law that were
plagued with him: thereby to warne all of theyr callinge and
profession, to beware of wrong judgementes. 1578.
[70] This preface is reprinted by Warton, as he says it cannot
easily be found. History of English Poetry, Vol. III. p. 217.
[71] In the present edition the original arrangement is
preserved.
[72] Anno 1388, added 1571.
[73] Sad. N.
[74] When as we. N.
[75] The lande. 1578.
[76] Vncorrupt and vpright, 1559, 63.
[77] Prynt it for a president. 1559, 63.
[78] Where judges. 1578.
[79] What fee is for falshoode. 1559, 63.
[80] Princes will. N.
[81] Who for filthy lucre, corrupt. 1578.
[82] Gainst justice wretchedly. N.
[83]

A chaunge more newe or straunge seldome hath be

seen,
Then from the benche above to cum downe to the bar;
Was never state so turned in no time as I ween,
As they to become clyents that counsaylours erst were:
But such is fortune’s play, which featly can prefer
The judge that sat above, full lowe beneth to stand,