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Chapter 7: Implementing Strategies: Management and Operations Issues
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
144
CHAPTER 7
IMPLEMENTING STRATEGIES: MANAGEMENT AND
OPERATIONS ISSUES
CHAPTER OUTLINE
 The Nature of Strategy Implementation
 Annual Objectives
 Policies
 Resource Allocation
 Managing Conflict
 Matching Structure with Strategy
 Restructuring, Reengineering, and E-Engineering
 Linking Performance and Pay to Strategies
 Managing Resistance to Change
 Creating a Strategy-Supportive Culture
 Production/Operations Concerns When Implementing Strategies
 Human Resource Concerns When Implementing Strategies
CHAPTER OBJECTIVES
After studying this chapter, you should be able to do the following:
1. Explain why strategy implementation is more difficult than strategy formulation.
2. Discuss the importance of annual objectives and policies in achieving organizational
commitment for strategies to be implemented.
3. Explain why organizational structure is so important in strategy implementation.
4. Compare and contrast restructuring and reengineering.
5. Describe the relationships between production/operations and strategy implementation.
6. Explain how a firm can effectively link performance and pay to strategies.
7. Discuss employee stock ownership plans (ESOPs) as a strategic-management concept.
8. Describe how to modify an organizational culture to support new strategies.
9. Discuss the culture in Mexico and Japan.
10. Describe the glass ceiling in the United States.

145
CHAPTER OVERVIEW
The strategic-management process does not end when the firm decides which strategy or
strategies to pursue. There must be a translation of strategic thought into strategic action. This
translation is much easier if managers and employees of the firm understand the business, feel a
part of the company, and, through involvement in strategy-formulation activities, have become
committed to helping the organization succeed. Without understanding and commitment,
strategy-implementation efforts face major problems. This chapter focuses on management
issues most central to implementing strategies in 2010-2011.
Doing Great in a Weak Economy – Google
When most firms were struggling in 2008, Google increased its revenues and profits such that
Fortune magazine in 2009 rated Google as its fourth “Most Admired Company in the World” in
terms of its management and performance. In 2009, Google began selling books online. This
related diversification strategy led Google to digitize close to 10 million books by year’s end.
Google’s philosophy is that “low prices are good, but free is better.” In a direct assault on
Microsoft, Google is preparing to launch its own operating system for computers, Google
Chrome. The Google strategy is a huge bet that online programs can eventually overtake and
crush desktop software.
EXTENDED CHAPTER OUTLINE WITH TEACHING TIPS
I. THE NATURE OF STRATEGY IMPLEMENTATION
A. The Strategy-Implementation Stage of Strategic Management
1. The strategy-implementation stage of strategic management is revealed in Figure 7-1.
2. Successful strategy formulation does not guarantee successful strategy
implementation. It is always more difficult to do something (strategy implementation)
than to say you are going to do it (strategy formulation).
B. Management Perspectives
1. In all but the smallest organizations, the transition from strategy formulation to
strategy implementation requires a shift in responsibility from strategists to divisional
and functional managers.
2. Management issues central to strategy implementation include establishing annual
objectives, devising policies, allocating resources, altering an existing organizational
structure, restructuring and reengineering, revising reward and incentive plans,
minimizing resistance to change, matching managers with strategy, developing a

146
strategy-supportive culture, adapting production/operations processes, developing an
effective human resource function, and, if necessary, downsizing.
3. Managers and employees throughout an organization should participate early and
directly in strategy-implementation decisions.
Teaching Tip: The Center for Strategic Management (http://www.csmweb.com/) is an organization
that provides strategic-management training, seminars, and facilitation services. This site also
provides links to other strategy-implementation related sites.
VTN (Visit the Net): www.csuchico.edu/mgmt/strategy/module1/sld044.htm gives a good definition of
strategy implementation.
II. ANNUAL OBJECTIVES
A. Establishing Annual Objectives
1. Establishing annual objectives is a decentralized activity that directly involves all
managers in an organization.
2. Annual objectives are essential for strategy implementation because they:
a. Represent the basis for allocating resources.
b. Are a primary mechanism for evaluating managers.
c. Are the major instrument for monitoring progress towards achieving long-term
objectives.
d. Establish organizational, divisional, and departmental priorities.
3. Clearly stated and communicated objectives are critical to success in all types and
sizes of firms. Figure 7-2 illustrates how the Statmus Company could establish annual
objectives based on long-term objectives. Table 7-1 reveals associated revenue figures
that correspond to the objectives in Figure 7-2.
a. Objectives should be consistent across hierarchical levels and form a network of
supportive aims. Horizontal consistency of objectives is as important as vertical
consistency of objectives.
b. Annual objectives should be measurable, consistent, reasonable, challenging,
clear, communicated throughout the organization, characterized by an appropriate
time dimension, and accompanied by commensurate rewards and sanctions.
c. Too often, objectives are stated in generalities, with little operational usefulness.

147
4. Annual objectives should be compatible with employees’ and managers’ values and
should be supported by clearly stated policies.
III. POLICIES
A. Changes in a firm’s strategic direction do not occur automatically. On a day-to-day basis,
policies are needed to make a strategy work.
B. Broadly defined, policy refers to specific guidelines, methods, procedures, rules, forms,
and administrative practices established to support and encourage work toward stated
goals.
C. Policies let both employees and managers know what is expected of them, thereby
increasing the likelihood that strategies will be implemented successfully.
D. Examples of policies that support a company strategy, a divisional objective, and a
departmental objective are given in Table 7-3.
E. Some example issues that may require a management policy are provided in Table 7-4.
IV. RESOURCE ALLOCATION
A. Resource allocation is a central management activity that allows for strategy execution.
1. In organizations that do not use a strategic-management approach to decision making,
resource allocation is often based on political or personal factors.
2. Strategic management enables resources to be allocated according to priorities
established by annual objectives.
B. All organizations have at least four types of resources that can be used to achieve desired
objectives:
1. Financial resources
2. Physical resources
3. Human resources
4. Technological resources
V. MANAGING CONFLICT
A. Resource-Specific Conflict

148
1. Interdependency of objectives and competition for limited resources often leads to
conflict.
2. Conflict can be defined as a disagreement between two or more parties on one or more
issues.
3. Establishing objectives can lead to conflict because managers and strategists must
make trade-offs. Table 7-5 reveals some important management trade-off decisions
required in strategy implementation.
4. Conflict is unavoidable in organizations, and is not always bad. An absence of
conflict can signal indifference and apathy.
B. Approaches for Managing and Resolving Conflict
Various approaches for managing and resolving conflict can be classified into three
categories: avoidance, defusion, and confrontation.
1. Avoidance includes such actions as ignoring the problem in hopes that the conflict will
resolve itself or physically separating the conflicting individuals (or groups).
2. Defusion can include playing down differences between conflicting parties while
accentuating similarities and common interests, compromising so that there is neither
a clear winner nor loser, resorting to majority rule, appealing to a higher authority, or
redesigning present positions.
3. Confrontation is exemplified by exchanging members of conflicting parties so that
each can gain an appreciation of the other’s point of view, or holding a meeting at
which conflicting parties present their views and work through their differences.
Teaching Tip: In the United States, there are a number of nonprofit organizations that are dedicated to
helping businesses, communities, families, schools, and any other conflicting parties resolve their
disputes in a fair, sensible manner.
Teaching Tip: Unfortunately, workplace conflict spills over into workplace violence on occasion. As
a result, it is important that managers be familiar with how to deal with workplace violence if it
occurs. The U.S. Department of Labor provides several resources for managing situations involving
workplace violence, see http://www.osha.gov/SLTC/workplaceviolence/. The Division of Human
Resources at the University of California-Davis has an excellent online brochure on dealing with
workplace violence. It is available at http://www.hr.ucdavis.edu/Elr/Er/Violence/Brochure.
VI. MATCHING STRATEGY WITH STRUCTURE

149
A. Changes in Strategy Often Require Changes in Structure
1. Changes in strategy often require changes in the way an organization is structured for
two major reasons.
a. First, structure largely dictates how objectives and policies will be established.
For example, objectives and policies established under a geographic
organizational structure are couched in geographic terms. Objectives and policies
are stated largely in terms of products in an organization whose structure is based
on product groups. The structural formula for developing objectives and policies
can significantly impact all other strategy-implementation issues.
b. The second major reason why changes in strategy often require changes in
structure is that structure dictates how resources will be allocated.
2. Changes in strategy lead to changes in organizational structure. Structure should be
designed to facilitate the strategic pursuit of a firm and, therefore, follow strategy.
Figure 7-3 illustrates a structure sequence repeated as organizations grow and change
over time.
3. There is not just one optimal organizational design or structure for a given strategy or
type of organization.
4. As illustrated in Table 7-6, symptoms of an ineffective organizational structure include
too many levels of management, too many meetings attended by too many people, too
much attention being directed toward solving interdepartmental conflicts, too large a
span of control, and too many unachieved objectives.
VTN (Visit the Net): www.smartdraw.com offers software for drawing organizational charts. It offers
a free thirty-day trial.
B. The Functional Structure
1. The most widely used structure is the functional or centralized type because this
structure is the simplest and least expensive of the seven alternatives.
2. A functional structure groups tasks and activities by business function such as
product/operations, marketing, finance/accounting, R&D, and computer information
systems.
a. Advantages: Besides being simple and inexpensive, a functional structure also
promotes specialization of labor, encourages efficiency, minimizes the need for an
elaborate control system, and allows rapid decision-making.

150
b. Disadvantages: Some disadvantages of a functional structure are that it forces
accountability to the top, minimizes career development opportunities, and is
sometimes characterized by low employee morale. Line/staff conflicts, poor
delegation of authority, and inadequate planning for products and markets are
other potential disadvantages.
3. Most large companies have abandoned the functional structure in favor of
decentralization and improved accountability. Table 7-7 summarizes the advantages
and disadvantages of a functional organizational structure.
C. The Divisional Structure
1. The divisional or decentralized structure is the second most common type used by
U.S. businesses.
2. The divisional structure can be organized in one of four ways: by geographic area, by
product or service, by customer, or by process. With a divisional structure, functional
activities are performed both centrally and in each separate division.
a. Advantages: A divisional structure has some clear advantages. First, and perhaps
foremost, accountability is clear. Other advantages of the divisional structure are
that it creates career development opportunities for managers, allows local control
of local situations, leads to a competitive climate within an organization, and
allows new businesses and products to be added easily.
b. Disadvantages: Perhaps the most important limitation is that a divisional structure
is costly.
c. Table 7-8 summarizes the advantages and disadvantages of divisional
organizational structure.
3. A divisional structure by geographic area is appropriate for organizations whose
strategies need to be tailored to fit the particular needs and characteristics of customers
in different geographic areas.
4. A division structure by product is most effective for implementing strategies when
specific products or services need special emphasis.
5. A divisional structure by customer can be the most effective way to implement
strategies when a few major customers are of paramount importance and many
different services are provided to these customers.

151
6. A division structure by process is similar to a functional structure, because activities
are organized according to the way work is actually performed. A key difference is
that functional departments are not accountable for profits or revenues, whereas
divisional process departments are evaluated on these criteria.
D. The Strategic Business Unit (SBU) Structure
1. The SBU structure groups similar divisions into strategic business units and delegates
authority and responsibility for each unit to a senior executive who reports directly to
the CEO.
2. Advantages: This change in structure can facilitate strategy implementation by
improving coordination between similar divisions and channeling accountability to
distinct business units. Another advantage of the SBU structure is that it makes the
tasks of planning and control by the corporate office more manageable.
3. Disadvantages: Two disadvantages of an SBU structure are that it requires an
additional layer of management, which increases salary expenses. Also, the role of the
group vice president is often ambiguous.
4. Figure 7-4 illustrates the SBU Structure used by Sonoco Products Corporation.
E. The Matrix Structure
1. It is the most complex of all designs because it depends upon both vertical and
horizontal flows of authority and communication.
2. It can result in higher overhead because it creates more managerial positions.
3. It also creates dual lines of budget authority, dual sources of reward and punishment,
shared authority, and dual reporting channels.
4. As indicated in Table 7-9, some advantages of a matrix structure are that project
objectives are clear, there are many channels of communication, workers can see
visible results of work, and projects can be shut down easily. This structure also
facilitates the use of specialized personnel, equipment, and facilities.
5. Figure 7-5 illustrates a typical matrix structure.
6. For a matrix structure to be effective, organizations need participative planning,
training, clear mutual understanding of roles and responsibilities, excellent internal
communication, and mutual trust and confidence.
F. Some Do’s and Don’ts in Developing Organizational Charts

152
1. Reserve the title of CEO for the top person in the organization and use the term
President for division top managers, if there are divisions in the firm.
2. Functional business executives should have titles like Chief, Vice President, Manager,
or Officer.
3. It is best to have a COO reporting to the CEO and all divisional presidents will report
to the COO.
4. Figure 7-6 illustrates an organizational chart for top managers of a large firm.
VII. RESTRUCTURING, REENGINEERING, AND E-ENGINEERING
A. Reshaping Corporate Landscape
1. Restructuring, also called downsizing, rightsizing, or delayering, involves reducing the
size of the firm in terms of number of employees, divisions or units, and hierarchical
levels in the firm’s organizational structure.
a. Recessionary economic conditions have forced many European companies to
downsize, laying off managers and employees. Job security in European
companies is slowly moving toward a U.S. scenario, in which firms lay off almost
at will.
2. Reengineering is concerned more with employee and customer well-being than with
shareholder well-being.
a. Reengineering, also called process management, process innovation, or process
redesign, involves reconfiguring or redesigning work, jobs, and processes for the
purpose of improving cost, quality, service, and speed.
3. Reengineering is characterized by many tactical decisions, whereas restructuring is
characterized by strategic decisions.
B. Restructuring
1. Firms often employ restructuring when various ratios appear out of line with
competitors, as determined through benchmarking exercises.
2. The primary benefit sought from restructuring is cost reduction. The downside of
restructuring can be reduced employee commitment, creativity, and innovation that
accompanies the uncertainty and trauma associated with pending and actual employee
layoffs.

153
3. Another downside of restructuring is that many people today do not aspire to become
managers, and many present-day managers are trying to get off the management track.
C. Reengineering
1. In reengineering, a firm uses information technology to break down functional barriers
and create a work system based on business processes, products, or outputs rather than
on functions or inputs.
2. A benefit of reengineering is that it offers employees the opportunity to see more
clearly how their particular jobs affect the final product or service being marketed by
the firm.
VIII. LINKING PERFORMANCE AND PAY TO STRATEGIES
A. Pay-for-Performance
1. How can an organization’s reward system be more closely linked to strategic
performance?
a. One aspect of the deepening global recession is that companies are instituting
policies to allow their shareholders to vote on executive compensation policies.
b. These new policies underscore how the financial crisis and shareholder outrage
about top executive pay has affected compensation practice.
2. Profit sharing is another widely used form of incentive compensation.
3. Gain sharing requires employees or departments to establish performance targets; if
actual results exceed objectives, all members get bonuses.
4. Criteria such as sales, profit, production efficiency, quality, and safety could also serve
as bases for an effective bonus system.
B. Five tests are often used to determine whether a performance-pay plan will benefit an
organization:
1. Does the plan capture attention?
2. Do employees understand the plan?
3. Is the plan improving communication?
4. Does the plan pay out when it should?
5. Is the company or unit performing better?
C. In addition to a dual bonus system, a combination of reward strategy incentives, such as
salary raises, stock options, fringe benefits, promotions, praise, recognition, criticism, fear,

154
increased job autonomy, and awards, can be used to encourage managers and employees
to push hard for successful strategic implementation.
D. There is rising public resentment over executive pay, and there are government restrictions
on compensation. Executive pay declined slightly in 2008 and is expected to decrease
somewhat substantially in 2009 as pressure for shareholders and government subsidy
constraints lower payouts.
IX. MANAGING RESISTANCE TO CHANGE
A. Resistance to Change
1. Resistance to change can be considered the single greatest threat to successful strategy
implementation.
2. It may take on such forms as sabotaging production machines, absenteeism, filing
unfounded grievances, and an unwillingness to cooperate.
3. Resistance to change can emerge at any stage or level of the strategy-implementation
process.
4. There are three commonly used strategies for implementing change:
a. Force change strategy – involves giving orders and enforcing those orders.
b. Educative change strategy – presents information to people
c. Rational or Self-interest change strategy – attempts to convince individuals that
the change is to their personal advantage.
5. Organizational change should be viewed today as a continuous process rather than as a
project or event.
Teaching Tip: The Journal of Organizational Change Management is an excellent resource to obtain
material on change for classroom discussion. The journal explores all aspects of organizational change
and resistance to change in a comprehensive and interesting manner.
Teaching Tip: http://www.mindtools.com/pages/article/newTED_06.htm explains how to use a Force
Field Analysis to approach change.
X. CREATING A STRATEGY-SUPPORTIVE CULTURE
A. Strategists should strive to preserve, emphasize, and build on aspects of an existing culture
that support proposed new strategies.

155
B. As indicated in Table 7-10, numerous techniques are available to alter an organization’s
culture, including recruitment, training, transfer, promotion, restructure of an
organization’s design, role modeling, positive reinforcement, and mentoring.
VTN (Visit the Net): http://www.managementhelp.org/org_thry/culture/culture.htm provides an
overview on culture and links to other culture sites.
XI. PRODUCTION/OPERATIONS CONCERNS WHEN IMPLEMENTING
STRATEGIES
A. Production/operations capabilities, limitations, and policies can significantly enhance or
inhibit attainment of objectives. Production processes typically constitute more than 70
percent of a firm’s total assets.
B. Examples of adjustments in production systems that could be required to implement
various strategies are provided in Table 7-11 for both for-profit and nonprofit
organizations.
C. Just-in-time (JIT) production approaches have withstood the test of time. With JIT, parts
and materials are delivered to a production site just as they are needed, rather than being
stockpiled as a hedge against later deliveries.
D. A common management practice, cross-training of employees, can facilitate strategy
implementation and can yield many benefits.
XII. HUMAN RESOURCE CONCERNS WHEN IMPLEMENTING STRATEGIES
A. Resource Concerns
1. More and more companies are instituting furloughs, or temporary layoffs, to cut costs
as an alternative to laying off employees. Table 7-12 lists ways that companies today
are reducing labor costs to stay financially sound.
2. Strategic responsibilities of the human resource manager include assessing the staffing
needs and costs for alternative strategies proposed during strategy formulation and
developing a staffing plan for effectively implementing strategies.
3. The human resource department must develop performance incentives that clearly link
performance and pay to strategies.
4. Human Resource problems that arise when businesses implement strategies can
usually be traced to one of three causes:

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rule over Stratovania while I descend to Ohs and take possession of
that rich and prosperous country. And, sooner than soon, I will
return, bringing you the magic treasure and jewels and the crown
and scepter of this Ohsma!"
"Oh, but you mustn't!" wailed Jellia, clasping her hands desperately.
"Ozma is a real Princess and much more beautiful than I!"
"In that case, I shall bring Ohsma back and make her a Starina
also!" promised Strut.
"Now Hippenscop," he directed, shaking his finger at the odd-looking
page, "you and Junnenrump are to obey Jellia in everything. I'll
leave three Blowmen here to protect our Starina. The others, and all
of my able-bodied fighters, shall fly with me to Ohs."
"The Ozoplane holds only four!" cried Jellia, looking desperately over
at Nick who was struggling angrily to free himself from the
Blowmen. But they had his arms pinioned behind his back, and the
poor Tin Woodman was unable to help himself.
"Oh, that's all right!" answered Strut, "I and this Tin Emperor will
ride in the Friend-ship, and the others will follow on their flying
sticks and soon I will return with all the treasures of Ohs!" As the
Blowmen started away, shoving Nick and the Soldier ahead of them,
Jellia felt so frightened and alone that she burst into tears.
"Oh, please, please—couldn't you leave the Soldier to keep me
company?" she sobbed, wiping her streaming eyes on her sash.
"Of course, if you wish!" Motioning to the Blowmen, they picked up
Wantowin as if he had been a sack of potatoes, and tossed him
roughly back into the Royal Pavilion. He landed with a clatter at
Jellia's feet.

"But see here! I am not sure I can find the way back to Oz!"
protested Nick Chopper as Strut fell into step at his side. "I
happened upon this airosphere by the merest chance, and have no
idea in which direction Oz now lies."
"Just the same—I think you will take me there!" Strut grinned
wickedly, tapping Nick on the shoulder with his staff. He already had
sent Junnenrump to summon the army, and, glancing over his
shoulder, Nick saw a thousand young airmen strutting along behind
them. As they came to the shores of Half Moon Lake, Hippenscop
came panting and gasping into view.
"Her Skyness the new Starina, bade me give you this," he puffed,
handing the Tin Woodman the small oil can the Wizard had given
him at the party. Nick had forgotten all about his oil can and without
it he was likely to rust and become perfectly helpless. Taking it
thankfully from the messenger, he hung it on a hook beneath his
arm and headed reluctantly for the Oztober. Nick had no intention of
flying Strut to the Emerald City. Even if he had to wreck the plane,
he would find some way to keep the greedy airman and his legions
from conquering Oz. Then he would return and rescue Jellia and the
soldier.

But, without a word to Strut, for argument at this point would have
been useless, he mounted the ladder, walked through the cozy cabin
and seated himself in the pilot's chair. Strut paused on the top rung
of the ladder before he entered.
"Follow us closely, men," he commanded gruffly, "no matter how far
or fast we fly." Strut's young warriors raised their flying staffs to
show that they understood, and with a few final directions, the
Stratovanian stepped over the sill, slammed the door of the Oztober
and walked rapidly forward, examining everything with lively
interest.
"So this dragon-body really flys?" he said, bending curiously over the
navigator's table. "Ho, what's this? I thought you told me you had no
way of finding the route back?" Nick Chopper, much more surprised
than Strut, picked up the tidy map that lay on top of the buttons. It
certainly had not been there when he left the plane, but here it was
now, showing the complete course they had taken since leaving the
Emerald City. Concluding this was some of the Wizard's magic, Nick
examined the map attentively. Each turn up or down, each mile east
or west, was charted accurately.

"All you have to do is follow this in reverse," exclaimed Strut.
Unaccustomed as he was to flying except by staff, he was
nevertheless sharp enough to realize the value of a good map when
he saw one. "And remember now—no tricks!" he warned, sternly.
"Land me safely in Ohs and you will be suitably rewarded. But land
me anywhere else and you will be completely obliterated!"
Nick said nothing. Weary of Strut's threats and boasts, the Woodman
touched the button to inflate the Oztober's balloon, and the "up,"
"south" and "fast" buttons. In the whirr and splutter of their take-off,
the Airlander's further remarks and directions were completely
drowned out.

CHAPTER 9
Jellia in a Frightful Jam
For a long time after the departure of the Tin Woodman and of Strut
and his legions, Jellia sat forlornly on the Star Throne, trying to stem
the tears that coursed slowly down her cheeks. To be stranded on
this high and dangerous airosphere was bad enough, but the
thought of Strut flying off to destroy Ozma and steal all her
treasures was more frightening still.
"What on airth shall we do?" questioned Jellia with a rueful smile, of
the Soldier with Green Whiskers who was tramping morosely up and
down the pavilion. Halting in his march, Wantowin shook his head
dubiously.

"That I cannot say!" he murmured, taking off his cap and staring
gloomily inside. "I have no standing in this country at all! But you,
Jellia, are a Starina. Therefore you must decide what is to be done.
And whatever your Majesty's orders may be, I will carry them out to
the letter. To the letter!" declared Wantowin, standing up very
straight and tall.
"Oh, bother 'my Majesty!'" scolded Jellia. "You know perfectly well I
didn't ask to be a Starina of this terrible place!"
"It is not what you want but what you are, that counts!" insisted the
Soldier, stubbornly. "And there's no getting round it, Jellia, you are a
Starina! So while you are deciding what is to be done, I'll just do a
bit of reconnoitering. It might be well to know the lay of the air!"
"Wait!" cried Jellia as Wantowin started smartly down the steps.
"Whatever you do, Wanny—don't run!" she implored earnestly. "You
might easily run off the edge and then where'd you be? So do please
be careful, and if anything frightens you run straight back here! Do
you promise?"
"Nothing ever frightens me!" said the Soldier in an offended voice.
Marching sternly down the steps he was off at a double-quick,
without even a glance over his shoulder. Feeling more alone than
ever, Jellia sighed and folded her hands in her lap. But Wantowin's
words, foolish as they were, had done her good. After all she was a
Starina, for the time being anyway. So, straightening her crown, and
drying her tears, Jellia tried to think how she should act under such
bewildering circumstances. How would Ozma act, for instance, if she
were sitting on the throne of this singular airtry? Even thinking of
the gentle and dignified little Girl Ruler of Oz, steadied Jellia. Holding
her head very high, she stepped down from the dais and began
pacing slowly up and down the pavilion, switching her green skirts in
such a regal manner that the two messengers who had returned
quietly to their posts, stared at her with new interest and admiration.

"Is there anything we might bring your Strajesty?" asked
Junnenrump, bowing from the waist and clicking his heels smartly
together. At his question Jellia paused and eyed the two,
speculatively.
"Why, yes," she decided after a moment's thought. "You,
Junnenrump, may send some one to amuse me, and you,
Hippenscop, may bring me two of those winged staffs. It is neither
safe nor proper for a Starina and her Army to be without them!"
"But, your Skyness!" Hippenscop leaped into the air and spun round
and round in an agony of embarrassment. "There are no extra
staffs!" he blurted, finally coming to a stop before her. The little
fellow looked so distressed, Jellia was on the point of letting him off.
Then, remembering just in time that she was bound to be obeyed,
she raised her arm.
"Go!" she commanded haughtily. "And do not return without two
winged staffs!" Junnenrump already had started, and at Jellia's stern
command Hippenscop backed dejectedly down the steps, his eyes
bulging with dismay and consternation.

"If Wanny and I had flying sticks, we'd at least be as well off as the
rest of these Airlanders," reasoned Jellia, resuming her walk. "But
what funny names," she mused, as the messengers disappeared in
two different directions and at two different speeds. "They make me
think of—" here Jellia took a little run and jump, following it with a
skip and a hop. "I suppose" she continued, talking conversationally
to herself, "that is what their names really mean, everything is so
mixed up here." Regaining her throne in one long slide, Jellia
brought up with a slight start. This, she decided, was no way for a
Starina to act. Smoothing down her dress, she walked sedately to
Strut's throne and reached underneath. The real reason she had got
rid of the messengers, of course, was so she could recover the kit-
bag and have a chance to examine its contents without being
observed. The cheer gas had saved them on one occasion, and
perhaps there was magic powerful enough to enable her and the
Soldier to escape from the airosphere before Strut returned. The bag
was still there and snatching it up in her arms, Jellia climbed back on
the throne. But just as she was about to zip it open, Junnenrump
bounded up the steps of the pavilion, dragging a lean old Skylander
by the hand.

"His Majesty's Piper!" announced Junnenrump, giving the Piper a
shove forward and seating himself expectantly on the messenger's
bench. Jellia was annoyed to have Junnenrump return so soon. But
since she had sent for someone to amuse her, she could not very
well object. So, resting her chin in her hand she looked curiously at
the royal Piper. The old Skylander was tremendously tall and thin.
His tunic was short and plaited, and under his arms he carried a pair
of enormous bag pipes. Jellia never had cared for bag pipes, but on
an airosphere she supposed wind instruments such as this naturally
would be popular. The Piper, however, did not immediately play on
his pipes. Instead he struck a few light and pleasant chords on the
top buttons of his tunic.
"Shall I do a buck and wing, or a little Skyland fling?
Shall I sing a little sing, for you, Dear?"
bawled the Piper cheerfully. He looked so funny that Jellia burst out
laughing. Thus encouraged, the Piper proceeded to sing,
punctuating his song with extraordinary leaps and toe tappings.
"When we Skylanders feel low, we just
Dance the stratispho;
Step it high, kick and fly, toss the
Partner up ski-high. High HO!
"Would you care to try it?" he asked politely, holding out his hand to
Jellia.
"No, No! Not today!" gasped the Oz maid, backing as far as the star
throne would allow. "But I've really enjoyed watching you very
much, and your singing is lovely," she added, generously.
"Ah, but wait until you hear me play," puffed the Piper. Raising his
pipes he blew forth such a hurricane of whistles, squeals and fierce
thunderings that poor Jellia clapped both hands to her ears. "Tell
him to go away," she screamed above the awful din, wildly
motioning to Junnenrump who was tapping his foot in time to the

pipes and looking highly diverted. "Tell him to come back tomorrow."
The fierce music of the bag pipes had brought airlanders running
from every direction. Crowding round the pavilion they waved and
bowed to the new Starina. Realizing she never would have any
privacy under the Imperial Canopy, Jellia slipped off her throne. The
messenger had the Piper by the tunic tails and was easing him
gently down the steps. Jellia waited till they reached the bottom,
then, as all the airlanders began to run after the still furiously
pumping piper, Jellia started in the opposite direction. Surely
somewhere, she thought, clutching the kit-bag close to her,
somewhere she could find a quiet corner or cave or clump of bushes
where she could examine the contents of the Wizard's bag without
interruption.
So anxious was Jellia to be by herself, she broke into a run. Failing to
notice a crystal bar stretched across the path, she tripped and fell
violently up a tune tree. Falling down is bad enough, but falling up is
worse still. Jellia not only had barked her shins on the crystal bar,
but had bounced into the air so high she lost her breath and plunged
down so abruptly among the top branches of the tune tree that she

was somewhat scratched and shaken. She knew it must be a tune
tree because plump black notes grew in clusters like cherries
between the leaves. Several, dislodged by her fall, broke into gay
little arias and chords. At any other time Jellia would have been
quite interested, but now she was too agitated and upset to care.
"Such a country—or airtry!" groaned the Oz maid, rubbing her left
ankle and her right knee. "One can't even fall down in their own
way!" Parting the branches the ruffled little girl looked crossly out. It
was quite a long way to the ground, but nevertheless Jellia decided
to climb down. But suddenly it occurred to her that the top of the
tune tree was as good a place as any, to open the kit-bag. Easing
herself to a larger limb, she balanced the bag carefully in her lap and
stretched out her hand to pull the tail. Then a piercing scream and
the thump of a hundred footsteps made her draw it back in a hurry.
Parting the branches of the tree for a second time, she saw
Wantowin Battles running toward her like the wind.
"Help! Help! Save me!" yelled the Soldier with Green Whiskers. And
he had reason to yell for just two leaps behind him panted Kabebe,
waving an enormous crystal rolling-pin. After the Queen pounded
the three big Blowmen, and after the Blowmen came nearly a
hundred men, women, and children. Before Jellia had time even to
guess why they were chasing the Army, Wantowin tripped over the
same crystal bar that had caused her upfall, and landed with a
terrific grunt in the branches beside her, scattering half and quarter-
notes in every direction. The Airlanders stopped short and watched
with breathless interest as the Soldier disappeared into the thick
foliage of the tune tree.

"What's the matter? What happened?" whispered Jellia reaching out
to steady the soldier who was bouncing wildly up and down on a
nearby limb.
"YOU?" gasped Wantowin, almost losing his balance at the shock of
seeing her. "Oh, Jellia! We must leave at once! At ONCE! As I was
passing the cooking caves, Kabebe rushed out and grabbed me. She
has decided to blow us away most any minute now. She has
persuaded the Airlanders that Strut is lost and never will return. Oh
why, WHY, did we ever fly to this terrible place?"
"Be quiet!" hissed Jellia, frightened almost out of her wits at this
new turn of affairs. "How can I think with you making all that
noise?"
"Come down! Come down!" bawled Kabebe. "Come down before I
shake you down!" Grasping the trunk of the tune tree she gave it a
playful shake.
Rolling his eyes up, the Soldier glanced desperately at Jellia, and
Jellia, as desperately, glanced back.
"You might as well go down," she whispered resignedly, as the
Queen gave the tree a tremendous shake that nearly dislodged them

both.
"Not without you," shivered Wantowin, hugging his branch for dear
life.
"Oh, well—let's get it over with," said Jellia despairingly. "Blowing
away may not be so bad, and I'd rather do anything than stay up
here." Tucking the kit-bag under one arm, Jellia swung herself down
by the other and dropped lightly to the ground.
"What is the meaning of this outrageous behavior?" she demanded,
as Wantowin dropped fearfully beside her. "His Majesty shall hear of
this, I promise you!"
Kabebe, astonished to see Jellia as well as the Soldier with Green
Whiskers drop out of the tree, took a hasty step backward. Jellia
quickly followed up her advantage. "I'm amazed!" she said sternly. "I
thought you knew that I was to help you rule while King Strut is
away!" At this bold speech, Wantowin looked at Jellia in round-eyed
admiration. Though her cheeks were scratched and her crown
slightly askew, the little Waiting Maid looked every inch a ruler's
helper, if not a ruler. Even the Blowmen began to shift uneasily from
one foot to the other, their mouths falling open at Jellia's indignation.
But Kabebe raised both arms and fairly screeched at the little Oz
Maid.
"How dare you speak to me like that?" she shrieked. "King Strut is
lost and never will return! I am Queen here—and I don't need your
help! Blowmen! Seize this impudent pair, march them to the edge of
the cliffs and blow them away." The crowd of Stratovanians looked
uncertainly from Kabebe to Jellia.
"His Highness left you here to protect me!" Jellia reminded them
sternly. But even as she spoke, she knew they had decided to obey
Kabebe. She was flashing her star eyes so threateningly, and waving
her winged stick so close to their heads, that the Blowmen were
afraid to defy her.

"Come along, now," grumbled the first Blowman, taking Jellia
roughly by the arm. "You've made enough trouble here!"
The other two Blowmen seized the trembling Soldier and began
marching sternly toward the edge of Strut's Skyland. Jellia pulled
back with all her strength, as also did Wantowin, but, hustled along
by the huge Skylanders, they could do little to help themselves.
Relentlessly, with the jeering citizens of Stratovania running along
after them, the unfortunate Oz pair was dragged on.
"Just wait till your Master hears about this," sobbed Jellia, as the
Blowmen shoved them as near to the edge of the cliffs as they dared
go themselves. Then they stepped back to lift their horns. Jellia had
managed to retain her hold on the Wizard's kit-bag, but even so she
felt that their last moment had come.

Jellia gave a final sad little wave to the Soldier, who really was quite
brave now that his doom had arrived. The Blowmen pointed their
horns straight at them, but before they even could inflate their
cheeks, a fierce roar and splutter from the clouds caused every head
to turn upwards.
"The ship—the ship! The flying ship!" cried the First Blowman, letting
his horn fall disregarded to the ground.

"It's Strut!" screamed the Stratovanians, treading on one another's
toes in their sudden frenzy to be out of sight of their Master when
he landed.
"'Tis the Master himself!" cried the first Blowman, yanking Jellia and
the Soldier back from the edge of the Skyland. Pulling Kabebe along
with them, the Blowmen ran as never before, closely followed by
Strut's scurrying subjects. One moment later there was not a single
airbody in sight. Convinced that their cruel and brilliant ruler had
returned, they ran like rabbits. Some even flew, helping themselves
along with their winged staffs, while Jellia, sinking on a large, crystal
boulder, stared dazedly at the silver-bodied plane dropping rapidly
toward them.
"It can't be the Oztober!" cried Jellia, delightedly. "It couldn't have
come back so soon!"
"It's not!" cried Wantowin Battles, tossing up his cap and waving his
arms exuberantly. "It's the other one, the Ozpril, and that means—"
In his extreme excitement, the Soldier tripped over a balloon bush
and fell seven feet into the air. "It means the Wizard himself has
come to help us," sputtered Wantowin, blinking rapidly as he landed

hard on the rock beside the young Oz maid. "Three cheers, Jellia!
The Wizard of Oz has saved us!"

CHAPTER 10
The Wizard in Stratovania!
It was indeed the Ozpril, just as the Soldier with Green Whiskers had
said. Even at a distance, Jellia could spell out the name on the
gleaming body and, as the silvery plane came swooping toward
them, she could not repress a shout of joy.
Too exhausted by the dreadful ordeal she had just been through to
run to meet the ship, she jerked off her scarf and waved it wildly
over her head.
About ten feet from the crystal boulder on which she had been
sitting, the Ozpril came to a gentle and perfect landing. Scarcely had
the whirr and sputter of its engine died away before the door of the
cabin burst open and down climbed the little Wizard of Oz, followed
by Dorothy and the Scarecrow. The Cowardly Lion, last of all, had
difficulty fitting his paws on the rungs and, after a trembling
descent, rolled over on his back, his four feet straight up in the air.
The trip had not agreed with the Cowardly Lion at all. Weak and
dizzy, he made no attempt to rise.

"Here you are at last!" cried the Wizard happily, rushing over to Jellia
and seizing both of her hands. "So THIS is where you've been! Well I
must say it's a fine place. Why it's beautiful, beautiful!" Swinging
round so he could look in all directions, the Wizard positively glowed
with interest and enthusiasm.
"What's so beautiful about it?" growled the lion without turning over.
"Is there any grass? Are there any trees? Is there anything to eat?"
Dorothy, on the point of embracing Jellia, gave a little scream, for
the Tell-all-escope, which she had picked up just before leaving the
plane, was making terse announcements. At this point it happened
to be pointed at Jellia. Clearing its throat it remarked in a superior
way: "You are now looking at Miss Jellia Jam, formerly of Oz, at
present new Starina of the Strat, by edict of Strutoovious the
Seventh. Miss Jellia Jam, Starina of Stratovania! Period! Stop, drop
or point elsewhere!"
"Why, Jellia!" gasped Dorothy, letting the Tell-all-escope fall with a
crash, "are you, really? Oh my! I don't suppose you'll ever want to
return to Oz, now. Why, you must be having a wonderful time!"

"Humph!" sniffed Jellia, with a slightly wan smile. "If being pinched,
chased and nearly blown to atoms is having a wonderful time, then I
guess I've been having it all right!"
"Tell me," requested the Scarecrow, who had been walking in a slow
circle around Jellia. "Does one prostrate oneself before a Starina, or
does one merely kiss her hand?"
"Neither," laughed Jellia. Jumping up she gave the Scarecrow such a
hug he was out of shape for hours. "But quick!—Let's all hop in the
Ozpril and fly away before something terrible happens."
"Fly away?" cried the Wizard, shoving back his high hat. "But, my
dear—we've only just come! I've been flying all night and need a
little rest and refreshment before we start off again. Besides, I would
like to see more of this interesting airland and its people, and add to
my data on the Strata."
"That's what Nick thought," observed Jellia, putting both hands on
her hips. "And look what happened to him!"

"What did happen to him?" demanded the Wizard, realizing for the
first time that Nick was not among those present.
"You tell him," sighed Jellia to the Soldier. Sinking back on the
boulder she held her aching head in both hands. All eyes turned
toward the Soldier with Green Whiskers who opened and closed his
mouth several times without saying a word. The Wizard, now
thoroughly alarmed, began shaking him on one side and the
Scarecrow on the other, until finally Wantowin took a tremendous
swallow and gave them the whole story.
When the narrator reached the part where Strut had ordered Nick
and him blown away, the Scarecrow hurried over to the balloon bush
and began picking the almost ripe balloons as fast as his clumsy
cotton fingers would permit. Not till he had about twenty did he
even pause. So light and flimsy was the straw man that the bunch of
balloons on their long stems kept jerking him into the air. After each
jerk he would give a little grunt of satisfaction.
"These are just to keep me aloft—in case of accidents," he explained
hastily to Dorothy who was watching him intently.

"But what of us?" asked the little girl, looking anxiously toward the
Canopied City which, at present, seemed absolutely deserted.
"You say that this wretched Strut, after naming Jellia Starina, forced
Nick to fly him to Oz?" exclaimed the Wizard, grasping Wantowin
Battles by both arms and gazing into his face.
"Not only that," Wantowin told him hoarsely, "but he's taken his
Blowmen and a thousand fighting men to conquer the country! He
intends to bring back Ozma's crown, scepter, jewels and all the
treasures in our castle!" finished the Soldier, dolefully.
"Oh, can't we do something Wizard?" cried Jellia determinedly. "I
simply won't be Starina! I won't! I WON'T!"
"Just the same—you make a very pretty one," murmured the
Scarecrow, patting the little Oz Maid consolingly on the shoulder.
"But of course, we cannot allow this bounding airlander to take Oz!"
"If Nick had not 'taken possession' of Stratovania for Ozma, he'd
never have thought of it," groaned Jellia. Rising stiffly, she picked up
the kit-bag from the crystal rock beside her.
"Ah—so you still have my magic kitty!" In spite of his anxiety the
Wizard smiled.
"Indeed I have," said Jellia firmly. "It saved us from being blown
away. I used some of your cheer gas, Wiz, but I didn't have time to
try out any of the other magic. Here, you'd better take it now and do
let's be starting. No telling when Kabebe and those three Blowmen
will be coming back."
"Forward march! Forward march!" Wantowin Battles started off all by
himself for the Ozpril. "Hurry, hurry!" he called over his shoulder. "If
those fearful people return they'll surely make trouble!" yelled the
Soldier, his voice growing more emphatic.
"Well, it's certainly a mix-up," said Dorothy, moving closer to the
Wizard.

"What do these people look like, Jellia?" she asked curiously. "Really
I'd enjoy seeing a few."
"They look like nothing you ever have imagined!" Jellia told her with
a slight shudder. "Goochers! Here come some now! And oh—it's
those Blowmen—and all the others! Look, Wizard! Could we reach
the Ozpril before they reach us?"
"Let's not try," decided the Wizard, as the Blowmen broke into a run.
"Even if we made the plane, they might blow us to bits before I
could get her started. Let's stay here and reason with them till I find
something in this bag to help us."
"Oh, woe is we! Oh, woe is we!" gulped the Scarecrow, taking little
runs and leaps into the air, hopeful that his balloons would lift him
out of the danger zone as the threatening company drew closer. The
Queen was marching grimly ahead of her subjects. In some way,
decided Jellia, she had discovered Strut had not been in the silver
plane. As the Wizard opened his kit bag the little Oz Maid rushed
over to the Cowardly Lion.

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