finding or imagining that there is no prospect of the mahout returning, he stops altogether, and stands for a moment in doubt.  Then all doubts seem to vanish, and finally he takes a bunch of foliage and begins to fan himself.  Such is the nature of the elephant, and the human animal does not greatly differ from him.  Exceptional men there may be, and no doubt also exceptional elephants, but, as the late Sir Charles Trevelyan good-naturedly said to an official in the Madras Presidency, “The fact is, we all require a little looking after.”  And hence it is that, when the proprietor cannot look after his own property, he finds it always advisable to give the manager an interest in the concern, or some interest which will induce the manager to fan himself in moderation.  In the case of tea plantations in India, sometimes a share is sold to the manager, and then he is given time to pay for this out of the profits of the concern.  In coffee, sometimes, a salary is given, and a bonus of one rupee a hundredweight on the coffee produced.  Then on some estates belonging to a firm, as it was found that this worked unevenly, a bonus of a rupee a head was given on each coolie, which was done to encourage managers to make their estate as attractive to coolies as possible.  In one case I know of, the manager is allowed to invest capital of his own in the concern to even as small an amount as 1,000 rupees, and for the sum invested he receives a share in the profits of the estate.  The 1,000 rupees are treated as part of the capital of the estate, and whatever the profits may be, the owner of the capital gets his share.  If he leaves, his capital is returned to him, or, in the event of death, paid to his heirs.  Another plan, and I think the best, is to give a share of the profits in lieu of salary; or, should the manager not like the risk, a salary enough for the manager to live on and a share of the profits besides.  But I do not think it wise ever to part with a share in the ownership of the land, as, in the event of the death of a manager, who has been turned into a working partner, a very unsatisfactory state of things is liable to arise.  And the original proprietor might, and probably would, have trouble as to the management of the estate, as he would then have to deal with the heirs of the deceased.

It seems hardly necessary to say that a proprietor should exercise great care in the selection of a manager, but the circumstances of the estates in Mysore, which are always surrounded by a native population, and sometimes a very considerable population, are such that unusual care is required when appointing a manager.  For in dealing with the people around him, he requires to exercise much tact, and careful circumspection, and great control over his temper, which is often sorely tried.  And he needs it all the more for the first few years, because anything new is sure to be attacked and worried.  When alluding to the fact that the new comer is exposed to many annoyances,