connection with the people by their various official duties of interference in all public or private affairs, yet attached by their interests to the kingly power.  The Beamptenstand, or functionary class, was to be the equivalent to the class of nobility, gentry, capitalists, and men of larger landed property than the peasant-proprietors, and was to make up in numbers for the want of individual weight and influence.  In France, at the expulsion of Louis Philippe, the civil functionaries were stated to amount to 807,030 individuals.  This civil army was more than double of the military.  In Germany, this class is necessarily more numerous in proportion to the population, the landwehr system imposing many more restrictions than the conscription on the free action of the people, and requiring more officials to manage it, and the semi-feudal jurisdictions and forms of law requiring much more writing and intricate forms of procedure before the courts than the Code Napoleon.”

A bureaucracy is sure to think that its duty is to augment official power, official business, or official members, rather than to leave free the energies of mankind; it overdoes the quantity of government, as well as impairs its quality.

The truth is, that a skilled bureaucracy—­a bureaucracy trained from early life to its special avocation—­is, though it boasts of an appearance of science, quite inconsistent with the true principles of the art of business.  That art has not yet been condensed into precepts, but a great many experiments have been made, and a vast floating vapour of knowledge floats through society.  One of the most sure principles is, that success depends on a due mixture of special and non-special minds—­of minds which attend to the means, and of minds which attend to the end.  The success of the great joint-stock banks of London—­the most remarkable achievement of recent business--has been an example of the use of this mixture.  These banks are managed by a board of persons mostly not trained to the business, supplemented by, and annexed to, a body of specially trained officers, who have been bred to banking all their lives.  These mixed banks have quite beaten the old banks, composed exclusively of pure bankers; it is found that the board of directors has greater and more flexible knowledge—­more insight into the wants of a commercial community—­knows when to lend and when not to lend, better than the old bankers, who had never looked at life, except out of the bank windows.  Just so the most successful railways in Europe have been conducted—­not by engineers or traffic managers—­but by capitalists; by men of a certain business culture, if of no other.  These capitalists buy and use the services of skilled managers, as the unlearned attorney buys and uses the services of the skilled barrister, and manage far better than any of the different sorts of special men under them.  They combine these different specialities—­ make it clear