James Watt :: essays research papers

James Watt was born February 19, 1736 and died on August 19, 1889. As a child he was often sick. This kept James out of school. His mother had to teach him how to read and write. James suffered from severe headaches, so many people thought he was retarded. Little did they know that this child that most people didn’t consider normal would lead America to one of the most important stages The Industrial Revolution. It all started when he traveled to England to become a mechanic. Then he decided to come back to Scotland. This is where he met Joseph Black. Black though him some thing that he found interesting about steam. This got Watt started in thinking about how to make Newcomms steam engine better. So in 1764 he got his first real challenge. He got one of Newcomms machines that could not be repaired. He repaired that machine without any problem. Watt had one problem, he had no idea why someone would be satisfied with a machine like this. James decided to make a practical steam engine, this resulted in cheaper transportation. This was possible because in 1869 Watt came up with the condenser (a chamber for condensing the steam) witch he got patented. During all this commotion Watt decided to get married to his cousin Margaret Miller, who died nine years after there marriage. Although they still had six children together. Watt then decide to marry his second wife Ann MacGreagor, which they went on to have two children. James was able to keep wealthy by teaming up with huge manufactures. They wanted James’s engine to do thing like pump water out of coal mines and putting them in locomotives to transport goods. The final part of the steam engine was a invented in 1790. It was a gauge that make the steam much safer. It read the amount of steam pressure produced in side the tank.

Democratic leadership Essay

Democratic leadership style is the advisable leadership style which encourages participation in decision-making and it can be persuasive or consultative. However, there is no ‘best’ leadership style because nothing can be absolute right and comprehensive. In this assignment, I will illustrate the successful case about GLANZ GROUP which adopted autocratic leadership style in the beginning of its foundation. Furthermore, I will also show the successful cases by adopting democratic leadership or combination the different leadership styles in their company in order to support to my opinion. The cases from the books and from internet will also be illustrated. Strong leadership, no matter how well intentioned and benevolent, can foster dependency and subvert democracy. Yet absence of any leadership will lead to confusion, drift, and tension. As many progressive activists have remarked, there can be a â€Å"tyranny of structurelessness† as well as of autocracy. The example of Mr. Qinde Leung Mr. Qinde leung, Chairman of the board of directors and CEO of GLANZ GROUP who built up his own factory using 300 thousand RMB in 1978: Guizhou Feather and Down Factory, the former one of GLANZ GROUP. Soon after, he quickly realized that it was more beneficial for these down stream enterprises which used their products for further dress business. He decides to do the same business without any techniques and any skillful persons at that time. It was a big risk so that a lot of employees were against this plan. But Mr. Leung insisted on his own schedule and finally he got complete success depending on his own experience and special views. It can’t be denied that at the developing stage of the company, facing the complicated situation and unbalanced quality of employees, Mr. Leung had to mange his company in autarchy. With the revolution of modern enterprises system in 1990, Mr. Leung became the CEO of GLANZ GROUP, his decision was un-challenged, but luckily, he has the special v iew and convincing personality and lead the GLANZ GROUP to today’s flourish. It has become an enterprise that owns about 740 acres and 20,000 staffs by  2003. Being one of the most outstanding groups of home appliance in China, GALANZ also won the fames of â€Å"Global Microwave Oven Manufacturing Center†, â€Å"Global Air-con Manufacturing Center†, â€Å"Global Small Appliance Manufacturing Center† and â€Å"Logistic Center†. In Oct 2003, GLANZ invests 2 billion RMB in purchasing about 495 acres of land in Huangpu Town, Zhongshan City to set up the largest air-con manufacturing base in the world. Its annual production capacity of air-con will increase to 12 million sets. (http://www.galanz.com.cn) Mr. Qinde leung, the benevolent-autocratic leader is described as powerful and prestigious but one who can be communicated with and is interested in his subordinates’ problems (Robert N. McMurry, â€Å"The Case for Benevolent Autocracy,† Harvard Business Review, Vol. 36 (January-February 1958), pp. 82-90). He structures the activities of his subordinates, makes policy decisions affecting them, and enforces discipline. He may encourage participation in planning, but in executing he is the â€Å"chief.† However, James Gibson, John Ivancevich, and James Donnelly, Jr., say even this style has been weakened by recent changes in attitudes within our society (James L. Gibson, John M. Ivancevich, and James H. Donnelly, Jr., Organizations: Structure, Processes, Behavior (Dallas: Business Publications, Inc., 1973), p. 298). This may particularly be true for younger generations as they express desires to shift away from any authoritative or paternalistic environment. Every organization will solve the problem of leadership in a different way. Some successful co-ops– especially smaller ones–are highly egalitarian. They have no formal leaders and few overt signs of leadership behavior. Other groups do well, at least for a generation, with a single central leader who encourages the members to participate. Many successful groups find middle ground. They reject dominating leaders and also escape the â€Å"tyranny of structurelessness.† The example of the OEOC (Ohio Employee Ownership Center) While attending the University of Texas and later getting his Ph.D. in  political science from Princeton University, John Logue studied abroad in Mexico, Denmark, and Germany. He was particularly interested in the worker-owned and democratically operated Mondragon cooperatives of the Basque region in Spain. With lots of plants under its control, the Mondragon Co-operative Corporation is the largest business corporation in its region, and the eighth largest in Spain. Several years later, Logue observed similar cooperatives and employee-owned enterprises in Quebec, Canada. Studying these models built his belief that democratically operated well to the company, just as democratic countries outperform autocratic ones. Logue, a professor of political science at Kent State, directs OEOC. Assisted by a small staff, he works to increase the number of employee-owned and run companies and to help their employees build personal assets. When a company considers shutting down an Ohio facility, for example, OEOC shows its owners and workers how employee ownership can save their livelihoods. Then, after plants make the transition to employee ownership, OEOC provides continue support to worker-owners through education, connections to consultants, and help organizing democratic structures for decision-making and communication. In all, OEOC provides 4,000 hours of leadership training per year. Since 1987, the group has helped 438 Ohio companies and plants, employing more than 83,000 people, explore the possibility of employee ownership. Of these, 64 have implemented partial or complete employee ownership plans. Logue has demonstrated that direct employee-ownership of companies promotes reinvestment, job creation, and asset-building for workers and their local economies. (http://dept.kent.edu/oeoc/index.htm) The Kohl’s Department Store Example Store manager, Audrey McCaskey, works with other employees and assistant managers of the store to come up with ways to improve their store’s performance. (http://www.kohlscorporation.com/AboutKohls/AboutKohls01.htm) As the leader, Audrey is a qualified manager who fits every characteristic of a good store manager. Her ways of doing things at times are fierce yet ethical, and with her team, she is determined to get the job done; proving  that leadership is an essential part of a manager’s position. When Audrey came to be General Manager of Kohl’s back in 1997, Kohl’s was excelling in sales and profit. Her energy and motivation (although sometimes a bit sarcastic) as well as her visions for the store, classify her as an excellent leader. However, I would also classify her as a transactional leader. Besides motivating employees, Audrey is hardworking and determined to get the job done. She runs her store efficiently and tries to keep it as a smooth operation. In fact, most managers used all the different styles on the job at some point or another. Many of these management styles are practiced within the management team of Kohl’s. Through these different styles, management is able to lead in a more effective manner. Firstly, coercive leaders – Management at Kohl’s demands that each and every employee gives their 100% effort during their jobs. Working as a member of the team, each employee is expected to do their share of the work. Secondly, authoritative leaders- Management encourage employees to work hard and continue the trend of growth, innovation, and profitability. Thirdly, affinitive leaders- Known for Team based operations, team leaders at Kohl’s create a harmonic work setting, making all employees feel comfortable with the store setting. Managers also try to develop and sustain working relationships with all employees. Fourthly, democratic leaders- Participation is practically inevitable while working at Kohl’s. Managers encourage participation through contests, and jean or tennis shoe days, which usually have positive results. Fifthly, pacesetting leaders- All employees are told what is expected of them and their performance. Therefore, employees work at achieving expectations and or goals through team work and self direction. Lastly, Coaching Leaders- Each new employee of Kohl’s is given extensive training within the first 3-6 weeks of employment. With this, managers hope to develop leadership skills among all employees. Every morning before opening of the store, Kohl’s manager or assistant managers have a brief meeting, discussing the stores’ current sales increases or decreases and upcoming sales. For this meeting, managers follow an outline that briefly goes over each priority for the day. The outline  goes over sales plans, goals, and actual, credit application goals, and actual, store news, top priorities for the day, and advertising. When sales are up, employees are encouraged to keep up the good work and often are awarded with a jean day. When awarded a jean day, employees are allowed to wear jeans to work. Managers will also advise employees having corporate visits. Corporate visits are that someone from the Kohl’s corporate center visits the store to make sure everything is in place and in order. During these visits, all associates are asked to maintain their departments especially well. Managers will also hold afternoon meetings for employees who work the afternoons a nd evenings. Another form of communication is the weekly K-Notes which come inserted in each weekly paycheck. In K-Notes, store managers briefly discuss store news such as upcoming events, corporate visits, new associates, etc. Each employee of Kohl’s receives an evaluation every 90 days from Audrey or an assistant store manager. During these evaluations the manager will go over with the employees their current job performance. The manager will point out all the positive things in the employees’ performance and the entire negative. Through this discussion, the employees are able to learn their strong points and what needs to be done to improve their overall work performance. When employees receive a good evaluation, their salary is increased. Obviously, Kohl’s has done very well in its approaches to team leading and teamwork overall. By practicing each of the individual styles of leadership, Kohl’s has been proved to be successful in its operations. In a word, the situational approach to leadership styles has been a valuable contribution. More realistic than previous theories, it shows that there is no â€Å"one best† style for all situations. Attempting to define and determine a proper leadership style is an extremely complex task for any leader. The evidence is becoming clearer that there is no single, all-purpose style of behavior that is effective in all managerial situations. Someday, experience and research may provide us with â€Å"the one best way.† Until then, each manager must be open-minded, informed, and adaptable. Reference [1] About the OEOC 2001 [Online, assessed 10 Mar. 2004] URL: http://dept.kent.edu/oeoc/AbouttheOEOC/AboutTheOEOC.htm [2] About Kohl’s 2003 [Online, assessed 8 Mar. 2004]. URL: http://www.kohlscorporation.com/AboutKohls/AboutKohls01.htm [3] Bill C. 2001 We Are All Leaders! Democratic Leadership Makes Us More Powerful [Online, assessed 6 Mar. 2004]. URL: http://www.geonewsletter.org/ed44cas.htm [4] James L. Gibson, John M. Ivancevich, and James H. Donnelly, Jr., Organizations: Structure, Processes, Behavior (Dallas: Business Publications, Inc., 1973), p. 298 [5] Kouzes, J. M., & Posner, B. Z. 1995 The leadership challenge: How to keep getting extraordinary things done in organizations (2nd ed.). San Francisco: Jossey-Bass. [6] Robert N. McMurry, ‘The Case for Benevolent Autocracy’, Harvard Business Review, Vol. 36 (January-February 1958), pp. 82-90 [7] Soaring Galanz 2002 [Online, assessed 10 Mar. 2004]. URL: http://www.galanz.com.cn [8] Yukl, G. A. 1998 Leadership in organizations (4th Ed.). Englewood Cliffs, NJ: Prentice-Hall.

How to Teach Essay Writing for ESL Classes

As ESL students become more fluent, its time to focus on how to use that fluency in specific tasks, such as making a presentation or writing an essay. The advanced topics you choose should depend upon what your students have planned for the future. In classes with mixed objectives, theres a need for balance to make sure that students who dont necessarily need the task at hand still profit from the lesson. This is never truer than when teaching essay writing skills. Classes that are preparing for academic English objectives require the skills while business English, or English for specific purposes classes, might find the entire exercise a waste of their time. Chances are, you have a mixed class, so it is recommended to tie essay writing skills to other important skills  Ã¢â‚¬â€Ã‚  such as using equivalencies, the proper use of linking language, and sequencing in writing. Students not interested in essay writing skills will gain valuable experience in developing these skills regardless of the task. Build Toward Essay Writing Skills Start by modeling clear writing at the sentence level. The best way to approach essay writing skills is to start at the sentence level. Once students have learned to compose simple, compound, and complex sentences, they will have the tools necessary to write longer documents such as essays, business reports, formal emails, and so on. All students will find this help invaluable. Focus on Equivalencies I find the best place to start is with equivalencies. Before moving on, make sure students understand sentence types by writing a simple, compound, and complex sentence on the board. Simple sentence: Mr. Smith visited Washington three years ago. Compound sentence: Anna advised him against the idea, but he decided to go nonetheless. Complex sentence: Since he was in Washington, he took the time to visit the Smithsonian. Build up students knowledge of equivalencies by beginning with FANBOYS (coordinating conjunctions), moving on to subordinating conjunctions, and finishing with other equivalencies, such as preposition and conjunctive adverbs. Focus on Linking Language Next, students will need to link their language, creating organization through the use of linking language, including sequencing. It helps to write out processes at this point. Ask students to think of some process, then use sequencing language to connect the dots. Its a good idea to ask students to use both numberings in a sequence of steps and linking through time words. Writing Essay Practice Now that students understand how to combine sentences into larger structures, its time to move on to writing essays. Provide a simple essay to students and ask them to identify various structures and written objectives: Underline linking languageFind examples of FANBOYS, subordinating conjunctions, conjunctive adverbs, etc.What is the main idea of the essay?How does the essay seem to be organized?Essays generally contain an introduction, body, and conclusion. Can you identify each? I like to help students by first explaining that an essay is like a hamburger. Its certainly a crude analogy, but students seem to get the idea of the intro and conclusion being like the buns, while the content is the good stuff. Essay Writing Lesson Plans There are a number of lesson plans and resources on this site that help with the many steps involved in developing the necessary writing skills. To focus on combining simple sentences into more compound structures, use a ​simple-to-compound sentence worksheet. Once students are comfortable at the sentence level, proceed from brainstorming through outlining to final essay production. Challenges With Teaching Essay Writing As previously stated, the main issue with essay writing is that it is not really necessary for every student. Another issue is that traditional five-paragraph essays are certainly a little old school. However, I still feel that understanding the structure of your basic hamburger essay will serve students well when putting together future written work.

Protecting Citizens From Harmful Acts - 2352 Words

Question1: Protecting citizens from harmful acts is basic to any society. To protect citizens, governments pass laws and regulations making wrongful acts crimes. A crime can be described as a wrongful act that injures or interferes with the interest of society. However, many acts that result in harm to others are not crimes. Accidentally hitting another car with your own is not a crime, even though it could cause harm. It is a tort. Generally speaking, a tort is a wrongful act that injures or interferes with an individual s person or property. A tort can be intentional or unintentional (negligence), or it can be a tort of strict liability. Tort law typically requires harm as a prerequisite to a remedy. Criminal law does not. Specifically,†¦show more content†¦Criminal law includes many so-called victimless crimes, that is, crimes in which both of the immediate parties to the transaction consent, such as prostitution, gambling, and drug distribution. And consent is generally no defense to causing serious bodily injury, as opposed to minor bodily injury, in criminal law; but in tort law, it will more often serve as a full defense. Criminal law Torts law IMMEDIATE PURPOSE Punishment of criminal Compensation of victim THEORY OF OFFENSE Offense to all society; public interest Only victim injured; private interest only INITIATING PARTY The state, the people, represented by prosecutor The victim, plaintiff STANDARD OF PROOF Beyond a reasonable doubt By a preponderance of the evidence Question2: Employees have the right to join together to advance their interests as employees, unionize and to refrain from such activity. It is unlawful for an employer to interfere with, restrain, or coerce employees in the exercise of their rights. Section 7 of NLRA guarantees employees the right to self-organization, to form, join, or assist labor organizations, to bargain collectively through representatives of their own choosing, and to engage in other concerted activities for the purpose of collective bargaining or other mutual aid or protection, as well as the right to refrain from any or all

Passages Of Scripture For Christians And Christians Alike

Introduction Jeremiah 31:31-34 is one of the most popular and well-known passages of Scripture for both Jews and Christians alike. It is a prophetic message of hope for God’s people, where God promises that one day he will make an unconditional new covenant to replace the Mosaic covenant that the Israelites have broken. God’s mercy and compassion shine through this prophecy as he shows that he is faithful to his promises, despite the continued failings of the Israelites. Today Christians often refer to this passage when declaring that Jesus Christ has ushered in this new covenant, and rightly so, however it is important to first consider the prophesy in light of the time it was written and what it first meant to the Jewish people who†¦show more content†¦In the verses immediately preceding this passage (v. 23-30) God declares what life will be like for the Israelites when he finally restores them, whilst immediately afterwards God promises the Israelites that as long as cre ation endures he will never forget them (v. 35-37). This Book of Consolation is sandwiched between strong warnings of divine judgment to Judah (Jer 1-29), and a prophetic description of the fall of Jerusalem (Jer 34-35). The fact that these verses declaring the creation of a new covenant were located between messages of judgment served to highlight Jeremiah’s key themes of God’s mercy and faithfulness despite Israel’s apostasy. This theme is consistent throughout the entire Old Testament. In addition, the hope of future restoration is carried through the larger Biblical narrative, where perhaps the book of Revelation is the most common example. At the end of Revelation there is a promise of future renewal of heaven and earth (Rev 21:1-4). In addition, the new covenant is finally fulfilled by the work of Jesus Christ, as recorded in the New Testament (Luke 22:20, 1 Cor 11:25, Hebrews 8:6-12). Literary Character of Text Jeremiah’s book is prophetic in nature, and has been written primarily in poetry with some prose. Jeremiah 31:31-34 has been written in poetic form, where God is speaking directly

History Of The Clarinet Essay Example For Students

History Of The Clarinet Essay The clarinet is a woodwind instrament consisting of a cylindrical wood, metal, or ebonite pipe with a bell-shaped opening at one end and a mouthpiece at the other end, to which a thin reed is attached. The clarinet has five different sections, the mouthpiece, the barrel, the upper section, the lower section, and the bell. The length of the entire instrument is 60 cm long. The mouthpiece section consists of a slotted cylinder, to which a reed is attached by a metal clamp called a ligature. The mouthpiece plugs into the next section which is a barrel. The barrel is simply a connecting cylinder to which the mouthpiece and the upper section plugs into. The upper section is a cylindrical pipe consisting of 4 holes and 9 keys placed in different locations along the pipe. On the back of the pipe there is a hole and a key that is used by the thumb. The lower section plugs into the upper section and is also connected via a special bridge key. This piece consists of 3 holes and 8 keys. On the inward facing side of the pipe, there is a protruding piece of metal called a thumb rest, which supports the entire clarinet. The bell plugs into the lower section. It consists of a cylinder that flares out into a bell shape and ends the clarinet. Clarinets are mainly made of African blackwood, metal, or a special hard plastic called ebonite. The keys on the clarinet are made of metal. The mouthpiece is mainly made of ebonite. The ligature is made of metal. The reed is made of cane. The clarinet was created in and around the eighteenth century. By the mid eighteenth century, the five key clarinet became standard. In 1844, the clarinet was further revised into what we know of it today. Around the beginning of the eighteenth century, a German instrument maker, Johann Christoff Denner invented the clarinet by improving the chalumeau. He did this by doubling the length of the chalumeau and adding two keys. The clarinet slowly acquired more keys during the eighteenth century. By 1750 the five key clarinet was the standard. In 1844, two french musicians, Louis-Augustine Buffet and Hyacinthe Klos made the most significant improvement in the instruments history. They applied the Boehm flute key system to the clarinet. This was done by placing each hole in different places so that each note would have the same tone quality. Then, they devised a key system that would cover all the holes. The improvements were a success, and the newly revised instrument became popular all over the world. The clarinet produces sound when air passes over the reed. The reed then vibrates, causing the flowing air to vibrate, thus producing sound. The air then exits the nearest opening. The farther the air travels before exiting, the deeper and lower the note will be. To produce a wide variety of notes, the clarinet has many keys and holes. Pressing different combinations of keys will result in different notes. Since the clarinet is a very versatile instrument, it can play almost any music. Today they play in bands, orchestras, dance bands, jazz bands, and woodwind ensembles. It is also often featured as a solo instrument. The clarinet has a beautiful liquid sound that becomes warm and dark when playing low notes, but bright and piercing when playing high notes. The clarinet has a range of 3 octaves and can play all semitones between an E three ledger lines below the staff, to a D two ledger lines above the staff.

Leadership Management at Merck Co free essay sample

Effects of Leadership in the Management Strategies of Merck and Company, Inc. Rana Satnani MGT-330 Management: Theory, Practice, and Application. July 2, 2010 Carolyn Harrison There lies a division in the business world between managers who do things right and leaders who do the right things (Bennis, 2007, p. 13). The primary difference between good managers and fantastic leaders is the ability to take risks and make independent decisions. Ethical leadership is more important today than ever with the rising effects of globalization on management across borders. Corporations like Merck Company Pharmaceuticals learn this lesson by hriving with superb management through crises. The impact of excellent leadership shows when companies prove they can survive and learn from problems. Merck has a long history of working ethically to improve the health and well-being of the world population. The company started by Dr. Ernst Christian Friedrich Schering in Berlin in 1827 and opened for business in America in 1891 (Merck, 2010). Merck scientists are responsible for many important health care contributions, from the discovery of Vitamin 81, the first measles vaccine, antacids, to the first statins used to reduce cholesterol. Merck also takes pride in their commitment to animal ealth, revolutionizing veterinary science with the introduction of most pet medicines used today, such as antibiotics, and vaccines. Doctors worldwide await the annual publishing of the Merck Manual, providing valuable information on medicines and health conditions. Merging with Schering-Plough in 1971, Merck has evolved into the second largest pharmaceutical company in the world (Merck, 2010). Management builds on ethical leaders To survive in progressively more competitive markets, companies have to attract and maintain excellent leaders to guide their companies in attaining objectives. Innovation and creativity lead managers to develop into powerful leaders, bringing inspiration to the staff and ingenuity to problem-solving processes. To produce managers with the highest potential for leadership, higher education institutes have a responsibility to focus on developing students ability to learn and plan for a lifetime of leadership. No longer can business management students simply study the technical aspects of business. According to Mabey (2008), the best graduate programs in America must ask two questions to strengthen the foundations of management learning: (1) What managerial competencies, i. . , knowledge, skills, and personal attitudes do educated managers need to act successfully in todays rapidly changing business environment ? (2) How do we learn, teach, and assess effectively in management education? (p. 147). We are observing the best managers graduating from Masters of Business Administration programs in which students prepare with lifelong learning abilities coupled with interpersonal skills that inspire them to lead their employees to greatness. Clearly good managers can accomplish objectives, yet excellent leaders always questions why things are done the way they are and can ecognize the significance of thinking creatively and from an open-minded perspective. A prosperous organization must embolden leaders to make ethical decisions to be effective for the long-term future in the corporate world. Velasquez (2006) states when employees believe an organization is Just, they are more willing to follow the organizations managers, do what managers say, and see managers leadership as legitimate. In short, ethics are a key component of effective management (p. 41). One strategy for effective leadership is always to act with ethics as the primary objective. This strategy works because empowering ones ubordinates will help a manager complete his or her objectives, but acting as an ethical leader will earn trust and loyalty from the team. Both empowerment and ethics are what differentiates a manager from a leader. Leadership at Merck Company. Merck Pharmaceuticals takes much pride in the way their company manages because ethical leadership promotes high-performance and company loyalty. In 2007, Merck introduced new employee leadership standards along the same line as the business strategy and Code of Conduct (Merck, 2010). These Leadership Standards evolve from previous guiding principles and rules focused on four oundational ideas: innovation, inspiration, impact and integration with Mercks values (Merck, 2010, p. ). As the fastest growing pharmaceutical company in developing countries, a positive working environment with the foundation in the following managerial principles from Mercks Core Values website (2010): 1 . We are a unified Company, with all employees sharing in the mission of improving global health. 2. We share a strong core of ethics and integrity. 3. We put patients and customers first. 4. We value di versity and inclusion as essential, integrated elements of our culture and leadership. 5. We demonstrate scientific, business and operational excellence. 6. We are results-driven and highly competitive. 7. We are empowered to make decisions and hold ourselves accountable for the outcomes. 8. We innovate and take appropriate risks. 9. We value feedback and learn from our successes and our mistakes. 10. We encourage debate and communicate candidly and respectfully. 11. We are efficient and agile, and responsive to change (Merck, 2010, p. 1). Because the essence of pharmaceutical companies is keeping people healthy, these companies have serious ethical dilemmas they must conquer on a regular basis, using ethical leadership. For example, in 1987 Merck scientists discovered a cure for river blindness, a debilitating disease predominantly diagnosed in low- income countries in Africa and South America, where people could not afford the cost of the drug. Merck leadership decided the company must donate the medicine to victims of river blindness because it was the ethical decision. The company has donated more than 2. 5 billion tablets of Mectizanw since discovery of the cure in 1987 (Merck, 2010). Ethical leadership may have cost the company billions in cost of production but is a valuable commitment that gained trust and loyalty from onsumers worldwide. Globalization leads managers and to make tough moral decisions with the potential best outcome, so it is easy to see why Merck is the leading pharmaceutical company in third world countries. Public relations in a time of crisis Another strategy for superior leadership is through Mercks history of handling crisis situations with honesty and fairness. By actively learning from successes and mistakes, Merck can be proactive about problems before they become worst case scenarios. A perfect example of the leadership approach is Mercks massive Vioxx withdrawal and subsequent recall of 2004. The withdrawal of the highly profitable arthritis and pain medicine resulted from a study designed to test the effectiveness of Vioxx in preventing potentially cancerous colon polyps, but which had also shown that the medication doubled patients risk of heart attacks and strokes (Merck, 2010, p. 1). The accidental finding must lead to a decision that has a basis in research, executive decisions, board notification and concurrence, and communication with regulators (Merck, 2010, p. 1). Of course this type of development can lead to disastrous consequences, but how the company handles it is vital. Following the Vloxx withdrawal announcement, several class action lawsuits were set, Merck shares fell 27%, the companys equity market capitalization decreased by $25 billion, and public outcry began for resignation of chief executive officer, Raymond Gilmartin (Merck, 2010). Interestingly, Merck management and directors handle crises with honesty and grace, by requesting the public to listen. Instead of hiding behind press releases and public relations counseling, Gilmartin appeared on several globally syndicated television programs to apologize and explain the situation. Gilmartins immediate transparency and open communication eased the consequences of a potentially negative development or scandal for Merck. This well-articulated strategy of active leadership shows employees and consumers proper communication, learning from mistakes and ethical standards will lead to long-term growth, profitability and a work environment that retains superior, trustworthy management. Globalization is a challenge An increasingly globalized business world leads to amplified competition and a need for superior leadership. As companies expand to overseas operations, they face he burden of more responsibility, challenge, and operating leeway than they might have at home (Bateman, 2009, p. 235). International leadership has the burden of bridging the gap through developing an understanding of cultural issues in foreign lands. Because of inherent ethnocentrism, American executives have to deal with his or her own lack of awareness and closed-mindedness to be successful managers abroad. Bateman (2009) warns that managers who lack an innate sense of compassion and understanding for others will rarely succeed on the global scale. With a working knowledge of human psychology and cultural studies, managers are ore apt to become international corporate leaders. Some industries have to pay extra attention and effort into ensuring their company is fitting into a foreign cultures laws, rules, and societal norms. Pharmaceutical firms are one of the business types that must be extraordinarily sensitive to societal expectations because without public approval, Mercks products cannot succeed in a competitive market. By signing on to the United Nations Global Compact, the worlds largest corporate citizenship initiative, the firm confirms its dedication to support the Compacts 10 guidelines in the areas of human rights, abor, environment, and anti-corruption (Merc 2009, p. 1) According to Bateman (2009), despite differences across cultures, research shows that most people live by a set of five core values: compassion, fairness, honesty, responsibility, and respect for others (p. 241). These values are not Just from Mercks mission statement and Code of Conduct, but through the companys actions, policies, and decisions. Conclusion Managers can learn about leadership from examining the innovative history of corporate pharmaceutical giant, Merck Company. Through the adoption of trong ethical guidelines, Leadership Standards, and the Merck Code of Conduct, the company has set an example of companies seeking leadership growth and development. Because of the demands of an increasingly competitive and globalized market, companies can implement strategies with a basis in open communication, cultural awareness, and corporate responsibility. http://www.merck.com/about/featured-stories/mectizan.html http://www.csrwire.com/ http://reports.swissre.com/corporate-responsibility-report/2016/cr-report/our-people/compensation-and-benefits.html