None Essay Example | Topics and Well Written Essays - 750 words - 22

None - Essay Example his brother. Gothic literature is used to bring about an atmosphere of gloom and terror with an aim of passing messages to the reader. To begin with, it is set in out-of-date times and uses mysterious, dark and evil tone to pass the message. All the gothic characteristics in literature come together to give emphasis to the sagacity of evil. Most writers utilize Epiphany. It bring about a moment in which one sees something in a different perspective. It is triggered by a new piece of information that is crucial to the audience. This characteristic plays a significant role in literature to draw the attention of readers and the interest to know what happens in the piece (Bell, 2087). Bildungsroman is a piece of literature that narrates development of a youthful character this person matures in the process. It depicts the changes that go through an individual as they grow to adulthood. Whitman brought about a new orientation in the American poetry. Free verse poetry did not exist in the industry yet. In fact, in the 19th-century poetry had to be rhymed, and anything that was to the contrary was regarded to be a normal person’s gobbly-gook. However, Whitman changed that notion in the American society; he made people believe that a poet did not have to elevate him or herself above the commoners. Above all, a poet did not have to identify himself or herself with Europe, but be an American. Whitman’s was sceptical of religion, he believes that all religions were equal, and none of the religions was superior to the other. Despite the fact that he was born a quark, he did not live to be a quark in his adulthood He appreciated the old accounts of all religions like the Bible, and genealogies to be true without any exception. Despite the fact that he accepted all, he believed in none of them ( Luzi ,115). Dickinson rarely used titles in her poems since she believed that they were just customary. She argued that a title is not the only way

Current Police Vehicle Pursuits Policies and Procedures Essay Example for Free

Current Police Vehicle Pursuits Policies and Procedures Essay Why We Need Policy It is important to recognize that to use high speed methods in vehicle pursuit can only have risks reduced by un-holding a standardized guide as to how to proceed with the least of harm. The use of policy is an important element in any delivery of social and care service. Codes of practice provide parameters as to what needs to be recorded, how actions are to be undertaken and to realize the inherent moral obligation to ensure the rights and dignity of all stakeholders (New Jersey Police Department, 2001). Though, to provide consistency in application and resolution of dilemmas it is critical that report forms have an integrated presentation so that they can be used across situations, and across levels of staffs. Present Policy Currently there are written policies existing in every police station in North America instigated by the National Institute for Justice (NIJ). However, these differ amongst agencies, which has resulted in the indetermination of how best to deliver best practices in police vehicle pursuit (Alpert, 1997). A standardized form of pursuit policy would allow for better comparisons across agencies, and to quantify practices (Department of Public Safety, 2000). Recommended Policy Changes Develop and monitor a system to record information about pursuit driving. This will include narrative and multi-media forms, such as video, webcam and when necessary mobile camera and video. Continuous review and revision where necessary of pursuit policies. The quality and direction of these documents need to be valid and relevant and respect the rights and welfare of all stakeholders. Provide ongoing pursuit-specific training that includes ethical debating and written observation techniques Provide training and supervision across policies to ensure staffs in critical thought, inclusive decision-making and consistent deliver of services. Cultivate a culture of disclosure, reflection and critical analysis of responsibility for pursuit-actions amongst staffs. This includes having a supervisor read through and deliberates as to the appropriateness of pursuit activities in afteraction reports). Emphasize and make salient the ongoing risks and dangers of pursuit to guard against complacency of safety issues across time and experience. Establish a minimum criteria to meet a low offense as compared to a high offence to determine when a decision be made to continue or to initiate pursuit of a suspects vehicle. Train to recognize when public endangerment outweighs a decision to pursue; for example with incidents of traffic congestion Provide categories (ranking of criminal activities) and risk standards (rated from low to high) that allow staffs to easily and rapidly make distinctions during a chase Create a chase matrix from category scales to provide a set of specific standards that aid decision-making as to whether to start or continue a pursuit.   Conclusion Police pursuit is a controversial issue in social discourse, due to the inherent dangers to police, the pursued and the public. Formulation of a policy that adequately provides categories of risks and standards, and emphasizes the severity of the offence to determine if a chase is initiated or continued, appears to be the way to insure a consistent high level of best practices in pursuit. Ultimately, policy must seek to limit pursuit to only the most violent felons whilst resulting in the least risk to the public. Tragedy of road collisions due to police vehicular pursuit highlights the critical need for such policy. References Alpert, G. (1997) Police Pursuit: Policies and Training. Series: NIJ Research in Brief. Retrieved November 8, 2007 from http://www.ncjrs.gov/txtfiles/164831.txt Department of Public Safety (2000) Uniform Statewide Pursuit Policy. Retrieved November 8,   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   2007 from http://www.ct.gov/dps/cwp/view.asp?a=2151q=294336 New Jersey Police Department (2001) Police Pursuit. Retrieved November 8, 2007 from   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   http://www.state.nj.us/lps/dcj/agguide/vehpurs_2001.pdf

Impact of the Appreciation of the New Zealand Dollar on SMEs

Impact of the Appreciation of the New Zealand Dollar on SMEs APPRECIATION OF NZ$: ITS IMPACT ON SME’s New Zealand has been considered as a distinguished economy. It is primarily because the economy faced the challenges of international economic depression and was victorious in the same. According to a report by Forbes in the year 2014, the country holds a strong rank among the safe-haven economies in the world. New Zealand’s economy has been a dynamic one (Colombo, 2014). It has experienced appreciation and depreciation of its dollar on a consequent basis. Even in the 1990s and early 2000s New Zealand’s economy acknowledged higher appreciation of its dollar due to higher interest rates which fascinated large number of capital investors (Brash, 2000; Fallow, 2013). But since 2009, the economy is emerged very strongly but this has resulted in rising level of concerns among varied sectors and industries in New Zealand (Fallow, 2013). SME which implies â€Å"Small and Medium Enterprises† play a very crucial role in the economic development of any economy across the globe (Fink and Kraus, 2009). New Zealand is no different as its economy to a large extent is supported by performance of SMEs. But defining SME is a critical job because there is not universally accepted definition. Each economy has a different definition of a SME (Abdullah and Bakar, 2000). SMEs in New Zealand are defined by the New Zealand governing bodies as those organizational set ups which operate with 20 or less number of workers / employee (Ministry of Economic Development, 2011). Most of these units are generally controlled and handled by their owners themselves. One third of New Zealand’s GDP (gross domestic product) comprises of inputs from this sector (Waikato Times, 2014). This sector has also aided in provision of employment which is evident from the fact that one third of New Zealand’s entire population is absorbed f or varied jobs (Waikato Times, 2014). Another startling fact about SME in New Zealand is that it comprises of approximately 97 % of trade and commerce through 460,000 SME set ups (Ministry of Economic Development, 2011; Waikato Times, 2014). SMEs in New Zealand have resorted to extensive internationalization. These organizations are not supported by subsidies from New Zealand’s government. But yet they have undertaken this route to overcome competitive pressures created due to presence of cheap Chinese products in domestic markets (Jaeger, 2007). Thus to gain long term sustainability these organizations have internationalized their operations. Most of the SMEs who have opted to internationalize have resorted to a unique business strategy and model of their own. This is primarily because these SMEs aim to gain competitive advantage through internalization by optimally using various available and accessible opportunities (Jaeger, 2007). These SMEs mainly focus on geographic diversity of markets and effectively of distribution channels. The markets of chosen not on basis of any technical analysis but based on SME entrepreneur’s individual choices and their understanding of market feasibility. The internationa lization adopted by SMEs in New Zealand is termed as Bricolage model. The model is depicted in diagram below. Figure 1 The Bricolage Model Source: Jaeger, 2007 USD that is United States Dollar is considered as a point of reference in the world economy (Bloomberg, 2013). No governing body or international organization has declared USD as a ruling currency (Amadeo, 2014). But yet the appreciation and depreciation of currency across world is measured against this dollar primarily because it is considered as a governing intercontinental currency in. As a matter of fact in many countries even outside America, USD is used as their formal currency. Further approximately 85 % of foreign exchange trading entail use of dollars (Amadeo, 2014). Currency depreciation against USD implies a stronger dollar which makes imports expensive for local organizations (Gwartney et al, 2014). This is mainly because dollar becomes more costly. This in turn implies more money draining out of a nation and thus negatively affecting domestic economy. Currency appreciation is a more favourable option for economies but only in the long run. Currency appreciation means det eriorating USD in comparison to domestic currency. It is mainly because domestic currency appreciation implies a stronger economy and making imports cheaper. But it also implies increased prices of exports which makes domestic economy’s products expensive in international markets. Alternatively, with cheaper imports, domestic products within local markets face stiff price competition. Though a strong appreciation of currency indicates a stable and strong economy but its pitfalls cannot be negated. In 2011-12, New Zealand’s economy experienced an augmentation of 7 % in NZ $ on a Trade Weighted Index (TWI) Basis (Tarrant, 2012). One of the major reasons behind this is economy’s potential to overcome financial spur created by varied banks across the globe (Tarrant, 2012). Some of the other reasons this currency appreciation are depreciation of US dollars, strong and optimistic credit ratings for New Zealand’s economy by international organizations, stability in international monetary markets, benevolent economic conditions, accelerating interest rates and a centre of attention for capital investments (PwC, 2014; Headey and Fan, 2008). Another reason put forward for this is slackening of economic and monetary policies by various economies (Bernanke, 2010). In this most of the central banks provide for quantitative leverage of either float newly produced currency which results in increased risk exposure at international forum (Tarrant, 2012). The appreciation of NZ $ has benefitted the economy by helping the same to control its inflationary rates and trend thus enhancing economy’s stability. New Zealand with its far sighted strategic planning has been able to overcome negative impacts of such financial spur. But this too have had its side effects in form of raising medium term interest rates (International Monetary Fund, 2010). These rising rates have made it costly for SMEs to procure bank investments and thus discoursing entrepreneurs to a large extent. Out of all the negative impacts, the worst affected due to New Zealand’s money appreciation are trade sectors, exports business and import-competing manufacturers (Tarrant, 2012). One of the major impacts of appreciation of NZ $ was evident from restricted export activities. Price responsive markets strongly reacted to such currency appreciation which was apparent in form of declining New Zealand exports (Deakins et al, 2013). As a result of this export earnings decline, many companies were forced to withdraw from international markets. This depicted a negative impact on New Zealand’s economy and SMEs. But interestingly companies having strategic approach which catered at developing strong associations with banks and providing adequate time and resources were seemed to be successful. Another impact of appreciation of NZ $ was visible in form of declining product prices which affected manufacturers and traders to a large extent. Considering the case of dairy in New Zealand, the prices of dairy products fell steeply. Dairy farmers were affected to a large extent mainly because such a price decline meant lower income (Shanghai Daily, 2014). But the situation got managed due to high export demands of New Zealand’s dairy products in China, primarily at higher prices owing to its categorization as a lavish product (Teague, 2014). With imports becoming cheap, the import-competing organizations are having a tough time in sustaining market pressures. A major chunk of New Zealand’s import is from China. Thus with currency appreciation, Chinese products which are as it is lower priced are easily spreading their tentacles within the economy. Domestic manufacturers are failing to perform primarily because people in New Zealand are offered with large number of cheaper substitutes. This has resulted in a change in disbursements pattern of its population. (Tarrant, 2012) There has been a dearth of research related to appreciation of NZ $ and its impact on SMEs. In such a scenario it is essential to study such relationships between the two to understand the dynamics of New Zealand’s markets both at national and international frontier. Therefore this study will be interesting along with being useful. This study will provide with an insight to the various SME organizations with regards to sound strategic planning so that they can benefit from such NZ $ appreciation. References Abdullah,M. and Bakar, M. (2000). Small and Medium Enterprises in Asian Pacific Countries: Roles and issues. New York: Nova Publishers Amadeo, K. (2014). World Currency: Why Dollar is the World Currency?. Available at http://useconomy.about.com/od/glossary/g/global_currency.htm [Accessed Sept 24, 2014] Bernanke, B. (2010). The economic outlook and monetary policy. In Speech at the Federal Reserve Bank of Kansas City Economic Symposium, Jackson Hole, (Vol. 27), Wyoming. Bloomberg (2013). Bloomberg Indexes Unveils Dynamic U.S. Dollar Benchmark. Bloomberg Finance LP Brash, (2000). The fall of the New Zealand dollar: why has it happened, and what does it mean? Reserve Bank of New Zealand Bulletien, Vol. 63, No. 4, pp. 22-27 Colombo, J. (2014). 12 Reasons Why New Zealands Economic Bubble Will End InDisaster. Available at http://www.forbes.com/sites/jessecolombo/2014/04/17/12-reasons-hy-new-zealands-economic-bubble-will-end-in-disaster/ [Accessed Sept 18, 2014] Deakins, D., Battisti, M., Perry, M. and Crick, D. (2013).Understanding Internationalisation Behaviour. New Zealand Centre for Small and Medium Enterprise Research. New Zealand Fallow, B. (2013). Strong NZ dollar only part of the story. New Zealand Herald. Dated 7th Feb, Auckland. Fink and Kraus, S. (2009). The Management ofSmall and Medium Enterprises. USA: Routledge Gwartney, J., Stroup, R., Sobel, R. and Macpherson, D. (2014). Economics: Private And Public Choice. USA: Cengage Learning Headey, D. and Fan, S. (2008). Anatomy of a crisis: the causes and consequences of surging food prices.Agricultural Economics,Vol. 39, No. 1, pp. 375-391. International Monetary Fund (2010). New Zealand: 2010 Article IV Consultation Staff Report; and Public Information Notice on the Executive Board Discussion. International Monetary Fund Jaeger, S. (2007). How SMEs engage in the global economy – cases from New Zealand. In Oxford Business Economics Conference, UK: Oxford University. Ministry of Economic Development (2011). SMEs in New Zealand: Structure and Dynamics. New Zealand Government, New Zealand. PwC (2014). The rise and rise of the NZ dollar exchange rate – implications for the New Zealand economy. Available at http://www.pwc.co.nz/news-releases/the-rise-and-rise-of-the-nz-dollar-exchange-rate/ [Accessed Sept 18, 2014] Shanghai Daily (2014). Dairy prices, currency appreciation trouble New Zealand producers. Shanghai Daily, dated !9th Aug, Shanghai Tarrant, A. (2012). High NZ$ keeping inflation in check, but detrimental to NZ economy, as global central banks print, RBNZ says; ‘Global easing may continue’. JDJL Limited, dated 8th Mar, Auckland. Teague, S. (2014). New Zealand dollar caught between safe-haven and EM status. EuroMoney, dated 3rd Sept, UK. Waikato Times (2014). SMEs still backbone of NZ business. Available at http://www.stuff.co.nz/business/small-business/10198006/SMEs-still-backbone-of-NZ-business [Accessed Sept 25, 2014]

Holden Caufield as Untrustworthy Narrator in The Catcher in the Rye :: Catcher Rye Essays

Holden Caufield as Untrustworthy Narrator in The Catcher in the Rye The problem with most first person narratives is that there is only one point of view. In The Catcher in the Rye, by J.D. Salinger, Holden Caufield shares his past experiences as a distressed teenager. The entire story is told through his own troubled mind, which often distorts the experiences. Salinger portrays the reason behind Holden's immaturity by demonstrating his untrustworthy qualities. Most of Holden's views contradict themselves because of Holden's own confusion. This confusion blinds him from being able to realize that most of his criticism is against himself. Salinger clearly presents this after Stradlader hits Holden. "All that blood and all sort of made me look tough. I'd only been in about two fights in my life, and I lost both of them. I'm not too tough. I'm a pacifist, if you want to know the truth"(46). Even though Holden enjoys to see himself beaten up, he contradicts himself by proclaiming he is a peaceful person. Salinger utilizes these contradictions to reveal how unreliable Holden's observations are. Salinger also depicts Holden's immaturity through the judgment of his peers and elders. Holden's disillusionment of good people alters the true personality of each person he meets. Holden even criticizes his new classmates, whom he has not even meet yet. "It's full of phonies/.../and you have to keep making believe you give a damn if the football team loses, and all you do is talk about girls and liquor and sex all day"(131). Just because Holden is uncomfortable in his school, he feels the need to disapprove of everyone. Salinger exploits this immaturity to illustrate the reason for Holden's loneliness and confusion. Throughout the story Salinger introduces characters that actually appeal to Holden, which give him guidance and make him feel better about himself. Mr. Antolini is one of these people. Holden seems hopeless in his quest for happiness, but Mr. Antolini guides him in the right direction. Even after all the help, he still finds a way to scrutinize Mr. Antolini. "What he was doing was, he was sitting on the floor right next to the couch, in the dark and all, and he was sort of petting me or patting me on the goddam head"(192).

Digital Fortress Chapter 15

Susan Fletcher sat at her computer terminal inside Node 3. Node 3 was the cryptographers' private, soundproofed chamber just off the main floor. A two-inch sheet of curved one-way glass gave the cryptographers a panorama of the Crypto floor while prohibiting anyone else from seeing inside. At the back of the expansive Node 3 chamber, twelve terminals sat in a perfect circle. The annular arrangement was intended to encourage intellectual exchange between cryptographers, to remind them they were part of a larger team-something like a code-breaker's Knights of the Round Table. Ironically, secrets were frowned on inside Node 3. Nicknamed the Playpen, Node 3 had none of the sterile feel of the rest of Crypto. It was designed to feel like home-plush carpets, high-tech sound system, fully stocked fridge, kitchenette, a Nerf basketball hoop. The NSA had a philosophy about Crypto: Don't drop a couple billion bucks into a code-breaking computer without enticing the best of the best to stick around and use it. Susan slipped out of her Salvatore Ferragamo flats and dug her stockinged toes into the thick pile carpet. Well-paid government employees were encouraged to refrain from lavish displays of personal wealth. It was usually no problem for Susan-she was perfectly happy with her modest duplex, Volvo sedan, and conservative wardrobe. But shoes were another matter. Even when Susan was in college, she'd budgeted for the best. You can't jump for the stars if your feet hurt, her aunt had once told her. And when you get where you're going, you darn well better look great! Susan allowed herself a luxurious stretch and then settled down to business. She pulled up her tracer and prepared to configure it. She glanced at the E-mail address Strathmore had given her. [email protected] The man calling himself North Dakota had an anonymous account, but Susan knew it would not remain anonymous for long. The tracer would pass through ARA, get forwarded to North Dakota, and then send information back containing the man's real Internet address. If all went well, it would locate North Dakota soon, and Strathmore could confiscate the pass-key. That would leave only David. When he found Tankado's copy, both pass-keys could be destroyed; Tankado's little time bomb would be harmless, a deadly explosive without a detonator. Susan double-checked the address on the sheet in front of her and entered the information in the correct data field. She chuckled that Strathmore had encountered difficulty sending the tracer himself. Apparently he'd sent it twice, both times receiving Tankado's address back rather than North Dakota's. It was a simple mistake, Susan thought; Strathmore had probably interchanged the data fields, and the tracer had searched for the wrong account. Susan finished configuring her tracer and queued it for release. Then she hit return. The computer beeped once. TRACER SENT. Now came the waiting game. Susan exhaled. She felt guilty for having been hard on the commander. If there was anyone qualified to handle this threat single-handed, it was Trevor Strathmore. He had an uncanny way of getting the best of all those who challenged him. Six months ago, when the EFF broke a story that an NSA submarine was snooping underwater telephone cables, Strathmore calmly leaked a conflicting story that the submarine was actually illegally burying toxic waste. The EFF and the oceanic environmentalists spent so much time bickering over which version was true, the media eventually tired of the story and moved on. Every move Strathmore made was meticulously planned. He depended heavily on his computer when devising and revising his plans. Like many NSA employees, Strathmore used NSA-developed software called BrainStorm-a risk-free way to carry out â€Å"what-if† scenarios in the safety of a computer. BrainStorm was an artificial intelligence experiment described by its developers as a Cause Effect Simulator. It originally had been intended for use in political campaigns as a way to create real-time models of a given â€Å"political environment.† Fed by enormous amounts of data, the program created a relationary web-a hypothesized model of interaction between political variables, including current prominent figures, their staffs, their personal ties to each other, hot issues, individuals' motivations weighted by variables like sex, ethnicity, money, and power. The user could then enter any hypothetical event and BrainStorm would predict the event's effect on â€Å"the environment.† Commander Strathmore worked religiously with BrainStorm-not for political purposes, but as a TFM device; Time-Line, Flowchart, Mapping software was a powerful tool for outlining complex strategies and predicting weaknesses. Susan suspected there were schemes hidden in Strathmore's computer that someday would change the world. Yes, Susan thought, I was too hard on him. Her thoughts were jarred by the hiss of the Node 3 doors. Strathmore burst in. â€Å"Susan,† he said. â€Å"David just called. There's been a setback.†

Good Leadership Is More Important Than Good Management Essay

Leadership and management are crucial factors that determine the company’s further development. Management tries to control everything even humans, whereas leaders attempt to liberate humans and powers (Kotter 2001). Generally, the work management does is to make plan and budget, organize, control and solve the problem. The aim of management is to set up the rules. The leader’s work is to ensure the direction and target of the company, integrate all the resources, impel and encourage employees, its aim is to change, and it is obviously that this is the way leadership runs (Kotter 2001). More specially, leadership cares about the value and meaningfulness, whether the target the organization has achieved is worth or not. Leadership follows closely to humans, the dignity, value, potential and development. If management is concentrate on technology and means, procedures and methods, then leadership put emphasis on humanity and objective, the results and art (Northouse 2007). For example, management is focus on the function of power, but leadership cares the effect of enchantment. In fact, for every organization even country, they need both leadership and management. The aim cannot be achieved if lacking any one of these two. Since the leadership is playing the direction instructor role in the management process, this essay believes leadership is more crucial. Therefore, the essay will first have a literature review on leadership and management, following that, it will explain the interdependence of both two functions. Finally, it will illustrate the reason why leadership is more important through examples. Many studies have research on leadership and management from different perspective. According to Kotter (2001), the meaning of management is dealing with the assigned task, managers do key works such as planning, organizing and controlling, and then achieve the expected goal. Through management, the current organization performance can be maintained efficiently (Cuban 1988). It is certainly that in the management process, the leadership will always exhibits, but the main functions of management is preservation rather change (Bush & Heystek 2003). Both of management and leadership have their special value towards various situations, however, management deals with the technical issues while leadership deals with values (Bush and Heystek 2003). According to Kouzes and Posner (2002), leadership is the ability how the leader encourages others to volunteer to make efforts to the organization. As for leadership, it has five following styles: country club management, team management, organization man management, impoverished management, and authority obedience (Blake & Mouton 2003). Among these five styles, â€Å"team management† is proposed most. Blake and Mouton (2003) think the leadership is the ability to deal with both production and humans, and team management is the most appropriate one. In terms of Fiedler (1967), the situation has more influence on leadership. Three main situations are leader member relationship, the structure of the mission and the authority power. Different situation will show different leadership. Furthermore, all these three divisions also have impact on the leadership. Tannenbaum and Schmidt (1958) conclude four main styles, autocratic, known as the telling style, the leader takes the mission and let it known to the group; persuasive (the selling style), the leader would like to motivate the group without discussion, only through persuading them to believe the tasks is a good chance; consultative (the consulting style), the leader will consider member’s advices and their feelings when facing the decisions; democratic (the joining style), the leader will invite discussion, in this step the leader is not only a decision maker. Presently, how the organization can adapt to the fast changing society has become a critical problem for people to think about. In such a competitive era which is compete on knowledge (Bell 1999), an organization, particularly an enterprise which wants to gain the everlasting success should focus on both leadership and management, in this way to adapt to the changing world and keep the competitive advantage (Welch, J & Welch, S 2005). Although the leadership and management are diverse, both of they are very crucial to the organization and interact each other. Therefore, the organization needs both the objective view from managers and vision brought by the leaders (Bolman & Deal 1997). For achieving the vision and keeping high efficiency of the organization, it is necessary to pay great attention to both leadership and management. The interdependent relationship between leadership and management can be illustrated through balanced scoreboard (Kaplan & Norton 2005) shown in the following figure. The Banlance Scorecard (Kaplan & Norton 2005) According to the figure above, it looks into the key area of a business, external area like consumers, financial performance, internal one such as innovation and learning process. It clearly shows a comprehensive view of the two functions. Managers should use measurable methods to have a deep understanding of consumers’ demands, and leader should give the company goal with these demands. Managers are required to use any internal business strategy to let the consumer satisfied while leaders are give all the supports that reach that strategy. So under nowadays such a fierce globalized competition, every company wants to hold the consumers and market share. So the managers and leaders are pretty interdependent, with leaders are responsible for search the demand to adapt the change, and managers control the process and give advices. It is thus clear that good leadership and good management are very important aspects of an organization, however starts from the key esprit of the firm, leadership represents the excellence of the enterprise, and it could realize the value of every employee. Leadership needs sustained training and creation, it is regard as the key factors that influence the development, alternative and reproduce of an organization. Based on this understanding, compared with good management good leadership is a more critical issue. Following section will take Sony and P&G as cases to explain why leadership is more important than management. Sony is a leading firm in the high-tech manufactures industry, it first develops the memory stick and MP3 player, but its sales revenue did not performance well. And soon after the emerging of Samsung and Apple, Sony was soon surpassed by the two competitors. Samsung has more brand value than Sony since 2005, and the Ipod and Macbook from Apple are popular rather than Vaio (Chang 2008). Actually a firm like Sony who can perform on the international stage will of course have a good management within the company for until now Sony still do a very good job. And from the external environment, the different strategies Sony and Samsung takes will not lead to the different performance on its sales. Sony has the right strategy, the complete resources, the powerful energy, but the winner turns to Apple and Samsung. Why Sony could so easily be surpassed by the competitors? The main reason why such gap exists is because the company lacks of the leadership. Many enterprises failed due to the unsuccessful integration of strategy and operation. Take Sony’s competition with Apple as an example, Apple has no core technology on the MP3 player market, all the things they do is to implement the innovation with its computer processor technology. But in the contrast, although Sony has every factor to success, the wrong steps results in the lost in the MP3 player market. Sony took defensive strategy rather than offensive one, such strategy is not appropriate to its market and organizational management. There are two characteristic of current market: the rapid change of new technology and the fast depreciation of old ones. Sony actually do little effort to face the two emerging companies, the new leader team organized by the formal president of Sony could not meet their new visions. Why Apple and Samsung could win is not only because they know the market trend and importance of innovation, but also because the right vision from the leaders. The vision is not a dream but based on the careful market analysis and knowledge of current organizational situation. This is the reason Sony failed in the competition and meanwhile it also shows the more importance of leadership than management. Senge (1994) said that an efficient leadership is that the leader could change the path of an organization’s development and destiny, because every success eventually depends on the leaders. P&G, a global successful company in FMCG (Fast Moving Consumer Goods) industry, their leadership management is a good experience to learn. There has a rule in P&G, inter-dependence is a lifestyle (McDonald 2009). Every department, products and areas among the company should trust each other and closely cooperate. P&G is proud of getting the success if take other’s advices. The rule shows P&G has make a closely partnership with their suppliers, consumers, communities and employees. In this way, P&G has built an entire smooth value chain and leads to a multiple- win situation. Good leadership shown in P&G Company as following: Friendly and long-term cooperation with partners. P&G’s leadership with partners could be shown as they always built a long-term relationship. Many partners think P&G has enough respect toward its partners. The reason P&G seldom change partners is due to two reasons: first is in this way to keep the brand image, second is P&G hopes the partners should be familiar with P&G’s business, thus they can reduce lots costs and time. Innovative cooperate strategy. P&G’s another leadership performs to be creative cooperation with Wal-Mart. When many manufacturers are complained about big retail stores such as Wal-Mart and Carrefour, P&G always take an initiative position in the bargaining with the retailers. P&G make an evolution on its supply chain. They use the information technology to realize the continuous replenishment program,which manage the products by categories. The team from P&G and Wal-Mart are from many departments such as sales, marketing, operation, IT and finance, but they share the same goal. In the cooperate process, P&G carefully absorb the advices from the retailers and at the same time, P&G design some products for Wal-Mart. The two companies also intend to expand their business into other areas. Provide training and communication with employees. P&G regards people as their wealth. P&G provide systematic training program, internal promotion. Most of the management is recruiting internally; this basically increased the employee’s loyalty. Besides, P&G not only provide a competitive wages, but also its comfortable working environment. All these are the elements that can show P&G performance on leadership. P&G takes more social responsibility. Aims at sustainable management and environment protection, from 1994, P&G would release its global environment reports to the public annually. Its target is to show a clear vision of the company’s work for improving the global environment. Commitment to consumers. P&G’s belief is they produce and offer best quality products in order to improve the life of global consumers. As returns, they will first gain the leading market position and increasing profit, thus to make the society prosperity which our employees, stakeholders works and lives in. P&G put customers as the first position; they listen to their suggestions, including sales and R&D. P&G set the free call for consumers in order to keep connection with consumers, they always think and solve the problems from consumers perspective and explore the potential demands. 3E model. The 3E model of P&G is ultimately an excellent indication of their works on leadership. The 3E model includes: envision, energize, enable. Envision encourages people to have a clear plan and strategy toward their targets, concentrate on achieve the goal; find the possibility and not the limitations. Energize inspire employees to listen, understand and trust, approve the employee’s performance. Enable improve employees productivities. And also create possible conditions for employees to get success. The 3E model seems very simple but it has included everything related to the leadership. In this model, leadership is a behavior not a job. It clearly gives three missions to the managers: setting the goal, inspiring the employees, provide any helps. From all these aspects of P&G case, people can know that leadership is not just depends on one person or one group, it rely on the whole organization. And leadership not only considers for small aspects such as company strategies, but also considers more about the social responsibility it have in the society. Generally speaking, there are three outcomes of excellent leadership: -The productivity. The only results when the employees cannot finish his job on time are the waste of time and the reduction of quality. The main reason of such consequence is the uncertain guidance and follow-ups. If the leader cannot offer guidance the employees need, then the job cannot achieve the expected level. So lots of time and strength are wasted thus reduced the productivity. -The stability within the organization. As said above, the current society is based on knowledge. If the organization wants to approve the value of the employees, it should provide continuous training and developing opportunities for them. In this way to show the organizations confirmation on their value through spending time and money invest on the knowledge. The company could use such method to increase the stability of the employees and improve the efficiency. -The consumer’s satisfaction. The excellent external consumer services are based on the internal customer service. If the company could realize that the employees are the key customers for them, then they could get the chance to earn huge profit. As a leader, the company’s attitude towards the employees mainly determines whether they wish to work for the company. To care the employees give the company a chance to provide an excellent consumer services from inside-out. Bass and Avolio (1994) mentioned that the leadership should include behaviors like inspiring others, intellectual stimulation, coaching and development, respect and faith. This paper thinks, the leadership is, under the organization’s process of implement its target, the ability of the leader influence other related be led and the interaction between leader and the one to be led. The leadership itself is not only a capability but also a process. In the process, it includes the process of onstruct a binary relationship between the leader and followers, and also includes the functions leader set the organization, improve the efficiency, and leaders help organization adapt the environment, develop and innovative process.? Conclusion To sum up, good management is also an important issue concerning the organizational development. The reason why leadership is more important is that leadership is on a higher level. Take riding the horse as example; if the stableman has an excellent technique to control the horse, perhaps the stableman has management talent. But if he always goes to the wrong direction, that is to say, though the high technique of his management, but still cannot achieve the target, then he is doing the incorrect thing. Clawson (2008) said that leadership is nothing if without changes. So under nowadays a fiercely global trend competition and rapid changing of information and technology, leadership becomes more important for the organization. But only integrate the power of these two functions can, the organization develop on the right way.