Friday, May 22, 2020

Commonly Confused Words Literally and Figuratively

The word literally is well on its way to becoming a Janus word—that is, a word having opposite or contradictory meanings. And despite the best efforts of language mavens, one of those meanings is... figuratively. Lets see if its still possible to keep these two words straight.  Ã‚   Definitions Traditionally, the adverb literally has meant really or actually or in the strict sense of the word. Most style guides continue to advise us not to confuse literally with figuratively, which means in an analogous or metaphorical sense, not in the exact sense. However, as discussed in the article How Word Meanings Change and in the usage notes below, the use of literally as an intensifier has become increasingly common. Examples Very young children eat their books, literally devouring their contents. This is one reason for the scarcity of first editions of Alice in Wonderland and other favorites of the nursery.(A. S. W. Rosenbach, Books and Bidders:  The Adventures of a Bibliophile, 1927)In the infamous essay A Modest Proposal, . . . what [Jonathan Swift] really means is that the rich should care for the poor instead of figuratively devouring them with their policies of neglect and exploitation.(Chris Holcomb and M. Jimmie Killingsworth, Performing Prose: The Study and Practice of Style in Composition. Southern Illinois University Press, 2010)  With its rapturously fragrant, sweetly aromatic pale blue ink, mimeograph paper was literally intoxicating. Two deep drafts of a freshly run-off mimeograph worksheet and I would be the education system’s willing slave for up to seven hours.(Bill Bryson, The Life and Times of the Thunderbolt Kid, 2006)The most important thing in art is the frame. For paintin g: literally; for other arts, figuratively--because, without this humble appliance, you cant know where The Art stops and The Real World begins.(Frank Zappa)John went to one window, unfolded his paper, and wrapt himself in it, figuratively speaking.(Louisa May Alcott, Good Wives, 1871)During his extended visit to the area, [poet Gà ©rard de]  Nerval got (figuratively) drunk  on the ambiance and (literally) drunk on Black Forest Kirschwasser (an awful thought, actually).(David Clay Large, The Grand Spas of Central Europe.   Rowman Littlefield, 2015) Usage Notes Literally  . . . means just what it says, which is to say: meaning just what it says.(Roy Blount, Jr.,  Alphabet Juice. Farrar, Straus and Giroux, 2009)  Ã‚  Literally in the sense truly, completely is a SLIPSHOD EXTENSION. . . . When used for figuratively, where figuratively would not ordinarily be used, literally is distorted beyond recognition.(Bryan A. Garner, Garners Modern American Usage. Oxford University Press, 2003)For more than a hundred years, critics have remarked on the incoherency of using literally in a way that suggests the exact opposite of its primary sense of in a manner that accords with the literal sense of the words. In 1926, for example, H.W. Fowler cited the example The 300,000 Unionists . . . will be literally thrown to the wolves. The practice does not stem from a change in the meaning of literally itself--if it did, the word would long since have come to mean virtually or figuratively--but from a natural tendency to use the word as a general intensive , as in They had literally no help from the government on the project, where no contrast with the figurative sense of the words is intended.(The American Heritage Dictionary of the English Language, 4th ed., 2000)Like incredible, literally has been so overused as a sort of vague intensifier that it is in danger of losing its literal meaning. It should be used to distinguish between a figurative and a literal meaning of a phrase. It should not be used as a synonym for actually or really. Dont say of someone that he literally blew up unless he swallowed a stick of dynamite.(Paul Brians, Common Errors in English Usage. William, James Co., 2003)Literally  is a bad intensifier, almost always overkill.(Kenneth G. Wilson,  The Columbia Guide to Standard American English, 1993)  Ã‚  Literally has been misused for centuries, even by famed authors who, unlike youngsters posting duckface photos of themselves shot in their bathroom mirrors (Your 2 sexy!), had a good handle on the languag e.Misuse began gathering legitimacy by 1839, when Charles Dickens wrote in Nicholas Nickleby that a character had literally feasted his eyes in silence on his culprit. Before you knew it, Tom Sawyer was literally rolling in wealth, and Jay Gatsby literally glowed. Come on, the guy grew up in New York lake country, not a New Jersey toxic waste dump.(Ben Bromley, Literally, We Have a Language Crisis. The Chippewa Herald, April 3, 2013)What would the world say? Why, it would say that she didnt think our money was clean enough to mix with old man Goochs. Shed throw it in our faces and the whole town would snicker.Figuratively speaking, young man, figuratively speaking, said one of the uncles, a stockholder and director.What do you mean by that?That she--ahem! That she couldnt actually throw it.Im not so literal as you, Uncle George.Then why use the word throw?Of course, Uncle George, I dont mean to say shed have it reduced to gold coin and stand off and take shots at us. You understand that, dont you?Leslie, put in his father, you have a most distressing way of--er--putting it. Your Uncle George is not so dense as all that.(George Barr McCutcheon, The Hollow of Her Hand, 1912)The solution, of course, is to eliminate literally. Most of the time the word is superfluous, anyway, and its easily replaced with another adverb.(Charles Harrington Elster, What in the Word? Harcourt, 2006) Practice (a) Some students are getting swept out of the library, _____ speaking.(b) The word photography _____ means drawing with light. Answers to Practice Exercises:  Literally and Figuratively (a) Some students are getting swept out of the library,  figuratively  speaking.(b) The word  photography  literally  means drawing with light.

Friday, May 8, 2020

Descartes and God Essay - 820 Words

Descartes and God Everywhere in this world there are debates on many things. Logic is often employed in order to understand and come to an agreement on these debated topics. One such topic, which is arguably the greatest topic of debate occurring in modern day, is the existence of God. Sure, many people believe in some sort of higher being, but how many of them try and use logic and rational thought to prove the existence of God. Many probably, however we will only look at one such person. Rene Descartes attempts to use his own logic to come up with the conclusion that a perfect being does exist and that being is in itself God in his book Meditations on First Philosophy. We must first look at the background of Descartes thought†¦show more content†¦The only true thing that cannot be doubted is that he himself doubts and thus exists (at the least as a thinking being), hence his Cogito ergo sum. Through this rational, â€Å"cogito ergo sum† meaning, â€Å" I think therefore I am,† and furthermore, â€Å"I am, therefore I exist†, Descartes rationalize his own existence. Thus his existence is that of an innate nature, however, Descartes also uses the idea of God as an innate idea as well. Is this possible, can he have an innate idea of an external being? Descartes begins his argument, of the existence of God, with the only thing he knows to be true; that through doubting, he must exist. By knowing he doubts he therefore does not know everything. This makes him imperfect. However, to know that he is an imperfect being he must therefore have an idea of what is perfection. And by having that idea, because he is finite and cannot come up with such an idea himself, a perfect being must exist- God. Knowing that he has an idea of perfection, Descartes continues to prove Gods existence by assuming everything must have a cause. This is known as the Principal of Sufficient Reason. Descartes views God as an innate idea, as is that of his own existence. The problem with thinking that God is an innate idea is that it does not include the ideas which others have of God. One would assume that if God were an innate idea, one that was planted in the mind, then all ideas of God would be the same. An instance where God is very differentShow MoreRelated Descartes : The Existence Of God1682 Words   |  7 Pages Descartes’ attempt to prove the existence of God begins with the Trademark argument. He reasons that by having an idea of an infinite being with a certain degree of â€Å"objective reality†, â€Å"there must be at least as much reality in the efficient and total cause in the effect of that cause† (40). Descartes’ idea of God has more objective reality of any of his ideas. Therefore, God must be the cause of his idea as a result of his existence. In what follows I will explain these terms and why theRead MoreDescartes and the Existence of God751 Words   |  3 Pagesï » ¿Descartes: The existence of God Over the course of his treatise Discourse on the Method, the philosopher Rene Descartes attempts to refute radical skepticism, or the idea that we can know nothing with the mind, because what we consider reality may simply be a delusion or a dream. Descartes begins, however, by taking a posture of doubting everything, and then attempting to discern what could be known for certain. Rather than attempting to affirm his existence, I thought that a procedure exactlyRead MoreDescartes Argument of God1540 Words   |  7 PagesGod Does Not Necessarily Have to Exist In Descartes’ Meditations, he makes the strong claim that God must exist. I will first explain what Descartes’s argument for God’s existence is, and then I will attempt to support the argument that God does not need to necessarily exist through objections and replies. Premise 1: â€Å"We have an idea of God as an infinite and perfect being.† First, Descartes believes that there are properties that are inherently perfect. For example, being good is a perfectionRead MoreDescartes, Berkeley, And God5780 Words   |  24 PagesDescartes, Berkeley, and God There are conflicting views between philosophers of the modern era pertaining to the existence of God. Even further, many of these philosophers who share the opinion that God does in fact exist also have opposing views as to how that affects their world view. For example, Descartes’s narrator, in the fifth meditation comes to the conclusion, that God, an almighty benevolent being, is no deceiver, and holds all perfection. Within this system, the narratorRead MoreDescartes s Theory Of God1490 Words   |  6 PagesWithin his work, Descartes presents the causal argument, in which he demonstrates the idea that God must exist because everything with an affect must have a cause . This is one approach that Descartes uses to show the proof of God. By the end of meditation two, following onto meditation three Descartes concludes that we as humans are considered as a ‘res cognitas’ in which we are recognised as a thinking thing. However due to humans being k nown as the ‘res cognitas’ that means God is the ‘perfectRead More Descartes Existence Of God Essay588 Words   |  3 Pages The existence of God has been a question since the idea of God was conceived. Descartes tries to prove Gods existence, to disprove his Evil demon theory, and to show that there is without a doubt something external to ones own existence. He is looking for a definite certainty, a foundation for which he can base all of his beliefs and know for a fact that they are true. nbsp;nbsp;nbsp;nbsp;nbsp;Descartes overall project is to find a definite certainty on which he can base all his knowledgeRead MoreDescartes And Spinoza On Nature Of God1282 Words   |  6 Pages This is certainly the case when it comes to Descartes and Spinoza, who are both adamant that their views provide the correct context and insight on their opinions of God. In Readings in Modern Philosophy by Ariew and Watkins, it is revealed that while both philosophers tend to agree on opinions like God being infinite, there are many reasons why Descartes and Spinoza disagree on the nature of God and their opinion of substance, for example, Descartes believes that there is more than one type ofRead More Descartes and the Existence of God Essay1140 Words   |  5 PagesDescartes and the Existence of God Once Descartes has realized that he can know with certainty that â€Å"I exist† is true, he continues to build on his foundation of truths. The truth about the nature of God, proof of God’s existence, and the nature of corporeal objects are considered, among others, after Descartes proves his existence. Descartes’ principal task in the Meditations was to devise a system that would bring him to the truth. He wanted to build a foundation from which all further philosophicalRead MoreDescartes Belief in God Essay1503 Words   |  7 PagesDescartes and God In his groundbreaking work, Meditations on First Philosophy, the French philosopher Rene Descartes lays the groundwork for many philosophical principles by attempting to â€Å"establish a bold and lasting knowledge† (171)1. The foundations for knowledge Descartes established would go on to influence a plethora of other philosophers and philosophical works. Descartes argues in his meditations first from the point of view of complete skepticism, using skepticism as a tool in order toRead MoreDescartes s View Of God1499 Words   |  6 PagesDescartes proved in earlier Meditations that he himself exists because he is able to think and reason. His thought and his own mental idea of himself acts as the only proof of his existence that cannot be doubted. Descartes has in himself the idea of God and says that something, including that idea, can’t come from nothing. So that idea must have come from somewhere. He purposes that he cannot be the cause of the idea that God exists because he is finite and God is not. God is infinite. Descartes

Wednesday, May 6, 2020

Introduction of Johnson Johnson Free Essays

string(169) " business is Our Credo, a deeply held set of values that have served as the strategic and moral compass for generations of Johnson Johnson leaders and employees\." Introduction of Johnson Johnson As a consumer, you’re familiar with our name. The rich heritage brands from our operating companies have helped people around the world, and chances are your own family has trusted our products for generations. Johnson Johnson is the world’s most comprehensive and broadly based manufacturer of health care products in the industry. We will write a custom essay sample on Introduction of Johnson Johnson or any similar topic only for you Order Now Our products touch the lives of nearly a billion people every day. Our operating companies around the world compete in consumer, pharmaceutical, and medical devices and diagnostics markets. With approximately 120,000 employees working in more than 250 companies in 57 countries, our Family of Companies has the skills and resources to tackle the world’s most pressing health issues. Few companies have the consistent track record of public trust, annual sales increases, double-digit earnings increases, and steady dividend increases of Johnson Johnson. Working together across our various business segments, we believe that we can accelerate growth through a dedicated focus on the intersection of our existing capabilities, customer need, and emerging trends. Because of our wide-ranging technological expertise and global presence, cross-business collaborations provide an enormous opportunity to address unmet health care needs and to enhance competitive advantage for our Family of Companies. They include In the coming decades, a significant portion of our growth will come from the Asia-Pacific, Latin America, and Europe/Middle East/Africa global regions, through Success in these markets requires an understanding of local cultures derived only from local experience. By sourcing top business and technology employment candidates for positions in their home countries, we can build organizations, facilities, and product marketing systems that respond to local needs. Rallying around the imperative of flawless execution helps our employees around the world Innovations within each of these product platforms take shape through a number of avenues, including Today, and for most of our history, our success is driven by our commitment to principles that are ingrained in our culture. These principles provide continuity in our approach to business opportunities, but they also stablish consistencies in our management style. Our key strengths serve as  a springboard for accelerating our growth and our contribution to human health around the world. Johnson Johnson is committed to building on our knowledge and experience in order to take the lead in a rapidly evolving health care marketplace. Commitment to the promise of science and technology helps us  pro duce innovative products and seek cures for diseases. Collaboration across our businesses and franchises expands competitive advantage and helps us address unmet medical needs. Pariticipation in  global markets—many with substantial unmet medical needs—offers tremendous potential. Recognition of  the responsibility inherent in our health care mission compels us to maintain the highest quality and on-time delivery. Explore Our Expansive Business Strategy A wide focus on health care As a consumer, you’re familiar with our name. The rich heritage brands from our operating companies have helped people around the world, and chances are your own family has trusted our products for generations. Johnson Johnson is the world’s most comprehensive and broadly based manufacturer of health care products in the industry. Our products touch the lives of nearly a billion people every day. Our operating companies around the world compete in consumer, pharmaceutical, and medical devices and diagnostics markets. With approximately 120,000 employees working in more than 250 companies in 57 countries, our Family of Companies has the skills and resources to tackle the world’s most pressing health issues. Our strategic principles Few companies have the consistent track record of public trust, annual sales increases, double-digit earnings increases, and steady dividend increases of Johnson Johnson. Our strategic principles define our management approach and help us build on the strengths of our heritage. Our approach to a converging health care market Johnson Johnson recognizes that leveraging our world-class talent with cutting-edge technology has the potential to create innovative, effective product solutions and a novel approach to holistic patient care. Our vision for growth Working together across our various business segments, we believe that we can accelerate growth through a dedicated focus on the intersection of our existing capabilities, customer need, and emerging trends. Our growth imperatives and our commitment to developing capable, values-based leaders define our vision to rise to a new level of strength. Our strategic approach Few companies have the public trust in the record sales growth, double-digit increases in earnings, as well as Johnson Johnson’s steady increase in dividend. Our strategic approach to determine our management approach and help us to consolidate our traditional strengths. The convergence of our approach medical market Johnson Johnson acknowledged that the use and cutting of our world-class talent, advanced technology, it is possible to create innovative, cost effective product solutions and a comprehensive new method for patient care. Our healthy growth Our work in various business fields, we believe we can accelerate our existing capabilities through a dedicated focus on the junction growth, customer needs, emerging trends. Our growth needs and we are committed to developing skills, values-based leaders set out our objectives, creating a new power level. Johnson Johnson is a company of enduring strength. We’ve been privileged to play a role in helping millions of people the world over be well and stay well through more than a century of change. As the science of human health and well-being has grown, we’ve been able to grow along with it. Even more important, we’ve helped shape and define what health and well-being means in every day lives. Our products, services, ideas and giving now touch the lives of at least one billion people everyday. We credit our strength and endurance to a consistent approach to managing our business, and to the character of our people. We are guided in everything we do by Our Credo, a management document authored more than 60 years ago by Robert Wood Johnson, former chairman from 1932 to 1963, and by four strategic principles. Our Credo: Our Guiding Philosophy The overarching philosophy that guides our business is Our Credo, a deeply held set of values that have served as the strategic and moral compass for generations of Johnson Johnson leaders and employees. You read "Introduction of Johnson Johnson" in category "Papers" Above all, Our Credo challenges us to put the needs and well-being of the people we serve first. It also speaks to the responsibilities we have to our employees, to the communities in which we live and work and the world community, and to our shareholders. We believe Our Credo is a blueprint for long-term growth and sustainability that’s as relevant today as when it was written Our Credo Values Broadly Based in Human Health Being broadly based gives us a number of advantages. Our more than 250 operating companies have a local window into emerging customer needs, scientific developments, and technologies throughout the world. We turn those insights into innovative new products and sometimes whole new businesses. It allows us to transfer scientific breakthroughs, marketing insights and manufacturing expertise easily across the full range of our businesses. This broad base has helped us bring more science to the consumer health products that people use every day. To see the breadth of the Johnson Johnson companies throughout the world, explore the map. A Decentralized Management Approach We are big and we are small all at once. Each of our operating companies functions as its own small business. They are strongly entrepreneurial in character, and they know that their success depends on anticipating customers’ needs and delivering meaningful, high-quality solutions. While our people operate in a small-company setting, they also have access to the know-how and resources of a Fortune 50 company. It’s like having dozens of strategic partners at their fingertips. Explore the map to find out more about our companies throughout the world. Managed for the Long Term We focus on the fundamentals of our business, and manage with future generations in mind. While we keep our eye on social and scientific trends, we make sure our companies balance the short-term and the long-term in their strategic planning. We invest in promising new businesses while maintaining leadership positions in high growth businesses. We are focused on sustainability, and constantly review key economic, environmental, and employee health and safety indicators to ensure we are on the right path. This past year we established an internal innovation fund to keep us at the leading edge of transforming health and well-being. People and Values People and values are Johnson Johnson’s greatest assets. We know that every invention, every product, and every breakthrough we’ve brought to human health and well-being has been powered by people. Our people strive to make a difference. We believe the shared values embodied in Our Credo help us attract and keep the most talented values-driven people in the world. Our Credo Values | | | |The values that guide our decision making are spelled out in Our Credo. Put simply, Our Credo challenges us to put the | | |needs and well-being of the people we serve first. | | | | | |Robert Wood Johnson, former chairman from 1932 to 1963 and a member of the Company’s founding family, crafted Our Credo | | |himself in 1943, just before Johnson   became a publicly traded company. This was long before anyone ever heard the| | |term â€Å"corporate social responsibility. † Our Credo is more than just a moral compass. We believe it’s a recipe for business | | |success. The fact that Johnson   is one of only a handful of companies that have flourished through more than a | | |century of change is proof of that. | | | | Developing markets Growth in Developing and Underserved Markets In the coming decades, a significant portion of our growth will come from the Asia-Pacific, Latin America, and Europe/Middle East/Africa global regions, through †¢ Product marketing †¢ Innovative manufacturing †¢ Product development †¢ Leadership development activities Success in these markets requires an understanding of local cultures derived only from local experience. By sourcing top business and technology employment candidates for positions in their home countries, we can build organizations, facilities, and product marketing systems that respond to local needs. Established in 2008, one of the tasks of the Johnson Johnson Office of Strategy and Growth is to identify new growth and strategic opportunities in developing and underserved markets that have the potential to make a significant impact on human health. These opportunities are separate from those being currently pursued by our existing business segments. The Johnson Johnson International Recruitment Development program is a major component of our global success. By developing future leaders within our international businesses, we build businesses that are better aligned with the pressing health care needs of the regions in which they operate. Our decentralized management structure ensures that Johnson Johnson operations in countries across the world are run locally, with an emphasis on adapting our products and facilities to local cultures, customs, and economic vitality. Growth is driven from within these regions, rather than from afar. Our Heritage Building on the Strengths of Our Heritage Remaining true to the principles that made us strong Today, and for most of our history, our success is driven by our commitment to principles that are ingrained in our culture. These principles provide continuity in our approach to business opportunities, but they also establish consistencies in our management style. Our guiding principles are †¢ Adherence to the principles of Our Credo †¢ A broad base in human health care †¢ Commitment to decentralized management Emphasis on managing the business for the long term †¢ Dedication to people and values While Johnson Johnson is dedicated to Our Credo, which have historically guided our business, our employees, and our culture, we also use these values and beliefs to guide our strategies for the future in a rapidly converging health care marketplace. Our dedication to personal and professional gro wth among our employees, as well as an emphasis on developing new technologies to meet the needs of people around the world, positions Johnson Johnson as a global leader in the 21st century. Flawless Execution Rallying around the imperative of flawless execution helps our employees around the world †¢ Maintain the highest quality and on-time delivery of the products, projects, and processes for which they share responsibility †¢ Display vision, planning, and the ability to adapt to a changing environment †¢ Become better prepared to help us reach our goals in human health care †¢ Develop the discipline that makes tools such as process excellence, shared best practices, and review of process metrics an important part of our operating culture Cross-business Collaborations Because of our wide-ranging technological expertise and global presence, cross-business collaborations provide an enormous opportunity to address unmet health care needs and to enhance competitive advantage for our Family of Companies. They include Collaborations initiated to identify and develop innovative products Grouped purchasing agreements, shared best practices, cooperative talent acquisition and development, and shared research initiatives, undertaken to improve overall performance Their success is due, in part, to strong trust-based relationships. Commitment to the values expressed in Our Credo helps employees of Johnson Johnson companies demonstrate skill and effectiveness as they establish relationships with colleagues worldwide. The decentralized corporate structure within Johnson Johnson, when applied to innovation and business growth, results in different people with different skills, thoughts, and ideas coming together and collaborating to develop products and technologies to advance the standard of health care and satisfy unmet medical needs of patients around the world. Innovative Product Solutions Our opportunities for innovation span a range of product solution platforms that cross our consumer, pharmaceutical, and medical devices and diagnostics businesses: |Anti-infectives |Neurology | |Antifungal |Nutritionals | |Audiology |Oncology | |Cardiovascular |Oral care | |Central nervous system |Orthopaedics | |Dental |Pain and inflammation | |Diagnostics |Patient monitoring | |Dialysis |Respiratory | |Gastrointestinals |Skin care | |Hematology |Surgical instruments | |IV/vascular access |Urology | |Imaging |Vision care | |Immune-mediated inflammatory disorders Women’s health | |Needles and sutures |Wound care | Innovations within each of these product platforms take shape through a number of avenues, including: Aggressive investment in research and development To ensure our continued growth, we make a vigorous commitment to research and development in all business segments. Our RD network is strong and well-equipped, with substantial annual investments. Through wo rld-class research facilities, highly productive small team settings, and sound scientific methods, we build a pipeline and patent estate that match the breadth of our product platforms. Focus on new convergence in the marketplace Our strong commitment to RD, as well as our focus on new technologies, has positioned Johnson Johnson as a market leader ready to capitalize on the rapidly evolving health care landscape. As the marketplace sees a new and steady convergence between technology, products, and services, we see ourselves as uniquely positioned to meet the challenges and opportunities that are emerging. Extensive collaboration and strategic alliances Our broad base in health care offers our companies a unique source of innovative product solutoins: Internal collaborations both within and across business segments. Experts within specific product platforms extend their impact as they identify synergies and establish collaborative development relationships with colleagues throughout our Family of Companies. The ability to work across company boundaries enables true collaborative innovation, and sets the stage for important health care breakthroughs in the future. Additionally, each year, Johnson Johnson companies enter into hundreds of strategic alliances. These alliances combine the  unique strengths of external partners, which, when combined  with those of our businesses, build value for customers. Selective licensing and acquisition We proactively search for innovations from outside our organizations as well. Our conscientious approach to assessing licensing and acquisition opportunities has helped us expand this important source of growth Advancing to a New Level of Strength Accelerating growth by excelling as leaders Our key strengths serve as a springboard for accelerating our growth and our contribution to human health around the world. Johnson Johnson is committed to building on our knowledge and experience in order to take the lead in a rapidly evolving health care marketplace. Our pursuit is grounded in four growth imperatives: Innovative product solutions – Commitment to the promise of science and technology helps us produce innovative products and seek cures for diseases. Cross-business collaborations – Collaboration across our businesses and franchises expands competitive advantage and helps us address unmet medical needs. Growth in developing and underserved markets – Pariticipation in global markets—many with substantial unmet medical needs—offers tremendous potential. †¢ Flawless execution – Recognition of the responsibility inherent in our health care mission compels us to maintain the highest qu quality and on-time delivery. Johnson Johnson companies have the freedom to develop customized strategies that best contribute to their own growth as well as to the fulfillment of our global business strategy. In this way, our small-company environment contributes directly and uniquely to our big-company impact. Developing capable, values-based leaders Much of our success is the result of skilled leaders who have made smart choices over the years. Johnson Johnson companies rely on the ongoing development of leaders who †¢ Demonstrate integrity, passion, and the ability to set a vision and inspire organizations †¢ Create and value stimulating environments, learning and growth opportunities, and collaborative settings †¢ Guide business growth †¢ Champion adherence to the values of Our Credo Looking to the future, we are placing more emphasis than ever on the attraction, acquisition, and development of capable, values-based leaders. The convergence of technology with talent in our organization opens up new doors for our employees to facilitate exciting innovations across many platforms. Our Global Leadership Profile serves as a framework for developing and assessing future leaders around the world. It defines the leadership behaviors we value in employees at all levels. Our greatest potential is realized when we help employees realize their greatest potential. To help cultivate the leadership capabilities of every individual, we continually assess our talent management processes, tools, and leadership effectiveness. Johnson Johnson is committed to developing the talents and skills of our employees in order to position them to solve the health care needs of the future. [pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic] How to cite Introduction of Johnson Johnson, Papers