g there own products and eventually opened a plant in St. Petersburg. Global management had the vision and seized the opportunity in a country where labor and other costs were cheap and products could be tailored to the local economy. This is paramount to remain a strong firm in an ever-changing world. Knowing the global strategies of Gillette and how successful they have been, imagine the possibilities of future growth in the Middle East since the over through of Sadam Hussein. Many a beard needs taming there.
             To be successful in business a company needs effective leadership. In the new global expansion, this need must be able to adapt and overcome challenges. There has been some evidence to support the claim that managers in Europe are more humanistic and tend to think about the human resources. As it is well document in the United States and Japan this scenario is not the case. It has been stated in Contemporary Management, European mangers tend to be reluctant to lay off employees, and when a layoff is absolutely necessary, they take the careful steps to make it as painless as possible. Could anyone imagine this setting at GM or IBM? As George Patton once said, "Don't tell people how to do things, tell them what to do and let them surprise you with their results." This is an excellent statement to describe the approach leaders should take when tasking managers in a globa
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