Middle management has been under a decades-long assault—and in the COVID-19 pandemic, the crisis-driven need for speed has turned “flatter, faster, leaner” into a mantra. But what’s at stake longer term?
Shikha Tiwari, Founder of UReinvent, talks to my friend Jaba Sen Menon, Executive & Life Coach, about reasons behind goals often being beyond our reach and how we set achievable goals.
Leaders don’t need to be loud and confident. The Open University’s Dr Jacqueline Baxter makes the case for a quieter approach.
The ability to authenticate health records at border points of entry will help to facilitate the safe and efficient resumption of international travel during the global pandemic.
The pandemic has served to accelerate acceptance among consumers for digital health technologies – but the acceptance is also extending to the medical provider and insurance communities, the Consumer Technology Association (CTA) research shows.
AI-driven automation will transform almost every service job in some way. But they will replace very few. It is because there’s always something that “globotics” can’t do. In other words, we won’t be seeing a future with massive factory closures; rather, more people would shift from long-term jobs to temporary, freelance work. Digital technology is driving job displacement, but don’t forget that human ingenuity is driving job creation.
When it comes to employee happiness, bosses and supervisors play a bigger role than one might guess. Relationships with management are the top factor in employees’ job satisfaction, which in turn is the second most important determinant of employees’ overall well-being.
The knowledge that technology companies are preying on their users’ digital activities without their consent and awareness is well-known. But Associate Professor Jon Truby and Clinical Assistant Professor Rafael Brown at the Centre for Law and Development at Qatar University have pulled the curtain on another element that technology companies are pursuing to the detriment of people’s lives, and investigated what we can do about it.
"We start 2021 with hope and well-founded optimism, despite the ravages of the pandemic," reflects Dr Charles Alessi, chief clinical officer at HIMSS.
So managers have a lot more work to do in responding to the pandemic. Executives need to tailor their behaviour to individual employees’ needs. Ironically, though managers may have feared that remote working would allow employees to slack, it may be that managers have not been up to the challenge. Bosses may have spent too much time videoconferencing and not enough speaking directly with subordinates.
2021 is the year we hope to see a significant return of people to work. While virtual working has had many benefits, we all miss seeing people in the office…
A retrospective study found that breast cancer screening with digital breast tomosynthesis (DBT), compared to screening without DBT, improved sensitivity and specificity and reduced the rates of false negatives.