What Jobs, Jobs, Jobs Really Means in the 21st Century

Dr. John Psarouthakis, Executive Editor, www.BusinessThinker.com and former founder and CEO of JPIndustries, Inc., a Fortune 500 industrial group.

 

For CV details go to:
https://www.linkedin.com/in/johnpsarouthakis/

The preface in my book “Technology Imperative: What Jobs, Jobs, Jobs Really Means in the 21st Century”

My editor and I sat over coffee discussing several possible book projects.  If pressed for a working title that day, I might have tried to jam in as much content as possible to describe the concept—something like Technology, Unemployment, Globalization and What America Must Do to Regain Prosperity, Bring Its Economy Back to Life, and Survive in the New Century. That mouthful sums up the plot (if a non-fiction commentary can be described as having a plot) I had in mind.

In truth, every time I began to explain it I became distracted by the subplot   That is, these “must do” priorities for confronting and conquering an impending national crisis have failed to capture the public imagination despite dire consequences if we fail. Our politicians seem not to understand what is happening. Some ignore the clear facts, while others bark and circle like sheep dogs herding the populace toward the worst possible outcome. The daily mainstream news report has done little to help. I thought I was conveying frustration as I discussed these things, but my editor saw more and offered his own brief working title. “For the moment,” he said, “I am going to call this your ‘Angry Book’.”

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THE MAGIC PROPERTIES OF WAVES AND THEIR EFFECT ON OUR BUSINESS AND DAILY LIFE

V. E. “Bill” Haloulakos,  Aerospace Science Consultant/Professor; AIAA National Distinguished Lecturer and Legacy Member; Distinguished Engineering Educator Award Winner

* Sound and light waves allow us to talk to and see each other

* Ultrasound and radiation waves have many applications in medicine

* Electromagnetic waves have given us radio, television, cordless and cell phones and all the gadgetry and allows us to text to and follow each other

DISCUSSION

All or most of us have either given or received the advice of “don’t make waves”. What this means is “don’t create a disturbance” because in physics the definition of a wave is “a disturbance that once created it travels in its own way and unique speed and cannot be altered”. How many of us wish if we could only take back something that we said…

There are many types of waves. There are the sound waves, which allows us to communicate with each other. As we speak we create a disturbance that travels through the air at the speed of sound (345 meters per second (m/s)) to the ears of all around us. Then we have water waves that we see in the rivers, ponds and the sea. And nature is full of electromagnetic waves (EM), visible light being part of the EM wave family its only special characteristic being that it excites our retina and allow us to see things. Other wise light is of the same nature as x-rays that destroy our retina. One peculiarity of all the different waves is that they are described by the same mathematical equation, very appropriately called “the wave equation”, a subject upon which we shall not elaborate here, but we shall note that the only difference is their speed of propagation (travel). As noted above sound waves travel at 345 m/s whereas EM waves travel at the speed of light or 300,000 kilometers per second (km/s) (186,000 miles/s).

It travels seven and a half times around the equator in one second!

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The Paradigm-Model of Corporate Culture

 

 

Dr, Theodore Scaltsas is professor of Philosophy,  University of Edinburgh



 

Mr Owen Kelly, OBE, Director of Engagement, Business School

 

 

 

Ms Shannon Chen, Postgraduate Researcher, Philosophy

 

 

University of Edinburgh, Scoltland

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Everybody wants to put more accountability into business; but this seems much easier said than done. For example, David Rock summarizes three different attempts to introduce values in corporate personnel behavior, and laments their lack of success by attributing the shortcomings to the innate complexity, if not irrationality, of human decision making (‘The Business of Values’). We take a more upbeat stance on human nature here, believing that society and its institutions can be guided by values – there is ample evidence of this among developing and developed cultures, and we do not think there is anything making us unfit for it.

Is, then, our current, less-than-ethical corporate behaviour a riddle that defies explanation? If we are capable of value-guided behaviour, why don’t we practice it in corporate environments? We believe there is an explanation for this. Personal and social values are built into our character, as Aristotle explained; they are acquired by training and habituation in early age, and exhibit themselves in our dispositions to feel, to decide, and to act in accordance with them. This is what Binta Niambi Brown discovered, when she felt impelled to disclose to her client crucial information that emerged just as the deal was being struck; “Even if the deal had been blown up for good, honest reasons rooted in decent integrity and morality” disposed her to reveal the information.

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