Email by Peter Diamandis
a Greek American engineer, physician, and entrepreneur best known for being founder and chairman of the X Prize Foundation, co-founder and executive chairman of Singularity University and coauthor of The New York Times bestsellers Abundance: The Future Is Better Than You Think and BOLD: How to Go Big, Create Wealth, and Impact the World. He is former CEO and cofounder of the Zero Gravity Corporation, cofounder and vice chairman of Space Adventures Ltd., founder and chairman of the Rocket Racing League, cofounder of the International Space University, cofounder of Planetary Resources, founder of Students for the Exploration and Development of Space, vice chairman and cofounder of Human Longevity, Inc.
Here is an email sent to me with encouraging news on the Coronavirus pandemic. This information is entirely Dr. Diamandis’ content sent to me and I thought it to be of interest to the visitors / readers of the Business Thinker, LLC .
How about some good news for a change?
There have been A LOT of facts going around regarding COVID-19, and a flurry of “positive news” items to lift our spirits.
Here are a number of major victories from the Pandemic line. I’ve had my team fact-check these wins with links you can follow up on.
Continue reading Some Good News About The COVID-19 Pandemic
Dr. John Psarouthakis
On the Power Distance dimension-Confucian Ethics
This is a short summary of a report of research conducted by
JP Management Center, LLC.
Chinese society is seen by the Chinese as composed of people who are inherently unequal in rank and standing, and differences in rank are signaled and reinforced by the style of the interaction between the parties involved. As a visiting foreign business professional, you will be respected and shown deference, and in turn you will be expected to show deference and formality, especially in your relationships with Chinese who are superior in rank to you within their own organizations.
Continue reading Chinese Cultural Values
Dr. John Psarouthakis
There is tendency on the part of too many manufacturing professionals, as well as manufacturing scholars, to look at the enterprise as a simple combination of capital, management, and labor, while usually looking at labor as some commodity that can be bought and sold, easily obtained, and of little concern for our immediate or long-term future. Such an assumption is a grave error given the current and foreseeable human resources of U.S. manufacturing. There are several aspects to this general problem. One is the training and skills level of the existing workforce.
Conducting a survey of manufacturing employees as to what they need to do a better job the response invariably is: training of technical staff, operators, and supervisors.
Continue reading Human Resources for Manufacturing of the Future