Last Words and Cause of Death of Every Ancient Roman Emperor

Last Words and Cause of Death of Every Ancient Roman Emperor

In this video, we look at how each Ancient Roman Emperor met their end, and, if recorded, their last words.

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The Pyre
Majestic Hills
Intrepid
Heavy Heart
Quasi Motion

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No es tu imaginación, tu jornada laboral se ha cargado de más trabajo y reuniones en la cuarentena – El Financiero

Registramos horas más largas. Asistimos a más reuniones con más personas. Y enviamos más correos electrónicos.

Desde la ciudad de Nueva York hasta Tel Aviv, la revolución del teletrabajo ha significado mucho más trabajo, según un estudio con 3.1 millones de personas en más de 21 mil compañías en 16 ciudades de América del Norte, Europa y Medio Oriente.

Los investigadores compararon el comportamiento de los empleados durante dos periodos de 8 semanas antes y después de los bloqueos de COVID-19. Analizando el correo electrónico y los metadatos de la reunión, el grupo calculó que la jornada laboral duró 48.5 minutos más, el número de reuniones aumentó aproximadamente un 13 por ciento y las personas enviaron un promedio de 1.4 correos electrónicos más por día a sus colegas.

En algunas ciudades, como Los Ángeles y Chicago, la duración promedio de la jornada laboral volvió a sus niveles previos a la pandemia. Pero días más largos persistieron en la ciudad de Nueva York, San José y la mayor parte de Europa hasta bien entrado el mes de mayo.

“La gente ha ajustado sus patrones de trabajo”, dijo Jeff Polzer, profesor en el departamento de comportamiento organizacional de Harvard Business School, uno de los cinco coautores del estudio.

Durante el periodo de dos meses, hubo una parte del trabajo que mejoró: esas reuniones adicionales fueron más cortas, según el análisis realizado por investigadores de la Harvard Business School y la Universidad de Nueva York. El estudio fue publicado por la Oficina Nacional de Relaciones Económicas en julio.

Las empresas están estudiando el impacto del experimento del trabajo forzado desde el hogar sobre la productividad, la moral, la cultura, los costos y otros factores para determinar cómo podrían modificar sus prácticas en el futuro. Otros análisis que observaron los datos de VPN descubrieron que las personas dedicaban tres horas adicionales en Estados Unidos e iniciaban sesión en horas impares. Las personas que hablaron con Bloomberg News atribuyeron sus horarios agobiados a las demandas de cuidado infantil, los límites borrosos entre el trabajo y el hogar, y el estrés de una recesión económica.

El grupo de Harvard y NYU dijo que su investigación representa uno de los estudios más grandes hasta el momento e incluye datos de 16 áreas metropolitanas.

Polzer, de Harvard, dice que se necesita más investigación para ver si los hábitos han cambiado permanentemente, pero no espera que el comportamiento vuelva a los niveles previos a la pandemia en el corto plazo. “No es que volvamos a los tiempos normales”, dijo.

What behavioral psychologists know that you should too – Supply Chain Dive

Is your most important asset your facilities? Um, no. Is your most important asset all of your inventory? That would be a no, also. Oh, okay, so it must be all that expensive equipment. Nope.

Your most important asset is your employees.

I know, it’s not earth-shattering and you’ve likely heard it before. You probably even agree with it. But are your words and actions conveying this?

In our recent environment of layoffs, pay reductions, and elimination of benefits, it’s more crucial than ever to make an effort to show employees that they are important.

As a matter of fact, you can help employees to feel important while also motivating them to be more productive. That’s right. By effectively motivating them, you automatically gain the benefit of showing them that they are invaluable to your organization.

Sound interesting? Read on.

What do warehouse managers and behavioral psychologists have in common? They both regularly think about what motivates people. But what do they not have in common? Warehouse managers don’t always know the most effective, research-based ways to motivate staff, while behavioral psychologists live in that research-driven world. But just as importantly, psychologists know how to do it in a way that makes people feel important.

Theories on what motivates people have evolved over time. Arguably the most famous is Maslow’s Hierarchy of Needs. In 1954, Abraham Maslow, a psychologist, published a theory on what motivates us as humans. He postulated that only when our lower-order needs of physical and emotional well-being are satisfied can we focus on higher-level needs of influence and personal development. His theory has stood the test of time and is used to this day.

For managers, covering the foundational parts of the hierarchy means that your employees have to have acceptable and safe working conditions and feel a sense of security and stability. But they also need to have meaningful relationships with workmates and feel like they are part of a team. According to the theory, only then can employees become more productive and effective. And only then can they feel like they are truly adding value to their workmates and their company. Only then can they feel important.

Several years after Maslow’s theory was published, a behavioral scientist named Frederick Herzberg presented a different view on motivation. His was called the Two-Factor Theory of Motivation. One set of factors, called Hygiene Factors, result in reducing motivation if they are not present. Similar to Maslow’s Hierarchy of Needs, these are the basics: security, working conditions, relationships, a fair salary, and clear supervision. If these are absent or lacking, they lead to job dissatisfaction and, subsequently, less motivation.

On the other side of the equation are Motivators. The presence of these lead to job satisfaction and, as the name implies, motivation. Some of these factors have become staples in the realm of employee motivation and consistently show up in modern management books and articles. They include an environment that allows for achievement, recognition for excellent work, the ability to take on more responsibility, opportunities for advancement, and the encouragement to learn and grow.

What’s interesting about this theory and, again, how it’s similar to Maslow’s, is that the Motivators lose their effectiveness if the Hygiene factors are not present. In other words, the foundational aspects of employment – good working conditions, a feeling of security, enforced workplace rules, sufficient pay, etc. – must be met in order to power the motivational factors.

As managers, it’s critical to understand that these mundane aspects of a job are actually vitally important to employees. The core items must be given attention and must be taken very seriously. For example, employees need to be provided the basic tools that allow them to do their best work. This could include a computer that is powerful enough to support what they do and isn’t always crashing, software that allows them to be productive and efficient, or even heavy equipment that is safe and is functioning properly. When managers take the time to ensure their team members always have the necessary tools and equipment to perform their jobs excellently, they lay the groundwork for staff to feel motivated and, yes, to also feel important.

While these older theories definitely have their place in the 21st century, there are more recent theories that have likewise received a lot of attention.

In 2009, Daniel Pink released a book called Drive: The Surprising Truth About What Motivates Us. His theory is summarized in a wildly-popular video that uses a unique style of animation. The research he conducted showed us that what truly motivates people are autonomy, mastery, and purpose. People want to feel in control of what they are doing, they want to be great at what they do, and they want to feel like what they are doing is making a difference.

Managers would be wise to incorporate Pink’s theory into their repertoire. Always challenge yourself to allow your team members to make decisions on their own. Even if you don’t fully agree with an idea they have, support them, and let them run with it. You’ll be surprised at how motivating it is when you give a person or team full ownership of something. And always provide ample opportunities for training. Encourage staff to become the absolute best at what they do. Finally, make sure they know that their efforts serve a higher purpose. For example, whether your team is loading a truck with personal protective equipment (PPE) or avocados, let them know how important their work is to the people who will ultimately benefit from these products.

While some of the components of these theories may seem obvious, it’s surprising how many managers don’t incorporate them. That’s unfortunate because they serve a dual purpose of motivating employees, while also making them feel important. And, in today’s world of uncertainty, making an effort to show employees how truly valuable they are is critical to your company’s success.

No, your facilities aren’t your most important asset, nor is your inventory or equipment. Your most important asset is your employees. Use these theories to not only motivate them, but also to convey that they are indeed what matters most to you and your business.

Médico latino recibe premio de liderazgo en Carolina del Norte – La Noticia

El Dr. Diego Garza, latino que ocupa un cargo directivo dentro del más grande centro médico de salud mental de Carolina del Norte, recibió un premio de liderazgo otorgado por Triangle Business Journal (TBJ).

El Dr. Garza ocupa el cargo de Director de Telesalud y Vicepresidente de Estrategia e Innovación dentro de MindPath Care Centers, el proveedor de salud mental más grande de Carolina del Norte.

Galardón

El “Premio de Líderes 40 debajo de 40 de TBJ” se otorga a 40 líderes que tengan menos de 40 años de edad en el área del Triángulo en Carolina del Norte.

El premio recibido por el latino reconoce el impacto comunitario de las organizaciones que los galardonados integran en esta área de Carolina del Norte.

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“Es un gran honor ser reconocido como un líder por el TBJ y por profesionales tan exitosos en el área”, declaró Garza a MindPath Care Centers.

“Me complace trabajar para una organización que trata a la persona en su totalidad y no solo a los síntomas o afecciones, de modo que se tenga un impacto positivo en el bienestar general de las personas”, detalló el médico premiado.

Médico latino recibe premio de liderazgo en Carolina del NorteGarcía fue premiado en la edición número 20 del premio. (Imagen: MindPath Care Centers)

Pandemia

El director general de MindPath Care Centers, Jeff Williams, recalcó la importancia del destacado trabajo del Dr. Garza dentro del centro asistencial durante la pandemia de COVID-19.

De acuerdo con Williams, Garza se encargó de adaptar el funcionamiento del centro asistencial a las exigencias de la pandemia de COVID-19.

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“El Dr. Garza ha sido fundamental durante toda la pandemia para proporcionar a los pacientes servicios de telesalud de calidad, otorgados a aquellos que tradicionalmente visitaban un consultorio”, señaló Williams.

“Si bien nadie podría haber planeado la pandemia, debido al liderazgo del Dr. Garza, su pensamiento rápido y su compromiso las 24 horas del día, pudo extender rápidamente nuestra plataforma de telesalud para que todo nuestro personal de proveedores pudiera continuar ofreciendo cuidado mental a los pacientes”, detalló Williams.

Para las últimas informaciones locales y en español sobre el coronavirus en Carolina del Norte, visite a La Noticia.

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