One of the biggest growth areas in research in management is the role of emotions at work. When I was working at IBM in the 1980s, if anyone got emotional during a meeting, we’d stop the meeting and have coffee, until everyone calmed down. This seemed to happen whenever emotion “reared its’ugly head”. Of course, there was plenty of emotion back then, but we undervalued it. Analysis was sovereign. Things are different today.
On a tort de considérer comme des héros les médecins qui travaillent en zones de conflits, estime la nouvelle dirigeante de Médecins sans frontières (MSF), la Québécoise Joanne Liu, de l’hôpital Sainte-Justine. Le véritable courage est ailleurs, selon elle, mais il ne nous intéresse pas assez.
La médecin de 48 ans réprime une pointe d’exaspération quand on lui demande pourquoi elle a dû dormir bottes aux pieds dans le Nord-Kivu. Elle avait peur des cambrioleurs et gardait près d’elle un baluchon pour pouvoir s’enfuir rapidement.
Professor Vedat Verter analyzes the latest instructions from Transport Canada.
Watch full interview: CTV News, July 30, 2013
Professor Karl Moore of the Desautels Faculty of Management at McGill University speaks to Neal Ashkanasy, a professor from Australia’s University of Queensland.
Read full transcript: The Globe and Mail, July 31, 2013
It is with profound sadness that we announce the peaceful passing of John Dobson (BCom'49) at The Montreal General Hospital.
Professor Elliot Lifson talks to CTV about Montreal's surprisingly vibrant fashion and design sector.
Watch full interview: CTV News, August 1, 2013
In an interview last week, President Barack Obama correctly emphasized both that "upside mobility was part and parcel of who we were as Americans" and also that such mobility has been "eroding over the last 20, 30 years, well before the financial crisis". The question is: What can Washington do to remedy the situation?
-Article by Reuven Brenner
Authors: Galbreth, Michael; Boyaci, Tamer; Verter, Vedat
Publication: Production and Operations Management, 2013
So we’re all going to have mHealth, it seems. A major March 2012 report by consultancy PwC and representatives of the global mobile operator industry predicted the worldwide mhealth market is expected to reach $23 billion (EUR 18 billion approximately) by 2017, with Europe the biggest sector ahead of Asia Pacific. Meanwhile, one supplier estimated to us that there are at least 12,000 ‘health’ mobile apps on the Apple iTunes store already.
The demands in today’s healthcare environment require those clinically prepared to have managerial and leadership skills that are not learned in traditional training. The delivery of healthcare services is ever more complex, interactive and team-oriented. A thorough understanding of the whole field and all aspects of delivery are critical to contain costs and errors as well as to improve patient outcomes.