What today's manager must know to successfully manage remote and culturally diverse teams.

Does your laboratory have “ethical muscle”? Do you feel your employees are flexing this muscle? Ethics and data integrity should be an integral part of your laboratory’s quality program.

Many job seekers still know how hard it is to get hired. There’s no doubt that certain worker populations continue to feel the pressures and competition of finding employment. Nearly every global industry, after all, continues to evaluate their workforce strategies in the face of extreme demands for productivity and efficiency.

“Hiring is your most important task,” the late Steve Jobs, former chief executive officer of Apple, Inc., told his managers. The reason? “The team with the best players wins,” according to Jack Welch, a chemical engineer and former chief executive officer of General Electric.

Journal editors want to increase the number of times articles within their journals are cited by researchers

It’s a common refrain heard within nearly every business circle today, but only because it’s true: The world of work has changed. Nowhere is this more evident than in the use of contingent workers, or “free agents,” across nearly every global industry.

In the new job landscape, I’m afraid we might be leaving hiring managers in the dust. After all, as the job market continues to evolve, those looking for work need as much direction as possible— and career experts know this.

“If we don't get the people thing right, we lose; it is the most important thing in all of business,” said Jack Welch, retired CEO of General Electric Company, who was named “Manager of the Century” in 1999 by Fortune Magazine.

When starting a business, an up-front investment is necessary to hire the talented personnel, acquire the appropriate equipment and instrumentation, and secure the space required to operate the new business successfully.

Structure drives behavior. The way your organization is structured—flat, crossfunctional, hierarchical or “siloed”—will drive the way your staff behaves. Think operationally, not correlationally.....