It’s hard to believe that modern Western doctors, with their multimillion-dollar hospitals and high-tech gadgets, have much in common with their ancient counterparts. Up to the 19th century, doctors usually occupied a fairly low status in society.

Requirements are the information that best communicates to an engineer what to build, and to a quality-assurance manager what to test.

For the past several years, I’ve been fascinated by how we think—and how that affects us, our leadership, and the organizations we’re a part of.

Editor’s note: This story is part of Map to the Middle Class, a Hechinger Report series looking at the good middle-class jobs of the future and how schools are preparing young people for

‘Culture” is one of those business-speak words that’s used a lot, but for a good reason—having the right one is the key to unlocking your company’s quality potential. On the other hand, nothing will overcome a poor culture. Do you know which you have?

ISO 9004:2018—“Quality of an organization—Guidance to achieve sustained success” expands considerably on the former (2009) revision. It introduces the important concept of “quality of an organization” (Clause 4.1), which makes excellent sense.

Project management office (PMO) directors. Are they game changers? Great leaders? Powerful enough to get the job done? Are they taken seriously by senior management?

Founded in 1947, in Veles, Macedonia, BRAKO produces parts and components used in medical devices, road sweeper trucks, airport ground equipment, forklift accessories, metal-welded constructions, small hydro plants, telecommunications shelters, and antenna towers.

As manufacturing finds its way through the 21st century, there’s a groundswell change emerging. Organizations are jockeying for competitive position as they endeavor to describe this phenomenon.

How do workers move up the corporate ladder, and how can they maximize their career mobility?