Why the Internet of Things is more than just a smart fridge | Information Age

The Internet of Things (IoT) extends the end node far beyond the human-centric world to encompass specialiSed devices with human-accessible interfaces, such as smart home thermostats and blood pressure monitors. And even those without human interfaces, including industrial sensors, network-connected cameras and traditional embedded systems.

 

As IoT grows, the need for real-time scalability to handle dynamic traffic bursts also increases. There also may be the need to handle very low bandwidth small data streams, such as a sensor identifier or a status bit on a door sensor or large high-bandwidth streams such as high-def video from a security camera. Consider the following examples and the applicability of network-connected device to IoT.

Source: www.information-age.com

Ben Rossi explains what #IoT could be.

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HR Magazine – Exploring four alternative leadership models

According to a 2011 study by Opportunity Now, inclusive leadership is good for business: 84% of respondents said it improves motivation, 83% loyalty and 81% productivity and performance.

 

Opportunity Now’s director Kathryn Nawrockyi defines inclusive leaders as exhibiting three main behaviours. “Firstly, adaptability,” she says. “They are aware of differences and similarities between people, viewing it as a strength. Secondly, they have the ability to seek out and develop diverse talent. Thirdly, they are good at building inclusive relationships; they remain a leader without letting hierarchy be a barrier to a relationship.”

Source: www.hrmagazine.co.uk

Katie Jacobs explores four alternative #leadership models

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How a Leader’s Behavior Affects Team Members | Switch and Shift

Leaders or managers have the unique potential to serve as an energizing force within organizations today. With their position and collected experiences, they have the ability to influence not only what transpires within our work lives, but how we process those moments.

Source: switchandshift.com

Dr. Marla Gottschalk: #Leadership and behaviour

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Don’t Be a “Water Bucket” Leader

Command in the U.S. Army, regardless of echelon, is one of the greatest privileges (and stressors) bestowed upon commissioned officers. Unfortunately, many of us seem to stumble through these small windows of our military careers.  Even with all the early mornings, late nights, and family sacrifices that we endure, we don’t seem to make the impact or create the legacy that we originally envisioned.  Usually, it’s after these windows of leadership are closed that we realize there was a lot of activity (and good intentions), but little progress.   I call this “water bucket” leadership.

 

A “water bucket” leader is someone whose leadership approach can be likened to sticking a hand into a bucket of water and creating a stir by splashing it around. Eventually, the leader pulls their hand out, and when they do, the water quickly returns to it’s original state. It’s as if they never existed. Even though there was a lot of activity, in the end, the bucket of water looks no different than it did before

Source: fromthegreennotebook.wordpress.com

Joe Byerly: From #Transactional to #Transformational #Leadership

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How Maslow’s Hierarchy of Needs influences Employee Engagement

Exploring the psychoanalytical side behind Employee Engagement by looking at Abraham Maslow’s hierarchy of needs model.

 

This month’s post is a little different as I explore the psychoanalytical side behind Employee Engagement. The story starts with the eminent psychologist Abraham Maslow and his much lauded (and later criticised) hierarchy of needs model.

Maslow argued that individuals needed to satisfy basic needs such as warmth, safety and security in order to then realise their own personal growth and development. The same theory can be applied to how an organisation treats and engages with their staff.

Source: www.hrzone.com

Steve Smith: #Maslows hierarchy and Employee #Engagement

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