1. Get opinion about your performance, how have you been doing from your supervisor
2. Ask opinion what initiative they think that you should be doing to perform your job better.
3. To learn to prioritize your stuff.
4. Give enough thought before you arrive to decision.
5. Be patience even in the worst situation, anger is going to spoil everything.
6. Know what you want to do, and put your proportionate effort in that direction.
Tuesday, January 5, 2010
Wednesday, December 30, 2009
C++ testing question
Just found a Good link on testing Questions.
http://www.wiziq.com/online-tests/1988-evaluate-your-c-programming-skill
http://www.wiziq.com/online-tests/1988-evaluate-your-c-programming-skill
Tuesday, November 17, 2009
Economic Imbalance Between China and America
Economic Imbalance Between China and America
President Barack Obama says he wants to "rebalance" the economic relationship between China and the U.S. as part of his plan to restart the American jobs machine. "We cannot go back," he said in September, "to an era where the Chinese . . . just are selling everything to us, we're taking out a bunch of credit-card debt or home equity loans, but we're not selling anything to them." He hopes that hundreds of millions of Chinese consumers will make up for the inability of American consumers to return to debt-binge spending.
This is wishful thinking. True, the Chinese market is huge and growing fast. By 2009, China was second only to the U.S. in computer sales, with a larger proportion of first-time buyers. It already had more cell-phone users. And excluding SUVs, last year Chinese consumers bought as many cars as Americans (as recently as 2006, Americans bought twice as many).
Even as the U.S. government was bailing out General Motors and Chrysler, the two firms' sales in China were soaring; GM's sales there are almost 50% higher this year than last. Proctor & Gamble is so well-established in China that many Chinese think its products (such as green-tea-flavored Crest toothpaste) are Chinese brands. If the Chinese economy continues to grow at or near its current rate and the benefits of that growth trickle down to 1.3 billion Chinese consumers, the country would become the largest shopping bazaar in the history of the world. They'll be driving over a billion cars and will be the world's biggest purchasers of household electronics, clothing, appliances and almost everything else produced on the planet.
But in fact China is heading in the opposite direction of "rebalancing." Its productive capacity keeps soaring, but Chinese consumers are taking home a shrinking proportion of the total economy. Last year, personal consumption in China amounted to only 35% of the Chinese economy; 10 years ago consumption was almost 50%. Capital investment, by contrast, rose to 44% from 35% over the decade.
China's capital spending is on the way to exceeding that of the U.S., but its consumer spending is barely a sixth as large. Chinese companies are plowing their rising profits back into more productive capacity—additional factories, more equipment, new technologies. China's massive $600 billion stimulus package has been directed at further enlarging China's productive capacity rather than consumption. So where will this productive capacity go if not to Chinese consumers? Net exports to other nations, especially the U.S. and Europe.
Many explanations have been offered for the parsimony of Chinese consumers. Social safety-nets are still inadequate, so Chinese families have to cover the costs of health care, education and retirement. Young Chinese men outnumber young Chinese women by a wide margin, so households with sons have to accumulate and save enough assets to compete in the marriage market. Chinese society is aging quickly because the government has kept a tight lid on population growth for three decades, with the result that households are supporting lots of elderly dependents.
But the larger explanation for Chinese frugality is that the nation is oriented to production, not consumption. China wants to become the world's pre-eminent producer nation. It also wants to take the lead in the production of advanced technologies. The U.S. would like to retain the lead, but our economy is oriented to consumption rather than production.
Deep down inside the cerebral cortex of our national consciousness we assume that the basic purpose of an economy is to provide more opportunities to consume. We grudgingly support government efforts to rebuild our infrastructure. We want our companies to invest in new equipment and technologies but also want them to pay generous dividends. We approve of government investments in basic research and development, but mainly for the purpose of making the nation more secure through advanced military technologies. (We regard spillovers to the private sector as incidental.)
China's industrial and technological policy is unapologetically direct. It especially wants America's know-how, and the best way to capture knowhow is to get it firsthand. So China continues to condition many sales by U.S. and foreign companies on production in China—often in joint ventures with Chinese companies.
American firms are now helping China build a "smart" infrastructure, tackle pollution with clean technologies, develop a new generation of photovoltaics and wind turbines, find new applications for nanotechologies, and build commercial jets and jet engines. GM recently announced it was planning to make a new subcompact in China designed and developed primarily by the Pan-Asia Technical Automotive Center, a joint venture between GM and SAIC Motor in Shanghai. General Electric is producing wind turbine components in China. Earlier this month, Massachusetts-based Evergreen Solar announced it will be moving its solar panel production to China.
The Chinese government also wants to create more jobs in China, and it will continue to rely on exports. Each year, tens of millions of poor Chinese pour into large cities from the countryside in pursuit of better-paying work. If they don't find it, China risks riots and other upheaval. Massive disorder is one of the greatest risks facing China's governing elite. That elite would much rather create export jobs, even at the cost of subsidizing foreign buyers, than allow the yuan to rise and thereby risk job shortages at home.
To this extent, China's export policy is really a social policy, designed to maintain order. Despite the Obama administration's entreaties, China will continue to peg the yuan to the dollar—when the dollar drops, selling yuan in the foreign-exchange market and adding to its pile of foreign assets in order to maintain the yuan's fixed relation to the dollar. This is costly to China, of course, but for the purposes of industrial and social policy, China figures the cost is worth it.
Both America and China are capable of producing far more than their own consumers are capable of buying. In the U.S., the root of the problem is a growing share of total income going to the richest Americans, leaving the middle class with relatively less purchasing power unless they go deep into debt. Inequality is also widening in China, but the problem there is a declining share of the fruits of economic growth going to average Chinese and an increasing share going to capital investment.
Both societies are threatened by the disconnect between production and consumption. In China, the threat is civil unrest. In the U.S., it's a prolonged jobs and earnings recession that, when combined with widening inequality, could create political backlash.
—Mr. Reich, professor of public policy at the University of California, Berkeley and former secretary of labor under President Clinton, is the author of "Supercapitalism: The Transformation of Business, Democracy, and Everyday Life" (Alfred A. Knopf, 2007).
By ROBERT B. REICH
http://online.wsj.com/article/SB20001424052748704431804574537892719150978.html
President Barack Obama says he wants to "rebalance" the economic relationship between China and the U.S. as part of his plan to restart the American jobs machine. "We cannot go back," he said in September, "to an era where the Chinese . . . just are selling everything to us, we're taking out a bunch of credit-card debt or home equity loans, but we're not selling anything to them." He hopes that hundreds of millions of Chinese consumers will make up for the inability of American consumers to return to debt-binge spending.
This is wishful thinking. True, the Chinese market is huge and growing fast. By 2009, China was second only to the U.S. in computer sales, with a larger proportion of first-time buyers. It already had more cell-phone users. And excluding SUVs, last year Chinese consumers bought as many cars as Americans (as recently as 2006, Americans bought twice as many).
Even as the U.S. government was bailing out General Motors and Chrysler, the two firms' sales in China were soaring; GM's sales there are almost 50% higher this year than last. Proctor & Gamble is so well-established in China that many Chinese think its products (such as green-tea-flavored Crest toothpaste) are Chinese brands. If the Chinese economy continues to grow at or near its current rate and the benefits of that growth trickle down to 1.3 billion Chinese consumers, the country would become the largest shopping bazaar in the history of the world. They'll be driving over a billion cars and will be the world's biggest purchasers of household electronics, clothing, appliances and almost everything else produced on the planet.
But in fact China is heading in the opposite direction of "rebalancing." Its productive capacity keeps soaring, but Chinese consumers are taking home a shrinking proportion of the total economy. Last year, personal consumption in China amounted to only 35% of the Chinese economy; 10 years ago consumption was almost 50%. Capital investment, by contrast, rose to 44% from 35% over the decade.
China's capital spending is on the way to exceeding that of the U.S., but its consumer spending is barely a sixth as large. Chinese companies are plowing their rising profits back into more productive capacity—additional factories, more equipment, new technologies. China's massive $600 billion stimulus package has been directed at further enlarging China's productive capacity rather than consumption. So where will this productive capacity go if not to Chinese consumers? Net exports to other nations, especially the U.S. and Europe.
Many explanations have been offered for the parsimony of Chinese consumers. Social safety-nets are still inadequate, so Chinese families have to cover the costs of health care, education and retirement. Young Chinese men outnumber young Chinese women by a wide margin, so households with sons have to accumulate and save enough assets to compete in the marriage market. Chinese society is aging quickly because the government has kept a tight lid on population growth for three decades, with the result that households are supporting lots of elderly dependents.
But the larger explanation for Chinese frugality is that the nation is oriented to production, not consumption. China wants to become the world's pre-eminent producer nation. It also wants to take the lead in the production of advanced technologies. The U.S. would like to retain the lead, but our economy is oriented to consumption rather than production.
Deep down inside the cerebral cortex of our national consciousness we assume that the basic purpose of an economy is to provide more opportunities to consume. We grudgingly support government efforts to rebuild our infrastructure. We want our companies to invest in new equipment and technologies but also want them to pay generous dividends. We approve of government investments in basic research and development, but mainly for the purpose of making the nation more secure through advanced military technologies. (We regard spillovers to the private sector as incidental.)
China's industrial and technological policy is unapologetically direct. It especially wants America's know-how, and the best way to capture knowhow is to get it firsthand. So China continues to condition many sales by U.S. and foreign companies on production in China—often in joint ventures with Chinese companies.
American firms are now helping China build a "smart" infrastructure, tackle pollution with clean technologies, develop a new generation of photovoltaics and wind turbines, find new applications for nanotechologies, and build commercial jets and jet engines. GM recently announced it was planning to make a new subcompact in China designed and developed primarily by the Pan-Asia Technical Automotive Center, a joint venture between GM and SAIC Motor in Shanghai. General Electric is producing wind turbine components in China. Earlier this month, Massachusetts-based Evergreen Solar announced it will be moving its solar panel production to China.
The Chinese government also wants to create more jobs in China, and it will continue to rely on exports. Each year, tens of millions of poor Chinese pour into large cities from the countryside in pursuit of better-paying work. If they don't find it, China risks riots and other upheaval. Massive disorder is one of the greatest risks facing China's governing elite. That elite would much rather create export jobs, even at the cost of subsidizing foreign buyers, than allow the yuan to rise and thereby risk job shortages at home.
To this extent, China's export policy is really a social policy, designed to maintain order. Despite the Obama administration's entreaties, China will continue to peg the yuan to the dollar—when the dollar drops, selling yuan in the foreign-exchange market and adding to its pile of foreign assets in order to maintain the yuan's fixed relation to the dollar. This is costly to China, of course, but for the purposes of industrial and social policy, China figures the cost is worth it.
Both America and China are capable of producing far more than their own consumers are capable of buying. In the U.S., the root of the problem is a growing share of total income going to the richest Americans, leaving the middle class with relatively less purchasing power unless they go deep into debt. Inequality is also widening in China, but the problem there is a declining share of the fruits of economic growth going to average Chinese and an increasing share going to capital investment.
Both societies are threatened by the disconnect between production and consumption. In China, the threat is civil unrest. In the U.S., it's a prolonged jobs and earnings recession that, when combined with widening inequality, could create political backlash.
—Mr. Reich, professor of public policy at the University of California, Berkeley and former secretary of labor under President Clinton, is the author of "Supercapitalism: The Transformation of Business, Democracy, and Everyday Life" (Alfred A. Knopf, 2007).
By ROBERT B. REICH
http://online.wsj.com/article/SB20001424052748704431804574537892719150978.html
Monday, February 18, 2008
Skills every IT professional MUST have
----from rediff.com by Kshipra Singh
A career in the field of information technology (IT) is one of the most sought these days. Most engineering college graduates land up in the IT industry. While, a job as a software engineer looks very lucrative at first glance, once you get into the industry, you realise that it is not just your technical skills that will keep you in the race.
You need something more to ensure that you are able to do a good job. In other words, you need some extra skills to ensure that you are able to keep the job after you land it. These extra skills are called 'soft skills'.
12 things your CV should NOT have
What are the advantages of soft skills?
Your soft skills or people skills decide how fast and well you climb the ladder of success. Here are some of the advantages that your soft skills can reap for you:
~ They help you grow in your career
~ They give you an eye to identify and create opportunities
~ They help develop relationships with your colleagues and clients
~ They develop good communication and leadership qualities in you
~ They help you think beyond dollars.
After reading the advantages your soft skills can get you, you would want to know what is it that you need as a technical person to grow as a professional and climb the ladder of success.
Here are some soft skills which will help you grow not just as a professional but also as a person:
~ A never-say-die attitude
Any task that comes to you or your team, undertake with a can-do attitude. Slowly you will observe that you and your team have become the favourite of the management. Every accomplished task boosts your self confidence and pushes you one step closer to success.
From college to corporate: What you need to know
~ Communication
This includes verbal, non-verbal and written communication. Be sure that you are able to put across your point clearly and confidently. As an IT professional you will need to work with colleagues and clients of various nationalities and backgrounds. Ensure that you are able communicate clearly with them. This applies to teleconferencing as well.
~ Learn to listen
Listening is an essential part of communication. Ensure that you listen attentively. This will help make the other party feel comfortable while interacting with you and improve your communications.
~ Be a team player
Help your team members help themselves. Be friendly and approachable. If your team is stuck somewhere look out for ideas to overcome the obstacle together.
6 ways to be a great boss
~ Learn to delegate
Chances are you will have junior members on the team. Recognize their strengths and delegate them the right work.
~ Give credit to those who deserve it
Do not all the credit for a job well done. Pass on praise or recognition from superiors to team members who deserve it. Doing it publicly or in front of your boss will further instill a feeling of confidence among your team.
~ Motivate yourself and others
As you look ahead to grow in your career you will need to deal with various people under you. You can not expect quality results from a team whose motivational level is too low. So, stay motivated and keep others motivated.
10 ways to boost your self-confidence
~ Develop leadership qualities
A leader is a person whom people are ready to follow. Develop qualities that will make people follow you not because they are required to but because they want to. Even while operating in a team, take a role to lead and facilitate the work for other members.
~ Control your sense of humor
When you are working with people from various cultures you need to be extra careful with your sense of humor and gestures. Behavior that is acceptable among Indian colleagues might be considered obscene or disrespectful by people from other cultures. Stay away from controversial topics or ideas in the office.
~ Mentoring
This is a quality one needs to develop in order to grow. If you want to grow in the hierarchy, you need to help sub-ordinates grow. Be a good mentor. Help them understand things better. This not only improves the work environment but also improves your work relationships.
Stagnating at work? A mentor could help
~ Handling criticism
When you are working with people, at times you will be criticized while at others you will be required to criticize your colleagues or sub-ordinates. Ensure that you take the criticism constructively and look at it as an opportunity to grow. Similarly, while criticizing others choose your words carefully and keep it professional. Destructive criticism will lead to loss of respect and trust. Let your criticism help the other person grow.
~ IT-preneur- Like an entrepreneur, have a risk-taking attitude. Learn to take responsibility for failures and pride in a job well done.
~ Managing spoil sports
While working in a team there will always be one or two people with a negative attitude. This attitude can be contagious. Employ tactics to deal with such people and improve motivation.
~E-tiquette
Keep an eye on your e-mails for proper language. Open up the e-mail with a suitable address and end with a thanking note. Your words should convey the correct meaning and invoke the desired action.
~ Multitasking
As you climb the ladder of success, you will need to handle work from various fields. For example, you will have to interact with your technical team on project success, with the HR department for team appraisal and recruitment, with clients on project requirements or problems etc. Organize and plan to fit in all the required activities into your schedule.
Once you have developed these soft skills along with your technical skills you will find that you are a lot more confident about your capabilities.
A career in the field of information technology (IT) is one of the most sought these days. Most engineering college graduates land up in the IT industry. While, a job as a software engineer looks very lucrative at first glance, once you get into the industry, you realise that it is not just your technical skills that will keep you in the race.
You need something more to ensure that you are able to do a good job. In other words, you need some extra skills to ensure that you are able to keep the job after you land it. These extra skills are called 'soft skills'.
12 things your CV should NOT have
What are the advantages of soft skills?
Your soft skills or people skills decide how fast and well you climb the ladder of success. Here are some of the advantages that your soft skills can reap for you:
~ They help you grow in your career
~ They give you an eye to identify and create opportunities
~ They help develop relationships with your colleagues and clients
~ They develop good communication and leadership qualities in you
~ They help you think beyond dollars.
After reading the advantages your soft skills can get you, you would want to know what is it that you need as a technical person to grow as a professional and climb the ladder of success.
Here are some soft skills which will help you grow not just as a professional but also as a person:
~ A never-say-die attitude
Any task that comes to you or your team, undertake with a can-do attitude. Slowly you will observe that you and your team have become the favourite of the management. Every accomplished task boosts your self confidence and pushes you one step closer to success.
From college to corporate: What you need to know
~ Communication
This includes verbal, non-verbal and written communication. Be sure that you are able to put across your point clearly and confidently. As an IT professional you will need to work with colleagues and clients of various nationalities and backgrounds. Ensure that you are able communicate clearly with them. This applies to teleconferencing as well.
~ Learn to listen
Listening is an essential part of communication. Ensure that you listen attentively. This will help make the other party feel comfortable while interacting with you and improve your communications.
~ Be a team player
Help your team members help themselves. Be friendly and approachable. If your team is stuck somewhere look out for ideas to overcome the obstacle together.
6 ways to be a great boss
~ Learn to delegate
Chances are you will have junior members on the team. Recognize their strengths and delegate them the right work.
~ Give credit to those who deserve it
Do not all the credit for a job well done. Pass on praise or recognition from superiors to team members who deserve it. Doing it publicly or in front of your boss will further instill a feeling of confidence among your team.
~ Motivate yourself and others
As you look ahead to grow in your career you will need to deal with various people under you. You can not expect quality results from a team whose motivational level is too low. So, stay motivated and keep others motivated.
10 ways to boost your self-confidence
~ Develop leadership qualities
A leader is a person whom people are ready to follow. Develop qualities that will make people follow you not because they are required to but because they want to. Even while operating in a team, take a role to lead and facilitate the work for other members.
~ Control your sense of humor
When you are working with people from various cultures you need to be extra careful with your sense of humor and gestures. Behavior that is acceptable among Indian colleagues might be considered obscene or disrespectful by people from other cultures. Stay away from controversial topics or ideas in the office.
~ Mentoring
This is a quality one needs to develop in order to grow. If you want to grow in the hierarchy, you need to help sub-ordinates grow. Be a good mentor. Help them understand things better. This not only improves the work environment but also improves your work relationships.
Stagnating at work? A mentor could help
~ Handling criticism
When you are working with people, at times you will be criticized while at others you will be required to criticize your colleagues or sub-ordinates. Ensure that you take the criticism constructively and look at it as an opportunity to grow. Similarly, while criticizing others choose your words carefully and keep it professional. Destructive criticism will lead to loss of respect and trust. Let your criticism help the other person grow.
~ IT-preneur- Like an entrepreneur, have a risk-taking attitude. Learn to take responsibility for failures and pride in a job well done.
~ Managing spoil sports
While working in a team there will always be one or two people with a negative attitude. This attitude can be contagious. Employ tactics to deal with such people and improve motivation.
~E-tiquette
Keep an eye on your e-mails for proper language. Open up the e-mail with a suitable address and end with a thanking note. Your words should convey the correct meaning and invoke the desired action.
~ Multitasking
As you climb the ladder of success, you will need to handle work from various fields. For example, you will have to interact with your technical team on project success, with the HR department for team appraisal and recruitment, with clients on project requirements or problems etc. Organize and plan to fit in all the required activities into your schedule.
Once you have developed these soft skills along with your technical skills you will find that you are a lot more confident about your capabilities.
Monday, February 11, 2008
The ABC’s of a Successful Selling Career
| The ABC’s of a Successful Selling Career | |
| Attitude Balance Confidence Discipline Enthusiasm Flexible Goals Health Integrity Just Knowledge Laughter Mentor Network Organized Persistence Questions Relationships Success Time Understanding Vocabulary Work X-tra Y-wait Zero | Begins with the ability to handle failure and rejection. Total fulfillment in all areas: financial, emotional, physical, and spiritual. Act it and you become it. Desire without discipline leads to disappointment, disillusionment, and depression. En Theos = God within IASM — I am sold myself. Anything is feasible if you are always flexible. Short-term and long-term — must be believable and worth committing to. To get rich and sick is stupid. Be trustworthy so people will like you, trust you, and want to listen to you. for today Live in the present moment. Burn the past. Don’t worry about the future. is power when properly applied. is like medicine to the bones.— Proverbs Allow yourself to be mentored and mentor others. With every new person you meet, you expand your potential client base. Pay fast attention to details. Growth occurs when you find you can’t go on, but know you can’t quit. If I say it, they tend to doubt it. If they say it, it’s true. Begin with rapport. Develop respect and give more service than your clients expect and they will give you more referrals. The continuous journey toward the achievement of pre-determined, worthwhile goals. planning I must do the most productive thing possible at every given moment. The first step that creates empathy and builds a long-term relationship. The words we use create thoughts and feelings that result in actions. Combine PLAY and WORK and you’ll fall in love with PLORK. Find more creative ways to give thanks and recognition to your clients. Overcome procrastination by living by these three words: DO IT NOW. in with Zeal Stay focused. Keep yourself in a positive shell and unleash the Champion within you. |
Sunday, January 20, 2008
5 things B-schools don't teach!
5 things B-schools don't teach!
March 22, 2005
March 22, 2005
Stepping out of B-school into the real world is like learning golf from manuals, or like teaching yourself cricket online. You have all the required theoretical inputs; a clear understanding of the rule book, the jargon and concepts; a dash of history to boot; and anecdotes and trivia as fillers.
As this package comes in contact with reality, it goes through a range of emotions, starting with denial, wrath, angst, confusion, wonder, and finally settles into pragmatism, with bouts of nostalgia and a few clear learnings that are far removed from what the rule books preached.
The moral of the story: the real world teaches you some home truths that academia does not touch upon. In our journey down the road of experience, some of them get etched as gospels. If I were to pick a few of them, and share them here, they would be:
1. Brevity: All the case studies, presentations, analysis and concept notes do not prepare you for the first reality of life. The world does not give you the opportunity to expound on theories over a 40-page Word document, or a 120-slide PowerPoint presentation.
In most real life situations, you get a tiny window in which you need to make your point, in as impactful a manner as possible. The more august the audience, the shorter the time.
From 10-second one-line summaries, to elevator pitches, to one paragraph e-mail, you need to cultivate the habit of being concise. There are no second opportunities in a real-time scenario.
Keeping that in mind, all your thinking needs to be crystallised and constantly carried around, to capitalise on the opportunity.
The clearer the thinking, the easier it is to say it succinctly. I would like to see the day when we put tight leashes around time, space and resources, and start recognising and appreciating brevity as a virtue in academics, instead of letting duration, length or aesthetics drive judgement.
2. People skills: Real life is about real people. It involves dealing with diverse personalities, cultural backgrounds and competencies that you do not normally encounter in B-school. The challenge is, thus, compounded and you often see stars of academia unable to deal with this core reality.
Working with, dealing with, and successfully arriving at mutually beneficial and satisfactory decisions on a day-to-day basis is what the real world teaches you -- sometimes harshly.
Understanding, communication and appreciating someone else's point of view is difficult. It is seldom as the books expound, a clear rational process aided by the theories of people management.
3. Execution: In B-school, all that you learn is from books, periodicals, case studies, which do not prepare you for the biggest differentiator in the real world: the ability to execute.
Perhaps the most understated competency needed, it hits you between the eyes the first time you try to execute a plan, a project or a campaign.
The various parameters you deal with and the fickle nature of the elements are not issues you think about in B-school.
The need to plan with buffers, with alternatives, and the need to keep an eye on the ball at all stages of execution, cannot be overemphasised.
Unfortunately, in our desire to move ourselves up the knowledge curve, there is a propensity to take this skill for granted, and most management programmes don't expose you to this harsh reality.
4. Dealing with failure: Learning to live with failure is another of those often not realised truths. In the real world, we are constantly dealing with the fact that not all decisions, activities, interactions, strategies, or communication translate into success.
My favourite saying is that learning comes from experience and good learning from bad experience. But no B-school teaches you to take failure in your stride.
More often than not, there is enough time to mull over a failure or even lick your wounds. Facing it with grace and bracing yourself for the next set of decisions or actions is what the real world is all about.
We will still deal with the same environment where we failed; at times, lead the same team that could not pull it off, have the same limited facts and figures and information; and more importantly, yet have the same objectives to achieve. It can be a humbling experience, which no education with books or classrooms can simulate.
Dealing with failures is paramount. Otherwise, a propensity to shy away from decision and action for fear of failure can easily become a self-fulfilling prophecy.
5. Multi-tasking: This is probably the most common, yet the most demanding task. Unlike academics, more often than not, executives have to deal with the very real implications of their ability or inability to multi-task.
Financial, organisational and people implications are the riders we contend with. On a day-to-day basis, the ability to multi-task, yet prioritise and drop a few tasks and live with the implications is something no classroom can teach in its entirety.
To quickly estimate the impact, segregate the critical, handle them with speed and calm, constantly scan the environment for changes, and build them into your thoughts and actions as you go through the day, is an experiential learning.
Add to this the fact that often, the information available is scant or incomplete, there are always a few angles no one knew about, the unpredictability of people we are dealing with -- and your hands are more than full. In hindsight, vision is often 20-20, but reality is not.
B-schools do give you an understanding of the tools, aids and theories with which you need to arm yourselves, but where they fall short is in correctly teaching the application and the virtues of experiential learning.
The author is senior vice president, sales and marketing, Prudential ICICI AMC Ltd. He graduated from the Indian Institute of Management, Bangalore.Thursday, January 17, 2008
wishing Bhaiya-Bhabhee happy Annuversary
Kuch andekha sa, Kuch ankaha sa,
Mehka raha hai rishto ko hawa me khushbuo sa.
Khushiyo kii umeed, aur umeed par hausala.
Ase hi joda hai apane yeh tinke tinke ghosala
Mehka raha hai rishto ko hawa me khushbuo sa.
Khushiyo kii umeed, aur umeed par hausala.
Ase hi joda hai apane yeh tinke tinke ghosala
Wednesday, August 22, 2007
Windows config commands
Few good commands run from RUN to give information about OS is
msinfo32
msconfig
perfmon
Some sp_readerrorlog
DBCC memorystatus
msinfo32
msconfig
perfmon
Some sp_readerrorlog
DBCC memorystatus
Tuesday, August 21, 2007
SQL 2000 Ent Ed and Win 2k3 Ent Ed, 3 GB memory
Recently I had to move huge SQL data base from fast SAN to slow array.
after successfully planning and reducing downtime from two- three days to two hours.
and even online new system we are gotten in to problem of making SQL server use more than 3GB of memory.
From web sites
http://support.microsoft.com/kb/274750
http://www.sql-server-performance.com/articles/per/awe_memory_sql2000_p1.aspx
http://www.sqlteam.com/forums/topic.asp?TOPIC_ID=56145
Changes I made are
1. in boot file apply /PAE and /3GB switch
[boot loader]
timeout=30
default=multi(0)disk(0)rdisk(0)partition(2)\WINDOWS
[operating systems]
multi(0)disk(0)rdisk(0)partition(2)\WINDOWS="Windows Server 2003, Enterprise" /PAE /3GB /fastdetect /NoExecute=OptOut
2. on SQL server apply AWE and MAX MEMORY LIMIT.
RECONFIGURE
GO
SP_CONFIGURE 'max server memory', 5120
RECONFIGURE
GO
Points to remember:
**PAE switch allows Ent Ed and Data Center Ed, Win Server to use more than 4 GB of Memory(Enable more then 4 GB RAM on 32 bit system)
**/3GB switch restrict the OS to use only 1 GB of memory out of 4 GB (in a 32 bit system). use if switch is preferred when
RAM is 8 GB or Less. so that application can utilize maximum of memory.
When RAM is more than 8 GB, should used /3Gb switch as it effects performance of OS to manage the big memory.
** AWE enable the SQL to use more than 3GB memory when system is PAE enabled.
also you need to specify the max memory used of SQL other wise it eats up all memory and chock the server performance....(leaving only 128 MB for OS)
(Initially posted on Agt 21, 2007)
found the fix
installed was SQLserver 2000 EE sp4(version 2039) and above was known issue to this build.
and upgraded it to SQLserver 2000 EE sp4(version 2040)
after successfully planning and reducing downtime from two- three days to two hours.
and even online new system we are gotten in to problem of making SQL server use more than 3GB of memory.
From web sites
http://support.microsoft.com/kb/274750
http://www.sql-server-performance.com/articles/per/awe_memory_sql2000_p1.aspx
http://www.sqlteam.com/forums/topic.asp?TOPIC_ID=56145
Changes I made are
1. in boot file apply /PAE and /3GB switch
[boot loader]
timeout=30
default=multi(0)disk(0)rdisk(0)partition(2)\WINDOWS
[operating systems]
multi(0)disk(0)rdisk(0)partition(2)\WINDOWS="Windows Server 2003, Enterprise" /PAE /3GB /fastdetect /NoExecute=OptOut
2. on SQL server apply AWE and MAX MEMORY LIMIT.
SP_CONFIGURE 'show advanced options', 1
RECONFIGURE
GO
RECONFIGURE
GO
SP_CONFIGURE 'max server memory', 5120
RECONFIGURE
GO
Points to remember:
**PAE switch allows Ent Ed and Data Center Ed, Win Server to use more than 4 GB of Memory(Enable more then 4 GB RAM on 32 bit system)
**/3GB switch restrict the OS to use only 1 GB of memory out of 4 GB (in a 32 bit system). use if switch is preferred when
RAM is 8 GB or Less. so that application can utilize maximum of memory.
When RAM is more than 8 GB, should used /3Gb switch as it effects performance of OS to manage the big memory.
** AWE enable the SQL to use more than 3GB memory when system is PAE enabled.
also you need to specify the max memory used of SQL other wise it eats up all memory and chock the server performance....(leaving only 128 MB for OS)
(Initially posted on Agt 21, 2007)
found the fix
installed was SQLserver 2000 EE sp4(version 2039) and above was known issue to this build.
and upgraded it to SQLserver 2000 EE sp4(version 2040)
Fix: Not All Memory is Available When AWE is Enabled on a Computer Running 32-bit Version of SQL Server 2000 SP4 (899761)
Wednesday, July 18, 2007
Soumya ke funde.....
Aim of Life Work as hard as you can.
Make yourself responsible for the more number of task to perform in company.
Talk to people about their job, to know what is going on.
Ask as many Question as you can.
Take initiative.
Talk to Boss as frequently as you can.
Fill free to put up and boast of for you thoughts
Get to know full information of the field you are in.
People should know that you exist in company.
One should have good command on the work he is doing.
Try to out perform.
Spend long hours.............to understand......
and after all this comes the "Smart work"
Be friendly and polite with the colleges.
At the end of day analyze that what you have done and how can you improve your efficiency.
You should not feel relaxed any time, you should have lot of work to do, If you are relaxed then something is wrong with you.
Make yourself responsible for the more number of task to perform in company.
Talk to people about their job, to know what is going on.
Ask as many Question as you can.
Take initiative.
Talk to Boss as frequently as you can.
Fill free to put up and boast of for you thoughts
Get to know full information of the field you are in.
People should know that you exist in company.
One should have good command on the work he is doing.
Try to out perform.
Spend long hours.............to understand......
and after all this comes the "Smart work"
Be friendly and polite with the colleges.
At the end of day analyze that what you have done and how can you improve your efficiency.
You should not feel relaxed any time, you should have lot of work to do, If you are relaxed then something is wrong with you.
Wednesday, April 11, 2007
DATABASE Manage/DBA requiremen
DATABASE Manage/DBA requirement
Position will perform, but will not be limited to, the following:
Consults with national deployment team to ensure data are current and accurate across all markets
Design and produce high quality reports that accurately portray market conditions; work with end users to define business requirements and translate them into technical and functional design requirements
Works independently and consults with national operations dbase staff
Strong experience in the architecture, design, and maintenance of Business Objects Xi and Crystal reports. Strong Database background: focus on SQL.
SQL server development experience (Strong TSQL, Stored procedure & DTS skills)
Can write effective SQL statements, stored procedures
Review and optimize SQL statement written by others
Vendor management experience.
Evaluate business requirements, participate in business requirements & functional specifications reviews and select appropriate tool/technology to provide solutions.
Write technical specifications and develop reporting and analytic solutions.
Utilize development skills to build and unit test new reporting/analytic solutions per technical specifications with deliverables to include documented unit test results.
Work with business partners in reviewing prototypes and or other presentation materials as part of the development lifecycle.
Partner with Application Support to ensure proper processes and documentation is provided to support the BI environments.
Educate business partners on tools and data.
Utilize departmental Systems Development Lifecycle Methodology as a guide for development activities.
Assists in enforcement of development deadlines and schedules
Prioritizes multiple tasks effectively
Database performance tuning, as necessary, to maintain efficient use of the application
Use development skills to build and unit test new reporting/analytic solutions per technical specifications with deliverables to include documented unit test results
Use departmental Systems Development Lifecycle Methodology as a guide for development activities
Minimum Required Skills / Competencies: Minimum Required Skills / Competencies:
Bachelors Degree in Business, Engineering, Computer Science or related discipline
Minimum five (5) years of application development skills
3+ years as a DBA
Excellent working knowledge/ certification of MSSQL enterprise
Demonstrated experience in the architecture, design, and maintenance of Business Objects Xi and Crystal reports; certification a plus
Preferred skills: Graphic design / layout / user interface competencies (i.e. Photoshop e
Position will perform, but will not be limited to, the following:
Consults with national deployment team to ensure data are current and accurate across all markets
Design and produce high quality reports that accurately portray market conditions; work with end users to define business requirements and translate them into technical and functional design requirements
Works independently and consults with national operations dbase staff
Strong experience in the architecture, design, and maintenance of Business Objects Xi and Crystal reports. Strong Database background: focus on SQL.
SQL server development experience (Strong TSQL, Stored procedure & DTS skills)
Can write effective SQL statements, stored procedures
Review and optimize SQL statement written by others
Vendor management experience.
Evaluate business requirements, participate in business requirements & functional specifications reviews and select appropriate tool/technology to provide solutions.
Write technical specifications and develop reporting and analytic solutions.
Utilize development skills to build and unit test new reporting/analytic solutions per technical specifications with deliverables to include documented unit test results.
Work with business partners in reviewing prototypes and or other presentation materials as part of the development lifecycle.
Partner with Application Support to ensure proper processes and documentation is provided to support the BI environments.
Educate business partners on tools and data.
Utilize departmental Systems Development Lifecycle Methodology as a guide for development activities.
Assists in enforcement of development deadlines and schedules
Prioritizes multiple tasks effectively
Database performance tuning, as necessary, to maintain efficient use of the application
Use development skills to build and unit test new reporting/analytic solutions per technical specifications with deliverables to include documented unit test results
Use departmental Systems Development Lifecycle Methodology as a guide for development activities
Minimum Required Skills / Competencies: Minimum Required Skills / Competencies:
Bachelors Degree in Business, Engineering, Computer Science or related discipline
Minimum five (5) years of application development skills
3+ years as a DBA
Excellent working knowledge/ certification of MSSQL enterprise
Demonstrated experience in the architecture, design, and maintenance of Business Objects Xi and Crystal reports; certification a plus
Preferred skills: Graphic design / layout / user interface competencies (i.e. Photoshop e
Thursday, November 16, 2006
Interviewing
November 2006
Success with Behavioral Interviewing Questions
Being prepared will lead to confidence and competence
By Leslie Stevens-Huffman
Interviewing for a job can be nerve racking. Even experienced professionals can have a hard time demonstrating their capabilities and expressing themselves effectively, given the tension of an interview situation. The best way to reduce your anxiety and increase your interviewing proficiency, is to eliminate the element of surprise by anticipating the questions you’ll be asked, and preparing some answers.During the interview, you should expect to hear the interviewer ask questions that start with the phrase, “Tell me about a time when.” Or the interviewer might ask a question in this format, “We often have projects where the scope of work changes mid-stream, requiring a great deal of flexibility and adaptability. Can you tell me about a project that you worked on where the scope of work kept changing? How did you handle it?” When you hear open ended questions asking you to describe how you behaved in previous situations, that’s your tip that you are being asked a behavioral interviewing question.Behavioral interviewing questions are the outgrowth of two commonly held theories. The first is that most people succeed or fail in a position not because of their technical knowledge, but because of their behavior and soft skills, and second, those behaviors rarely change over time. By asking you to describe how you have behaved in a similar situation in the past, you will unveil how you will continue to behave under similar circumstances in the future, as well as demonstrating your oral competencies, your ability to think on your feet and handle pressure.
Be a S.T.A.R.
Preparation starts with knowing the types of behaviors the interviewer is likely to inquire about. The list often includes behaviors such as:
Adaptability
Analysis
Attention to Detail
Building Rapport
Building consensus
Communication skills
Decisiveness
Delegation
Flexibility
Independence
Initiative
Integrity
Innovation
Judgment
Listening
Organization
Persuasiveness
Presentation skills
Setting priorities
Teamwork
Technical knowledge and proficiency
Tenacity
Work ethic To prepare, start by reviewing your work history and think about the various situations that have occurred during your experience. Create a list of the vignettes, followed by a list of the behaviors you exhibited in each situation. Knowing the inventory of the behaviors you have exhibited in the past is the first step toward knowing yourself and what type of job you might be best suited for says Dr. Neil Lewis, a corporate consultant and principal of Lewis Associates.“Demonstrating self-awareness and knowing what you are good at and not good at is vital to selecting the right position, and effectively transferring that information in response to behavioral interviewing questions,” says Lewis. The next step is to write the stories that will illustrate your talent. One of the best formats for describing your experiences is the S.T.A.R. technique. Here’s an example:S describes the situation. The IT infrastructure at a local non-profit agency had been implemented in stages, mostly through the efforts of volunteers and with donated hardware. The network was slow, and in the last quarter it was down 30 percent of the time. In addition, the agency staff was bogged down with manual record keeping, but the existing infrastructure was unable to support records management software.T describes the task. I needed to analyze the problems, expand the system capacity and stabilize the network within 30 days with a modest budget.A describes the action you took. After listening to all of the staff’s concerns, I prioritized the needs and rebuilt the network increasing the capacity and reliability. Through my technical knowledge, I was able to save money by recycling many of the components, and by being a bit tenacious with a software vendor, I was able to purchase a records management program at a discounted rate, and I installed it on the system.R describes the result you achieved. The project was completed within 28 days at 5 percent below budget.The next level While not wanting to sound contrived, it is best to practice your stories by telling them to your family, friends or even talking to yourself in front of a mirror. This will increase your comfort level and your confidence, which is important because according to Lewis, roughly 60 percent of your success will be based on how you answer the question- not just the content.There are a few things you can do to take your expertise in relating your experiences to the next level. Add the “V” statement to the end of your story, which stands for validation. This is where you supply the name of a reference who can validate your statements and your success. Also, consider creating an addendum to your chronological or functional resume that describes your experiences using the S.T.A.R. structure. This can be a great accompaniment to your thank you note, and it reminds the interviewer about your story which will help you stand out from the crowd.Tips for handling the unexpected No matter how well prepared you are, sometimes you might be asked a question that you are not immediately prepared to answer. It’s best to take a moment and jot down a few notes before answering.“I would formulate my thoughts before I attempted to give my answer. The interviewer will understand and appreciate the fact that you have gone about it in a systematic way,” says Dr. Eliot Lasson, adjunct professor of Industrial/Organizational Psychology at the University of Baltimore.Lasson says that if you don’t have specific work experience that relates to a question be honest about it, because you will undoubtedly be asked follow-up questions that will require more detail. Also, consider using non-work experiences to validate your behaviors and competencies. Most of all remember that it’s only one question.“If you don’t have an answer, admit it and move on. The truth of the matter is that the interviewer will not always be completely proficient in scoring your answer. Much of the determination of your fit for the job will come down to the chemistry between you and the interviewer,” says Lasson.
Leslie Stevens-Huffman is a freelance writer based in Irvine, Calif. who has more than 20 years experience in the staffing industry.
Success with Behavioral Interviewing Questions
Being prepared will lead to confidence and competence
By Leslie Stevens-Huffman
Interviewing for a job can be nerve racking. Even experienced professionals can have a hard time demonstrating their capabilities and expressing themselves effectively, given the tension of an interview situation. The best way to reduce your anxiety and increase your interviewing proficiency, is to eliminate the element of surprise by anticipating the questions you’ll be asked, and preparing some answers.During the interview, you should expect to hear the interviewer ask questions that start with the phrase, “Tell me about a time when.” Or the interviewer might ask a question in this format, “We often have projects where the scope of work changes mid-stream, requiring a great deal of flexibility and adaptability. Can you tell me about a project that you worked on where the scope of work kept changing? How did you handle it?” When you hear open ended questions asking you to describe how you behaved in previous situations, that’s your tip that you are being asked a behavioral interviewing question.Behavioral interviewing questions are the outgrowth of two commonly held theories. The first is that most people succeed or fail in a position not because of their technical knowledge, but because of their behavior and soft skills, and second, those behaviors rarely change over time. By asking you to describe how you have behaved in a similar situation in the past, you will unveil how you will continue to behave under similar circumstances in the future, as well as demonstrating your oral competencies, your ability to think on your feet and handle pressure.
Be a S.T.A.R.
Preparation starts with knowing the types of behaviors the interviewer is likely to inquire about. The list often includes behaviors such as:
Adaptability
Analysis
Attention to Detail
Building Rapport
Building consensus
Communication skills
Decisiveness
Delegation
Flexibility
Independence
Initiative
Integrity
Innovation
Judgment
Listening
Organization
Persuasiveness
Presentation skills
Setting priorities
Teamwork
Technical knowledge and proficiency
Tenacity
Work ethic To prepare, start by reviewing your work history and think about the various situations that have occurred during your experience. Create a list of the vignettes, followed by a list of the behaviors you exhibited in each situation. Knowing the inventory of the behaviors you have exhibited in the past is the first step toward knowing yourself and what type of job you might be best suited for says Dr. Neil Lewis, a corporate consultant and principal of Lewis Associates.“Demonstrating self-awareness and knowing what you are good at and not good at is vital to selecting the right position, and effectively transferring that information in response to behavioral interviewing questions,” says Lewis. The next step is to write the stories that will illustrate your talent. One of the best formats for describing your experiences is the S.T.A.R. technique. Here’s an example:S describes the situation. The IT infrastructure at a local non-profit agency had been implemented in stages, mostly through the efforts of volunteers and with donated hardware. The network was slow, and in the last quarter it was down 30 percent of the time. In addition, the agency staff was bogged down with manual record keeping, but the existing infrastructure was unable to support records management software.T describes the task. I needed to analyze the problems, expand the system capacity and stabilize the network within 30 days with a modest budget.A describes the action you took. After listening to all of the staff’s concerns, I prioritized the needs and rebuilt the network increasing the capacity and reliability. Through my technical knowledge, I was able to save money by recycling many of the components, and by being a bit tenacious with a software vendor, I was able to purchase a records management program at a discounted rate, and I installed it on the system.R describes the result you achieved. The project was completed within 28 days at 5 percent below budget.The next level While not wanting to sound contrived, it is best to practice your stories by telling them to your family, friends or even talking to yourself in front of a mirror. This will increase your comfort level and your confidence, which is important because according to Lewis, roughly 60 percent of your success will be based on how you answer the question- not just the content.There are a few things you can do to take your expertise in relating your experiences to the next level. Add the “V” statement to the end of your story, which stands for validation. This is where you supply the name of a reference who can validate your statements and your success. Also, consider creating an addendum to your chronological or functional resume that describes your experiences using the S.T.A.R. structure. This can be a great accompaniment to your thank you note, and it reminds the interviewer about your story which will help you stand out from the crowd.Tips for handling the unexpected No matter how well prepared you are, sometimes you might be asked a question that you are not immediately prepared to answer. It’s best to take a moment and jot down a few notes before answering.“I would formulate my thoughts before I attempted to give my answer. The interviewer will understand and appreciate the fact that you have gone about it in a systematic way,” says Dr. Eliot Lasson, adjunct professor of Industrial/Organizational Psychology at the University of Baltimore.Lasson says that if you don’t have specific work experience that relates to a question be honest about it, because you will undoubtedly be asked follow-up questions that will require more detail. Also, consider using non-work experiences to validate your behaviors and competencies. Most of all remember that it’s only one question.“If you don’t have an answer, admit it and move on. The truth of the matter is that the interviewer will not always be completely proficient in scoring your answer. Much of the determination of your fit for the job will come down to the chemistry between you and the interviewer,” says Lasson.
Leslie Stevens-Huffman is a freelance writer based in Irvine, Calif. who has more than 20 years experience in the staffing industry.
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