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  • Subsonic SELECT FROM msdb

    - by Lukasz Lysik
    Hi, I want to execute the following query using Subsonic: SELECT MAX([restore_date]) FROM [msdb].[dbo].[restorehistory] While the aggregate part is easy for me, the problem is with the name of the table. How should I force Subsonic to select from different database than default one.

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  • Double variable argument list.

    - by Lukasz Lew
    I need something like this: class Node (left : Node*, right : Node*) I understand the ambiguity of this signature. Is there a way around it better than the following? class Node (left : Array[Node, right : Array[Node]) val n = new Node (Array(n1, n2), Array(n3)) Maybe some kind of separator like this? val n = new Node (n1, n2, Sep, n3)

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  • Which index is used in select and why?

    - by Lukasz Lysik
    I have the table with zip codes with following columns: id - PRIMARY KEY code - NONCLUSTERED INDEX city When I execute query SELECT TOP 10 * FROM ZIPCodes I get the results sorted by id column. But when I change the query to: SELECT TOP 10 id FROM ZIPCodes I get the results sorted by code column. Again, when I change the query to: SELECT TOP 10 code FROM ZIPCodes I get the results sorted by code column again. And finally when I change to: SELECT TOP 10 id,code FROM ZIPCodes I get the results sorted by id column. My question is in the title of the question. I know which indexes are used in the queries, but my question is, why those indexes are used? I the second query (SELECT TOP 10 id FROM ZIPCodes) wouldn't it be faster if the clusteder index was used? How the query engine chooses which index to use?

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  • Setting the correct orientation for scrollbars in right-to-left pages.

    - by Daniel Lew
    I'm working with right-to-left layouts at the moment (think Hebrew or Arabic). In RTL, the page is generally flipped horizontally. However, I can't figure out how to change the orientation of the scrollbars. I would assume that the scrollbars should appear on the left side of a scrollable element, not the right side like it does in an LTR layout. Here is an example page where the scrollbar still appears on the right: <html dir="rtl"> <body> <div style="height: 100px; overflow: auto;"> <p>This is some text</p> <p>This is some text</p> <p>This is some text</p> <p>This is some text</p> <p>This is some text</p> </body> </html> Is the orientation of a scrollbar a browser locale setting, and thus is not something I should be concerned about, or is there a way to set the orientation of the scrollbar? (I'm not interested in implementing my own JavaScript scrollbar; if it turns out this is just a limitation of browsers then I'd rather live with that than add complexity to the page.)

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  • Qt: Is it possible to tell a widget to take all the place that it has in layout, but not more?

    - by Lukasz Lew
    I have a following Qt code: QVBoxLayout* box = new QVBoxLayout; label = new QLabel(); // will be set later dynamically box->addWidget (label); Text in label will be set later. The problem is that when label resizes, it resizes QVBoxLayout, and it resizes other neighboring widgets. I don't want to make a label or layout fixed width. Because I want them to resize with a whole window. Is it possible to tell label to take all the place that it has in layout, but not more?

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  • How to read pair in freemarker

    - by Lukasz Rys
    Ok i'm having little trouble with reading pair. So I'm creating my pair private Pair<Integer, Integer> count(somethink) { int c1 = 2; int c2 = 4; return new Pair<Integer, Integer>(c1, c2); } And 'sending' it to ftl via java mv.addObject("counted", count(somethink)); I won't write everythink how it sends because I dont think it really matters with my issue. So i'm recieving it in "ftl". Then i was trying to 'read' it <#list counted?keys as key> <a href="#offerOrderTab"><@spring.message "someMsg"/>(${key}/${counted[key]})</a> </#list> After then i'm getting error Expecting a string, date or number here, Expression x is instead a freemarker.ext.beans.SimpleMethodModel As i suppose you dont iterate pairs (or I'm wrong?) i know its pair that contains only one key and one value but still i have to do send it that way and I thought its goin be to similar to iterating through map, in java i would use pair.first() and pair.second() but it doesn't work in ftl (ye i know it shouldnt work). I also tried to cast it to String by using ?string but it didnt work too

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  • How can you determine the file size in JavaScript?

    - by Daniel Lew
    I help moderate a forum online, and on this forum we restrict the size of signatures. At the moment we test this via a simple Greasemonkey script I wrote; we wrap all signatures with a <div>, the script looks for them, and then measures the div's height and width. All the script does right now is make sure the signature resides in a particular height/width. I would like to start measuring the file size of the images inside of a signature automatically so that the script can automatically flag users who are including huge images in their signature. However, I can't seem to find a way to measure the size of images loaded on the page. I've searched and found a property special to IE (element.fileSize) but I obviously can't use that in my Greasemonkey script. Is there a way to find out the file size of an image in Firefox via JavaScript? Edit: People are misinterpreting the problem. The forums themselves do not host images; we host the BBCode that people enter as their signature. So, for example, people enter this: This is my signature, check out my [url=http://google.com]awesome website[/url]! This image is cool! [img]http://image.gif[/img] I want to be able to check on these images via Greasemonkey. I could write a batch script to scan all of these instead, but I'm just wondering if there's a way to augment my current script.

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  • How to get Ponter/Reference semantics in Scala.

    - by Lukasz Lew
    In C++ I would just take a pointer (or reference) to arr[idx]. In Scala I find myself creating this class to emulate a pointer semantic. class SetTo (val arr : Array[Double], val idx : Int) { def apply (d : Double) { arr(idx) = d } } Isn't there a simpler way? Doesn't Array class have a method to return some kind of reference to a particular field?

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  • Java reflection field value in extends class

    - by Lukasz Wozniczka
    Hello i hava got problem with init value with java reflection. i have got simple class public class A extends B { private String name; } public class B { private String superName; } and also i have got simple function: public void createRandom(Class<T> clazz , List<String> classFields){ try { T object = clazz.newInstance(); for(String s : classFields){ clazz.getDeclaredField(s); } } catch(Exception e){ } } My function do other stuff but i have got problem because i have got error : java.lang.NoSuchFieldException: superName How can i set all class field also field from super Class using reflection ??

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  • Poll: What is stopping you from switching (from Java) to Scala ?

    - by Lukasz Lew
    What would make you to switch to Scala ? If you are negative on the switching to Scala, please state the reason as well (or upvote). As with all StackOverflow Poll type Q&As, please make certain your answer is NOT listed already before adding a new answer If it already exists, vote that one up so we see what the most popular answer is, rather than duplicating an existing entry. If you see a duplicate, vote it down. If you have interesting or additional information to add, use a comment or edit the original entry rather than creating a duplicate.

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  • Store children in database preserving information about their order

    - by GUZ
    I am designing database tables for a master-detail scenario. The specific requirement is that it is necessary to store information about the order of children. I see some possible solutions (like adding a column representing a position in the sequence, or a column with foreign key to the previous child) but I would like to know the best practices how to solve such problems. Best regards Lukasz Glaz

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  • Is Social Media The Vital Skill You Aren’t Tracking?

    - by HCM-Oracle
    By Mark Bennett - Originally featured in Talent Management Excellence The ever-increasing presence of the workforce on social media presents opportunities as well as risks for organizations. While on the one hand, we read about social media embarrassments happening to organizations, on the other we see that social media activities by workers and candidates can enhance a company’s brand and provide insight into what individuals are, or can become, influencers in the social media sphere. HR can play a key role in helping organizations make the most value out of the activities and presence of workers and candidates, while at the same time also helping to manage the risks that come with the permanence and viral nature of social media. What is Missing from Understanding Our Workforce? “If only HP knew what HP knows, we would be three-times more productive.”  Lew Platt, Former Chairman, President, CEO, Hewlett-Packard  What Lew Platt recognized was that organizations only have a partial understanding of what their workforce is capable of. This lack of understanding impacts the company in several negative ways: 1. A particular skill that the company needs to access in one part of the organization might exist somewhere else, but there is no record that the skill exists, so the need is unfulfilled. 2. As market conditions change rapidly, the company needs to know strategic options, but some options are missed entirely because the company doesn’t know that sufficient capability already exists to enable those options. 3. Employees may miss out on opportunities to demonstrate how their hidden skills could create new value to the company. Why don’t companies have that more complete picture of their workforce capabilities – that is, not know what they know? One very good explanation is that companies put most of their efforts into rating their workforce according to the jobs and roles they are filling today. This is the essence of two important talent management processes: recruiting and performance appraisals.  In recruiting, a set of requirements is put together for a job, either explicitly or indirectly through a job description. During the recruiting process, much of the attention is paid towards whether the candidate has the qualifications, the skills, the experience and the cultural fit to be successful in the role. This makes a lot of sense.  In the performance appraisal process, an employee is measured on how well they performed the functions of their role and in an effort to help the employee do even better next time, they are also measured on proficiency in the competencies that are deemed to be key in doing that job. Again, the logic is impeccable.  But in both these cases, two adages come to mind: 1. What gets measured is what gets managed. 2. You only see what you are looking for. In other words, the fact that the current roles the workforce are performing are the basis for measuring which capabilities the workforce has, makes them the only capabilities to be measured. What was initially meant to be a positive, i.e. identify what is needed to perform well and measure it, in order that it can be managed, comes with the unintended negative consequence of overshadowing the other capabilities the workforce has. This also comes with an employee engagement price, for the measurements and management of workforce capabilities is to typically focus on where the workforce comes up short. Again, it makes sense to do this, since improving a capability that appears to result in improved performance benefits, both the individual through improved performance ratings and the company through improved productivity. But this is based on the assumption that the capabilities identified and their required proficiencies are the only attributes of the individual that matter. Anything else the individual brings that results in high performance, while resulting in a desired performance outcome, often goes unrecognized or underappreciated at best. As social media begins to occupy a more important part in current and future roles in organizations, businesses must incorporate social media savvy and innovation into job descriptions and expectations. These new measures could provide insight into how well someone can use social media tools to influence communities and decision makers; keep abreast of trends in fast-moving industries; present a positive brand image for the organization around thought leadership, customer focus, social responsibility; and coordinate and collaborate with partners. These measures should demonstrate the “social capital” the individual has invested in and developed over time. Without this dimension, “short cut” methods may generate a narrow set of positive metrics that do not have real, long-lasting benefits to the organization. How Workforce Reputation Management Helps HR Harness Social Media With hundreds of petabytes of social media data flowing across Facebook, LinkedIn and Twitter, businesses are tapping technology solutions to effectively leverage social for HR. Workforce reputation management technology helps organizations discover, mobilize and retain talent by providing insight into the social reputation and influence of the workforce while also helping organizations monitor employee social media policy compliance and mitigate social media risk.  There are three major ways that workforce reputation management technology can play a strategic role to support HR: 1. Improve Awareness and Decisions on Talent Many organizations measure the skills and competencies that they know they need today, but are unaware of what other skills and competencies their workforce has that could be essential tomorrow. How about whether your workforce has the reputation and influence to make their skills and competencies more effective? Many organizations don’t have insight into the social media “reach” their workforce has, which is becoming more critical to business performance. These features help organizations, managers, and employees improve many talent processes and decision making, including the following: Hiring and Assignments. People and teams with higher reputations are considered more valuable and effective workers. Someone with high reputation who refers a candidate also can have high credibility as a source for hires.   Training and Development. Reputation trend analysis can impact program decisions regarding training offerings by showing how reputation and influence across the workforce changes in concert with training. Worker reputation impacts development plans and goal choices by helping the individual see which development efforts result in improved reputation and influence.   Finding Hidden Talent. Managers can discover hidden talent and skills amongst employees based on a combination of social profile information and social media reputation. Employees can improve their personal brand and accelerate their career development.  2. Talent Search and Discovery The right technology helps organizations find information on people that might otherwise be hidden. By leveraging access to candidate and worker social profiles as well as their social relationships, workforce reputation management provides companies with a more complete picture of what their knowledge, skills, and attributes are and what they can in turn access. This more complete information helps to find the right talent both outside the organization as well as the right, perhaps previously hidden talent, within the organization to fill roles and staff projects, particularly those roles and projects that are required in reaction to fast-changing opportunities and circumstances. 3. Reputation Brings Credibility Workforce reputation management technology provides a clearer picture of how candidates and workers are viewed by their peers and communities across a wide range of social reputation and influence metrics. This information is less subject to individual bias and can impact critical decision-making. Knowing the individual’s reputation and influence enables the organization to predict how well their capabilities and behaviors will have a positive effect on desired business outcomes. Many roles that have the highest impact on overall business performance are dependent on the individual’s influence and reputation. In addition, reputation and influence measures offer a very tangible source of feedback for workers, providing them with insight that helps them develop themselves and their careers and see the effectiveness of those efforts by tracking changes over time in their reputation and influence. The following are some examples of the different reputation and influence measures of the workforce that Workforce Reputation Management could gather and analyze: Generosity – How often the user reposts other’s posts. Influence – How often the user’s material is reposted by others.  Engagement – The ratio of recent posts with references (e.g. links to other posts) to the total number of posts.  Activity – How frequently the user posts. (e.g. number per day)  Impact – The size of the users’ social networks, which indicates their ability to reach unique followers, friends, or users.   Clout – The number of references and citations of the user’s material in others’ posts.  The Vital Ingredient of Workforce Reputation Management: Employee Participation “Nothing about me, without me.” Valerie Billingham, “Through the Patient’s Eyes”, Salzburg Seminar Session 356, 1998 Since data resides primarily in social media, a question arises: what manner is used to collect that data? While much of social media activity is publicly accessible (as many who wished otherwise have learned to their chagrin), the social norms of social media have developed to put some restrictions on what is acceptable behavior and by whom. Disregarding these norms risks a repercussion firestorm. One of the more recognized norms is that while individuals can follow and engage with other individual’s public social activity (e.g. Twitter updates) fairly freely, the more an organization does this unprompted and without getting permission from the individual beforehand, the more likely the organization risks a totally opposite outcome from the one desired. Instead, the organization must look for permission from the individual, which can be met with resistance. That resistance comes from not knowing how the information will be used, how it will be shared with others, and not receiving enough benefit in return for granting permission. As the quote above about patient concerns and rights succinctly states, no one likes not feeling in control of the information about themselves, or the uncertainty about where it will be used. This is well understood in consumer social media (i.e. permission-based marketing) and is applicable to workforce reputation management. However, asking permission leaves open the very real possibility that no one, or so few, will grant permission, resulting in a small set of data with little usefulness for the company. Connecting Individual Motivation to Organization Needs So what is it that makes an individual decide to grant an organization access to the data it wants? It is when the individual’s own motivations are in alignment with the organization’s objectives. In the case of workforce reputation management, when the individual is motivated by a desire for increased visibility and career growth opportunities to advertise their skills and level of influence and reputation, they are aligned with the organizations’ objectives; to fill resource needs or strategically build better awareness of what skills are present in the workforce, as well as levels of influence and reputation. Individuals can see the benefit of granting access permission to the company through multiple means. One is through simple social awareness; they begin to discover that peers who are getting more career opportunities are those who are signed up for workforce reputation management. Another is where companies take the message directly to the individual; we think you would benefit from signing up with our workforce reputation management solution. Another, more strategic approach is to make reputation management part of a larger Career Development effort by the company; providing a wide set of tools to help the workforce find ways to plan and take action to achieve their career aspirations in the organization. An effective mechanism, that facilitates connecting the visibility and career growth motivations of the workforce with the larger context of the organization’s business objectives, is to use game mechanics to help individuals transform their career goals into concrete, actionable steps, such as signing up for reputation management. This works in favor of companies looking to use workforce reputation because the workforce is more apt to see how it fits into achieving their overall career goals, as well as seeing how other participation brings additional benefits.  Once an individual has signed up with reputation management, not only have they made themselves more visible within the organization and increased their career growth opportunities, they have also enabled a tool that they can use to better understand how their actions and behaviors impact their influence and reputation. Since they will be able to see their reputation and influence measurements change over time, they will gain better insight into how reputation and influence impacts their effectiveness in a role, as well as how their behaviors and skill levels in turn affect their influence and reputation. This insight can trigger much more directed, and effective, efforts by the individual to improve their ability to perform at a higher level and become more productive. The increased sense of autonomy the individual experiences, in linking the insight they gain to the actions and behavior changes they make, greatly enhances their engagement with their role as well as their career prospects within the company. Workforce reputation management takes the wide range of disparate data about the workforce being produced across various social media platforms and transforms it into accessible, relevant, and actionable information that helps the organization achieve its desired business objectives. Social media holds untapped insights about your talent, brand and business, and workforce reputation management can help unlock them. Imagine - if you could find the hidden secrets of your businesses, how much more productive and efficient would your organization be? Mark Bennett is a Director of Product Strategy at Oracle. Mark focuses on setting the strategic vision and direction for tools that help organizations understand, shape, and leverage the capabilities of their workforce to achieve business objectives, as well as help individuals work effectively to achieve their goals and navigate their own growth. His combination of a deep technical background in software design and development, coupled with a broad knowledge of business challenges and thinking in today’s globalized, rapidly changing, technology accelerated economy, has enabled him to identify and incorporate key innovations that are central to Oracle Fusion’s unique value proposition. Mark has over the course of his career been in charge of the design, development, and strategy of Talent Management products and the design and development of cutting edge software that is better equipped to handle the increasingly complex demands of users while also remaining easy to use. Follow him @mpbennett

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  • All possible values of int from the smallest to the largest, using Java.

    - by Totophil
    Write a program to print out all possible values of int data type from the smallest to the largest, using Java. Some notable solutions as of 8th of May 2009, 10:44 GMT: 1) Daniel Lew was the first to post correctly working code. 2) Kris has provided the simplest solution for the given problem. 3) Tom Hawtin - tackline, came up arguably with the most elegant solution. 4) mmyers pointed out that printing is likely to become a bottleneck and can be improved through buffering. 5) Jay's brute force approach is notable since, besides defying the core point of programming, the resulting source code takes about 128 GB and will blow compiler limits. As a side note I believe that the answers do demonstrate that it could be a good interview question, as long as the emphasis is not on the ability to remember trivia about the data type overflow and its implications (that can be easily spotted during unit testing), or the way of obtaining MAX and MIN limits (can easily be looked up in the documentation) but rather on the analysis of various ways of dealing with the problem.

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  • Problem with updating multiple rows which are in conflict with unique index

    - by GUZ
    I am using Microsoft SQL Server and I have a master-detail scenario where I need to store the order of details. So in the Detail table I have ID, MasterID, Position and some other columns. There is also a unique index on MasterID and Position. It works OK except one case: when I have some existing details and I change their order. For example when I change a detail on position 3 with a detail on position 2. When I save the detail on position 2 (which in the database has Position equal to 3) SQL Server protests, because the index uniqueness constraint. How to solve this problem in a reasonable way? Thank you in advance Lukasz Glaz

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