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  • NTFS Corruption: Files created in Linux corrupted when Windows Boots

    - by Logan Mayfield
    I'm getting some file loss and corruption on my Win7/Ubuntu 12.04 dual boot setup. I have a large shared NTFS partition. I have my Windows Docs/Music/etc. directories on that file and have the comparable directors in Linux setup as a sym. link. I'm using ntfs-3g on the linux side of things to manage the ntfs partition. The shared partition is on a logical partition along with my Linux /home / and /swap partitions. The ntfs partition is mounted at boot time via fstab with the following options: ntfs-3g users,nls=utf8,locale=en_US.UTF-8,exec,rw The problem seems to be confined to newly created and recently edited files. I have not see data loss or corruption when creating/editing files in Windows and then moving over to Ubuntu. I've been using the sync command aggressively in Ubuntu to try to ensure everything is getting written to the HDD. I do not use hibernate in Windows so I know it's not the usual missing files due to Hibernation problem. I'm not seeing any mount related issues on dmesg. Most recently I had a set of files related to a LaTeX document go bad. Some of them show up in Ubuntu but I am unable to delete them. In the GUI file browser they are given thumbnails associated with files I created on my last boot of Windows. To be more specific: I created a few png files in Windows. The files corrupted by that Windows boot are associated with running PdfLatex on a file and are not image files. However, two of the corrupted files show up with the thumbnail image of one of the previously mentioned png files. The png files are not in the same directory as the latex files but they are both win the Document Folder tree. I've had sucess with using NTFS for shared data in the past and am hoping there's some quirk here I'm missing and it's not just bad luck. On one hand this appears to be some kind of Windows problem as data loss occurs when I boot to Windows after having worked in Ubuntu for a while. However, I'm assuming it's more on the Ubuntu end as it requires the special NTFS drivers. Edit for more info: This is a Lenovo Thinkpad L430. Purchased new in the last month. So it's a fairly fresh install. Many of the files on the shared partition were copied over from a previous NTFS formatted shared partition on another HDD. As requested: here's a sample chkdsk log. Some of the files its mentioning were files that got deleted off the partition while in Ubuntu. Others were created/edited but not deleted. Checking file system on D: Volume dismounted. All opened handles to this volume are now invalid. Volume label is Files. CHKDSK is verifying files (stage 1 of 3)... Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x789f47 for possibly 0x21 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x42 is already in use. Deleting corrupt attribute record (128, "") from file record segment 66. 86496 file records processed. File verification completed. 385 large file records processed. 0 bad file records processed. 0 EA records processed. 0 reparse records processed. CHKDSK is verifying indexes (stage 2 of 3)... Deleted invalid filename Screenshot from 2012-09-09 09:51:27.png (72) in directory 46. The NTFS file name attribute in file 0x48 is incorrect. 53 00 63 00 72 00 65 00 65 00 6e 00 73 00 68 00 S.c.r.e.e.n.s.h. 6f 00 74 00 20 00 66 00 72 00 6f 00 6d 00 20 00 o.t. .f.r.o.m. . 32 00 30 00 31 00 32 00 2d 00 30 00 39 00 2d 00 2.0.1.2.-.0.9.-. 30 00 39 00 20 00 30 00 39 00 3a 00 35 00 31 00 0.9. .0.9.:.5.1. 3a 00 32 00 37 00 2e 00 70 00 6e 00 67 00 0d 00 :.2.7...p.n.g... 00 00 00 00 00 00 90 94 49 1f 5e 00 00 80 d4 00 ......I.^.... File 72 has been orphaned since all its filenames were invalid Windows will recover the file in the orphan recovery phase. Correcting minor file name errors in file 72. Index entry found.000 of index $I30 in file 0x5 points to unused file 0x11. Deleting index entry found.000 in index $I30 of file 5. Index entry found.001 of index $I30 in file 0x5 points to unused file 0x16. Deleting index entry found.001 in index $I30 of file 5. Index entry found.002 of index $I30 in file 0x5 points to unused file 0x15. Deleting index entry found.002 in index $I30 of file 5. Index entry DOWNLO~1 of index $I30 in file 0x28 points to unused file 0x2b6. Deleting index entry DOWNLO~1 in index $I30 of file 40. Unable to locate the file name attribute of index entry Screenshot from 2012-09-09 09:51:27.png of index $I30 with parent 0x2e in file 0x48. Deleting index entry Screenshot from 2012-09-09 09:51:27.png in index $I30 of file 46. An index entry of index $I30 in file 0x32 points to file 0x151e8 which is beyond the MFT. Deleting index entry latexsheet.tex in index $I30 of file 50. An index entry of index $I30 in file 0x58bc points to file 0x151eb which is beyond the MFT. Deleting index entry D8CZ82PK in index $I30 of file 22716. An index entry of index $I30 in file 0x58bc points to file 0x151f7 which is beyond the MFT. Deleting index entry EGA4QEAX in index $I30 of file 22716. An index entry of index $I30 in file 0x58bc points to file 0x151e9 which is beyond the MFT. Deleting index entry NGTB469M in index $I30 of file 22716. An index entry of index $I30 in file 0x58bc points to file 0x151fb which is beyond the MFT. Deleting index entry WU5RKXAB in index $I30 of file 22716. Index entry comp220-lab3.synctex.gz of index $I30 in file 0xda69 points to unused file 0xd098. Deleting index entry comp220-lab3.synctex.gz in index $I30 of file 55913. Unable to locate the file name attribute of index entry comp220-numberGrammars.aux of index $I30 with parent 0xda69 in file 0xa276. Deleting index entry comp220-numberGrammars.aux in index $I30 of file 55913. The file reference 0x500000000cd43 of index entry comp220-numberGrammars.out of index $I30 with parent 0xda69 is not the same as 0x600000000cd43. Deleting index entry comp220-numberGrammars.out in index $I30 of file 55913. The file reference 0x500000000cd45 of index entry comp220-numberGrammars.pdf of index $I30 with parent 0xda69 is not the same as 0xc00000000cd45. Deleting index entry comp220-numberGrammars.pdf in index $I30 of file 55913. An index entry of index $I30 in file 0xda69 points to file 0x15290 which is beyond the MFT. Deleting index entry gram.aux in index $I30 of file 55913. An index entry of index $I30 in file 0xda69 points to file 0x15291 which is beyond the MFT. Deleting index entry gram.out in index $I30 of file 55913. An index entry of index $I30 in file 0xda69 points to file 0x15292 which is beyond the MFT. Deleting index entry gram.pdf in index $I30 of file 55913. Unable to locate the file name attribute of index entry comp230-quiz1.synctex.gz of index $I30 with parent 0xda6f in file 0xd183. Deleting index entry comp230-quiz1.synctex.gz in index $I30 of file 55919. An index entry of index $I30 in file 0xf3cc points to file 0x15283 which is beyond the MFT. Deleting index entry require-transform.rkt in index $I30 of file 62412. An index entry of index $I30 in file 0xf3cc points to file 0x15284 which is beyond the MFT. Deleting index entry set.rkt in index $I30 of file 62412. An index entry of index $I30 in file 0xf497 points to file 0x15280 which is beyond the MFT. Deleting index entry logger.rkt in index $I30 of file 62615. An index entry of index $I30 in file 0xf497 points to file 0x15281 which is beyond the MFT. Deleting index entry misc.rkt in index $I30 of file 62615. An index entry of index $I30 in file 0xf497 points to file 0x15282 which is beyond the MFT. Deleting index entry more-scheme.rkt in index $I30 of file 62615. An index entry of index $I30 in file 0xf5bf points to file 0x15285 which is beyond the MFT. Deleting index entry core-layout.rkt in index $I30 of file 62911. An index entry of index $I30 in file 0xf5e0 points to file 0x15286 which is beyond the MFT. Deleting index entry ref.scrbl in index $I30 of file 62944. An index entry of index $I30 in file 0xf6f0 points to file 0x15287 which is beyond the MFT. Deleting index entry base-render.rkt in index $I30 of file 63216. An index entry of index $I30 in file 0xf6f0 points to file 0x15288 which is beyond the MFT. Deleting index entry html-properties.rkt in index $I30 of file 63216. An index entry of index $I30 in file 0xf6f0 points to file 0x15289 which is beyond the MFT. Deleting index entry html-render.rkt in index $I30 of file 63216. An index entry of index $I30 in file 0xf6f0 points to file 0x1528b which is beyond the MFT. Deleting index entry latex-prefix.rkt in index $I30 of file 63216. An index entry of index $I30 in file 0xf6f0 points to file 0x1528c which is beyond the MFT. Deleting index entry latex-render.rkt in index $I30 of file 63216. An index entry of index $I30 in file 0xf6f0 points to file 0x1528e which is beyond the MFT. Deleting index entry scribble.tex in index $I30 of file 63216. An index entry of index $I30 in file 0xf717 points to file 0x1528a which is beyond the MFT. Deleting index entry lang.rkt in index $I30 of file 63255. An index entry of index $I30 in file 0xf721 points to file 0x1528d which is beyond the MFT. Deleting index entry lang.rkt in index $I30 of file 63265. An index entry of index $I30 in file 0xf764 points to file 0x1528f which is beyond the MFT. Deleting index entry lang.rkt in index $I30 of file 63332. An index entry of index $I30 in file 0x14261 points to file 0x15270 which is beyond the MFT. Deleting index entry fddff3ae9ae2221207f144821d475c08ec3d05 in index $I30 of file 82529. An index entry of index $I30 in file 0x14621 points to file 0x15268 which is beyond the MFT. Deleting index entry FETCH_HEAD in index $I30 of file 83489. An index entry of index $I30 in file 0x14650 points to file 0x15272 which is beyond the MFT. Deleting index entry 86 in index $I30 of file 83536. An index entry of index $I30 in file 0x14651 points to file 0x15266 which is beyond the MFT. Deleting index entry pack-7f54ce9f8218d2cd8d6815b8c07461b50584027f.idx in index $I30 of file 83537. An index entry of index $I30 in file 0x14651 points to file 0x15265 which is beyond the MFT. Deleting index entry pack-7f54ce9f8218d2cd8d6815b8c07461b50584027f.pack in index $I30 of file 83537. An index entry of index $I30 in file 0x146f1 points to file 0x15275 which is beyond the MFT. Deleting index entry master in index $I30 of file 83697. An index entry of index $I30 in file 0x146f6 points to file 0x15276 which is beyond the MFT. Deleting index entry remotes in index $I30 of file 83702. An index entry of index $I30 in file 0x1477d points to file 0x15278 which is beyond the MFT. Deleting index entry pad.rkt in index $I30 of file 83837. An index entry of index $I30 in file 0x14797 points to file 0x1527c which is beyond the MFT. Deleting index entry pad1.rkt in index $I30 of file 83863. An index entry of index $I30 in file 0x14810 points to file 0x1527d which is beyond the MFT. Deleting index entry cm.rkt in index $I30 of file 83984. An index entry of index $I30 in file 0x14926 points to file 0x1527e which is beyond the MFT. Deleting index entry multi-file-search.rkt in index $I30 of file 84262. An index entry of index $I30 in file 0x149ef points to file 0x1527f which is beyond the MFT. Deleting index entry com.rkt in index $I30 of file 84463. An index entry of index $I30 in file 0x14b47 points to file 0x15202 which is beyond the MFT. Deleting index entry COMMIT_EDITMSG in index $I30 of file 84807. An index entry of index $I30 in file 0x14b47 points to file 0x15279 which is beyond the MFT. Deleting index entry index in index $I30 of file 84807. An index entry of index $I30 in file 0x14b4c points to file 0x15274 which is beyond the MFT. Deleting index entry master in index $I30 of file 84812. An index entry of index $I30 in file 0x14b61 points to file 0x1520b which is beyond the MFT. Deleting index entry 02 in index $I30 of file 84833. An index entry of index $I30 in file 0x14b61 points to file 0x1525a which is beyond the MFT. Deleting index entry 28 in index $I30 of file 84833. An index entry of index $I30 in file 0x14b61 points to file 0x15208 which is beyond the MFT. Deleting index entry 29 in index $I30 of file 84833. An index entry of index $I30 in file 0x14b61 points to file 0x1521f which is beyond the MFT. Deleting index entry 2c in index $I30 of file 84833. An index entry of index $I30 in file 0x14b61 points to file 0x15261 which is beyond the MFT. Deleting index entry 2e in index $I30 of file 84833. An index entry of index $I30 in file 0x14b61 points to file 0x151f0 which is beyond the MFT. Deleting index entry 45 in index $I30 of file 84833. An index entry of index $I30 in file 0x14b61 points to file 0x1523e which is beyond the MFT. Deleting index entry 47 in index $I30 of file 84833. An index entry of index $I30 in file 0x14b61 points to file 0x151e5 which is beyond the MFT. Deleting index entry 49 in index $I30 of file 84833. An index entry of index $I30 in file 0x14b61 points to file 0x15214 which is beyond the MFT. Deleting index entry 58 in index $I30 of file 84833. Index entry 6e of index $I30 in file 0x14b61 points to unused file 0xd182. Deleting index entry 6e in index $I30 of file 84833. Unable to locate the file name attribute of index entry a0 of index $I30 with parent 0x14b61 in file 0xd29c. Deleting index entry a0 in index $I30 of file 84833. An index entry of index $I30 in file 0x14b61 points to file 0x1521b which is beyond the MFT. Deleting index entry cd in index $I30 of file 84833. An index entry of index $I30 in file 0x14b61 points to file 0x15249 which is beyond the MFT. Deleting index entry d6 in index $I30 of file 84833. An index entry of index $I30 in file 0x14b61 points to file 0x15242 which is beyond the MFT. Deleting index entry df in index $I30 of file 84833. An index entry of index $I30 in file 0x14b61 points to file 0x15227 which is beyond the MFT. Deleting index entry ea in index $I30 of file 84833. An index entry of index $I30 in file 0x14b61 points to file 0x1522e which is beyond the MFT. Deleting index entry f3 in index $I30 of file 84833. An index entry of index $I30 in file 0x14b61 points to file 0x151f2 which is beyond the MFT. Deleting index entry ff in index $I30 of file 84833. An index entry of index $I30 in file 0x14b62 points to file 0x15254 which is beyond the MFT. Deleting index entry 1ed39b36ad4bd48c91d22cbafd7390f1ea38da in index $I30 of file 84834. An index entry of index $I30 in file 0x14b75 points to file 0x15224 which is beyond the MFT. Deleting index entry 96260247010fe9811fea773c08c5f3a314df3f in index $I30 of file 84853. An index entry of index $I30 in file 0x14b79 points to file 0x15219 which is beyond the MFT. Deleting index entry 8f689724ca23528dd4f4ab8b475ace6edcb8f5 in index $I30 of file 84857. An index entry of index $I30 in file 0x14b7c points to file 0x15223 which is beyond the MFT. Deleting index entry 1df17cf850656be42c947cba6295d29c248d94 in index $I30 of file 84860. An index entry of index $I30 in file 0x14b7c points to file 0x15217 which is beyond the MFT. Deleting index entry 31db8a3c72a3e44769bbd8db58d36f8298242c in index $I30 of file 84860. An index entry of index $I30 in file 0x14b7c points to file 0x15267 which is beyond the MFT. Deleting index entry 8e1254d755ff1882d61c07011272bac3612f57 in index $I30 of file 84860. An index entry of index $I30 in file 0x14b82 points to file 0x15246 which is beyond the MFT. Deleting index entry f959bfaf9643c1b9e78d5ecf8f669133efdbf3 in index $I30 of file 84866. An index entry of index $I30 in file 0x14b88 points to file 0x151fe which is beyond the MFT. Deleting index entry 7e9aa15b1196b2c60116afa4ffa613397f2185 in index $I30 of file 84872. An index entry of index $I30 in file 0x14b8a points to file 0x151ea which is beyond the MFT. Deleting index entry 73cb0cd248e494bb508f41b55d862e84cdd6e0 in index $I30 of file 84874. An index entry of index $I30 in file 0x14b8e points to file 0x15264 which is beyond the MFT. Deleting index entry bd555d9f0383cc14c317120149e9376a8094c4 in index $I30 of file 84878. An index entry of index $I30 in file 0x14b96 points to file 0x15212 which is beyond the MFT. Deleting index entry 630dba40562d991bc6cbb6fed4ba638542e9c5 in index $I30 of file 84886. An index entry of index $I30 in file 0x14b99 points to file 0x151ec which is beyond the MFT. Deleting index entry 478be31ca8e538769246e22bba3330d81dc3c8 in index $I30 of file 84889. An index entry of index $I30 in file 0x14b99 points to file 0x15258 which is beyond the MFT. Deleting index entry 66c60c0a0f3253bc9a5112697e4cbb0dfc0c78 in index $I30 of file 84889. An index entry of index $I30 in file 0x14b9c points to file 0x15238 which is beyond the MFT. Deleting index entry 1c7ceeddc2953496f9ffbfc0b6fb28846e3fe3 in index $I30 of file 84892. An index entry of index $I30 in file 0x14b9c points to file 0x15247 which is beyond the MFT. Deleting index entry ae6e32ffc49d897d8f8aeced970a90d3653533 in index $I30 of file 84892. An index entry of index $I30 in file 0x14ba0 points to file 0x15233 which is beyond the MFT. Deleting index entry f71c7d874e45179a32e138b49bf007e5bbf514 in index $I30 of file 84896. Index entry 2e04fefbd794f050d45e7a717d009e39204431 of index $I30 in file 0x14ba7 points to unused file 0xd097. Deleting index entry 2e04fefbd794f050d45e7a717d009e39204431 in index $I30 of file 84903. An index entry of index $I30 in file 0x14baa points to file 0x15241 which is beyond the MFT. Deleting index entry 0dda7dec1c635cd646dfef308e403c2843d5dc in index $I30 of file 84906. An index entry of index $I30 in file 0x14baa points to file 0x151fc which is beyond the MFT. Deleting index entry 98151e654dd546edcfdec630bc82d90619ac8e in index $I30 of file 84906. An index entry of index $I30 in file 0x14bb1 points to file 0x151e9 which is beyond the MFT. Deleting index entry 1997c5be62ffeebc99253cced7608415e38e4e in index $I30 of file 84913. An index entry of index $I30 in file 0x14bb1 points to file 0x1521d which is beyond the MFT. Deleting index entry 6bf3aedefd3ac62d9c49cad72d05e8c0ad242c in index $I30 of file 84913. An index entry of index $I30 in file 0x14bb1 points to file 0x151f4 which is beyond the MFT. Deleting index entry 907b755afdca14c00be0010962d0861af29264 in index $I30 of file 84913. An index entry of index $I30 in file 0x14bb3 points to file 0x15218 which is beyond the MFT. Deleting index entry

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  • Will high reputation in Stack Overflow help to get a good job?

    - by Shamim Hafiz
    In a post, Joel Spolsky mentioned that 5 digit StackOverflow reputation can help you to earn a job paying $100k+. How much of that is real? Would anyone like to share their success in getting high paid job by virtue of their reputations on StackExchange sites? I read somewhere that, a person got Interview offer in Google because a recruiter found his Stackoverflow reputation to be impressive. Anyone else with similar stories?

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  • Will high reputation in Programmers help to get a good job?

    - by Lorenzo
    In reference to this question, do you think that having a high reputation on this site will help to get a good job? Aside silly and humorous questions, on Programmers we can see a lot of high quality theory questions. I think that, if Stack Overflow will eventually evolve in "strictly programming related" (which usually is "strictly coding related"), the questions on Programmers will be much more interesting and meaningful ("Stack Overflow" = "I have this specific coding/implementation issue"; "Programmers" = "Best practices, team shaping, paradigms, CS theory"). So could high reputation on this site help (or at least be a good reference)? And then, more o less than Stack Overflow?

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  • Why my reputation goes down.

    - by Incognito
    I know there was a recalculation and I know how to track the reputation, but seems it not helps. My reputation was about 495 just several hours ago and now it goes down to 295. I have checked there were no down votes. What can be the issue?

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  • Proactive Reputation Management and Your SEO-SEM Company

    Reputation management is often seen as necessary only when a negative publicity attack is under way. While working with an accomplished reputation management company in such circumstances can counter an attack and minimize potential damage, the best results are actually seen when companies start working with a company that will both build and protect their reputation prior to any kind of attack.

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  • What Data structure for Reputation Rules in C# (like stackoverflow)

    - by optician
    I am currently building a system which will have entities that will have scores like reputation etc.. I will have a service that will check for certain rules having been triggered, and will perform certain logic if they are triggered. Previously I have used say an Enum for doing this when I have only had to store an id and a description. public enum ShoppingCratCalculation { PartialCalculation = 1, CompleteCalculation =2 } But in this situation I want to carry more information, such as the modification to reputation, all in one place. I'm essentially asking what data structure would be best suited to storing this information, for each rule in the system. 1. Description = string ("User forgot to write a review") 2. DB id = int (23) 3. Rep score modification = int (-5) Maybe a little class (Rule) with these as properties , and then just a list? Does anyone have any best practice suggestions for this kind of struct?

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  • Most "thorough" distribution of points around a circle

    - by hippietrail
    This question is intended to both abstract and focus one approach to my problem expressed at "Find the most colourful image in a collection of images". Imagine we have a set of circles, each has a number of points around its circumference. We want to find a metric that gives a higher rating to a circle with points distributed evenly around the circle. Circles with some points scattered through the full 360° are better but circles with far greater numbers of points in one area compared to a smaller number in another area are less good. The number of points is not limited. Two or more points may coincide. Coincidental points are still relevant. A circle with one point at 0° and one point at 180° is better than a circle with 100 points at 0° and 1000 points at 180°. A circle with one point every degree around the circle is very good. A circle with a point every half degree around the circle is better. In my other (colour based question) it was suggested that standard deviation would be useful but with caveat. Is this a good suggestion and does it cope with the closeness of 359° to 1°?

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  • why is my reputation deducted? [closed]

    - by benjamin button
    hi, yesterday i had a reputation more than 2600. today when i opened the site it suddenly reduced to 1574!!!!. but i am not able to figure out how and why did it get reduced? this question is probably concerned to the administrators or any regular user can present their opinion!. could anybody please tell?

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  • Bug in the reputation points [closed]

    - by harigm
    I have answered the question and I have been voted "2", but the reputation points has not been awarded. http://stackoverflow.com/questions/2711281/naming-convention-for-number-of/2711409#2711409 This is to bring to your notice, if any bug on this. Please check and clarify me about it

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  • Wiki Application With A Reputation System

    - by Christofian
    I'm really impressed with Stack Exchange's concept of reputation (you gain reputation as you post, and the more you post, the more privileges you get), and I want to apply the concept to a wiki that I am building. Does anyone know of a php wiki that has a concept of privileges/reputation similar to Stack Exchange? I'm not necessarily looking for something identical to SE, I'm just looking for a wiki application that gives users more privileges the more they contribute positively to the wiki (SE has down votes, the wiki should have some way of identifying negative contributions too). The privileges should be category based, so the more active you are in a specific category or page, the more privileges you get for that category. There should also be site wide privileges as well, though those should be harder to access than the category privileges. NOTE: If it is not possible to get category wide privileges and site wide privileges, I will be OK with just category wide privileges or just site wide privileges. I should be able to change the requirements for each privilege, through a administration panel or through editing a file (some wiki applications don't have administration interfaces). Does anyone have a script or a solution that will do this? If the script uses something similar to reputation to determine how much a user has positively contributed to the site, then that is OK too. Please Note: I am looking for a way to rate individual user contributions, not a way to rate the quality of an entire page.

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  • It would be nice to gain reputation in AskUbuntu from helping in Ubuntuforums [migrated]

    - by luchonacho
    I know they are different but also they are very related. By implementing a reputation system in UbuntuForums you could harmonize points here and there. This would integrate both communities and avoid those competitive people to isolate from UbuntuForums (no idea the extent of this but I guess there is some of it). There are tons of questions never solved in UbuntuForums and that means people coming to AskUbuntu. That is plainly inefficient. Since there will not be a centralize system (different owners), why not to integrate them? Certainly, beans are not the proper measure to associate with reputation since you gain beans for anything but UbuntuForums could implement a differentiated system where users "like" one answer if solved they problem. Do you think it would be a good idea? PS: Amazing Askubuntu and reputation are tags not created yet!

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  • Should i worry about company's Reputation before joining it...

    - by Shekhar_Pro
    My question is particularly in context of this Question asked recently on this site. I am a fresh graduate and would soon be applying for jobs. But the above mentioned question has raised concerns for me. Should i care about the company i am going to join. Specially since for me Yahoo is a very reputed corporation and i duly respect it, in fact i would be proud to work for it if given the chance. And the OP of the question was a Senior Software Engineer, i don't think something could have gone so wrong that he feels shame for have worked there. Well i won't like to have this situation in my career. Until now for me the criteria for approaching a company were like - it should have Good, knowledgeable and Experienced team, it should provide me with tasks that will always challenge me to think and learn more, etc. After all a task is task and you do always learn something from it. But in view of mentioned question should i also consider other things... Please give your answers and most importantly an opinion from your own experience.

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  • How to bridge multiple wireless access points (and internet entry points) into one network

    - by amccormack
    I have two DSL lines coming in to wireless access points and then running to a RV082 Gateway/Bridge. The gateway then runs to a switch, which runs to multiple PCs and a Printer (See picture below). Normally, I would set up the wireless access points behind the gateway, but they are also the modems for the dsl. I have found that I can not print to the network printer if I am connected to the wireless network, but only if I am connected to the wired network. How can I configure the Gateway and APs (Routers) so that the PCs and Printer are all on the same internal network? I have tried turning DHCP off or redirect on the APs and redirect them to the Gateway. However, neither of these worked. Furthermore, I tried pinging the Gateway from the AP but got no response.

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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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  • Points (PTS) in flash game

    - by Erik Persson
    Hi, A friend to me made a flash game for my website. The game makes a request to /game/p00ints.php with the points in $_POST['points']. But, a hacker can easy find out how to get more points I guess, so, how can my friend or I fix this security hole? Best regards, Erik Persson

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  • Finding all points common to two circles

    - by Dustin I.
    In Python, how would one find all points common to two circles? For example, imagine a Venn diagram-like intersection of two (equally sized) circles, with center-points (x1,y1) and (x2,y2) and radii r1=r2. Additionally, we already know the two points of intersection of the circles are (xi1,yi1) and (xi2,yi2). How would one generate a list of all points (x,y) contained in both circles in an efficient manner? That is, it would be simple to draw a box containing the intersections and iterate through it, checking if a given point is within both circles, but is there a better way?

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  • Centre of a circle that intersects two points

    - by Jason
    Given two points in a 2D plane, and a circle of radius r that intersects both of those points, what would be the formula to calculate the centre of that circle? I realise there would two places the circle can be positioned. I would want the circle whose centre is encountered first in a clockwise direction when sweeping the line that joins the two points around one of those points, starting from an arbitrary angle. I guess that is the next stage in my problem, after I find an answer for the first part. I'm hoping the whole calculation can be done without trigonometry for speed. I'm starting with integer coordinates and will end with integer coordinates, if that helps.

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  • Convet from line points to shape points

    - by VOX
    I have an array of points that make up a line. However I need to draw the line with the width of n pixels. How can I transform that points for lines to points for polygon (or a shape) so I can directly draw it on canvas. I'm developing two program at the same time, one is j2me and another is .NET CF. j2me doesn't support drawing lines with width. Please take a look at the picture. link text

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  • Plotting points so that they do not overlap if they have the same co-ordinates

    - by betamax
    Hi everyone, I have a function that takes longitude and latitude and converts it to x and y to be plotted. The conversion to X and Y is working fine and that is not what I have the problem with. I want to ensure that two points are not plotted in the same place. In one set of results there are about 30 on top of each other (because they have the same latitude and longitude), this number could be a lot larger. At the moment I am trying to achieve this by moving points to the left, right, top or bottom of the point to make a square. Once a square made up of points has been drawn, then moving to the next row on and drawing another square of points around the previous square. The code is Javascript but it is very generic so I guess it's slightly irrelevant. My code is as follows: var prevLong, prevLat, rand = 1, line = 1, spread = 8, i = 0; function plot_points(long, lat){ // CODE HERE TO CONVERT long and lat into x and y // System to not overlap the points if((prevLat == lat) && (prevLong == long)) { if(rand==1) { x += spread*line; } else if(rand==2) { x -= spread*line; } else if(rand==3) { y += spread*line; } else if(rand==4) { y -= spread*line; } else if(rand==5) { x += spread*line; y += spread*line; } else if(rand==6) { x -= spread*line; y -= spread*line; } else if(rand==7) { x += spread*line; y -= spread*line; } else if(rand==8) { x -= spread*line; y += spread*line; // x = double } else if(rand==9) { x += spread*line; y += spread; } else if(rand==10) { x += spread; y += spread*line; } else if(rand==11) { x -= spread*line; y -= spread; } else if(rand==12) { x -= spread; y -= spread*line; } else if(rand==13) { x += spread*line; y -= spread; } else if(rand==14) { x += spread; y -= spread*line; } else if(rand==15) { x += spread*line; y -= spread; } else if(rand==16) { x += spread; y -= spread*line; } else if(rand==17) { x -= spread*line; y += spread; } else if(rand==18) { x -= spread; y += spread*line; } else if(rand==19) { x -= spread*line; y += spread; } else if(rand==20) { x -= spread; y += spread*line; } if(rand == 20) {rand = 1; line++; } else { rand++; } i++ } else { line = 1; i = 0; } prevLat = latitude; prevLong = longitude; return [x,y]; } This is the output: It isn't working correctly and I don't even know if I am approaching the problem in a correct way at all. Has anyone had to do this before? What method would you suggest?

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  • Undefined Behavior and Sequence Points Reloaded

    - by Nawaz
    Consider this topic a sequel of the following topic: Previous Installment Undefined Behavior and Sequence Points Let's revisit this funny and convoluted expression (the italicized phrases are taken from the above topic *smile* ): i += ++i; We say this invokes undefined-behavior. I presume that when say this, we implicitly assume that type of i is one of built-in types. So my question is: what if the type of i is a user-defined type? Say it's type is Index which is defined later in this post (see below). Would it still invoke undefined-behavior? If yes, why? Is it not equivalent to writing i.operator+=(i.operator ++()); or even syntactically simpler i.add(i.inc());? Or, do they too invoke undefined-behavior? If no, why not? After all, the object i gets modified twice between consecutive sequence points. Please recall the rule of thumb : an expression can modify an object's value only once between consecutive "sequence points. And if i += ++i is an expression, then it must invoke undefined-behavior. If so, then it's equivalents i.operator+=(i.operator ++()); and i.add(i.inc()); must also invoke undefined-behavior which seems to be untrue! (as far as I understand) Or, i += ++i is not an expression to begin with? If so, then what is it and what is the definition of expression? If it's an expression, and at the same time, it's behavior is also well-defined, then it implies that number of sequence points associated with an expression somehow depends on the type of operands involved in the expression. Am I correct (even partly)? By the way, how about this expression? a[++i] = i; //taken from the previous topic. but here type of `i` is Index. class Index { int state; public: Index(int s) : state(s) {} Index& operator++() { state++; return *this; } Index& operator+=(const Index & index) { state+= index.state; return *this; } operator int() { return state; } Index & add(const Index & index) { state += index.state; return *this; } Index & inc() { state++; return *this; } };

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