Books : Search |
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Books : Search |
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Professional Java Data: RDBMS, JDBC, SQLJ, OODBMS, JNDI, LDAP, Servlets, JSP, WAP, XML, EJBs, CMP2.0, JDO, Transactions, Performance, Scalability, Object and Data Modeling»rank: 1370854by: Thomas Bishop, Glenn E. Mitchell, John Bell, Bjarki Holm, Danny Ayers, Carl Calvert Bettis, Sean Rhody, Tony Loton, Michael Bogovich, Mark Wilcox, Lin Kelly Poon, Nitin Nanda, Rick Grehan, Matthew Ferris, Kelly Lin Poon
: :Java provides versatile technologies for data access and manipulation. This book investigates these technologies in detail and shows how they can be used to develop robust enterprise applications. The book is divided into five sections, the first of which looks at data and object modeling. The second section investigates accessing data in relational and object oriented databases, and directory services. The focus of the following section is data presentation for web clients. The fourth section covers Enterprise JavaBeans and distributed applications. The last section of the book consists of four real-world case studies that build on the previous chapters of the book. Transactions, performance, and scalability of data applications are also discussed ... |
Hiring the Right Leaders (HBR Article Collection)»rank: 2856011by: Boris Groysberg, Andrew N. McLean, Nitin Nohria, Ashish Nanda, Claudio Fernandez-Araoz, Melvin Sorcher, James Brant
: :Between 30% and 50% of all executive hires end in firing or resignation. The cost to organizations? Morale and productivity plummet. Market value erodes as investors redirect dollars to more stable firms. Why the revolving door? Many companies make serious mistakes when evaluating and selecting new leaders. For example, while interviewing top-quality executives from outside firms, search committees fail to consider whether these stars' skills will transfer easily to their own firms. Cognitive bias can also mar the search process. For instance, many search committee members feel drawn to candidates who possess qualities similar to their own--preventing an objective assessment of potential new hires' strengths. Simple negligence further worsens the situation: Many ... |
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The Risky Business of Hiring Stars (HBR OnPoint Enhanced Edition)»rank: 1983482by: Boris Groysberg, Ashish Nanda, Nitin Nohria
: :With the battle for the best and brightest people heating up again, you're most likely out there looking for first-rate talent in the ranks of your competitors. Chances are, you're sold on the idea of recruiting from outside your organization--developing people within the firm takes time and money. But the authors, who have tracked the careers of high-flying CEOs, researchers, software developers, and leading professionals, argue that top performers quickly fade after leaving one company for another. To study this phenomenon in greater detail, the authors analyzed the ups and downs of more than 1,000 star stock analysts, a well-defined group for which there are abundant data. The results were striking. After ... |
Shape Your Workforce for Strategic Success (HBR Article Collection)»rank: 2352072by: Boris Groysberg, Ashish Nanda, Nitin Nohria, Mark A. Huselid, Richard W. Beatty, Brian E. Becker, Robert L. Simons
: :How to leave rivals scrambling? Craft a workforce that can carry out your strategy with skill, focus, and dedication. Start by recruiting the right people--those individuals who possess the qualities and capacities most essential to your company's success. Then grow their talent and loyalty by giving them clear direction, teaming them with smart colleagues, and publicly recognizing their contributions. When your stars start to shine, put them in your 'A positions'--the jobs most essential to execution of your company's strategy--and reward them handsomely. Help B players in these strategic positions elevate their performance to A levels. And move C players out of A roles. Finally, give top performers in A positions the ... |
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Shape Your Workforce for Strategic Success, 2nd Edition (HBR Article Collection)»rank: 2352072by: Boris Groysberg, Mark A. Huselid, Richard W. Beatty, Ashish Nanda, Brian E. Becker, Nitin Nohria, Robert Simons
: :How to craft a workforce that can execute your strategy? First recruit potential stars--those with the talents most essential to your firm's success. Grow their skills through training and mentoring. And secure their loyalty by inviting them to express their individual personalities and work styles. When your stars start shining, put them in your 'A positions'--the jobs most essential to execution of your strategy--and reward them handsomely. Also help B players in A jobs elevate their performance to A levels. Finally, give performers in A positions power to implement your strategy. For instance, Nestle reformulates products to satisfy regional tastes. So it grants local business managers extensive control over resources needed to ... |