Workstation Quotes

While some people might work in their bedrooms, I sleep in my workstation. It's very different.

What makes Pixar special is that we acknowledge we will always have problems, many of them hidden from our view; that we work hard to uncover these problems, even if doing so means making ourselves uncomfortable; and that, when we come across a problem, we marshal all of our energies to solve it. This, more than any elaborate party or turreted workstation, is why I love coming to work in the morning. It is what motivates me and gives me a definite sense of mission.

Post your complex, long-term goals by your workstation to keep them top of mind when prioritizing your tasks.

We could simply have used any of a number of reasonably priced handheld devices that train people to slow their breathing and synchronize it with their heart rate, resulting in a state of “cardiac coherence” like the pattern shown in the first illustration above.9 Today there are a variety of apps that can help improve HRV with the aid of a smartphone.10 In our clinic we have workstations where patients can train their HRV, and I urge all my patients who, for one reason or another, cannot practice yoga, martial arts, or qigong to train themselves at home. (See Resources for more information.)

Developers should be able to run all automated tests on their workstations in order to triage and fix defects.

All the world’s a stage. Creative work is a kind of theater. The stage is your studio, your desk, or your workstation. The costume is your outfit—your painting pants, your business suit, or that funny hat that helps you think. The props are your materials, your tools, and your medium. The script is just plain old time. An hour here, or an hour there—just time measured out for things to happen.

Generally you pick the unoccupied workstation that's closest to the door. That way, whoever came in earliest sits closest, whoever came in latest is way in the back, for the rest of the day it's obvious at a glance who's on the ball in this office and who is—as they whisper to each other in the bathrooms—having problems.

He’d said I’d have a bed, a closet, a set of drawers, and a workstation. He hadn’t mentioned the antique dressing table, the cozy fireplace, the private bathroom, the reading nook with the lush recliner, or that the bed was a luxurious queen-sized, French-style antique.

Yep,' she said, 'while some people might work in their bedrooms, I sleep in my workstation. It's very different.

A portly, grey-haired white man stood waiting for them in front of the workstations.

Heat magazine - the tittering idiot's lunchbreak-pamphlet-of-choice - has caused a bad stink by printing a collection of comedy stickers in its latest issue. Said stickers are clearly designed to be stuck round the fringes of computer monitors by the magazine's bovine readership in a desperate bid to transform their veal-fattening workstation pen into a miniature Chuckle Kingdom and thereby momentarily distract them from the bleak futility of their wasted, Heat-reading lives

Gregori snorted. “If he’s a real Scotsman, he’s going commando.” “Really?” With a grin, Wilson walked over to his workstation. “So tell me, are you a real Scotsman?” He grabbed a blow dryer. “ ’Cause I feel a breeze coming on.” Dougal groaned. It was going to be a long night.

So, just as all Fords rolling off the assembly line in a given week might have serial numbers beginning with the same few characters, all the network chips in a given batch would start with the same few hex digits. Some of Dinah’s chips were cheap off-the-shelf hardware made for terrestrial use, but she also had some rad-hard ones, which she hoarded in a shielded box in a drawer beneath her workstation. She opened that drawer, pulled out that box, and took out a little green PC board, about the size of a stick of gum, with an assortment of chips mounted to it. Printed in white capital letters directly on the board was its MAC address. And its first half-dozen digits matched those in the transmission coming from the Space Troll.

As she hung up on her end, she actually fanned herself with her hand, something she’d assumed people only did in TV commercials and bad sitcoms. And then she couldn’t hold it in. Bursting up from her workstation, she ran around her house like a crazy person, making a bizarre kind of eeeee noise as she completed the circuit back to her desk. At which point there might have been some pirouetting.

Massive changes may have occurred in libraries in recent years, with new digital resources and services supplementing the old traditional resources and services, the dog-eared card catalogues ripped up and destroyed, workstations suddenly everywhere, but one essential aspect of “libraryness” has not changed: libraries remain places dedicated to storage. Books continue to be published in greater and greater numbers – so great in fact that there are no accurate figures as to exactly how many are published: some say one every thirty seconds, others four thousand per day, others a million per year – and somehow, whether through the off-site storage of the physical books themselves, or microfilm copying, or digital scanning, we remain obliged to keep up with or afloat in this vast deluge of paper. Even the new, high-tech rebranded libraries opened to great fanfare in the London Borough of Tower Hamlets in the 1990s could not get away from this essential fact of paper hoarding: they were called “Idea Stores.” - p.56

Her muscles clearly were not just for show. She pulled him into an empty chemistry classroom and closed the door. There were workstations and beakers and sinks with high faucets. A giant chart of the periodic table of elements, both a staple of every science classroom and a cliché, dominated the far wall. “Where is she?” Kristin asked. Adam wasn’t sure how to play it, so he went with honesty. “I don’t know.” “How can you not know?” “We were supposed to meet for dinner last night. She never showed.” “She just didn’t . . . ?” Kristin shook her head in confusion. “Did you call the police?” “What? No.” “Why not?” “I don’t know. She sent a text. She said she needed some time away.” “From what?” Adam just looked at her. Kristin said, “You?” “Seems so.” “Oh. Sorry.” Kristin stepped back, chastened. “So why are you here?” “Because I want to make sure she’s okay. I figured she’d be at work. She never calls in sick.” “Never,

Arriving Early Before anybody comes Waiting in the cubicle On my own Listening to the far sounds of the busy streets People – their jobs engraved on their faces Doctors looking sick Engineers with structured contours Writers with eyes the size of softballs bulging with desire and intensity no more wasting energy on drugs or booze But the ultimate detachment from a monotone existence would be to have the liberty to move on Walk tall and stand your ground or else you will lose it all in one handshake

God, please don’t make me go blind This job bites Nothing ever stays the same My ears hurt My lobes once beautiful and tender, now flaky with pain red with burning intensity My elbows feel weird exposed to the universe of hardwood and panel My eyes Oh, God, I love my eyes They are the foundation on which I built my papier kingdom on which I am the high priestess and the shrewd mistress If an owl cannot see describe prescribe then what remains of the night queen? God, please don’t make me go blind For blind is on the list of what it means not to be Me

The Routine… ...is not a scene from Alfonso Cuarón’s movie nor a part in Roger Waters “The Wall” Orson Welles might have come close with Kafkaesque nightmares But I beg to differ Routine is ungraspable, unexplainable It is more than just a row of robotic, faceless humanoid figures and less Panem-like It is the tick of an imaginary clock the unprecedented passing time The lure behind the lore Gravitational, earthquake-ish and magnanimous I look at the world and there it is going around in constant rhythms But here I am trapped in the tiniest corner of the tightest corners working my brains out, my fingers, my nimble soul Each to his own Each to his back David and Goliath style How do you wait when the wait is the fate of the unsure? How do you pretend to dream? How do you live in the now when the NOW is all there is to live

All the many successes and extraordinary accomplishments of the Gemini still left NASA’s leadership in a quandary. The question voiced in various expressions cut to the heart of the problem: “How can we send men to the moon, no matter how well they fly their ships, if they’re pretty helpless when they get there? We’ve racked up rendezvous, docking, double-teaming the spacecraft, starting, stopping, and restarting engines; we’ve done all that. But these guys simply cannot work outside their ships without exhausting themselves and risking both their lives and their mission. We’ve got to come up with a solution, and quick!” One manned Gemini mission remained on the flight schedule. Veteran Jim Lovell would command the Gemini 12, and his space-walking pilot would be Buzz Aldrin, who built on the experience of the others to address all problems with incredible depth and finesse. He took along with him on his mission special devices like a wrist tether and a tether constructed in the same fashion as one that window washers use to keep from falling off ledges. The ruby slippers of Dorothy of Oz couldn’t compare with the “golden slippers” Aldrin wore in space—foot restraints, resembling wooden Dutch shoes, that he could bolt to a work station in the Gemini equipment bay. One of his neatest tricks was to bring along portable handholds he could slap onto either the Gemini or the Agena to keep his body under control. A variety of space tools went into his pressure suit to go along with him once he exited the cabin. On November 11, 1966, the Gemini 12, the last of its breed, left earth and captured its Agena quarry. Then Buzz Aldrin, once and for all, banished the gremlins of spacewalking. He proved so much a master at it that he seemed more to be taking a leisurely stroll through space than attacking the problems that had frustrated, endangered, and maddened three previous astronauts and brought grave doubts to NASA leadership about the possible success of the manned lunar program. Aldrin moved down the nose of the Gemini to the Agena like a weightless swimmer, working his way almost effortlessly along a six-foot rail he had locked into place once he was outside. Next came looping the end of a hundred-foot line from the Agena to the Gemini for a later experiment, the job that had left Dick Gordon in a sweatbox of exhaustion. Aldrin didn’t show even a hint of heavy breathing, perspiration, or an increased heartbeat. When he spoke, his voice was crisp, sharp, clear. What he did seemed incredibly easy, but it was the direct result of his incisive study of the problems and the equipment he’d brought from earth. He also made sure to move in carefully timed periods, resting between major tasks, and keeping his physical exertion to a minimum. When he reached the workstation in the rear of the Gemini, he mounted his feet and secured his body to the ship with the waist tether. He hooked different equipment to the ship, dismounted other equipment, shifted them about, and reattached them. He used a unique “space wrench” to loosen and tighten bolts with effortless skill. He snipped wires, reconnected wires, and connected a series of tubes. Mission Control hung on every word exchanged between the two astronauts high above earth. “Buzz, how do those slippers work?” Aldrin’s enthusiastic voice came back like music. “They’re great. Great! I don’t have any trouble positioning my body at all.” And so it went, a monumental achievement right at the end of the Gemini program. Project planners had reached all the way to the last inch with one crucial problem still unsolved, and the man named Aldrin had whipped it in spectacular fashion on the final flight. Project Gemini was

VMware Workstation runs virtually (pun!)

will paint in pleasing colors.” “How do you know which colors to use?” I asked. “There are instructions for each item on your workstation.

The launch cycle at Internet companies is markedly different. Launches and rapid iterations are far easier because new features can be rolled out on the server side, rather than requiring software rollout on individual customer workstations.

RJ Mical began single-handedly coding a GUI for the Amiga. At the time, many computer companies were beginning to embrace the GUI paradigm originated at Xerox. “The Mac would have influenced the decision, but less so than some of the more sophisticated machines that we were using at the time,” says Mical. “We were using Sun Workstations and they had very powerful user interfaces that were much more powerful than what the Mac had.

on as you learn more complex hacks and tests, you will need a target machines suited for such hacks. The best way to learn to hack Linux systems is to download and install the Metasploitable Linux distribution. The Metasploitable distro is purposefully made to incorporate vulnerabilities that learners like yourself can use for security testing and hacking purposes. The best part is that you can set it up to boot just like an operating system you use for your everyday computing needs or you can set it up in VirtualBox or VMware Workstation platforms. Using Metasploitable Linux OS for your hacking practice is the best way to understand more about the Linux infrastructure, security setup, and how to discover and exploit its vulnerabilities. You can read the documentation of Metasploitable and download the installation ISO from Rapid 7

The act of facilitating another person's learning was incredible. As I went from workstation to workstation, I felt as much as saw people's beautiful and individual souls as their respective light bulbs snapped on heralding the comprehension of a new bit of knowledge. Those light bulbs were all the same color. The shine of learning and accomplishment was a pure and universal element, one that happened to emanate from every possible skin tone, sexual preference and religious persuasion or lack thereof. From my weekend hedonism to my studies and everywhere in between, I was deliciously stunned to reveal one after another of the tell-tale and absolutely indisputable signs that within all human beings exists a core of common needs and hopes.

In the early 1980s, I took a fourteen-month sabbatical from Kleiner to lead the desktop division at Sun Microsystems. Suddenly I found myself in charge of hundreds of people. I was terrified. But Andy Grove’s system was my bastion in a storm, a source of clarity in every meeting I led. It empowered my executive team and rallied the whole operation. Yes, we made our share of mistakes. But we also achieved amazing things, including a new RISC microprocessor architecture, which secured Sun’s lead in the workstation market. That was my personal proof point for what I was bringing, all these years later, to Google.

RCS was the first version control tool I used. When I was at Spyglass, we had a team of 50 or so developers across three platforms using RCS on a shared code base. Since RCS never had support for networking, people on Windows and Mac had to log in to the Sun workstation that hosted RCS, FTP their code changes up there, and then check them in from the Unix shell. It was an interesting experience just trying to get all that to work.

The “curvilinear informality” of the Schnelles’ design was formalized into workstations with shelves, cabinets, and dividing panels—what would eventually devolve into the cubicle.12 (The development, like so many in American history, was facilitated by the tax code: The Revenue Act, passed in 1962, allowed for a seven percent tax credit on property with a “useful life” of eight years. You couldn’t deduct the cost of a fixed wall. But a partition? Go for it.)

the first microdot drive out for a second one and downloaded all the files again. It was shockingly easy and extremely anticlimactic. No alarms blared, no guards sprinted over to my workstation, and none of my coworkers so much as glanced in my direction. A relieved breath escaped my lips. Now on to the slightly

Mabel was well over a foot shorter than Jay. At the bakery Christmas party, she'd glanced with loathing at the limbo pole, walked straight underneath it, and headed for the bar. She still managed to look down her nose at him now. "Valuable life lesson. If you feel comfortable shoveling handfuls of stolen sweets into your pockets, I might feel comfortable shoveling you headfirst into a pipe." Jay raised his brows at Sylvie. "Have we considered moving Mabel's workstation so she's slightly farther away from the paying customers? Perhaps about"---he made a pinching motion with his finger and thumb--- "two post codes to the left?" "Have we considered getting a haircut, so we look slightly less like an aging rockstar?" Mabel asked conversationally. "It's swell of you to take over potions class while Sylvie's back on telly, Axl Rose, but you don't have to go full wizard cosplay.

Everybody hunches at workstations now. On the other hand, anybody with engineering chops is guaranteed promotion down below. Plus, such damned souls as we get now have to do data entry.

graphics-rich personal workstations and the notion of human-computer symbiosis; time-sharing and the notion of computer-aided collaborative work; networks and the notion of an on-line community; on-line libraries and the notion of instant, universal access to knowledge; and computer languages and the notion of a new, digital medium of expression.

Here are some final tips for moving forward: Get your personal physical organization hardware set up. Get your workstation organized. Get in-trays.

Instead, she went over the data again and again until she could recite the exact alignment numbers for the telescope input without looking, then slept for an hour to avoid spending half the night with her forehead on the keyboard again, and finally drove back up Mouna Kea. Its switchbacks twisted her through the cloud line after three-quarters of an hour, giving her a beautiful, turkey-red sunset with long streaks on the horizon for the last 20 minutes of driving. They looked like the fingers of a doomed deity clinging hotly to the Earth. The majesty of the sight plucked a chord in her that her intense dream on the keyboard of her workstation had strummed and never let go. The universe was still a fascinating place—whether out there among the stars, or down here on the blue paradise they called Earth

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general supplies that you should always have on hand.   Pencils, pens, markers, chalk, etc. Art supplies such as paint, glue, beads, etc. Paper, paper and more paper of all kinds. Self-care and cleaning supplies, such as hand soap and paper towels. Trays or baking sheets. These will be used to as portable workstations for each activity. Place mats, or another type of work mat. Small scoops, tongs and tweezers. Cups or muffin trays to be used for sorting activities or keeping supplies separate.

Although earlier computers existed in isolation from the world, requiring their visuals and sound to be generated and live only within their memory, the Amiga was of the world, able to interface with it in all its rich analog glory. It was the first PC with a sufficient screen resolution and color palette as well as memory and processing power to practically store and display full-color photographic representations of the real world, whether they be scanned in from photographs, captured from film or video, or snapped live by a digitizer connected to the machine. It could be used to manipulate video, adding titles, special effects, or other postproduction tricks. And it was also among the first to make practical use of recordings of real-world sound. The seeds of the digital-media future, of digital cameras and Photoshop and MP3 players, are here. The Amiga was the first aesthetically satisfying PC. Although the generation of machines that preceded it were made to do many remarkable things, works produced on them always carried an implied asterisk; “Remarkable,” we say, “. . . for existing on such an absurdly limited platform.” Even the Macintosh, a dramatic leap forward in many ways, nevertheless remained sharply limited by its black-and-white display and its lack of fast animation capabilities. Visuals produced on the Amiga, however, were in full color and could often stand on their own terms, not as art produced under huge technological constraints, but simply as art. And in allowing game programmers to move beyond blocky, garish graphics and crude sound, the Amiga redefined the medium of interactive entertainment as being capable of adult sophistication and artistry. The seeds of the aesthetic future, of computers as everyday artistic tools, ever more attractive computer desktops, and audiovisually rich virtual worlds, are here. The Amiga empowered amateur creators by giving them access to tools heretofore available only to the professional. The platform’s most successful and sustained professional niche was as a video-production workstation, where an Amiga, accompanied by some relatively inexpensive software and hardware peripherals, could give the hobbyist amateur or the frugal professional editing and postproduction capabilities equivalent to equipment costing tens or hundreds of thousands. And much of the graphical and musical creation software available for the machine was truly remarkable. The seeds of the participatory-culture future, of YouTube and Flickr and even the blogosphere, are here. The

Networking was already a sore subject at Microsoft. A standard feature of minicomputers and workstations, networking had been slow to arrive in the world of PCs. Aside from Apple, whose Macintosh contained a simple and effective means of sharing files and printers between machines, customers had yet to find a standard way of linking together different brands of PCs. A Utah company named Novell had grabbed the lead with a program called Netware, which made it possible for many PCs to both share a single printer and handle a set of files located on one PC. Print and file services, though mundane, were the lifeblood of PC networking. Novell’s lead stemmed largely from its fast delivery of these services: Microsoft was unable to better or even match Novell’s products. At the moment Rubin led a large group that was building a networking attachment to OS/2 called Lan Man, which was Microsoft’s latest hope in the attempt to overtake Novell. Cutler

computer and enter a single network registration key. All workstations can run the application from there. For example if you have 25 users in a network environment, you will pay for 25 licenses

WHAT IS IT, exactly, that people are really afraid of when they say they don’t like change? There is the discomfort of being confused or the extra work or stress the change may require. For many people, changing course is also a sign of weakness, tantamount to admitting that you don’t know what you are doing. This strikes me as particularly bizarre—personally, I think the person who can’t change his or her mind is dangerous. Steve Jobs was known for changing his mind instantly in the light of new facts, and I don’t know anyone who thought he was weak. Managers often see change as a threat to their existing business model—and, of course, it is. In the course of my life, the computer industry has moved from mainframes to minicomputers to workstations to desktop computers and now to iPads. Each machine had a sales, marketing, and engineering organization built around it, and thus the shift from one to the next required radical changes to the organization. In Silicon Valley, I have seen the sales forces of many computer manufacturers fight to maintain the status quo, even as their resistance to change caused their market share to be gobbled up by rivals—a short-term view that sank many companies. One good example is Silicon Graphics, whose sales force was so accustomed to selling large, expensive machines that they fiercely resisted the transition to more economical models. Silicon Graphics still exists, but I rarely hear about them anymore.

There were tiny flecks of opacity—minihalos—against the black background. “Good, I think we have some,” she said. “Now we’re ready.” She pulled out an electronic module from an instrument attached to the large copper cryogenic tank. It was a bolometer, she told him, germanium crystals combined with an ultrasensitive thermometer, linked to a microprocessor. She placed the petri dish on the germanium plate, pushed the module back in and manned the workstation. The screen came alive with dense plots of red and green dots. “What do you see?” he asked. She didn’t look up. “Nothing yet! I need to do more calibrations.” “Sorry …

Sun Microsystems, a Silicon Valley workstation maker, got its start in 1982 making such machines for use on the Stanford University Network (hence its name). Sun set a record that still stands in the annals of American business for being the company that from a dead start reached the $1 billion sales mark faster than any other manufacturer—it took all of four years.

Sabrina Kincaid heard the jingle of the café’s glass door opening and glanced at the clock above the workstation: 7:12 on the dot.

Stuxnet spurred the Iranians to create their own cyber war unit, which took off at still greater levels of funding a year and a half later, in the spring of 2012, when, in a follow-up attack, the NSA’s Flame virus—the massive, multipurpose malware from which Olympic Games had derived—wiped out nearly every hard drive at Iran’s oil ministry and at the Iranian National Oil Company. Four months after that, Iran fired back with its own Shamoon virus, wiping out 30,000 hard drives (basically, every hard drive in every workstation) at Saudi Aramco, the joint U.S.-Saudi Arabian oil company, and planting, on every one of its computer monitors, the image of a burning American flag. Keith

One thing is certain: An employee value proposition premised on a fifty-week-a-year schedule, where employees are expected to show up at a fixed location five days a week and work forty hours a week at a single workstation, will be a non-starter for creative, talented, and self-starting knowledge workers in the future. But if companies present them challenging work, opportunities to innovate, as well as choice, community, flexibility, and autonomy, their organizations might become much more desirable places to be.

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The Star workstation he shepherded to launch was an amazing accomplishment. Enclosed in a squat beige-colored box which, like its ancestral Alto, slid on casters under a desk, the machine came packed with features no one had ever seen before and few envisioned in a commercial office machine. These included a bitmapped screen (in “muted blue,” as Xerox promotional literature described it at the time), a mouse (“an electronic pointing device”), windowed displays, and “What You See Is What You Get” document preparation. The bundled functions included text processing, a drawing program, the first integrated “help” program, and electronic mail. By far the system’s most striking feature was its graphical user interface, the stylized display that communicated with the user via the bitmapped screen. This arrangement of icons and folders built around what the Star designers called the “desktop metaphor” is so familiar today that it seems to have been a part of computing forever. But its pioneering implementation on the Star included some capabilities that had yet to resurface on the market nearly two decades later. Text, formulas, and graphics could all be edited in the same document. (Compare today’s “integrated” software, in

A bus station is where the bus stops. A train station is where the train stops. On my desk, I have a workstation.” William Faulkner

The University of California at Berkeley received gratis so much computer equipment that much of it went underutilized; one donated workstation discovered in a faculty member’s office was used exclusively as a space heater because its circuitry generated considerable heat.

M3M Jewel, Sector 25, Gurgaon** provides cutting edge office spaces with cutting edge amenities and contemporary style. Its prominent location makes it the perfect place for professional achievement and commercial expansion. At M3M Jewel, elevate your workstation. Visit us at:m3mjewelmgroad.in

The customer quickly turned the lock on the front door before following Mike to the workstation and watching as the butcher slid a fat smoked ham back and forth, back and forth across the razor-sharp blade of the meat-slicing machine. Mike caught each thin slice and piled it on the round, sesame-seeded bread that lay split open on the counter. He repeated the process with salami, depositing it on the ham. Next a layer of capicola, followed by pepperoni, Swiss cheese, and provolone. "Looking good," said the customer, observing from the other side of the counter. "Thanks again for this." "No problem," said Mike. "We Royal Street folks have to help each other out when we can." "How many muffs do you think you've made in your life?" asked the customer, setting a shopping bag on the floor. The sandwich maker laughed. "I couldn't even begin to tell you." He reached for the glass container of olive spread he had mixed himself. Finely chopped green olives, celery, cauliflower, and carrot seasoned with extra-virgin olive oil, all left to marinate overnight.

Above each workstation is a laminated sheet of paper, peppered with bright red “No’s.” Elinor steps off to the side to get a better look. NO SKYPE WITHOUT HEADPHONES NO DOWNLOADING PROGRAMS OR FILES NO WATCHING TV NO PORNOGRAPHY

did not want. She noticed that he was wearing suspenders and a dress shirt, and she asked him: “What’s on your calendar today?” “A board meeting. Nothing too taxing. You?” “I have to make sure war doesn’t break out in North Africa. Nothing too taxing.” He laughed, and for a moment she felt close to him again. Then he folded the newspaper and stood up. “I’d better put on my tie.” “Enjoy your board meeting.” He kissed her forehead. “Good luck with North Africa.” He went out. Pauline returned to the West Wing but instead of going to the Oval Office she made her way to the press office. A dozen or so people, mostly quite young, sat at workstations, reading or keying. There were television screens around the walls, all showing different news shows. Copies of the morning’s papers were scattered everywhere. Sandip Chakraborty had a desk in the middle of the room, which he preferred to a private office: he liked to be in the thick of things. He stood up as soon as Pauline entered. He was wearing his trademark suit-and-sneakers. “The trouble in Chad,” she said to him. “Has that story had any traction?” “Until a few minutes ago, no, Madam President

I step to the front of the bullpen, pacing in front of the bank of monitors mounted to the wall. Mo looks up from the files spread out on her workstation, then checks something on the computer screen in front of her. Maureen Weissman—otherwise known as Mo—

Have you ever been hungry, Gunslinger? I bet your royal ass you haven’t But I have been to dark places Ones you have no idea what they look like smell like taste like And by the forces above me I am not going back there Not even if I die My soul will be nourished somewhere

The Weight… …of the wait the stanza the monoclonal pocket-watch chain I dig deeper into the words I write Mistakes Vulnerabilities Insecurities overload They want me off the board I stand my ground I lose a nail or two I cling…click…blink and it’s all gone

perfectly ridden carousels where your heart plays the tango or is played by another symphony

But I’d give the art to any artless soul so that they exchange it For a pair of Gucci sunglasses and a cheque I could use it to ride in Disney Land or worship in front of the Siddhartha sleep in a Buddhist temple or scream my heart out with the wolves in a North Atlantic forest

McCracken’s “grow by 50 percent” is classic bad strategy. It is the kind of nonsense that passes for strategy in too many companies. First, he was setting a goal, not designing a way to deal with his company’s challenge. Second, growth is the outcome of a successful strategy, and attempts to engineer growth are exercises in magical thinking. In this case, the growth SGI engineered was accomplished by rolling up a number of other firms whose workstation strategies had also run out of steam.

Idleness & isolation both starts with “I.” What can I do, should I do nothing by waiting for better things to arrive hence surrendering to the moment of in-action or should I act & make this moment best of all moments? Who am I? Someone good with making the best use of given opportunities or someone who creates opportunities! Workstations are lonely, customer queries are declining, we enter the phase of isolation & idleness, deciding the next move becomes impossible. We begin the day looking for work, which is non-existent so we decide to let ourselves flow with the tide of idleness. We do nothing which seems difficult in the beginning but gradually it becomes a part of routine. We get surrounded by nothingness; nothing in-hand & nothing in sight. We stop thinking, we stop moving, like our physical fitness even our mental fitness start to deteriorate by lack of thinking. Nothing to think is a situation when we believe what others say, we become slaves of their thoughts, we stop being ourselves we choose to be like them, because it offers us a chance to avoid being singled out, we follow where others lead us, we knowingly become a sheep and blindly start following the herd. Idleness & isolation always gives us a choice to get-up and change the next moment, to come out of slumber, to try things not tried before, because we perform the best when we have nothing to lose, it’s that moment when we decide to give-up on being a follower & become the leader. Slowly results start coming, people start looking at us, what have we done & how have we done it. That is the moment when we transform the thought process of the teams, departments & organizations. That is when the “I” transforms itself into “WE” and impossible transform into the possible.

The Raspberry Pi is rapidly becoming a worldwide phenomenon. People are waking up to the possibility of a $35 (U.S.) computer that can be put to use in all sorts of settings—from a desktop workstation to a media center to a controller for a home automation system.

8 Ways to Work Smarter and Improve Productivity We as a whole have a similar measure of time in a day, and there is no real way to get a greater amount of it. It doesn't make a difference how effective or well off one is - we are altogether topped at 24 hours for every day. We need to subtract some to sleep, eating, driving and simply living everyday lives - the time left for entrepreneurial undertakings is once in a while enough. However, there is an approach to expand that time, and it includes working more brilliant - not harder. Utilize the eight hints beneath and you will accomplish more in a shorter timeframe. 1. Ensure you cherish what you do 100 percent. This is entirely basic. When you completely adore what you do, it doesn't feel like work. It sounds so buzzword, yet it's flawless. I adore what I do, and I get up each morning energized for what is coming down the road. A late night or long travel day doesn't make a difference - I hop up out of bed each morning without a wake up timer. When you are really enthusiastic about what you are doing you remain laser centered, which normally brings about high profitability. In the event that you are hopeless and abhor what you are doing, paying little mind to how much cash you are making, you won't be energized and your profitability will go directly down the deplete. 2. Grasp innovation. In the event that you decline to grasp innovation you will put yourself at a noteworthy weakness. There are program augmentations, applications and robotization programming to help practically every part of your business and everyday duties. Quite a while back, it wound up noticeably conceivable to maintain your whole business in a hurry from your portable workstation. Today, the same is conceivable from your cell phone. We have mind boggling apparatuses accessible to us that give us finish area opportunity. Thump out errands while driving, doing cardio at the exercise center or sitting tight for a flight - having your whole business readily available can radically build your profitability. 3. Use your systems administration connections. Think about the time and exertion you burn through systems administration - being dynamic via web-based networking media, going to meetings and conversing with everybody. Set aside the opportunity to truly make a strong system and really use the quality of others to help your business. You need to give before you can hope to get, so make it a point to help however many individuals as could be expected under the circumstances. The connections you assemble while doing this can prove to be useful down the line, and when you have a system of experts to help you in specific zones, you gain from the best, as well as don't need to do all the truly difficult work alone. 4. Measure accomplishment in assignments finished, not hours worked. Many people are hung up on the quantity of hours works. Disregard saying "I worked 12 hours today" and rather concentrate on the quantity of assignments you finished. When you are a business person, hours worked amount to nothing - you aren't checking in. Assignments finished, not number of hours, manage achievement. As you figure out how to thump out errands speedier, you accomplish more. Most business people are normally aggressive, so make an individual rivalry and attempt to up your execution as far as every day assignments finished. Do this and watch your profitability shoot through the rooftop. 5. Delegate your shortcomings. I was always wore out until the point when I figured out how to appoint. Now and then, we think we are superhuman and can do everything, except that is basically not the situation.

April rolled over and handed him a fresh bottle of water. “Stay hydrated,” she said and cracked her own. It went to join the three others at her workstation, all empties. Kevin pulled his headphones on.

On the most basic level, Toy Story 2 was a wakeup call. Going forward, the needs of a movie could never again outweigh the needs of our people. We needed to do more to keep them healthy. As soon as we wrapped the film, we set about addressing the needs of our injured, stressed-out employees and coming up with strategies to prevent future deadline pressures from hurting our workers again. These strategies went beyond ergonomically designed workstations, yoga classes, and physical therapy. Toy Story 2 was a case study in how something that is usually considered a plus—a motivated, workaholic workforce pulling together to make a deadline—could destroy itself if left unchecked. Though I was immensely proud of what we had accomplished, I vowed that we would never make a film that way again. It was management’s job to take the long view, to intervene and protect our people from their willingness to pursue excellence at all costs. Not to do so would be irresponsible.

These are good." Rico popped an extra piece in his mouth. "As good as the ones they sold at your fiera livre?" As soon as she said it, they both froze. This was all on camera. At least she wasn't holding a knife. "No." Rico smiled at the camera. "Better." The skip of joy in her heart brought with it a shadow of fear, but she ignored it and grabbed square black platters and started to plate the bright white pancakes in delicate quarter folds to form a clover. She handed spoons to Rico and he poured doce de leite into them and placed them next to the pancakes. They were done a good two minutes before the rest of contestants, but they would still have to act like they were rushing at the end because it made for better television. "It looks a little plain," Rico said, taking in everyone else's workstations, where everything from empanadas to elephant ears and patajones (Danny, naturally) were being tossed up. "Should I cut up some strawberries? It could use some fruit, and maybe whipped cream?" He was right. It needed something. Plain would definitely get them hammered by the judges. But not strawberries and whipped cream. Not anything so predictable. Ashna raced to the pantry, picked up a mango, and tossed it at Rico. Then without waiting to see if he would catch it, she turned to grab some saffron and ran back to their station. "Can you dice the mango?" Before the question was even out of her mouth, he was slicing. DJ called out the one-minute warning. Ashna pinched out a fat clump of saffron into a metal spoon, mixed in a few drops of milk, and held it over the fire. The saffron dissolved into the milk, turning it orange, and despite the smells from all the workstations, the aroma of saffron permeated the air. DJ started to count down the last ten seconds. Ashna drizzled the saffron milk onto the four spoons of doce de leite just as Rico arranged the mango at the center of each plate.

identify your employee adjectives, (2) recruit through proper advertising, (3) identify winning personalities, and (4) select your winners. Step One: Identify Your Employee Adjectives When you think of your favorite employees in the past, what comes to mind? A procedural element such as an organized workstation, neat paperwork, or promptness? No. What makes an employee memorable is her attitude and smile, the way she takes the time to make sure a customer is happy, the extra mile she goes to ensure orders are fulfilled and problems are solved. Her intrinsic qualities—her energy, sense of humor, eagerness, and contributions to the team—are the qualities you remember. Rather than relying on job descriptions that simply quantify various positions’ duties and correlating them with matching experience as a tool for identifying and hiring great employees, I use a more holistic approach. The first step in the process is selecting eight adjectives that best define the personality ideal for each job or role in your business. This is a critical step: it gives you new visions and goals for your own management objectives, new ways to measure employee success, and new ways to assess the performance of your own business. Create a “Job Candidate Profile” for every job position in your business. Each Job Candidate Profile should contain eight single- and multiple-word phrases of defining adjectives that clearly describe the perfect employee for each job position. Consider employee-to-customer personality traits, colleague-to-colleague traits, and employee-to-manager traits when making up the list. For example, an accounting manager might be described with adjectives such as “accurate,” “patient,” “detailed,” and “consistent.” A cocktail server for a nightclub or casual restaurant would likely be described with adjectives like “energetic,” “fun,” “music-loving,” “sports-loving,” “good-humored,” “sociable conversationalist,” “adventurous,” and so on. Obviously, the adjectives for front-of-house staff and back-of-house staff (normally unseen by guests) will be quite different. Below is one generic example of a Job Candidate Profile. Your lists should be tailored for your particular bar concept, audience, location, and style of business (high-end, casual, neighborhood, tourist, and so on). BARTENDER Energetic Extroverted/Conversational Very Likable (first impression) Hospitable, demonstrates a Great Service Attitude Sports Loving Cooperative, Team Player Quality Orientated Attentive, Good Listening Skills SAMPLE ADJECTIVES Amazing Ambitious Appealing Ardent Astounding Avid Awesome Buoyant Committed Courageous Creative Dazzling Dedicated Delightful Distinctive Diverse Dynamic Eager Energetic Engaging Entertaining Enthusiastic Entrepreneurial Exceptional Exciting Fervent Flexible Friendly Genuine High-Energy Imaginative Impressive Independent Ingenious Keen Lively Magnificent Motivating Outstanding Passionate Positive Proactive Remarkable Resourceful Responsive Spirited Supportive Upbeat Vibrant Warm Zealous Step Two: Recruit through Proper Advertising The next step is to develop print or online advertising copy that will attract the personalities you’ve just defined.

thirty-year legal career. His robes were tossed on the couch behind them. His desk served as a workstation

Lastly the corporate office design Gauteng will also require to be planned with particular furniture and tools requirements in mind. It is also important to consideration on sufficient working spaces. Interior office design has turned a little more complex as compare than interior design for residential assignments. This article is all about corporate interiors and project management Gauteng. Interior Office design Floor plans The interior floor plan for an office is first task for space planning. It require skill as well as good creativity for problem solving ability but also special facts of building sets as well as information of the company's needs who will dwell there, normally known as the client as well as tenant. Here the floor plan layout requires to meet all the companies obligations such as how many offices, meeting rooms and storage areas among others and also forces with the applicable regulations as well as standards. The floor plan will also include office designs for different technical and engineering services which include: • Electrical plans for lighting and power • Services designs for Emergency such as exit signs, emergency lighting and mass departure warning methods • Designs related to communications services including phones and computers • Designs related to Fire sprinklers of fire recognition systems and also flames hose reels • Air conditioning Designs • Plumbing services Designs • Designs for safety and entry control systems The corporate interiors and project management needs to be planned with keeping in mind not only all the standards necessary but also the needs of the client's requirements. Office re fit is a general good design perform for work flow and helpful working environments. • Finding the amount of offices, conference rooms and release plan workstations obligatory by the client. • Finding sufficient normal facilities which include storage areas, filing areas, printing areas, and staff facilities including kitchens and toilet facilities. • Office layout for right sitting of offices and workstation work areas to take full advantage of entry to natural light. • Concern of main workflow spaces and flow corridors. • Site of public areas including the reception as well as meeting rooms to keep away from disturbance to the common office work areas. • Area of heavy load luggage compartment systems to make sure structural uprightness of the floor. • Right area for break out as well as staff relaxation areas. • Correct furniture and tools planning

In a small, dark room with no windows, a man hunched over his cluttered workstation. Papers were scattered all over the surface of the desk and he had to dig through them to find the keyboard. He sat down and turned on the monitor. As the display warmed up, a bright green typing arrow faded into view in the bottom corner of the screen. The man scraped his hand across his scraggly beard and typed into the screen on his computer. “How are you doing today?” The display beeped and words formed on the screen as someone responded. “When can I have someone to play with?” The man sighed and typed again. “I’m sorry, but you know why you must be alone right now.” The computer beeped as the reply came across the screen. “I’m doing better.” “I’m sure you are, but I have to be sure you can’t hurt anyone.” “I promise I won’t.” “I believe you. But there are some things I have to do to make sure.

I set my unfinished dagger carefully on my worktable, turned off my forge, and left my workstation. But even as I walked over to what I supposed we’d be calling the mess tent, my mind was on my dagger.

I push off my workstation, walk over to an annoyed Storee, and pull her into a tight embrace. And just for added measure, I kiss the top of her head. “Good luck, babe.” “Babe,” Tanya squeals. “Oh, I can’t take it.” She waves her hand in front of her face. “I need to tell Martha and Mae about this.” She hurries off, pulling her phone out of her pocket as she moves toward the back corner of the gym. Storee pushes away from me, a look of disgust on her face. “Babe?” “Thought it was a nice touch.” I smirk.

He returned, holding something in between his teeth. After hopping up on the table, he unceremoniously dropped it onto the workstation in front of me.  “This is it?” I asked, holding up a small silver ring, the purple amethyst sparkling in the light. The setting was gorgeous—the entire piece was, really.  He cleared his throat. “It was my mother’s. It’s the only thing I could think of. She gave it to me before she passed away.”  So he’d lost a parent, too. I knew firsthand how heartbreaking that was, and I wondered who had been by his side. Who’d helped him through the grief?

{Dial.1.833.742.9500} How to Update QuickBooks Desktop Enterprise to the latest version after latest updates? Why Update QuickBooks Desktop Enterprise? Updating QuickBooks Enterprise provides several benefits, including: ✅ Latest Features & Enhancements – Access improved functionalities for better efficiency. ✅ Security Updates – Stay protected against vulnerabilities and cyber threats. ✅ Bug Fixes & Stability Improvements – Reduce crashes and errors. ✅ Compliance with Tax Laws – Ensure payroll and tax calculations are up to date. ✅ Better Performance – Optimize speed and reliability for large company files. Step-by-Step Guide to Updating QuickBooks Desktop Enterprise Step 1: Check Your Current QuickBooks Version Before updating, verify your current QuickBooks version: Open QuickBooks Enterprise. Press F2 (or Ctrl + 1) to open the Product Information window. Look at the Product Version and Release Number (e.g., QuickBooks Enterprise 2023, Release R5). If your version is outdated, proceed with the update. Step 2: Create a Backup of Your Company File Before updating, always backup your QuickBooks data to prevent data loss: Open QuickBooks Enterprise. Click File > Backup Company > Create Local Backup. Select Local Backup, then click Next. Choose a secure storage location (external drive, cloud storage, or USB). Click Save and ensure the backup completes successfully. Step 3: Update QuickBooks Desktop Enterprise You can update QuickBooks manually or automatically. Option 1: Update QuickBooks Automatically QuickBooks can download updates in the background when new versions are available. Open QuickBooks Enterprise. Click Help > Update QuickBooks Desktop. Go to the Update Now tab. Select Get Updates to start downloading the latest updates. Once the update is downloaded, restart QuickBooks. When prompted, click Install Now to complete the update. Option 2: Update QuickBooks Manually If automatic updates are disabled, you can update manually. Close QuickBooks Enterprise. Visit the QuickBooks Downloads & Updates page. Select: Product: QuickBooks Desktop Enterprise Version: Choose the latest year (e.g., 2024) Click Search and download the update file. Once downloaded, run the .exe installer and follow on-screen instructions. Restart your computer after installation. Step 4: Install Updates on Multi-User Network (If Applicable) For multi-user setups, ensure all workstations update to the latest version: Update QuickBooks Desktop Enterprise on the main server first. Then, update QuickBooks on each workstation. After updates are complete, switch QuickBooks to Multi-User Mode by going to File > Switch to Multi-User Mode. Step 5: Verify the Update Installation After updating, confirm that QuickBooks is on the latest version: Open QuickBooks Enterprise. Press F2 (or Ctrl + 1) to open the Product Information window. Check the Product Version and Release Number to ensure it matches the latest update. If the version is correct, the update was successful.

{Dial.1.833.742.9500} How to Update QuickBooks Desktop to the latest release after updates? Frequently Asked Questions (Q&A) Q1: How often does Intuit release updates for QuickBooks Desktop? Intuit releases updates for QuickBooks Desktop regularly, typically every 4-6 weeks. Major updates often coincide with tax season or the introduction of new features. Q2: Is it mandatory to update QuickBooks Desktop? While it’s not mandatory, it’s highly recommended. Updates ensure your software is secure, compliant, and functioning optimally. Some features may stop working if you’re using an outdated version. Q3: Can I update QuickBooks Desktop if I’m using an older version? Yes, but you may need to upgrade to a newer version if your current version is no longer supported by Intuit. Check Intuit’s website for supported versions. Q4: What should I do if the update fails? If the update fails, try the following: Restart your computer and try again. Ensure you have sufficient disk space. Temporarily disable your antivirus software (it may block the update). Use the Reset Update option in the Update QuickBooks Desktop window. If all else fails, manually download the update from Intuit’s website. Q5: Will updating QuickBooks Desktop affect my company file? No, updating QuickBooks Desktop does not affect your company file. However, it’s always a good idea to back up your data before performing any updates. Q6: Can I update QuickBooks Desktop on multiple computers? Yes, but you’ll need to update QuickBooks Desktop on each computer individually. If you’re using QuickBooks Desktop in multi-user mode, update the server first, followed by the workstations. Q7: What’s the difference between a release update and a version upgrade? Release Update: A minor update that includes bug fixes, security patches, and small feature enhancements. Version Upgrade: A major update that introduces significant new features and may require purchasing a new license. Q8: How do I enable automatic updates in QuickBooks Desktop? Go to the Edit menu and select Preferences. Choose Desktop View and then click on the Company Preferences tab. Check the box for Automatically Update QuickBooks Desktop. Click OK to save the changes. Q9: Can I update QuickBooks Desktop if I’m using a subscription (QuickBooks Desktop Pro Plus)? Yes, if you’re on a subscription plan (e.g., QuickBooks Desktop Pro Plus), updates are included as part of your subscription. Simply follow the steps above to update. Q10: What happens if I don’t update QuickBooks Desktop? If you don’t update QuickBooks Desktop, you may experience: Security vulnerabilities. Compatibility issues with third-party apps or bank feeds. Missing out on new features and improvements. Potential errors or crashes due to unresolved bugs.

[Dial.1.833.742.9500} How to Upgrade QuickBooks Desktop for Windows and Mac after Windows updates? FAQs About Upgrading QuickBooks Desktop Q1: Do I need to purchase the new version of QuickBooks to upgrade? Yes, to upgrade to a newer version of QuickBooks Desktop, you need to purchase the latest version. However, if you have a subscription to QuickBooks Desktop Pro Plus, Premier Plus, or Enterprise, you can download and upgrade to the latest version at no additional cost as part of your subscription. Q2: Can I upgrade from an older version directly to the latest version? Yes, you can upgrade from an older version of QuickBooks Desktop directly to the latest version. However, QuickBooks may ask you to update your company file format after installation to make it compatible with the new version. Q3: Will upgrading QuickBooks affect my company file or data? Upgrading QuickBooks Desktop may require an update to your company file. QuickBooks will prompt you to do so when you first open your company file in the new version. It’s always recommended to back up your company file before upgrading to ensure that no data is lost during the process. Q4: How do I know if my QuickBooks version is up to date? To check if your version of QuickBooks is up to date, open QuickBooks, go to the Help menu, and select Update QuickBooks Desktop. This will show if any updates are available. If you're using QuickBooks Desktop Pro Plus or Premier Plus, updates should be included with your subscription. Q5: Can I use my old version of QuickBooks after upgrading? You can keep your old version of QuickBooks on your system alongside the new version, but you can only use one version at a time. If you want to continue using the older version, you must manually open that version. However, it’s recommended to transition to the new version to access the latest features and updates. Q6: Can I upgrade QuickBooks Desktop if I’m on a network with multiple users? Yes, you can upgrade QuickBooks Desktop on a multi-user setup. However, make sure all users are logged out of QuickBooks before upgrading, and then update each workstation one by one. After upgrading, all users will need to open the updated version. Q7: What happens if I don’t upgrade to the latest version? If you don’t upgrade, you may miss out on important updates, bug fixes, security patches, and new features. Additionally, QuickBooks will eventually stop providing support and updates for older versions, which could lead to compatibility issues with newer operating systems or other software.