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Irene V.

On Distributed Communications: I. Introduction to Distributed Communications Networks |... - 0 views

www.rand.org/...RM3420.html

distributed communications networks

shared by Irene V. on 01 Jul 12 - No Cached
  • Irene V. on 01 Jul 12
     
    paper
Irene V.

15 top web design and development trends for 2012 | Feature | .net magazine - 0 views

www.netmagazine.com/...gn-and-development-trends-2012

trends 2012 collaboration workplace

shared by Irene V. on 19 Jun 12 - No Cached
  • Distributed workforces During the next year, Richey thinks the set-up of many companies will be atypical. “A new generation of young designers and developers entered the workforce in a time of lingering adversity. With a variety of technologies at their fingertips, many creatives have learned to find jobs, network, and acquire new skills from their bedrooms, the corner café, or a destination around the world,” she explains. “As the economy improves, many designers and developers won’t be willing to trade in their work style and relative freedom for a cubicle space. With a growing number of high-profile tech companies embracing a mobile and distributed workforce, employers looking for top-notch talent may need to re-evaluate their workplace culture.”
    • Irene V.
      Irene V. on 19 Jun 12
       
      como se ha transportado al mundo no geek? a otras ramas del trabajo?
  • In gaming, Dull Dude Games founder Iain Lobb predicts an even bigger return to Flash: “Clients will try to steer things towards HTML5, because that’s where the hype is, but I think often the right thing to do will be steering them back towards Flash.”
Irene V.

Value Networks - SENSORICA - 0 views

www.sensorica.co/value-networks

value networks

shared by Irene V. on 23 May 12 - No Cached
  •  value networks, a new way to produce and to distribute value. This section focuses on the second one. We are taking an iterative approach to solve the value accounting problem and to design and implement a sound value system, which allows individuals and small organizations to collaboratively create and distribute value. The main role of the value accounting system is to track different types of contributions, like personal, social, built and natural capital, and to compute a revenue share for all contributors, based on individual contribution. But in order to make value networks self-organize into creative and productive entities we need more than a sound value system. We are in fact developing the entire infrastructure of value networks, which includes communication, coordination and collaboration tools, a reputation system, a role system, an incentive system, a feedback system, a service system, a materials management system, a project/tasks management system, etc. All these components interact with each other and form a humane and empowering environment, in which contributing member can express their passions, exchange and collaborate to create value. We are not just dreaming about this. SENSORICA, which is sustaining a continuous growth in value and in potential since its inception, is a living proof of our model. 
Irene V.

Marketing trends in 2012 | B&T - 0 views

www.bandt.com.au/...marketing-trends-in-2012

marketing trends

shared by Irene V. on 26 May 12 - No Cached
  • Irene V. on 26 May 12
     
    Marketing trends in 2012 25 January, 2012 Madeleine Ross comments "Opportunities go begging in a market ripe for the brave," says Deloitte chief marketing officer David Redhill, and that's certainly the attitude of many marketers looking at the next 12 months. In this year's tough economic climate, with financial trouble plaguing most of Europe and the USA, Australian marketers will be cautious, but that doesn't mean they'll stop spending. Local consumers have grown accustomed to being circumspect and are now looking to do business with reliable institutions. According to Commonwealth Bank's chief marketing and online officer, Andy Lark: "if you're trusted and you've got a good brand, you're in a good position." Reports of flailing foreign economies won't wreak the same havoc they used to on the industry, with agencies and clients now looking towards the  potential downturn as an opportunity to cleverly and cost-effectively win over customers at their most vulnerable. "There is a lot of caution in the market and we are as circumspect as the next business," says Redhill. "But at the same time marketers who invest in brands in downtime are usually the winners because they will emerge stronger as competitors shrink their budgets and reel in their more expansive plans."  The Tontine Group's product development and marketing manager, Lucinda Kew, agrees: "It is actually the brands that invest through difficult times which end up getting the best results because… you're resonating with people and when they get through those difficult times, hopefully you're their brand of choice." More for the same The Commonwealth Bank, bedding manufacturer Tontine and financial advisory firm, Deloitte all plan to maintain their marketing spends this year. That's a relief for agencies, especially in the midst of rumours about a 'race to the bottom' where agencies are fighting for clients and remuneration offers are slumping. But that's not to say brands or agencies can r
Irene V.

SETI@home - Wikipedia, the free encyclopedia - 0 views

en.wikipedia.org/SETI@home

shared by Irene V. on 23 May 12 - Cached
  • SETI@home ("SETI at home") is an Internet-based public volunteer computing project
  • The two original goals of SETI@home were: to do useful scientific work by supporting an observational analysis to detect intelligent life outside Earth, and to prove the viability and practicality of the 'volunteer computing' concept.
  • With over 5.2 million participants worldwide, the project is the distributed computing project with the most participants to date. The original intent of SETI@home was to utilize 50,000-100,000 home computers.[11] Since its launch on May 17, 1999, the project has logged over two million years of aggregate computing time[when?]. On September 26, 2001, SETI@home had performed a total of 1021 floating point operations. It is acknowledged by the Guinness World Records as the largest computation in history.[18] With over 278,832 active computers in the system (2.4 million total) in 234 countries, as of November 14, 2009, SETI@home has the ability to compute over 769 teraFLOPS.[19] For comparison, the K computer, which as of June 20, 2011 was the world's fastest supercomputer, achieved 8.162 petaFLOPS.
Irene V.

Untitled Document - 0 views

www.benkler.org/CoasesPenguin.html

opensource economics collaboration social p2p

shared by Irene V. on 23 May 12 - Cached
  • For decades our understanding of economic production has been that individuals order their productive activities in one of two ways: either as employees in firms, following the directions of managers, or as individuals in markets, following price signals. This dichotomy was first identified in the early work of Nobel laureate Ronald Coase, and was developed most explicitly in the work of neo-institutional economist Oliver Williamson. In the past three or four years, public attention has focused on a fifteen-year-old social-economic phenomenon in the software development world. This phenomenon, called free software or open source software, involves thousands or even tens of thousands of programmers contributing to large and small scale project, where the central organizing principle is that the software remains free of most constraints on copying and use common to proprietary materials. No one "owns" the software in the traditional sense of being able to command how it is used or developed, or to control its disposition. The result is the emergence of a vibrant, innovative and productive collaboration, whose participants are not organized in firms and do not choose their projects in response to price signals.
  • much broader social-economic phenomenon. I suggest that we are seeing is the broad and deep emergence of a new, third mode of production in the digitally networked environment. I call this mode "commons-based peer-production," to distinguish it from the property- and contract-based models of firms and markets. Its central characteristic is that groups of individuals successfully collaborate on large-scale projects following a diverse cluster of motivational drives and social signals, rather than either market prices or managerial commands.
  • this mode has systematic advantages over markets and managerial hierarchies when the object of production is information or culture, and where the capital investment necessary for production-computers and communications capabilities-is widely distributed instead of concentrated. In particular, this mode of production is better than firms and markets for two reasons. First, it is better at identifying and assigning human capital to information and cultural production processes. In this regard, peer-production has an advantage in what I call "information opportunity cost." That is, it loses less information about who the best person for a given job might be than do either of the other two organizational modes. Second, there are substantial increasing returns to allow very larger clusters of potential contributors to interact with very large clusters of information resources in search of new projects and collaboration enterprises. Removing property and contract as the organizing principles of collaboration substantially reduces transaction costs involved in allowing these large clusters of potential contributors to review and select which resources to work on, for which projects, and with which collaborators. This results in allocation gains, that increase more than proportionately with the increase in the number of individuals and resources that are part of the system. The article concludes with an overview of how these models use a variety of technological and social strategies to overcome the collective action problems usually solved in managerial and market-based systems by property and contract.
Irene V.

Managing Remote Employees Training - 0 views

www.mcstech.net/...managing-remote-employees.cfm

managing remote employees

shared by Irene V. on 23 May 12 - No Cached
  • Managing remote employees can prove rewarding, liberating and fulfilling…or you can feel like an empty nest parent whose kids don’t stay in touch. Building teamwork, trust and trackability are three cornerstones of effective remote management of virtual employees. Learn how to build credibility and confidence with a virtual workforce. Micro-managing vs. micro-monitoring. Often, the difference between resentment and resilience occurs in the subtleties of remote employee management. If virtual employees feel “Big Brother” is watching, they will naturally tend to become defensive. On the other hand, if they feel supported and know they have a safety net, positive results are likely to follow. This class will help managers learn how to: Motivate remote employees Handle conflicts in virtual settings Communicate convincingly from afar Create a tightly-knit team that stays loose
  • Development of remote employees Training – methods for training remote employees, when to use each Skill vs. talent training On-going mentoring – development as a continuous process Reactionary vs. proactive Socratic coaching How to give good feedback Performance reviews and feedback – frequency, how to conduct and communicate, evaluating team Identifying skills vs talent performance Motivating remote employees Creating leaders and building ownership Empowering employees – enabling employees by giving them decision opportunities. Turning work into play Ways to reward a virtual team No vs. low vs. high cost options Public vs. private reward systems Disciplining remote employees Action plans Key items to include How to deliver How to monitor Handling conflicts between remote team members Hiring remote employees Ideal traits of the remote employee Using the remote employee skill assessment Implementing remote management skills Creating action plans, getting immediate results.
  • Managing Remote Employees Topics Covered Leading a remote team Setting the vision – how to communicate the team vision and keep employees focused on it in their work efforts. Creating expectations – how to clearly communicate and set performance and team expectations to ensure employees move toward common objectives correctly. Communicating WIIFMs – drive employees toward goals by communicating the benefits to them “what’s in it for me.” Communication Quantity and quality – increased communication needed with remote employees Communication vehicles – the different ways to communicate with a distributed workforce and when and how to use them Picking the appropriate option for different situations How and when to have team meetings Accessibility – establishing your credibility through commitments, guidance, and owning decisions Micro-Monitoring vs. Micro-Managing Creating and using tools to enable employees to manage themselves and track their own performance Increasing responsibility to decrease management time Setting goals – how to engage employees in their own development Managing to expectations Monitoring tools What can be monitored & how to monitor What can be managed & how to manage
  • Irene V. on 23 May 12
     
    indice de un entrenamiento
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