華爾街職場必殺密技

Communication Skill 溝通能力

Express yourself. 妳要有完整表達自己想法的能力. 事情不是只有成功或失敗, there are many inbetween,
Be able to read the dynamics. 知道週遭環境錯綜複雜的人際關係, 才會做出最適化的判斷
Keep everyone in the loop. 充分告知每個相關人員project的進度及遇到的任何困難. 責任變成由許多人共同承擔

Problem Solving

Is particularly important in a complex system (like finance).
能夠用 Common Sense + 專業技巧 + 經驗快速合理的解決問題
When stakes are high and time is little.耐壓冷靜可靠的處理每個問題

Domain Knowledge

不管你的部門/公司的業務是什麼,我只能說 : 不計代價,把它搞懂!
見搞電腦/玩數學/作交易

Technical Skills

數學永遠是最重要的東西: 統計,數值方法,微分,演算法
寫程式功力要紮實: 邏輯清楚,細心,動作快, also keep yourself updated
見搞電腦/玩數學/作交易

Attitude 工作態度

Eager Learner 表現出對任何事物都有強烈的學習態度
Team Player 你在團隊裡面應有 1+1>2 的效果
Attention to Detail 對細節的重視
Pay Your Due 不要一學會一樣東西就想跳槽或換部門. 1. doesn't look good on the resume 2. 練功不夠

Management Skills

Project Management 對每一件事掌握節奏以及協調進度直到完成
Clients Management 精確掌握客戶(每個人對妳有所求的都是妳的客戶)的期望
Team Cheerleader 鼓舞士氣

Comments

Look Mom, No Application Servers, Look...MOM!

In the unlikely event that you're not familiar with my gas station, you can find my previous essays at http://jdj.sys-con.com/read/category/1142.htm . Recently, I've conducted a small survey among my truck drivers. I asked them just one question: "What do you think of application servers?" The most popular answer was, "I don't need no stinkin' application server." And truck drivers usually know what they're talking about! You may think that now I'll start selling one of the popular application frameworks. Wrong! The idea of these frameworks was nice: get back from complex containers to programming POJOs. But while trying to provide alternatives to container services, each of these frameworks ran into the short-blanket syndrome: something is always sticking out. XML is sticking out big time! To simplify Java programming, developers are paying the high price of adding unmanageable amounts of XML descriptors, mappings, wiring

18 Rules of Management (in Chinese)

18 則好用的管理定律 1. 活力曲線（ 10% 淘汰率法則）奇異公司每年會針對各事業單位的主管打分數，區分出 ABC 三個不同等級的績效表現。最傑出的 A 級員工必須是事業單位中的前 20% ； B 級員工是中間的 70% ； C 級員工約 10% ，奇異以常態分配的鐘形活力曲線（ Vitality Curve ）來呈現這種概念。 A 級員工將得到 B 級員工 2 ～ 3 倍的薪資獎酬，而 C 級員工則有遭到淘汰的危機，活力曲線是年復一年、不斷進行的動態機制，以確保企業向前邁進的動能。 2. 手錶定理一個組織不要同時設定兩個目標。一次戴兩支手錶不但不能讓自己知道更準確的時間，還會失去準時的信心。對同一組織採用兩種管理方法，或設置兩個不同的目標，組織就無所適從了。 3. 酒與污水定律把一匙酒倒進一桶污水中，得到的是一桶污水；把一匙污水倒進一桶酒中，得到的還是一桶污水。組織裡永遠都有幾個麻煩人物，他們存在的目的似乎是為了把事情搞砸。主管要及時處理，才能避免它迅速傳染。一個正直能幹的人進入一個混亂的部門很可能被吞沒，而一個懶惰鬼很快能把高效率的部門變成一盤散沙。 4. 不值得定律一個人會用敷衍了事的態度來從事自認為不值得做的事，因此管理者要適當的分配工作。讓成就慾較強的員工帶頭完成具有一定風險和難度的工作，讓依附慾較強的員工融入團體中共同工作。 5. 金魚缸法則魚缸是透明的，不論從哪個角度觀察，裡面的情況都一清二楚。增加工作流程的透明度吧！工作透明度高，領導者就被置於全體部屬的監督之下。強化領導者的自我約束，也增強了組織的凝聚力。 6. 洛伯定理對管理者來說，要緊的不是你在場時的情況，而是你不在場時發生了什麼。如果你只想讓部屬聽你的，那麼當你不在身邊時，他們就不知道應該聽誰的。 7. 鰷魚效應鰷魚因為個體弱小而採取集體活動，以強健者為自然首領。當首領的行動發生紊亂，鰷魚仍然會盲目追隨。部屬的悲劇總是領導者造成的，部屬覺得最沒勁的事，是跟著一位差勁的領導者。 8. 木桶定律一隻木

The Open Source Monopoly

http://www.galatea.com/opensource.html "The Open Source Monopoly" was originally published as a single paper. It has since become the first in a series of three. The second paper, The Economics of Commercial Open Source, looks in more detail at the economic models of companies like Red Hat Inc., JBoss and MySQL AB. The third paper, Openstructure: A Call for Open Source Reform presents some solutions to the current trend in open source and offers a challenge to the open source community for reform. Last month I wrote an article on Apache Geronimo for JavaWorld called "A First Look at Apache Geronimo." In the summary, I stated that "Geronimo aims to be the first J2EE-certified open source J2EE server." As can be imagined, that statement generated a flurry of emails and responses, most of which claimed that in fact, JBoss was the first open source J2EE certified server. In my reply to some of the reader feedback I received, I clarified that

Geek Walking

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