Category Archives: Apple

iPod Nano

等了几天, iPod Nano终于来了, 果然最后是EMS, 也就是通过了两个邮递公司, 一个是嘉里大通, 然后给了EMS. 我也终于在Nano来的前一天晚上就把Classic给卖出去了. 在淘宝上挂了两个小时就被人拍了, 也真是不容易, 不过2年前卖Nano的时候貌似也是很快就卖出去了, 几乎不用耽误时间.

这两天简直是各种毛, 我不小心把我们大主席的移动硬盘给毛了, 幸亏我给差不多搞好了, 否则就得要了命了, 还好还好, 真是万幸.

竞赛完了, 笔试什么的也完了, 没有任何通知, 意料之中, 不过感觉又空虚了, 没事儿可做了, 其实还是有事的, 我发现我经常是有事的时候想去学东西什么的, 没事儿的时候就又只想呆着.

上几张图吧.

聚会 + 27'' iMac

今天下午在二教呆了一下午, 把那个Web作业几乎做完了, 就差文件上传那个没做了. 然后就在纠结竞赛的事情, 真的是好费劲. 那个川贝枇杷露啊什么的还挺好喝, 就是太稠了.

晚上宋老师请了全班去金汉斯, 气氛很不错, 我还中了一个一等奖!! 其实就是金汉斯在我们来之前犯毛, 在每个桌子底下藏着写了几等奖的纸条, 结果被我一下发现! 其实就是一个破杯子, 现在已经不知去向. 然后就是去那个不要脸的麦田去唱歌. 具体经过我都懒得废话, 太TMD毛了!! 我再也不去那了!! 对! 再也不去了!! 我不想那样的, 可是我一纠结起来就一时半会顺不了… 对不起.

回到家我终于看到了我的iMac!! 27”的iMac!! 简直大到我难以想象 = =… 想当初那个22”的屏幕都会觉得很大, 不过现在就是见怪不怪了, 也许这个27”的以后也会那样… 不过就目前为止, 他还是太大了!! 于是我那台PC就算正式退居二线了. 什么都买了, 我该好好学习了!

8 Management Lessons I Learned Working At Apple

Apple is a company that spawns both rabid fans and haters.

But there’s no denying that it’s been enormously successful, and it just keeps on winning.

Part of that success, as we’ve said before, comes from the fact that the company is really just a huge startup — with a corporate culture that is extremely engineer-focused, emphasizes minimal bureaucracy, and likes taking care of its people.

Sachin Agarwal learned a lot about Apple’s management style during his days as an engineer. He worked at the company for 6 years, before leaving to start the simple blogging platform Posterous.

“I loved working there… [Choosing to leave] was a really hard decision,” he says.

But, when he left, he made sure to take a few important management lessons with him, which have helped make Posterous successful as well.

A tech company should be run by engineers, not managers

Agarwal tells us that Apple is completely run by its engineers. “They don’t have a lot of product management,” he says. “Most of the project teams are really small, and they’re all driven by the engineers.”

On top of that, Agarwal says that most managers are all engineers as well, “not product people or MBAs.” That means that the people overseeing projects understand the technology, what’s necessary for a project, and can really relate to their team.

Build a culture of respect between managers and employees

Agarwal says that, because most managers have strong engineering backgrounds, “there’s not a division between product manager and ‘code monkeys’.” There’s a great amount of respect between the two tiers.

“My manager was an engineer at apple for ten years before he was a manager… which made me want to work [even harder] to impress him,” Agarwal says.

That respect, along with small, close-knit project teams, is a key piece of the puzzle to Apple’s success.

Give employees the freedom to own and improve the products

At Apple, if an employee was using a product and found an issue that bothered them, they had the freedom to go in and fix it without having to deal with layers of bureaucracy to get approval.

All projects are driven by long-term goals, Agarwal says, but the best stuff comes from the engineers personally.

Challenge your employees to grow

Management would really challenge Agarwal by giving him harder tasks that were a little beyond his capabilities. “But I learned,” he says.

And on the management side, he was getting to manage projects within six months of starting employment.

Apple is really good at developing their employees, and giving them the skills they need to rise up within the company, he says.

Deadlines are crucial

Apple required absolute deadlines, and they never missed them, says Agarwal.

“In terms of quality, one of the things I learned was that you don’t ship things that aren’t of ‘Apple quality,’… [even if] that means cutting something that didn’t make it in time,” he says.
“Especially at a startup… it’s easy to keep building and keep building and never launch anything,” he adds. “The better thing to do is ship, stick to deadlines, [and then] iterate.”

Don’t play the “feature game” with your competition

“Apple doesn’t believe in playing the “feature game” with [its] product,” says Agarwal. As in, the company focuses more on its goals for its own products, rather than comparing itself to competitors’ and trying to outdo them on the same levels.

That mission is “deeply engrained in the culture,” he adds. Employees aren’t focusing on what the competition is doing — they’re driven to innovate and come up with products that challenge the status quo.

Hire people who are insanely passionate about your product

According to Agarwal, “The people who work at Apple really really want to be at Apple.”

“I, personally,… am an apple fanboy, and that’s OK. That’s not a bad thing!” he says. “I’m gonna work twice as hard [for this company] because I’ve believed in it my whole life.”

That enthusiasm is a key element of the hiring process — management looks for people who really passionate about the company, its products, and its overall style and mission.

Agarwal has taken that mindset with him to Posterous: “Everyone [we hire] says, ‘We love the product, this is what we want to work on.'”

It’s important to emphasize work/life balance

Agarwal tells us that Apple puts a huge emphasis on work/life balance. “You work hard, but they let you enjoy your time on your own,” he says.

From excellent healthcare to generous office holidays around Christmas and Thanksgiving, Agarwal says that people love the type of environment the company provides for its employees. “Apple nailed it — [their motto is that] we love working here, we work hard, but when all is said and done [you should] go enjoy your life.”

You should maintain that startup culture, even when you’re a big company

As we’ve said before, Apple keeps winning because it’s a giant startup.

From its lack of bureaucracy within projects, to its engineer-focused culture, to its emphasis on passionate and loyal employees, the huge company has maintained the corporate culture of its startup days.

And that culture is a huge part of what makes it so successful — and, not surprisingly, a good place to work.

Source: http://www.businessinsider.com/management-lessons-i-learned-working-at-apple-2010-7#ixzz0zqtMpJNc