
Your First Interview:
Download
Related tags: The [+], Days [+], Critical [+], 90 [+], and [+], Head [+], for [+], at [+], Your [+], Servlets [+], Patterns [+], Look [+], JSP [+], Interview [+], Grammar [+], Edition [+], Diabetes [+], Design [+], Certificate [+], Cambridge [+], Beating [+], ADO.NET [+]
Imagine a world without eBay...unthinkable! How would you get that Farrah Fawcett poster, retired Beanie Baby, or first-edition pet rock? Handling over a gazillion (OK, we exaggerate--it's actually only 1 billion) page views each day, server-side Java makes eBay work.
Isn't it time you learned the latest (J2EE 1.4) versions of Servlets and JSPs? This book will get you way up to speed on the technology you'll know it so well, in fact, that you can pass the Sun Certified Web Component Developer (SCWCD) 1.4 exam. If that's what you want to do, that is. Maybe you don't care about the exam, but need to use Servlets and JSPs in your next project. You're working on a deadline. You're over the legal limit for caffeine. You can't waste your time with a book that makes sense only AFTER you're an expert (or worse one that puts you to sleep).
No problem. Head First Servlets and JSP's brain-friendly approach drives the knowledge straight into your head (without sharp instruments). You'll interact with servlets and JSPs in ways that help you learn quickly and deeply. It may not be The Da Vinci Code, but quickly see why so many reviewers call it "a page turner". Most importantly, this book will help you use what you learn. It won't get you through the exam only to have you forget everything the next day.
Learn to write servlets and JSPs, what makes the Container tick (and what ticks it off), how to use the new JSP Expression Language (EL), what you should NOT write in a JSP, how to wri Read more...
Publisher: Addison-Wesley Professional; 1st edition
You're not alone.
At any given moment, somewhere in the world someone struggles with the same software design problems you have. You know you don't want to reinvent the wheel (or worse, a flat tire), so you look to Design Patterns--the lessons learned by those who've faced the same problems. With Design Patterns, you get to take advantage of the best practices and experience of others, so that you can spend your time on...something else. Something more challenging. Something more complex. Something more fun.
You want to learn about the patterns that matter--why to use them, when to use them, how to use them (and when NOT to use them). But you don't just want to see how patterns look in a book, you want to know how they look "in the wild". In their native environment. In other words, in real world applications. You also want to learn how patterns are used in the Java API, and how to exploit Java's built-in pattern support in your own code.
You want to learn the real OO design principles and why everything your boss told you about inheritance might be wrong (and what to do instead). You want to learn how those principles will help the next time you're up a creek without a design pattern.
Most importantly, you want to learn the "secret language" of Design Patterns so that you can hold your own with your co-worker (and impress cocktail party guests) when he casually mentions his stunningly clever use of Command, Facade, Proxy, and Factory in between sips of a martini. Read more...
This earnest guide to career transition periods-when a new job or promotion puts an employee in an unfamiliar role-asserts, reassuringly, that navigating the all-important first 90 days is a "teachable skill." Business professor Watkins, co-author of Right From the Start: Taking Charge in a New Leadership Role, lays out a "standard framework" for leadership transitions, based on "five fundamental propositions," "ten key challenges," and a four-fold typology of situations that new managers find themselves in. Fortunately, Watkins balances the theorizing with practical steps managers can take to get on top of things and initiate changes, including elaborate self-assessment checklists, planning exercises and meticulous guidelines on how to have conversations with underlings and bosses. His advice, if not very original, is sound. He warns managers not to assume that their existing skills will suffice for new roles, advises them to pursue small-scale "early wins" to boost credibility, and admonishes workplace Machiavellis to "avoid pressing for closure until you are confident the balance of forces acting on key people is tipping your way." Watkins's penchant for cut-and-dried schematizations sometimes goes overboard, especially in the book's plethora of elementary graphs, tables, diagrams and matrices (novice orators are informed that "classic values invoked to convince others to embrace potentially painful change are summarized in table 8-1," while the oceanic topic of "Intersecting Cultural Dimensions" gets boiled down to a three-ring Venn diagram). But if the content of Watkins's counsel is not always obviously helpful, his systematized approach to thinking will at least help panicky executives keep their wits about them.

