1. Add following to /etc/yum.repos.d/google.repo file:
32-bit
64-bit
1. Add following to /etc/yum.repos.d/google.repo file:
32-bit
[google]
name=Google - i386 baseurl=http://dl.google.com/linux/rpm/stable/i386
enabled=1
gpgcheck=1
gpgkey=https://dl-ssl.google.com/linux/linux_signing_key.pub
64-bit
[google64]
name=Google - x86_64 baseurl=http://dl.google.com/linux/rpm/stable/x86_64
enabled=1
gpgcheck=1
gpgkey=https://dl-ssl.google.com/linux/linux_signing_key.pub
For a device to be autosuspended in Linux, it must have in-kernel driver support. Currently there are several types of USB devices that have autosuspend support:
Although kernel drivers may support autosuspend, some USB devices may not properly implement autosuspend. These devices may behave in unexpected ways, or simply not work after the kernel attempts to suspend them. Often a physical disconnection from the bus will fix the problem, but only until the kernel attempts to suspend the device again.
If you see these types of problems, please send mail to linux-usb-users@lists.sourceforge.net. Include output from `lsusb -v`, dmesg output with CONFIG_USB_DEBUG turned on, and a description of the symptoms. We would also appreciate a note that your USB device actually works with autosuspend.
To enable autosuspend, you must recompile your kernel with CONFIG_USB_SUSPEND. (As of 2.6.23-rc6, this feature is marked "experimental".) You may also want to enable CONFIG_USB_DEBUG so you can see suspend and resume messages via dmesg.
# lsusb Bus 005 Device 014: ID 04b3:4485 IBM Corp. Bus 005 Device 001: ID 0000:0000 Bus 004 Device 009: ID 0483:2016 SGS Thomson Microelectronics Fingerprint Reader Bus 004 Device 001: ID 0000:0000 Bus 002 Device 001: ID 0000:0000 Bus 003 Device 001: ID 0000:0000 Bus 001 Device 008: ID 04b3:310c IBM Corp. Bus 001 Device 007: ID 050d:0121 Belkin Components F5D5050 100Mbps Ethernet Bus 001 Device 001: ID 0000:0000Then find your device's directory in /sys/bus/usb/devices/. Look in directories that are named with two numbers separated with a dash:
/sys/bus/usb/devices# ls 1-0:1.0 1-1 1-1:1.0 1-2 1-2:1.0 2-0:1.0 3-0:1.0 4-0:1.0 4-2 4-2:1.0 5-0:1.0 5-6 5-6:1.0 usb1 usb2 usb3 usb4 usb5 /sys/bus/usb/devices# cat 1-1/busnum 1 /sys/bus/usb/devices# cat 1-1/devnum 8 /sys/bus/usb/devices# cat 1-2/busnum 1 /sys/bus/usb/devices# cat 1-2/devnum 7We know the USB to ethernet device's directory is 1-2 because the device and bus numbers match the lsusb output. Now we can tell the kernel that it should suspend this device automatically if it is not being used. First we set the idle timeout to 2 seconds:
/sys/bus/usb/devices# echo 2 > 1-2/power/autosuspendThe timeout can be set to any integer number of seconds. If set to -1, the device will not autosuspend. Then we make sure the kernel will automatically suspend the device, and resume the device if data needs to be transferred:
/sys/bus/usb/devices# echo auto > 1-2/power/level
Other options to echo to this file are "on" and "suspend":
For a more complete description of USB power management, see the file Documentation/usb/power-management.txt, which is in kernel sources 2.6.24-rc2 and later.
原文 -
http://www.managertoday.com.tw/index.php?mod=locality&func=view&id=2396
本文取材自《寫給經理的教科書》,先覺出版。整理 / 陳立唐
當上主管是一件讓人開心的事,卻也是操心的開始,不但要達成上級交付的任務,還要帶領部屬有效率地工作。這種情形,最常發生在中階主管身上。
中階主管必須具備的能力很多,像專業能力、溝通能力等等,但更重要的是必須體認和熟悉自己應該扮演的角色:連結高層和基層彼此不同的想法,化解價值觀差異,並創造溝通機會。由於公司經營者和第一線人員負責的任務大不相同,所以中階管理者須設法將領導者的願景,轉化成可實行的計畫,再交由部屬付諸行動。
這個「承上啟下」的角色,正是中階主管最大的考驗,因為中階主管的績效優劣,除了自身的專業能力之外,最主要是取決於旗下部屬的工作成效,而管理高層也會以此做為評斷中階主管管理能力的標準。為了贏得部屬的心,帶領他們合力達成公司的目標,主管不妨培養以下4項技巧:
1.營造坦誠文化,讓部屬敢說真話:組織很常發生報喜不報憂的情形,許多像是應收帳款還未收回或客戶跑單之類的壞消息,部屬有時會選擇隱匿不報,這對公司絕對有害無益。
為營造坦誠的企業文化,主管在碰到問題時,應和部屬一起面對,而非一味怪罪,如此才能取得員工的信任,也才能在碰到壞消息時,及早被告知,即時採取適當的解決方式。
2.部屬表現好壞,都要給予評價:對於績效良好的員工,應公開給予讚美,一方面表達謝意,另一方面也要讓員工了解目前的努力方向是正確的。對待表現欠佳的員工,則應在確實了解問題之後,於私下場合責備並提供指導。
主管若是對於員工的表現漠不關心,部屬不但無法了解主管的想法,也可能會在工作上草率應付。
3.「重視」、而非「監視」部屬:所謂「走動式管理」,是為了讓主管可以從現場工作中,掌握及了解第一手資訊。然而,許多主管接觸基層職員的目的,卻是為了監控部屬的工作進度,連瑣碎的雜事也不放過,結果只會適得其反。
主管一旦將任務交派給部屬,就應該信任員工的能力,放手讓他們盡情發揮,才能創造最大的功效。
4.引導部屬自己找答案:部屬遇到問題時,在條件許可下,主管未必要馬上提供協助,反倒可以透過提問,試著讓對方自行找尋解決方案,如此將有助於激發員工潛能,提升員工的信心。在這種時候,主管應以聆聽取代表達,以提問取代建議,創造一個互相的學習成長空間。