Many people like our reports, some don’t, and some really don’t — and that’s fine. From the beginning, the idea was to share our experience and use our data to shine a light on the otherwise opaque world of hard disk drives. We hope you have enjoyed reading our reports and we look forward to publishing them for as long as people find them useful.
- In 2016 the average size of hard drives in use was 4.5 TB. By 2018 the average size had grown to 7.7 TB.
- The 2018 annualized failure rate of 1.25% was the lowest by far of any year we’ve recorded.
- None of the 45 Toshiba 5 TB drives (model: MD04ABA500V) has failed since Q2 2016. While the drive count is small, that’s still a pretty good run.
- The Seagate 10 TB drives (model: ST10000NM0086) continue to impress as their AFR for 2018 was just 0.33%. That’s based on 1,220 drives and nearly 500,000 drive days, making the AFR pretty solid.
Focus on all 4 Drives:
- open and transparent;
- perceived to be fair to all employees;
- provides direction;
- trusted by employees.
The Four Drive Model of Employee Motivation was presented by Lawrence and Nohria in 2002. The model is a holistic way of looking at employee motivation beyond the typical “pay” model that is prevalent in the corporate world today. I will not go into detail regarding the model here, but just give an overview and how this model presents a new way of thinking for organizational leaders.
The Four Drive theory is based on research that shows four underlying drives – the drive to Acquire & Achieve, to Bond & Belong, to be Challenged & Comprehend and to Define & Defend. Each of these drives are important if we are to understand employee motivation. While companies typically focus on the drive to Acquire & Achieve (i.e., base pay, incentives, etc…), the other three drives play an integral part in fully motivating employees. Thus, the new theory provides a model for employers to look at when they are trying to find ways to increase employee engagement and motivation.
If you need to find out the hard drive serial number, model, firmware version, and other information, you can use the wmic with Command Prompt.
Type the following command to name, brand, model, and serial number information and press Enter:
For a small handful of folks in Hood River, Oregon, it means jumping in a car and jumping back in time 100 years.
“These old cars, they might not go very fast,” Hatch explained. “You’re only going like 10 miles per hour down the road, but you feel like you’re rattling off into space!”
Of all the cars on sale today, the only one that would qualify as an influencer if it were human would be the Tesla Model 3. Love it. Loathe it. It doesn’t matter how you feel. There’s no other car that’s changing the conversation the way that the sleek sedan is. The Chevy Bolt and Nissan Leaf? Not trending.
Autopilot can control the speed of the car and steer it within a lane, which it excels at on the highway. As long as it has a bead on things, it’s smoother than you would likely be. The slower and windier the road gets, the jerkier its inputs become, but I can see why videos have started popping up of “sleeping” Tesla drivers, because it lulls you into a sense of confidence in its abilities.
In a nod to safety concerns, the company has also now restricted its Autosteer technology on residential roads and roads without a center divider. When Autosteer is engaged on a restricted road, Model S’s speed will be limited to the speed limit of the road, plus an additional 5 mph.
2 years, summon should work anywhere connected by land & not blocked by borders, eg you’re in LA and the car is in NY
Number of Lanes
Other Road Features
Contrary to the active drives to acquire, bond, and learn which people seek to fulfill, the drive to defend is subtle and becomes active only when triggered by a threat. The stimulation to defend can be a result of a threat to the organization, the group, or the individual. In this scenario, it is best for the organization to work out an environment that minimizes or eliminates the source of these threats. With misguided and unintentional triggers handled, the drive to defend allows workers to effectively respond to genuine threats.
The drive to bond determines the need to find and engage in mutual relationships with others. Extensive research has revealed that we are inclined to bond with other individuals similar in worldview and demographics. People who have a neck for establishing relationships soon can grow to include groups in the workplace. Bonds are, generally, healthy and result in workers supporting each other. The drive to bond is aimed towards other people, while the drive to learn is more personal, directed at work activities for the most part.
- Acquire and achieve. This area focuses on acquiring resources, status, and possessions, which means that leaders should optimize extrinsic incentive programs around this drive. For instance, recognizing outstanding performance by offering perks frequently generate as much motivation for enhancing career paths as financial rewards. In other words, achievement awards and titles can boost engagement significantly.
- Bond and belong. Understanding that employees thrive on developing relationships inside the organization and with clients is essential. Employees need to create connections, perceive a fit with the corporate culture, and engage with others. Nevertheless, systems, processes, and rules can prevent this, so it is essential that opportunities for connecting and interacting with team members are available.
- Create and challenge. Employees perform better when they are engaged and learning on the job. Motivation centers around attaining mastery, learning, improving, and creating. Creating challenges for employees provides opportunities to learn and grow.
- Define and defend. An organization’s reputation, moral bearing, and company culture all influence workplace motivation. Those who are driven to protect their status, relationships, and ideas also need to clarify their purpose in the company. The business can activate the define and defend drive inclusively, but usually it’s smaller sub-groups within the business that drive it.
While each of the four drives features elements that guide workplace interactions to maximize employee motivation, leaders should offer chances for employees to meet these four components. The drives themselves provide a comprehensive analysis of human motivation that cannot be broken down into further structural elements. Accordingly, managers can start the process of satisfying each of these drives by utilizing existing systems and processes. Enhancements to those practices can improve business functions and support employees striving to meet their goals. The four drives include: