Collett, Stacy. \"Cracking Google\'s \'Secret

Collett, Stacy. "Cracking Google's 'secret sauce' algorithm." ComputerWorld. Mar 14, 2007. Retrieved April 21, 2007 at http://computerworld.com/action/article.do?command=viewArticleBasic&articleId=9012943&pageNumber=1 a) a high ranking on Google can make or break a website. Collett's article explores the problems website owners and managers meet when trying to get ranked in the top five search results listings. Whereas many business owners resort to "black hat" tactics like spam to increase their profile, others are searching for legitimate ways to use Google to their advantage. Google offers business owners and website managers a lite of tips for tagging, metatagging, and other means to ensure optimal publicity. However, Google's agorithm for ranking pages is notoriously complex. Called PageRank, over 200 factors are taken into account to determine how high a site is ranked in search results. Some business owners cry fowl, noting that Google has too much power but most just want to crack the recipe for success and win the website popularity contest cleanly.

A b) Collett notes that "white hat" techniques can be used to crack Google's PageRank algorithm: which has been described as a "popularity contest wrapped in linear algebra," (p. 4). This solution is legal and fruitful, as it can help website owners attract more traffic through legitimate means and earn their way to the top of the Google page rankings.

A c) Collet's article reveals two main issues: the supremacy of Google as the gatekeeper of online success; and the sophisticated means by which Google ranks pages.

Kelly, C.J. "Buried Alive by Work, Getting Little Done." ComputerWorld. April 16, 2007. Retrieved April 21, 2007 at http://computerworld.com/action/article.do?command=viewArticleBasic&taxonomyName=careers&articleId=288205&taxonomyId=10&intsrc=kc_feat3.http://www.computerworld.com/action/article.do?command=viewArticleBasic&articleId=9005047 a) Kelly writes about his workplace frustrations. A government employee, Kelly claims that his office is understaffed and he therefore spends more time working through thorny personnel problems than he does on his security systems management work. The author also points out the problems with using outmoded, demoralizing hourly time cards at work and the correspondingly useless rules about break times. These, Kelly states, interfere with productivity and job satisfaction and can cause depression.