To display the schema of a table in SQLite, you can use the following methods:
1. Using PRAGMA table_info (Detailed Column Info)
sql
PRAGMA table_info(your_table_name);
Example:
sql
PRAGMA table_info(HindiToEnglishApp);
Output:
pgsql
cid | name | type | notnull | dflt_value | pk
----+-----------+----------+--------+------------+----0 | id | INTEGER | 1 | NULL | 11 | word | TEXT | 1 | NULL | 02 | meaning | TEXT | 0 | NULL | 0
2. Using sqlite_master (Show CREATE TABLE Statement)
sql
SELECTsqlFROM sqlite_master WHERE type='table'AND name='your_table_name';
Example:
sql
SELECTsqlFROM sqlite_master WHERE type='table'AND name='HindiToEnglishApp';
Output:
sql
CREATETABLE HindiToEnglishApp (
id INTEGERPRIMARY KEY AUTOINCREMENT,
word TEXT NOTNULL,
meaning TEXT
);
3. Using .schema (Command Line)
If you're using the SQLite command-line interface, you can run:
sh
.schema your_table_name
Example:
sh
.schema HindiToEnglishApp
This will return the CREATE TABLE statement of the specified table.
These methods will help you view the schema of a table in SQLite. Let me know if you need more details! 😊🚀
>>> How to execute a create statement sql file in sqlite?
You can execute a SQL file containing CREATE statements in SQLite using several methods. Here are two common approaches:
1. Using the SQLite Command-Line Interface
Interactive Mode:
Open your terminal and run:
bash
sqlite3 mydatabase.db
At the SQLite prompt, execute:
sql
.read create_statements.sql
This will execute all SQL statements in your file against mydatabase.db.
Direct Execution from Command Line: You can also run the SQL file without entering interactive mode:
bash
sqlite3 mydatabase.db < create_statements.sql
2. Using Python's sqlite3 Module
If you prefer to execute the SQL file programmatically, you can use Python:
python
import sqlite3
# Connect to your SQLite database (or create it if it doesn't exist)
conn = sqlite3.connect('mydatabase.db')
cursor = conn.cursor()
# Open and read the SQL filewithopen('create_statements.sql', 'r') as file:
sql_script = file.read()
# Execute all the SQL statements in the file
cursor.executescript(sql_script)
# Commit the changes and close the connection
conn.commit()
conn.close()
Both methods allow you to execute a SQL file with CREATE statements effectively. Choose the one that best fits your workflow or environment.
This tool allows you to easily create and manage SQLite databases without using the command line.
Option 3: Using SQLite with Python
If you want to interact with SQLite in Python, use the sqlite3 module:
python
import sqlite3
# Connect to a database (or create one)
conn = sqlite3.connect("my_database.db")
# Create a cursor
cursor = conn.cursor()
# Create a table
cursor.execute("CREATE TABLE IF NOT EXISTS users (id INTEGER PRIMARY KEY, name TEXT);")
# Insert data
cursor.execute("INSERT INTO users (name) VALUES ('Alice');")
conn.commit()
# Query data
cursor.execute("SELECT * FROM users;")
print(cursor.fetchall())
# Close connection
conn.close()
Now you have SQLite running on Windows! 🎉 Let me know if you need more help. 🚀
Show all tables.
To show all tables in an SQLite database, use the following SQL query:
sql
SELECT name FROM sqlite_master WHERE type='table';
Explanation:
sqlite_master: This is a system table in SQLite that stores information about all database objects (tables, indexes, views, triggers).
WHERE type='table': Filters the results to show only tables (excluding indexes, views, etc.).
Alternative (Using .tables in SQLite CLI)
If you're using the SQLite command-line interface, you can simply run:
sh
.tables
This will list all the tables in the current database.
Let me know if you need help with something specific! 😊
Get table schema using SQL.
To get the schema of a table in SQLite, you can use the following SQL command:
sql
PRAGMA table_info(your_table_name);
Explanation:
PRAGMA table_info(your_table_name): Returns details about the table structure, including:
Column ID (cid)
Column Name (name)
Data Type (type)
Nullable Constraint (notnull)
Default Value (dflt_value)
Primary Key Status (pk)
Example Usage:
sql
PRAGMA table_info(HindiToEnglishApp);
Output Example:
pgsql
cid | name | type | notnull | dflt_value | pk
----+-----------+----------+--------+------------+----0 | id | INTEGER | 1 | NULL | 11 | word | TEXT | 1 | NULL | 02 | meaning | TEXT | 0 | NULL | 0
Alternative: Using sqlite_master
To get the CREATE TABLE statement that defines a table's schema, use:
sql
SELECTsqlFROM sqlite_master WHERE type='table'AND name='your_table_name';
Example:
sql
SELECTsqlFROM sqlite_master WHERE type='table'AND name='HindiToEnglishApp';
Output Example:
sql
CREATETABLE HindiToEnglishApp (
id INTEGERPRIMARY KEY AUTOINCREMENT,
word TEXT NOTNULL,
meaning TEXT
);
This query retrieves the exact SQL statement that was used to create the table.
Let me know if you need more details! 😊
Viewing All Tables
Using sqlite_master tablesqlite> SELECT name FROM sqlite_master WHERE type='table';attempted_hindi_to_eng_ques
attempt_log
ques_info
hindi_to_english_ques_bank
user_login
Using CLIsqlite> .tablesattempt_log ques_info
attempted_hindi_to_eng_ques user_login
hindi_to_english_ques_bank
Viewing the create statement for different tables
sqlite> SELECT sql FROM sqlite_master WHERE type='table' AND name='user_login';CREATE TABLE user_login (
username text PRIMARY KEY,
password text NOT NULL
)SELECT sql FROM sqlite_master WHERE type='table' AND name='ques_info';CREATE TABLE ques_info (
pair_id INTEGER PRIMARY KEY,
chapter INTEGER NOT NULL,
title TEXT NOT NULL,
subject TEXT not null,
grade INTEGER NOT NULL,
FOREIGN KEY (pair_id) REFERENCES hindi_to_english_ques_bank (pair_id)
)sqlite> SELECT sql FROM sqlite_master WHERE type='table' AND name='hindi_to_english_ques_bank';CREATE TABLE hindi_to_english_ques_bank (
pair_id INTEGER PRIMARY KEY,
hindi text NOT NULL,
english text NOT NULL UNIQUE
)sqlite> SELECT sql FROM sqlite_master WHERE type='table' AND name='attempted_hindi_to_eng_ques';CREATE TABLE attempted_hindi_to_eng_ques (
username text not null,
pair_id integer not null,
flag integer not null DEFAULT 0,
PRIMARY KEY (username, pair_id)
FOREIGN KEY (pair_id) REFERENCES hindi_to_english_ques_bank (pair_id)
)SELECT sql FROM sqlite_master WHERE type='table' AND name='attempt_log';CREATE TABLE attempt_log (
attempt_time DATETIME NOT NULL,
username TEXT NOT NULL,
pair_id INTEGER NOT NULL,
result BOOLEAN NOT NULL,
FOREIGN KEY (pair_id) REFERENCES hindi_to_english_ques_bank (pair_id)
)
Viewing table data
sqlite> select * from ques_info;1|1.1|Ram and Mango|English|1
2|1.1|Ram and Mango|English|1
3|1.1|Ram and Mango|English|1
4|1.1|Ram and Mango|English|1
5|1.1|Ram and Mango|English|1
6|1.2|To|English|1
7|1.2|To|English|1
8|1.2|To|English|1
9|1.2|To|English|1
10|1.2|To|English|1
11|1.3|Sense Organs|English|1
12|1.3|Sense Organs|English|1
13|1.3|Sense Organs|English|1
14|1.3|Sense Organs|English|1
15|1.3|Sense Organs|English|1
...sqlite> select * from hindi_to_english_ques_bank;1|छत पर मत चढ़|Do Not Climb On The Roof
2|राम आम खाता है|Ram Eats Mango
3|वह इंग्लिश पढ़ता है|He Reads English
4|राम ने आम खाया|Ram Ate Mango
5|राम आम खा रहा है|Ram Is Eating Mango
6|वे आम खाते हैं|They Eat Mango
7|राम द्वारा आम खाया जाता है|Mango Is Eaten By Ram
8|हाथ ताली बजाने के लिए|Hands To Clap
9|पैर चलने के लिए|Legs To Walk
10|नाक सूँघने के लिए|Nose To Smell
11|मुँह बातचीत के लिए|Mouth To Talk
12|सिर सोचने के लिए|Head To Think
13|आँखें देखने के लिए|Eyes To See
14|दो छोटे हाथ बजाएं ताली ताली ताली|Two Little Hands Go Clap Clap Clap
15|दो छोटे पैर बजाएं टैप टैप टैप|Two Little Legs Go Tap Tap Tap
In February's tech bloodbath, at least 16,000 employees were impacted after big tech layoffs.
The spate of layoffs in the tech sector galloped to new heights in February, which seems to be one of the worst months in the last six months for tech professionals. Meta, HP, and Workday were some big names to axe a massive chunk of their workforce.
February saw 46 companies lay off 15,994 employees, according to layoffs tracker Layoffs.fyi. When compared to January, layoffs surged in February, resulting in a staggering 184 per cent increase in the number of affected employees. Last month, 25 companies were reported to have fired 5641 of their employees.
Meta’s massive move
At the beginning of the month, it was reported that Meta is conducting layoffs that could impact around 5 per cent of its workforce, which is about 3,600 employees. These layoffs have been described as ‘performance-based cuts,’ and they began on February 10 with notifications planned to be delivered throughout the following week.
Earlier in January, Meta CEO Mark Zuckerberg had informed his staff that he planned to raise the bar on performance management and move out low performers faster. “We typically manage out people who aren’t meeting expectations over the course of a year,” he stated in an internal memo, but added, “Now we’re going to do more extensive performance-based cuts during this cycle.” However, following the announcement, it was reported that some employees with strong performance reviews were also affected.
HP axes over 2000 jobs
On February 27, tech giant HP announced that it was going to cut up to 2,000 jobs as part of its ongoing restructuring plan. Reportedly, the company currently has a strength of around 58,000 workers across 59 countries. The company is hoping to save about $300 million by the end of October 2025 with the cuts. However, the company may reportedly also incur about $150 million in restructuring costs. HP had introduced its restructuring plan named ‘Future Now’ in November 2022 with a goal of cutting 7,000 jobs. With the fresh round of layoffs, the total number under the plan would come to 9,000. With the latest job cuts, the tech giant expects to save $1.9 billion through the plan, with a total restructuring cost of about $1.2 billion. All of this comes after the company saw stronger financial gains in the first quarter. The company reportedly saw increased demand for AI-powered PCs.
More layoffs
Beyond Meta and HP, companies like Salesforce, Workday, and Autodesk handed the pink slip to a sizable chunk of their workforce. On February 4, it was reported that Salesforce will be cutting over 1,000 jobs from various departments as it was restructuring to prioritise its AI initiatives. This also comes at a time when the company was on a hiring spree for sales roles to meet the needs of their primary AI offering—Agentforce. Similarly, Workday laid off 1,750 of its staff, which is about 8.5 per cent of its workforce. The company reportedly cited its plans to invest in AI, global expansion, and office space reductions. Later in February, Autodesk announced a 9 per cent work force reduction, which would likely impact 1,350 employees as part of its strategy to focus on core business areas, including AI.
Why are big tech companies laying off staff?
Based on a broader view, there are numerous factors that drove the mass layoffs in February 2025. Uncertainty about the future of the economy has been a persisting concern, coupled with rising interest rates and inflationary pressures. These aspects have been pushing businesses to reassess their financial strategies. Most companies have cited economic volatility as a major driver for their cost-cutting initiatives. Also, overhiring during the pandemic has left many organisations overstaffed, prompting them to reduce unnecessary roles amid a decline in revenues.
Another major change is the increasing adoption of AI solutions rendering many jobs redundant, especially the likes of customer service, HR, marketing roles, etc. In some cases, mergers and acquisitions have also forced companies to restructure, resulting in overlapping roles and further job cuts. Waning investor confidence is also a reason, as many companies are facing stock price declines due to lower-than-expected revenue projects. This has pushed many companies to cut costs to maintain their profitability.
When compared, January saw significant job cuts, although fewer than February. Major layoffs in January included Amazon, which carried out large-scale layoffs, though the exact number was undisclosed. January’s layoffs were seen in sectors like e-commerce, finance, and tech media, reflecting continued adjustments following the holiday season. On the other hand, December 2024 reported a slightly different pattern, with layoffs in aerospace, finance, and energy sectors. Lilium, an aerospace company, laid off 1,000 employees, effectively cutting its entire workforce. The trend in December suggested an industry-wide shift toward downsizing, anticipating economic challenges in early 2025.
For now, there seems to be no slowing down for layoffs. However, some analysts have predicted the layoff wave could slow down by mid-2025; some believe continued economic uncertainty may spell more job cuts. With businesses increasingly adapting to changing market conditions, the workforce will need to stay agile.
Ref
Early in the twentieth century, the English adventurer Ernest Shack- leton set out to explore the Antarctic. Roald Amundsen, a Norwe- gian, had only just become the first explorer ever to reach the South Pole, leaving one remaining conquest: the crossing of the continent via the southernmost tip of the earth.
The land part of the expedition would start at the frigid Weddell Sea, below South America, and travel 1,700 miles across the pole to the Ross Sea, below New Zealand. The cost, Shackleton estimated at the time, would be about $250,000. "The crossing of the south polar continent will be the biggest polar journey ever attempted,"
Shackleton told a reporter for the New York Times on December 29,
1913. "The unknown fields in the world which are still unconquered are narrowing down, but there still remains this great work."
On December 5, 1914, Shackleton and a crew of twenty-seven men set out for the Weddell Sea on the Endurance, a 350-ton ship that had been constructed with funds from private donors, the British government and the Royal Geographical Society. By then,
World War I was raging in Europe, and money was growing more scarce. Donations from English schoolchildren paid for the dog teams.
But the crew of the Endurance would never reach the continent of Antarctica.
Just a few days out of South Georgia Island in the southern Adantic, the ship encountered mile after mile of pack ice, and was soon trapped as winter moved in early and with fury. Ice closed in around the ship "like an almond in a piece of toffee," a crew member wrote. Shackleton and his crew were stranded in the Antarctic for ten months as the Endurance drifted slowly north, until the pressure of the ice floes finally crushed the ship. On November 21, 1915, the crew watched as she sank in the frigid waters of the Weddell Sea.
Stranded on the ice, the crew of the Endurance boarded their three lifeboats and landed on tiny Elephant Island. There Shackleton left behind all but five of his men and embarked on a hazardous journey across 800 miles of rough seas to find help. Which, eventu- ally, they did.
What makes the story of the Endurance so remarkable, however, is not the expedition, it's that throughout the whole ordeal no one died, There were no stories of people eating others and no mutiny.
This was not luck. This was because Shackleton hired good fits.
He found the right men for the job. When you fill an organization with good fits, those who believe what you believe, success just happens. And how did Shackleton find this amazing crew? With a simple ad in the London Times.
Compare that to how we hire people. Like Shackleton, we run ads in the newspaper, or on the modern equivalents, Craigslist or Monster.com. Sometimes we hire a recruiter to find someone for us, but the process is largely the same. We provide a list of qualifica- tions for the job and expect that the best candidate will be the one who meets those requirements.
The issue is how we write those ads. They are all about WHAT and not about WHY. A want ad might say, for example, "Account executive needed, minimum five years' experience, must have working knowledge of industry. Come work for a fantastic, fast- growing company with great pay and great benefits." The ad may produce loads of applicants, but how do we know which is the right fit? Shackleton's ad for crew members was different. His did not say WHAT he was looking for. His ad did not say: "Men needed for expedition. Minimum five years' experience.
Must know how to hoist mainsail. Come work for a fantastic captain."
Rather, Shackleton was looking for those with something more.
He was looking for a crew that belonged on such an expedition. His actual ad ran like this: "Men wanted for Hazardous journey. Small wages, bitter cold, long months of complete darkness, constant danger, safe return doubtful. Honour and recognition in case of success."
The only people who applied for the job were those who read the ad and thought it sounded great. They loved insurmountable odds. The only people who applied for the job were survivors. Shackleton hired only people who believed what he believed. Their ability to survive was guaranteed. When employees belong, they will guarantee your success. And they won't be working hard and looking for innovative solutions for you, they will be doing it for themselves.
What all great leaders have in common is the ability to find good fits to join their organizations—those who believe what they believe.
Southwest Airlines is a great example of a company with a knack for hiring good fits. Their ability to find people who embody their cause makes it much easier for them to provide great service. As Herb Kelleher famously said, "You don't hire for skills, you hire for attitude. You can always teach skills." This is all fine and good; the problem is, which attitude? What if their attitude is not one that fits your culture? I love asking companies whom they like to hire, and one of the most common answers I am given is, "We hire only passionate people." But how do you know if someone is passionate for inter- viewing, but not so passionate for working? The truth is, almost every person on the planet is passionate, we are just not all pas- sionate for the same things. Starting with WHY when hiring dra- matically increases your ability to attract those who are passionate for what you believe. Simply hiring people with a solid resume or great work ethic does not guarantee success. The best engineer at Apple, for example, would likely be miserable if he worked at Mi- crosoft. Likewise, the best engineer at Microsoft would probably not thrive at Apple. Both are highly experienced and work hard. Both may come highly recommended. However, each engineer does not fit the culture of the other's company. The goal is to hire those who are passionate for your WHY, your purpose, cause or belief, and who have the attitude that fits your culture. Once that is established, only then should their skill set and experience be evaluated.
Shackleton could have had the most experienced crew money could buy, but if they weren't able to connect on a level much deeper than their ability, their survival would not have been a foregone conclusion.
For years, Southwest didn't have a complaints department— they didn't need one. Though Kelleher rightly talked about the need to hire for attitude, the airline in fact deserves more credit for hiring the good fits responsible for providing great service. Kelleher was not the only one making the hiring decisions, and asking everyone to simply trust their gut is too risky. Their genius came from figuring out why some people were such good fits and then devel- oping systems to find more of them.
In the 1970s, Southwest Airlines decided to put their flight at- tendants in hot pants and go-go boots as part of their uniforms (hey, it was the 1970s). It wasn't their idea; Pacific Southwest, the California-based airline after which Southwest modeled itself, did it first, Southwest simply copied them. Unlike Pacific Southwest, however, Southwest figured out something that would prove in- valuable. They realized that when they recruited flight attendants, the only people who applied for the job were cheerleaders and majorettes. That's because they were the only people who didn't mind wearing the new uniforms. Cheerleaders and majorettes, however, fit in perfectly at Southwest. They didn't just have a great attitude, their whole disposition was about cheering people on.
Spreading optimism. Leading crowds to believe that "we can win."
They were perfect fits at a company that was the champion of the common man. Realizing this, Southwest started to recruit only cheerleaders and majorettes.
Great companies don't hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you'll be stuck with whoever's left.
