¶ … Internet is arguably the greatest revolution in Human History. In considerably less than a century, information-gathering and communication have skyrocketed with no apparent end in sight. Google and Wikipedia are merely two examples of Internet developments that were probably unimaginable even 20 years ago but are widely-used realities today.
Searching for information on Google IS and IS NOT like trying to find a needle in a haystack. Was the library of the 19th century more efficient? Explain.
The answer to this question depends on several factors. At first blush, searching for information on Google is certainly like "trying to find a needle in a haystack" because "Some people have suggested that there are 155 million Web sites, 1 trillion Web pages, and 5 million terabytes of data out there" (Anonymous, Introduction to Computer Literacy | Chapter 6 | The search is on, 2012, p. 8). Since Google allows a person to research the entire Internet, the amount of information that could be retrieved from a simple search phrase is mind-boggling. However, there are three factors that can make a search for information on Google more precise: PageRank; Web Crawlers; and a carefully crafted search phrase. Despite the fact that Larry Page and Sergey Brin started developing Google when Yahoo, Alta Vista, Excite and Lycos were already operating as search engines, Google became the world's largest search engine by 2000 (Anonymous, Introduction to Computer Literacy | Chapter 6 | The search is on, 2012, p. 8). This popularity is due, in part, to the efficiency of PageRank and Web Crawlers, both developed by Google. Web...
They suggest that the laws necessary to protect informational privacy from unauthorized collection and use simply must catch up to the realities presented by modern digital technology exactly the way the laws now prohibiting unwarranted wiretapping of telephones once lagged behind the obvious implications of failing to incorporate the needs posed by modern technology into appropriate legislation (Levin, 2012). Competing Interests and Positions On balance, there are legitimate justifications for imposing
192). But economic realities, Hiltzik asserts, will eventually win out, as today's telephone customers become more and more used to the new internet telephone technology, and to the much cheaper telephone calling rates that it would allow. Already, Hiltzik adds, telephone companies like ATT are looking ahead by investing in such new internet technology. As all six of the "opposing viewpoint" authors observe, albeit in ways different from one
Revolution Characteristics of Revolution To determine whether or not we are in a revolution at present requires understanding of what a revolution is. The most recent bases for revolutions that we have are the Industrial Revolution and the Agricultural Revolution, though arguably there was also a Transportation Revolution as well that was more transformative than either of these. The underlying principle of a societal revolution is that after a period of technological
Navies in American Revolution For hundreds of years, maritime expansion represented the only way to reach distant shores, to attack enemies across channels of water, to explore uncharted territories, to make trade with regional neighbors and to connect the comprised empires. Leading directly into the 20th century, this was the chief mode of making war, maintaining occupations, colonizing lands and conducting the transport of goods acquired by trade or force. Peter
Management Technologies in American Corporations An exploration of knowledge organizations and their management of information using both the Internet and digital means This paper will explore the pros and cons of both, and make recommendations for implementing them into companies, both large and small, and finally show real-world examples of these technologies in use in some of the most prominent American companies today. Today, we live in a very complex world. Technology
Limitations of Supervision and Leadership in the Workplace The world has changed significantly in the last five decades or so. There have been tremendous technological advances, globalisation, political and regulatory changes, as well as socioeconomic shifts. As Mckinsey & Company managing director Dominic Barton puts it, "we are living in quite turbulent times" (Mckinsey & Company, 2011). These changes have presented new challenges for managers and leaders in the modern
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