World Wide Web Foundation – Founded by Tim Berners- Lee, inventor of the Web, the World Wide Web Foundation empowers people to bring about positive change. World Wide Web. FOUNDATIONThe Web Foundation was established in 2. Web, Sir Tim Berners- Lee. Today, we’re working with more than 1. History of the World Wide Web. The World Wide Web (. The term is often mistakenly used as a synonym for the Internet itself, but the Web is a service that operates over the Internet, just as e- mail also does. The history of the Internet dates back significantly further than that of the World Wide Web. Precursors. Although the computer system in the story is centralized, the story anticipates a ubiquitous information environment similar to the Web. World-Wide Web Tim Berners-Lee, Robert Cailliau C.E.R.N. This simple view is known as the hypertext paradigm. The reader sees on the screen a document with sensitive parts.World Wide Web The WorldWideWeb (W3. Pointers to the world's online information, subjects, W3 servers, etc. If you would like to support the web. Read and Download Ebook Dictionary Of The World Wide Web PDF at Our Huge Library 2/2 Dictionary Of The World Wide Web Dictionary Of The World Wide Web. As a result, CERN's infrastructure was ready for Berners- Lee to create the Web. Berners- Lee and Cailliau pitched Berners- Lee's ideas to the European Conference on Hypertext Technology in September 1. Internet. The browser could access Usenet newsgroups and FTP files as well. However, it could run only on the Ne. XT; Nicola Pellow therefore created a simple text browser that could run on almost any computer called the Line Mode Browser. Jones stored the plain- text page, with hyperlinks, on a floppy disk and on his Ne. XT computer. He brought the Ne. World-Wide Web = WWW Introduction **** 2 The World-Wide Web: summary The following gives an overview of the World-Wide Web: 1. Introduction: Description / definition of the WWW and its relation with the. Designed and produced by the World Wide Web Foundation, the Web Index is the world’s first measure of the World Wide Web’s contribution to social, economic and political progress in countries across the world. Read Online world wide web, world wide web PDF, Download world wide web Created Date: 20160915031914-04'00'. The World Wide Web (WWW) is an information space where documents and other web resources are identified by URLs. W3C Recommendations Reduce 'World Wide Wait' World Wide Web Size Daily estimated size of the World Wide Web. Internet versus World Wide Web comparison chart; Internet World Wide Web; Estimated year of Origin: 1969, though opening of the network to commercial interests began only in 1988: 1993: Name of the first version: ARPANET. XT software back to SLAC, where librarian Louise Addis adapted it for the VM/CMS operating system on the IBM mainframe as a way to display SLAC. By January 1. 99. Web servers across the world; by October 1. Early Web users would navigate either by bookmarking popular directory pages, such as Berners- Lee's first site at http: //info. NCSA . Some sites were also indexed by WAIS, enabling users to submit full- text searches similar to the capability later provided by search engines. By the end of 1. 99. Early browsers. This shortcoming was discussed in January 1. Both programs ran on the X Window System for Unix. Lynx was available on Unix and DOS, and some web designers, unimpressed with glossy graphical websites, held that a website not accessible through Lynx wasn. Bruce for the Legal Information Institute at Cornell Law School to provide legal information, since access to Windows was more widespread amongst lawyers than access to Unix. Cello was released in June 1. In November 1. 99. NCSA at the University of Illinois (UIUC) established a website. In December 1. 99. Andreessen and Eric Bina, students attending UIUC and working at the NCSA, began work on Mosaic with funding from the High- Performance Computing and Communications Initiative, a US- federal research and development program. Clark, former CEO of Silicon Graphics, met and formed Mosaic Communications Corporation in April of 1. Mosaic Netscape browser commercially. The company later changed its name to Netscape, and the browser was developed further as Netscape Navigator. Web governance. In April 1. CERN had agreed that anyone could use the Web protocol and code royalty- free; this was in part a reaction to the perturbation caused by the University of Minnesota's announcement that it would begin charging license fees for its implementation of the Gopher protocol. In September 1. 99. Berners- Lee founded the World Wide Web Consortium (W3. C) at the Massachusetts Institute of Technology with support from the Defense Advanced Research Projects Agency (DARPA) and the European Commission. It comprised various companies that were willing to create standards and recommendations to improve the quality of the Web. Berners- Lee made the Web available freely, with no patent and no royalties due. The W3. C decided that its standards must be based on royalty- free technology, so they can be easily adopted by anyone. More dotcoms, displaying products on hypertext webpages, were added into the Web. Although a number of these new entrepreneurs had realistic plans and administrative ability, most of them lacked these characteristics but were able to sell their ideas to investors because of the novelty of the dot- com concept. Historically, the dot- com boom can be seen as similar to a number of other technology- inspired booms of the past including railroads in the 1. In 2. 00. 1 the bubble burst, and many dot- com startups went out of business after burning through their venture capital and failing to become profitable. Many others, however, did survive and thrive in the early 2. Many companies which began as online retailers blossomed and became highly profitable. More conventional retailers found online merchandising to be a profitable additional source of revenue. While some online entertainment and news outlets failed when their seed capital ran out, others persisted and eventually became economically self- sufficient. Traditional media outlets (newspaper publishers, broadcasters and cablecasters in particular) also found the Web to be a useful and profitable additional channel for content distribution, and an additional means to generate advertising revenue. The sites that survived and eventually prospered after the bubble burst had two things in common; a sound business plan, and a niche in the marketplace that was, if not unique, particularly well- defined and well- served. That, plus ongoing investment in local cell infrastructure kept connectivity charges low, helped to make high- speed Internet connectivity more affordable. During this time, a handful of companies found success developing business models that helped make the World Wide Web a more compelling experience. These include airline booking sites, Google's search engine and its profitable approach to keyword- based advertising, as well as e. Bay's auction site and Amazon. This new era also begot social networking websites, such as My. Space and Facebook, which gained acceptance rapidly and became a central part of youth culture. Web 2. 0. This new model for information exchange, primarily featuring user- generated and user- edited websites, was dubbed Web 2. The Web 2. 0 boom saw many new service- oriented startups catering to a newly democratized Web. As the Web became easier to query, it attained a greater ease of use overall and gained a sense of organization which ushered in a period of rapid popularization. New sites such as Wikipedia and its sister projects are based on the concept of user edited content. In 2. 00. 5, three former Pay. Pal employees created a video viewing website called You. Tube, which became popular quickly and introduced a new concept of user- submitted content in major events. The popularity of You. Tube, Facebook, etc., combined with the increasing availability and affordability of high- speed connections has made video content far more common on all kinds of websites. Many video- content hosting and creation sites provide an easy means for their videos to be embedded on third party websites without payment or permission. This combination of more user- created or edited content, and easy means of sharing content, such as via RSS widgets and video embedding, has led to many sites with a typical . They have articles with embedded video, user- submitted comments below the article, and RSS boxes to the side, listing some of the latest articles from other sites. Continued extension of the Web has focused on connecting devices to the Internet, coined Intelligent Device Management. As Internet connectivity becomes ubiquitous, manufacturers have started to leverage the expanded computing power of their devices to enhance their usability and capability. Through Internet connectivity, manufacturers are now able to interact with the devices they have sold and shipped to their customers, and customers are able to interact with the manufacturer (and other providers) to access new content. This has yet to happen. In 2. 00. 6, Berners- Lee and colleagues stated that the idea . Archived from the original on August 1. World Wide Web Consortium. Retrieved 2. 2 July 2. World Wide Web Consortium. Retrieved 2. 2 July 2. World Wide Web Consortium. Retrieved 2. 2 July 2. Cataloging the World: Paul Otlet and the Birth of the Information Age. Oxford ; New York: OUP USA. World Wide Web Consortium. Retrieved 2. 4 August 2. Weaving the Web: The Original Design and Ultimate Destiny of the World Wide Web. San Francisco: Harper. World Wide Web Consortium. Retrieved 2. 2 July 2. World Wide Web Consortium. Retrieved 1. 7 August 2. HTML 3: Electronic Publishing on the World Wide Web. Harlow, England ; Reading, Mass: Addison- Wesley. Retrieved 2. 4 January 2. Retrieved 1. 1 July 2. Weaving the Web: The Original Design and Ultimate Destiny of the World Wide Web. San Francisco: Harper. The History of Webcomics. Retrieved 2. 1 July 2. International World Wide Web Conferences Steering Committee. Retrieved 1. 6 May 2. Weaving the Web: The Original Design and Ultimate Destiny of the World Wide Web. San Francisco: Harper. Retrieved March 1. IEEE Intelligent Systems. Retrieved April 1. University of North Carolina. Retrieved July 3, 2.
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Help Yourself Resources, Tools, and Recommended Reading 'Thank God for the Feedback: Using Feedback to Fuel Your Personal, Professional and Spiritual Growth.'. Quest Leadership Coaching Value Proposition 1. Quest Leadership Coaching Our commitment to your success Greg Atchison, Ph.D., ACC (636. Through the Leadership Development Programme (LDP) the leadership skills of a candidate are honed and nurtured. The programme is based on a 360 degree feedback and. At most places, says Peter Cappelli, head of Wharton’s Center for Human Resources, reviews occur annually. Humans are hard- wired to focus on the negative,” Cappelli notes. For example, because more and more companies — from software and engineering to advertising, accounting and consulting — are heavily project- oriented, reviews are often done when projects are completed or at set points along the way. The annual review then becomes a no- surprises summary at the end of the year used primarily to share information about raises, bonuses and other compensation. They want the same from their employers. As Daniel Pink, a workplace expert and author, noted in a recent article in The Telegraph titled “Think Tank: Fix the Workplace, Not the Workers,” millennials have “lived . It’s hard to get better at something if you receive feedback on your performance just once a year.” Competing Agendas. Cappelli cites studies showing that 9. U. S. Given their ubiquity, why do performance reviews have such a bad reputation? Wharton management professor Matthew Bidwell suggests that reviews tend to have competing goals: Employees, for their part, are looking for frank, honest and helpful feedback, but know that if they don’t use the review time to pump up their performance, they might not get the top bonus or best raise. Meanwhile, organizations “want to allocate rewards according to performance and merit, and they want to provide developmental feedback so that employees can improve,” says Wharton management professor John Paul Mac. Duffie. If the organization — in trying to make everybody feel good — doesn’t allocate rewards according to performance, then it will be seen as an unfair process.”Also skewing the performance review process are biases that may be subtle or overt. For example, some managers tend to give better reviews to employees they themselves have hired. Other managers — and there is “overwhelming evidence” of this, according to Bidwell — show bias against women and African Americans, although there are indications “that those biases disappear over time.” Still other managers can be motivated by organizational politics or influenced by manipulative employees. A Sibson Consulting/Worldat. Work survey found that 5. HR executives give their performance management systems a “C” or below, in part because managers don’t receive the training they need to deliver effective appraisals. Samuel Culbert, a professor in the Anderson School of Management at UCLA, is an outspoken critic of performance reviews. The people being reviewed worry about pleasing their boss before they concern themselves with delivering results to the company,” states Culbert, author of Get Rid of the Performance Review! How Companies Can Stop Intimidating, Start Managing — and Focus on What Really Matters. In addition, reviews encourage employees not to speak out about problems they observe because it could adversely affect their career paths and compensation, Culbert states. As examples, he points to “employees at Toyota, BP and the nuclear reactor site in Japan who knew about defects” in their companies’ products, but failed to report them because of a lack of trust between employees and management. Others are equally dismissive. Performance reviews “are rarely authentic conversations,” writes Daniel Pink in “Think Tank.” More often, “they are the West’s form of Kabuki theatre — highly stylized rituals in which people recite predictable lines in a formulaic way and hope the experience ends quickly.” Insler points to another problem with the traditional review. The company also has a semi- annual process — “focused on the developmental side of performance by noting employees’ key strengths and working on how to leverage them” — and then the more formal year- end review. The company also recommends ongoing monthly or quarterly dialogue with employees in addition to the mid- year and year- end reviews. We suggest at least a monthly conversation where you do a catch up review and offer the individual the opportunity to give feedback.” Feedback Loops and Other Innovations. Indeed, the importance of frequent feedback crops up in almost every discussion of how to improve performance reviews. Daniel Debow is co- CEO of Rypple, a Toronto- based social software company that creates products designed to help people share continuous real- time feedback and provide coaching. Rypple’s target market is the 5. The target employees are millennials because “they grew up in an age where feedback was how you learn,” says Debow, expanding on Pink’s earlier comments. Millennials are clear on what they want their career to be about. They don’t expect to be in one company forever, but rather to develop a reputation and skill set that will carry them from job to job and help them establish their personal brand.”According to Debow, senior level executives benefit from feedback as well. In addition, notes Debow, feedback is done in “small continuous loops” in real time so that employees can act on that feedback immediately. The third part of the system is coaching. That involves setting goals and helping people achieve them through collaborative one- on- one meetings.” Joe Cruz, senior IT project leader at Wharton, has been using Rypple since October. If I had a negative comment, that would be private; it keeps the feedback cycle going. Rypple is not a replacement for the program we have,” adds Cruz, “but a supplement to helping us maintain our high quality of execution.”Cruz and others in his division “set up teams on the Rypple site with relationships built in. So I am directly connected to three people on my team. We can provide to- do lists, goals and feedback about each other’s performance. We use Rypple to drive our biweekly, one- on- one discussions and monthly group meetings. Because Rypple’s communication system is separate from all the emails we get, there isn’t as much noise in the experience. It can help filter out unnecessary information and keep us on track.”Other companies have come up with approaches to performance reviews that get away from the more traditional methods. Culbert suggests performance previews rather than reviews, and he defines them as “discussions that take place when there is still time to get good results.” He suggests that companies “change the politics by putting the bosses’ skin in the game. Their job is to make sure every direct report succeeds; to ensure this, their evaluations should be the same as their direct reports.” And he advises setting up conversations between employees and bosses “to make sure they . Instead, bosses are taught how to truly manage. It was a sign of being appreciated.” Pink in “Think Tank” suggests that performance reviews be done by peers. He tells of a large American engineering firm that allows employees at any time to award a $5. Instead of annual acknowledgements from bosses “who may not remember your heroic deeds, these modest bonuses allow colleagues to recognize good work instantly.” The result is a workplace where feedback “more regularly bursts through the dry sands of office life.” In 2. Pink reports, employees in the engineering firm gave each other close to 2,0. Other advocates of non- traditional performance reviews suggest 3. The feedback is often anonymous and the idea is to have more than one evaluator. Another approach is forced rankings. Forced rankings don’t allow that to happen. But the problem is “they foster a lot of competition among peers. Also, to the extent they are done across a large group of individuals, they are seen as political.”Jeffrey Pfeffer, a professor at Stanford University’s Graduate School of Business, would agree. In a Businessweek article, Pfeffer notes that “peer comparisons invariably create competition and discourage collaboration — a big problem . Since performance assessments often require half the staff to be rated below average, they can pose a threat to people’s self- esteem. As a result, employees often discount them.” Besides feedback, a key theme in discussions about performance reviews is the need to “better train and educate supervisors and managers around how to conduct these discussions,” says Insler. Good managers provide feedback and direction that will help individuals achieve success. They worry about who is at fault and who can get blamed if something goes wrong.”Case Study. SAS is the world’s largest privately held software company, with 1. Headquartered in Cary, N. C., SAS has more than 4. In 2. 01. 0 and again this year, it was ranked number one on Fortune’s “1. Best Companies to Work For” list. The company is a leader in business analytics, software and services. Mac. Duffie teaches a case study on SAS in his courses at Wharton, and over the years has invited senior executives from the company to be guest lecturers. Until the last decade, says Mac. Duffie, the company did not have a performance review process. That changed, however, when the vice president of human resources saw that new employees hired from universities (often Ph. D or faculty- level statisticians) “were accustomed to feedback in the university setting” and felt the company would benefit from a formal appraisal process, Mac. Duffie says. SAS was certainly in favor of feedback, he adds, “but the belief was that good managers should be providing informal feedback all year rather than saving it for a formal annual review. |
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