...Sistemas Operativos Historia En la década de 1940, los primeros sistemas electrónicos digitales no tenían sistemas operativos. Los sistemas de la década de 1950 en general funcionaban solamente con un proceso a la vez. Y se permitía una sola persona a la vez para utilizar la máquina. Todos los recursos de la máquina estaban a disposición del usuario. La facturación por el uso de la computadora era simple- porque el usuario tenía toda la máquina. Originalmente, cada usuario escribía todo el código necesario para implementar una aplicación concreta, incluidas las muy detalladas de la máquina de nivel de entrada/salida de instrucciones. Muy rápidamente, la codificación de entrada/salida necesaria para implementar funciones básicas se consolidó en un sistema de control de entrada/salida (IOCS). Los usuarios que deseaban realizar operaciones de entrada/salida ya no tenían que codificar las instrucciones directamente. En su lugar, utiliza las rutinas IOCS para hacer el trabajo real. Los primeros sistemas de almacenamiento real para un solo usuario fueron dedicados al trabajo más que al tiempo de ejecución del trabajo en sí. Los trabajos generalmente requerían un tiempo de configuración considerable alto durante el cual el sistema operativo, cintas y paquetes de discos se montaban, y las formas adecuadas se colocaban en la impresora, etc. Cuando los trabajos se completaban, se requería un tiempo considerable de "desmontaje" como cintas y paquetes de discos que eran retiradas, etc...
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...P A R T I Discovering Momentum 1 1 The Power of Momentum Where’s the Impetus? Momentum. Most businesses get it at some point: the impression that everything they undertake succeeds effortlessly, as if they’re being carried along by a tailwind that increases their efficiency and propels them on to exceptional growth.1 Some hold on to it. Most don’t. Slowly, imperceptibly, the tailwind turns around and the momentum disappears, without anyone quite realizing what has happened. The company is still growing, but not as strongly as before, not as efficiently. Everyone’s maxing out, but it seems like there’s molasses in the works. Sound familiar? Sooner or later, it hits you in the face. Imagine you are meeting up with a senior analyst whose opinion counts with some of your company’s biggest investors. You think you’re on safe ground—after all, your company is doing better than the competition. But the analyst is in full gimlet-eyed, illusion-killing mode. “That’s nothing to crow about,” she says. “Yeah, you’ve got reasonable growth, but it’s nothing exceptional. You’re a safe bet, nothing more. Okay, I might tell my mom to buy, but 3 The Momentum Effect then she’s happy with inflation plus one. The way we see it, you’re really grinding it out. We reckon the strain’s getting harder, too. There’s no impetus—no momentum.” Words like that can really take the gloss off a day. The next time you gather your team, you don’t congratulate them on beating their targets—you...
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...This page intentionally left blank Entrepreneurship Second Edition William Bygrave Babson College Andrew Zacharakis Babson College John Wiley & Sons, Inc. To Frederic C. Hamilton and John H. Muller, Jr., pioneers, entrepreneurs, and benefactors of Babson College. VICE PRESIDENT AND PUBLISHER EDITOR EDITORIAL ASSISTANT MARKETING MANAGER PHOTO EDITOR DESIGNER PRODUCTION MANAGER SENIOR PRODUCTION EDITOR GEORGE HOFFMAN LISE JOHNSON SARAH VERNON KAROLINA ZARYCHTA HILARY NEWMAN RDC PUBLISHING GROUP SDN BHD JANIS SOO JOYCE POH Cover image © panorios/iStockphoto This book was set in 10.5/12pt Adobe Garamond by Laserwords Private Limited and printed and bound by RR Donnelley. The cover was printed by RR Donnelley. This book is printed on acid free paper. Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years, helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of principles that include responsibility to the communities we serve and where we live and work. In 2008, we launched a Corporate Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face in our business. Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical conduct within our business and among our vendors, and community and charitable support....
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