Personal Computer

PC's have been in the world since 1970 so from today that would be 40 years. A long time ago way back in 1968 a researcher named Douglas Englebart wondered if we could have word-documents,video calls, and email in a machine. When Douglas Englebart showed the world his idea everybody wanted to build it. At the time people did have computers but only big company's had them because computers in the sixty's were as big as a whole room and maybe a little bigger. Know you see why Douglas Englebart wanted to try to build a personal computer. In 1970 one of the first personal computer that could sit on desk was called the (HP 9830) by Hewlett Packard. The HP 9830 had a keyboard, a small one-line display and printer. Although the HP 9830 was fit enough to fit on a desk it was still very expansive to own for an average person.
After years went by other PC's came out like the IBM and they got better and of course cheaper. People finally started owning personal computers. When it was 2001 125 million PC's were shipped worldwide and when it was 2002 more than 500 million PC's were in use. After all those big numbers of sales there weren't only three company's making computers but thousands it went crazy. The list below is a list of all what a PC should have.

1. Scanner
2. CPU (Microprocessor)
3. Primary storage (RAM)
4. Expansion cards Graphic Cards)
5. Power supply
6. Optical disc drive
7. Secondary storage (Hard disk)
9. Motherboard
10. Speakers
11. Monitor
12. System software
13. Keyboard
14. Mouse
15. External hard disk
16. Printer
All those parts make one true desktop. Windows and Apple are the leaders of the PC industries they are leading the PC world right Now. Computer technology is growing. We don't know how long PC's are going to last because we already have laptops and tablet PC's and they can fit right into your pocket. Thanks to Douglas Englebart we can have free education free mail and free voice calls
We can enjoy the world as we could never do before.



Right below is a conversation between Hewlett and packard.


Hewlett

Here we were with about $500 in capital trying whatever someone thought we might be able to do. So we got into this thing not by design but because it worked out that way.

I'd always been interested in scientific things, but my father – who died when I was 12 – was a greatly beloved doctor, and I did not want to compete with his image, so instead of getting interested in medicine I invested a lot of hours disassembling door locks and things like that. My mother just called it mischief.

When I talked to business schools occasionally, the professor of management is devastated when I say we didn’t have any plans when we started.

Believe you can change the world.

We really didn't know if this oscillator was any good. We simply put one together that worked pretty well, sent a letter out to universities and others, got three or four orders, and tried it again.

It is important to remember that both Dave and I were products of the Great Depression. We had observed its effects on all sides, and it could not help but influence our decisions on how a company should be run.

We did not want to run a hire-and-fire operation, but rather a company built on a loyal and dedicated work force. Further we felt that this work force should be able to share to some extent in the progress of the company.

We were just opportunistic. We did anything to bring in a nickel. We made a bowling alley foul-line indicator, a clock drive for a telescope, a thing to make a urinal flush automatically, and a shock machine to make people lose weight.

We knew what technology was available, and we figured out how little bits of it would fit within the area where we wanted to be. There was not one giant step that we took at any point; there were a lot of little steps. Pretty much we just stuck to our knitting. I think we were concerned about making a technical contribution and we operated on the assumption that if we made a contribution to society, rewards would follow.

We wished to operate, as much as possible, on a pay-as-you-go basis, that our growth be financed by our earnings and not by debt.

What we consider the HP Way doesn't just happen from the top; it's built into the organization. I tell HP people, 'You're really the propagators of the HP Way. You're where it resides.

Packard

I remember that while quite young I got a thrill from looking at pictures of railroads, bridges, motors, generators, and other mechanical and electrical equipment. I tried to simulate some of these devices with small-scale models in our backyard.

Somehow, we got into a discussion of the responsibility of management. [The moderator] made the point that management’s responsibility is to the shareholders - that’s the end of it. And I objected. I said, ‘I think you’re absolutely wrong. Management has a responsibility to its employees, it has a responsibility to its customers, it has a responsibility to the community at large.’ And they almost laughed me out of the room.

I think many people assume, wrongly, that a company exists simply to make money. While this is an important result of a company’s existence, we have to go deeper to find our real reason for being…A group of people get together and exist as an institution that we call a company…to do something worthwhile – they make a contribution to society.

If they don’t get inventories under control, they’re not going to be your managers for very long.

I spent many hours roaming the prairie, sometimes with childhood friends, sometimes alone, until my high school years, when studies and school activities consumed most of my time. But in those early years of roaming, my love of nature was born.

I started helping my mother when I was quite young, and gardening became a lifelong interest for me. I also found it to be an excellent recreational activity, for one quickly forgets the troubles of the world when absorbed with gardening.

To remain static is to lose ground.