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Looking up the Information and Technology Division down by Boston's Government Center on a cool February morning. The picture is a DRI made of three exposures (-1, 0, +1). I used some lighting effects for the gradient (two soft omnis with increased intensity and ambience) and messed with the RGB curves a bit (blended across layers) in CS4.

 

Android Design Patterns

Not many people identify with 'typical environmentalists', but an image of 'petrol-heads' admiring a recognised status symbol is likely to resonate more widely beyond the green ghetto.

 

WHAT IT SHOWS: Tesla Roadster (an electric vehicle) at a street fair. Photo by Wendell (CC BY-NC-ND 2.0) Original Image & License Information

Les informations voyagent à la vitesse de la lumière dans la fibre optique.

 

The information travels at the speed of light in the optical fiber.

 

Press L to view in full screen.

 

Interesting impressions

 

michelgrenier.ca

Shared from TechCrunch

  

Inflect, a San Francisco-based startup that wants to make it easier for businesses to find the right co-location facilities, network service and exchange providers, today announced that it has added over 30 service providers and information about 2,200 data centers... digitalmajority.com/news-feed/tech-news/inflects-infrastr...

The reason is that till date, in spite of advances in information technology and strategies of information, the written word in the form of books still remains one of humanity's most enduring legacies. - Ibrahim Babangida -. Find us at SIAJNAD.COM

Get Pushed Round 6

 

My Partner for this round is jeroen_bennink and he wrote:

 

"...I would love to see your take on "Information Communication and Technology"..."

 

I was immediately intrigued because as Jeroen correctly pointed out in his push, "I went through your photo stream and I saw that you shoot a lot of nature photo's, green colors, outsides, animals and people. Also you like to do macro's."

 

I joined Get Pushed for the challenge of going outside my normal range. I believe it will make me a better photographer. Tonight, when I showed my wife my final product in response to Jeroen's push, she asked me to get this shot developed for my office. It has been a long time since a photo I took elicited that response. Thank you Jeroen for pushing me to a new adventure in photography. Your push was much more difficult than I originally suspected. I even thought about asking you to give me a different push a couple of times through the process. I am glad I stuck with it. I am very pleased with the final product and I hope you enjoy it too.

 

Listening to Red Hot Chili Peppers - The Adventures of Rain Dance Maggie. [Official Music Video]

 

Entered Explore at 103 on August 21! Thanks so much :-D

To control Information Technology (IT) costs we think about and act within the enterprise as a whole, in part because we sell enterprise and mid-level solutions. We apply an Enterprise Architecture (EA) strategy which at the top level is comprised of infrastructure and communication considerations. This is not just about technical infrastructure, defined or designed by IT, because it is highly likely that such individual solutions (one offs) will not align to core business strategies (vertical needs verses horizontal needs spanning the whole company).

 

It is not really possible to do this, that is consider the entire company's needs, without significant participation by the business for which we use terms such as Solution Delivery or Product Management. Product and program managers from a solution delivery framework gather information, report back to the business, and return to apply the business strategies to align with short, medium, and especially long term business goals.

 

This business and implementation strategy focus is a change agent, to reduce siloed thinking, and achieve more horizontal capability across units. We reduce multiple applications, which take time to manage and maintain, and where it makes sense, fold them into one. Because we take security and privacy of our customers very seriously, any applications which may be at risk have been identified and are brought up into our standards. The process of combining risk management goals, application and data reduction streams saves money, although the process of so much change at once can be stressful at the unit, project, and personal levels.

 

We seek to empower self-service among our partners, customers and employees, for access to all kinds of information they need, and internally reduce redundant data stores, for example referring to customers by one identifier if possible. This is especially challenging in our partner relationships with multiple data stores that contain similar information about customers which are identified in completely different ways. This is the reason for serious data modeling and tight or loose coupling where needed – to retrieve and move information back to the partner systems. We leverage Microsoft software, and then buy, build, minimize or reuse existing systems.

 

In order to be more successful in our efforts to control IT costs we strive to increase flexibility among existing staff and provide rewards for strategic thinking – this strategic thinking aligns along company-wide goals. We need people with the right skills who work in efficient methods, only including the people who need to be included to make decisions or act. In fact we need to change confrontational and passive aggressive behaviors internally to collaborative personality styles – changing the organizations culture is doable but difficult. For more information I recommend reading "The Heart of Change" by Kotter and Cohen.

 

The technologies we invest in to help control IT costs are our own. We custom write stuff served up on Microsoft servers and plan to use SharePoint as the UI for our new change request tool. We are substantially reducing and eliminating the number of different applications (SQL stored procedures or XML Blobs mostly) we use and maintain on a daily basis. We are moving from C++ to C#/.NET (C Sharp and .Net technologies).

 

We use Microsoft software as our strategy to control IT costs - it is easy to manage, and has great support. Some team members keep an eye on relevant Open Source software as competitive analysis.

 

Our company is getting the maximum value from its data center investment because we have not invested to the level we need for our infrastructure. We expect to remediate this lack of investment after deploying skilled, thoughtful product managers with the right combination of education and practical experience to assist in this effort through the next couple of years.

 

What is our organization doing to maximize the value from its data center investment? In addition to the other things mentioned we outsource development and support to India, Israel, and developing countries, etc. We also are making use of tax advantaged locations for large savings in transactions.

 

We are adding metrics and measurements by which we evaluate not just personal progress but internal and external customer satisfaction with our IT initiatives on a project by project basis to self-improve.

 

The practices which enable us to maximize value from our IT investment are varied and multifaceted. To maximize ongoing investment we are adding solution delivery strategies, planning ahead, and aligning IT with company-wide goals. Of course in our space we have some unique issues, and as a public company even more so. One thing that may surprise you is some of our projects we do end to end locally because of how critical success is. We leverage our best, most successful local managers to produce projects and design larger scale solutions if we determine it is the best strategy – so in this way we are flexible – we don't just out source everything.

 

We are in the process of reducing the number of applications we need to maintain, and where it is appropriate fold one into another so long as the user interface or back ends do not become unmanageable. We are making over our change request platform from top to bottom which we feel will enable quicker turnarounds on change requests – it is both loosely and tightly coupled where it needs to be. For the presentation layer we choose Microsoft SharePoint.

 

Conversely, what factors are inhibiting our organization from reaping the maximum value from its data center investments? The factors inhibiting the maximum value include a lack of foresight in strategic planning for long term goals –

 

1. Putting temporary things together to just meet immediate needs.

 

2. Focusing on small details and not seeing the big picture.

 

3. Lack of metrics to evaluate progress, process, and client / customer / partner success.

 

4. Unwillingness of team members to change or promote change even when it is in their and the companies' best interest.

 

5. Having too many data centers, identifying customers in too many ways.

 

How important is productivity within the IT function in our efforts to control IT costs and maximize our data center investment? Functionality, capacity, and reliability far outstrip productivity, but that is only because we have already hit very high productivity goals and exceeded them. Here are some of the metrics we examine:

 

Metrics

 

Percentage of project budgeted costs

Scope requirements

Total cost of ownership

Traceability

Defects rate (sev1, sev2, sev3 bugs - zero tolerance for sev1)

Completed requirements

Customer satisfaction scores (cust sats)

Schedule slippage

Flexibility of management styles

End-to-end throughput time per client-side user request

System extensibility

Scalability

Maintainability

Defects per thousand lines of code (KLOC or by function)

Support functionality and documentation availability, and completeness prior to launch

Rates of failure

Restoration (emergency)

Availability

Test effectiveness

Business acceptance

System acceptance (signoff)

Average turn around time for service and change requests

Number of security or privacy defects (last two should be zero tolerance in launch candidates)

Number of post freeze change requests

Among the mandatory metrics used are peer review effectiveness of code, and post mortems and overall customer satisfaction. In other words we do not consider just ontime delivery of products, enhancements, or new functionality.

 

What is our organization doing to improve productivity within its IT function?

Getting the right people – some people grew with us or came to us with deep knowledge from the school of hard knocks – work experience – we seek to capture the most knowledgeable and either increase their education or find those with both practical work experience and advanced degrees. Good thing this is Seattle with its heavily educated population. New programs at the university level such as Informatics and Information Management are producing the people we need – not just MBAs or Master of Comp Sci - because so much of our development work we outsource to India and developing countries, and IT is not traditionally closely aligned with marketing or sales. We do outsource much of the development work as is possible.

 

The undergrad Informatics and Master of Science in Information Management programs at the University of Washington are housed in Mary Gates' Hall, renovated and named in honor of Bill Gate's late mother, it's headed by Mike Crandall (Dublin Core, Microsoft, Boeing). So you can see this is the direction we are going regionally, because that is where the spend is. Another great information school is at the University of California at Berkeley, housed in one of the oldest and most architecturally beautiful collegiate buildings on the west coast, South Hall. On the physical level all Berkeley had to do is add wireless. Excellent academics such as the seminal thinker Dr Michael Buckland are there at Berkeley, and business leaders such as Mitch Kapor. Industry wide I think iSchools are having an effect, adding a more well rounded, even playful culture to high tech operations.

 

Improving and opening the culture is important. Having a shared lexicon is one of the benefits of educated people; those with MSIM (master of science in information management), Informatics, technical MBA degrees can comunicate effectively with highly technical people - this can produce enormous savings and long term cost benefits. Increased, clear, enthusiastic communication saves IT costs.

 

In strategy meetings, for example, we often include Enterprise Architects to assist in stack ranking program and project development, because this helps reduce redundant systems.

 

Our organization's ability to measure the return on investment (ROI) or success of its IT investments is “Fair but mixed,” we want ROI to be easily measureable and this means evaluating the correct things, asking the right questions in the first place, not following other organizations techniques, although we examine them as examples.

 

We are adding ways to evaluate our ROI – we do use business analysis methods. There is always an identifiable way to analyze and measure the relationship of what something costs even if it appears intangible such as Brand protection.

 

Considering the strategic and tactical stuff we are doing, at the core, creativity is what drives our success. Creativity is always a very difficult thing to measure. In fact it could be said that if you try, you are barking up the wrong tree. However creative thinking around practical goals has provided us success. This is where the ideas around flexibility and being very responsive come to play.

 

We have found very very high ROI around outsourced projects because they must be clearly defined within the Software Development Lifecycle (SDLC) and Sarbanes-Oxley Act of 2002 (SOX) compliance.

 

Those people who actually think out of the box are oftentimes not recognized by co-workers and management. Change is perceived as negative among full time staff. We seek to show support for both full time employees and consultants, and change this view and enhance their ability to communicate ideas. That is why our management keeps an open door policy. Unfortunately like any other policies the hazard is that individual managers must believe in our policies around openness and creativity; such self-selecting polices are impossible to enforce.

 

Our organization uses balanced scorecards, Six Sigma and other types of internally derived quantitative value measurement methods to measure the ROI or success of our IT investments.

 

The continued use of these methods we expect will substantially improve the management and measurement of our IT investments. Some of the metrics are at the discretion of the product or program manager, others are mandatory. In part we have some success- at issue is adopting metrics and measurement as well as Enterprise Architecture and engaging with open arms increased strategic thinking and planning.

 

Senior management must come together and present a unified strategy for the entire company – which is a top down management style but it must be embraced from the bottom up. This is within a framework of enforced change as we seek to achieve excellence in all of our business units, especially in core infrastructure – those units which either produce money, or cost money. Some of our key investments we know are lost leaders, but other research will more than make up for those. Enforced change in this context means business units receive minimum budget until they comply.

 

We are still feeling the effects of the changes the Web brings in enterprise directly and for our customers; we continue to learn from the effects of communities and communication via the Web. The opportunities for growth are so enormous that it is all the more important that we curb spending where it is not required and apply it as much as possible to grow in creative arenas which still have huge untapped profit potential. It is not just about money, among hard core technologists – those who really love it – money is secondary in many ways - it’s about the fun stuff technology can bring as well as the benefit to serve humanity that technology brings.

 

High tech, information technology, and software development have made some strides to maturity but we are still learning new things; it will be a learning industry, discovering and inventing stuff for a long time to come.

 

p.s.

Enforced Change is a radically different challenge, and promises different ways of looking at human-to-human, individual-to-corporation, corporate-to-corporate, human-to- computer interactions, etc, which I plan to cover in future articles, so stay tuned!

  

We had to address information technology in the ways we had not before and give the agents the tools that they need to do their job more efficiently and more expeditiously. - Robert Mueller -. Find us at SIAJNAD.COM

MISSION ETERNITY is an information technology driven cult of the dead.

 

etoy.CORPORATION digitally sends M∞ PILOTS across the ultimate boundary to explore afterlife, the most virtual of all worlds.

 

The plan is to install a community of the living and the dead that reconfigures the way information society deals with memory (conservation/loss), time (future/presence/past) and death.

 

Under the protection of thousands of M∞ ANGELS (the living) M∞ PILOTS (the dead) travel space and time forever.

 

Independent of religious beliefs and scientific speculations, MISSION ETERNITY starts from the premise that all humans leave behind mortal remains and a massive body of information. We all continue to exist as biomass and traces in the global memory: in governmental data-bases, in family archives, in professional records, and in emotional data stored in the bio-memory of our social network.

 

At the heart of MISSION ETERNITY stands the creation and ultra-long-term conservation of M∞ ARCANUM CAPSULES, interactive portraits and digital communication systems for human beings facing death (M∞ PILOTS).

 

The M∞ ARCANUM CAPSULES contain digital fragments of the life, knowledge and soul of the users and enable humans to maintain an active presence post mortem: as infinite data particles they forever circulate the global info sphere – hosted in the shared memory of thousands of networked computers and mobile devices of M∞ ANGELS, people who contribute a part of their digital storage capacity to the mission.Read more...

UNITEN February Intake 2017:

 

College of Computer Science & IT Programmes Offered:

Bachelor of Computer Science (Cyber Security) (Hons.) ( 3.00 years )

Bachelor of Computer Science (Software Engineering) (Hons.) ( 3.00 years )

Bachelor of Computer Science (Systems and Networking) (Hons.) ( 3.00 years )

Bachelor of Information Technology (Graphics and Multimedia) (Hons.) ( 3.00 years )

Bachelor of Information Technology (Information System) (Hons.) ( 3.00 years )

Bachelor of Information Technology (Visual Media) (Hons.) ( 3.00 years )

 

Apply now at www.uniten.edu.my/admission/Pages/default.aspx

Internet or Information technology conceptual image. With a globe placed in front of computer server cabinets

Shared from ZDnet

  

The Office of the Australian Information and Privacy Commissioner (OAIC) is seeking public comment on draft resources it has published relating to Australia's impending data breach notification laws.The draft resources include... digitalmajority.com/news-feed/tech-news/privacy-commissio...

things will never be the same again since technology took over our lives. it has practically entered almost every aspect of everything we do. imagine a friend of mine recently bought a tennis racquet that can sense and feed information about a player's style of hitting the ball and playing the game. individually and subjectively, depending on our attitude towards technology, only time will tell whether we are happier with it. obviously one thing is certain, these kids are!

Prevailing opinion says dementia might be one of our most serious health challenges. The World Health Organization expects the amount of cases to triple through 2050. Thomson Reuters is actually more optimistic in it's report. It says a concentrate on pathogenic chromosomes that cause neuro-degenerative disease can lead to more timely diagnosis, as well as earlier, more effective remedy. “In 2025, the research of genetic mutations leading to dementia, coupled with enhanced detection and onset-prevention techniques, will result in far fewer people struggling with this disease, ” this says.

 

latest technology in networking

 

technology news

 

information and technology

 

technology

newbauhaus.id.iit.edu/index.html

 

Illinois Institute of Technology (IIT), commonly called Illinois Tech, is a private Ph.D.-granting university located in Chicago, Illinois, with programs in engineering, science, psychology, architecture, business, communications, industrial technology, information technology, design, and law. It is a member of the Association of Independent Technological Universities.

 

en.wikipedia.org/wiki/Illinois_Institute_of_Technology

 

L' Institut de Technologie de l'Illinois (en anglais: Illinois Institute of Technology) est un institut de technologie, fondé en 1940, à Chicago en Illinois. Il est membre du groupe Association of Independent Technological Universities, qui regroupe notamment le MIT et Caltech. Le projet de son campus principal, d'une superficie de 50 hectares, est en grande partie l'œuvre de l'architecte Ludwig Mies van der Rohe, et a été récompensé par l'institut américain des architectes (AIA) comme l'un des projets architecturaux les plus significatifs du XXe siècle.

La devise de l'institut est Transforming Lives. Inventing the Future., (Transformer des vies. Inventer l'avenir).

L'institut délivre le statut de Doctor of Philosophy à ses étudiants dans les filières suivantes :

Ingénierie, Sciences, Psychologie, Architecture, Commerce, Journalisme, Communication, Design

et Droit.

Here are some new information technology titles that have been purchased over the past couple of months. Place your cursor over a book's cover to receive more information. Click on the "Check for availability" link in the note to see a book's status in the Library's online catalog.

[click photo to see larger]

 

Must watch: Inception: Your First Lesson

 

[ MIT - Ray and Maria Stata Center for Computer, Information, and Intelligence Sciences ]

  

Cloud-based approaches allow us to chart new dynamic ways to educate and learn that aligns with the way we think, share, study and collaborate within and beyond the classroom.

  

Plenary Session

  

9:15-9:30 Welcome

Konstantinos Doukas, CEO Doukas School (Conference Opening)

Konstantinos I. Doukas has been the CEO of Doukas School since 2006. He served as President of the Board of Directors of the Information Society S.A. initiatives between 2004-2010. He holds a diploma in Electrical Engineering and Computer Science from the National Technical University of Athens (NTUA) and an M.S. degree from the Dept. of Communication and Technology in Education, Columbia University (New York, USA). He served as a research assistant at the Massachusetts Institute of Technology Massachusetts (M.I.T.), during the Project Athena. He has coordinated and served as invited speaker in many national and international conferences. He is responsible for a number of Greek and European research projects in the new technologies in Education. A former international athlete of the Greek National Handball team, he still practices on an amateur basis, reaping overall benefits for his professional and personal life.

9:30-9:50 Invited Speaker

Marietta Giannakou, Member of the European Parliament, Head of the Greek European People’s Party Delegation, former Minister of National Education and Religious Affairs

Marietta Giannakou graduated from the Faculty of Medicine, University of Athens, with a specialization in Neurology and Psychiatry. She was a founding member of ONNED (youth segment of the New Democracy, N.D., party). In 1989 she became Head of the EP Delegation of N.D. and a member of the EPP Political Bureau. Between 1990-1991 she served as Minister of Health, Welfare and Social Security. Between 1992-1996, she served as the International Secretary of N.D. In 1992, she became Vice-President of EUCD. Between 1992-2004, she served as the National Coordinator of the European Commission against Drugs. She had the following positions with N.D.: Secretary of International and European Affairs, Member of the Executive Committee, Head of the N.D. Delegation. Member of the European Convention on the Future of Europe, representing the Hellenic

Parliament. Between 2004 – 2007, she served as a Member of the Hellenic Parliament and as Minister of National Education and Religious Affairs. She has been honored by the Republic of Chile for her contribution to the re-establishment of democracy, by the Federal Republic of Germany; by the Republic of Italy; by the European People’s Party, for her contribution as Member of the European Parliament for European integration, by the Republic of Poland, and the Republic of France. . MEP in 1984-1990, 1999-2000. MEP since 2009.

9:50-10:30 Keynote Speakers

Prof. Kostis Koutsopoulos, European Association of Geographers, “SoC: Towards a new education paradigm”

Professor Koutsopoulos was born in Volos, Greece. After completing his B.S. degree at the University of Athens, he got his M.S. and Ph.D. from the Departments of Geography and Civil Engineering. He taught at the University of Iowa until 1980, after which time he was elected as Chair of Geography at the National Technical University of Athens. He has been Director of the Geography and Spatial Analysis Lab, Chairman of the Geography and Regional Planning Department, Director of the Graduate Program “Environment and Development” and Dean of the Rural and Surveying Engineering School. He has organized numerous congresses, meetings and seminars and has participated as keynote speaker, invited speaker, session chair and conveyor in many others. He has presented 155 papers in various meetings; he has published 50 papers in refereed journals, written 61 books and authored 100 other publications. He has been serving in various capacities in scientific and academic boards and associations in Greece and abroad.

Karl Donert, Innovative Learning Network, “Cloud-based Education: the State-of-the-Art”

Karl Donert is a Geographer with a national and international profile, a strong track record in initiating innovative projects, as well as leading major networking activities. He is Director of the European Centre of Excellence: digital-earth.eu and adjunct faculty at the Centre for GeoInformatics at Paris Lödron University, Salzburg. Karl is President of EUROGEO (European Association of Geographers) and a UK National Teaching Fellow. He is a member of the Council of Europe groups on Education & Culture and Landscapes and Climate Change, a former Hon. Vice President of the Geographical Association, a Fellow of Academia Europea, the European scientific and Research Academy, the Royal Canadian Geographical Association and Royal Geographical Society-Institute of British Geographers. He has extensive experience in major educational developments. He was coordinator of the HERODOT Thematic Network for Geography in Higher Education, initiator of the digital-earth network on geo-media and participated in more than 100 other international projects mainly concerned with the innovative uses of ICT and education. He is Director and Chief Executive of Innovative Learning Networks Ltd, a UK company specialising in professional and academic networking, developing research & development partnerships and project management. An inspirational speaker, and a European leader in learning and teaching geography acts as a consultant to many organisations, working in this context to raise the profile and quality of learning and teaching activities and research in geographic media.

10:30-11:30 Conference Speakers

Prof. Demetrios G Sampson, University of Piraeus, “Cloud-based Digital Technologies for Opening Up Education: Keep Learning Beyond the Physical Classroom at the Digital Cloud”

Demetrios G. Sampson received his degree in Electrical Engineering from the Democritus University of Thrace, Greece in 1989 and a Ph.D. in Electronic Systems Engineering from the University of Essex, UK in 1995. He is a Full Professor of Digital Systems for Learning and Education at the Department of Digital Systems, University of Piraeus, Greece, a Research Fellow at the Information Technologies Institute (ITI), Centre of Research and Technology Hellas (CERTH), and an Adjunct Professor at the Faculty of Science and Technology, Athabasca University, Canada. He is the Founder and Director of the Advanced Digital Systems and Services for Education and Learning (ASK) since 1999. He has been a Visiting Professor at a number of universities including National Sun Yat-sen University, Taiwan (2011), the University of Tunis (2012, 2013), Beijing Normal University, China (2013), Peking University Beijing, China (2013), and the University of North Texas, USA (2013). He is the co-author of more than 325 publications in scientific books, journals and conferences .He is a Senior and Golden Core Member of IEEE and was the elected Chair of the IEEE Computer Society Technical Committee on Learning Technologies (2008-2011). He is the recipient of the IEEE Computer Society Distinguished Service Award (July, 2012). He is a member of the ICT Advisory Board of the Arab League Educational, Cultural and Scientific Organisation (ALESCO) since March 2014. He is Co-Editor-in-Chief of the Educational Technology and Society Journal.

Bart Verswijvel, European Schoolnet, “Teaching and Learning in the 21st Century”

Bart Verswijvel is a Flemish (Belgian) educator who was a Dutch teacher (mother tongue) in a secondary school for about 30 years. Since 2011, he has a part-time job at the Flemish National Support Service for eTwinning in Brussels. Since March 2012, Verswijvel has worked for European Schoolnet as a Pedagogical Adviser, and he is involved in several projects like the Future Classroom Lab, iTEC, eTwinning and Living Schools Lab. He is especially interested in the integration of ICT in education and in project work. He is a freelance speaker, leader of workshops, prize winner in several competitions like eTwinning Awards and Microsoft Innovative Teachers, and a Microsoft Expert Educator. In 2010, Bart was awarded the Queen Paola Prize for Education.​

 

16:15-17:00 Round Table: The Cloud today and perspectives on the future

 

Tasos Pagakis manages Ericsson Brand, Internal, Marketing and PR Communications in Southeastern Europe. He has worked as a Corporate and brand communicator on and offline as of 1988 in global agencies, pitched for hundreds of businesses, shaped creative standards and created strategic plans for more than 370 globally accredited companies in 57+ market categories. He is a writer of numerous articles in international media, a Startups supporter and a believer of change towards sustainable business models. His achievements: 2010 Serbian Gold PR corp comms, 2009 Ermis Gold PR corp governance, 2009 Ermis Silver PR CSR, 2006 Gold EFFIE for retail, 2005 Gold TV award NY, 3 Gold Effies, 71 creative awards in NY, Epica, Montreaux, Eurobest, AdAge, Ermis Festivals (2000-2009). He has been a Saatchi&Saatchi strategy team member that created the European VISA campaign “Love every day”. He has been Project Manager of the VISA International 2004 Athens Olympics Brand presence plan. When in Lowe Worldwide, he designed and launched the “Insight Mining” strategic planning tool. He is an active supporter of the NGO’s Arcturos and Actionaid.

 

Dimitris Raftopoulos is Project Manager, EU Projects Consultant and Chair of Finances and European Projects Working Group at the European Centre for Women and Technology (ECWT). He focuses on Strategic Human Resources Management and Gender Issues specializing in implementing, managing and evaluating European Projects. Holding an MBA, he has dedicated his professional experience to human and entrepreneurial development. His knowledge is in the fields of: combating gender issues in the work environment, promotion of employability, strengthening of professional skills as well as EU-funded programmes related to local development, employment, education, social exclusion, mental health, relevant legislation, economics and social policies. He interacts well in multicultural environments and has gained excellent communication skills through his work experience. Additionally, he has held the position of Human Resource Manager for the Olympic Games of Athens 2004 and worked as a consultant for several organizations in the Greek public sector. Other positions he has held: Commercial Director and Development Director for ICT startups. He has been involved in many EU projects and has solid knowledge of managerial issues, building teams and on stimulating communications.

  

Workshops Summaries

 

Cloud Applications – Implementations

(conducted in parallel for 90 min. 12:00-13:30)

 

“Planet School”: blended learning for inclusive classrooms

“Planet School” is the most important blended learning platform for schools in Germany. But it is still not accessible and usable for everyone. The evaluation and further advancement of “Planet School” for inclusive education is the main focus of the study. The goal is to offer variable content. The revised version of “Planet School” addresses different types of learners with accessible and usable materials, including movies, television broadcasts, interactive learning content, etc. I expect enormous enhancement in the European and the international discourse on the participation of persons with disabilities at ICT and a big step towards anchoring in practice.

 

Ingo K. Bosse is a professor at the Technical University of Dortmund (Germany) in the Special Education program. He leads the department for Motor and Developmental Disabilities. His research interests lie in the field of special and inclusive education with the main focus on inclusive media education, the use of information and communication technologies for learning and assistive technologies. He is also interested in researching educational aspects for students with special needs in augmentative and alternative communication. Currently he is finalizing a project that investigated the potential of the blended learning platform “planet school”. Ingo Bosse takes part in the research cluster Technology for Inclusion and Participation (TIP) at the Technical University of Dortmund that initiates, supports, and coordinates interdisciplinary research projects that investigate new ways to improve the inclusion, participation and wellbeing of individuals with disabilities, impairments or disadvantages.

Prof. Dr. Ingo Bosse, Dortmund University of Technologies

“Putting away the umbrella”: What will you do when the Cloud comes?

 

Alan will talk about his use of Cloud based tools to support his work in a range of contexts from classrooms, to teacher support and training. Alan has presented hundreds of workshops in many European countries, and tries to provide ideas which can be used immediately, but also others which can be developed further over a longer period of time.

Alan will talk about his use of mobile devices, work with the Open University and ESRI and refer to opportunities for work outside the classroom. Alan is a Geographer, but ideas arerelevant for other subjects too.

 

Alan Parkinson is an experienced and award-winning teacher and author. He has worked across the UK and EU with the Geographical Association and as a freelance geography consultant. He is a Chartered Geographer and Fellow of the Royal Geographical Society. He is Education Director of Explorer HQ, creators of Mission: Explore. He teaches Geography at King’s Ely School. He blogs at livinggeography.blogspot.com

 

_________________________________

Le-MATH: Learning Mathematics through new communication factors

In the workshop we will discuss the preliminary guidelines for the two methods developed by the Le‐MATH project that is the MATHFactor and the MATHeatre. The guidelines are developed based on the collection and study of good practices in more than 10 European countries. We will see on-line video of actual implementation and discuss and analyze the video samples. This will give a clear overview and hands‐on to the participants and will help them understand the two methods and how these could improve the learning of mathematics as well as the change of attitudes towards mathematics. Participants are expected to teach mathematics to pupils in the age group 9‐18. The method can be used by other disciplines, so participants could be from different fields. Some participants will have the opportunity to play the role of pupils for few minutes and others will become evaluators.

 

Gregory Makrides holds a Ph.D. in Applied Mathematics from the IIT, USA. Since 1986, he has taught at Roosevelt University of Chicago, at the Illinois Institute of Technology (IIT), USA, at the University of Nicosia, Cyprus, at the Cyprus Pedagogical Institute of the Ministry of Education and Culture of Cyprus. Since 2006 is the Director of Research and International Relations Service at the University of Cyprus and in parallel, he is also the Executive Director of the European Office of Cyprus, since 2007. He has publications in refereed journals, conference proceedings and in public press. He is an editor of the Mediterranean Journal for Research in Mathematics Education and the Editor of the Mathematics Magazine of the Cyprus Mathematical Society. He is the coordinator of several European funded projects and he has been a partner in several other EU funded projects as well as an external evaluator. He has chaired the organizing committee of more than 40 conferences since 1997 and has organized more than 100 National and Multinational competitions since 1995. He is the President and he has important posts in several organizations (CMS EAEC EACG MASSEE THALES etc).

  

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English Attack! Platform: A Web 2.0 Platform for English language learners

English Attack! platform (www.english-attack.com), is an English-language learning service specifically designed for the digital generation that uses short-session online entertainment to encourage frequent digital immersion in real everyday English. English Attack! is an innovative learning method that combines interactive exercises based on hundreds of videos. The platform also offers a number of online games, thematic visual dictionaries, a number of Web 2.0 social features for the global community of English language learners, all in the context of a system of rewards and motivational games.

 

Ionela Lungu is a Project Manager professional specialized in the IT&C industry. She is holding a Bachelor of Computer Engineering and Automatic Control Degree from the Gheorghe Asachi University of Iasi. Currently she is coordinating the development team of ASSIST Software, a software development and outsourcing company from Suceava, Romania. She brings value to the company by constantly supporting the team members to update their knowledge, conquer new areas of expertise, and adhere to the quality management system of the company. She was also actively involved in the management team within European projects – FP7 and Eurostars.

  

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ESRI’s Cloud in Education

GIS technology provides the education community with tools to develop a greater understanding of our world through geospatial data analysis. With GIS, students and faculty can integrate and evaluate data from many sources to develop new theories and knowledge. This helps prepare students to meet the demands of the twenty-first-century workforce, whether they are involved in science, government, or business. Libraries, museums, schools, and universities are also increasingly using GIS for resource management, facilities management, and advanced research. ArcGIS Online, ESRI’s Cloud platform, allows you to easily create maps, visualize your fieldwork data and share this content with anyone you choose. It is a great way to start using GIS and introduce key spatial concepts to your students (www.marathondata.gr)

 

Iro Giannakou, GIS Analyst at Marathon Data Systems (ESRI’s official distributor in Greece and Cyprus)Adonis Kontos, President at Marathon Data Systems (ESRI’s official distributor in Greece and Cyprus)

  

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Cloud Applications by ICT Companies (Apple and Microsoft)

Increasing collaboration and communication in the classroom and the institution with Microsoft Office 365 and Microsoft Partners in Learning Program.

 

Microsoft has a global strategy in education and with programs such as the Microsoft Partners in Learning Program, we aim to help educators and school leaders connect, collaborate, create, and share so that students can realize their greatest potential. In this workshop, we will be presenting the Microsoft global strategy in education and the different programs and resources that we provide to the educator community for free as well as the local programs of Greek Partners in Learning. In this context, we will showcase the Microsoft Office 365 Education, an online platform that can provide staff, faculty, and students at a school with free email, sites, online document editing and storage, IM, and web conferencing. Microsoft Office 365 platform that offers a holistic group of collaboration and communication tools is offered free for academic and education institutions. Our local partners will then present a complete Learning Management System based in Office365 that provides students, teachers, and staff with the enterprise-grade communication and productivity services they need with the power and flexibility each individual institution requires.

  

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Workshops: “Hands-On the Cloud”

(conducted in parallel for 90 min. 14:30-16:00)

Collaboration Snacks: Learn how to implement web 2.0 tools to organize communication and collaboration activities. In this workshop the participants explore Web 2.0 tools that can be used in the teaching practice. The tools will support different types of classroom activities. They can be implemented in different types of educational interaction like frontal teaching, group work or independent learning. The majority of the tools are web based and free to use. They can be used on a wide range of devices and support the idea of Bring Your Own Device. Participants are kindly requested to bring their own device for their successful participation in the workshop.

 

Bart Verswijvel, European Schoolnet is a Flemish (Belgian) educator who was a Dutch teacher (mother tongue) in a secondary school for about 30 years. Since 2011 he has a part time job at the Flemish National Support Service for eTwinning in Brussels. Since March 2012 Bart Verswijvel has worked for European Schoolnet as a Pedagogical Adviser, and he is involved in several projects like the Future Classroom Lab, iTEC, eTwinning and Living Schools Lab. He is especially interested in the integration of ICT in education and in project work. He is a freelance speaker, leader of workshops, prize winner in several competitions like eTwinning Awards and Microsoft Innovative Teachers, and a Microsoft Expert Educator. In 2010 Bart was awarded the Queen Paola Prize for Education.​

  

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Tablets use in School Classroom

“1:1 educational computing” describes the educational practice where each student has their own computing device. These devices are mobile and are equipped with a wireless connection. They also come in various forms (Smartphones, iPads, tablets, etc.) and have varying possibilities. This 1:1 practice, primarily as a methodology, offers many benefits. Some of them are as follows:

- The student becomes an active participant in his own learning and educational activities;

- The teacher becomes a partner and mentor. He or she organizes, inspires and creates experiential activities, releases the potential in the classroom, fosters initiative and critical thinking;

- computer technology makes numerous diverse tools available to the student. Technology enables teaching to become individualized, reinforces the role of multiple representations and promotes research and the quest for information.

Smart and mobile devices, with their user-friendly educational software, contribute effectively to learning. They create appropriate learning environments with opportunities for interdisciplinary instruction. Mainly, they cultivate 21st century competences, by combining skills, knowledge, attitudes and values. In this workshop, by working with tablets, we highlight the importance of the Cloud environment for the pedagogical framework we are presenting.

 

Vassilis Economu is IT Manager at Doukas School since 1994. From 2004, he is head of the Doukas School “1:1 Computing Team”, which aims to introduce and develop the Student Personal Computer into the educational procedure. From 2006, he is member of Doukas School “Quality Research Team”. He is a certified Validator specialized in the evaluation of companies according to the standards of the European Foundation for Quality Management – “Commitment to Excellence”. He has participated as researcher and analyst-programmer in more than 20 projects concerning ICT in Education and in Special Education as well. He has participated in the development of ICT software (more than 50 software titles). He continues to train hundreds of teachers to develop ICT in educational practice. He has developed various Management Information Systems in several programming environments. He has published articles and studies in educational magazines and has presented several papers in scientific conferences related to the “introduction of ICT in educational procedure” and “quality in education”.

  

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Collaboration in the Cloud with Linoit

Do you want to collaborate in a colorful cloud-environment? Than follow our sticky note-workshop about Lino. Lino is an online sticky notes service. Here, you can freely post, see and peel off sticky notes, memos, pictures and videos you make with your device, and even annex files on a canvas. Sticky notes posted while you’re offline will appear once you log on. You can organize your memos and ideas by changing the colors of your sticky notes, moving them and adding an icon on them. Lino is an ideal tool to share your ideas. You can create your own group to collaborate. Lino is also available as an app on your Smartphone or tablet.

 

Nicole Vandeborne, Basisschool Zavelberg

  

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Cloud computing and mobile devices for teachers

The computer is a useful utility inside and outside the classroom. This course aims to address a range of services available on Internet, considered of interest, usefulness and applicability for the teacher. The mentioned services are oriented to the organization of tasks and application in classroom context. The contents includes information management and e-mail, scheduling and events, storage and files synchronization, sharing data and settings between electronic devices. The adopted methodology wants to create skills and methodologies that helps to learn, search for, select and adopt the best options to increase efficiency and quality to the teacher’s work. Participants are kindly requested to bring their own device for their successful participation in the workshop.

 

Telmo Costa, 41 years old, graduated in 1995. Master in e-Learning Management and Production at the Carlos III University, Madrid. Teacher at Horácio Bento Gouveia School. School Coordinator of European Projects and coordinator of two Comenius Multilateral Partnerships. Trainer in ICT and Educational Technologies. 2008-2011: Teaching associate professional, coordinating ICT projects streamlined in the Madeira Region Education System. Training Portfolio: Cloud computing and mobile devices, School in the Cloud – Web 2.0 in the personal and professional Organization, Interactive Whiteboards, E-Portfolios, Evaluation of learning in ICT, School 2.0 – Web 2.0 in the Classroom Organization, Illustration of Contents, Multimedia presentation on education, Publications: Interactive Whiteboards, Training Support Book.

  

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Digital Media in the EFL Classroom

Enhancing all four language skills (listening, speaking, reading, and writing) has always been a challenging task for most EFL teachers. The main purpose of this workshop is to provide some tips that can be useful to teachers of English as a foreign language in the information age. Participants will leave with a better understanding of how tools and services on the cloud can help them achieve the educational objectives of activities that enhance all four language skills. Also, they will examine possible ways of improving their own teaching through the use of cloud technology.

 

Bessie Mitsikopoulou is Associate Professor at the Department of Language and Linguistics, Faculty of English Language and Literature, University of Athens. She holds a PhD in Critical Discourse Analysis (University of Athens), an MA in Applied Linguistics (University of Reading), a Postgraduate Specialist Diploma in Computers in Education (Institute of Education, University of London) and a BA in English Language and Literature (University of Athens). Her research interests are in the areas of critical discourse analysis, educational linguistics, new media and applications of new technologies in education, critical and academic literacies. Since January 2004, she has been Thematic Consultant of English Literacy for the Second Chance Schools in Greece, and a member of the Scientific Committee for Second Chance Schools. She has also been the Coordinator of the English Group for the Digital Platform Project of the Greek Ministry of Education. She has participated in several research and EU-funded projects in the areas of language education, curriculum reform, genre analysis and ICTs. Her recent book Rethinking Online Education: Media, ideologies, and Identities is published by Paradigm Publishers (2013).

 

Smaragda Papadopoulou holds a ΒΑ degree in Greek Language and Literature from the National and Kapodistrian University of Athens and an MSc in Technology Education and Digital Systems from the University of Piraeus. Her scientific interests lie primarily in the fields of technology-enhanced learning, e-learning and online training. So far she has worked as a language editor and proofreader of study guides for primary and secondary education students. She has also participated as an instructional material designer in e-learning projects concerning adult training in Information Communication Technologies (ICT). Since September 2011 she has been working as en eLearning specialist at the Research Centre for Language Teaching, Testing and Assessment and has developed the e-training programme for Primary EFL teachers.

 

Georgia Gyftoula, Centre of Self-Access Learning & Materials Development, University of Athens, has been a state Primary School English teacher since 1993. She holds a MEd in ELT by the Hellenic Open University and a MEd in Education Management and Administration by the University of Thessaly. She has been interested in implementing projects of Environmental Education, e-twinning and other European programmes as well as integrating ICT in her teaching. She is currently teaching at the 3rd Primary School of Zografou.

 

Ms. Chryssanthe Sotiriou has obtained a BA in English Literature from the English Department of the National and Kapodistrian University of Athens and a postgraduate diploma with distinction in Translation from the University of Mons-Hainaut in Belgium, being a scholar of the ‘Alexander Onassis’ Foundation. She has been involved in the Leonardo da Vinci Sectoral Programme: “Mobile and Wireless Technologies for Technology-Enhanced Language Learning (ΜW-TELL)” and in “Digital School”: Greek Ministry of Education. Her research interests include Project Based Learning (PBL), Game Based Learning (GBL) and the use of social media in Education. She has given lectures in seminars and conferences for teaching and the use of technology to teachers of primary and secondary education. She has many years of teaching experience, working as an EFL teacher at Doukas School in Athens, since September 1995; recently holding the position of Language Coordinator in High School.

Elinda Gjondedaj, Centre of Self-Access Learning & Materials Development, University of Athens

  

Organized by Doukas School - Website: www.schoolonthecloud.eu

Shared from ZDnet

  

The Australian Signals Directorate (ASD) has awarded protected-level ASD Certification to Sliced Tech and Vault Systems, allowing the local duo to store highly classified government information in their respective cloud... digitalmajority.com/news-feed/tech-news/asd-hands-out-gov...

Masonic Temple Building, 909 Main Street, Miles City, Montana.

 

Businesses housed in this building at the time of the photo: Miles City Books & News, 907A Main Street; Miles City Historic Preservation Office, 907B Main Street; Stevenson Design, 909 Main Street; and Brandt Information Technology Consultants, 911 Main Street.

NEW: I NOW CREATE MUSIC, JOIN ME ON SOUNDCLOUD!

 

SHOP: www.icanvas.com/canvas-art-prints/artist/ben-heine

 

Mad world... This is an older sketch I made in 2007

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For more information about my art: info@benheine.com

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Globalization of McDonalds

 

By honors.rit.edu/

 

A person, group, or nation having great influence or control over others is defined as having power (dictionary.com). In the minds of most it is the political leaders and governments have power over the people. However, many institutions and business corporations we may not think of also hold a lot of the world’s power. Unfortunately, through globalization corporations such as McDonalds are attempting to Americanize the whole world. Human societies across the globe have established progressively closer contacts over many centuries, but recently the pace has dramatically increased. Jet airplanes, cheap telephone service, email, computers, huge oceangoing vessels, instant capital flows, all these have made the world more interdependent than ever. Multinational corporations manufacture products in many countries and sell to consumers around the world. Money, technology and raw materials continually move across national borders. Along with products and finances, ideas and cultures circulate more freely. As a result, laws, economies, and social movements are forming at the international level. Many politicians, academics, and journalists treat these trends as both inevitable and welcomed. But for billions of the world’s people, business-driven globalization means uprooting old ways of life and threatening livelihoods and cultures. The global social justice movement, itself a product of globalization, proposes an alternative path, more responsive to public needs. Intense political disputes will continue over globalization’s meaning and its future direction. (www.globalpolicy.org/globaliz/define/index.htm)

 

The biggest multinational companies are very rich. Of the 100 biggest economies in the world, just over half are companies rather than whole countries. The 200 biggest companies control a quarter of all the world’s trade. These 200 companies have more than half the economic power over four billion people. Multinational companies, like all companies, want to make profits. Their profits will be affected by the level of taxes in a country, how well skilled the workforce is, how easy it is to find sites to build factories, and even how strong a country's currency is. This means governments will think carefully about their economic policies. For example, a multinational may decide to close a factory in one country because it is cheaper to make its products in another. This can mean hundreds or thousands of jobs will be lost. It can mean that countries have a tendency to weaken rules about working conditions in order to attract multinational investment. In less developed countries dependence on multinational companies for investment and jobs is proportionately even greater. In these countries employees often work harder, for less money and in poorer conditions. Because of the importance of the companies, governments in these countries may be less willing to press for better wages and working conditions for their workers.

 

In poor countries vast areas of land are used for cash crops or for cattle ranching, or to grow grain to feed animals to be eaten in the West. This is at the expense of local food needs. McDonald's continually promote meat products, encouraging people to eat meat more often, which waste more and more food resources. According to the London Green Peace Group some 'Third World' countries, where most children are undernourished, are actually exporting their staple crops as animal feed to fatten the cattle being into burgers in the 'First World'. Millions of acres of the best farmland in poor countries are being used for United State’s benefit by means of tea, coffee, and tobacco, while people there are starving. McDonald's is directly involved in this economic imperialism, which keeps 7 million tons of grain fed to livestock produces only 1 million tons of meat and by-products. On a plant-based diet and with land shared fairly, almost every region could be self-sufficient in food (www.animalfrontline.nl/macdonalds-eng.php). McDonalds not only effects the economic position of people in foreign countries, but it also affects American ranches and McDonald’s employees economically.

 

McDonald's comes in, saying that the brand will bring many jobs. Beef producers, flourishing for years, now have McDonald's as their only market. In 1968, McDonald’s bought ground beef from 175 local suppliers. A few years later, seeking to achieve greater product uniformity as it expanded, McDonalds reduced the number of beef suppliers to five. In the United States many ranchers now argue that few large corporations have gained stranglehold on the market using unfair tactics to drive down the price of cattle (Schlosser, 134). The four major meatpacking companies now control about 20 percent of the live cattle in the US through “captive supplies” cattle that are either maintained in company owned feedlots or purchased in advance. When cattle prices start to rise, the large meatpackers can flood the market with their own captive supplies driving prices back down. The suicide rate among ranchers and farmers in the United States is now about three times higher than the national average. A 1996 USDA investigation of concentration in the beef industry found that many ranchers were afraid to testify against the large meatpacking companies, fearing retaliation and “economic ruin.” When Mike Callicrate, a cattleman from St. Francis Kansas, decided to speak out against corporate behavior before the USDA committee, the large meatpackers promptly stopped bidding on his cattle (Schlosser, 143)

 

Outside the United States, Jamaicans not allowed to use cancer-causing agents in their burgers. McDonald's imports the beef from a country or free zone where cancer can legally go into the food. Therefore Jamaican beef producers have no market, and cannot export so the business dies. People line up at McDonald's for cancer, driven by global advertising. No native farming, no native products, nothing left but McDonald's.

 

According to George Ritzer, “The fundamental problem with McDonaldisation is that it's other people in the system structuring our lives for us, rather than us structuring our lives for ourselves…You don't want a creative person at the counter - that's why they are scripted. You don't want a creative hamburger cook - you want somebody who simply follows routines or follows scripts. No, you take all creativity out of work and turn it into a series of routine procedures that are imposed by some external force. That's the reason why it's dehumanizing... it turns human beings into human robots"

 

Not surprisingly staff turnover at McDonald's is high, making it virtually impossible to unionize and fight for a better deal, which suits McDonald's who have always been opposed to Unions. A recent survey of workers in burger-restaurants found that 80% said they needed union help over pay and conditions. McDonald's have a policy of preventing unionization by getting rid of pro-union workers. So far this has succeeded everywhere in the world except Sweden, and in Dublin after a long struggle Green Pease Group). In February of 1997 workers at a McDonald’s in St Hubert, Canada, applied to join the Teamsters union. More than three quarter of the crewmembers signed union cards, hoping to create the only unionized McDonalds in North America. Tom and mike Cappelli closed the McDonalds just weeks before the union was certified. This was not the first time this happened, during the early 1970s workers in Lansing Michigan were organizing a union. All the crewmembers were fired and the restaurant was shut down, a new McDonalds was build down the block and the unionizing workers were not rehired (Schlosser, 77)

 

As a global and national economic power, McDonalds negatively affects the lives of people in foreign countries as well as people in the United States. Because multinational companies want trade across the world to be free from restrictions as much as possible they are likely to use their influence with the World Trade Organization to get restrictions on manufacturing and trade reduced to a minimum. Is McDonalds so powerful that nothing can restrain the terror it forces upon the world’s people?

 

Globalization is political in the sense that the dominant powers insist on the adoption of certain versions of their policies and values for example, the adoption of liberal democracy and opening up of economies. This meant national states increasingly restructuring their position and their responsibilities in relation to both the global capitalism and to the local economies and societies. This tendency towards homogenization of politics seeks to form a world government with singular security, army, and judiciary branches with most of its important institutions located in the west. Globalization in this sense is referred to as hegemonisation (www.sidamaconcern.com/articles/globalisation.html).

 

Behind the smiling face of Ronald McDonald lurks a self-important and singularly determined multi-national corporation that wields serious power over national governments. McDonalds doesn't only convert its influence into political clout. It uses its dollars and donations to target the most vulnerable people in society. Ronald McDonald has a proven policy of suing the ass off of you or your employer, if you, as they put it, "tell lies about the company". McDonalds has even threatened to sue perfectly credible media institutions such as the BBC and the Guardian. This indicates that they are trying to stop the expression of free speech, a civil liberty, at least insofar as it affects their commercial operations. The list of media organizations that have been suppressed or pulped is growing (www.i-resign.com/uk/workinglife/viewarticle_33.asp).

 

In 1986, the London Green Peace group published a leaflet titled, "What's wrong with McDonalds". When the leaflet came to their attention, McDonalds demanded they retract the leaflet and its allegations or face court with the obvious possibility of a huge costs, they were denied legal aid, incurred by facing some of the top legal players money can buy. Two individuals from the group, Dave Morris, a postman, and Helen Steel, a gardener, felt they had no choice but to face McDonalds in court. On the 28th June 1994 the libel trial began in London and ended up becoming the longest ever seen in a British court. It's now known as the "McLibel" trial. The defendant's legal costs of £35,000 were met by generous donations by members of the public. On the 19th June 1997 McDonalds were awarded damages of £90,000 for certain items in the leaflet concerning the health implications of eating at a McDonalds restaurant and its role in Third World starvation and environmental damage, which remained 'not proven'. The Judge agreed that "McDonalds advertisements, promotions and booklets have pretended to a positive nutritional benefit which McDonald's food did not match" and that the firm "paid its workers low wages, thereby helping to depress wages for workers in the catering trade".

 

The current government is happy to let McDonalds participate in the education of the country's schoolchildren. In 1998, David Blunkett and Steven Byers, Ministers of State for education and industry, permitted the corporation to be a partner in the North Somerset Education action zone. In 1999, the National Year of Reading Received support in the form of branded lunchboxes. During the McLibel trial Dave Morris, claimed in court that the firm sees schoolchildren as the next generation of cheap labor as well as consumers. In summing up, the judge agreed that McDonalds influence on the young was remarkable, commenting that the fast food chain targets "susceptible young children to bring in custom, both their own and that of their parents".

 

McDonalds is so politically powerful that it can sue anyone and get away with it even if the information that they are suing over is true. Just because the information in the London Green Peace Group leaflet wasn’t proven true doesn’t mean it couldn’t be proven true. But the little people can never be correct when going up against the huge capital of the McDonalds Corporation.

 

Globalization also impacts cultures. It tends to promote homogeneity towards western and American values and influences. In this sense, some see globalization as westernization or even Americanization. They cite, among others, instances of expansion of coca cola, McDonalds, and the rock-and-roll music relayed by adverts, radio, and global satellite television. Such expansion, they argue, happens at the expense of local cultures that are the sources of diversities.

 

George Ritzer say, “I think that McDonald's has a profound effect on the way people do a lot of things I mean it leads people to want everything fast, to have, you know, a limited attention span so that kind of thing spills over onto, let's say, television viewing or newspaper reading, and so you have a short attention span, you want everything fast, so you don't have patience to read the New York Times and so you read McPaper, you read USA today. You don't have patience to watch a lengthy newscast on a particular issue so you watch CNN News and their little news McNugget kinds of things so it creates a kind of mindset, which seeks the same kind of thing in one setting after another. I see it in education where you have, in a sense, a generation of students who've been raised in a McDonaldised society, they want things fast, they want idealic nuggets from Professors, they don't want sort of slow build up of ideas, you gotta keep them amused, you gotta come in with the Ronald McDonald costume and quip a series of brilliant theoretical points or else they're going to turn you off” (www.mcspotlight.org/people/interviews/ritzer_george.html).

 

According to George Ritzer in other countries when going into a McDonalds, it's not just that you are buying a product, but you are buying into a system. In the 1940s there was a big flap in France over what was called a Coca Colonization. The French were very upset about the coming of Coca Cola to France. They felt it threatened the French wine industry and French way of life. But that was just the influx of an American product. Now, with McDonalds, we have the influx of an American way of life, which is to trivialize eating, to make it something that is fast, make it something that's to get done and over with. But it's striking to me that the last time I was in Paris the Parisians appeared to have embraced this kind of fast food phenomenon. You have developments of fast food croissanteries where this model French way of life and the croissanterie has been reduced to fast food. French bread is more and more treated on a fast basis rather than lots of local bakeries baking their own distinctive kind, so if the French succumb to this in the realm of food there is little that is safe from the expansion of this process.

 

Within this world, however, McDonalds has sufficient influence to actually change established dietary practices across whole regions. For example, according to "Behind the Arches", a book authorized by McDonalds in 1987, McDonalds in Japan faced a fundamental challenge of establishing beef as a common food. Their president Den Fujita stated “the reason Japanese people are so short and have yellow skins is because they have eaten nothing but fish and rice for two thousand years, if we eat McDonalds hamburgers and potatoes for a thousand years we will become taller, our skin become white and our hair blonde.” McDonalds also changed eating habits in Australia, Peter Ritchie, at the time McDonalds Australian president has stated he attributes “that change to the influence McDonalds has on children.” "Behind the Arches" concludes that rather than adapt to local tastes and preferences, “McDonalds’ foreign partners made major changes in marketing in order to sell the American system. Indeed, McDonalds is prepared to support such means as are necessary to sell the American system, the company supplies symbolic practical support and important ideological support to the military imperialism necessary for the onward march of mono-culture. For example, they provided food to US troops as a token of support for the genocide about to be perpetrated against the people of Iraq. (www.mwr.org.uk/justanother.htm)

 

McDonalds told Scottish sandwich bar owner, Mary Blair, that her shop in Fenny Stratford near Milton Keynes, Buckinghamshire, can no longer go by the name McMunchies because McDonald's is the registered user of the 'Mc' prefix, it emerged yesterday. Mrs. Blair, a 36 year-old Scot, who does not sell burgers or chips, said she chose the name because she liked the word "munchies" and wanted to add a taste of Scotland. The sign bears a Scottish thistle and a St Andrew's flag. But in a statement to Mrs. Blair's solicitors, said if someone, "either deliberately or unintentionally," used their trademark, they were “in effect using something that does not belong to them." The company that has quietly set about taking over the world ensuring that there is not a high street which does not feature its red and white sign and its golden arches, also the property of McDonald's, now wants to take over Britain's heritage. Telling the Scots that they cannot use the prefix Mc is like someone registering the name Singh and then ban its use in India. Where do they think Mc originated, Illinois? McDonald's say that the "unauthorized" use of the 'Mc' prefix may confuse the public." (www.mcspotlight.org/media/press/ind_24sep96.html)

  

McDonald's also affects culture in promoting their food as 'nutritious', but the reality is that it is junk food. It is high in fat, sugar and salt, and low in fiber and vitamins. A diet of this type is linked with a greater risk of heart disease, cancer, diabetes and obesity. Their food also contains many chemical additives, some of which may cause ill health, and hyperactivity in children. Meat is also the cause of the majority of food poisoning incidents. In 1991 McDonald's were responsible for an outbreak of food poisoning in the UK, in which people suffered serious kidney failure. With modern intensive farming methods, other diseases, linked to chemical residues or unnatural practices have also become a danger to people too.

 

As a global power McDonalds has negatively affected the world’s people economically, politically, and culturally. Criticism of McDonald's has come from a huge number of people and organizations over a wide range of issues. In the mid-1980's, London Greenpeace drew together many of those strands of criticism and called for an annual World Day of Action against McDonald's. This takes place every year on 16th October, with pickets and demonstrations all over the world. McDonald's, who spend a fortune every year on advertising, are trying to silence worldwide criticism by threatening legal action against those who speak out. Many have been forced to back down because they lacked the money to fight a case. Protests against the $30 billion a year fast-food giant continue to grow. It's vital to stand up to intimidation and to defend free speech. (www.animalfrontline.nl/macdonalds-eng.php) “Nobody in the United States is forced to buy fast food. The first step toward meaningful change is by far the easiest which is to stop buying it. They executives who run the fast food industry are not bad mean. They are business mean. They will sell free-range, organic, grass fed hamburgers is you demand it. They will sell whatever makes a profit” (Schlosser 269)

 

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References:

 

www.animalfrontline.nl/macdonalds-eng.php

 

www.mcspotlight.org/media/press/ind_24sep96.html

 

www.mwr.org.uk/justanother.htm

 

www.mcspotlight.org/people/interviews/ritzer_george.html

 

www.sidamaconcern.com/articles/globalisation.html

 

www.i-resign.com/uk/workinglife/viewarticle_33.asp

 

195.102.188.55/xsp/xsc.asp?uri=/home/zone/uk-guide/intern...

 

www.asianguy.com/activism.html

 

www.bigpicturesmallworld.com/Global Inc 2/pgs/repcorp/mcd/mcds.html

 

www.globalpolicy.org/globaliz/define/index.htm

 

Schlosser, Eric. "Fast Food Nation". Haroer Collins Publishers, 2002.

 

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--> The above analysis appeared on honors.rit.edu/

Hand setting route for GPS on the smart watch. Technology concept

Mosaic illustration of a Watchdog made out of keyboard keys created for an article about information security on the Wall Street Journal.

 

Best viewed large. Attention: Big file. (14336 x 13312 = 47.8" x 44.4" @ 300 ppi)

 

Made with custom developed scripts, hacks and lots of love, using my Mac, Studio Artist, the Adobe Creative Suite and good Mexican music.

 

See all my Editorial Illustrations.

 

Many thanks to Orlie Kraus and everyone @ The Wall Street Journal.

Technology is dominating the world. Every business industry is trying hard to come up with innovative technologies in the competitive market. Technical professional prepare, analyze and store enormous amount of data and records. They transfer it through the computer systems and networking.

 

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By 2025, we’ll possess sophisticated personalized medicine. “Drugs in development have become so targeted that they'll bind to specific meats and use antibodies to provide precise mechanisms of motion, ” the report information. “Knowledge of specific gene mutations will be a lot more advanced that scientists as well as physicians can treat individuals specific mutations. Examples of the include HER2 (breast cancer), BRAF V600 (melanoma), as well as ROS1 (lung cancer), among many more. ”

 

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Sr Information Technology Specialist

Sr. IT Specialist For Bagdad, Iraq

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Identifier: philippinejourna91914phil

Title: The Philippine journal of science

Year: 1906 (1900s)

Authors: Philippines. National Science Development Board Philippines. Bureau of Science Philippines. Dept. of Agriculture and Commerce Institute of Science (Philippines) Institute of Science and Technology (Philippines) National Institute of Science and Technology (Philippines) Philippines. National Science and Technology Authority Industrial Technology Development Institute (Philippines) Philippines. Dept. of Science and Technology Science and Technology Information Institute (Philippines)

Subjects: Science

Publisher: Manila : Bureau of Science

Contributing Library: Smithsonian Libraries

Digitizing Sponsor: Biodiversity Heritage Library

  

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Text Appearing Before Image:

Fig. 1. Interior of potters house.

 

Text Appearing After Image:

Fig. 2. Woman burning pottery.PLATE II. (■IIKISTIK: r<ITTKH\ l\hlsll!\ IN S\\ \h,,],\ Iiiii.. JOURN. Sri.. IX. D. No. 2.

  

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Sr Information Technology Specialist

Sr. IT Specialist For Bagdad, Iraq

Tracking Code: 5992-120

Job Description for Sr Information Technology Specialist

SCOPE:

The Sr. Information Technology (IT) Specialist reports to the MSSI Program Manager and will be supervised by the Director, IT. The Sr. I...

 

www.military-civilian.com/pages/job/sr-information-techno...

Identifier: philippinejourna91914phil

Title: The Philippine journal of science

Year: 1906 (1900s)

Authors: Philippines. National Science Development Board Philippines. Bureau of Science Philippines. Dept. of Agriculture and Commerce Institute of Science (Philippines) Institute of Science and Technology (Philippines) National Institute of Science and Technology (Philippines) Philippines. National Science and Technology Authority Industrial Technology Development Institute (Philippines) Philippines. Dept. of Science and Technology Science and Technology Information Institute (Philippines)

Subjects: Science

Publisher: Manila : Bureau of Science

Contributing Library: Smithsonian Libraries

Digitizing Sponsor: Biodiversity Heritage Library

  

View Book Page: Book Viewer

About This Book: Catalog Entry

View All Images: All Images From Book

 

Click here to view book online to see this illustration in context in a browseable online version of this book.

  

Text Appearing Before Image:

an ; diagrammatic.Much enlarged. 214 The Philippine Journal of Science 1914 edge of the end of the lobe. In the cleft between each twolobes, a rhopalar canal is given off. So, of the 8 rhopalarcanals, the 4 perradial canals—since they arise from the endsof the stomach lobes—are short and the 4 interradial canals—since they arise between the stomach lobes—are long. The 8rhopalar canals extend straight to the sense organs, while the8 interocular canals end in the circular canal. The area ofthe bell between the circular canal and the margin is filledwith a network of anastomosing canals, taking their origin fromthe outer surface of the ring canal and intercommunicating withthe branches of the rhopalar canals. Arising from the inner sur-face of the circular canal on each side of each ocular canalis a series of anastomosing canals usually 3 in number, whichjoins the ocular canals by a common lateral branch. This canalnetwork has, typically, no connection with the interocular canals

 

Text Appearing After Image:

Fig. 6. Acromitus maculosus, an exumbrellar view of a portion of the bell, showing the canalsystem as seen when injected; somewhat diagrammatic. which run directly from the stomach to the ring canal withoutbranching or anastomosis. There is a wide band of circular muscles covering the spacebetween the margin and a line a little external to the levelof the ends of the stomach pouches. The part of the muscleband lying within the ring canal is interrupted in the 8rhopalar radii, while that outside the ring canal is only partiallyinterrupted. The whole medusa is pale blue in life, the color being deepestalong the radial canals and oral arms. The exumbrella is coveredwith circular, ring-shaped, solid, elongated, or irregular spots.In life, these are iridescent purplish black to dark brown. Inspecimens preserved in formalin, the blue fades to slightlyopaque white with a faint bluish tinge and the spots fade tobronze brown and finally dissappear. ix, d, 3 Light: Some Philippine Scyphomedusx

  

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Electronic message and information boards are dotted around the building displaying maps and activity venues. Additional seating / table top space has been fitted around.

Information Technology Institute (ITI) Smart Village, Cairo, Egypt / Speaker / Oct. 13, 2017 (goo.gl/zeMk5u | goo.gl/Z1oSnm)

 

I’ve spoken to 600+ attendees about Dialogflow, Google Assistant, Google Actions, ran a live demo on Google Home, and done a quick Dialogflow workshop. Google Developer Group and women techmakers 6 October city, organized GDG DevFest'17 for the third time in a row. GDG DevFest an annual event hosted by Google to highlight the latest in technology, product innovation and initiatives. The event had diversified talks by multiple speakers on a multi-track parallel sessions, about Google Assistant, Android, Kotlin, Machine Learning, UX, and few other supporting talks about startups, WTM initiatives.

Information Technology Center at KFUPM

Rajiv Gandhi Salai

Old Mahabalipuram Road or IT Corridor is a major road in suburban Chennai.

 

The burgeoning population of information technology professionals is having a logical influence on real estate development, with a slew of residential apartments coming up along the IT Corridor.

Technology, Fashion and Toys played an increasingly important part in people's lives in the 70s.

 

Ceefax: 1974

 

Launched in 1974, Ceefax went live with 30 pages and was the first teletext service in the world. Started as an experiment for the deaf, Ceefax developed into an instant news, sports and information service for millions of armchair surfers.

 

Colour Television Sets

 

Introduced on BBC 2 for Wimbledon coverage on July 1, 1967. The launch of the BBC 2 "full" color service took place on December 2, 1967. Some British TV programs, however, had been produced in color even before the introduction of color television in 1967, for the purpose of sales to American, Canadian, and Filipino networks. BBC 1 and ITV started color transmissions November 15, 1969.

 

The first colour sets became available in Britain in 1967, when BBC2 started broadcasting in colour. (Note BBC1 and ITV didn't go colour until 1969.)

 

A typical 22" colour set would have cost £300 in 1967, or around £3000 in today's money - equivalent to a top of the line 50+ inch LCD or LED HDTV set.

 

Britain's oldest colour telly 'still going strong' 42 years on, says 69-year-old owner

 

www.dailymail.co.uk/news/article-1328760/Britains-oldest-...

 

Home Music Centre

 

The ultimate piece of kit that most people wanted in the mid 70s was a "Music Centre". This was a record player, cassette tape recorder and radio combined. Dynatron made one of the first, the HFC38 Stereo/Audio Cassette System, launched in 1972. This was a high priced luxury item at the time.

 

Dial Telephone

 

The 746 telephone was the British GPO's main telephone for the 1970s. It was the phone most people had in the 70s and it is phone you will remember from that decade.

 

In the 70s, the home telephone was still a luxury in the UK. The General Post Office (GPO) had a monopoly on telephone services and anyone who wanted a phone needed to rent one from the GPO.

 

Although still a state run monopoly, the telephone service was more modern in the 70s. The old fashioned lettered exchanges disappeared in the late 60s and the new phones were equipped for the strangely termed 'all figure numbering'. Customers had a choice of three phones: the 746, the smaller 776 Compact Telephone and the modern looking Trimphone.

 

The 746 telephone was an upgraded version of the 706 phone or 'Modern Telephone' that the GPO introduced to customers in the early 60s.

 

It introduced a few practical improvements. Firstly there was a clear plastic dial showing only numbers. The case had an integral carry handle and the phone came in a more modern plastic. It was also lighter and had improved circuitry.

 

Electronic Calculator

 

The first pocket calculators came onto the market towards the end of 1970. In the early 70s they were an expensive status symbol. By the middle of the decade, people used them to add up the weekly shopping at the supermarket. As pocket calculators moved from executive's briefcases to school children's satchels, there was controversy over whether children could still do sums.

 

Jack Kilby of Texas Instruments developed the integrated circuit technology that made the pocket calculator possible in the sixties. TI's first prototype hand held calculator, the Cal Tech, demonstrated the potential of the new device. However, as with the transistor radio, Japanese firms quickly exploited the technology. The first portable, as opposed to pocket sized, calculator was the Sharp QT-8B. A year later pocket sized models were available from Bowmar (USA), Sharp, Busicom (Japan) and Sanyo.

 

Very quickly a host of manufacturers entered into the growing pocket calculator market. Texas Instruments launched their own model, the TI-2500 Datamath, in 1972.

 

Electronic games

 

Electronic games, such as MB Simon and Adman Grandstand, went on sale in the UK in the second half of the 70s. This was the time when people got their first taste of the digital lifestyle we enjoy today. A few years earlier, the first calculators and LED digital watches were marketed. Now manufacturers too adopted the same circuitry for play, and the age of electronic games began.

 

This revolution was reflected in the small screen when ITV's George and Mildred's neighbours bought a Grandstand game for Christmas. There were also concerns that TV audiences would drop, with more people using their TVs to play video games instead. Granada TV's report "Who'll be watching Coronation Street in 1984?" expressed concerns their advertising revenue might be at risk.

 

The grand daddy of all the computer games was the Magnavox Odyssey, which was launched in 1972. It introduced the public to a familiar, but primitive, electronic bat and ball game. Magnavox Odyssey was quite sophisticated; it offered range of different games, some of which required props. However, it was more of US than an UK phenomenon.

 

Electronic chess games also appeared in the mid seventies, but the game that first captured the public's imagination in the UK was the Adman Grandstand.

 

Freezers

 

In the 70s, freezer ownership increased dramatically. Freezers and frozen food were available in the 60s, but sales of freezers took off in the 70s. In 1970 around 100,000 were sold, which was three times as many as in 1967. By 1974, one in ten households had a freezer.

 

Food processors

 

A food processor added a choice of blades and attachments to a standard blender. The Magimix from the 70s was the first UK example.

 

Microwave ovens

 

The microwave oven was invented by Percy Spencer in the late 40s. Initially, microwave ovens were only used by catering establishments. Oxford University physicist, Professor Nicholas Kurti gave a dramatic demonstration of microwave cooking with his reverse baked Alaska, or frozen Florida, which had ice cream on the outside and hot filling on the inside. He first demonstrated this dessert in 1969, showing how microwaves easily passed through ice, causing little heat, but the filling made from brandy and marmalade absorbed them and heated up more quickly.

 

Microwave ovens were not available in Britain until the end of the 70s, even then they did not catch on that quickly. The first 'Which' report on microwave ovens was written in 1979. There were concerns about what would happen if the microwaves escaped and confusion over whether the ovens were radioactive. For most people though, they were simply too expensive.

 

By 1979, there were a variety of microwaves on the market, priced between 150 and 400. [500 to 1400 in today's money]. Models with a separate convection heating element were even more expensive. Both traditional oven makers, Creda and Belling and electronics giants Philips, Hitachi, Sanyo, Sharp and Toshiba, made microwave ovens in the 70s.

 

For most people in the UK the microwave revolution did not begin until well into the 80s. Jimmy Tarbuck's advertisements for Sharp microwaves helped promote microwave cooking in the UK in the early 80s.

 

Teasmaid

 

As part of our renewed appreciation of all things 70s, the teasmade is back in fashion. After years in the naff cupboard, John and Norma Major owned one, it is now hip to own a teasmade.

 

The teasmade was a luxury item in the 70s household. Although primitive devices for automatically making tea were available since Victorian times and leading manufacturer Goblin made teasmades since the thirties, they were never considered essentials.

 

Most teasmades (sometimes incorrectly spelled 'teasmaid') comprised a teapot, kettle and clock. To prepare the teasmade ready for use tea, or teabags, fashionable in the 70s, were added to the pot and water into the kettle and then the alarm was set for the time you wanted to wake up to enjoy your freshly made pot of tea. About ten minutes before the alarm went off, the kettle boiled the water, which bubbled through a spout into the teapot. If you forgot to put the spout into the teapot some 70s models poured boiling water on to whatever the teasmade was stood on. Once the tea was brewed, the alarm sounded to wake you up, if the mechanism had not already woken you.

 

In 1971 there were only three manufacturers of teamade: Goblin, Ecko and Russell Hobbs. The Goblin model shown here cost £27.18 (£265 in today's money). It is no wonder that the teasmade was a luxury.

 

Tea bags

 

Tea bags were new in the 70s. Well not exactly new, they had been used in the USA since the 20s. Tetley had tried introducing them to the UK twice, once in the 30s and again in the 50s, but they were seen as a bit of a joke. In the 70s though, sales of tea bags took off. It's hard to explain why, they were more expensive and rarely used in the way originally intended - to remove the tea from the pot once it was brewed. It may have been something to do with convenience. We could throw our tea strainers away. Now tea bags are almost universal - so they must have been a good idea after all!

 

Continental quilts

 

Until the 70s, most people in the UK made up beds with sheets and blankets. In the early 70s the bedroom revolution was the continental quilt or duvet. Names such as "Slumberland Fjord" and "Banlite Continental" left no doubt as to the origin. Mostly they were filled with down or duck feathers. Synthetic fillings were more common in Europe, but became available in the UK. People quickly took to them as they were more convenient.

 

Flares and platform soles

 

Two trends defined the 70s in a fashion sense: flared trousers and platform soles. Flares were derived from the hippy fashion for loon pants of the late 60s. They were worn by men and women. The flare was from the knee and reached exaggerated proportions in the middle years of the 70s. The trousers were often hipsters, sitting on the hips rather than the waist, and tight fitting.

 

The combination of flares and denim made flared jeans the fashion phenomenon of the decade.

 

Platform soles were mainly worn by women and more fashionable men. There were health warnings about damage that could be caused to the back in later life, but the fashion did not last long enough for that to have an effect. There was an element of thirties retro in the style of some of the shoes, which echoed the thirties' love of two-tone or co-respondent black and cream or brown and cream colours. Bright colours also gave the shoes more of a space age look.

 

Raleigh Chopper

 

The Raleigh Chopper brought the style of Easy Rider to the backstreets of Britain in the 70s. It took the UK youth bike market by storm and probably saved Raleigh from financial disaster. The Chopper was a distinctly different bike for young people and was a first choice Christmas present. However, the Chopper attracted criticism for some aspects of its safety. The Chopper became distinctly unfashionable in the 80s, when BMX became the latest craze.

 

Klackers

 

Klackers comprised two acrylic balls, often brightly coloured, on a string with a small handle in the middle. It was a playground craze that swept Britain and America in the early 70s. The idea was to move the handle up and down to make the balls click together. The really skilled could make the Klackers meet at the top and bottom of a circle; it required practice. They made a noise when they clacked together, hence the name.

 

Klackers were also marketed as Ker-knockers, Clackers and Klickies.

 

Whilst children loved the Klackers, or Ker-knock-ers, parents and teachers were concerned about the safety aspects. They could cause bruised hands and arms and the balls could shatter into dangerously sharp shards of plastic. Some schools banned them from the playground. Like most crazes, Klackers disappeared as quickly as they appeared.

 

Invicta Mastermind game

 

The Invicta Mastermind game was a huge seller in the 70s. In spite of the name, it had no connection with the Mastermind television programme originally hosted by Magnus Magnussen, although many people bought the game thinking it did.

 

The game was invented by Israeli postmaster and telecommunications expert, Mordecai Meirowitz. He initially found it difficult to get a manufacturer to take on his idea, but eventually managed to persuade small UK games maker, Invicta to make it.

 

The game went on sale in the early 70s and was a huge success. The box depicting a bearded man and woman in Asian dress carried an air of mysteriousness about it, suggesting supreme intelligence was needed to play the game.

 

Indeed Mastermind was taken seriously by the academic world. In 1977, Donald Knuth, the American computer scientist responsible for some learned texts in the world of computing, published a formula that guaranteed a correct guess in five goes.

 

Mastermind was also recognised by the toy industry. In 1973 Invtica was awarded 'Game of the Year' for Mastermind. Look out for pre-1973 versions that do not have the 'Game of the Year' award on the box.

 

Fondue set

 

Fondue originated in Switzerland and the classic fondue is always made with Swiss cheeses: Emmenthal and Gruyère. The word 'fondue' is derived from the French word, 'fondre', which means to blend.

 

By 1960, Marguerite Patten claimed the fondue was becoming popular. Her 'Cookery in Colour' featured fondue recipes with a decidedly English twist: 'Cheddar Fondue' and 'Tomato Fondue', as well as the classic 'Gruyère'.

 

It was in the seventies that fondue parties really took off in the UK. Originally a reminder of a Swiss dish tried on a skiing holiday, fondue parties soon became the up-to-the minute thing to do; but by the 80s, it was decidedly naff.

 

Fondue sets are available again as everything 70s is fun once more. For real authenticity, source the genuine article from the 70s on eBay. Look for bright orange fondue pots and forks with teak handles.

 

Soda syphon

 

The retro style soda syphon (or soda siphon), once a symbol of kitsch and bad taste, is now the height of retro cool. The Sparklets Soda Syphon was a hit at 70s parties. However, its roots go back to the era of the Boer War.

 

The Sparklets Soda Syphon was originally used as a way of bringing sparkling or aerated water to hot climates at the far reaches of the British Empire. Invented in the 1890s, Sparklets bulbs were used during the Boer War.

 

Before the introduction of Sparklets bulbs, carbonated, or aerated water, as the Victorians preferred to call it, was a luxury product. It was expensive to make, and there was no way to do it yourself. The invention of the Sparklets bulb popularised it as soda water. The original device was called a 'Prana' Sparklet Syphon, and the Company stressed that it was as easy for a housemaid in Bayswater as for an orderly in South Africa to use the device.

 

Sparklets Streamline, with hammered finish 1940s

In 1920 Sparklets Ltd was acquired by BOC, the British Oxygen Company. By the 1960s Sparklets specialised in diecast products for the domestic industry. Naturally the Sparklets Soda Syphons were a big part of the business, but Sparklets also made diecast parts for washing machines, hairdryers and vacuum cleaners, as well as for cars.

 

The Sparklets bulb method may not have changed much since the days of the Boer War, but the style of the syphon moved with the times. Three basic types were around in the 60s and 70s.

 

Cigarettes

 

Player's No6 and Embassy. However, they were joined by mild versions: Embassy Extra Mild and Player's No6 Extra Mild. The rise of the mild cigarette was a 70s' phenomenon. Benson and Hedges Silk Cut, pictured bottom middle, started this trend.

 

Which? Magazine named Silk Cut as the mildest UK cigarette in 1972. Although, the Which report was intended to convince people to stop smoking, it gave an enormous boost to Silk Cut sales. (In fact there is no evidence to suggest mild cigarettes are any better for you.).

 

The other big trend ran in the opposite direction. King size cigarettes were increasingly popular. John Player Special, with its distinctive black packaging, was a rival for Benson and Hedges.

 

King size cigarettes also went down market and were available in the cheaper brands. Both Player's No6 and Embassy had king size versions. You could buy cigarettes in a bewildering number of different sizes: international, king size, regular, intermediate, mini and sub-mini. Collectors of cigarette packets from the 70s should look out for different sizes in all the popular brands, for example, Silk Cut, Silk Cut King Size, Silk Cut No1, Silk Cut No5, Silk Cut No3, as well as Silk Cut Extra Mild.

 

At the same time competition from US cigarette manufacturers started in earnest in the 70s. The famous Marlboro brand with is cowboy print advertising campaign started to take sales away from the home grown brands.

 

Smoking in the 1970s

 

Cigarettes were a big part of life in the 70s. People smoked them in large numbers. They also started to kick the habit in large numbers too. To give up or not, and to inhale or not, were big topics of conversation.

 

In 1969, Embassy Filter (right) was the most popular brand. It had been introduced in 1962 and took a staggering 24% of the cigarette market in 1968. By 1971 though, it was knocked off the top spot by Players No 6. In 1972 these brands (below) made up 94% of all cigarettes sold (in order of tar content, lowest first):

 

Silk Cut (filter)

Consulate Menthol (filter)

Cadets (filter)

Piccadilly De Luxe (filter)

Cambridge (filter)

Embassy Gold (filter)

Embassy Regal (filter)

Sovereign (filter)

Sterling (filter)

Player's No 6 Virginia (filter)

Park Drive (filter)

Kensitas (filter)

Embassy (filter)

Gold Leaf Virginia (filter)

Player No 6 (plain)

Player's Weights (plain)

Albany (filter)

Woodbine (plain)

Player's No 10 Virginia (filter)

Guards Tipped (filter)

Benson & Hedges King Size (filter)

Senior Service (plain)

Player's Navy Cut (plain)

Park Drive (plain)

Rothman's King Size (filter)

 

The majority of the most popular brands are filter tipped. At the time people wanted to believe that the filter would protect them. Medical research showed otherwise, even as early as the 60s. Also worth noting is that Rothman's advertised their cigarettes as for "...when you know what doing are doing" - a bit ironic considering the tar content!

 

In 1970, 55% of men and 44% of women smoked cigarettes. The percentage smoking cigarettes had fallen from the peak of 65% in 1948 and the risks of smoking on health were beginning to slowly sink in. In spite of research by the late Professor Sir Richard Doll published in 1951, which linked smoking with lung cancer, cigarette smoking was so much a part of life that the habit died hard. Even as late as 1973 the Guinness Book of Records described nicotine as an "anodyne to civilisation".

 

In 1971, cigarette manufacturers agreed to put a mild health warning on the packets (left) - "WARNING by HM Government SMOKING CAN DAMAGE YOUR HEALTH". I say "mild" because Professor Sir Richard Doll's research showed that of 1,357 men with lung cancer, 99.5% were smokers. Or as "Which" chillingly put it - you had as much chance of dying before you were 44 if you smoked, as a serviceman had of being killed in the Second World War. Most people were still playing Russian Roulette and hoping that the chamber was empty.

 

"Which" never published a report comparing one cigarette brand with another. They acted in the best interest of consumers and recommended only that people should give up. There were conflicting stories circulating concerning the safety of other forms of smoking, such as pipe or cigar smoking: "Was it safer than cigarettes?", "Was it safe if you didn't inhale?" and "Was it worth waiting for a safe cigarette?". "Which" did not sit on the fence and told members as directly as possible that the only safe course of action was to give up.

 

The 70s was the decade when people did finally accept the risks of smoking and the proportion of the population who smoked fell quite significantly. Those leading the way were the professional middle classes. The anti-smoking group, ASH, was founded in 1970 and took a lead in alerting the public to the dangers of smoking. The proportion of men and women smoking cigarettes dropped gradually during the 70s. By 1980, 42% of men and 37% of women smoked. (Today's figures are 27% and 25% respectively).

 

LED watch

 

LED digital watch

 

Retro style LED watches are now selling on the internet, reviving the original digital watches from the early 70s. The first LED watch was marketed in the US by watchmaker, Hamilton, under the brand name 'Pulsar' in the Fall of 1971. It was originally a high priced gadget; by the end of the decade LED watches were almost throw away items and the more familiar LCD display was gaining ground.

 

Toys

 

The Space Hopper, the Raleigh Chopper and Mattel's model cars with Hot Wheels made their debut in the 60s, but in the 70s achieved their highest popularity.

 

The Chopper was revised with safety improvements to become the Mark 2 in 1972. Mattel did not have their own way for long with Hot Wheels. British rival Matchbox had already introduced Superfast Wheels in 1969 and converted their whole range to them in the early 70s.

 

Sindy continued to be a popular toy for girls and won Toy of the Year in 1970. That accolade also went to another doll in 1971, Katie KopyKat; Katie copied everything you wrote.

 

Another 70s' craze that had its origins in the 60s was Klackers, or Clackers: two acrylic balls that were made to click together. Experts could make them clack at the bottom and top in a circular movement, but safety concerns saw their early demise.

 

The Mastermind TV programme hosted by Magnús Magnússon had huge audiences in the 70s. However, the Mastermind Board Game made by Invicta in 1973 had no connection with the Mastermind TV show. It was all about breaking a secret code.

 

Lego was as popular as ever. It scooped Toy of the Year in 1974 and 1975. Other toys with their origins in the 50s and earlier were discovered by new generations of children.

 

The football game Subbuteo gained plastic figures in 1967 and in the 70s was available in up to fifty different team strips. There were spin-off cricket and snooker games too.

 

Scalextric was improved with new cars in the 70s and was as popular as ever. More traditional toys such as Hornby trains and Meccano continued to find a market.

 

The big change in play in the 70s though was the advent of electronic games. The 70s gave us digital watches and pocket calculators and by the middle of the decade electronic toys and games as well. One of the first to capture the imagination of the UK public was Adman Grandstand, which could play a variety of sports, including a version of the Pong arcade game. The brightly coloured MB Simon game was also a big seller in 1978.

 

Star Wars was in the cinema in 1977 and a host of Star Wars inspired merchandise followed. Never before had the movie makers cashed in so much on the toy market, it was a portent for the new decade.

 

Furniture

 

Furniture from the seventies was bigger and chunkier than furniture from the 60s. Teak was still the favourite wood throughout the decade, although pine was getting an increasingly strong middle class following. Autumn colours were in vogue: browns, beiges and oatmeal. Striped upholstery fabric was popular.

 

The seventies had its share of fads. Chrome plated tubular steel furniture had a brief period of being the latest thing. Towards the end of the decade, cane and rattan furniture started to gain a small following. Both this and pine were much bigger in the following two decades.

 

The seventies was still a decade when modern was the favourite look. There was little attempt to recreate the past, although in a decade of contradictions, reproduction furniture had a growing niche following.

 

Green Shield Stamps

 

Green Shield Stamps were almost everywhere in the Britain of the 60s and 70s. If you bought your groceries at certain shops the retailer gave you stamps to stick in a book. Once you had collected enough you exchanged the books for gifts. Most people can remember Green Shield Stamps, but there were other schemes. Does anyone remember Blue Star, Gift Coupon, Happy Clubs, Thrift Stamp, Uneedus Bonus, Universal Sales Promotions or Yellow Stamps?

 

Drink

 

In the later 70s, lager began to take hold. You can still get seventies favourites such as Skol, Carling Black Label (they paid a consultant millions of pounds to recommend that the 'Black Label' was dropped some time in the 90s), Carlsberg and Tennant's Pilsner, though whether it is the same, who could say? Light ale was a popular alternative to lager at the time.

 

Keg bitter was definitely the drink of the early seventies. "Classics" such as Watneys Red Barrel (or Watney's Red as they tended to call it then), Double Diamond, Courage Tavern and Worthington 'E' are well out of production.

 

Britain's best selling cars from the 70s

 

British automotive fashions changed. As women replaced mini skirts with midis and maxis, and men chucked out the Don Draper look in favour of flares and wide ties, cars changed just as significantly, on the outside at least.

 

Car makers ditched the chrome grills, the wood and leather interiors of the 60s and embraced American coke bottle styling, plastic fascias and matt black grills.

 

The UK's top four manufacturers all introduced new models leading up to and around 1970. The first of the new wave was the Ford Escort, launched in late 1967. It was a small car with neat American influenced body styling. Ford also launched the ground breaking Capri in 1969, which brought sports car styling to the average motorist. In 1970 there was a rash of new models: the Morris Marina; a completely restyled Vauxhall Viva; and the all new Hillman Avenger, remember those L shaped tail lights? In 1971 Ford launched the car that was to represent the 1970s, the Cortina Mk III.

 

Ford won the sales war and the Cortina was the best selling car of the decade, with the Escort in second place. BL made a series of mistakes, the worst of which was to replace their best selling Austin/Morris 1100/1300 range with the blob shaped Allegro. It eventually needed the State to intervene and save the company from bankruptcy.

 

The 70s also saw a greater proportion of foreign cars on the road. However, none of them made it into the top ten. The best selling foreign import was the Datsun Sunny, which was only the 19th best selling car of the decade.

 

These are the top ten best selling UK cars of the 70s.

 

Ford Cortina Mk3, 1972

 

Ford's stylists had their fingers firmly on the pulse of the 70s' car market. They replaced the neatly minimalist Cortina Mk II, driven by Michael Caine in Get Carter, with the glamorous Mk III in 1970.

 

If there was a car that summed up the mood of the early 70s perfectly it was the Cortina Mk III. The classic American inspired coke bottle styling was combined with plenty of chrome trim. The new Cortina was bigger and better than the outgoing Mk II.

 

Ford's graduated model range offered a huge choice of trim, style and engine size. You could choose from from L (basic), XL (more luxury), GT (sporty), GXL (luxurious) to the ultimate Cortina, the 2000E. Even the L looked stylish, but the upmarket GXL offered acres of simulated wood trim, glorious velour seats and a chrome trimmed black vinyl roof.

 

Ford Cortina Mk V, 1979

 

In 1976 Ford replaced the Cortina Mk III with the Mk IV. The glam rock era had faded by 1976 and Ford stylists gave the market something more sober, although the parent company's policy of sharing as much as possible between the UK Cortina and the German Ford Taunus may have also influenced the more prosaic styling.

 

The final facelift for the Cortina came in 1979. Ford sharpened up the style of the Mk IV with the similar looking Mk V, which nevertheless changed almost every body panel. The Cortina disappeared entirely in 1982 to make way for the Sierra, dubbed the 'jelly mould' car at the time.

 

Ford Escord Mk2, 1979

 

Ford also sold over one million Escorts in the 1970s. The Escort was introduced late in 1967 as a replacement for the popular Ford Anglia. Remember that backward sloping rear roofline?

 

The Escort continued the Anglia theme of a stylish body combined with basic, but reliable, mechanicals. However, Ford went one stage further with the Escort, as with the Cortina, they offered a range of basic saloons and some sporty and luxury models as well.

 

Style was all important to Ford's selling strategy and in 1975 they gave the Escort a new squared off body and models near the top of the range had square headlamps too. By 1979 you could choose from 1100, 1300, 1600, 1800 and 2000cc models. In 1980 the Escort was upgraded to a the Mk III for the new decade.

 

Mini Clubman

 

Although Alex Issigonis' masterpiece the Mini was eleven years old by 1970, it was still one of Britain's best selling cars. BL chose to drop the Austin and Morris labels and the car was now just called the 'Mini'.

 

In the1970s there was a basic range comprising a Mini 850 and a Mini 1000, with 850cc and 1000cc engines. BL offered a more upmarket version, the Clubman, with a squared off nose. There was an estate version with fake wood panels on the outside and a sports 1275 GT version.

 

Laurence Moss, the estate agent husband of man-eating Beverly in "Abigail's Party" drove a Mini, getting a new one every year. He claimed the design did alter, in reality BL made very few changes to the design throughout the 70s. By the end of the decade part of the charm of the car was that it had not changed.

 

The Mini continued in production for another two decades before being replaced by the new Mini in 2000.

 

Morris Marina TC, 1972

 

BL's executives originally planned the Marina as a replacement for the aging Morris Minor and a serious competitor for the Escort. Learning the lessons of the past they wanted to give it plenty of style and hired ex-Ford stylist, Roy Haynes.

 

Haynes wanted the two door version to appeal to the under thirty age group. He wanted the interior styling to be exotic and wild.

 

Somehow BL ended up producing a much bigger car than intended, even though it shared some of its mechanical heritage with the venerable Morris Minor. In reality the Marina sold considerably less well than expected. It achieved a creditable fourth position in sales in the 70s, but was not capable of rescuing BL from its financial troubles. Read more about the Morris Marina.

 

Vauxhall Firenza, 1971

 

Vauxhall was like Ford, a British car maker with an American parent - General Motors. Like Ford they followed the same approach: a basic rugged car with an up to the minute body. The Viva had been around since 1963 and had already had one facelift. In 1970 Vauxhall revised it again.

 

The new Viva, called the HC, was still a small car and in the Escort class, nevertheless it looked wide, low and stylish. Like Ford, Vauxhall offered a range of engines and options. At the top of the range was the sporty Firenza SL.

 

The Viva really was a car for the 70s. It starred in 1999 in the 1970s' revival comedy, 'The Grimleys' as Shane Titley's car. Vauxhall dropped it in 1979.

 

Austin 1300GT, 1971

 

The Austin/Morris 1100/1300 range was a top selling car in the 1960s. BL found it hard to find a replacement for it. So hard in fact that they failed to do so until 1973. So because of its continued strong sales in the first years of the 70s, the 1100/1300 finds itself at number six.

 

For the 70s there were some detail improvements and some great 70s' colours including purple and bright orange. Just like its cousins from the 60s, the 1100s and 1300s were spacious, reliable and mechanically simple.

 

If you fancied something a little sportier, there was the Austin 1300GT which was a tuned up version of the basic car with a black vinyl roof. BL replaced this best seller with the Allegro in 1973.

 

Austin Allegro

 

Where Ford got 70s' style right with the Cortina, BL got it wrong with the Allegro.

 

Launched in 1973, the Allegro was styled by internal stylist, Harris Mann. It certainly looked 70s. However, where the Cortina emphasised size and width, the Allegro was rounded and dumpy. There was a bizarre selection of different style front grilles complemented with rounded rectangular headlamps matched inside the car with a rounded square steering wheel, called a Quartic.

 

Vanden Plas 1500 (Allegro)

 

A range of engines sizes from 1100 to 1750cc, a rather stylish small estate and a posh Vanden Plas version with real wood facia, leather seats and picnic tables failed to impress buyers. Surprisingly BL failed to provide a hatchback version even though the Allegro shape suited it, and they had been making the hatchback Maxi since 1969.

 

The Allegro was not a great hit with the public. Whilst the 1100/1300 range was chalking up annual sales of 100,000+ units every year, the Allegro failed to achieve more than 65,000. This styling misjudgment certainly contributed to BL's collapse in 1975.

 

There was an unfortunate side effect to the 70s' style lettering on the boot: to some 'Austin Allegro' looked like 'Rustin Allegro'. The Austin All-aggro was another name for it.

 

When Austin-Rover dropped the Allegro range in 1982 to make room for the Maestro there were few sad faces.

 

Ford Capri 2000GT, 1972

 

Ford advertised the Capri as the car you have always promised yourself. The Capri offered the motoring public something entirely new. It was almost a sports car, with a comfortable four-seater saloon cabin, gorgeous fastback styling and a price tag that the man in the street could afford.

 

Launched in 1969, the Capri sold well throughout the 70s. Like the Cortina, Ford offered a huge range of engines and trim levels. Like the Cortina, there were several styling revisions, but the basic look and personality remained the same.

 

At the top of the Capri range was the 3000E, which offered outstanding performance with a top speed of 122mph and 0-60mph in eight seconds. The brochure cooed about such refinements as reclining seats, an electric clock and push button radio. The prestige motoring experience was completed by a a steering wheel and gear knob covered in simulated leather.

 

Hillman Avenger 1300DL, 1975

 

Rootes Group (Hillman, Singer, Sunbeam, Humber) launched the Hillman Avenger in 1970. It was a completely new car. The Avenger was mechanically unexciting, but offered a stylish new body with black grill with coke bottle styling and a sloping rear end.

 

The black grill was made from plastic. The Avenger also had some very distinctive L shaped rear a lamp clusters.

 

The Avenger was smaller than Rootes Group's Hillman Hunter and competed with the Escort and Viva. It sold steadily throughout the 1970s. There was a facelift in 1976 and it later became the Chrysler Avenger as the American parent began to assert itself more strongly.

 

Austin Maxi, 1972

 

The Austin Maxi could have been a world beater. It was one of the first hatch back cars, and it was one of the first mass-market cars to have a five-speed gear box. Partly designed by Alec Issigonis, it was spacious and handled well. However, the Maxi never lived up to expectations.

 

The original design, launched in 1969, was very plain looking and not liked by the public. The gearbox was awful and the 1500cc engine was not powerful enough for the car.

 

The Maxi had a major facelift in 1971. There was a new grill, a more attractive wood finish fascia and a new 1750cc engine. In this form it enjoyed modest sales throughout most of the 70s. People loved the practicality of the hatchback and with the seats folded down it was big enough to transport a double mattress and perfectly capable of carrying garden waste to the tip or a tent or two on holiday.

 

1970s major household expenses

 

1. Transport

 

The average household weekly spend on transport in 2007 was £62. That includes everything from bus tickets to buying cars and petrol. In 1971, that £62 would have been just £6. That would barely cover a tube ticket today.

 

2. Recreation and culture

 

In 2007, we spent an average of £57 per week on things like holidays, cinema trips, sports activities and gambling. At 1971 prices, that would cost around £6 again – probably about the price of a large bucket of popcorn today.

 

3. Housing, fuel and power

 

£52 per week in 2007, £5 per week in 1971. Obviously that includes expenses like mortgage payments, rent and energy bills. Oh how times have changed.

 

4. Food and drink

 

In 2007, we spent £54 per week (I must admit I find that hard to believe, looking at my own till receipts, but still). Thirty-eight years ago that would have cost a mere fiver. Oh and over two thirds of the money we spend on food goes to the big supermarkets – so much for the nation of shopkeepers.

 

5. Restaurants and hotels

 

Weekly cost in 2007? £37. In 1971 that would have cost about £4, but then I doubt we would have used them as much in those days anyway.

 

6. Clothing and footwear

 

Despite our collective obsession with labels and fashion, we only spent £22 per week on clothes in 2007. Imagine how svelte we would all look if that still only set us back £2. Then again, we’d probably have to be clad head to toe in denim, so maybe £22 is a price worth paying.

 

7. Communication

 

Presumably this means telephones, mobiles, broadband and the like. Well, we spent an average of £12 a week on this kind of thing in 2007, which is equivalent to £1 in 1971 (OK, OK so we didn’t have mobiles and broadband back then, but that’s not really the point)

 

8. Everything else

 

This includes things like education and health, insurance and whatever else we spend our money on. Anyway, in 2007, these miscellaneous items cost a whopping £128 per week. In 1971, you’d have got the lot for £13. So in 2007, the total average household spend per week was a little under £460. Ouch. If we were to enter some kind of weird price time-warp that would come down to a total of about £46 per week.

 

Meanwhile, the latest research shows that the average household income in 2006 was about £650. Given the perilous state of our savings, you have to wonder where the extra £210 per week went (We only spent £460 of it remember).

 

Whichever way you look at it though, that time warp is looking rather appealing. We’ve already got the strikes and the recession, so to earn £650 a week and spend only £46 of it would make it all worthwhile.

 

It’s never going to happen of course, but it’s a nice dream.

 

1970s: Fewer cars but more smokers

 

*In 1971, UK residents made 6.7 million holiday trips abroad.

 

*In 1970/71, there were 621,000 students in the UK in higher education.

 

*In 1974, 26 per cent of men and 13 per cent of women in Great Britain who smoked regularly were classed as heavy smokers.

 

*In 1970, life expectancy at birth for males in the UK was 68.7 years and for females was 75.0 years.

 

*In 1970, there were 340,000 first marriages in England and Wales.

 

*In 1970, nearly half (48 per cent) of all households in Great Britain did not have regular use of a car.

 

*In 1971, the average household size in Great Britain was 2.9 people per household, with one-person households accounting for 18 per cent of all households.

 

*In 1971, the proportion of babies born to women aged under 25 in England and Wales was 47 per cent (369,600 live births).

 

*In 1970, food and non-alcoholic drinks was the largest category of expenditure, accounting for 21 per cent of UK total domestic household expenditure.

 

Life expectancy is perhaps the most notable single change. In 1970, when Edward Heath had just become Prime Minister and The Beatles were breaking up, for men it was 68.7 years and for women it was 75 years; 40 years on, these figures have shifted substantially. Male life expectancy is now 77.8 years, and for women it is 81.9 years. Doubtless the fall in heavy smoking has played a part in that. In 1974, 24 per cent of men and 13 per cent of women in Britain who smoked regularly were classed as heavy smokers, whereas in 2008 the figures were 7 per cent of men and only one in 20 women.

 

1971 vs 2011: what you get for your money

 

Mars bar: 1971: 2p 2011: 60p

 

First class stamp: 1971: 3p 2011: 44p

 

Pint of milk: 1971: 6p 2011: 49p

 

Loaf of bread: 1971: 9½p 2011: £1.10

 

Pint of bitter: 1971: 11p 2011: £3.05

 

Bunch of bananas: 1971: 18p 2011: 65p

 

Packet of cigarettes: 1971: 27p 2011: £7

 

Gallon of petrol: 1971: 33p 2011: £6

 

Ticket to Wembley Cup Final: 1971: £2 2011: £115

Microchips, transistors... digitalized life.

 

Reverse macro taken mounting my Nikkor 50mm 1.8 on my Nikkor 55-200. Reverse macro is quite fun :)

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