Journal Wednesday April 23rd, 2008
NEXT CLASS MONDAY
31ST. WE WILL BEGIN PROJECT PRESENTATIONS
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[edit]
History FROM WIKIPEDIA.
The earliest known use of the term data base
was in November 1963, when the
System Development Corporation sponsored a symposium under
the title Development and Management of a Computer-centered
Data Base[1].
Database as a single word became common in Europe in the
early 1970s and by the end of the decade it was being used in
major American newspapers. (The abbreviation DB, however,
survives.)
The first database management systems were developed in the
1960s. A pioneer in the field was
Charles Bachman. Bachman's early papers show that his aim
was to make more effective use of the new direct access storage
devices becoming available: until then, data processing had been
based on
punched cards and
magnetic tape, so that serial processing was the dominant
activity. Two key
data models arose at this time:
CODASYL developed the
network model based on Bachman's ideas, and (apparently
independently) the
hierarchical model was used in a system developed by
North American Rockwell later adopted by
IBM
as the cornerstone of their
IMS product. While IMS along with the CODASYL
IDMS
were the big, high visibility databases developed in the 1960s,
several others were also born in that decade, some of which have
a significant installed base today. Two worthy of mention are
the
PICK and
MUMPS
databases, with the former developed originally as an operating
system with an embedded database and the latter as a programming
language and database for the development of healthcare systems.
The
relational model was proposed by
E. F. Codd in 1970. He criticized existing models for
confusing the abstract description of information structure with
descriptions of physical access mechanisms. For a long while,
however, the relational model remained of academic interest
only. While CODASYL products (IDMS) and network model products (IMS)
were conceived as practical engineering solutions taking account
of the technology as it existed at the time, the relational
model took a much more theoretical perspective, arguing
(correctly) that hardware and software technology would catch up
in time. Among the first implementations were
Michael Stonebraker's
Ingres at
Berkeley, and the
System R project at IBM. Both of these were research
prototypes, announced during 1976. The first commercial
products,
Oracle and
DB2, did not appear until around 1980. The first successful
database product for microcomputers was
dBASE for the
CP/M
and
PC-DOS/MS-DOS
operating systems.
During the 1980s, research activity focused on
distributed database systems and
database machines. Another important theoretical idea was
the
Functional Data Model, but apart from some specialized
applications in genetics, molecular biology, and fraud
investigation, the world took little notice.
In the 1990s, attention shifted to
object-oriented databases. These had some success in fields
where it was necessary to handle more complex data than
relational systems could easily cope with, such as
spatial databases, engineering data (including software
repositories), and multimedia data. Some of these ideas were
adopted by the relational vendors, who integrated new features
into their products as a result. The 1990s also saw the spread
of
Open Source databases, such as
PostgreSQL and
MySQL.
In the 2000s, the fashionable area for innovation is the
XML database. As with object databases, this has spawned a
new collection of start-up companies, but at the same time the
key ideas are being integrated into the established relational
products. XML databases aim to remove the traditional divide
between documents and data, allowing all of an organization's
information resources to be held in one place, whether they are
highly structured or not.
PREVIOUSLY
DISCUSSED
YOUR
JOB IS TO EDIT THE FOLLOWING ESSAY:
Why Managers Should Become Better Acquainted With Database and related Issues.
A. Ebrahimi, F. Ansari, B. Vanderbeck, J. Prudhomme, S. Hamilton, P. Morán, M.
Giambalvo, A. McPhillips, J. Ruan
MIS – School of Business
SUNY College at Old Westbury
Old Westbury, New York 11568 USA
{ebrahimia, fansari1, bvanderbeck, rflores3, jprudhom, shamilt3, pmoran3,
giambalvom, amcphillips, ruanj}@oldwestbury.edu
Abstract
There has been an increasing demand for managers to be acquainted with database
and its application. Database is an indispensable key to business success and
facilitates the ability of business to use information to its advantage. It is
the database that drives technology; the web page of business enterprise to
everyone. It is managers responsibility for keeping the records of performance,
and using the records to promote efficiency, discipline, and to get the job
done. Today’s in-depth involvement of database in the marketplace has created a
strong correlation between managers and business database. Over time, the bond
between a manager and databases becoming stronger, signaling the need for more
interaction and understanding of both technical capabilities and business goals
on the part of database management. This paper posits that managers need to know
more about databases and actively participate in business decision-making.
Furthermore, it suggests how managers can have incrementally to acquire some
elementary knowledge of database development, concept of file insert, search,
delete, and update. In addition managers should acquire concepts of loop, “if”
statement, and input/output. Also a manager should familiarized with the object
oriented concept/class and how to execute the program and manipulating it, such
as changing the name. As databases become integrated to the web, managers need
to acquire concepts in Web server technology such as CGI, ASP, JSP, and PHP. It
may soon become almost mandatory that a multi-talented manager will have to deal
with change and deal with this concept and even personally involved in day to
day operation and maintenance of the database in order to be competitive. The
key to the manager’s success is to progressively attain the knowledge of
database and its applications and realize that it is not necessary to go
in-depth - it may be hard to pursue. A benefit of understanding of database and
its applications is that it will allow a manager to play a larger role in
communicating and delegating responsibility with confidence, and competence thus
leading to cost reduction and better short- and long-term risk management.
Keywords
Technology, Managers, Programming, Web, Source Code, Manager Update, Crisis and
Chaos,
Virus,
Y2K, E-Business, Software Engineering, Risk Management.
Programming Argument
In
1982, Robert Benjamin forecasted the state of IT in the year of 1990 stating
that all aspects of software will improve steadily, and the demand for software
will be so great as to appear infinite (Benjamin,1992). Now, nearly fifteen
years later, we are experiencing the fulfillment of these critical IT
predictions, and the far more fundamental knowledge and coordination of managers
and the programmers they must direct. Why is it crucial for a manager to keep up
to date with programming issues and web technology? One may assumes it is not
part of a manager’s job description since programming is associated with complex
theories, mathematics, and gibberish code. Furthermore many also assume there
are mathematical formulas and theoretical concepts are involved in creating
webpage (front end) or in a web server program (back end)? However the
technology and its programming have become less cumbersome than a decade ago,
the problems can be easily worked around by some explanation. We do not suggest
that managers become programmers who know details of syntax and semantic jargon
of each programming language construct.
Rather
they should become aware of the fundamental changes in programming and be able
to identify simple programming concepts such as input/output, decision-making,
repetition, and file handling. Managers need to be updated, to identify new
simple concept of how to use programming, communicate with programmers employed
by their corporations and how to takeadvantage of web technology. Similarly the
programmers and web page specialists need to have through idea of the purpose
production and Modus
vivendi of the company.
Furthermore, manager may be able to visualize a concept as to how it is used or
should be used.
According to the U.S. Bureau of Labor Statistics, there are roughly 100 million
Information users in the U.S. More interestingly, Sutcliffe is estimates that by
2005 in the U.S. alone, there would be 55 million end-user developers in
addition to 2.75 million professionalsoftware developers. From the above
estimate, one can conclude that one out of five people inthe U.S. population
(295 million) has to deal with programming issues and write some sort of
program. Sutcliffe and Mehandjiev describe that End-user development is about
taking control -not only of personalizing computer applications (end-user
computing) and writing programs, but of designing new computer-based
applications without ever seeing the underlying program code(Sutcliffe, 2004).
Programming Simplicity
A
program is a set of instructions telling the computer what to do. Programming is
straightforward with three foundations: Sequence, Decision-making, and
Repetition, all known
as
control flow. Each instruction in a control flow interacts with the memory bank
for storing,
recalling, and modifying one value at a time. The simplicity of a program’s
control flow can be
explained by comparing it to the flow of water cascading down step by step like
a waterfall. A
waterfall that starts at the top and flows directly to the bottom is sequential
control flow, with
only
one path. If the water flow reaches a point where it can go either one way or
the other, this
point
represents a decision. If the water flows back to a point of origin and cycles,
this is
repetition. Before each cycle begins, there is a decision on whether to repeat
the cycle or to exit.
At
each step of the flow there is interaction with the memory and, possibly, with
the user.
With
this limited programming knowledge which includes: putting instructions into
order;
input/output; making decisions; repetition; and file handling, one can
accomplish what is
necessary you need to do and better communicate (Ebrahimi, 2003). Given a
limited knowledge
of
programming, how have senior managers and executives been able to show
competence in
understanding the process of programming? What would be the role of the managers
in this?
Most
senior managers and executives don’t understand software because they haven’t
had the
experience of direct involvement in a software development project, however when
they went
through the replication during an experiment they were able to gain a sense and
feeling of how a
software product is created and how it interacts. Armour has found it "fun and
interesting" to see
executives code. (Armour, 2004).
Programming and Language Problems
Although programming languages have changed only slightly over the last fifty
years, the
textual representation of control flow makes it hard to follow the course of a
program and
understand what is happening. A program in execution does not necessarily follow
the order of
the
program written by a programmer. Similarly, arcane notations used for language
constructs
are
contributing to programming errors themselves. Some new language constructs are
more
confusing, unfriendly compared to their predecessors and these new constructs
are justified
based
on personal preference. The bottom-line is that not much has changed with regard
to
programming and its languages. Is this good or bad news? For those who believe
in technology
and
change, it is bad news. The criticism that programming and programming languages
have
fallen
behind the technology they have created leads one to wonder whether the
programming
can
meet the needs of the unit it is supposed to streamline and improve. The good
news is that
due to
the relative stability of programming and languages, it is possible to encourage
managers
to
take advantage of the situation and deal with it. The problems of arcane
notations and
programming errors still persist and there is hope that a big change will
eventually come
(Ebrahimi, 1992). Yet, to be "ironed out" the wrinkles and quirks need to be
worked out by the
team
of managers of businesses and programmers and web workers.
Technology Crisis and Some historical Lessons
Software Engineering
After
the introduction of Integrated Circuits (IC’s), programmers became free from
dealing with the small size memory associated with transistors. Programmers soon
could write
many
large programs without much restriction. With this overabundance of programming,
the
situation went so out of hand it caused chaos. As a result, there was a call for
a NATO
conference in Europe in 1968 at which the term Software Engineering was coined.
Several
resolutions dealt with the software crisis, and on the positive side, the
software crisis led to the
deployment of Software Engineering paradigms.
Y2K Compliance
Just a
few years ago, everyone can recall that we dealt with another chaos that put
many
managers under tremendous stress and caused the firing of many. The worldwide
problem
known
as Y2K was both a programming problem and a managerial problem: We could not
The
International Journal of Applied Management and Technology, Vol 3, Num 2
represent the year 2000 with 00 since 1900 was represented that way. What were
we to do?
Should
we write a new program to change all the data from two digits to four? Should we
set a
flag
for the new data? Yet another problem with Y2K is the year itself, 2000 which
was a leap
year
that was divisible by 400 (not every 4 years is a leap year, e.g. 1900). Y2K
made
programmers with no managerial training run the show, thus taking over
managerial duties.
Programmers instructed managers on what to do, often in a compressed period of
time, which
seemed
to challenge the authority and intelligence of managers.
Now is
not the time to refresh our mind as to whose fault Y2K was, or why managers
waited
so long to realize that a problem would occur. No one really knows exactly how
much
time
was spent to deal with this crisis, either directly or indirectly. In addition,
the Y2K problem
and
its aftermath was calculated to cost trillions of dollars. We are still paying
for it. The trillion
plus
dollars have been spent by businesses on Y2K compliance, liabilities, and lost
productivity
due to
computer crashes. Managers had to rethink and set survival strategies for the
future. What will be the next
technology crisis? Should we wait for problems to occur and then tackle them?
Why was the
Y2K
issue not addressed at an earlier stage? Even if Y2K wasn’t preventable,
involvement of
executives and managers with programmers at a far earlier stage would have
reduced the overall
cost
of Y2K. (Braithwaite, 2000).
Web Chaos, Spam, Spim, Spit
The
web has become the platform for the e-market. Every business strives to become
web-oriented. What is going to happen if everyone is web-oriented and has a link
to everyone
else?
Let us examine the worst-case scenario where X e-businesses is connected to many
other
M
businesses and all the M businesses are connected to the X businesses
(many-to-many
relationship). In addition, each of these businesses is linked to many nodes of
their own. When
one
system sends one request after another to other systems, there will be a point
when too many
requests to a system cannot be handled. If we are not experiencing these
difficulties yet, let us
simulate a possible scenario with web growth, a kind of fantasy of denial that
one's system is
immune
and that everything possible and necessary has been done to avoid problems. But
smooth
internet use requires a sort of defensive driving where laws and regulations
need to be
agreed
and acted upon. For example making massive number of phone phone calls using the
internet instead of traditional phone lines can lead to chaos, which would
hinder everyone. Less
than
the potential for chaos, businesses, no less than individuals, need to look at
the negative side
of
e-marketing. Spam (unwanted mail, advertisement and messages) is organized and
directed by
a
program that generates enormous volumes of traffic and often hides its original
source.
Similarly, unwanted instant messaging can be generated (SPIM) and Spit- Spam
over Internet.
Obviously, these Internet abuse (Spam, Spim and Spit) leads to waste of business
time, waste of
space
in memory, and more importantly, it aggravates the users and often creates
emotional
distress in the workplace (Vinton, 2005).
V
irus Catastrophe, Phishing, and Trojan Horses
How
would many managers react if an employee says, “MY MOUSE HAS A
VIRUS!”? Several probably would look at the person and politely ask, “Are you
for real? A
mouse
cannot get a virus.” Then s/he may look at the mouse on the desk, click it or
roll it to see
if the
ball is stuck. One common problem with the mouse in the good old days was the
malfunctioning of the driver program due to interference by some other programs.
However,
how
many managers are savvy enough to realize a virus could also corrupt a mouse
drive. How
many
know that a mouse becomes intelligent and sophisticated with its own
programming? A
virus
catastrophe requires a manager to understand what a virus is and how to handle
it. A virus
is a
program that can infect other programs or data stored in a file and it can knock
down your IT
(Cohen, 1994). Just one virus “LOVE BUG” inflicted an estimated 10 billion
dollars damage in
only a
few days. Today, a malicious program can act as a real web site and collect
information
such
as passwords, and ordinary computer user cannot distinguish between the fake web
site and
a real
web site. Similarly, through Trojan horse, which has been placed in the user’s
computer,
the
passwords of other systems can be accessed. Managers should be able to observe
the size of
programs and the data their companies have stored away for use. There is no
doubt that a
manager’s knowledge of programming will lead to better decision-making that will
prevent
errors. In case errors occur, managers will be able to understand the error,
reports, recover lost
files
and be able to communicate with programmers in order to resolve failure and
defects, such
as
viruses (Highland, 1997). A little understanding of programming can enable
managers to take
proper
protection measures for programs and data, such as writing to files for back up
and
reading from files for recovery.
The Benefit and Impact
Because a manager deals with people, quality, and planning, the decisions
managers
make
with regard to information technology can play a crucial role in the day-to-day
affairs and
also
have a consequential impact on the business. It is not enough for a manager to
be an end
user
or a computer operator. Managers also should actively participate in the
information
technology ( IT) decision-making team with programmers and other technical
personnel to
decide
how IT is configured and customized to its organization's business needs. This
requires
managers to have knowledge of programming foundations, and requiring programmers
to have a
general idea of company operations, in order to efficiently for each
application. With a little
routine update, from both a regularized task should become hassle-free.
Nowadays, up-to-date
knowledge of computer technology can give a manager the skills to use the
competitive
advantage gained by looking at other organizations' levels of information flow,
marketing
strategies and more. Thus a well-prepared manager could see the code of other
business websites
by
right-clicking the mouse and selecting View Source.
With
the increasing demand of the e-market, firms will need managers who understand
the
technology, and are able to deal with the possibility of chaos and uncertainty
without
interrupting business progress. Programming and its operating issues may
determine the success
for
some and root of failure for others. Managers will need skills to be able to
avoid crisis, to
manage
several kind of crisis, recognize a crisis, contain and resolve it, possibly
even profit from
the
crisis (Augustine, 1995). A manager who is able to handle a simple programming
task can
better
identify the real cause of problems rather than speculate about it. We conclude
that
motivating managers to understand and to participate in programming issues will
result in most,
if not
all, of the following: higher quality of performance, better time management,
reductions in
cost
and risk, improved morale, greater respect from subordinate employees, and,
finally,
becoming a marketable manager.
References
Armour, P. (2004). When Executives Code,
Communications of ACM,
47,1,
19-22.
Augustine, N. (1995). Managing the crisis you tried to prevent,
Harvard Business Review,
73,
147-159.
Benjamin, R. & Blunt, J. (1992). Critical IT Issues: The next ten years,
Sloan Management
Review; Summer, 33, 4.
Braithwaite, T. (2000).
Y2K Lessons Learned: A
Guide to Better Information Technology
Management.
New York: John Wiley.
Cerf,
V (2005). Spam, Spim, and Spit,
Communications of ACM,
48, 4, 39-43
Cohen
F. (1994). A Short
Course on Computer Viruses,
New York: John Wiley.
Ebrahimi, A. (2003). C++
Programming Easy Ways (Volume I & II).
Boston: American Press.
Ebrahimi, A. (1992). VPCL: A Visual Language for Teaching and Learning
Programming,
Journal of Visual Languages and Computing, 3,
299-317
Highland, H. (1997). Procedures To Reduce The Computer Virus Threat,
Computers and
Security, 16,5, 439-449.
Sutcliffe, A. Mehandjiev, N. (2004). End-user development: Introduction,
Communications of
the ACM, 47,9, 31-32.
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