Tiny Raspberry Pi Computer Causes Big Stir on Launch Day!

(CNN) -- The debut of the tiny $35 Raspberry Pi computer crashed its distributors' websites on the way to selling out within hours of launch. Looking like little more than a credit card-sized chip of circuit board, the powerful, fully-programmable PC can plug into any TV and can power 3D graphics and Blu-ray video playback.

Its British-based designers at the Raspberry Pi Foundation hope the computer, which has been in the works for six years, will spark new interest in programming among children. "The primary goal was to build a low cost computer that every child could own, and one where programming was the natural thing to do with it," said co-founder Robert Mullins.

The computer's miniature uncased circuit board is crowded with an Ethernet connection for the internet, two USB ports and an SD card port for memory and is powered by a standard USB mobile charger.
The low-cost computer runs a free, open-source Linux operating system and does not include a monitor or keyboard.

The first version of the Raspberry Pi will ship soon to developers, and the hope is that they will design software that will enable children to design their own computer programs. The project came about when a group of Cambridge-based computer programmers noticed that fewer and less-qualified students were applying for computer science courses at Cambridge University.

Inspired by computers like the BBC Micro and the Commodore 64 in the 1980s, the group of engineers set out to build a new programmable machine for a new generation. "Each year we had fewer and fewer students applying, and most of them hadn't really done much more than write a web page," Raspberry Pi co-founder Eben Upton told CNN. "So we kind of set out to recreate that feeling of the BBC Micro in the hopes it would spark a new wave of kids knowing how to program."

Upton told CNN that an even cheaper version of the computer, which will retail for just $25, is going into production within the next several weeks. In the long term, he hopes the computer will generate an additional 1,000 engineers in the UK each year -- an "industry-changing development", according to Upton.

"Anyone who expresses a desire to get into designing software should have a platform to do it," he said.

Big Sales for Small Cars in February!

 

 

DETROIT (AP) — Many automakers reported strong sales for February as Americans snapped up smaller cars to offset high gas prices. Companies from Ford to Volkswagen reported double-digit increases in U.S. sales last month. Even General Motors, which pulled back on big discounts, eked out a slight gain.

 

The results show that industry is on pace for a third straight year of improving sales after bottoming in 2009 during the financial crisis. Carmakers see several encouraging trends. The average car on U.S. roads is now a record 10.8 years, so there is an increasing need to replace older vehicles.

Credit availability is improving, bringing more people back into the market. Japanese automakers have largely recovered from last year's earthquake and now have more cars to sell. And consumer confidence rose dramatically in February, making people more likely to consider a big-ticket purchase.

Sales were strong in January, and February is looking equally good. After all major car companies report their results Thursday, analysts expect sales of 1.1 million cars and trucks for the month.

Based on those strong results, the consulting firm LMC Automotive predicts sales of 14 million this year, up from an earlier forecast of 13.8 million. Last year's sales reached 12.8 million.

Chrysler's February sales rose 40 percent from a year earlier as it sold nearly 134,000 new cars and trucks. All of its brands showed at least double-digit increases. Chrysler was helped by an easy comparison with last February, when sales were relatively low because many of its revamped models were just arriving in showrooms.

Chrysler's tiny Fiat 500 had its best sales month ever, thanks in part to rising demand for more fuel-efficient cars. But the Ram pickup also saw sales climb 21 percent. Sales of the Chrysler 200 midsize sedan more than quadrupled from a year earlier, while sales of its 300 full-size sedans rose more than five times.

Ford sales rose 14 percent, mostly on demand for the Focus compact car. Focus sales more than doubled to 23,350, making it the best February for the Focus in 12 years. Most of Ford's other cars saw sales declines, in part because the newer Focus pulled sales from them. Ford also saw a 26-percent increase in sales of the F-Series pickup, helped by cash-back deals and other incentives.

Volkswagen sales rose 42 percent, led by the redesigned Passat midsize sedan. And Nissan sales were up 15.5 percent.

Gas prices — which are up 45 cents since Jan. 1 and now average $3.73 per gallon — are causing a pronounced shift to smaller cars.

At GM, sales of the Chevrolet Cruze compact rose 10 percent to top 20,000 for the month, while the new Chevy Sonic subcompact saw its best sales month ever at almost 8,000. The strength of those sales helped General Motors, which was expected to see sales drop, report a 1 percent increase.

Erich Merkle, Ford's top U.S. sales analyst, says small cars made up around 19 percent of industry sales in December. That rose to 21 percent in January and could go as high as 24 percent in February, he said.
Consumers continued to pay higher prices for cars in February, mainly because they're buying well-equipped small cars, according to the TrueCar.com automotive website.

Vehicles sold for an average of $30,605 last month, up almost 7 percent from a year earlier, TrueCar said

Seven Practical Applications of Ethics

According to Timothy Bednarz, an organization and each of its employees, wherever they may be located, must conduct their affairs with uncompromising honesty and integrity. Business ethics are no different than personal ethics, and the same high standard applies to both. As a representative of their company all employees are required to adhere to the highest standard, regardless of local custom.

Everyone is responsible for their own behavior. We live in a culture where responsibility and accountability are minimized, with individuals hiding behind the label of "victim" as an excuse for their actions. There is right and wrong, black and white, but many would prefer to operate in shades of gray. As long as they do not cross the line, they feel that they are fine. As long as no one catches them, their behavior is acceptable.

Individuals operating in shades of gray feel ethics are not as important as the legality of their actions and think the ends justify the means. After all, they work in a results-driven environment and it is the results that matter.

While certain actions might be legal, they may also be unethical and reflect poorly on an organization as well as the individuals responsible for them. If these actions are tolerated and allowed, an organizational culture is created that undermines the customer's confidence in the company, as well as its products and services and ultimately destroys its reputation in the marketplace.

Allowing even a single unethical activity can pull a thread that ultimately unravels the cloth of an organization. Actions have consequences and unethical actions and their consequences can have a rippling effect within a company. If all employees understand this and apply it to their actions and the actions of their colleagues, it will result in a stronger company. Both the company and an employees' ongoing employment within it require compliance to this philosophy.

Ethical behavior cannot be legislated. It is a combination of strong values and the impact of the example set by peers and superiors. To better appreciate ethics, individuals must understand how the following factors interact with each other to impact their actions, behaviors and decisions:

Values
Values are the principles or standards of personal behavior. Most values are shaped early in life by parents, families, friends, teachers and spiritual leaders. As individuals mature, their values can be changed or biased by their experiences and the choices they make in life. Specific examples of sound values include honesty, integrity, trustworthiness, fairness and a sense of justice.

A primary value possessed by most individuals is acknowledging the difference between what is right and what is wrong. How one acts on this knowledge is the core of both value-based and ethical behaviors.

Norms
Norms are the guidelines or guiding values that define behavior in specific situations. Norms governing employee behavior can be formed by organizations, informally created by groups, or established by individual values. Some examples of organizational norms include:

        ·  Every employee is 100% responsible for their behavior.
        ·  Ethics are ethics.
        ·  There is no difference between business and personal ethics.
        ·  Ethics are critically important in both business and in life.
        ·  Employees are expected to act ethically 100% of the time.
        ·  Whether they will be discovered or not, employees must always do the right thing.
        ·  Leadership obligations, which include giving clear direction and teaching fellow employees by example.
        · It is an employee's obligation to keep those they supervise acting ethically.
        · Employees are expected to stop unethical acts, even if they think it will jeopardize their job.
       
Convictions
A conviction is a firmly held belief or opinion and can include one's values, beliefs, corporate values and norms. A company's strong ethical program relies upon employees' uncompromising belief or conviction in "always doing the right thing." This underlying conviction is the foundation for success.

Integrity
Integrity means acting unbiased by self-interest and within the framework of one's values and norms. One of the most generally accepted norms of organizational behavior is that an individual's private interests or desire to benefit personally should not influence how they carry out their responsibilities. An employee is corrupt when he or she damages the company by deriving personal benefits and gains from their decisions and actions.

Choices
Ethics is the collection of values, norms, standards and principles that provides a framework for action. Action requires individuals to make choices. Ethical choices often create personal dilemmas, where decisions may conflict with one's personal values and beliefs. The bottom line in ethical behavior is determined by the individual choices one makes in both their business dealings and in their personal lives.

Ethical choices and decisions are unquestionably difficult to make. Some may impact profitability, employment or even personal relationships. The dilemma often lies in defining "the right thing," which is not always obvious. This often involves determining and weighing the various consequences specific decisions will have on the problem or situation. Ethical decision making is further complicated by all involved parties emotionally arguing their positions. Emotional arguments are subjective and tend to charge the decision making environment. The right choice or "the right thing" will be an objective choice free of emotionalism. Once identified, the decision should be straightforward.

Courage
It takes courage to be ethical in the current cultural environment. Ethical decisions can be unpopular because of their impact on both the company and other employees. They can be stressful because of a fear of retribution or reprisals within the company and from others.

Courage must come from the uncompromising convictions, values and beliefs supported by an organization's ethical philosophies and reinforced by the belief in "always doing the right thing."

Behaviors
Integrity or ethical behavior is guided by each of the factors discussed within this lesson including values, norms, convictions, integrity, choices and courage. None is independent of the others and each supports the others. They are what define your behaviors as either ethical or unethical. Together they provide you with the guidelines that define your behavior.