
insurance. International Business Machines
(IBM),
renowned as the epitome of white,
male, crew-cut, button-down efficiency quickly became the dominant manufacturer o
computing equipment. Payroll management became one of the earliest data-
rocessing
service industries. During this period, the instruction sets which guided the computer’s
operations, and the data on which the computer operated, were stored on “punch cards.”
These were pieces of cardboard, measuring about 2.5 inches by 6 inches, through which
small rectangular holes were punched. The pattern of the holes represented a particular
instruction or data point. They were fed into the computer by high-speed mechanical
devices which frequently jammed. To prevent such jams, punch cards had to be handled
carefully and were often imprinted with the phrase “Do not fold, spindle, or mutilate.”
These cards became the mediator between millions of people and the world’s largest and
most powerful institutions. They became symbolic of computers themselves—vast
storehouses of
information
—used by people who didn’t really understand them to
erform calculations of a complexity far beyond human capabilities, producing
inscrutable and incontestable decisions. They were the embodiment of bureaucratic
oppression. Bumper stickers and T-shirts proclaimed “I am a human being. Do not fold,
spindle, or mutilate.”
In the late 1960s and early 1970s, several technological and social changes occurred
which altered the popular involvement with, and perceptions of, the computer. The first
of these was the development of transistors, integrated circuits and microchips which
ermitted miniaturization, standardization and mass production of processors. The second
was a development of a play rather than work, culture around computers. This latter
development proceeded, in part, from the increased availability of computers to college
students on a time-share basis. As these students began to experiment with programming
languages, humanmachine interfaces and multiple-user machines, they developed very
simple two-person games. Hobbyists also began to buy computer kits publicized through
opular magazines and to build machines, which, though rudimentary, had an adaptable
design and public technical specifications. Thus computer use spread from corporate
culture into the
middle-class,
college-educated, young male culture of the early 1970s.
In 1977 two of these men, Steve Jobs and Steve Wozniak, produced the Apple II in a
suburban
garage. At first marketed through hobbyist clubs, it became the first mass-
market personal computer (PC). Originally useful only for word processing and game
playing, it was not until the invention of business-oriented spreadsheet programs that the
“PC revolution” started to take off. In 1984 Jobs and Wozniak introduced the
Apple
Macintosh, marketing it to both home and office users. Symbolically positioned against
institutionalized, even totalitarian, bureaucratic power, the Macintosh was advertised as
“the machine for the rest of us.” This marketing approach was fabulously successful.
Fortunes were made in computers, software and peripherals, and the new money was
conspicuously young, male and west coast.
IBM, in a hurried attempt to extend their dominance from mainframe computing into
the new realm of PCs, entered into non-exclusive license agreements with Intel (for
microprocessors) and Microsoft (for operating-system software). IBM branding provided
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