Improve Your Brain Power - Memory

Everyone can take steps to improve their memory, and with time and practice most people can gain the ability to memorize seemingly impossible amounts of information. Whether you want to win the World Memory Championships, ace your history test, or simply remember where you put your keys, this article can get you started. Scientists believe that exercising your brain can create a ‘cognitive reserve' that will help you stay sharp as you age.

1. Convince yourself that you do have a good memory that will improve. Too many people get stuck here and convince themselves that their memory is bad, that they are just not good with names, that numbers just slip out of their minds for some reason. Erase those thoughts and vow to improve your memory. Commit yourself to the task and bask in your achievements — it's hard to keep motivated if you beat yourself down every time you make a little bit of progress.

2. Keep your brain active. The brain is not a muscle, but regularly “exercising” the brain actually does keep it growing and spurs the development of new nerve connections that can help improve memory. By developing new mental skills—especially complex ones such as learning a new language or learning to play a new musical instrument—and challenging your brain with puzzles and games you can keep your brain active and improve its physiological functioning.

3. Exercise daily. Regular aerobic exercise improves circulation and efficiency throughout the body, including in the brain, and can help ward off the memory loss that comes with aging. Exercise also makes you more alert and relaxed, and can thereby improve your memory uptake, allowing you to take better mental “pictures.”

4. Reduce stress. Chronic stress, although it does not physically damage the brain, can make remembering much more difficult. Even temporary stresses can make it more difficult to effectively focus on concepts and observe things. Try to relax, regularly practice yoga or other stretching exercises, and see a doctor if you have severe chronic stress.

5. Eat well and eat right. There are a lot of herbal supplements on the market that claim to improve memory, but none have yet been shown to be effective in clinical tests (although small studies have shown some promising results for ginkgo biloba and phosphatidylserine) . A healthy diet, however, contributes to a healthy brain, and foods containing antioxidants— broccoli, blueberries, spinach, and berries, for example—and Omega-3 fatty acids appear to promote healthy brain functioning. Feed your brain with such supplements as Thiamine, Vitamin E, Niacin and Vitamin B-6. Grazing, eating 5 or 6 small meals throughout the day instead of 3 large meals, also seems to improve mental functioning (including memory) by limiting dips in blood sugar, which may negatively affect the brain.

6. Take better pictures. Often we forget things not because our memory is bad, but rather because our observational skills need work. One common situation where this occurs (and which almost everyone can relate to) is meeting new people. Often we don't really learn people's names at first because we aren't really concentrating on remembering them. You'll find that if you make a conscious effort to remember such things, you'll do much better. One way to train yourself to be more observant is to look at an unfamiliar photograph for a few seconds and then turn the photograph over and describe or write down as many details as you can about the photograph. Try closing your eyes and picturing the photo in your mind. Use a new photograph each time you try this exercise, and with regular practice you will find you're able to remember more details with even shorter glimpses of the photos.

7. Give yourself time to form a memory. Memories are very fragile in the short-term, and distractions can make you quickly forget something as simple as a phone number. The key to avoid losing memories before you can even form them is to be able to focus on the thing to be remembered for a while without thinking about other things, so when you're trying to remember something, avoid distractions and complicated tasks for a few minutes.

8. Create vivid, memorable images. You remember information more easily if you can visualize it. If you want to associate a child with a book, try not to visualize the child reading the book – that's too simple and forgettable. Instead, come up with something more jarring, something that sticks, like the book chasing the child, or the child eating the book. It's your mind – make the images as shocking and emotional as possible to keep the associations strong.

9. Repeat things you need to learn. The more times you hear, see, or think about something, the more surely you'll remember it, right? It's a no-brainer. When you want to remember something, be it your new coworker's name or your best friend's birthday, repeat it, either out loud or silently. Try writing it down; think about it.

10. Group things you need to remember. Random lists of things (a shopping list, for example) can be especially difficult to remember. To make it easier, try categorizing the individual things from the list. If you can remember that, among other things, you wanted to buy four different kinds of vegetables, you'll find it easier to remember all four.

11. Organize your life. Keep items that you frequently need, such as keys and eyeglasses, in the same place every time. Use an electronic organizer or daily planner to keep track of appointments, due dates for bills, and other tasks. Keep phone numbers and addresses in an address book or enter them into your computer or cell phone. Improved organization can help free up your powers of concentration so that you can remember less routine things. Even if being organized doesn't improve your memory, you'll receive a lot of the same benefits (i.e. you won't have to search for your keys anymore).

12. Try meditation. Research now suggests that people who regularly practice “mindfulness” meditation are able to focus better and may have better memories. Mindfulness (also known as awareness or insight meditation) is the type commonly practiced in Western countries and is easy to learn. Studies at Massachusetts General Hospital show that regular meditation thickens the cerebral cortex in the brain by increasing the blood flow to that region. Some researchers believe this can enhance attention span, focus, and memory.
13. Sleep well. The amount of sleep we get affects the brain's ability to recall recently learned information. Getting a good night's sleep – a minimum of seven hours a night – may improve your short-term memory and long-term relational memory, according to recent studies conducted at the Harvard Medical School.

14. Build your memorization arsenal. Learn pegs, memory palaces, and the Dominic System. These techniques form the foundation for mnemonic techniques, and will visibly improve your memory.

15. Venture out and learn from your mistakes. Go ahead and take a stab at memorizing the first one hundred digits of pi, or, if you've done that already, the first one thousand. Memorize the monarchs of England through your memory palaces, or your grocery list through visualization. Through diligent effort you will eventually master the art of memorization.

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Fantastic Colors of Sri Lanka - Incredible srilanka

School children descend the steps as they return after a visit to the rock fortress in Sigiriya. Sigiriya (Lion's rock), an ancient rock fortress and palace ruin situated in central Sri Lanka is a World Heritage Site.
A child holds an oil lamp in front of the Sri Dalada Maligawa (Temple of the Tooth) as they take part in a procession during the Esala Perahera festival in the ancient hill capital of Kandy. The festival features a nightly procession of Kandyan dancers, fire twirlers, traditional musicians and elephants and draws thousands of spectators from around the country.

Sri Lankan officer cadets march at a ceremony for 281 new army officers' graduation at the central hill town of Diyatalawa.

Sri Lankan cricketer Muttiah Muralitharan bowls at a practice session ahead of the second one-day international cricket match between Sri Lanka and Pakistan, in Dambulla.
A fisherman prepares his net for the night at Kandalama Lake, near Dambulla.

A visitor looks at frescoes on a rock face at the rock fortress in Sigiriya. Sigiriya (Lion's rock) is a popular tourist destination renowned for its ancient fresco paintings.
The shadow of the rock fortress is seen on the forest canopies below, in Sigiriya.

Kandyan dancers perform in front of the Sri Dalada Maligawa (Temple of the Tooth) as they take part in a procession during the Esala Perahera festival in the ancient hill capital of Kandy

A man displays a 3-day-old green turtle hatchling before releasing it into the ocean at a turtle hatchery in Kosgoda, north of Galle. Of the world's eight turtle species, Sri Lanka is home to five. Turtle hatcheries along the coast provide a way of earning a living for the people running them and also help combat the poaching of turtle eggs.
Three elephants, including one carrying a casket believed to contain a Buddha tooth relic (center), stand in front of the Sri Dalada Maligawa (Temple of the Tooth) as they take part in a procession during the Esala Perahera festival in Kandy

An elephant feeds at an elephant orphanage in Pinnawala The elephant orphanage aims to take care of orphaned or abandoned elephants in the jungles of Sri Lanka. The mahouts, or elephant keepers, feed the elephants and take them twice a day to a nearby river for bathing and drinking water.

An elephant herd bathes at a river near an elephant orphanage in Pinnawala
A Buddha statue is reflected in a lake at the Tsumani Honganji Vihara in Peraliya, north of Galle. The statue at the Vihara, along the coast, was built with Japanese assistance after the 2004 Indian Ocean tsunami.

People sit on the edge of a lookout on the walls of a 16th century Dutch fort as the sun sets in Galle.

Sri Lankan fishermen, also known locally as stick fishermen, sit perched on stilts fixed into the ocean floor as they fish in Koggala area, south of Galle
A Sri Lankan fisherman avoids a wave as he wades into the water to take his place on stilts, south of Galle

A Sri Lankan girl peeps from her window as the train rolls out from the railway station in Galle

Sri Lankan torch bearers wait for festivities to begin on opening night of the annual Kandy Esala Perahera festival Kandy.

Hindu devotees take part in a procession of chariots during the annual Chariot Festival in Wellawattha
A monkey rests on a wall as another grooms it at the rock fortress ruins in Sigiriya, near Dambulla

Sri Lankan traditional dancers from Budawatta Dance Troupe perform during the launch of "Meet in Sri Lanka" campaign, in New Delhi, India, Friday, July 31, 2009. The campaign is launched by Sri Lankan Tourism Ministry and Sri Lankan airlines to attract tour operators and Indian tourists.


Christian priest holds a small idol of Our Lady of Good Voyage as her main idol lies covered in floral tributes and decorations, right, atop a fishing boat, at a fishing port in Negambo, Sri Lanka, Sunday, July 19, 2009. Fishermen of the Christian community take out a traditional annual procession of the Lady of Good Voyage from a local church by foot and then later by boat to the ocean, as an expression of thanks for what the community considers her blessings for safe voyage.

Fishermen push their boat ashore as they use the waves to help them get it onto the beach in Unawatuna.

A Sri Lankan fisherman walks into the water in the Koggala area, Sri Lanka.


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How to Create filter in YAHOO and GMAIL - Informative

No doubt the mails circulated in various group are in huge numbers and they do mix up with our official/personal mails. Just to avoid all this please use the filters.

The procedure to create filter is as mentioned below:

Open your ID. Go to Options > Filters > Add. Now give the filter name as XXXX Group and in the subject line write/copy paste (so that you dont make mistake) ditto XXXX and then Move the message to ' To new folder. Give the name of new folder as XXXX. Save.

This way all the group mails will automatically go in this folder leaving your inbox free for your personal/official mails.



No doubt the mails circulated in various group are in huge numbers and they do mix up with our official/personal mails. Just to avoid all this please use the filters.
The procedure to create filter in GMAIL is as mentioned below:

Open your ID. Go to Settings > Filters >Create New Filter. In the subject carefully write XXXX. Now click 'next step . select the boxes 'skip the inbox archive it'. and apply the label. From choose label click new. Now give the label name as XXXX. Now select the box apply filter to conversations. Now click create filter. This way all the group mails will automatically go in this filter leaving your inbox free for ur personal/official mails.




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How to have a Great conversation


The art of conversation takes practice, and is not as hard as you might think. It will take some knowledge, practice, and patience, and you can learn to relax and enjoy a great conversation.

With these tips you will be well on your way to having a good, meaningful and entertaining conversation with anyone!



  • Make a good first impression. Smile, ask questions that require more than a yes/no answer, and really listen. Maintain eye contact and keep as friendly and polite as possible.
  • Listen. This is the most important part of any conversation. You might think a conversation is all about talking, but it will not go anywhere if the listener is too busy thinking of something to say next. Pay attention to what is being said. When you talk to the other person, injecting a thought or two, they will often not realize that it was they who did most of the talking, and you get the credit for being a good conversationalist – which of course, you are!
  • Find out what the other person is interested in. You can even do some research in advance when you know you will have an opportunity to talk with a specific person. Complimenting them is a great place to start. Everyone likes sincere compliments, and that can be a great ice-breaker.
  • Ask questions. What do they like to do? What sort of things have they done in their life? What is happening to them now? What did they do today or last weekend? Identify things about them that you might be interested in hearing about, and politely ask questions. Remember, there was a reason that you wanted to talk to them, so obviously there was something about them that you found interesting.
  • Forget yourself. Dale Carnegie once said, “It’s much easier to become interested in others than it is to convince them to be interested in you.” If you are too busy thinking about yourself, what you look like, or what the other person might be thinking, you will never be able to relax. Introduce yourself, shake hands, then forget yourself and focus on them instead.
  • Practice active listening skills. Part of listening is letting the other person know that you are listening. Make eye contact. Nod. Say “Yes,” “I see,” “That’s interesting,” or something similar to give them clues that you are paying attention and not thinking about something else – such as what you are going to say next.
  • Ask clarifying questions. If the topic seems to be one they are interested in, ask them to clarify what they think or feel about it. If they are talking about an occupation or activity you do not understand, take the opportunity to learn from them. Everyone loves having a chance to teach another willing and interested person about their hobby or subject of expertise.
  • Paraphrase back what you have heard, using your own words. This seems like an easy skill to learn, but takes some practice to master. Conversation happens in turns, each person taking a turn to listen and a turn to speak or to respond. It shows respect for the other person when you use your “speaking turn” to show you have been listening and not just to say something new. They then have a chance to correct your understanding, affirm it, or embellish on it.
  • Consider your response before disagreeing. If the point was not important, ignore it rather than risk appearing argumentative. If you consider it important then politely point out your difference of opinion. Do not disagree merely to set yourself apart, but remember these points:
  1. It is the differences in people–and their conversation–that make them interesting.
  2. Agreeing with everything can kill a conversation just as easily as disagreeing with everything.
  3. A person is interesting when they are different from you; a person is obnoxious when they can not agree with anything you say, or if they use the point to make themselves appear superior.
  4. Try to omit the word “but” from your conversation when disagreeing as this word often puts people on the defensive. Instead, try substituting the word “and”, it has less of an antagonistic effect.
  • Consider playing devil’s advocate – which requires care. If your conversation partner makes a point, you can keep the conversation going by bringing up the opposite point of view (introduce it with something like “I agree, and…”). If you overuse this technique, however, you could end up appearing disagreeable or even hostile.
  • Do not panic over lulls. This is a point where you could easily inject your thoughts into the discussion. If the topic seems to have run out, use the pause to think for a moment and identify another conversation topic or question to ask them. Did something they said remind you of something else you have heard, something that happened to you, or bring up a question or topic in your mind? Mention it and you’ll transition smoothly into further conversation!
  • Know when the conversation is over. Even the best conversations will eventually run out of steam or be ended by an interruption. Shake hands with the other person and be sure to tell them you enjoyed talking with them. Ending on a positive note will leave a good impression and likely bring them back later for more!



Warnings
  • Choose carefully when asking personal questions. You do not want to venture into overly personal issues. Even if the other person might be willing to talk about it, you may end up learning things that you really do not want to know. You certainly do not want the other person to think afterward that you coerced them into revealing personal information.
  • Be sincere! Compliments are great, but too much flattery is obvious and will reveal you as being insincere.
  • Beware of topics that can be inflammatory – such as religion and politics – and don’t venture into them unless you know the person has roughly the same convictions as you, or the circumstances otherwise allow for pleasant discussion. Again, it’s fine to disagree and can be nice to talk about differences, but it can also be a quick step toward an argument.
  • Try not to argue! You do not have to agree with everything someone says, but you do not have to tell them all about how you disagree. If you feel the need to explain an opposing viewpoint, express it simply and without putting the other person on the defensive. It is better to simply change the subject in a casual conversation than to get involved in an argument.
  • Try not to nod or respond with “Yes” and “I see” so much. It might make the person think you are bored and sometimes it may seem like you are rushing them along. Never say anything hurtful or offensive to the other person, this may project a bad feeling between you.
  • If it is a planned conversation, try listening to the news in case you run out of thing to say, it is always a good solution.
  • Also try not to cut the person off mid-sentence. It seems disrespectful and it makes it seem like what you have to say is more important than what the other person has to say. Let the person finish their thoughts and then continue on with thoughts of your own.


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The 10 Biggest Mistakes People Make Managing Organisational Performance


Mistake #1: Rely just on financial statements

Profit and loss, revenue and expenses these are measures of important things to a business. But they are information that is too little and too late. Too little in the sense that other results matter too, such as customer satisfaction, customer loyalty, customer advocacy. Too late in the sense that by the time you see bad results, the damage is already done. Wouldn't it be better to know that profit was likely to fall before it actually did fall, and in time to prevent it from falling?

Mistake #2: Look only at this month, last month, year to date
Most financial performance reports summarise your financial results in four values: 1) actual this month; 2) actual last month; 3) % variance between them; and 4) year to date. Even if you are measuring and monitoring non-financial results, you may still be using this format. It encourages you to react to % variances (differences between this month and last month) which suggest performance has declined such as any % variation greater than 5 or 10 percent (usually arbitrarily set). Do you honestly expect the % variance to always show improvement? And if it doesn't, does that really mean things have gotten bad and you have to fix them? What about the natural and unavoidable variation that affects everything, the fact that no two things are ever exactly alike? Relying on % variations runs a great risk that you are reacting to problems that aren't really there, or not reacting to problems which are really there that you didn't see. Wouldn't you rather have your reports reliably tell you when there really was a problem that needed your attention, instead of wasting your time and effort chasing every single variation?

Mistake #3: Set goals without ways to measure and monitor them
Business planning is a process that is well established in most organisations, which means they generally have a set of goals or objectives (sometimes cascaded down through the different management levels of the organisation) . What is interesting though, is that the majority of these goals or objectives are not measured well. Where measures have been nominated for them, they are usually something like this: Implement a customer relationship management system into the organisation by June 2006 (for a goal of improving customer loyalty) This is not a measure at all it is an activity. Measures are ongoing feedback of the degree to which something is happening. If this goal were measured well, the measure would be evidence of how much customer loyalty the organisation had, such as tracking repeat business from customers. How will you know if your goals, the changes you want to make in your organisation, are really happening, and that you are not wasting your valuable effort and money, without real feedback?

Mistake #4: Use brainstorming (or other poor methods) to select measures

Brainstorming, looking at available data, or adopting other organisations' measures are many of the reasons why we end up with measures that aren't useful and usable. Brainstorming produces too much information and therefore too many measures, it rarely encourages a strong enough focus on the specific goal to be measured, everyone's understanding of the goal is not sufficiently tested, and the bigger picture is not taken into account (such as unintended consequences, relationships to other objectives/goals) . Looking at available data means that important and valuable new data will never be identified and collected, and organisational improvement is constrained by the knowledge you already have. Adopting other organisations' measures, or industry accepted measures, is like adopting their goals, and ignoring the unique strategic direction that sets your organisation apart from the pack. Wouldn't you rather know that the measures you select are the most useful and feasible evidence of your organisation's goals?
mistake

Mistake #5: Rely on scorecard technology as the performance measure fix
You can (and maybe you did) spend millions of dollars on technology to solve your performance measurement problems. The business intelligence, data mining and 'scorecarding' software available today promises many things like comprehensive business intelligence reporting, award-winning data visualization, and balanced scorecard and scorecarding and an information flow that transcends organizational silos, diverse computing platforms and niche tools .. and delivers access to the insights that drive shareholder value. Wow! But there's a problem lurking in the shadows of these promises. You still need to be able to clearly articulate what you want to know, what you want to measure and what kinds of signals you need those measures to flag for you. The software is amazing at automating the reporting of the measures to you, but it just won't do the thinking about what it should report to you.

Mistake #6: Use tables, instead of graphs, to report performance
Tables are a very common way to present performance measures, no doubt in part a legacy from the original financial reports that management accountants provided (and still provide today) to decision makers. They are familiar, but they are ineffective. Tables encourage you to focus on the points of data, which is the same as not seeing the forest for the trees. As a manager, you aren't just managing performance today or this month. You are managing performance over the medium to long term. And the power to do that well comes from focusing on the patterns in your data, not the points of data themselves. Patterns like gradual changes over time, sudden shifts or abrupt changes through time, events that stand apart from the normal pattern of variation in performance. And graphs are the best way to display patterns.


Mistake #7: Fail to identify how performance measures relate to one other
A group of decision makers sit around the meeting room table and one by one they go over the performance measure results. They look at the result, decide if it is good or bad, agree on an action to take, then move on to the next measure. They might as well be having a series of independent discussions, one for each measure. Performance measures might track different parts of the organisation, but because organisations are systems made up of lots of different but very inter-related parts, the measures must be inter-related too. One measure cannot be improved without affecting or changing another area of the organisation. Without knowing how measures relate to one another and using this knowledge to interpret measure results, decision makers will fail to find the real, fundamental causes of performance results.


Mistake #8: Exclude staff from performance analysis and improvement
One of the main reasons that staff get cynical about collecting performance data is that they never see any value come from that data. Managers more often than not will sit in their meeting rooms and come up with measures they want and then delegate the job of bringing those measures to life to staff. Staff who weren't involved in the discussion to design those measures, weren't able to get a deeper understanding of why those measures matter, what they really mean, how they will be used, weren't able to contribute their knowledge about the best types of data to use or the availability and integrity of the data required. And usually the same staff producing the measures don't ever get to see how the managers use those measures and what decisions come from them. When people aren't part of the design process of measures, they find it near impossible to feel a sense of ownership of the process to bring those measures to life. When people don't get feedback about how the measures are used, they can do little more than believe they wasted their time and energy.


Mistake #9: Collect too much useless data, and not enough relevant data
Data collection is certainly a cost. If it isn't consuming the time of people employed to get the work done, then it is some kind of technological system consuming money. And data is also an asset, part of the structural foundation of organisational knowledge. But too many organisations haven't made the link between the knowledge they need to have and the data they actually collect. They collect data because it has always been collected, or because other organisations collect the same data, or because it is easy to collect, of because someone once needed it for a one-off analysis and so they might as well keep collecting it in case it is needed again. They are overloaded with data, they don't have the data they really need and they are exhausted and cannot cope with the idea of collecting any more data. Performance measures that are well designed are an essential part of streamlining the scope of data collected by your organisation, by linking the knowledge your organisation needs with the data it ought to be collecting.
mistake

Mistake #10: Use performance measures to reward and punish people
One practice that a lot of organisations are still doing is using performance measures as the basis for rewarding and punishing people. They are failing to support culture of learning by not tolerating mistakes and focusing on failure. It is very rare that a single person can have complete control over any single area of performance. In organisations of more than 5 or 6 people, the results are undeniably a team's product, not an individual's product. When people are judged by performance measures, they will do what they can to reduce the risk to them of embarrassment, missing a promotion, being disciplined or even given the sack. They will modify or distort the data, they will report the measures in a way that shows a more favourable result (yes - you can lie with statistics), they will not learn about what really drives organisational performance and they will not know how to best invest the organisation's resources to get the best improvements in performance.


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Informative Computer Tips - NTFS Vs FAT


To NTFS or not to NTFS—that is the question. But unlike the deeper questions of life, this one isn't really all that hard to answer. For most users running Windows XP, NTFS is the obvious choice. It's more powerful and offers security advantages not found in the other file systems. But let's go over the differences among the files systems so we're all clear about the choice. There are essentially three different file systems available in Windows XP: FAT16, short for File Allocation Table, FAT32, and NTFS, short for NT File System.


FAT16
The FAT16 file system was introduced way back with MS–DOS in 1981, and it's showing its age. It was designed originally to handle files on a floppy drive, and has had minor modifications over the years so it can handle hard disks, and even file names longer than the original limitation of 8.3 characters, but it's still the lowest common denominator. The biggest advantage of FAT16 is that it is compatible across a wide variety of operating systems, including Windows 95/98/Me, OS/2, Linux, and some versions of UNIX. The biggest problem of FAT16 is that it has a fixed maximum number of clusters per partition, so as hard disks get bigger and bigger, the size of each cluster has to get larger. In a 2–GB partition, each cluster is 32 kilobytes, meaning that even the smallest file on the partition will take up 32 KB of space. FAT16 also doesn't support compression, encryption, or advanced security using access control lists.

FAT32
The FAT32 file system, originally introduced in Windows 95 Service Pack 2, is really just an extension of the original FAT16 file system that provides for a much larger number of clusters per partition. As such, it greatly improves the overall disk utilization when compared to a FAT16 file system. However, FAT32 shares all of the other limitations of FAT16, and adds an important additional limitation—many operating systems that can recognize FAT16 will not work with FAT32—most notably Windows NT, but also Linux and UNIX as well. Now this isn't a problem if you're running FAT32 on a Windows XP computer and sharing your drive out to other computers on your network—they don't need to know (and generally don't really care) what your underlying file system is.


The Advantages of NTFS
The NTFS file system, introduced with first version of Windows NT, is a completely different file system from FAT. It provides for greatly increased security, file–by–file compression, quotas, and even encryption. It is the default file system for new installations of Windows XP, and if you're doing an upgrade from a previous version of Windows, you'll be asked if you want to convert your existing file systems to NTFS. Don't worry. If you've already upgraded to Windows XP and didn't do the conversion then, it's not a problem. You can convert FAT16 or FAT32 volumes to NTFS at any point. Just remember that you can't easily go back to FAT or FAT32 (without reformatting the drive or partition), not that I think you'll want to.

The NTFS file system is generally not compatible with other operating systems installed on the same computer, nor is it available when you've booted a computer from a floppy disk. For this reason, many system administrators, myself included, used to recommend that users format at least a small partition at the beginning of their main hard disk as FAT. This partition provided a place to store emergency recovery tools or special drivers needed for reinstallation, and was a mechanism for digging yourself out of the hole you'd just dug into. But with the enhanced recovery abilities built into Windows XP (more on that in a future column), I don't think it's necessary or desirable to create that initial FAT partition. When to Use FAT or FAT32
If you're running more than one operating system on a single computer, you will definitely need to format some of your volumes as FAT. Any programs or data that need to be accessed by more than one operating system on that computer should be stored on a FAT16 or possibly FAT32 volume. But keep in mind that you have no security for data on a FAT16 or FAT32 volume—any one with access to the computer can read, change, or even delete any file that is stored on a FAT16 or FAT32 partition. In many cases, this is even possible over a network. So do not store sensitive files on drives or partitions formatted with FAT file systems.


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