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In one of his early science-fiction stories, the famous author Isaac Asimov first mentioned the word robotics, along with three fundamental rules that all robots ought to obey: First Law: A robot must not injure, or allow the injury of, any human being. Second Law: A robot must obey all orders from humans, except orders that would contradict the First Law. Third Law: A robot must protect itself, except when to do so would contradict the First Law or the Second Law.

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Robot generations 645 These rules were first coined in the 1940s, but they are still considered good standards for robots nowadays.

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panies commit significant resources to inform Wall Street of the company s annual and quarterly revenue and earnings expectations Prior to March of 2000, companies could reveal certain material nonpublic information to favored analysts and large shareholders who could then use the information to their advantage To overcome the inequity of selective disclosure, the SEC issued Regulation FD Under this regulation, whenever an issuer discloses material nonpublic information to any other person, the issuer must simultaneously or promptly make public disclosure of that same information If a company falls short of its quarterly earnings estimates, even by the smallest amount, the drop in stock price could be significant Consequently, many companies had become adept at handling market expectations Prior to Regulation FD, the company could give guidance to certain favored equity analysts, who would then influence Wall Street estimates of the company s earnings and revenues, either up or down.

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Some researchers have analyzed the evolution of robots, marking progress according to so-called robot generations. This has been done with computers and integrated circuits, so it only seems natural to do it with robots, too. One of the first engineers to make formal mention of robot generations was the Japanese engineer Eiji Nakano.

According to Nakano, a first-generation robot is a simple mechanical arm without AI. Such machines have the ability to make precise motions at high speed, many times, for a long time. They have found widespread industrial application and have been around for more than half a century. These are the fast-moving systems that install rivets and screws in assembly lines, that solder connections on printed circuits, and that, in general, have taken over tedious, mind-numbing chores that used to be done by humans. First-generation robots can work in groups if their actions are synchronized. The operation of these machines must be constantly watched, because if they get out of alignment and are allowed to keep operating anyway, the result can be a series of bad production units. At worst, a misaligned and unsupervised robot might create havoc of a sort that you can hardly begin to imagine even if you let your mind run wild.

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A second-generation robot has some level of AI. Such a machine is equipped with pressure sensors, proximity sensors, tactile sensors, binocular vision, binaural hearing, and/or other devices that keep it informed about goings-on in the world around it. A computer called a robot controller processes the data from the sensors and adjusts the operation of the robot accordingly. The earliest second-generation robots came into common use around 1980. Second-generation robots can stay synchronized with each other, without having to be overseen constantly by a human operator. Of course, periodic checking is needed with any machine, because things can always go wrong, and the more complex the system, the more ways it can malfunction.

Companies also aggressively managed their earnings so that they would always just meet or slightly exceed expectations, often by a penny per share Companies established rainy-day reserves for deferred revenue that could be tapped if necessary to meet earnings expectations Microsoft has been accused of setting up such reserves, and financial companies such as commercial and investment banks and insurance companies have also been known to overfund reserves for future revenues and profits One company that frequently met expectations to the penny was WorldCom For several years, and in an effort to achieve operating earnings estimates, WorldCom finance personnel regularly categorized short-term operating expenses as long-term capital expenditures WorldCom transferred more than $9 billion in operating expenses, resulting in false accounting statements that supported a stock price that defied gravity.

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