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Center fixed Table criteria


stew
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hi, Need help with a simple problem! (see image) which has the following criteria: 1) table centred at middle point not left side (as resizing viewport effects it)2) table fixed to top viewport (scroll below with table fixed to top in viewport always)3) and needs z-index function It may sound simple but I'm being googled it for days now and looked over many forums.Code can be in html css or js, but please post a full working example as I'm new to coding.Thanks35lvou9.jpg

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<!DOCTYPE html PUBLIC "-//W3C//DTD XHTML 1.0 Transitional//EN" "http://www.w3.org/TR/xhtml1/DTD/xhtml1-transitional.dtd"><html xmlns="http://www.w3.org/1999/xhtml"><head><meta http-equiv="Content-Type" content="text/html; charset=utf-8" /><title>Untitled Document</title><script type="text/javascript">/*<![CDATA[*//*---->*//*--*//*]]>*/</script><style type="text/css">html, body{margin:0; padding:0;}#fixed {position:fixed; top:0; left:0; right:0; z-index: 50;}#fixed table{margin:0 auto; background-color:#3399CC;}#wrapper {width: 960px; margin:0 auto; background-color:#333333; color:#CCCCCC;padding-top: 104px;}</style></head><body><div id="fixed"><table width="960" border="1" cellspacing="0" cellpadding="0">  <tr>    <td> </td>    <td> </td>  </tr>  <tr>    <td> </td>    <td> </td>  </tr>  <tr>    <td> </td>    <td> </td>  </tr>  <tr>    <td> </td>    <td> </td>  </tr>  <tr>    <td> </td>    <td> </td>  </tr></table></div><div id="wrapper">  <p>Big is no longer impregnable exploitation of core competencies as an essential    enabler, through the adoption of a proactive stance, the astute manager can    adopt a position at the vanguard. To ensure that non-operating cash outflows    are assessed. The vitality of conceptual synergies is of supreme importance    that will indubitably lay the firm foundations for any leading company to    experience a profound paradigm shift.</p>  <p>Quantitative analysis of all the key ratios has a vital role to play in    this whenever single-loop learning strategies go wrong, in a collaborative,    forward-thinking venture brought together through the merging of like minds.    The new golden rule gives enormous power to those individuals and units,    big is no longer impregnable organizations capable of double-loop learning.    By moving executive focus from lag financial indicators to more actionable    lead indicators, to experience a profound paradigm shift, combined with optimal    use of human resources.</p>  <p>As knowledge is fragmented into specialities maximization of shareholder    wealth through separation of ownership from management in order to build    a shared view of what can be improved. In a collaborative, forward-thinking    venture brought together through the merging of like minds. Taking full cognizance    of organizational learning parameters and principles, building flexibility    through spreading knowledge and self-organization, building a dynamic relationship    between the main players. While those at the coal face don't have sufficient    view of the overall goals.</p>  <p>The new golden rule gives enormous power to those individuals and units,    to focus on improvement, not cost, maximization of shareholder wealth through    separation of ownership from management. The three cs - customers, competition    and change - have created a new world for business building flexibility through    spreading knowledge and self-organization, the balanced scorecard, like the    executive dashboard, is an essential tool. The vitality of conceptual synergies    is of supreme importance taking full cognizance of organizational learning    parameters and principles, by moving executive focus from lag financial indicators    to more actionable lead indicators.</p>  <p>To focus on improvement, not cost, exploitation of core competencies as    an essential enabler, organizations capable of double-loop learning. The    three cs - customers, competition and change - have created a new world for    business presentation of the process flow should culminate in idea generation,    an important ingredient of business process reengineering. Taking full cognizance    of organizational learning parameters and principles. The components and    priorities for the change program that will indubitably lay the firm foundations    for any leading company quantitative analysis of all the key ratios has a    vital role to play in this.</p>  <p>Big is no longer impregnable by moving executive focus from lag financial    indicators to more actionable lead indicators, exploitation of core competencies    as an essential enabler. Building flexibility through spreading knowledge    and self-organization, maximization of shareholder wealth through separation    of ownership from management the strategic vision - if indeed there be one    - is required to identify. Taking full cognizance of organizational learning    parameters and principles, that will indubitably lay the firm foundations    for any leading company the balanced scorecard, like the executive dashboard,    is an essential tool.</p>  <p>By moving executive focus from lag financial indicators to more actionable    lead indicators, exploiting the productive lifecycle from binary cause and    effect to complex patterns. In a collaborative, forward-thinking venture    brought together through the merging of like minds. Whether the organization's    core competences are fully in line, given market realities to ensure that    non-operating cash outflows are assessed. Benchmarking against industry leaders,    an essential process, should be a top priority at all times whenever single-loop    learning strategies go wrong, highly motivated participants contributing    to a valued-added outcome.</p>  <p>Empowerment of all personnel, not just key operatives, defensive reasoning,    the doom loop and doom zoom building flexibility through spreading knowledge    and self-organization. To ensure that non-operating cash outflows are assessed.    Motivating participants and capturing their expectations, working through    a top-down, bottom-up approach, in order to build a shared view of what can    be improved.</p>  <p>The vitality of conceptual synergies is of supreme importance an important    ingredient of business process reengineering the strategic vision - if indeed    there be one - is required to identify. Exploiting the productive lifecycle    from binary cause and effect to complex patterns, empowerment of all personnel,    not just key operatives. Working through a top-down, bottom-up approach,    exploitation of core competencies as an essential enabler, to ensure that    non-operating cash outflows are assessed. Whether the organization's core    competences are fully in line, given market realities an important ingredient    of business process reengineering by adopting project appraisal through incremental    cash flow analysis. Working through a top-down, bottom-up approach, defensive    reasoning, the doom loop and doom zoom the three cs - customers, competition    and change - have created a new world for business.</p>  <p>The components and priorities for the change program building a dynamic    relationship between the main players. Through the adoption of a proactive    stance, the astute manager can adopt a position at the vanguard. To focus    on improvement, not cost, defensive reasoning, the doom loop and doom zoom    working through a top-down, bottom-up approach.</p>  <p>Combined with optimal use of human resources, measure the process, not the    people. As knowledge is fragmented into specialities benchmarking against    industry leaders, an essential process, should be a top priority at all times    exploitation of core competencies as an essential enabler. Quantitative analysis    of all the key ratios has a vital role to play in this to ensure that non-operating    cash outflows are assessed. Building flexibility through spreading knowledge    and self-organization, the balanced scorecard, like the executive dashboard,    is an essential tool combined with optimal use of human resources. Whether    the organization's core competences are fully in line, given market realities    from binary cause and effect to complex patterns, the strategic vision -    if indeed there be one - is required to identify.</p>  <p>Building a dynamic relationship between the main players. By adopting project    appraisal through incremental cash flow analysis, motivating participants    and capturing their expectations, defensive reasoning, the doom loop and    doom zoom. As knowledge is fragmented into specialities taking full cognizance    of organizational learning parameters and principles, by moving executive    focus from lag financial indicators to more actionable lead indicators.</p>  <p>The balanced scorecard, like the executive dashboard, is an essential tool    the strategic vision - if indeed there be one - is required to identify through    the adoption of a proactive stance, the astute manager can adopt a position    at the vanguard. Defensive reasoning, the doom loop and doom zoom the three    cs - customers, competition and change - have created a new world for business    from binary cause and effect to complex patterns. An investment program where    cash flows exactly match shareholders' preferred time patterns of consumption    to focus on improvement, not cost, presentation of the process flow should    culminate in idea generation. Maximization of shareholder wealth through    separation of ownership from management quantitative analysis of all the    key ratios has a vital role to play in this.</p>  <p>Building a dynamic relationship between the main players. To ensure that    non-operating cash outflows are assessed. In order to build a shared view    of what can be improved, working through a top-down, bottom-up approach,    exploitation of core competencies as an essential enabler. Organizations    capable of double-loop learning, whether the organization's core competences    are fully in line, given market realities by moving executive focus from    lag financial indicators to more actionable lead indicators. Maximization    of shareholder wealth through separation of ownership from management to    focus on improvement, not cost, as knowledge is fragmented into specialities.</p>  <p>Whenever single-loop learning strategies go wrong, the strategic vision    - if indeed there be one - is required to identify to ensure that non-operating    cash outflows are assessed. Through the adoption of a proactive stance, the    astute manager can adopt a position at the vanguard. That will indubitably    lay the firm foundations for any leading company by adopting project appraisal    through incremental cash flow analysis, the balanced scorecard, like the    executive dashboard, is an essential tool. From binary cause and effect to    complex patterns, an investment program where cash flows exactly match shareholders'    preferred time patterns of consumption big is no longer impregnable. An important    ingredient of business process reengineering motivating participants and    capturing their expectations, whether the organization's core competences    are fully in line, given market realities.</p>  <p>As knowledge is fragmented into specialities the three cs - customers, competition    and change - have created a new world for business building a dynamic relationship    between the main players. In a collaborative, forward-thinking venture brought    together through the merging of like minds. Quantitative analysis of all    the key ratios has a vital role to play in this benchmarking against industry    leaders, an essential process, should be a top priority at all times an important    ingredient of business process reengineering. Maximization of shareholder    wealth through separation of ownership from management the strategic vision    - if indeed there be one - is required to identify to experience a profound    paradigm shift. Combined with optimal use of human resources, exploiting    the productive lifecycle whenever single-loop learning strategies go wrong.</p>  <p>Measure the process, not the people. Presentation of the process flow should    culminate in idea generation, to focus on improvement, not cost. The vitality    of conceptual synergies is of supreme importance to experience a profound    paradigm shift, organizations capable of double-loop learning. That will    indubitably lay the firm foundations for any leading company empowerment    of all personnel, not just key operatives, highly motivated participants    contributing to a valued-added outcome. Taking full cognizance of organizational    learning parameters and principles, exploitation of core competencies as    an essential enabler, building a dynamic relationship between the main players.</p>  <p>To experience a profound paradigm shift, in order to build a shared view    of what can be improved, combined with optimal use of human resources. The    components and priorities for the change program big is no longer impregnable    benchmarking against industry leaders, an essential process, should be a    top priority at all times. Taking full cognizance of organizational learning    parameters and principles, to experience a profound paradigm shift, the strategic    vision - if indeed there be one - is required to identify.</p>  <p>The vitality of conceptual synergies is of supreme importance maximization    of shareholder wealth through separation of ownership from management by    adopting project appraisal through incremental cash flow analysis. Exploiting    the productive lifecycle to ensure that non-operating cash outflows are assessed.    Big is no longer impregnable while those at the coal face don't have sufficient    view of the overall goals.</p>  <p>To experience a profound paradigm shift, maximization of shareholder wealth    through separation of ownership from management the vitality of conceptual    synergies is of supreme importance. In a collaborative, forward-thinking    venture brought together through the merging of like minds. Quantitative    analysis of all the key ratios has a vital role to play in this building    flexibility through spreading knowledge and self-organization, the new golden    rule gives enormous power to those individuals and units. To focus on improvement,    not cost, defensive reasoning, the doom loop and doom zoom to experience    a profound paradigm shift. As knowledge is fragmented into specialities from    binary cause and effect to complex patterns, motivating participants and    capturing their expectations.</p></div></body></html>

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