Hey all,
I was looking at the 'bottom footer' examples here:
http://css-discuss.incutio.com/?page=FooterInfo
and seems like if content area has alot of text, then the footer is 'pushed
down' anyway? even if it is absolutely positioned.

I seen a couple webpages where the footer is a neat little thin strip
absolutely positioned? at the bottom of viewport, and the content will go
behind it, but the content is never hidden since they use some padding i
guess and u can use the browser's scrollbars to view the content if its
expand over browsers' viewport size, but the footer is always there and
never 'pushed out'. Anyway to achieve this? An example of one where it
doesnt work the way i expect is below (footer is absolutely positioned so
not sure why).

thanks,
Ari



<!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>test</title>
<style type="text/css">
html{
height: 100%;
}

body{
height: 100%;
margin:0px;padding:0px;

}

#container{
position: relative;
min-height: 100%;
padding-bottom: 102px;
}

* html #container{
height: 100%;
}


#footer{margin:0px;padding:0px;

border-top: 1px solid black;
border-right:: 0px solid black;
border-bottom: 1px solid black;
border-left: 0px solid black;

background-color: red;

position: absolute;
bottom: 102px;


height:100px;
width:100%;
}
</style>
</head>

<body>

<div id="container">

    <div id="nonFooter">
      EXPAND THE FONT-SIZE IN BROWSER TO SEE WHAT HAPPENS WHEN CONTENT GETS
BIGGER. Through the adoption of a proactive stance, the astute manager can
adopt a position at the vanguard. Exploitation of core competencies as an
essential enabler, empowerment of all personnel, not just key operatives,
the three cs - customers, competition and change - have created a new world
for business. Exploiting the productive lifecycle whether the organization's
core competences are fully in line, given market realities whenever
single-loop learning strategies go wrong.  Through the adoption of a
proactive stance, the astute manager can adopt a position at the vanguard.
Exploitation of core competencies as an essential enabler, empowerment of
all personnel, not just key operatives, the three cs - customers,
competition and change - have created a new world for business. Exploiting
the productive lifecycle whether the organization's core competences are
fully in line, given market realities whenever single-loop learning
strategies go wrong.  Through the adoption of a proactive stance, the astute
manager can adopt a position at the vanguard. Exploitation of core
competencies as an essential enabler, empowerment of all personnel, not just
key operatives, the three cs - customers, competition and change - have
created a new world for business. Exploiting the productive lifecycle
whether the organization's core competences are fully in line, given market
realities whenever single-loop learning strategies go wrong.  Through the
adoption of a proactive stance, the astute manager can adopt a position at
the vanguard. Exploitation of core competencies as an essential enabler,
empowerment of all personnel, not just key operatives, the three cs -
customers, competition and change - have created a new world for business.
Exploiting the productive lifecycle whether the organization's core
competences are fully in line, given market realities whenever single-loop
learning strategies go wrong.  Through the adoption of a proactive stance,
the astute manager can adopt a position at the vanguard. Exploitation of
core competencies as an essential enabler, empowerment of all personnel, not
just key operatives, the three cs - customers, competition and change - have
created a new world for business. Exploiting the productive lifecycle
whether the organization's core competences are fully in line, given market
realities whenever single-loop learning strategies go wrong.  Through the
adoption of a proactive stance, the astute manager can adopt a position at
the vanguard. Exploitation of core competencies as an essential enabler,
empowerment of all personnel, not just key operatives, the three cs -
customers, competition and change - have created a new world for business.
Exploiting the productive lifecycle whether the organization's core
competences are fully in line, given market realities whenever single-loop
learning strategies go wrong.  Through the adoption of a proactive stance,
the astute manager can adopt a position at the vanguard. Exploitation of
core competencies as an essential enabler, empowerment of all personnel, not
just key operatives, the three cs - customers, competition and change - have
created a new world for business. Exploiting the productive lifecycle
whether the organization's core competences are fully in line, given market
realities whenever single-loop learning strategies go wrong.
      Through the adoption of a proactive stance, the astute manager can
adopt a position at the vanguard. Building a dynamic relationship between
the main players. Benchmarking against industry leaders, an essential
process, should be a top priority at all times presentation of the process
flow should culminate in idea generation, while those at the coal face don't
have sufficient view of the overall goals.
      To ensure that non-operating cash outflows are assessed. To focus on
improvement, not cost, the three cs - customers, competition and change -
have created a new world for business combined with optimal use of human
resources. From binary cause and effect to complex patterns, the strategic
vision - if indeed there be one - is required to identify an important
ingredient of business process reengineering. Measure the process, not the
people. Building a dynamic relationship between the main players.
      Organizations capable of double-loop learning, combined with optimal
use of human resources, 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 balanced scorecard, like the
executive dashboard, is an essential tool. Building a dynamic relationship
between the main players. Whenever single-loop learning strategies go wrong,
the vitality of conceptual synergies is of supreme importance big is no
longer impregnable. While those at the coal face don't have sufficient view
of the overall goals.
      Exploiting the productive lifecycle combined with optimal use of human
resources, empowerment of all personnel, not just key operatives. Measure
the process, not the people. Building flexibility through spreading
knowledge and self-organization, organizations capable of double-loop
learning, by adopting project appraisal through incremental cash flow
analysis. The components and priorities for the change program.
    </div>

    <div id="footer">
    &copy; Arian Design
    </div>
</div>

</body>
</html>
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