Why Thanksgiving Dinner Makes You So Sleepy

Why Thanksgiving Dinner Makes You So Sleepy Does a big turkey dinner make you sleepy? Unless a microwave dinner is your idea of a Thanksgiving feast, you probably have had firsthand experience with the after-dinner fatigue that sets in after the meal. Why do you want a nap? To escape the dishes? Perhaps, but the meal itself plays a big part in the way you feel. L-Tryptophan and Turkey The turkey is often cited as the culprit in after-dinner lethargy, but the truth is that you could omit the bird altogether and still feel the effects of the feast. Turkey does contain L-tryptophan, an essential amino acid with a documented sleep inducing effect. L-tryptophan is used in the body to produce the B-vitamin, niacin. Tryptophan also can be metabolized into serotonin and melatonin, neurotransmitters that exert a calming effect and regulates sleep. However, L-tryptophan needs to be taken on an empty stomach and without any other amino acids or protein in order to make you drowsy. Theres lots of protein in a serving of turkey and its probably not the only food on the table. Its worth noting that other foods contain as much or more tryptophan than turkey (0.333 g of tryptophan per 100-gram edible portion), including chicken (0.292 g of tryptophan per 100-gram edible portion), pork, and cheese. As with turkey, other amino acids are present in these foods besides tryptophan, so they dont make you sleepy. L-Tryptophan and Carbohydrates L-tryptophan may be found in turkey and other dietary proteins, but its actually a carbohydrate-rich (as opposed to protein-rich) meal that increases the level of this amino acid in the brain and leads to serotonin synthesis. Carbohydrates stimulate the pancreas to secrete insulin. When this occurs, some amino acids that compete with tryptophan leave the bloodstream and enter muscle cells. This causes an increase in the relative concentration of tryptophan in the bloodstream. Serotonin is synthesized and you feel that familiar sleepy feeling. Fats Fats slow down the digestive system, giving Thanksgiving dinner plenty of time to take effect. Fats also take a lot of energy to digest, so the body will redirect blood to your digestive system to tackle the job. Since you have less blood flow elsewhere, you will feel less energetic after eating a meal rich in fats. Alcohol Alcohol is a central nervous system depressant. If alcoholic beverages are part of the holiday celebration, then they will add to the nap-factor. Overeating It takes a great deal of energy to digest a large meal. When your stomach is full, blood is directed away from other organ systems, including your nervous system. The result? You will feel the need to snooze after any big meal, particularly if it is high in fats and carbohydrates. Relaxation Although many people find the holidays stressful, the most relaxing part of the festivities is likely to be the meal. No matter what you may have been doing throughout the day, Thanksgiving dinner provides an opportunity to sit back and relax a feeling that can carry over after the meal. So, why are you sleepy after a big turkey dinner? Its a combination of the type of food, amount of food, and celebratory atmosphere. Happy Thanksgiving!

The Electronic Hallway Snow Removal

The Electronic Hallway Snow Removal This case study focuses on the public admistration and issues covered in this case study were centered on the snow removal activity within the city and the fact that all residents in the city deserved equal treatment from the public offices no one place was more important than the other. As observed regularly snow storms have paralyzed the everyday activities in many states.Advertising We will write a custom assessment sample on The Electronic Hallway: Snow Removal specifically for you for only $16.05 $11/page Learn More Snow removal is an activity that is mandated on the local authority administration, whereby as the bylaws dictate, the City council has an obligation to provide the services efficiently without bias to all residents of the city. However in carrying out its obligations, the Manhattan public authority, which was in charge of the exercise failed to do so in a number of ways (Cheshire 1997). First as indicated above, the Authority failed to prov ide services equally to all residents according to Le May (2006), a public Authority ought to carry out its mandate without bias to the public, however the administration failed to do this whereby, in reference to the â€Å"electronic hallway case study on snow removal†, the theory of public administrations is to give and provide equal services to all citizens and residents affected by the snow storm, but the practice is that some parts of the city are favored and given preferential service while the rest of the city is left to suffer and the citizens are left and forced to fend for themselves. Thus as the case study indicates, Manhattan was highly favored during the snow removal exercise at the expense of the whole city. As a result of this biasness, the residents of the other cities, Queens, Brooklyn, the Bronx, and Staten Island accused Mayor John Lindsay for misusing the city’s snow removal reserves and showing preferential treatment towards Manhattan at the cost o f the rest of the city. Personnel Administration and Unionism in Public Administration Apart from that where the city local administration displayed open bias, there are other issues that touch on Personnel Administration the Public body undertook various activities that were in contradiction to personnel administration these include: less staff which resulted to in adequate labor to tackle the snow removal process however the city administration resulted to hiring more personnel after an outcry fry various stake holders so as to have enough personnel to fight the snow. Another issue was that the snow removal equipment was also always breaking down but it was proposed that more mechanical staff to be hired to keep the equipment in use in perfect condition for such situations.Advertising Looking for assessment on public administration? Let's see if we can help you! Get your first paper with 15% OFF Learn More In addition, the snow removal equipment was not eno ugh for the whole city so more equipment was suggested to be bought, and hiring of private owned snow removing equipment when an urgent situation concerning snow arose. This was however solved as the Mayor and the relevant authority authorized for the purchase of more equipments hence showing according to Le May (2006) that public administration bodies should be autonomous in order to deliver its services and mandate without external political, economical and social pressures, nevertheless, they should a Bureaucratic process that ensures that services are delivered without bias or exploited by corrupt individuals in the administration. The actors who were concerned in this activity were the public administrators who were supposed to carry out the snow removal activity in the whole of the city. The city Mayor was to make sure that all the city residents got equal attention and service by the service providers. Some city residents were affected by the snow storm and could not get to t heir respective places of work or school. The personal forces in this case study include the decisions the mayor made that showed prejudice to the rest of the city as only Manhattan was being serviced. The fact that most of the snow removal equipment was faulty and there was less personnel working shows that this was a personal force on the mayors side and also the employees themselves in that the equipment was not serviced regularly so that it could perform the work it was supposed to without problems on the employees side some of them could not make to work as the snow hindered their way. From the above there are various public administration concepts that the Administration failed to address when carrying out its mandate in the city. First, the administration failed to balance its values according to importance and preference as needed by any public body, instead in undertook activities like removing snow in some cities while totally neglecting the other areas which were in dire need of the same services (Le May 1996). Also when it comes to balancing of values in the administration of the city, from the case study, one can note that, the city is divided into three sections that are primary, secondary and tertiary that is attended to in terms of priority. Primary and secondary sections are intended to allow police station, fire station and hospital vehicles to proceed to at least one or two blocks of an emergency in a tertiary street.Advertising We will write a custom assessment sample on The Electronic Hallway: Snow Removal specifically for you for only $16.05 $11/page Learn More The theoretical perspectives that help us to understand what happened in the case are the carrying out a research on the city’s ability in such a snow crisis was carried out to categorize and eradicate the main weaknesses in snow removal program. The use of the US Weather Bureau statistics showing the patterns and amount of average snow fall, statis tics on snow build up rates, the precedence plan invented to clear out major streets first. According to exhibit 5 the primary streets are the ones that are regarded as major traffic arteries, or highways, parkways, expressways, drives or bridges: feeder roads to bridges, tunnels, ferries, airports, bus routes, all street with areas which have food, treatment, amusement, shopping, streets with important facilities like police and fire stations, fuel stations and transport terminals. Secondary streets are regarded to have convincingly traffic example: all alternative routes to primary streets, major shopping streets, access streets to industrial or commercial areas. Tertiary streets on the other hand are all the other streets not covered by the primary and secondary streets. According to the United States National Research Council (1999), the case discloses that the Department of Sanitation assesses its snow removal path yearly, making notes of changes in routes of buses, directions of streets and major changes in the areas so as to facilitate effective snow removal mechanisms when need arises. The assessment facilitates for effective snow removal and disposal activities and problems that may arise for each district since each district has its own planned program for spreading salt, plowing and hauling snow. Snow removal is much easier on weekends as compared to weekdays. During weekends traffic is light and this allows snow vehicles to easily penetrate the streets to clear the snow. Parked cars however bring about a hindrance when it comes to the removal of snow from the streets as these vehicles are heavy and they can hit a parked car as they are turning so employees who operate the snow removal machinery are instructed not to penetrate in streets where parked cars could bring about a problem.Advertising Looking for assessment on public administration? Let's see if we can help you! Get your first paper with 15% OFF Learn More The snowplowing activity is however the last resort when it comes to snow removing in the city. According to the case, a total of 1,760 collection and flusher trucks with plow blades attached on them can be used to clear snow from path of moving traffic, bus stops, at intersections and near fire hydrants. Snowplowing is carried out according to precedence levels of streets apart from an emergency call in the case of police, ambulance or fire as these emergencies take priority over everything else. Snow plows work efficiently in snow that is about eight inches deep, if the snow is mainly thick, then the plow may not be able to move. Traffic affects the speed of the plow, at rush hour; the plow is generally slower when compared to the times of the day when there is no rush. In reference to the case, snow removal equipment is examined in September to pinpoint the areas that need repairs, these repairs are then carried out in later in the month and the equipment is tested in November. D uring these tests, the equipment is scrutinized at frequent intervals of the snow removal activity to determine whether the equipment is alright and can perform well during the snow removing activity. Vehicle failures are however associated with vehicular age and storm duration as compared to equipment maintenance. A spreader lasts between ten to fifteen years and their damages are usually minor that do not require a lot of time to fix. According to the case, the Department of Sanitation has over 9,000 employees who can run the 2,800 department’s snow removal apparatus. This department also offers services for whole inhabited city all year round. The Sanitation Department makes sure that it is ready for snow fighting operations by: employing mechanics on September 15th in all garages on a snow contract basis to service and ensure that the snow removing machines are in good shape and that they will not breakdown quickly, the swapping of employees and equipment from day to day and night waste collection on the 15th of November, an analysis by sanitation district supervisors of each district by 15th November, the analysis is to ensure that there are enough workers working on each shift, to ask other city departments to supply additional workers top carry out activities including snow removing mainly, hauling snow, training to employees from other city departments about the duties of their assignments. The employees during the winter period have three shifts in which they can work, from 8am to 4pm 1500 employees working, 4pm to midnight 900 employees, 12 midnight to 8am nearly 300 employees on duty. On Sunday there are about 300 employees on duty from midnight to 4pm on Sunday between 12am and 8am there are no employees on duty at 8am on Monday all employees return to their assigned duties. During a storm or in anticipation of a storm the Department of sanitation chooses from the following three options; to depend on the employees that are on duty that part icular time, to prolong the shift on duty at that certain time or to call in additional employees. Such decisions rely solely on the weather forecast for the day. Communication for the snow removing exercise is advanced and there is a hotline that is directly connected to the U.S. Weather Bureau’s New York forecaster that is used for relaying information between the two organizations at frequently, any signs storms are relayed across as soon as they are spotted. On top of this the Sanitation Department has eighteen weather surveillance stations on the city’s outskirts from which the beginning of precipitation, depth of snow, temperature rates, and speed of buildup of snow are relayed every half an hour to the Headquarters. In reference to the case the Chief of Operations is in charge of the decisions and operations carried out to combat the situation. When a storm occurs the department under the orders of the Chief of Operations, informs the districts supervisors and t heir respective offices and officers through a teletype alert system. A forecast of two or three inches receives the same amount of primary action as a serious blizzard until weather forecasts predict changes in the weather conditions, furthermore the department is on duty twenty four hours a day. As the snow storm worsens chosen commands from previous storms are used to ease the current situation. The nature of the policy system and the policy making process in snow removal exercise is dependent on previous snow storms and the depth of the snow. The depth of the snow determines which procedure is to be used when removing the snow from the city. Preparation of the snow removal activities depends on the weather forecast predictions and the mechanical state of the vehicles and equipment’s to be used in the procedure not forgetting the man power needed to operate and service the machinery needed. According to the case, the administrative ethics were not carried out as expected a s majority of the city dwellers raised complaints about the mayor giving orders that favored Manhattan at the expense of the whole city. All city dwellers should be given equal treatment as the snow affects all and not just one part of the city. The city dwellers have accepted the method of dividing the city into districts and streets so that each area may get the same service as the other despite the economic differences that may be imminent. This division should ease the clearing of snow and make the process go smoothly without mishaps such as preferential treatment. The administrative ethics in this case is questioned. Public offices are meant to serve and provide service to the public without any strings attached or discrimination towards one part of the people the office is meant to be giving service to, unlike in this case where services are offered unequally. Therefore, case study highlights various public administration concepts are parting efficient running of public admini stration. As indicated the department of sanitation failed in a number of concepts which were supposed to be used especially in removal of snow. The mayor for instance failed to balance the needs of the city by undertaking to remove snow from one city while ignoring the others due to political and economic values as he was facing a re-election. In addition, him being a public official, he acted unethically due to his selfish decisions hence making the whole snow removal process a political issue. Nevertheless, the public administration bodies should be allowed to run independently as seen in this case study whereby the department has categorized how the process should be carried out and even zoned the areas. Due to this automy the department can effectively address issues as they arise without following the rigorous and bureaucratic channels that are stipulated. For instance in cases of emergencies, the department can prefer to remove snow from a place that was classified as a low p riority area hence enabling swift delivery of services (LeMay, 2006). In addition the department has adopted effective public administration mechanisms whereby they undertake to hire personnel and snow removal machines during the winter period. By so doing, the department will be increasing the manpower required to tackle this issues on a need to need basis while at the same time cutting down on the expenses that would have been incurred during the non- snow periods. This also in-cooperates the concept of decision making process of the department. As indicated by the case study, during the snow periods the department undertakes decision on how to tackle the snow removal process using a certain process which is all subject to the budget available. Thus to be able to make wise decisions, the department relies on various other departments and professionals to come up with a final decision that takes care of all issues for example relying on the metrological department to come up with a precise chart on the weather patterns. Another important concept is the communication system that is in place in the department. It is noted that â€Å"the Department of Sanitation has an elaborate communications network for updating forecasts, mobilizing resources, and reporting on snow conditions. The Department maintains close liaison with the U.S. Weather Bureaus New York forecaster on a telephone hot line established between the two agencies during the snow season. This line is used for obtaining weather information at regular intervals, and storm warnings are transmitted on it as soon as they are foreseen and/or develop.† Also the department takes into consideration clientele pressure and government policy that are in place. For instance, during the bias removal of snow in Manhattan while sideling other cities resulted in a public outcry that resulted in the Mayor acting fairly and delivering services to all. Also there was pressure from other stakeholders who were req uesting the department to hire new members of staff and work all around during winter and also for the purchase of new equipments to tackle the snow removal and sanitation in the area References Chesire, L. (1997) How Snow Shovel, will Travel. All About Snow. Retrieved from: https://nsidc.org/ LeMay, C. (1996). The Electronic Hallway: Snow Removal. Hallway.org. Retrieved from https://www.hallway.org/ LeMay, M.C. (2006) Public Administration: Clashing Values in the Administration for Public Policy. New York: Cengage Learning. United States National Research Council (1999). Winter Maintenance Technology and Practices-Learning from Abroad. United States National Research Council. Retrieved from: https://international.fhwa.dot.gov/Pdfs/RsrchrResultsDigest.pdf

About Architect Steven Holl, Time, Space, and Light

About Architect Steven Holl, Time, Space, and Light I was in the Washington, DC convention center when Steven Holl accepted the 2012 AIA Gold Medal, the highest honor bestowed by the American Institute of Architects. I listened to Holls watercolor-like speech over the loudspeakers, as I rushed through the hallways, running late.   Architecture is an art bridging the humanities and the sciences, Holl said. We work bone-deep in Art- drawing lines between sculpture, poetry, music and science that coalesce in Architecture. That, I thought, is architecture. Steven Myron Holl is known for his strong viewpoints and his beautiful watercolors. He is constantly painting, both in words and with brushes. He also is known as the thinking mans architect, an intellectual philosopher who connects disciplines. Background: Born: December 9, 1947, Bremerton, Washington Education: 1971, BA, University of WashingtonPostgraduate study in Rome, Italy and the Architectural Association School of Architecture, London, UK Professional Experience: 1976-present: Steven Holl Architects, stevenholl.com/; Twitter at stevenhollarch1981-present: Tenured Professor of Architecture, Planning, and Preservation, Columbia University, NYCChris McVoy, Senior Partner at Steven Holl Architects, co-designs with Holl in addition to his pracitce with Beth ONeill, ONeill McVoy Architects Design Philosophy: Rather than imposing a style upon different sites and climates, or pursued irrespective of program, the unique character of a program and a site becomes the starting point for an architectural idea. While anchoring each work in its specific site and circumstance, Steven Holl Architects endeavors to obtain a deeper beginning in the experience of time, space, light and materials. The phenomena of the space of a room, the sunlight entering through a window, and the color and reflection of materials on a wall and floor all have integral relationships. The materials of architecture communicate through resonance and dissonance, just as instruments in musical composition, producing thought and sense-provoking qualities in the experience of a place. - About Steven Holl Architects, website at www.stevenholl.com/studio.php?typeabout, accessed September 22, 2014 Selected Architecture Projects 1991: Void Space/Hinged Space Housing, Fukuoka, Japan1996: Makuhari Bay New Town, Chiba, Japan1997: Chapel of St. Ignatius, Seattle University, Washington1998: Kiasma Museum of Contemporary Art, Helsinki, Finland2002: Memorial Square by Meier, Eisenman, Gwathmey/Siegel, Holl , unrealized proposed design to redevelop Ground Zero, Lower Manhattan2002: Simmons Hall, Massachusetts Institute of Technology, Cambridge, Massachusetts2007: Lewis Center for the Arts, Princeton University, New Jersey2007: The Nelson-Atkins Museum of Art Bloch Building Addition, Kansas City, Missouri2009: Linked Hybrid, Beijing, China2009: Vanke Center Horizontal Skyscraper, Shenzhen, China2009: Knut Hamsun Center, Hamarà ¸y, Norway2012: Expansion Project, John F. Kennedy Center for the Performing Arts, Washington, DC2012: Danish Natural History Museum, Copenhagen, Denmark2013: Campbell Sports Center, Columbia University, New York2014: Reid Building, The Glasgow School of Art, Glasgow, Scotland2014: Beirut Mar ina at Zaitunay Bay, Beirut, Lebanon 2016: Visual Arts Building, University of Iowa, Iowa City, Iowa2016: Institute for Contemporary Art, Virginia Commonwealth University, Richmond, Virginia2017: Expansion of the Kennedy Center for the Performing Arts, Washington, DC Furniture: A2-Chair, 2013A-Chair, 1980, 2005Riddled Table, lasercut, 2006, 2007 Awards: 2014: Praemium Imperiale International Arts Award, Japan Art Association2012: Gold Medal, American Institute of Architects (AIA)2010: Jencks Award, Royal Institute of British Architects (RIBA)2009: BBVA Foundation Frontiers of Knowledge Award1998: Alvar Aalto Medal, Finland1998: La Grande Medaille dOr, Academy of Architecture, France1990: Arnold W. Brunner Memorial Prize, American Academy of Arts and Letters In the Words of Steve Holl: From the Five Minute Manifesto, 2012 The essential power of Architecture is PARALLAX: the horizontal and vertical movement through forms and light over time, as we- our bodies- pass by, walk up, go inside, walk through inspired space. The joy and ambiguity of SCALELESSNESS excites the imagination through Mysteries of Proportion like Fibonaccis - 0, 1, 1, 3, 5, 8, 13, 21 †¦ - which wakes us to Geometrical Feeling. Forget mono-functional buildings! Make Hybrid Buildings: Living Working Recreation Culture Make a New Fusion of landscape, architecture, and URBANISM, a fusion of luminosity and porosity into Cities of Matter with spirit. Make New Cities- our greatest artwork- with the same urgency as we restore the natural landscape and biodiversity. Selected Writings and Paintings by Steven Holl: Anchoring, Princeton Architectural Press, 1989Edge of a City, Pamphlet Architecture 13, Princeton Architectural Press, 1991Parallax, Princeton Architectural Press, 2000Written in Water, Lars Muller Publishers, 2002House: Black Swan Theory, Princeton Architectural Press, 2007Steven Holl: Architecture Spoken, Rizzoli, 2007Urbanisms: Working with Doubt, Princeton Architectural Press, 2009New Haiti Villages, Pamphlet Architecture 31, Princeton Architectural Press, 2010Scale, Lars Muller Publisher, 2012Horizontal Skyscraper, William Stout Publishers, 2011 Who is Steve Holl? Holl is viewed as assertive by people who are trying to be complimentary, and as a bull in a china shop by people who aren’t, comments architecture critic Paul Goldberger in The New Yorker magazine. Arguably, Holls Vanke Center in China is the architecture that fulfills his philosophical vision. Imagine the Empire State Building on its side, with giant piers cradling the structure several stories above a ground prone to natural disasters. The multi-use horizontal skyscraper incorporates sustainable design and urban planning. Mr. Holl has designed a building that pushes its users to stop and think about the world around them, says Nicolai Ouroussoff in The New York Times. It is an architecture that opens doors to new possibilities. The answers he supplies in all of his designs draw from architecture, of course, but also from engineering, science, art, philosophy, and literature, writes Zach Mortice, Managing Editor of AIArchitect. Holl is the rare architect who can combine these gentlemanly pursuits (he often develops designs by painting them in water colors, for example) and use them as source material and method for buildings that aggressively push the edge of what’s possible. Sources: Lenses on the Lawn by Paul Goldberger, The New Yorker, April 30, 2007; Five Minute Manifesto, Steven Holl, Washington, D.C., AIA Gold Medal Ceremony, May 18, 2012 [accessed October 31, 2014]; Steven Holl, 2014 Laureate in Architecture, The Japan Art Association at www.praemiumimperiale.org/en/component/k2/item/310-holl [accessed September 22, 2014]; Turning Design on Its Side by Nicolai Ouroussoff, The New York Times, June 27, 2011 [accessed November 1, 2014]

How Maps Can Distort Space and Deceive Us

How Maps Can Distort Space and Deceive Us Maps have become increasingly present in our everyday lives, and with new technology, maps are more and more accessible to view and to produce. By considering the variety of map elements (scale, projection, symbolization), one can start to recognize the innumerable choices that mapmakers have in creating a map. Why Maps Are Distorted One map can represent a geographical area in many different ways; this reflects the various ways in which mapmakers can convey a real 3-D world on a 2-D surface. When we look at a map, we often take for granted that it inherently distorts what it is representing. In order to be readable and understandable, maps must distort reality. Mark Monmonier (1991) puts forth exactly this message: To avoid hiding critical information in a fog of detail, the map must offer a selective, incomplete view of reality. Theres no escape from the cartographic paradox: to present a useful and truthful picture, an accurate map must tell white lies (p. 1). When Monmonier asserts that all maps lie, he refers to a maps need to simplify, falsify, or conceal the realities of a 3-D world in a 2-D map. However, the lies that maps tell can range from these forgivable and necessary white lies to more serious lies, which often go undetected, and belie the agenda of the mapmakers. Below are a few samples of these lies that maps tell, and how we can look at maps with a critical eye. Projection and Scale One of the most fundamental questions in mapmaking is: how does one flatten a globe onto a 2-D surface? Map projections, which accomplish this task, inevitably distort some spatial properties, and must be chosen based on the property that the mapmaker wishes to preserve, which reflects the maps ultimate function. The Mercator Projection, for example, is the most useful for navigators because it depicts accurate distance between two points on a map, but it does not preserve area, which leads to distorted country sizes. There are also many ways in which geographic features (areas, lines, and points) are distorted. These distortions reflect a maps function and also its scale. Maps covering small areas can include more realistic details, but maps that cover larger geographic areas include less detail by necessity. Small-scale maps are still subject to a mapmakers preferences; a mapmaker may embellish a river or a stream, for example, with many more curves and bends in order to give it a more dramatic appearance. Conversely, if a map is covering a large area, mapmakers may smooth out curves along a road to allow for clarity and legibility. They may also omit roads or other details if they clutter the map, or are not relevant to its purpose. Some cities are not included in many maps, often due to their size, but sometimes based on other characteristics. Baltimore, Maryland, USA, for example, is often omitted from maps of the United States not because of its size but because of space constraints and clut tering. Transit Maps: Subways (and other transit lines) often use maps that distort geographic attributes such as distance or shape, in order to accomplish the task of telling someone how to get from Point A to Point B as clearly as possible. Subway lines, for instance, are often not as straight or angular as they appear on a map, but this design aids the readability of the map. Additionally, many other geographic features (natural sites, place markers, etc.) are omitted so that the transit lines are the primary focus. This map, therefore, may be spatially misleading, but manipulates and omits details in order to be useful to a viewer; in this way, function dictates form. Other Manipulations The above examples show that all maps by necessity change, simplify, or omit some material. But how and why are some editorial decisions made? There is a fine line between emphasizing certain details, and purposefully exaggerating others. Sometimes, a mapmakers decisions can lead to a map with misleading information that reveals a particular agenda. This is apparent in the case of maps used for advertisement purposes. A maps elements can be strategically used, and certain details can be omitted in order to depict a product or service in a positive light. Maps have also frequently been used as political tools. As Robert Edsall (2007) states, some maps†¦do not serve the traditional purposes of maps but, rather, exist as symbols themselves, much like corporate logos, communicating meaning and evoking emotional responses (p. 335). Maps, in this sense, are embedded with cultural significance, often evoking feelings of national unity and power. One of the ways that this is accomplished is by the use of strong graphical representations: bold lines and text, and evocative symbols. Another key method of imbuing a map with meaning is through the strategic use of color. Color is an important aspect of map design, but can also be used to evoke strong feelings in a viewer, even subconsciously. In chloropleth maps, for example, a strategic color gradient can imply varying intensities of a phenomenon, as opposed to simply representing data. Place Advertising: Cities, states, and countries often use maps to draw visitors to a particular place by depicting it in the best light. A coastal state, for instance, may use bright colors and attractive symbols to highlight beach areas. By accentuating the coasts attractive qualities, it attempts to entice viewers. However, other information such as roads or city-size that indicate relevant factors such accommodations or beach accessibility may be omitted, and can leave visitors misguided. Smart Map Viewing Smart readers tend to take written facts with a grain of salt; we expect newspapers to fact check their articles, and are often wary of verbal lies. Why, then, dont we apply that critical eye to maps? If particular details are left out or exaggerated on a map, or if its color pattern is particularly emotional, we must ask ourselves: what purpose does this map serve? Monmonier warns of cartophobia, or an unhealthy skepticism of maps, but encourages smart map viewers; those that are conscious of white lies and wary of bigger ones. Sources Edsall, R. M. (2007). Iconic Maps in American Political Discourse. Cartographica, 42(4), 335-347. Monmonier, Mark. (1991). How to Lie with Maps. Chicago: University of Chicago Press.

Sainsbury and NHS Assignment Example | Topics and Well Written Essays - 1500 words

Sainsbury and NHS - Assignment Example The paper analyzes Sainsbury and NHS based of their financial and accounting performances. First paper of the paper analyzes the financial performance of the two companies whereas the second part comments upon the accounting profit as a measure to the organization. This includes critical discussion on the relevance of accounting profit as a performance measure in an organization. The financial analysis of two companies would be based on the CORE framework. Sainsbury Plc is a company listed in London Stock Exchange and is engaged in primarily the retailing business. The other businesses of the company include financial services and retail investment businesses within UK (Sainsbury Annual Report 2010). With the help of e-commerce technologies, the company provides home-delivery shopping services to its customers through internet. With a market capitalization of 1.59 billion, the company currently operates in over 900 stores in and around UK. The company was incorporated in 1869 with he adquarters in London (Sainsbury Annual Report 2010). National Health Service (NHS) was incorporated in 1948 in United Kingdom and is now the world’s largest publicly funded health service. The services of national health services are free of cost for anyone residing in UK. . It covers everything from antenatal screening to open heart surgery, accident and emergency treatment and end-of-life care (NHS Choices 2011). NHS is also certified with The Information Standard. NHS also has a fully functional website, which helps patients to provide online information and online services  . A patient can have access to the medical advice through the website of NHS (NHS Choices 2011). It also has a symptom checker that can assist patients in determine their disease, by checking for the symptoms and matching it with their own level of comfort. Analysis Sainsbury Key Financials       31/03/2010    31/03/2009    31/03/2008    31/03/2007    31/03/2006    mil GBP mil GBP mil G BP mil GBP mil GBP                   Turnover 19,964 18,911 17,837 17,151 16,061 Profit (Loss) before Taxation 733 466 479 477 104 Net Tangible Assets (Liab.) 7,918 6,954 6,850 6,680 7,746 Shareholders’ Funds 4,966 4,376 4,935 4,349 3,886 Profit Margin (%) 3.67 2.46 2.69 2.78 0.65 Return on Shareholders’ Funds (%) 14.76 10.65 9.71 10.97 2.68 Return on Capital Employed (%) 9.09 6.55 6.83 6.96 1.31 Liquidity Ratio (x) 0.41 0.30 0.40 0.50 0.68 Gearing (%) 63.81 66.09 44.54 65.97 169.92 Number of Employees 97,300 97,300 98,600 95,500 96,200 Top Grocery Stores Companies by Market Cap Company Symbol Price Change Market Cap P/E Tesco PLC TSCO.L 407.25   0.27% 10.87B 437.90 J Sainsbury PLC SBRY.L 341.90   0.06% 1.59B 236.77 Greggs PLC GRG.L 513.00   0.59% 1.53B 4,130.14 Wm Morrison Supermarkets PLC MRW.L 288.30   0.70% 1.53B 246.41 Ocado Group PLC OCDO.L 234.80   3.25% 1.22B N/A Wesfarmers Limited WESN.AX 33.31   0.42% 77.08B 41.40 Source: NHS Key Fina ncials PROFILE 31-01-10 31-01-09 31-01-08 31-01-07 31-01-06 Turnover 214,300 248,000 236,100 241,300 246,300 Profit (Loss) before Taxation -8,700 -17,400 3,100 4,000 15,700 Net Tangible Assets (Liab.) 70,700 102,600 104,900 107,300 114,800 Shareholders’ Funds 71,100 102,200 117,000 119,700 125,900 Profit Margin (%) -4.06 -7.02 1.31 1.66 6.37 Return on Shareholders’ Funds (%) -12.24 -17.03 2.65 3.34 12.47 Return on Capital Employed (%) -11.90 -16.59 2.61 3.29 12.28 Liquidity Ratio 1.21 1.33 1.62 1.52 1.51 Gearing Ratio (%) 2.81 3.23 3.93 7.60 4.77 Number of Employees 3,173 3,407 3,247 3,183 3,082 Ratio Analysis For analyzing the financial performance of Sainsbury and NHS, ratios would be an effective tool of control. In the

The Possibility of Investing in a Developing Country Essay

The Possibility of Investing in a Developing Country - Essay Example As the discussion stresses the combination of the latter two factors is actually what brings out the beauty of doing business in country B. Rarely is it possible to find that an investment idea that is both cheap and popular. However, choosing to take one’s business to developing nations is likely to change all of this in one instant. (Vernon, 2001) Research conducted earlier this year in Europe indicated that close to forty six percent of investors are choosing to take their businesses to emerging markets. What this means for the company is that there will be substantial levels of capital getting into such an economy thus reflecting on the overall returns obtained there. In 2008, it was asserted that percentage returns from emerging economies approximated to about fifteen percent. One the other hand, the level of returns from developed nations was eleven point one percent. Consequently, this company will be at a better footing if they chose to invest in country B which is an emerging economy. From this paper it is clear that some experts may argue that launching one’s services or products into a lucrative area is always a risky thing to do because one can never be sure when investment costs will go up or down. Consequently, it is always advisable to be cautious. However, projections made about developing countries have indicated that prices are likely to remain positive and that returns will still be higher in developing nations rather than in developed ones.

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