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This theoretical paper views Henry Mintzberg's 'Strategy Safari' as representing a strategy continuum along which different styles/modes of strategy making and implementing are spread, with Prescriptive/Planning style of strategizing at one end and the Descriptive/Learning mode of strategizing at the other end. The paper attempts to highlight some of the reasons behind the traditional 'hype' created for the Prescriptive/Planning mode, its impact on the teaching behavior of the teachers of strategic management and, the underlying philosophical and theoretical assumptions behind the two extreme end of the strategy continuum. Based on these underpinnings, the paper presents some propositions and calls for launching research efforts to test and verify these propositions. The paper proposes to include the strategy continuum view for the teaching of Strategic Management courses at graduate and under-graduate levels in the business schools.
Key Words: Strategy, Prescriptive Schools of Strategy, Descriptive Schools of Strategy, Strategic Management, Strategy-Continuum
The first chapter of Henry Mintzberg et al. (1998) work, Strategy Safari: A Guided Tour through the Wilds of Strategic Management, starts with the ancient Sufi tale 'The blind men and the elephant', and the writers, after quoting the poem by John Godfrey Saxe (1816 – 1887), write:
"We (the strategy makers) are the blind people and strategy formation is our elephant. Since no one has had the vision to see the entire beast, everyone has grabbed hold of some part or the other and 'railed on in utter ignorance' about the rest. We certainly do not get an elephant by adding its parts. An elephant is more than that. Yet to comprehend the whole we also need to understand the parts" (Mintzberg et al., 1998, p. 3).
They then present ten distinct points of view as they emerge from their study of the large body of literature of the strategic management field. They group these ten distinct points – as ten distinct 'schools' of strategic management, which they divide in three groupings: prescriptive (three schools); concerned with how strategies should be formulated, descriptive (six schools); concerned less with prescribing ideal strategies but with describing how strategies get made and, finally a combination of the first two groups, namely, the configuration school, which seeks to integrate the strategy-making process, their contents, organizational structures and their related contexts.
A brief description of the two sets of strategy schools, based on their premises as presented by Mintzberg et al., is given below:
Strategy maker(s) have acquired/learned formally the act of strategy making; they are the only strategy maker(s) in the organization, strategy is made without the help of any non conscious intuition; while making strategy, focus is more on the process of strategy making rather than the contents of the strategy; strategies are implemented only after they are fully formed; the strategies are clear and can be articulated easily to other members of the organization; the strategy is put to action only after it's fully formed; formal planning techniques like preparing detailed checklists, plans and programs are used while making strategy; chief executive makes the strategy and the employees implement it; the fully formed strategies are then implemented according to the goals, budgets and, programs outlined in the them; the strategies may not be unique but selected from a limited number of broad market positions; strategy making depends too much on calculations and analysis; formal analysis of the market plays a major role in making strategy; the market analysis yields fully formed strategies which are then implemented.
Strategy formation and implementation occur simultaneously; there are many strategists in the organization, there's no single person or group entrusted with this responsibility; while making and implementing strategy simultaneously, the organization learns from the actions of implementation and, strategy is kept flexible to accommodate changes as they are required; the role of leadership is to manage the collective organizational learning as it happens during the process of strategy making and implementation; strategies are continuation of the past patterns but become plans for future as the organization learns collectively and jointly; strategy formation is shaped by internal or external power and politics; the strategies do not appear as fully formed but are emergent and ploys are also used in developing strategies; strategy is made through persuasion, confrontation and internal political games; the organization uses different network and alliances in making collective strategies; strategies are based on the common beliefs and shared understanding of the organizational members; organizations with strong cultures use shared beliefs and values in making strategies, the organizational members learn these shared beliefs and values overtime;
Strategizing is rooted in the collective intentions of the employees; the organization can also depend on its environment for crafting strategy as the organization's main strategic intent is to react to changes in environment; the role of leaders is basically to read the environment and adjust the strategy accordingly; organization clusters with other similar organizations to fight the forces of environment. Strategy exists in the mind of the strategist as a form of long-term vision for the organization; strategy making is a process rooted in the past experiences and intuitive thinking of the maker rather than formal planning and analysis; the leader promotes the vision to organizational members and ensure that the organization does not stray too far away from this vision; the strategy is clear in the mind of the maker as intentions, which can be changed as the strategy is implemented; the organization has a simple structure responsive to the directives of the strategy maker; the strategy takes advantage from pockets of market position rather than taking the entire forces of competition head-on; strategy formation takes place in the mind of the strategist as a thought process; strategy is not a fixed position but more like a perspective based on the mental maps and perceptions of the strategy makers; strategy is, therefore, a result of perceptions and interpretation of the seen world; strategy is difficult to attain and, once attained, is difficult to change.
This paper views this grouping as a 'strategy continuum', as shown in the below figure
1, with prescriptive schools at one end and the descriptive schools at the other end of this continuum.
If strategy making is seen as a continuum, then an organization, under some set of conditions can tilt towards that end of prescriptive school model (the other end being the learning/emergent model) and, in Mintzberg's view prescriptive school type approach can be taken by organizations 'coming out of a period of changing circumstances and into one of operating stability' (Mintzberg, 1990) and 'the structural context most suitable for this end of strategy continuum is what 'we call machine bureaucracy' (Mintzberg, 1979, chapter 18). Key Conclusions of Mintzberg's 1990 paper are: (1) The Design School at The Harvard Business School, in 60s, enunciated a set of prescriptive concept for strategy formulation; (2) The design principles shared by the design school were, and still are, generally invalid except in a narrow specific context and that (3) in unpredictable environments it is impossible to formulate an explicit strategy before the trial and experience process has run its course; and that it is not necessary to make strategy explicit in predictable environments.
The critique leveled by Mintzberg on the prescriptive schools is counter-critiqued by Igor Ansoff on the basis of methodological weakness and contradiction to factual evidence (Ansoff, 1991), but it seems that Ansoff is nursing a bruised ego when he says, "Thus, if I am to accept Henry's verdict, I have spent 40 years contributing solutions which are not useful in the practice of strategic management. Therefore, it should not be surprising that I rise in defense of at least one prescriptive school (the one to which I belong) in an effort to set the record straight and thus salvage a lifetime of work which has received a modicum of acceptance by practicing managers." He cites examples where Mintzberg's trail and experience or emergent/descriptive approach to strategizing would be difficult, for example, studies of 'mergers and acquisitions' which need a planned approach to diversification (Ansoff et al., 1971). This critique sounds logical but again highlights the point of Mintzberg that prescriptive and planning modes of strategizing are only suitable for large, diversified businesses engaged in the activities of merger and acquisitions. But what about small to medium size companies which do not engage in diversification through mergers or which do not have scores of planners and analysts to support the strategy makers or top management? Ansoff's attack on Mintzberg's main conviction that strategy formulation is impossible unless the environment is 'stable and predictable', does not appeal to logic and one is forced to think that how can an explicit strategy be made in the first place, if the future is uncertain and environment is turbulent, unless and until, as Mintzberg suggests, some form of trial and error is undertaken while strategizing. Similarly, Ansoff's critique on the learning model which he terms as existential learning model is uncalled for, just on the basis of its antiquity. In the same paper, Ansoff concedes: "Thus, empirical research described above shows that Mintzberg's Prescriptive Model is a valid prescription for organizations which seek to optimize their performance in environments in which strategic changes are incremental and the speed of the change is slower than the speed of the organizational response". This is exactly what Mintzberg has to say when he says that prescriptive strategies can, perhaps, work in stable environments surrounding large organizations.
Ansoff 's understanding of cognition seem to be limited to the rational model of learning, whereas Mintzberg's cognitive school takes this limited view further and uses concepts from cognitive psychology as the underpinning of the school:
"Strategies are largely self-taught and the duality, whereby experience of strategists shape what they know which in turn shapes what they do, plays a central role in this school and give rise to two rather different wings of the school: an objective wing, where mind's eye is seen as a camera which scans the world and takes the picture of the world; the other subjective wing postulates that strategy is some kind of interpretation of the world and, whereas the objective wing seeks to understand cognition as some kind of re-creation of the world, the subjective wing believes that cognition creates the world" (Mintzberg et al., 1998, p. 150-151). Mintzberg labels the cognition school as a 'bridge' between the more objective or prescriptive and the more subjective schools of strategy making, which is quite consistent with the stance of this paper which views strategy making as a 'strategy continuum', with prescriptive schools at the one end and the descriptive schools at the other.
Ansoff 'is certainly an eminent spokesman for the role of so-called 'rationality' in strategic management' (Mintzberg, 1991), according to which, strategy makers can plan and predict the future, in elaborate details in the form of an explicit strategy, formulated by top managers and implemented by employees lower down the hierarchy. This split in thought and action, whereby strategies are made in the corporate board rooms and implemented on the factory floors, is aptly exposed by Pascale's account of the Honda strategy which was developed 'on-site' rather than any 'brilliantly rational strategy imputed to these (Honda) executives by BCG consultants who apparently never bothered to ask'. According to the rationalist strategists, Honda should not have entered the global automobile business, because, according to their detailed analysis, the global markets were saturated, efficient competition was already present, Honda had no experience in automobiles and they had no distribution system in place. Considering all of these 'hard facts', Honda was advised not to enter the US auto market. But when Honda managers, who slept on the floors of their rented apartments in Los Angles, let the small 50cc bike move on the roads driven by them, sales rose so dramatically that the rest of the story is perhaps, the story of biggest corporate success in the history of business (Pascale, 1984).
Michael Porter, another proponent of prescriptive modes of strategizing, shows a clear tilt towards large and diversified businesses, on which most of his research has focused. His famous model of different levels of strategy; corporate, competitive, functional and operational levels; all point that the companies under discussion are large with relatively stable environments around them. In one of his famous paper his declaration that, "a diversified company has two levels of strategy: business unit (or competitive) strategy and corporate (or companywide) strategy" (Porter, 1987), is based on a study of the "diversification record of 33 large, prestigious US companies over the 1950-1986 period", and these large and prestigious organization include household names such as: Du Pont, Exxon, General Electric, Allied Corp., IBM, Johnson & Johnson, Mobil, Procter & Gamble, Rockwell, Sara Lee, 3M, Westinghouse and, Xerox.
In another paper Porter discusses how the Japanese were able to win till 1980s, because of their operational effectiveness (OE means performing similar activities better than rivals perform them, in contrast, strategic positioning means performing different activities from rival's or performing similar activities in different ways) and he notes that once the gap in this effectiveness narrowed, 'Japanese companies are increasingly caught in a trap of their own making' and to avoid this 'Japanese companies will have to learn strategy'. He then points out that to do so they have to overcome some strong cultural barriers including a 'notoriously consensus' orientation (Only God and Porter know why this orientation is notorious?) and that 'Japanese also have a deeply ingrained service tradition that predisposes them to go to great lengths to satisfy any need a customer expresses. Companies that compete in that way (through which they put every customer on top of any planning or analysis technique) end up blurring their distinct positioning, becoming all things to all customers' (Porter, 1996).
Bourgeois & Brodwin (1983) describe five ways in which companies implement strategies: (1) The commander approach; CEO as the main strategy formulator, little thought given to implementation, closely resembling the design school of prescriptive strategy making; (2) The organizational change approach; more or less the same as the first approach; (3) The collaborative approach; CEO does not develop strategy in a vacuum but involves his senior managers during the planning process and all key players back the final plan; (4) The cultural approach; people are involved at middle and sometimes lower levels & (5) The crescive approach; CEO addresses strategy planning and implementation simultaneously, he, through his statements and actions guides his managers into coming forward as champions of sound strategies, strategies move upward from the doers, strategy becomes the sum of all the individual proposals that surface throughout the year. This crescive approach closely mirrors the model of Internal Corporate Venturing (ICV) of the learning school (Mintzberg et al., 1998, p. 187) of the descriptive strategy making.
Karl Weick goes one step further and calls for substitute for strategy in the form of need for action rather than planning: 'Managers keep forgetting that it is what they do, not what they plan that explains their success. They keep on giving credit to the wrong thing – namely, the plan – and having made this error; they then spend more time planning and less time acting.' (Weick, 2001, p. 346), he further notes: 'Because strategy is often a retrospective summary that lags behind action, and because the apparent coherence and rationality of strategy are often influenced by hindsight bias, strategic conclusions can be misleading summaries of what we can do right now and what we need to do in the future…..Strategic planning is today's pretext under which people act and generate meanings and so is the idea of organizational culture. Each one is beneficial as long as it encourages action. It is the action that is responsible for meaning, even though planning and symbols mistakenly get the credit' (p. 354).
1. strategies grow initially like weeds in the garden, they are not cultivated like tomatoes in a hothouse
2. these strategies can take root in all kinds of places, virtually anywhere people have the capacity to learn and the resources to support that capacity
3. such strategies become organizational when they become collective and pervade the behavior at large
4. the process of proliferation (of strategies) may be conscious but need not be; likewise they may be managed but need not be
1. there is only one strategist, and that person is CEO supported by planners and analysts
2. the CEO formulates the strategy through a conscious, controlled process of thought
3. these strategies come out of this process fully formed, these are then implemented (Mintzberg et al., 1998, p. 196-197)
Another important theme which Mintzberg et al., (1998) highlight in their book is the teaching behavior and course structure of the strategic management courses taught to business students in the business school. Henry's critique of the Harvard Business School's case-method is based not on the underpinning learning model, but on the practical problems which it creates for students and later for business managers, who start taking for granted that facts and data will always be available in real life as it was available in 20 to 30 page case which they prepared in their comfortable study area. In real life facts and data needs to be collected through an extremely painstaking and difficult process, for which the students and, subsequently the managers, are not prepared and trained.
The Vienna Circle, a group formed by a philosopher Moritz Schlink (1882-1936) from the University of Vienna, referred to the philosophy of Bertrand Russell and Wittengenstein as logical positivism, and held that philosophy is not a theory but an activity whose business is the logical clarification of thought (Moore & Bruder, 2001, p. 180). Their 'verifiability criterion of meaning' or principle of verifiability (Blaug, 1975), demanded empirical verification of every statement, or otherwise, whatever is said, is not meaningful. This strict commitment to empiricism in philosophy has had two major repercussions on the field: suppression of metaphysics and reducing philosophy to an empirical and logical activity separated from the mainstream science, which kept on developing at its own pace, leaving the 'chopped off' philosophy with the inability to craft new philosophies for new sciences (Hawking, 1996, p. 233).
It is important to note that any scientific endeavor is underpinned by philosophical assumptions about ontology and epistemology and a number of philosophers have noted how three different understandings of science are created by different ontological and epistemological combinations of assumptions. Positivism, the dominant philosophical stance in a great deal of organization theory (OT), assumes an objectivistic epistemology and realist ontology, while critical theorists and postmodernists share a stance of subjectivist epistemology but in their ontological positions, postmodernists favor a subjectivist ontology as compared to critical theorists preference for a realist ontology (McAuley, Duberley & Johnson, 2007, p. 28-39). Of the two broad postmodern social science orientations; skeptical and affirmative, (Rosenau, 1992, p. 12) the former rejects all what the modernity project has achieved, while the later takes a more moderate stance and adopts a middle-of-the-road approach in this tension between the modernists/rationalists and the postmoderns.
A 1987 study asserts that there is a relationship between strategy-making (process) as typified by Mintzberg and strategy (content) as typified by Miles and Snow, and this relationship affects organizational performance. Strategy/strategy-making fit types are (1) defender type/planning mode of strategy making, (2) prospector type and entrepreneurial mode of strategy making (3) analyzer type to the planning and entrepreneurial modes of strategy making and (4) reactor type and to the adaptive (environmental) mode of strategy-making. The first link, defender/planning was not supported by the study but the rest were (Segev, 1987). To understand these links further, a brief description of the Miles and Snow's strategy typology and Porter's generic strategies is given below.
Prospector type: main features include that this type of strategy is learning oriented, flexible, fluid, works well in decentralized structures and a strong capability of research is present in the organization. Linked with Porter's Differentiation strategy which has a learning orientation, strong horizontal coordination, strong capability in research, rewards creativity, risk-taking and innovation.
Defender type: Efficiency orientation, centralized authority and tight cost controls, close supervision and little employee empowerment. Porter's Low-cost leadership strategy is also efficiency oriented with strong central authority, tight cost controls, standard operating procedures, close supervision, routine tasks and limited employee empowerment
Analyzer type balances efficiency and learning and the Reactor type has no clear organizational approach and design characteristics may shift abruptly depending on current needs
Contingency theories of management/OT, that posit 'one best way' for each of various circumstances and, the economic theories of industrial organizations both contribute to a mechanistic view of the strategic management. OT is replete with deterministic contingency theories in which the role of human choice is relegated to a place quite secondary to the imperatives of environmental turbulence (Burns & Stalker, 1961; Lawrence and Lorsch, 1967); technological processes (Perrow, 1967; Woodward, 1965); size and ownership (Blau, 1970; Pondy, 1969); information processing requirements (Galbraith, 1973); or natural selection processes (Aldrich, 1975) . Others also include organization's goals and strategy and its culture as the contextual dimensions of organizational design. The structural and contextual dimensions are interdependent, for example, large organization size, a routine technology, and a stable environment all tend to create an organization that has greater formalization, specialization, and centralization (Daft, 2001, p. 20).
Literatures testifies some the current issues of strategic management research: "The reliance on single-item measures to the exclusion of multi-item scales virtually ensure that research is conducted with unreliable measures that attenuate results. More importantly, there is a clear question of validity. Does organizational size truly represent core rigidity, ability to initiate competitive action, or something altogether different? ….(similarly) the use of archival data has several disadvantages." The problem becomes especially acute when one considers the new emerging schools of strategic management like, "the knowledge-based view of the firm, with its typology of exploration and exploitation knowledge strategies…an acceptable multi-indicator measures of these constructs has not been generally accepted in the literature" (Miller et al., 2007).
The following set of conclusions is drawn based on the discussion presented in this paper:
1. Strategy formation is not a fixed and linear process but a flexible and dynamic one, contingent upon circumstances including; overall design, size, stage of life cycle, surrounding environment and, top management's mind set.
2. The strategic management literature has more or less ignored the strategic management process as it happens in smaller organizations with turbulence in their environments
3. Mirroring this trend of literature, the teaching practices of strategic management are also biased towards prescriptive methods and large organizations and students are not given skills and tools to craft strategies for small to medium organizations.
4. The research practices in the field of strategic management are similarly biased towards larger corporations and there is a paucity of reliable and valid measuring instruments, research methodologies and researchers trained to study the phenomena in small to medium sized organizations.
5. This paper calls for treating strategic management field as representing a strategy continuum by addressing the above mentioned points through the combined efforts of academics, managers, researchers, consultants and teachers of the field.
Aldrich, H.E. (1975). Organizations and environments, Englewood Cliffs, N.J.: Prentice-Hall.
Ambrose, L. M.; Schminke, M. (2003). Organization Structure as a Moderator of the Relationship Between Procedural Justice, Interactional Justice, Perceived Organizational Support and Supervisory Trust, Journal of Applied Psychology, Vol. 88, p. 295 – 305.
Ansoff, H.I, Brandenburg R.J., Portner, F.E. & Radosevich, H.R. (1971). Acquisition: Behavior of U.S. Manufacturing Firms 1946-65, Vanderbilt University Press, Nashvile, TN Ansoff, H.I. (1991). Critique of Mintzberg's 'the Design School: Reconsidering the Basic Premises of Strategic Management', Strategic Management Journal, Vol. 12 (6), p. 449-461.
Baker, M.J. (2000). Marketing Strategy and Management, 3rd edition, Macmillan Press Ltd.
Blau, P.M. (1970). A formal theory of differentiation in organizations, American Sociological Review, 35, p. 201-218.
Blaug, M. (1975). Kuhn Versus Lakatos, or Paradigms Versus Research Programs in the History of Economics, History of Political Economy, Vol. 7(4), p. 399-419.
Bourgeois, L.J., III. (1984). Strategic Management and Determinism, The Academy of Management Review, Vol. 9 (4), p. 586-596.
Bourgeois, L.J. & Brodwin, D. (1983). Putting Your Strategy into Action, Strategic Management Planning, March/May 1983 issue.
Bronn, C.; & Bronn, S. P. (2005). Reputation and Organizational Efficiency: A Data Envelopment Analysis Study, Corporate Reputation review, Vol. 8, p. 45 – 58.
Burns, T. & Stalker, G. (1961). The management of innovation, London: Tavistock. Chowdhury, D. S. (2005). The Dominant Perspective, Institutional Ownership, And Corporate Efficiency: An Empirical Investigation, IJCM, Vol. 15, p. 255 – 271.
Daft, R.L. (2001). Organization Theory and Design, 7th edition, South-Western: Thomson Learning.
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text:
We said farewell in January to an old friend: the rocking chair we had bought when Nyan was on his way, some six years ago. The chair was showing its age, and not really needed, rocking-wise, so we upgraded to a nice blue thingie. That meant the chair had to go.
Nyan gave it a warm send-off as we took it downstairs to be taken to a farm upstate. Or the recycling truck, whichever.
What other bits of random silliness and fun did we get up to in January? Let's take a look.
Here's Nyan singing "happy birthday" for a video message to cousin Kiki:
Skipping for joy in a local shopping center:
He *really* likes this cartoon called PJ Mask:
Cartwheels at the end of a long school day. All gymnasts may be equal, but some are clearly more equal than others.

subset: commoncrawl


text:
This weekend ended up being a lot of fun—I love getting to hang with my best girls and be ridiculous. I was in need of a good gigglefest (in addition to both whiskey and champagne), and clearly, we had a good time.
In between dancing and drinking at the reception, there was some food that happened.
How was your weekend?
Hungry for more?
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10 Best Instant Thermometers (Review) In 2022
- The Best Instant Thermometer
- 1. ThermoPro TP03 Instant Read Meat Thermometer
- 2. Kizen Instant Read Meat Thermometer
- 3. Habor Instant Read Thermometer
- 4. Lavatools Javelin PRO Digital Instant Thermometer
- 5. Etekcity Infrared Thermometer
- 6. ThermoPro TP18 Ultra Fast Digital Instant Thermometer
- 7. Inkbird Waterproof Instant Read Thermometer
- 8. ThermoPro TP19 Waterproof Digital Meat Thermometer
- 9. ThermoPro TP01A Instant Read Meat Thermometer
- 10. OXO Good Grips Chef's Precision Digital Read Thermometer
The ability to accurately measure the temperature of foods as they are cooking is vital for food safety and quality. If meat is under-cooked it can contain pathogens such as Salmonella bacteria that can cause serious illness. If it is cooked longer than is necessary, it can become dry and unpalatable. Using the best instant-read thermometer is the most effective way of finding out exactly what the internal temperature of your food is.
A meat thermometer usually has a stainless-steel probe that is inserted into the meat or poultry and the internal temperature is displayed on an LCD screen. The best instant-read thermometers give a very rapid readout so that you do not have to lean over the BBQ or keep the oven door open for too long. They have stainless steel probes and some can be folded back into the body of the case for easy storage. To help you choose the best digital probe thermometer for your cooking needs, check out our useful guide.
The Best Instant Thermometer
1. ThermoPro TP03 Instant Read Meat Thermometer
Key Features
Temperature range of -58°F – 572°F
Accurate temperature reading to within ±0.9°F
Temperature in both Fahrenheit and Celsius scales
Backlit screen – LED display that is clear and large
Probe is 3.9 inches long which keeps fingers away from hot food
Magnetic and hook storage options for keeping it near the cooking area
Offering a smart design and instant readout, the ThermoPro TP03 Instant Read Meat Thermometer gives temperature readings in the range of -58 degrees F up to 572 degrees F and will switch between degrees F and degrees C with ease. Sufficient for all your culinary needs, it is reliable and accurate to ±0.9 degrees F and gives the readout in three to five seconds.
It features a thin-tipped food-grade stainless steel probe containing the precision sensor which folds away safely and locks into the base when it is not being used. It releases using a pop-up button. Because the probe is 3.9 inches long, you can avoid burning your fingers as you're looking at the temperature of your meat. There is a useful hook and a magnet fitted to the thermometers so that they can be stored within easy reach. These digital thermometers have a backlight and LCD display – they are using on/off buttons and require a single AAA battery that is included. This meat thermometer can also be used for bread, coffee, candy, and homebrew. beverages. A useful guide to the recommended cooking temperatures for different meats is printed on the side of the thermometer.
Probe can be folded away when you don't want it
You can read the thermometer in between 3 seconds and 5 seconds
Long probe – keeps your hand away from your cooking
Thermometer comes with a battery included
Clear and bright LCD display
Read out is not instant
No auto off feature to save the battery
2. Kizen Instant Read Meat Thermometer
Key Features
Water-resistant case
Wide temperature range -58°F up to 572°F
Easy to read bright LCD digital display
Gives reading in just 2 seconds
Retractable food-grade stainless steel probe
Auto power off in 10 seconds to save power
If you are looking for a fast instant-read thermometer, the Kizen Instant Read Meat Thermometer could be the best choice for you. You can read thermometer temperatures on these devices in just 2 seconds and it gives accurate temperature readings to within one degree which may earn the respect of the most discerning home cook!
A stand out feature of these kitchen thermometers is the water-resistant body that allows you to wash it under running water and it is even strong enough to withstand accidental knocks. It offers a bright LCD display with a large digital readout and a backlight. In order to save battery power, it switches itself off after 10 minutes. This instant-read digital thermometer comes with a retractable probe made from food-grade stainless steel that folds 180 degrees back into the body. When you don't need to use it, it can be stored away quickly using the magnet or hanging hole. It comes gift packaged with two 3V CR2032 batteries, a cooking ebook, and a meat temperature guide – making it a perfect housewarming or birthday gift.
Fast and accurate read out
Turns off after 10 minutes to save battery
Waterproof and robust casing
Probe retracts when not in use for safety
May not be fast enough if you need instant results
Probe is not as long as in some other models
3. Habor Instant Read Thermometer
Key Features
Extra long probe useful for BBQs and large joints of meats
Three color options to choose from
Clear digital display in degrees F or C
You can read the thermometer in six seconds
Wide temperature range application
Auto power off after 10 minutes
If you don't want your hands anywhere near your cooking, these digital read thermometers have a probe that is 4.7 inches long and perfectly suited for checking the internal temperature of large turkeys and chickens and other big joints of meat. It is also useful for bread making and jam making. It is available in three colors and features a clear LCD digital display.
You can have the readout in Celsius or Fahrenheit using the Habor Instant Read Thermometer and it has a temperature range from -58 degrees F to 572 degrees F. It has a step-down probe that delivers an accurate reading within four to six seconds. If these digital read thermometers have not been used for 10 minutes, they turn themselves off to save lengthen the life of the battery. The probe has a sleek black protective cover with a clip so that you can store it where you can find it quickly.
Display is very clear to read
Useful for larger joints of meat
Read out is in degrees F or C
Auto off to save power
Internal temperature available in six seconds
Takes up more room because probe does not retract
Read out is slower than in some other thermometers
4. Lavatools Javelin PRO Digital Instant Thermometer
Key Features
Professional standard accuracy and durability
Instant read thermometer giving results in 1 second
Stabilization alert to let you know that the thermometer readout is an accurate temperature
Works at any angle – no matter how you hold it
4000 hours of battery life
Auto off feature to save power
A truly instant-read thermometer, the Lavatools Javelin PRO Digital Instant Thermometer gives a readout in one to three seconds with an accuracy of at least ±0.9°F. This professional standard instant-read thermometer has a range of -40 to 482°F and can be switched to a degrees C if required. For reliable results, there is an intelligent stabilization alert – this lets you know when the temperature is reliable enough for you to read.
For ease of use, these Javelin PRO meat thermometers feature one of the best displays available – it is a 2-inch display that provides 360 degree viewing, giving you a clear view of the readout, no matter what hand you are holding it in or at what angle. You can expect more than 4000 hours of use from the battery but there is an auto-off feature also. The case of the Javelin PRO instant-read thermometers is strong and has antimicrobial elements – it comes with a useful attachment point for a lanyard.
Robust case with antimicrobial properties
Very large and clear LCD digital display
Highly accurate meat thermometer for safety
Wide temperature range
Lanyard attachment point
Higher price than more basic models
Numbers can sometimes over-rotate making it hard to read
5. Etekcity Infrared Thermometer
Key Features
Infrared digital instant-read thermometer giving results in under a second
Easy to use by pulling the trigger
Robust case for indoor and outdoor use
Locks digital reading for 15 seconds
Temperature range of -58°F and 716°F
2 degrees C accuracy
These are accurate digital read thermometers that require no physical contact with the food so you don't have to get close to the smoker, BBQ or oven to test the temperature of your food or the doneness of your meat. It comes in an attractive black or blue case and can be used indoors and outdoors thanks to the durable paint coating that reduces wear and tear. This instant-read thermometer uses infrared technology to measure temperatures between -58°F and 716°F and will convert readings to degrees C. The large digital display is easy to read and locks the reading for 15 seconds so that it can be recorded.
Results are displayed in a fraction of a second on the Infrared Pick – Etekcity Infrared Thermometer and with the pinpoint accuracy of within 2 degrees C. To use, you simply point the device and press the trigger.
Infrared technology
Gives results in under a second
Doesn't require physical contact with food
Large digital display
Temperature range of -58°F and 716°F
Only measures the external temperature
Larger than a probe thermometer
6. ThermoPro TP18 Ultra Fast Digital Instant Thermometer
Key Features
Instant read thermometers giving results in two to three seconds
Accurate over temperatures between 14°F to 572°F
Easy to read large digits
90 second shut off to make sure you save the battery life
Food grade stainless steel probe
Probe folds away when not in use
The functional ThermoPro TP18 Ultra Fast Digital Instant Thermometer is just what you need to make sure that your meat is thoroughly cooked without breaking the bank. These instant-read thermometers will give a reading in two to three seconds thanks to the advanced thermocouple technology. It offers an accuracy level of ±0.9°F over a temperature range of 14 degrees F to 572 degrees F.
The backlit LED display has extra-large digits that are luminous so that they are clear when cooking inside or outdoors. Batteries are included and to save the battery, there is a 90-second auto shut off. To make sure that you have time to clearly see the display on these instant-read thermometers, it locks the reading long after the probe has been removed. The probe is four inches long and made from food grade stainless steel. When not in use, the probe folds 180 degrees back into the casing and the magnet or the hook can be used to hang it anywhere in the cooking area or garden.
Low cost meat thermometers that won't break the bank
Gives an accurate internal temperature
Auto shut off to save battery life
Reading lock makes it an excellent thermometer for meat at high temperatures
Magnet and probe for storage
Casing is not very robust
Can get slippery when wet
7. Inkbird Waterproof Instant Read Thermometer
Key Features
Waterproof case design for ease of cleaning
Accurate to within 2°F for precision cooking
180 degree fold away probe sensor
Rechargeable battery and USB charging cable
Backlit LED display that is easy to read
Can be used for temperatures from -58°F to 572°F
The Inkbird Waterproof Instant Read Thermometer helps you to quickly read temperatures inside the meat and check that it is cooked when you don't want to have to remove it from the kitchen oven, indoor grill, or smoker. This useful kitchen thermometer gives accurate readings to within 1 degree C (within 2 degrees F) over a range of temperature of -58 degrees F to 572 degrees F. As well as being a meat thermometer, it is also useful for different types of food such as yogurt, chocolate, and cheese.
If you're looking for a good thermometer with a 180 degree foldaway probe, auto shut-off, and a magnet for convenient storage, these instant-read thermometers would be a great choice. They are also provided with a rechargeable battery and a backlit LED display. It comes with a USB charging cable and full instructions on how to calibrate it.
Easy to keep clean thanks to the water-resistant thermometer casing
Large temperature display to easily read temperatures
LCD display is backlit to make it clear
Stores temperatures to give you time to get a good look at it
Magnet makes it easy to store near cooking appliances
Probe movement is not very smooth
Calibration is tricky
8. ThermoPro TP19 Waterproof Digital Meat Thermometer
Key Features
Easy to clean under running water
Coating reduces cross-contamination for food safety
Results are delivered in a few seconds
Display locks for reading after thermometer is removed from food
Display also rotates around 180 degrees
Temperature reading is ±0.9 degrees accurate
Maintaining hygiene and cleanliness is easy with the ThermoPro TP19 Waterproof Digital Meat Thermometer as it can be washed under running water. These meat thermometers can also be used for many other cooking applications and give results in just 2 to 3 seconds so you don't have to spend ages leaning over the BBQ or with the smoker door open. The temperature reading is ±0.9 degrees accurate. There is a special coating on the case to reduce cross-contamination and ensure safety and the probe folds back into the case.
For added convenience, the temperature display locks to give you time to take the thermometer out of the heat to check the temperature. The display also rotates around 180 degrees so that you can always see it. It automatically senses movement and switches itself on and off as required. It has both a magnet and a handle so that it can be stored near your cooking station.
Very accurate results for precise cooking
Waterproof and therefore clean up is simple
Delivers fast temperature results
Accurate temperature results from the thermocouple probe
Probe folds away when not in use
No alarm to indicate temperature has stabilized
Readings can be a bit slow to stabilize
9. ThermoPro TP01A Instant Read Meat Thermometer
Key Features
Inexpensive and functional design
Extra long probe – 5.3 inches for larger joints
Clear LCD digital display screen
Backlighting for clear display in low light conditions
Range of -58°F to 572°F
Hold temperature button
The ThermoPro TP01A Instant Read Meat Thermometer is a basic and inexpensive kitchen thermometer that is the best choice for householders who are on a tight budget. It features one of the longest probes that you can get on meat thermometers – measuring 5.3 inches. The stainless steel probe does not fold into the casing but delivers results within six seconds to the clear LCD digital screen. The display is backlit so that you can use it in poor lighting.
It is supplied with batteries and has an auto shut off to preserve battery life. These thermometers can be used at temperatures from -58 degrees F to 572 degrees F and have button operation for the light and the hold temperature function. They are supplied with a guard for the probe tip and have a hook so that you can hang them up in the kitchen.
Simple and reasonably priced thermometer
Works over a broad range of temperatures for all types of cooking
LCD screen is easy to use even in low light
Useful guard to protect the tip of the probe
Auto shut off prolongs the life of the battery
Probe does not fold away when not in use
Casing is not waterproof – probe must be wiped clean
10. OXO Good Grips Chef's Precision Digital Read Thermometer
Key Features
Very large digital display for clarity
Switches between degrees F and degrees C at the press of a button
Can be used on temperatures ranging between -40°F and 302°F
Long stainless steel probe keeps hands away from heat source
Cover to protect probe when not in use
Accurate and robust case design
Featuring an extra-large digital display (analog dial also available), the OXO Good Grips Chef's Precision Digital Read Thermometer is a classic meat thermometer and one of the best choices for simple temperature control in your kitchen. You can get the display in Fahrenheit or Celsius and it will record temperatures between -40 degrees F and 302 degrees F.
It includes a long stainless steel probe with a protective shield on which is printed the recommended internal cooking temperatures for different meats. A simple button switches between degrees F and degrees C.
Robust and simple design to use
Can be used in Fahrenheit or Celsius scale
Long stainless steel probe to reach into larger joints
Meat cooking temperatures guide included on the protective sleeve
Wide range of temperatures measured accurately
Casing is not waterproof
No handle or magnet for easy storage
Features To Consider With Instant Thermometers
Once you have purchased a kitchen thermometer, you will wonder how you managed without it! The best thermometers have a range of useful features that make your cooking simpler and safer. Here's a list of the main features that you need to look out for.
To make sure that your food is safe to eat, it is best to get an accurate thermometer that gives a precise temperature reading for the center of the meat joint or poultry that you are cooking. You will need to know the accuracy of the device before you purchase it and this is usually given in the product description as +/- a certain number of degrees. Most are accurate to within one or two degrees F.
The thermometer should remain accurate long enough for most domestic use but some can be re-calibrated if you need to. Instructions on how to do this using boiling water and ice water will be provided. In general, the more expensive models that are designed for professional use will be more accurate.
You May Also Like: Digital Kitchen Scales
A kitchen can be a hostile environment for all your devices. You need to take care with water and with heat when using your thermometer. All thermometers will be able to withstand a certain level of heat and the temperature ranges over which they can operate will be given in the specification. If you intend to use it when cooking at very high temperatures, such as in a deep fryer, this is worth checking out. You may also want to get a device that is waterproof if you intend to use it outside or if you want to clean it under running water or pour boiling water over the probe to clean it.
If you have particular concerns about durability, it is worth checking out the warranty. The best warranties that you can get are for three years but most will be for two years.
The best thermometers are always at hand when you need them. With these thermometers, you are able to attach them near your cooking station to a metal surface using a built-in magnet which is the best option. Others have a handle so that they can either be attached to a lanyard (for professional use) or hung up with the other kitchen utensils.
Length Of Probe
The best thermometers have a long probe that you insert into the meat or whatever food you are cooking. If you like to cook or smoke large chickens or turkeys or large joints of meat, you will need to look at meat thermometers that have very long probes so that you can be sure that you are checking the center of the food. The probe should be made from food-grade stainless steel.
When you are using a thermometer meat joints will have a central zone that is the last place to get cooked properly. This is where the bacteria could survive and this is where the probe must reach. Some probes are as long as 5 inches. The only downside with these is that they are more difficult to store as the probe probably won't fold into the case. Look out for models that provide a protective case or sheath to protect the probe from damage and to prevent the probe from damaging you!
Ease Of Use
There is no point in getting a thermometer that is difficult to use. You need one with a surface that is easy to grab hold of. When you are using digital kitchen thermometers meat joints have to be punctured. If you would rather not have large holes in the meat, get one that has a very narrow probe.
Also, look out for how easy it is to change the display from degrees F to degrees C, if at all, and how easy it is to clearly see the screen display. You may want to get a model that will store the temperature for a while, giving you time to take the probe out of the meat before reading it. This saves you from having to lean into the smoker or over the BBQ to read the temperature which can be very uncomfortable. A non-slip case is also a bonus.
Rotating Screen
Manufacturers try to make the digital display of thermometers as clear as possible. For that reason, many screens are quite large and they often have a backlit display so that they can be used in low light conditions. However, we often have to use digital read thermometers in awkward positions and therefore many of them have a rotating screen that allows you to get a good look at the temperatures from any angle no matter how you are holding the thermometer. This is a very useful feature and is usually available in the more expensive models.
Maximum/Minimum Temperature
You need a thermometer that reads the temperatures that you think you will be cooking your food at. Some devices have been tested at a wider range than others. The temperature range will be indicated using a lower and upper limit. Deep fat frying uses very high temperatures to cook food so if this is something that you do frequently, you will need a thermometer that can cope with very high temperatures and still maintain accuracy.
These devices are called instant-read thermometers for a reason! They deliver digital instant-read results - some you can read in 4 seconds to 6 seconds but others are as quick as one second. Speed is very important when you are checking the inside temperature of food in some situations. Smokers are a particular concern. As soon as you open the door of the smoker, you lose smoke and heat and this will affect the results of your meat of fish. The quicker the thermometer stabilizes on an accurate reading the better.
When you are barbecuing food, you will have to lean over the heat to use the thermometer and that is not very pleasant! It is a highly desirable feature for the temperature to be available quickly. It is a good idea to check out the reviews for a product before you buy it because, in practice, some devices are not as quick as the specifications would suggest.


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I am reviewing a dissertation that does a meta-analysis of studies looking at a certain behaviour in rodents.
The author analysed ~20 studies and did a meta-analysis. They then split those studies into sub-categories, depending on the specific methodology that was used in each study (the same thing can be measured in several different ways) and performed one meta-analysis per group.
Finally, they split the original set in a different way (depending on another factor) and performed some further multiple meta-analyses.
I am really not that familiar with meta-analyses, so I am wondering whether this is good practice, or whether they should have included methodology as a factor in their overall analysis instead? If splitting data into multiple subgroups should there be a multiple comparison correction?


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This post is also available in: Deutsch Italiano
Anastacia has been confirmed as new contestant of the 2016 season of BBC "Strictly Come Dancing"! She went to BBC Radio 2 to confirm it live at the "Chris Evans Breakfast Show", you can listen to the interview with this big announcement here!
The show schedule so far:
August 30th – Red Carpet Press Event
August 31st – Launch Show Recording
September 3rd – Launch Show Broadcast
around September 24th – First Live Show
Tickets are allocated on a random ballot basis, but are ONLY given to applications with UK post codes. You can only get tickets to ONE show during the series (this makes it fair and lets more people experience the live studio show).
There is a spin-off show, called "It Takes Two", which features the contestants, and is live every week night throughout the competition. Tickets should also be available for this. Thanks to Anastacia Fanclub UK for the info!
Yesterday she went to the BBC TV Studios to film the official TV Commercial! Several photos and videos were shared on socials. Have a look here:
[/one_half] [one_half_last]
A's ANGELS Ready to SPROCK!!! #Palermo #Italy #uctour
Ein von Anastacia (@anastaciamusic) gepostetes Foto am


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- American citizens who have regular passports do not have to have a visa to go to the UAE. Passport and other travel documents ought to be valid for three or more months. See If you have residency (permanent or temporary) in Denmark, you don't have any automated immigration privileges in Greenland, though you can visit for as much as 90 days without a visa even if you're a citizen of a nation that would ordinarily require one.
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With the opening of PIRTEK Naperville, IL, on July 20, owner Tim Hendron brings further growth of PIRTEK's Services to the Chicago area.
Joining the existing three PIRTEK Service and Supply Centers, the location at 1701 Quincy Avenue in Naperville will provide easy access to nearby companies for custom built hose assemblies and industrial products. In addition, three mobile on site hose workshops will provide a 24/7, ETA 1 Hour On Site Hose Service to the surrounding area, thus increasing the total over all coverage to 21 in Chicago.
PIRTEK Service and Supply Centers carry a wide range of inventory which includes 3,600, 5,000 and 6,000 psi hydraulic hoses, quick disconnect couplings, adapters and many other industrial products, making PIRTEK Naperville a one-stop-shop for many local companies.
On site service is available around the clock by calling (630) 300-0810. The Hose Service & Supply Center, located at 1701 Quincy Avenue, Naperville, IL 60540 and is open Monday through Friday, 8:00 a.m. to 5:00 p.m. and Saturday's from 8 a.m. to noon.


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Flooding, tornado damage reported after storms
KANSAS CITY – Residents of a western Missouri town were evacuated Sunday after a spring storm swept across the state, bringing heavy rain and churning up at least one tornado.
About 35 homes took on water after the Fishing River overran its banks in Mosby, a town of about 190 residents located about 20 miles northeast of Kansas City, Clay County Sheriff's Department Lt. Will Akin said. Voluntary evacuations began around 7 a.m. Sunday, with half to two-thirds of the residents choosing to leave.
Water was up to waist-high in some homes, and Akin said rescue crews used a boat to pluck a family of six from their flooded home. No one was hurt, Akin said.
The floodwaters crested around 11 a.m. Sunday and quickly began receding, allowing roads to begin reopening. At the peak of the flooding, northbound lanes of U.S. 69 and several surrounding roads were closed, Akin said.
Western Missouri received from half an inch to 6 inches of rain late Saturday and early Sunday, according to National Weather Service meteorologist Pamela Murray. She said stretches of several other waterways, including the Missouri, Grand and Platte rivers, also were seeing minor flooding.
A tornado touched down Saturday near the town of Sibley, which is located about 20 miles east of Kansas City. A National Weather Service crew went to the area Sunday to evaluate damage that includes a destroyed camper, Murray said.
She said a crew also was trying to determine whether a tornado was responsible for toppled trees Saturday near Clinton, about 65 miles southeast of Kansas City.


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« There should be no such things as negative fortune cookies | Home | My galleys are here! »
No salad dressing in Paraguay?
By Jennifer 8. Lee | October 11, 2007
My friend Emily, who is a Fulbright scholar in Paraguay, said it lacks salad dressing. In lieu of mailing the bottles (heavy), I sent her powered packets to Paraguay, which she explains is sort of like the Nebraska of South America — landlocked and flat.
Topics: Chinese Food | No Comments »
Comments are closed.


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1.Honey and lemon juice: Lime, rich in vitamin C has bleaching effects, which helps in reducing freckles and dark spots. Honey moisturizes the skin and has a soothing action. Used as a combination, this is a great peel-off mask that can be used regularly at home.
2.Glycerin and Rosewater: Glycerin is a great moisturizer and rose water is a great antioxidant. Mixed together, it helps revive skin by making it more elastic and retaining moisture, giving a younger look and glow.
3.Papaya: Rich in vitamin A, papaya works wonders for eyes, skin and hair. It is rich in antioxidants and the enzyme papain works as a scrub by peeling off dead cells, making the skin more firm and elastic.
4.Anti-ageing serums: Make your own at home using the following: 1 tsp aloe vera gel, 5 tbsp rose water, 2 vitamin C tablets, and 2 tbsp vitamin E oil.
5.Potato to remove tans: Ideal for treating dark circles and lines under the eyes and for removing skin tans. Potato has the ideal cooling and soothing effect, leaving you fresh.
6.Eggs: Egg supplies protein, essential for skin to remain healthy and young. It can be mixed with orange juice, which will increase collagen production, making the skin look elastic, firm, and radiant, improving complexion and lightening skin tone.
7.Green tea and lemon: Make a toner with 2 tablespoons of lemon juice and cup of green tea. This combination dabbed on the face with a cotton ball will repair dull skin, prevent spots, retain moisture and improve elasticity.
8.Rice water: Whether raw or cooked, water that is removed from a bowl of rice is useful in rejuvenating the skin, improving skin tone and slowing the process of ageing.
9.Coconut milk: A powerhouse of various vitamins and minerals, coconut milk moisturizes the skin and keeps it young, soft, supple and radiant. Best results obtained when a fresh coconut milk extract is used.
10.Cucumber and Curd: Cucumber reduces dark circles and puffiness around the eyes. Cucumber's cooling action and rich water content also keeps the skin hydrated. The lactic acid in the curd acts as a scrub by exfoliating dead cells.
11.While these are just some ways, it is important that these are accompanied by a healthy lifestyle with a well balanced diet, moderate amount of exercise, good hydration, good sleep, and of course reduced stress.
In case you have a concern or query you can always consult an expert & get answers to your questions!


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LouisMasterMusic· Registered
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Discussion Starter · #1 ·
In my quest to rediscover opera all over again, I need some DVD recommendations for a good selection of operas that aren't too heavy, but nevertheless will make a good (re) starting point. If you come up with a top 10 list of "basic to intermediate level" operas from I'd be grateful. I gravitate towards Italian, French and a bit of Russian opera. No Wagner or Karajan please!


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New bar and restaurant opens near York after a £500K transformation
An old country pub near York has been transformed into an 'all-day dining experience' after a £500K makeover.
As previewed in YorkMix, Twine & Barrel has opened on the A1079 in Dunnington with MasterChef finalist Dan Graham at the helm.
Visitors can enjoy breakfast, brunch, lunch, suppers and Sunday lunches all being served alongside an extensive bar menu.
Owners Richard Brosenitz and Roger Mann, who have lived locally for many years, wanted to open a restaurant which offered people an alternative to the many chains currently available.
They have teamed up with local interior designer Rachel McLane, to create the new-look interior which includes log fires, dining areas and cosy corners.
Private parties
A dedicated event space with excellent wi-fi connection is available to book for business meetings, functions and workshops and for special occasions and private parties, with a huge amount of free on-site car parking space available.
Head chef Dan has more than 20 years' experience in the industry, at one stage working for Albert and Michel Roux Jr. After time spent working abroad he returned to Yorkshire to take over from James Martin as head chef at the Talbot Hotel in Malton.
Dan said:
We want people to visit us and know that whatever time of day it is, they're guaranteed to be able to enjoy a tasty plate of food, snack or simply a good coffee or beer.
"We wanted to create a space where families, groups of friends and businesses alike could meet any day of the week and enjoy delicious, wholesome local food in a stylish and comfortable environment," said the co-owner Roger Mann.


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Hey lovely! I'm moving in a few day so I've been looking for home fashion instead of outfits HAHA. How perfect is this vanity?
Picture found on Pinterest. I really wish I could find actual credits on all of these inspiration pictures I post 🙁 People work so hard towards this perfect room to not have enough credit.Shey


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Big Data = Big Problems + Some Benefits
The NSA is snooping on us! OK, that's old news. The newer news is that it ain't just the NSA. There's an industry called "data brokers" and they are making millions/billions/gazillions by gathering and sharing our search history, buying habits and marriage status with advertisers and marketers. We know the big ones: Google, Facebook, Yahoo, Microsoft. You may be surprised to learn that a number of other companies have been doing this longer: Axciom, Epsilon and Experian are just some of the Big Data companies. The prevalent paradigm is that companies offer consumers free or low-cost services in exchange for your data. That paradigm may be changing…..but not necessarily for the better.
Bernard Marr offers this not-too-far-in-the-future scenario: "Just imagine you are sitting on your sofa watching American Idol on TV when you and your partner have a little spat about who should be voted out. For whatever reason the little disagreement escalates into a full-blown argument. What's different this time is that your TV, using its in-built microphone, picks up your feud and sells this information in real-time to a marriage-counseling provider who is then able to stream an ad for their services right to your living room. Crazy futuristic vision? No, this exact scenario was outlined in a recent patent application by one of the major broadband and telecom companies in the U.S.
It's right around the corner. Health care, energy services, employment, locational services are all entering the Big Data world. Your thermostat can adjust your energy use to limit over-consumption — and collect data indicating where you are in your home. GPS devices can track your workouts — and tell app makers, or anyone who buys the information from them, where you've been. Secondhand data brokers get their hands on all sorts of information generated on phones, in Internet stores and in other contexts, creating sometimes-extensive profiles of individuals. Advertisers, lenders and employers can buy those profiles to find the right consumers for their product or the right employees to hire. Those same data can be used to discriminate against people. The issue is large enough that it triggered a White House 'Big Data' report that explains the dangers and the needed protections. It is absolute must-read stuff for anyone seriously studying the implications. It's a much bigger issue than you'd imagine.
Incredibly, there are currently no federal laws regulating the collection and distribution of personal consumer data unless the data is used to evaluate creditworthiness; then the Fair Credit Reporting Act applies. But otherwise, you have no legal right to know what data brokers know about you; no recourse in the event data brokers maintain inaccurate data about you; no right to know who your data is shared with or sold to. Most data brokers are not Credit Reporting Agencies subject to the FCRA. They're free to do whatever they want with your data, even make up assumptions about you, and distribute your dossier to anyone they please. Efforts in Congress to get some protections have gone nowhere during this decade's perpetual state of impasse.
In 15 minutes, you can learn about … from Allesandro Acquisti in a 2013 TED talk. (Click here for the video) He details social experiments that he conducted in which he tested loss of privacy "or transparency" in employment and marketing environments. What he proved is that privacy is not about having something negative to hide, but protecting you from manipulation. In once test, he created Facebook profiles, manipulating traits, then started sending out résumés to companies in the U.S. They followed up and discovered that these companies were monitoring and searching for the resume candidates and acting on the information they found on social media. Discrimination was happening through social media for equally skilled candidates. Similarly, they created an experiment where buyers were more attracted to advertisements that contained composites of people known to the targeted customer. The composites were assembled from Facebook-identified pictures of friends and family, altered just enough so that the target only subconsciously recognized them. So next time you are looking for a certain product, and there is an ad suggesting you to buy it, it will not be just a standard spokesperson. It will be one of your friends, and you will not even know that this is happening.
But the rest of us privacy non-geeks, there is an interesting development what warrants our attention. There are some new services that allow us to take control of this process by selling our personal data ourselves. A new generation of platforms like Datacoup, Handshake and Meeco are entering the market. All three are personal data marketplaces set to launch this yeaer and their goal is to cut out the data-mining middleman by allowing users to share their personal information with companies — and get paid for it. In theory, selling your own data allows you to reap different rewards, depending on the platform. With Datacoup, for example, you receive a set rate each month, depending on the amount of information shared, while Handshake allows you to negotiate a price. Meeco, meanwhile, pays with special offers from brands that users show interest in, rather than cash.
For example, Datacoup will give you a monthly check for about $8 for letting their API gather information from your Twitter or Foursquare profiles. With Handshake, you can negotiate to receive $10 for filling in a questionnaire about your buying habits. Meeco offers a private cloud to store your information and share your brand preferences, you might get a 50-percent discount on a pair of jeans. Granted, none of these services will make you independently wealthy, but their alleged goal is empowerment, not profit. Some of the uses of these platforms include allowing companies or individuals to share their data with a wide variety of companies, from universities and favorite brands to hedge funds and retailers. Data buyers also benefit from the two-way marketplace. While data brokers export information from different, often outdated, public registries, customer-produced data is fresher and more accurate.
Ultimately, whether these new data empowerers succeed will be driven by the extent to which customers are worried enough about their privacy to embrace such services. Given that habits are hard to change and selling your own data isn't exactly lucrative, the forecast is more long-term than around-the-corner. As the White House Big Data report indicates, there will need to be done to legally regulate online data privacy in order for them to flourish. Unfortunately, legislation always moves more slowly than technology. A 2014 report by the U.S. Federal Trade Commission showed that data brokers operate with a fundamental lack of transparency and called for more accountability. It recommends new laws that would enable consumers to learn of the existence and activities of data brokers and provide consumers with reasonable access to information about them held by these entities. Of course, these reforms won't happen with the current Congress — but this problem isn't going away anytime soon and, with luck, the current Congress will.


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The Bulletromancer: Building a Scene
"Wow," you say! "Amazing," you say! That's right; I love making progress updates and what better way than posting a video that even happens to contain a (albeit small) portion of gameplay! So What is This?In The Bulletromancer, Sir Kugal and the gang visit many strange and interesting places.


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Prerequisites: Nil.
This course examines the question of human origins and the emergence of cultural complexity. A non-technical survey of fossil Hominids and the primates is presented, together with evidence for technological and social developments which has been gathered from archaeological and paleontological sites. Evidence bearing on sex roles, systems of belief and complex social organization is discussed.
3 lecture hours per term, one term
Successors: 12:254, 12:256, 12:284, 12:342, 12:353, 12:354, 12:360, 12: 362,12:393
Transfer Equivalents: Look up 12:173 in the BU Course Transfer Database.
- Instructor: Mary Malainey


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Welcome back, Coaches. We hope you had a successful football weekend. Here are a few stories for you today.
1. FILM STUDY: COWBOYS OC MOORE'S DAZZLING DEBUT (National Football Post)
By the numbers, new Dallas Cowboys offensive coordinator Kellen Moore's debut Sunday against the New York Giants couldn't have gone much better.
His unit piled up 494 yards despite a quiet run game (89 yards, 3.0 per carry) and scored five straight touchdowns to decide matters in three quarters.
There were elements from the Chiefs, the Rams, the Patriots… and even a Lincoln Riley special from Oklahoma.
Moore's scheme is from a different dimension, which was clear from his first NFL play call. With a 9-man protection, he called for two triple moves (stop-go-and-stop) outside, virtually an impossible route to cover with time (hence the 9-man protection).
From there, Moore layered in several packaged plays, primarily run-pass options, offering either a numbers advantage on a frontside run, or an easy throw for Dak Prescott with two O-linemen pass protecting on the backside. One of Andy Reid's staples in Kansas City, Dallas' RPOs are made more dangerous by the Cowboys' run game. Prescott threw on seven packaged plays because New York overplayed the run (which is why Dallas was so pass-heavy early).
Moore put his own flavor on RPOs by running most with pull blockers, rather than traditional zone, usually with pin-and-pull designs attacking the perimeter. Using pullers — which he also did on many play-action designs — provides a juicy key for linebackers to bite on, one of Josh McDaniels' staples in New England.
Much like the Chiefs and Patriots, the Cowboys employed myriad formations and pre-snap motions, putting receivers in advantageous spots while providing Prescott information via the defense's movement (or lack thereof). A 10-yard screen to Ezekiel Elliott featured three shifts before a jet motion, which drew attention to the left as Elliott leaked out right, the sort of window dressing that would make Reid and McDaniels proud.
Various jet motion (both run and pass) and condensed formations reminded of Sean McVay's Rams, with Elliott's rushing TD a perfect example. There was even one of Riley's favorite routes: a stop-and-go deep over by Amari Cooper on the Cowboys' first play of the second half, an easy 45-yard gain.
Of all of the great offensive minds across pro and college football, whose scheme do you borrow from the most?
2. Training Away Penalties (USA Football Blogs)
Most of us are well into the start of the season, and we've all likely had to stomach a reminder of how costly penalties can be.
Andy Ryland, USA Football's senior manager in education and training, believes that these penalties can be trained out of players who struggle to keep their emotions in check.
"[This is] one of those things that's typically not talked about or can be difficult to train," says Ryland. "[The question is] how do we create the emotion? How do we create some of the stress or the situation we're going to feel on game day?"
Ryland goes on to explain that directly going after the first team maybe shouldn't be the coaching staff's goal. "[It could mean] making sure the scout team has success," says Ryland. "And we're really going to double-down and coaches are going to hoot and holler and we're going to make it super intense. We're going to feel like the sky is falling and the guys are going to have to pull themselves out of it."
Brushing off a penalty in practice is another exercise Ryland will use. "An intentional holding [by a scout team member], and letting people work through those situations [is of use]," adds the former Penn State linebacker. "A lot of it has to come down to knowing your players. Knowing those relationships and being able to talk to who we need to talk to and make sure they understand the importance of the team win versus what they might perceive as a personal, one-on-one battle."
Ultimately, the frequency of the penalties will come down to the coaching standard. "Sometimes the better players or sometimes the starters tend to get away with things in practice environment where the scout team guys don't quite get the benefit of the doubt," says Ryland. "So, we let them get away with a push on a young sophomore because, 'Oh it's developing toughness,' or 'We're developing a good little comradery and good competition right there.' We don't hold those guys to the standard we know on gameday they're going to be held to."
That standard must be team-wide according to Ryland. "We have to make sure that our best players that are winning drill after drill and knocking guys down and looking super physical, [that] we're not blinded by that fact and we start to ignore things that might be technically wrong with their skills," adds the former U.S. Rugby Team member. "I think that's an area for coaches where the shiny gets in their eye and they forget to look at what the outcome would be on gameday."
How do you stress the importance of avoiding penalties to your players?
3. TOUCHDOWN: James River H.S. football coach proposes to cheerleading coach (ABC 8 News)
We always get a kick out of these Friday night proposals.
Two head coaches at James River High (Chesterfield, Va.) got engaged after their love for football and cheerleading brought them together.
The proposal happened Friday night in front of students — old and new, coaches, coworkers, family, and administration.
Five years ago, Anna Gahagan and James Riley III met while teaching at James River High School. They both were heavily involved in the school's sports programs and even coached a season of wrestling together.
Congrats to the newly engaged couple.
How have you shared your love for football with your significant other?
What's driving the conversation in your locker room? Email Managing Editor Dan Guttenplan or Tweet us @fnfcoaches. Don't forget to use that hashtag #FNFCoachesTalk!


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The cause of the accident remained unclear on Monday afternoon.
Police received the alarm at 12 pm on Monday that a coach carrying German tourists had crashed by the E4 motorway near Linköping. The coach had been travelling along road 34 from Motala when it left the road and vaulted into a ditch.
The cause of the crash had not been clarified by 3pm.
"Everyone had managed to get out of the coach by the time we arrived at the scene," said Per Ahlberg at Linköping rescue services to news Swedish agency TT.
Nine young Germans were taken to Linköping University Hospital and received treatment for minor injuries.
"They mostly had cuts and a few were suffering from shock," said Mariana Persson at Östgötaland police to TT.
A new coach was called to collect the tourists that were not injured.
No other vehicle was involved.


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A condo board in Chelsea is fighting the U.S. Department of Justice over its decision to sell a forfeited penthouse at a 64 percent discount.
The 6,000-square-foot penthouse at the Walker Tower sold for $50.9 million in 2014, a downtown record. It went into contract last week for $18.25 million, according to the Wall Street Journal.
The tower's board, angry about the steep discount, is now pushing back. The board has exercised its first right of refusal, and intends to buy the unit and relist it at a higher price, the Journal reports.
"The contract price can only be described as steeply distressed and unrealistic and one which could adversely affect the market value of other homes at Walker Tower," said attorney David Berkey, who represents the condo board. "The board is acting in the best interests of all Walker Tower owners by exercising its right of first refusal."
In response, The Department of Justice reportedly pointed to an earlier pleading in the case that said the board had agreed to give the government discretion to accept an offer.
"We're all scratching our heads saying, 'How did this happen?'" said Vickey Barron, a resident and broker at Compass who is marketing sales at the building. "What we're talking about is almost 70 percent discount. It's almost like a sample sale. Walker Tower is not a sample sale."
The penthouse was purchased in 2014 by an LLC linked to Abu Dhabi businessman Khadem Al Qubaisi. In taking control of the property, the government alleged the unit was bought with money stolen from Malaysia's sovereign wealth fund, 1MDB.
Last month, a luxury condo that once belonged to Jho Low, a Malaysian financier central to the 1MBD scandal, sold for $7.6 million. Low had paid $13.8 million for the home in 2014. [WSJ] — Sylvia Varnham O'Regan


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Spending by people visiting Macau from January to September 2019, excluding gambling, totalled 47.83 billion patacas (US$5.9 billion), a drop of 6.7% year-on-year, according to the Statistics and Census Bureau.
The bureau also reported that visitor spending in the third quarter of this year, again excluding gambling, amounted to 15.20 billion patacas (US$1.9 billion), a 17.2% decline year on year.
Per capita visitor spending in the third quarter was 1,532 patacas, down 24.9% year-on-year, by visitors from all countries and territories, with the exception of those from South Korea, which increased 17.5% for 2,037 patacas.
Per capita spending of visitors from mainland China (1,691 patacas) decreased by 26.7% year-on-year and from Singapore (1,842 patacas), Japan (1,805 patacas), Hong Kong (969 patacas) and Taiwan (1,339 patacas) fell 17.4%, 6.6%, 16.2% and 21.7%, respectively, on year.
Visitors mainly spent on shopping (45.2% of the total), accommodation (26.9%) and food (20.5%).
The Statistics and Census Bureau noted that the per capita spending of visitors to Macau to attend conventions/exhibitions (4,319 patacas) increased by 67.4% year-on-year. (Macauhub)


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Although concrete by nature is fireproof, a complete fire abatement systems design starts in the earliest stages of a project as many construction materials that mate to the concrete are not. To obtain the required fire resistance rating and meet the applicable building codes, our products like fire barrier coatings, fire resistant insulation, fire-resistant silicone sealants, and fire-resistant accessories will keep you in compliance.
We offer cast in place concrete fireproofing devices for metal or plastic piping that is installed by attaching directly to the form before a concrete slab is poured. Mechanical, electrical or plumbing penetrants can then be routed through the device after the slab is cured and forms are removed.
National Concrete Accessories also carries fire proofing moldable putty pads that are ideal to create a fire barrier in electrical boxes as the product can be molded by hand to fill, seal or repair structural gaps.


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A stop order is an order placed to either buy above the market or sell below the market at a certain price.
It is an instruction to your broker to execute a trade at a particular level that is less favorable than the current market price.
In the image above, the blue dot is the current price.
Notice how the green line is above the current price. If you place a BUY stop order here, in order for it to be triggered, the current price would have to continue to rise.
Notice how the red line is below the current price. If you place a SELL stop order here, in order for it to be triggered, the current price would have to continue to fall.
The meaning of a stop order is the opposite of a limit order, which instructs your broker to buy or sell an asset at a particular price that is more favorable than the current market price.
Stop orders are normally used to take the trader out of a trade in the event the market goes against his/her position.
Types of Stop Orders
There are two types of stop orders: stop loss orders and stop entry orders.
Stop Loss Order
A stop loss order can be used to limit risk, by automatically closing a position once it reaches a certain level of loss.
There are a variety of types of stop loss orders, including a basic stop loss, a trailing stop loss, and a guaranteed stop.
Stop Entry Order
A stop entry order is used to take advantage of market movements by opening a long position when the market price rises to a certain level.
Or opening a short position when the market price falls to a certain level.
Breakout traders can use them to make sure they don't miss any opportunities to enter and exit trades when they can't monitor the market.
An order sent to a broker which becomes a market order when the market reaches the specific price stated. In volatile (or fast) markets, slippage may occur.
When should you use a Stop order?
Using a stop loss order is a good way to manage your positions without having to constantly monitor the markets and be there at the exact moment of execution.
The key is to choose a stop order level that allows your asset to fluctuate in price while still protecting you from downside risk.
When selecting your stop order level, it is important to realize that this no guarantee of execution.
Basic stop orders can incur slippage when opening and closing positions if there are large movements or gaps in the market.
If your level is reached, your stop order will be filled at the best available market price, which could be totally different from your desired price.
If you choose to use a stop order, and the market movement is only temporary, you may lose out on potential profit.
For example, if you're in a long position and your stop-loss order closes out your position, and right after, price rises again. 😭


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Our Message
Our offices are open and our newly renovated showroom is available by appointment only visits as we continue to watch the news and monitor the latest developments regarding the Coronavirus.
As always, our focus at CWC is on the safety and well-being of our employee-owners, our customers, and the communities we serve. Please contact us at 770.493.8200 to set up a showroom tour. We look forward to seeing you!
Government guidelines at the local, state, and national levels are continually changing and we are adjusting our CWC operations accordingly. In compliance with guidelines recommended by the CDC and those by Federal, State and Local Government we are taking the following actions:
Engaging and Visiting Our Showrooms:
CWC is practicing social distancing, therefore our showroom tours are by appointment only. Please contact your Account Executive or call us directly at 770-493-8200. CWC and its Account Executives are here to provide, their expertise to accomplish what is best to meet your projects needs and expectations.
Status on projects:
Due to COVID-19, there have been obstacles that our employees and clients have had to face due to delays in manufacturing, shipping, etc. Our employee owners and manufacturing partners are making it a top priority to successfully complete current, active and future projects. They are here to help support your projects needs and expectations to the best of their ability.
Servicing your facilities:
CWC's installation and field service teams have been actively responding to all project installation and service needs. Our crews have additional cleaning and sanitation supplies to allow them to keep themselves and your team safe while on site. We are prepared to comply with all health screening requirements that may be in place at your location.
Putting health and safety first…
CWC will continue to monitor the CDC's recommendations and requirements to prevent the spread of COVID-19. We are communicating with all our employee owners regarding the best hygiene practices and being knowledgeable of the symptoms of the Coronavirus.
We're all navigating this uncharted territory together and together we will navigate through this and be stronger for it.


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2020 VW Amarok Arctic Trucks Treatment Review, Specs, Engine, & Redesign – Famous off-road modification company Arctic Trucks has generated a one-off "Icelandic-spec" version of the Volkswagen Amarok pick-up truck. The company, which photo to fame right after planning a Toyota Hilux for a Top Items expedition to the Magnetic North Pole, has in the past applied its know-how to a lot of UK-market pick-ups.
2020 VW Amarok Arctic Trucks Treatment Review
Back in 2016, the company aided launch the Isuzu D-Max Arctic Trucks AT35, and they have considering that developed beefed-up versions of the Nissan Navara and Toyota Hilux. For the first time, however, the Icelandic business has tuned a Volkswagen Amarok for use as a helpful vehicle for driving activities in the course of the Arctic winter months. Upgrades are, as you might anticipate, several. The suspension has become lifted by 25 mm (1 inch) at each the front and rear, while new wheel arches are already fitted to allow for the enormous all-terrain wheels that encompass 17-inch alloy wheels. Oversized mud flaps have also been fitted to shield the car from flying rocks tossed up on Icelandic tracks. Inside, the car incorporates a blaze extinguisher, a portable electrical generator and, maybe incongruously, a cappuccino machine. A VHF radio, toolbox, and jack are also fitted, and ought to the most detrimental take place while the vehicle is exploring the forests, there is also a first aid kit with a defibrillator.
Under the chunky hood is the very same 3-liter V6 diesel engine you'd discover in the standard Amarok. Generating 221 horsepower, it will help the Arctic Trucks Amarok attain the exact same 45-education climbing ability and bring a payload of 1,154 kilos (2,544 pounds). And like the standard model, furthermore, it features Hill Descent Assist to quit the vehicle from operating aside when descending the slick volcanic slopes of the Icelandic country.
Nick Axtell, Volkswagen Industrial Vehicles' professional sales administrator, mentioned the Arctic Trucks Amarok was proving on its own in some of the most difficult conditions a vehicle could come across. "The Volkswagen Amarok is a huge hit since its launch and we are delighted to look at it proving its worthy of in some of the most challenging circumstances in the world," he said. "For British drivers, the standard Amarok will be able to handle almost everything winter months has to have at it." "Back in the UK, the capacity of our van centers to change vehicles via recognized partners stays one of our special marketing things. It does not issue whether that is installing racking for a local plumber, chillers for a food market sequence or something that is altogether far more extreme like the AT35 – we are generally devoted to working with you."


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All orders are processed within 1 to 3 business days (excluding weekends and holidays) after receiving your payment.
You will receive an email with tracking information when your order has shipped. All packages will have tracking until they reach their destination.*Faster Shipping options may be available
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Bourret, Otmani oust Niagara in home win
By Arianna Marino
The men's soccer team added another win to its season after taking down Niagara on Oct. 1.
From the first whistle, Rider (6-2-1, 1-0-1 MAAC) maintained dominance over the Purple Eagles.
The Broncs had constant on-field superiority, affording the visitors little room to move the ball. Throughout the first half of the game, Rider pressured the Purple Eagles, generating many early scoring opportunities that were continuously stopped by Niagara goalkeeper Steve Casey.
Despite frustration from the continuous missed chances, Rider kept its confidence and poise and continued to play the first half in control, as the Broncs defended well. At halftime, Niagara only managed to get one shot on net.
Junior forward Jose Aguinaga said the team was optimistic about its chances coming out of halftime.
"We know what we are capable of," he said. "That was the message [from Head Coach Charlie Inverso] at halftime, to keep doing what we were doing and be patient. We were comfortable in the fact that we would score eventually."
At the start of the second half, it did not take long for Rider to break the ice. In the 53rd minute, Rider was finally able to sneak one in past the Niagara keeper. Freshman forward Clement Bourret delivered Rider's first goal of the game assisted by Aguinaga.
Bourret said the team was able to stick to the game plan as its great chances were denied.
"We were definitely frustrated," he said. "It wasn't easy because Niagara had a good defensive block, but we were patient. We controlled the game."
With one goal already on the board, Rider didn't let up offensively against Niagara. The majority of the game was played in Niagara's half of the field; however, the limited moments Niagara managed to be in Rider's half were met with defensive resistance.
In the 67th minute, Rider responded again, as junior forward Elliott Otmani sent a ball straight into the net, assisted again by Aguinaga.
Aguinaga said the team is happy with the win, but improvement is needed.
"I think we had a pretty good game overall, but we still need to put more of our chances away because we're not always going to have as many opportunities in a game," Aguinaga said.
Otmani's goal secured the win. As both teams battled the rest of the game out, the efforts of Niagara were no match for Rider's defense, and Rider was the team that came out victorious.
On Oct. 5, the Broncs will play a rematch of the 2015 MAAC title game when they head to West Long Branch to face Monmouth. Rider won the last meeting, 3-2, to advance to the NCAA Tournament.
The team returns home on Oct. 8 to play Siena at 1 p.m.
Aguinaga said the team will have to be ready to play on both ends of the field in order to leave Monmouth with a win.
"Monmouth is always a good team, but we know each other pretty well," he said. "We just have to focus on all aspects of the game because when teams are evenly matched like this, anything can happen."


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- All Natural, Non-GMO Ingredients
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- All American vodka produced and bottled in the USA.
- Our thorough distillation process combined with sweet organic corn, gives FIFTY STATES its unique and refreshing taste.
- Our vodka is 6X distilled and Multi-Filtered using Deionized Water.
- Charcoal filtered, kosher ingredients, and 100% gluten free.
- Everything from the signature FIFTY STATES glass bottle to the organic sweet corn, are sourced from United States companies.
- The award-winning design is sure to stand out on any shelf and is the perfect bottle for conversation and UNITY.
- This Family owned brand was designed so you could recognize the product was proudly made in America.
40% ABV (80 Proof) 750 M L


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Florida law allows a business to incorporate and be identified as its own legal entity. When an incorporated business acts, whether it is to buy and sell property, agree to contracts or exercise legal rights, the process is then attributable to the business itself and not its owners. In Florida, the process of incorporation is begun by filing with the Secretary of State in accordance with particular guidelines.
Benefits of Incorporation in Florida
A corporation enjoys advantages that unincorporated companies do not. Primarily, it cannot be held accountable for an amount of debt greater than the value of the assets that the owners have invested in it. Without incorporation, the personal property of business owners is at stake should the company become unable to satisfy its debts. A corporation also allows creditors in the Cocoa area to assess the credit worthiness of the business as a whole rather than that of its owners, allowing the business to get loans more easily. Finally, a corporations charter requires that ownership be divided into stakes or "shares" of stock, all of equal size. This makes the process of transferring control much more practical.
Costs of Incorporation
Incorporation comes at a price. First, Florida might charge a filing fee to process applications for incorporation. Also, the corporation will pay taxes as its own entity. In other words, the profits a corporation makes are now taxed separately, while any disbursements to shareholders are taxed as individual income. This is called double taxation. However, a business might avoid this disadvantage with proper planning and assistance from a local Cocoa lawyer.


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Cloudnola - Reflect Mirror - Black
Sleek and stylish, this Reflect mirror from Cloudnola is perfect for adding interest to your walls. Combining wood, leather, and glass, this sophisticated design is available in a variety of colours and features a leather handle for easy hanging. Key features: * Material: glass, wood, leather * Dimensions: D40cm * Black color * Leather loop for hanging * Beveled glass design * Circular shape
$ 72.00 * additional costs & charges may apply
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MGM Resorts Sells National Harbor To Subsidiary With Share Buyback
MGM Resorts International has sold its new casino MGM National Harbor in Maryland to a subsidiary firm MGM Growth Properties (MGP).
The subsidiary was formed in 2015 to act as a Real Estate Investment Trust (REIT) and holds several MGM properties such as the Mirage, Mandalay Bay, Monte Carlo, Excalibur Luxor and New York – New York in Las Vegas, the Borgata in Atlantic City and MGM Grand Detroit.
MGM Resorts said in its announcement that it was selling the property to MGP for $1.1875 billion. After the transfer, the Maryland casino will be added to the existing master lease agreement which includes other MGM properties owned by the trust. MGM Resorts stated that the rent payment made to MGP will go up by $95 million and will grow contractually at 2 percent per year until 2022.
In a statement Jim Murren, chairman and CEO of MGM Resorts International said
MGM National Harbor has exhibited strong financial performance and has already secured its place as the leading resort in its market. We will continue to support MGP as it drives future growth through the expansion of its quality asset portfolio
The $1.2 billion MGM National Harbor casino which opened late last year is now Maryland's top-earning gaming property. It includes a 308-room hotel and a gambling floor spread across 125,000 square feet. Under the agreement, the REIT will take over the leasehold interest as well as the physical resort for $462.5 million in cash, along with a debt of $425 million related to the construction of the property and $300 million in MGM Growth Properties which operate partnership units.
MGM Resorts will continue handling the management of the property and customers are not likely to see any changes. The deal will allow MGM Resorts to clear out the debt related to the property's construction from its books and free its cash flow. According to the latest annual report, MGM Growth Properties earned nearly $650 million in 2016 by way of rental revenue from MGM Resorts. MGM Resorts currently holds a 76 percent stake in the operating partnership of MGP.
In a related announcement MGM Resorts said it was launching a $1 billion stock buyback program. Under a buyback program, a company buys back its stock from investors which serves as a way to share its revenue earnings with the stockholders. The MGM buyback program is expected take place in the fourth quarter of this year and is subject to regulatory approvals.
Doug RamirezAuthor
Doug is our American guru, he will be keeping us informed with latest tournament news and goings on in the USA


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A man was charged with driving under the influence, theft, and criminal mischief among other charges after he ran a front loader into an Anchorage Brown Jug liquor store in order to rob it at around 3 in the morning Thursday.
The driver, identified by police as 38-year-old Joseph Martin, allegedly stole the front loader from a nearby construction site, according to police. He then proceeded to ram the Brown Jug, the forklift attachment demolishing the front entrance.
No citizens were harmed, but there is extensive property damage to the liquor store. After a brief pursuit, police apprehended Martin and he was charged with trespassing, theft, criminal mischief and a felony DUI.