10 Fascinating Facts About Stick Insects

10 Fascinating Facts About Stick Insects Stick creepy crawlies are a piece of the request Phasmatodea (otherwise called phasmids and strolling sticks) and are regularly found in subtropical tropical territories when you can discover them, that is. These astounding bugs are difficult to spot since they look so much like twigs-until those twigs get up and leave, that is. 1. Stick Insects Can Regenerate Limbs Should a fledgling or other predator seize its leg, a stick insectâ can still make a simple departure. Utilizing an uncommon muscle to sever it at a powerless joint, the risked creepy crawly just sheds the leg in a cautious methodology is known as autotomy. Adolescent stick creepy crawlies recover the missing appendage whenever they shed. Now and again, grown-up stick creepy crawlies can even power themselves to shed so as to recapture a lost leg. 2. Stick Insects Can Reproduce Without Males Stick bugs are a country of Amazonians, ready to replicate as a rule without guys, utilizing a procedure known as parthenogenesis. Unmated females produce eggs that when full grown, become female stick creepy crawlies. At the point when a male figures out how to mate with a female, theres just a 50/50 possibility that the posterity of that association will be male. A hostage female stick creepy crawly can create several all-female posterity while never mating. Actually, there are types of stick bugs for which researchers have never discovered any guys. 3. Stick Insects Even Act Like Sticks Stick creepy crawlies are so named for their powerful disguise among the woody plants where they feed. Theyre commonly earthy colored, dark, or green, with slim, stick-molded bodies that assist them with mixing in as they roost on twigs and branches. Some stick bugs show lichen-like markings to make their cover increasingly real however to make the camouflage total, stick creepy crawlies impersonate twigs influencing in the breeze by shaking to and fro as they move. 4. Their Eggs Resemble Seeds Stick bug moms arent the most maternal. While some stick bugs females really put forth an attempt to conceal their eggs-adhering them to leaves or bark or setting them in the dirt they ordinarily drop eggs haphazardly on the backwoods floor, leaving the youths to whatever destiny occurs for them. Dont rush to pass judgment on mom stick creepy crawly, however. By spreading her eggs out, she diminishes the opportunity of predators finding and eating every last bit of her posterity immediately. Its additionally accommodating that theâ eggs take after seeds, so savage predators are less inclined to investigate. 5. Fairies Eat Their Molted Skin After a fairy has shed, its powerless against predators until its new fingernail skin obscures and solidifies. The castoff skin close by is obvious to foes so the fairy rapidly devours the withered exoskeleton to dispose of the proof, at the same time reusing the protein it took to make the disposed of layer simultaneously. 6. Stick Insects Arent Defenseless Stick creepy crawlies arent venomous yet whenever compromised, one will utilize whatever implies important to foil its assailant. Some will disgorge a dreadful substance to place a terrible preference for a ravenous predators mouth. Others reflex drain, overflowing a putrid hemolymph from joints in their body. A portion of the huge, tropical stick creepy crawlies may utilize their leg spines, which help them move, to exact some agony on an adversary. Stick creepy crawlies may even direct a compound splash, much like nerve gas, at the guilty party. 7. Their Eggs May Attract Ants Stick bug eggs that take after hard seeds have a unique, greasy container called a capitulum toward one side. Ants appreciate the nourishing lift gave by the capitulum and convey the stick bug eggs back to their homes for a supper. After the ants feed on the fats and supplements, they hurl the eggs onto their trash store, where the eggs keep on brooding, safe from predators. As the sprites bring forth, they advance out of the subterranean insect home. 8. Not All Stick Insects Stay Brown Some stick bugs can change shading, similar to a chameleon, contingent upon the foundation where theyre very still. Stick bugs may likewise wear brilliant hues on their wings however keep these colorful highlights concealed. At the point when a feathered creature or other predator draws near, the stick bug flashes its dynamic wings, at that point shrouds them once more, leaving the predator confounded and unfit to move its objective. 9. Stick Insects Can Play Dead When all else fizzles, play dead, isn't that so? A compromised stick creepy crawly will suddenly drop from any place its roosted, tumble to the ground, and remain extremely still. This conduct, called thanatosis, can effectively debilitate predators. A winged creature or mouse might be not able to locate the stable creepy crawly on the ground or incline toward living prey and proceed onward. 10. Stick Insects Are the Worlds Longest In 2008, a newfound stick creepy crawly species from Borneo broke the record for longest bug (which had recently been held by another stick bug, Pharnacia serratipes). The Chans Megastick, Phobaeticus chani, measures an unfathomable 22 crawls with legs reached out, with a body length of 14 inches. Sources Marshall, Stephen A. Creepy crawlies: Their Natural History and Diversity. Firefly Books, 2006.Gullan, P.J., and Cranston, P.S. . The Insects: An Outline of Entomology. Wiley-Blackwell, 2010.

Fahrenheit 451 by Ray Bradbury :: Ray Bradburys Fahrenheit 451

Fahrenheit 451 Fahrenheit 451 is an indication of caution to the present society to view the issues for a practical arrangement. It was about a general public that disapproved of interest and prohibited books. The story was principally about Guy Montag who consumed books professionally. The temperament of this story is set with Montag and his better half, Mildred’s, blended relationship. They don’t concur on anything and never convey. They are completely not quite the same as each other due to the impact of society. Montag was having what he thought to be extraordinary life, until he met Clarisse McClellan. Clarisse was their seventeen-year-old nearby neighbor who was raised to inquire as to why and how. At the point when she met Montag, she transformed him by making him consider things he never offered idea to. Clarisse inquired as to whether he was genuinely glad about his life, and when he considered Clarisse’s question, he understood that he truly wasn’t cheerful. Montag achieved that everything in his life was bogus and that he couldn’t trust anybody, so he attempted to improve his relationship with his significant other. He got intrigued by books, which made him against the new society. From that point on improving his life was what turned into his first concern. Mildred was an odd lady who was actually â€Å"brainwashed† by society. Mildred had no clue what she would do or why she would do it. She once took such huge numbers of dozing pills that she nearly kicked the bucket, yet in the first part of the day denied everything that occurred. She was a pill popping, self-destructive braggart who was fixated on material things. Mildred favored the organization of her â€Å"parlor-walls† and shell radios than the organization of Montag. The TV dividers were called â€Å"parlor-walls† and Mildred alluded to the individuals on TV as her â€Å"parlor-family.† She was with them more often than not and had nothing else to do throughout the day. The general public where they live in utilized brain controlling gadgets to order all the residents and Mildred was one of them. This immensy affected Montag and Mildred’s relationship. Montag and Mildred don't have a perfect relationship. Montag felt as though they didn't rest in a similar bed, and now and again, she appeared to be awkward in his essence. This was clarified when Montag says they resemble â€Å"a winter island isolated by a void sea,† (Page 41.) Montag and Mildred never speak with one another.

Ultimate Guide to Supply Chain Management

Ultimate Guide to Supply Chain Management The supply chain is probably one of the more complex systems that all managers have to be knowledgeable about. Its broad coverage, which includes entire organizations, people, information, various activities and all other resources that play a role in the flow of products or services from producers to suppliers to customers to end users. This complexity, coupled with its dynamic nature, calls for a way to keep that flow going in such a way that facilitates and does not, in any way, hinder the operations of the business. This discipline is called supply chain management. © Shutterstock.com | TrueffelpixIn this article, well show 1) what supply chain management is all about, 2) which elements play an important role in supply chain management, 3) what activity levels SCM entails, 4) the major components of a supply chain management, as well as 5) some challenges in SCM.SUPPLY CHAIN MANAGEMENTThe simplest definition of supply chain management, or SCM, as it is popularly known, is the “management of the flow of goods and services through interconnected or linked networks or channels, operating as if in a chain”. These goods may also refer not only to finished goods or final products, but also raw materials and work-in-process inventory. If we are going to be more technical about it, however, the definition of SCM would be the“design, planning, execution, control and monitoring of supply chain activities, with the objective of creating value, building a competitive infrastructure, leveraging worldwide logistics, synchronizing supply with demand, an d measuring performance on a global scale.”The application of SCM is also seen to be as complex as the network or chain that it manages, since it does not draw from one or two disciplines alone. It takes on an integrated approach that takes its cues from various areas or disciplines, such as procurement, operations management and logistics. Recent decades have also seen information technology figuring more and more into SCM.Ultimately, managing the supply chain will improve the visibility of inventory, and the velocity of its movement. To break it down, SCM is concerned with the management of:The flow of raw materials (from suppliers) into the organization, to be used in its operations;The process undergone by materials within the organization to turn it into finished goods;The flow of the resulting finished goods from the organization, through distribution channels, to arrive into the hands of the end user, customer or consumer.Businesses can benefit from SCM because, when done r ight, it can make supply chain more cost-effective and efficient. It will:Improve the supply chain networkMinimize delaysReduce costs and inefficienciesIncrease productivityPromote collaboration and enhance relationshipsBoost customer satisfactionAside from the above, SCM has also become an important business tool in the sense that it improves the relationship between the organization and its partners along the supply chain, which may include suppliers, distributors, and logistics operators.ELEMENTS OF SUPPLY CHAIN MANAGEMENTBusiness experts have narrowed down the elements of SCM into four: demand management, effective communication, process integration, and collaboration.Demand managementThese involve activities that are used in predicting or forecasting the future demand for an organization’s products or services, so it could plan the flow of its manufacturing processes better.Just as supply and demand go together, so do supply management and demand management. The focus is not on the supply or even the production process, because the main concern is the customers: their needs and their preferences, as these will dictate the demand. Activities will be carried out in order to find out what the customers want or need and, in the process, make decisions that will put the company in a competitive advantage in the industry.Effective CommunicationBusinesses benefit a lot from effective communication, and the supply chain is no different. An organization has identified sources of demand and operational information, and it should ensure that the same information will be disseminated to all its members, especially those who are directly involved in the supply chain.By keeping the members of the organization apprised with the latest and correct information, they will also be reminded of their duties and responsibilities in the supply chain or network, so they can deliver what is expected of them. It also enables them to make the necessary adjustments, should there b e a need to do so.Business Process IntegrationBefore SCM, businesses were focused on managing the individual functions of workers and departments within the company. SCM changed that approach as it involves the integration of business processes, particularly the processes along the supply chain, in order to facilitate a continuous flow or movement of resources.In other words, SCM entailed collaboration and partnership between and among the players of business processes. It covers the relationship between the suppliers and the buyers, the product developers and end users, the systems in use that are common to the parties, and the information being shared or exchanged among them.Some of the identified processes in the supply chain that may be integrated include the following:Customer management: These processes involve customer relationship management and customer service management. The organization has to pay attention to its relationship with its customers or end users and, at the same time, become a reliable source of customer information, providing real-time information about its products and services, such as availability, logistics and other information that customers may be interested in.Manufacturing flow management: The predictive value of the demand management processes will enable the organization to produce and supply products and services more reliably and in a more flexible manner. Depending on the demand, the organization can make better decisions on matters related to its manufacturing processes, such as scheduling, batches or lot sizes, and work intervals.Procurement: Procurement is more than just the simple act of purchasing. There are a lot of details to pay attention to when obtaining raw materials and products from suppliers outside of the organization. These include actually sourcing for supplies by looking for suppliers, resource planning, assessing the need of supplies of the organization, placement of order, as well as the transport, ha ndling, storage and warehousing of the purchased supplies.Product development: One of the concerns of organizations is to shorten product life cycles, and one way of achieving that is to decrease the time to market these products. Thus, product development should also be integrated with customer service and customer relationship management.Inventory management: Businesses also have to maintain an inventory of their supplies or raw materials. After all, not all businesses adopt the Just-in-Time method of procuring inventory, where they will purchase supplies and receive them just as they are about to be placed in production. In most cases, companies maintain inventory or stock of these materials until such time that they will be needed in the manufacturing process. This is also part of SCM. Of course, inventory management processes also cover keeping track of their inventory of the finished goods that came out of the production process, awaiting delivery to the customers. Inventory m anagement will be conducted in order to keep the amount of wastage low, as well as the cost of storing inventory.Supplier relationship management: This is closely related to the procurement processes, because a huge part of being able to conduct procurement processes smoothly and more efficiently relies on the relationship of the organization with the suppliers or the providers of the materials that are being procured.Order management: There are separate processes for tracking orders from customers, assigning products to these orders, and scheduling the delivery of the orders to the customers.Distribution: This could also be termed as physical distribution, as it involves physically delivering a service or moving a product to the customer, with the use of an appropriate marketing channel.Relationship management through outsourcing: Reducing life cycles can also be accomplished by outsourcing key activities that used to be performed in-house. Examples of partners through outsourcing that an organization will closely be working with in the supply chain include transport and delivery service providers, and warehousing or storage agents.CollaborationThis is another key term in supply chain management, because much of the activities involve relationships: the relationship between top management and its people, between members of the organization particularly those who work in teams, and between the organization and its partners in the supply chain.Maintaining good relationships with suppliers, for instance, will increase the likelihood of reducing costs as well as provide a guarantee that the quality of the materials or products that they supply will be high. You may have seen companies remaining partners with certain suppliers for years â€" decades, even. There is a great probability that this is because they have excellent SCM, with focus on collaboration and partnerships.SCM LEVELS OF ACTIVITIESSCM involves a lot of activities that are all geared towards improvi ng the flow of materials through the supply chain. To make things easier, these activities have been grouped into three:1. StrategicThis involves decisions made by top management, and they encompass the issues that will affect the entire organization, not just a single department or unit. Examples are decisions on what sales market to penetrate, which suppliers or partners to collaborate with, and where to set up a major manufacturing plant or warehouse.Often, these decisions are made by top management.2. TacticalDecisions that are more focused on the financial side of things will fall under this category. The main concern will be in minimizing costs. For example, the company can enter into agreements with its distributors to conduct their activities in a more cost-efficient manner. It can also strike a deal with their warehousing partners to find ways to lower their cost of inventory storage.3. OperationalThese involve decisions that are made on a daily basis within the organizatio n, such as arranging and rearranging production schedules, taking orders from customers, transporting raw materials from storage to the production site, and moving finished goods from the production site to the warehouse.There are three main flows that are tackled in SCM.Product Flow: This was the simple definition of supply chain management, since it involves the movement of products or goods from a supplier to a customer. But it also includes the movement of products or goods from a customer that is returning them.Information Flow: This pertains to the flow of data or information â€" in real-time â€" on orders, availability of products, and the status of orders and the delivery thereof.Finances Flow: This covers all matters related to the financial side of the transactions, such as the pricing, the applicable credit terms, the payment schedules and terms. If there are consignment arrangements entered into, they will also belong to the finances flow.COMPONENTS OF SUPPLY CHAIN MANAG EMENTSCM has the following basic components:Planning and ControlAs in every other process, the first stage involves coming up with a plan or strategy on how the company’s product or service will meet the needs of its target customers or end users, while allowing the business to earn a profit. This involves taking into consideration all the resources that will be used in the manufacture and delivery of these products to the customers.It does not end there, either. Once a strategy has been developed, there is a need to monitor the supply chain and see to it that the plan is being followed.DevelopmentWe have reiterated how collaboration and partnerships play very important roles in SCM, and that is especially apparent in this stage. The organization has to build and maintain strong relationships with its raw materials suppliers and service providers.This covers identifying the suppliers that the organization feels most comfortable working with, and coming up with plans and agreements on pricing, shipping, delivery, and payment.ManufacturingThis is where the raw materials are placed into production to come up with the finished product, which will then undergo testing and packaging. The activities involved in this component include scheduling, resources allocation, finished goods inventory management, and quality control measures.DeliveryWe now come to the logistics. At this point, all the finished products that were packaged will now be brought along the distribution channels so they can reach the customers. It covers order receipt and fulfillment, warehousing, shipping and payment collection.Building strong relationships with carriers or transport companies that will handle the shipping and delivery processes will also fall under this component.ReturnPart of supply chain management is how the organization will handle when customers return defective products to the company, and find ways to deal with any potential negative effect of such returns.One of the strat egies in SCM to address returns-related issues is to set up a network that will be dedicated to receiving the defective products and providing assistance to customers who are returning these products, as well as responding to customers’ questions, if any.We can never take out the organization structure as one of the components of SCM, because they will have an effect on how SCM is carried out. We can further break that down into the following.The power and leadership structure. At the end of the day, it is the decision of top management that will prevail. They have the final decision on the conduct of SCM.The management methods or styles used. How the management runs or supervises the company will also affect how SCM is carried out.The overall organizational culture or attitude. Much of the corporate culture or attitude toward SCM will be dictated by those in power. It is a sad reality that, although the concept of the supply chain has been around for a very long time, there are s till many business that do not pay much attention to it.With the advancement of technology, SCM has become automated, thanks in large part to the many software applications or programs developed specifically for the management of supply chains. Of course, before choosing which program will work for your specific business, you still have to do your research.CHALLENGES TO SCMIf we are to name a disadvantage of SCM, it would be the huge amount of investment it requires, both in money, time, manpower, and other resources to plan, implement and monitor it. This is further aggravated by the fluctuating costs in the global market today.Today, businesses also have greater chances of bringing their operations global. The internet has certainly made it possible for companies to have a wider reach in terms of their target market. But this has also posed a challenge to the logistics because, when they used to think about their supply chain only within their state or country, now they have to ex pand it on an international or even global scale, too.Competition has also risen to a global scale, which means companies now have to pour more resources into ensuring that their supply chain or supply network can compete with that of their rivals. Again, this will go back to the issue of whether the company has enough resources to meet the required investment. Clearly, SCM does not come cheap. But with proper implementation, it can bring greater benefits.

Character Analysis Of Bartleby And The Wolf Of Wall Street

In the movie, the Wolf of Wall Street wall street is depicted as a lively work environment filled with promising work and big profit. The movie follows a man named Jordan through the exciting ups and downs of his career on Wall Street. Herman Melville paints an entirely different picture of wall street in his short story Bartleby, The Scrivener: A story of Wall Street. In Melville’s story, we follow Bartleby through a depressing career on wall street that eventually ends in his death. Herman Melville expresses his loathing of wall street in Bartleby, The Scrivener: A story of Wall Street as well as arguing that working on Wall Street is an awful job. Bartleby losing his vision represents a wall street worker becoming discontent with†¦show more content†¦From the way the narrator describes his own environment in a similar way, describing it as an upstairs chamber with two windows that show nothing. Colt’s environment seems equally as depressing as the Lawyer’s. Still, the lawyer is not driven to violence, when Bartleby is finally kicked out of the dim building he starts starving himself, presumably to kill himself. Melville is articulating that Wall Streets offices are places of death. Whether it is an employer exploiting another worker or an employee is drawn absolutely mad, the lifeless environment of Wall Street is a huge component of worker’s sadism against themselves or others. Melville is calling out of all wall street in this piece, not just certain offices, by generalizing his characters. Melville does not give the the lawyer a name and keeps all of the names of the Lawyer’s employees as nicknames like, â€Å"Nippers† and â€Å"Turkey†. The employees nicknames do not have anything to do with the work that they provide either. They are based on physical appearance or a specific behavior of each worker. Gingernut, another worker gets his nickname because Nippers and Turkey send him to get ginger nut cakes. The nicknames are based on insignificant things about the character so the nicknames must be significant too. Melville did not want to use real names because all names have some sort of meaning. So, to keep the employees

Poems After the Attack †A September 11th Anthology

In the years since the September 11, 2001 terrorist attack on America, poets and readers continue to turn to poetry in an effort to make sense of the devastation and the horror of that day. As Don Delillo wrote in Falling Man: A Novel: People read poems. People I know, they read poetry to ease the shock and pain, give them a kind of space, something beautiful in language . . . to bring comfort or composure. This collection comes to you accompanied by our hope that in your grief, anger, fear, confusion, or resolve  these poems offer you grace. Daniel Moore (Abd al-Hayy), â€Å"A Little Ramshackle Shack†Matthew Abuelo, â€Å"Upon 9/11†Adam, â€Å"If Only†Ken Adams aka Dudley Appleton, â€Å"911†Joe Aimone, â€Å"The W After†Cristin OKeefe Aptowicz, â€Å"WTC 9/11†Paula Bardell, â€Å"Silence (over Manhattan)†Tony Beyer, â€Å"In the Wake of America†Michael Brett, â€Å"Tomorrow†Tony Brown, â€Å"Dispatch from the Home Front: Halloween 2001†Penny Cagan, â€Å"September Eleventh†Lorna Dee Cervantes, â€Å"Palestine†David Cochrane, â€Å"Firefighters Prayer†Jim Cohn, â€Å"Ghost Dance†Julie Craig, â€Å"Before and After†Peter Desmond, â€Å"Good Morning, Uzbekistan!†Jesse Glass, â€Å"down†JD Goetz, â€Å"9/11/02†jj goss, â€Å"Aftermath of 9-11†Dorothea Grossman, â€Å"Ruins†Marj Hahne, â€Å"Remembrance† and â€Å"A New York Winter†Mary Hamrick, â€Å"An American Soldierâ € Elizabeth Harrington, â€Å"Normally†Judyth Hill, â€Å"Wage Peace†Michael Hillmer, â€Å"The Lights That Have Vanished†Bob Holman, â€Å"Cement Cloud†Larry Jaffe, â€Å"Will It Be Heard† and â€Å"5000 Souls Leaving†Karen Karpowich, â€Å"In Central Park†Eliot Katz, â€Å"When the Skyline Crumbles†John Kissingford, â€Å"September 12† and â€Å"Image†Doug McClellan, â€Å"Day One†Poet Laureate Billy Collins’ commemorative poem â€Å"The Names† in The New York TimesFormer Poet Laureate Robert Pinsky’s poem â€Å"9/11† in The Washington Postâ€Å"Poetry and Sept. 11: A Guided Anthology† by Robert Pinsky in Slateâ€Å"The Language of War and Peace,† special issue of Big Bridgeâ€Å"Words To Comfort,† a selection of poems and photographs from the NYC benefit readings October 17, 2001 in Jacket 15â€Å"Poems for the Time,† anthology collected by Alici a Ostriker in Moby Livesâ€Å"Poetry and Tragedy,† reactions and poems from the recent Laureates in USA Today

Accounting. How to prepare income statements Free Essays

There are different ways in how two income statements are prepared. For example: the income statement (also known as PL) of a merchandising company consists of Revenue, Expenses (related to the sales volume through the Cost of Goods Sold (COGS) and General Administrative Expense (GSA), which all result in Net Income. The income statement of a Service company consists of Service Revenue minus any Expenses related to that service, which results in Net Income. We will write a custom essay sample on Accounting. How to prepare income statements or any similar topic only for you Order Now Another way to look at it is that inventory never leaves the balance sheet until it is physically sold to a customer, which transfers it to Cost of Goods Sold. The basic differences between the financial statements of a merchandising business and a service business include reporting cost of merchandise sold on the income statement and the : A. owner’s equity section of the balance sheet B. other income section of the income statement C. inclusion of merchandise inventory on the balance sheet as a current asset D. inclusion of an owner’s equity statement The primary difference in handling inventory, accounts payable and accounts receivable. In a merchandising company you will probably have inventory that needs to be valued. This can be done FIFO or LIFO (first in first out, or last in first out) basis. The asset that your inventory represents can be offset by your accounts payable if you purchased inventory on account. At the end of the year for tax purposes you have to account for the change in your inventory value. In addition in a mechanizing company you may have to handle local sales taxes and such. In a service company there is no inventory and normally no local taxes on services sold. Distinguish the activities of a service business from those of a merchandising business. The primary differences between a service business and a merchandising business relate to revenue activities. Merchandising businesses purchase merchandise for selling to customers. On a merchandising business’s income statement, revenue from selling merchandise is reported as sales. The cost of the merchandise sold is subtracted from sales to arrive at gross profit. The operating expenses are subtracted from gross profit to arrive at net income. Merchandise inventory, which is merchandise not sold, is reported as a current asset on the balance sheet. How to cite Accounting. How to prepare income statements, Papers

Osmometric Thirst free essay sample

Thirst  is the craving for liquids, resulting in the basic  instinct  of humans or animals to  drink. It is an essential mechanism involved in  fluid balance. It arises from a lack of fluids and/or an increase in the concentration of certain osmolites  such as  salt. If the water volume of the body falls below a certain threshold, or the osmolite concentration becomes too high, the  brain  signals thirst. Continuous  dehydration  can cause a myriad of problems, but is most often associated with neurological problems such as seizures, and renal problems. Excessive thirst, known as  polydipsia, along with excessive urination, known as  polyuria, may be an indication ofdiabetes. Thirst produced by an increase in the osmotic pressure of the interstitial fluid relative to the intracellular fluid thus producing cellular dehydration fluid, Intracellular fluid, fluid contained within cells. Osmometric thirst occurs when the osmotic balance between the amount of water in the cells amp; the water outside the cells becomes disturbed means when the concentration of salts in the interstitial fluid is greater than that inside the cells, resulting in the movement of intracellular water outside of the cell by osmosis. This is what happens when we eat salty pretzels. The Na is absorbed into the blood plasma, which disrupts the osmotic balance between the blood plasma amp; the interstitial fluid. This draws water out of the interstitial fluid and into the plasma, now upsetting the balance between the cells and the interstitial fluid. The result is water leaving the cells to restore the balance. The disruption in the interstitial solution is recognized by neurons called osmoreceptors. These osmoreceptors are located in the region of the anterior hypothalamus. These osmoreceptors send a signal that causes us to drink more water, in order to restore the osmotic balance between the cells and surrounding fluid. In the case of pretzel eating, if we do not drink more water, eventually the excess Na is simply excreted by the kidneys. The body must have water to excrete in order to rid itself of nitrogenous wastes, so the reduction in water excretion causes fluid-seeking behavior. OSMOMETRIC THIRST  is stimulated by cellular dehydration. It occurs when the tonicity of the interstitial fluid increases, which draws water out of the cells (think of water seeking to be balanced), cells then shrink in volume. The word osmosis means movement of water, through semi permeable membrane, from low solute concentration to high solute concentration. There are receptors and other systems in the body that detect a decreased volume or an increased osmolite concentration. They signal to the  central nervous system, where central processing succeeds. There are some RECEPTORS FOR OSMOMETRIC THIRST (already in the central nervous system more specifically in hypothalamus notably in two circumventrivular organs that lack an effective brain-barrier the organumvasculosum of the lamina terminalis (OVLT) and the  subfornical organ  (SFO). However, although located in the same parts of the brain, these osmoreceptors that evoke thirst are distinct from the neighboring osmoreceptors in the OVLT and SFO that evoke arginine vasopressin  release to decrease  fluid output. In addition, there are  visceral osmoreceptors. These project to the  area postrema and  nucleus tractussolitarius  in the brain), the neurons that respond to changes in the solute concentration of the interstitial fluid start firing when water is drawn out of them due to hyper tonicity; most likely located in the anteroventral tip of the third ventricle (AV3V); if activated, they send signals to neurons that control rate of vasopressin secretion So, the question will be raised such as do we want more or less vasopressin? We want more vasopressin; remember high levels of vasopressin cause kidneys to retain water, sweating causes loss of water through skin, which increases tonicity of interstitial fluid, which then draws water out of the capillaries and cells. We can lose water only from the cells, but not intravascular, by eating a salty meal in which salt is absorbed from the digestive tract into the blood, this makes the blood hypertonic (high concentration of salt), this draws water into the cell from the interstitial fluid, the loss of water from the interstitial fluid makes  it  hypertonic, now water is drawn out of the cells, as blood plasma increases in volume, kidneys excrete more water and sodium, eventually, excess sodium is excreted, along with the water that was taken from the interstitial fluid and intercellular fluid, this results in an overall loss of water from the cells, however, blood plasma volume never decreased. The damage to AV3V area can cause diabetes and lack of thirst (excessive urination, so must force self to drink) subfornical organ  (SFO) circumventricular organ whose AII receptors are the site where angiotensin acts to produce thirst; it has few neural inputs, as its job is to sense the presence of a hormone in the blood; it has many  outputs  to various parts of the brain:   endocrine   SFO axons project to neurons in the supraoptic and paraventricular nuclei that are responsible for production and secretion of the posterior pituitary hormone vasopressin   Autonomic   axons project to cells of the paraventricular nucleus and other parts of the hypothalamus, which the send axons to brain stem nuclei which control the sympathetic and parasympathetic nervous system; this system controls angiontensin’s effect on blood pressure. behavioral   axons sent to  median preoptic nucleus, an area which controls drinking and secretion of vasopressin median preoptic nuc leus   receives information from: 1. OVLT regarding osmoreceptors 2. SFO regarding angiotensin. Baroreceptors via the nucleus of the solitary tract Lateral Hypothalamus and Zona Incerta esions of the hypothalamus disrupt osmometric and volumetric thirst, but not meal-associated drinking lesions of the zona incerta disrupt hormonal stimulus for volumetric thirst, but not the neural ones that originate in the atrial baroreceptors zona incerta sends axons to brain structures involved in movement influences drinking behavior Central processing The  area postrema  and  nucleus tractussolitarius  signal, by  5-HT, to  lateral parabrachial nucleus, which in turn signal to median preoptic nucleus. In addition, the area postrema and nucleus tractussolitarius also signal directly to subfornical organ. Thus, the median preoptic nucleus and subfornical organ receive signals of both decreased volume and increased osmolite concentration. They signal to higher integrative centers, where ultimately the conscious craving arises. However, the true  neuroscience  of this consciou s craving is not fully clear. In addition to thirst, the  organumvasculosum of the lamina terminalis  and the  subfornical organ  contribute to  fluid balance  by  vasopressin  release. Studies done†¦. Some research and study presents a theoretical model for osmotic (cellular dehydration) thirst, and evaluates several of the implications of the model. Ss were 11 male Sprague-Dawley rats. The model for osmotic thirst asserts that when a load consisting of n millimols of effective osmotic solute dissolved in v ml. of water is introduced into the extracellular compartment, the S will drink a volume of water, D (in ml. ), which is proportional to the volume of water, Diso (in ml. ), required to dilute the hypertonic load to isotonicity (ALPHA). Thus, D = k (Diso) = k-n/a-v=, where k is the constant of proportionately representing the contribution of the kidney to osmotic regulation. The experimental data show that under conditions of osmotic thirst this model accurately predicts the rats drinking behavior. Osmoregulatory thirst associated with deficits of intracellular fluid volume. Small increases of 1–2% in the effective osmotic pressure of plasma result in stimulation of thirst in mammals. It has been shown in both human subjects and other mammals that when the plasma osmolality (usually in the range of 280–295 mosmol/kgH2O) is increased experimentally as a result of increasing the concentration of solutes such as NaCl or sucrose that do not readily pass across cell membranes, thirst is stimulated. By contrast, increasing plasma osmolality by systemic infusion of concentrated solutes such as urea or  D-glucose that more readily cross nerve cell membranes is relatively ineffective at stimulating thirst (8,12,  18). In the former case, a transmembrane osmotic gradient is established and cellular dehydration results from movement of water out of cells by osmosis. Cellular dehydration does not occur with the permeating solutes in the latter case, and it is considered that specific sensor cells in the brain, termed osmoreceptors (initially in relation to vasopressin secretion), respond to cellular dehydration to initiate neural mechanisms that result in the generation of thirst (8,  18). Although there is evidence that some osmoreceptors may be situated in the liver, much evidence has accrued that localizes an important population of osmoreceptive neurons to the preoptic/hypothalamic region of the brain. The hypothalamus was implicated in the generation of thirst in the early 1950s when Bengt Andersson was able to stimulate water drinking in goats by electrical or chemical stimulation of the hypothalamus. Although he observed that drinking was induced by injection of hypertonic saline into the hypothalamus in a region between the columns of the fornix and the mamillothalamic tract, the solutions injected were grossly hypertonic, making it difficult to come to a firm conclusion that physiologically relevant osmoreceptors for thirst existed in this region. Andersson and colleagues later found evidence that more rostral tissue in the anterior wall of the third ventricle was more likely to be the site of sensors mediating osmotic thirst and proposed a role for the ambient Na+  concentration in this region of the brain in the initiation of thirst. Neural mechanisms sub serving osmotically stimulated thirst†¦ More than 25 years ago, clues emerged as to the crucial role of a region in the anterior wall of the third ventricle in thirst mechanisms when it was shown that ablation of tissue in the anteroventral third ventricle wall (AV3V region) of goats and rats caused either temporary or permanent adipsia (1,  10). In those animals with lesions that did recover spontaneous water drinking, loss of dipsogenic responsiveness to osmotic and ANG stimuli was evident. Another clue to the location of cerebral osmoreceptors sub serving thirst came from studies in sheep suggesting that the cerebral osmoreceptors sub serving thirst and vasopressin secretion were, at least in part, located in brain regions lacking a blood-brain barrier. In subsequent years, evidence (reviewed in Ref. 14) from the study of lesions, electrophysiological recordings, and the expression of the immediate early gene c-fos  in rats have confirmed that neurons in both the organum vasculosum of the lamina terminalis (OVLT) and the subfornical organ (SFO) are most likely the sites of very sensitive osmoreceptors (Fig. 1? ). The SFO and OVLT are two circumventricular organs that lack a blood-brain barrier and that are situated in the anterior wall of the third ventricle (the lamina terminalis). In particular, the dorsal part of the OVLT and the periphery of the SFO are osmosensitive in the rat. However, the median preoptic nucleus (MnPO), which is situated in the lamina terminalis longitudinally between the two circumventricular organs and is an integral part of the AV3V region, is also strongly activated by osmotic stimuli. Lesion studies in rats have shown that the MnPO may play a crucial role in the generation of thirst in response to both osmotic and hormonal signals being relayed to this nucleus by neural inputs from the SFO and possibly the OVLT (10). Another aspect of osmoregulatory drinking is that it may be blocked pharmacologically by intracerebroventricularly injected ANG antagonists, suggesting that a central angiotensinergic pathway is involved in most mammals. The MnPO, which is rich in ANG type 1 receptors but is not amenable to circulating ANG II, is a likely site of this angiotensinergic synapse. The MnPO receives afferent neural input from neurons in both the SFO and the OVLT and may integrate neural signals coming from osmoreceptive neurons in these circumventricular organs with visceral sensory inflow from the hindbrain However, combined ablation of both the SFO and OVLT leaving a considerable part of the MnPO intact reduces but does not totally abolish osmotically induced drinking. This suggests that neurons within the MnPO may be osmoreceptive also or that they receive osmotically related input from other parts of the brain [e. g. , the area postrema (AP)] or body (e. g. , hepatic portal system). It is clear that the lamina terminalis is a region of the brain where stimuli from the circulation, such as plasma hypertonicity or hormones (e. g. , ANG II, relaxin), exert their dipsogenic action. In regard to the subsequent efferent neural pathways that may project from the lamina terminalis to other brain regions (including the cerebral cortex) to generate thirst, little is known at present. The lateral hypothalamic area, the hypothalamic paraventricular nucleus, and the periaqueductal gray are all regions that receive a strong neural input from the lamina terminalis and have been proposed as regions that may participate in the generation of thirst. However, evidence in support of such proposals is scarce. Recent studies using positron emission tomography in human volunteers identified several brain regions that became activated during an intravenous infusion of hypertonic saline that produced a strong thirst sensation in these subjects. In particular, the anterior and posterior parts of the cingulate cortex were activated, and on satiation of the thirst, these areas rapidly declined in activity. This cingulate region has been implicated in other goal-directed behaviors and probably plays a yet-to-be-specified role in the generation of human thirst. Angiotensin and thirst Classic studies by Fitzsimons and associates (see Ref. 8  for review) were the first to clearly demonstrate that renin and its effector peptide, ANG II, were highly effective as dipsogenic stimuli in the rat. Systemically administered renin or ANG II generates water intake in sated rats. As is true for osmotically stimulated drinking, ANG-induced thirst requires the structures of the lamina terminalis (i. e. SFO, MnPO, and OVLT) for sensing circulating peptides (particularly the SFO) and for initial central nervous system processing and integration of this peripherally derived information (10). The dipsogenic action of ANG is even more impressive when it is injected directly into the brain, and this has been demonstrated in several mammals (rat, goat, dog, sheep) and also in birds (duck, pigeon). This route of administration is believed to mimic the action of this peptide at one or more periventricular brain sites. The presence of a brain renin-angiotensin system with all the components of the metabolic cascade as well as receptors being synthesized de novo in the brain has been demonstrated. It has been hypothesized that circulating ANG II acts on forebrain circumventricular organs (SFO, OVLT) in the mode of a hormone and that, either directly or indirectly, it activates angiotensinergic pathways projecting to central integrative sites when the peptide acts as a neurotransmitter (11). The systemic (renal/circulating) and the brain renin-angiotensin systems, although distinct, are functionally coupled with one another and play complementary roles in the maintenance of body fluid homeostasis. Inhibition and facilitation of thirst through hindbrain actions In addition to humoral factors acting through forebrain targets and networks to facilitate drinking, there is evidence of both stimulatory and inhibitory signals acting on or through the hindbrain. When the hypertension induced by intravenous ANG II in rats is reduced or normalized by coadministration of a systemically acting hypotensive drug, drinking responses to infusions of ANG II are enhanced (7). In rats with actions of the systemic renin-angiotensin system blocked, reducing blood pressure to below normal resting levels enhances the drinking response to intracerebroventricular ANG II infusions (11). Inhibition of thirst arises not only from arterial baroreceptors but also from volume receptors on the low-pressure side of the circulation. Distention of the region of the junction of the right atrium and vena cava or of the pulmonary vein at the entry to the left atrium by inflating balloons inhibits experimentally induced drinking. In contrast, when, in ogs, both low-pressure cardiopulmonary and high-pressure arterial baroreceptors are unloaded by reducing venous return to the heart, drinking is stimulated (9,  17). Under such conditions, Quillen and colleagues (15) found that denervation of either the cardiopulmonary or sinoaortic baroreceptors significantly attenuated thirst in the dog and that denervation of both sets of receptors completely abolished drinking even though circulating levels of ANG were high. Afferent input from the cardiopulmonary and arterial baroreceptors is carried to the brain by the IXth and Xth cranial nerves, with most of these nerves terminating in the nucleus of the solitary tract (NTS). Lesions centered on the AP, but also encroaching on the medial portions of the medial NTS (i. e. , an AP/mNTS lesion), as well as bilateral lesions centering on the medial subnucleus of the NTS proper, produce rats that overrespond to thirst-inducing treatments associated with hypovolemia (5). These effects are likely to be due to removal of inhibitory baroreceptor-derived input. However, it is possible that the AP also plays a role in the inhibitory control of thirst derived from systemic blood volume expansion or acute hypertension. As demonstrated by Antunes-Rodrigues and colleagues (2), a peptide made and released from the cardiac atria, ANP, inhibits drinking. Release of ANP in response to hypervolemia and hypertension may inhibit drinking. Its action is discussed below. Interestingly, the AP/NTS region contains cells with axons that project to the lateral parabrachial nucleus (LPBN). Electrolytic, anesthetic, and neurotoxic lesions of the LPBN produce overdrinking to mediators of extracellular dehydration in the rat (11). This is similar to the effects of AP/mNTS lesions. A significant portion of the cells that project from the AP/mNTS to the LPBN contain serotonin (5-HT), and bilateral injections of the nonselective 5-HT receptor antagonist methysergide enhance drinking as well as NaCl solution intake in response to several dipsogenic stimuli in rats (see Ref. 11  for review). The model that has been proposed is that there is a hindbrain inhibitory circuit involving the AP, NTS, and LPBN that receives and processes neural and humoral input derived from activation of cardiopulmonary and arterial baroreceptors. Ascending pathways from this inhibitory complex project to many forebrain structures, such as the structures along the lamina terminalis, the central nucleus of the amygdala, and various hypothalamic nuclei that have been implicated in thirst. In turn, many of these forebrain structures have reciprocal connections with the LPBN and NTS. It is within this visceral neural network where the input from both excitatory and inhibitory humoral and visceral afferent nerves is likely to be processed to give rise to drinking behaviors or the perception of thirst.