Rickety

Mostly about Utah

2009 Defense Spending by Country

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Defense Spending by Country

The fifteen countries with the largest annual military budgets. See table below for actual dollar amounts.

Note: This post has been superseded. See 2010 Defense Spending by Country.

Billions and Billions

The fifteen nations with the largest annual military budgets are shown in the chart above (click to enlarge). The United States, with a budget of $636 billion annually, spends more on defense than the next sixteen nations combined. The United States military spending is more than six times that of the next biggest spender, China ($99 billion) and ten times that of Russia ($61 billion). The U.S. accounts for 43% of the world’s yearly defense outlays.

Annual military expenditures by NATO, of which the U.S. is a member, total over one trillion dollars.

Defense Spending by GDP and Per Capita

Soldier in IraqWhen spending is considered by percent of gross domestic product (GDP), the United States at 4.3% falls to eleventh place. Eritrea (20.9%), Georgia (8.5%), and Saudi Arabia (8.2%) take the top spots. Note that Eritrea, Georgia, and some other countries with higher percent GDP spending that the United States do not all appear in the table below.

The highest per capita spending is by United Arab Emirates ($2,653), the United States ($2,142), and Israel ($1,882).

Table Of Annual Defense Spending By Country

Click ONCE on column headers to sort.

Rank Country $billion %GDP $ Per Capita
1 United States 663.3 4.3 2,141
2 China 98.8 2.0 75
3 United Kingdom 69.3 2.5 940
4 France 67.3 2.3 977
5 Russia 61.0 2.6 430
6 Germany 48.0 1.3 558
7 Japan 46.9 0.9 401
8 Saudi Arabia 39.3 8.2 1,524
9 Italy 37.4 1.7 593
10 India 36.6 2.6 31
11 South Korea 27.1 2.8 493
12 Brazil 27.1 1.5 142
13 Canada 20.6 1.3 560
14 Australia 20.1 1.8 893
15 Spain 19.4 1.2 398
16 Turkey 19.0 2.2 244
17 Israel 14.3 7.0 1,882
18 Greece 13.9 3.6 1,230
19 United Arab Emirates 13.0 5.9 2,653
20 Netherlands 12.6 1.4 759
21 Poland 10.9 2.0 285
22 Colombia 10.1 3.7 77
23 Taiwan 9.9 2.1 335
24 Iran 9.2 2.7 65
25 Singapore 8.0 4.1 1,003
26 Sweden 6.1 1.3 657
27 Norway 6.1 1.3 1,245
28 Chile 5.7 3.5 212
29 Algeria 5.7 3.0 77
30 Belgium 5.7 1.2 525

Notes

  1. Military spending is for 2009 but in 2008 dollars.
  2. Percent GDP is for 2008, except for Eritrea (not shown in table) which is for 2003.
  3. Nearly one-quarter of the U.S. budget was associated with operations in Iraq and Afghanistan.
  4. Not all countries are listed.

Sources

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How to Build a Snowman in 3 Steps

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This is for today’s youth that can’t build anything without first looking it up on the Internet.

  1. Roll large, medium, and small snowballs.
  2. Stack vertically.
  3. Add eyes, nose, and mouth.




A Simple Snowman
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Epic Excerpts: Stephen Covey on Management

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Stephen R. Covey is the author of the best-selling book, The 7 Habits of Highly Effective People. Other books he has written include First Things First, Principle-Centered Leadership, The 8th Habit: From Effectiveness to Greatness, The Divine Center and Spiritual Roots of Human Relations.

Dr. Covey, father of nine and a grandfather of fifty-two, lives with his wife Sandra in Provo, Utah. He is currently a professor at the Jon M. Huntsman School of Business at Utah State University.

Covey is a practicing member of The Church of Jesus Christ of Latter-day Saints and served a two-year mission in England for his church. Covey served as the first president of the Irish Mission of the church starting in July 1962.

I have read several of Stephen Covey’s books and have noted some passages about leadership and management that I like.

Stephen Covey

Difference Between Leadership And Management

You can quickly grasp the important difference between leadership and management if you envision a group of producers cutting their way through the jungle with machetes. They’re the producers, the problem solvers. They’re cutting through the undergrowth, clearing it out.
The managers are behind them, sharpening their machetes, writing policy and procedure manuals, holding muscle development programs, bringing in improved technologies and setting up working schedules and compensation programs for machete wielders.
The leader is the one who climbs the tallest tree, surveys the entire situation, and yells, “Wrong jungle!”
But how do the busy, efficient producers and managers often respond? “Shut up! We’re making progress.” (Seven Habits, p 101)

Management is Discipline

Effective management is putting first things first. While leadership decides what “first things” are, it is management that puts them first, day-by-day, moment-by-moment, Management is discipline, carrying it out. (Seven Habits, p 148)

Lead People, Manage Things

You can’t lead inventories and cash flow and costs. You have to manage them. Why? Because things don’t have the power and freedom to choose. Only people do. So you lead (empower) people. You manage and control things. (The 8th Habit, p 101)

Self-Management

Time management is really a misnomer, because we all have exactly the same amount of time, although some accomplish several times as much as others do with their time. Self-management is a better term, because it implies that we manage ourselves in the time alloted us. Most people manage their lives by crises; they are driven by external events, circumstances, and problems. They become problem-minded, and the only priority setting they do is between one problem and another. Effective time managers are opportunity-minded. They don’t deny or ignore problems, but they try to prevent them. They occasionally have to deal with acute problems or crises, but in the main they prevent them from reaching the level of concern through careful analysis into the nature of the problems and through long-range planning. (Principle-Centered Leadership, p 138)

The Bottom Line

Management deals more with control, logistics, and effiency. Leadership deals with the top line, management deals with the bottom line. The hand can’t say to the foot, “I have no need of thee.” Both leadership and management, effectiveness and efficiency, are necessary. (Principle-Centered Leadership, p 255-256)

No Feeling, No Heart

People who are excellent managers but poor leaders may be extremely well organized and run a tight ship with superior systems and procedures and detailed job descriptions. But unless they are internally motivated, little gets done because their is no feeling, no heart; everything is too mechanical, too formal, too tight, too protective. A looser organization may work much better even though it may appear to an outside observer to be disorganized and confused. Truly significant accomplishments may result simply because people share a common vision, purpose, or sense of mission. (Principle-Centered Leadership, p 248)

Weaknesses Become Irrelevent

Remember, in a complementary team, individual strengths (voices) become productive and their weaknesses become irrelevent because they are compensated for by the strengths of others. (The 8th Habit, p 113)

Positive Synergy

People spend their creativity on their own goals and dreams — and much of the energy is lost to the organization. Negative synergy is an enormous waste of human talent. The formula for positive synergy is involvement + patience = commitment. The employee behind the desk should be treated like the customer in front of the desk. There is nothing under heaven that can buy voluntary commitment. You can buy a man’s hands and back, but not his heart and mind. (Principle-Centered Leadership, p 179)

The Greatest Creation

Let us realize as executives or as workers in any endeavor in any organization that people are the most important thing in this world. They are the greatest creation of God. (Spiritual Roots of Human Relations, p 119)

The Whole Person

Now we work with fairness, kindness, efficiency, and effectiveness. We work with the whole person. We see that people are not just resources or assets, not just economic, social, and psychological beings. They are also spiritual beings; they want meaning, a sense of doing something that matters. People do not want to wotk for a cause with little meaning, even though it taps their mental capacities to the fullest. There must be purposes that lift them, ennoble them, and bring them to their highest selves. (Principle-Centered Leadership, p 179)

Self-Government

Management is the breaking down, the analysis, the sequencing, the specific application, the time-bound left brain aspect of effective self-government. (Seven Habits, p 147)

By The Rules

It seems that people tend to codify past successful practices into rules for the future and give energy to preserving and enforcing these rules even though they no longer apply. Indeed, traditional procedures and practices die hard! (Principle-Centered Leadership, p 245)

True Worth

The problem is, managers today are still applying the Industrial Age control model to knowledge workers. Because many in positions of authority do not see the true worth and potential of their people and do not possess a complete, accurate understanding of human nature, they manage people as they do things. This lack of understanding also prevents them from tapping into the highest motivations, talents and genius of people. (The 8th Habit, p 16)

More For Less

The capacity to produce more for less is based on unleashing the human potential throughout an entire organization, rather than again falling into the traditional trap of having people at the top make all the important decisions and having the rest wield the screwdrivers. This approach simply does not work in modern, tough times. (The 8th Habit, p 302)

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100 Years Ago: Women, Corn, and Census

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Genevieve Clark

Suffragist Genevieve Clark, circa 1914

The following was adapted from the Improvement Era magazine of 100 years ago.

Women’s Right To Vote

Women gained the right to vote, in the November 8 election of 1910 in the state of Washington. Woman suffrage amendments to the state constitutions were submitted in that state, in Oregon, South Dakota and Oklahoma, and all except Washington rejected the amendments. There are five states in the United States in which women are now permitted to vote on the same terms as men, namely: Utah, Wyoming, Idaho, Colorado, and Washington.

[In 1920 the nineteenth amendment was ratified, prohibiting states and the federal government from denying any citizen the right to vote on account of sex.]

Corn Crop

The corn crop for 1910 was the greatest ever grown in the United States. For the first time in our history as a nation, we have succeeded in producing three billion bushels. This amount of corn translated into the terms of money and buying power must necessarily give a faster beat to the business pulse of the whole country, and naturally it will have a bearing in producing better financial conditions and cheaper food.

[Today the U.S. produces almost 12 billion bushels of corn a year, 40% of the world’s harvest.]

Census

Census returns of the thirteenth census show that Utah has a population of 373,351, which is 96,602 more than at the census of 1900, when the population was 276,749, an increase of 31.3 per cent in ten years, making the state 42nd in rank. Its population now entitles the state to another Congressman, under the present congressional apportionment of 194,182, but the new apportionment may raise the number.

The population of continental United States is 91,972,266; an increase in ten years of 15,977,691, or 21 per cent.

[Census returns of the twenty third census show that Utah has a population of 2,783,885, which is 560,696 more than at the census of 2000, when the population was 2,223,189, an increase of 23.8 per cent in ten years, making the state 34th in rank. Its population now entitles the state to another Congressman, under the present congressional apportionment of 647,000, but the new apportionment may raise the number.

The population of the United States is 308,745,538; an increase in ten years of 27,323,632, or 9.7 per cent.]

Adapted from: “Passing Events”, Improvement Era, Vol. XIV. January, 1911. No. 3.
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The Falling Populations of Europe

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Cassandra on Europe

Living in England in the sixties and seventies, I recall that there was great consternation among the scientists that overpopulation would doom Europe to starvation. It didn’t turn out that way.

Today no European country has a replacement total fertility rate of 2.1 and over half are below 1.5. Indeed the World total fertility rate has been falling for 60 years and will continue to do so.

Peak Population

In 2009 I highlighted the falling fertility of Europe. To see the real effect of falling fertility one can look at when populations will peak.

For Europeans, over a third of their countries have already passed their peak population. By 2050 over 75% of European countries will be peaked populations.

Of the twelve countries still to peak after 2050, only Turkey and the United Kingdom, it is estimated, will be growing at over 30,000 a year. In contrast, there will be nine countries that will be losing over 30,000 a year of their populations.

By 2050 European countries will be shedding 2.2 million people a year.

The Future of Europe

The future of European economies does not look promising as their populations fall. A declining population due to low fertility rates is accompanied by population aging. The young will have to increase per-capita output in order to support an infrastructure with costly, intensive care for the oldest among their population.

Many industrial economies have mortgaged the future by way of debt and retirement transfer payments that originally assumed rising tax revenues from a continually expanding population. As there would be fewer taxpayers in a declining population, this can contribute to a lower standard of living.

Because of labor shortages, labor-intensive sectors of the economy may be hurt if the shortage is severe enough. On the positive side, such a shortage increases the demand for labor, which can potentially result in a reduced unemployment rate as well as higher wages.

European Population Prospects

Click ONCE on column headers to sort.

Country1 Peak Year Peak 2010 2050 TFR Year Δ
Hungary 1980 10,707,000 9,973,000 8,934,000 1.34 -26,000
Bulgaria 1985 8,960,000 7,497,000 5,392,000 1.40 -52,000
Armenia 1990 3,545,000 3,090,000 3,018,000 1.35 -12,000
Bosnia & Herzegovina 1990 4,308,000 3,760,000 3,008,000 1.24 -28,000
Estonia 1990 1,567,000 1,339,000 1,233,000 1.42 -3,000
Georgia 1990 5,460,000 4,219,000 3,267,000 1.44 -28,000
Latvia 1990 2,663,000 2,240,000 1,854,000 1.29 -8,000
Lithuania 1990 3,698,000 3,255,000 2,579,000 1.22 -16,000
Romania 1990 23,207,000 21,190,000 17,279,000 1.38 -120,000
Ukraine 1990 51,583,000 45,433,000 35,026,000 1.25 -237,000
Belarus 1995 10,270,000 9,588,000 7,275,000 1.23 -67,000
Croatia 1995 4,669,000 4,410,000 3,825,000 1.41 -18,000
Moldova2 1995 4,432,603 4,317,483 3,635,357 1.26 -27,066
Poland 1995 38,595,000 38,038,000 32,013,000 1.27 -222,000
Russia 1995 148,497,000 140,367,000 116,097,000 1.40 -600,000
Serbia 1995 10,204,000 9,856,000 9,193,000 1.69 -28,000
Germany 2005 82,409,000 82,057,000 70,504,000 1.41 -400,000
Italy 2015 60,604,000 60,098,000 57,066,000 1.30 -162,000
Portugal 2015 10,787,000 10,732,000 10,015,000 1.49 -40,000
Greece 2020 11,284,000 11,183,000 10,939,000 1.36 -21,000
Slovakia 2020 5,442,000 5,412,000 4,917,000 1.34 -24,000
Slovenia 2020 2,053,000 2,025,000 1,954,000 1.27 -4,000
Andorra2 2025 85,112 84,525 74,765 1.32 -715
Czech Republic 2025 10,573,000 10,411,000 10,294,000 1.23 -8,000
Macedonia2 2025 2,119,511 2,072,086 1,990,728 1.58 -8,497
Albania 2030 3,416,000 3,169,000 3,303,000 2.02 -10,000
Finland 2030 5,544,000 5,346,000 5,445,000 1.73 -5,000
Liechtenstein2 2030 37,933 35,002 35,911 1.51 -37
Malta 2030 427,000 410,000 413,000 1.51 -1,000
Montenegro 2030 634,000 626,000 618,000 1.83 -1,000
Austria 2035 8,639,000 8,387,000 8,515,000 1.38 -11,000
Denmark 2035 5,621,000 5,481,000 5,551,000 1.74 -6,000
Monaco2 2035 32,550 30,586 29,810 1.75 -281
Netherlands 2035 17,572,000 16,653,000 17,399,000 1.66 -18,000
San Marino2 2040 36,311 31,477 35,178 1.35 -150
Azerbaijan 2045 10,614,000 8,934,000 10,579,000 2.05 -7,000
Iceland 2050 407,000 329,000 407,000 1.91 0
Belgium After 2050 After 2050 10,698,000 11,493,000 1.65 4,000
Cyprus After 2050 After 2050 880,000 1,175,000 1.79 6,000
France After 2050 After 2050 62,637,000 67,668,000 1.98 1,000
Ireland After 2050 After 2050 4,589,000 6,295,000 1.85 30,000
Kazakhstan After 2050 After 2050 15,753,000 17,848,000 1.88 9,000
Luxembourg After 2050 After 2050 492,000 733,000 1.78 6,000
Norway After 2050 After 2050 4,855,000 5,947,000 1.78 18,000
Spain After 2050 After 2050 45,317,000 51,260,000 1.30 27,000
Sweden After 2050 After 2050 9,293,000 10,571,000 1.67 26,000
Switzerland After 2050 After 2050 7,595,000 8,514,000 1.44 18,000
Turkey After 2050 After 2050 75,705,000 97,389,000 1.87 191,000
United Kingdom After 2050 After 2050 61,899,000 72,365,000 1.66 211,000

Table3 last updated January 8, 2011

Notes

1. The meaning of the column headers:

  • Country — All European countries except the Vatican.
  • Peak Year — The estimated population peak year, to a resolution of 5 years.
  • Peak — The estimated population peak.
  • 2010 — Essentially the current population.
  • 2050 — The estimated population in 2050.
  • TFR — The Total Fertility Rate is the average number of children that would be born to a woman over her lifetime.
  • Year Δ — The estimated yearly change in population from 2045 to 2050.

2. International Data Base, all others World Population Prospects.
3. The more conservative medium fertility variant was used for most countries. Fertility is assumed to converge eventually toward a level of 1.85 children per woman. However, not all countries reach this level by 2045-2050. Projection procedures differ slightly depending on whether a country had a total fertility above or below 1.85 children per woman in 2005-2010.

Sources

External Articles

This list is updated occasionally, with newer additions listed first.

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The Ten Most Popular Posts of 2010

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Merged photos

Merged photographs from #1, #3, and #9 listed posts

Around the blogosphere I have noticed that a few bloggers have published their top ten posts of 2010. For example, consider the Harvard Business Review, Parents as Teachers, and the Washington Area Women’s Foundation. I decided my top ten list could be just as interesting — or boring.

In 2010 Rickety received 56,309 visits from 168 countries, generating 99,368 pageviews. Of my 248 posts published in 2010, these were the ten most popular:

  1. 12 Beautiful Mongolian Landscape Photographs
  2. United States Total Fertility Rate Increases (#1 in 2009)
  3. World Total Fertility Rate Declines
  4. Bank Rewards Checking (#4 in 2009)
  5. Ten Artists Paint Old Testament Women
  6. Mongolia (#2 in 2009)
  7. Build an Arc Welder from Microwave Ovens (#7 in 2009)
  8. Defense Spending by Country (#5 in 2009)
  9. Updated LDS Church Membership Statistics
  10. Build an Arc Welder from Microwave Ovens: Part 2

Judging by the above list you would think my blog was about Mongolia, fertility, and arc welders with a little finance and religion thrown in. Well it is — with the addition of posts about my family and a pinch of politics.

Follow the link for more Rickety statistics.
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Rick Needs

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Rick needs

Rick Needs

I last tried this in 2008 and it never fails to amuse me. It seems to work for almost any name. The idea is to search on Google with the words Rick needs, but substituting in your name. Then examine the first ten hits and extract the essence of the results and compile a list of what you supposedly need.
Here are the first ten Rick needs that Google listed when I searched tonight:

  1. What Rick needs. [This is my 2008 post.]
  2. Rick needs a massage.
  3. Rick needs a sparring pal.
  4. Rick needs to get his own show on Oprah.
  5. Rick needs numbers. [Rick went swimming with his phone and needs to rebuild his phone list.]
  6. Rick needs chord inversions.
  7. Rick needs an expert weapon smith.
  8. Rick needs moral support. [After rotator cuff surgery.]
  9. Rick needs more babies in Connecticut.
  10. Rick needs solid breath.

Interestingly, one of the commenters on the original 2008 post made a prediction that did indeed come about:

Over time, the browser will shift and new needs will appear…perhaps listing the rick’s needs sets about filling needs? (Galveston Wizard Comment)

Comparing the August 2008 results with today’s it looks like the only thing I still need from 2008 is a massage.

Try your name and see what you need. Then share the results.
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100 Years Ago: Leading You Around The Gallery

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The following was adapted from the Improvement Era magazine of 100 years ago.

In the spring of 1894, Elder Squires was serving as a missionary in Leipsic, Germany. He welcomed a new companion, fresh to the mission field, and showed him around the city. After touring the great market-hall and the library, they went to the art gallery.

On the inside the pictures had been placed in a series of rooms each connected with the other in such a way that you may pass from the first room into the next, and so on through all of the others and back again to the first. The new elder—I will call him Elder Green—did not know that they could thus move from room to room, and at last return to their starting place.

Improvement EraThe walls of the different rooms were crowded with the master-pieces of German and Italian artists. In one room was a life-sized portrait of Napoleon which Elder Green admired very much.

They passed on around through the different rooms, chatting and admiring the paintings, as they went, and had returned to the portrait of Napoleon.

“My goodness!” exclaimed Elder Green, “there is another portrait of Napoleon!”

Elder Green was not aware that they were on their second trip around. Elder Squires quickly led him from the portrait—he was curious to see how far he could lead Elder Green—before he discovered that he was looking at pictures for the second time. He kept up his interest until they returned again to Napoleon. “Well, well, another picture of Napoleon!” he exclaimed, as he viewed the great warrior for the third time.

They left the gallery. Elder Green had not discovered that he had seen all of the pictures twice, and some of them three times. As they walked away Elder Green wondered that the Leipsic gallery contained such a vast number of fine paintings, so many more than he had seen in the art gallery in London.

Elder Squires told him he had not yet seen the London gallery, and did not know how it compared with the gallery in Leipsic, but he ventured the assertion to Elder Green that London could not produce so many fine portraits of Napoleon.

Elder Squires never told his companion how he had led him around. The new elder had such confidence in him that he hated to let him know how he had played upon his confidence.

Leading You Around The Gallery

Do you have an acquaintance showing you how much greater and better and grander your opportunities for advancement, work and progress will be if you leave your good home and people to go there or yonder?—beware lest he is leading you around the gallery!

Have you a friend who tells you that the people of the world are so much freer than you are, and that your religion tends to make you narrow and one-sided, and then invites you to come out into the open and see the big world?—take heed that he does not lead you around the gallery!

Have you a so-called friend who tells you of the pleasure and freedom and manliness you may gain in the club room, at the gaming-table, in the saloon, in the pool-room, with up-to-date companions, as compared to the hum-drum of home and school, and the Church ward organizations?—set it down, he is leading you around the gallery! Every time, too, that you express surprise at a new Napoleon, he laughs in his sleeve at your ignorance and credulity.

Adapted from: Edward H. Anderson, “For the Development of Character”, Improvement Era, Vol. XIV. January, 1911. No. 3.
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Happy New Year!

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Practicing For The New Year


Happy New Year from Kaysville, Utah

Happy New Year!
New Year Group Photograph

Happy New Year!

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