Graph Theory: The Four Coloring Theorem Essay -- Graph Geography Essay

Graph Theory: The Four Coloring Theorem "Every planar map is four colorable," seems like a pretty basic and easily provable statement. However, this simple concept took over one hundred years and involved more than a dozen mathematicians to finally prove it. Throughout the century that many men pondered this idea, many other problems, solutions, and mathematical concepts were created. I find the Four Coloring Theorem to be very interesting because of it's apparent simplicity paired with it's long, laborious struggle to be proved. There is a very long and eventful history that accompanies this theorem. The concept of the Four Coloring Theorem was born in 1852 when Francis Guthrie noticed that he only needed four different colors to color in a map of England. Through his brother, Frederick, Francis communicated his discovery to De Morgan. Francis wondered if De Morgan would be able to tell him if it was true or not. De Morgan was unsure, so he asked the same question to Hamilton in Dublin. Hamilton was unable to help, so De Morgan continued to ask other prominent mathematicians. In the US, Charles Peirce attempted to prove the Four Color Conjecture in the 1860's and continued to for the remainder of his life. In 1879, Cayley wrote a paper to the Royal Geographical Society explaining the difficulties in attempting to prove the Conjecture. On July 17, 1879, a mathematician by the name of Kempe announced a proof for the Four Color Conjecture. However, eleven years later Heawood, a lecturer at Durham England, pointed out that Kempe's proof was incorrect. Along with proving Kempe wrong, Heawood was able to prove that every planar map is five colorable. In 1898, Heawood also proved that if the number of edges around a region is... ...actually quite fun as well. They don't really have a real importance in the real world. The Four Color Theorem isn't going to save any lives or make life that much easier. However, it does make map coloring more simple by requiring only four colors. Bibliography (1) Fritsh, Rudolf and Gerda, The Four-Color Theorem, Springer-Verlag, New York, Inc., 1998. (2) Harary, Frank, Graph Theory, Adison-Wesley Publishing Co., Redding, MA, 1972, p.130-131. (3) Kainen, Paul, and Saaty, Thomas, The Four Color Problem, McGraw-Hill, Inc., Great Britain, 1977. (4) The Four Color Theorem, http://www-groups.dcs.st-and.ac.uk/~history/HistTopics/The_four_colour_theorem.html, December 10, 1999. (5) The Four Color Theorem, Neil Robertson, Daniel P. Sanders, Paul Seymour, and Robin Thomas, http://www.math.gatech.edu/~thomas/FC/fourcolor.html, December 10, 1999.

HR Employee Resourcing Essay

Talent management is defined as a sub-set of hr functions. . There are a lot of definitions to what talent management is for some it is similar to succession planning and to others it is incorporated attempts to develop attract and keep hold of the best people. A lot of companies select different ways of human resources guidelines to fit into their talent management structure although most consist of performance management, succession, recruiting and development. Krueger,2007 : Rothwell & Kazanas 2003 suggest that managers need to come up with a definition for talent management that meets their own organizations unique needs. Talent management does not automatically indicate poignant talented individuals upwards in the place of work. It is the opposite organizations have to make sure talents are placed at the best place that suites their talent. The purpose of this assignment is to research issues related to talent management this report will also concentrate on one big question which is â€Å"will the HR department be replaced by the talent management department†. The talent management process emerged in the early 90’s it has adopted in organizations continuously as several industries have come to the realization that their employees skills and talent are what makes the business capital. It has been put into practice to unravel employee retention. It is said that the main concern today is that organizations put a lot of energy in drawing workers in their companies that they spend a smaller amount of time into preserving and expanding talent. In order to understand talent management one must first look at how it was revolutionized. stage1 – personal development, this business function was to hire, pay and make sure employees had essential benefits. Stage 2 – strategic HR involves recruiting the right candidates, educating employees, bonuses and communication of a worker’s health and happiness. At this stage businesses become conscious that strategic hr role was indeed large and very important. At this point hr became more than a business function. Stage 3 – As new problems started arising a new process and systems was required this is where talent management comes in. strategic topics that organizations face now are * How to make recruiting extra efficient  * How can leaders and managers be develop ed in supporting culture introducing value This diagram is an example of a roadmap to effective talent management. (A Successful Start with your Performance management System This roadmap to performance management can help you navigate your company’s path to adopting, implementing and succeeding with performance management. Along the way, you will bolster internal communication, inspire enthusiastic, long-term, productive employees, and greatly reduce the administrative burden of annual employee performance and salary reviews. Issues related to talent management Perfomance management Fully realised, performance management is a holistic process bringing together many of the elements that make up the successful practice of people management including, in particular, learning and development. But for this very reason, it is complex and capable of being misunderstood. In their CIPD textbook, Armstrong and Baron define performance management as ‘a process which contributes to the effective management of individuals and teams in order to achieve high levels of organisational performance. As such, it establishes shared understanding about what is to be achieved and an approach to leading and developing people which will ensure that it is achieved.’ They stress that performance management is ‘a strategy which relates to every activity of the organisation set in the context of its human resource policies, culture, style and communications systems. The nature of the strategy depends on the organisational context and can vary from organisation to organisation.’ Conclusion The facts are that employees who don’t know what they are doing get left redundant whilst employees that can adopt, work fats and bring in money get looked after by the company. Different organizations whether small large or medium will only attain the best results and aim by drawing in and holding on to the best talent. So after thorough research I have come to the conclusion that yes, talent management is going to take over the HR department

Dr. Brian Parkinson s Research And Teaching Positions At...

Dr. Brian Parkinson completed his undergraduate and postgraduate education at Manchester University. Additionally Dr. Parkinson held research and teaching positions at Liverpool, Leicester, and Sheffield Universities. Prior to coming to Oxford in 2000, he was a Senior Lecturer in Psychology at Brunel University. Furthermore, he served as Chief Editor of the British Journal of Social Psychology, Associate Editor of Cognition and Emotion, and is currently the co-editor of the Cambridge University Press book series called Studies in Emotion and Social Interaction (http://www.ox.ac.uk). Scope of Research Dr. Parkinson’s primary research focus has been on how emotions have an demonstrative impact on other people. This notion suggests that†¦show more content†¦Furthermore, an observational study of romantic partners conducted by Dr. Parkinson, found that people used certain expressions to elicit a response from their significant other. Depending on the level of emotion and romantic investment of their partner resulted in different responses (Parkinson, Simons, Niven, 2016). Dr. Parkinson’s research and methodologies intended to understand and interpret emotion from a different perspective than typical sociologists or psychologists. His strategies involve exploring day-to-day social situations, where emotion is always a permanent fixture; affecting interpersonal relationships, both in a positive and negative manner. Strategically, Parkinson designates emotion as real-life interactions between people, and their emotions expressed in terms of gesticulation, movement, dialogue, and reticent. The Emotion and Social Relation Research Group Founded in 2001, the group is comprised of postgraduate students, exchange students, and other researchers who all have at least one area of interest in common: emotion. The research group examines emotions as a process, something directly correlated to emotions, and behaviors exhibited in interpersonal and group related settings. Investigations of noteworthy questions utilize several methods, laboratory and field experiments, assessment of video-recordings of staged and real-life interactions,