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In Pursuit of the Traveling Salesman
The story of one of the greatest unsolved problems in mathematics What is the shortest possible route for a traveling salesman seeking to visit each city on a list exactly once and return to his city of origin? It sounds simple enough, yet the traveling salesman problem is one of the most intensely studied puzzles in applied mathematics—and it has defied solution to this day. In this book, William Cook takes readers on a mathematical excursion, picking up the salesman's trail in the 1800s when Irish mathematician W. R. Hamilton first defined the problem, and venturing to the furthest limits of today’s state-of-the-art attempts to solve it. He also explores its many important applications, from genome sequencing and designing computer processors to arranging music and hunting for planets. In Pursuit of the Traveling Salesman travels to the very threshold of our understanding about the nature of complexity, and challenges you yourself to discover the solution to this captivating mathematical problem. Some images inside the book are unavailable due to digital copyright restrictions.
Lectures on Polytopes
Based on a graduate course at the Technische Universität, Berlin, these lectures present a wealth of material on the modern theory of convex polytopes. The straightforward exposition features many illustrations, and complete proofs for most theorems. With only linear algebra as a prerequisite, it takes the reader quickly from the basics to topics of recent research. The lectures introduce basic facts about polytopes, with an emphasis on methods that yield the results, discuss important examples and elegant constructions, and show the excitement of current work in the field. They will provide interesting and enjoyable reading for researchers as well as students.
New York Supplement
Includes decisions of the Supreme Court and various intermediate and lower courts of record; May/Aug. 1888-Sept../Dec. 1895, Superior Court of New York City; Mar./Apr. 1926-Dec. 1937/Jan. 1938, Court of Appeals.
On the Air
Now long out of print, John Dunning's Tune in Yesterday was the definitive one-volume reference on old-time radio broadcasting. Now, in On the Air, Dunning has completely rethought this classic work, reorganizing the material and doubling its coverage, to provide a richer and more informative account of radio's golden age. Here are some 1,500 radio shows presented in alphabetical order. The great programs of the '30s, '40s, and '50s are all here--Amos 'n' Andy, Fibber McGee and Molly, The Lone Ranger, Major Bowes' Original Amateur Hour, and The March of Time, to name only a few. For each, Dunning provides a complete broadcast history, with the timeslot, the network, and the name of the show'...
Column Generation
Column Generation is an insightful overview of the state of the art in integer programming column generation and its many applications. The volume begins with "A Primer in Column Generation" which outlines the theory and ideas necessary to solve large-scale practical problems, illustrated with a variety of examples. Other chapters follow this introduction on "Shortest Path Problems with Resource Constraints," "Vehicle Routing Problem with Time Window," "Branch-and-Price Heuristics," "Cutting Stock Problems," each dealing with methodological aspects of the field. Three chapters deal with transportation applications: "Large-scale Models in the Airline Industry," "Robust Inventory Ship Routing ...
Managing Conflict with Direct Reports
Conflict is inevitable when people work together, and it’s one of the most difficult challenges facing managers. But it’s a challenge that successful leaders learn to address. Managers who develop an understanding of difference without judgment and are willing to see more than one perspective or solution are in a good position to manage conflict with their direct reports. Conflict between managers and direct reports highlights a power relationship and affects the work itself—the tasks for which managers and direct reports share responsibility. Managers who look to see both sides of conflict can resolve it, but it means assessing the differences between themselves and their direct reports and finding out how those differences affect the conflict. After assessing those differences, managers can devise a plan to use before, during, and after a conflict resolution session. They will be better prepared to understand emotions that can trigger conflict, to clarify performance expectations so their direct reports know what’s expected of them, and to provide ongoing feedback for the support and development of their direct reports.
