Rose – författare

This provocative book on the ageing process examines one of the unsolved problems of biology: why do we grow old? The author answers this question by proposing an evolutionary theory for senescence, suggesting that the force of natural selection declines proportionally with age after the onset of reproduction. He elaborates with evidence from cell biology, physiology, and gerontology. The strength of the book lies in the author's unique ability to synthesize the vast literature of this field into a stimulating and accessible volume.

Leading economists, sociologists, and psychologists present their highly original research into changes in jobs in Britain in the 1980s. Combining large-scale sample surveys, personal life-histories, and case studies of towns, employers, and worker groups, their findings give clear and sometimes surprising answers to questions debated by social and economic observers in all advanced countries. Does technology destroy skills or rebuild them? How does skill affect the attitudes of employees and their managers towards their jobs? Are women gaining greater skill equality with men, or are they still stuck on the lower rungs of the skill and occupational ladders? The book also takes up neglected issues (what do employees really mean by a skilled job? How does skill-change link with changes in social values?) and challenges and discredits the widely held view that new technology has de-skilled the workforce. Skill and Occupational Change exploits the richest single data-set available and the authors exemplify many new techniques for researching skills at work: as an economic resource, as a motor of occupational change, and as a basis for personal careers and identity. It provides the most comprehensive, authoritative, and carefully researched set of conclusions to date on skill trends and their implications and draws the authoritative new map of skill-change in British society. Contributors: Brendan Burchell, Peter Elias, Jane Elliott, Brian Francis, Duncan Gallie, Ann Gasteen, Sarah Horrell, Roger Penn, Michael Rose, Jill Rubery, Hilda Scattergood, John Sewell, Frank Wilkinson

This textbook covers with the main topics in number theory as taught in universities throughout the world. Number theory deals mainly with properties of integers and rational numbers; it is not an organized theory in the usual sense, but a vast collection of individual topics and results, with some coherent sub-theories and a long list of unsolved problems. Nine main areas of the subject are treated: (i) divisibility and multiplicative functions; (ii) congruences and quadratic residues; (iii) the basics of algebraic numbers and sums of squares; (iv) continued fractions, diophantine approximations and transcendence; (v) quadratic forms; (vi) partitions; (vii) the prime numbers; (viii) diophantine equations; and (ix) elliptic curves (this part has been considerably extended for this edition). The increased use of computers in number theory is reflected in many sections (with much greater emphasis in this edition). Some results of a more advanced nature are also given, including the Gelfond-Schneider theorem, the prime number theorem, and the Mordell-Weil theorem. The latest work on fermat's last theorem is also breifly discussed. Each chapter ends with a collection of problems; hints or sketch solutions are given at the end of the book, together with various useful tables.

An engaging book of poetry by a modern master of the rhymed verse.

Five Eyes on the Fence: Protecting the Five Core Capitals of Your Business debunks the myth that a business's health is judged by its bottom line alone—by its financial capital. Instead, the book proves that financial capital is a byproduct of four other capitals: (1) human capital, is defined by a company's and its employees' soft and ingrained attributes like personalities, intelligences, behavioral traits, values, attributes, and motivators; (2) intellectual capital, defined by the comp any's and its employees' knowledge and experience; (3) social capital, or the company's network of people and associates; and (4) structural capital, the glue that holds all of these capitals together in the form of processes, systems, and modes of delivering a product or service. By exploring both positive and negative case studies, readers learn to consider these five capitals as an intricate web, making decisions according to the interplay between each of the capitals rather than focusing all of their energies on the cold, hard, and logic-driven financial statement.