Bernard Montgomery, World War II Field Marshal

Bernard Montgomery (November 17, 1887–March 24, 1976) was a British soldier who rose through the ranks to become one of the most important military leaders of World War II. Known to be difficult to work with, Monty was nevertheless exceptionally popular with the British public. He was rewarded for his service with promotions to Field Marshal, Bridgadier General, and Viscount. Fast Facts: Bernard Montgomery Known For: Top military commander during World War IIAlso Known As: MontyBorn: November 17, 1887 in London, England Parents: The Reverend Henry Montgomery, Maud MontgomeryDied: March 24, 1976 in Hampshire, EnglandEducation: St. Paul’s School, London, and the Royal Military Academy (Sandhurst)Awards and Honors: Distinguished Service Order (after being wounded in WWI); after WWII, he received the Knight of the Garter and was created 1st Viscount Montgomery of Alamein in 1946Spouse: Elizabeth CarverChildren: John and Dick (stepsons) and DavidNotable Quote: Every soldier must know, before he goes into battle, how the little battle he is to fight fits into the larger picture, and how the success of his fighting will influence the battle as a whole. Early Life Born in Kennington, London in 1887, Bernard Montgomery was the son of Reverend Henry Montgomery and his wife Maud, and the grandson of noted colonial administrator Sir Robert Montgomery. One of nine children, Montgomery spent his early years at the familys ancestral home of New Park in Northern Ireland before his father was made Bishop of Tasmania in 1889. While living in the remote colony, he endured a harsh childhood that included beatings by his mother. Largely educated by tutors, Montgomery seldom saw his father, who frequently traveled due to his post. The family returned to Britain in 1901 when Henry Montgomery became secretary of the Society for the Propagation of the Gospel. Back in London, the younger Montgomery attended St. Pauls School before entering the Royal Military Academy at Sandhurst. While at the academy, he struggled with discipline issues and was nearly expelled for rowdiness. Graduating in 1908, he was commissioned as a second lieutenant and assigned to the 1st Battalion, Royal Warwickshire Regiment. World War I Sent to India, Montgomery was promoted to lieutenant in 1910. Back in Britain, he received an appointment as battalion adjutant at the Shorncliffe Army Camp in Kent. With the outbreak of World War I, Montgomery deployed to France with the British Expeditionary Force (BEF). Assigned to Lieutenant General Thomas Snows 4th Division, his regiment took part in the fighting at Le Cateau on August 26, 1914. Continuing to see action during the retreat from Mons, Montgomery was badly wounded during a counterattack near Mà ©teren on October 13, 1914. He was hit through the right lung by a sniper before another round struck him in the knee. Awarded the Distinguished Service Order, he was appointed as a brigade major in the 112th and 104th Brigades. Returning to France in early 1916, Montgomery served as a  staff officer with the 33rd Division during the Battle of Arras. The following year, he took part in the Battle of Passchendaele as a staff officer with IX Corps. During this time he became known as a meticulous planner who worked tirelessly to integrate the operations of the infantry, engineers, and artillery. As the war concluded in November 1918, Montgomery held the temporary rank of lieutenant colonel and was serving as chief of staff for the 47th Division. Interwar Years After commanding the 17th  (Service) Battalion of the Royal Fusiliers in the British Army of the Rhine during the occupation, Montgomery reverted to the rank of captain in November 1919. Seeking to attend the Staff College, he persuaded Field Marshal Sir William Robertson to approve his admission. Completing the course, he was again made a brigade major and assigned to the 17th Infantry Brigade in January 1921. Stationed in Ireland, he took part in counter-insurgency operations during the Irish War of Independence and advocated taking a hard line with the rebels. In 1927, Montgomery married Elizabeth Carver and the couple had a son, David, the following year. Moving through a variety of peacetime postings, he was promoted to lieutenant colonel in 1931 and rejoined the Royal Warwickshire Regiment for service in the Middle East and India. Returning home in 1937, he was given command of the 9th Infantry Brigade with the temporary rank of brigadier. A short time later, tragedy struck when Elizabeth died from septicemia following an amputation caused by an infected insect bite. Grief-stricken, Montgomery coped by withdrawing into his work. A year later, he organized a massive amphibious training exercise that was praised by his superiors, which led to his promotion to major general. Given command of the 8th Infantry Division in Palestine, he put down an Arab revolt in 1939 before being transferred to Britain to lead the 3rd Infantry Division. With the outbreak of World War II in September 1939, his division was deployed to France as part of the BEF. Fearing a disaster similar to 1914, he relentlessly trained his men in defensive maneuvers and fighting. In France Serving in General Alan Brookes II Corps, Montgomery earned his superiors praise. With the German invasion of the Low Countries, the 3rd Division performed well and, following the collapse of the Allied position, was evacuated through Dunkirk. During the final days of the campaign, Montgomery led II Corps as Brooke had been recalled to London. Arriving back in Britain, Montgomery became an outspoken critic of the BEFs high command and began a feud with the commander of Southern Command, Lieutenant General Sir Claude Auchinleck. Over the next year, he held several posts responsible for the defense of southeastern Britain. North Africa In August 1942, Montgomery, now a lieutenant general, was appointed to command the Eighth Army in Egypt following the death of Lieutenant-General William Gott. Serving under General Sir Harold Alexander, Montgomery took command on August 13 and began a rapid reorganization of his forces and worked to reinforce the defenses at El Alamein. Making numerous visits to the front lines, he diligently endeavored to raise morale. In addition, he sought to unite land, naval, and air units into an effective combined arms team. Anticipating that Field Marshal Erwin Rommel would attempt to turn his left flank, he strengthened this area and defeated the noted German commander at the Battle of Alam Halfa in early September. Under pressure to mount an offensive, Montgomery began extensive planning for striking at Rommel. Opening the Second Battle of El Alamein in late October, Montgomery shattered Rommels lines and sent him reeling east. Knighted and promoted to general for the victory, he maintained pressure on Axis forces and turned them out of successive defensive positions, including the Mareth Line in March 1943. Sicily and Italy With the defeat of Axis forces in North Africa, planning began for the Allied invasion of Sicily. Landing in July 1943 in conjunction with Lieutenant General George S. Pattons U.S. Seventh Army, Montgomerys Eighth Army came ashore near Syracuse. While the campaign was a success, Montgomerys boastful style ignited a rivalry with his flamboyant American counterpart. On September 3, the Eighth Army opened the campaign in Italy by landing in Calabria. Joined by Lieutenant General Mark Clarks U.S. Fifth Army, which landed at Salerno, Montgomery began a slow, grinding advance up the Italian peninsula. D-Day On December 23, 1943, Montgomery was ordered to Britain to take command of the 21st Army Group, which comprised all of the ground forces assigned to the invasion of Normandy. Playing a key role in the planning process for D-Day, he oversaw the Battle of Normandy after Allied forces began landing on June 6. During this period, he was criticized by Patton and General Omar Bradley for his initial inability to capture the city of Caen. Once taken, the city was used as the pivot point for the Allied breakout and crushing of German forces in the Falaise pocket. Push to Germany As most of the Allied troops in Western Europe rapidly became American, political forces prevented Montgomery from remaining Ground Forces Commander. This title was assumed by the Supreme Allied Commander, General Dwight Eisenhower, while Montgomery was permitted to retain the 21st Army Group. In compensation, Prime Minister Winston Churchill had Montgomery promoted to field marshal. In the weeks following Normandy, Montgomery succeeded in convincing Eisenhower to approve Operation Market-Garden, which called for a direct thrust toward the Rhine and Ruhr Valley utilizing large numbers of airborne troops. Uncharacteristically daring for Montgomery, the operation was also poorly planned, with key intelligence about the enemys strength overlooked. As a result, the operation was only partially successful and resulted in the destruction of the 1st British Airborne Division. In the wake of this effort, Montgomery was directed to clear the Scheldt so that the port of Antwerp could be opened to Allied shipping. On December 16, the Germans opened the Battle of the Bulge with a massive offensive. With German troops breaking through the American lines, Montgomery was ordered to take command of U.S. forces north of the penetration to stabilize the situation. He was effective in this role and was ordered to counterattack in conjunction with Pattons Third Army on January 1, with the goal of encircling the Germans. Not believing his men were ready, he delayed two days, which allowed many of the Germans to escape. Pressing on to the Rhine, his men crossed the river in March and helped encircle German forces in the Ruhr. Driving across northern Germany, Montgomery occupied Hamburg and Rostock before accepting a German surrender on May 4. Death After the war, Montgomery was made commander of the British occupation forces and served on the Allied Control Council. In 1946, he was elevated to Viscount Montgomery of Alamein for his accomplishments. Serving as Chief of the Imperial General Staff from 1946 to 1948, he struggled with the political aspects of the post. Beginning in 1951, he served as deputy commander of NATOs European forces and remained in that position until his retirement in 1958. Increasingly known for his outspoken views on a variety of topics, his postwar memoirs were severely critical of his contemporaries. Montgomery died on March 24, 1976, and was buried at Binsted.

Symptoms And Treatment Of Bipolar Disorder II Essay

Living with waves of happiness followed by sadness is the life that Nicki Brown lives. From my interview with her it is clear that she has Bipolar Disorder II, she has also become more aware as to why she behaves the way she does. Nicki states the importance of addressing mental issues and seeking treatment, because in the long run it could save one’s life. Do you feel have periods of deep depressive states, along with moments of high motivation? Do you find yourself seeking slightly risky activities while depressed? Have you experienced or are currently experiencing stressful life events? Does anybody in your family suffer from a psychological disorder? By answering yes to these questions, this portrays some characteristics of Bipolar Disorder II. My case study is on Nicki Brown, who appears to have Bipolar Disorder II. To begin, according to the DSM-5 bipolar disorder II features include; present or previous of one or more major depressive episodes, hypomanic episodes, and n o history of a manic episode in full. The symptoms above are not to be accounted for by another psychological disorder, solely bipolar disorder II. Nicki finds herself extremely motivated during her up-periods and lacks this motivation during depressed periods. Here is an example of her motivation, she dreams about her future of becoming of nurse, and reflects about how fortunate she is to have such a great family that supports her throughout college. To take her motivated thinking to another level,Show MoreRelatedSymptoms And Symptoms Of Bipolar Disorder1700 Words   |  7 PagesIntroduction Bipolar disorders, also known as manic depression, are mental disorders characterized by shifting moods between depression and mania (Bressert, 2016). Those with a bipolar disorder, have extreme emotional states called mood periods. 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Strategic Management Air Conditioners Market

Question: Describe about the Strategic Management for Air Conditioners Market. Answer: Introduction: This assignment is concerned about the analysis of the Indian market for Air Conditioners and the position of Blue Star Company. For this purpose the current position of Blue Star in the Indian market of Air Conditioners have been discussed along with the current growth strategies and how the strategic framework of the company can be developed. At the end of the assignment a plausible recommendation has also been provided. 1: Analysis of the Indian Air-conditioner Market (Opportunities and Challenges faced by Blue Star): It has been observed that the market for Air-conditioners in India is placed on a steady growth path since the last few years though there are certain exceptions. Peoples perception about this product has drastically changed and there is a paradigm shift in the category of this product. Previously Air-conditioners were considered as luxury goods while presently people are considering these products as necessary goods as the weather condition in India is hot and humid (Babar 2014). The demand for air-conditioners is increasing at an increasing rate by the residential sector and this leads to a fall in the price level of the products. However, this has instigated the manufacturers to target for a higher market share in the significantly high potential market of air-conditioners in India. On the other hand, the demand resulting from the commercial sector is also increasing as the number of commercial offices is increasing with the passage of time; there is also increase in the number of stores, business apartments as well. Therefore, the increase in the demand for air-conditioners is increasing in a twofold manner from the commercial sector as well as the residential sector (Shaligram and Deshpande 2013). As per the available statistics in the year 2013, the Indian market for air-conditioners accounted for 3.6 million units of sales. The air-conditioners (ACs) are characterized as high-end products, the status of current penetration is at 6.8% including both the window AC and split AC. The air-conditioner segment has drastically increased its share to 13 percent in the market for consumer appliances (Devotta et al. 2016). The key growth drivers of the market for ACs are the high growth rate of the income level as well as the increasing demand for split ACs. The room air-conditioning accounts for nearly 50 percent of the total market, while on the other hand the rest 50 percent is constituted by specialized air-conditioning and central air-conditioning systems. The market for room ACs can again be divided into two sub-sections which are residential sector and the commercial sector. The residential sector contributes to the major 60% of the total market share while the rest 40% is contr ibuted by the commercial sector (Ponde and Muley 2015). As per the India Air Conditioner Market Forecast and Opportunities, 2017 report the Indian market for air-conditioners is nonchalant will definitely grow at a significantly high rate in the upcoming five years. It has been forecasted that the Indian air-conditioner market will grow at a CAGR of 13.6% during the next five years (Chedwal et al. 2015). A significant rise in the level of disposable income, increasing weather condition and the rise in the cooling efficiency coupled with the technological progress in the AC industry are the main driving forces that are leading the Indian market for air-conditioners. However, from the above analysis it can easily be predicted that Blue Star is faced with a pool of opportunities as the Indian market for ACs is growing significantly. The company has the opportunity to get a better grip of the entire market segment by expanding its production. With the ever expanding AC market in India the company will also be able to target both the residential segment as well as the commercial sector and thereby produce relevant products which are uniquely designed for each of the segments (Raje et al. 2015). However, the main challenge in front of the organization is that there are a number of competitors in the Indian market for ACs and the number of competitors is increasing. However, if the company maintains its unique production design and strategies it will be convenient for the company flourish in the Indian market. 2: Evaluation of the resource and competencies of Blue Star: Blue Star produces and markets a vast range of refrigeration and air-conditioning products and systems. The products range from large plant for central air-conditioning, package air-conditioning systems, refrigeration systems used for commercial purposes such as water coolers, ice-cube machines, deep freezes and bottled water dispensers along with window and split air-conditioners (Panchal 2016). The other businesses of Blue Star includes maintenance and marketing of hi-tech industrial and electronic products such as the data communication products, testing machines special control valves etc. Therefore, it is quite evident that the organization is sufficiently competent and hence it has a sound standing in the market for air-conditioners as well as in the other market segments also. Presently, in India Blue Star is recognized as the single largest source of air-conditioning products. it offers the widest range of air-conditioning products from window AC, split AC, air cooled or water cooled packaged air-conditioning systems, absorption, centrifugal, reciprocating scroll, variable air volume systems, rotary screw chillers, air handling units, fan coil units etc (Panchal 2016). There are many products which are never seen, never heard but quite effectively implemented at work in houses, hotels, factories, airports, showrooms, hospitals even at the satellite launch stations in India and that is the Blue Star air-conditioning. One of the main competences of Blue Star is that the company has implemented various precautionary measures for controlling the environmental hazards caused by these machines particularly because of CFC (Chloro Fluro Carbon) which is used in certain refrigerators for cooling purposes (Lakshmi and Kavida 2016). It is a matter of fact that Blue Star is the only company in India that is selected for the funding of The Multilateral Fund for the implementation of the Montreal Protocol. The company in order to eliminate the environmental hazard has designed Ozone Friendly centrifugal chillers that use HCFC-123 instead of CFC (Lakshmi and Kavida 2016). All of the major industries, for example: three fourth of the total fibre plants in India uses Blue Star for air conditioning. A significantly large number of software companies, hotels, cinema halls, airports have been air-conditioned by Blue Star in India (Nath et al. 2014). Therefore, it is clear that the competencies of the company lie within its operation and management. The company operates in such an efficient and effective way that helps the company to sustain brightly in the competitive market of consumer appliances. Use of environment friendly materials, tie ups with larger companies and organizations along with the quality and uniqueness in the products has helped Blue Star to achieve prosperity in the market (Lakum 2014). 3: Discussion of the growth strategies and evolution of Blue Star: Blue Star has successfully identified the mega air-conditioning projects within the country as well as in abroad as the key driver of its growth. However, on the other end the country has certain aggressive plans designed particularly for enhancing its share on the market for split and window ACs, along with a steady focus on the commercial and corporate customer base. Following are the strategies adopted by the company for the purpose of enhancing its growth, Product awareness: In order to make the consumers well aware about the product range advertising is the key tool in the hand of Blue Star and this has effectively informed the customers regarding the different types of products of Blue Star available in the market. However, according to Matani (2016), advertising is always healthy for an organization. Advertising actually acts as a market force that pushes the activity of selling and distribution. Blue Star mainly continues its advertising activities by means of Roadside hoardings, signboards and banners Advertising in the popular newspapers such as The Telegraph, The Times of India, Hindustan Times Advertising in popular magazines such as Business Outlook, India Today etc. The company is currently planning to start advertising through television (Latha and Akila 2016). The consumers will come across the advertisements of the company more or less everywhere- television, print media, internet etc. However, as the process of communication is rapidly changing with the passage of time the company is planning to use media specific advertisements. Strong Network of the Dealers: The dealer network of the company is drastically strong across all over the country and the products are also available in almost every town in India (Ministerial 2014.). Facilities of credit and Dealer discounts: Dealers, sub-dealers and retailers are important to the company and they are given due importance. It is also very necessary to develop a proper understanding with the dealers, sub- dealers and the retailers as they are the one who can push the sales of the company to a higher level. It has also been observed that the main requirement of dealers is they just want the company provides them with credit facilities (Pawar and Kumar 2012). Blue Star is the winner in its category of business and as per the company dealers are also the important controller of sales of the company. Researchers have found that interestingly the dealers generally ask the customers to wait and assure the customer about the delivery if the particular brand is not available. Customer care: The company always analyses the needs of the customers and determine what the customers are looking for and thereby try to incorporate those features in their products. Another key strategy of the company is that they provide quick and effective after sales service and support (Attia and Getu 2016). This in turn makes the customers satisfied and thereby the word of mouth marketing comes into action. Innovative products: The products of Blue Star are always appealing because of the innovative design of those products as well as the high end features incorporated in them. In the market for air-conditioners Blue Star is the first to introduce air-conditioners with fuzzy logic, programmable timer, sleep mode, auto restart and non volatile memory as well. There were air-conditioners designed by the company which were tested to sustain salt spray for 1000 hours. These were specifically designed for the coastal areas (Attia and Getu 2016). These strategies along with the very good reputation of the company have helped Blue Star to evolve and grow in the Indian market as well as in the foreign markets also. 4: Deigning the competitive strategies for Blue Star: From the above analysis it is quite evident that Blue Star possesses certain advantages and in accordance to those advantages the company should design its competitive strategies so as to maintain its current position in the Indian market for air-conditioners. Blue Star is the only company that produces open type centrifugal chillers and that too with ozone friendly refrigerant. Art from this the company also produces certain products which are not produced by the other organizations in this genre (Ananthanarayanan 2013). Only Blue Star produces variable air volume system for the economic and localized cooling control. The largest air-conditioning contract is held by Blue Star that worth 40 Crores and is with the RBI Note Mudran Private Ltd. The company should make use of these advantages while designing its competitive strategies. The strategic framework of the company should mandatorily be in line with the recent changes in the economic and policy changes. The Confederation of Indi an Industry has approached the government to reduce the special excise duty imposed over the air-conditioners from 16% to 8% in the upcoming budget. Therefore in response to this the company should react and may increase its production (Ananthanarayanan 2013). Again as the statistics depict that the middle class population of India is growing and the disposable income is also growing significantly and this will definitely increase the demand for air-conditioners and therefore the comp any should effectively charge a lower price for the products and this will evidently help the company to cope up with the competition. Extensively using the internet and the social media for targeting the appropriate segment of people will also be effective for the business of the company. Nowadays, most of the people use smart phones and internet connection and if the company opts for online marketing it will definitely help the company to reach a substantially large number of audiences at a lower cost and at lesser time as well. Conclusion: In order to conclude it can be said that the assignment has covered all the nooks and corners of the Indian market for Air Conditioners and the situational analysis of Blue Star. 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Shaligram, A. and Deshpande, R., 2013, July. HVAC Sustainability Research Park. InASME 2013 7th International Conference on Energy Sustainability collocated with the ASME 2013 Heat Transfer Summer Conference and the ASME 2013 11th International Conference on Fuel Cell Science, Engineering and Technology(pp. V001T14A003-V001T14A003). American Society of Mechanical Engineers. Bibliography: Amine, L.S., Cavusgil, S.T. and Yaprak, A., 2015. The Growth of International Joint Ventures. InProceedings of the 1986 Academy of Marketing Science (AMS) Annual Conference(pp. 78-83). Springer International Publishing. Hansen, A., Nielsen, K.B. and Wilhite, H., 2016, January. Staying Cool, Looking Good, Moving Around: Consumption, Sustainability and the Rise of the South. InForum for Development Studies(Vol. 43, No. 1, pp. 5-25). Routledge. Manjunath, S.J., 2014. Brand equity and customer satisfaction: a study of LG air conditioner in Mysore.International Journal of Management Research and Reviews,4(2), p.207. Saha, A., 2015. Green marketing in India: Opportunities and challenges.Trends, Challenges Innovations in Management-Volume III, p.180.