The Men Behind Monty examines the role played by the staff in the victorious campaigns of Field Marshal Viscount Montgomery, Britain's most successful field commander since the Duke of Wellington.??When Monty took command of Eighth Army in August 1942, he inherited the staff of his predecessor. He retained all the key members and most of them stayed with him not only from El Alamein to Tunis, but also in Sicily and Italy. When he took command of 21st Army Group in January 1944, many accompanied him to take up the most prominent positions on the HQ staff and the majority remained until the German surrender in May 1945.??This fascinating work focuses not only on the senior officers responsible for the various staff branches, and notably on Monty's outstanding Chief of Staff, Freddie de Guingand, but also on his personal staff, the ADCs and personal liaison officers.?The book sheds light on the work of the staff generally, and on their direct contribution to Monty's decisions, his sometimes difficult and controversial relationships with his superiors and allies.
Shows how foundations, nonprofits, and organizations in other sectors can be more effective by institutionalizing deeper understanding of diversity and gender.
Dick McCreery was commissioned into the 12th Royal Lancers in 1915 and served on The Western Front, winning the MC and surviving wounds.In 1938 he joined the staff of 1st Division under Alexander before being given command of 2 Armored Brigade. He won the DSO for his leadership during the retreat to Dunkirk Man/June 1940.In North Africa McCreery was sacked by Auchinleck, with whom he had major differences, but, while waiting for a plane home, he was spotted by Alexander who made him his Chief of Staff. He is credited by many (but not Montgomery the two did not get on) for the solution to the El Alamein victory.He was promoted to command X Corps at Salerno which he commanded during the advance to the Gothic Line. He relieved Leese as Commander 8th Army in September 1944 and it was his brilliant plan that seized the Argenta Gap and drove the Germans back across the River Po into Austria.He became British High Commissioner in Austria, C in C British Army of the Rhine and British Military Representative at the UN, retiring in 1949.Although not a public figure, McCreery was key figure in the development of armored warfare, a brilliant tactician and among the most important British fighting generals of the Second World War. This is an overdue acknowledgment of his contribution to victory.
Sam Elworthys career was remarkable by any standards. Born in New Zealand in 1911 and educated in England, he was called to the Bar. After learning to learning to fly he joined the RAAF. During the Second World War he won the DFC, DSO and AFC and, after commanding 82 Squadron, worked closely with Bomber Harris and General Eisenhower. He became an air commodore aged 33.His meteoric rise continued post-war. Switching to Fighter Command he saw service in India, Pakistan, and the UK before becoming Commandant of the RAF Staff College. By 1960 he was tri-service C-in-C Middle East and his actions prevented the invasion of Kuwait by Iraq.As Chief of Air Staff and Chief of defense Staff in the 1960s he fought the Services corner at a difficult political and economic time. He secured the long term future of the RAF, whose very existence was threatened. A hugely respected figure, he became a life peer, Knight of the Garter and Constable of Windsor Castle. He died in 1993 in his native New Zealand.This long overdue biography attempts successfully to do justice to a man of great stature, integrity and achievement.
As in previous editions of this popular text on cross-cultural management, students will find here an invaluable guide to key management theories, linked to practical examples from all round the world. The book's key distinctive feature remains its truly international profile, with current examples from the US, Europe, Asia and new perspectives in this edition from other regions. Discussion of cross-cultural models is updated by including the 'crossvergence' framework developed during the 1990s, as well as the latest new research on organizational culture Coverage of how and to what extent cultural variation affects the implementation of e-technology at the workplace (esp. in multinational subsidiaries) New material on the management of marketing/sales teams across borders and implications of cultural differences for expatriate managers. The addition of several new cases, from the Middle East, Latin America and Africa as well as new cases in in Asia. The 4th edition retains the special appendix on how to write a successful dissertaion or project which makes this a useful text for both MBA and advanced undergraduate courses.
Always marked out for high rank, Robert Laycock came into his own when selected to raise 8 Commando, a new ‘crack’ unit early in the Second World War. After training, 7, 8 and 11 Commandos were sent to the Middle East in early 1941 and all became Layforce under Laycock’s command. Layforce was disbanded after Crete fell. Laycock took part in the abortive raid on Rommel’s HQ. As commander of the Special Service Brigade Laycock played an important role in the Sicily landings and at Salerno. In October 1943 he succeeded Mountbatten as Chief of Combined Operations, coordinating combined services operations and training and attending Allied conferences. In later life Laycock became Governor of Malta and Colonel of the SAS. In this long overdue biography, the author reveals the detail of this fine soldier’s character and superb military record.
An in-depth overview of the role of the Royal Air Force's leaders during World War II. The RAF did not come of age until the Second World War. The role of its forerunners in the Great War, the Royal Flying Corps and the Royal Naval Air Service, although important, was peripheral to that of the ground forces. The founding father of the RAF, Lord Trenchard, was determined that it should become a fully-fledged third service, equal in status to the Royal Navy and British Army, and this he succeeded in doing between the wars, firstly by setting up the RAF College at Cranwell, and Staff College at Andover, and secondly by providing a cost-effective policeman of the more rebellious parts of the British Empire. By 1939 the RAF had grown substantially, but, of the three best aircraft of the coming War, only the Supermarine Spitfire was in service, as neither the Avro Lancaster nor the De Havilland Mosquito would be available until early 1942. Aircraft, however, were not enough. It was the leaders of the RAF, the subjects of this book, who would take the battle to the enemy and who, after six long years, would prevail.
The south has risen again and brought death, destruction, and a devastating futuristic battlefield with it. This compendium tells the story of population control, government conspiracy, and most of all, brutalities of war. Many years into the future, an epic conflict floods the country within a bloodbath of endless carnage. In a pollution-ravaged, overpopulated time, the United States wages its second civil war filled with massive death machines, power armor, and catastrophic weaponry. The South Has Risen Again chronicles several years where genocidal battles slaughter millions in an attempt to save the nation's dwindling supplies of fresh water. The vanguard for the Northern Army is made up solely of conscripted-prisoner battalions that get utilized as cannon fodder more than anything else. This time line follows along as Fexter, a defiant young drug dealer, is thrown into military service, where he enters a hellish life of pain, prejudice, brotherhood, and extreme violence. Through his rough years at war, he learns harsh lessons on how to grow up, find love, and deal with the aftermath of lost friends.
This is the first biography of Boy Browning, whose name is inextricably linked with the creation and employment of Britains airborne forces in the Second World War. Commissioned into the Grenadier Guards, Browning served on the Western Front, earning a DSO during the Battle of Cambrai. As Adjutant at Sandhurst, he began the tradition of riding a horse up the steps at the end of the commissioning parade. Browning represented England and Great Britain as a hurdler at the 1928 Winter Olympics. In 1932 Browning married Daphne du Maurier, who was ten years younger and became one of the 20th centurys most enduring and popular novelists with titles such as Jamaica Inn and Rebecca. Browning commanded two brigades before being appointed to command 1 Airborne Division in 1941, later acting as Eisenhowers advisor on airborne warfare in the Mediterranean. In 1944 he commanded 1st Airborne Corps, which he took to Holland for Operation MARKET GARDEN that September. Allegedly coining the phrase a bridge too far, he has received much of the blame for the operations failure.In late 1944, Browning became Chief of Staff to Mountbatten. In 1948 he became Comptroller and Treasurer to Princess Elizabeth and Prince Philip and then Treasurer to the latter following the Queens accession. He was a close adviser to the Royal couple, who respected and valued his judgment.By this time, Boy and Daphne lived separate lives with Boy working at the Palace in London and Daphne reluctant to leave her beloved Cornwall although the marriage remained intact. Questions exist as to Daphnes sexuality and Boy had a succession of discrete mistresses. After a nervous breakdown probably due to marriage problems, he resigned in 1959 and retired to Cornwall. Browning died in March 1965.
Preventive Cardiology provides practical advice on how to structure and run a preventive cardiology program for existing patients, those at risk of developing cardiovascular disease, and their families, including patient identification and recruitment, assessment of lifestyle and risk factors, and implementing lifestyle change.
How to master the art of narrative leadership Telling the Story shows how leaders affect our understanding of what is possible and desirable through the stories they tell. It opens a door into the world of narrative leadership: what stories are and how they work; when to tell a story and how to tell one well; and how the language and metaphors we use influence our actions and change how we think about the world. • Explains how narrative leadership shapes and defines what’s possible on an organizational level • Written by a renowned consultant on the art of narrative leadership • Challenges leaders to consider how narrative can influence and help create the kind of society they envision
In 1991 The Once and Future Church by Alban Institute founder and former director Loren B. Mead created an instant sensation in congregational circles with its prophetic insights into the life of the church in a post-Christendom era. Still often-quoted and in demand, the book stands as Alban's all-time best seller. Two subsequent titles, Transforming Congregations for the Future and Five Challenges for the Once and Future Church, extended Mead's original vision with similar success. To celebrate the tenth anniversary of the publication of The Once and Future Church, Alban released all three of these books as a single, special edition hardcover. In addition to these classic texts in beautiful, newly designed formats, this collection features an interview with Loren Mead discussing how his views have changed since the books' first publications and his current thoughts on directions for the church in the twenty-first century. This hardcover volume is the perfect gift for graduating seminary students, new congregational leaders, or for pastors whose original editions of these three books may be dog-eared or missing--and a wonderful addition to every church library. All who love the church and pray for the future of our congregations will value this opportunity to have Loren Mead's seminal works in a single, long-lived edition.
“A fascinating biography of one of the most important figures in Bomber Command during the Second World War.” —History of War Ralph Cochrane was born in 1895 into a distinguished naval family. After joining the Royal Navy, he volunteered in 1915 to serve with the RNAS in airships and was an early winner of the Air Force Cross. In 1918 he transferred to the fledgling RAF and learned to fly, serving in Iraq as a flight commander under “Bomber” Harris. His inter-war career saw him as a squadron commander in Aden before he became the first Chief of Air Staff of the Royal New Zealand Air Force. During the Second World War he served mainly in Bomber Command and commanded 5 Group from early 1943. He formed 617 Squadron and was instrumental in planning the legendary Dambuster Raid, the most spectacular of the War, as well as the sinking of the battleship Tirpitz. An inspirational leader, he trained 5 Group in low level target marking skills. Post war, Cochrane held a string of senior appointments commanding Transport Command, Flying Training Command and finally as Vice Chief of Air Staff, retiring in 1952. He died in 1977. “A brilliantly researched biography of a fascinating fighter . . . adds a new name to rank alongside Great Britain’s most heroic warriors.” —Argunners “The Dambusters is one of my absolute favourite stories from WWII . . . and this bio of Cochrane tells the story of an extraordinary man. Brilliant.” —Books Monthly
This is the edition including all three books. The so-called Hermetic writings have been known to Christian writers for many centuries. The early church Fathers (Justin Martyr, Tertullian, Clement of Alexandria) quote them in defense of Christianity. Stobaeus collected fragments of them. The Humanists knew and valued them. They were studied in the sixteenth and seventeenth centuries, and in modern times have again been diligently examined by many scholars. G. R. S. Mead has issued a translation of the whole body of extant literature, with extended prolegomena, commentary, etc. There is a wide difference of opinion as to the date at which this literature was produced. Mead believes that some of the extant portions of it are at least as early as the earliest Christian writings, while von Christ assigns them to the third Christian century, and thinks that they show the influence of neo-Platonism. To affirm that they influenced New Testament usage would be hazardous, but they perhaps throw some light on the direction in which thought was moving in New Testament times.
Welfare reform, which required that poor mothers work in return for assistance, was a watershed in the struggle against poverty in America. As work levels rose dramatically among low-income women, the welfare rolls were cut in half and many families escaped poverty. But men's employment is also crucial to uplifting families. Programs designed to promote work among poor men are currently underdeveloped and little understood by policymakers. Expanding Work Programs for Poor Men sets out a strategy for raising work levels among poor men. It makes the case that poor fathers, like welfare mothers, need ôboth help and hassle.ö That is, they need better benefits, but they must also be expected-and required-to help themselves.
Peter Mead's spectacular career in advertising began when he joined the despatch department of a large agency straight from school at the age of 16. He fell in love with the business and his ambition and drive led him in 1977 to co-found Abbott Mead Vickers, which grew into one of the industry's most respected and highly awarded agencies. In 1995 AMV BBDO became the largest advertising agency in the UK, a position it has held ever since. When in Doubt Be Nice begins with the most important business lessons Peter has learnt from his years at the cutting edge of advertising, and tells how he became one of the legends of the industry. It reveals the secrets of his success, his beliefs about the right way to do business and the values on which he built his remarkable career, including the benefits of behaving not simply as a leader to those who work closely with him, but also as a guide and mentor. Written with modesty and wit, it is an inspiring insight into the mind of a great businessman who used intuitive flair and an understanding of how those around him think to build and run an extraordinarily successful advertising agency.
This book ... adds to the impressive 'legacy' of learning which is still emerging from the successful delivery of the London 2012 construction programme. The authors combine the reforming zeal of a champion for change, who was there every step of the way, with academic rigour, and the result is delivered with impressive passion and commitment to the topic ... All spenders and suppliers need to read this, to understand how conventional understandings of procurement fall so dramatically short when applied to high value-high risk acquisitions, which invariably is what large construction projects represent." —Don Ward, Chief Executive, Constructing Excellence, UK Successful construction is often attributed to one or more aspects of the delivery process from good planning, design and clever engineering to efficient project management and quality construction. Before any of these disciplines can begin, they all require some form of procurement to select the team or supply chain to meet a client’s or a project’s specific requirements. The concept of PSE - Purchase and Supplier Engineering - originated in the procurement of the construction and infrastructure required to stage the 30th Olympiad in London during 2012. At the time of writing PSE has successfully delivered almost £25bn of public procurement meeting client and project requirements and without legal challenge. The construction of the venues and infrastructure needed to stage London 2012 was such a resounding success that it boosted not only the reputation of the UK construction industry but also the confidence of the UK population in the country’s ability to organise, build and run a major international event. Its success has been lauded as something from which clients and industry could learn. The ODA has established a comprehensive and informative body of evidence as part of a Learning Legacy. While the ODA is well aware of the many elements of the procurement and supply chain management, the complete end to end concept of how the Olympic supply chain procurements were managed has until now not been captured. For example, how does one buy the stage for an Olympic Games? How does one manage the details of thousands of contracts and the many firms of contractors, subcontractors and material suppliers and ensure that no one organisation adversely affects any other to the detriment of the programme? How are a client’s requirements beyond those of the capital asset realised as part of the investment? How does one measure programme exposure, or manage performance? How does one measure capacity and the ability of firms to cope with the work and manage the risks involved? Programme Procurement in Construction: Learning from London 2012 covers the planning and preparation of a programme’s procurement processes from understanding and developing the client’s requirements, to monitoring performance based on the benchmarks contractors set out in their own tender submissions. The emphasis is on a close attention to detail to avoid surprises, while keeping a focus on the total programme. Purchase and Supplier Engineering provides an overview of managing the interest of firms in participating and the resulting capacity and workloads of all suppliers, including the main contractors and the critical subcontractors and material suppliers. Offering techniques, tips and lessons learnt from the implementation of PSE on London 2012 and Crossrail, this book is aimed at public and private sector clients, developers, senior management and those businesses and professionals involved in undertaking the procurement, supply chain management and delivery of multiple construction projects or complex major construction programmes.
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