Andrew Cunningham - Admiral Andrew Cunningham - World War II - Royal Navy

Andrew Cunningham - Admiral Andrew Cunningham - World War II - Royal Navy Andrew Cunningham - Early Life Career: Andrew Browne Cunningham was born January 7, 1883, outside Dublin, Ireland. The son of anatomy professor Daniel Cunningham and his wife Elizabeth, the Cunninghams family was of Scottish extraction. Largely raised by his mother, he began schooling in Ireland before being sent to Scotland to attend the Edinburgh Academy. At the age of ten, he accepted his fathers offer of pursuing a naval career and left Edinburgh to enter the Naval Preparatory School at Stubbington House. In 1897, Cunningham was accepted as a cadet in the Royal Navy and assigned to the training school aboard HMS Britannia at Dartmouth. Highly interested in seamanship, he proved a strong student and graduated 10th in a class of 68 the following April. Ordered to HMS Doris as a midshipman, Cunningham traveled to the Cape of Good Hope. While there, the Second Boer War began ashore. Believing there to be opportunity for advancement on land, he transferred to the Naval Brigade and saw action in Pretoria and Diamond Hill. Returning to sea, Cunningham moved through several ships before commencing sub-lieutenants courses at Portsmouth and Greenwich. Passing, he was promoted and assigned to HMS Implacable. Andrew Cunningham - World War I: Promoted to lieutenant in 1904, Cunningham passed through several peacetime postings before receiving his first command, HM Torpedo Boat #14 four years later. In 1911, Cunningham was placed in command of the destroyer HMS Scorpion. Aboard at the outbreak of World War I, he took part in the failed pursuit of the German battlecruiser SMS Goeben and cruiser SMS Breslau. Remaining in the Mediterranean, Scorpion participated in the early 1915 attack on the Dardanelles at the beginning of the Gallipoli Campaign. For his performance, Cunningham was promoted to commander and received the Distinguished Service Order. Over the next two years, Cunningham took part in routine patrol and convoy duty in the Mediterranean. Seeking action, he requested a transfer and returned to Britain in January 1918. Given command of HMS Termagent in Vice Admiral Roger Keyes Dover Patrol, he performed well and earned a bar for his DSO. With the end of the war, Cunningham moved to HMS Seafire and in 1919 received orders to sail for the Baltic. Serving under Rear Admiral Walter Cowan, he worked to keep the sea lanes open to newly independent Estonia and Latvia. For this service he was awarded a second bar for his DSO. Andrew Cunningham - Interwar Years: Promoted to captain in 1920, Cunningham moved through a number of senior destroyer commands and later served as Fleet Captain and Chief of Staff to Cowan in the North America and West Indies Squadron. He also attended the Army Senior Officers School and the Imperial Defense College. Upon completing the latter, he received his first major command, the battleship HMS Rodney. In September 1932, Cunningham was elevated to rear admiral and made Aide-de-Camp to King George V. Returning to the Mediterranean Fleet the following year, he oversaw its destroyers which relentlessly trained in ship handling. Raised to vice admiral in 1936, he was made second in command of the Mediterranean Fleet and placed in charge of its battlecruisers. Highly regarded by the Admiralty, Cunningham received orders to return to Britain in 1938 to assume the post of Deputy Chief of the Naval Staff. Taking this position in December, he was knighted the following month. Performing well in London, Cunningham received his dream posting on June 6, 1939, when he was made commander of the Mediterranean Fleet. Hoisting his flag aboard HMS Warspite, he began planning for operations against the Italian Navy in case of war. Andrew Cunningham - World War II: With the beginning of World War II in September 1939, Cunninghams primary focus became protecting the convoys that supplied British forces in Malta and Egypt. With the defeat of France in June 1940, Cunningham was forced to enter into tense negotiations with Admiral Rene-Emile Godfroy regarding the status of the French squadron at Alexandria. These talks were complicated when the French admiral learned of the British attack on Mers-el-Kebir. Through skillful diplomacy, Cunningham succeeded in convincing the French to allow their ships to be interned and their men repatriated. Though his fleet had won several engagements against the Italians, Cunningham sought to dramatically alter the strategic situation and reduce the threat to Allied convoys. Working with the Admiralty, a daring plan was conceived which called for a nighttime air strike against the Italian fleets anchorage at Taranto. Moving forward on November 11-12, 1940, Cunninghams fleet approached the Italian base and launched torpedo planes from HMS Illustrious. A success, the Taranto Raid sank one battleship and badly damaged two more. The raid was extensively studied by the Japanese when planning their attack on Pearl Harbor. In late March 1941, under heavy pressure from Germany to halt the Allied convoys, the Italian fleet sortied under the command of Admiral Angelo Iachino. Informed of enemy movements by Ultra radio intercepts, Cunningham met the Italians and won a decisive victory at the Battle of Cape Matapan on March 27-29. In the battle, three Italian heavy cruisers were sunk and a battleship damaged in exchange for three British killed. That May, following the Allied defeat on Crete, Cunningham successfully rescued over 16,000 men from the island despite taking heavy losses from Axis aircraft. Andrew Cunningham - Later War: In April 1942, with the United States now in the war, Cunningham was appointed to the naval staff mission to Washington, DC and built a strong relationship with the Commander-in-Chief of the US Fleet, Admiral Ernest King. As a result of these meetings, he was given command of the Allied Expeditionary Force, under General Dwight D. Eisenhower, for the Operation Torch landings in North Africa late that fall. Promoted to admiral of the fleet, he returned to the Mediterranean Fleet in February 1943, and worked tirelessly to ensure that no Axis forces would escape from North Africa. With the conclusion of the campaign, he again served under Eisenhower in commanding the naval elements of the invasion of Sicily in July 1943 and the landings in Italy that September. With the collapse of Italy, he was present at Malta on September 10 to witness the formal surrender of the Italian fleet. Following the death of the First Sea Lord, Admiral of the Fleet Sir Dudley Pound, Cunningham was appointed to the post on October 21. Returning to London, he served as a member of the Chiefs of Staff committee and provided overall strategic direction for the Royal Navy. In this role, Cunningham attended the major conferences at Cairo, Tehran, Quebec, Yalta and Potsdam during which plans for the invasion of Normandy and defeat of Japan were formulated. Cunningham remained First Sea Lord through the end of the war until his retirement in May 1946. Andrew Cunningham - Later Life: For his wartime service, Cunningham was created Viscount Cunningham of Hyndhope. Retiring to Bishops Waltham in Hampshire, he lived in a house that he and his wife, Nona Byatt (m. 1929), had purchased before the war. During his retirement, he held several ceremonial titles including Lord High Steward at the coronation of Queen Elizabeth II. Cunningham died at London on June 12, 1963, and was buried at sea off Portsmouth. A bust was unveiled in Trafalgar Square in London on April 2, 1967 by Prince Philip, Duke of Edinburgh in his honor. Selected Sources History of War: Admiral Andrew Cunningham Royal Navy Museum: Andrew Cunningham

General Jimmy Doolittle - World War II

General Jimmy Doolittle - World War II Jimmy Doolittle - Early Life: Born on December 14, 1896, James Harold Doolittle was the son of Frank and Rose Doolittle of Alameda, CA. Spending part of his youth in Nome, AK, Doolittle quickly developed a reputation as boxer and became the amateur flyweight champion of the West Coast. Attending Los Angeles City College, he transferred to the University of California-Berkeley in 1916. With the US entry into World War I, Doolittle left school and enlisted in the Signal Corps reserve as a flying cadet in October 1917. While training at the School of Military Aeronautics and Rockwell Field, Doolittle married Josephine Daniels on December 24. Jimmy Doolittle - World War I: Commissioned a second lieutenant on March 11, 1918, Doolittle was assigned to Camp John Dick Aviation Concentration Camp, TX as a flying instructor. He served in this role at various airfields for the duration of the conflict. While posted to Kelly Field and Eagle Pass, TX, Doolittle flew patrols along the Mexican border in support of Border Patrol operations. With the wars conclusion later that year, Doolittle was selected for retention and given a Regular Army commission. After being promoted to first lieutenant in July 1920, he attended the Air Service Mechanical School and Aeronautical Engineering Course. Jimmy Doolittle - Interwar Years: After completing these courses, Doolittle was permitted to return to Berkeley to complete his undergraduate degree. He achieved national fame in September 1922, when he flew a de Havilland DH-4, equipped with early navigational instruments, across the United States from Florida to California. For this feat, he was given the Distinguished Flying Cross. Assigned to McCook Field, OH as a test pilot and aeronautical engineer, Doolittle entered the Massachusetts Institute of Technology in 1923, to begin work on his masters degree. Given two years by the US Army to complete his degree, Doolittle began conducting aircraft acceleration tests at McCook. These provided the basis for his masters thesis and earned him a second Distinguished Flying Cross. Finishing his degree a year early, he commenced work towards his doctorate which he received in 1925. That same year he won the Schneider Cup race, for which he received the 1926 Mackay Trophy. Though injured during a demonstration tour in 1926, Doolittle remained on the leading edge of aviation innovation. Working from McCook and Mitchell Fields, he pioneered instrument flying and assisted in developing the artificial horizon and directional gyroscope that are standard in modern aircraft. Utilizing these tools, he became the first pilot to take off, fly, and land using only instruments in 1929. For this feat of blind flying, he later won the Harmon Trophy. Moving to the private sector in 1930, Doolittle resigned his regular commission and accepted one as a major in the reserves upon becoming the head of Shell Oils Aviation Department. While working at Shell, Doolittle aided in developing new higher-octane aircraft fuels and continued his racing career. After winning the Bendix Trophy Race in 1931, and the Thompson Trophy Race in 1932, Doolittle announced his retirement from racing, stating, I have yet to hear anyone engaged in this work dying of old age. Tapped to serve on the Baker Board to analyze the reorganization of the air corps, Doolittle returned to active service on July 1, 1940, and was assigned to the Central Air Corps Procurement District where he consulted with auto makers about transitioning their plants to build aircraft. Jimmy Doolittle - World War II: Following the Japanese bombing of Pearl Harbor and the US entry into World War II, Doolittle was promoted to lieutenant colonel and transferred to Headquarters Army Air Force to aid in planning an attack against the Japanese home islands. Volunteering to lead the raid, Doolittle planned to fly sixteen B-25 Mitchell medium bombers off the deck the aircraft carrier USS Hornet, bomb targets in Japan, then fly through to bases in China. Approved by General Henry Arnold, Doolittle relentlessly trained his volunteer crews in Florida before embarking aboard Hornet. Sailing under a veil of secrecy, Hornets task force was spotted by Japanese picket on April 18, 1942. Though 170 miles short of their intended launch point, Doolittle decided to immediately commence the operation. Taking off, the raiders successfully hit their targets and proceeded on to China where most were forced to bail out short of their intended landing sites. Though the raid inflicted little material damage, it provided a massive boost to Allied morale and forced the Japanese to redeploy their forces to protect the home islands. For leading the strike, Doolittle received the Congressional Medal of Honor. Directly promoted to brigadier general the day after the raid, Doolittle was briefly assigned to the Eighth Air Force in Europe that July, before being posted to the Twelfth Air Force in North Africa. Promoted again in November (to major general), Doolittle was given command of the Northwest African Strategic Air Forces in March 1943, which consisted of both American and British units. A rising star in the US Army Air Forces high command, Doolittle briefly led the Fifteenth Air Force, before taking over the Eighth Air Force in England. Assuming command of the Eighth, with the rank of lieutenant general, in January 1944, Doolittle oversaw its operations against the Luftwaffe in northern Europe. Among the notable changes he made was allowing escorting fighters to leave their bomber formations to attack German airfields. This aided in preventing German fighters from launching as well as assisted in allowing the Allies to gain air superiority. Doolittle led the Eighth until September 1945, and was in the process of planning for its redeployment to the Pacific Theater of Operations when the war ended. Jimmy Doolittle - Postwar: With the postwar reduction of forces, Doolittle reverted to reserve status on May 10, 1946. Returning to Shell Oil, he accepted a position as a vice president and director. In his reserve role, he served as a special assistant to the Air Force chief of staff and advised on technical issues which ultimately led to the US space program and the Air Forces ballistic missile program. Retiring completely from the military in 1959, he later served as chairman of the board of Space Technology Laboratories. A final honor was bestowed upon Doolittle on April 4, 1985, when he was promoted to general on the retired list by President Ronald Reagan. Doolittle died September 27, 1993, and was buried at Arlington National Cemetery. Selected Sources Doolittle Raiders: First Joint ActionCalifornia State Military Museum: General Jimmy Doolittle

HIST 2112 Essay Example | Topics and Well Written Essays - 750 words

HIST 2112 - Essay Example While industry had been around for quite a while before the turn of the century, this was the first time it became nearly impossible to survive in a purely rural environment. At first, many skilled workers joined unions in an attempt to save their jobs from unskilled machine workers who could do the exact same work in a factory as them for cheaper and more quickly. This did not last long, however, as more cooperation was needed for success. Often times, the actions of these unions would lead to violence, which means more problems would be caused by their protests than would be solved by them. The Coal Strikes between 1900 and 1902 became somewhat of a national crisis, as coal was a necessary commodity. The workers did gain higher wages and less hours with these strikes, although the government refused to admit that the union had anything to do with this. As time moved on, workers attempted to create a union for all to be a part of, which would end the wage system and would give the w orkers the power. These attempts were suppressed by the capitalists, however, as they knew that paying too much in wages would put a damper on the significant profits they were making during this time period. The entrepreneurs got the government involved in these disputes in order to protect their interests. The government knew that it was in its best interests to keep the capitalist entrepreneurs happy, so it did whatever it could to prevent the workers from winning these disputes. These unions were, however, important because they allowed for wages to rise and hours worked to fall for skilled workers in the United States. The lives of African Americans between 1877 and 1928 were transitional, as African Americans began to search for a niche in American society. In 1877, North troops left the South, which meant that former African American slaves in the South could no longer rely on them for political protection. Many issues

Witchcraft and Violence in the World Today Essay

Witchcraft and Violence in the World Today - Essay Example As history has shown, fear is a powerful motivator. Perhaps the most well-known example in the United States would be the Salem witch trials in seventeenth-century Massachusetts. This type of violence, often driven by personal vengeance or mass hysteria, can still be found in the world today, and in fact, there are many examples of just such a fear of the unknown causing people to lash out against their neighbors. In the modern world there are several different definitions for the term â€Å"witchcraft.† Stephen Hayes provides an excellent analysis of the problems associated with the terminology as it is used by various people around the world. According to Hayes, many people use the word witchcraft in a traditional manner. To these people using witchcraft means to use dark or black magic to cause harm to others. In essence, these people see the use of witchcraft as evil. In contrast, many followers of the neopagan religion Wicca use the term witchcraft synonymously for their religion. To Wiccans there is nothing evil about the term, save for the violence that was committed against alleged witches throughout history. This paper will use the more traditional definition of witchcraft. The reasoning for this choice can best be summarized by Hayes: â€Å"In normal, non-Wiccan usage †¦ the essence of witchcraft and sorcery is the causing of harm to persons or property by invisible occult means† (339). Tanzania is a country in eastern Africa lying on the Indian Ocean. The majority of the population in this country believes in witchcraft, similar to the beliefs in many other areas of Africa. Elderly women in Tanzania are often accused of witchcraft and murdered. Additionally, according to some researchers, in years when Tanzania suffers unusual rainfall either by drought or flooding then the murders of accused witches double (Kristof, par. 3). However, weather is not the only cause for these murders. Many of the murders are also performed at the beh est of traditional healers who blame the elderly women of performing witchcraft to cause illness in their patients (Dickinson, par. 2). Clearly the murders in Tanzania have many different causes at their roots. Other areas of Africa also have problems with violence against those accused of witchcraft. The Democratic Republic of Congo is located in western central Africa. It, like its eastern neighbor Tanzania, also has problems with attacks on â€Å"witches.† In 2008 there was a massive scare in the country surrounding purported thefts of men’s penises. Several cases of attempted lynching occurred during the incident in which suspected sorcerers were â€Å"accused of using black magic to steal or shrink men’s penises† (Bavier, par. 1). Police in Kinshasa arrested the accused witches as well as their alleged victims in order to avoid the murders associated with a similar incident a decade earlier in Ghana, another African country. The continent of Africa i s not the only place in the world where violence occurs against those who purportedly practice witchcraft. According to Tess Eastman, a woman in India was recently tied to a tree and beaten for being a witch (par. 1). The violence in this case was initiated by a man who had admitted to hiring the woman to heal his wife with magic and prayer. However, the man subsequently accused the woman of witchcraft when his wife’s condition worsened. This accusation was enough for the violence to happen. The attack, while not fatal for the accused witch, was violent enough to result in the arrest of six people, including the original hirer of the woman. While it would be tempting to believe that violence against accused witches only happens halfway around the world from the United States,

Julius Caesar Essay: Flawed Models of Leadership -- Julius Caesar Ess

Julius Caesar: Flawed Models of Leadership Leadership is a recurrent theme in Shakespeare's Julius Caesar. The play is centred on a group of men in leadership positions. The political setting and mood of Julius Caesar, lend itself well to Shakespeare's insights into the human condition. As the players' personalities develop through the course of the play, we see that his portrayal of their character-types (which still endure today) is both consistent and accurate. Julius Caesar has many fine examples of arrogance in leadership. We see Caesar's pretensions as quite laughable. "But I am constant as the northern star, of whose true-fix'd and resting quality there is no fellow in the firmament", and "the things that threaten'd me ne'er look'd but on my back: when they shall see the face of Caesar, they are vanished" demonstrate his pride. Shakespeare suggests that although being 'sure of yourself' is a necessary characteristic for a good leader (as it enables decisive action and 'courage'); it should also be tempered with humility. The confidence of a leader, in turn, instils confidence in his/her followers. The quote, "And men are flesh and blood, and apprehensive; yet in the number I do know but one that unassailable holds on his rank, unshaked of motion: and that I am he", is an example of the comfort and security that his words provided the common people. Caesar's absolute faith in his greatness and right to rule was in the perfect climate, in the midst of a community that was seeking a 'ruler'. The followers were more sheep than thinker... ...other conspirators as traitors, the crowd is wild. Antony's transparent "sweet friends let me not stir you up to such a sudden flood of mutiny" is just the beginnings of his carefully-orchestrated urgings to them. When he finally sets them loose, it is with a "Now let it work. Mischief, thou art afoot, take thou what course thou wilt!"- an exclamation which sounds 'heartstrong', but not very well-thought out. Shakespeare advises that such a leader can be dangerous. Through a well-developed cast and a complex play about men, politics and power; Shakespeare has once again demonstrated his mastery of the humanity of the characters he creates. The flawed models of leadership we examine in Julius Caesar aptly lend themselves to the theory that "an imperfect world gives power to imperfect men".

Decision Making Process Essay

Decision-Making Process Carol Hartfield MGT/230 June 20, 2011 Mike Osby Decision-Making Process Decision-making can be difficult and disastrous if not thought out carefully. Some decisions once made cannot be changed, and the outcome could change your life forever. Of the six stages of the decision-making process, I, like others, can say I do not use all the stages, if I made my decision using the stages my outcome may have been better that it was. I wanted to change jobs to spend more time with my son and make our lives better. If I had used the decision-making process my decision would have been different. The first step of the process is identifying and diagnosing the problem. I identified the problem, I needed more money and a daytime job with as few hours of overtime required. The diagnosis for the problem was to switch from nighttime data entry to daytime dialysis. I was not clear about what I wanted the decision to achieve. I was putting my situation in a negative perspective, e. g. , I do not want to work at night any more and I did not like the company. But such framing of the outcome in the negative does not set a direction to move towards, only what to move away from (McDermott, n. . ). The positive outcomes should have been stated for my goal to be achieved. The decision-making process steps are, generating alternative solutions and evaluating alternatives. I did not follow these two processes; maybe if I would have I would have had a better outcome. I would have had a plan if the new job failed to give the results anticipated. Within evaluating the alternative I would have d one more research on my earnings potential of the new job versus my old job. The next step of the decision-making process was implementing the decision. This was not an easy task to complete. My schedule for sleeping was hard to change, and I had to work the night job for two weeks before I could leave. Implementation of the decision was the hardest part of the process since I had to work and train at the same time for two weeks with hardly any sleep. I would have allowed time to transition from one jog to the other if I had used the six steps in the readings from this week. Evaluating my decision was also an easy task; my bills started piling up because I was not making the money promised from taking the job. I had to do something to make more money or go back to my previous position. I was lucky that I was friends with the new supervisor and she needed help because people had left. I could resume my position with the same seniority and pay. The decision to switch jobs would have been different if I had used the decision-making process listed in this week’s reading. I would have had alternative solutions and investigated the new job more than I did. In generating alternative solutions, I would have ensured I could have returned to my previous job and not agonized over if I could return or not. Reference McDermott, D. (n. d. ). How to make a decision. Retrieved from http://www. decision-making-confidence. com/index. html

Trends in the Workplace - 1146 Words

Running head: Trends in the Workplace Trends in the Workplace Assignment 1 HRM-500 Human Resources Management Foundations March 10, 2014 Material Requirements Planning (MRP) is a production planning and inventory control system used to manage the manufacturing process. Most MRP systems are software-based. However, it is possible to conduct MRP by hand as well. The intent of a MRP system is to simultaneously meet three objectives; (1) Ensure materials are available for production and products are available for delivery to customers; (2) Maintain the lowest possible level of inventory; and (3) Plan manufacturing activities, delivery schedules, and purchasing activities. As expected, there are certain functions of human†¦show more content†¦These employees should perform business processes and change management. However, they should not perform administrative activities. By separating transactional and administrative functions from strategic improvement responsibilities, an organizational development group can help accelerate operational changes (Power, 2012). Although the human resources department does not typically lead the change and process improvement initiatives, nonetheless, the skills potentially found within employees drawn to the field present a clear opportunity (Power, 2012). Human resources employees should be considered fundamental members of the MRP implementation team. Based on the planned growth of the organization with the implementation of a MRP system, three factors that might impact the organization’s ability to hire new employees that possess the technical skills needed to perform a job include forecasting, goal setting and strategic planning, and the program implementation and evaluation (Noe et al., 2014, p. 131). The first step is forecasting is for human resources to determine the demand for specific job skills area. After this area has been identified, then a determination for the demand for each area of skill. This can be done using statistical methods or trend analysis, which measures the labor demand for a certain period or range of time (Noe et al., 2014, p. 131). Secondly is the need for setting goals and strategic planning. This isShow MoreRelatedTrends in Workplace17940 Words   |  72 PagesTrends in Workplace Learning: Supply and Demand in Interesting Times By Laurie Bassi, Scott Cheney, and Eleesha Lewis The ancient Chinese saying May you live in interesting times has perhaps never been more relevant. As the 1990s draw to a close and the new millennium fast approaches, life is phenomenally interesting--and demanding. 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