British General Sir William Howe was lured to Philadelphia in the belief that it’s large Tory element would rise up when joined by a British army thus virtually removing Pennsylvania from the war”(History.com). This move now left the forces of John Burgoyne in northern New York to defend for them‚ directly resulting‚ in the British disaster at the Battle of Saratoga. That is how the battle of Saratoga started. This is the British’s plan on how they were going to do this. “From Canada an army of 8‚000
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Revolution. The Battle of Saratoga proved that the disadvantaged and weaker American forces were strong enough to overpower the British forces. It all started when General John Burgoyne needed to get his forces to Albany. He and his army headed across the Hudson River‚ where they would then take a road south-ward to Albany. Burgoyne knew the enemy (American forces) were in the area‚ but he did not know of their exact location. Leading to the Battles of Bemis Heights and Freeman’s Farm‚ the Battle of Saratoga
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a plan to disconnect New England from the other colonies by taking control of Albany‚ the Hudson River‚ and New York City which would ultimately bring the war to a quick end. After the British easily captured Fort Ticonderoga the carless General Burgoyne dragged South unhurriedly while the Americans hurriedly regrouped under the command of Horatio Gates. One of the many absurdity of this war was that both Generals knew each other before the war started through‚ being in the same British regiment
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The Americans‚ also led by Maj. Gen. Israel Putnam along with Prescott‚ knew what they were doing. With the British’s intent revealed‚ Putnam and Prescott exercised disciplined initiative‚ and forced the “British to fight on ground the Americans chose” (Kurtz‚ pg. 612). HMS Lively and HMS Falcon opened fire at around 4am after the British waited till morning to see what was about. The dug in positions proved sound and caused no damage. The redoubt because of its location and dug in nature was well
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Compare learning and non-learning institutions. The non-learning institution is a place that is stuck‚ has rigid thinking and is unwilling to consider change or development. In the non-learning institution: • The old ways of doing things is the best way. • Mistakes get made but no-one asks why or how they can be avoided in the future. • Individuals get rewarded for personal work. • Shared delivery is not encouraged. • There is little opportunity for joint problem-solving. • People rarely
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professional life 2 3 . Introduction “Any effective system for management development must increase the person‟s capacity and willingness to take control over‚ and be responsible for‚ events – particularly for themselves and their own learning” (Pedler‚ Burgoyne and Boydell‚ 2007: 3). In my role as engineering manager at PolyComp‚ it is expected of me to take control over events. This requires me to increase my personal capacity and growth. How did I develop personally up to now‚ and what are my plans
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References: Belbin (2012). The Belbin Team Role Report Henley Star (2011) Henley Team Working Questionnaire (2010). Henley Business School Honey & Mumford (2000) Kolb (1985). The Learning Cycle. Lewin‚ K (1952). Force Field Analysis Model Prof Pedler‚ M‚ Burgoyne‚ J & Boydell‚ T (2007) Activity 53: Backwards review. In: A Manager’s Guide to Self-Development‚ 5th ed. McGraw-Hill *
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Situation The experience happened during our second meeting for Operations Management class when we were asked to analyse a case study in groups then present an output. I joined a group of managers who have very strong personalities and the discussion became highly technical. Confronted with this unfamiliar situation‚ I kept quiet and observed. I listened to everyone’s points but said nothing significant until the discussion ended. I also did not sound confident when I gave my short comments
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References: Belbin counselling report Farmer‚ J; and Campbell‚ F (1997) “Information Professionals and Transferable Skills” Vol 18 No 3‚ pp 129-134 Henderson‚ I (2008) “Human Resource Management”‚ CIPD 2008 pp 97 Pedler‚ M; and Boydell‚ T (1999) “Managing Yourself”‚ pp 30-42 Pedler‚ M; Burgoyne‚ J; and Boydell‚ T (2001) “A Managers Guide to Self Development (4th Edition)‚ pp 201 Retrieved 11th October 2009 from http://thinkexist.com/quotes/jim_rohn/ Cary L Cooper‚ Ronald J Burke (eds.) (2005) “Reinventing
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development‚ with the person taking primary responsibility for their own learning and for choosing the means to achieve this. Ultimately‚ it is about increasing your capacity and willingness to take control over ‚ and be responsible for‚ events” (Pedler‚ Burgoyne and Boydell‚ 2006) In the current financial climate organisations face huge challenges to meet customer demand and provide excellent service whilst reducing costs. The most crucial resource an organisation uses to continually deliver excellent
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