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American Civil War - Battle of Oak Grove

American Civil War - Battle of Oak Grove Battle of Oak Grove - Conflict Date: The Battle of Oak Grove was fought June 25, 1862, during the American Civil War (1861-1865). Armies Commanders: Union Major General George B. McClellan3 brigades Confederate General Robert E. Lee1 division Battle of Oak Grove - Background: After constructing the Army of the Potomac in the summer and fall of 1861, Major General George B. McClellan commenced planning his offensive against Richmond for the following spring.   To take the Confederate capital, he intended to sail his men down the Chesapeake Bay to the Union base at Fortress Monroe.   Concentrating there, the army would advance up the Peninsula between the York and James Rivers to Richmond.   This shift south would permit him to bypass Confederate forces in northern Virginia and would allow US Navy warships move up both rivers to protect his flanks and help supply the army.   This part of the operation was shelved in early March 1862 when the Confederate ironclad CSS Virginia struck Union naval forces at the Battle of Hampton Roads. Though the danger posed by Virginia was offset by the arrival of the ironclad USS Monitor, efforts to blockade the Confederate warship drew off Union naval strength.   Slowing marching up the Peninsula in April, McClellan was fooled by Confederate forces into laying siege to Yorktown for much of the month.   Finally continuing the advance in early May, Union forces clashed with the Confederates at Williamsburg before driving on Richmond.   As the army neared the city, McClellan was struck by General Joseph E. Johnston at Seven Pines on May 31. Though the fighting was inconclusive, it resulted in Johnston being severely wounded and command of the Confederate army ultimately passed to General Robert E. Lee. For the next few weeks, McClellan remained inactive in front of Richmond allowing Lee to improve the citys defenses and plan a counterattack. Battle of Oak Grove - Plans: Assessing the situation, Lee realized that McClellan was forced to divide his army north and south of Chickahominy River in order to protect his supply lines back to White House, VA on the Pamunkey River.   As a result, he devised an offensive that sought to defeat one wing of the Union army before the other could move to provide aid.   Shifting troops into place, Lee intended to attack on June 26.   Alerted that Major General Thomas Stonewall Jacksons command would soon reinforce Lee and that enemy offensive action was likely, McClellan sought to retain the initiative by striking west towards Old Tavern.   Taking the heights in the area would permit his siege guns to strike at Richmond.   To accomplish this mission, McClellan planned to attack along the Richmond York Railroad in the north and at Oak Grove in the south. Battle of Oak Grove - III Corps Advances: The execution of the assault at Oak Grove fell to the divisions of Brigadier Generals Joseph Hooker and Philip Kearny from Brigadier General Samuel P. Heintzelmans III Corps.   From these commands, the brigades of Brigadier Generals Daniel Sickles,  Cuvier Grover, and John C. Robinson were to leave their earthworks, pass through a small but dense wooded area, and then strike the Confederate lines held by the division of Brigadier General Benjamin Huger.   Direct command of the forces involved fell to Heintzelman as McClellan preferred to coordinate the action by telegraph from his headquarters in the rear.   At 8:30 AM, the three Union brigades commenced their advance.   While Grover and Robinsons brigades encountered few problems, Sickles men had trouble clearing the abatis in front of their lines and then were slowed by the difficult terrain at the headwaters of White Oak Swamp (Map). Battle of Oak Grove - A Stalemate Ensues:               Sickles issues led to the brigade falling out of alignment with those to the south.   Recognizing an opportunity, Huger directed Brigadier General Ambrose Wright to advance with his brigade and mount a counterattack against Grover.   Approaching the enemy, one of his Georgia regiments caused confusion among Grovers men as they wore red Zouave uniforms which were thought to only be used by some Union troops.   As Wrights men halted Grover, Sickles brigade was repulsed by Brigadier General Robert Ransoms men to the north.   With his attack stalling, Heintzelman requested reinforcements from McClellan and informed the army commander of the situation.    Unaware of the specifics of the fighting, McClellan ordered those engaged to withdraw back to their lines at 10:30 AM and departed his headquarters to inspect the battlefield personally.   Arriving around 1:00 PM, he found the situation better than anticipated and ordered Heintzelman to renew the attack.   Union troops moved forward and regained some ground but became entangled in an inconclusive fire fight that lasted until nightfall.   In the course of the battle, McClellans men only managed to advance about 600 yards. Battle of Oak Grove - Aftermath: McClellans final offensive effort against Richmond, the fighting at the Battle of Oak Grove saw Union forces suffer 68 killed, 503 wounded, and 55 missing while Huger incurred  66 killed, 362 wounded, and 13 missing.   Undeterred by the Union thrust, Lee moved forward with his planned offensive the next day.   Attacking at Beaver Dam Creek, his men were ultimately turned back.   A day later, they succeeded in dislodging Union troops at Gaines Mill.   Beginning with Oak Grove, a week of constant fighting, dubbed the Seven Days Battles, saw McClellan driven back to the James River at Malvern Hill and his campaign against Richmond defeated.       Selected Sources Civil War Trust: Seven Days BattlesCWSAC Battle Summaries: Oak GroveHistory of War: Battle of Oak Grove

Jesus in the eyes of the American Jewish population in the 21st Essay

Jesus in the eyes of the American Jewish population in the 21st century - Essay Example A discussion of American Jewish attitudes towards Jesus can sensibly start with the small (but growing) sect of Judaism called Messianic Judaism which believes that Jesus was indeed the Messiah. Messianic Jews claim 47,000 followers and 280 congregations worldwide by the turn of the Twenty-First century (Kaplan, 2005). The idea that Jesus was the Messiah is seen as antithetical to the vast majority of American Jews. Kaplan succinctly states the problem that they have with the Messianic adherents: Christianity, which is perceived to be incompatible with any form of Jewishness . . . .Messianic Jewish groups are thus seen as antithetical to Judaism and are completely rejected by the majority of Jews. Thus Messianic "Jews" regard themselves as a culmination of Judaism rather than a branch of Christianity. Even their very claim to being Jewish has been rejected by nearly all Jewish denominations, organizations and the State of Israel itself. This is remarkable as Jews have been consistent throughout their history in being, as a whole, a tolerant religion used to adapting to various kinds of creed within their religion. The line that cannot be crossed, as far as most Jews are concerned, is regarding Jesus as the Messiah. It would thus seem that a majority of American Jews will not regard Jesus as the Messiah in the Twentieth Century, even though their Messianic brethren would claim this as a fact. The Central Conference of American Rabbis puts the situation in context: For us in the Jewish community, anyone who claims that Jesus is their savior is no longer a Jew and is an apostate. Through that belief she has placed herself outside the Jewish community. Whether she cares to define herself as a Christian or as a 'fulfilled Jew,' 'Messianic Jew,' or any other designation is irrelevant; to us, she is clearly a Christian. (Harris-Shapiro, 1999) Some have even related Messianic Judaism with an attempt to convert Jews, which is in reality an attempt to destroy Judaism through being a wolf in sheep's clothing. Or, to mix the metaphor, Messianic Judaism is seen as a Trojan Horse within this argument, designed to topple Judaism from within. Again, it is American Jews who seem to take this argument to its most extreme conclusions: ... Except in relations with Christians, the Christ of Christianity is not a Jewish issue. There simply can be no dialogue worthy of the name unless Christians accept - nay, treasure - the fact that Jews through the two millennia of Christianity have had an agenda of their own. There can be no Jewish-Christian dialogue worthy of the name unless one Christian activity is abandoned, missions to the Jews. It must be abandoned, moreover, not as a temporary strategy but in principle, as a bi-millennial theological mistake. The cost of that mistake in Christian love and Jewish blood one hesitates to contemplate. ... A post-Holocaust Jew can still view Christian attempts to convert Jews as sincere and well intended. But even as such they are no longer acceptable: they have become attempts to do in one way what Hitler did in another. (Fackenheim, 1987) (my emphasis) The idea that Christians trying to convert Jews to their religion, which often seems to

Strategy management Essay Example | Topics and Well Written Essays - 3000 words - 1

Strategy management - Essay Example These strategies are usually based on theoretical frameworks that guide a firm towards success or growth. There would be three different strategic frameworks utilized in this study for critical analysis such as Porter’s diamond model, Porter’s generic strategies and Yip’s drivers of internationalization. Michael Porter has been able to elaborate on three types of general strategies that are basically used by every other organization. There are two dimensions that define these three generic strategies like strategic strength and strategic scope. Porter developed the diamond model in order to analyze reasons behind some firms becoming competitive in specific locations. On the other hand, Yip’s drivers of internationalization states that there are drivers such as cost drivers, market drivers, competitive drivers and government drivers which drives overall international strategy. In this study all the three strategic models will be applied on Samsung and Micro soft Nokia. Samsung is a South Korean company and it consists of affiliated subsidiaries and business. The company had entered into electronics industry in 1960s. Nokia is an information technology and multinational communications firm of Finland. This firm is regarded as the biggest vendor in mobile phone market and has recently entered into strategic alliance with Microsoft so as to use for its smartphones an exclusive Windows platform. As per figure1, market drivers basically mean market forces. This driver encompasses similar needs of customers, transferable marketing strategy and global customers. Customers possessing same needs or wants are usually offered same product. On the other hand, global customers shall differ in their demands which have to be addressed properly. Cost drivers consist of economies of scale, country specific differences and favorable logistic conditions. Economies of scale can be well justifiable in terms of research and

Project Proposal Essay Example for Free

Project Proposal Essay 1. Recommend a project portfolio management method for your selected project. Provide a rationale for your recommendation. Note: Be sure to align your project with the strategic efforst of the organization. 2. Create an outline of an executive summary that includes the type of problem, requirements, and proposed business problems solutions. 3. State the vision and the goal of the project. Note: Be sure that the goals are specific, Measurable, Attainable, Realistic, and Timely (SMART). 4. Determine five (5) major deliverables of the project, and explain the importance of each one. 5. Provide the timeframe for delivering the solution to the project. 6. Create a table which contains the generic resources, including people, equipment , and materials needed to undertake the project. 7. Estimate the total budget for the project based on the cost of the resources specified in the table that you have created . Next, add contingency and any other additional costs (e.g. intangible cost, the cost of a change in culture or process within the the business etc.). Support your response. 8. Determine the key success criteria for your project. Provide a rationale to support your response. 9. Assume that your project is delivered on time, within scope, and budget. Justify your stakeholders’ satisfactory level with three (3) key success criteria, against which the project will be measured. 10. Use at least three (3) quality resources in this assignment.

Property in Second Treatise of Civil Government and Robinson Crusoe Ess

Property in Second Treatise of Civil Government and Robinson Crusoe  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚        Ã‚   Both John Locke's Second Treatise of Civil Government and Daniel Defoe's Robinson Crusoe deal with the question of property. In these two texts, the following questions arise: when does common property become an individual's property; and what factors make the appropriation of property justifiable or not? These questions may be answered by looking at each author's political views, followed by how they are incorporated in their work. Locke outlines the procedures for the transition of property to private ownership, while Defoe details the way Crusoe appropriates property (i.e., food, accommodations, and slaves) during the course of his stay on the deserted island. However, in order to really examine the question of ownership, it first must be established how property was viewed during Locke's and Defoe's eras. Property was "a revolutionary force in the seventeenth century" (Larkin 56). A dictionary from that time period distinguished an individual's property by "its independence from others' control, defining it as 'the highest right that a man hath or can have to anything, which is no way depending vpon any other mans courtesie'" (Harris 224). Property was widely distributed in England during Locke's life (Larkin 57). Since it was natural to associate political authority with property during the seventeenth century, Locke's theory of property was "seated with a view to politics" (Harris 226; Larkin 57). His Treatise of Civil Government was written after the civil war of 1642 (Larkin 57). Referring to property as that which individuals have "in themselves, and also in goods," Locke expressed the view that "the supreme power cannot take from ... ...   Works Cited Defoe, Daniel. Robinson Crusoe. New York: Bantam Books, 1991. Harris, Ian. The Mind of John Locke. Cambridge: Cambridge University Press, 1994. Larkin, Paschal. Property in the Eighteenth Century. New York: Howard Fertig Inc., 1969. Locke, John. Two Treatises of Government, The Works of John Locke. Vol. 5. London: Thomas Teggs et al., 1823. 352-367. Novak, Maximillian E. Defoe and the Nature of Man. London: Oxford University Press, 1963. Shinagel, Michael. Daniel Defoe and Middle-Class Gentility. Cambridge, Mass.: Harvard University Press, 1968. Simmons, A. John. The Lockean Theory of Rights. Princeton: Princeton University Press, 1992. Tully, James. A Discourse on Property: John Locke and His Adversaries. Cambridge: Cambridge University Press, 1980. Welch, Dennis. Thesis Statement Feedback. 27 October, 1998.   

Case Study †Angus Cartwright III Essay

I. Case Overview Angus Cartwright III, an investment advisor, was asked to provide investment advisory services for two clients, John DeRight and Judy DeRight. They both wanted to purchase a property that (1) is large enough to attract the interest of a professional real estate management company and (2) has a minimum leveraged return on their investments of 12% after tax. Their major goals are: Diversification of investment portfolio Protection from future inflation Take some tax advantages (especially for John) Mr. Cartwright selected four properties and performed various financial analyses to best match the needs of his clients with the characteristics of the properties and the returns they offered. II. Assessment of the Analyses and Assumptions: Cartwright employed three stages of analysis: Preliminary Analysis (Exhibit 1 to 3), Risk Analysis (Exhibit 4) and Financial Analysis (Exhibit 5 to 10). Preliminary Analysis starts with gathering key facts and data such as purchase prices, current and future income, depreciation, estimated sales price and cash flows, loan and its rate and amortization, taxes and etc. The 1st year setups (Exhibit 2) for each property were developed and major comparable statistics (Exhibit 3) were calculated. Such analyses serve as a foundation for identifying directions and strategies for further detailed analysis, including financial analysis, physical inspection and an examination of day-to-day operations of potential investment properties. Risk Analysis consisting of a review of financial leverage (loan to value ratio) and operating risk (debt coverage ratio) can help a real estate investor to weigh the level of risks in relation to his investment objectives. In this case, Fowler had the highest leverage of 74.47%, while Alison Green had the highest Debt Coverage Ratio of 2, followed by Ivy Terrace(1.92), Stony Walk(1.46) and Fowler(1.26). The cushions they had are all sufficient for most lenders. The Break-Even Analysis, shown in Exhibit 4, was valuable to understand how a small change in occupancy levels can make a corresponding change in a property’s financial performance; most real state analysis assume the initial occupancy rate to remain at the same level through the investment period. Once all the relevant and key financial data is gathered, a number of effective financial analyses were performed; they are capitalization rate on both purchase and sale, cash-on-cash return rate, Internal Rate of Return (â€Å"IRR†), Net Present Value (â€Å"NPV†), Profitability Index and Cash Flow Analysis. The Quality of the financial analysis outcome heavily depends on the quality and accuracy of implicit assumptions used. However, applying financial analysis is still the best way to estimate the future performance of investment properties and comparing or prioritizing multiple investment opportunities. IRR is the most important and frequently used investment analysis indicator. Understanding various components of an IRR (Exhibit 8, 9 and 10) can help to carefully plan the timing, the sequence and size of events within an investment that will  impact the performance/outcome of the investments. In his analysis, Cartwright used the following assumptions: Annual increase in cash flow from operations: 4% for Fowler and 3% for the others. Vacancy rate: 5% for Alison Green and Stony Walk, 7% for the others. Capital reserve: $250 per apartment p.a., timing of when to disburse the reserve and its tax implication Sufficient funding of the equity investment Tax laws remain stable with ordinary tax rates: 35%; Capital gain tax rate: 15%; tax rate on the depreciation related gain: 25% Cartwright made, in general, conservative assumptions to simplify his analysis, and therefore, no particular assumption stood out to be unreasonable. As a continuing effort to improve quality of his assumptions, we could revisit and review his assumptions with the following generic questions: Is 3% or 4% increase in cash flow reasonable in current market/economic condition? How realistic is it to negotiate a rental guarantee with developers to be at 93% occupancy rate? How realistic is it that the capital reserve will remain at the same level for the next 10 years? How realistic is it that the leasehold payment will remain at the same level for the next 10 years? Should there be any significant changes in the outcome of the analysis, if the timing of the reserve disbursement is not assumed to be at the end of the lease term? Will there be any trend or expected government legislating new tax laws that will have significant impact on real estate investments? All properties appear to be large enough to attract the interest of professional real estate management companies and all exceeded the minimum leveraged return on investments of 12% after tax. On the simple return measures, Stony Walk had the highest Capital Rate on Purchase where Fowler ranked at the highest in Capital rate on Sales; Alison which had a high cash flow with low vacancy rate, and thus a high effective gross income was ranked in first for the Cash-on-Cash Return; Fowler which was still under construction and appeared to be undervalued had largest increase in capital value. On the discount return measures, Fowler had the highest IRR at 15.38 while Stony Walk had the lowest rate at 14.54, with a difference of 0.84; Alison had largest NPV with a difference of $115K comparing with the lowest NPV; Fowler which required the smallest equity investment had the highest Profitability Index. While the two residential properties have higher returns from their on-going cash flows, the increase in the investment value of the other two commercial properties will come from future value increase – see Exhibit 9. Completed exhibits for all four properties are included in the Appendix. The relevant analysis of other financial exhibits is integrated in the following chapter as reasoning of the recommendations. IV. Recommendations If we simply select an investment choice based on the highest IRR rate, Fowler should be recommended for both clients. However, as we better understand the components of the IRR (see Exhibit 9 in Appendix), we should try to best match each client’s ultimate investment goal to distinct character of each property instead of recommending an investment base only on the highest IRR rate. Exhibit 9. Percent of Total Benefits (@IRR) For John, our team recommends Alison Green with the following reasons: John is a retired, passive investor who wants to live comfortably from stable income/returns from the savings he accumulated, and was particularly interested in taking advantage of the new tax law, which will give him a favorable capital gain’s tax. As we can see from the breakdown of IRR, Alison Green and Ivy Terrace were projected to have higher steady income streams than the other two properties. Between them, Alison, although with a lightly lower IRR, has much higher tax benefit than the Ivy. Alison requires a higher initial equity investment than Ivy. However, Alison is estimated to be appreciated more at the end of 10 year and therefore will produce higher capital gain. Since John wants to take advantage of the new tax law and pay his capital gains at the newly enacted 15% rate, Alison is a better choice than Ivy. For Judy, our team recommends Fowler Building with the following  reasons: Unlike John, Judy is an active executive who can be a more aggressive investor and has some available fund for outside investment to diversify her portfolio. She may not care about the stable incoming cash flow as much as John. She will be more tolerant on any fluctuations such as a short-term, negative operating risks such as lower occupancy rate or lower investment value at the beginning as long as her investment will appreciate adequately at the end. We consider Judy as an investor focused more on ‘growth’ than ‘value/steady income’ seeking investor, and therefore we recommend Fowler because of its highest Profitability Index (=NPV/Equity).