Third Battle of Kharkov in World War II

The Third Battle of Kharkov was fought between Feb. 19 and March 15, 1943, during World War II. As the  Battle of Stalingrad  was concluding in early February 1943, Soviet forces launched Operation Star. Conducted by Colonel General Filipp Golikovs Voronezh Front, the goals of the operation were the capture of Kursk and Kharkov. Spearheaded by four tank corps under Lieutenant-General Markian Popov, the Soviet offensive initially met with success and drove back German forces. On Feb. 16, Soviet troops liberated Kharkov. Angered by the loss of the city, Adolf Hitler flew to the front to assess the situation and meet with the commander of Army Group South, Field Marshal Erich von Manstein. Though he desired an immediate counterattack to re-take Kharkov, Hitler ceded control to von Manstein when Soviet troops neared Army Group Souths headquarters. Unwilling to launch a direct assault against the Soviets, the German commander planned a counterstroke against the Soviet flank once they became overextended. For the coming battle, he intended to isolate and destroy the Soviet spearheads before mounting a campaign to re-take Kharkov. This done, Army Group South would coordinate with Army Group Center to the north in re-taking Kursk. Commanders Soviet Union Colonel General Konstantin RokossovskyColonel General Nickolay VatutinColonel General Filipp Golikov Germany Field Marshal Erich von MansteinGeneral Paul HausserGeneral Eberhard von MackensenGeneral Hermann Hoth The Battle Begins Commencing operations on February 19, von Manstein directed General Paul Haussers SS Panzer Corps to strike south as a screening force for a larger assault by General Hermann Hoths Fourth Panzer Army. Hoths command and General Eberhard von Mackensens First Panzer Army were ordered to attack into the overextended flank of the Soviet 6th and 1st Guards Armies. Meeting with success, the early days of the offensive saw German troops breakthrough and sever Soviet supply lines. On February 24, von Mackensens men succeeded in surrounding a large part of Popovs Mobile Group. German troops also succeeded in surrounding a large portion of the Soviet 6th Army. Responding to the crisis, the Soviet high command (Stavka) began directing reinforcements to the area. Also, on February 25, Colonel General Konstantin Rokossovsky launched a major offensive with his Central Front against the junction of Army Groups South and Center. Though his men had some success on the flanks, going in the center of the advance was slow. As the fighting progressed, the southern flank was halted by the Germans while the northern flank began to overextend itself. With the Germans exerting heavy pressure on Colonel General Nikolai F. Vatutins Southwestern Front, Stavka transferred 3th Tank Army to his command. Attacking the Germans on March 3, this force took heavy losses from enemy air attacks. In the resulting fighting, its 15th Tank Corps was encircled while its 12th Tank Corps was compelled to retreat north. The German successes early in the battle opened a large gap in the Soviet lines through which von Manstein pushed his offensive against Kharkov. By March 5, elements of Fourth Panzer Army were within 10 miles of the city. Striking at Kharkov Though concerned about the approaching spring thaw, von Manstein pushed toward Kharkov. Rather than advance to the east of the city, he ordered his men to move to the west then north to encircle it. On March 8, SS Panzer Corps completed its drive north, splitting the Soviet 69th and 40th Armies before turning east the next day. In place on March 10, Hausser received orders from Hoth to take the city as soon as possible. Though von Manstein and Hoth wished him to continue the encirclement, Hausser directly attacked Kharkov from the north and west on March 11. Pressing into northern Kharkov, the Leibstandarte SS Panzer Division met heavy resistance and only gained a foothold in the city with the aid of air support. The Das Reich SS Panzer Division attacked into the western side of the city the same day. Stopped by a deep anti-tank ditch, they breached it that night and pushed on to the Kharkov train station. Late that night, Hoth finally succeeded in making Hausser comply with his orders and this division disengaged and moved to blocking positions east of the city. On March 12, Leibstandarte division renewed its attack south. Over the next two days, it endured brutal urban fighting as German troops cleared the city house-by-house. By the night of March 13/14, German troops controlled two-thirds of Kharkov. Attacking again the next, they secured the remainder of the city. Though the battle largely concluded on March 14, some fighting continued on the 15th and 16th as German forces expelled Soviet defenders from a factory complex in the south. The Aftermath of the Third Battle of Kharkov Dubbed the Donets Campaign by the Germans, the Third Battle of Kharkov saw them shatter fifty-two Soviet divisions while inflicting approximately 45,300 killed/missing and 41,200 wounded. Pushing out from the Kharkov, von Mansteins forces drove northeast and secured Belgorod on March 18. With his men exhausted and the weather turning against him, von Manstein was compelled to call a halt to offensive operations. As a result, he was unable to press on to Kursk as he had originally intended. The German victory at the Third Battle of Kharkov set the stage for the massive Battle of Kursk that summer. Sources World War II Database: Third Battle of KharkovTimelines: Third Battle of KharkovHistory of War: Third Battle of Kharkov

The Continental Divide and How the Rivers Flow

Every continent except for Antarctica has a continental divide. Continental divides separate one  drainage basin from another. They are used to define the direction that an areas rivers flow and drain into the oceans and seas. The best-known continental divide is in North America and it  runs along the Rocky and Andes mountain ranges. Most continents have multiple continental divides and some rivers flow into endorheic basins (inland bodies of water), such as the Sahara Desert in Africa. The Continental Divide  of the Americas The Continental Divide in the Americas is the line that divides the flow of water between the Pacific Ocean and the  Atlantic Ocean. Rain or snow that drains on the east side of the Continental Divide flows toward the Atlantic Ocean.Precipitation on the west side drains and flows toward the Pacific Ocean.   The continental divide runs from northwestern Canada along the crest of the Rocky Mountains to New Mexico. Then, it follows the crest of Mexicos Sierra Madre Occidental and along the Andes Mountains through South America. More Water Flow Divides in the Americas To say that any continent, including North America, has a single continental divide is not entirely true. We can continue to divide the flow of water (called hydrological divides) into these groups: East of the Rocky Mountains and north of the Canada-U.S. border, the rivers flow into the Arctic Ocean.Most rivers of the central U.S. flow into the Gulf of Mexico via the Mississippi River. Indirectly, this is an Atlantic Ocean drainage.Rivers on the east side of Mexico and Central America also drain into the Gulf of Mexico.Rivers around the Great Lakes and along the entire east coast of Canada and the U.S. flow directly into the Atlantic Ocean.South America has a true east-west continental divide. Everything east of the Andes flows into the Atlantic Ocean and everything west flows into the Pacific. The Continental Divides of the Rest of the World It is easiest to talk about the continental divides of Europe, Asia, Africa, and Australia as a whole because many of the drainage basins span all four continents. The Atlantic Ocean:  Along the entire western coast of Europe and Africa, the rivers flow into the Atlantic Ocean.The Mediterranean Sea: The southern part of Europe, most of the country of Turkey, and many rivers in the northern part of Africa drain into the Mediterranean Sea. Most notably, the Nile River  flows north and has a drainage basin that reaches south past the equator.The Indian Ocean:  Ã‚  The rivers of countries that surround the Indian Ocean flow into it. This includes most of the eastern coast of Africa, the Middle East, India, and Southeast Asia as well as the majority of  Australia.The Pacific Ocean: Along the eastern coast of Asia and Australia, the rivers flow into the Pacific Ocean. This includes China and much of Southeast Asia along with all of the island nations that fill this area of the Pacific.The Arctic  Ocean:  The majority of Russian rivers flow into the Arctic Ocean.Endorheic Basins: Asia and Africa are home to the largest endorheic basins whe re the rivers empty into deserts, large lakes, or inland seas.

Health Determinants For Jamaica By Jamaica - 1404 Words

Health Determinants for Jamaica The island of Jamaica is located in the Caribbean Sea, south of Cuba and to the west of Haiti. Jamaica is the largest English-speaking country in the Caribbean with a total land area of 11,000 square kilometers (Kundell, 2009). The country is divided into 14 different districts, called Parishes, with a series of mountain ranges along the northwest and southeast axis of the country (Kundell, 2009). Jamaica inhabits approximately 2.76 million people, with 19.9 percent of them living below the poverty line, as shown in Table 1 (WHO, 2013). According to the latest census, 91.2% of the population is black, 6.2% is mixed, and 2.6% is unknown (NationMaster, 2011). Of the 2.76 million people, around half (48%) of the population lives in rural areas (WHO, 2013). According to the WHO, Jamaica is classified as a lower-middle income economy with a gross national income of 7,310 US dollars (WHO, 2013). 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The Story Of Spain

Question: Write an essay onThe story of Spain. Answer: Introduction The story of Spain in terms of human resource management has increased a lot in last few years. It generally includes labor market turnover, legal aspects in hospitality and marketing strategies sector and relationships between human resources practices. The Human Resource Management is the most essential part of an organizational management. This report has presented various human resources management issues in context with these two companies. This report has reflected and highlighted the diversity issues relating to the context. It holds very important prospects in staffing, designing work and employees compensation and benefits. In this assignment, this report has highlighted the core concepts of basic human resources management issues in an organization with specific types of talent at each company needs. Overview of the Company This report has chosen the small startup company as Mythos360 and large multinational company as Privalia. Both the companies are duly associated with e-commerce sector. The above mentioned two companies are situated in Barcelona, Spain. This report has presented various human resources management issues in context with these two companies. Comparison, Contrast and Analyze the HRM Issues and Challenges faced by the Company This report has highlighted some HRM issues in Mythos360 Company which generally include aging workforce, diverse workforce and skill deficiencies workforce. The prevailing challenges in Mythos360 Company is project focus challenge, technologist as a manager challenge, generational challenge, salesman role challenge and labor market exuberance challenge (Purce 2014). This report has reflected various Human resource management (HRM) issues in Privalia which comprises of compensation issues, employees functions issues and tax and insurance considerations. The overcoming challenges of HRM in Privalia include globalization, employee selection, training and development and managing conflicts (Hoque 2013). As mentioned above, the various issues and challenges; the most common types of issues that is generally faced in recruiting employee from different countries and compensation issues (Ulrich 2013). As small startup companies are unable to invest a large sum of money in share market; the company faces a minimal loss; whereas the large multinational company Mythos360; has good revenue turnover has large infrastructural amenities and its priority is set according to market segmentation (Bratton and Gold 2012). Specific Issues in terms of recruiting staff from other countries There are specific types of issues that are commonly faced in terms of recruiting staff members from other countries (Purce 2014). This report has highlighted those issues in context with Mythos360 and Privalia e-commerce companies. Some specific issues are:Cultural Adjustments: It generally includes multinational experience, culture awareness, ability to accept the latest diversity and culture adaptability (Hoque 2013). In both the companies This report has imagined that these common issues are faced by most of an organizational management; that led the social factors in recruiting multinational staff members. Communication Skills: It comprises of capabilities of languages, listening skills, in verbal awareness and unable to solve conflicts (Buller and McEvoy 2012). In Mythos360 Company these issues are faced since three months ago. In Privalia Company also communication skills biased are seen comparatively.Organizational requirements: In a company like Privalia and Mythos360 the is sue of organizational requirements generally includes organizational knowledge, job related skills and technical abilities (Hendry 2012). This is commonly undertaken by local human resource function under the strict participation and guidance of the human resource of the parent company. Evident of HRM Policies from the Company website and Connection with the understandings of the fundamentals of HRM Evidence From the company website there is no proper significance of Human resource management (HRM) policies evident. This report has evaluated the HRM policies with reference to another company that are also situated in Spain. The evidence based HRM has been segregated into three major segments which generally includes actual measurements, existing data and research studies (Hoque 2013). Based on the above study, this report has identified that the two companies (Mythos360 and Privalia) are totally interrelated with the concepts of Human resource management (HRM) policies. This report has reflected and highlighted the diversity issues relating to the context. Some of these are mentioned below: respect in the workplace, conflicts, lifestyle acceptance, cultural and ethical differences, communication and harassment, discussion of political threatens and gender disparity (Buller and McEvoy 2012). Additionally, there are more diversity issues that affects the concept if HRM policies in a common workplace environment. This report has analyzed varieties of articles and surveys; and comes to conclusion that the evidence of Human resource management (HRM) policies is clearly pointed towards the company management. Specific types of talent that each Company needs There are various types of talent that each company requires. This report has highlighted some specific types of talent that each company (Mythos360 and Privalia) needs. Some of these are: 1. The company management needs the human resource manager as knowledgeable and experts in the field of human resources. The successful Human resource management (HRM) managers must have zeal to update its knowledge in latest trends and practices in human resources.2. Maximum company management wants to appoint a human resource manager as a good approachable, time management, self discipline, decision maker, business acumen and trust advisor towards an organization (Purce 2014).3. The major talent of human resource manager is metric oriented. The successful HR manager must have flair of specific metrics as they are helpful in impoverishing several processes in the organization.The company management needs these types of talent because there are various types of issues and challenges that are going to face by every organizational management. Some of these include: change management, development and learning, retention of staffing, cost benefits and measurement of human resource effectiveness (Ulrich 2013). Apart from this, the two companies Mythos360 and Privalia also need to adopt these talents as a challenge. Effective Management of HRM talent in a Company Prospective Based on the above study, This report has identified that the two companies Privalia and Mythos360 has adopted and implemented various concepts to manage the human resource management talent effectively (Maertz and Boyar 2012). From the above research, This report has identified some valuable points by which it can be proved that the companies are trying to manage the talent effectively. Some of the points include: Mythos360 has make some changes in retaining the best employees, improved valuable products and services. The company has also reduced the work load pressure from human resource management department (Hendry 2012). While, the company Privalia started to build social relationships with company staff members. The company has expanded the Human resource management (HRM) team in two divisions; in order to work effectively and efficiently in a common workplace environment. Conclusion This assignment concludes with the broad concepts of various human resource management issues prevailing in Startup Company and in large multinational companies of Spain. The Human Resource Management holds very important prospects in staffing, designing work and employees compensation and benefits of an organizational management. This report has highlighted the issues associated with recruiting employees from different countries, evident of human resource management policies evident from the company websites. In this assignment, this report has highlighted the core concepts of basic human resources management issues in an organization with specific types of talent at each company needs. This report has evaluated the HRM policies with reference to another company that are also situated in Spain. Apart from this, the two companies Mythos360 and Privalia also need to adopt these talents as a challenge. This assignment is very useful because it gives the advance knowledge of human resou rce related issues that prevails in common company management. References Bratton, J. and Gold, J., 2012. Human resource management: theory and practice. Palgrave Macmillan.Buller, P.F. and McEvoy, G.M., 2012. Strategy, human resource management and performance: Sharpening line of sight. Human resource management review, 22(1), pp.43-56.Hendry, C., 2012. Human resource management. Routledge.Hoque, K., 2013. Human resource management in the hotel industry: Strategy, innovation and performance. Routledge.Kehoe, R.R. and Wright, P.M., 2013. The impact of high-performance human resource practices on employees attitudes and behaviors. Journal of management, 39(2), pp.366-391.Maertz, C.P. and Boyar, S.L., 2012. Theory driven development of a comprehensive turnover attachment motive survey. Human Resource Management, 51(1), pp.71-98.Purce, J., 2014. The impact of corporate strategy on human resource management. New Perspectives on Human Resource Management (Routledge Revivals), 67.Renwick, D.W., Redman, T. and Maguire, S., 2013. Green human resource managem ent: A review and research agenda. International Journal of Management Reviews, 15(1), pp.1-14.Riley, M., 2014. Human resource management in the hospitality and tourism industry. Routledge.Ulrich, D., 2013. Human resource champions: The next agenda for adding value and delivering results. Harvard Business Press.