World War II Essay Example for Free

World War II Essay Together, Canada and the United States, on behalf of the Allies, made military contributions in the Second World War, albeit with varying results. Canada had declared war on the Axis Powers only a week after Great Britain and France had made their declarations. The war continued on, and Axis victory was being averted by sheer Allied bravery, even though Britain was near to collapse and France and the rest of Europe had long fallen. Allied victory seemed impossible, until the United States entered the war in December 1941. It was a turnaround and a triumph of American material and logistics superiority. Canadian contributions were not as decisive, yet helped provide stability and note-worthy support to America’s swift and decisive military actions, which helped to bring the war to a predictable end. The Canadian effort was more intrinsic, in nature, and was not very impactful; however Canada’s support to Great Britain proved to be crucial for the latter after the loss of their ally, France and before the Soviet alliance. The participation of Canada, in the Second World War was the largest combined national effort in their short independent history. Canada entered the war willingly, since it realised that Nazi success in Europe could definitely threaten the existence of Western civilization. During the â€Å"Phony War†, from 1940 to 1941, the Royal Canadian Navy helped protect convoys of troops and supplies to Britain. Canada was also the biggest British training ground, with the British Commonwealth Air Training Plan based there. Its military was active in the war from early on – mainly in the Italian Invasion, Northern Europe and North Atlantic. Full-fledged Canadian involvement in war came with the Battle of Dieppe, which was, in reality, a failure for the Allies, but it gave them a first-view of German defences on the French coast, later to be very useful for future operations on D-Day. Canada was also involved in the Allied invasion of Sicily, in 1943 and the D-Day landings, at Juno Beach, in June 1944, both of which proved to be successes. Canada made some minor contributions in the Pacific Theatre including the Battle of Hong Kong, in order to help Britain to defend their royal colony from Japan, which, however, was a failure. Canadian involvement in the Second World War was largely self-gratifying, in a way, as it began to develop a huge war industry of aircraft, military vehicles and cargo carriers’ production, most of which went to Britain, which kept its factories working, which spurred them to keep alive their interest in elping to win the war. The major contribution by the Canadians was the usage of the Corvettes that acted as escorts for supply ships on the way to Britain. Without these supplies, D-Day would never have happened. These military skirmishes and actions kept the war alive, but did not initiate any significant results on their own; however they were a pivotal support force. America’s late entry into the war was made up with its efficient and strategic fighting in battles, which ended the Second World War. Most of American military contributions in Europe were in collaboration with troops from other Allied nations, such as the Italian Campaign, D-Day landings (under American General D. Eisenhower) and the Battle of the Bulge. Starting from the West, Allied forces moved further eastwards, with the United States leading from the front, while Soviet forces attacked westwards, trapping Berlin. Hitler committed suicide, Nazi Germany was in disarray, and the war in Europe was won. It was a victory for American troops, and an overall Allied victory; with this, it seemed to be the â€Å"beginning of the end† for the Third Reich’s rule. On the other hand, the Pacific Theatre was won practically single-handedly by the United States. The entry of the United States into the war was literally forced by Japanese actions, in attacking the American naval base at Pearl Harbor, resulting in the loss of a good portion of the US Navy. Ostensibly, US interests were physically attacked, for the first time in the war, by Japan, and this provoked the United States to enter the war, even though America, straight out of Depression, did not want to get involved in the war directly, but stay on the periphery. The Battles of Coral Sea and Midway followed, and prevented Japanese attack on Oceania. It was at Guadalcanal that America first took the offensive, resulting in a victory. The long-drawn Battle of Okinawa was the final push towards one of the greatest events of World War Two – the atomic bombings of Hiroshima and Nagasaki, which led to subsequent Japanese surrender, and the end of the Second World War. Most American battles were over a shorter span of time, but their strategies were effectual and precise and their military prowess helped to end the war. The American military contributions essentially led to an Allied victory and helped to finish a lingering and indecisive war conclusively. The United States and Canada witnessed no actual war on home soil, but together with Britain, USSR and other Allies, they played a decisive role in securing a victory against Nazi Germany and Fascist Italy. Before the entered the war, both Canada and the United States possessed small militaries, but war mobilization and export of war materials transformed both these countries into mighty military powers by the end of the war, in their own respects. Canadian relations with the US became notably closer during the war. Both USA and Canada were reticent to enter the war, but once they did, their contributions were profound. The contributions of both the nations, albeit in slightly different aspects, helped to sustain and accelerate, and eventually end what became known as the most devastating war of all time.

El Niño, A Non-technical Description :: essays research papers

El Nià ±o, A Non-technical Description An El Nià ±o is a temporary change in the climate of the Pacific ocean, in the region around the equator. You can see its effects in both the ocean and atmosphere, generally in Northern Hemisphere winter. Typically, the ocean surface warms up by a few degrees celsius. At the same time, the place where hefty thunderstorms occur on the equator moves eastward. Although those might seem like small differences, it nevertheless can have big effects on the world's climate. o  Ã‚  Ã‚  Ã‚  Ã‚  What causes it? o  Ã‚  Ã‚  Ã‚  Ã‚  What makes it stop growing? o  Ã‚  Ã‚  Ã‚  Ã‚  What effects does it have? o  Ã‚  Ã‚  Ã‚  Ã‚  How long does it last? o  Ã‚  Ã‚  Ã‚  Ã‚  How often do we get them? o  Ã‚  Ã‚  Ã‚  Ã‚  How well can we predict El Nià ±o? o  Ã‚  Ã‚  Ã‚  Ã‚  A more technical explanation What causes it? Usually, the wind blows strongly from east to west along the equator in the Pacific. This actually piles up water (about half a meter's worth) in the western part of the Pacific. In the eastern part, deeper water (which is colder than the sun-warmed surface water) gets pulled up from below to replace the water pushed west. So, the normal situation is warm water (about 30 C) in the west, cold (about 22 C) in the east. In an El Nià ±o, the winds pushing that water around get weaker. As a result, some of the warm water piled up in the west slumps back down to the east, and not as much cold water gets pulled up from below. Both these tend to make the water in the eastern Pacific warmer, which is one of the hallmarks of an El Nià ±o. But it doesn't stop there. The warmer ocean then affects the winds--it makes the winds weaker! So if the winds get weaker, then the ocean gets warmer, which makes the winds get weaker, which makes the ocean get warmer ... this is called a positive feedback, and is what makes an El Nià ±o grow. Back to top So what makes it stop growing? The ocean is full of waves, but you might not know how many kinds of waves there are. There's one called a Rossby wave that is quite unlike the waves you see when you visit the beach. It's more like a distant cousin to a tidal wave. The difference is that a tidal wave goes very quickly, with all the water moving pretty much in the same direction. In a Rossby wave, the upper part of the ocean, say the top 100 meters or so, will be lesirely sliding one way, while the lower part, starting at 100 meters and going on down, will be slowly moving the other way.

Problems Identified In The Las Cad System

First and foremost, from the investigations carried out, it is clearly shown that the CAD system was not fully mature or on time to be executed. Its users either were not ready or fully prepared to absorb it. The software itself was not comprehensive, it was not appropriately adjusted and finally it was not effusively tested. The flexibility of the hardware was also not tested when in operation and while fully loaded. Problems were also identified with the transmission of data from the mobile data terminals and back.There was also some cynicism about the accurateness of records of the automatic vehicle location system (AVLS). The people who worked in the Central Ambulance Control and the ambulance crew itself, did not trust the system and were neither fully trained about the system. The layout of the control room was changed with the introduction of the CAD system. The staffs working in the control were in a mix up because they were working in a very unfamiliar environment where ther e was not even any paper backup.Due to this, simple problems that they used to solve with their colleagues became monster problems. The CAD system was over ambitiously put in place. It was developed and put into operation in opposition to an impracticable timetable. The project itself was poorly managed and ambiguous from the development phase through the implementation process. Full time professional and qualified project management was lacking. A decision that had been made earlier to implement the full CAD system was erroneous.Putting into place a system such as CAD requires a step by step kind of approach, while establishing the efficiency of each step before moving on to the next. Each step should be justified by analyzing each aspect of it like costs and benefits. It’s true to say that the management, the supplier and all the concerned parties really put all their efforts into the implementation, but due to the fact that they implemented it as a single phase then they h ad no time to do the analysis and hence the couldn’t recognize the connotation of the numerous problems that were in due course to make it fail.Another cause of failure to the system was the fact that most of its users did not own up completely to accept the system. Some of the components of the system were recognized with certain problems over the previous months such that they created an atmosphere of distrust with the staff. Instead of wishing for its success, the staff rather expected a system failure. For the system to work efficiently, it required a number of adjustments to the existing working practices. The senior staff making the implementation had the idea that the system itself would bring about these adjustments.Btu instead most of the staff found it to be an outfitted line of restrictions within which they tried to operate and seem to be flexible with. This brought further perplexity rather than orderliness. The LAS management always attributed the problems of CA D to the misuse of the system by some ambulance crews. But the management did not coincide with the inquiry team which indicated that this would only have been one of the contributing factors, together with many others, that brought to the system failure. In some of the days of month of October (26th and 27th), there was an increase in the number of calls.This was not because of the increase in the number of patients but rather as a result of anonymous replica calls and recalls from the public as they reacted to ambulance delays. On this day the system did not fail from a technical sense but it did what it had been designed to do, though the response times were unacceptable. A substantial amount of the design had terminal defects that cumulatively lead to all of the systems failure. On this day several changes were made to CAC that made it very difficult for the staff to intervene and make corrections to the system.Therefore the system could only identify the location and status of fewer and fewer vehicles. This in effect led to poor, duplicated and delayed allocations; the awaiting list and the exceptional messages piled up in the computers; this pile up caused the system to slow up; this further led to an increase in the number of call backs and finally delays in telephone answering. Each effect reinforced the other. In the morning when the system was fully implemented it was lightly loaded therefore the staff could cope with the various problems and hence the imperfect information in the system about the fleet and its status.As the incidents increased, the incorrect information about the fleet, received by the system increased. Due to the new room configuration and method of operation the allocators were limited in solving the errors. The amount of incorrect information increased with the effects that the system made incorrect allocations thus many vehicles were sent to the same incident or either the closest vehicle was not sent; the system had less resour ces to allocate thus increasing the first effect; the system then placed covered call that had not gone through the amber, red, green status cycle, back on the attention list.a) The system made incorrect allocations: multiple vehicles sent to same incident, or not the closest vehicle sent; b) The system had fewer resources to allocate, increasing the problems of effect a); c) As previously allocated incidents fed through the system, placed covered calls that had not gone through the amber, red, green status cycle, back on the attention waiting list. The last two effects contributed to incorrect allocations, a slowing of the system and uncovered incidents all this leading to delays to patients.Incorrect allocations led directly to patient delays and crew frustration. Crew frustration was further heightened by the prolonged delays before arriving at the scene and more so the reaction of the public. Crew frustration the could be held responsible for those instances when the crew did no t press status buttons correctly or in an incorrect sequence and also, the crew taking different vehicles than those that the logged onto or a different crew or vehicle reporting to the incident.In the month of November, this frustration led to the increase of radio traffic which having been brought about by the radio blockages increased the number of failed data mobilizations and voice communication delays. The increase in the volume of calls together with a slow system and too few call takers caused significant delays in telephone answering and thus an increase in delays to patients. After CAD had developed problems, the staff reverted to using a semi manual mode of operation. They were comfortable with operating this system because they found the computer based call talking more reliable.The vehicle crews were also comfortable owing to the fact that the stations still had limited flexibility in deciding which resource would be allocated to what incident. The radio voice channels were available to assist in clearing up any enlistment understandings. An additional call taking staff had been allocated to certain shifts thus the average call waiting time was considerably reduced. But on another occasion the system failed due to minor programming errors that caused the system to crash.The protocol to be used when changing from the crashed system to the back up system had not been sufficiently tested and therefore at such a point the whole system had to be brought down. Quintessential Glitches As I have put it across here above, there were numerous rudimentary defects in the CAD system and its secondary organization. These problems can be classified simply into three, to bring the whole issue to a summary: i) The need to have a near perfect input information in an imperfect worldii) The meager crossing point between crews, MDTs and the system iii) Unpredictability, sluggishness and operator interface. The system had put so much faith into the near perfect informa tion it received from the vehicle location and the status of the vehicle or its crew. The system did not have accurate information of the vehicle location and the status of that vehicle or its crew. Therefore it became very hard for it to allocate the ideal resources to a certain occurrence. Some poor allocation was attributed to the allocation routines.But though this may be true, it is believed that the majority of allocation errors were caused by the fact that the system did not actually know where the vehicles were located, nether did they know the status of the crew in the vehicles or the vehicles themselves The second point pin points on the poor interface between the teams, the Mobile Data Terminals and the system. The system required perfect or almost perfect information on vehicle location and the status of each of the player parts of the chain. This ran from the crews to the dispatch systems, all of which were expected to operate and cooperate perfectly.But this was not th e case because investigations a few reasons were evident for the system not really knowing vehicle locations or vehicle status. These included a failure by the system to collect or receive all the data, accompanied by a genuine failure by the teams to press the appropriate status button due to the state and the pressure brought by certain incidents. In some black spots there was also poor coverage of the radio system which went hand in hand with the crew failing to press the status button due to frustrations from the re-transmission problems.There was also a radio communications blockage for instance when staff reported for duty and tried to confirm arrival via their vehicle units or Mobile Data Terminals, more so, on very busy periods. Also identified were the missing or swapped call signs. There were defects in the grip routines between the MDTs and the dispatch system. For instance sometimes the MDT would indicate Green and Ok but back in the systems screen the status would be sh own as something very different. Also some crews would intentionally press the wrong buttons or even press them in an incorrect order.Some of the crews would even take different vehicles rather than the ones they logged onto or different crews would respond to different vehicles allocated to them by the system. Some of the vehicle locations were also missing or incorrect. Another fault is where there was very few staff to take calls. All of these faults and defects used to flow in a very connected manner such that the errors were sometimes running concurrently. The third point came about after the system collapsed a number of times just before the end of October in 1992.The most common was the incarceration of computers. The staff had been instructed to reboot their computers incase they locked up. This happened mostly when the computers were doing their back ups or when they were fully loaded. The most common inadequacies included the failure to identify duplicated calls; the lack to prioritize exceptional messages; these exceptional messages and attentions on queue scrolling off the top of allocators’ or attention rectifiers’ computers.The software resources had also been allocated incorrectly; there was general heftiness of the system and finally there were also slow responses to certain computer based activities. THE WAY FORWARD FOR CAD; A SOLUTION TO CAD After going through and analyzing the problems of CAD, the enquiry team had to make certain recommendations so that the implementation of the future CAD would not have any errors. By following these recommendations, then LAS will have a solution to all its problems with CAD. The future CAD system must have the following objectives;i) It must be fully dependable and flexible with completely tested levels of backup. ii) It must be fully owned up by the staff and management within CAC and the ambulance crews. iii) It must be developed and introduced within a time scale which will allow for adeq uate consultation, quality assurance, testing and training while still considering the fact that they want to introduce it earliest possible. iv) The management and staff must have entire, verifiable, poise, in the steadfastness of the system.v) The new CAD must be geared towards improving the level and quality of the provision of ambulance services in the capital. vi) The new system should be introduced step by step while introducing first the steps that give maximum benefits. vii) Finally, any venture in the new system should be safe guarded and put forth into the new system if and only if it does not compromise the above objectives. REFERENCE Anthony Finkelstein (February 1993): Report of the Inquiry Into The London Ambulance Service. International Workshop on Software Specification and Design Case Study

Case Analysis Tire Rack - 1314 Words

1. Case Introduction Somebody ought to stock a few of every tire, sell them over the phone, and ship them, thought Mike Joines when he had trouble finding the right performance tires for his sports coupe. Joines approached his father-in-law, Peter Veldman and help him open a retail tire store. After seven years, they were making so may phone orders; they closed the store and added phone lines. Veldman now is president and patriarch of Tire Rack, a family-owned Internet and mail-order tire retailer. His wife, four of their six children and two son-in-law also work for Tire Rack. Tire Rack sells name-brand tires to consumers and to other retailers. For consumers, Tire Rack ships to its network for recommended†¦show more content†¦In this case, Veldman family has so many people can chosen as the successor and Mr. Peter Veldman has not had any succession planning yet although he is now over 70 years old. 3. Recommendation 3.1 Human Resource Management In my opinion, why not Veldman family looks for someone more capable than them, to do the job for them, so that company can move forward in a more professional way? Even though they have experience, there is still a certain limit. If they carry on like this, they will not move forward, they will stay where they are. An outside manager can bring fresh ideas as well as external expertise to the company and make more profits for it. (Lam, 2007) 3.2 Marketing Strategies Edmonds – Veldman daughter and vice president in charge of customer service of Tire Rack, says word of mouth and references are still our biggest source of new customers†. Tire Rack not only operates well but also need a great development. Therefore, they should develop marketing strategies to promote their product. The followings are three steps that Tire Rack can use to develop a marketing strategy †¢ Setting objectives Marketing objectives should be tied in with the company’s competitive edge and flow from its mission statement. †¢ Choosing target market This step can be done by using market segmentation to divide the market into distinct groups of customer withShow MoreRelatedAutomobile and Roll Cage Analysis1650 Words   |  7 Pagesoutlines the design and analysis of the Efficycle 2012 - Green Rhinos three wheeled vehicle. DESIGN METHODOLOGY: The designing of the vehicle has been carried after studying the various designs of the fore-mentioned trikes, followed by its advantages and disadvantages.All the design issues were studied and an attempt has been made tosolve them in the present design. Then, the design is subjected to various load conditions at the sides and front with finite element analysis using ANSYS. It wasRead MorePorsche Canada Essays782 Words   |  4 PagesBUSN 6150 – Advanced Marketing Management Porsche Canada: Selling Winter Driving Shuai Chen (Shawn), T00025213 1. What does a financial analysis of Rawlinson’s options reveal? Assume that Rawlinson has a $500,000 budget and Porsche dealers and Porsche Canada earn a margin of 15% each on its winter equipment. Winter equipment sale promotion is one of the most important events for auto companies. Following the assumption, Jasmin Rawlinson, the director of marketing for Porsche Canada, has a $500Read MoreImpact of Maintenance Activities on the Environment3017 Words   |  13 Pagesaccording to the methodology defined in any Environmental Analysis input/output box method, this analysis shall also identify which of the various regulatory frameworks should be applied when maintaining a product, as well as other commitments or company policies to be complied with: The result of this streamlined analysis shall be improved knowledge and identification of the significant environmental impacts related to maintenance operations. Analysis and optimization of the preventive maintenance (PM)Read MoreSwot Analysis : Agarwal Cycles2676 Words   |  11 Pagesbenefited greatly by the great operating relationships Hub had developed with the varied suppliers sales representatives, UN agency advocated on Hub s behalf. 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REFERENCES†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦12 APPENDICES†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 14 APPENDIX 1: SWOT ANALYSIS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 14 APPENDIX 2: PORTER’S FIVE FORCES FRAMEWORK†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 16 LIST OF ABBREVIATIONS AND GLOSSARY OF TERMS |Abbreviation or term |Detailed description Read MoreInternet Security14081 Words   |  57 Pagesrate of IT staff. 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