American Revolution, Major General Nathanael Greene

Major General Nathanael Greene (August 7,  1742–June 19, 1786) was one of General George Washingtons most trusted subordinates during the American Revolution. Initially commanding Rhode Islands militia, he earned a commission in the Continental Army in June 1775 and within a year was leading large formations in Washingtons command. In 1780, he was given command of American forces in the South and conducted an effective campaign that greatly weakened British forces in the region and ultimately forced them back to Charleston, South Carolina. Fast Facts: Nathanael Greene Rank: Major GeneralService: Continental ArmyBorn: August 7, 1742 in Potowomut, Rhode IslandDied: June 19, 1786 in Mulberry Grove Plantation, GeorgiaParents: Nathanael and Mary GreeneSpouse: Catharine LittlefieldConflicts: American Revolution (1775–1783)Known For: Siege of Boston, Battle of Trenton, Battle of Monmouth, Battle of Guilford Court House, Battle of Eutaw Springs Early Life Nathanael Greene was born on August 7, 1742, in Potowomut, Rhode Island. He was the son of a Quaker farmer and businessman. Despite religious misgivings about formal education, the young Greene excelled in his studies and was able to convince his family to retain a tutor to teach him Latin and advanced mathematics. Guided by future Yale University president Ezra Stiles, Greene continued his academic progress. When his father died in 1770, he began to distance himself from the church and was elected to the Rhode Island General Assembly. This religious separation continued when he married the non-Quaker Catherine Littlefield in July 1774. The couple would ultimately have six children who survived infancy. American Revolution A supporter of the Patriot cause during the American Revolution, Greene assisted in the formation of a local militia near his home at Coventry, Rhode Island, in August 1774. Greenes participation in the units activities was limited due to a slight limp. Unable to march with the men, he became an avid student of military tactics and strategy. As such, Greene acquired a substantial library of military texts, and like fellow self-taught officer Henry Knox, worked to master the subject. His devotion to military affairs led to his expulsion from the Quakers. The following year, Greene was again elected to the General Assembly. In the wake of the Battle of Lexington and Concord, Greene was appointed as a brigadier general in the Rhode Island Army of Observation. In this capacity, he led the colonys troops to join in the siege of Boston. Becoming a General Recognized for his abilities, Greene was commissioned as a brigadier general in the Continental Army on June 22, 1775. A few weeks later, on July 4, he met General George Washington and the two became close friends. With the British evacuation of Boston in March 1776, Washington placed Greene in command of the city before dispatching him south to Long Island. Promoted to major general on August 9, he was given command of Continental forces on the island. After constructing fortifications in early August, he missed the disastrous defeat at the Battle of Long Island on the 27th due to a severe fever. Greene finally saw combat on September 16, when he commanded troops during the Battle of Harlem Heights. Engaged during the later part of the battle, his men helped push the British back. After he was given command of American forces in New Jersey, Greene launched an abortive attack on Staten Island on October 12. Moved to command Fort Washington (on Manhattan) later that month, he erred by encouraging Washington to hold the fort. Though Colonel Robert Magaw was ordered to defend the fort to the last, it fell on November 16, and more than 2,800 Americans were captured. Three days later, Fort Lee across the Hudson River was taken as well. Philadelphia Campaign Though Greene was blamed for the loss of both forts, Washington still had confidence in the Rhode Island general. After falling back across New Jersey, Greene led a wing of the army during the victory at the Battle of Trenton on December 26. A few days later, on January 3, he played a role at the Battle of Princeton. After entering winter quarters at Morristown, New Jersey, Greene spent part of 1777 lobbying the Continental Congress for supplies. On September 11, he commanded a division during the defeat at Brandywine, before leading one of the attack columns at Germantown on October 4. After moving to Valley Forge for the winter, Washington appointed Greene quartermaster general on March 2, 1778. Greene accepted on the condition that he be allowed to retain his combat command. Diving into his new responsibilities, he was frequently frustrated by Congress unwillingness to allocate supplies. After departing Valley Forge, the army fell upon the British near Monmouth Court House, New Jersey. In the resulting Battle of Monmouth, Greene led the right wing of the army and his men successfully repulsed heavy British assaults on their lines. Rhode Island That August, Greene was sent to Rhode Island with the Marquis de Lafayette to coordinate an offensive with French Admiral Comte dEstaing. This campaign came to a dismal end when American forces under Brigadier General John Sullivan were defeated on August 29. Returning to the main army in New Jersey, Greene led American forces to victory at the Battle of Springfield on June 23, 1780. Two months later, Greene resigned as quartermaster general, citing Congressional interference in army matters. On September 29, 1780, he presided over the court-martial that condemned spy Major John Andre to death. After American forces in the South suffered a serious defeat at the Battle of Camden, Congress asked Washington to select a new commander for the region to replace the disgraced Major General Horatio Gates. Going South Without hesitation, Washington appointed Greene to lead Continental forces in the South. Greene took command of his new army at Charlotte, North Carolina, on December 2, 1780. Facing a superior British force led by General Lord Charles Cornwallis, Greene sought to buy time to rebuild his battered army. He divided his men in two and gave command of one force to Brigadier General Daniel Morgan. The following month, Morgan defeated Lieutenant Colonel Banastre Tarleton at the Battle of Cowpens. Despite the victory, Greene and his commander still did not feel the army was ready to engage Cornwallis. After reuniting with Morgan, Greene continued a strategic retreat and crossed the Dan River on February 14, 1781. Due to flood waters on the river, Cornwallis elected to return south to North Carolina. After camping at Halifax Court House, Virginia, for a week, Greene was sufficiently reinforced to recross the river and begin shadowing Cornwallis. On March 15, the two armies met at the Battle of Guilford Court House. Though Greenes men were forced to retreat, they inflicted heavy casualties on Cornwallis army, compelling it to withdraw toward Wilmington, North Carolina. In the wake of the battle, Cornwallis decided to move north into Virginia. Greene decided not to pursue and instead moved south to reconquer the Carolinas. Despite a minor defeat at Hobkirks Hill on April 25, Greene succeeded in retaking the interior of South Carolina by mid-June 1781. After allowing his men to rest in the Santee Hills for six weeks, he resumed the campaign and won a strategic victory at Eutaw Springs on September 8. By the end of the campaign season, the British were forced back to Charleston, where they were contained by Greenes men. Greene remained outside the city until the wars end. Death With the conclusion of hostilities, Greene returned home to Rhode Island. For his service in the South, North Carolina, South Carolina, and Georgia all voted him large grants of land. After being forced to sell much of his new land to pay off debts, Greene moved to Mulberry Grove, outside of Savannah, in 1785. He died on June 19, 1786, after suffering from heat stroke.

Bp Oil Spill On The Gulf Of Mexico - 1249 Words

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Hong Kong Reflections By John Carroll - 2205 Words

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Services Marketing Product and Branding

Question: Discuss about the Services Marketing for Product and Branding. Answer: Introduction: Presently Marriot Hotels and Resorts is a well-known brand of full service hotels and resorts. The head office of the company is based on Washington DC and the company operates in more than 60 countries. The Marriot hotels and restaurants is a brand of service proving industry and it has gained an excellence in service staff (Nickson 2013). The company has also gained a reputation that has made the company one of the best in its genre. In this report the Marriot Hotel, Brisbane will be considered and the interaction between the customers and the hotels management will be the sole focus of this report. Marriotts being a successful leader in the industry of hospitality is very successful in maintaining an extraordinary relationship between its staffs and the customers (Kim and Sturman 2012). Service encounter and its managerial impacts: In order to understand the service encounter it is necessary to gain a broader overview about the service blueprint of the organization. This will help to understand the concept of service encounter in an efficient manner. The majority of processes that takes place in the Marriot hotel are driven by the encounter between the guests (Kim and Sturman 2012) and the employee of the organization. Therefore, it can be said that the organization has successfully established a culture and structure that helps it to continue with the service driven model. These processes in the Marriot hotel can be represented with the help of a service blueprint. Customer Actions, Visible contact actions by the employees, Invisible contact actions of the employees, support process and physical evidence are the main components of a service blueprint. These factors include a wide range of factors such as the actions and steps taken by the customers, their behavior, the way the staffs of the organization handles the customers. These also include the back stage and front stage processes undertaken within the organization (Kim and Sturman 2012). The market place for the service sector is becoming more competitive day by day it is becoming more and more important for the physical goods or the services to become good enough so that it can provide competitive advantage. The creation of competitive advantage is leaded by the development of each and every element in the customer relationship process. This especially includes service encounters. The term service encounter is defined as the process by which the customer directly interacts with any kind of services provided by the organization (Kim and Sturman 2012). Therefore, the managerial implication of the service encounter is that, the management should enhance the strategic framework of the organization in such a way so that in the process of a value generating system service encounter should be more focused so that the business can remain prosperous. Now the front stage and back stage operations of Marriot Hotels and Resorts will be described in this report, Any service providing organization can be divided into two different components namely the front stage components and the back stage components. The front stage component of the company is constituted by the actions or steps which are used to communicate and interrelate with the guests (Sampson 2012). Hence, the employees working at the front stage services should be well versed about the types of services provided by the organization and they should necessarily possess the inevitable skills in order to ensure the service delivery model of the organization is flawless. On the other hand, the employees of back stage operations are responsible for dealing with the services that are not directly associated with the customers. These employees are equipped with the specific skills to control how the front stage services are rendered. Therefore, for a company to become successful in the service industry should possess a proper harmony between the front stage and the back stage operations ( Shulman 2016). Figure: Flow chart depicting the front stage and back stage operations (Source: Hewitt and Hellier 2015) Font stage functions: The flowchart above depicts the main stages of service encounter between the clients and the management of the hotel. The chart portrays both the front stage as well as the back stage functions. In the case of front stage functions it covers the maximum part of the service delivery process (Haksever and Render 2013). In Marriot the service delivery process is typically identical with that of a hotel. The front stage functions start with the behavior of the customers and the actions taken by the employees of the organization. The front stage operation includes greeting the customers while having a positive attitude, help them to check in, handling their personal information, handling the enquiries and arranging baggage transport for them etc. Each of this process will definitely possess physical evident that the customers may or will use for the purpose to influence their own perception (Fisk et al. 2013). In the case of front stage operations the employees must possess certain empowe rment as they have to amend their delivery of services in accordance with the need of the customers. This front stage operations are co0nsidered as more work intensive as the employees operating at the front stage are required to manage the guests, their needs, other employees and the management of the organization as well. Back stage operations: The back stage operations are simply the operations undertaken by the supporting departments. These operations are the proper predecessor of the front stage functions in the cycle of service delivery mechanism. Customers or the guests cannot visualize these activities. Employees who are operating at the back stage will not communicate or interact with the guests directly in a normal situation (Lfgren 2015). In Marriot hotels and resorts the back stage operations will include management of sales and marketing, human resource management, kitchen maintenance, financial management and hotel security etc. Though the customers do not face these services on a face to face level, these services are essential for the success of the front stage services. In order to summarize it can be said that, to establish a proper service system network the collaboration between front stage operation and the back stage operations are essential. This will ensure the success of the service industry. In the context of the managerial implication, the success of the management lies within bridging the gap between these two stages of operations. The successful bridging of the gap will lead the organization towards prosperity. Reference List: Fisk, R.P., Grove, S.J. and John, J., 2013.Services marketing interactive approach. Cengage Learning. Haksever, C. and Render, B., 2013.Service Management: An Integrated Approach to Supply Chain Management and Operations. FT Press. Hewitt, P. and Hellier, J., 2015.Steve Marriott: All Too Beautiful. Dean Street Press. Kim, D. and Sturman, M.C., 2012. HR Branding: How Human Resources Can Learn from Product and Service Branding to Improve Attraction, Selection, and Retention. Lfgren, O., 2015. Staying in Hotels.Popular Culture as Everyday Life, p.275. Nickson, D., 2013.Human resource management for hospitality, tourism and events. Routledge. Sampson, S.E., 2012. Visualizing service operations.Journal of Service Research, p.1094670511435541. Shulman, D., 2016.The Presentation of Self in Contemporary Social Life. SAGE Publications.