WORLD WAR II IN THE PACIFIC THEATER Essay Example | Topics and Well Written Essays - 1500 words

WORLD WAR II IN THE PACIFIC THEATER - Essay Example 10. The main strategic objective Admiral Nimitz included in almost all his operational directives to Task Force Commanders was: A. Related to the situation at hand; a secondary objective of sinking Japanese carriers if the opportunity existed; and risk was acceptable.11. Advantages of the Southwest Pacific thrust of the multi-pronged U.S. Pacific strategy included all of the following except: A. A lack of unity of command at the operational level in that the Australian commander, General Sir Thomas Blamey, was co-equal with the American, General Douglas MacArthur, which inhibited some operations, but ultimately improved Allied command relationships.12. While U.S. grand strategy emphasized "Europe First," by the end of 1943, the flow of resources and manpower from America in both theaters remained basically equal. Why was this so B. With the landings in the Aleutian Islands the Japanese were a serious threat to the West Coast of the United States. 13. The decisive factor for U.S. success in the Pacific Theater in World War II was the: B. Outstanding decision process resulting in both operational and strategic success in the carrier battles of World War II. 14. The dominant element among Japanese leaders in the strategic debate prior to Pearl Harbor was: B. Admiral Isoroku Yamamoto15. The Navy's role in Japanese strategy was: C. Essential to attainment of overall Japanese political objectives as only the Japanese Navy could secure the "Southern Resource Area" vital to the Japanese economy and war effort.... B. They arrayed the nearly 200 ships they employed in the action in widely separated and non-reinforcing groups, thus depriving themselves of the opportunity for a decisive night action with battleships and cruisers against the surviving U.S. carriers. A. A lack of unity of command at the operational level in that the Australian commander, General Sir Thomas Blamey, was co-equal with the American, General Douglas MacArthur, which inhibited some operations, but ultimately improved Allied command relationships. C. The carrier Enterprise, under repairs for the bomb hits she took during the Battle of the Eastern Solomons, did not arrive in theater until 24 October and the U.S. would thus have only the carrier Hornet available. D. lack of aircraft carriers since, after the battle, the U.S. was down to a single carrier and had to rely on the British to provide H.M.S. Victorious until U.S.S. Saratoga returned to Fleet service and other new-construction carriers started to join the Fleet 30. A strategy is only as good as the Material Dimension that supports it. In terms of the U.S.

Leadership Position.Cross Cultural Decision Making Assignment

Leadership Position.Cross Cultural Decision Making - Assignment Example International business ethics is of high value, especially when team members originate from other countries. It is a spicy mixture, if team members originate from UK, Brazil, Egypt and Colombia.   A mixture of Eastern and Western culture is an effective conglomerate, but it may take time and effort to make this unity successful. A diverse world requires numerous opportunities and gives many chances for goals realization either by individuals or by the company. A leader is a mediator of relations between employees and organization. From his apt communication of goals depends future performance of the organization. A current task is challenged by international nature not only of its team members, but also by location of plants. The first plant is based in Ireland and the second plant is located in Honduras.   Raw materials come from different international companies. Manufacturing plants are located in different countries and it is very much important that cultural differences in c ommunication among employees of the plants should be properly considered by a leader. For example, lingual and cultural barriers can exist. To overcome them a wise leader should set correct goals and inspire team members of high performance by means of rewards. ... That is why it is very important for employee the way he is perceived by the leader and other members of his team. Therefore, to motivate employees from different countries, it is possible to take the following steps: to choose between need-based models of motivation and process-based models of motivation. In accordance with Hofstede (2003), the first type of model is based on social orientation, power orientation, uncertainty orientation, and goal orientation. This approach is relevant to representatives of uncertainty-avoiding cultures, when employees are focused on job stability and a personal security. It is better to implement reinforcement, which leads to positive outcomes and avoid punishment, which leads to negative outcomes (Trompenaars, 2004). To avoid misunderstanding, it is better for managers to develop his practices in compliance with a formal code of ethics of the organization. Ethical dilemmas can be dealt in interactive way, when members of organization have an oppor tunity of trainings visiting, which are mainly focused on ethical aspects of business (Alanazi & Rodrigues, 2003). Social responsibility is another integrative element of a successful international leadership. Basic human needs of employees, their rewards, promotion and support should be of high importance for the modern leaders. A modern process of decision making should be regulated by a leader with respect to the following facts: â€Å"a set of social relations  which includes consumption patterns, market regulations, ownership and control structures, labor conditions, government decision making, and the motivations and aspirations of the actors involved† (Thompson 1994, p. 4). Especially in the international context these factors play even