Alexander the Great and the Battle of Chaeronea

Alexander the Great and the Battle of Chaeronea Conflict Date: The Battle of Chaeronea is believed to have been fought around August 2, 338 BC during King Philip IIs wars with the Greeks. Armies Commanders: Macedon King Philip IIAlexander the Greatapprox. 32,000 men Greeks Chares of AthensLysicles of AthensTheagenes of Boeotiaapprox. 35,000 men Battle of Chaeronea Overview: Following unsuccessful sieges of Perinthus and Byzantium in 340 and 339 BC, King Philip II of Macedon found his influence over the Greek city-states waning. In an effort to reassert Macedonian supremacy, he marched south in 338 BC with the goal of bringing them to heel. Forming his army, Philip was joined by allied contingents from Aetolia, Thessaly, Epirus, Epicnemidian Locrian, and Northern Phocis. Advancing, his troops easily secured the town of Elateia which controlled the mountain passes to the south. With the Elateias fall, messengers alerted Athens to the approaching threat. Raising their army, the citizens of Athens dispatched Demosthenes to seek assistance from the Boeotians at Thebes. Despite past hostilities and ill-will between the two cities, Demosthenes was able to convince the Boeotians that the danger posed by Philip was a threat to all of Greece. Though Philip also sought to woo the Boeotians, they elected to join with the Athenians. Combining their forces, they assumed a position near Chaeronea in Boeotia. Forming for battle, the Athenians occupied the left, while the Thebans were on the right. Cavalry guarded each flank. Approaching the enemy position on August 2, Philip deployed his army with its phalanx infantry in the center and cavalry on each wing. While he personally led the right, he gave command of the left to his young son Alexander, who was aided by some of the best Macedonian generals. Advancing to contact that morning, the Greek forces, led by Chares of Athens and Theagenes of Boeotia, offered stiff resistance and the battle became deadlocked. As casualties began to mount, Philip sought to gain an advantage. Knowing that the Athenians were relatively untrained, he began withdrawing his wing of the army. Believing a victory was at hand, the Athenians followed, separating themselves from their allies. Halting, Philip returned to the attack and his veteran troops were able to drive the Athenians from the field. Advancing, his men joined Alexander in attacking the Thebans. Badly outnumbered, the Thebans offered a stiff defense which was anchored by their elite 300-man Sacred Band. Most sources state that Alexander was the first to break into the enemys lines at the head of a courageous band of men. Cutting down the Thebans, his troops played a key role in shattering the enemy line. Overwhelmed, the remaining Thebans were forced to flee the field. Aftermath: As with most battles in this period casualties for Chaeronea are not known with certainty. Sources indicate that Macedonian losses were high, and that over 1,000 Athenians were killed with another 2,000 captured. The Sacred Band lost 254 killed, while the remaining 46 were wounded and captured. While the defeat badly damaged Athens forces, it effectively destroyed the Theban army. Impressed with the Sacred Bands courage, Philip allowed the statue of a lion to be erected on the site to commemorate their sacrifice. With victory secured, Philip dispatched Alexander to Athens to negotiate a peace. In return for terminating hostilities and sparing the cities that had fought against him, Philip demanded pledges of allegiance as well as money and men for his planned invasion of Persia. Essentially defenseless and stunned by Philips generosity, Athens and the other city-states quickly agreed to his terms. The victory at Chaeronea effectively reestablished Macedonian hegemony over Greece and led to the formation of the League of Corinth. Selected Sources Diodorus of Sicily: Battle of ChaeroneaAncient History Sourcebook: Battle of Chaeronea

Sir Winston Churchill essays

Sir Winston Churchill essays Churchill, Sir Winston Leonard Spencer, British politician and prime minister of the united kingdom, widely regarded as the greatest British leader of the 20th century. Churchill is celebrated for his leadership during WW2 . His courage, decisiveness, political experience, and vitality gave him what it took to lead his country through one of the most desperate struggles of British history. Winstons public life extended from the reign of queen Victoria to the cold war. During his long political career , Churchill held every office possible except for foreign minister .Churchill was also known for the many books he published about British politics and history. his command for the English language not only made him a great orator but also earned him a noble prize for literature in 1953. Winston Churchill was born at Blenheim palace, which was his familys ancestral seat in Oxfordshire , on November 30, 1874. He was the oldest son of his father, Lord Henry Randolf Henry Spencer Churchill, who was a British statesman who became a leader of the house of commons. Because of his familys status Churchill attended school at Harrow school, where he studied the classics. In school he was known for his good memory, but also his stubbornness .Since he was a chile Churchill was fascinated with soldiers and warfare, he often played with a set of lead soldiers in his family nursery, and after harrow he graduated from the royal military college with honors. Early in 1895 his father died, Churchill who was only 20 years old was commissioned as a second lieutenant in the 4th queens own hussars, a regiment of the British army . Churchills first military assignment was to go to Cuba for a British newspaper to follow a rebellion. On his 21st birthday he was in the Cuban jungle and came under fire for the first time, escaping without injury. Churchill continued to serve in th ...

Supply Chain Management and Aggregate Planning Essay

Supply Chain Management and Aggregate Planning - Essay Example The supply chain idea basically changes the nature of organizations; control is no longer based on straight ownership and control, but rather based on incorporation across interfaces among functions and companies. This has penalty for the dimension of performance. Traditional dimension approaches may have to be eliminated and a supply chain measurement system developed. Traditional performance actions may limit the potential to optimize supply chains as management does not "see" supply chain wide areas for development. This note raises issues dangerous to measuring supply chain performance. A new dimension approach ought to lead the way for supply chain competitiveness and ought to direct management attention to areas for supply chain optimisation. A beginning structure for measuring immeasurable performance is developed. "One can frequently divide the work a program does into theoretically separate tasks: each encapsulates a control flow and the whole task accesses some common, shared state. High-performance program frequently written with preventative task management wherein implementation of task can intersperse on uniprocessors or over lap on multi processors. The conflicting approach, serial task Management, run each tasks to attainment before starting the next task. Its advantage is that there is no divergence of access of the shared state, one can define inter-task invariant on the shared state and be assured that as the one task is running no other variants can infringe the invariant. The strategy is unsuitable however when one wishes to exploit multiprocessors parallelism, or when slow task have to not defer afterward task for a long time." (Adya, Howell, Theimer, Bolosky, Douceur, 2000) Aggregate planning: Once the strategic choice has been made operation manger move to the planned operations decisions. No doubt, aggregate planning deals with planning the in general production activities and the operating resources required to do them. The arrogate plan provides a big picture to operation manager of the sales insist forecast and capacity plan, aggregate plan establishes account levels and manufacturing rates Conclusion To sum up this discussion we may say that the supply chain concept basically changes the nature of organizations; control is no longer based on direct possession and control, but rather based on incorporation across interfaces connecting functions and companies. Traditional performance events may limit the potential to optimize supply chains as management does not "see" supply chain wide areas for development. A new dimension approach should lead the way for supply chain competitiveness and ought to direct management notice to areas for supply chain optimization. A introduction scaffold for measuring vast performance is developed. Work Cited Arntzen, B., G. Brown, T. P. Harrison and L. Trafton, "Global Supply-Chain Management at Digital Equipment Corporation," Interfaces 25, January 1995, 69-93. Breitman, R.L. and J.M. Lucas, "PLANETS: A Modelling System for Business Planning," Interfaces 17, January-February 1987, 94-106. Chapman, Paul T., "Achieving Operations Excellence Through Better Operations Planning," IIE Solutions, August 1996. 1-7 Chen,