TESCO Human Resources Management Company

TESCO Human Resources Management Company TESCO (Tesco translation of the Chinese mainland and Taiwan Tesco translation), a large British supermarket chain. It is currently the UKs largest retailer, is second only to Wal-Mart (USA), Carrefour (France) and Home Depot (USA), the worlds fourth largest supermarket group. TESCO supermarkets first started selling the food, and gradually extended to clothing, electrical appliances, customer financial services, Internet services and telecommunications services. As of February 2006, TESCOs turnover (52 weeks) reached 38.3 billion pounds. à ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ã‚ ¢ TESCOs founder Jack Cohen, who in east London since 1919, a market selling food. TESCO The name first appeared in 1924, the first store opened in London in 1929. In 1947, the company listed on the London Stock Exchange. In 1948, the first self-service shops open for business, to date, it remains the city as a TESCO store (Metro) operations. Tesco was founded in 1919, is the UKs leading retailer, is one of the worlds top three retailers. Tesco in the world with more than 2,800 stores and distribution in 12 countries. Per week more than 3,000 million customers around the world to provide quality services. Tesco has become the annual sales of 46.6 billion pounds (about 712.98 billion yuan) of international retail enterprises in the world Fortune 500 ranking No. 59 and topped the Fortune magazine recently released 2006 the worlds most respected food and medicine shops and in 2006 Britains most respected local enterprises list of the first. Tesco for their customers monograph proud, Tesco in the world established the create value for customers to earn their lifelong trust the core concept, and the tireless efforts to provide customers with the necessary goods and services and put ourselves in aged people and others to treat customers and staff values. In 2004, Tesco entered China. Currently, Tescos has developed into a chain of hypermarkets in China with 48 stores, located in North China (including Beijing and Tianjin), East China (including Shanghai) and South China (including Guangzhou) three regions of the large retail chain TESCO first supermarket in 1956, opened in Essex County, said the house is transformed into a cinemas. First major supermarket was built in 1968, the location is West Sussex. In 1974, TESCO began selling gasoline, and in 1979 its annual turnover of over 1 billion pounds. In 1975, the first high-level department store opened. In 1997 the first large store (Extra) opened. In 1995, TESCO released his first card, and then expand its Internet services business. In the 1990s, it expanded its business to Europe, Ireland and East Asia. July 2001, TESCO began online in the United States food retail business. October 2003, began operating telecom services, including mobile phones and home phone services. August 2004, the official operation of broadband services. (B) TESCO strategy in China 1. China Market Research According to retail consultancy Retail Forward estimates made in 2005, the situation view, within the next four years, China is likely to more than Italy and France as the worlds fifth largest retail market. After all, in China is the worlds seventh-largest retail market after the United States, Japan, Britain, Germany, France and Italy. If current development of the country up to 13 million consumers and is growing the middle class is hard to ignore anyone. According to international consulting firm Bain Co. Predicts that by 2010 the number of Chinas middle class families will be based on the current San Francisco fan, overall spending will be more than 5 trillion. Retail Forward company specializes in the retail market Jingjixuejia Badi Luo also concluded that Chinas retail industry in the past five years, the annual growth rate of 7%, 5% higher than the U.S. growth rate. Market prospects can be seen. Tesco is mainly through the acquisition of Taiwans top new Tesco supermarket group officially entered the domestic market. Since then, Tescos operations in China, significantly speeding up. First, the use of the existing sales network Tesco, Tesco quickly completed in Northeast China, North China, East China market, the strategic layout, the shop in Beijing has also been identified and actively build and are expected to be officially opened in 2007 . Six months later, Tesco has started to look into the development of South China, and in April 2005, the official signing of Guangdong, which laid the foundation of its major expansion in South China, the foundation, the next step, Tesco will be mainly into the retail market in Shenzhen, the initial locations have been selected in Shenzhen Nanshan, new stores are also expected to be officially opened in 2007 signs that, Tesco is launching offensive to the Chinese market. In this regard, Tesco has made no secret of their ambitions, Tesco chief executive Lacey has more than once in public, revealed the attempt to catch up with Wal-Mart, Carrefour will. Tescos aim is to do the boss of Chinas retail industry. 2. Main ways Sourcing: Tesco in many countries have established procurement center, which makes Tesco the lowest cost to our customers around the world with cheap goods. In addition, we adopted the cooperation with local suppliers, and they share the Tesco experience in related industries and technologies. China is a can for our shops around the world to provide cheap products sourcing land. Tesco has been in China a lot of purchasing investments. We are sourcing from China worth about 11 billion of products in our stores in all global sales. As our business continues to grow, we expect this number be increased. Distribution: Our warehouse in Shanghai and set up a Commission (DC) and fresh Distribution Center (FFDC). Warehouse and distribution center systems have fresh through strict quality control procedures, advanced equipment and highly trained employees, customers continue to provide quality goods distribution. The logistics and distribution centers also contributed to the environment, so that delivery to each of the number of stores decreased from 100 times a day to only two to three times, thereby reducing traffic congestion. Supermarket operators: In 2004, we have adopted and then Tesco supermarket 25 Ting Hsin International Group to work together to enter the Chinese market. In 2006, we will hold shares from 50% to 90%. We are currently focused on the East China (including Shanghai), North China (including Beijing), South China (including Guangzhou) in these three regions continue to develop our business. In early 2008, we completed all the stores in the countrys image rectification, the existing store was renamed Tesco Tesco. As of the end of May 2008, we have 56 supermarkets in China, hypermarkets, is committed to provide customers with a shopping trip. (C) edge 1. Tescos confidence stems from its main business excels on the Of Tesco, the most proud of is the relationship with customers very well handled, and this is the main source of confidence in Tesco all. Over the years, to provide customers with more quality products and services business growth has been the key to Tesco. Tesco, wrote in the brochure: Our core philosophy is to create enough value for customers, to win the trust of their life. 2. Tesco praised another feature is its promotion of thriving e-commerce Tesco has now become the worlds largest network of supermarket business, its online store orders received each week up to 15 million, need to mobilize 1,000 trucks to placing an in the hands of these goods. Today, Tesco is on its successful experience in promoting e-commerce to open up their markets to any one, I believe the near future, Chinese consumers will also benefit from the crowded supermarket suppressing nausea and narrow the total liberation of the shopping channel out, replaced by a fresh and fast, and highly personalized online orders, the goods sent home immediately. 3. Tesco there is a big difference between its own brand has many Tesco to sell their original is a baked bread and other foods supermarket started, and now it is home to many of the production of goods placed on the supermarket shelves for reference by the customer to buy. So far, Tesco has been gradually introduced in supermarkets in Tesco than 400 own-brand goods in the next five or six years, the number of these proprietary brands are expected to grow to 3,000 species of -4000 species. 4. Tescos other big surprise move is to choose to open up overseas markets in the form of supermarkets As we all know, Tesco began to move out of their own country If we can not, a hypermarket, supermarket are all small and flexible to supermarkets in the form of special in a strange success of the overseas market has become a big unknown. To the Chinese market as an example. China seems all supermarkets are carved out of a mold, we are imitating each other, a high degree of homogeneity. Even so, Tecso still believes he can achieve excellent results. Because Tecso believe that, although models can copy, but the competition between enterprises, the total number of quality is difficult to copy, these unique qualities to become Tescos advantage. Second, human resources management (A) TESCO core concept Advocating people-oriented, our success is inseparable from the customer support and our employees. TESCO only customer satisfaction, goods and services provided, they will care again. Only employees feel their pay can be paid off, they will redouble their efforts to provide customers with even better service. Our philosophy is to create value for customers to earn their lifelong trust. We hope they will become repeat customers, often care for our supermarket. Our values reflected in how we treat our customers and employees: We put ourselves in, appreciate others. (B) Career development In one of the worlds top three retailers TESCO Group, each employee has the full freedom and career development opportunities. We respect each employees personal interests, talents, and enthusiasm. Staff are encouraged to pay their posts beyond the self and progress. The career development of creative ways to help employees to be experts in their fields, and continuously provide customers with more excellent services, but also determine our leading position in the retail business. Put ourselves in, the core values of Reciprocity is TESCO is the company to employees Connaught, to respect every employee, access to competent help, have an interesting work, self-development opportunities. (C) a professional HR team Excellent staff is to ensure that the key to the successful development of TESCO in China, I attract and retain the best talent, the company formed a team of professional human resources. From the head office, regional headquarters until every one of our stores, has a professional HR staff across the country in time for our nearly 18,000 employees service; in terms of functions, our human resources team is divided into recruitment, employee relations, compensation and benefits , training and development and organizational structure design, and to the company and employees to ensure that we provide more professional and better service. Our recruiting team gathered a group of rich experience in human resources professionals. (Iv) the recruitment and hiring procedures The company will pass a written, interviews and a series of screening and assessment process confirmed that the last hiring of qualified personnel. After being hired by the authorized officer shall report on relevant information to the personnel department to carry coverage for the entry procedures; same time the company will organize orientation for new employees to staff a more accurate understanding of TESCO. Third, the revelation As an international enterprise, not only to communicate with the staff concerned, but the idea of including human resource management, training, assessment leading all-round. As we all know, the international business worlds most powerful contemporary carrier has also been recognized as the competitive ability of a country marked an important symbol. Era of knowledge economy to international enterprises with an unprecedented opportunity for development with the same time bringing more challenges. When a company truly entered the international stage, despite all basic human resource management activity is still retained, but they form a complex. TESCO overall business strategy in order to achieve objectives, to be more effective, access, distribution and use of human resources. 1. Emphasis on human resource management theory of TESCO is emphasis on human resource management theories, guiding it as the basis for human resource management practices. From the economic man, social and self-realization and complicated man hypothesis of human nature to the hierarchy of needs theory, two-factor theory, Expectancy Theory, equity theory, Reinforcement Theory and other incentive theory; from the piecework to employee stock ownership plan ; from the Assessment Center to 360-degree performance appraisal method ; from the human resources theory to the human capital theory, human resources, strategic theory, and so no one does not reflect the United States Theoretical Studies of human resources management attention, and as such, so we can see that both the human resource management theory and practice of human resource management, TESCOs business are in the forefront of the world. 2. Human resource management and corporate culture is consistent Culture is individualism, heroism, and the three characteristics of rationalism. These characteristics reflected in the corporate culture is the pursuit of independence, freedom, the adventure competition, relying on legal regulations, self-centered and so on. TESCO Human Resources Management in the free movement of employees, emphasizing the evaluation capacity, promoted rapidly, encouraging innovation and competitive performance of Deng Deng features are closely linked to its corporate culture. TESCO Enterprises as deeply rooted in human resource management in its corporate culture, soil, therefore, TESCOs corporate human resources management a competitive advantage for their businesses an important guarantee. 3. Human resources management with the times With the political, economic, cultural, etc. continues to evolve, the living environment are constantly changing, to corresponding, TESCO Human Resources Management is also developing with the times and continue to develop. 4. Focus on the country to learn it Although TESCO Human Resources Management in a leading position in the world, but it does not rest on its laurels, but also pay attention to other countries to learn some advanced, its useful. 5. Human resources management strategy become an important component of strategic management Levin and U.S. management scholars Mitchell (Lewin Michell, 1995) pointed out that human resource management with strategy and business strategy can help enterprises to increase the use of market opportunities, improve internal organizational advantages, to help companies achieve their strategic goals. Business strategy can be divided into corporate strategy and business level strategy, TESCO Human resources management strategy is based on corporate strategy and business strategy development and business level consistent basis, through human resources management to improve enterprise performance, enterprise strategic goals, to play the strategic role of human resources management. Human Resource Management is a management function from a purely business into a strategic partnership, human resource management practices of recruitment, motivation, evaluation, compensation, training, etc., have become businesses gain a competitive advantage and achieve overall business objectives and ef fective way. In addition to human resources management of things, taking into account the employees of shareholders, customers, other businesses, governments and other stakeholders, the balance of interests. 6. Open recruitment, scientific election contract by contract before the formation of the employment relationship Enterprise managers and employees are the social and professional, freely mobile, decided to hire or dismissal under the contract. Enterprises and the employment relationship between employees, contract by contract to form the one hand, a clear interest, it also provides more mobility for employees opportunities. Enterprises have vacancies to be advertised publicly, they are considered open and public-oriented recruitment advertising is the most effective means of recruitment advertisements can also open before the election to expand the scope of enterprises, while job-seekers face of all vacancies to compete. Fully embodies the principle of equality. The requirements of business-to-recruit employees in addition attention Zhiweis requirements, also focus on interpersonal skills Hu Zhi Ye Jin Quxin. When companies in the recruitment of employees generally need to experience: (l) advertised; (2) candidates to submit a job application report; (3) According to preliminary data of the app licant and the first test screening; (4) to include those who pass the first test criminal record and the original work of the review; (5) to include those who pass the first test of knowledge, abilities, interests and occupational tests; (6) Interview; (7) to interview those who pass a comprehensive evaluation. Choose the best and a series of steps. (A) the status of human resource management and strategic positioning in the highly International human resource management point of departure in order to match business objectives of the strategic development, first by establishing a common set of corporate management, in line with the interests of all internal and external, are the entire staff agreed with the strategic goals of enterprise development and corporate vision basis. With the economy to the breadth, depth, enterprise demand for high quality talent will become urgent. (B) the development of human resource management was the development of three-dimensional TESCO, the career development of staff is not in the traditional sense to the post of promotion. Through the introduction of constructive human resource management mechanism, and constantly challenging the work of the employees; job enrichment; work rotation; human resources planning. (C) focus on corporate culture and team building TESCO staff of the enterprise culture as the companys valuable asset. Enterprises should cooperate in good faith with the staff to create the companys value, and create staff development opportunities in the enterprise, efforts to train staff of the enterprise sense of belonging, the personal development linked with the fate of the company.

Panera Bread Case

These locations enable them to service both the shopping customer base, but also the equines base co-located In these high traffic areas. Their vision is one that their customers will love freshness of their products and the tastiness of their offerings to the degree that they will be driven to visit their stores repeatedly and often. Pander believes that the values they provide their customers are: creating wholesome healthy foods, maintaining affordable prices, to always innovate, and respect for both customers and employees.Bread is a staple of life and Pander believes that by them enhancing the flavors menu offerings around bread, then they will increase their ease market for baked goods served by Pander outlets and franchises. As a customer of Pander, I can tell you that their product offerings are so flavors that they are a strength to their business. There are two areas where the slogan or vision appear to deviate from the text; 1) overly broad language; and 2) rather generic. That said, we are talking about bread; and bread is the single most important staple for human life, next to rice.It works. One of Pander's strategic objectives is to expand their product line, creating further distance between them and their rivals, and to increase heir sales In foreign markets. They will achieve that strategic objective as a result of continued Investment and focus In five key business areas: 1) the quality of their food, 2) their increased marketing expenditures, 3) the roller of their Napery loyalty program, 4) the growth of their catering business, and 5) the quality of their operations and their people.We believe that success in these five areas will place Pander at the top of the list of the very best companies in our industry; and are a direct result of continued Investment in the quality of our customers' experience to alp drive product differentiation and thus provide Pander a completive advantage among Its peers. The Investments that were made over the l ast three years have driven Pander's results in 2011 and they believe the investments that were made in 2011 position them well for the future. Item 2: The company financial objective is to have long-term operating earnings growth target of 12-17% per year.In 2011, Pander had a very good year. Their Earnings per Share (PEPS) grew 28%. This was their fourth consecutive year that their PEPS has rowan 24% or greater; which Is above the upper end of their long-term earnings growth target. Their performance in 2011 was driven both by their strong operating performance as well as their ability to generate PEPS growth through deployment of their excess capital. Earnings growth of approximately 20% was driven by core operations, which was above their long-term operating earnings growth target of 12-17%.Additionally, an Incremental 8% earnings growth was driven by the more their ability to grow their bakery-cafe sales. In 2011, their Company-owned bakery- cafe sales increased 4. % vs.. 2010, and rose to 12. 4% on a two-year basis. They also celebrated the opening of their 1,50th store, nationwide. This, coupled with their debt free position, they believe these results will put them among the very best in their industry and are a direct result of continued investment in the quality of their customers' experience to drive product differentiation and competitive advantage.The investments that they have made over the last few years drove their results in 2011 and they believe the investments that they made in 2011 position them well for the future. Item 3 & 4 NOT SHOWN Item 5: This is a good example of sales, earnings and balance sheet analysis. It is missing the same store analysis and franchise versus owned stores analysis The net income for Pander Bread has increased from the third quarter of 2011 to the third quarter of 2012 by 22% or $36. MM. The Administration expense is up $MM. This is something we will continue to manage along with their asset growth.Total assets a re up by $MM in 2011. Return on Equity was 20%, which is 3% above the high end of their range of 12-17%. The Return on Invested Capital (ROCCO) is 5. % which is up from 4. 8% from the previous year. Inventory turnover when compared to the industry is really tremendous. Their inventory turnover ratio was 95. 5 as compared to the industry 6. 5. The sales growth has grown from 2010 being 6. 29% quarterly to 15. 79% quarterly in 2012. This shows a very strong growth in sales year over year and ties well to their strategy of growing sales within their market areas. It shows a strong demand for their product.The balance sheet for Pander is solid, in that they have 1,027,322 in total assets and only 372,246 million in total liabilities. They are basically debt free. They are showing year over year improvement in assets, liabilities, stockholder equity, revenues, and both company operated and franchise stores as well as the number of company owned and franchised Pander's opening every year. Earnings per share have risen from 0. 98 to 1. 25 over the last 12 months. Although system statewide revenue has increased every year since 2002 their sales growth has been erratic. For 2006-2007 there was an 18. 17% growth in sales revenue.From 2007-2008 revenue slowed to 16. 34% growth, before falling all the way to 5. 45%. It should be noted between 2009-2010 sales growth picked up to 1 1. 8%, indicating a possible upward trajectory after faltering during the recession. This is evidence off well-run, well-managed company. From all indications, their strategy appears to be working in quarter over quarter sales improvements. Items 6 and 7: Pander Bread's Value Chain consists of Inbound Logistics – Pander Dough Supplier, Other Supplier Management, Manufacturing – Franchise and Store-owned Cafes, Catering, R&D – Product Research and Development and Marketing.Each franchisee purchases dough directly from Pander Bread. Pander has an interest in each of the franchi sed stores succeeding because the company received 4%-5% royalties from sales continually. This means that Pander, as the supplier, has an interest to keep prices of dough as low as possible to maintain viable franchise operations. Outbound logistics – each franchisee purchases dough directly from The fresh dough is sold to both company-owned and franchised bakery-cafes at a delivered cost not to exceed 27% of the retail value of the product.These costs margins are achieved by producing the dough at central locations while employing economies of scale. Pander provides comprehensive house training, market analysis, and bakery-cafe certification. This corporate level tactic impacts the company's franchised and company owned stores by enabling Pander to develop systems used by all the cafes thus applying operational economies of scale. Since each cafe-bakery does not have to develop its own operations structure this reduces costs for each store. All the cafes offered an assortme nt of 20-plus varieties of bread baked daily and as of 2006 at least 22 types of sandwiches.Each of these breads and indices were regularly reviewed by the Marketing group to determine whether the products matched regular customer needs, new consumer trends, and seasonal relevance. The complexity of the product line enables Pander to match menu items with a variety of customer needs. This process ensured that weak selling items would be removed thus limiting excess inventory. Pander's Marketing is using focus groups to determine customer food and drink preferences, and price points. This work is done by only a few individuals at the corporate level and scaled to the rest of he cafes.The existing company and franchise owned cafes would be able to take advantage of this market information and subsequently reduce costs associated with sales and marketing information. Involving Pander's research and development new menu items were rolled out in limited cafes and developed in test kitche ns prior to nationwide release. This process addressed two cost drivers. First, by employing economies of scale, individual cafes will not have to spend resources and capital investing in the development of new menu items.Second, through the expertise of he advanced research and development department Pander ensures both quality of product and process. This will result in less product waste and increased customer satisfaction and in turn lowered costs. Pander Bread utilizes both structural and execution cost drivers to lower costs on the value chain particularly in inbound logistics, operations, outbound logistics, sales and marketing, and research and development. Their cost reduction across their value chain gives Pander a strong competitive advantage. Pander pursues continuous quality improvements in separate ways.They are well known for their after sale service. They are known for contacting customers who leave complaints offering them anything from coupons to free meals when th eir service is not up to par. Their high customer retention rate lends one to believe that they are also making improvements based on customer reviews. Their emphasis on marketing allows them to introduce new products that succeed because they are attached to the brand. An example of this would be their recent success with parfaits. They have also redesigned their stores over the years to make them more aesthetically pleasing, further building their own brand.

Helmuth von Moltke - Franco-Prussian War Field Marshal

Born October 26, 1800, in Parchim, Mecklenburg-Schwerin, Helmuth von Moltke was the son of an aristocratic German family. Moving to Holstein at age five, Moltkes family became impoverished during the War of the Fourth Coalition (1806-1807) when their properties were burned and plundered by French troops. Sent away to Hohenfelde as a boarder at age nine, Moltke entered the cadet school at Copenhagen two years later with the goal of entering the Danish army. Over the next seven years he received his military education and was commissioned as a second lieutenant in 1818. An Officer in Ascent After service with a Danish infantry regiment, Moltke returned to Germany and entered Prussian service. Posted to command a cadet school in Frankfurt an der Oder, he did so for a year before spending three conducting a military survey of Silesia and Posen. Recognized as a brilliant young officer, Moltke was assigned to the Prussian General Staff in 1832. Arriving in Berlin, he stood out from his Prussian contemporaries in that he possessed a love of the arts and music. A prolific writer and student of history, Moltke authored several works of fiction and in 1832, embarked on a German translation of Gibbons The History of the Decline and Fall of the Roman Empire. Promoted to captain in 1835, he took six months leave to travel through southeastern Europe. While in Constantinople, he was asked by Sultan Mahmud II to aid in modernizing the Ottoman army. Receiving permission from Berlin, he spent two years in this role before accompanying the army on campaign against Muhammad Ali of Egypt. Taking part in the 1839 Battle of Nizib, Moltke was forced to escape after Alis victory. Returning to Berlin, he published an account of his travels and in 1840, married his sisters English stepdaughter, Mary Burt. Assigned to the staff of the 4th Army Corps in Berlin, Moltke became fascinated with railroads and began an extensive study of their use. Continuing to write on historical and military topics, he returned to the General Staff before being named Chief of Staff for the 4th Army Corps in 1848. Remaining in this role for seven years, he advanced to the rank of colonel. Transferred in 1855, Moltke became the personal aide to Prince Frederick (later Emperor Frederick III). Leader of the General Staff In recognition of his military skills, Moltke was promoted to Chief of the General Staff in 1857. A disciple of Clausewitz, Moltke believed that strategy was essentially the quest of seeking the military means to a desired end. Though a detailed planner, he understood and frequently stated that no battle plan survives contact with the enemy. As a result, he sought to maximize his chances of success by remaining flexible and ensuring that the transportation and logistical networks were in place to allow him to bring decisive force to the key points on the battlefield. Taking office, Moltke immediately began making sweeping changes in the armys approach to tactics, strategy, and mobilization. In addition, work began to improve communications, training, and armaments. As a historian, he also implemented a study of European politics to identify Prussias future enemies and to begin developing war plans for campaigns against them. In 1859, he mobilized the army for the Austro-Sardinian War. Though Prussia did not enter the conflict, the mobilization was used by Prince Wilhelm as a learning exercise and the army was expanded and reorganized around the lessons obtained. In 1862, with Prussia and Denmark arguing over the ownership of Schleswig-Holstein, Moltke was asked for a plan in case of war. Concerned that the Danes would be difficult to defeat if allowed to retreat to their island strongholds, he devised a plan which called for Prussian troops to flank them in order to prevent a withdrawal. When hostilities commenced in February 1864, his plan was bungled and the Danes escaped. Dispatched to the front on April 30, Moltke succeeded in bringing the war to a successful conclusion. The victory solidified his influence with King Wilhelm. As the king and his prime minister, Otto von Bismarck, began attempts to unite Germany, it was Moltke who conceived the plans and directed the army to victory. Having gained considerable clout for his success against Denmark, Moltkes plans were followed precisely when war with Austria began in 1866. Though outnumbered by Austria and its allies, the Prussian Army was able to make near-perfect use of railroads to ensure that maximum force was delivered at the key moment. In a lightning seven-week war, Moltkes troops were able conduct a brilliant campaign which culminated with a stunning victory at Kà ¶niggrà ¤tz. His reputation further enhanced, Moltke oversaw the writing of a history of the conflict which was published in 1867. In 1870, tensions with France dictated the mobilization of the army on July 5. As the preeminent Prussian general, Moltke was named Chief of Staff of the Army for the duration of the conflict. This position essentially allowed him to issue orders in the name of the king. Having spent years planning for war with France, Moltke assembled his forces south of Mainz. Dividing his men into three armies, he sought to drive into France with the goal defeating the French army and marching on Paris. For the advance, several plans were developed for use depending upon where the main French army was found. In all circumstances, the ultimate goal was for his troops to wheel right to drive the French north and cut them off from Paris. Attacking, the Prussian and German troops met with great success and followed the basic outline of his plans. The campaign came to stunning climax with the victory at Sedan on September 1, which saw Emperor Napoleon III and most of his army captured. Pressing on, Moltkes forces invested Paris which surrendered after a five-month siege. The fall of the capital effectively ended the war and led to the unification of Germany. Later Career Having been made a Graf (count) in October 1870, Moltke was permanently promoted to field marshal in June 1871, in reward for his services. Entering the Reichstag (German Parliament) in 1871, he remained Chief of Staff until 1888. Stepping down, he was replaced by Graf Alfred von Waldersee. Remaining in the Reichstag, he died at Berlin on April 24, 1891. As his nephew, Helmuth J. von Moltke led German forces during the opening months of World War I, he is often referred to as Helmuth von Moltke the Elder. Selected Sources Helmuth von Moltke: On the Nature of WarMakers of Modern Strategy: From Machiavelli to the Nuclear Age, edited by Peter Paret with the collaboration of Gordon A. Craig and Felix Gilbert. Princeton, NJ, Princeton University Press, 1986.Franco-Prussian War

The Objectivity Of The Enlightenment - 1156 Words

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Arcadia inaugurates the dissonance of the two historical periods that result in pandemonium through Thomasina’s equation. â€Å"Each week I plot your equations dot for dot, x’s against y’s in all manner of algebraical relation, and every week they draw themselves as commonplace geometry, as if the world of forms were nothing but arcs and angles. God s truth, Septimus, if there is an equation for a curve like a bell, there must be an equation for one like a bluebell, and if a bluebell, why not a rose?†(Stoppard, 37). Thomasina’s ultimate goal is not to find a mathematical equation that expresses only perfect geometric shapes, but rather a mathematical equation that evinces all natural forms and occurrences of nature in addition. Septimus is content with the detachment of the twoShow MoreRelatedThe Dawn Of The Enlightenment By David Hume1740 Words   |  7 PagesThe dawn of the Enlightenment brought forth a slew of radical notions that challenged society’s dominant sentiments at the time. 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The phrasing is meant to be somber poetry, which it is, but it can be hard to decipher his actual meaning as a result. What Nietzsche is trying to say is that in the wake of the Enlightenment and the perfection of the Scientific Method, previously unquestionable certainties now had to be reexamined. Big questions like the existence of an afterlife, universal morality, and an objective purpose to life now could be tested. UnfortunatelyRead MoreBeethovens Life and Music After Napoleon Essay581 Words   |  3 Pagesouter world. Theodor Adorno, one of those critics, interpreted Beethovens withdrawal from the affirmative manner of his heroic style as a negation of false promises of the Enlightenment and Revolution: The musical experience of the late Beethoven must have been mistrustful of the unity of subjectivity and objectivity, the roundness of the symphonic success, the totality emerging from the movement of all of the parts; in short, of everything that gave authenticity up to now to the worksRead More Analysis of Rochesters A Satyr Against Mankind Essay1101 Words   |  5 Pagesstrange, prodigious creature (Wilmot 2), monstrous because of his vainglorious rationality. Rochester is careful not to detach the narrator from the humans he criticizes, but let him glow with a misleading aura of objectivity, as if by acknowledging that he is a man with unjust pride of reason he is partially exempt from the criticisms he bestows upon his species. But he is not exempt—he is subject to the same disparagement he hurls at humankindRead MoreA Spiritual Perspective On Theological Inquiry Essay1573 Words   |  7 Pagescombined with spirituality’s intimate ties to religion, makes an academy that dismisses religion wary of the study of spirituality. Schneiders explains the Enlightenment and the movement toward a postmodern mindset causes the division between faith and reason to appear wider than ever before. This division conflicts with perceived objectivity, in part due to the paradoxes within spirituality. Gottlieb identifies these spiritual paradoxes, illusions hindering the objective application of spiritualityRead MoreThe Work Of Brown And Seaton1235 Words   |  5 Pages1914. The book succeeds in ‘let[ting] soldiers speak for themselves as to what the truce meant from a contemporary [†¦] standpoint and this objectivity gives the book added weight. An excellent reminder of the truce humanity that is within us all’. However, the ‘contemporary standpoi nt’ is influenced by the context, thus affecting its supposed objectivity. Modris Ekstein further develops the cultural history of the truce further by placing it in its context and assessing its contemporary significance