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82nd History General Omar Bradley
82nd History General Omar Bradley
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Promoted to lieutenant colonel in the year of 1936, Omar Bradley was brought to Washington two years later for duty with the War Department. Working for General George Marshall, who was the Army Chief of Staff in 1939, Bradley was promoted to brigadier general in February 1941, and sent to command the Infantry School. While there, he promoted the formation of armored and airborne forces as well as developed the prototype Officer Candidate School. With the US entry into World War II on December 7, 1941 after the attack on Pearl Harbor, Marshall asked Bradley to prepare for other duty. “The world has achieved brilliance without wisdom, power without conscience. Ours is a world of nuclear giants and ethical infants. We know more about war than we know about peace, more about killing than we know about living” (Bradley 258). Given command of the reactivated 82nd Division, he oversaw its training before fulfilling a similar role for the 28th Division. In both cases, he used Marshall's approach of simplifying military doctrine to In December, Bradley's front absorbed the brunt of the German offensive during the Battle of the Bulge. After stopping the German assault, his men played a key role in pushing the enemy back, with Patton's Third Army making an unprecedented turn north to relieve the 101st Airborne at Bastogne. During the fighting, he was angered when Eisenhower temporarily assigned First Army to Montgomery for logistical reasons. Promoted to general in March 1945, Bradley led 12th Army Group, now four armies strong, through the final offensives of the war and successfully captured a bridge over the Rhine at Remagen. In a final push, his troops formed the southern arm of a massive pincer movement which captured 300,000 German troops in the Ruhr, before meeting up with Soviet forces at the Elbe
...ch Battalion. COL Freeman dedicated the reserves to regain the position lost by George Company. Rangers and the reserves regained the position. CCF endured their first tactical loss, while Eighth Army would not be defeated again. 23rd RCT were relieved by Task Force Crombez of 1st Cavalry Division.
Things quickly turned around in 1950, once Brigadier General Theodore R. Wessels became leader. He was also respon...
After America was brought into the Second World War, The 82nd Infantry Division was reactivated back into the United States Army under the command of General Omar N. Bradley. With this division being reactivated meant there was many untrained and unexperienced men in this infantry division. Most of the soldiers volunteered after the bombing of Pearl Harbor. All of the paratroopers were volunteers. Bradley taught these men how to use a gun, conditioned these men to run for long periods of time, and made all these men muscularly stronger. By August 1942 the 82nd...
In the summer of 1944, General George S. Patton and his 3rd Army successfully broke through heavy German Forces resistance from the Normandy invasion. German forces were in total disarray by the end of August 1944. Patton pleaded with his boss, General Omar Bradley, that if 3rd U.S. Army could be allocated as little as 400,000 gallons of fuel, he could be inside Germany in two days. Time was crucial before the inevitable reaction by the Germans to shore up their defense, preventing Patton from advancing. General Bradley refused Patton's request for more fuel; Unfortunately, General Patton advanced to Germany. Morale ran high throughout Patton’s Army, and there was no sign of heavy resistance before the German border. Consequently, by early September, the 3rd U.S Army had ground to a virtual halt along the flooded Moselle River. In places, Patton's tanks and vehicles ran out of fuel on the battlefield and their swift momentum outran their supply lines (Fugate, 1999). Lack of logistics allowed the German forces to take advantage of Patton’s Army and initiate one of the largest tank battles of World War II, the Battle of Arracourt.
as 822nd Squadron Operation Officer and then Assistant 38th Bomb Group Operations Officer. Received a combat promotion to 1st Lieutenant 15 July 1945.
The prelude to the Battle of the Bulge began on a winter day in mid-December of 1944. Three powerful German divisions, were the last German offensives in the west at that time during World War II. They began after the Normandy invasion in June 1944. Allied had forces swept rapidly through France but became stalled along the German border earlier that year in September. On December 16, 1944 taking advantage of the weather, which kept the Allied aircraft on the ground, the Germans launched a counteroffensive through the semi-mountainous and heavily-forested Ardennes region in Germany, and advanced 31 miles into Belgium and northern Luxembourg near the Meuse River. Their goal was to trap four allied armies, divide the Americans and the British to force negotiated peace along the western front, and retake the vital seaport of Antwerp in Belgium. Thinking the Ardennes was the least likely spot for a German offensive, American staff commander chose to keep the thin line, so that manpower might concentrate on offensives north and south of the Ardennes known as the "bulge" in the Allied lines. These American lines were thinly held by three divisions in the Allied Army and part of a forth division, while fifth division was making a local attack and the sixth division was in reserve. Division sectors were more than double the width of normal defensive fronts, therefore there were more men scattered along a larger area. The German advance was halted near the Meuse River in late December. Even though the German Offensive achieved total surprise, nowhere did the American troops give ground without a fight. Within three days, the determined American stand and the arrival of powerful reinforcements insured that the ambitious German goal was far beyond reach. In snow and sub-freezing temperatures the Germans fell short of their interim objective- to reach the rambling Meuse River on the edge of the Ardennes. But they managed to avoid being cut off by an Allied Pincer movement.
For a united nation to prosper, its people must overcome obstacles and take on numerous responsibilities. Throughout our lives, there are problems occurring continually in our world related to war and combat. During these times of hardship, we must remind ourselves to persevere and continue to defend the country. In addressing the Sylvanus Thayer Award on May 12, 1962, at the city of West Point, New York, General Douglas MacArthur urged Americans to remember the major responsibilities we have as Americans in his speech Duty, Honor, Country. With a position of authority, MacArthur powerfully stated that America will only survive through winning wars and fulfilling our duties. His main priority was to defend the nation, respect the nation, and prosper in that vast nation, otherwise remarked as three key terms: duty, honor, and country. Through the use of rhetorical devices, MacArthur expresses the theme that Americans should defend the country sturdily and carry on its numerous objectives by means of his moral code: “Duty, Honor, Country”.
The history of Lieutenant General Lewis B. “Chesty” Puller is not well known outside of the U.S. Marine Corps, but as the most decorated marine in history his legend will live on and continue to inspire the marines of tomorrow. The enlisted corps has idolized him, frequently encouraging one another to do that last push up when motivated by fellow marines saying “Do one for Chesty!” The purpose of this essay is to demonstrate that Chesty, using current day leadership theories, was a visionary and ethical leader who exemplified the characteristics that our nation’s military needed during World War II and still needs today. I will explain how he embodied some principles of Full Range Leadership Development that are taught today. Then I will describe how he demonstrated his ethical leadership through combat actions when faced with general military ethics situations. Finally, I will examine how my own leadership abilities, though noncombat focused, compare to how Chesty led his marines. Let’s begin by exploring the visionary leadership that Lt Gen Puller exhibited.
In A Tactical Ethic, Moral Conduct in the Insurgent Battlespace, author Dick Couch addresses what he believes to be an underlying problem, most typical of small units, of wanton ethical and moral behavior partly stemming from the negative “ethical climate and moral culture” of today’s America (Couch, D., 2010, p. 15). In chapter one, he reveals what A Tactical Ethic will hope to accomplish; that is identify the current ethics of today’s military warriors, highlight what is lacking, and make suggestions about what can be done to make better the ethical behavior of those on the battlefield and in garrison. He touches on some historic anecdotes to highlight the need for high ethics amongst today’s military warriors as well as briefly mentions
Early in his career, Douglas Macarthur was sent to the Philippines and Panama, and was promoted to the position of first lieutenant. In 1906, he joined his father and served under President Theodore Roosevelt. Later, he joined the mission of US occupation of Veracruz, Mexico. In World War 1, he prevailed as the commander of 42nd Division and by the end of the war, he was promoted to brigadier general. From 1919 to 1922, he became the youngest superintendent for West Point Military Aca...
His remarkable abilities as a staff officer led to quick promotion. After serving as chief of police affairs of the Kwantung army (the Japanese army in China), he became its chief of staff in 1937. He was appointed vice minister of war in May 1938 and director of military aviation in December. In July 1940, as minister of war, he drafted new mobilization plans that strained diplomatic relations with the United States.
...also being used. 1st Division had done well supporting the troops by making ease of the passing of impassable obstacles. Though by the end of the first day, what tanks did not bog down in German trenches were now out of gas.
The largest airborne operation ever organized, Market-Garden cost the Allies between 15,130 and 17,200 killed, wounded, and captured. The bulk of these occurred in the British 1st Airborne Division which began the battle with 10,600 men and saw 1,485 killed and 6,414 captured. German losses numbered between 7,500 and 10,000. Having failed to capture the bridge over the Lower Rhine at Arnhem, the operation was deemed a failure as the subsequent offensive into Germany could not proceed. The failure of Market-Garden has been attributed to a multitude of factors ranging from intelligence failures, overly optimistic planning, poor weather, and the lack of tactical initiative on the part of commanders. Despite its failure, Montgomery remained an advocate of the plan calling it "90% successful."
“We all fight on two fronts, the one facing the enemy, the other facing what we do to the enemy” (Boyden 199).
Amongst military theorists and practitioners who studied war, its origin and implications, Carl von Clausewitz assumes a place among the most prominent figures. With his book On War, he demonstrated his capability to provide thorough historical analysis and conclusions of the conflicts in which he was engaged, and as a philosopher he reflected about all encompassing aspects of war. Today, Western armies conduct modern warfare in a dynamic environment composed of flexible and multiple threats in which civilians form a substantial part. Studying Clausewitz provides current military and political leadership useful insights to understand twenty-first century warfare. He explains the nature of war, provides an analytical tool to understand the chaos of warfare, and he argues for well educated and adaptable leadership capable of creative thinking. Although he died before his work was complete, his writing style was ambiguous and unclear at some moments, and current technology reduced some of his tactics obsolete, his work still arouses and inspires military and political strategists and analysts.