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Hitler believed that the American economy, while formidable, would not be an obstacle as it was in a peace-time state, he believed it would be years before the Americans were able to re-tool and field an effective force. This was not the case. Overy contends that the socio-economic planning experience gained by the U.S. government during Roosevelt's New Deal was important to the re-tooling. He also cites an American "can-do ethos" as a spiritual driving force behind the re-tooling. Finally, the very fact of the Great Depression had left the American economy in a position where it had a lot of room to grow. The German economy, by contrast, was already operating at full employment levels by the time of the war's start.
The final factor Overy cites is the success of Allied air power. Allied bombing campaigns in Europe were effective in stifling German war-production and also in demoralizing the German populace. The success of Allied air operations behind German lines also forced the...
While in America factories chugged along un-molested, in Europe the Germans were forced to de-centralize production and spend vast resources on improbable projects for safeguarding factories.
Overy admits that "there are many other factors that explain victory and defeat" in WWII, but makes a strong case that the adaptive ability of the Red Army and the American economy coupled with Allied air power were the overriding causes. In the Professor's own words:
There were weaknesses and strengths in Hitler's strategy, but no misjudgments were more costly in the end than the German belief that the Red Army was a primitive force, incapable of prolonged resistance, or Hitler's insistence that the U.S.A. would take years to rearm and could never field an effective army, or the failure to recognize that bombing was a threat worth taking seriously before it was too late.
Army Diversity The United States Army and Diversity The United States Army has fought very hard to overcome its segregated past and become a premiere model of inclusiveness and diversity. Today, the Army is a capable, high performing, results-oriented unit -- and as richly diverse as America itself. Collaboration and the sharing of diverse viewpoints, skills, backgrounds, languages and ideas have helped improve effectiveness and quality throughout the entire organization. The Army
Army, by definition is a part of the U.S. military which is made up of three branches. The other two components are the Air Force and Navy. All report directly to the Department of Defense or (DoD). The DoD is organized into two branches, the first is active duty and the second called the reserve. For the Army the DoD reserve 'departments' that provide support are the United States Army
Army Regulation Safety Motor Pool Hazard Prevention Motor Pool HMMWV (High Mobility Multipurpose Wheeled Vehicle) The objective of this work in writing is to examine the Army regulation safety motor pool hazard prevention motor pool MHHWV, a high mobility and multipurpose-wheeled vehicle and the importance of a ground guide in the incident of slightly speeding and suddenly stopping six feet away from the ground guide. The M998 series HMMWV is reported to
Army Customs and Courtesies. Army Customs, Courtesies, and Traditions Life in the United States Army is very different from the everyday life of the American citizen, and there are very good reasons for this. Army life is highly structured and regulated, something that is absolutely necessary when called upon to actually fight in battle. And since the function of the Army is to fight wars, and since wars could begin at any
The war against Al-Qaeda is asymmetrical and its methods must become the methods of the United States Army in the fight against global terrorists. It has become the tactics and strategy of necessity in Iraq and Afghanistan. While elite forces are most familiar with it, it must again become the natural instinct of every soldier from general to private. They must learn to plug into networks of potential fighters
Army Problem Solving Models Compare and contrast the Army Problem solving model process with the rapid decision making and synchronication process (C100) The Army's problem solving model process is defined by both the Field Manual 22-100 Army Leadership and the Field Manual 101-5 Staff Organization and Operations (Chapter 5) as a detailed, seven-step process which is used by Army personnel to address battlefield dilemmas in the most effective and efficient manner possible.