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Heart Like a Fakir is a history of the final forty years of British
East India Company rule in India as witnessed by General Sir James
Abbott (1807-1896), the man for whom the Pakistani town of
Abbottabad is named. Based on extensive research into primary
source documents, the book uses the life of General Sir James
Abbott as a narrative thread to explore the troubled period between
William Dalrymple's White Moghuls and the Indian Rebellion of 1857.
General Sir James Abbott was one of the most remarkable characters
in British colonial history, becoming Great Britain's first
guerilla leader, the first Briton to reach the fabled Central Asian
city of Khiva, and a British Deputy Commissioner who became the
King of Hazara. He may have also been the inspiration for Rudyard
Kipling's The Man Who Would Be King and the character of Mr. Kurtz
in Joseph Conrad's novel Heart of Darkness. This book chronicles
the remarkable collapse of the social contract between Britons and
the peoples of India in the first half of the nineteenth century,
taking a fresh look at British perceptions of race, gender, and the
nature of social and sexual relationships between them, leading up
to the Great Rebellion of 1857-- the cataclysm that ended British
East India Company rule.
Heart Like a Fakir is a history of the final forty years of British
East India Company rule in India as witnessedby General Sir James
Abbott (1807-1896), the man for whom the Pakistani town of
Abbottabad is named. Based on extensive research intoprimary source
documents, the book uses the life of General Sir James Abbott as a
narrative thread to explore the troubled period between William
Dalrymple's White Moghuls and the Indian Rebellion of 1857. General
Sir James Abbott was one of the most remarkable characters in
British colonial history, becoming Great Britain's first guerilla
leader, the first Briton to reach the fabled Central Asian city of
Khiva, and a British Deputy Commissioner who became the King of
Hazara. He may have also been the inspiration for Rudyard Kipling's
The Man Who Would Be King and the character of Mr. Kurtz in Joseph
Conrad's novel Heart of Darkness. This book chronicles the
remarkable collapse of the social contract between Britons and the
peoples of India in the first half of the nineteenth century,
taking a fresh look at British perceptions of race, gender, and the
nature of social and sexual relationships between them, leading up
to the Great Rebellion of 1857- the cataclysmthat ended British
East India Companyrule.
This book deals with the evolution, current status and potential of
U.S.-India strategic cooperation. From very modest beginnings, the
U.S.-India strategic partnership has developed significantly over
the last decade. In considerable part, this growth has stemmed from
overlapping concerns about the rise and assertiveness of the
People's Republic of China, as well as the instability of Pakistan.
Despite the emergence of this partnership, significant differences
remain, some of which stem from Cold War legacies, others from
divergent global strategic interests and institutional design. In
spite of these areas of discord, the overall trajectory of the
relationship appears promising. Increased cooperation and closer
policy coordination underscore a deepening of the relationship,
while fundamental differences in national approaches to strategic
challenges demand flexibility and compromise in the future. -- .
This book deals with the evolution, current status and potential of
U.S.-India strategic cooperation. From very modest beginnings, the
U.S.-India strategic partnership has developed significantly over
the last decade. In considerable part, this growth has stemmed from
overlapping concerns about the rise and assertiveness of the
People's Republic of China, as well as the instability of Pakistan.
Despite the emergence of this partnership, significant differences
remain, some of which stem from Cold War legacies, others from
divergent global strategic interests and institutional design. In
spite of these areas of discord, the overall trajectory of the
relationship appears promising. Increased cooperation and closer
policy coordination underscore a deepening of the relationship,
while fundamental differences in national approaches to strategic
challenges demand flexibility and compromise in the future. -- .
Paramarine! is devoted to the Marines and Sailors of the Marine
Corps parachute units of World War II. It explores in fascinating
detail their unique, specially-designed uniforms, equipment,
weapons and insignia. For the first time, over 500 photographs and
images from World War II and modern collections have been assembled
in one volume and combined with a wealth of facts and information
about all aspects of Paramarine gear and training. Paramarine is
the latest in Schiffer's series of studies on the airborne forces
of World War II and is a must for historians and Marine Corps and
Airborne collectors around the world.
German soldiers, sailors and airmen of World War II went to war
with a fascinating variety of personal effects in their pockets and
knapsacks. Chris Masons new book explores this most personal,
private, and often poignant aspect of military history, through a
study of the small items German soldiers used in the barracks and
in the trenches for work, hygiene, eating, relaxation, and
survival. This study of these small personal items, presented with
hundreds of full colour and period photos, provides a remarkable
window into the daily lives of men caught in the maelstrom of
history.
`Management for Social Enterprise is a great introduction to the
rich variety of social enterprises in the UK. It is also a useful
tool to help us to build more effective social enterprises that
really deliver on their missions by people who have hands on
experience. This is just what the rapidly growing social enterprise
sector needs, a management manual to help us take social
enterprises to the next level by people who have hands on
experience' - Sophi Tranchell, Managing Director of Divine
Chocolate Ltd and Cabinet Office sponsored Social Enterprise
Ambassador `The recent explosive growth in the number of social
enterprises, their diverse and dynamic nature, and the upsurge in
research about them all makes this a potentially bewildering field
of knowledge to explore. This book provides a clear and timely
guide to the management challenges involved in understanding and
running social enterprises, and underlines why their unique nature
requires something more than just standard business school wisdom'
- Ken Peattie, Professor of Marketing and Strategy, Cardiff
Business School, and Director of the ESRC Centre for Business
Relationships, Accountability, Sustainability and Society `Provides
a good introduction to the management of social enterprises
touching on a broad range of topics and will help those invovled in
managing social enterprises and those trying to understand more
about the sector. It draws on the experience of those who have
worked in the social enterprise sector in a range of countries and
are passionate about developing it' - Fergus Lyon, Professor of
Enterprise and Organizations, Middlesex University Overviewing the
key business topics required by social entrepreneurs, and managers
in social enterprises Management for Social Enterprise covers
strategy, finance, ethics, social accounting, marketing and people
management. Written in direct, accessible language by a team of
authors currently teaching and researching in this sector, each
chapter is fully supported with learning resources. Chapters
include brief overviews, further reading, suggested web resources
and, importantly, international case studies, drawing on real-life
business examples. This book is essential reading for students and
practitioners of Social Entrepreneurship and Social Enterprise, but
will also be of use to anyone with an interest in management,
corporate responsibility, ethics or community studies.
Nazi Germany pioneered the use of airborne forces in the 20th
century and used them effectively early in the war as part of
integrated, combined-arms offensives. Yet the German airborne
branch literally self-destructed in 1941. What happened, how did
the Germans react, and what historical insights in the use of
airborne forces can modern day planners derive from the German
experience?
In the late 1930's, an aggressive and innovative rearmament
program in Nazi Germany gave rise to the tactics of vertical
envelopment. Pioneering the use of gliders as troop carriers,
parachutists, and the air landing of reinforcements to exploit
tactical success, the German Wehrmacht used the new technique of
airborne warfare with startling success as part of the Blitzkrieg
campaign against the Low Countries and France in 1940. When the
tactical doctrine used to seize bridges, strong points and road
junctions in Fall Gelb was transferred to the seizure of an entire
island that was heavily defended in 1941, however, the German
airborne effectively committed suicide. In ten days in May 1941,
half the airborne forces in the entire German army were killed or
wounded on Crete. Hitler wrongly ascribed the disaster to a playing
out of the surprise factor, and banned further parachute operations
until 1943. The right conclusions were arrived at by the commander
of the German airborne himself, General Kurt Student, in
post-battle analysis. His own insistence on faulty tactics was
devastating. Although they remained a potent and professional
force, Hitler's effective ban on the future use of airborne forces
lasted until 1943, when it was clear the Allies still very much
considered paratroops a viable form of warfare. By then, Germany's
ability to conduct airborne operations on a significant scale had
long since passed.
The German innovation of vertical envelopment in the 1930's was
as revolutionary to modern military tactics as the simultaneous
development of the integrated combined arms offensive known today
as the Blitzkrieg. In putting Billy Mitchell's ideas into practice,
Luftwaffe General Student demonstrated vision, innovative thinking
and practical military skill. Poor intelligence and reliance on his
"spreading oil drops" tactics for the deployment of his
paratroopers, the Fallschirmtruppe, on Crete, however, led directly
to their removal as a significant weapon from the German arsenal in
World War II. Nevertheless, Student proved that airborne troops
have unique capabilities as a force multiplier in both offensive
and defensive warfare. The German experience, which also
demonstrated the limitations of airborne forces, was studied in
depth by the U.S. Army after the war and incorporated into airborne
doctrine.
A little more than 30,000 men of the Wehrmacht and SS qualified to
wear the famed Fallschirmschutzenabzeichen, or Paratrooper Badge,
between 1936 and 1944. The badges they wore, and the images of the
men who wore them, are avidly sought by collectors and historians
around the world today. The authors have assembled over 300 indoor
and outdoor posed portrait photographs of the Fallschirmjager for
this volume, most never before published, providing a fascinating
representation of the photographers art in World War II and a
superb study of their uniforms, badges and insignia. In poses
ranging from fierce to thoughtful and even poignant, the German
paratroops of World War II are seen here in perfect focus, as they
wanted to be seen, preserved in deliberate portraiture for
posterity.
`Management for Social Enterprise is a great introduction to the
rich variety of social enterprises in the UK. It is also a useful
tool to help us to build more effective social enterprises that
really deliver on their missions by people who have hands on
experience. This is just what the rapidly growing social enterprise
sector needs, a management manual to help us take social
enterprises to the next level by people who have hands on
experience' - Sophi Tranchell, Managing Director of Divine
Chocolate Ltd and Cabinet Office sponsored Social Enterprise
Ambassador `The recent explosive growth in the number of social
enterprises, their diverse and dynamic nature, and the upsurge in
research about them all makes this a potentially bewildering field
of knowledge to explore. This book provides a clear and timely
guide to the management challenges involved in understanding and
running social enterprises, and underlines why their unique nature
requires something more than just standard business school wisdom'
- Ken Peattie, Professor of Marketing and Strategy, Cardiff
Business School, and Director of the ESRC Centre for Business
Relationships, Accountability, Sustainability and Society `Provides
a good introduction to the management of social enterprises
touching on a broad range of topics and will help those invovled in
managing social enterprises and those trying to understand more
about the sector. It draws on the experience of those who have
worked in the social enterprise sector in a range of countries and
are passionate about developing it' - Fergus Lyon, Professor of
Enterprise and Organizations, Middlesex University Overviewing the
key business topics required by social entrepreneurs, and managers
in social enterprises Management for Social Enterprise covers
strategy, finance, ethics, social accounting, marketing and people
management. Written in direct, accessible language by a team of
authors currently teaching and researching in this sector, each
chapter is fully supported with learning resources. Chapters
include brief overviews, further reading, suggested web resources
and, importantly, international case studies, drawing on real-life
business examples. This book is essential reading for students and
practitioners of Social Entrepreneurship and Social Enterprise, but
will also be of use to anyone with an interest in management,
corporate responsibility, ethics or community studies.
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