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An analysis of 23 decisions reached by chiefs of state and their military subordinates during World War II. Concerned with important political, strategic, tactical, and logistical questions, they include the invasions of North Africa and Normandy, the use of the atomic bomb, the capture of Rome, the campaigns in the western Pacific, and the internment of Japanese-Americans. CMH 70-7-1. Army Historical Series. Edited with introductory essay by Kent Roberts Greenfield.
“Marvelously compelling . . . consummate military-adventure science fiction.”—SciFi In the aftermath of the cold-blooded assassinations that killed her parents and shattered the Vatta interstellar shipping empire, Kylara Vatta sets out to avenge the killings and salvage the family business. Ky soon discovers a conspiracy of terrifying scope, breathtaking audacity, and utter ruthlessness. The only hope against such powerful evil is for all the space merchants to band together. Unfortunately, because she commands a ship that once belonged to a notorious pirate, Ky is met with suspicion, if not outright hostility . . . even from her own cousin. Before she can take the fight to the enemy, Kylara must survive a deadly minefield of deception and betrayal. Praise for Engaging the Enemy “A fast-paced space adventure, with a heroine that will captivate readers.”—Omaha World-Herald “Excels in character development as well as in its fast-paced action sequences and intricate plotting.”—Library Journal “You’ll have fun with this one, for Moon keeps things moving.”—Analog
"This monograph considers how a classical challenge that commanders face in war -- namely, making critical decisions on the basis of limited and often unreliable information -- has been exacerbated in the era of big data. Data overload complicates the intelligence community's efforts to identify and exclude disinformation, misinformation, and deception, and thus hampers its ability to deliver reliable intelligence to inform decision-makers in a timely manner. The military commander remains responsible for making a final decision, yet the great wealth of data now available through the intelligence cycle amplifies the risk of decision paralysis. With this in mind, technological solutions tend to be considered the most appropriate response for managing data overload and disinformation. While these remain relevant, they alone may be insufficient to equip the military commander with the necessary insight to guide decisions through the uncertainty of the big data environment. Rather, the military commander must cultivate a range of new behaviors in order to avoid decision paralysis and fulfill the distinct leadership roles a commander must play at various stages of the intelligence process" -- Summary.
Harald Hoiback's study focuses upon two events - the 1918 Allied meeting at Doullens when the Allies ceded control to an officer, and the Norwegian decision in 1940 to leave control in the hands of a colonel which led to the Nazi invasion.
Field Command is a first of its kind; a full-length tactical science textbook focused specifically on crisis situations faced by the law enforcement community. It expands on the concepts laid out in Heal's Sound Doctrine: A Tactical Primer. The concepts and principles are taken from tactical texts and military field manuals and are presented as close to how they are used as possible. To facilitate understanding, illustrations are abundant and not only clarify the text but amplify it with new insights and applications.
“An excellent, vividly written” (The Washington Post) account of leadership in wartime that explores how four great democratic statesmen—Abraham Lincoln, Georges Clemenceau, Winston Churchill, and David Ben-Gurion—worked with the military leaders who served them during warfare. The relationship between military leaders and political leaders has always been a complicated one, especially in times of war. When the chips are down, who should run the show—the politicians or the generals? In Supreme Command, Eliot A. Cohen expertly argues that great statesmen do not turn their wars over to their generals, and then stay out of their way. Great statesmen make better generals of their generals. They question and drive their military men, and at key times they overrule their advice. The generals may think they know how to win, but the statesmen are the ones who see the big picture. Abraham Lincoln, Georges Clemenceau, Winston Churchill, and David Ben-Gurion led four very different kinds of democracy, under the most difficult circumstances imaginable. They came from four very different backgrounds—backwoods lawyer, dueling French doctor, rogue aristocrat, and impoverished Jewish socialist. Yet they faced similar challenges. Each exhibited mastery of detail and fascination with technology. All four were great learners, who studied war as if it were their own profession, and in many ways mastered it as well as did their generals. All found themselves locked in conflict with military men. All four triumphed. The powerful lessons of this “brilliant” (National Review) book will touch and inspire anyone who faces intense adversity and is the perfect gift for history buffs of all backgrounds.