Challenges Faced by Managers in the Public Sector

Challenges Faced by Managers in the Public Sector There are different levels of management in the three different sectors of the economy. There are non-managerial employees, first-line managers, middle managers and the top managers. Robbins et al ;( 2009). This essay will critically evaluate the challenges faced by managers in the public sector organisations. The essay will assess the roles of the manager in this sector and the difficulties managers encounter whilst carrying out their duties. The challenges posed by organisational structure and design with an example from the Northampton Borough Council, the issues due to the organisational culture, privatisation of some of the public sector services, the strategic management of the public sector and the complexities due to the constant changing environment in which these organisations operate, and the challenges to managers of the most recent comprehensive budget cuts, will be evaluated in this essay. The typical roles of a manager in any organisation is to organise, lead, plan and control the activities of the people and other resources within it towards achieving the objectives of that organisation; Naylor (2004). The role a manager plays is dependent on the level of management position although each level has its challenges. At the senior level, the managers role is much broader and in depth and it requires creativity and innovativeness; Robbins et al (2009). The senior manager is involved in decision making, strategic management planning and control, the manager, at this level of management is expected to have an understanding of all areas of the organisation to enable sensible handling of any given situation Hanagan;(2008). The role of the manager did not change in the 21st century rather the method of carrying out the above mentioned roles are different, for instance the manager has to organise work differently, communication is more sophisticated such as, the use of internet, mobile telephones and e-mail. In recent times, the management of change is considered as the most important skill of management due to the pace of change in the 21st century Hanagan, (2008).The rapid changes in technology, enormous improvements in communication, the increase in focus on global economy, and the environment are issues to the modern day manager. In addition to the above, the role of the manager in the public sector is challenged by the constant changes in legislation and political policies subject to government in power Hanagan (2008). An organisation is an arrangement which has been set up for a particular purpose. Robbins et al (2009). Different organisations belong to different sectors of the economy. There are three sectors; the public, the private and the third sector such as social enterprises. This three sectors have some common characteristics which are: they all have distinct purpose, each organisation is made up of people, and all create a structure within which the people could carry out their duties Robbins et al(2009). Organisations are grouped as public sector depending on certain factors such as; how much the organisation competes with similar organisations, goods and services are charged indirectly and how much it allows itself to be influenced by demand and supply of goods and services. The less such organisations are influenced by the above factors the more the organisations are considered as public sector organisations Hanagan (2008). Instances of these organisations are; Local Government council, Libraries, the National Police Force, the Defence Ministry, Colleges and Universities. The common features of these organisations are; they are set up to fulfil specific purposes, they are service motivated, they are accountable to many stakeholders and the public, they carry out their duties for the good of the people and they are funded through the use of taxpayers money. Avery important challenge to a manager whether in the public sector or in the private sector is to be aware of their relevant s takeholders and operate the organisation in ways which will yield maximum returns to each stakeholder group Bloisi et al (2007). The public sector organisation has a centralised organisational structure whereby authority and decision making is made at the senior managerial level. Organisational structure is a connected arrangement of positions and work units through which the important tasks of an organisation are subdivided and categorised to form decision centres from where the strategic plans of the organisation are carried out Bloisi et al (2007). Most of these organisations have a Matrix design structure which enables double responsibility and reporting roles with particular projects. Bloisi et al (2007). The managers in the matrix organisation are challenged by the constant need to resolve conflicts due to differences in perspectives and priority Bloisi et al (2007). For instance, the organisational structure of the Northampton Borough Council has over five managerial levels of management. According to Nicole Macdonald, a HR Manager Strategy with the council, one of the challenges they have is getting approval to carry out plans as quickly as possible. The council has about forty-seven councillors through whom decisions are made. These councillors represent different political fronts. Sometimes it is difficult to reach a consensus on certain issues and therefore arriving at a decision is elongated said, Cassie Triggs, a Democratic Chief Executive Services Manager at the Northampton Borough Council. The manager in the private sector will in relation to their organisational structure which is much flatter be able to arrive at a decision much quicker. Private sector organisational structures are designed to embrace the pace of changes in technology and also to survive. Flatter structure allows for incorporation of ideas from almost every employee in the organisation Bloisi et al (2007). The manager in the private sector will be challenged by how to control an employee wh o is working from home and coming to the place of work only one day in a working week Naylor (2004). Included in the challenges encountered by managers in the public sector are challenges due to the cultural beliefs of the organisation. Organisational culture is the way we do things around here Robbins et al (2009). According to Meek (1988), organisational culture could be used as a means to find out how people behave in a complex setting Hanagan, (2008). Organisational culture can be something abstract or peoples perception and experience within an organised setting. According to Stacey, the culture of any group of people is that set of beliefs, customs, practices and ways of thinking that they have come to share with each other through being and working together. Hanagan (2008). According to Handy, there are four major types of organisational cultures; the power culture in which the power and authority is from one person in a central position, the role culture which is labelled as a bureaucracy where the role of the individual specialists are more important than position and power , the task culture is about the activity which is being carried out and lastly the person culture which focuses more on what individuals do in a particular setting Mullins (2005). The challenge of managing cultural change in a public sector organisation will depend on how strong the existing culture is and the weight of the proposed change Hanagan (2008).The difficulty is in bringing about the change. For instance the Further and Higher Education Act which made colleges and higher education in England to become Corporate Bodies Limited by Guarantee indicates that organisational culture can be overtaken by accountability to more prominent stakeholders as the organisation would want to survive Hanagan (2008). The challenge is even more where there is existence of subcultures within the organisation. For decades, Public organisations have been managed by people who have been raised into managerial positions through years of service to the organisation, for instance; football clubs were managed by ex-footballers, and schools were managed by former teachers, local government council by people who were promoted through long years of service Hanagan (2008). There are difficulties faced by managers moving from the private sector to the public sector. The manager from the private sector is more focused on profits and accounting to shareholders, decision making is simplified, there is much flexibility and autonomy, there is power and authority attached therefore, the challenge to the private sector manager moving into the public sector will be changing the profit making, quick decision making mindset, there is less power and authority, no flexibility and autonomy Hanagan (2008). These challenges are not without approaches with which the managers could use to minimise them. For instance, the managers could use the recruitment process to recruit people who will fit into the existing culture, by the method of questioning they are made aware of what is important in the organisation, the induction process, promotion policy, training and development Hanagan (2008). Following the challenges posed by organisational structure, design and culture, are the challenges which managers face with the move of the UK government in the 1980s to privatise some of the services of the public sector when they realised that the costs of providing services were becoming too much, costs were weighing much on National budgets and the motive to make public sector organisations to work more effectively and efficiently Hanagan (2008). The move gave rise to such contractual arrangements as the Public Private Partnership (PPP) and the London underground contractual arrangement which came from a simpler Private Finance Initiative (PFI) which was set up to establish contracts between the local authority controlled London Underground and Tubelines and Metronet Hanagan (2008). Privatisation as defined by Bryan Hurl (1992), is the sale of government owned equity in nationalised industries or other commercial enterprises, to private investors with or without the loss of government control of the organisation. There are three methods which have been used by the government, these are; denationalisation which is the sale of public sector assets, deregulation which is removal of barriers to entry to a previously protected market to allow private enterprises to compete and franchising whereby the public sector provides the finance and the private sector provide the services Hurl (1992). One of the key principles of managing resources to deliver better services is by setting up strong partnerships which means that various departments of the public sector are relying on other public, private and third sector to deliver public services, these organisations, most of the time may have better expertise and better understanding of the needs of the citizens Bourn (2003, p26). The increasing difficulty with which public services are delivered is a challenge. According to the National Audit Office, delivery of public services are no longer the duty of a single department for instance, different organisations are involved in provision of criminal justice such as the police, the crown prosecution service, the forensic Science service and the courts. Changes in economic conditions and unforeseen circumstances could place much demand for public services, for instance, the sudden rise in unemployment during the most recent inflationary period. The volume and value of benefits payment made by the job centre plus or the unexpected foot and mouth disease and its effect to the public requires a good resource management Bourn (2003 p18). Some of the services provided by the public sector organisations are; Defence by the Army, Public Health by the NHS, Direct service delivery agencies which handle payments of benefits, issuing of prescriptions and National insurance numbers, processing of student loans, access to heritage, museums and galleries, developing frameworks for other service providers such as regulation of educational standards, teacher training and social housing, promotion of business opportunities abroad, transport integration, purchasing information technology systems and professional services and others. The challenge to the manager is the ability to coordinate and monitor the different service chains involved in the delivery of public services and also the difficulty in ensuring that resources are channelled appropriately to the provision of the most required service Bourn (2003 p.20) . Strategic thinking, planning and continuous are important in every organisation Bloisi et al (2007). Strategic thinking means being able as a manager to device ways to balance both the human, technical and the limited resources of the organisation and the environmental forces Bloisi et al (2007). The public sector manager has no power and authority, no autonomy and flexibility and therefore may not have as much influence in the decision making as their counterpart in the private sector Hanagan (2008). Strategic management is used in the public sector to find out schedules of activities in the sector which fit into the political agendas taking into consideration the politicians who might be looking for quick returns which they can point to as their successes and achievements Hanagan (2008). This means that the strategic planning has to be short term. There is lack of clarity in relation to what the manager is trying to achieve. There is the constant challenge to the manager in the public sector as to whether you are trying to fulfil your statutory obligation, please the politicians, follow the directions of the board or the people for whom the services were meant for. The manager in the public sector is challenged as he cannot change or alter the system. There are too many stakeholders, interest groups to satisfy in the public sector therefore the manager in this sector has to device different kinds of ways to deliver information to the different groups in the public who believes they have a stake in the public sector, such methods are through, governing bodies, advisory committees, taskforces, public meetings and public announcements Hanagan (2008). The manager in the private sector uses strategic management to review actions, slow down processes and hence make changes where necessary, the manager in the private sector has a profit making mindset and therefore considers product viability, the private secto r manager has power and authority, flexibility and autonomy and therefore decision making is quicker. The private sector manager is accountable to shareholders Bloisi et al (2007). The public sector is funded by the government and the managers are accountable to whichever ruling political party at any given time. According to the National Audit Office, before the 1998 public service agreements, different departments were funded annually with some exception such as the Department of Health, so there was uncertainty as to whether funding will be the same as the previous year or reduced or increased. This was a challenge to managers as there was no certainty with the flow of funds to make long term plans as the private sector with assurance of long term financing. The agreement was set out with the awareness of the aims, ideals and targets of the various departments Bourn (2003 p.20). Assessed so far are internal factors which challenge managers in the public sector however there are certain external factors which managers have to contend with as well. Some of these are; the speed of technology which has affected every process in organisations irrespective of sector, the force of competing interests who are not ordinary rivals to gain customers but those seeking for resources and those trying to make their points to be heard and the fluctuations in social behaviour which starts with movements in peoples expectations and values Bloisi et al (2007). Finally, managers are currently facing challenges due to the recent comprehensive budget cut. There is greater demand for services however there are fewer resources to meet demand. It is morally challenging to managers to prioritize who to help and who not to In conclusion, Suggested approaches from management science which could alleviate some of the challenges are; the systems approach and contingency approach. With systems approach, managers could discuss their departmental needs in terms of the general organisational requirement. The use of this approach requires open communication and the removal of barriers between the individual departments, also the approach shows management consideration of all the systems involved, synergy that is the whole is greater than the sum of its parts, open and closed systems, limits, movements of information, materials and feedback through which the manager could monitor and evaluate progress reports Hanagan (2008). The second recommended approach is the contingency approach. This approach says that different problems requires different ways of solving them it all depends on how much experience the manager has because what might work well in one situation may not work well in another situation Hanagan (2008). Applica tion of this approach requires that the manager recognises several view points, one of which is the pragmatic view point. Pragmatic viewpoint says that no approach is generally acceptable which means that the manager has to check the motives for every action taken for instance, the services being delivered, the availability of equipment required and also the internal and external environment Hanagan (2008).

Behind the success of every organization there is a hand of its employees.

Executive SummaryEvery successful organisation ‘s basic strengths are its people working in it. Therefore every organisation tries to do their employees happy by giving them calling chances, good environment, civilization, personal development and promotion. In this study, we have performed a careful analysis of the people working of the taking Bankss in Pakistan ; Standard Chartered Bank Standard Chartered is a London-based Multi-national Bank focused on the emerging markets of Asia, Africa, the Middle East and Latin America. It has important operations in Hong Kong, Singapore, Malaysia, Thailand, India, Pakistan, and the United Arab Emirates and in Sub-Saharan Africa. The cardinal concerns are Consumer Banking ( chiefly recognition cards, mortgages, personal loans, and wealth direction ) and Sweeping Banking where the bank specializes in the proviso of hard currency direction, trade finance, exchequer and tutelary services. The group has a web of over 740 offices in more than 55 states and assets of about US $ 90 billion. With a presence in Asia and Africa that goes bank about 150 old ages, Standard Chartered has an in-depth apprehension of, and a long-run committedness to the emerging markets.MY AIM FOR THIS REPORTThe basic purpose of this study is to develop suited policies and schemes for the Bankss, which consequences in the high rate of productiveness and occup ation satisfaction, and lowers the rate of absenteeism and bend over.Introduction TOSTANDARD CHARTEREDIntroductionStandard Chartered is a transnational bank, focused on the established and emerging markets of Asia, Africa, the Middle East and Latin America with an extended planetary web of more than 570 offices in over 50 states and assets of about US $ 90 billion, using over 30,000 people. Through their planetary operation they migrate best banking pattern around the universe, presenting world-class merchandises and services in front of local competition. Their clients include private persons through to the largest corporations. The Bank serves both Consumer and Wholesale banking clients The Consumer Bank provides recognition cards, personal loans, mortgages, sedimentation pickings activity and wealth direction services to persons and medium sized concerns. The Wholesale Bank provides services to transnational, regional and domestic corporate and institutional clients in trade fina nce, hard currency direction, detention, loaning, foreign exchange, involvement rate direction and debt capital markets. They are the bank of pick for many major multinationals. With about 150 old ages in the emerging markets the Bank has unmatched cognition and apprehension of its clients in its markets. The three principal concern groups are Global Markets, Consumer Banking and Corporate and Institutional Banking.AimStandard Chartered ‘s chief aim is to offer outstanding value to their clients by supplying a knowing, efficient and dependable service in a personal, helpful and antiphonal mode. Cardinal to this service doctrine is their professional consultative attack, which they take with each client. By acquiring to cognize their clients better, they identify their demands and fit them with bespoke quality merchandises and service solutions. To set it merely, they are committed to doing today ‘s complex fiscal universe easier for their clients.Employee RELATIONSHIP ATSTANDARD CHARTEREDEmployee RELATIONSHIPStandard Chartered ‘s repute is critical by being the universe ‘s prima emerging markets bank. The saving and sweetening of that repute depends upon their concerns runing to the highest criterions of ethical behavior. They face a peculiar challenge to continue consistent criterions of behavior while at the same clip esteeming the civilization and varying concern imposts of all the states in which they operate. The rules that govern the behavior of their concern and employees are reflected in a Group Code of Conduct. The Group Code of Conduct is a practical working papers, which guides employees through the many hard behavior issues that confront them on a day-to-day footing. Complying with each component of the Code will non ever be easy but they recognize that they will be judged non merely by what is set out in the Code but on how this is reflected in their twenty-four hours to twenty-four hours activities and the behavior of all of them. The cardinal elements in Group Code of Conduct are: Local Laws & A ; Group Standards Confidentiality & A ; Data Protection Suitable Merchandises Money Washing Insider Trading Bribery & A ; Corruption Gifts & A ; Entertainment Conflicts of Interest Covering in Standard Chartered Shares Talking Up Standard Chartered selects its employees on the footing of accomplishments, cognition and endowment. They are committed to supplying equality of chance to all employees, irrespective of sex, race, nationality, age, disablement, cultural beginning, matrimonial position or sexual orientation. They are committed non merely to supplying equality of chance to all employees, but besides placing what alone strengths each single brings to the functions they carry out and the development of these strengths. They provide their employees with Opportunities to develop in their current functions, move into new functions and work in different locations and concerns. Role vacancies are advertised internally. They recruit the most gifted persons from the external market to supplement their internal grapevine of endowment. They have besides created planetary endowment direction and sequence planning processes to assist develop their high possible employees. Their Human Resources section provides counsel on the usage of psychometric trials and has robust enlisting standards to guarantee that all campaigners are treated reasonably, every bit and with regard. Standard Chartered has a planetary Graduate Recruitment Programme ; where in the part of 150 alumnuss are recruited each twelvemonth on a direction trainee programme across all concerns, maps and states. When staff start their employment, they are issued with an offer missive which clearly states their footings and conditions of service. All new staff goes through an initiation procedure. Each state has Human Resources policies and processs to assist and steer directors. Examples of these would be disciplinary and grudge processs. These guarantee that staffs are treated reasonably in times of difference. The planetary codification of behavior provides counsel to staff on what are acceptable criterions of behavior.EMPLOYEE – Employer ISSUES ATEMPLOYEE – Employer ISSUES AT STANDARD CHARTERED AND ASKARI COMMERCIAL BANKISSUES AT HUMAN RESOURCE DEPARTMENTISSUE # 1:Supplying equality of chance to all employeesSTRATEGY IMPLEMENTED BY STANDARD CHARTERED:Standard Chartered selec ts employees based on cognition, accomplishments and endowment. They are committed to supply equality of chance to all employees, irrespective of sex, race, nationality, age, disablement, cultural beginning, matrimonial position or sexual orientation. They are committed non merely to supplying equality of chance to all employees, but besides placing what alone strengths each single brings to the functions they carry out and the development of these strengths. They provide their employees with chances to develop in their current functions, move into new functions and work in different locations and concerns. Role vacancies are advertised internally.Suggestion:No Biased Policy:There is no colored policy or favoritism among employees. All the employees should be given same chances based on their public presentation and ability. This increases the degree of motive among employees.Delegating Undertakings:By delegating different undertakings to different employees, harmonizing to their ab ility and place, at the terminal of every twelvemonth, which should ensue as a calling, promotion will do the employees more cognizant of their abilities and public presentation. This will take to the equality of chances, as all the employees will come to cognize about their abilities and where they stand.ISSUE # 2:Motivation degree of employeesSTRATEGY IMPLEMENTED BY STANDARD CHARTERED:Standard Chartered follows a specific motive procedure for their employees. In this procedure, they evaluate the public presentation of each employee at the terminal of twelvemonth and rate the as: Outstanding: Those employees who have performed highly good, even more than they were required to. They are rewarded through Awards and publicities at the terminal of twelvemonth. Co bookworm: Those employees who have performed efficient work and little more than they were required to. They are rewarded through pecuniary wagess and benefits.Competent:Those employees who have performed their responsibilities harmonizing to the demands non more or less than it. They are normally motivated to work more difficult through word of oral cavity assessments such as â€Å"well done† , â€Å"keep it up† and etc.Suggestion:Management By Objectives ( MBO ) :Employees can besides be motivated through MBO. Management by aims ( MBO ) is a plan that emphasizes participative on puting ends that are touchable, verifiable and mensurable. Four ingredients are common in MBO plans ; end specificity, participative decision-making, an expressed clip period and public presentation feedback. Execution of these ingredients consequences in employee motive.Behaviour Modification Model or OB MOD:OB MOD is plans where directors identify public presentation related employee behaviors and so implement an intercession scheme to beef up desirable public presentation behaviors and weaken unwanted behaviors. The first measure in OB MOD, hence, is to place the critical behavior that make a important impact on employee ‘s occupation public presentation. The 2nd measure requires the director to develop some baseline public presentation informations. The 3rd measure is to execute a functional analysis to place the behavioral eventualities or effects of public presentation. The concluding measure in OB MOD is to measure public presentation betterment.Employee Engagement:Employee engagement is a participative procedure that uses the full capacity of employees and is designed to promote increased committedness to the organisations success. The implicit in logic is that by affecting workers in those determinations that affect so and by increasing their liberty and control over their work lives, employees will go more motivated, more committed to the organisation, more product ive and more satisfied with their occupations.Participative Management:A procedure where subordinates portion a important grade of decision-making power with their immediate higher-ups.Representative Management:A procedure in which workers participate in organisational determination doing through a little group of representative employees.Quality Circles:A work group of eight to ten employees and supervisors who have shared country of duty. They meet on a regular basis typically one time a hebdomad, on company clip and on company premises – to discourse their quality jobs, investigate causes of jobs, urge solutions, and take disciplinary actions.Employee Stock Ownership Plans:Employee stock ownership programs are company-established benefit programs in which employees get stock as portion of their benefits.ISSUE # 3:Effective communicating procedureSTRATEGY IMPLEMENTED BY STANDARD CHARTERED:At Standard Chartered when staff start their employment, they are issued with an offer missive which clearly states their footings and conditions of service. All new staff goes through an initiation procedure. Each state has Human Resources policies and processs to assist and steer directors. Examples of these would be disciplinary and grudge processs. These guarantee that staffs are treated reasonably in times of difference. The planetary codification of behavior provides counsel to staff on what are acceptable criterions of behavior.Suggestion:The CEO Must be Committed To The Importance Of Communication:The most important factor in a successful employee-communications plan is the main executives leading. He or She must be philosophically and behaviourally committed to the impression that pass oning with employees is indispensable to the accomplishment of ends. If the organisations senior executive is committed to communication through his or her words and actions, it trickles down to the remainder of organisation.Directors Match Actions and Wordss:Closely related t o CEO support is managerial action. As we have noted, action speaks louder than words. When the implicit messages that directors send contradict the official messages as conveyed in formal communications, the directors lose credibleness to employees. Employees will listen to what direction has to state sing alterations being made and where the company is traveling. But duplicate actions must endorse these words.ISSUE # 4:Learning and developmentSTRATEGY IMPLEMENTED BY STANDARD CHARTERED:As a first organisation, Standard Chartered recognizes that it is indispensable to hold the best people equipped with the right accomplishments and cognition to execute their functions to the highest criterions. They want gifted professionals, who seek self-development chances including go oning professional development. In return they offer first-class preparation and development. Standard Chartered has a planetary Graduate Recruitment Programme ; where in the part of 150 alumnuss are recruited each twelvemonth on a direction trainee programme across all concerns, maps and states. They focus development on where they believe they will acquire the greatest return, by developing employees ‘ strengths. They utilize a full portfolio of larning resource such as in house programmes, external suppliers, on the occupation preparation and computer-based preparation. They sponsor employees for professional makings on a portion clip footing, every bit good as in their ain clip. They have Learning Resource Centres in major locations. Other Centres are being developed and will supply employees with the chance to update their accomplishments on assorted package bundles use the Intranet, the Internet and derive entree to books.Suggestion:Developing Training Plan:Its estimated that more than 90 per centum of all organisations have some type of systematic preparation plan but those can merely be effectual if they offer a theoretical account to catch the trainees attending ; provide motiv ational belongingss ; assist the trainee file off what he or she has learned for subsequently usage ; provide chances to pattern new behaviors ; offer positive wagess for achievements and if the preparation has taken topographic point off the occupation, let the trainee some chance to reassign what he or she has learned to the occupation.

The Little-Known Secrets to Journal Essay Topics

The Little-Known Secrets to Journal Essay Topics Things You Won't Like About Journal Essay Topics and Things You Will Your essay may concentrate on gender issues from different areas of the world such as women rights in the Middle East and so forth. You could be given the topic straight away by your professor, or you might be free to opt for the topic yourself. For this reason, you can be certain that the paper will achieve your professor in the stipulated time. After the writer is appointed, they begin working on your essay in line with the requirements you have specified in your purchase. Among the most stressful sections of journal writing is attempting to determine what to write about. But whether a journal counts towards your final grade, it can act as a fantastic place to explore ideas and boost your writing skills, among other advantages. The New Fuss About Journal Essay Topics Facts, finally, will always win out against how folks are feeling at a specific moment. 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Gettysburg Turning The Tide - 1238 Words

GETTYSBURG: TURNING THE TIDE Robert Harmon, Jr. American History to 1877 (HIST101) American Military University Dr. Kelly McMichael GETTYSBURG: TURNING THE TIDE One of the most epic battles of the Civil War occurred at Gettysburg, Pennsylvania in July of 1863. This battle was arguably the turning point of the war for the Union Army and signaled the beginning of the end for the Confederate Army. Over the course of what follows, the events leading up to the battle, an overview of the battle, and subsequent results of the battle will be examined. By the end of June 1863, Lee’s army was in high spirits and in need of supplies after the battle of Chancellorsville . To achieve multiple objectives, Lee decided to move his army north into Pennsylvania (Gettysburg Facts Resources, 2014). Lee targeted the area outside of Gettysburg because it had an abundance of tanneries, which could provide his army with much needed footwear, and the area also had an abundance of other resources. Strategically, Lee also felt that attacking and winning a major battle in the north would increase the morale of his troops, deal a harsh blow to the morale of northerners, and present an opportunity to obtain supplies (Gettysburg Facts Resources, 2014). As General Robert E. Lee lead the Army of Northern Virginia into Pennsylvania, General Joseph Hooker began moving the Army of the Potomac across Maryland and into Pennsylvania in order to engage Lee, protect Washington, and attempt to repelShow MoreRelatedThe Battle Of Gettysburg And A Website Article From The New World Encyclopedia1320 Words   |  6 PagesThe battle of Gettysburg is seen today as the turning point of the war, and after the analysis of these historical documents its clear why the bloodshed at Gettysburg was as significant as it was being able to turn the tides of the war. Two sources that are going to be used in this are a website article from History.com: â€Å"Battle of Gettysburg† and a website article from the NeW World Encyclopedia: â€Å"Battle of gettysburg†. These sources will be analyzed by their origin, purpose, content, value andRead MoreThe Civil War : America s Bloodiest War Since The Creation Of The Country871 Words   |  4 Pagescreat ion of the country. It has been accounted that over six hundred and twenty thousand deaths occurred during this major conflicts between The Confederate and The Union States. Was there a turning point? A battle which changed the tide completely? Among the major battles we can find The Battle of Gettysburg, Vicksburg, Stones River, and Fredericksburg. These battles were the changing points in history. The Country as we know it could’ve changed within a matter of minutes had the events occurredRead MoreThe Battle of Gettysburg: The Turning Point of the Civil War861 Words   |  4 PagesThe Battle of Gettysburg the Turning Point of the Civil War Was the Battle of Gettysburg a sufficient enough victory to actually turn the tide of the Civil War? Was three days of fighting enough to make that much of an impact on a war that lasted two more years after this famous battle? Well that is what I will be discussing in this paper. I will be going over each day of the battle and how they ultimately led to a Union victory and a turning point in the Civil War. Day one, July 1, 1863, was theRead MoreThe Battle Of Gettysburg And The Civil War Essay1434 Words   |  6 Pagessmall town of Gettysburg, Pennsylvania, was awoken to the beginning of what was to be the turning point of the Civil War for the Union. It began as a small skirmish, but by its end it involved so many Americans to which would become one of the bloodiest battles ever taken place on Unites States soil. The Battle of Gettysburg was not only a turning point in the war. From July 1st to July 3rd, 1863, the most famous and most important Civil War Battle took place in the small town of Gettysburg, PennsylvaniaRead MoreHow to Make Some One Chutiya764 Words   |  4 Pagesthose states at war with the Union, and did not effect slave-holding border states that did not join the Confederacy. More than an attempt to free the slaves, it was an attempt to re-join the country. The Proclamation was an important factor in turning the tide of the war. Not only did freeing the slaves deprive the South of manpower, but in the neighborhood of 186,000 former slaves joined the Union Army. Additionally, it changed the European s perspective on the War from being about politics to beingRead MoreTurning Points in the Civil War1863 Words   |  8 PagesAnalytical Assignment Turning points that occur during a conflict such as a civil war may be found in men, as well as forces of events. Turning points are the moments or acts which are thought to have had profound effects which are necessary to drive the war along the course which it took. During the American Civil War in the 1860’s there can be a widespread debate over which actual event was the turning point in the war that led to a Union victory. Most analysts refer to July 4th, 1864 whenRead MoreGettysburg: Turning Point Of The War Essay1907 Words   |  8 PagesGettysburg: The Turning Point of the War On July 1, 1863, the Union Army of the Potomac engaged the Confederate Army of Northern Virginia which had advance into the north. This would be the battle of all battles; it would be the bloodiest battle of the Civil War. Three days of warfare resulted in a Union victory at the cost was 51,000 American casualties. The Southern reason for rebellion was to break away from the Union and become a separate country, the Confederate States of America. UpRead MoreThe Battle Of The War Essay1510 Words   |  7 Pagesupon thousands of soldiers were killed and millions more wounded; large areas of the South were engulfed by aggressive battles almost resulting in a Union defeat under determined Confederate forces. Focusing on the major turning point battle of the war, the Battle at Gettysburg, the confederate Army was led by General Robert E. Lee, and the Union Army was led by General George G. Meade. This battle lasted for three days - July 1st through the 3rd, 1863, and ended when the C onfederates had failedRead MoreThe Battle Of Gettysburg And The Civil War Essay1448 Words   |  6 PagesOn July 1, 1863, the bloodiest, most gruesome war in American History began. The Battle of Gettysburg was fought in the small town of Gettysburg, Pennsylvania. The Union Army under the command of General George G. Meade faced the Confederate Army led by General Robert E. Lee. They clashed for a long, tragic, three days, but at a costly expense of human life. The American Civil War was one of the most significant battles that the United States has ever been engaged in. On the lines, there were brothersRead MoreThe Life of Robert E Lee701 Words   |  3 Pagesand dry, and easy to understand. This is not the case with Robert E. Lee. He was smart, loyal and above all, complicated. We like to make him out as some old general guy who fought for the South in the Civil War. Eventually lost at Gettysburg and because it was the turning point of the Civil War; he became famous for losing. He is a lot more than just that. He was an actual person who, from his birth up to his death, dealt with real life situations. On January 19, 1807, Robert E. Lee