HMS Queen Mary at the Battle of Jutland

HMS Queen Mary was a British battlecruiser that entered service in 1913. The last battlecruiser completed for the Royal Navy prior to World War I, it saw action during the early engagements of the conflict. Sailing with the 1st Battlecruiser Squadron, Queen Mary was lost at the Battle of Jutland in May 1916. HMS Queen Mary Nation:  Great BritainType:  BattlecruiserShipyard:  Palmers Shipbuilding and Iron CompanyLaid Down:  March 6, 1911Launched:  March 20, 1912Commissioned:  September 4, 1913Fate:  Sunk at the Battle of Jutland, May 31, 1916 Specifications Displacement:  27,200 tonsLength:  703 ft., 6 in.Beam:  89 ft., 0.5 in.Draft:  32 ft., 4 in.Propulsion:  Parsons direct-drive steam turbines, 42 Yarrow boilers, 4 x propellersSpeed:  28 knotsRange:  6,460 miles at 10 knotsComplement:  1,275 men Armament 4 Ãâ€" 2: BL 13.5-inch Mk V guns16 Ãâ€" 1: BL 4-inch Mk VII guns2 Ãâ€" 1: 21-inch Mk II submerged torpedo tubes Background On October 21, 1904, Admiral John Jackie Fisher became First Sea Lord at the behest of King Edward VII. Tasked with reducing expenditures and modernizing the Royal Navy, he also began advocating for all big gun battleships. Moving forward with this initiative, Fisher had the revolutionary HMS Dreadnought built two years later. Featuring ten 12-in. guns, Dreadnought instantly made all existing battleships obsolete. Fisher next desired to support this class of battleship with a new type of cruiser that sacrificed armor for speed. Dubbed battlecruisers, the first of this new class, HMS Invincible, was laid down in April 1906. It was Fishers vision that battlecruisers would conduct reconnaissance, support the battle fleet, protect commerce, and pursue a defeated enemy. Over the next eight years, several battlecruisers were constructed by both the Royal Navy and the German Kaiserliche Marine. Design Ordered as part of the 1910–11 Naval Program along with four King George V-class battleships, HMS Queen Mary was to be the sole ship of its class. A follow-on to the earlier Lion-class, the new ship featured an altered interior arrangement, a redistribution of its secondary armament, and a longer hull than its predecessors. Armed with eight 13.5 in. guns in four twin turrets, the battlecruiser also carried sixteen 4 in. guns mounted in casemates. The ships armament received direction from an experimental fire-control system designed by Arthur Pollen. Queen Marys armor scheme varied little from the Lions and was thickest amidships. At the waterline, between B and X turrets, the ship was protected by 9 Krupp cemented armor.  This thinned moving towards the bow and stern. An upper belt of reached a thickness of 6 over the same length. Armor for the turrets consisted of 9 on the front and sides and varied from 2.5 to 3.25 on the roofs. The battlecruisers conning tower was protected by 10 on the sides and 3 on the roof. Additionally, Queen Marys armored citadel was closed off by 4 transverse bulkheads. Power for the new design came from two paired sets of Parsons direct-drive turbines which turned four propellers. While the outboard propellers were turned by high-pressure turbines, the inner propellers were turned by low-pressure turbines. In a change from other British ships since Dreadnought, which had positioned the officers quarters near their action stations amidships, Queen Mary saw them returned to their traditional location in the stern. As a result, it was it the first British battlecruiser to possess a stern walk. Construction Laid down on March 6, 1911, at Palmer Shipbuilding and Iron Company in Jarrow, the new battlecruiser was named for King George Vs wife, Mary of Teck. Work progressed over the next year and Queen Mary slid down the ways on March 20, 1912, with Lady Alexandrina Vane-Tempest serving as the Queens representative. Initial work on the battlecruiser ended in May 1913 and sea trials were conducted through June. Though Queen Mary utilized more powerful turbines than earlier battlecruisers, it only barely exceeded its design speed of 28 knots. Returning to the yard for final alterations, Queen Mary came under the command of Captain Reginald Hall. With the completion of the ship, it entered commission on September 4, 1913. World War I Assigned to Vice Admiral David Beattys 1st Battlecruiser Squadron, Queen Mary commenced operations in the North Sea. The following spring saw the battlecruiser make a port call at Brest before a voyage to Russia in June. In August, with Britains entry into World War I, Queen Mary and its consorts prepared for combat. On August 28, 1914, the 1st Battlecruiser Squadron sortied in support of a raid on the German coast by British light cruisers and destroyers. In the early fighting during the Battle of Heligoland Bight, British forces had difficulty disengaging and the light cruiser HMS Arethusa was crippled. Under fire from the light cruisers SMS Strassburg and SMS Cà ¶ln, it called for aid from Beatty. Steaming to the rescue, his battlecruisers, including Queen Mary, sank Cà ¶ln and the light cruiser SMS Ariadne before covering the British withdrawal. Refit That December, Queen Mary took part in Beattys attempt to ambush German naval forces as they conducted a raid on Scarborough, Hartlepool, and Whitby. In a confusing series of events, Beatty failed to bring the Germans to battle and they successfully escaped back the Jade Estuary. Withdrawn in December 1915, Queen Mary received a new fire control system before entering the yard for a refit the following month. As a result, it was not with Beatty for the Battle of Dogger Bank on January 24. Returning to duty in February, Queen Mary continued to operate with the 1st Battlecruiser Squadron through 1915 and into 1916. In May, British naval intelligence learned that the German High Seas Fleet had left port. Loss at Jutland Steaming in advance of Admiral Sir John Jellicoes Grand Fleet, Beattys battlecruisers, supported by the battleships of the 5th Battle Squadron, collided with Vice Admiral Franz Hippers battlecruisers in the opening phases of the Battle of Jutland. Engaging at 3:48 PM on May 31, the German fire proved accurate from the outset. At 3:50 PM, Queen Mary opened fire on SMS Seydlitz with its forward turrets. As Beatty closed the range, Queen Mary scored two hits on its opponent and disabled one of Seydlitzs aft turrets. Around 4:15, HMS Lion came under intense fire from Hippers ships. The smoke from this obscured HMS Princess Royal forcing SMS Derfflinger to shift its fire to Queen Mary. As this new enemy engaged, the British ship continued to trade hits with Seydlitz. At 4:26 PM, a shell from Derfflinger struck Queen Mary detonating one or both of its forward magazines. The resulting explosion broke the battlecruiser in half near its foremast. A second shell from Derfflinger may have hit further aft. As the after part of the ship began to roll, it was rocked by a ​large explosion before sinking. Of Queen Marys crew, 1,266 were lost while only twenty were rescued. Though Jutland resulted in a strategic victory for the British, it saw two battlecruisers, HMS Indefatigable and Queen Mary, lost with nearly all hands. An investigation into the losses led to changes in ammunition handling aboard British ships as the report showed that cordite handling practices may have contributed to the loss of the two battlecruisers.

Analysis Of Henrik Ibsen s A Doll House - 1152 Words

Henrik Ibsen’s play â€Å"A Doll House† addresses the importance of the roles women play throughout this time period. Women are thought to be like â€Å"dolls† to their husbands, by obeying their commands and keeping a good image. We see the main character, Nora Helmer struggle to keep her perfect image of a great wife as troubles start to arise. Throughout the play we begin to see Nora push through her troubles and find her true identity, Nora shifts from being the loving, perfect wife, to being a strong and independent woman. Starting in Act one we see Nora Helmer as a loving, wife that likes to spend all her husband’s money. Although, she asks for money quite often and seems to spend freely, she never spends the money on herself. She only purchases things for the house or her children. Nora seems like a very selfless individual whose main concerns are her family. Through the statement her husband, Torvald says â€Å"that is, if you actually hung onto t he money I give you, and you actually used it to buy yourself something† (800), we get the impression that Nora cares more about the happiness of others than her own happiness. Instead of spending the money on herself, she would rather spend it on her family. Nora plays the role of a loving woman who wants to please her husband and be the perfect wife. We later realize there is more to Nora’s spending habits than we know. When Mrs. Linde arrives at the Helmer home, we see a shift in gears with Nora. At first Nora is very happy andShow MoreRelatedAnalysis Of Henrik Ibsen s A Doll House 1823 Words   |  8 PagesA Doll House is a play that was written by Henrik Ibsen in 1879. Nora Helmer is a wife and mother who secretly loaned money to save her husband’s, Torvald, life. Torvald views and treats Nora has a doll and she goes along with it. 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Should The Drinking Age Be Lowered - 994 Words

Should the Drinking Age Be Lowered? Approximately 2 out of every 3 high school students have drank to the point of getting intoxicated (binge drink), in more than one occasion (Centers for Disease and Control Prevention [CDC], n.d.). Binge drinking has become increasingly common for youth under the minimum legal drinking age, making it increasingly dangerous because of the lack of supervision that young adults have that can consequently, lead to death because of fear of the law (Bonnie O’Connell, 2004) The drinking age should be lowered to 18 because it is a reasonable societal age limit that can be supervised and used by most of the world and is seen as the age of majority in the United States (National Highway Traffic Safety Administration [NHTSA], 2001). Presently, the drinking age is 21 for all of the United States with some exceptions. There are seven countries in the world that have the minimum legal drinking age (MLDA) at age 21 such as Pakistan, Indonesia and, Sri Lanka which is higher compared to the Western world (Hanson, n.d.). On the other side of the spectrum, there are 20 countries that do not have a MLDA including Vietnam, Armenia, Norway, and Ghana (Hanson, n.d.). In the case North America, Mexico has the legal drinking age is 18 and in Canada, it ranges from 18 – 19 depending on which providence one is in (Carpenter and Dobkin, 2011). With that said, the overwhelming majority of countries around the world have a MLDA of 18 years of age, the worldwideShow MoreRelatedShould The Drinking Age Be Lowered?995 Words   |  4 Pages Should the legal drinking age be lowered to age 18? Recently people have been debating whether If the drinking age should be lowered to 18. Some people think 18 is a better age but others think it’s outrageous to lower the drinking age to 18. 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Organizational Creativity and Innovation for Apple- myassignmenthelp

Question: Discuss about theOrganizational Creativity and Innovation for Apple Inc. Answer: Introduction The purpose of this task is to analyze and evaluate the innovative strategies which Apple Inc. used to gain the competitive edge in the target. Further the task resolves four questions based on the case study given, it explains the innovative strategies which the organization used and implementation procedures which the CEO used to achieve the targets defined. There are many aspects which collectively help the organization to gain the market capitalization by selling their product to a major part of the target market. But the important aspect with the aid of which the company gained competence in the market is with the use of innovation tool in designing its product (Thomke, Feinberg, 2009). Apart from that, it shall be noted that innovation tool is used by many organizations now days but only few successfully achieve it because it is important for the management to execute that innovation properly in their product development and business strategy as well. The CEO of the company actively influenced all the activities of the company; he intertwined the product development, innovation and execution strategy of the organization. Thus, Apples success is not just a clever strategy implemented by the management but it is a sense of the company to understand the need of the customers present in the market and innovate the product according to t he demand (Jun, Sung Park, 2013). Apart from that talking about the strategy framework which the organization used to gain excellence in the market, it shall be said that Apple remarkably aligned their skills and abilities to draw success for the company. The organization uses a disciplined process to initiate efficiency among the customers in the market. The management initiated a strict control on both the operation and strategy implemented by the organization; this approach helped the organization to initiate high expectation among the customers in the market. The CEO being the chief innovator designs the product specification and also implemented innovation in the management of the organization. He designed strategies in such a way that the management of the organization assists them to initiate competitive edge in the target market. Thus, it shall be noticed that Apple innovated many strategies which acted as a bold business experiment in the market; these strategies only helped them to lead in the market (Kim, Jun, 2017). As the case study states that the achievements of Apple Inc. were not just a clever strategy instead it involved deep commitment of the organization to understand the need of the people and then develop an insanely great products. The activities which apple initiated might not be called as innovation, because the company only aligned the needs of the customers with the specifications of the organization. The organization developed three areas where they can initiate innovation, which are mainly marketing, engineering, and user experience (Kim, Jun, Jang, Park, 2017). The committee of executives reviewed all three aspects and implemented a plan on the basis of which they shall amend innovation in the organization. Thus, in this innovation was planned and implemented in Apple with the help of the employees of the organization (Minakov, et. al., 2015). The management initiated to introduce the entire specific features which are required by the customers of the organization. They aimed to produce products which are having beautifully designed which but they are also easy to work with. As the organization has all type of customer base due to which they design products which are attractive and convenient in using. Apart from that the organization implemented many other strategies which assisted them initiating innovation in the organization. The bold business experiment also helped the organization to innovate many new features in the products and lead by gaining the market capitalization. This hoped the management to apply strategic innovation which cannot be replicated as well, due to which the product gained competence in the market as well. Thus, in this way, with the tool of innovation the organization continued to achieve its defined targets (Blenko, et. al., 2016). Employees are regarded as the most important asset of the organization. They are those people who help the organization to achieve heights in the target market. So, it shall be known that no organization can work efficiently or gain competence without adequate human resource in the company. In the company Apple the employees of the company helped in every phase of the organization. They themselves defined innovation for the organization which can help them to grow in the market. The employees created innovation I the market and they only motioned that innovation in terms of the growth of the company. Apple gained the first mover advantage in the market, thus it shall be noted that the employees of organization are determined to lead. The innovators innovated the products and the engineers designed the innovation and gave the products a look and lastly the management monitored these activities with the plan and evaluates the deviation then act accordingly (Rogers, Lee, 2016). As the employees provide support to the management therefore the organization also satisfy the requirements of the employees of the organization. Further talking about the culture at the organization it shall be noted, that the leader is a person who develops a positive environment in the organization. So, the leaders of Apple inspired the employees which urged them to work better and initiate positivity in the environment (Arocha, 2017). The company Apple is incomplete without Its CEO Steve Jobs as the man gave recognition to the organization in the external world. Talking about the activities which Steve jobs did to place the organization at an optimum position, it shall be said that he being an entrepreneur took adequate amount of risk and innovation in the product development so that competence. He developed the product in such a way that it worked efficiently along with beautiful looks. Apart from that h created a convenient product which can be used by all people. And most importantly he supplied the products in all geographical boundaries due to which all demand of the product were met with the supply (Ulrich, 2014). Furthermore talking about the strategic management system which he implemented it shall be noted that whatever activities he did, Jobs always satisfied the employees with his work. His view of process and innovation is that create a product according to the requirements of customers present in the market. He always aimed to design a product which adequately satisfy the needs of the customers; apart from that Jobs initiated a problem solving techniques in the organization. With the aid of his personality characteristics, the organization placed itself at the top most position in the market. Thus, in this way he refined the position of the company by igging the problems and finding beautiful elegant solutions for it (Boudreau, Lakhani, 2013). Conclusion Thus in the limelight of above mentioned events the facts that shall be noted is that it is very important for an organization to initiate innovation in its managerial activities so as to gain competence in the target market. Apart from that the leader of the organization needs to implement an innovative and positive approach towards the working of the employees so that objectives of the organization are achieved. References Arocha, J. B. (2017). Getting to the Core: A Case Study on the Company Culture of Apple Inc. Blenko, D., Waldron, K., Cornelius, J., Nespoli, G., Lee, D. (2016). ORGANIZATIONAL ANALYSIS: APPLE RETAIL STORES. Boudreau, K. J., Lakhani, K. R. (2013). Using the crowd as an innovation partner. Harvard business review, 91(4), 60-9. Jun, S., Sung Park, S. (2013). Examining technological innovation of Apple using patent analysis. Industrial Management Data Systems, 113(6), 890-907. Kim, J. M., Jun, S. (2017). Integer-Valued GARCH Processes for Apple Technology Analysis. Industrial Management Data Systems, (just-accepted), 00-00. Minakov, V. F., Minakova, T. E., Galstyan, A. S., Shiyanova, A. A. (2015). Time constant of innovation effects doubling. Mediterranean Journal of Social Sciences, 6(3 S6), 307. Pisano, G. P. (2015). You need an innovation strategy. Harvard Business Review, 93(6), 44-54. Rogers, D., Lee, R. (2016). Strategic opportunities and decision making. MHD Supply Chain Solutions, 46(2), 40. Thomke, S. H., Feinberg, B. (2009). Design thinking and innovation at Apple. Ulrich, D. (2014). The future targets or outcomes of HR work: individuals, organizations and leadership.