The Men Behind Monty examines the role played by the staff in the victorious campaigns of Field Marshal Viscount Montgomery, Britain's most successful field commander since the Duke of Wellington.??When Monty took command of Eighth Army in August 1942, he inherited the staff of his predecessor. He retained all the key members and most of them stayed with him not only from El Alamein to Tunis, but also in Sicily and Italy. When he took command of 21st Army Group in January 1944, many accompanied him to take up the most prominent positions on the HQ staff and the majority remained until the German surrender in May 1945.??This fascinating work focuses not only on the senior officers responsible for the various staff branches, and notably on Monty's outstanding Chief of Staff, Freddie de Guingand, but also on his personal staff, the ADCs and personal liaison officers.?The book sheds light on the work of the staff generally, and on their direct contribution to Monty's decisions, his sometimes difficult and controversial relationships with his superiors and allies.

The Men Behind Monty examines the role played by the staff in the victorious campaigns of Field Marshal Viscount Montgomery, Britain's most successful field commander since the Duke of Wellington.??When Monty took command of Eighth Army in August 1942, he inherited the staff of his predecessor. He retained all the key members and most of them stayed with him not only from El Alamein to Tunis, but also in Sicily and Italy. When he took command of 21st Army Group in January 1944, many accompanied him to take up the most prominent positions on the HQ staff and the majority remained until the German surrender in May 1945.??This fascinating work focuses not only on the senior officers responsible for the various staff branches, and notably on Monty's outstanding Chief of Staff, Freddie de Guingand, but also on his personal staff, the ADCs and personal liaison officers.?The book sheds light on the work of the staff generally, and on their direct contribution to Monty's decisions, his sometimes difficult and controversial relationships with his superiors and allies.

As in previous editions of this popular text on cross-cultural management, students will find here an invaluable guide to key management theories, linked to practical examples from all round the world. The book's key distinctive feature remains its truly international profile, with current examples from the US, Europe, Asia and new perspectives in this edition from other regions.

Discussion of cross-cultural models is updated by including the 'crossvergence' framework developed during the 1990s, as well as the latest new research on organizational culture
Coverage of how and to what extent cultural variation affects the implementation of e-technology at the workplace (esp. in multinational subsidiaries)
New material on the management of marketing/sales teams across borders and implications of cultural differences for expatriate managers.
The addition of several new cases, from the Middle East, Latin America and Africa as well as new cases in in Asia.

The 4th edition retains the special appendix on how to write a successful dissertaion or project which makes this a useful text for both MBA and advanced undergraduate courses.

To which is annexed, a treatise on the same diseases by . . . Abu-Beker Rhazes. The whole translated into English [from the Latin], under the author's inspection, by T. Stack.