After invading Poland, the Germans established ghettos in the incorporated territories and General Government to confine Jews. The ghettos were formed and closed off from the outside world at different times and for different reasons. For example, the Łódź ghetto was closed in April 1940, to force the Jews inside to give up money and valuables; the Warsaw ghetto was closed for health considerations (for the people outside, not inside, the ghetto), but this did not happen until November 1940; and the Kraków ghetto was not established until March 1941. The Warsaw Ghetto contained 380,000 people and was the largest ghetto in Poland; the Łódź Ghetto was the second largest, holding between 160,000 to 223,000. Because of the long drawn-out process of establishing ghettos, it is unlikely that they were originally considered part of a systematic attempt to eliminate Jews completely.
[t]hroughout the Polish Campaign, the employment of the mechanised units revealed the idea that they were intended solely to ease the advance and to support the activities of the infantry....Thus, any strategic exploitation of the armoured idea was still-born. The paralysis of command and the breakdown of morale were not made the ultimate aim of the ... German ground and air forces, and were only incidental by-products of the traditional maneuvers of rapid encirclement and of the supporting activities of the flying artillery of the Luftwaffe, both of which had as their purpose the physical destruction of the enemy troops. Such was the Vernichtungsgedanke of the Polish campaign.
Momentum needs to be maintained. For most companies the tailwinds change directions and the momentum disappears without anyone quite realizing what has happened. This is usually the case when the objective was not clearly defined to begin with. In Blitzkrieg the battle can and needs to have one of two outcomes: surrender or total annihilation. Ambiguous victory is never an option. Setting clear and unambiguous objectives is something that executives struggle with and that causes employees to lose their drive along the way.
The influence of air forces over forces on the ground changed significantly over the course of the Second World War. Early German successes were conducted when Allied aircraft could not make a significant impact on the battlefield. In May 1940, there was near parity in numbers of aircraft between the Luftwaffe and the Allies, but the Luftwaffe had been developed to support Germany's ground forces, had liaison officers with the mobile formations, and operated a higher number of sorties per aircraft. In addition, German air parity or superiority allowed the unencumbered movement of ground forces, their unhindered assembly into concentrated attack formations, aerial reconnaissance, aerial resupply of fast moving formations and close air support at the point of attack. The Allied air forces had no close air support aircraft, training or doctrine. The Allies flew 434 French and 160 British sorties a day but methods of attacking ground targets had yet to be developed; therefore Allied aircraft caused negligible damage. Against these 600 sorties the Luftwaffe on average flew 1,500 sorties a day. On May 13, Fliegerkorps VIII flew 1,000 sorties in support of the crossing of the Meuse. The following day the Allies made repeated attempts to destroy the German pontoon bridges, but German fighter aircraft, ground fire and Luftwaffe flak batteries with the panzer forces destroyed 56 percent of the attacking Allied aircraft while the bridges remained intact.
A stunning novel based on the true story of how German war profiteer and factory director Oskar Schindler came to save more Jews from the gas chambers than any other single person during World War II. In this milestone of Holocaust literature, Thomas Keneally, author of Daughter of Mars, uses the actual testimony of the Schindlerjuden—Schindler’s Jews—to brilliantly portray the courage and cunning of a good man in the midst of unspeakable evil.
In October 1941, work began on Auschwitz II, or Birkenau, located outside the nearby village of Brzezinka. There the SS later developed a huge concentration camp and extermination complex that included some 300 prison barracks; four large so-called Badeanstalten (German: “bathhouses”), in which prisoners were gassed to death; Leichenkeller (“corpse cellars”), in which their bodies were stored; and Einäscherungsöfen (“cremating ovens”). Another camp (Buna-Monowitz), near the village of Dwory, later called Auschwitz III, became in May 1942 a slave-labour camp supplying workers for the nearby chemical and synthetic-rubber works of IG Farben. In addition, Auschwitz became the nexus of a complex of 45 smaller subcamps in the region, most of which housed slave labourers. During most of the period from 1940 to 1945, the commandant of the central Auschwitz camps was SS-Hauptsturmführer (Capt.) and ultimately SS-Obersturmbannführer (Lieut. Col.) Rudolf Franz Hoess (Höss).
Schindler grew up in Svitavy, Moravia, and worked in several trades until he joined the Abwehr, the military intelligence service of Nazi Germany, in 1936. He joined the Nazi Party in 1939. Prior to the German occupation of Czechoslovakia in 1938, he collected information on railways and troop movements for the German government. He was arrested for espionage by the Czechoslovak government but was released under the terms of the Munich Agreement in 1938. Schindler continued to collect information for the Nazis, working in Poland in 1939 before the invasion of Poland at the start of World War II. In 1939, Schindler acquired an enamelware factory in Kraków, Poland, which employed at the factory's peak in 1944 about 1,750 workers, of whom 1,000 were Jews. His Abwehr connections helped Schindler protect his Jewish workers from deportation and death in the Nazi concentration camps. As time went on, Schindler had to give Nazi officials ever larger bribes and gifts of luxury items obtainable only on the black market to keep his workers safe.