318 resultados para United States. Army. Signal Corps
Resumo:
Latest issue consulted: Vol. 137, no. 12 (Dec. 2009).
Resumo:
Description based on: Jan. 1874; title from caption.
Resumo:
Largely extracted from "... Infantry tactics; or, Rules for the exercises and manoeuvres of the Infantry of the U. S. Army. Washington, 1825", and from "General regulations for the army ... Washington, 1825". cf. Pref.
Resumo:
Mode of access: Internet.
Resumo:
Report made under Contract no.W 49-129 eng-100 with the Corps of Engineers.
Resumo:
Issued also as House document 403, v.1-5, 87th Cong., 2d sess.
Resumo:
Bibliography: p. 58-59.
Resumo:
Vol. 4-5 compiled by the Chaplains Division of the Bureau of Naval Personnel, Navy Dept.; v. 7 by the staff and students of the Naval Chaplains School, Naval Officer Training Center; v. 8-<9 > edited by H. Lawrence Martin.
Resumo:
At head of title: Environmental Impact Research Program
Resumo:
Mode of access: Internet.
Resumo:
Errata slip inserted.
Resumo:
Mode of access: Internet.
Resumo:
Over the last 3 decades, dramatic labor market changes and well-intentioned but uninformed policies have created significant officer talent flight. Poor retention engenders substantial risk for the Army as it directly affects accessions, development, and employment of talent. The Army cannot make thoughtful policy decisions if its officer talent pipeline continues to leak at current rates. Since the Army cannot insulate itself from labor market forces as it tries to retain talent, the retention component of its officer strategy must rest upon sound market principles. It must be continuously resourced, executed, measured, and adjusted across time and budget cycles. Absent these steps, systemic policy, and decisionmaking failures will continue to confound Army efforts to create a talent-focused officer corps strategy.
Resumo:
Developing leaders through experience, formal training, and education is a long-standing hallmark of the U.S. Army. Maintaining its excellence as a developmental organization requires vigilance, however. Authorized strength and inventory mismatches, an inverse relationship between responsibility and formal developmental time, and sparse nonoperational development opportunities are serious challenges the Army must address. Doing so requires a talent development strategy firmly rooted in human capital theory. Such a strategy will recognize the value of continuing higher education, genuinely useful evaluations, and the signals associated with professional credentials.
Resumo:
This is the fourth of six monographs focused upon officer talent management in the U.S. Army. In it, the authors continue their examination of how the U.S. Army accesses, develops, retains, and employs officer talent. In particular, they focus upon the ways in which dynamic labor market conditions and generational preferences have shaped service propensity among potential officer prospects.