997 resultados para Defense Language Institute (U.S.). English Language Center.


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"October 1964."

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"May 1964."

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"November 1964."

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"August 1965."

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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.

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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.

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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.

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"February 1965."

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"August 1965."

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"July 1954."

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"July 1965."

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Cover title.

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Mode of access: Internet.

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The chapters presented in this volume have demonstrated first, Chinese and PLA leaders have a strong sense of mission and concern for China's security and well-being. Second, the PLA is committed to the transformation in military affairs with Chinese characteristics. Third, the PLA is eager to learn from the U.S. military to expand and improve its operational capabilities. Finally, the PLA has made progress in its transformation and operational capabilities. For a long time, American leaders have been surprised with the PLA's advances. This volume (and many of the previous volumes from past PLA conferences) show that these advances did not come out of the blue. Although much of the learning and many of the improvements are still far from what is desired (from Chinese expectations and American critiques), and some of the learning has even created contradictions for the PLA, these persistent and diligent learning practices will eventually bring the PLA to a higher level of proficiency in its capabilities. The emergence of a much more sophisticated PLA in the coming years should not be a surprise.