845 resultados para success
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"Suggestions for reading" at end of some of the chapters.
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A bibliography of vocational guidance materials in the network library collections provided by the National Library Service for the Blind and Physically Handicapped, Library of Congress.
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Federal Highway Administration, Washington, D.C.
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Mode of access: Internet.
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"Presented by Mr. Darnay, in March 1972, to a seminar sponsored by the Urban Drainage and Flood Control District and the Denver Regional Council of Governments, Denver, Colorado": p. 14.
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Mode of access: Internet.
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Mode of access: Internet.
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Mode of access: Internet.
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Mode of access: Internet.
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Bibliography: leaves 48-51.
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Mode of access: Internet.
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Mode of access: Internet.
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"Of the conversion of five thousand and nine hundred East Indians in the isle Formosa... related by M.C. Sibellius": p. [15]-46.
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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.