998 resultados para U.S. military


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Pursuant to Section 504 (D)(3) of the Airport and Airway Improvement Act of 1982 (Public law 97-248).

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Es la traducción alemana del original inglés, cuya primera edición es : Bruce, Peter Henry : Memoirs of Peter Bruce, esq. : a military officer, in the services of Prussia, Russia, and Great Britain / containing an account of his travels in Germany, Russia, Tartary, Turkey, the West Indies, &c., as also several very interesting private anecdotes of the Czar, Peter I of Russia. -- London : printed for the author's widow, and sold by T. Payne and son, 1782. -- [12], 446 p.; 27 cm. -- Sabin 8726.

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Jan. 1979.

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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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Description based on: Oct. 1, 1989-Sept. 30, 1990 issue.

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"Paul F. Gorman, Chairman, Regional Conflict Working Group"--[pref.]

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Mode of access: Internet.

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"October 1979."