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Author: William Glenn Robertson Publisher: Government Printing Office ISBN: 9780160925436 Category : History Languages : en Pages : 44
Book Description
Discusses how to plan a staff ride of a battlefield, such as a Civil War battlefield, as part of military training. This brochure demonstrates how a staff ride can be made available to military leaders throughout the Army, not just those in the formal education system.
Author: William Glenn Robertson Publisher: Government Printing Office ISBN: 9780160925436 Category : History Languages : en Pages : 44
Book Description
Discusses how to plan a staff ride of a battlefield, such as a Civil War battlefield, as part of military training. This brochure demonstrates how a staff ride can be made available to military leaders throughout the Army, not just those in the formal education system.
Author: Department of the Navy Publisher: Vigeo Press ISBN: 9781948648394 Category : Languages : en Pages : 84
Book Description
The manual describes the general strategy for the U.S. Marines but it is beneficial for not only every Marine to read but concepts on leadership can be gathered to lead a business to a family. If you want to see what make Marines so effective this book is a good place to start.
Author: Brian Bond Publisher: Routledge ISBN: 1317412508 Category : History Languages : en Pages : 304
Book Description
A pioneering work in British military history, originally published in 1972, this book is both scholarly and entertaining. Although the book concentrates on a single institution, it illuminates a much wider area of social and intellectual change. For the Army the importance of the change was enormous: in 1854 there was neither a Staff College nor a General Staff, and professional education and training were largely despised by the officers: by 1914 the College could justly be described as ‘a school of thought’ while the officers it had trained were coming to dominate the highest posts in Commands and on the General Staff.
Author: David O. Smith Publisher: ISBN: 9780999765913 Category : Languages : en Pages :
Book Description
This study examines the observations of U.S. military personnel who attended India's Defence Services Staff College (DSSC) at Wellington. Although the DSSC is a tri-service professional military education institution, this study focuses primarily on the Indian Army, the largest and most influentialmilitary service in India. Collectively, U.S. personnel at the DSSC had sustained interactionsover an extended period of time with three distinct groups of Indian Army officers: seniorofficers (brigadier through lieutenant general), senior midlevel (lieutenant colonel and colonel),and junior midlevel (captain and major). The study focuses on the attitudes and values of theIndian Army officer corps over a 38-year period, from 1979 to 2017, to determine if there waschange over time, and if so, to understand the drivers of that change.
Author: Agha Humayun Amin Publisher: CreateSpace ISBN: 9781499790535 Category : Political Science Languages : en Pages : 308
Book Description
There is something seriously wrong with command and staff college which means that Pakistan Army cannot be an outstandingly effective army unless command and staff college Quetta is reformed. This institutions assessment system is defective, lacks third party audit, not based on any training in field and the biggest conspiracy against all talent and dynamism. My squadron officer Colonel M defined his impressions of staff college . " first day in class, our instructor colonel F openly stated that he was here because of XX Punjab Regiment and will favor Punjab regiment officers ." These were impressions of countless officers that I interviewed. The rot starts from staff college basis of favoritism, parochialism and lack of merit. War course is not really important as the officer efficiency index of an officer is decided by gradings that he receives at command and staff college Quetta. Castration of rights joined by Pakistan Army officers as inherited from British Indian Army Act An army officer till 1951 could not be retired summarily.However after the so called Pindi Conspiracy affair Pakistan Armys chief Ayub Khan, Pakistani Secretary of Defence Iskandar Mirza advised Pakistani premier to amend rules of service regarding retirement of an officer. From now on an army officer could be retired or dismissed by the government as easily as a sweaper ! This is the simple summing up of why a Pakistan Army officer is programmed to be docile. Any officer of any rank could be retired without any reason and this officer could not go to a civil court while in uniform against this decision. An officer was as good or as bad as a personal slave of the Pakistani state.Job security being Nil ! Even the Pakistani politicians failed to give the army personnel the basic constitutional right to appeal enjoyed in India. Thus while ZA Bhutto did allow this initially in constitution in 1973, he immediately took it back once the Attock Conspiracy took place. In 1958 when martial law was clamped, Pakistans military dictator Ayub Khan also castrated Pakistans civil servants. Arbitrary interference of an overpowerful executive and no job security.This is Pakistans issue of governance ! The key issues why Pakistani military has remained structurally weak and slavish raised in this book have never been raised by any so called famous analyst of Pakistan Army.
Author: Headquarters Department of the Army Publisher: Lulu.com ISBN: 0359970621 Category : Reference Languages : en Pages : 118
Book Description
ADP 6-22 describes enduring concepts of leadership through the core competencies and attributes required of leaders of all cohorts and all organizations, regardless of mission or setting. These principles reflect decades of experience and validated scientific knowledge.An ideal Army leader serves as a role model through strong intellect, physical presence, professional competence, and moral character. An Army leader is able and willing to act decisively, within superior leaders' intent and purpose, and in the organization's best interests. Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. Every member of the Army, military or civilian, is part of a team and functions in the role of leader and subordinate. Being a good subordinate is part of being an effective leader. Leaders do not just lead subordinates--they also lead other leaders. Leaders are not limited to just those designated by position, rank, or authority.
Author: William Glenn Robertson
Author: William Glenn Robertson
Author: Department of the Navy
Author: Brian Bond
Author: David O. Smith
Author: 
Author: United States. Office of Civil Defense. Staff College
Author: Serpell G. Patrick
Author: Agha Humayun Amin
Author: Headquarters Department of the Army
Author: Great Britain. Parliament. House of Commons