| Record ID | marc_columbia/Columbia-extract-20221130-016.mrc:82909186:3824 |
| Source | marc_columbia |
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LEADER: 03824cam a2200481Ia 4500
001 7737872
005 20221201024912.0
008 100401s2010 paua b f000 0 eng d
035 $a(OCoLC)ocn591535863
035 $a(OCoLC)320434114
035 $a(NNC)7737872
035 $a(OCoLC)591535863
035 $a7737872
040 $aAWC$cAWC$dNNC
043 $an-us---
050 4 $aU413$b.W273 2010
100 1 $aWardynski, Casey.$0http://id.loc.gov/authorities/names/no99040826
245 10 $aTowards a U.S. Army officer corps strategy for success :$bdeveloping talent /$cCasey Wardynski, David S. Lyle, Michael J. Colarusso.
246 3 $aTowards a US Army officer corps strategy for success
246 3 $aTowards a United States Army officer corps strategy for success
260 $aCarlisle, PA :$bStrategic Studies Institute, U.S. Army War College,$c2010.
300 $aviii, 31 pages :$billustrations ;$c23 cm.
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
490 1 $aOfficer corps strategy monograph series ;$vv. 5
500 $a"March 2010."
530 $aAlso available online in PDF format from Strategic Studies Institute (SSI) web site. Adobe Acrobat Reader required.
500 $a"This monograph is the fifth in a series of six monographs that analyze the development of an officer corps strategy"--P. ii.
520 $aDeveloping 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.
504 $aIncludes bibliographical references (p. 29-31).
505 0 $aSummary -- Introduction -- The importance of developing officer talent -- Indications of potential developmental shortcomings -- Officer development within a human capital framework -- The relationship between "human capital" and "talent" -- Human capital = ability + education + experience + training + attitude + u -- Intelligence -- Adaptability -- Attitude -- Signaling -- Establishing a talent framework grounded in human capital theory -- Framework for evaluating talent -- Using signals to discern, not divide -- The importance of continuing education -- Conclusion.
610 10 $aUnited States.$bArmy$xPersonnel management.$0http://id.loc.gov/authorities/subjects/sh85140687
610 10 $aUnited States.$bArmy$xOfficers$xSelection and appointment.
610 10 $aUnited States.$bArmy$xOfficers$xVocational guidance.
650 0 $aCareer development$zUnited States.$0http://id.loc.gov/authorities/subjects/sh2008100125
650 0 $aEmployee retention$zUnited States.$0http://id.loc.gov/authorities/subjects/sh2008118635
650 0 $aMilitary planning$zUnited States.$0http://id.loc.gov/authorities/subjects/sh2008107332
700 1 $aLyle, David S.$q(David Stephen),$d1971-$0http://id.loc.gov/authorities/names/no2003085568
700 1 $aColarusso, Michael J.$0http://id.loc.gov/authorities/names/no2009070564
710 2 $aArmy War College (U.S.).$bStrategic Studies Institute.$0http://id.loc.gov/authorities/names/n80120847
830 0 $aOfficer corps strategy monograph series ;$vv. 5.$0http://id.loc.gov/authorities/names/no2010038121
856 41 $zCLICK HERE TO VIEW:$uhttp://www.strategicstudiesinstitute.army.mil/pdffiles/PUB977.pdf
852 00 $bleh$hU413$i.W273 2010g