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The relationships among stakeholders involved in manpower,
personnel, and training processes for managing the U.S. Navy
information systems technician rating are discussed. The authors
examine the effects of these different stakeholders on efficiency
and effectiveness measures for the information technician community
in general and the Consolidated Afloat Networks and Enterprise
Services program specifically.
Over the past decade, especially, U.S. Marine Corps (USMC)
intelligence has had to tailor its organization to meet the
evolving demands of the operational environment. This has resulted
in a number of ad hoc arrangements, practices, and organizations. A
broad review of the organizational design of USMC intelligence
examined how to align it efficiently and effectively with current
and future missions and functions.
The Department of Defense has suggested that "blending" active
component and reserve component workforces in military units must
be implemented more broadly for a more flexible, capable force.
This report examines existing organizational designs that
facilitate integration of the reserve and active workforces, to
ascertain whether changed personnel management practices are needed
to further implement these designs.
Are there feasible alternatives to the present "up-or-out" policy
for U.S. military officers? Most military officers are subject to a
policy known as "0up-or-out," which requires separation from
service if they are not promoted or selectively continued within a
certain period of time or when they encounters established
grade/tenure limits. RAND considered a range of potential
substitutes for, or modifications of, the existing policy and
recommends that the Department of Defense implement four
demonstration projects to establish the relative value of specific
policy alternatives and requirements.
Examines ways in which the UK Ministry of Defence can reduce the
whole-life costs and manpower requirements of the Royal Navy's two
Future Aircraft Carriers (CVFs). In 2012 and 2015, respectively,
the United Kingdom's Ministry of Defence will replace its three
Invincible-class aircraft carriers with two Future Aircraft
Carriers (CVFs), the largest ships ever constructed for the Royal
Navy. The research described in this report focuses on possible
reductions in whole-life costs and manpower requirements of the
carriers.
Recommends alternative promotion models to address the high turr
over of the military's general and flag officers. The Department of
Defense (DoD) experiences a high turnover from its general and flag
officers (G/FOs). A concern exists that simply lengthening the stay
of senior officers will only clog the system, stagnating promotions
through out the entire officer corps. In response to this, RAND
researchers analyzed the current system, reviewed literature on
corporate management practices, and modeled different ways of
managing G/FOs. In addition to proposing variations to the
promotion model, the authors address the concerns expressed by
those in DoD and Congress about implementing such changes.
As a competitive employer in the US, the Department of Defense
strives to maintain benefits comparable to those of the public and
private sector. This book explores the greater use of extended
leaves as part of the department's strategic human resource plan.
Examines current and prospective use of simulation in training for
US Navy Ships. A number of naval exercises can be conducted in
port, using various forms of simulation, rather than at sea. Some
groups, such as commercial shipping, already rely more heavily on
such training than the US Navy does. Can the US Navy do the same,
yet still maintain or improve readiness? The authors look at
current uses of simulation and suggest ways to best use underway
and simulation training time and strategies for implementation.
The goals of the joint medical education and training campus (METC)
at Fort Sam Houston, Texas, are to become a high-performing
organization and seek accreditation. Models and approaches adopted
by institutions with similar missions such as community colleges,
corporate universities, METC s UK counterpart, and other federal
agencies illustrate the need for an office of institutional
research to assist METC in attaining its organizational goals.
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