THE RECEPTION of CLAUSEWITZ in GERMANY Claus Von Rosen and Uwe Hartmann
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Getting the Joint Functions Right JFQ 94, 3Rd Quarter 2019 of U.S
2K12 Kub mobile surface-to-air missile system fires during multinational live-fire training exercise Shabla 19, in Shabla, Bulgaria, June 12, 2019 (U.S. Army/Thomas Mort) This article provides the first orga- Getting the Joint nizational history of the joint functions in order to better understand why dif- ferences persist in how this concept is implemented in the United States versus Functions Right its North Atlantic Treaty Organization (NATO) partners. Doing so allows us to By Thomas Crosbie better understand enduring challenges in interoperability and persistent cultural clashes within the Alliance. The history reveals that today’s joint functions are built n July 2017, the Chairman of the of Defense (DOD) thinking and around a core of four kinetic principles Joint Chiefs of Staff announced a practice.1 A 2018 article by Alexus G. (leadership or command and control [C2], special out-of-cycle revision to joint Grynkewich in this journal elaborated I maneuver, firepower, and protection), doctrine, adding information to the on why this matters to the national to which subsequent revisions have at- joint functions. The significance of security community.2 Nevertheless, tempted to add a range of “softer” military this policy change was highlighted despite these clear signals that DOD fields (intelligence, information, sustain- by the Secretary of Defense in a Sep- takes the joint functions seriously, and ment, and civil-military cooperation), tember 2017 endorsement, where he despite their centrality in military doc- sometimes successfully, sometimes not. stressed that inclusion in the joint trine, the joint functions remain little The history of the joint functions is functions signaled an “elevation” of understood by those who have not a history of overcoming the resistance information throughout Department served in an operational staff role. -
Challenges the Full Range of Strategic Thinking Resources Three
Challenges “We’re reactive, tactical and constantly fighting fires” “We don’t have the time or tools to think strategically” “We don’t have a consistent understanding of strategy” “We need to create a competitive advantage” The Full Range of Strategic Thinking Resources Basic Advanced strategic Strategic strategic thinking for thinking for thinking for New & individuals Senior Emerging leaders leaders Three Phases of Skill Building Skill Assessment Skill Development Skill Evolution • Organizational Assessment • Workshops (Half-day, • Strategy Vault: • Individual Assessment Full-Day, Multi-Day) Online Resource Center • Strategy Survey • Deep Dive/Elevate workbook (Hundreds of articles, • Articles • Strategic thinking tools & instructional videos, MP3s, • Deep Dive/Elevate book templates templates, tools, logbook, • Business Review software) • Interviews • Strategic Thinking App • Webinars • Strategic Coaching Strategic Thinking INSTI TUTE S h a rpeni n g S t r a t egy S k i l l s Program Topics Based on a discussion of your needs and assessment work, the program will be customized to include the following potential topics: • What is strategy? • Clearly defining and writing goals, objectives, • What is strategic thinking? strategies and tactics • Mastering the three disciplines of strategic • A methodical process for strategic thinking thinking • Identifying and prioritizing growth opportunities and • Increasing profits and productivity with the same initiatives or fewer resources • Tools for generating innovation and new strategic • Developing -
A Leader's Guide to Conducting Research Staff Rides
A Leader’s Guide to Conducting Research Staff Rides The Modern War Institute Liam Collins at West Point Lionel Beehner A Leader’s Guide to Conducting Research Staff Rides August 18, 2020 A Leader’s Guide to Conducting Research Staff Rides Table of Contents Preface .................................................................................................................................................................................. 1 Acknowledgments............................................................................................................................................................ 4 Introduction ....................................................................................................................................................................... 5 Chapter I — Why Study Contemporary Battlefields? ........................................................................................... 8 Chapter II — The Army Staff Ride and Learning Theory ................................................................................. 10 Tactical Exercises Without Troops, Battlefield Tours, Staff Rides, and Research Staff Rides ............. 10 Research Staff Ride ............................................................................................................................................ 12 Learning Theory ................................................................................................................................................. 13 Chapter III — Research Staff Ride Design -
The Impact of Strategic Management and Strategic Thinking Approaches on Business Performance of Companies Operating in the Retail Industry
European Project Management Journal, Volume 7, Issue 1, December 2017 THE IMPACT OF STRATEGIC MANAGEMENT AND STRATEGIC THINKING APPROACHES ON BUSINESS PERFORMANCE OF COMPANIES OPERATING IN THE RETAIL INDUSTRY Miloš Lon čar IoT Solutions, Global Black Belt, Microsoft Corporation Abstract:The research paper investigated the impact of strategic management and thinking on increased business performance of retail industry businesses. It reviewed the case of Tesco Plc in retail industry and evaluated how effectively management of the business can think strategically to interconnect strategic planning of the business with business operations. The research critically identifies the importance of strategic management and thinking in the form of strategic planning to effectively formulate, deploy and plan available business resources and to enhance the business performance of the organization. The current research paper indicated that senior management of businesses in retail industry contribute effectively by aligning business strategy of the organization with its strategic thinking to develop a path of success with effective utilization of available business resources. Strategic management and thinking provides a greater opportunity to the businesses to setup their business goals, arrange desired resources, plan and coordinate business operations to succeed. Keywords: Strategic management, strategic thinking, strategic planning, aligning business strategy 1. INTRODUCTION management and strategic in coordination 1.1. Introduction with strategic planning is shown in the figure given below to provide the better description The current research critically investigates the of strategic management for an organization. impact of strategic management and strategic thinking on the business performance of retail The research paper critically identifies the industry businesses by reviewing the case of importance of strategic management and Tesco Plc in the retail industry. -
US Military Ranks and Units
US Military Ranks and Units Modern US Military Ranks The table shows current ranks in the US military service branches, but they can serve as a fair guide throughout the twentieth century. Ranks in foreign military services may vary significantly, even when the same names are used. Many European countries use the rank Field Marshal, for example, which is not used in the United States. Pay Army Air Force Marines Navy and Coast Guard Scale Commissioned Officers General of the ** General of the Air Force Fleet Admiral Army Chief of Naval Operations Army Chief of Commandant of the Air Force Chief of Staff Staff Marine Corps O-10 Commandant of the Coast General Guard General General Admiral O-9 Lieutenant General Lieutenant General Lieutenant General Vice Admiral Rear Admiral O-8 Major General Major General Major General (Upper Half) Rear Admiral O-7 Brigadier General Brigadier General Brigadier General (Commodore) O-6 Colonel Colonel Colonel Captain O-5 Lieutenant Colonel Lieutenant Colonel Lieutenant Colonel Commander O-4 Major Major Major Lieutenant Commander O-3 Captain Captain Captain Lieutenant O-2 1st Lieutenant 1st Lieutenant 1st Lieutenant Lieutenant, Junior Grade O-1 2nd Lieutenant 2nd Lieutenant 2nd Lieutenant Ensign Warrant Officers Master Warrant W-5 Chief Warrant Officer 5 Master Warrant Officer Officer 5 W-4 Warrant Officer 4 Chief Warrant Officer 4 Warrant Officer 4 W-3 Warrant Officer 3 Chief Warrant Officer 3 Warrant Officer 3 W-2 Warrant Officer 2 Chief Warrant Officer 2 Warrant Officer 2 W-1 Warrant Officer 1 Warrant Officer Warrant Officer 1 Blank indicates there is no rank at that pay grade. -
Military Rank Equivalency
Military rank equivalency Although GS civilians do not have military rank by virtue of their GS position, regulations include civilian and military grade equivalencies for pay and protocol comparison purposes. Military rank or civilian grade often have no bearing on supervisory precedence—generally, precedence and authority are guided by situational expertise. For example, a GS-9 is considered comparable to a first lieutenant or lieutenant (junior grade) (O-2), while a GS-15 (top of the General Schedule) is the equivalent grade of a colonel or captain (O-6). Senior Executive Service (SES) and Senior Level grades correspond for protocol purposes to flag and general officers (admirals and generals). Grade equivalencies were created by the U.S. Department of Defense for the purpose of treating civilians serving alongside the Armed Forces who have been captured as prisoners of war according to the Geneva Convention.[6] Geneva Convention Category GS MILITARY Senior Executive V: General Officer O-7 through O-10 Service GS-15 O-6 IV: Field Grade Officer GS-14/GS-13 O-5 GS-12 O-4 O-3 GS-11/GS-10 O-2 and W-4/W- III: Company Grade Officer GS-9/GS-8 3 GS-7 O-1 and W-2/W- 1 II: Non-commissioned Officer/Staff Non-Comissioned GS-6 E-7 through E-9 Officer GS-5 E-6/E-5 GS-4 E-4 I: Enlisted GS-1 through GS-3 E-1 through E-3 Grade equivalencies have also been issued by the U.S. Department of State for other purposes, such as assignment of permanent and transient housing to eligible civilian employees. -
War Theory: the Evolution of War and Military Thought Syllabus Ay 20
WAR THEORY: THE EVOLUTION OF WAR AND MILITARY THOUGHT SYLLABUS AY 20 JOINT PROFESSIONAL MILITARY EDUCATION PHASE I INTERMEDIATE LEVEL COURSE UNITED STATES AIR FORCE AIR COMMAND AND STAFF COLLEGE 21st Century Leaders for 21st Century Challenges AIR COMMAND AND STAFF COLLEGE MAXWELL AFB, AL FOREWORD This syllabus for the War Theory course at the Air Command and Staff College, August-October 2019, provides an overview of the course narrative, objectives, and questions, as well as a detailed description of each lesson to assist students in their reading and preparation for lecture and seminar. Included herein is information about course methods of evaluation, schedule, and the fulfilment of Joint professional military education core goals. James D. Campbell, PhD Course Director, War Theory APPROVED James Forsyth, PhD Dean of Academic Affairs 1 TABLE OF CONTENTS PAGE FOREWORD 1 TABLE OF CONTENTS 2 COURSE DESCRIPTION, QUESTIONS AND OBJECTIVES 3 COURSE ORGANIZATION AND NARRATIVE 3 JOINT LEARNING AREAS AND OBJECTIVES 5 AY 2019-2020 SPECIAL AREAS OF EMPHASIS 8 COURSE REQUIREMENTS 9 COURSE ADMINISTRATION 10 COURSE SCHEDULE DAY 0 12 DAY 1 15 DAY 2 17 DAY 3 19 DAY 4 21 DAY 5 22 DAY 6 25 DAY 7 28 DAY 8 29 DAY 9 31 DAY 10 34 DAY 11 36 DAY 12 38 DAY 13 40 DAY 14 43 DAY 15 45 APPENDIX: COURSE FACULTY 47 2 WAR THEORY COURSE OVERVIEW COURSE DESCRIPTION War Theory introduces military theory, addressing both the nature and character of war. It examines the theoretical writings of classical military theorists, as well as the evolution of warfare and military thought over the last two centuries. -
DEPARTMENT of the ARMY the Pentagon, Washington, DC 20310 Phone (703) 695–2442
DEPARTMENT OF THE ARMY The Pentagon, Washington, DC 20310 phone (703) 695–2442 SECRETARY OF THE ARMY 101 Army Pentagon, Room 3E700, Washington, DC 20310–0101 phone (703) 695–1717, fax (703) 697–8036 Secretary of the Army.—Dr. Mark T. Esper. Executive Officer.—COL Joel Bryant ‘‘JB’’ Vowell. UNDER SECRETARY OF THE ARMY 102 Army Pentagon, Room 3E700, Washington, DC 20310–0102 phone (703) 695–4311, fax (703) 697–8036 Under Secretary of the Army.—Ryan D. McCarthy. Executive Officer.—COL Patrick R. Michaelis. CHIEF OF STAFF OF THE ARMY (CSA) 200 Army Pentagon, Room 3E672, Washington, DC 20310–0200 phone (703) 697–0900, fax (703) 614–5268 Chief of Staff of the Army.—GEN Mark A. Milley. Vice Chief of Staff of the Army.—GEN James C. McConville (703) 695–4371. Executive Officers: COL Milford H. Beagle, Jr., 695–4371; COL Joseph A. Ryan. Director of the CSA Staff Group.—COL Peter N. Benchoff, Room 3D654 (703) 693– 8371. Director of the Army Staff.—LTG Gary H. Cheek, Room 3E663, 693–7707. Sergeant Major of the Army.—SMA Daniel A. Dailey, Room 3E677, 695–2150. Directors: Army Protocol.—Michele K. Fry, Room 3A532, 692–6701. Executive Communications and Control.—Thea Harvell III, Room 3D664, 695–7552. Joint and Defense Affairs.—COL Anthony W. Rush, Room 3D644 (703) 614–8217. Direct Reporting Units Commanding General, U.S. Army Test and Evaluation Command.—MG John W. Charlton (443) 861–9954 / 861–9989. Superintendent, U.S. Military Academy.—LTG Robert L. Caslen, Jr. (845) 938–2610. Commanding General, U.S. Army Military District of Washington.—MG Michael L. -
Army Secretariat Army Staff
DEPARTMENT OF DEFENSE 199 Army and the Department of the Army. statute, with certain minor exceptions. In The act consolidated and revised the general, the act followed the policy of numerous earlier laws, incorporated vesting broad organizational powers in various adjustments made necessary by the Secretary of the Army, subject to the National Security Act of 1947 and delegation by him, rather than specifying other postwar enactments, and provided duties of subordinate officers (10 U.S.C. for the organization of the Department of 3012, 3062). the Army in a single comprehensive Army Secretariat Secretary The Secretary of the Army is National Cemeteries; and such other the head of the Department of the Army. activities of a civil nature as may be Subject to the direction, authority, and prescribed by higher authority or control of the President as Commander authorized by law. in Chief and of the Secretary of Defense, Principal Assistants The Under the Secretary of the Army is responsible Secretary of the Army is the primary for and has the authority to conduct all assistant to the Secretary. Other principal affairs of the Department of the Army, assistants include: the Assistant including its organization, Secretaries, General Counsel, administration, operation, efficiency, and Administrative Assistant, the several such other activities as may be Directors and Chiefs, the Auditor prescribed by the President or the General, and the Chairman of the Army Secretary of Defense as authorized by Reserve Forces Policy Committee. law. Army Policy Council The Council is Certain civilian functions, such as the senior policy advisory council of the comptroller, acquisition, inspector Department of the Army. -
The Evolution of Business Strategy
The Evolution of Business Strategy By Rich Horwath While the underpinnings of the concept of strategy can be traced to military ancestry, the business application has gained in popularity and following. The daily newspaper business sections and the Wall Street Journal are filled with corporate strategies, investment strategies, and advertising strategies to name just a few. Business strategy drives companies of all shapes and sizes, ideally capturing the differences that can carry a company to success. A review of the seven phases of business strategy evolution and the two approaches to business strategy can provide a foundation for creating sound strategy in the future. Phase I: Budgetary Planning (1950-1960) One of the first individuals credited with developing and implementing strategy in the business landscape is Alfred Sloan, head of General Motors from 1923 to 1955. In 1921, Sloan reorganized GM as documented in his book entitled, My Years with General Motors, published in 1963. The other individual who worked around the concept of business strategy is management icon Peter Drucker. Drucker published Concepts of the Corporation in 1946 in which he examined Sloan’s General Motors, General Electric, IBM and Sears, Roebuck. The findings of his studies concluded that the most successful companies were centralized and good at goal setting. Drucker was also the first to see that the purpose of business is external in creating and satisfying customer needs. While Drucker moved the day’s discussion closer to strategy, the period of the 1950’s is marked by budgetary planning and control. Financial control was created through operating budgets, which also took into account investment planning and project appraisal. -
ENT 411 Strategic Thinking, Problem Solving and Negotiation Skills.Pdf
COURSE GUIDE ENT 411 STRATEGIC THINKING, PROBLEM SOLVING AND NEGOTIATION Course Team Dr. Jubril Abdusalam (Course Writer) Department of Business Administration Faculty of Management Sciences Adamawa State University, Mubi Prof. Prince Izedonmi (Course Editor) Department of Accounting Faculty of Management Sciences University of Benin Dr. Lawal Kamraldeen A.A (H.O.D) Department of Entrepreneurial Studies Faculty of Management Sciences National Open University of Nigeria Dr. Timothy Ishola (Dean) Faculty of Management Sciences National Open University of Nigeria NATIONAL OPEN UNIVERSITY OF NIGERIA i National Open University of Nigeria Headquarters University Village Plot 91 Cadastral Zone Nnamdi Azikiwe Expressway Jabi, Abuja. Lagos Office 14/16 Ahmadu Bello Way Victoria Island, Lagos e-mail: [email protected] URL: www.noun.edu.ng Published by: National Open University of Nigeria ISBN: Printed: 2017 All Rights Reserved ii CONTENTS Introduction Course Contents Course Aims Course Objectives Working through This Course Course Materials Study Units Textbooks and References Assignment File Assessment Tutor-Marked Assignment Final Examination and Grading How to get the Best out of this Course Facilitators/Tutors and Tutorials Useful Advice Summary iii Introduction Strategic Thinking, Problem Solving and Negotiation Skills is a one semester course for students offering B.Sc Entrepreneurship Studies at the 400 level. This is a 2 unit course consisting of five (5) modules with units in each module. It‘s a core course at this level. This course guide informs and allows students to know briefly what the course is about, what course material you will be using and how these materials would be used. It also highlights issues of relevant points for you to go through these units in the modules, and explains the activities and Tutor-marked Assignment. -
Theories of Warfare
Theories of Warfare French Operations in Indo-China Author Programme Alexander Hagelkvist Officers Programme, OP 12-15 Tutor Number of pages Stéphane Taillat 71 Scholarship provider: Hosting unit: Swedish National Defence Report date: 2015-06-02 Écoles de Saint-Cyr University Coëtquidan (FRANCE) Subject: War Science Unclassified Institution: CREC (le Centre de Level: Bachelor Thesis Recherche des Écoles de Coëtquidan) Alexander Hagelkvist War science, Bachelor Thesis. “French Operations in Indo-China” Acknowledgements First and foremost I offer my sincerest gratitude to the Swedish Defence University for the scholarship that made my exchange possible. Furthermore to Écoles de Saint-Cyr Coëtquidan for their hospitality, as well as le Centre de Recherche des Écoles de Coëtquidan. I wish to express my sincere thanks to Director Doare, Principal of the Faculty, for providing me with all the necessary facilities for the research. I also want to thank Colonel Renoux for constant support and availability with all the surroundings that concerned my work at the C.R.E.C. And to my supervisor, Stéphane Taillat, who has supported me throughout my thesis with his patience and knowledge whilst allowing me the room to work in my own way. I attribute the completion of my Bachelor thesis to his encouragement and effort and without him this thesis, would not have been completed. I am also grateful to Lieutenant Colonel Marco Smedberg, who has provided me with the interest and motivation for my subject. I am thankful and grateful to him for sharing expertise and valuable guidance. I take this opportunity to express gratitude to Guy Skingsley at the Foreign Languages Section, War Studies at the Swedish Defence University for his help and support on the linguistic parts of the thesis.