東華大學圖書館 |

語系: 繁體中文

說明(常見問題)

回圖書館首頁

手機版館藏查詢

登入

回首頁

切換: 標籤 | MARC模式 | ISBD

The organization man at war: Promot...

Markel, Matthew Wade.

FindBook

Google Book

Amazon

博客來

The organization man at war: Promotion policies and military leadership, 1929--1992.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	The organization man at war: Promotion policies and military leadership, 1929--1992./
作者:	Markel, Matthew Wade.
面頁冊數:	405 p.
附註:	Source: Dissertation Abstracts International, Volume: 61-05, Section: A, page: 2005.
Contained By:	Dissertation Abstracts International61-05A.
標題:	History, United States. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9972370
ISBN:	059977679X

The organization man at war: Promotion policies and military leadership, 1929--1992.
Markel, Matthew Wade.

The organization man at war: Promotion policies and military leadership, 1929--1992. - 405 p.

Source: Dissertation Abstracts International, Volume: 61-05, Section: A, page: 2005.

Thesis (Ph.D.)--Harvard University, 2000.

This dissertation, The Organization Man at War: Promotion Policies and Military Leadership, 1929--1992, examines the effect of changing promotion policy on tactical decision-making. At its heart, this study compares tactical leadership, defined as command at the battalion and brigade or regimental level, before and after the adoption of "promotion by selection," less formally known as "up or out." I traced the evolution of the design and intent of this system by relying on War Department memoranda, personal memoirs and Congressional testimony. In a system of "promotion by selection," officers are periodically considered for promotion on the basis of merit for a fixed number of promotions; those not selected are terminated. This system has been in effect in the Marine Corps since 1934 and in the Army since 1947. Additionally, the study considers the effects of the culture of conformity described by David Riesmann in The Lonely Crowd and William H. Whyte in The Organization Man. Using the willingness to accept risks as the yardstick, The Organization Man at War compares leadership in the Army and Marine Corps during the Second World War with that in the Vietnam War using contemporary after action reports and personal memoirs. In fact, Army leadership at the battalion and regimental level was characterized by a high tolerance for risk, while that of the Marine Corps was characterized by conformity to a fairly narrow paradigm. The U.S. Army's adoption of "up or out" seems to have resulted in a much lower tolerance for risk during the Vietnam War, while the relatively lower risks incurred by Marine officers rendered some bolder, and some more complacent. The study did not reveal significant demographic differences between the World War II generation of field grade commanders and those which followed, indicating that structural incentives played a much greater role in shaping behavior than did American culture.

ISBN: 059977679XSubjects--Topical Terms:

1017393
History, United States.

The organization man at war: Promotion policies and military leadership, 1929--1992.
LDR:02861nmm 2200301 4500 001 1838583
005 20050526085435.5
008 130614s2000 eng d
020 $a 059977679X
035 $a (UnM)AAI9972370
035 $a AAI9972370
040 $a UnM $c UnM
100 1 $a Markel, Matthew Wade. $3 1927000
245 1 4 $a The organization man at war: Promotion policies and military leadership, 1929--1992.
300 $a 405 p.
500 $a Source: Dissertation Abstracts International, Volume: 61-05, Section: A, page: 2005.
500 $a Adviser: Ernest May.
502 $a Thesis (Ph.D.)--Harvard University, 2000.
520 $a This dissertation, The Organization Man at War: Promotion Policies and Military Leadership, 1929--1992, examines the effect of changing promotion policy on tactical decision-making. At its heart, this study compares tactical leadership, defined as command at the battalion and brigade or regimental level, before and after the adoption of "promotion by selection," less formally known as "up or out." I traced the evolution of the design and intent of this system by relying on War Department memoranda, personal memoirs and Congressional testimony. In a system of "promotion by selection," officers are periodically considered for promotion on the basis of merit for a fixed number of promotions; those not selected are terminated. This system has been in effect in the Marine Corps since 1934 and in the Army since 1947. Additionally, the study considers the effects of the culture of conformity described by David Riesmann in The Lonely Crowd and William H. Whyte in The Organization Man. Using the willingness to accept risks as the yardstick, The Organization Man at War compares leadership in the Army and Marine Corps during the Second World War with that in the Vietnam War using contemporary after action reports and personal memoirs. In fact, Army leadership at the battalion and regimental level was characterized by a high tolerance for risk, while that of the Marine Corps was characterized by conformity to a fairly narrow paradigm. The U.S. Army's adoption of "up or out" seems to have resulted in a much lower tolerance for risk during the Vietnam War, while the relatively lower risks incurred by Marine officers rendered some bolder, and some more complacent. The study did not reveal significant demographic differences between the World War II generation of field grade commanders and those which followed, indicating that structural incentives played a much greater role in shaping behavior than did American culture.
590 $a School code: 0084.
650 4 $a History, United States. $3 1017393
650 4 $a History, Modern. $3 516334
650 4 $a Business Administration, Management. $3 626628
650 4 $a Political Science, Public Administration. $3 1017438
690 $a 0337
690 $a 0582
690 $a 0454
690 $a 0617
710 2 0 $a Harvard University. $3 528741
773 0 $t Dissertation Abstracts International $g 61-05A.
790 1 0 $a May, Ernest, $e advisor
790 $a 0084
791 $a Ph.D.
792 $a 2000
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9972370