Mandeles mark d (29 Ergebnisse)

Paperback. Zustand: NF. Paperback in Near Fine condition. 8vo 8" - 9" tall. 191 pages. * Quick Shipping * All Books Mailed in Boxes * Free Tracking Provided *.

Zustand: New.

Paperback. Zustand: New.

Zustand: Good. Good condition. (military aeronautics, research, history) A copy that has been read but remains intact. May contain markings such as bookplates, stamps, limited notes and highlighting, or a few light stains.

Paperback. Zustand: Brand New. new title edition. 224 pages. 8.75x5.75x0.75 inches. In Stock.

Zustand: As New. Unread book in perfect condition.

Zustand: New.

Zustand: New.

Zustand: As New. Unread book in perfect condition.

25 cm. xi, 157 s. Hardcover. Versand aus Deutschland / We dispatch from Germany via Air Mail. Einband bestoßen, daher Mängelexemplar gestempelt, sonst sehr guter Zustand. Imperfect copy due to slightly bumped cover, apart from this in very good condition. Stamped. Sprache: Englisch.

Zustand: New.

Zustand: New.

Trade paperback. Zustand: Good. Presumed First Edition, First printing. xv, [1], 191 pages. Illustrations. Notes. Figures. Tables. Appendix. Index. Ink note on front cover. Includes Disclaimer, Foreword, about the Author, and Acknowledgments. Also includes chapters on Introduction; Innovation and Military Revolutions; Logic and Procedure of Analysis; Prelude: Jet Propulsion and the Air Force; The Introduction of Jet Propulsion into the B-52; and Conclusion. There are 8 black and white illustrations of Boeing Models, and 5 tables of USAF Engine Development Time; B52 Timeline; Maximum Takeoff Weights and Combat Radii; XB-52 Performance Requirement; and Boeing Company Comparison of Basic Turboprop and Basic Turbojet Models. Dr. Mark D. Mandeles founded the J. De Bloch Group, a national security policy consulting firm in 1993, and is an Professorial Lecturer at The George Washington University's Elliott School of International Affairs. He currently is a Senior Advisor at the Center for Naval Analyses, and has worked in or consulted for the Office of the Secretary of Defense/Director of Net Assessment, US JFCOM/Joint Center for Operational Analysis, Under Secretary of Defense (Policy), Under Secretary of Defense (Acquisition, Technology, and Logistics)/Director Defense Research and Engineering, Joint Staff, USAF/Office of Long Range Planning, Marine Corps Combat Development Center/ Wargaming and Assessment Division, Industrial College of the Armed Forces, Institute for Defense Analyses, Combatting Terrorism Technical Support Office, and the U.S. GAO. Dr. Mandeles is the author or co-author of seven books, and articles, reports,and essays. National security decision makers face an uncertain world where the accelerated growth of knowledge has changed the character of technological advance and destabilized long-standing relations within and among the military services. Dr Mandeles separates the principles that guide decision making from the proverbs through a case study of decision making in the early post-World War II period. This study examines the impact of organization on the invention and development of jet propulsion-in the form of the B-52-and illustrates both the organizational conditions conducive to developing new operational concepts and the organizational innovations necessary to implement new technology. This study also examines how the Air Force organized to learn and acquire new technology, how the Air Force conceived or identified problems, and how it organized to ensure management would respond to program failure or errors. Attention is devoted to the origins of the weapons system operational requirement, the initial concept of operation, the evolution of technology, organizational structure, and implementation.…

Hardcover. Zustand: Brand New. 212 pages. 9.25x6.50x0.75 inches. In Stock.

Zustand: As New. Unread book in perfect condition.

paperback. Zustand: New. In shrink wrap. Looks like an interesting title.

Hardback. Zustand: New. Transformation has become a buzz word in today's military, but what are its historical precursors-those large scale changes that were once called Revolutions in Military Affairs (RMA)? Who has gotten it right, and who has not? The Department of Defense must learn from history. Most studies of innovation focus on the actions, choices, and problems faced by individuals in a particular organization. Few place these individuals and organizations within the complex context where they operate. Yet, it is this very context that is a powerful determinant of how actions are conceived, examined, and implemented, and of how errors are identified and corrected.The historical cases that Mandeles examines reveal how different military services organized to learn, accumulate, and retrieve knowledge; and how their particular organization affected everything from the equipment they acquired to the quality of doctrine and concepts used in combat. In cases where more than one community of experts was responsible for weighing in on decisionmaking, the service benefited from enhanced application of evidence, sound inference, and logic. These cases demonstrate that, for senior leadership, participating in such a system should be a strategic and deliberate choice. In each of the cases featured in this book, no such deliberate choice was made. The interwar U.S. Navy (USN) aviation community and the U.S. Marine Corps amphibious operation community were lucky that, in a time of rapid technological advance and strategic risk, their decisions in framing and solving technological and operational problems were made within a functioning multi-organizational system. The Army Air Corps and the Royal Marines were unfortunate, with corresponding results. It is characteristic of 20th-century military history that no senior civilian or military leader suggested a policy to handle overlapping responsibilities by multiple departments. Today's policymakers have not learned this lesson. In the present time, while a great deal of thought is devoted to proper organizational design and the numbers of persons required to perform necessary functions, there is still no overarching framework guiding these designs.…

Zustand: New. pp. xi + 157.

hardcover. Zustand: New. In shrink wrap. Looks like an interesting title.

Zustand: New.

Zustand: New.

Paperback. Zustand: New.

Zustand: As New. Unread book in perfect condition.

Paperback. Zustand: Good. No Jacket. Pages can have notes/highlighting. Spine may show signs of wear. ~ ThriftBooks: Read More, Spend Less.

Zustand: New.

Zustand: New. pp. 192.

Hardcover. Zustand: Brand New. 1st edition. 157 pages. 9.25x6.25x1.00 inches. In Stock.

Hardback. Zustand: New. Transformation has become a buzz word in today's military, but what are its historical precursors-those large scale changes that were once called Revolutions in Military Affairs (RMA)? Who has gotten it right, and who has not? The Department of Defense must learn from history. Most studies of innovation focus on the actions, choices, and problems faced by individuals in a particular organization. Few place these individuals and organizations within the complex context where they operate. Yet, it is this very context that is a powerful determinant of how actions are conceived, examined, and implemented, and of how errors are identified and corrected.The historical cases that Mandeles examines reveal how different military services organized to learn, accumulate, and retrieve knowledge; and how their particular organization affected everything from the equipment they acquired to the quality of doctrine and concepts used in combat. In cases where more than one community of experts was responsible for weighing in on decisionmaking, the service benefited from enhanced application of evidence, sound inference, and logic. These cases demonstrate that, for senior leadership, participating in such a system should be a strategic and deliberate choice. In each of the cases featured in this book, no such deliberate choice was made. The interwar U.S. Navy (USN) aviation community and the U.S. Marine Corps amphibious operation community were lucky that, in a time of rapid technological advance and strategic risk, their decisions in framing and solving technological and operational problems were made within a functioning multi-organizational system. The Army Air Corps and the Royal Marines were unfortunate, with corresponding results. It is characteristic of 20th-century military history that no senior civilian or military leader suggested a policy to handle overlapping responsibilities by multiple departments. Today's policymakers have not learned this lesson. In the present time, while a great deal of thought is devoted to proper organizational design and the numbers of persons required to perform necessary functions, there is still no overarching framework guiding these designs.…

Hardcover. Zustand: Brand New. 192 pages. 9.50x6.50x1.00 inches. In Stock.