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The rate of change in the operational environment outpaces the development of doctrine and schoolhouse instruction, leaders must direct their own development in order to adaptively and professionally meet the challenges brought on by Army transformation. Army professional forums (APFs), powered by advances in collaborative toolsets and multimedia presentation software, provide a means for leader self-development and professional growth. The research was conducted as an initial exploration of this area. The early stages of this initiative present the most valuable opportunity to establish checks that ensure the initiative is functioning effectively and meeting organizational goals. Establishing such checks enhances the organizational impact of the initiative. The APF assessment framework developed in the present research enables the assessment of APFs during the early stages of the Army knowledge-management initiative.
Lifelong Learning Centers (LLCs) comprise a suite of technologies that enable online posting of schoolhouse curricula and collaboration among distributed learners. These technologies connect the field Army to Army schoolhouses, simultaneously improving course currency and supporting training in the field. The impact of lifelong learning on organizational excellence seems clear. However, it is unknown how LLCs promote readiness using educational technology and how LLC effectiveness should be measured. The purpose of this research was to develop a comprehensive, generalizable framework for conceptualizing the effectiveness of LLCs and for capturing the drivers of success. The framework and associated metrics were used to conduct an evaluation of a pilot LLC located at Fort Leavenworth. This evaluation indicated the importance of taking a causal approach. An assessment of outcomes alone would have indicated that the initiative had achieved its goals but would have obscured the fact that some of these goals--teaching and learning effectiveness--were achieved largely independently of the use of learning technologies. The basis of the framework in theory makes it generalizable not only across current and future LLCs, but also across other blended learning initiatives, addressing a gap in the scholarly literature regarding the effectiveness assessment of educational technology.
Because the U.S. military's long-held advantage in physical capital and equipment is waning, cutting-edge human capital management is more critical than ever before. The authors of "Starting Strong" argue that by gathering detailed information on the unique talents possessed by each newly commissioned Army officer, as well as on the unique talent demands of each Army basic branch, the Army can create a "talent market" that identifies and liberates the strengths of every officer, aligning each with the career field where they are most likely to be engaged, productive, and satisfied leaders. Strong evidence demonstrates that this talent-based approach better aligns officer talent with occupational requirements while simultaneously increasing individual branch satisfaction.
ADP 6-22 describes enduring concepts of leadership through the core competencies and attributes required of leaders of all cohorts and all organizations, regardless of mission or setting. These principles reflect decades of experience and validated scientific knowledge.An ideal Army leader serves as a role model through strong intellect, physical presence, professional competence, and moral character. An Army leader is able and willing to act decisively, within superior leaders' intent and purpose, and in the organization's best interests. Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. Every member of the Army, military or civilian, is part of a team and functions in the role of leader and subordinate. Being a good subordinate is part of being an effective leader. Leaders do not just lead subordinates--they also lead other leaders. Leaders are not limited to just those designated by position, rank, or authority.
This regulation prescribes policies, procedures, and responsibilities for developing, managing, and conducting Army training and leader development.
Army Regulation 350-1 is the keystone training regulation for all US Army units. This regulation is the source reference for all training conducted within units across the US Army. This continent 6x9 paperback is designed with commanders, executive officers, and company grade NCOs in mind for portability and ease of use.