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It has been said that the Apollo Program was the greatest human achievement since the construction of the pyramids in Egypt. It was certainly one of the greatest achievements of modern times. But how was this miracle accomplished? Superficially, Apollo was the culmination of less than a decade of work by the greatest scientific and engineering minds anywhere in the world, but it was also an astonishing logistical and management achievement. Before President Kennedy was elected to office, military planners on both sides of the Cold War were convinced that the moon might represent the ultimate safe haven for military assets. If an enemy was to launch a first strike, whoever controlled the moon would always have the last word. With the goal of ensuring that safeguard, the US Army and the US Air Force began making plans for going to the moon long before NASA was even created. However, President Eisenhower chose to put Americas space program in the hands of a civilian agency and the military moon program ended. Three years later, when President Kennedy announced his nations goal of landing men on the moon, the sheer scope of the task required more than just scientists and engineers, it required men and women who were used to planning on a scale rarely seen outside of military conflict. It would also require the requisitioning of many of those old military assets, from ships, to tracking systems, to contractors. USAF Four Star General Samuel C Phillips would sit astride of the colossal program named Apollo and with the aid of nearly half a million of his fellow citizens would achieve the seemingly impossible. This book contains the entire plan, as it was summarised for a very limited number of people who were highly placed in the organisational structure. This rarely seen document is reproduced here in its entirety and spells out how the greatest logistical program of the 20th century was achieved.
If you are the CEO of a large corporation, you know there is a workforce crisis that mandates better workforce education. You also recognize that traditional education programs aren't working. Enter C-Spark. It outlines the first CEO-led strategic approach to workforce education, which will help you seize the opportunity to generate revenue; ensure business agility; recruit and retain the best talent; move the needle on diversity, equity and inclusion; advance authentic corporate citizenship and create industry-leading brands. When ignited, the C-Spark ushers in the Age of And, an age marked by not just one, but many "ANDs" - business AND social impact, the employee AND learner, the customer AND the community, the shareholder AND society, the good fiduciary AND the good citizen, doing well AND doing good.
This guidebook is about changing the way you think about setting goals. It is about identifying goals that are important and meaningful. Creating those kinds of goals means taking stock of your values—what you believe and how you act to carry out those beliefs—in five key areas of your life: career, self, family, community, and spirit. Once you’ve identified what’s really important you can create goals that will help you improve and carry out those values through your actions. The goals you create will be SMART: specific, measurable, attainable, realistic, and timed. Setting meaningful goals will reward you with real progress toward success in all areas of your life.
This practical textbook explains the sport development process from a practitioner’s viewpoint, showing what actually works, how, and why. Focusing on the development of sport, the book considers the efforts of sport organisations to revitalise their sports at a community level to ensure their future relevance, growth, and sustainability. Full of real-world cases and data, as well as the voices and reflections of a wide range of practitioners, Sport Development in Action explains how to research and draw up a development plan, how to design and implement programmes and establish delivery networks, and how to monitor and evaluate initiatives. This is essential reading for any sport development course, and useful reading for courses in sport management, sports coaching, or sports studies. It is also an indispensable reference book for practitioners.
Managers attend leadership development programs for any number of reasons. Sometimes an organization will nominate a specific manager for a program, or send all high-potential managers through a series of development programs. Some managers seek out development programs on their own as part of their personal career objectives. If you’re scheduled to participate in a leadership development program, or if you’re considering such a program, you can substantially increase the benefits to yourself and to your organization by preparing for the development experience. This guidebook will show you how to prepare yourself and how you can help prepare your colleagues and your work environment to make the most of a formal development program.