Department of the Army Pamphlet, 601. izdevumsThe Department, 1954 |
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adjustment problems Army experiences Army job Army's attitudes basic buddies building group unity cation cerning chance civilian job civilian world Contact Interview create decided against re-enlistment desire develop discharge draftees echelons of command enlisted ETS minus Exit Interview expectations factors facts feel formal groups frequently getting give goals higher echelons idea important influence interested keep leader leadership leave the Army man's means ment months NCO's noncommissioned occupational officer oppor parents planning to re-enlist posi possible Predictable and Purposeful pressures procedures questions re-enlistment booklets re-enlistment decision RE-ENLISTMENT INTERVIEW PROGRAM re-enlistment program re-enlistment rate realistic reasons reformulate reserve decision retirement rough spots Scheduled sense sion snap judgment sound decision talk tell tend tentatively decided things tion turnover U. S. Army undecided undecided men understand unfreezing United States Army wants young inductee
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25. lappuse - One simple, genuine move on the part of management to understand employees from their point of view is worth ten moves on the part of management to get employees to understand the problems of management. One move to find out why people at work behave and feel the way they do is worth ten moves in the direction of telling people how they ought to feel and behave.
50. lappuse - Under 1 month 1 to 3 months 3 to 6 months 6 to 12 months . 1 to 5 years 5 to 10 years 10 to 15 years 15 to 20 years 20 to 30 years.
24. lappuse - The fifth rule is that the supervisor should listen not only to what a person wants to say but also to what he does not want to say or cannot say without assistance.
50. lappuse - Under 1 month 1 to 2 months 2 to 3 months 3 to 6 months 6 to 12 months 12 to 18 months 18 to 24 months...
51. lappuse - Under 1 month 1 to 3 months 3 to 6 months '. 6 to 12 months 1 to 2 years 2 to 3 years 3 to 4 years.
24. lappuse - This is a hell of a company to work for," the attitude of the supervisor should not be, "Tut, tut, my good man, you are not displaying the proper spirit." Instead, he should try to get the employee to express himself more fully by asking why he feels as he does. In many instances employees by themselves are not able to state precisely the particular source of their dissatisfaction, but if they are encouraged to talk freely the effect is not merely emotional relief but also the revelation to the critical...
11. lappuse - save the dirty jobs for the fellows they don't like" are valued. The good leader is fair to all his command. (11) Next in importance is industry. Leaders who "do as little work as they can get away with" are not respected by the enlisted men. (12) When an officer "gives orders in such a way that you know clearly what to do," that too is a mark of merit as a leader.
11. lappuse - ... the merits of alternate courses — is not indecision. Your men will respect your judgment even more if you reserve decision until you are in possession of all the facts necessary for a wise choice. Do not set up a "council of war" to pass on things by vote; you are the leader. But seek advice when you need it, and do not hesitate to call on your subordinates for counsel if they are qualified to give it. But choose your course before you give your orders. Probably only experience, together with...
11. lappuse - ... commendation is a common complaint among men in the ranks. The best incentive to good work is the prospect that it will be noticed and remembered by the leader. (8) Physical strength and good build come next. (9) "Good education," "sense of humor," and "guts or courage
10. lappuse - Careful consideration — weighing the merits of alternate courses — is not indecision. Your men will respect your judgment even more if you reserve decision until you are in possession of all the facts necessary for a wise choice. Do not set up a "council of war" to pass on things by vote; you are the leader. But seek advice when you need it, and do not hesitate to call on your subordinates for counsel if they are qualified to give it. But choose your course before you give your orders. Probably...