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The contribution of management theory to military leadership at strategic level

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EN
Abstrakty
EN
Successful leaders at the strategic, operational and tactical level have always applied the process functions of management. The destiny of this theory is similar to the destiny of theories of strategy and leadership. Nowadays, none of them are exclusively military theories. The very fact that they have been applied in different fields of human society has contributed to both their theoretical and practical improvement. It is impossible, at the current time, even to think about the managing of a defence system of a country or alliance without the synchronised and unique engagement of civilian and military structures. If they want to keep pace with political, economic, military and other trends, they have to follow the latest achievements in the field of strategy, leadership and management. They must also be familiar with certain problems, they have to completely understand them and their way of acting must be in accordance with that knowledge. This will provide them with a new and precious experience. That is why the main objective of this paper is to emphasise that the iterative character of management gives strong support to the aforementioned principle.
Słowa kluczowe
Rocznik
Strony
21--38
Opis fizyczny
Bibliogr. 28 poz., rys.
Twórcy
  • Head of General Staff Course National Defence Colege in Belgrad
Bibliografia
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  • 2. Adair, J. (2002) Effective Strategic Leadership. London, Pan Macmillan Ltd.
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  • 4. Carl von Clausewitz, On War, ed. and tr. Michael Howard and Peter Paret, (1989) Princeton: Princeton University Press.
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  • 11. Grattan, R. F. (2002) The Strategy Process. New York: Palgrave Macmillan.
  • 12. Hough, R. (2004) Understanding Global Security, London: Routledge Taylor & Francis Group.
  • 13. Jovanović, R. (1996) Management - Development Theory of Management Process Functions and Areas of Management Belgrade: Faculty of Organizational Sciences.
  • 14. Joyce, R. & Woods, A. (2001) Strategic Management-a fresh approach to developing skills, knowledge and creativity, London: Kogan Page Limited.
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  • 17. Schneider, B. R. & Post, J. M. (2003) Know Thy Enemy - Profiles of Adversary Leaders and Their Strategic Cultures, Maxwell Air Force Base Alabama: USAF Counter proliferation Centre.
  • 18. Kamp, K. H. (2009) The Way to NATO's New Strategic Concept Towards a New Strategy for NATO, vol.51 No.4, pp 21-27.
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  • 20. Stiles, K. W. (2010) Case Histories in International Politics, USA: Pearson Education, Inc.
  • 21. Afghanistan Report 2009, Brussels: NATO Public Diplomacy Division.
  • 22. Progress Afghanistan 2008, Brussels: NATO Public Diplomacy Division.
  • 23. Tanner, J. K. (Winter 2009/2010) The British ArmyReview - We learn from history that we learn nothing from history.
  • 24. The Economist, (17thApril 2010)A special reporton innovation in emerging markets - New Masters of Management, p13.
  • 25. MOD UK (2010) UK Military and Civilian casualties, (www. mod.uk/NR/rdonlyres/628B66C9-9B5F-4424-8FD5-88DC83EFB655/0/opherrickcasualtytablesto.pdf)
  • 26. NATO, (2004) The Istanbul Declaration, (www.nato.int/cps/ en/natolive/officia ltexts.htm)
  • 27. Nelson, R. C. (2005) How Should NATO Handle Stabilisation Operations and Reconstruction Efforts? (www.acus.org/ docs/061021-HowSholudNATOHandleSROperations.pdf)
  • 28. Rapid Business Improvement Review - Organizational Diagnostic Tool (www.rapidbi.com/created/knowledge understand ingaction.html)
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-58249027-3489-449e-b51c-01e5882d08cb
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