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The Australian National University’s Strategic & Defence Studies Centre (SDSC) is Australia’s premier university-based strategic studies think tank. Fifty years after the Centre was founded in 1966, SDSC celebrated its continued research, publications, teaching and government advisory role with a two-day conference entitled ‘New Directions in Strategic Thinking 2.0’. The event saw the podium graced by many of the world’s premier thinkers in the strategic studies field. An evening between those tours to the lectern brought together academics, practitioners and other honoured guests at a commemorative dinner held beneath the widespread wings of the ‘G for George’ bomber in the Australian War Memorial—an event that included SDSC’s own Professor Desmond Ball AO making his last public appearance. Since SDSC’s 25th anniversary, the world has seen the collapse of the Soviet Union and the end of the Cold War. Bipolarity gave way to the emergence of the United States as the world’s sole superpower, a status many now see as under threat. Both the nature of the threats and identity of individual competitors has changed in the interim quarter-century. Non-state actors are presenting rising challenges to national governments. Meanwhile, a diminished Russia and far more wealthy China seek to reassert themselves. Never before has the call for reasoned innovative security studies thinking been more pronounced. Rarely has a group so able to offer that thought come together as was the case in July 2016. This book encapsulates the essence of this cutting-edge thinking and is a must read for those concerned with emerging strategic challenges facing Australia and its security partners.
This book, first published in 1981, examines the broader aspects of international strategic relations, and analyses Cold War developments within particular nations, fields of warfare and areas of political-military interaction. The role of force in international society changed as the nuclear deadlock between the superpowers continued, with military forces being deployed for political purposes in situations only just short of war. The balance between NATO and Warsaw Pact forces also changed as American technology increased and short-range nuclear missiles were deployed in Europe. This book also examines the development of strategic thinking in China, Japan and India, as well as insurgency in the Third World, so often the site for proxy superpower conflict.
A resource for industry professionals and consultants, this book on corporate strategy lays down the theories and models for revitalizing companies in the face of global recession. It discusses cutting-edge concepts, constructs, paradigms, theories, models, and cases of corporate strategic leadership for bringing about transformation and innovation in companies. Each chapter in the book is appended with transformation exercises that further explicate the concepts.
Explore multiple practical and theoretical dimensions of needs assessment. This volume focuses exclusively on this essential topic for guiding decisions—examining subjects such as: the importance of defining needs, implementing assessments in public and private-sector organizations, aligning needs with assets and capacity assessments, how assessments factor into meaningful change at the organizational and society levels how to apply needs assessments in culturally diverse contexts conducting international needs assessments, and the impact of technologies on needs assessment methods. This issue will help professionals within public and private organizations conduct useful assessments, ones leading to results that can be applied in decisions. This is the 144th issue in the New Directions for Evaluation series from Jossey-Bass. It is an official publication of the American Evaluation Association.
Author : Robert M. Grant Publisher : John Wiley & Sons Page : 404 pages File Size : 37,5 MB Release : 2015-03-30 Category : Business & Economics ISBN : 1118914708
Foundations of Strategy, second edition is a concise text aimed at both undergraduate and Masters students. Written in an accessible style with the needs of these students in mind, the latest edition has a clear, comprehensive approach, underlined by sound theoretical depth. The content has been fully revised and updated to reflect recent developments in the business environment and strategy research. Features of the text include: 10 chapters covering all the topics in a typical one-semester course. Concise and integrated treatment of strategy implementation focusing on strategy in practice. Integration of the not-for-profit sector. Opening and closing chapter case studies covering a range of real-world, global examples. Featured Example and Case Insight boxes throughout chapters to give an additional dimension to the subject matter. An extensive range of learning and teaching materials accompany this text including instructor manual, case teaching notes, test bank and PowerPoint slides, for instructors. Resources for students include self-test quizzes and glossary flashcards to check understanding.
Here, finally, is a publication completely dedicated to strategic planning in student affairs. This volume applies business and nonprofit techniques to higher education, bringing the topic of strategic thinking, planning, and acting to the daily work of the profession. Editor Shannon Ellis, vice president of student services in the College of Education at the University of Nevado, Reno, and contributing authors take the student services practitioner through the process of preplanning, implementation and assessment. They explore the role that student services strategic planning plays in budget work, academic relations and crisis management. With case studies from Tulane University and University of Nevada, Reno and in-depth advice from the field, this volume provides student affairs professionals with the guidance needed to launch collaborative, flexible and effective student services strategic planning in their own institutions. This is the 132nd volume of the Jossey-Bass quarterly report series New Directions for Student Services. An indispensable resource for vice presidents of student affairs, deans of students, student counselors, and other student services professionals, New Directions for Student Services offers guidelines and programs for aiding students in their total development: emotional, social, physical, and intellectual.
This book, first published in 1989, analyses Western and Soviet perceptions of each other’s military thoughts and doctrines, a key part of the Cold War, where both sides planned to both win a possible conflict, and to avoid one. The work demonstrates that both East and West made judgments about each other’s military profile on the basis of political preconceptions.
Author : Robert M. Grant Publisher : John Wiley & Sons Page : 480 pages File Size : 43,20 MB Release : 2016-01-05 Category : Business & Economics ISBN : 1119120837
Robert M. Grant combines a highly accessible writing style with a concentration on the fundamentals of value creation and an emphasis on practicality in this leading strategy text. In this new edition several topics have increased emphasis including: platform-based competition and 'ecosystems' of related industries; the role of strategy making processes/practices; mergers, acquisitions and alliances; and additional emphasis on strategy implementation.
New Directions for University Museums is intended to help university museum leaders to help them plan strategically in the context of the issues and needs of the 2020s by examining trends affecting them and directions in response to those forces. It will lay out a series of potential directions for university museums in the 21st century using examples from the field. Although university museums are similar to other museums in their topic areas (art, natural history, archaeology, etc.) they are a unique category that requires special consideration. Today university museums are grappling with new forces that are affecting their future: University museums still have a dual responsibility to campus and community, and they still try to mount exhibitions that are attractive to the communities in which they are embedded. But they are rethinking the nature of service to town and gown in response to larger trends around accessibility. It is no longer enough to try to attract visitors; these museums are becoming much more active and outgoing in their outreach to the broader public. They have unparalleled access to academic firepower, but university museum research is no longer the sole province of academics, intended for publication in scholarly journals. In the 2020s, research is being made much more relevant to existential problems of the world. For example, some are bridging the gap between academic research and teaching and the most pressing social issues of our time, such as climate change, the fight against racism and the interface between humans and technology. University museum research is no longer cloistered, and these institutions are finding ways to better leverage the new knowledge yielded by collections-based research for both the university’s and for public benefit. Student engagement and education is still important, but communication is no longer unidirectional (from faculty and museum staff to students). Now student input and co-curation is now invited as learning becomes a two-way street. Moreover, public science communication has become a much more important role for university museums. These are, in effect, the “new directions” to which the title refers. The main thesis of the book is therefore that university museums are becoming much more outward-facing. They are engaging with the public and with the world at large as never before. In effect, they matter more than ever. This is the overarching “new direction”. Within this general approach, there are a number of questions that the book addresses: What are the expectations of university museums in the 21st century from their key stakeholders – university administrations, faculties and students, and the communities in which they are embedded? How are those expectations changing and how are the museums evolving to meet them? How are university museums navigating the minefields of political polarization, “cancel culture” or heightened activism on campus and in society at large? What is the nature of the relationship between the university’s research and teaching mission and the university museum? What trends can we identify, and how can we help the university museum director navigate those trends? The university-donor relationship: what can we learn from a study of donor expectations and the dynamics of university-donor relationships in contemporary society? How is the relationship between the university museum and the broader external community changing? How is the university museum contributing to (or detracting from) the overall relationship between the university and the community? What role is the university museum playing in terms of public communication of research, especially public science communication? This book is for all those who work in, benefit from or are interested in university museums. In particular, it is hoped that the book will help university museum leaders who are embarking on strategic plans understand the common issues that are currently affecting their peers, and provide some context and guidance to those leaders as they chart their own paths for the future and to advance larger goals. For faculty, it will show how the museum can help improve undergraduate teaching and graduate student training via highlights and illustrations of new ways in which faculty departments are cooperating and partnering with their campus museums, and from a university administration point of view, how the museum can help the university achieve its bigger strategic goals (such as helping increase the percentage of successful faculty grant applications).