Managing General and Flag Officers : RAND Corporation , January 1 , 2004
Managing General and Flag Officers : RAND Corporation , January 1 , 2004
From the report: “Over the past few years, the Secretary of Defense has voiced concern about the career management of general and flag officers of the military services.1 He has noted that senior officers, when compared with their private-sector counterparts, do not spend as much time in duty assignments and frequently leave the military relatively soon, often with less than three years in grade. The concern has been that the rapid turnover in the senior ranks could harm organizational effectiveness, dilute individual accountability, and erode the confidence of junior and mid-level officers in the senior officers. For their part, the military services worry that lengthening the careers of senior officers would clog the system, slowing promotions throughout the officer corps.
Researchers of the RAND National Defense Research Institute examined the issue. They first charted the career patterns of general and flag officers and compared them with those of their counterparts in the private sector. The goals were to determine whether the career patterns of the two groups indeed differed significantly; how the private-sector model affected development and promotion opportunities; and whether the private-sector model, if applied to senior military officers, would resolve the concerns of senior policymakers and, if so, how.”
Authors - Harrell, Margaret C., Thie, Harry J.Subjects
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