Search

As one of the largest employers in the country, the Department of Defense (DoD) seeks to maintain a high-quality civilian workforce in the face of shifting organizational priorities as well as technological and social changes. Like most employers, DoD offers its employees opportunities for education, training, and professional development (ET&D) through both DoD and non-DoD providers. This network of ET&D providers and users constitutes a multi-organizational, multi-stakeholder system that is at present loosely coordinated and incompletely understood. Because of the division of financial responsibility, command authority, and workforce planning within DoD, the effectiveness of the system depends on its capacity for governance of the organizations that provide the ET&D needed. At the request of the DoD Office of the Chancellor for Education and Professional Development, RAND undertook a study to develop tools for describing and evaluating external governance in such a multi-organizational system of ET&D. This report describes an approach for accomplishing those aims. The approach described here consists of two major tasks: a structural analysis that maps governance arrangements and an implementation audit that assesses effectiveness based on operational evidence. The framework and taxonomy presented here were developed based on reviews of relevant literature and limited mapping exercises, but not through field audits or assessment exercises with organizations. The authors recommend pilot testing of the approach on a limited scale before systemwide implementation. (5 figures, 52 refs.)

The governance of civilian postsecondary education and professional development in the Department of Defense (DoD) is highly decentralized. The many educational institutions, programs, and courses of instruction offered to DoD civilians respond to influence from both within and outside DoD. Institutions within DoD are typically governed by several formal sponsors and are also influenced by boards of visitors or advisors, accrediting agencies, licensing bodies, and other governing entities that play important roles in the higher education sector outside DoD. In 1998, the DoD Office of the Chancellor for Education and Professional Development was added to the complex multiorganizational network governing civilian postsecondary educational activities as the primary advocate for academic quality and cost-effectiveness. Unlike the formal sponsors, the Chancellor's office was not endowed with hierarchical authority over DoD providers of education. It must therefore rely on other sources of power to achieve its mission of influencing quality and cost-effectiveness. Previous RAND research on strategic planning for the Chancellor's office (Levy et al., 2001) considered possible roles for the office, given its mission and charter. This report extends that work by offering a systematic approach to the assessment of interorganizational influence and strategies for its development in the absence of hierarchical authority. The approach presented here draws on research from social psychology, organizational behavior, and sociology, and is designed for use by the Chancellor's office and other similar organizations participating in the governance of education, training, and professional development (ET&D).

With a civilian workforce of about 700,000, the Department of Defense (DoD) is one of the largest employers of civilians in the nation. Maintaining the quality of that workforce is one of its highest priorities. In October 1998, DoD established the Office of the Chancellor for Education and Professional Development to serve as the principal advocate for academic quality and cost-effectiveness of all institutions, programs, and courses of instruction that serve DoD civilian workers. The office, which exists and operates within the organizational hierarchy of the Office of the Secretary of Defense (OSD), is part of a complex network of organizations that set policy for education, training, and development (ET&D), manage the DoD civilian workforce, and provide ET&D services to DoD civilians. One of the first tasks of the new Chancellor and his staff is to determine how they can best influence academic quality and cost-effectiveness in such a complex environment.

The Office of the Chancellor for Education and Professional Development in the Department of Defense (DoD) was established in 1998 to help raise the quality of civilian training and professional development to world-class standards. The Chancellor's office is specifically charged with ensuring the quality and productivity of education and professional development activities targeted at DoD civilians. In support of this aim, the Chancellor asked RAND to review existing approaches for assessing academic quality and productivity and to suggest approaches that might be useful for the assessment of the current DoD system of education and professional development. The RAND study team conducted a broad review of the general literature on the assessment of quality and productivity in education and professional development. The team also reviewed the documentation of organizations engaged in such assessment, interviewed experts, attended conferences, and conducted site visits to exemplary organizations. This report synthesizes that information and provides suggestions for approaches that might be useful for DoD.

The Bain turc, more than any other Ingres work, escaped the claims of normative art history and spoke to a radical aesthetic community intent on framing a new art. This essay on the reception of Ingres's figure painting reads responses to the Bain turc at the small Ingres retrospective the Society of the Salon d'Automne organized in 1905, and in 1907 when his Grande Odalisque was challenged by the elevation of Manet's Olympia to the Louvre. Three communities laid claim to Ingres at this time. Scholars like Lapauze and Momméja ratified the Bain turc for the museum community and for its owner, the Prince de Broglie. The Fauvist avant garde had other goals in arranging the retrospective. It is argued that the Bain turc, and the two dozen pencil studies exhibited with it, changed the visual orientation of artists such as Picasso, Matisse and Vallotton. The third group, standing between the artists and official gate-keepers, were the critics. Some claimed Ingres for classicism and the French Tradition (albeit one skewed by an octagenarian's sexual longing). Left and Jewish critics close to the Salon rejected the academic authority figure, proclaiming the value of his nudes, line drawing and distorting arabesque. The debate crystallized when Olympia was hung opposite the Grande Baigneuse. Matisse and Apollinaire judged the Manet to be passé, and soon afterwards the pro-Cubist writers Rivière and Lhote saw in the Grande Baigneuse the model for a revolution in the concept of drawing.

The Texas higher education system faces severe challenges in responding to the twin demands placed on it by economic growth and by the increasing problems of access to higher education that many Texans experience. This report presents the results of analyses of how well the higher education system in Texas will likely meet these challenges if current trends and patterns continue. It identifies the kinds of changes needed to realign higher education in Texas with these demands. Specifically, we recommend that the Texas Higher Education Coordinating Board rethink its underlying goals, missions, and priorities, as well as differentiate more clearly among the missions of different parts of the higher education system. Such a fundamental effort will require a new effort for achieving the Texas higher education vision. Because of the special concern for the Texas higher education system to meet the future needs for health care professionals, we conducted a separate analysis focusing on health care education programs, including those for physicians, nurses, and allied health professionals.

The increasing economic interdependence between Japan and the United States constitutes an important and generally positive development in the global economic system. The greater availability of investment capital, joint ventures between Japanese and American corporations, and higher quality goods and services have benefited citizens of both societies. Nevertheless, charges and countercharges about unfairness in bilateral economic relations appear to be a growing threat to the U.S.-Japan relationship. The stakes cannot be overstated. The two countries account for nearly two-fifths of the world's gross national product. The NichiBei (Japan/American) economy will remain one of the main engines of global economic growth for the foreseeable future; any developments that threaten to undermine it would have enormous consequences for the future of the international economy., Summary in English and Japanese.

Contient une table des matières, Avec mode texte