The spit-shine syndrome : organizational irrationality in the American field army
Author(s)
Bibliographic Information
The spit-shine syndrome : organizational irrationality in the American field army
(Contributions in military studies, no.76)
Greenwood, 1988
Available at 3 libraries
  Aomori
  Iwate
  Miyagi
  Akita
  Yamagata
  Fukushima
  Ibaraki
  Tochigi
  Gunma
  Saitama
  Chiba
  Tokyo
  Kanagawa
  Niigata
  Toyama
  Ishikawa
  Fukui
  Yamanashi
  Nagano
  Gifu
  Shizuoka
  Aichi
  Mie
  Shiga
  Kyoto
  Osaka
  Hyogo
  Nara
  Wakayama
  Tottori
  Shimane
  Okayama
  Hiroshima
  Yamaguchi
  Tokushima
  Kagawa
  Ehime
  Kochi
  Fukuoka
  Saga
  Nagasaki
  Kumamoto
  Oita
  Miyazaki
  Kagoshima
  Okinawa
  Korea
  China
  Thailand
  United Kingdom
  Germany
  Switzerland
  France
  Belgium
  Netherlands
  Sweden
  Norway
  United States of America
Note
Bibliography: p. 165-168. - Includes index
Description and Table of Contents
Description
Those interested in reforming the Army's personnel and evaluation systems will find The Spit-Shine Syndome's fairly detailed proposals both interesting and thought-provoking. Armed Forces Journal
Bassford's comprehensive proposals put him in an altogether different category from other self-proclaimed `defense reformers.' . . . Bassford criticizes but he also offers a package of solutions. His frustrations seem to be shared by at least some of the Army's leadership. Gen. John Galvin, our top commander in NATO, has lamented the `grindstone of bureaucratic business' that undermines combat readiness. In his approving foreword to Bassford's writing, retired Lt. Gen. Robert Elton declared: `The potential is there to mold a truly great Army. . . . This book screams for someone to listen.' And perhaps more important, to act.
Chicago Tribune
The problem of adjusting American military organization to new social, political, and strategic realities has perplexed military thinkers since the closing days of World War II; proposals for reform have proliferated since the end of the Vietnam War. Practical solutions, however, have proven elusive. In this volume, the author examines the various existing approaches to reform and concludes that most are either unworkable or irrelevant--if not actually counter-productive--to improving the effectiveness of American combat forces. The author rejects suggestions that perennial American military failure can be traced to the inadequacies of military personnel or of American society in general; he argues that neither a return to the draft, imposition of an ethical code for military leaders, nor creation of a General Staff will address fundamental issues. Likewise, he argues that structural reform, while needed, can only strike at symptoms, not causes. It is the author's view that the roots of American military ineptitude lie in the military services' organizational methods, not their organizational structure. These methods are the natural product of the unique evolution of American military institutions. They are incompatible with the structure, role, and doctrine of the armed forces as they exist today.
Table of Contents
Units
Evaluation Systems
Promotions
The Chain of Command
Selection and Training of Officers
Getting There
Bibliographical Essay
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