This book deals with the processes and theories involved in managing military organisations in both peacetime and crisis conditions. Examining the challenges faced by policymakers and military commanders in conducting military operations, this book considers the benefits of conventional management and organisation theory for the military. At the same time, these essays recognise that the military should be considered as a highly individual organisation, operating in exceptional circumstances. This awareness of the differences between the military and other organisations generates important lessons not only for the military but also for general organisations as it teaches them how to cope in exceptional, ahypera conditions. These theoretical lessons are illustrated by case studies and experiences from recent military operations, such as those in Iraq and Afghanistan. This book will be of great interest to students of military studies, security studies and organizational studies. Joseph Soeters chairs the department of management and organization studies and defence economy at the Netherlands Defense Academy and he is a professor in organizational sociology at Tilburg University. Paul. C. van Fenema is an associate professor of organization studies at the Netherlands Defence Academy and Tilburg University. Robert Beeres is an associate professor in the field of defence accounting and control (business administration) at the Netherlands Defence Academy and at Nyenrode Business School.Johnson, T. and Kaplan, R. (1987) Relevance Lost: The Rise and Fall of Management Accounting, Boston, MA: Harvard Business ... Zimmerman, J.L. ( 2006) Accounting for Decision Making and Control, 5th edition, Berkshire, UK: McGraw Hill.
|Title||:||Managing Military Organisations|
|Author||:||Joseph Soeters, Paul C.van Fenema, Robert Beeres|
|Publisher||:||Routledge - 2010-02-02|