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This 3 page paper discusses two subjects: the Army’s use of alternative work arrangements; and whether or not it is a learning organization. Bibliography lists 3 sources.
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3 pages (~225 words per page)
File: KV32_HV681012.rtf
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listed below. Citation styles constantly change, and these examples may not contain the most recent updates. Work Arrangements and Learning in the Army Research Compiled for
, Inc. by K. Von Huben 10/2010 Please Introduction Because the armed forces are a "sensational" group of organizations,
meaning that they make life and death decisions on a daily basis and go into situations that most people never face, its easy to forget that they are also very
similar to large corporations. They have employees, managers, and a mission to perform, even if its wildly different from anything civilians do. That means that there are times when a
civilian model is a good fit with the armed services. This paper considers alternative working arrangements in the Army, as well as the question of whether or not it is
a learning organization. Discussion When it comes to alternative working arrangements, its surprising to learn that the Army is considering it or has already implemented it in some places. A
search for "alternative working arrangements" in the U.S. Army brings up the same thing again and again: telework. This seems to be the single preferred alternative work arrangement that the
Army considers. Telework is what it sounds like: working from some other location than the base. It is similar to telecommuting, though the difference is subtle. "Telework is often defined
as telecommunication technology allowing a worker to use this technology to accomplish assigned tasks remotely, instead of at the job site," while telecommuting is defined as "allowing home-based informational and
communications systems to replace a workers commute to a distant place of employment" (Tallberg, 2010). DA Memo 690-8 was issued by the Department of the Army on October 30, 2009,
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