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| 1 |
ID:
137939
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| Summary/Abstract |
This article aims to encourage the fostering of more systems thinking, and its greater exploitation, within the domain of contemporary intelligence. With particular focus on “micro systems thinking” and with reference to key intelligence processes, such as intelligence analysis, the utility of many systems dynamics within the intelligence context seeks to be further revealed. Through their greater collective harnessing, including up to “System of Systems” (“SoS”) dynamics, and promoting all that they can offer, more sophisticated overarching operational-to-strategic/policy “ends,” notably that of “defence-indepth,” can be viably further advanced in a sustainable manner into the future. Arguably, a much-needed transformative impact on contemporary intelligence can also be increasingly realised through comprehensively engaging in and with more systems and SoS thinking. Aiding civil protection tasks, crisis management, emergency planners, and civil contingency practitioners likewise gain.
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| 2 |
ID:
080511
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| 3 |
ID:
114136
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| Publication |
New Delhi, Institute for Defence Studies and Analyses, 2012.
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| Description |
78p.Pbk
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| Series |
IDSA Monograph Series No. 6 July 2012
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| Standard Number |
9789382169055
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Copies: C:2/I:0,R:0,Q:0
Circulation
| Accession# | Call# | Current Location | Status | Policy | Location |
| 056728 | 355.60954/JAY 056728 | Main | On Shelf | General | |
| 056729 | 355.60954/JAY 056729 | Main | On Shelf | General | |
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| 4 |
ID:
068140
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| 5 |
ID:
011535
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| Publication |
Oct 1996-Marcch 1997.
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| Description |
9-12
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| 6 |
ID:
083796
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| Publication |
2008.
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| Summary/Abstract |
How to cope with uncertainty-this is the central unavoidable challenge to defense planning. The problem is how to finesse the fact that the future is unknown. Although we cannot know what will happen, we can call upon a great deal of experience to provide helpful guidance. We know: that the future is not "foreseeable"; that the past is our best guide to the future; that history often is non-linear; that history moves more in circles than ever-onwards toward 'progress'; that the present is an unreliable guide to what is to come; that history is too complex to be reconstructed usefully by playing "what if …"; that scientific prediction is utterly unreliable; that tragedy happens; that human folly is always possible; that people matter profoundly; and that people(s) fight for reasons of "fear, honor, and interest," as they always have. Warned by these major caveats, we can adopt some useful precepts to guide defense planning.
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| 7 |
ID:
068729
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| 8 |
ID:
176951
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| 9 |
ID:
091273
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| Publication |
New York, Nova Science Publishers, 2009.
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| Description |
ix, 164p.
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| Standard Number |
9781606925744
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Copies: C:1/I:0,R:0,Q:0
Circulation
| Accession# | Call# | Current Location | Status | Policy | Location |
| 054386 | 355.80687/MYE 054386 | Main | On Shelf | General | |
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| 10 |
ID:
119072
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| Publication |
Geneva, Procon Limited, 2009.
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| Description |
vi,206p.pbk
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| Series |
Security and Defence Management Series no. 1
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| Standard Number |
9789549012194
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Copies: C:1/I:0,R:0,Q:0
Circulation
| Accession# | Call# | Current Location | Status | Policy | Location |
| 057152 | 355.6/BUC 057152 | Main | On Shelf | General | |
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| 11 |
ID:
035918
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| Publication |
New Jersey, Prentice-Hall Inc, 1967.
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| Description |
xiii, 385p.
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Copies: C:1/I:0,R:0,Q:0
Circulation
| Accession# | Call# | Current Location | Status | Policy | Location |
| 002084 | 355.6/ENK 002084 | Main | On Shelf | General | |
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| 12 |
ID:
007316
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| Publication |
May 2000.
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| Description |
15-21
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| 13 |
ID:
062295
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| 14 |
ID:
043464
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| Publication |
New Jersey, Prentice-Hall, Inc, 1967.
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| Description |
xiii, 385p.
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Copies: C:1/I:0,R:0,Q:0
Circulation
| Accession# | Call# | Current Location | Status | Policy | Location |
| 003140 | 355/ENK 003140 | Main | On Shelf | General | |
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| 15 |
ID:
087653
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| Publication |
2009.
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| Summary/Abstract |
The next American president will face a daunting list of national security problems, including a serious defense budget crunch. The budget crisis will be deepened by the global financial crisis, a tapering of supplemental funding associated with the wars in Iraq and Afghanistan, and the steady growth of military healthcare and other personnel costs. After six years of rapid defense budget increases, the Pentagon has lost the practice of matching strategy and resources. The next president will need to manage risk among investments in irregular warfare, counterterrorism, balancing new super powers, countering weapons of mass destruction, and traditional warfare. He will also need to begin to build non-military "soft power" capabilities outside of the Pentagon.
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| 16 |
ID:
091259
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| Publication |
2009.
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| Summary/Abstract |
The defence accounts department has been a pioneer in using automated system since 1931 and even today has a very good automated budgeting and accounting system. However, there are certain gaps in the over all Defence Budgeting and expenditure control mechanism which makes it lacking of reliable and timely receipt and expenditure data for budget planning, monitoring, expenditure control, and reporting.
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| 17 |
ID:
129371
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| Publication |
2012.
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| Summary/Abstract |
For a company that made its India debut way back in 1954, Sikorsky may not inspire the same recognition level as other American or European contemporaries. In fact, it current presence in India dates back only four years.
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| 18 |
ID:
019724
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| Publication |
May 2001.
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| Description |
69-78
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| 19 |
ID:
007315
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| Publication |
May 2000.
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| Description |
1-13
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| 20 |
ID:
129955
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| Publication |
2014.
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| Summary/Abstract |
The existing Higher Defence Management structure of India has been examined. The following inherent inadequacies have been identified:
a) Fault lines in the system including in the civilian military frame-work.
b) Lack of a unified management ethos.
c) An outdated military logistics management system.
d) Cadre management lacunae.
It has been concluded that adaptation of the 2011 British HDM model is best suited to meet the Indian contingency. The existing Indian Naval HDM structure has been used to develop a step by step process - taking forward the existing set up to achieve its final objective.
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