A thought-provoking analysis of the Australian Army's capacity to change, with a particular focus on the Asia-Pacific region.

In Dwight D. Eisenhower's last speech as president, on January 17, 1961, he warned America about the "military-industrial complex," a mutual dependency between the nation's industrial base and its military structure that had developed during World War II. After the conflict ended, the nation did not abandon its wartime economy but rather the opposite. Military spending has steadily increased, giving rise to one of the key ideas that continues to shape our country's political landscape.In this book, published to coincide with the fiftieth anniversary of Eisenhower's farewell address, journalist James Ledbetter shows how the government, military contractors, and the nation's overall economy have become inseparable. Some of the effects are beneficial, such as cell phones, GPS systems, the Internet, and the Hubble Space Telescope, all of which emerged from technologies first developed for the military. But the military-industrial complex has also provoked agonizing questions. Does our massive military establishment--bigger than those of the next ten largest combined--really make us safer? How much of our perception of security threats is driven by the profit-making motives of military contractors? To what extent is our foreign policy influenced by contractors' financial interests?Ledbetter uncovers the surprising origins and the even more surprising afterlife of the military-industrial complex, an idea that arose as early as the 1930s, and shows how it gained traction during World War II, the Cold War, and the Vietnam era and continues even today.

You can go after the job you want…and get it! You can take the job you have…and improve it! You can take any situation you’re in…and make it work for you! Since its release in 1936, How to Win Friends and Influence People has sold more than 30 million copies. Dale Carnegie’s first book is a timeless bestseller, packed with rock-solid advice that has carried thousands of now famous people up the ladder of success in their business and personal lives. As relevant as ever before, Dale Carnegie’s principles endure, and will help you achieve your maximum potential in the complex and competitive modern age. Learn the six ways to make people like you, the twelve ways to win people to your way of thinking, and the nine ways to change people without arousing resentment.

The U.S. Army faced extraordinary problems while policing the post–Civil War South, and the task may have been the most difficult in Louisiana, where Reconstruction lasted longer than in any other of the former Confederate states. Beginning with General Benjamin Franklin Butler, who boasted that “in six months New Orleans should be a Union city or—a home of the alligators,” the Union generals who commanded Louisiana would meet with varying degrees of success in their attempts to enforce the constantly evolving Reconstruction policies of three administrations on a people who openly despised their conquerors. Covering the period from the fall of New Orleans to Federal forces through the collapse of Stephen Packard’s Republican government in 1877, Army Generals and Reconstruction is a history and a detailed analysis of the army’s responsibilities, accomplishments, and failures in Reconstruction Louisiana. The first book to fully examine and assess the army’s direct influence on Louisiana politics during Reconstruction, Joseph G. Dawson’s study shows how the decisions and attitudes of the army commanders were crucial to both the Republican and Democratic parties and how neither side could act confidently without knowing first how the generals would respond to their actions. Dawson examines the army commanders’ efforts to ensure that blacks and Republicans could exercise their civil and political rights. He reveals the difficulties commanders often faced in protecting Republicans from Democratic violence and economic retribution—particularly during the 1870s when the conservative Democrats mounted an intensive and violent campaign to regain control of the state government. Dawson also looks at the influence of General Philip Sheridan on Louisiana Reconstruction politics. During his command in the state, Sheridan was able to protect and strengthen the Republican party, but his policies incurred the displeasure of President Andrew Johnson, who ordered him out of Louisiana to a new assignment on the Great Plains. Sheridan, however, retained his interest in Louisiana politics and his support of Radical Reconstruction, and was later twice sent into the state on special missions by President U.S. Grant. Still, despite the efforts of Sheridan and other pro-Republican officers, the Democrats worked their way back into power. Based on a close examination of archival sources—including the personal papers of the officers who commanded the occupation forces—this study by Joseph G. Dawson reveals the fully complexity of the army’s involvement in Louisiana politics throughout Reconstruction.

The authors aim to assist the U.S. Army in understanding "influence operations," capabilities that may allow the United States to effectively influence the attitudes and behavior of particular foreign audiences while minimizing or avoiding combat. The book identifies approaches, methodologies, and tools that may be useful in planning, executing, and assessing influence operations.

ADP 6-22 describes enduring concepts of leadership through the core competencies and attributes required of leaders of all cohorts and all organizations, regardless of mission or setting. These principles reflect decades of experience and validated scientific knowledge.An ideal Army leader serves as a role model through strong intellect, physical presence, professional competence, and moral character. An Army leader is able and willing to act decisively, within superior leaders' intent and purpose, and in the organization's best interests. Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. Every member of the Army, military or civilian, is part of a team and functions in the role of leader and subordinate. Being a good subordinate is part of being an effective leader. Leaders do not just lead subordinates--they also lead other leaders. Leaders are not limited to just those designated by position, rank, or authority.

A history of the IDF that argues that Israel is a nation formed by its army. The Israeli army, officially named the Israel Defence Forces (IDF), was established in 1948 by David Ben-Gurion, Israel's first prime minister, who believed that 'the whole nation is the army'. In his mind, the IDF was to be an army like no other. It was the instrument that might transform a diverse population into a new people. Since the foundation of Israel, therefore, the IDF has been the largest, richest and most influential institution in Israel's Jewish society and is the nursery of its social, economic and political ruling class. In this fascinating history, Bresheeth charts the evolution of the IDF from the Nakba to the continued assaults upon Gaza, and shows that the state of Israel has been formed out of its wars. He also gives an account of his own experiences as a young conscript during the 1967 war. He argues that the army is embedded in all aspects of daily life and identity. And that we should not merely see it as a fighting force enjoying an international reputation, but as the central ideological, political and financial institution of Israeli society. As a consequence, we have to reconsider our assumptions on what any kind of peace might look like.