Thematische Bibliographien / Staff

Auswahl der wissenschaftlichen Literatur zum Thema „Staff“

Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 30. Juli 2024

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Zeitschriftenartikel zum Thema "Staff"

Fiest, Kirsten M., und Karla D. Krewulak. „Space, Staff, Stuff, and System“. Chest 160, Nr. 5 (November 2021): 1585–86. http://dx.doi.org/10.1016/j.chest.2021.07.001.

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du Plessis, Rory. „Unisa ‘Staff/Stuff’ Art Exhibition“. de arte 48, Nr. 87 (Januar 2013): 61–67. http://dx.doi.org/10.1080/00043389.2013.11877182.

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Logan, Philippa. „The stuff and staff of stafford“. Electronics and Power 32, Nr. 10 (1986): 708. http://dx.doi.org/10.1049/ep.1986.0407.

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O'Kelly, John G., und Hassan F. A. Azim. „Staff–Staff Relations Group“. International Journal of Group Psychotherapy 43, Nr. 4 (Oktober 1993): 469–83. http://dx.doi.org/10.1080/00207284.1993.11491239.

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International Monetary Fund. „Kingdom of Swaziland: Staff Monitored Program-Staff Report; Staff Supplement“. IMF Staff Country Reports 11, Nr. 84 (2011): 1. http://dx.doi.org/10.5089/9781455229079.002.

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Forsyth, P. „Motivating your staff [positive staff motivation]“. Engineering Management 16, Nr. 1 (01.02.2006): 22–23. http://dx.doi.org/10.1049/em:20060104.

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Oktaviana, Hanifah Rizki, Triono Dul Hakim und Vita Amelia. „Strategi Membangun SDM Kreatif Dan Inovatif Melalui Knowledge Sharing di UPT Perpustakaan Universitas Lancang Kuning“. ABDI PUSTAKA: Jurnal Perpustakaan dan Kearsipan 3, Nr. 2 (09.11.2023): 41–47. http://dx.doi.org/10.24821/jap.v3i2.8182.

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Penelitian ini tentang berbagi pengetahuan (knowledge sharing) staf pepustakaan di UPT Perpustakaan Universitas Lancang Kuning yang berlokasi di Pekan Baru, Riau. Tujuan penelitian untuk mengetahui gambaran bagaimana knowledge sharing staf perpustakaan. Metode penelitian yang digunakan adalah metode kualitatif deskriptif. Teknik pengumpulan data menggunakan observasi, wawancara, dan dokumentasi. Informan dipilih dengan menggunakan sampel jenuh yaitu seluruh jumlah tenaga perpustakaan di UPT Perpustakaan Universitas Lancang Kuning, sebanyak 8 (delapan) orang. Analisis data menggunakan reduksi data, penyajian data, dan penarikan kesimpulan. Hasil penelitian menunjukkan bahwa staf perpustakaan di UPT Perpustakaan Universitas Lancang Kuning belum semua paham akan kegiatan berbagi pengetahuan. Hal ini dapat dilihat dari jawaban para informan. Kebanyakan yang paham adalah staf perpustakaan yang berlatar belakang ilmu perpustakaan. Staf perpustakaan di UPT Perpustakaan Universitas Lancang Kuning sebagian sudah melakukan kegiatan knowledge sharing. Kegiatan ini berupa pemberian motivasi pimpinan ke staf perpustakaan agar lebih bersemangat bekerja. Staf perpustakaan mulai dapat mencari pemecahan masalah dengan solusi kreatif. Sebagian staf perpustakaan jika menemukan masalah mencari solusinya melalui internet atau bertanya pada yang lebih ahli dalam permalasahan tersebut. Staf perpustakaan sudah mulai mampu menyerap pengetahuan yang didapatkan, meskipun masih tergantung dari pengetahuan yang diserap sebelumnya. Informasi yang dibagikan staf perpustakaan didapat dari internal maupun eksternal. Informasi atau pengetahuan sering disampaikan staf perpustakaan pada rapat bulanan. Strategies for Building Creative and Innovative Human Resources through Knowledge Sharing at UPT Lancang Kuning University Library. This research concerns knowledge sharing of library staff at UPT Lancang Kuning University Library in Pekan Baru, Riau. The study aimed to find out an overview of how knowledge-sharing library staff. The research method used is the descriptive qualitative method. Data collection techniques use observation, interviews, and documentation. Informants were selected using saturated samples, namely the entire number of library staff at UPT Lancang Kuning University Library, as many as 8 (eight) people. Data analysis uses data reduction, data presentation, and conclusions. The results showed that UPT Lancang Kuning University Library staff did not all understand knowledge-sharing activities. This can be seen from the answers of the informants. Most of those who understand are library staff with library science backgrounds. Some library staff at UPT Lancang Kuning University Library have carried out knowledge-sharing activities. This activity is in the form of providing leadership motivation to library staff to be more enthusiastic about working. Library staff began to be able to find solutions to problems with creative solutions. If they find a problem, some library staff find a solution online or ask someone more expert. Library staff have begun to be able to absorb the knowledge gained, although it still depends on the knowledge absorbed before. Information shared by library staff is obtained from internal and external. Information or knowledge is often conveyed by library staff at monthly meetings.

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Si Ying, Pua, und Zeratul Izzah Mohd Yusoh. „Staff scheduling for a courier distribution centre using evolutionary algorithm“. Indonesian Journal of Electrical Engineering and Computer Science 27, Nr. 2 (01.08.2022): 1043. http://dx.doi.org/10.11591/ijeecs.v27.i2.pp1043-1050.

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Staff scheduling is a <span lang="EN-US">combinatorics optimization problem and companies face this complex task on daily basis in constructing a schedule fitting all conditions. In a courier distribution center, staffs are assigned to work in processes of a continuous workflow. Staffs have varying work ability for each process. Instead of generating staff schedule instinctively, it is an advantage to optimize staff’s schedule by measuring the performance of each staff. An optimized schedule improves the operation’s efficiency and fully utilize staffs’ work ability, hence, minimizing the cost. This paper proposed evolutionary algorithm, namely genetic algorithm as the solution to courier center staff scheduling. Based on the result, the produced schedule can reduce up to 30% of the staff in schedule while not affecting operation workflow. The cut down on number of working staffs could amount to a substantial reduction of operation cost every month. The generated schedule is significantly customized and take less time to complete an operation. Although the proposed solution is specific to the use case of a courier distribution center, it is however, potentially a generalize model for the logistics industry, introducing a more effective staff scheduling system to cope with the industry’s ever-rising demands.</span>

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Kartika, Lucia Nurbani, und Agus Sugiarto. „Pengaruh Tingkat Kompetensi Terhadap Kinerja Pegawai Administrasi Perkantoran“. Jurnal Ekonomi dan Bisnis 17, Nr. 1 (18.06.2016): 73. http://dx.doi.org/10.24914/jeb.v17i1.240.

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<em>One big concern towards staff competency level is by doing a comprehensive research, every organization should know how its real staff competency level, its related factor, and also the impact of competency level towards staff performance. In this research result, the variable of education background does not affect the competency level. Meanwhile working experience variable has positive relationship towards competency level. Moreover, it is proven that there is a significant difference in competency level between staffs who have ever joined trainings and those who have never joined trainings. While staffs who have office administrative and secretarial education background have better competency level compared to those who do not have similar education background. The research result shows that office administrative staff’s competency significantly affects staffs’ performance. This research is expected to be able to give exact description on how far the staff competency level of Satya Wacana Christian University administrative staffs, also to identify the related factors towards staff competency level and its relationship with their working performance. The result is expected to give contributions to human resources management of Satya Wacana Christian University (UKSW) in developing and improving the human resources quality especially administrative staff of UKSW.</em>

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Prihatin und Mardiana. „ANALISIS EFEKTIFITAS MANAJEMEN STAFF KETARUNAAN TERHADAP PENINGKATAN KINERJA DI AKADEMI MARITIM NUSANTARA BANJARMASIN“. Pena Jangkar 3, Nr. 2 (04.03.2024): 47–53. http://dx.doi.org/10.54315/pj.v3i2.127.

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Dalam pelaksanaan pada efektivitas manajemen staff ketarunaan di Akademi Maritim Nusantara Banjarmasin. Tujuan dari penelitian ini adalah untuk mengevaluasi dan menganalisis bagaimana manajemen staff ketarunaan berjalan, mengidentifikasi tantangan yang dihadapi, serta menyarankan langkah-langkah perbaikan yang diperlukan. Hasil penelitian menunjukkan bahwa manajemen staff ketarunaan di Akademi Maritim Nusantara Banjarmasin memiliki beberapa kelemahan dalam proses pengelolaannya. Tantangan utama termasuk kurangnya standar operasional yang jelas, kurangnya pelatihan yang memadai, dan kurangnya sistem penghargaan yang memotivasi. Ketidakefektifan manajemen staff ketarunaan ini dapat berdampak negatif pada kinerja staf dan kemajuan akademik mahasiswa.Berdasarkan hasil penelitian, penulis merekomendasikan beberapa langkah perbaikan untuk meningkatkan efektivitas manajemen staff ketarunaan di Akademi Maritim Nusantara Banjarmasin. Rekomendasi tersebut meliputi penyusunan standar operasional yang jelas dan komprehensif, peningkatan pelatihan untuk staf dan calon staf, serta pengenalan sistem penghargaan yang mendorong kinerja yang lebih baik. ABSTRACK In implementing the effectiveness of cadet staff management at the Nusantara Maritime Academy, Banjarmasin. The aim of this research is to evaluate and analyze how cadet staff management works, identify the challenges faced, and suggest necessary improvement steps. The research results show that the management of cadet staff at the Banjarmasin Nusantara Maritime Academy has several weaknesses in the management process. Key challenges include a lack of clear operational standards, a lack of adequate training, and a lack of a motivating reward system. Ineffective management of cadet staff can have a negative impact on staff performance and student academic progress. Based on the research results, the author recommends several corrective steps to increase the effectiveness of cadet staff management at the Nusantara Maritime Academy, Banjarmasin. These recommendations include establishing clear and comprehensive operational standards, improving training for staff and prospective staff, and introducing a reward system that encourages better performance.

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Dissertationen zum Thema "Staff"

Gallagher, M. „Schwartz rounds : a staff support intervention staff can engage with?“ Thesis, Canterbury Christ Church University, 2018. http://create.canterbury.ac.uk/17788/.

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Schwartz Rounds are a staff support intervention which have been adopted in over 100 healthcare trusts in the UK since 2009. They aim to provide a space for staff to come together to think about the emotional impact of the work they do. Research into rounds is in its infancy, however, to date, findings are generally positive. The current study aimed to develop a theoretical understanding of staff motivation to attend or not attend rounds. Interview data from ten NHS employees and one previous employee were analysed using a grounded theory approach. A theory was developed which suggests staff will make the effort to overcome contextual factors of lack of time and resources to attend rounds if they view them as beneficial. Reported benefits of rounds were similar to those described in previous research. Staff are less likely to attend rounds if they do not understand the aims of rounds or if they view sharing emotional experience as risky. High demands and a perceived lack of support may influence the degree to which staff trust and feel able to use rounds. The limitations and implications of the study are discussed and areas of future research suggested.

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Tarantino, Owen L. „Motivating staff to mission an analysis of church staff team leadership /“. Theological Research Exchange Network (TREN), 2009.

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Davis, J. „Staff perceptions of student learning difficulties : The implications for staff development“. Thesis, University of Manchester, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.233124.

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Al-Farsi, Fawziya Nasser Juma. „Omanisation and staff development of academic staff in Sultan Qaboos University“. Thesis, University of Exeter, 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.359553.

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Krickovic, Wendy Clark. „An investigation of the National Staff Development Council's standards of staff development“. W&M ScholarWorks, 2002. https://scholarworks.wm.edu/etd/1539618468.

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The major purpose of this study was to examine the relationship between teaching practice, student achievement, and the degree to which professional development in low-achieving elementary schools in one suburban Virginia district met the National Staff Development Council (NSDC) standards. Research methods included a self-assessment survey developed by NSDC, teacher interviews, and analyses of student achievement scores using the Virginia Standards of Learning assessments. According to survey results, participating teachers agreed that the NSDC standards were reflected in professional development activities. The standards of Equity and Quality Teaching were reported to be implemented to the greatest degree in professional development activities, while Resources was the standard implemented the least. On both the self-assessment surveys and the interviews, teachers in 100% of the schools reported changes in their teaching of English as a result of professional development. The percentage agreeing that their teaching of mathematics had changed as a result of professional development was much lower (83% according to survey results and 50% according to teacher interviews).;A significant correlation was not observed between the survey results and teacher interviews. Further, a correlation between the level of implementation of the NSDC standards and student achievement as measured by the Standards of Learning assessments was found to be not significant.

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Budiakova, O. „Competencies of restaurant staff“. Thesis, Oktan-Print s.r.o, 2020. https://er.knutd.edu.ua/handle/123456789/17761.

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The problem of competence of restaurant staff is very relevant, including because it has not received wide coverage in scientific publications. Today the market of restaurant services is not an easy situation. There is an increase in competition, lack of customers due to lower incomes, rising prices for products. In addition, due to the COVID-19 pandemic, quarantine was introduced, which directly affected the closure of restaurants and the inability to work due to restrictions, which led to a decrease in the profitability of restaurants.

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Майборода, Тетяна Миколаївна, Татьяна Николаевна Майборода, Tetiana Mykolaivna Maiboroda und A. Krasnobaieva. „Problems of staff motivation“. Thesis, Sumy State University, 2017. http://essuir.sumdu.edu.ua/handle/123456789/64656.

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The problem of personnel management is widely examined on modern enterprises. Modern technologies, innovative ideas never will be effective, to be of the maximal use without highefficiency work, proper preparation and qualification of human capitals. A management of personnel is a complicated process, because everybody is provided with an intellect, and ability to think. Nowadays, the basic problems of management of personnel is selection, forming of shots with the modern economic thinking, providing of efficiency of employees labor, maintenance of favorable climate in the company.

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McClelland, Dennis Martin. „Improving staff performance by enhancing staff training procedures and organizational behavior management procedures“. [Tampa, Fla] : University of South Florida, 2008. http://purl.fcla.edu/usf/dc/et/SFE0002593.

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McClelland, Dennis Martin Jr. „Improving Staff Performance by Enhancing Staff Training Procedures and Organizational Behavior Management Procedures“. Scholar Commons, 2008. https://scholarcommons.usf.edu/etd/389.

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The ability of direct care staff members to carry out behavior programs, specific protocols written by a behavior analyst, or recommendations made after completion of a functional behavioral assessment is an essential tool needed for such documents to actually be meaningful to patients. Since direct care staff members spend the most time directly working with patients, it is imperative that they carry out intervention procedures with reliability and fidelity. This study evaluated the effectiveness of staff training procedures as well as organizational behavior management techniques used to ensure that staff members are equipped with the tools they need and are properly motivated to carry out the proposed intervention procedures. Staff members received training on the Tools for Positive Behavior Change curriculum developed by the Behavior Analysis Services Program at the University of South Florida using a myriad of training techniques. Then, organizational behavior management techniques were implemented in order to maintain tool implementation and positive interactions with patients over time. Effectiveness of these procedures was measured using a concurrent multiple baseline across participant research design. Results showed that participants did not increase, or only slightly increased, tool use and positive interactions after being trained. However, tool use and positive interactions showed a more substantial increase for most participants after the implementation of organizational behavior management procedures.

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Cheong, Kah Wai. „Pharmacy Staff Perceptions on Complementary Framework and Advanced Scope for Hospital Pharmacy Support Staff“. Thesis, Griffith University, 2021. http://hdl.handle.net/10072/402726.

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Pharmacy assistants and technicians, as pharmacy support staff, play an important role in hospital pharmacy departments by alleviating pharmacists’ time to concentrate on more clinically oriented tasks. Whilst organisations such as the Society of Hospital Pharmacists Australia (SHPA) have recognised the need to further integrate pharmacy assistants and technicians into more advanced roles, such as medication reconciliation, there is currently limited research on the availability of training and consistency in service delivery provided by these support staff in Australian hospital settings. As a result, hospitals/organisations around the country have implemented individualised in-house training suited to their respective needs and environment. In order for pharmacy support staff to be equipped to perform advanced roles, training frameworks and support from pharmacists are required. The aim of this study was to explore and compare the perceptions of roles and available training frameworks that support career advancement for pharmacy support staff, amongst pharmacists and support staff, in the hospital sector. A literature review was completed to inform international comparisons of roles, training frameworks and benefits of support staff advancement within the pharmacy profession. Semi-structured interviews were conducted with personnel from both private and public hospitals to explore key issues identified in the literature. A total of 25 participants consisting of ten pharmacists and 15 pharmacy support staff were recruited from a private (n=13) and a public (n=12) hospital in South East Queensland. Interviews were conducted either face-to-face or via telephone between October 2017 to August 2018 across both sites, with a mean duration of 39.85 minutes (range: of 20.08 to 60.04 minutes). All interviews were audio-recorded, transcribed verbatim, and quality checked by a second researcher prior to data analysis using the qualitative software NVivo® 11. The general inductive approach was used for thematic data analysis, which allowed for the emergence of new themes and sub-themes within the research topic. Findings from this research confirmed that the core duties of pharmacy support staff were dispensing and inventory management in both hospital settings, with greater clinical task involvement sought by participants. Tasks such as assisting with medication history taking, collating pathological results, research involvement, and discharge facilitation were considered as technical tasks within a clinical setting. Most participants supported the career advancement of pharmacy support staff irrespective of their own professional role, and believed that with appropriate training, this could include technical tasks in a clinical setting and administrative roles currently performed by pharmacists. Professional autonomy, time, and monetary incentives were commonly reported by participants as motivators, with lack of organisational support and course availability reported as common barriers for pharmacy support staff career progression. With some participants having international knowledge and experiences, emerging themes such as pharmacy technician registration and the need for governing bodies such as universities and registration boards were also expressed. Other emerging themes included the perception of hierarchy from inside and outside of the pharmacy profession by selected participants. This study also identified inconsistencies in the application of role titles used across both sites with pharmacy assistant and pharmacy technician used interchangeably, and differences in role expectations. For example, tasks such as supply of inpatient medication performed across both hospital environments had diverse processes with different levels of pharmacist involvement. As a result, this study highlighted the need for greater consistency in the definition and application of pharmacy support staff titles and roles. Additionally, participants revealed the need for governing bodies to streamline roles and training frameworks similar to the accreditation and registration processes seen internationally, as means of ensuring and maintaining the quality of service provided to stakeholders. This exploratory study provides valuable insight into the thoughts and motivation of pharmacy support staff and pharmacists that can inform the evolution of support staff career pathways. By documenting the accounts and views of pharmacists and pharmacy support staff in two different hospital environments, this study has added to existing research by being one of the first studies to obtain insight into the lived experience of pharmacy staff within the Australian hospital environment. This study has also identified potential areas for further research in the field of pharmacy support staff education and professional practice.
Thesis (Masters)
Master of Medical Research (MMedRes)
School of Medical Science
Griffith Health
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Bücher zum Thema "Staff"

Council, Learning and Skills. National staff development model for LSC staff, IAG staff and partnership staff. Coventry: Learning and Skills Council, 2003.

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Rem, Håvard. Staff. [Oslo]: Schibsted, 2005.

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Lam, Cecil. The orange staff, the purple staff. Whitby, Ont: The Plowman, 1997.

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Executive, NHS Management. Staff report. [London]: NHS Management Executive, 1992.

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Ellis, Norman. Employing staff. 3. Aufl. London: British Medical Journal, 1989.

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Gordon, Valerie S. Staff development. Chicago, Ill: Medical Library Association, 2005.

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Turner, Colin. Motivating staff. Bristol: The Staff College, 1992.

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Aberdeen, University of. Staff lists. Aberdeen: The University, 1988.

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Marric, J. J. Gideon's staff. New York, NY: Zebra Books, 1989.

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Marric, J. J. Gideon's staff. South Yarmouth, Ma: Curley Publishing, Inc., 1990.

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Buchteile zum Thema "Staff"

Lake, Peter, und Robert Drake. „Staff“. In Information Systems Management in the Big Data Era, 103–23. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-13503-8_5.

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Footman, David. „Staff“. In Antonin Besse of Aden, 75–78. London: Palgrave Macmillan UK, 1986. http://dx.doi.org/10.1007/978-1-349-07731-1_13.

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Kemp, Mark. „Staff“. In Good Practice Guide, 59–73. London: RIBA Publishing, 2022. http://dx.doi.org/10.4324/9781003297253-6.

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Gibbon, Trish, und Jane Kabaki. „Staff“. In Higher Education Dynamics, 123–52. Dordrecht: Springer Netherlands, 2006. http://dx.doi.org/10.1007/1-4020-4006-7_10.

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Alan, Barlow. „Staff“. In Profiting from Integrity, 113–33. 1 Edition. | New York: Routledge, 2018.: Routledge, 2017. http://dx.doi.org/10.9774/gleaf.9781315108551_9.

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Lamb, J. P., und Walter Benton Jones Bart. „Staff“. In Commercial and Technical Libraries, 101–24. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003227977-4.

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Burgess, Robert G. „Houses Staff and Department Staff“. In Experiencing Comprehensive Education, 52–83. London: Routledge, 2023. http://dx.doi.org/10.4324/9781003419723-5.

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Dillenburger, Karola. „Staff Training“. In Handbook of Treatments for Autism Spectrum Disorder, 95–107. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-61738-1_7.

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Williams, Ragna. „Research Staff“. In Practical Aspects of Cosmetic Testing, 75–77. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-44967-4_7.

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Verstage, Mike. „Instructing Staff“. In The Supervision of Office Staff, 31–35. London: Macmillan Education UK, 1986. http://dx.doi.org/10.1007/978-1-349-09022-8_6.

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Konferenzberichte zum Thema "Staff"

„Staff“. In 2016 International Conference on Indoor Positioning and Indoor Navigation (IPIN). IEEE, 2016. http://dx.doi.org/10.1109/ipin.2016.7743578.

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Gupta, Ujjwal, Manoj Babu, Raid Ayoub, Michael Kishinevsky, Francesco Paterna und Umit Y. Ogras. „STAFF“. In DAC '18: The 55th Annual Design Automation Conference 2018. New York, NY, USA: ACM, 2018. http://dx.doi.org/10.1145/3195970.3196122.

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„Staff“. In 2015 2nd International Conference on Information and Communication Technologies for Disaster Management (ICT-DM). IEEE, 2015. http://dx.doi.org/10.1109/ict-dm.2015.7402063.

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„Staff“. In 2010 IEEE International Conference on Automation, Quality and Testing, Robotics (AQTR 2010). IEEE, 2010. http://dx.doi.org/10.1109/aqtr.2010.5520697.

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„Staff“. In 2020 IEEE International Conference on Automation, Quality and Testing, Robotics (AQTR). IEEE, 2020. http://dx.doi.org/10.1109/aqtr49680.2020.9129919.

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„Staff“. In 2015 International Conference on Compilers, Architecture and Synthesis for Embedded Systems (CASES). IEEE, 2015. http://dx.doi.org/10.1109/cases.2015.7324535.

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Caughron, Lisa. „Student staff“. In the ACM SIGUCCS fall conference. New York, New York, USA: ACM Press, 2009. http://dx.doi.org/10.1145/1629501.1629537.

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„List Staff“. In 2007 6th International Conference on Antenna Theory and Techniques. IEEE, 2007. http://dx.doi.org/10.1109/icatt.2007.4425105.

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„Staff list“. In 2017 SAR in Big Data Era: Models, Methods and Applications (BIGSARDATA). IEEE, 2017. http://dx.doi.org/10.1109/bigsardata.2017.8124915.

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„List Staff“. In 2019 International Conference on Smart Systems and Inventive Technology (ICSSIT). IEEE, 2019. http://dx.doi.org/10.1109/icssit46314.2019.8987839.

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Berichte der Organisationen zum Thema "Staff"

Robertson, William G. The Staff Ride. Fort Belvoir, VA: Defense Technical Information Center, Januar 1987. http://dx.doi.org/10.21236/ada530713.

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Gargiulo, Frederick J. Integrating Modern Staff Communications into an Effective Staff Action Model. Fort Belvoir, VA: Defense Technical Information Center, April 2002. http://dx.doi.org/10.21236/ada401958.

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Ford, Laura A., und Roy C. Campbell. Staff Performance Analysis: A Method for Identifying Brigade Staff Tasks. Fort Belvoir, VA: Defense Technical Information Center, November 1997. http://dx.doi.org/10.21236/ada339237.

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Stipe, Beverly M. Army Staff Transformation Initiatives. Fort Belvoir, VA: Defense Technical Information Center, Januar 2002. http://dx.doi.org/10.21236/ada401054.

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Ross, Karol G., Linda G. Pierce und Marie C. Baehr. Revitalizing Battle Staff Training. Fort Belvoir, VA: Defense Technical Information Center, Dezember 1999. http://dx.doi.org/10.21236/ada375970.

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Doyle, Kevin J. Training the Versatile Staff. Fort Belvoir, VA: Defense Technical Information Center, Januar 1995. http://dx.doi.org/10.21236/ada293632.

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Gorrie, Robert G. Joint Battle Staff Training. Fort Belvoir, VA: Defense Technical Information Center, Februar 1991. http://dx.doi.org/10.21236/ada236279.

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Deter, Daniel E., Roy C. Campbell, Laura A. Ford und Kathleen A. Quinkert. Development of Brigade Staff Tasks for the COBRAS II Brigade Staff Exercise. Fort Belvoir, VA: Defense Technical Information Center, Januar 1998. http://dx.doi.org/10.21236/ada341246.

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Jones, Patricia. 3706 update for congressional staff. Office of Scientific and Technical Information (OSTI), Januar 2014. http://dx.doi.org/10.2172/1114417.

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Hevel, James R. The Objective Force Battle Staff? Fort Belvoir, VA: Defense Technical Information Center, Januar 2002. http://dx.doi.org/10.21236/ada403553.

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