This Case Study complements the Presidio of San Francisco Closure Study that overlaps the same time period that planned and programmed a systematic process where both management theory and assumptions could be applied to justify improvements in management competence, organizational improvements, and cost effectiveness. This Case Study contains a chronological history of events at the Presidio of San Francisco, and reviews a crisis precipitated by the Department of Defense (DOD) action under a Congressional mandate for Post and Base closures. This caused an administrative dilemma while concurrently, trying to plan the realignment of the Headquarters, Sixth US Army staff; discontinuance of the Presidio Garrison; closing the Presidio of San Francisco as a US Army military Installation; and transferring the Presidio Post operations, repair, and maintenance activities to the US National Park Service.
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The author first became acquainted with the Death Master regimen in the US Marine Corps. In boot camp one day, while playing hand games with a fellow recruit, an observant drill instructor asked the author to accompany him to see the company commander. The D.I. told the Colonel, “This kid from Idaho has the fastest hands I think I’ve ever seen.” The commander asked the author to perform a few tests and then asked, “How would you like to train to be a Death Master?” The author had never heard the term and asked, “What in the world is that?” The commander replied, “The Marine Corps takes promising candidates and train them to kill people with their bare hands, which is nothing new. But in this instance, you would be trained to end a life and the victim would die a silent death. No noise. It would be exercised in very secret operations where a weapon cannot be used. The author consented to the training, but never had the privilege of finishing it. The Marine Corps decided they did not need the expertise any longer since the Korean War was now over. Some time later the author was medically discharged from the Marines because of a service aggravated disability. He has always been fascinated with the idea of this expertise and has devoted the better part of forty five years researching it. Research has shown it is a concept almost 8,000 years old and comes from the Assamese culture, not the Shaolin Temple. The concept has been incorporated into these works of historical fiction to tell a story of what possibly, “could have been”. The author has been asked on several occasions about whether any of the content of these books refers to him in particular. The only thing the author can truthfully say is that there is a large part of him and the way he grew up in these pages. Enough said. R.C. Beale
This Case Study complements the Presidio of San Francisco Closure Study that overlaps the same time period that planned and programmed a systematic process where both management theory and assumptions could be applied to justify improvements in management competence, organizational improvements, and cost effectiveness. This Case Study contains a chronological history of events at the Presidio of San Francisco, and reviews a crisis precipitated by the Department of Defense (DOD) action under a Congressional mandate for Post and Base closures. This caused an administrative dilemma while concurrently, trying to plan the realignment of the Headquarters, Sixth US Army staff; discontinuance of the Presidio Garrison; closing the Presidio of San Francisco as a US Army military Installation; and transferring the Presidio Post operations, repair, and maintenance activities to the US National Park Service.
Les informations fournies dans la section « A propos du livre » peuvent faire référence à une autre édition de ce titre.
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