An Overview of the U.S. Navy Sustaining Distance Training

By Takara, Derek; Berge, Zane L. | Distance Learning, January 1, 2007 | Go to article overview

An Overview of the U.S. Navy Sustaining Distance Training


Takara, Derek, Berge, Zane L., Distance Learning


The U.S. Navy has been conducting a major reorganization using plans and strategies collectively called Sea Power 21 (Clark, 2002) that are heavily dependant on a high-technology environment. Admiral Vern Clark recently completed his assignment as the chief of naval operations (CNO), the Navy's top military leadership position. He was the first CNO to have an MBA degree (Clark, 2004a) and his business process knowledge, along with the transformational initiatives of the Secretary of Defense, set in motion revolutionary efforts that are transforming or replacing traditional Navy systems, using successful business philosophies and methodologies.

Driven by top leadership, the development of personnel capabilities is recognized as crucial for "mission accomplishment," and so individual training in the U.S. Navy has significantly increased in importance and become a significant consideration in the planning, development, and operation of the "workplace." ?-learning, along with related concepts of knowledge management and distance training, has been wholly embraced by senior leadership and is becoming an integral part of the workspace, along with technological capability, at a phenomenal pace.

COMMUNICATING THE VISION

The U.S. Navy has over 350,000 active duty personnel and 130,000 Ready Reserve. There are regularly over 30,000 personnel deployed (away from their home base or station) at any given time. The Navy also has over 175,000 civilian employees. All of these personnel are an essential part of the Navy's mission, and accomplish their tasks from over 280 ships and a great many bases and stations throughout the continental United States and numerous foreign countries, (U.S. Navy, Status of the Navy, n.d.). Communication and coordination can appear to be a phenomenal feat, but it is achieved regularly and more and more effectively as capabilities, processes and procedures improve, following guidance promulgated from the top.

The Navy's long-term vision is encapsulated in Sea Power 21, the Navy's transformational strategy used to develop operational and organizational processes, policies, and related strategies. It is "global in scope, fully joint in execution, and dedicated to transformation" (Clark, 2002). It communicates the vision on how the Navy will "organize, integrate, and transform," and consists of three fundamental concepts that will ensure the Navy continues as the supreme military seapower force in the future: Sea Strike, Sea Shield, and Sea Basing. Sea Strike enables projection of offensive power from the sea, Sea Shield extends defensive assurance throughout the world, and Sea Basing enhances operational independence and support for the joint force. Sea Power 21 also provides the critical concept of FORCEnet, which will enable information management (through technological capability) among the three fundamental concepts, and empower all Navy personnel.

FROM THE TOP

Given the size and geographical dispersion of the Navy, a distance learning program capability is critical, and recognized in top leadership guidance. Each year, the chief of naval operations publishes an annual document, titled CNO Guidance for [year] which provides an overview on the Navy vision and mission, and assigns critical tasks or milestones to specific organization elements. This year's multipage guidance includes: Develop a postgraduate education strategy centered around the Naval Postgraduate School's resident and distance learning programs (italics added) that fully leverages Joint service, inter-agency, and international curricula (Mullen, 2005).

But that is just a small part of the initiative to match skills (and education, and provide training and "just in time" information) to the position. The CNO's 8 Tenets (What I believe: Eight Tenets That Guide My Vision for the 21st Century Navy) are further guidance intended for use by Navy leadership. Admiral Mullen (2006), current CNO, stated

New opportunities and security challenges require new skills.

The rest of this article is only available to active members of Questia

Sign up now for a free, 1-day trial and receive full access to:

  • Questia's entire collection
  • Automatic bibliography creation
  • More helpful research tools like notes, citations, and highlights
  • Ad-free environment

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

An Overview of the U.S. Navy Sustaining Distance Training
Settings

Settings

Typeface
Text size Smaller Larger
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen

matching results for page

Cited passage

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited passage

Welcome to the new Questia Reader

The Questia Reader has been updated to provide you with an even better online reading experience.  It is now 100% Responsive, which means you can read our books and articles on any sized device you wish.  All of your favorite tools like notes, highlights, and citations are still here, but the way you select text has been updated to be easier to use, especially on touchscreen devices.  Here's how:

1. Click or tap the first word you want to select.
2. Click or tap the last word you want to select.

OK, got it!

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.