MODEL OF THE PASDARAN ARTESH: DOMESTIC CONCERNS AND EXTERNAL CHA

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Introduction

 

THE EMERGENCE AND IRGC MARGINALIZATION OF Artesh
Since this dual military model in Iran was institutionalized through
Iran's constitution in 1979, it was understood that the two structures
to help each other during the difficult years of the war against
Iraq. Iran, which had a regular army (Artesh) and experienced with
heavy weapons, created alongside new revolutionary forces
named Sepah Pasdaran (Revolutionary Guards), made up of young
dynamic people who were imbued with a strong nationalism and ready for martyrdom
ideological. In terms of strategy and doctrine, Artesh was, and
Again, a conventional military organization operating under regular tactics
while the Pasdaran functioned - which is always the case
- According to a revolutionary hybrid military style, blending operations
with other conventional, asymmetrical.

 
 


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Much has been said and written about work motivation since the advent of modern organizations. Management theories of motivation have focused their input on the identification of external stimuli that could be operated by organizations and over, the managers, with a view to stimulate the motivation of individuals. This article proposes a reversal of approach. Work motivation is understood as a highly dynamic individual resulting from the investment activities of three registers: Bonds, Initiatives and Aspirations. These three books are indispensable to each individual to work and are specific to each (the content varies from one individual to another) and are constantly changing, as and when they are actually invested and that the individual gets older. This conceptualization builds a new approach to the management of organizational motivation: the direction it proposes is to make each individual work of both the guardian and regulator of its Obligations / Initiatives / Aspirations.

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