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18 lines
3.2 KiB
18 lines
3.2 KiB
4 months ago
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tgwall&thomas.m.bracken2.civ&Duvak&6.0.0&&&Duvak&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N
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0.1.o.o.o.1.&Duvak.001&Duvak.002&Duvak.003&Duvak.004&Duvak.005&Duvak.006&Duvak.007&Duvak.008&Duvak.009&Duvak.010&Duvak.011&Duvak.012&Duvak.013&Duvak.014&Duvak.015&Duvak.016&Duvak.017&Duvak.018&Duvak.019&Duvak.020&Duvak.021&Duvak.022&Duvak.023&Duvak.024&Duvak.025
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&::P1.0:1:1:0&::P1.0:1:1:0&::P2.0:1:1:0&::P2.0:1:1:0&?0=0?1=0?2=0?3=0?4=0::P3.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P3.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P3.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P4.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P4.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P4.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P5.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P5.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P5.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P6.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P6.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P6.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P7.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P7.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P7.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P8.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P8.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P8.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P9.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P9.0:1:5:0&::P9.0:1:1:0
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&Dan Duvak is the Division Chief of STCD SEAMS divisition. The purpose of SEAMS is to provide the Army Research and Development community with Engineering support in the area of Modeling and Simulation in the subject area of communications. The division supports external customers (e.g. PM Shops) as well internally funded research and develpment efforts. ::&Dan shows trust in his branch chiefs, allowing them to operate effectively and independently. He typicallly works through his subordinates when issuing specific directions showing confidence in his organization and preserving his subordinate managers authority. ::&I believe his model is to define boundaries for subordinates and let them do their jobs. As he develops an understanding for his employees, he refines how the boundaries should be defined.::&I either do not have any specific example to anwer this question or am not understanding this question. ::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::I believe does not take opposing opinions personnaly and apporaches differing points of view analytically&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::ALmost Always for the Govt employyees but either Sometimes or Seldom for the Contractors&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::This rating is more a reflection of outside drivers such a rumors aobut the organization and ongoing budget issues&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&1. Communications beyond the SEAMS mission to address Army-wide issues
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<BR>2. Organization - Early on there was plans for an offsite meeting which did not occur. This is not a huge issue but when it is communicated that we will or should do something it is valuable to follow-thru or follow-up with subordinates
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<BR>3. Managing behavior - there are times when disagreements between subordinates are apparent to people within the organization. Anticipating and defusing these conflicts earlier would be a good goal::
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Not Scored by Definition
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