Training for Peace Keeping

Research Paper # 103774

Communication
Education
Hot Topics > Terror and 9/11

A look at some of the training required to undertake peace and humanitarian operations.

3,695 words () | 9 sources | APA | 2008 United States

Paper Summary:

Terrorism has become embedded in almost everyone's vocabulary, it is one of those terms, that not everyone knows what it means, but it seems to be surrounded with negative connotations. However, it is not surprising that terrorism is sometimes abetted with state sponsorship and is supported by many governments whether intrinsically or extrinsically. As such international peace-keeping efforts have to change focus and address these internal dynamics. This paper explores some of the necessary mandates that are needed by personnel dealing with these issues.

Outline
Abstract
Introduction
Basic Communication, Conflict Resolution, & Negotiation
Communication: The Essential Element of a Successful Training Program in a Peace-Keeping Environment
Conflict Resolution & Negotiation in a Peace Keeping Environment
Techniques of Motivation in a Diverse Peace-Keeping Environment
Individual Decision-Making and Group Behavior
Leadership Training For Supervisors in these Organizations
Conclusion

From the Paper:

"Conflict resolution and peace keeping has been an issue of controversy for many years. However, with the proper training mechanism and structure, then peace and humanitarian operations can be the champions of a successful organizational initiative. It is therefore imperative that there be a comprehensive discourse embedded in the training structure for these operations that can analyze elements of the foreign conflict resolution and negotiation strategies. The connection between an effective training program or structure with the overall success of conflict resolution and negotiations will depend primarily on how well the program identifies the necessary political, economic, and cultural realms that have been affected by the dimensions of the operations. Overall, it is clear that conflict resolution and negotiation policy training is reactive and preventative, since it would be devised to counter, and to prohibit actions that were seen as harmful to the peace initiatives."

Sample of Sources Used:

Barney, J.B. (1986) "Organizational Culture: Can it be a Source of Sustained Advantage"? Academy of Management Review, 11: 656-665.
Gordon, Platt (2004). "United States: Splitting Roles of CEO and Chairman May Harm Business Performance". Find Articles Publications, June. Retrieved on April 15, 2007 from http://findarticles.com/p/articles/mi_qa3715/is_200406/ai_n9455531
Hendrickson, Marlene (2006). "Executive Roundtable". Assisted Living Executive Quarterly, September. Retrieved April 15, 2007 from http://www.alfa.org/i4a/pages/index.cfm?pageid=4018
Klein, Jessica (n.d.). "Splitting the Roles of CEO and Chairman". Ezine @rticles. Retrieved April 15, 2007 from http://ezinearticles.com/?Splitting-the-Roles-of-CEO-and-Chairman&id=124
McClayland, Shala (n.d.). "CEO Compensation". Emporia State University Accounting Series. Retrieved April 15, 2007 from http://academic.emporia.edu/smithwil/s99mg444/eja/mcclay.htm

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APA Citation:

Training for Peace Keeping (2012, January 15). Retrieved February 13, 2012, from http://www.academon.com/Research-Paper-Training-for-Peace-Keeping/103774