system: [SYSTEM]

user: 4. 美国防部STEM+M研究生教育面临的问题 4.1. 高端人才不能满足发展需求 随着全球技术知识水平和现代战争的技术复杂性迅速提升，对于STEM + M领域的人才需要将更加迫切。展望未来50年，美国经济优势减小，国防预算不确定，更加需要在有限的预算内，提升国防部整体的技能水平，这很大程度上取决于STEM + M领域的人才比例。见图1，仅对国防部的文职人员进行职能划分，可划分为22个部分，占文职人员总数的93% (2012)。据估计，其中的10个部分都可以找到与STEM领域相关的职位，岗位数占全部国防部文职岗位的44%。而从表6中却可以看出，具有学士以上学位人员不到50万，与近300万的总人数相比，比例约在17%，占比较低。无疑今后提高STEM + M领域人才的占比，提升人力资源质量是今后面临的一大问题，给STEM + M研究生教育带来不小的压力。 图1. 美国防部文职人员的职能划分 Table 6 The distribution of the degree of military and civilian personnel of DO Doctorate Masters Bachelors Total Army 10，720 24，585 48，119 83，424 Navy 2884 15，830 15，259 33，973 Marine Corps 325 3047 14，845 18，217 Air force 7601 31，429 22，855 61，885 Civilian agencies 11，904 94，486 182，341 288，731 Total 33，434 169，377 283，419 486，230 表6. 国防部中各军种和文职人员的学位分布情况 Note: These outcomes are embedded in a much larger context of strategic， financial， and personnel decisions made by each institution in support of its workforce needs. No attempt was made by the source of this data to break out degrees related only to STEM + M disciplines. Source: Office of the Secretary of Defense (Acquisition， Technology， and Logistics)， Washington DC. 4.2. 地方大学与军事院校之间的交流和权衡有待加强 AFIT和NPS都与地方大学之间建立了良好的合作伙伴关系，但是实际效果却并不理想，学校之间的互动并不频繁。在这两所学校，一般不会采取远程学习的方式从他们的合作院校进行学分制课程的学习，也没有明确的远程学习计划。美军方认识到军队院校教育较之地方大学也有诸多方面的优势，如：军事传统与文化培养、建立团队与人际网络、前景发展规划、教育与训练联合开展等。在地方大学和军事院校之间权衡利弊(见表7)，如何发挥各自优势就是一个值得思考的问题。 Table 7 The strategic advantages of military academies and their effective trade-offs with local colleges and Universitie Strategic benefit to DOD graduate education institution Potential trade-off compared to civilian institution 1 Tradition and culture building May make DOD too inward looking 2 Creates the teamwork/networking that will help with future operations Isolation from nonmilitary cultures and networks to international students; Might not be exposed to best practices from industry and academia 3 More predictable content and schedules Civilian institutions are less predictable， but they may offer greater course diversity 4 Combines education with training Lose education goals in favor of training outcomes 5 Education includes relevant research to foster lifelong learning skills Innovation can be constrained by hierarchy within the students and the faculty 6 Coursework more adaptable to changing DOD priorities Some coursework is difficult to link to fundamental studies and application to DOD needs 7 Strong peer mentorship network and structured experience Student mentoring and structured programs are subject to wide variations， creating uncertainly in quality and consistent of experience 8 Easier to do classified/sensitive work Classified/restricted research capacity and sharing is extremely limited 9 Few intellectual property issues Understanding of intellectual property challenges as key to doing business with DOD 10 Tacking any problem-even if socially unpopular or unacceptable Lesser problem sets， more focused on nonmilitary areas， solutions might not capture all stakeholder and requirements 11 Leverage of unique facilities and subject matter experts-AFIT with AFRL， centers， and local program offices-NPS with laboratories and centers Many universities do not have adjacent DOD research centers focused on military science and technology 12 Business processes mirror sponsors Less hiring flexibility 13 Graduate focus frees faculty and administrators from dealing with the responsibilities of undergraduate programs Increases the difficulty of remediating students whose skills have eroded in the period bet. en their undergraduate and graduate experiences 14 Provides avenues for students with marginal undergraduate grade point averages and non STEM + M degrees to obtain a relevant and connected STEM graduate experience， given a tailored remedial “catch up” to get up to speed as quickly as possible Top universities maintain their positions in part by controlling the quality of their incoming students. By lowering admission standards， DOD schools run the risk of lowering the quality of their education outcomes 15 Provides a DOD environment where culture， processes， network， technology， among other factors， produces a more informed stake holder/buyer Limited exposure to private sector best practices 表7. 军事院校的战略性优势和其与地方院校的有效取舍 Note: AFRL， Air Force Research Laboratory.