The United States (U.S.) should assume that for the near future it will exercise military power as a member of a multinational alliance or coalition, with interagency and intergovernmental partners. This is to emphasize that U.S. military, does not foresee itself conducting unilateral operations due to the realities of the future environment. This future strategic environment, better defined, as nothing but chaos, complexity and competition will drastically morph with indications of constant evolution; therefore, providing a rich environment for the use of all elements of national power and the requirement for Unified Action (UA). Considering the current and future conditions in the operational and strategic environment, the Joint, Interagency, …show more content…
However, not having it or even the very same argument of having authorities could fall short in generating effective synergy and creates its own challenges. Not all the stakeholders fall under a military command or even answer to a respective GCC. Unity of command means all forces operate under a single commander with the requisite authority to direct all forces employed in pursuit of a common purpose; however, during multinational operations and interagency coordination, unity of command may not be structurally or politically possible to manage a theater. This is not to disregard the importance of unity of command; at the contrary, unity of command is essential and must be maintained through an unambiguous chain of command, well-defined command relationships, and clear delineation of responsibilities and authorities. Having unity of command guarantees the GCC or JFC the flexibility to plug and play capabilities and effects through different command relations, all under his purview. Commanders at every echelon prefer having unity of command since it makes a cleaner and more homogenous environment in which to operate including achieving specific military objectives, ROEs, and structure that may or may not be viewed as priority or essential by other stakeholders or nations. However, there is a reality in which GCCs and JFCs operate; they fully understand the associated challenges of not having unity of command; therefore, the importance of working collectively. It reverts back to unity of efforts and establishing the proper relations and understanding of organizational internal objectives to achieve common goals which is an essential complement to unity of
The purpose of this paper is to provide a brief analysis of the United States Army’s organizational structure and its culture and how these two elements impact its workers, associates and affiliates. This paper will first examine the Army’s history, development and structure to highlight the origins of the Army’s culture. Secondly, a brief history of the Army’s organizational development will be followed by a close examination of its philosophy and supporting beliefs. Lastly, this paper will discuss the role of the Army’s leadership, their response to critical issues and the organizational structure of the Army. An analysis of the army’s top leaders will help the reader to understand the Army culture more thoroughly in the context of the Army’s organizational structure. More specifically this section of the paper will examine the Army leadership’s response to the current geo-political environment and other related issues. In conclusion, this paper hopes to highlight the Army’s overall functioning from an organizational standpoint and emphasize that idea that the Army is like a functional corporation. This will be accomplished by addressing various key questions throughout this text.
The mission command philosophy helps commanders counter the uncertainty of operations by reducing the amount of certainty needed to act. Commanders can build teams and achieve their final goals through adapting the six principles of mission command to warfighting situation. I analyzed and compared the performance of General Sherman and General Hampton in four of six mission command principles.
As the incoming brigade commander, LTC (P) Owens, I see the critical leadership problem facing the 4th Armored Brigade Combat Team (ABCT) is the inability or unwillingness of Colonel Cutler to lead and manage change effectively. In initial talks with Col Cutler and in reviewing the brigade’s historical unit status reports, the 4th ABCT performed as well as can be expected in Afghanistan, but as the onion was peeled back there are numerous organizational issues that were brought to the surface while I walked around and listened to the soldiers of the 4th ABCT, in addition to reviewing the Center for Army Lessons Learned (CALL) report. One of the most formidable tasks of a leader is to improve the organization while simultaneously accomplishing
In doing so, this assessment of U.S. interests in Crimea supports the options of non-intervention and a non-provocative stance in order to maintain long-term stability because the Russian invasion has only violated peripheral interests of EUCOM and SACUER. One of EUCOM's primary roles is to strengthen NATO's collective defense and assist its transformation since the fall of the Soviet Union. This is accomplished through building partner capacity to enhance transatlantic security. EUCOM supports American interests in Europe as outlined in the National Security Strategy: The security of the United States, its citizens, and U.S. allies and partners; A strong, innovative, and growing U.S. economy in an open international economic system that promotes opportunity and prosperity; Respect for universal values at home and around the world; and An international order advanced by U.S. leadership that promotes peace, security, and opportunity through stronger cooperation to meet global challenges.
Commanders at all levels face increasingly challenging scenarios as the operational environment changes. Some instinctively motivate and empower their subordinates to think and act independently, thereby influencing actions during combat. However, those who understand the commanders' activities of mission command will influence not only subordinates, but the outcome of the battle as well. Mission command is the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders.1 Commanders who understood the importance of mission command was Major General Horatio Gates. General Gates at the Battle of Saratoga successfully utilized mission command through leading, understanding, visualizing and assessing.
This essay will evaluate Eisenhower’s leadership of his command team using Gerras and Clark’s Effective Team Leadership element communication. Eisenhower improved his communication skills by establishing regular monthly meetings with field commanders and established one single Command Post. In addition, this essay will evaluate Eisenhower organizational command climate by using Jones’, Improving Accountability for Effective Command Climate article. Finally, Eisenhower improved his organization climate by directing a command climate assessment for each commanders, which led to restructuring of commands and units. This essay will determine if Eisenhower was or was not successful in improving communication and transforming organizational climate.
Shalikashvili, J.M. (n.d.). Shape, Respond, Prepare Now -- A Military Strategy for a New Era. National Military Strategy. Retrieved September 14, 2004, from http://www.dtic.mil/jcs/nms/index.html#Top
There is a general discord among stakeholders on the definition of irregular warfare and where the term and concept fits within the joint and the individual services’ doctrine. The 2010 Quadrennial Defense Review report uses the term “irregular” only once in its one hundred and five pages and only in terms of a focus on building the joint force’s capability and capacity to deal with irregular warfare while maintaining a clear conventional and nuclear global superiority. Currently, the definition is ambiguous and results in conflict or duplication of efforts across Department of Defense stakeholders. For the purposes of this paper, the stakeholders discussed are the Army and the Marine Corps. Stakeholders must reach a consensus and clearly define irregular warfare in order to establish comprehensive irregular war policy and strategy.
We can identify three major cultural dimensions that help us to understand what leaders must focus on as they guide the transition of the Army. First, professional Identity, which is guided by Soldiers at all levels who are striving for excellence in their functional specialty, i.e., HR Sergeants. Soldiers who have goals and ideals of the Army to ethically put service and duty first. HR Sergeants are trained and well educated in their field. They are taught to put Soldiers first and have great customer support skills. Second, community, the sense in which Soldiers stop thinking about “I” and start thinking “we”. The bond among units who not only believe in cohesion with Soldiers, but their families too. The HR Sergeants are there to take care of Soldiers when financial issues arise with them or their families and don’t back down until the situation is solved. Last, hierarchy, which leads to order and control and provides Soldiers with moral reference and a sense of direction. The HR Sergeant has the mentality of mission first, knowing who to contact at the next level for assistance helps get the mission
Armed with numerous studies, and intensive public hearings, Congress mandated far-reaching changes in DOD organization and responsibilities in the Goldwater-Nichols Department of Defense Reorganization Act of 1986. This landmark legislation significantly expanded the authority and responsibility of the chairman, Joint Chiefs of Staff. Included in this expanded authority and responsibility was the requirement for the chairman to develop a doctrine for the joint employment of armed forces. As operations Urgent Fury, Just Cause, and Desert Storm have vividly demonstrated, the realities of armed conflict in today's world make the integration of individual service capabilities a matter of success or failure, life or death. Furthermore, the operation Desert One demonstrated the need for a strengthened Joint Warfare Doctrine and the consequent change in Joint Warfare Employment. It is plain to see the benefits of having the greatest navy integrated with the world's greatest army and air force. However, even in the wake of a relatively successful joint operation in the Middle East (Desert Storm), certain weaknesses are evident in the current joint employment tactics and/or capabilities. By analyzing past operations such as Urgent Fury and Desert Storm, we are able to see sufficient evidence that the Joint Warfare Concept can be disastrous in one instance and virtually flawless in another.
Teamwork harnesses individual accomplishments toward organizational objectives and is the key to spreading my 4th ABCT vision. Leaders and Soldiers alike, create synergy and a positive organizational environment by sharing in each other’s accomplishments and foster a culture of interest, instead of indifference. My intent is for 4th ABCT to develop an understanding of this team mentality, realizing how as individuals we are limited to the sum of our efforts and achievements, while as a team our efforts and achievements are multiplied. Pride, performance, and camaraderie in our organization will increase motivation because each individual achievement is shared by all. I will look to CSM Ivor, my brigade staff, and “battalion command teams” (Battalion Commanders and CSMs) to share and embody my vision of teamwork and foster the same within their commands. They will be my guiding coalition and lead agents for change, and I expect them to build our team through coaching, teaching, and mentoring their subordinates. This exemplifies engaged leadership and shares my vision because leaders are investing time in training and counseling our soldiers, and empowers our subordinates to execute it. I think that once we start acting like a team again pride in the unit will surge as leaders demonstrate engaged leadership with increased counseling and active mentorship programs. Members of the unit will spend more time together, strengthening professional and personal bonds and incorporating families at after hour unit evens. Our success will ultimately be realized when I MAJ Cobb more at church on Sundays than on my appointment
A most valuable opportunity exists for a leader to contribute in making a tremendous difference. New leadership at the top of the 4th Armored Brigade Combat Team (ABCT), a) gifted with wisdom to analyze an organization in identifying problems, b) capable of thinking creative in founding a vision for the future, and c) empowered with the reasoning ability to develop effective solutions to problems, will transform a declining unit to a new enhanced level of mission achievement and organizational effectiveness. 4th ABCT numerous problems are identified. A vision developed will guide the unit in the future. Most importantly, providing solutions to 4th ABCT problems occurs. Unit problems, vision, and solutions follow in order.
The most effective commanders through their leadership build cohesive teams. Mutual trust, shared understanding, and accepting prudent risk serve as just a few principles for mission command. Mutual trust is the foundation of any successful professional relationship that a commander shares with his staff and subordinates. The shared understanding of an operational environment functions, as the basis for the commander to effectively accomplish the mission. While my advice for the commander on what prudent risks to take may create more opportunities rather than accepting defeat. Incorporating the principles of mission command by building cohesive teams through mutual trust, fostering an environment of shared understanding, and accepting prudent risk will make me an effective adviser to the commander, aid the staff during the operations process, and provide an example for Soldiers to emulate.
NATO is an intergovernmental military alliance between the two continents of Europe and America which is formed to safeguard the peace and security developing a link among t...
Communication is critical to any organization and is necessary in every aspect especially in a military. Communication plays a role in Soldier development, peer to peer relations, Chain of command management, and virtually every aspect of a military operations. Commanders require it the most so that they can execute large scale operations without flaw and that alone requires ceaseless effective communication. If soldiers are informed and engaged, communications with other units are likely to be robust as well.