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Army Profession of Arms Outlook
Introduction
The Army is a growing organization that has been evolving since 1775 (Celebrating Army History, 1999). With the constant evolution of the Army profession and the last ten years of the current conflict, the view of the Army as a profession has changed and will continue to change based on four key concepts. The concepts are typology for the Army profession, the Army professional certification programs, the uniqueness of the United States Army, and the Army leader requirements. The purpose of the profession of arms white paper is to initiate and facilitate a dialog and collaboration between military organizations, the private sector, and academia, to analyze the key attributes between Army profession
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Military personnel groups are composed of the non-commissioned officer or enlisted personnel and commissioned officers; both entities complete different levels of certifications and training to become proficient in their area or field. On the other hand, the civilian personnel groups are composed of retired military personnel who transition to become professional contractors and professional civilian staff that support the different military groups (Army, 2010).
Army Professional Certifications Army professionals are certified based on competencies and aptitudes, and depending on the field the professional is entering, the length of the school and certification varies from three months to twenty-four months of training. Army leaders are led and inspired by role models, who provide moral support and guidance to shape the leaders of our volunteer force of the United States Army (Army, 2010). The combination of the Army profession attributes expertise, belief, development, values, and service, and the Army professional attributes: skill, trust, leadership, character, and duty, provide a foundation for the development of leaders in the US Army (Army, 2010). On the other hand, based on the new technology driven society, the Army and civilian counterparts are now in partnership, and new professional values currently identified from Army professionals.
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.
Loyalty, Duty, Service, Honor, Integrity, Courage, Commitment. The seven Army values, the three Navy core values, and the three Air Force core values: each branch of service possesses a codification of values and characteristics embodied by servicemen and women for generations; simply picking a handful of these qualities presents a logical and justifiable option for defining the essential qualities of a military officer. It is true an officer must personify and uphold such values, however, interpersonal skills and self-confidence are also invaluable traits necessary for the highest level of leadership and excellence demanded of a military officer.
The United States Army, in its current state, is a profession of arms. In order to be considered a profession, the organization must have an ethical code rooted in values, strong trust with its clients, and be comprised of experts within the trade. These experts are constantly developing the trade for the present and the future and hold the same shared view of their trade culture. The Army currently has an ethical code embodied in the Army Values, which provides guidance to the individual and the organization. These values are universal across the Army, regardless of an individual’s personal background or religious morals.
The Human Resource (HR) Sergeant plays a big role in the Profession of Arms. In this paper, I will discuss what it means to be a profession, balancing the role of the Profession’s Leaders, the Army Professional Culture, and the Human Resource Sergeants Role in the Army Profession. Every profession in the Army has specific skills and duties. All Army professionals must have excellent leadership skills and moral character to promote within their designated fields. It is expected for all Human Resources Sergeants to be good leaders. As a leader, they are responsible for balancing between multiple job duties, guiding their soldiers, and accomplishing the mission or goal. I hope this paper proves the importance of the Human Resource Sergeant in the Profession of Arms.
All soldiers in the United States Army have quoted the Soldiers Creed. We have all said, “I am an expert and I am a professional.” Have you ever thought about what those words mean? In order to address the importance of the Human Resource Sergeant’s role we need to know what it means to be a profession, balancing role of the profession’s leaders, and understand the Army’s professional culture.
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
Professionals in the United States Marine Corps stand apart from others engaged in particular careers in the civilian world.While many vocations contain some of the characteristics of professional, a lot of careers do not include all of the elements necessary to distinguish themselves as being as close to a professional as a marine. Professionalism grows depending on the time and service they have in the Marine Corps. A professional has specialized knowledge and skill which can only be acquired through prolonged education and experience. Such skill and experience form the basis of objective standards of professional competence that separate the practicing professional from their peers and measure the competence of such professional. This professional knowledge must also be intellectual in nature.
Since its inception in 1775, as the Continental Army which transitioned to the Legion of the United States in 1791 and finally to the United Sates Army officially in 1796 we as a force have been the oldest and largest force among the branches. We have fought in many small and large campaigns. Along the way we as a force have innovated the advancements of culture; like the internet, the microwave oven, and antibodies. But one small thing remains underdeveloped. The credential that we hold compared to our civilian and branch counterparts.
As officers, the role and responsibility of our position is to the people we serve and the soldiers we lead. We have a responsibility for their well-being to ensure they are looked after and inspired to lead others themselves. We are their role model and guide. Additionally, stewardship is crucial to civil-military relations because it creates trust with the American people through our professional engagement. As an Army governed by Civilian Authority, it is vital to establish mutual respect and trust in order to influence national strategy and policy for the organization and resources of the
In June 2013 Army Doctrine Reference Publication 1 (ADRP1) “The Army Profession” was released and the website http://cape.army.mil was created. In (ADRP1), it states there are five essential characteristics of the Army Profession, trust, military expertise, honorable service, Esprit de Corps, and stewardship (ADRP1, 2013). Those characteristics is what I think separates a Soldier from a civilian. No one should think that their job or occupation is harder or more important than someone else’s. It takes all kinds of professions to make this country work but the Army could not be as successful as it is today without our professionals teaching, coaching, mentoring and preserving these five characteristics.
The United States Army consists of three distinct components, the Regular Army, National Guard and Army reserve. Each part plays an integral role in providing support towards accomplishing the mission of the Army, to win at ground combat. However, after well over a decade of war, draw downs and build ups, Army survey data show mutual trust and cohesion between the Soldiers and Department of the Army (DA) Civilians within total force is insufficient. This lack of trust has had a degrading effect on readiness. Findings in the Brockerhoff, Licameli and Toffler’s (2015) report on the Center for the Army Profession and Ethic (CAPE) Annual survey of the Army Profession for Fiscal Year 2015 (CASAP FY15) show, coaching, counseling, mentoring and
The legacy a leader leaves is critical to the continued excellence and the future of the Army. In creating a legacy an Army leader inspires and motivates his soldiers, peers, and leaders to exceed their potential. In this paper, I hope to convey the lasting legacy one such leader left on me and to demonstrate the qualities he exhibited that inspired me to become a Noncommissioned Officer (NCO). Staff Sergeant (SSG) Daniel Minahan made a significant impact by motivating and inspiring me at a formative time in my career. SSG Minahan was the standard by which I measured myself and other NCOs by. His influence has guided me through my career as I have developed my own leadership legacy. I hope to also leave such a lasting legacy when my service to the Army and the Nation ends.
The United States Army history covers a period of over two centuries. Throughout the course of those years, the ever-increasing empowerment of the Noncommissioned Officers (NCO) has progressively taken on a more demanding role. These Soldiers are the most professional, educated and disciplined NCOs throughout the world. They have obtained an increasing empowerment through factors of education, technology, and modern tactics used from an all-volunteer Army. History exposes that education, technology, and tactics have changed the manner in which battles are fought, while additionally increasing the responsibilities and duties of the NCO. The NCO’s professional development with NCOES schools provides the knowledge and skills for the advancement of today’s NCO, and the mentoring of subordinates to become the leaders of tomorrow’s Army.
First, these soon to be soldiers will go to basic training. During this training, they will be trained mentally and physically. “The purpose of this is to teach them what they need to know and to break them down and to build them back up” say Jackson. Also another “important thing at basic, soldiers will learn attention to detail this is important because soldier have to pay attention to everything” says Ray. After basic training these new soldiers will be sent to Advance Individual Training (AIT). “Depending on your job it will depend on how many weeks you will be in AIT,” says Jackson. After the trained soldiers are sent to their next assignment, whether it be college or in other cases, being deployed to another country. “83% of the military are enlisted personal and the other 17% are officers which manages activities and enlisted personal” (Occupational Outlook Handbook: What they do). The purpose of the 83% enlisted personal usually consists of “combat, military operations such as disaster relief, repair equipment, and preform technical and support activities” (Occupational Outlook Handbook: What they do). As an enlisted personal, the soldiers are expected to listen to those whom are above them and to do their job. As an officer, the purpose of their job consists of “planning, leading others, operating vehicles, and provide others with professional serves
My goal within the next five years to achieve Company Command. While Army promotions are mainly on a scheduled track base on time in service, I have paved the way for success with me previous evaluations. By assuming multiple duties and lines of efforts beyond my primary assignment and demonstrating strong mental agility and time management, I was able to earn “most qualified” and “excels” ratings placing my in the top 30% of my peer group with strong recommendations to promote to Captain and attend the Captains Career Course. In order for me to ensure my goal is achieved, I must maintain my attention to detail and pursue leadership development opportunities. I enjoy assuming multiple duties and new assignments as it hones my intellectual capacity and flexibility. I also become more knowledgeable of my organization and gain new