However, development starts day one with training. Therefore, the Soldiers have to be experts who have assumed the character and identity of the profession; professionalism in Soldiers enables them to perform their duties with lots of motivation and inspiration. For example, 42A - The Human Resources (HR) Sergeant supervises, performs personnel and administrative functions in support of company, battery, and troop; detachments at division, corps, and echelons above corps must master their skill level in an effort to be a subject matter expert in their profession. The functions of Human Resource support four fundamental competencies: Man the Force (ex. Strength reporting), Provide HR Services (ex. Postal operations), Coordinate Personnel Support (ex. Morale, welfare, and Recreation), and Conduct HR Planning and Operations (ex. Planning and operations) in which a HR personnel must accomplish to support the mission. As a result, a professional Soldier should meet very high standards of a profession, for example character, competence, expertise and morality to fulfil their HR role. These standards are attained through rigorous training, development, and educating the Soldiers on how to serve the nation and the constitution as professionals. After nine years of war, which erupted from 9/11 we assess the attributes
One subculture within the United States is that of the US Army. The Army defends the nation against all enemies, foreign and domestic. It is an exclusive group since not everyone in the country serves in the Army.
This paper will not bore with the definition of a profession. The United States Army is about more than words, it is about action. The action of over 238 years of tradition and service. The Army is a profession. A profession requires its members to adhere to prolonged training and learn specialized skills. A member of a profession must wholly commit himself and his skills to a calling which is entrusted by the public. A profession provides its members with intrinsic value which motivates beyond financial gain. The Army is a higher calling which demands all of these qualities and more.
According to the DOD, (2011) the department of defense doesn’t allow any third party anything in association with the military or any of it’s governmental functioning counter parts ala... national guards, reserves, commission corpse, naval reserves , marines reserves etc… DODD rule 8750 insures that all military servicemen must be certified in their prospective fields and be proficient in their MOS field after boot camp and AIT. (DoDD, 2011)
...factors are present which prevent the Army from being viewed as a profession. Some factors are education gaps, no desire to make the Army a career, the bureaucracy of the Army, and Soldiers not having a pride or discipline in what they do. It is my opinion without a change to these factors, the Army cannot be viewed as a professional organization. The lack of education and presence of bureaucracy go against the fostering of a profession.
There are no limits in the Army, none on what you can learn and on what you can achieve. The Army strengthens you, and your future, with expert training in one of over 150 different jobs for soldiers on Active Duty. There is no specific job a soldier must have; it all depends on what he/she wants. But if the choice is made wisely, it could affect a big part of your future job and plan. (“Overview” np)
Since the beginning of the United States Army, the Noncommissioned officers corps changes and transform in order to develop more professional and adaptable noncommissioned officers.
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 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.
“An Army White Paper, The Profession of Arms” dated 8 December 2010, states that professions produce uniquely expert work, not routine or repetitive work. Professionals focus on effectiveness rather than efficiency. Professionals need years of practice and education before they are capable of performing expert work. It is expected for Professionals to uphold solid moral obligations and develop the expertise it takes to look out for the best interests of that profession
In order to understand a profession, the Army White Paper gives us clear definitions of “The Profession of Arms” . The profession of arms. The Army is American Professional of Arms, a vacation comprised of experts certified in the ethical application of land combat power, serving under civilian authority, entrusted to defend the constitution and the rights and interests of the American people.
Webster’s dictionary defines the word profession as a type of job that requires special education, training, or skill. Many Soldiers would not consider the Army as a profession but a way of life. Some think the word profession belongs to everyday jobs like a plumber, mechanic, or doctor. Dr. Don M. Snider stated “the Army is a profession because of the expert work it produces, because the people in the Army develop themselves to be professionals, and because the Army certifies them as such” (Snider, D. M. 2008). In October 2010, the Secretary of the Army directed the Training and Doctrine Command (TRADOC) to lead an Army wide assessment of the state of the Army Profession. We have been at war as a Country for over a decade and the Army wanted to know how to shape the future of the Army as a profession and the effects the past decade had on our profession.
effective cooperation and communication among them. Additionally, Leader will help to manage the diversity inside the armed forces. (Duke) (LEADING PRACTICES)