Rear Admiral Cornelio A. de la Cruz Jr. AFP said,"to develop its human resources to become professional citizen-soldiers imbued with proper values and relevant expertise through purposive and progressive education and training.The AFP does this by ensuring a number of highly qualified and competent personnel at all levels, in support of the shift of its mission from internal security operations to territorial defense, within the framework of modernized Armed Forces.” (J8, 2013) Generally the mission of the unified commands is to conduct joint operations against threats in their respected areas in order to established a secured environment, and assist local government in their development activities. The major services have their own training staff officer, whose basic function is to formulate training plans, programs, policies and supervises education and training activities. There is no need for the AFP to designate training staff officer in its unified command for the following reason, first, for the unified command to concentrate on their mission to defeat the enemy, second, it will be only a redundancy to have a training officer in the area command and third, in institutions like the Command and General Staff College there are already modules for Joint and Combined Operations like Tri-Service, Joint Operations, Interagency Operations and Combined and Multi-National Operations.
The unified command should concentrate in their mission, that is to conduct joint operations against all national threats in its area of responsibilities (AOR) in order to establish a physically and psychologically secure environment conducive to develop and assist government agencies in their socio-economic, ecological and developmental activities. ...
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...improve our skills. We still learn or gain experience from the different situation we encounter in the real world, things never been taught inside the institution or during training.
References
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Mission command is the commander's use of authority and direction to empower adaptive leaders in the conduct of unified land operations. It helps subordinates exercise disciplined initiative when operating within their commander’s intent. To facilitate effective mission command, commanders must accomplish four consecutive stages of the operations process. They must thoroughly understand the problem, visualize a solution that achieves a desired end state, and then accurately describe this visualization in order to direct the organization. Commanders continually lead and assess their organizations and provide input and influence to their subordinates and staff.
The SPCC is targeted to commissioned officers in grades 0-5 (Lieutenant Colonel) or 0-6 (Colonel) who have been centrally selected to command TO&E (Troops, Organization & Equipment) Sustainment Units. This course provides training in modular force operations for newly selected command designees, enabling them to function effectively throughout their command tour. The focus is current and emerging sustainment doctrine and leadership topics for commanders. Training received during the SPCC at Fort Lee is intended to complement the Pre-Command Course (PCC) program of instruction (POI) at Fort Leavenworth, KS; making training consistent at both locations.
1. Purpose. To provide Special Forces Warrant Officer Advance Course (SFWOAC) Class 002-16 a concise overview of ADRP 6-22 Army Leadership.
Cole, D., & Dempsey, J. X. (2006). Terrorism and the constitution: sacrificing civil liberties in the name of national security. New York: New Press.
The operational requirements of the Army during overseas contingency operations have been extensive. The Army Force Generation (ARFORGEN) Model has proven effective in sustaining persistent mission requirements by ensuring units are operationally prepared to deploy. Commanders and Senior Non Commissioned Officers (SNCO) have responded professionally to the ARFORGEN process by building and maintained cohesive units ready to meet the stringent demands of COIN operations. U...
The Executive Order Establishing Office of Homeland Security Council puts forth an agenda on countering terrorist acts; it is done to prevent untold a...
Watson, Robert P., Devine, Michael J. and Wolz, Robert J. eds., The National Security Legacy
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
The Army has transformed several times during its history. Adapting to the operational environment is a necessity for the force called upon to prosecute its adversaries. The Army must do what is necessary to protect the U.S. against all enemies, and advance the national interests of the American people. To accomplish this, anticipation of threats is crucial and victory against its adversaries is an imperative. The nation relies on the military for strategic level deterrence and expects that it will be decisive in combat operations. For the military to be successful, it is important that transformation adapt to meet these expectations by conforming to the requirements of a successful force of the future in order meet any new threats in any environment around the world.
The ability to understand a problem, determine the desired end state, and develop a strategy to achieve that end state is a highly sought after skill in every facet of the military profession. However, in a joint setting, the problems are generally much more complex requiring an advanced mastery of problem solving from joint staff officers. The complexities of planning on the joint staff level stem from the amount of education it takes to simply understand the problem. Joint staff officers not only must understand the components and capabilities of their own service, they must also understand any service they might interact with to include the nine combatant commands. These demands put a heavy emphasis on joint professional military education before the joint staff officer shows up to their assignm...
...an expansive array of operations which range from humanitarian efforts, peacekeeping, noncombatant evacuations to counterterrorism efforts, enforcement of sanctions and maritime interdiction operations.52 AFRICOM is unlike other combatant commands, however, in many aspects. For example, AFRICOM focuses on increasing African military capabilities to improve their ability to provide their own security and stability in their individual nations and regions. To do this, the DoD expends most of its focus and resources on joint training and assistance with African military partners. 53
Bellavita, C. (2009). Changing homeland security: The year in review - 2008. Homeland Security Affairs, 5(1) Retrieved from http://ezproxy.fau.edu/login?url=http://search.proquest.com/docview/1266212855?accountid=10902
Sempa, Francis P. "Privacy, Technology and National Security." American Diplomacy (2013). Opposing Viewpoints in Context. Web. 18 Feb. 2014.
In today’s operational environments, the U.S. Army is facing a range of problems and mission sets that are arguably more complex than previously encountered. Forces face an array of demands that encompass geo-political, social, cultural, and military factors that interact in unpredictable ways. The inherent complexity of today’s operations has underscored the need for the Army to expand beyond its traditional approach to operational planning. In March 2010 in FM 5-0: The Operations
Not a blessed thing. As a UAS Tactical Operations Technician, my primary duties were Standardization Officer and Maintenance Officer. I directly supervised two Instructor Operators and two Quality Control NCOS. Was I responsible for the totality of each program? Of course, but I was not going to go TI a procedure. I was not going to go conduct an APART. I would directly supervise my direct subordinates, and so set the tone for those sections. As a Platoon Leader, I directly supervised, as well as partnered with, my Platoon Sergeant, my UAS Technician and my Maintenance Section Sergeant. What has remained my primary responsibility with all of these senior NCOs and WOs? Cultivation and development. The tactics you use to address issues may change, the level of organization may change, but your responsibility will never