APDMDD current staffing violates IA control personal security governing Single Point of Failure. Single point of failure can have a significant impact on the organizations mission when it is only one expert maintaining systems and applications. Without this position being fulfilled, APD-MDD will not be able to maintain DoD/Army network security requirements and support our mission. The man-hours required to execute the workload of this position are a key factor in the ability of this organization to sustain operations in direct support of the Army 's war fighting units. Daily, relentless energy and influence must be applied to this mission to ensure continuity of operations, and disapproval of this request would result in a severe negative
Leaders at all levels of the Army are faced with difficult decisions every day, decisions that can affect the lives of everyone around them. The thought processes used by individual leaders to make decisions can be as far reaching as their imagination; however, it is every leader’s responsibility to make these decisions using the tenants of mission command. Mission command is not an easy skill to master, however great leaders understand it and the proper use of it when planning a mission. Mission command is broken down into six major principles: Build cohesive teams through trust, create a shared understanding, provide a clear commanders’ intent, exercise-disciplined initiative, use mission orders and accept prudent risk . General Douglas
The working group reviewed, changed and validated the activity Unit Identification Code (UIC) list for each location to ensure ordnance support for units serviced at the load point, updated load plan ordnance quantities to meet current requirements for major and secondary load points, updated allowances, refined Forward Deployed Naval Forces (FDNF) and AEGIS Ashore requirements and discussed Cruser-Destroyer (CRUDES) ordnance asset management
SUBJECT: Information Paper 1. Purpose. To summarize the important parts of the Army White Paper, The Profession of Arms, dated 08DEC10, for the Battalion Commander of 1-22 Combined Arms Battalion (CAB). 2. Facts.
My intent is to provide a clear vision to the 4th ABCT, that states, “Be the best armor brigade in the world, consisting of trained, responsible, motivated, and caring Soldiers and Families; capable of executing any assigned mission with unequaled success. The 4th ABCT has experienced several challenges that have led to ethical and moral issues along with a lack of confidence in the leadership. A vision will provide the ABCT with a motto, something to up hold. Therefore, how current business is conducted needs to change. In order, to make a change and address the challenges that 4th ABCT
• Combined Forces Land Component Command (CFLCC) had six general officers; Transitioning to from a Corp to a CFLCC requires more general officers and requires an increase of personnel which are polled from the Joint Manning Document (JMD), the table of organization that authorized the positions on the joint staff. • Deciding where to place critical command elements • A corps headquarters was the Army’s highest tactical headquarters and normally functioned at the tactical and operational levels of war. During, the transitional process to a CFLCC, however, the corps is required to operate at the tactical, operational, and theater-strategic levels of war. Once augmented, Army doctrine also held that the Corps might have responsibility to create
Military bearing is the start in which every soldier practices either as enlisted or commissioned in order to have good discipline and ethics throughout a military career. Army regulations and soldiers should live by the creed that a military service member should conduct themselves on a daily basis, on and off duty . Loyalty, Duty, Respect, Selfless Service, Honor, Integrity and Personal Courage are Army core values. To be a dependable Soldier you must show your NCO’s that you can be an adult with time management, meet deadlines, be in the right place at the right time, in the right uniform, and doing the right thing at the right time. Dependability is a major aspect of military bearing.
he NCO 2020 strategy is focused on creating a system that will provide the NCOs with access to develop and broadening the experiences needed in both garrison and within operational environment. In addition, leaders will individually help to commit to long-term careers, which will be essentially focused on the development of educational, professional and with the fulfillment of having a ready force for war at all times. Essentially the strategy of the NCO 2020 is to have leaders at all levels understanding that the development of Soldiers must be constant and continuous throughout their career. The best way to expand and provide better NCO development is by focusing on proficiency in each Military Occupational Specialty (MOS) and leadership
I will also take time to revitalize the EO program as the EO representative mentioned in the case study appears to need additional training and support to carry out his position effectively. These programs and activities will improve organizational resilience as Soldiers will know they are not alone and will have access to resources to get help. The 4th ABCT is struggling with its identity as it tries to find its place amongst its past and upcoming missions. A clear vision will help to bring the unit together as they will have a common idea of what they are working towards.
We all understand how to be a good Soldier. We must not only know those values, we must encompass them. As Dempsey says; (2010) “The Army Ethic begins with the moral values the Army defends” (p. 12). As a Human Resources Sergeant in the Profession of Arms, we have a calling. We have been called upon to take care of so many in so many different ways.
Among these five characteristics; military expertise, honorable service, trust, esprit de corps, and stewardship of the profession, I believe that military expertise and stewardship of the profession are the two characteristics that make a leader excel in the presence of their peers. ADRP 1 defines military expertise as, “Military expertise is the design, generation, support, and ethical application of land power, primarily in unified land operations, and all supporting capabilities essential to accomplish the mission in defense of the American people”. In order to gain trust from your subordinates for them to follow your guidance, a leader must have military expertise. Without being an expert in your field, subordinates will not trust your guidance provided unto them. ADRP 1 defines Stewardship of the Profession as, “Stewardship is the responsibility of Army professionals to ensure the profession maintains its five essential characteristics now and into the future”.
The U.S. Army demands that all its members be accountable for their actions, equipment, records, duties and even for their fellow warriors. Planning for operations, especially during times of war, stresses the importance of
The Importance of Leadership and the Army Profession in the U.S. Army This informative essay aims to inform the reader of leadership and the U.S. Army profession. The U.S. Army is a combat–ready land force built for completing missions by "Organizing, Equipping and training Army Forces" (U.S. Army, 2012. p 32). The Army Profession creates the building blocks to complete these tasks.
He/she has the responsibility of the daily processions of hi/her base; His fitness and his/her troop’s fitness level; a command climate where practices of integrity can be adhered to even when he/she is not present. He is responsible for the training of his/her company and to the organization for creating a culture based around the practices and policies in the ethos of the
These are just a few of the army values and how they play an important part in an effective leader and follower’s day to day
