In my current Army unit, we are often at the forefront of decisions that have a wide impact throughout the Army. Our office is responsible for the application of aviation assets to perform military intelligence functions. Within our office, we are responsible for designing the composition military intelligence aviation units, to include the amount of personnel required to fly on board the aircraft, the personnel required to process the data collected and the types of aircraft that are required to perform each mission. We have an office of about twenty personnel who are comprised of Department of the Army Civilians, Defense Contractors, and Army Officers. Each group of individuals has a different vision for what the organizations should
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.
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
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.
SUBJECT: Army Doctrine Reference Publication (ADRP) 6-22 Army Leadership – August 2012. 1. What is the difference between a. and a. Purpose. The. To provide Special Forces Warrant Officer Advance Course (SFWOAC) Class 002-16 a concise overview of ADRP 6-22 Army Leadership.
“Wounded Platoon” is a documentary that delves into the severe effects of tours and post-traumatic stress on young individuals in the U.S. Army. This documentary mainly focuses on the psychological aspect of PTSD and the effects of war on the soldiers. However, looking at it from a sociological approach, it’s clear to see the role of group dynamics, teams and leadership in the behaviors of soldiers prior to their discharge from the war front.
What makes the Army a subculture? The Army objective is to serve American citizens, to protect United States, protect vital national interests, and to achieve national military responsibilities (United States Army, n.d). The members of the U.S Army share the same objective, which makes them a subculture. Here some background information on the U.S Army. The United States military is consistent of five branches Army, Navy, Air force, Coast Guard, and Marines. Although, there is a lot of similarities between all five of the branches there is also a lot of differences. The United States Army was first known as the Continental Army. The Army was founded in 1775 by the Second Continental Congress in order to go war in the American Revolutionary War (United States Army, n.d). After the war, the Congress of the Confederation established the United States Army on June 3, 1784(United States Army, n.d). They are a land-based military branch. Therefore, the Army performs the majority of their tasks on land. It is the oldest and largest military branch in the United States.
The Army Quartermaster Corps has been around since 16 June 1775. The Quartermaster Corps is made up of all elements that support warfighters while in garrison and in war times. Food service is a very important element in the Quartermaster Corps. The Army food service assists by building moral to help win wars and achieve satisfactory training.
Colonel Mathew Moten once said, “Professions are not professions simply because they say they are. Their clients, society as a whole, have to accept their claims and trust the professions with jurisdiction over important areas of human endeavor”.
Sir, I am honored by the privilege to once again serve in 4th Armored Brigade Combat Team (ABCT). Over of the last 30 days, I had an opportunity to reconnect, and reflect on the current state of the Brigade. The 4th ABCT has a rich history of success and glory. It is my goal to put in place the systems and practices for this great organization to exceed all past and present accomplishments. As a result of my assessment, I identified three areas of focus that will improve our organization: a unit vision, a change in organizational culture and climate, and building organizational teams. I have no doubt that with the implementation of these three areas of focus, I will be the transformational leader that 4th ABCT needs as we prepare for the upcoming National Training Center (NTC) rotation and tackle the task of the Regionally Aligned Forces (RAF) mission.
Proactive management of the decision-making process can minimize the threat of groupthink compromising the quality of decisions. Managers can place importance of having a wide variety of options and idea brought to the table. Encouraging employees to thoroughly analyze all aspects of the options, from the moral and ethical implications, to the response they can expect from their opposition. With each decision appoint one or more group member to play devil’s advocate to the suggested options, ask that person to analyze and make a case against each of the suggestions (Sims & Sauser, 2013). Rotate this position throughout the group so that one person is not refuting the groups ideas consistently. Continually encouraging and rewarding contrasting views can hedge the complacency groups fall into after working together for periods of time. Management should be active listeners in the decision-making process being careful to not assert their preference towards a certain option to avoid the group conforming to the preferences of their superiors before the options are fully analyzed (Rose, 2011). Finally, after a decision has been made and the analysis has been completed before implementing or going public with the idea reconvene and go through the choose plan of action one last time to ensure that new information has not become available and
Respect to me is admiring someone for their abilities, qualities, or achievements. I think respect is always earned an can never be given. As soldiers soldiers we should always respect our peers because they have made the same sacrifice as us. But as soldiers we should have a higher level of respect for our NCOs because they have done their time an have earned it. Being respectful is not hard it is simple, just treat others the way we would like to be treated ourselves.
The Integrated Learning Department consists of a team of 20 people segmented into a vertical hierarchy of 4 administrative support staff at the bottom, followed by 5 certificated specialists, then 10 managers and 1 executive director at the top. Although my classification title and job description is generic, I am often assigned specialist work which can cause friction amongst coworkers who hold the same job title as me and consider my realm of work as an act of favoritism. My role is responsible for managing our departmental communications and systems, including strategic systems planning and implementation, data collection and visualization for reporting performance measures to funders and supporting constituencies. We are currently operating in a centralized design model due to the agency’s organizational structure; however, our particular department is transitioning to a decentralized system, particularly in the realm of communications with social media integration documenting and sharing our work. I have been tasked to plan and implement strategies that will help our department perform successfully in this new realm of a decentralized
Paul and Elder’s eight elements of thought directly support the Army officers as they work through the Army Problem Solving Process by expanding their ability to think critically and creatively. The following eight elements enhance a problem’s solvers perspective on what is important; making the best possible decision the same goal as the Army Problem Solving Process. The eight elements of thought are Point of view; Purpose; Question or problem; Information; Inferences and conclusions; Concepts and theories; Assumptions; and Implications/Consequences. Point of view-Drs. Paul and Elder suggested this as a starting point in the Army officers thought process. Drs. Paul and Elder believe that within the Point of View, decision makers should look at their view through the follow-on analysis of frames of reference, Perspectives, and Orientations . While combining the totality of the Point of View, Army leaders look at a problem from a “place which they are viewing the problem.” Furthermore, the Point of View element brings to the Army Problem Solving Process the leader’s ability to “reflect of who the people are inside, what they use to make their assumptions and their decision.” Utilizing the Point of view element assists in the Problem Solving Process by providing leaders with guidance from commanders to the problem solvers to create alternatives to solve a problem. According to US Army ATTP 5-01, 2001, par. 11-25, 2-14, alternatives and possible unpopular ideas or
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.
There are many reasons why the Army should be considered a profession. The Army trains and certifies its members, has continuing development of its personnel, and contains many professions within it. Much like doctors and lawyers, the Army requires each member to complete training and certification. The Army focuses on development of its personnel to maintain skills important to the profession. Aside from the profession itself, the Army contains many other professions. The U.S. Army has and will continue to maintain and advance the profession through study and intellectual development.