The Center for the Army Profession and Ethic (CAPE), releases the Annual Survey of the Army Profession (CASAP). Through these surveys, the CAPE is able to identify trends, and issues that the Army is facing as a profession. These observations lead to the introduction of programs such as the “America’s Army–Our Profession” (AAOP) education and training program, designed to mitigate pertinent issues. The Secretary of the Army and the Chief of Staff of the Army then designate annual or biennial themes to educate, create discussion, and promote specific subjects. The results found in CASAP for the fiscal year 2015 (FY15) indicated a concerning lack of trust between Soldiers and Army Civilians of all Army Components. Furthermore, the …show more content…
One Army, Indivisible: Promoting Unity
Established in 2008, the Army Center of Excellence for the Professional Military Ethic (ACPME) was re-designated as the Center for the Army Profession and Ethic (CAPE) on 27 October 2010. This change brought about the creation of the Army-Wide Profession of Arms Campaign launched 1 January 2011, then renamed the Army Profession Campaign in September 2011. It is an effort to renew the understanding of the Army’s profession, focused on fostering a professional Army of trusted Soldiers and Civilians inspired to honorably fulfill their oaths of service (History of CAPE, 2017). The Army Profession Campaign kicked off with a 15-month study designed to bring light into the overall state of the Army (Soldiers and Army Civilians), which indicated a lack of
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It contained statements regarding perspectives on leaders, subordinates, peers, identity, unit/organization, the Army as a profession and the FY 15/16 theme of “Living the Army Ethic.” As a result, trust (or the lack thereof) was one of the main findings of the survey. The most significant being the perception of teamwork and trust at the unit and organizational level, between Soldiers and Army Civilians. The result was an average of 78% in 19 items grouped into four categories. Only 78% of both Soldiers and Army Civilians agreed on the importance their units placed on Army customs, courtesies, and traditions. 77% agreed on the non-toleration of misconduct and unethical practices within the unit, and 53% agreed that the demands of duty interfere with their other obligations to include the responsibilities of family relations. Furthermore, only 48% agreed that loyalty and doing what is right identified as a priority in their organization (Brockerhoff, Licameli & Toffler, 2015, p. 10-11). The other cause for concern was the low percentage regarding trust among Army Cohorts, Army Components and the Army Civilian Corps (see Appendix
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.
From family to squad members, communication acts as the cornerstone for a military officer, assisting in the mental health of the individual as well as facilitating the conduction of successful operations by an intricate, yet responsive, organization. Military officers are often times imagined as infallible heroes, unwavering against and untouched by the realities of modern warfare. Yet, newly commissioned, 22 year old officers often faces the arduous responsibilities of leading a platoon or flight comprised of men and women generally the same age as themselves into combat, or managing millions of dollars worth
LM01, Ethical Leadership. (2012). Maxwell Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC)
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 Army requires its members to adhere to prolonged training and learn specialized skills. From the moment a soldier transitions from the civilian sector into the Army, he is indoctrinated with training. Regardless of rank, the Army demands each soldier to be technically proficient and mentally competent in order to be qualified in a respective Military Occupation Specialty. As a soldier progresses in his military career, he is required to continue his education and training. Army leaders are expected and required to continue developing their skills through academic studies, operational experience, and institutional training. An opposing view argues that anyone can learn these skills; however, statistics show less than 0.5% of the population serves in the armed forces, indicating a soldier is a rare mix of intelligence and character.1 These lessons are necessary qualifications to achieve what General Martin Dempsey describes as “effectiveness rather than efficiency.”2 Much like the profession of medicine which must heal, the media which must provide truth, and law which must provide justice, the profession of arms must provide secur...
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.
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
As our forefathers before us stated, ‘‘No one is more professional than I. I am a Noncommissioned Officer, a leader of soldiers. As a Noncommissioned Officer, I realize that I am a member of a time honored corps, which is known as “The Backbone of the Army (“The NCO Creed written by SFC Earle Brigham and Jimmie Jakes Sr”). These words to the Noncommissioned Officer should inspire us to the fullest with pride, honor, and integrity. The NCO creed should mean much more than just words whenever we attend an NCO’s school.
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.
The Profession Of Arms, An Army White Paper Summary Throughout the course of American history, professionalism has been the cornerstone of The U.S. Army and its relationship with the American Republic. What dictates the criteria of a professional army, is a constant review and dialogue amongst every echelon. In an attempt to improve, U.S. Army TRADOC’s The Profession Of Arms reviews and discusses the current status of what it means to be a professional in the armed service while prescribing methods that will further maintain and standardize what it means to be a member of the U.S. Army.
The Army will continue to have trust issues unless leaders identify and resolve the issues. A way to resolve these issues is to be transparent to their soldiers, peers, and bosses. Leaders building blocks of trust will allow others to rely and depend on them instead of questioning their actions and words. Honorable Service Honorable Service is another characteristic the Army struggles to maintain. While soldiers uphold the principles of honor, integrity, and selfless service, the nature of conflict and the circumstances that arise can sometimes blur the lines between honorable conduct and actions that may be morally ambiguous or ethically
Upon graduation, each of us will face the challenge of building a cohesive team through mutual trust. Trust is the groundwork for any successful team. Just as the commander will learn to trust me, I in return will have to trust my commander. As a Command Sergeant Major (CSM) or Staff Sergeant Major (SGM), I realize that my Soldiers will not trust me right away, and I must gain their mutual trust through my daily interactions. By setting an example and living the Army Values, I will gain their mutual trust. My commander and I will plan team-building events often to maximize the opportunities to build the mutual trust within our organization with the staff and Soldiers. Understanding that team building requires an effort on everyone’s part but the chance to bridge any gaps tha...
valued for what they are, it makes our country who we are, it gives us
To begin, ADRP 1 states the individual ethic begins by creating, and sustaining a professional identity as a member of the Army team, which in turn, enhances the moral fiber of the entire enterprise. Next, the Army Ethic White Paper reminds its Soldiers that as Army professionals they perform their duty according to a common ethic , eluding to the deontological precepts of this philosophy. Moreover, the white paper states, that as the Army prepares to operate in complex environments, it must anticipate the unique ethical challenges of the future, and remain committed to developing Army professionals of character, competence, and commitment. Next in importance, the joint nature of future conflict requires a common framework for ethical conduct, just as joint doctrine provides for operations and planning. Due to the exceptional importance of understanding this concept, the Army Ethic illustrates the following:
“A vision without action is merely a dream.” (Kevin Gates) The Army Profession Model is a great vision but if we do not fixed the basics in our upbringing of Soldiers then it will only be a dream. Imagine a panoramic view of an early morning sunrise over a military base. The sun is starting to burn off the morning dew. Formations of soldiers are starting to pop into the picture. Each soldier is in uniform dress sharp and moving as a single unit. Some formations are double timing moving out. Everyone has a purpose and stepping off to get to his or her next obstacle of the day. All Non-commissioned officers are enforcing nothing less than exceeded standards. Soldiers are toe to line in formations for inspection. Senior Non-commissioned