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Army Profession of Arms Outlook
Introduction
The Army is a growing organization that has been evolving since 1775 (Celebrating Army History, 1999). With the constant evolution of the Army profession and the last ten years of the current conflict, the view of the Army as a profession has changed and will continue to change based on four key concepts. The concepts are typology for the Army profession, the Army professional certification programs, the uniqueness of the United States Army, and the Army leader requirements. The purpose of the profession of arms white paper is to initiate and facilitate a dialog and collaboration between military organizations, the private sector, and academia, to analyze the key attributes between Army profession
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Military personnel groups are composed of the non-commissioned officer or enlisted personnel and commissioned officers; both entities complete different levels of certifications and training to become proficient in their area or field. On the other hand, the civilian personnel groups are composed of retired military personnel who transition to become professional contractors and professional civilian staff that support the different military groups (Army, 2010).
Army Professional Certifications Army professionals are certified based on competencies and aptitudes, and depending on the field the professional is entering, the length of the school and certification varies from three months to twenty-four months of training. Army leaders are led and inspired by role models, who provide moral support and guidance to shape the leaders of our volunteer force of the United States Army (Army, 2010). The combination of the Army profession attributes expertise, belief, development, values, and service, and the Army professional attributes: skill, trust, leadership, character, and duty, provide a foundation for the development of leaders in the US Army (Army, 2010). On the other hand, based on the new technology driven society, the Army and civilian counterparts are now in partnership, and new professional values currently identified from Army professionals.
The United States Army has been a leader in military prowess on the world stage since its inception in 1775, and with such a record, it is reasonably assumed that there must be solid foundation within the organization working to maintain the high level of performance. The Noncommissioned Officer Corps is one institution within the Army that serves as a large portion of this foundation that makes it the fighting force that it has always been, and the noncommissioned officers have been an integral piece since the very inception of the Army. The Prussian General Friedrich Wilhelm von Steuben, organizer of the Noncommissioned Officer Corps, encapsulated this idea when he coined the noncommissioned officer (NCO) as the backbone of the Army. (Arms, 1991) In an Army that is continuously adjusting to world around it while maintaining its status as the military leader to all other nations, the Noncommissioned Officer Corps has always provided the platform for continuity through a growing rank system based on its original core, an evolving training program to develop effective leaders, and a creed that moves us forward while remembering the rich history of the corps that came before us.
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.
Loyalty, Duty, Service, Honor, Integrity, Courage, Commitment. The seven Army values, the three Navy core values, and the three Air Force core values: each branch of service possesses a codification of values and characteristics embodied by servicemen and women for generations; simply picking a handful of these qualities presents a logical and justifiable option for defining the essential qualities of a military officer. It is true an officer must personify and uphold such values, however, interpersonal skills and self-confidence are also invaluable traits necessary for the highest level of leadership and excellence demanded of a military officer.
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.
In the other definitions, The Army Doctrine reference Publications states the definitions of the profession. The Army defines a profession is a trusted self-policing and relatively ...
It also seeks to understand the task of the military and what separates the Army from other occupations (Griffiths, 2008). The Army Profession of Arms is composed of experts who are entrusted with application of ethics in the land combat power and then serve under the authority of a civilian and are also trusted with the duty of the constitution, interests and rights of the people of the United States of America. For example, an Army to a profession of arms calls for the responsibility of executing duties and serving the people of the United States of America while upholding the constitution. The aspects of professionalism are developed through extensive training and
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
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.
Since its inception in 1775, as the Continental Army which transitioned to the Legion of the United States in 1791 and finally to the United Sates Army officially in 1796 we as a force have been the oldest and largest force among the branches. We have fought in many small and large campaigns. Along the way we as a force have innovated the advancements of culture; like the internet, the microwave oven, and antibodies. But one small thing remains underdeveloped. The credential that we hold compared to our civilian and branch counterparts.
“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
Professionals in the United States Marine Corps stand apart from others engaged in particular careers in the civilian world.While many vocations contain some of the characteristics of professional, a lot of careers do not include all of the elements necessary to distinguish themselves as being as close to a professional as a marine. Professionalism grows depending on the time and service they have in the Marine Corps. A professional has specialized knowledge and skill which can only be acquired through prolonged education and experience. Such skill and experience form the basis of objective standards of professional competence that separate the practicing professional from their peers and measure the competence of such professional. This professional knowledge must also be intellectual in nature.
The legacy a leader leaves is critical to the continued excellence and the future of the Army. In creating a legacy an Army leader inspires and motivates his soldiers, peers, and leaders to exceed their potential. In this paper, I hope to convey the lasting legacy one such leader left on me and to demonstrate the qualities he exhibited that inspired me to become a Noncommissioned Officer (NCO). Staff Sergeant (SSG) Daniel Minahan made a significant impact by motivating and inspiring me at a formative time in my career. SSG Minahan was the standard by which I measured myself and other NCOs by. His influence has guided me through my career as I have developed my own leadership legacy. I hope to also leave such a lasting legacy when my service to the Army and the Nation ends.
The United States Army history covers a period of over two centuries. Throughout the course of those years, the ever-increasing empowerment of the Noncommissioned Officers (NCO) has progressively taken on a more demanding role. These Soldiers are the most professional, educated and disciplined NCOs throughout the world. They have obtained an increasing empowerment through factors of education, technology, and modern tactics used from an all-volunteer Army. History exposes that education, technology, and tactics have changed the manner in which battles are fought, while additionally increasing the responsibilities and duties of the NCO. The NCO’s professional development with NCOES schools provides the knowledge and skills for the advancement of today’s NCO, and the mentoring of subordinates to become the leaders of tomorrow’s Army.
First, these soon to be soldiers will go to basic training. During this training, they will be trained mentally and physically. “The purpose of this is to teach them what they need to know and to break them down and to build them back up” say Jackson. Also another “important thing at basic, soldiers will learn attention to detail this is important because soldier have to pay attention to everything” says Ray. After basic training these new soldiers will be sent to Advance Individual Training (AIT). “Depending on your job it will depend on how many weeks you will be in AIT,” says Jackson. After the trained soldiers are sent to their next assignment, whether it be college or in other cases, being deployed to another country. “83% of the military are enlisted personal and the other 17% are officers which manages activities and enlisted personal” (Occupational Outlook Handbook: What they do). The purpose of the 83% enlisted personal usually consists of “combat, military operations such as disaster relief, repair equipment, and preform technical and support activities” (Occupational Outlook Handbook: What they do). As an enlisted personal, the soldiers are expected to listen to those whom are above them and to do their job. As an officer, the purpose of their job consists of “planning, leading others, operating vehicles, and provide others with professional serves
My goal within the next five years to achieve Company Command. While Army promotions are mainly on a scheduled track base on time in service, I have paved the way for success with me previous evaluations. By assuming multiple duties and lines of efforts beyond my primary assignment and demonstrating strong mental agility and time management, I was able to earn “most qualified” and “excels” ratings placing my in the top 30% of my peer group with strong recommendations to promote to Captain and attend the Captains Career Course. In order for me to ensure my goal is achieved, I must maintain my attention to detail and pursue leadership development opportunities. I enjoy assuming multiple duties and new assignments as it hones my intellectual capacity and flexibility. I also become more knowledgeable of my organization and gain new