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Essay about the American army
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Empowerment of the American Noncommissioned Officer
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.
NCO Education
Throughout history, the training of NCOs was largely accomplished using on the job training. During the 18th & 19th centuries, the NCO’s education was based on previous experiences and tactics, experienced or veteran NCO’s trained subordinates based off their own knowledge and leadership skills. There was no standardized training program Army wide to train NCOs. Starting in the 20th century, war was on a global scale, the military had grown exponentially in size. After World War I (WWI), the Army realized the need to better trained NCOs in the area of leadership. NCOs across the Army were lacking the technical skill sets the military wanted in the NCO corps. Fundamental rank changes were made to further identify specific areas of expertise within the NCO corps, to enhance the leadership structure and create more accountability with...
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...As the requirements to progress in rank become more stringent, the NCO corps will continue to see a stronger NCO. Education, technology, and tactics are instrumental to the foundation of a NCO. The further empowerment of the NCO only solidifies the conviction that the NCO is the “Backbone of the Army”.
Works Cited
Arms, L. R. (2007). A History of the NCO. (2007). Retrieved January 6, 2011, from http://www.ncohistory.com Association of the United States Army. Retrieved August 3, 2013, from http://www.ausa.org/resources/nco/training/quotesforwinners/trainingandteamwork/Pages/EducationandLearning.aspx Combined Arms Research Digital Library. Retrieved August 3, 2013, from http://cgsc.contentdm.oclc.org/cdm/ Elder, Daniel (1999). Educating Noncommissioned Officers Retrieved August 12, 2013, from
http://www.ncohistory.com/files/Education.pdf
Stewart R. W. (2005). American Military History (Vol. 1). The United States Army and the
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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
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In my military career, I have been to many localities, and met many great NCO’s to gain expertise, and wisdom from. My biggest challenge as an NCO has been my stretch as an AIT Platoon Sergeant in Fort Leonard Wood MO. Being an AIT PSG you have many tasks you have to complete, and many soldiers you have to manage. There are leadership challenges in every job, but as an AIT PSG all of the challenges can be tested within a small period of time. On a daily basis, you deal with anything from pay issues with behavior issues you will learn many things and test yourself always. When I arrived at E-CO 169th ENG BN it was to be the first day of many new experiences and challenges. On the day that I arrived to E-CO as an AIT PSG I was not quite qualified yet to run an
Sergeants of Marines are considered the backbone of the Corps, but a steady rise of fearful NCO’s, is now a common trend. Not ones that fear the terrors of war, violence, or bloodshed, but Marines that fear the pen on a piece of paper, both in combat as well as in Garrison. These are Sergeants that wait for the answer and accept what their being told without debate as opposed to taking split second moves that could be the lifesaving moments needed for their team in a real world scenario. The first step to correcting this problem is at the NCO level. Decisiveness is a leadership trait that is detrimental to the noncommissioned officers reputation within the Marine Corps. By encouraging outside the box thinking and making decisions with full confidence, Marines gain what is needed to ultimately decide when it matters, and most importantly influence junior marines by reinforcing this leadership trait.
In conclusion, the ability for sailors to better their career has been taken out of their hands, and relies too much on external entities. Advancement is not based on one’s abilities to excel at his or her job, but by hoping they earn more money for the commands Navy Day Ball, they must have faith that the standardized test will cover their job field, and that the writing ability of their superiors is good enough to keep them competitive. Once these aspects under the advancement criteria are changed, the navy as a whole will start seeing more effective leaders who understands their jobs, understand their people, and more closely reflect the ideals and traits required in today’s leaders.
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 writing by SFC Earle Brigham and Jimmie Jakes Sr”). These words to 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 a NCO’s school. For most of us this is what our creed has become because we learn to narrate or recite. The military from the Army, Navy, Air Force, and Coast Guard has an overabundance of NCOs who fall under their pay grade of E-5, E-6 and etc. Yet somehow there still not enough leaders. I believe that the largest problem afflicting the military today is our lack of competent leaders, ineffective leader development, and how we influence our subordinates under us who are becoming leaders.
My leadership can expect a top tier performer who strives to be one of the most competent Non-commissioned Officer’s within the unit. I will do this by adhering to the regulations, unit sop’s and any other guidance which governs my section. I will ensure my soldiers do the same, holding them to strict but attainable standards and expecting nothing less. I will teach, coach, counsel, and mentor these soldiers-teaching them what a leader is and grooming them to be leaders also.
... to be the backbone of the Army unless I am willing and able, to do what is right at all times. I must be the standard-bearer. I must be beyond reproach. I must, at all times, conduct myself so as to bring credit upon the corps, the military service, and my country, regardless of the situation in which I find myself. I have recited a creed daily that embodies what makes an NCO. I have lived by that creed and always placed the needs of my soldiers above my own. I have sacrificed in times when I should not have. I have made sure those around me are better off than myself whenever I was able. What I mean with these hollow words, what I hope rings true from the message I am trying to convey, is that I have LIVED with integrity. I have EMBODIED integrity, even when it meant it would harm me; because no one is more professional than I.
In the United States Army, there are two categories of rank structure, the enlisted corps and the commissioned corps. The enlisted corps within itself contains leaders, who are referred to as Noncommissioned Officers, or NCOs. These individuals, whose ranks range from Sergeant to Sergeant Major, are responsible implementing the guidance and command policies provided by the Commissioned Officers and commanders in their units. NCOs are also responsible for the welfare and training of junior personnel. The US Army provides regulations and manuals with step by step guidance for the most trivial of tasks, but it fails to spell out specific and concrete information on how to be an NCO. There are publications, such as “The Creed of the Noncommissioned Officer” and regulations on leadership, but they lack specificity and objective instruction for how to accomplish the aforementioned responsibilities of an NCO. The knowledge and skills of an NCO are instead acquired through training and experience, the products of which are NCOs of varying quality. A good NCO is one who knows and fulfills the written laws and regulations of Army doctrine, has the character of a good soldier and leader, and is able to strike a balance between written law and doing what is right even if the two seem to contradict one another.
The Army spends a great deal of time making followers into leaders and leaders into followers by utilizing several levels of training throughout their military career. This training allows a Soldier to perfect the knowledge and skills required to be an effective leader in every aspect of their job. ...
In the NAVY, initially our technical rate training utilized more of the Behaviorist learning theory. As learners our teachers were focused on changing our behaviors and modifying them from the civilian way of thinking to building a solid military foundation from which to build upon. It was John B. Watson an American psychologist who codified and publicized behaviorism that said, "Give me a dozen healthy infants, well-formed, and my own specified world to bring them up in and I 'll guarantee to take any one at random and train him to become any type of specialist I might select - doctor, lawyer, artist, merchant-chief and, yes, even beggar-man and thief, regardless of his talents, penchants, tendencies, abilities, vocations and the race of his ancestors” (Mcleod, S. 2008). This is exactly what was taking in place in boot camp, we were those infants. After mastering those basic skills and learning from all the trial and errors we transitioned into the progressive learning philosophy. The Progressive philosophy enabled us to pass on the knowledge learned from all our trial and errors to others. We started solving problems, as our equipment broke down we started trouble shooting and repairing the equipment ensuring our submarine was able to stay underway and complete the mission. With the downsizing of our military our leaders were constantly looking for new ways to do our jobs with fewer personnel more ...