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Discipline of army
Professionalism within the military
The profession of arms summary
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The Army is considered a profession consisting of a group of professionals (Soldiers) who have a duty to withhold the constitution as well as a duty to the American People, our client. Soldiers must remain professional in order to keep the Army as a profession. As with any profession, if true professionalism is not shown by the professionals in that organization, it will no longer be seen as a profession outside of that organization. To see the Army as a profession you must have professional Soldiers. Soldiers, no matter what rank, are the key to our client, the American People, having a professional outlook on the Army as a whole.
Leaders are key to ensuring Soldiers have the professional appearance and attitude needed through their skills, trust, leadership, character, and duty (The Profession of Arms 2010). A Soldier’s skill is based off what has been taught by their leadership and peers. If a Soldier does not possess the skill needed to complete their mission they will not be seen as a professional to peers or onlookers, while in garrison or overseas. Leadership is not only classified for leaders themselves, but how well lower enlisted Soldiers take charge when the mission
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Leaders need to be aware of the reflections they have on their Soldiers. The Human Resource (HR) Sergeant also holds an important role in the development of Soldiers. The HR Sergeant is in charge of ensuring Soldiers records are correct to include awards, civilian and military education, military schools, and many other key pieces that may enable a Soldier to be promoted, receive awards, or receive other favorable actions. The HR Sergeant may also guide Soldiers and mentor them to assist in the professional development of the individual Soldier. This can be very beneficial to enabling a Soldier to be perceived as a professional by raising their internal belief in themselves, their superiors, and the
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
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.
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.
All soldiers, especially leaders, are highly recommended to keep a certain set of values that radiate throughout the entire U.S. Army. They are challenged to keep them near and dear to their hearts and to define and live them every day. A leader is one who takes these challenges serious and abides by
Regardless of the career you choose in your life, whether it be an accountant or a Soldier in the United States Army, someone, somewhere most likely had an influence to bring you to that decision. The Army defines leadership as the process of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improve the organization (JP, p. 1). Now imagine you are a young Private, in one of the most dangerous places in Iraq and you have constant leadership changes, and not much support from your direct leadership. I am sure at this point you can imagine, it is not the best scenario to be in. Throughout the duration of this essay you will read about Sergeant First Class Rob Gallagher and Sergeant First Class Jeff Fenlason, their leadership abilities, and the techniques they attempted to use to resolve the issues in this Platoon that was in a downward spiral after losing many leaders to the hell of war.
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.
As officers, the role and responsibility of our position is to the people we serve and the soldiers we lead. We have a responsibility for their well-being to ensure they are looked after and inspired to lead others themselves. We are their role model and guide. Additionally, stewardship is crucial to civil-military relations because it creates trust with the American people through our professional engagement. As an Army governed by Civilian Authority, it is vital to establish mutual respect and trust in order to influence national strategy and policy for the organization and resources of the
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. ...
The human factor can never be predicted or assured, only assumed at best. Character building efforts thus far only address the Army as a whole, not the individual Soldiers and Leaders who make the Army what it is today. The professional character that the Army is looking to build is a personal choice for each Soldier. Professionalism internalizes for Soldiers and Leaders at different times in life, and at different times in their careers. There is no doctrine or class that will touch every Soldier, every Leader, at any age or maturity level, and from all lifestyles .
The United States Army has a culture that everyone in the Army needs to adapt, this culture is divided in different levels some of the levels are hierarchy and professional identity. Hierarchy play an important role in the Army culture, hierarchy not only leads to order and control but also provides Soldiers with moral and contextual frames of reference. Professional identity, the Human Resources Sergeant always need to be prepared for any challenges in his Army career, need to understand the goals and ideals of the Army. The NCO creed teach us that are two basic responsibilities is the accomplishment of the mission and the welfare of our
The United States Military have a vast variety of Military Occupational Skills (MOS). Human resource (HR) has one of the most critical MOS in the United States army. Human resources sergeants has one of the most difficult tasks when dealing with Soldiers issues, and guidance. Establishing the commanders intent, to adapting and evaluating, manning the force, integrating policies that benefit the force. Human resources has to overcome professional roles and adapt to make it a profession. HR needs to excel, develop, trust, expertise, service and values that contributes to our professional skills. Manifesting different qualities into our careers, will enhance our interpretation of our profession.
The reason for writing this paper is to discuss the differences between Combat and Garrison Leadership, over the past ten years we have been in combat with Afghanistan, Iraq and other countries. Soldiers these days have adopted many techniques to overcome how the Army operates and have a clear distinction between the Army life and Garrison environment. The army today has many young Soldiers that have to step in and conduct themselves in higher ranks because the Army needs those young Soldiers ready to take on the higher challenge. Combat leadership versus Garrison Leadership both can be stressful at times, but Combat Leadership is the most stressful in my opinion.
An officer's ability to lead his or her soldiers is contingent on the officer's knowledge of his soldier's skills. The US Army Officer is a professional, providing expertise, leadership, and an example for his soldiers to follow. Every soldier is a subject matter expert, trained in a specific competency. An officer, that soldier's leader, needs to be able to employ that soldier effectively. That means understanding a soldier's skills. An Officer needs to further have the ability to train that soldier outside of the US Army Training and Doctrine Command (TRADOC) schools. This means a successful officer must become proficient in, if not an expert of, his soldier's competencies. For an average soldier, this would mean several MOS style training schools. In intelligence, a soldier can be anything from a Prophet...
Most lack the ability to differentiate between an enlisted or a commissioned soldier. To society we are all soldiers. We are all grunts. We are all war-fighters. I believe that is where it becomes the officer’s responsibility to display what they have been taught. officers should be model soldier at all times. Upholding both the Army values and the rules set forth within the regulations, while ensuring all subordinates are following the same standard. Officers should always be aware that any action taken and every word spoke will be the image that is seen by society as the “Military Standard”. It is the officer’s duty to express and display the level of professionalism expected out of the greatest fighting force in the world, the United States