More handpicked essays just for you.
Change management theories, techniques and leadership
An essay on change management
Change management theories, techniques and leadership
Don’t take our word for it - see why 10 million students trust us with their essay needs.
INTRODUCTION
The Armed Forces of the Philippines Transformation Roadmap (AFPTR) is an important part of our plan to meet our aspiration to become a world class armed forces. We look to build a strong military, to be fully mission effective, professional, credibly equipped and highly responsive to the technological, doctrine and sociological changes. I believe we can achieve our vision to become a world class armed forces that is a source of national pride by 2028. The AFP can reach these goals, by first, adherence to the three components of the transformation roadmap, second, through the strong support of the stakeholders and third, commitment of the leadership.
COMPONENTS OF THE TRANSFORMATION ROADMAP
The AFPTR is based on the Performance Governance System (PGS) which is an adaptation of Harvard’s Balanced Scorecard framework into local circumstances of the Philippines. The AFP instituted reforms based on the principles of good governance and performance excellence. AFPTR has three key components, first, Charter Statement, which sets and defines the strategic direction to pursue. Second, Strategy Map which outlines the strategic objectives and defines the interrelationship among these objectives. Third, Governance Scorecard to ensure that the strategic objectives are achieved and the 2028 vision is realized. (OJ5, 2014) The AFP has set up three base camps along the way that must be achieved to get closer to the 2028 vision. By the end of 2016, fully mission capable AFP. By 2022, a strong and sustainable armed forces in the pacific region. The end-goal for 2028 is to become a world-class armed forces.
In mission capable AFP, the plan is to develop and enhance our human resource, but one source of skepticism, is the mission capa...
... middle of paper ...
...ome a world-class armed forces by 2008 , although audacious and ambitious is achievable, through proper implementation or execution of AFPTR, dedicated commitment of the leadership and strong support from various stakeholders. This governance framework will integrate and harmonize the different programs and activities of the AFP. With IPSP open to the public, it signify the AFP’s intent to draw on the support of the wide spectrum of stakeholders. The paradigm shift in relation to IPSP of winning the peace rather than simply defeating the enemy will culminate to security, development and progress.
References
(2010). Retrieved from www.scribd.com/doc/46302366/AFP-Internal-Peace-and-Security-Plan-IPSP-BAYANIHAN.
Mallari, M. J. (2013, July 12). IPSP"BAYANIHAN" A FAILURE, ADMITS AFP CHIEF. THE DAILY TRIBUNE.
OJ5. (2014). AFP Strategic Road Map. Quezon City.
Mission command is the commander's use of authority and direction to empower adaptive leaders in the conduct of unified land operations. It helps subordinates exercise disciplined initiative when operating within their commander’s intent. To facilitate effective mission command, commanders must accomplish four consecutive stages of the operations process. They must thoroughly understand the problem, visualize a solution that achieves a desired end state, and then accurately describe this visualization in order to direct the organization. Commanders continually lead and assess their organizations and provide input and influence to their subordinates and staff.
The optimal scenario of the AHA would be to have a differentiated workforce that would consist of identifying "A" players and "A" positions throughout the organization where wealth or value is created to contribute to the bottom line of generating the billion-dollar goal by 2010 and placing those players in all positions throughout the organization. However, the reality is that the best action for the AHA due to budgetary and time constraints is to make strategic investments in the workforce that will have high impact and drive desired results by putting the right people in the right places and not the right people everywhere. The AHA did this by creating a new talent framework driven by eight operational goals to help build the foundation for how they will identify their "A" players and positions for strategic investment. The objecti...
Shalikashvili, J.M. (n.d.). Shape, Respond, Prepare Now -- A Military Strategy for a New Era. National Military Strategy. Retrieved September 14, 2004, from http://www.dtic.mil/jcs/nms/index.html#Top
In today’s operational environments, the U.S. Army is facing a range of problems and mission sets that are arguably more complex than previously encountered. Forces face an array of demands that encompass geo-political, social, cultural, and military factors that interact in unpredictable ways. The inherent complexity of today’s operations has underscored the need for the Army to expand beyond its traditional approach to operational planning. In March 2010 in FM 5-0: The Operations
In past instances the ability to control forces outside of territorial borders has been difficult, and can still be a challenge at times. Getting information to where it is needed when it is needed was just as much of a problem in the 1990’s as well, but with the advent of technologies such as the satellite phone and the global positioning system, directing the military outside of The States had become easier than ever before. Forward power projection is the control of military forces outside of its territory, and during the Operation Desert Shield and Storm this was effectively displaye...
However, development starts day one with training. Therefore, the Soldiers have to be experts who have assumed the character and identity of the profession; professionalism in Soldiers enables them to perform their duties with lots of motivation and inspiration. For example, 42A - The Human Resources (HR) Sergeant supervises, performs personnel and administrative functions in support of company, battery, and troop; detachments at division, corps, and echelons above corps must master their skill level in an effort to be a subject matter expert in their profession. The functions of Human Resource support four fundamental competencies: Man the Force (ex. Strength reporting), Provide HR Services (ex. Postal operations), Coordinate Personnel Support (ex. Morale, welfare, and Recreation), and Conduct HR Planning and Operations (ex. Planning and operations) in which a HR personnel must accomplish to support the mission. As a result, a professional Soldier should meet very high standards of a profession, for example character, competence, expertise and morality to fulfil their HR role. These standards are attained through rigorous training, development, and educating the Soldiers on how to serve the nation and the constitution as professionals. After nine years of war, which erupted from 9/11 we assess the attributes
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.
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 we transition from subjective training to objective, it is critical to understand the emphasis on training has not changed, just the language. Commander will continue to focus on battle focus training developed by long- range, short- range and near- term planning. The Sustainable Readiness Model (SRM) is the Army’s newest system for prioritizing resources for units on a 5-year cycle based on the level of readiness they must achieve. Each year of the cycle has established Personnel (P), Sustain (S) and Readiness (R) Aim Points on the Unit Status Report (USR). The SRM seeks to stabilize units in a “band of excellence,” even following their READY year, maintaining the highest readiness level instead of automatically downgrading their readiness to a C4 level regardless of whether they deployed. Guidelines in the Prepare Year (PY) found in the SRM will assist Commanders at every level on key training events they will need to focus on for that particular
On October 4, 2016 Army Chief of Staff General Mark A. Milley spoke at the Association of the United States Army (AUSA) Eisenhower Luncheon. During the speech, he discussed his vision for the future of warfare that the US Army will face. The US Army wins wars through the employment of its combat power to an operational environment using Unified Land Operations (ULO) (ADRP 3-0 2017, 3-1). The four tenets of ULO are simultaneity, depth, synchronization, and flexibility (ADRP 3-0 2017, 3-64). General Milley’s statement supports the tenets of ULO because the battlefield of the future will be so complex and different than anything seen before in history that flexibility that will be essential for victory.
The Army has transformed several times during its history. Adapting to the operational environment is a necessity for the force called upon to prosecute its adversaries. The Army must do what is necessary to protect the U.S. against all enemies, and advance the national interests of the American people. To accomplish this, anticipation of threats is crucial and victory against its adversaries is an imperative. The nation relies on the military for strategic level deterrence and expects that it will be decisive in combat operations. For the military to be successful, it is important that transformation adapt to meet these expectations by conforming to the requirements of a successful force of the future in order meet any new threats in any environment around the world.
This piece serves to describe acquired PL499 course concepts and their relevance to my project team and the West Point Leader Development System (WPLDS).... ... middle of paper ... ... Even though the external consequences of breaking trust (perhaps by not completing my interviews on time like I said I would) are not as severe as breaking trust in combat, establishing the pattern at West Point that it is acceptable to fall short on commitments when they are “not important” is a terrible habit.
Having looked at the world surrounding the IAPT scheme and introduced the specific studies we have concluded this part of the literature review. Having gained an understanding of the political and social issues that influence the research. The next paper will look into the research methods used and consider what effect these methods may have had on the outcome of the studies.
3. —. "Training Units and Developing Leaders." APD 6-22. Washington D.C.: U.S. Department of the Army, August 2012.
The most effective commanders through their leadership build cohesive teams. Mutual trust, shared understanding, and accepting prudent risk serve as just a few principles for mission command. Mutual trust is the foundation of any successful professional relationship that a commander shares with his staff and subordinates. The shared understanding of an operational environment functions, as the basis for the commander to effectively accomplish the mission. While my advice for the commander on what prudent risks to take may create more opportunities rather than accepting defeat. Incorporating the principles of mission command by building cohesive teams through mutual trust, fostering an environment of shared understanding, and accepting prudent risk will make me an effective adviser to the commander, aid the staff during the operations process, and provide an example for Soldiers to emulate.