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Military culture and the individual
Army sub culture
Military culture and the individual
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What is a profession? How is it defined and what is the difference between a job, and a profession? To answer these questions, a sense of understanding needs to be clear, they are not the same. A job is nine to five, go to work, go home, and repeat the next day. A profession is something that is lived, embodied, and held to a superior standard. Once this distinction is set, the examination of Human Resources Sergeants’ role within the Profession can begin. Also, a better understanding of the inherent challenges and goals that go into balancing the roles of leadership. Lastly, the important impact Army Culture has on the Profession of Arms. A profession entails expert, unique works. Beginning at the individual level and building on a set of attributes that when combined with the brothers and sisters in arms create a standard …show more content…
A balancing of roles must happen to sustain the Army with the Soldiers who are cohesive and battle ready, while representing and serving the American people. The Army Profession is multifaceted. Our role as leaders may make the difference between our Soldiers viewing themselves as professionals that serve a calling or feeling line just another government employee. We must find the middle ground that allows us to teach, lead, and instill the key attributes of our Profession to our Soldiers. Specifically, in the world of HR, this means ensuring that our subordinate Soldiers have a solid foundation in the Military-Technical Expertise for their current level as well as setting them up for success by expanding that foundation so that when ready they can move up. Leaders are the stewards that maintain the systems to train and educate Soldiers in a capacity where they are mentorship and development occur. The balance comes from ensuring that we are not losing our skills as Soldiers while developing in our
The purpose of this memorandum is to outline my view point on leadership. As a Drill Sergeant, it is my responsibility to transform civilians into well discipline, physically fit, and competent scouts. I am entrusted to uphold the Army standards, live the Army Values and Warrior Ethos, and instill Esprit de corps.
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 order to understand a profession, the Army White Paper gives us clear definitions of “The Profession of Arms” . The profession of arms. The Army is American Professional of Arms, a vacation comprised of experts certified in the ethical application of land combat power, serving under civilian authority, entrusted to defend the constitution and the rights and interests of the American people.
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 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.
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 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 service member must be trained and understand the responsibilities required before taking this position. The Army teaches in many different ways in all various aspects. The times of only being great at the job are no more; service members must be an all rounded Soldier to receive a recommendation. Soldiers must train not only themselves but their soldiers on being a soldier. The Soldier must look at the next rank and understand the responsibilities and how to implement into their leadership styles.
In “The Profession of Arms” (2010) it discusses the meaning to be a profession. As I read, somethings I agreed with and there were some things I could relate too. “A professional requires years of study and practice before they can be capable of expert work. Society depends on professionals for their health,
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.
As can be clearly seen definition of the profession consists of seven components. They are: knowledge, control over training and education, registration, selfless service, a code of ethics, sociali...
I will even pride myself in currently upholding and applying these attributes to my daily routine not only as a Soldier but when I am assisting the personnel with in my ranks. One of the references that stood out the most to me was the “Balancing Role of the Profession’s Leaders”. With an ever changing Army, “The continuous challenge for the strategic leaders of the Army since the latter decades of the 19th century when the U.S. Army was professionalized has been to keep the Army balanced (United States Army , 2010).” With this balance the Army believes that there are two areas that are relevant for balance, one being key role players.
The Army is structured to utilize knowledge as a tool to develop leaders. That is why I believe educating Soldiers is a top priority for leaders. Soldiers must be knowledgeable of regulations, policies, their work roles and jobs. How can one possibly be an ideal role model without this knowledge? Regulations lay out the guidelines on how things are done.
To be a part of the Army and truly feel the “calling”, comes with many challenges. These challenges could be: balancing the role of the professional leaders; understanding the Army professional culture; and understanding your position in the profession as human resource sergeant. PROFESSIONALS IN THE PROFESSION 3 Strategic leaders are the first half of the balancing role of the profession’s leaders. The Army must have fully capable leaders to keep the balance and every position in the military has an important role. If one part of that chain breaks or fails, it could be detrimental to our country.
“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