Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Discipline in the army
Importance of accountability in the army
Essays on army ethics
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: Discipline in the army
The Importance of Accountability in a U.S. Army Unit
Within a Company under the Battalion level there is a necessity for accountability for every solider that is assigned to that unit. With the given chain of command to those companies there is a figure head to that company and she or she is the representation of that company. She or she governs and directions the company as well ensures the accountability for her or hers individuals assigned. Within that company we have such formations to receive information and to ensure the safety as well as the accountability of the soldiers that are assigned to that company.
When we have an insufficient or missing soldiers this falls on the company figure head and he or she has to take action in accordance
When your team is tasked to take at an enemy control point the need of that accountability is to carry out the mission and to ensure the task at hand is completed with that team of soliders. With that security of ensuring the team isn’t missing a solider or stranded away from one another , it’s almost the strongest means of confirmation especially in this situation. The failure in this task is that following example, if that solider was missing and the team was in need of that manpower the control point could not be taken due one indiviso solider missing.. That member is nowhere to be found and could be considered missing in action or captured without any trace of evidence. Team leaders again represent that commanding leadership of their troops and will have to report that to his commander and so on and so
Soliders carry very few standards in today's day and age, when the order is given you follow and act, the circumstance of immoral orders is understandable but a solider should still meet his or hers given instruction. The keys to a solider system is the policy letters and army regulations that dictate every given bit of information on army and its moral history. Within each article and sub articles the information is pertinent to the success of soldier and shares the history as well, this can provide lessons to those who instruct other soliders in
Now for the Army, it becomes an obligation more than“willingness” while you have to be willing to do it as well. Those that are unable to be accountable are the ones that jeopardize the combat readiness of any unit. Basically it is the understanding that from the bottom up. Top down and laterally everyone is going to do and is willing to do the right thing even when no one else is looking. This is practiced at your home base where everyone is assigned tasks and details not only including your own job that you are expected to do and do right but hold others accountable as well as a system of “check yourself, then check your buddy.” Doing the job correctly and ensuring others do it as well and do it safely are all part of accountability in the military as one does not have to experience combat to understand that just being in the military is inherently dangerous given the types of equipment and weapons that are used to train and deploy with. As an example any live weapons range you go to part of the safety brief is “everyone here is a range safety” meaning anyone can call a cease fire if they observe dangerous behavior or a situation regardless of rank and it can be a Colonel or a brand new private, does not matter. As such in that event everyone becomes accountable not only for the operation of the range, the mission objective to have everyone qualify but do it in a safe
In both cases that the commander’s involvement is critical arrive at the best solution usin...
This whole battalion was at a disadvantage before they left the states, given the mission of replacing the 48th Infantry brigade in south Baghdad. Unlike the usual five to six months that a unit would typically get to conduct recons and gather intel on the AO that they would be occupying, 1st battalion was to gather all they could in 6 weeks. LTC Kunk was chosen by Col Ebel to head the fight in the population centers for the reason that he thought he would be engaging and capable of communicating others. This proved to be the first major problem in the chain of command that would hinder the efficiency of operations. While at JRTC preparing for the deployment 1st platoon, Bravo company made a tactical error resulting in the capture of 9 soldiers. Even with this information Kunk had developed a plan with no input from any of his company commanders, and he wouldn't accept any kind of input or use the assets that he had at his disposal. LTC had little to no bearing communicating with his subordinates, destroying the confidence in his commanders and ruining his communication lines. If th...
LM01, Ethical Leadership. (2012). Maxwell Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC)
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. The Army currently has an ethical code embodied in the Army Values, which provides guidance to the individual and the organization. These values are universal across the Army, regardless of an individual’s personal background or religious morals.
In A Tactical Ethic, Moral Conduct in the Insurgent Battlespace, author Dick Couch addresses what he believes to be an underlying problem, most typical of small units, of wanton ethical and moral behavior partly stemming from the negative “ethical climate and moral culture” of today’s America (Couch, D., 2010, p. 15). In chapter one, he reveals what A Tactical Ethic will hope to accomplish; that is identify the current ethics of today’s military warriors, highlight what is lacking, and make suggestions about what can be done to make better the ethical behavior of those on the battlefield and in garrison. He touches on some historic anecdotes to highlight the need for high ethics amongst today’s military warriors as well as briefly mentions
...e military has different chains of command, and each branch is called something different. I will have to implement the NASW Code of Ethics by understanding that my superior can have superior as well, and in times I will have to recognize and follow their ranking system. In the end however I do have a code to follow, and I have to adapt to following the ethics, and respecting their rules as well.
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
Accountability is a subject that covers everything from knowing how many diapers are left for the baby, to knowing how many AT-4 Rocket launchers are in the Platoon, who has them, and how experienced they are with using it. If you hold yourself accountable for your actions then your superior will not have to, because you already know the proper course of action to take to correct your issue, and to present any change to them so as to keep the Unit in working condition, and the Corps able to complete its mission.
This has to be done at least 15 to 30 minutes before forming so that the team leader can report it to the Platoon Sergeant in due time and the soldier is not marked down as “FTR”. When a soldier is FTR, he is usually held accounted for with a verbal counseling or a written counseling. The purpose of this accountability formation is mission readiness; to know with how many bodies leaders are counting with for future missions and for leaders to put out important information. Communication is very, very, very important in order to have proper accountability of personnel, and equipment. For example soldiers need to communicate with leaders for effective planning of missions. Without proper communication commanders won’t know how many soldiers are available for a mission, if every soldier has a serviceable weapon, how much ammunition is available, and if every soldier has the proper gear for the mission. Without accountability lives can be
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.
ADP 6-22, Army Leadership states; “It takes personal courage to take the initiative to make something happen rather than standing by or withdrawing and hoping events will turn out well.” Executing a mission with appropriate justification for a leader’s decision-making may not always yield the intended results, but it is important to accept these failures with the intentions of using them as a training model for future
For an example, a Soldier may feel he or she cannot trust his or her male platoon leader who is dressed up as a female or perhaps, the Soldier may just feel uncomfortable being around this platoon leader. In a situation like this, a company commander will need to develop a plan of action or provide team building skills to build trust and confidence within his or her formation but these course of actions may not immediately be effective and can diminish combat
level of Precedence and standards in the formation. The roles of the non-commissioned officer is
"The core of a soldier is moral discipline. It is intertwined with the discipline of physical and mental achievement. Total discipline overcomes adversity, and physical stamina draws on an inner strength that says drive on." - Former Sergeant Major of the Army William G. Bainbridge