...Week 4 chain of command Nancy Folley Chamberlain College of Nursing Introduction Information passes up the chain of command and orders and commands are passed down the chain of command ("Chain," 2003). As the Proverb says a chain is only as strong as its weakest link. If the wrong or ill-informed information is sent up the command chain then the decision at the top will be ill advised and the commands down the chain potentially disastrous. Individual soldiers in the field The soldier serves America, his fellow citizens and protects our way of life ("global," n.d.). Enlisted officers promise to obey the President and the Officers appointed over them ("global," n.d.). The Officer appointed over the soldier is responsible for their actions as long as they are following commands. They are to have blind faith in their leaders to guide and direct them with the goal of accomplishing their mission and keeping them safe as possible. Battalion A battalion is manmade up of four to six companies approximately 1000 soldiers. They are capable of independent operations of limited duration and scope they are usually under the command of a lieutenant colonel ("Army," n.d.). Battalion commanders answer to their division commanders. Division A Division may have up to 15,000 soldiers. It is usually commanded by a major general. They are assigned missions based on their structures they can conduct sustained battles ("Army," n.d.). They get their orders from the commander...
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...United States Army Organizational Behavior and Communication Brian Joseph Stevens COM/530 July 8, 2010 Sandra Payne, Master of Business Administration (MBA) United States Army Organizational Behavior and Communication The United States Army has a strong, complex, and unique organizational culture with espoused values, behaviors, and organizational communication. The United States Army culture requires constant realignment with enacted values created to deal with the turbulent and ever-changing environment of war. The United States Army culture is almost a society in itself and members are influenced by heavy emphasis on collectivism, hierarchy, discipline, and control (Soeters, Winslow, Weibull, 2003). The culture of the United States Army is strong, which allows it to be a successful organization however some shifts in culture may allow it to be even more effective. Culture The United States Army culture is a combination of in-group collectivism, high-performance orientation, institutional collectivism, assertiveness, and power distance. In-group collectivism is akin to team orientation with individuals that convey loyalty and pride to their unit or team. . The “can do” attitude like high-performance orientation emphasizing results with a sense of urgency at the loss of being soldier oriented. “The Army inoculates this assumption with its Warrior Ethos that begins with the tenet; I will always place the mission first” (Gerras, Wong, Allen, 2008, p...
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...Officer and Noncommissioned Officer Relationship MSG Terwan Crawley United States Army Sergeants Major Academy Class 63 SGM Johnny Williams March 29, 2013 Abstract The disparity between officers and non-commissioned officers (NCO) in the military still prevails on the social and professional levels. The major issue of the relationship between these groups of men is considered an issue of class structure which is attributed to the differences in the educational levels between them. NCOs are treated in the same manner as a low category enlisted men and as such do not serve as a bridge between the enlisted men and officers. This wide social gap tends to make the learning process imprudent and ineffective. Many of the NCOs usually complained about the unwillingness of officers, or even unfortunate, of a senior NCO to listen to them. In the United States and other Western forces, the non-commissioned officer corps bridges it with a professional NCO corps critically essential for the American military’s training programs to work at its best as the primary trainers in a professional army, and to the enlisted men’s sense camaraderie. Commissioned officers and NCOs share the same goal, which is to accomplish their unit’s mission, and it is apparent that their responsibilities are associated and must be shared. The ability of commissioned and warrant officers to work together with the NCOs is an important aspect of effective leadership; and to enhance this effective working...
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...Overview The prevention of sexual harassment is a commander’s responsibility. The EOA plays a pivotal role by assisting the commander with policy awareness, training, command climate assessments, complaints processing and overall advisory assistance concerning the prevention of sexual harassment. 7–2. Chain of command responsibilities Commanders and supervisors will— a. Ensure that assigned personnel (to include RC personnel under their jurisdiction) are familiar with the Army policy on sexual harassment. b. Publish and post written command policy statements for the prevention of sexual harassment. All statements will be consistent with Army policy. They will include the local command’s commitment to the Army’s policy against sexual harassment and will reaffirm that sexual harassment will not be tolerated. The statement will explain how and where to file complaints and will state that all complainants will be protected from acts or threats of reprisal. Each ACOM/ASCC/DRU, installation, separate unit, agency, and activity down to company, troop or battery level will publish a sexual harassment command policy statement. Units should coordinate these policy statements with the servicing staff judge advocate or legal advisor before publishing them. c. Continually assess and be aware of the climate of command regarding sexual harassment. Identify problems or potential problems. Take prompt, decisive action to investigate all complaints of sexual harassment. Either resolve...
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...Army Regulation 600–20 Personnel–General Army Command Policy Headquarters Department of the Army Washington, DC 6 November 2014 UNCLASSIFIED SUMMARY of CHANGE AR 600–20 Army Command Policy This administrative revision, dated 6 November 2014-o Updates Equal Opportunity Policy (paras 6-2c(8)(c) and 6-2c(8)(f)). This administrative revision, dated 30 October 2014o Updates summary of change bullet (para 2-8b). o Makes administrative changes (throughout). This rapid action revision, dated 22 October 2014-o Updates purpose (para 1-1). o Updates responsibilities for the ready and resilient campaign (paras 1-4a-d). o Directs readers to the Army Publishing Directorate’s “notes” page on AR 60020 for additional guidance on the Army Sexual Harassment/Assault Response and Prevention Program (para 1-4e(6)). o Clarifies the groups of personnel who must be informed of the Army’s accommodation of religious practices policies (para 1-4f). o Adds the categories “senior field grade officers,” “senior field grade warrant officers,” ”field grade warrant officers,” “company grade warrant officers,” “enlisted noncommissioned officers,” and “junior enlisted Soldiers” (table 1-1). o Adds policy that the senior commander is normally, but not always, the senior general officer at an installation (para 2-5b(4)(a)). o Adds policy for command responsibility for the Total Army Sponsorship Program (paras 2-5b(4)(a)16 and 2-5b(4)(c)8)...
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...Respect, especially in the Army is a very important value to live by. It is much more than just talking kindly and listening to someone. It is the process of taking into consideration someone’s emotions, feelings and needs. You must also focus on their ideas, thoughts, and preferences. It is showing someone that you value their time; that you care what they have to say. Showing someone respect allows that person to know and acknowledge that you are tracking them and that you comprehend and believe in what they are saying, It is important to allow someone to feel your respect for them. It will ease the conversation and create trust. Behavior and attitude will allow the person demanding respect to feel that respect. When we respect each other, there are fewer conflicts. People get along easier and avoid the un-necessary drama associated with a lack of respect. For those of us in the military, this is very important. Respect is not only shown verbally, but also by one’s behaviors and actions. For example, if someone (be it a soldier or not) you respect asks you to do something—you should show him or her the respect they are asking for and do what they say. Don’t argue, just do it. In the Army this often comes into play on a daily basis. If someone you respect asks you to do something, you should do it immediately and without hesitation. You should do it quickly. For instance, if someone asks you to go knock out twenty-five pushups, mountain-climbers, dips, pull-ups, crab walks...
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...Chain of Command The Army’s chain of command has been so successful since the beginning of the organization, that many businesses use the same thing. Everyone has their own responsibilities and job descriptions and in order for things to work, they have to stay within the confines of their jobs. TThe reason why organization works more effectively than the military is because of how well the chain of command organizes things. When you join the Army, drill sergeants make sure everyone knows that there is a hierarchy to be maintained. Soldiers immediately learn the different ranking structures and their own responsibilities as well as those in higher ranks. This is learned first because of its importance. The chain of command works to keep all lines of support checking one another to make sure that everyone knows what’s going on and that all soldiers are responsible for themselves. It is important to maintain the chain of command so that this order isn’t compromised. For instance, a soldier wouldn’t go to the battalion commander if he had an issue with his schedule, he would discuss these issues with his NCOIC who has been assigned the responsibility of keeping up with soldiers and making sure they are okay. Sometimes things are set from the top down and there is nothing the NCOIC can do about it. When this happens, the NCO can go up the chain to a higher NCO who can advocate for the soldiers. The commander is responsible for meeting and hearing the needs of the higher...
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...United States Army is one of many legal types of organizations of the armed forces and has been since June 1775. It is the largest and oldest of all the branches of the military and continues to dominate all threats aimed at the United States alongside the Navy, Air Force, Coast Guard, and Marines. Like many other organizations in the United States, the U.S Army has a structure of its own. From the top down, it functions as any other organization, but unlike most, every member of its team carries rank and has a chain of command to abide by. In the following I will describe and evaluate the structure and functions within the United States Army, compare it to its fellow branches, and explain its organizational design that has been the primary reason Americans have been kept free from tyranny and enjoy the freedoms taken for granted every day. Army Organizational Structure What is an organization? According to "Businessdictionary" (2012), an organization is a social unit of people, systematically structured and managed to meet a need or to pursue collective goals on a continuing basis (Organization). The United States Army has a structure that starts as high as the President of the United States down to the newest and youngest recruit soldier. Its organizational structure far exceeds that or your local neighborhood Wal-Mart, yet has far less “employees”. As of 2012, the U.S Army has a total strength of on or about 1,130,000 soldiers, that which include the Army National...
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...October 23, 2014 The United States Army Organizational Structure The United States Army is one of many legal types of organizations of the armed forces and has been since June 1775. It is the largest and oldest of all the branches of the military and continues to dominate all threats aimed at the United States alongside the Navy, Air Force, Coast Guard, and Marines. Like many other organizations in the United States, the U.S Army has a structure of its own. From the top down, it functions as any other organization, but unlike most, every member of its team carries rank and has a chain of command to abide by. In the following I will describe and evaluate the structure and functions within the United States Army, compare it to its fellow branches, and explain its organizational design that has been the primary reason Americans have been kept free from tyranny and enjoy the freedoms taken for granted every day. Army Organizational Structure What is an organization? According to "Businessdictionary" (2012), an organization is a social unit of people, systematically structured and managed to meet a need or to pursue collective goals on a continuing basis (Organization). The United States Army has a structure that starts as high as the President of the United States down to the newest and youngest recruit soldier. Its organizational structure far exceeds that or your local neighborhood Wal-Mart, yet has far less “employees”. As of 2012, the U.S Army has a total strength of on or about...
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...people on active duty, in the reserves, and in the civilian sector.1 The Department of Defense, an independent agency, operates under the jurisdiction of the federal Government. There are three departments within the Department of Defense: the Department of the Army, the Department of the Navy and the Department of the Air Force.2 The Department of the Air Force was formed on September 18, 1947 under the National Security Act of 1947. It included several different agencies and units within the United States Air Force which are broken down to the lowest division to ensure a proper chain of command exists. Prior to the National Security Act, the “Air Force” as it is known today, was then known as the Army Air Corp. The purpose of the Department is to provide homeland security and the protection of American interest abroad via the armed forces, acting on the command of the President, U.S. Congress, and the Secretary of Defense. The National Security Act of 1947 became law on 26 July 1947. The lawmakers stated their intentions in a declaration of Policy at the beginning to the act: To provide a comprehensive program for the future security of the United States; to provide three military departments: the Army, the Navy, and the Air Force; to provide for their coordination and unified direction under civilian control and to provide or the effective strategic direction and operation of the armed forces under unified control.3 Department of the Air Force...
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...there are many forms of respect. There is physical respect. Physical respect is shown through body language. The way you might move your arms and hands while talking to someone, or the way you might stand, and even your facial expressions. People have different definitions than others when it comes to respect, so when it comes to physical respect, you have to be careful on how you present yourself. In the army, when talking to an NCO, lower ranking soldiers should always stand at parade rest. This is part of the army standard. Another form of respect is mental or emotional respect. This is the way you perceive someone. Verbal respect is also a form of respect. This form is the one that is most abused. When a lower ranking soldier is speaking to an NCO, they should always be professional and respectful towards this person. And direct them with their proper title, such as sergeant, first sergeant, etc. I feel that respect should go both ways and if the soldier wants to be treated with respect by their chain of command, then the soldier should always treat their chain of command with respect as well. As I grow into my new life in the military, I am constantly learning there are different...
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...Sharp and is encouraging me to look the other way. 2. Employ applicable laws and regulations. The unit commander and the unit’s standard operating procedure will determine if the documents were mishandled. SFC Sharp recorded the destruction of the book theses pages were from but the commander and proper personnel can determine if misconduct occurred. My responsibility is to report any questionable or unsafe acts. 3. Reflect on the ethical values and their ramifications. FM 1-60 States: “The Army is a values-based organization (Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, Personal courage). It upholds principles that are grounded in the Constitution and inspire guiding values and standards for its members.” FM 1-61 builds on the value based ethics by stating: “The Army Values are the basic building blocks of a Soldier's character. They help Soldiers judge what is right or wrong in any situation.” According to FM 6-22, I am supposed to train and mentor future leaders. This incident could have put the unit’s security in jeopardy but SGT Day is more concerned with SFC Sharp getting trouble. Looking the other way would be setting a bad example for SGT Day and other Soldiers in my section....
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...Organizational Communication Information Flow The United States Army is considered by many as one of the most organized group both in terms of hierarchy and communication networks. This is based upon its traditional code of conduct that every Army unit operates at heart. Most important element in the Army is that it upholds specific chain of command without question, which can be distinguished by rank. Those who violate this primary rulebook and conduct is punished severely and, this is a common practice by the organization. Thus, the top official of the Army, as figureheads of the organization ideology, set tasks and commandeer the entire organization. Their orders trickle down to all their subordinates, which should be taken without question. Moreover, the communication flow in the United States Army runs mono-directionally. To do otherwise would be out of line of the organization’s purpose. It is for this reason that the flow of communication in the United States Army has and always been centralized. Its chain of command has always followed a centralized form of command and control. Centralization means simply as putting the decision-making authority to the top and their command cascades down to the rest of the organization. Nonetheless, the United States Army has historically integrated itself according to the changing environments. This comes from the organization Army leadership training programs. With all the change that occurs within the military and in the world...
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...Papers In resolving the ethical problem shown in the case study, you are to develop possible courses of action and the solution that best represents Army values. Keep in mind, however, that there may be several correct solutions to the problem. Arriving at a different solution does not necessarily mean that your solution is wrong. 1. Define the problem. a. What is the problem? -The basic problem is the pressure you have to be dishonest and not report the breach of security. b. Identify the ethical questions. -Should I report the incident immediately? -What is my duty? -Is my loyalty owed to SFC Sharp or the unit? -How should I proceed? 2. Know the rules: -Identify applicable laws, regulations, guidelines, and professional obligations. -You must thoroughly understand the situation and feel confident about your decision. 3. Develop and evaluate courses of action: a. Do nothing as SSG Day suggests. b. Inform the chain of command before SFC Sharp leaves. c. Inform the chain of command after SFC Sharp leaves. d. Go to SFC Sharp before he leaves and ask him how he would like to handle this problem. 4. Choose the course that best represents Army values. a. Doing nothing may violate your integrity. b. Going to the chain of command without approaching SFC Sharp shows disloyalty toward him. c. Informing the chain of command after SFC Sharp leaves may indicate your lack of personal courage and demonstrates disloyalty to SFC Sharp since he is not there to provide his...
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...Blackhearts Leadership Analysis By Eric Hong Blackhearts Leadership Analysis By Eric Hong Leadership, according to the Army doctrine, represents individuals’ ability to influence people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization (“Leadership” FM 6-22). However, the varying characteristics of individuals that the Army attracts may instill this doctrine in many different ways, leading to different representations of leadership. Some individuals choose to lead their subordinate in a stern matter, only displaying matured emotions and a “tough-loving” attitude to guide them in the right direction. Others may choose to take the laid back approach, focusing on getting the approval of his subordinates and operating in favorable ways for others. There are strengths and weaknesses to the numerous styles of leaderships that is represented in the Army, but individuals should not mistake “different” with “poor” leadership styles as it may lead to severe consequences, especially in the nature of environment that the Army operates in. How can an individual identify poor leadership? Poor leadership comes in varying forms, but essentially it is the failure of an individual to recognize and understand his subordinates. When there is a detachment of understanding and emotions from the chain of command, Espirit de Corp, motivation, cohesiveness, all the values that are essential to a successful unit, are disregarded. When...
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