...name of peace keeping? Annotated Bibliography: Source #1: Cook, Martin L., Dr. “Ethical Issues in Counterterrorism Warfare.” Ethical Issues in Counterterrorism Warfare. Santa Clara University, Sept. 2001. Web. 09 Mar. 2013. <http://www.scu.edu/ethics/publications/ethicalperspectives/cook.html> The author of this essay, Dr. Martin L. Cook, is an Elihu Root Professor of Military Science and a Professor of Ethics under the Department of Command, Leadership and Management at the U.S. Army War College. Under the guidance of the Office of the Deputy Chief of Staff, Operations, U.S. Army, Cook was asked to prepare this paper. Prior to his current position, Cook engaged his professional expertise at the Santa Clara University and taught under in the Department of Religious Studies. Cook’s paper first states that as a result of the recent September 11th, 2001 attacks pertaining to the Pentagon (Washington D.C) and the World Trade Center (New York City), the concept of just warfare - the moral and legal traditions of just war and its appropriate, yet effective response has vastly differed and have been challenged. Not only are they subjective to interstate war, but are also adapted to the war against...
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...need to manage the use of airspace to enable multidimensional manoeuvre—coordinating joint and coalition assets and denying adversaries. Battlespace management, in an era of uninhabited and automated systems, is becoming increasingly complex. The author argues for the development of a ‘land force air and missile defence’ (LFAMD) to enhance friendly capability and defeat conventional and asymmetrical enemy manoeuvre. Introduction T he Australian Defence Force (ADF) Future Warfighting concept asserts that ‘the challenges of complex environments reinforce our view that warfare is multi-dimensional.’ 1 In future warfare, because of the presence of both conventional and asymmetric air threats, air and missile defence will become an essential capability in enabling the land force to conduct multi-dimensional manoeuvre. Australian Army Journal • Volume III, Number 2 • page 109 Military Technology • Lieutenant Colonel Inger Lawes The Future Land Operating Concept Complex Warfighting describes the contemporary operational environment in terms of defining characteristics such as complex physical, human and informational terrain and urban environments, increased threat diversity, diffusion and lethality. These characteristics necessarily impose a broader spectrum of challenges, increase unpredictability and ultimately give rise to ambiguous and asymmetric threats, including terrorism. 2 ‘Airspace’ is the third dimension of the operational environment....
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...Running Head: Military SCM & JIT Military Supply Chain Management and Just-In-Time Lionel O. Wright Integrated Logistics Management – LGMT682 February 15, 2011 Professor Joseph Garmon [pic] TABLE OF CONTENTS Abstract ……………………………………………………………………………………. 3 Introduction …………………………………………………………………………………4 Traditional Military Supply Chains …………………………………………………………4 Military Supply Chains and the New Environment …………………………………………6 Why Move Towards Lean (JIT) Initiatives? ……………………………………………….16 What is JIT Management? ………………………………………………………………….20 Military Supply Chains since JIT ….………………………………………………………..23 Adopting an Integrated Approach …………………………………………………………..26 Conclusion…………………………………………………………………………………...31 References…………………………………………………………………………………...34 ABSTRACT According to Van Creveld, “Strategy, like politics, is said to be the art of the possible; but surely what is possible is determined not merely by numerical strengths, doctrine, intelligence, arms and tactics, but, in the first place, by the hardest facts of all: those concerning requirements, supplies available and expected, organization and administration, transportation and arteries of communication…before a commander can even start thinking of maneuvering or giving battle, of marching this way and that, of penetrating, enveloping, encircling, of annihilating or wearing down, in short of putting into practice...
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...shareholder value by achieving the fastest rate of improvement in customer satisfaction, cost, quality, process speed, and invested capital. [Lean Six Sigma Institute] http://www.army.mil/aeioo/rc/terms.htm Army rallies troops behind Lean Six Sigma program (Author: RP news wires – February 11, 2006) The Army’s growing Lean Six Sigma program has its roots in a corporate method of eliminating wasted time, money and material. Lean Six Sigma integrates two independently developed improvement tools: Lean and Six Sigma. Lean is an outgrowth of the Toyota production system, and focuses on increasing efficiency and reducing cycle time by the elimination of waste. Six Sigma was developed by Motorola beginning in the 1970s as an approach to improving quality and effectiveness through statistical control. Its roots go back more than 150 years to a Prussian mathematician who introduced the concept of the normal curve. Together, Lean and Six Sigma are powerful tools in transforming organizations, Army Materiel Command officials said. They said Lean Six Sigma enables a culture of innovation that continuously listens to customers, questions the status quo, and improves results through fact-based decisions…. http://www.sixsigmainstitute.com/news/leansixsigma/2006/02/army-rallies-troops-behind-lean-six.html Books * *NOTE: The books listed below are but a sample of materials available on this subject. A call number will be included if located at the Armor School...
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...Egyptian sovereignty by the rebels of that time. Indeed, mercenaries have transformed into private military contractors after the downfall of Soviet Union in 1991 and the characteristics of a PMC and ancient mercenaries are rather similar. However, under The Hague Convention no. 5 mercenaries are illegal organizations but the role and responsibility of private military organizations is unknown in the international law which gives them free reins to operate in a way which fulfills their greed to make abnormal profits. The operations of private military companies is controversial, their contracts with the governments and other non-state actors is discreet in nature which confines the mass media to focus on their operations. The lack of information and lack of oversight under international law makes people all around the world unaware of private military industries. The war on terror executed by the United States empowered PMCs and for profit maximization motives these organization get the job done over the cost of innocent civilian lives. Introduction: The questions below...
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...Armed Forces have been in need of structural change for over a decade. Our predecessors grappled with the brutal certainties of the Cold War – with an existential danger that was clear and present, with Soviet armies arrayed across half of Europe and the constant threat of nuclear confrontation between the superpowers. Today, Britain faces a different and more complex range of threats from a myriad of sources While the threats to the UK have changed significantly the Armed Forces have not optimally adjusted to these threats. Furthermore the MoD is ‘completely unaffordable’. On coming into power in May 2010, the Government identified a 10 year funding gap of £74 billion. Consequently the Strategic Defence and Security Review (SDSR) announced significant cuts to Defence. The MoD identified the Total Force Support (TSF) approach as the means to tackle the risks to national security despite a significantly smaller budget and much reduced manpower pool. This paper is intended to explore TSF and identify how it can be supported. i. The Armed Forces have been directed to embrace the TSF concept as the means to provide the capability required of it in spite falling manning and budgets. Full Operating Capability is to be achieved by 1 April 15. TSF is ii. TSF is a key enabler of operational capability as it allows for • Increased overall numbers on operations • Potential monetary savings • Greater use...
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...Four Fundamentals of Leadership in Combat MSG Jose A. Rosario United States Army Sergeants Major Academy Class 63 SGM Merritt, Darrick / Mr. Lemire Mike 30 August 2012 Abstract The United States Army has transformed itself into a professional entity that demands its leaders to be effective while maintaining certain skills and attributes. Though these leadership skills and attributes vary from one leader to the next, ultimately there is one common goal, accomplish the mission at hand. The Four Fundamentals of Leadership provides Army leaders the foundation needed to be successful. If applied properly, the four fundamentals can be an essential tool for any leader in garrison and in combat. Four Fundamentals of Leadership in Combat Leadership Army Leadership Defined Field Manual 6-22 (2003) defines Military Leadership as, “Influencing people by providing purpose, motivation, and direction while operating to accomplish the mission and improve the organization.” This definition is the foundation of any good leader. The task of influencing others to execute a successful and effective mission can be infinitely more complicated than one would imagine. The act of war alone is complicated and often can be confusing to the young and inexperienced Soldier. With this knowledge, it is the responsibility of military leaders to provide Soldiers with those key factors mentioned above; purpose, motivation, and direction connect directly to the four fundamentals of leadership...
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...Provide an understanding of how the Allies were able to successfully deceive the enemy, what methods worked and how they were able to close loose ends without enemy knowledge. . Operation Fortitude Lessons Learned Sun Tzu knew early on that “all warfare is based on deception (Giles, 2000, p. 3).” So it should come as no surprise that military deception is and will always play a decisive role in warfare. The goal of deception is to make the enemy believe misinformation presented to keep them off balance. The purpose of this paper is to analyze the deception used by the Allies during Operation Fortitude and the lessons learned. “The enemy must not know where I intend to give battle. For if he does not know where I intend to give battle he must prepare in a great many places. And when he prepares in a great many places, those I have to fight in any one place will be few (Sun Tzu, 1963, p. 66).” .Operation Fortitude was built upon a simple concept; to present supporting intelligence and evidence to the Germans to make them believe the major landing of the Allied forces would be at Pas de Calais. Although the idea sounded simple, the actual formulation of the plan came from the Twenty Committee (XX Committee) under the British Intelligence Service. The plan itself was broken into two pieces; Operation Fortitude North and Operation Fortitude South. The XX Committee is instrumental because of their development of the Double Cross System allowed them to pass misinformation to...
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...education on the basis of something as unconnected from academic merit as age. The proponents of having students without work-ex in management schools argue on a number of planks, the prime one being the freshness of high quality talent just out of premier undergraduate schools, a claim which rests on the premise that being scholastically inclined inherently makes one a good manager. The latter view is particularly in vogue in Indian management education, especially when one considers the top rung schools like the IIMs, which pride themselves on selecting the best and brightest from the country's best undergraduate institutions like the IITs through a rigorous entrance process and subjects them to an exhaustive programme that teaches concepts in economics, business mathematics, organisation theory and even communication, convinced that after two years, they have produced thought leaders who are ready to contribute significantly to the firms they join and society as a whole. This approach is in keeping with the traditional Indian view of education, and in particular science, as instructive rather than exploratory. However, management cannot be reduced to a science, resting on a few universally valid axioms, but is instead an art of making tradeoffs between often conflicting demands. It would perhaps be more accurate to describe management as decision...
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...An Army White Paper THE PROFESSION OF ARMS I AM AN EXPERT AND I AM A PROFESSIONAL 9TH STANZA SOLDIER’S CREED CG TRADOC Approved 8 December 2010 Authority: This White Paper has been approved for distribution on 2 December 2010 by the Commanding General, Training and Doctrine Command (TRADOC), under his authority granted by the Secretary of the Army and the Chief of Staff of the Army in the Terms of Reference dated 27 October 2010 for TRADOC to execute the ‗Review of the Army Profession in an Era of Persistent Conflict.‘ Purpose: This White Paper serves to facilitate an Army-wide dialog about our Profession of Arms. It is neither definitive nor authoritative, but a starting point with which to begin discussion. It will be refined throughout calendar year 2010 based on feedback from across our professional community. All members of the profession and those who support the profession are encouraged to engage in this dialog. Distribution: Distribution is unlimited. Yet, the material in this draft is under development. It can be referenced, but not referenced or cited as official Army policy or doctrine. Feedback and Participation: Comments on this White Paper should be sent to the Center for the Army Profession and Ethic (CAPE), Combined Arms Center, TRADOC. To get engaged in this review of the Profession of Arms, visit the CAPE website at https://www.us.army.mil/suite/page/611545 and click on the Campaign link. The website will also provide links to professional forums...
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...Computers have modernized terrorism in the same way cyber terrorism revolutionized information warfare. There is no distinct definition of Cyber terrorism; however, its threat is as real as waging war but with weapons of automation. Terrorists have begun to exploit the availability of information with the malicious intent to sabotage; conversely, there are those who are not quite sure if information warfare - cyber terrorism is an actual threat. This research paper will briefly explore the history of cyber terrorism, the friend the internet has been to terrorist and how we can make the internet safer through vigilant tactics of prevention and deterrence. It will also expose the truth about cyber terrorism for the skeptic, reasons not to discount the threat, and why it is paramount their mind is changed. Information Warfare-Cyber Terrorism Did you know there were 18 cybercrime victims every second, 1058 every minute, approximately 64,000 per hour, and 1.5 million per day, that affected over 556 million people within the last year (Norton , 2012)? The internet has made it possible for terrorists to gather our public information and use it against us. As the internet matures so does the terrorist, finding ways to cripple and intimidate. The internet and terrorists have become a real hazard to the health of the cyber world. The government has implemented several organizations to help combat cyber terrorism but have not given it a clear concise definition. Skeptics...
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...The Leadership Quarterly 14 (2003) 769 – 806 Leadership theory and practice: Fostering an effective symbiosis Stephen J. Zaccaro*, Zachary N.J. Horn Department of Psychology, Center for Behavioral and Cognitive Study, George Mason University, David J. King Hall, 4400 University Drive, 3064 Fairfax, VA 22030-444, USA Accepted 12 September 2003 Abstract Leadership theory has not lived up to its promise of helping practitioners resolve the challenges and problematics that occur in organizational leadership. Many current theories and models are not contextualized, nor do the dynamic and critical issues facing leaders drive their construction. Alternatively, practitioners too often approach leadership problems using trial and error tactics derived more from anecdotes and popular fads than validated scientific data and models. Yet, while this gap between theory and research has bedeviled the leadership community for much of its history, there have been few if any systematic examinations of its causes. In this review, we have sought to highlight the particular barriers on the leadership practice and theory-building/testing constituencies, respectively, that constrain efforts to integrate them. We also offer a number of propositions and guidelines that we hope can break through these barriers and help stakeholders create a more effective leadership theory and practice symbiosis (LTPS). Finally, we have offered two cases of effective LTPS as examples and models for such integrative...
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...1. INTRODUCTION In this term paper, I will explore the notion of ‘Technology Trust’ and if it impacts Human Resource Information Systems (HRIS) implementation success. According to my research, there are many studies focusing on how an HRIS project can be initiated and implemented efficiently and effectively. However, there is not much information if ‘technology trust’ is an influential factor to reach the ultimate goal of HRIS implementation. The study Lippert and Swiercz (2005) worked to explore several propositions about the relationship between HRIS and Technology Trust and the effect of the relationship on HRIS implementation success. We know that trust is an essential component of all relationships. Research shows that trust is not only useful, but also central to understanding individual behavior in varied domains such as teamwork, risk-taking and job performance, information systems implementation, etc. (McKnight et al, 2011) Therefore, it is crucial to explore if the notion of “technology trust” helps explain why there are HRIS implementation failures and explain how to integrate the HRIS implementation process since it is proven that most organizations deploy less than 25% of the functionality of HRIS (Boroughs et al, 2008). Browne and Roguch (2001) stated that “despite the good faith efforts by organizations, analysts, and users, majority of systems are abandoned before completion or fail to meet user requirements.” The recent reports explain reasons the...
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...University Of Texas at Dallas : BPS 6310 - MBC | Strategic Control & Organizational Design – Second Operating System | Bolting in a Hurdles Race | | | Executive Summary Every organization has a structure in place that defines the hierarchy and workflow in it. The organizational structure for a company is usually defined keeping business environment and vision in focus. The challenge arises when a company makes a transition to a new business model keeping in view the long term sustainability. The paper explains that there are primarily five major categories of organizational structures, out of which almost all the time one is adopted by a company. We cannot ignore the fact that traditional organizational structures manage the daily activities of running a company well. But with the business getting more and more dynamic, the challenge for a company lies in being flexible and innovative with these conventional structures in place. In this paper we drew inspiration from the award-winning article “Accelerate!” in Harvard Business Review, from global leadership expert John Kotter and came to the conclusion that the existing structures and processed that form the organizations - ” Operating System” need additional elements to overcome the challenges produced by mounting complexity. The solution lies in the implementing a second Operating System with a focus on continuous redefinition of strategy to keep up with market changes. The approach to have second structure...
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...The Army is the primary landpower arm of our Nation’s Armed Forces. It exists to serve the American people, protect enduring national interests, and fulfill the Nation’s military responsibilities. FM 1 is one of the Army’s two capstone field manuals. It contains our vision for the Army. While the entire manual is important, I would direct your attention to four particular items. FM 1 establishes the fundamental principles for employing landpower. The most important of these are the Army’s operational concept and the fundamentals that support it. They form the foundation for all Army doctrine. All Soldiers should understand and internalize them. FM 1 describes the American profession of arms, the Army’s place in it, and what it means to be a professional Soldier. Central to this discussion are the Soldier’s Creed, Warrior Ethos, and Army Values. These three statements establish the guiding values and standards of the Army profession. To understand Soldiers, you must know about them. To be a Soldier, you must live them. FM 1 discusses Army contributions to the joint force. As the Armed Forces achieve even greater joint interdependence, the Army will depend more on the other Services and vice versa. For this reason, the Army is currently transforming its units and institutions to enhance our campaign qualities for sustained operations and to achieve greater expeditionary and joint capabilities. It is important for Soldiers and all who support or are associated with the Army to understand...
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