...Five Functions of Management within the Army Denise Witherspoon MGT 330 Jonathan Good May 7, 2012 Five Functions of Management within the Army The five functions of management within the Army are inseparable. Through lost wars and battles, Army leadership had to learn the hard way why those functions were inseparable. In this paper, I will provide a brief narrative of the Army’s organizational structure and how it applies to the five functions of management. I will also incorporate leader and motivation theories as it relates to the Army. The Army’s organizational structure can be complex to those who aren’t familiar with the military. The Army consists of numbered armies, corps, divisions, brigades, and battalions that conduct full spectrum operations around the world.” (Department of Defense 2012). Those units report to the Department of Defense through a chain of command. The units within the Army have front line managers (Troop Commanders), middle managers (Division Commanders), and top managers (Commanding Generals). These managerial levels are comprised of Army officers. The enlisted leadership is comprised of line managers and staff managers. The President is the Commander-and-Chief of the armed forces, otherwise known as the President. His top-level management team consists of the Vice-President, the Chief of Staff, and the Secretary of Defense. The Army is a mechanistic organization combined with a Professional...
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...memoPersuasive Memo To U.S. Army Human Resources Command Persuasive Memo To U.S. Army Human Resources Command Juan Fiqueroa TUI University Persuasive Memo To U.S. Army Human Resources Command To: Gina S. Farrisse, Mayor General, From: juan Fiqueroa, Sergeant Date: May 02, 2011 Subject: Enlisted Promotion System Each year Congress passes the Defense Authorization Act, this act defines how many people is to serve on active duty. Is to my understanding that promotions to the higher grade are derived from this number, promotions from the grade of E1 to E4 are of no concern to me since they are done at company level and for the most part by time in grade under first line supervisor control. Also promotions to E7 and above I believe to be well administer since for the most part are the comparison of competing members service folders by a promotion panel and at this grade the responsibility swith from being direct like a foreman or section chief to more managerial. The promotion group that is concerning is E5 and E6 promotions. E5 and E6 promotions for the must part are fair taking in consideration factors like physical fitness scores, weapons qualification, performance on the board on military topics, military education, civilian education and military training. All of this topics with different percentage factors. The key part missing to make this a good system is an on the specific military specialty performance part on the system, and one that accounts...
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...year/month the Army has set numbers/slots to prepare for those to be promoted to withstand the readiness, determination, and loyalty that it takes to become a NCO in each Military Occupational Specialty. By joining the Corp you are set to a standard and also considered to having the knowledge to lead and train soldiers. Understand that this is not the first time the Army has changed the promotion system. Change is good! The Army needed a change and by needing a change they wanted to revamp the promotion system so that promotions would be fair to all and weed out those who are trying to promote early for other reasons. As the Army put in action a new promotion system, it has affected hundreds of junior enlisted Soldiers that are in the promotable status to become a sergeant and staff sergeant. This new promotion system guarantees to revamp the free-for-all system that initially was thought to be fair for all Soldiers. There are still the requirements of getting a total of 800 points but there are just different stipulations that are adjusted. For the revamp of the system it is to focus on the proficiency and to make sure ensures the there is fairness throughout the ranks. The stipulations that are encountered are the proceeding of the unit’s board, correspondence courses, military and civilian education, and military training (Steiner, 2011). Before getting into the stipulations there has to be a clarification on what is granted for each promotion rank. ...
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...PRACTICE & PROBLEMS OF HUMAN RESOURCE DEPARTMENT OF BANGLADESH ARMY INTRODUCTION 1. Human beings are the most important resources in an organization. A firm’s / organization’s success depends on the capabilities of its members. Most problems, challenges, opportunities and frustrations in an organization are people related. Human Resource Management is one of the toughest duties of a manager or leader since humans differ in terms of attitudes, values, aspirations, motivations, assumptions, psychology, and life goals. Looking at today’s competitive world, managerial level staff will require more conceptual and strategic skills. Managers have to be proactive, able to anticipate technological developments and prepare their staff for whatever technological changes that might take place. This will be a successful task only when the HRM itself is fully aware of those changes and has the means to deal with them. HR managers have a number of roles to fulfill. They are the guardians of the manpower- the key assets of the organizations. They are also counselor and protector of employees and directly responsible for their effectiveness in the organization. They need to do their jobs in keeping with the existing laws, rules and regulations of the organization, and promote harmony at the workplace. This has direct bearing in a healthier and more attractive work environment. The success or failure of HR depends also on the top management’s recognition of the importance of HRM, and...
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...paper is to acquaint the readers with an ethical issue with NCOERs that I came across while serving as a First Sergeant. I was appalled to learn that leaders and raters are writing inaccurate and irrelevant NCOERs and making them less effective, because NCOs are not applying themselves. NCOs expect to be evaluated fairly, objectively, and want to be receiving an NCOER that will allow them to excel for further promotion and assignments. An NCO wants to have the faith that their rater is competent enough to give them a proper rating, good or bad, on their performance. The visual information career field is small and highly competitive to reach the ranks of Sergeant First Class to Sergeant Major, so accurate NCOERs are crucial to compete. An area of concern on ethical behavior was found on NCOERs coming from the Defense Information School instructors. NCOs had received bullets that were exactly the same and in the same blocks of evaluation, causing the value of their NCOERs to be devalued and possibly causing Staff Sergeants to fall behind their peers for promotion. The inaccurate and irrelevant NCOER Ever since I was a young Sergeant, I learned that the Noncommissioned Officer Evaluation Report, NCOER is a crucial document to show and justify what you have learned and accomplished during that rating period. In recent years as I have become a senior noncommissioned officer and been able to review many NCOERs, I have seen a pattern for NCOs in the Visual Information career...
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...|Aspects |ONE Bank Ltd [OBL] |Trust Bank Ltd [TBL] | |Physical design: Both are third generation Bank, operating in Bangladesh for more than 14 years. | |OBL’s head office is located at Kawran Bazar. It has 73 branches |TBL’s head office is located at Kawran Bazar and 88 branches including service| |including service centers are at different places of the country.|centers are at different places of the country. Out of 88 branches, 13 | |All branches are located at commercial viable places. |branches are cantonment based considering Bank’s intention towards servicing | | |defense officers. | |Both Banks do not have sufficient parking lot for all branches in its premises. Thus, customers and employees share parking lot or park on the | |roadside. | |Both Banks office and branches are well decorated. However, TBL’s branches are more spacious than OBL, which helps TBL in some areas to attract | |more retail customers. | |Based on the above,...
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...leader as less effective than expected. From what my team had previously experienced before taking over as an administrator can clearly show that young leaders’ focus on leadership success rather than effectiveness. Besides being in the army over ten years my current position as an administrator allows me to serve in a capacity as a leader over 300 workers, which includes competent and incompetent workers therefore my experience can serve as a base for my agreement. The three sources from the public sphere that indicate that young public leaders are usually less effective because they have so little experience are: the United States Department of Defense Instruction No. 1320.14 (Powers 2012), which requires all Unites States military officers to meet the time in grade before any promotion consideration to the next grade can be made. Second is the US Army Regulation: AR 135 – 155 (US Army). This regulation supports the objectives of the Army’s officer promotion system that provides for career progression based on recognition of an officer’s potential to serve in positions of increased responsibility. And the third is United Nations Administrative Instruction on: Regular Promotion page 6, paragraphs 13-14. The primary criteria for regular promotion are achievement of...
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...The issue of toxic leadership throughout the Army is very real and extremely important. LTG Ulmer’s paper addresses regular Army leaders in general, however this problem also exists in Special Operations community and is harder to combat and identify. This is largely due to the fact that Special Forces (SF) leader, specifically SF officer, posses all the traits that LTG Ulmer identifies as possible toxic leader traits and indicators. For example, LTG Ulmer mentions that most of Army’s toxic leaders are energetic, “go getters”, know how to meet their superior’s intent, career driven, and short-term goal oriented. Those qualities describe not just an average, but also a good SF leader. Special Forces officers are energetic, because they love their job, just like every Special...
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...prepare our armed forces for war and advise civilian authorities on the application of force to achieve the aims of policy. The argument that follows consists of three elements. First, generals have a responsibility to society to provide policymakers with a correct estimate of strategic probabilities. Second, America’s generals in Vietnam and Iraq failed to perform this responsibility. Third, remedying the crisis in American generalship requires the intervention of Congress. THE RESPONSIBILITIES OF GENERALSHIP Armies do not fight wars; nations fight wars. War is not a military activity conducted by soldiers, but rather a social activity that involves entire nations. Prussian military theorist Carl von Clausewitz noted that passion, probability and policy each play their role in war. Any understanding of war that ignores one of these elements is fundamentally flawed. The passion of the people is necessary to endure the sacrifices inherent in war. Regardless of the system of government, the people supply the blood and treasure required to prosecute war. The statesman must stir these passions to a level commensurate with the popular sacrifices required. When the ends of policy are small, the statesman can prosecute a conflict...
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...Enlisted Distribution and Assignment System The Enlisted Distribution and Assignment System (EDAS) is a one-stop-shop for commanders and assignment managers to communicate the availability of assignments and unit strength projections throughout the Army. According to the United States Army Human Resources Command (HRC), “EDAS is a real time, interactive automated system that supports the management of the enlisted force” (2009, p. 3). EDAS is vital to managing nearly 400,000 enlisted personnel around the world. Based on an average three year assignment, that equates to over 100,000 assignments that are processed through EDAS annually. Characteristics of the Users of the System There are a select few number of individuals within any organization...
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...Army Selection Board System (ASBS) with external users Charles Eaton Submitted to: Professor Withrow SE571 Principles of Information Security and Privacy Keller Graduate School of Management Submitted: July 25, 2011 Executive Summary To be completed once analysis and recommendations are completed Company Overview The United States Army Human Resources Command (AHRC) is comprised of many directorates that are data consumers. The command is broken down in areas of responsibility, the responsible directorate for the transmission of secure prospect information is the G6, this is the technology directorate, and this directorate has established an Information Assurance (IA) reasonable for the safe and secure and safe transmission of Personally Identifiable Information (PII) over the internet. Problem Statement The Army Selection Board system (ASBS) is the system the AHRC uses to conduct promotion, command, school, and other miscellaneous selection boards. The system allows the internal and external users to prepare, scrub, and accept the Official Military Personnel File in preparation for a selection board, as well as conducting the voting and during board operations. The timely and accurate board proceedings are the primary key to this application, the ASBS uses external users not a part of the AHRC team. The user’s are located around the globe and will be accessing the network in various means that are available to them. This secure transmission will need...
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...Effective Army Counseling INITIAL COUNSELING OF: COUNSELOR: This initial counseling is to inform you of expected performance standards, expectations, initiatives and professional development. Alcohol Consumption- Having the ability to drink alcohol comes with great responsibility. Always drink in moderation and know your limit. Have a plan before you venture to a friend’s house, bar or nightclub for a good night of fun and drinking. If for any reason you think your plan is starting to fail…call myself or any other sober person to help you out.____ Primary Job Description – As a 25B, you install, operate, and perform unit maintenance on multi-functional/multi-user information processing systems and peripheral equipment and auxiliary devices. Perform input/ output data control and bulk data storage operations. Transfer data between information processing equipment and systems. Troubleshoot automation equipment and systems to the degree required for isolation of malfunctions to specific hardware or soft ware. Configure information processing equipment into required operating configurations. Perform senior operator and system administrator duties and unit level maintenance functions on assigned computer systems. Compile production report data and quality control information. Assist less experienced soldiers in the installation, operation, and maintenance of information processing equipment. Troubleshoot software using established debugging procedures. ___ Accountability...
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...management foundations having been established the Army may not exist as we know and understand it today. Leaders must not only understand these theories but know themselves, their responsibility and their soldiers to fully incorporate these theories while evolving with the times and changes in the working environment. Our reading material states that in the late 1800”s “Henri Foyal was one on the most influential contributors to modern concepts of management, having proposed that there are five primary functions of management: (1) planning, (2) organizing, (3) commanding, (4) coordinating, and (5) controlling” (Carpenter, Bauer & Erdogan, 2013, p. 68). This is also relative to the P-O-L-C framework which has survived the test of time and is used in business 125 years later. This basis is the foundation for running a successful profitable business. With that being said, managers must take this model and use it with innovation and creativity. The P-O-L-C does not only have success in the civilian business world but also in the military. I have now served for a total of 25 years and have been promoted to the rank of Master Sergeant/1st Sergeant. This is the same rank; the title just has different responsibilities. Growing up in the military and advancing through each rank I had to prove myself to the leadership that I could plan, organize, lead and control those that I would be responsible for. If you want to be successful in the Army, you should always try to understand and master...
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...manning guidance, and prior shortages of officers in the Reserves, The operating strength deviation is at a negative. This means there are more spaces than officers. There are several steps to consider when working with your S1 to decrease the underlap to as little as possible. First, Commanders must have a basic understanding of Force Structure Allowance (FSA) which is the sum of authorized spaces contained in MTOE units and TDA organizations, guided from the Army Manning Guidance by HQDA.2 (officer accession flow) . Operating Strength (OS) refers to those soldiers available to fill spaces in MTOE units and TDA organizations. The size of OS is affected by variations in total year end strength (ES) and total TTHS at the time. OSdeviation is the difference between OS and FSA and it will provide commanders with measurement of how much faces (OS) deviates from spaces (FSA) at any given time. Changes to either one affcets the OPsd at any time. The Office of Personnel Management Systems (OPMS) looks at needs of the Army and needs of officer corp and attempts to balance each year. FMSWeb. FMSWeb is key in how S1 accesses vacancies in the command for example. FMSWeb gets its info from TAADS. Unit strength based off PMAD (personnel Management Authorization Document) which is updated by TAADs. PMAD is what HRC uses to manage any shortfalls and to distribute personnel to open vacanicies. 1 S1 is responsible to place strength required transactions in eMILPO which then...
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...the text, Brickley (2009), refers to organizational architecture as being three legs of a company: assignments of decision rights, 2) methods of rewarding individuals, and 3) the structure of systems to evaluate the performance of both individuals and business units. Organizational architecture is the framework of company departments such as managerial chain of command, the duty description and responsibility of each position. Corporate culture includes the ways work and authority are organized, the way people are rewarded and controlled for their work, as well as taboos, customers, heroes, slogans, and social rituals. The three elements of architecture help form the existence of how a culture is developed. A prime example is Merrill Lynch. Merrill is a well know investment company that manages the portfolio of investors. It suggested to its client to buy Info Space though, internally, analyst knew the stock had tanked in price. They were never upfront about selling the stock. Their ethical violations caused shockwaves in the investment community forcing other to ensure measures were in place to prevent a disaster. Merrill Lynch had developed a culture of deceit and mistrust amongst it clients. It would seem to me the Merrill Lynch lacked the leg of the architecture; the structure of systems to evaluate the performance of both individuals and business units, which created this type of culture. 2. (10 pts.) Billy Riggan is in charge of all technical developments at Always Round...
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