...new office. According to Plan for Operationally Responsive Space, Operationally Responsive Space (ORS) is defined as guaranteed space power concentrated on time satisfaction of Joint Force Commanders’ needs. Its reflects ORS as a subdivision of space actions intended to satisfy Joint Force Commanders’ (JFCs’) requirements, while also preserving the capability to address other users’ requests, for refining the receptiveness of space capabilities to meet national security requirements ("Plan For operationally," 2007). The ORS initiative will develop chances for integration and operational efficiencies desired to ensure affordable admission to the space-based capabilities that are relevant to fill the range with U.S diplomatic, information, military, and economics needs. According to Kirtland Air Force Base, article wrote by Sheila Rupp, Many government groups and agencies, to embrace all the military agencies, have been functioning together on the ORS effort," Dr. Sega emphasis. "The official stand-up of the joint ORS Office will be a significant step for the future of ORS, providing a significant link in coordinating the cooperative, joint determinations throughout DOD and the national security space area"(Rupp, 2007). After defining the background for Operationally Responsive Space, I going to research and defines what is Operationally Responsive Space, Why is the lack of effective ORS a problem for military, space operations and what is the...
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...Leadership, Management and Command: The Officer’s trinity.[1] W B Howieson & H Kahn The acts of leading, managing and commanding (based on either philosophy or practice) have had to adapt throughout the history of the Royal Air Force, in concert with changing environments; these acts will have to change again in the 21st century and will require new skills, new attitudes and differing perspectives of the Officer’s trinity. INTRODUCTION There is a plethora of literature on leadership, management and command. In the civilian (business) market, there are – literally – thousands of books on leadership; management; and leadership and management as a ‘dual’ concept. However, there are no books in the business market on what the military call ‘command’.[i] In contrast, in the military domain, there are an equal amount of books on leadership; command; and leadership and command together. However, very little has been written – to date – about military management; this represents a very serious limitation. New business practices and performance management systems now require capable senior managers and leaders and private sector organizations have found clear strategic benefit in providing a structured approach to the developmental needs of senior executives. Although it is recognized that leadership, management and command are closely related (especially in the military environment), comparatively little has been written on the nature and practice...
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...Reflection Paper This reflection paper describes three large sections of the author trying to convey. These three parts are Strategic Management from the writer’s point of views, Strategic Management from the participants or students’ perspectives in class discussions and application Strategic Management in everyday life, especially in the military context. 1. Strategic Management from My Point of Views Before implementing a selected strategy from several alternatives, we should carefully analyze and consider the selected strategy. Strategy analysis can take a longer time before coming to the decision-making process. The intention is that an organization will be on the effective condition and position in attempting created goals and objectives in various influences from internal as well as external factors. Sometimes internal and external factors change the level of intensity and urgency in conducting certain kinds of strategic decisions completely. The orientation of such specific strategies based on various assumptions is related to the assumption which has been used by the planner, in this case, a manager or leader in an organization to produce a decisive strategy. Managers or leaders have to fully aware that all consequences from the implementation of the strategy are being measured and estimated appropriately. After an organization formulating their strategy, then the working units in the organization can set some technical ways in conducting the strategy. The next step...
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...In 1939, under the direction of Adolf Hitler, Admiral Erich Raeder, the German Naval Commander in Chief, deployed naval and air forces of the “Kreigsmarine” and “Luftwaffe” to engage the United States and her Allied forces over the Atlantic Ocean. The Battle of the Atlantic served as the “longest, largest, and most complex” naval battle in history, resulting in 3,500 Allied merchant ships and 175 Allied warships being destroyed in addition to over 72,000 Allied casualties (Syrett, 1994). In an attempt to obstruct the movement of merchant shipping, supplies, equipment, and forces into Britain, Admiral Karl Dönitz, German U-Boat Fleet Commander, deployed several U-Boats in “wolfpack” formations to inflict fear and destruction on Allied convoys....
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...MY TOPIC FOR TODAY IS ABOUT “THE ARMY AS A LEARNING ORGANIZATION”. THIS IS A STRATEGY RESEARCH PAPER OF COL STEPHEN J. GERRAS OF THE USAWC. I ONLY ADOPTED THE BASIC FUNDAMENTAL PRINCIPLES OF THIS STRATEGIC PAPER. SCOPE TO START WITH, MY SCOPE OF PRESENTATION IS AS FOLLOWS:…..SLIDE 2 THE ARMY AS A LEARNING ORGANIZATION AS A BACKGROUND THE BASIS OF THIS STRATEYGY RESEARCH PAPER IS BASED ON THE JOINT VISION 2020 OF GENERAL HENRY H SHELTON ….. ASSERTS THAT US MILITARY’S CAPABILITY TO ACHIEVE FULL SPECTRUM DOMINANCE IN THE YEAR 2020 WILL BE STRONGLY INFLUENCED BY ITS CAPACITY FOR PROFESSIONAL AND TECHNICAL INNOVATION. AND THE RESULTS OF ARMY TRAINING AND LEADER DEVELOPMENT (ATDLP) OFFICER STUDY BY WILLIAM M STEELE AND ROBERT P WALTERS. THEY CONCLUDED THAT IN ORDER TO TRAIN LEADERS WHO WILL THRIVE IN A COMPLEX, AMBIGOUS ENVIRONMENT. MEANING THE ARMY “MUST COMMIT TO BEING A LEARNING ORGANIZATION THAT INSTITUTIONALIZES THE ORGANIZATION’S PHILOSOPHY” ACCORDING TO THE AUTHOR ARGUED THAT THE ARMY IS NOT A LEARNING ORGANIZATION, THOUGH THE ARMY HAS BEEN AT THE FOREFRONT OF INSTITUTING PROCESSES TO FACILITATE ORGANIZATIONAL LEARNING. THE PURPOSE OF THIS RERSEARCH PAPER IS……SLIDE 3 THE DILEMMA BASED FROM THE STUDIES OF WALTER F ULMER “MILITARY LEADERSHIP INTO THE 21ST CENTURY: ANOTHER BRDIGE TOO FAR?” FOLLOWING ARE COMPETENCIES OF 21ST CENTURY LEADERS THE JV 2020...
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...Foreword 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...
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...720th Special Tactics Strategic Analysis The 720 Special Tactics Group Strategic Analysis Strategic Planning OM 5040 Table of Contents Abstract 3 Introduction 4 Background 4 History 7 Organization 11 Mission statement 13 Mission 13 Mission Task 13 Vision statement analysis 15 Strategic management Application 17 Value Chain 18 Primary Activities 18 Support Activities 19 Translating...
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...Surprisingly in just six days, the Israel Defence Force (IDF) managed to defeat the armed forces of the three major Arab countries and conquered Sinai, The West Bank and The Golan Height. The victories gave Israel more security from attack and secured a dominant military position in the region[2]. The combination of three major (Air, Land and Maritime) strike planned by the Israel has resulted the victory for Israeli. Even though the war involved three main elements, this paper will just focus on the air campaign which can be considered as the main factor for the victory of Israel and the failure for the Arabs’ allies. 2. The purpose of this paper is to provide a general brief on the background of the war and will focus more on the air campaign as the decisive factor that lead to the Israel victory. The flow of this paper will start with the genesis of the war which will provide the background of the six days war followed by the comparison of the Order of Battle (ORBAT). The comparison of ORBAT will give the summary of the assets involved and destroyed in the war and its effects on the outcome of the war. Series of the event from the first day of war until the sixth day will be briefly written in the Battle Narrative chapter. The main focus of this paper is the decisive factors that lead to Israel victory which will touch on the campaign planning, air offensive, surprise elements and concentration of force. Towards the end of this paper, the strategic impact of the war on both...
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... The military has been known for creating exceptional leaders, but just like any other organization, there is always room for improvement. In the military, it is extremely important to make ethical decisions. Leaders are entrusted with hard-earned taxpayer dollars and the lives of America’s most valuable asset, people. This paper focuses on the importance of making sound ethical decisions. Leaders operating overseas must use ethics as a cornerstone in their decision making process to ensure commanders are able to maximize resources and to promote a culture of integrity for soldiers to emulate when they become leaders. During a recent deployment, our Task Force conducted a series of Joint Combined Exercise Training blocks to build relationships with foreign allies. One of the well-respected platoon leaders began writing inaccurate reports that embellished the positive points and left out the negative points to demonstrate his superior management skills. When others in the team were asked to review the reports and add their comments,no one agreed with the reports. Still, the reports were sent up the chain of command to senior field commanders. Then, shortly afterward, when a few soldierswent out in town to eat with the host nation’s soldiers they were training with, an argument began shortly after dinner. The argument ended with a local national drawing a pistol on one of the...
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...Research Paper: General Douglas MacArthur Douglas MacArthur, born January 26th, 1880 in Little Rock, Arkansas. MacArthur was an American five-star general and the Field Marshal of the Philippine Army. He was Chief of Staff of the United States Army during the 1930s and played a prominent role in the Pacific during World War II. He received the Medal of Honor for his service during the Philippines Campaign, which made him and his Father Arthur MacArthur, Jr, the first father and son to be awarded the medal. He is one of five men to ever earn the rank of General of the US Army and the only man to become a field marshal in the Philippine Army. Born and raised in a military family in the American Old West, MacArthur was valedictorian at the West Texas Military Academy, and First Captain at the United States Military Academy at West Point, where he graduated top of the of 1903. During the 1914 United States occupation of Veracruz, he conducted a reconnaissance mission, for which he was nominated for the Medal of Honor. MacArthur returned to the War Department, where he was promoted to major on 11 December 1915. In June 1916, he was assigned as head of the Bureau of Information at the office of the Secretary of War, Newton D. Baker. MacArthur has since been Morrow 2 regarded as the Army's first press officer. Following the declaration of war on Germany on 6 April 1917, Baker and MacArthur secured an agreement from President Wilson for the use of the National Guard on the...
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...INTRODUCTION 1. The military concept of Revolution in Military Affairs (RMA) is theory about the future warfare. RMA are closely linked and combined with economics, politics, technologies, security and strategies for RMA to have it changes. The original theorizing about RMA was largely done within the American military, other nations are exploring similar shifts in organisation and technology. 2. Interest in RMA and the structure of future US force have made many other militaries have done researched and considered RMA as and organizational concept. 3. Malaysian Army also now in the planning to modernise it organisations after experienced in insurgency era to the conventional warfare (CW). The modernisation that planned to take place in Malaysian Army is logistic, weaponry, knowledge and doctrines . AIM 4. The aim of this paper is to highlight and discusses to give some understanding of RMA and how it relevant to the Malaysian Army. DISCUSSION TOPICS 5. The topics that will discuss are as follow: a. The Meaning of Revolution in Military Affairs. b. RMA Relevant To The Malaysian Army. c. Implication on Doctrine. d. Future Planning in The Malaysian Army. e. Conclusion MEANING OF RMA 6. Definition of RMA had been defined as the changes in the concept of warfare that brought by the changes in military doctrine, equipment, political and economy of a country . This revolution occurs when the application of new technologies into a significant number...
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...Statement: A military organization dedicated to providing logistical support to our Joint Service Community. b. Vision Statement: Provide quality service to our customers in support of their missions. c. Values: Integrity, Accountability, Teamwork and Excellence. The squadron provides direction and management of base logistics processes related to cargo mapping, equipment, fueling operations, vehicle dispatch and deployment planning. The function of the squadron is to manage the overall supplies of the wing and effectively manage its inventories. It is a part of the Air National Guard, ABC Wing with over 150 personnel encompassing, active military, traditional guardsmen and civilians. Currently, I am the Logistics Readiness Officer who: a. Provides oversight of the internal storage and external shipping of logistics supply activities for the ABC Wing b. Is responsible for managing and staffing the Material Management Flight for the logistics supply and information sections c. Actively oversees and manages proper implementation of unit programs for supply and the issue of all mobility bag assets d. Administers procedures, programming and staffing of individuals, supplies and parts for A-10 and KC-135 Aircrafts. In the past I have held positions as Executive Officer and Commander. “The commander analyzes and restates the mission, designs the concept of operations, organizes the forces, and provides support to subordinate units. He issues mission orders with sufficient...
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...logistical support to our Joint Service Community. b. Vision Statement: Provide quality service to our customers in support of their missions. c. Values: Integrity, Accountability, Teamwork and Excellence. The squadron provides direction and management of base logistics processes related to cargo mapping, equipment, fueling operations, vehicle dispatch and deployment planning. The function of the squadron is to manage the overall supplies of the wing and effectively manage its inventories. It is a part of the Air National Guard, Wing with over 150 personnel encompassing, active military, traditional guardsmen and civilians. The Logistics Readiness Officer who: a. Provides oversight of the internal storage and external shipping of logistics supply activities for the Wing b. Is responsible for managing and staffing the Material Management Flight for the logistics supply and information sections c. Actively oversees and manages proper implementation of unit programs for supply and the issue of all mobility bag assets d. Administers procedures, programming and staffing of individuals, supplies and parts for A-10 and KC-135 Aircrafts. The inability of the higher command to provide a stable environment of a strong leadership perpetuates the fundamental weaknesses within the current Logistics Readiness Squadron. Over the past 3 ½ years the squadron has had 5 different commanders. In that 3 ½ years only one commander was in place...
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...Joint Command and Staff Programme 38 Distance Learning Rank & Name: Major Lynne Chaloux Syndicate No: 1 Directing Staff: BGen (ret’d) Gagnon Course: JCSP 38 DL Assignment Code: D1/DS 542/ENV/RP-01 Assignment Name: Command Research Paper Unshakeable Faith: The Flawed Command of Bomber Harris ASSESSMENT Assessor: Richard Martin Mark: Comments: UNSHAKEABLE FAITH: THE FLAWED COMMAND OF BOMBER HARRIS INTRODUCTION This research paper will focus on Air Chief Marshal Sir Arthur Harris’ wartime command of the Royal Air Force’s (RAF) Bomber Command from 1942-1945. This analysis will utilize Dr. Ross Pigeau and Carol McCann’s model to evaluate the dimensions relating to Harris’ Competency, Authority and Responsibility (CAR) and to assess the overall balance and effectiveness of Harris’ command. The CAR model was deemed most suitable to dissect pertinent aspects of this complex and controversial commander, allowing for the necessary depth of analysis into his abilities, responsibilities, beliefs, actions and reactions over a specific timeframe. This paper will illustrate that Harris, although highly skilled in many areas and having demonstrated impressive successes at the helm of Bomber Command, had a singular and seemingly intractable approach to war – to obliterate Germany’s war production capacity by area bombing its cities. This inflexible approach inhibited his...
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...marked obsolete forms and publications; corrected forms and publication titles; and corrected Web site addresses; glossary: deleted unused acronyms and corrected titles/abbreviations as prescribed by Army Records Management and Declassification Agency). *Army Regulation 350–1 Headquarters Department of the Army Washington, DC 18 December 2009 Effective 18 January 2010 Training Army Training and Leader Development History. This publication is a rapid action revision (RAR). This RAR is effective 20 September 2011. The portions affected by this RAR are listed in the summary of change. Summary. This regulation consolidates policy and guidance for Army training and leader development and supports a full-spectrum, force protection, expeditionary Army. Applicability. This regulation applies to the active Army, the Army National Guard/Army National Guard of the United States, and the U.S. Army Reserve, unless otherwise stated. It also applies to Department of the Army civilian employees. During mobilization, the proponent may modify the policies and procedures contained in this regulation. Proponent and exception authority. The proponent of this regulation is the Contents Deputy Chief of Staff, G–3/5/7....
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