...PRINCIPLES OF MISSION COMMAND 1. Build cohesive teams through mutual trust – shared confidence among commanders, subordinates, and partners. 2. Create shared understanding – CDRs and staff actively maintain shared understanding within the force and with unified action partners by maintaining collaboration and dialogue throughout the operations process. 3. Provide a clear commander’s intent – convey a clear image of the operators purpose, key tasks, and the desired end state. It expresses the broader purpose of the operation – beyond that of the mission statement. 4. Exercise disciplined initiative – action in the absence of orders when existing orders no longer fit the situation, or when unforeseen opportunities or threats arise. 5. Use mission orders – directives that emphasize to subordinates the results to be attained, not how they are to achieve them. CDRs use orders to provide direction and guidance that focus the forces activities on the achievement of the main objective, set priorities, allocate resources, and influence the situation. 6. Accept prudent risk – a deliberate exposure to potential injury or loss when the commander judges the outcome in terms of mission accomplishment as worth the cost. PRESENTATION OUTLINE / SLIDES A. Intro, purpose, references, procedure/outline 1. Greeting (poised and confident) 2. Purpose (BLUF) – relevant, focused, clear, concise, stating thesis 3. References (current and meaningful) 4. Procedure...
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...Written Assignment #1 Email enables Sailors to send messages to anyone or any specific group in the command. My Chief, who is my supervisor, receives emails with instructions from her superiors. My Chief then informs me of the instruction by forwarding that e-mail or sending me an e-mail with tasks to execute. E-mails also allows collaboration between departments of the command to be done fast and effectively. Simply pull up names from other departments using a global access list and send the message. Collaboration between departments are important to mission readiness because it allows them to access resources that they would not otherwise have without their help. Cellphones allows information and messages to be sent quickly. Telephone repeaters installed throughout the ship allows cellphones to have reception. Quick messages are vital to accomplish tasks in the Navy. Last minute important information might come up that would be important for us to know. For example, if I am given an urgent task to complete and need help, I would immediately text or call one or more of my shipmates. Microsoft Excel tracks important data in a clear and organized way. Spreadsheets are needed to track important information such as budgets, project deadlines, training dates, and command climate surveys. For example, I am my department’s tracker of material issues in our spaces. I have a spreadsheet for each division which lists the date the issue was submitted, the space location...
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...Mission Command as a Battalion CSM 18 February 2015 Mission Command as a Battalion CSM In today’s Army, Command Sergeants Major have the opportunity to learn a great deal of information to put in their tool kit to have a better understanding of mission command. The shared knowledge that I have learned shall play an important role as I provide pertinent information that will make me value added towards my commander once in position. The training that I received will assist in advising my commander and subordinate leaders. The intent of this paper is to discuss my plans of how I will use some of the principles of mission command as a Battalion CSM in my upcoming duty assignment. As a future CSM, I plan to build a cohesive team with my commander, subordinate leaders, and Soldiers within my organization. A cohesive team starts with establishing trust amongst leaders. My boss’s confidence in me to do the right thing will leave one less concern for him to worry about. We will be one team! I understand that there will be times where we will disagree when it comes to issues and concerns pertaining to Soldiers, but no one else needs to know about those disagreements. I will earn his respect and make sure I treat everyone with dignity and respect. Next, I will coach and mentor the First Sergeants (1SG) within our organization so they will mirror my actions at their perspective company level. While building this team of trust throughout my organization, I will simultaneously...
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...PHILIPPINE AIR FORCE AIR EDUCATION AND TRAINING COMMAND AIR FORCE OFFICER SCHOOL Col. Jesus Villamor Air Base, Pasay City COMMANDANT’S PAPER THE IMPACT OF INTERNAL SECURITY OPERATION IN THE STRATEGIC MANAGEMENT OF AIR DEFENSE WING CHAPTER I THE PROBLEM AND ITS SETTING 1.1 INTRODUCTION "Victory smiles upon those who anticipate the changes in the character of war, not upon those who wait to adapt themselves after the changes occur." - Giulio Douhet, Command of the Air A fitting quotation by Douhet for the case of Air Defense Wing wherein the organization was not able to anticipate the streamlining strategy of the government, leaving the Wing no choice but to adapt to the changes in the Command’s thrust of prioritizing Internal Security Operations rather than Territorial Defense Operations to prove its relevance as one of the primary unit of the Philippine Air Force. Caught unprepared of the significant changes in governments thrust, ADW is now suffering in terms of its force structure and budget allocation as it continues to fight for its relevance and existence as one of the premier unit of the PAF. The Background and Rationale of the Study Budget Allocation Statistically, the lowest percentage of allocation in National Budget is in Defense. Debt service gets the biggest share in the proposed budget at 34.1 percent. Social services and economic services follow with 27.9 percent and...
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...follows; a. Mission 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...
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...Based on principles of Mission Command, my organizational leader adhered to the philosophy of Mission Command by creating a shared understanding and by providing a clear commander’s intent during the Department of Veterans Affairs (DVA) Transformation Initiative. In 2012, the Department of Veteran Affairs, Veterans Benefits Administration moved from the Claims Process Improvement Model (CPI) into the new transformational model. This resulted in a complete overhaul of the Veterans Benefits Administration (VBA) disability claims processing model. The transformation of the claims processing model included three transformational initiatives, people, processes, and technology. Within the RO, the Veterans Service Center Manager (VSCM) is responsible...
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...AU/SCHOOL/059/2001-04 AIR COMMAND AND STAFF COLLEGE AIR UNIVERSITY SQUADRON COMMAND: THE FIRST 90 DAYS by Eric N. Hummer, Major, USAF A Research Report Submitted to the Faculty In Partial Fulfillment of the Graduation Requirements Advisor: LTC Phil Chansler Maxwell Air Force Base, Alabama April 2001 Distribution A: Approved for public release; distribution is unlimited Report Documentation Page Report Date 01APR2001 Report Type N/A Dates Covered (from... to) Contract Number Grant Number Program Element Number Author(s) Hummer, Eric N. Project Number Task Number Work Unit Number Performing Organization Name(s) and Address(es) Air Command and Staff College Air University Maxwell AFB, AL Sponsoring/Monitoring Agency Name(s) and Address(es) Distribution/Availability Statement Approved for public release, distribution unlimited Supplementary Notes Abstract Subject Terms Report Classification unclassified Classification of Abstract unclassified Number of Pages 53 Classification of this page unclassified Limitation of Abstract UU Performing Organization Report Number Title and Subtitle Squadron Command: The First 90 Days Sponsor/Monitor’s Acronym(s) Sponsor/Monitor’s Report Number(s) Disclaimer The views expressed in this academic research paper are those of the author and do not reflect the official policy or position of the US government or the Department of Defense. In accordance with Air Force Instruction 51-303, it is not copyrighted...
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...Second Battle of Fallujah Mission Command Analysis Introduction The 'City of Mosques,' more commonly known as Fallujah, is located about 30 miles east of Bagdad. During the Invasion of Iraq, in 2003, Fallujah was bypassed on the way to Bagdad. Fallujah garnered a reputation of being a rough city and was left mostly unaffected until 2004. Hostile actions inside the city mandated a Coalition response which resulted the First and Second Battle of Fallujah. Success wasn't achieved until after the Second Battle of Fallujah. This paper will explore the background of the battles and conclude that MG Natonski's mission command during the second Battle of Fallujah was effective. History After the invasion, Fallujah fell under the control of various commands until 24 March, 2004 when it was transferred to 1st Marine Division (Lira, 2009.) The city has a population of approximately 300,000 (Bremer, 2006, p. 313) and is around two thousand blocks of courtyard walls...
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...Army Reserve Training and Readiness Sergeant Major Kenneth Fenstermacher United States Army Sergeants Major Academy Class 63 Ms. Evelyn Hollis 20 November 2012 Abstract Never in our Nation’s history has the United States Army Reserve been more essential to the United States Regular Army. The United States Army Reserve has evolved into a fundamental part of the total force with modernized deployable forces and Citizen-Soldiers that exemplify the warrior mindset, culture, and ethos. Increasing demand for Army Reserve capabilities has introduced a new benchmark of dependence on the Army Reserve. The Army Reserve has become a critical part of our national security architecture and a positive investment for our nation. Transforming the Army Reserve from how the organization operated prior to 2001 to a solid contributor for unified land operations is remarkable. Senior leaders of the Army Reserve recognized the need for transformation in order to support the changing roles of a reserve force for the Active Component commanders. Supported by patriotic employers, resilient families, and caring communities, Army Reserve Soldiers are “Twice the Citizen.” Army Reserve Training and Readiness The United States Army Reserve has served our nation since 23 April 1908 as the Federal Reserve force of the United States Army. Peacetime Army Reserve leaders implemented a wartime trace for the first time in 1980. CAPSTONE professed to align every Army Reserve enabler with the active...
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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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...Principles of management APPLIED RESEARCH (USMC 3RD MAR DIVISION) William Roeder Park University Internet Campus A course paper presented to the School for Arts and Sciences and Distance Learning In partial fulfillment of the requirements for the degree of Bachelors Computer Science Park University December, 2014 This paper or presentation is my own work. Any assistance I received in its preparation is acknowledged within the paper or presentation, in accordance with Park University academic honesty policies. If I used data, ideas, words, diagrams, pictures, or other information from any source, I have cited the sources fully and completely in a citation within the paper and also listed on the reference page. This includes sources which I have quoted or that I have paraphrased. Furthermore, I certify that this paper or presentation was prepared by me specifically for this class and has not been submitted, in whole or in part, to any other class in this University or elsewhere, or used for any purpose other than satisfying the requirements of this class, except that I am allowed to submit the paper or presentation to a professional publication, peer reviewed journal, or professional conference. This is not a draft, and is submitted for grading to satisfy in part the requirements for this course and the program(s) in which I am enrolled. In typing my name following the word 'Signature', I intend that this certification will have the same authority and authenticity...
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...agencies. The guiding principles utilized in the performance of the organization are as follows; a. Mission 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, 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...
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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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...Introduction International Netherlands Group (ING) is one of the world leading providers of banking and insurance products. Although ING was very profitable in the Asia/Pacific markets, the CEO noticed a lack of communication between the countries. This paper will analyze the current structure of ING then provide different options in changing the current culture of ING. Analyzing ING’s Current Structure ING’s current organizational structure for the Asian market is unsystematic. A Chain of command was in place, but did not meet the needs of the organization. For example, “the IT manager in Thailand reported to the Thailand country manager, not to the regional IT manager” (Schotter, A., 2006). During off-site meetings Jacques Kemp, the chief executive officer (CEO) of ING, received consistent feedback about the operations in Asia/Pacific. The consensus was each country did not communicate effectively together and there was no clear operational structure. There were also no clear mission statements. Because of this there was a significant lack of understanding between business components. Changing the Current Structure As CEO of ING, the first change I would make is changing the current organizational structure by establishing a new organizational chart. I would recommend the geographical departmentalization model which groups jobs according to geographic region (Robbins & Coulter, 2012, p.267). The pluses to this model include: more effective and efficient handling of...
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...Ayesha Malik 212507224 Midterm ADMS 3930 W15 Harbor General Hospital initially began as two separate hospital under two different managements, however after a merger the two are under one management with very different climates. This merger has not united two organizations as it should have and instead has caused dysfunction, demoralizing behaviors, and lack of leadership to take place in the organization. To prevent the problems that have occurred at General Harbor Hospital, at the time of the merger, management could have implemented policies and taken action. These policies and actions, which fall under organizational culture, Organizing, and Decision Making, could have prevented the problem presented in the case if implemented at the time of the merger. The root cause of the problem is the lack of communication between employees at the harbor site, the disengagement along with lack of synergy in the organization, and poor decision-making on the management’s part. The merger seemed as a hostile takeover to both employees at the harbor, and general hospital. The employees at general hospital believe they are superior, because of the hospital’s size and employee count, in comparison to the harbor site. This type of immoral behavior is affecting the synergy of the entire organization. Employees are more likely to have conflicts, if they believe one site is more superior to the other. By using an accommodative strategy and a proactive strategy, during the merger, the...
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