This visibility is also vital in determining the strength and capability of the Army and subordinate commands within the Army. EMILPO allows unit users, personnel managers, and commanders the visibility to update their units to 100% readiness for deployments. PBUSE is used to desciminate those assets from theater to
This assignment deals specifically with military lessons learned. By your own orientation to cooperative work in a mission-driven organization like the armed forces, do you consider yourself to be a strategic thinker, a tactical planner, or a logistician? How do you determine that, and how does your own daily life and work demonstrate that? Then, with your own understanding of what cooperation and support you need from others involved, what do you need from others in their roles to accomplish your own work successfully? Finally, what strictly military lessons have you learned from the course so far that would help you accomplish your mission more effectively?
Personal Leadership Plan What is Leadership? Leadership is defined in many different ways but the concept of a leader or what reflects leadership is most important. The Department of Defense (2006) describes Army leadership as an enduring expression of BE-KNOW-DO. Army leadership begins with what the leader must BE—the values and attributes that shape character. It may be helpful to think of these as internal and defining qualities possessed all the time.
Provide technical advice, assistance, and consultation on internal controls to HQDA functional proponents, as necessary. b. Evaluate, during the normal course of audits, the effectiveness of internal controls, the adequacy of internal control evaluations, and the adequacy of actions taken to correct material weaknesses. c. Provide periodic reports to ASA (FM&C) summarizing internal control and systemic weaknesses identified in USAAA audits. d. Identify proposed Army-level material weaknesses and provide the information to HQDA functional proponents, when requested by ASA (FM&C), for possible reporting in the SA’s annual statement of assurance.
Realign Aberdeen Proving Ground, MD by relocating the Ordnance Center and School to Fort Lee, VA. Realign Redstone Arsenal, AL, by relocating the Missile and Munitions Center to Fort Lee, VA. Consolidate the Transportation Center and School and the Ordnance Center and School with the Quartermaster Center & School, the Army Logistic Management College, and Combined Arms Support Command, to establish a Combat Service Support Center at Fort Lee, VA. Justification: This recommendation consolidates Combat Service Support (CSS) training and doctrine development at a single installation, which promotes training effectiveness and functional efficiencies. The moves advance the Maneuver Support Center (MANSCEN) model, currently in place at Fort Leonard Wood, MO, which consolidates the Military Police, Engineer, and Chemical Centers and Schools. This recommendation improves the MANSCEN concept by consolidating functionally related Branch Centers & Schools. It enhances military value, supports the Army’s force structure plan, and maintains sufficient surge capability to address future unforeseen requirements.
Abstract This research is based on the Recruitment and selection process of the British Army and the outlook of the common people towards a career in the British Army and the awareness among the people about the recruitment and selection process of the British Army and the overall structure of the British Army. The research will be conducted in six stages. In the second stage the theories and concepts associated with the research are understood and reviewed to give us a better understanding of the research question and also to understand the research from the academic point of view. The third stage the methods required to conduct a research are discussed in brief and based on those methods the methods which are relevant to the research and feasible due to the time frame and the respondents being contacted will be chosen. Based on the research methods chosen we will then be collecting the relevant data needed to answer the research question and analysing the data that is collected to convert it into a more meaningful information.
What digital equipment does the unit have, Command Post of the Future (CPoF), Force XXI Battle Command Brigade and Below (FBCB2), or Advanced Field Artillery Tactical Data System (AFATDS). Does the unit have qualified operators to run digital systems, give unit resources where they can request training? How does the commander of unit operate, what he or she likes and dislikes, talk with operations sergeant so he or she sets up TOC to the personality of commander. How to organize Tactical Operations Center so it works for unit, make recommendations of what has worked for other units. What does unit use for TOC boards and where do they display them, assist unit in developing and make recommendations.
The possible earnings again vary depending on rank, MOS, and any other special duty pay you may receive and advancement opportunities are by obtaining rank which you get from years of service and excelling PT tests and just being a good soldier (GoArmy.com). You can become a soldier by meeting with a recruit, attending Basic Combat Training, and then attending AIT or Advanced Individual Training. The type of education you need to attend Basic Combat Training is first your high school diploma to prove you graduated high school then you take the ASVAB to
Michael Cuthbert MNGT 5590 Organizational Behavior Dr. George Hogan February 26, 2013 Case Study: Mission Command Assessment Team The Mission Command Assistance Team (MCAT) mission is to increase the training and readiness of FORSCOM units through assessing their mission command systems (MCS) networks and information systems (NIS) training and readiness, as well as assisting commander in training and mentoring their G6/S6 staffs and embedded Land War Net Forces. The MCAT mission enables commanders to certify proficiency in the set-up and operation of their mission command networks and information systems through focused training and readiness assessments and a comprehensive training and validation support plan. The specific systems that the MCAT focus on are G-6/S-6 Staff & Signal Processes, Network Operations, Warfighter Information Network – Tactical (WIN-T), Combat Net Radio (CNR), Spectrum Management, Information assurance Program, COMSEC Program, and the following applications (Battle Command Common Services (BCCS) & Battle Command Server (BCS), Command Post of the Future (CPOF), Help Desk operations, SharePoint, and Battle Command Sustainment Support System (BCS3)). The MCAT organization came into existence a little over two years ago because there was a need to help better prepare Brigade S-6 sections to deploy their Mission Command Systems. Brigade S-6 was going to Combat Training Centers (CTC) and failing badly when it came to deploying their systems.
I am also responsible for the External Analysis. I was responsible for establishing leadership climate of the unit and developing disciplined and cohesive units. This sets the parameters within which command will be exercised and, therefore, sets the tone for social and duty relationships within the command. I trained the Instructors to plan, supervise, and integrates the installation, operation, and maintenance of Signal support systems, to include radio, wire and battlefield automated systems. I taught them how plans and provide unit level training for automation and communications systems and Signal support equipment.