摘要 :
ONE OF THE MOST CRITICAL POSTS TO WHICH ANY MILITARY OFFICER CAN ASPIRE IS THATOF OPERATIONAL COMMANDER OF NATIONAL JOINT OR COMBINED FORCES. IT IS CRITICAL BECAUSE THE PERSON IN THAT POSITION HAS A VERY GREAT POTENTIAL TO ASSURE ...
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ONE OF THE MOST CRITICAL POSTS TO WHICH ANY MILITARY OFFICER CAN ASPIRE IS THATOF OPERATIONAL COMMANDER OF NATIONAL JOINT OR COMBINED FORCES. IT IS CRITICAL BECAUSE THE PERSON IN THAT POSITION HAS A VERY GREAT POTENTIAL TO ASSURE EITHER THE SUCCESS OR FAILURE OF THE MILITARY FORCES ENTRUSTED TO THEM. OPERATIONAL COMMANDERS STAND ASTRIDE BOTH THE STRATEGIC AND TACTICAL LEVELS OF WAR. THEY ARE REQUIRED TO TRANSLATE STRATEGIC GOALS AND TASKS INTO MILITARILY ACHIEVABLE OPERATIONAL, OR EVEN STRATEGIC GOALS. IF THERE IS A CONGRUENCE BETWEEN ENDS AND MEANS AND STRATEGY THEN THE OPERATIONAL COMMANDER MUST ENSURE THAT THE THREE ELEMENTS ARE HARMONIZED.
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摘要 :
In 1957 Samuel Huntington defined the peculiar skill of the military officer as 'the management of violence not the act of violence itself.' His dictum holds true today and is made all the more complicated by the wide spectrum of ...
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In 1957 Samuel Huntington defined the peculiar skill of the military officer as 'the management of violence not the act of violence itself.' His dictum holds true today and is made all the more complicated by the wide spectrum of military operations from peace to war and beyond. This environment requires military leaders that can assess and understand the environment in order to create effective strategies incorporating all elements of national power. To do so, officers must not only be able to develop strategies they must be able to communicate them to civilian policymakers and interagency partners around the globe, with an understanding of the strategic cultures involved. Toward this end, the Services must institute language and cultural training, develop more robust, nearly continuous Professional Military Education (PME), and expand opportunities for military members to serve with other Services and civilian agencies These efforts will demand more time and dedication the mainstream officer The investments described in this paper will improve the military's ability to develop coherent strategies in peace and conflict while improving its agility in integrating the capabilities of all armed forces and interagency partners in order to achieve the desired effects of United States policymakers.
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The chaplain is a member of the commander's personal and/or special staff. There are, however, periodic attempts to place the chaplain under the DA-DCSPER (Dept. of the Army Deputy Chief of Staff for Personnel)/DCSPER/DPCA/G-1. Th...
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The chaplain is a member of the commander's personal and/or special staff. There are, however, periodic attempts to place the chaplain under the DA-DCSPER (Dept. of the Army Deputy Chief of Staff for Personnel)/DCSPER/DPCA/G-1. This study examines the chaplain's unique role in the Army. It presents evidence of the chaplain's effectiveness as a personal or special staff officer through historical analysis of chaplain initiatives in the past fifteen years. The most current DA-DCSPER proposal is presented as well as responses from MACOMs (Major Army Commands) and the Chief of Chaplains confirming the need to maintain chaplains in personal or special staff positions. All evidence points to the fact that the chaplain in his unique role as clergy-person and officer can most effectively minister to individuals and the Army institution as a nondirectorate personal or special staff member. The effectiveness of the chaplain would be lost to the Army if any other staff elements were interposed between the commander and the chaplain.
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This paper is the second submission by the Department of Defence and Australian Defence Force to the Joint Committee on Foreign Affairs, Defence and Trade on separation rates in the Australian Defence Force. The first submission p...
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This paper is the second submission by the Department of Defence and Australian Defence Force to the Joint Committee on Foreign Affairs, Defence and Trade on separation rates in the Australian Defence Force. The first submission provided tables of statistics and associated graphs for the last 10 years which described separation rates for the ADF as a whole and the three Services. The analysis then considered major groupings of personnel: Officers and Other Ranks, Males and Females, Cadets and Trainees, Pension Eligible and Pension Ineligible. The contribution to separation statistics of Reservists leaving Full-Time Duty and personnel on temporary leave was also included. The analysis was based on the reported Defence Force Employment Statistics and information provided by the Service Offices. This second submission addresses the effects of present levels of wastage on the capability of the ADF to fulfill its role in an effective manner, considers measures that may reduce this wastage (when such measures are warranted or desirable) and assesses the relative effectiveness of those proposed measures. Keywords: Military personnel, Military forces(Foreign), Statistic data, Military training, Naval personnel, Army personnel, Air force personnel, Ratings. (SDW)
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The experience of the Air Corps with the personnel policies and the procurement and assignment procedures of the ground duty program during and following World War I has relevance today, for it offers perspective, interesting comp...
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The experience of the Air Corps with the personnel policies and the procurement and assignment procedures of the ground duty program during and following World War I has relevance today, for it offers perspective, interesting comparisons, and some reflections on the failure to use the experiences of the war in which the airplane first played a part. This study discusses the similar problems of World War II. By the spring of 1944 the ground duty program included armament, communications, engineering, meteorology, and photography. The Air Service in World War I had engineer officers, radio- communications officers, meteorologists, and photographers. Both officers and enlisted men were trained in radio-communications. Training in photography for enlisted men expanded until the end of the war. But most important were the duties grouped under the title of engineer officer. Enlisted men were trained in a variety of mechanical specialties, but the need for them grew more rapidly than they could be trained. Even more difficult was the task of getting enough well-qualified men to serve as engineer officers.
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Joint intelligence doctrine is stuck in a rut, and can't get out. The rut is not caused by technology failures, or collection management gaps, or insufficient training. The rut is caused by how U.S. military officers are educated ...
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Joint intelligence doctrine is stuck in a rut, and can't get out. The rut is not caused by technology failures, or collection management gaps, or insufficient training. The rut is caused by how U.S. military officers are educated to look at warfighting. The basic presuppositions the metacognitive aspect of intelligence support need to change. In the 'clash of cultures' where U.S. officers often find themselves, they pit their materialistic, risk-averse, technologically oriented military against threats that are the opposite in every measure that matters. Fortunately, American culture accepts that the only constant is change, so there is hope that it can make the needed transformation. But unless it finds a new way of looking at intelligence support, it will find itself surprised again on another 9/11.
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The Directive reissues Department of Defense (DoD) Directive 1322.10, March 27, 1971, and supersedes and cancels DoD 5000.12-M, April 27, 1965. It establishes DoD policies on graduate education requirements for military officer po...
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The Directive reissues Department of Defense (DoD) Directive 1322.10, March 27, 1971, and supersedes and cancels DoD 5000.12-M, April 27, 1965. It establishes DoD policies on graduate education requirements for military officer positions and the utilization of qualified military officers in those positions.
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摘要 :
The chaplain is a member of the commander's personal and/or special staff. There are, however, periodic attempts to place the chaplain under the DA-DCSPER (Dept. of the Army Deputy Chief of Staff for Personnel)/DCSPER/DPCA/G-1. Th...
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The chaplain is a member of the commander's personal and/or special staff. There are, however, periodic attempts to place the chaplain under the DA-DCSPER (Dept. of the Army Deputy Chief of Staff for Personnel)/DCSPER/DPCA/G-1. This study examines the chaplain's unique role in the Army. It presents evidence of the chaplain's effectiveness as a personal or special staff officer through historical analysis of chaplain initiatives in the past fifteen years. The most current DA-DCSPER proposal is presented as well as responses from MACOMs (Major Army Commands) and the Chief of Chaplains confirming the need to maintain chaplains in personal or special staff positions. All evidence points to the fact that the chaplain in his unique role as clergy-person and officer can most effectively minister to individuals and the Army institution as a nondirectorate personal or special staff member. The effectiveness of the chaplain would be lost to the Army if any other staff elements were interposed between the commander and the chaplain.
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