There are countless duties and responsibilities that the BDE S-4 section complete on a daily basic to ensure the battalion is operating in an efficient manner. This discussion focuses on the duties and responsibilities of the property book officer, mobility officer and the logistics plans officer within the BDE S-4 section as outlines by doctrine and regulation. Additionally, this discussion looks at how the Brigade Commander utilizes the above positions to help gather information, ensure equipment and personnel readiness and determine capabilities needed to support mission requirements. In the Brigade S4 section the property book officer works closely with the Brigade S-4 in providing critical information to the Brigade Commander regarding …show more content…
Additionally, a key task of the mobility officer is to train unit personnel on their responsibilities in the unit movement process. If personnel are unaware or unable to perform their assigned duties it could cause problems in meeting the commander intent for personnel and equipment arriving in a timely manner. The mobility officer coordinate movement request with joint, Army and commercial agencies and is able to help deconflict issues as they occur. The mobility officer reviews the do not deploy list and make recommendation to exception to polices and ensure data is correctly entered into the Transportation Coordinator Automated Information System II (TCAIMS II). The mobility officer advises the brigade commander and staff on information that has the potential to positively and negatively impact the mission giving the commander the ability to adjust to changes as they …show more content…
The logistic plans officers keep tracks of lessons learned from previous logistical support missions and develop strategies oh how to improve logistical operations for future mission. Also, he gathers information from other brigades and battalions on how they overcame logistical challenges for mission requirement. Additionally, he determines the training needs of subordinate personnel and help establish a training plan that support the asset
Officer Penrose volunteered to be assigned the Tactical Operations Center (TOC) when he came to the unit. This vehicle is the largest and houses the most equipment of any of the vehicles assigned to the unit. Maintaining the TOC includes the monthly inspection, maintenance, documenting and replenishing the inventory as well as the operation of the vehicle. Officer Penrose also maintains, inspects and recharges the electronics assigned to the unit. Officer Penrose completes his inspections in a timely manner and advises me of the complications with the equipment and the status of our inventory on a regular basis.
General Petraeus and his Leadership Approach to Mosul A Leaders Restoration of a Nation Following the invasion of Coalition Forces into Iraq in March of 2003 the Army’s 101st Airborne Division, commanded by Major General David Petraeus, found itself in the Northern Iraqi city of Mosul (Lundberg, 2008). With the invasion complete and capturing of the capitol city of Baghdad accomplished, Major General Petraeus and staff began confronting the issues and concerns of what lay ahead for the duration of the unit’s deployment (Lundberg, 2008). The development and implementation of Major General David Petraeus’ strategy to bring stability to Mosul, Iraq and surrounding areas following the 2003 invasion provides insight into his leadership approach
The Unbeatable Souls The Lost Battalion is based totally on a real story of an American battalion that was sent out to battle during the World War I. Major Charles Whittlesey, a New York lawyer, who ends up in the trenches of France having under his command mostly young, unexperienced men. When Whittlesey and his battalion of five hundred men are ordered to advance into the Argonne Forest they find themselves surrounded by Germans troops when the other battalions instantly withdrew, leaving Whittlesey’s battalion on his own. Confined behind enemy lines, Whittlesey’s battalion turned into the only force in the German army’s plans to move forward. Trapped and with no other way to rescue, Whittlesey is given an opportunity to surrender, but chose to continue fighting and keep his men together.
General Stanley McChrystal and the Principals of Mission Command SSG Jake M. Calderon Senior Leaders Course 14 June 2023 General Stanley McChrystal and the Principals of Mission Command General (GEN) Stanley McChrystal served in the United States Army in many roles, notably as the International Security Assistance Force (ISAF) and Joint Special Operations (JSOC) commander. GEN McChrystal also served within the 75th Ranger Regiment and the 82nd Airborne Division early in his career. GEN McChrystal exercised the principles of Mission Command found in Army Doctrine Publication (ADP) 6-0 throughout his many leadership positions. Leaders currently serving today can reflect on GEN McChrystal’s performance as a leader and incorporate
Job Description: If you are not performing your Military Occupational Specialty, then you are performing a job that you were assigned to execute by your Chain of Command. You will perform your job to the best of your abilities on a daily basis to ensure that your assigned job is meeting the required standards. Develop a routine that will ensure mission success. Research all applicable Technical or Field Manuals. Do not be afraid to take initiative to develop your craft.
Units would radio updates on their status and positions, request back-up, request
Returning to the 4th Armored Brigade Combat Team (ABCT) to assume command as the brigade commander brings me much joy to be reunited with great Non-Commission Officers and Officers that I have previously served with. Unfortunately, this brigade is no longer the brigade I remember when I commanded a battalion within the 4th ABCT not so long ago. In the last 30 days, I have had the opportunity to observe the ABCT and review a multitude of historical documents to assess the state of the brigade. During my observation, I believe the critical leadership problem in the 4th ABCT’s is the lack of vision for the brigade. Therefore, this critical problem has led to other challenging issues within the brigade.
As I embark on the newest chapter in my life it occurs to me that I must first take time to fully process and appreciate the magnitude of what it really is to be a Warrant Officer in the United States Army. From my own perspective as well as the perspective seen from society I can see my new responsibilities will hold a paramount position in many different aspects. This being said, I can look forward to a major shift in what my focus will be and how my decisions will directly impact those around me. My personal desire to become a Warrant officer stems from my constant thirst to grow and influence my surroundings.
SUBJECT: Information Paper 1. Purpose. To summarize the important parts of the Army White Paper, The Profession of Arms, dated 08DEC10, for the Battalion Commander of 1-22 Combined Arms Battalion (CAB). 2. Facts.
The importance of the Human Resources Sergeant in the Army White Paper, The Profession of Arms, is evident throughout. The following essay will describe the many different areas and the countless examples of just how important a Human Resources Sergeant’s role is. There are so many facets of every day Army life where the Human Resources Sergeant is vital to operations, from the additional duties we perform, to assisting our Commanders’ in their interest Programs, and everything in between. Human Resources Sergeants have to be constant professionals and enhance the Professional Culture in the military. What is a profession?
He/she has the responsibility of the daily processions of hi/her base; His fitness and his/her troop’s fitness level; a command climate where practices of integrity can be adhered to even when he/she is not present. He is responsible for the training of his/her company and to the organization for creating a culture based around the practices and policies in the ethos of the
Non Commissioned Officers also have to know their soldiers and placed their needs before their own. This means that they have to take the time to learn about their soldiers, understand their struggles, and do everything they can, thus placing the soldiers needs before their own, as well as increasing morale, which is another responsibility of a Non Commissioned
These aspects of equipment and record keeping also affect the functional planning of the U.S. Army. Using a wartime scenario, a Commanding Officer needs to know precisely the amount of equipment on hand, including weapons and ammunition, in order to properly plan an operation. Proper planning, in this sense, ensures that the operation is conducted sufficiently and no lives are
Time management in the military Eddie White DI Page Time management in the military Time management is very important as any organization or individual who want to achieve his/her goals must strictly observe time. Time management requires someone to prioritize some tasks in some way; one should label some tasks as more imp01iant than others. The key factor in effective time management is usually accuracy because when you have accurate model of reality you are in a position to determine which task is more important than other. You can only realize the real gains in time management at the top but not at the bottom. Inaccurate understanding of reality can make your missions, goals and your projects to be meaningless
Military leadership is the process of influencing others to accomplish the mission by providing purpose, direction, and motivation. Another significant aspect of emphasized by the army is charisma. Therefore, army strategy to have a great leader is to choose people with high charisma since follower are always drawn to leaders with charisma. By having a high charisma they can command the follower easily. The basic task of a leader are: achieve the mission with zero fatality.