JOINT TRAINING AT MID CAREER LEVEL – A CRITICAL NECESSITY TO EXECUTE JOINT OPERATIONS
“Today if any jointness exists, it is only at the individual level, based on personal equations. At the institutional level, jointness is no doubt talked about and emphasised, but when it comes to implementation, virtually nothing happens.”
Lt General Vijay Oberoi, (Retd) former Vice Chief of Army Staff
INTRODUCTION
Globally, past two to three decades have proved that no service is capable of winning a war in isolation. Military experiences in Gulf & Iraq Wars have proved beyond doubt that jointness – right from planning to execution, is the key to success. In the Indian context, 1965 and 1971 Wars threw adequate lessons
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RMA has made our armed forces equipment intensive and dependent. However each of the service tend to work in compartments. There is a case of an item that that Army was frantically searching for, to procure at premium, was lying surplus with navy. Even if scope of commonality is moderate, an integrated system of for ‘all-service’ logistics in respect of industrial production, ex-import procurement, stocking and inventory control, transportation and, maintenance service and disposal would go a long way in reducing the fiscal burden and so making available substantially larger funds towards modernization of all three …show more content…
Camaraderie beyond the service is an essential factor in inculcating a better understanding towards each other’s operational requirements. More importantly it helps in promoting jointness in the overall in adherence to National Aim. NDA develops ethos of jointness albeit for cadets at a very young age. As officers grow in service the pressure of in-service training and demands for specialization and excellence in their respective fields tends to insulate them from each other. This aspect is only addressed once officers attend DSSC/TSOC.
Defence Service Staff College. For the middle level officers of the armed Forces, Defence Service Staff College has strived towards achieving a model of joint training with each service having its own wing with all three wings constantly striving to improve joint training. Officers undergo several joint exercises and hence are able to appreciate and understand each other strengths and weakness. This is the ideal level for officers to develop executional affiliations. However, only a very small percentage of officers of the services actually attend the
We in processed with the 1-30th FA Battalion which was simple and painless but the skill level or knowledge base to answer questions in
Lieutenant Tyler Patrick has been in Charlie Company, 304th MI BN since 20AUG2015 for the Military Intelligence Basic Officer Leadership Course. During this time he has committed no disciplinary infractions nor incurred any complaints against him. He consistently demonstrates a desire for self-development and professional growth, as evidenced by his efforts during physical training and in the classroom. Lieutenant Patrick is consistently respectful of his classmates, NCOs, and superior officers. Lieutenant Patrick shows great potential as a Military Intelligence Officer.
The second principle, joint enterprise, is the common goal that participants work toward. Eckert and McConnell-Ginet (1998:490) write, “the community of practice takes us away from the community defined by a location or by a population. Instead, it focuses on a community defined by social engagement.” In Nolan’s case, the unifying goal is passing through the four levels of the ROTC program. Upon graduation, ROTC students have a military career ready and waiting for
This model of professional development must be progressive and with a common career map for all NCOs. Focusing on the five lines of effort that are, military life cycle, education, assignment / experience, credentialing / experience and self-development. These lines of effort are focused on the tasks and missions that are link in establishing the operational and strategic conditions of the future. The development of future NCO will depend on how the leaders of the present will train in an institutional, operational and self-development way to the new generation. Responsibility and commitment is much greater because the war models have changed and have allowed the broadening assignments, operational assignment and professional assignment, in this way the combination of both generations will allow shared responsibility and stewardship for U.S.
The U.S. Army Junior Reserve Officers’ Training Corps (JROTC) is a program that was designed to teach high school students citizenship values, personal responsibility, and leadership all while using a military structure to teach students teamwork and self discipline. JROTC prepares the future of our nation to be a law abiding citizens in society. With the passage of the National Defense Act of 1916, JROTC was born. Today, in the 21st century, JROTC differs from 100 years ago. Without a doubt, JROTC will change in the 22nd century to adapt to social norms like today.
Military bearing is the start in which every soldier practices either as enlisted or commissioned in order to have good discipline and ethics throughout a military career. Army regulations and soldiers should live by the creed that a military service member should conduct themselves on a daily basis, on and off duty . Loyalty, Duty, Respect, Selfless Service, Honor, Integrity and Personal Courage are Army core values. To be a dependable Soldier you must show your NCO’s that you can be an adult with time management, meet deadlines, be in the right place at the right time, in the right uniform, and doing the right thing at the right time. Dependability is a major aspect of military bearing.
Lt. Owen's mortar section had little to no experience on the weapon systems that they were working with. He trained them from darkness to darkness with consistent drills in different types of situations. Lt. Owen also admits that despite excess training before the war, their first battles were "far-from-perfect exercises." This made me realize that not only does an officer have to be adept at his duties, but he needs to motivate and instill to his soldiers the same level of proficiency, regardless of peace or war time. Also utilizing complacent time as a means to further train such as when they were at sea.
These training opportunities at the National Training Center or the Joint Readiness Training Center increase the awareness and capabilities of a unit and prepare them to deploy. Before a deployment, these major training activities set the stage for the organization to be successful depended upon the theater they are deploying. With the threat of sequestration and decreasing budgets, we are limiting the opportunities an organization will be able to train. According to Major General Dyson units scheduled for missions to Afghanistan and Korea or that are part of the global response, force by protecting, but the remaining 78 percent may face training cuts (Thayer, 2013).
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.
As people and technology continue to evolve so do the ways we fight wars. There is currently a gap in the knowledge and skills between current Noncommissioned Officers (NCO) and the NCOs future operations will demand. This paper goes over what the NCO 2020 Strategy is and how it will close that gap. It will identify the reasons for the NCO 2020 Strategy, the end state, and tasks NCOs must complete in the interim to realize that end state. This paper starts with the statement of the overall vision and intent of this strategy before delving into the three Lines of Effort (LOE).
“Discipline and pride build individual morale and a collective esprit de corps” resulting in high performance and conduct. Today, the legacy of esprit de corps is continuously promoted though customs, traditions and ceremonies; and is present in all levels of the Army profession. Contributions to esprit de corps can be manifested in: high motivation, teamwork, commitment to organization, and promotions to name a few. Having esprit de corps in a group not only boost morale, but it is also the driving force that helps lead to effective mission
We are one of, if not the most relied on Profession in all of the Army. We are one of the few Professions that our client is the Soldiers themselves. We provide a service of cultural adaptability, meaning, if there is a new training that deals with personal relationships, we will get that training, and become trainers. We have to take pride in the fact we’re the Profession Soldiers can count on, versus become upset that they need us. We are professionals in one of the greatest Professions there
The transition from enlisted into the ranks of officer is not a situation that anyone should take lightly. With greater rank comes greater responsibility, I emphatically understand the prestige and responsibility that comes with this transition. In this essay, I will answer three questions. Why do I want to be a military officer? What does society expect from me as a military officer?
Beyond Command and Control, the joint functions include intelligence, fires, movement and maneuver, protection, sustainment, and information. As the largest operation in WWII up until that time, Operation Husky was a proving ground for integration of joint function. Given the command and control struggles, it follows that joint integration in Operation Husky was less than optimal, especially because “joint force components have different function-oriented approaches, procedures, and perspectives.” Presented below are examples of how shortcomings in intelligence and movement and maneuver resulted in lost momentum or lost opportunity for the
The Army Profession rewards Soldier’s with honor, knowledge, and a sense of patriotism. Normal professions do not offer these rewards. Balancing the roles of Professional leaders is difficult in a large organization. The Army has an abundance of Soldiers in leadership positions. Balance can be achieved by focusing on two areas.