The Importance of Accountability in the U.S. Army Every living thing on Earth demands discipline and accountability, but when it comes to U.S. Army, soldiers are trained specifically in these subjects. There are extreme costs at risk if these principles are not held high by the Armed Forces. Most organized Armies focus on the importance of accountability and teach it in the very beginning stages of readiness. Accountability includes things such as showing up on time to safeguarding sensitive records, keeping account of resources to watching out for fellow soldiers. Almost everything can be tied back to the importance of accountability.
According to her the only way to end war is unmaking masculinity. She further adds that this kind of change is already in process through the men who oppose and say no to combat and transform their lives into a new kind of humanity. But the work of Kathleen Barry also has some shortcomings like: - In reality it is very difficult to separate combat ethic from the military’s time immemorial emphasis on face-to-face killing.
Importance of Rank Structure “Military ranks are a system of hierarchical relationships in armed forces, police, intelligence agencies or other institutions organized along military lines. Military ranks and the military rank system define among others dominance, authority, as well as roles and responsibility in a military hierarchy. The military rank system incorporates the principles of exercising power and authority, and the military chain of command – the succession of commanders superior to subordinates through which command is exercised – constructs an important component for organized collective action.”
Government will take the risk of any regulation applied but there are still the responsibility of the cone overlap so that makes this programs complicated. One of the things that United State proud of is their military capabilities that unmatched. Democratic Party is well understand the role of each element in the American military ranging from marine, soldier, pilot, navy and lifeguard who have devoted themselves to the state. Attempts to always supplement and improve weapons or equipment within the military as well as care for troops and their families to keep them safe and secure.
The breaking of morale One of the most important aspects relating to an armies performance is, as George Lepre states, “the morale of their soldiers [because] this is what enables soldiers to endure hardship and accept the dangers of combat.” That means that a high level of morale is crucial in order to have a functioning army with a high level of discipline. But what happens to the armed forces if this morale is somehow broken? Jonathan Shay describes it this way: Any army, ancient or modern, is a social construction defined by shared expectations and values. Some of these are embodied in formal regulations, defined authority, written orders, ranks, incentives, punishments, and formal tasks and occupational definitions.
The Tokugawa period
But is amongst USMC sergeants to live by the leadership traits and generate problem solving, and character. Develop seminars, courses to keep Marines engage with other Marines. As well to provide feedback to senior leadership in how their leadership has been and how it can get
Among these five characteristics; military expertise, honorable service, trust, esprit de corps, and stewardship of the profession, I believe that military expertise and stewardship of the profession are the two characteristics that make a leader excel in the presence of their peers. ADRP 1 defines military expertise as, “Military expertise is the design, generation, support, and ethical application of land power, primarily in unified land operations, and all supporting capabilities essential to accomplish the mission in defense of the American people”. In order to gain trust from your subordinates for them to follow your guidance, a leader must have military expertise. Without being an expert in your field, subordinates will not trust your guidance provided unto them. ADRP 1 defines Stewardship of the Profession as, “Stewardship is the responsibility of Army professionals to ensure the profession maintains its five essential characteristics now and into the future”.
Human Resources Sergeant in the Profession of Arms Commanding General, General Martin Dempsey asked a central question that frames the major challenges the Army’s leaders’ face. He asked, “How do we create the specific conditions for, and achieve those key attributes that ensure that the Army is a profession – one in which all Army professionals recommit to a culture of service and the responsibilities and behaviors of our profession as articulated in the Army Ethic?”. As Professional Soldiers, we exhibit traits that reflect that of what it means to be a Profession of Arms. It wasn’t until post-Vietnam when the Noncommissioned Officer Corps was truly recognized as professionals. Throughout the years with post-wars, the traits of being a professional has exhibited more so in today’s operating forces after nine years of war.
1. The difference between law and regulation is that law provides guidelines and setup rules in order to govern the behavior. Laws are created as ideas that go through a long process such as balances and checks in order to be voted and become a law. All laws must be obeyed and followed. Breaking law results severe consequences.
In doing so, Sherman draws on Cicero 's notion of decorum being indexed to our roles or personae (noting that this notion usefully allows us to separate the deferential respect due to rank and based on one 's professional role, from the dignitary respect due to all and based on our shared, and most fundamental, role as rational agents), and Seneca 's account of how decorum and emotional demeanor can help "weave the fabric of community. " The decorum insisted upon by the military, focusing on stolid determination, respect and obedience, and camaraderie and friendship between soldiers, can cement the bonds within military units (bonds shown in many studies to be essential to combat effectiveness); the approach to decorum taken by enlightened commanders can be enriched by familiarity with Stoic treatments of the subject. It is in this chapter that we find the most direct and unmixed recommendation of Stoic views; the remaining chapters deal largely with emotion in Stoic theory and in the life of the warrior, and while Sherman certainly finds much of value in the former, she repeatedly softens or even controverts key Stoic claims, often leaning in the direction of
A Commander sustains an ethical command climate in war by establishing clear intent and purpose for their organization, accentuated through his vision. The Uniform Code of Military Justice (UCMJ) and the Law of War are the military guidelines and penalties for soldiers to act accordingly. Distinctively, the majority of people know the difference between right and wrong. Command team (i.e. Commander and NCOs) are role models for the organization and set the example for their subordinates, which led to sustaining an ethical climate. Discipline organization exhibits high physical fitness, technical competence and successfully accomplish the mission.
For a Special Force Warrant Officer (SFWO) to be effective at his position he must be able to work within the Joint Interagency Intergovernmental and Multinational (JIIM) environment. Within the JIIM environment, a SFWO must master the attribute of good interpersonal and cross cultural communication skills. This attribute is critical to his success; if a SFWO is not able to communicate with others, he will be ineffective in giving and possibly receiving important information. A SFWO may be technically sound but he needs to be able communicate what he knows and what Special Forces (SF) can bring to the table when your counterparts in the JIIM need that information in order to come up with a solution. Additionally those interpersonal skills are essential when dealing with multiple personalities from a range of different branches and agencies.
Business Issue In an attempt to reunite the company after being geographically separated for seven months, my company commander decided to create a rotation between several of the employees. While the intentions of the switch were pure, the implementation created immense manning requirements on my organization. Due to travel schedules, my organization was going to have multiple days with employee shortages, forcing my employees to work double shifts instead of having a rest day; the same was not true for the other entity of the company. Consequentially, I had to negotiate with my commander in order to resolve the scenario.