Military organization

No organization is perfect whether it’s the military or a civilian organization. Perfection is what we strive for. There will always deficiencies that one always complains about and say that if they were in charge they will do it differently. Sometimes though that’s just not possible but at times it may be. I myself am currently working as the Executive Officer of a Maintenance Company and these are a few of the issues that I have seen and noticed at my position that I would recommend changing at the Battalion level. Meetings are a necessary evil in any organization, but at what point do we say enough is enough. In recent weeks my Battalion has changed their Battle Rhythm but instead of taking away meetings it has added more meetings for…

a. ADP 6-22 defines an Army Leader as “anyone who by virtue of assumed role or assigned responsibility inspires and influences people to accomplish organizational goals. Army leaders motivate people both inside and outside the chain of command to pursue actions, focus thinking and shape decisions for the greater good of the organization.” In the definition mentioned previously, the words “motivate people both inside and outside the chain of command,” is very important to my idea of what seniors…

Talent management can be a difficult function within any organization and can have positive and negative strategic impacts to the organization depending on the quality of the program. As the priority of talent management has grown across all aspects of Army leadership, advancements have taken place. In the past two years, the Army has developed a Talent Management Task Force and strategy. The Talent Management Task Force focus is to develop programs that enhance talent management, can be well…

The next rank is Engineer or the person who drives the engine. Next there are captains, inspectors, Battalion commander, division commander, Bureau commander, and Fire Chief. The Chain of Command is the formal path of communication through the organization. Like in the military, In the Los Angeles Fire Department each member answers to the member that is ranked above them. A firefighter can not go directly to the fire chief to discuss an issue, they must first talk to their captain. The…

then share my ideas for change with a guiding coalition consisting of my Command Sergeant Major, DCO, and my battalion commanders and command sergeants major in order to develop my vision and get their buy-in to the changes I’ll be making. In doing so, I’ll attempt to use personal power to gain commitment from my guiding coalition. I know it will be necessary to effectively and continuously communicate my vision so it is adopted by every Soldier in the brigade. My strategy will include…

details of the land operation even murkier by failing to establish any plans for the land campaign after the initial invasion. This failure to plan the attack after the initial invasion opened the door for much discord at a time when the course of action should have been well established. With no “common understanding” of Alexander’s intent, there was no foundation upon which Patton (Seventh Army) and Montgomery (Eighth Army) could work together and develop the mutual trust necessary for the…

307th Engineer Battalion Best of the Best Choi, Hong S. NCO Academy Author Note Hong S. Choi, Construction Engineer Sergeant. 5th Special Force Group (Airborne), Group Support Battalion. Correspondence concerning this article should be addressed to SGT Choi Hong S., 5th Special Force Group (Airborne), Group Support Battalion. 6102 Tennessee Ave. Fort Campbell, KY 42223 Contact: hong.s.choi.mil@mail.mil. ABSTRACT The engineers have been leading the path to the where enemy sleeps, eat, and…

Officers, and Non Commissioned Officers. This coalition will convince Officers, and NCO that change is truly necessary. Strong leadership from my staff Officers, and the NCO support channel will be needed to reinforce my vision and intent across the Brigade. Step three of the plan is to create a vision of change. My vision for the 4th ABCT is to create a trusted organization that attracts high quality Officers, Non Commissioned Officers, and Soldiers that collaborate in the sharing of all…

Assuming command of the 4th Armored Brigade Combat Team (ABCT) is an honor and a privilege. It is truly a humbling opportunity to be selected to command an exceptional unit with a storied history of mission readiness and success. The past few weeks of observing the unit, in addition to, careful analysis of more recent historical documents from Army research organizations such as the Center for Army Lessons Learned (CALL) and Center for Army Leadership (CAL) have provided necessary insight in…

The critical leadership problems facing the 4th Armor Brigade Combat Team (ABCT) is compliance, commitment, and emotional intelligence. The components of the Application of Power and Influence in Organizational Leadership are compliance versus commitment and emotional intelligence, using of Dr. Gene Klann, Application of Power and Influence in Organizational Leadership process will provide assistance in improving the culture and climate of 4th ABCT and reestablished the unit to its historical…