Battalion

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    Brigade Combat Team Essay

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    However, manning shortages are not a concern as I assume Division G1 will fill the brigade in accordance with Army manning guidance. At this time, I would also work with the Chief of Staff and Division G1 to replace any leaders identified as being toxic like MAJ Wilson, the Brigade S4. I will also immediately start emphasizing readiness to ensure non-deployable Soldiers are being closely tracked to either make them deployable or separate them from the Army. I will hold quarterly readiness briefings with each battalion to indoctrinate the importance of readiness into the unit…

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    3d Marine Division Essay

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    Nang. This overall redeployment of the Marine forces was about three-quarters completed when the North Vietnamese offensive began. Task Force X-Ray, under the command of Brigadier General Foster “Frosty” C. LaHue did not assume responsibility for the Phu Bai area, including Hue City until 15 January. LaHue, who had been serving as the 1st Marine Division assistant division commander in Da Nang, had barely enough time to become acquainted with his new tactical area of responsibility (TAOR),…

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    efforts to effectively train for the upcoming rotation to the National Training Center (NTC) and subsequently the RAF mission. Of immediate concern is the lack of planning guidance from brigade to the battalions regarding the equipment reset timeline v. red-cycle tasks v. initial battalion level planning during the brigade’s transition from the prepare phase to the ready phase of the sustainable readiness model (SRM). Several battalion S3’s cite the brigade’s S3 cell as being focused on “hot…

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    logistics talent management strategy possesses an unbalanced emphasis on tactical proficiency. “The last decade of war has seen the culture of our logistics force transform dramatically. We have a generation of sustainment leaders with more combat experience than most other generations, yet we have sacrificed technical expertise…” Technical expertise should encompass all logistics competencies. Strategic enterprise development is considered broadening for logistics officers. The majority of…

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    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…

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    FIS positioned in the local towns and villages. There is even a story of how one of the ghost army officers would mimic a commanding general, and travel between the local towns and municipalizes with an entourage of men, who would visit bars and cafes, and openly discuss their disinformation. The sonic company of the 23rd was responsible for the audio of a battalion. In today 's intelligence community, it would probably be known as counter MASINT Measurement and Signatures. MASINT looks…

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    He states that the basic branches utilized by the British Regular Army in America were the infantry, cavalry, and artillery. All these were separate battalions, unlike the Queen’s Rangers who had all three of these basic army branches in one corps. These branches made up the basics of all armies during the eighteenth century and the fact that the Queens Rangers had all three made them extremely effective from a command standpoint. This meant it was harder for commanders in regular units to…

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    Leader Of Influence Essay

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    presented me with the opportunity to deploy to Iraq with 10th Special Forces Group (SFG) as an augmentee for no more than six months. Because I trusted his judgment and recommendation, I gladly accepted the challenge. Again, we walked through my personal and professional goals and developed COAs to reached the desired end state. My time with 10th SFG proved to be a tough yet rewarding experience that I will never forget. I was able to be put in an environment that dictated trust with others…

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    These steps integrate well with one another in developing a vision for the brigade to provide focus and direction towards the future. After taking command of the brigade and the battalions have changed command as well, I would establish a sense of urgency and build a coalition to help construct the brigade’s vision as a team of leaders who will guide this organization in the future regionally aligned forces mission. The coalition consists of all the battalion commanders and company commanders…

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    This was my first opportunity to lead New Zealand soldiers, and I had finally found a job that I loved. The battalion specialized in jungle operations, and I also had the opportunity to qualify as a paratrooper. I spent two years learning my craft, and was then posted out of the battalion to a Captain’s staff appointment. This was an S1 position on a formation HQ, and lead on to a year as the Adjutant of a Logistics Battalion. As an infantryman I did not particularly relish the opportunity,…

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