Army Culture

The United States Army is a complex system or culture. There are hundreds of Military Occupation Specialties (MOS), different sets of rules from that of a regular civilian and a whole exclusive culture like no other. The Army can be considered a profession by most involved, therefore with its unique core purpose, being prepared to not only kill but also die, it then becomes a Profession of Arms. The Human Resource Sergeant plays a vital role in the Profession of Arms while serving the not only the commander, but also his number one assets, his Soldiers.
A profession is defined as “a type of job that requires special education, training, or skill” (Webster). The United States Army is one of those forces that from the start aim at molding Soldiers for perfection and expert work. The difference
Possibly the most important area requiring stability is the relationship between the Army’s institutional practices and its culture and climate. This connection in most cases can make or break a command or unit. When institutional practices and Army culture and climate are not balanced it can result in negative attitudes and even a toxic climate. While senior officers and senior enlisted have a more direct impact on the balance between current and potential future operating environment and the Army’s four fields of expertise with developing policies, systems and resources, all other soldiers still play a part in the everyday professionalism of the Army and climate.
Army culture is the exact illustration of what the Army stands for. This culture is a system of “brotherhood”, shared values, goals, practices and attitudes held by the Soldiers. One thing that is always constant is Army culture, even when the turnover of Soldiers is so unpredictable. Another aspect is that as you progress in ranks it’s necessary to develop in leadership as well, moreover proving the Army to be a Profession of