(U) SUBJECT: HQDA EXORD 10-13 ISO THE HQDA FY13-15 ACTIVE COMPONENT MANNING GUIDANCE (U). Official Force drawdown will begin in FY13. The following objectives will be used to guide implantation; Fully man deploying units, assign personnel in accordance with (IAW) current strategy, invest top quality officers and Non-Commissioned Officers (NCO’s) in the institutional Army, Synchronize the personnel assignments process with ARFORGEN cycle and Army priorities. Mission: provide Active Army with personnel manning guidance for FY13-15 that is synchronized with Army priorities. Execution: Resource the army with personnel IAW the ARMY’s priories as reflected in the integrated requirement priory list (IRPL). Key Tasks: Man the Army and preserve high…
Expeditionary Force 21 (EF-21) provides a new operational concept that prepares the Marine Corps for the challenges of the future operating environment. In a future environment that blurs the line between state and non-state actors armed with modern technology that eliminates the U.S.’s technological advantage, the Marine Corps must be able to provide “the right force in the right place at the right time.”(pg 4,8) While staying true to the Maine Corps’ expeditionary nature, it focuses on maintaining a force with a focus on crisis response and theater security operations, but is flexible enough to operate across the full Range of Military Operations (ROMO). (pg 5,7) This new capstone concept replaces the previous future operating concept , “Marine Corps Vision and Strategy 2025.” pg4 It does not change the mission of the Marine Corps, but provides a lens to focus guidance and assessment during the reshaping of the force, experimentation, future planning, and programming decisions. The overall goal is to provide better support to the Geographic Combatant Commanders (GCC) (pg 4).…
It is important to note that in a time of budget cuts and manpower reduction, balancing readiness and modernization will continue to be an issue across the entire Department of Defense. Nevertheless, the Army will need to continue to scale its forces into scalable, well-equipped, and highly trained force in order to maintain readiness in an unpredictable world where modernization is absolutely necessary for the Nation to address future global trends. Additionally, it is crucial that the Army continues to conduct rigorous and practical training at home stations at multi-echelon levels and leverage modern technologies such as virtual and simulation capabilities. Finally, the Army needs to capitalize more on the skills and knowledge of the Army National Guard and Army Reserve as well as having the right mix of capabilities in order to establish and maintain a globally responsive and regionally-engaged force.…
Welcome to the review of the lessons that compose the F100 block. This review is organized by lessons F101 through F107.…
The Army White Paper addresses issues which centralized on the professionalism the Army has gone through the past decade of persistent conflict. It is not the final word on professionalism it is rather the beginning of understanding the management of transition and change within the Profession of Arms. It addresses issues related to professionalism from the perspectives of ethic and trust. It places the responsibilities to maintain the profession on the leaders at all levels by establishing culture and character within units as well.…
The U.S. Army plans on cutting 80,000 soldiers by 2013. This will be done by cutting the number of combat brigades from 45 to as low as 32. This restructuring comes as the Pentagon works on its 2013 fiscal year budget, which much reflect $260 billion in savings over the next five years. On January 26, 2012 senior DOD leaders released a new defense strategy, this is based on the current budget constraints. “This new strategy will focus on a smaller, leaner military that is agile, flexible, rapidly deployable, and more technologically advanced (Feikert & Henning page 5, 2012).” This new military will rebalance global presence, emphasizing where potential problems exist, such as Asia-Pacific and the Middle East. The new Army will also maintain a presence in Europe, Africa, and Latin America, developing new partnerships and strengthening key alliances.…
The article Organizational Theory by Adrianna Kezar (2011) looks at one of the most important frameworks for student affairs professional’s organizational theory, which is essential in understanding their roles within the student affairs realm. One thing that stood out to me was how Kezar (2011) didn’t just simply outline four of the major organizational theories but provided a theory to practice example. Kezar (2011) decided to use the initiative of building learning communities on campus because it is a task that many campuses today are trying to accomplish. I also found the section on the dark side of organizations to be very interesting because I feel in order to be successful with change you need to not hide the less attractive aspects of organizations. Kezar (2011) mentioned how Morgan (1997) pointed out that organizations don’t have things such as oppression as their goals but instead “these are the unintended consequences of trying to meet such objectives as increased profits or surviving in hard times” (p.238). But successful leaders on campuses across the U.S. will use skills outlined in the four frames to start a dialogue about solutions to these problems that are often swept under the rug. Something that I really connected with in tis reading was when Kezar (2011) was describing the…
"Executing this strategy will require a truly joint, full spectrum force with a seamless mix of active forces, the Reserve Component, Department Of Defense, civilians, and contracted workforce fully grounded in a culture of innovation. It will require the highest quality people disciplined, dedicated, professional well trained, well educated, and well led".…
References: BURLESON, W. M. (1988). MISSION ANALYSIS DURING FUTURE MILITARY. Fort Leavenworth, Kansas: Command and General Staff College.…
In FY 2013, the Army will begin the initial stages of a force drawdown, end the temporary end strength increase, reduce the active duty for operational support, reduce the Army force structure, and begin to eliminate the wartime allowance reducing our manning flexibility and ability to over man formations. HQDA FY 13-15 ACMG will resource IAW priorities reflected in the integrated requirement priority list and priorities established by Army leadership. Key tasks will be to man the Army, preserve a quality all-volunteer force, maintain end strength, align manning levels, provide minimal manning levels for all units, increase precision/predictability in manning, and establish a formalized process for units to request change in their IRPL priority…
The managerial style of the Army has long dominated the organization. The focus was on business and managerial tasks such as logistics, manpower, mobilizations, and other quantifiable items. Leaders used standardized procedures, detailed planning and analysis to maximize efficiency and minimize risk and uncertainty. The desire to quantify everything in an effort to display it on spreadsheets and slides spread through all functions of the army. The management bureaucracy engulfed all aspects, training, personnel, maintenance, logistics, and readiness. Throughout the years, leaders have identified its deficiencies and attempted to minimize the impacts. The phrase “train to standard not to time” was surely developed to promote leading training as opposed to managing it. Ironically, large-scale change becomes even more difficult with size, tradition, and relative success all of which apply to the Army. A cultural change of this magnitude may well have been virtually impossible because it required individuals in the appropriate positions to attempt the enormous task of establishing a new vision and leading such large-scale organizational change. This requires strategic leadership and a unique self-awareness to understand the complex adaptive system and its barriers to change. General Dempsey set this in motion in 2012, by explaining…
How the MG 2013 aligns with this effort: MG amplifies the need for the investment of quality officers and NCOs in the institutional Army to develop Soldiers in…
The author captures the history of America’s force in readiness and explains why their reputation is well-deserved. The part of the book was least effective was the amount of political and bureaucratic information and how overwhelming it felt. Though it did make up a large part of this book, it was still good information considering that is how we view ourselves and how our sister services view us.…
The Army has thus been an established institution of our federal and state governments for some 235 years now. But the legal establishment of, indeed purpose for, the U.S. Army does not answer the question we seek to pursue in this dialogue. The purpose of this dialogue is to discover what changes and adaptations Army leaders should pursue after nine years of war to enhance future professional capabilities.…
In the Army, the overall mission statement is simple, win in a complex world. A complex world consists of the land, air, sea, space, and cyberspace domains. Each one of the domains can be complex in their own right, but when you combine all five, the problems are complicated exponentially. The overall goal of today’s leaders is to teach, coach, and mentor their subordinates to develop a level of critical thinking that will allow them to “win” at their individual jobs, allowing the collective team to be successful and achieve victory in a complex world.…