Army Training Management Process (TMP)

In this report I will be going over the importance of training and education within the military, and how they both play very important roles to not only leaders, but the service members within our ranks. The military is constantly training and, we train as we fight. However, before soldiers train, they must be well educated in all areas in which they will be training. Proper education is the key to proper training. I will also discuss the importance of becoming better educated while serving in the military, as it will make transitioning back into the

In this lesson you will continue to review the key agencies and major force management processes used in developing warfighting capability provided to combatant comman

Force management, or what is really otherwise known as planned comprehensive change, is in reality a complex and interwoven process. Though it was designed within the confines of a systemic approach referred to as the DOTMLPF (Doctrine, Organization, Training, Materiel, Leadership & Education, Personnel and Facilities), in reality it is meant to enable both dutiful and well-thought out change as well as faster, more urgent adjustments in accordance with the evolving nature of war and information gathering tactics. The Army, as one branch involved in this initiative, focuses most of its attention in this regard on the organizational sector because of the way it facilitates an adequate and democratic step-by-step system of review (Student Reader, F102:2). But the fact is that even this initiative remains multi-faceted and appears to be rather bureaucratic in nature (it has five phases, which seems antithetical to an urgent change process), which might not be surprising since implementing the type of changes that are demanded can have major implications of all sorts. Still, it does appear that this concentration is being well received and that it will eventually serve its goal even if it does not appear that way when detailed on a point by point basis.

The United States Army is a complex organization made up of several commands and managed by different command levels. The U.S. Army is an organization different from that of a business in many unique ways. Specific examples of these differences include: financial reporting, disciplinary review procedures, and tactical operations. Although different in many ways, the Army shares many similar characteristics of a normal profit business. Army personnel are managed by supervisors arranged in a command structure similar to that of a business hierarchy. The Army will also encounter internal and external factors that could impede or enhance operations. As such, planning, organizing, leading, and controlling must be used by managers appropriately

The situation in today 's Army is clearly much different from what existed years ago. Many changes have occurred, moving the Army 's EO program from a strictly educational and training initiative to a multifaceted management program with clear goals and objectives. These goals and objectives are also an integral part of human relations and are nurtured and developed through a professional military education system.

As stewards of our profession, commanders ensure that military expertise continues to develop and be passed on to aspiring professionals through operational development. It is during this developmental phase that Professional Soldiers put their knowledge and skills to the test. Operational Army units certify and recertify their Professional Soldiers through repetitive and realistic training events including the Combat Life Saver Course, platoon live fires, and exercises at the National Training Center. In the course of these challenging and realistic experiences, the Army’s operational units develop Soldiers and leaders prepared to maintain high standards, discipline, and operational readiness. Operational development and adaptability will continue to drive changes in Army doctrine, organization, leadership, and education as we enter the post-war era. Without this kind of development, the Army could not maintain a well-disciplined professional fighting force.

The United States Army has implemented models called the Troop Leading Procedures (TLPs) and the Operations Process in order to facilitate a commander 's capacity to effectively and efficiently organize a task. When these models are executed together, they create a framework for leaders at various levels to excel in any situations they might encounter. Understanding the significance of the relationship between these models requires an in-depth understanding of each of them specifically. Each step of the Troop Leading Procedures contains numerous factors which reflect upon the other steps as well as the entire Operations Process. Likewise, each aspect of the Operations Process profoundly influences the decisions made throughout the TLPs. When applied together correctly, the Operations Process and Troop Leading Procedures provide a structure for strong and adaptable operational leadership.

For the next 10-15 years, leadership development is critical within the military. Training to develop agile leaders will yield a competitive advantage within both private and public organizations. Importantly, leadership training should mirror as if one would fight in the new Era International Security Environment. Such tenacity will confront limited engagements in the next 10 years, plus a great deal of offensive operations in the 15 years. Therefore, trained leaders are flexible to their changing missions, roles, and responsibilities, thus are more adaptive to compelling new conflicts.

The task of maintaining the Army’s equipment can be daunting at times and implementing such principles as TQM and TPM can seem impossible. The military is involved in a constant tug of war between elements within the organizational leadership level, and between organizational and strategic levels as well. While the Army has one priority, to fight and win this nation’s battles, the method of getting there can be clouded or skewed between the levels of leadership. These competing priorities, in many cases, place emphasis on one thing and then quickly switch to another, thus causing confusion and more importantly contempt at the lower levels.

The road of performing all the drills and exercises will not be so easy for you. So, as to make you feel comfortable and perform all your drills easily various military trainers and sergeants are available during the whole process to guide you through. The transformation of leading a disciplinary military

The Creed of the Noncommissioned Officer states, “No one is more professional than I,” “I will strive to remain technically and tactically proficient,” and “All soldiers are entitled to outstanding leadership; I will provide that leadership.” As America transitions from a nation at war to a nation at the ready, it is imperative as noncommissioned officers, that we remember those responsibilities set forth in the creed in which we live by as we forge our next generation of soldiers and leaders. How we forge our future leaders, train our soldiers, and how we develop ourselves as noncommissioned officers is outlined in Army Regulation 350-1, Army Training and Leader Development. From

In life, there are many things that we rehearse such as weddings, concerts, plays, military operations etc. Why do we rehearse? The main reason for rehearsals is to get a feel of the task at hand, go over responsibilities, and last to get an understanding of individual roles. Without trials, productivity would be lower more complicated and less organized. There would be no communication and the task will go horribly wrong. However there are different rehearsal techniques that we can you use to help in preparation for a task. This techniques can essentially be used in the civilian world. The four types are: Back brief, combined arms, support, and battle drills. Each technique focuses on certain aspects. For example, back brief is distinctively

Training objectives must support the mission profile and meet the commanders desired end state. Prior to the 56TH train up at the National Training Center (NTC) the deployment location changed from Iraq to Afghanistan (case study). Changes to mission essential tasks were not identified prior to NTC, resulting in the BCT training on collective tasks and validated during MRE based on the Iraq mission profile. However, the shift to the Afghanistan mission profile created gaps in training not identified until units arrived at Bagram Air Field (BAF). i.e. the BCT had to establish an MRAP drivers training program at BAF extending the RSOI process. Training gaps were not limited to company level shortfalls as battalion and brigade staffs were not able to anticipate potential threats and capitalize on opportunities. (case study 2)

The Army is a profession because it requires a collaboration of highly training Soldiers who possess specialized skills that combine to operate in complex situations in more complex environments. General Martin Dempsey stated that “The Profession of Arms requires expert knowledge, and that expertise is manifested as unique skills in the individual professional and by Army units.” For the purpose of this paper the operational definition of the term profession is: a type of job that requires special education training, or skill. In order to meet and maintain the demands of this definition, The Army has established the Army Development Model which consists of institutions, operational training, and self-development to create highly skilled service members.

The multifunctional nature of Operations Management requires a high level of process- and system-based synchronization across many different departments and divisions to be successful. The structural organization of the US Army is heavily dependent on Operations Management for missions to be accomplished, and long-term strategic visions to be attained (VanVactor, 2007). The intent of this analysis is to evaluate how the five areas of accounting, industrial engineering, management, management science and statistics, in conjunction with critical path analysis and linear programming, are used extensively throughout the US Army's supply chain operations.