US ARMEDCOM: Training Program

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

The Garrison Command was comprised of 4 officers and 2 enlisted Soldiers to run a supply section, a billeting section, a public works department with KBR, construction oversight, movement control, DFAC operations, an emergency services, and human resource. Within these areas were responsibilities such as supervision of the camp dining facility, operating a badging section, and running a movement control cell for all operations leaving our AO. In addition to this it quickly became clear that his role as a Garrison NCOIC for the masses was more realistically a landlord for over one thousand tenants.

Go back in time, prior to hitting those yellow footprints, whether it be in San Diego or Perris Island. You are sitting on your couch and the United States Marine Corps TV commercial, America`s Few comes on. In this commercial, as Marines run towards ‘the calling’ you hear in the background rifle cracking as the silent drill team handles rifles with bayonets with extreme precision. The cracking rifle sound serves as a “call,” ‘spiritually speaking. We might think of it, and the honorable President Obama has made this very timely, as the “call to service” or the “call less heeded” instead of “the road less traveled’. ‘You can’t just answer the call, you must also prove worthy of the title before you take your place in the line of America’s Marines–the purpose for which our protagonists began the journey and, importantly, issue the call to others down the generations.’’ Throughout a Marines career, drill and ceremonies are a constant because ‘‘the object of close order drill is to teach Marines by exercise to obey orders and to do so immediately in the correct way. Close order drill is one foundation of discipline and esprit de

Dr. Williamson Murray once declared a want to develop his Expeditionary Warfare School (EWS) seminar students into hand grenades. His comments were, of course, figurative, but Murray communicated a vision: his company grade students would read more deeply, think more critically, write with greater effect, and ultimately be more willing to challenge conventional wisdom than their peers. Murray, with EWS, engineered the course, from initial selection through the final seminars, to meet his goal of a competent, well-armed officer prepared to make and recommend just decisions grounded in history.

During a major exercise in preparation for an upcoming deployment, I was tasked to lead the Joint Task Force Operation Center. The exercise requires the integration of many parties who are not part of the same countries (or even a team). As the facilitator, I knew I had to go about this by wearing my creative worker hat to make this a successful exercises. Therefore, being the person that will bring this all together, I knew I must exercise leadership in a highly ambiguous context. The exercise did not have no clear yardstick for how the mission should perform and there are were no clear rules for who gets to control the output. With that being said, I became that effective leader by creating a share purpose in these ambiguous circumstances

men Marines!” As soon as that was said four ferocious looking men wearing the most sharp pressed, clean; crisp looking BDU’s (Battle Dress Uniform) I have ever

In todays army, soldiers are required to continuously learn and train in order to keep up with the demand of the ever changing battlefield. To properly conduct these training session, a training management process(TMP) is created to be a universal outline for leading and managing training and development. Examples of the TMP, is the Army Training Network (ATN) and the many doctrines found on Army Publishing Directorate(APD) site. In this essay, we will focus on the importance of three processes that are apart of the TMP; rehearsals, pre-execution checks, and After Action Reviews. We will also focus on the value of web-based training and doctrines, such as ATN and APD.

The organizing function of management is impacted in the globalization efforts of the Army. The process of transformation of local or regional phenomena into global ones takes the utmost managerial ability from all ranks and corporations sustaining the Army. For instance, institutional organizations provide the infrastructure necessary to raise, train, equip, deploy, and ensure the readiness of all Army forces in strategic global locations. Organizing and strategic planning functions help the training base provide military skills and professional education to every soldier -as well as members of sister services and allied forces. It also allows the Army to expand rapidly in time of war.

The Army National Guard (ARNG) will inactivate one Infantry Brigade Combat Team (IBCT) and one Armored Brigade Combat Team (ABCT) and will convert one ABCT to a Stryker Brigade Combat Team (SBCT). As a part of the Brigade restructure, all ABCTs will be reduced by two mechanized infantry companies as a part of the "Triangle Design". Every ABCT will consist of three Combined Arms Battalions (CAB). Two will be tank heavy, consisting of two armor companies and one mechanized infantry company. The third CAB will consist of two mechanized infantry companies and one tank company. The Armored Cavalry Squadron will consist of three cavalry troops and one tank company.”1

The Regional Health Command – Atlantic (Provisional) (RHC-A), is one of five US Army Medical Commands (MEDCOM) under the Office of the Army Surgeon General (OASG) that oversees the day-to-day operations of all the Military Training Facilities (MTFs) in the region. With an operating budget of $2 billion and over 600,000 beneficiaries, the RHC-A is the biggest regional command, spanning 27 states plus Puerto Rico. Its vision, to strengthen the health of our Nation by improving the health of our Army, is carried out through its mission of providing proactive,

Special Forces (SF) trains and educates for Unconventional Warfare (UW) because it is our core mission.  SF was created to execute UW.  It is our duty and obligation to train and educate ourselves and others on the subject of UW. As stated by, Robert M. Gates in 1992, “Unconventional Warfare… …remains uniquely Special Forces'. It is the soul of Special Forces: the willingness to accept its isolation and hardships defines the Special Forces soldier. Its training is both the keystone and standard of Special Forces Training: it has long been an article of faith, confirmed in over forty years of worldwide operations, that ‘If you can do the UW missions, you can do all others.’" If SF is trained and prepared to conduct UW, then they can be called upon to conduct the other aspects of warfare across the entire spectrum of military and security operations.

The Brigade Support Medical Company plays a variety of roles in its scope of work. This paper seeks to discuss and identify the manner in which the Brigade Support Medical Company can offer Force Health Protection to outlying COPs. The main roles of the company are that: they act as a unit level medical care; and they offer basic primary health care as per the Army Healthcare System and support to all BCT units that operate within the AO of the brigade (Menter, 148). The company also plays the above two roles on al BCT units that lack organic medical assets. The BSMC is led by a commander who leads supervision of the

Military medicine has a rich and long history. The medical and health care delivery lessons gained through multiple wars fought in the past decades are applied to improve the care for military personnel and their families. It continually evolves and adapts to the current mandates of the government.

The Army’s mission is to build forces capable of Unified Land Operations, able to operate effectively with Joint, interagency, intergovernmental, and multinational partners across the range of military operations to provide capable and ready forces to combatant commanders (CCDRs) in support of the National Security and National Defense Strategies, while sustaining and maintaining the quality of the All-Volunteer Force. (United States, 2014)

of Soldiers, Families, and Civilians, and to enable unit readiness. While the delegation of senior command authority is