Battalion Commander Report

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

Outstandingly, American Non-commissioned officers have performed commendably in their discharge of their duties worldwide. Every soldier is entitled with NCO who ensures that all soldiers get good and professional training from experienced and qualified experts. NCO is also mandated to identify leaders from soldiers who can effectively perform in small-units. Hence it is very essential for the non commissioned officer to be empowered with knowledge and technique on how to carry out these duties effectively asserts that excellent leaders understand their soldiers' strength and weaknesses Basically, it is the role of non commissioned officer to employ knowledge and skills they have acquired through the many years of service in planning and decision making stages in the Army. In line with this, the US government is taking initiatives to empower the non-commissioned

I asked Chief McKinley what positions he felt were the most influential in the department. Chief McKinley believes that Sergeants and Field Training Officers (FTO) are the two most important roles in the department. Both positions are leadership positions and set the culture for the department. Sergeants work closing with patrol and have an influence over them, whether they want to admit it or not. Sergeants must be aware that officers look to them for guidance and mimic their attitude. This is why it is imperative for Sergeants to display a professional attitude at all time. The same can be said for Field Training Officers. FTO 's are responsible for laying the ground work as the example of how to act with the public, suspects, victims, and fellow employees. Both positions must be professional at all times.

When a service member is addressed with the question, “Why do you want to be a military officer?” One should reflect fully on his/her decision to integrate into the position of an Officer in the United States Military. Each field within the Army, Air Force, Navy, and Marines, has their specific Officers, who are expected to conduct certain responsibilities within their Military Occupational Specialty (MOS). Being that each branch of military holds its historic position on the battlefield i.e. the Navy and Marines defend the beaches and land, the Army defends the land and the Air, and the Air Force secures our skies, every unique officer within our military must still adhere to one standard, a constant professional. In this informative essay, I am going to discuss why I want to be a military officer, and what society and my subordinates expect of me.

Respect towards commissioned officers and senior enlisted personnel has been instilled in us since the days of Valley Forge. The Human Resource Sergeant has continued to institute the same culture. The welfare of Soldiers and providing customer service for their needs. No one can say the Human Resource Sergeant is not an essential and life-long member of the United States Army. Although technology has changed, our attitude towards our profession’s values and beliefs remain the same. We have consistently attributed our improvement to those before us who have paved the way to become more than just professionals in our field. They have shown us institutional knowledge and a fundamental understanding on providing the best service we can to all those around us without compromising our integrity. We have remained the commander’s walking regulation on all things readiness and

Served as the Senior Personnel Sergeant of a Battalion consisting of 1000 Soldiers. Advised and assisted the Commander, NCOs, and Soldiers on personnel matters; reviewed and consolidated reports, statistics, and personnel actions submitted to higher headquarters; assisted unit's with Military Personnel Record Jackets (DA 201 Files), pay and finance records, and medical and dental records; advised the commander on personnel strength, shortages, provided technical guidance and training a section of 6 Soldiers; supervised and managed the processing and tracking of all personnel actions, awards, NCOERs, OERs, promotions, leaves and passes; and processed and ensured SIDPERS transactions were submitted in a timely and efficient manner. Assisted

Officers is to advise all levels of commands on these issues. Continuing the Army ethic

Remember that culture is the way things are done at a certain place and it derives mostly from the ethics, and priorities that an organization sets. We also examined the chain of command within the Army. There are chains of command in every workplace but the Army’s is a very complicated system and it allows everybody to know their roles within the organization, it also allows people to advance which boosts morale and self-esteem. This paper also informed about the Operations Process which is the way that decisions and missions are carried out within the Army. Remember that there are four parts of the Ops Process that can be applied to any task in our daily lives; Plan, Prepare, Execute and Assess. In conclusion, even though people may not think of America’s soldiers as managers, they are. They are managers because from day one they are forced into leadership roles and they are taught these management processes. The Army requires Specialists and Corporals to complete 80 hours of training, called Structured Self Development (SSD), in order to be eligible for promotion to Sergeant. The training teaches the Army culture, management styles, Army regulations and more. It is very important to teach all workers at every level, how to effectively manage and lead because eventually they will be the ones making the calls and tough

We possess the skill and expertise to win any battle. We are the Army’s professionals that must continue to build on our skills and assist with the growth of more proficient leaders. When the Soldiers of the United States Army win a war, we know that it was not the work of an unethical leader but the dedication and hard work from a competent leader. An example of a professional is a technical and tactical leader. These leaders are relevant to the Profession of Arms because they keep the Army balanced. They do this by providing personnel development thorough training and certifications and job assignments to assist these soldiers in career advancement. In addition, the Human Resources Sergeant playa a fundamental role in the Army profession by providing personnel support and assisting the force. Human Resources Sergeants are aware of their role and understand the importance of providing support to the Profession of Arms, and we have what it takes to train, fight, deploy and achieve success in winning wars. The Army has a lot professional leaders. With all the Expertise of these leaders the army is nearly impossible to

The Profession of Arms This paper will address what it means to me to be a NCO in the profession of Human Resources (HR) in today’s Army. As we can see the world is consistently changing and so have our duties as professional Soldiers. Being in the HR field gives me the knowledge, tools, and the capabilities to know how to find any answer. It gives me the opportunity to serve my community, chain of command, and also my peers. Educational requirements such as Structured Self Development as well as the Advanced Leaders Course gives us the opportunity to grow in our professions and become more resourceful.

SFC Newell absorbed a tremendous workload upon assuming his duties as the 2nd Modular Training Battalion (MTB) Readiness NCO. His undertaking of duties that had been handled by Course Managers prior to his arrival allowed them to focus more on instructing their respective courses. He completed My Unit Pay training to take over all unit payroll transactions to alleviate the burden on 235th Regiment after losing key personnel. SFC Newell worked tirelessly in his personal time to prepare the unit for inspections and visitors.

Officers of my unit will have maximum time to accomplish their duties; they will not have to accomplish mine. I will earn their respect and confidence as well as that of my soldiers. I will be loyal to those with whom I serve; seniors, peers, and subordinates alike. I will exercise initiative by taking appropriate action in the absence of orders. I will not compromise my integrity, nor my moral courage. I will not forget, nor will I allow my comrades to forget that we are professionals, Noncommissioned Officers, leaders!

The United States Army Whole Soldier Concept Aaron Williams Engineer SLC Abstract The purpose of this paper is to define one of the Army’s administrative tools called the whole Soldier concept as it applies to Army regulations that govern the Army’s select-train-educate-promote (STEP) promotion system and the Army’s retention program. Although there is no officially endorsed military publication dedicated to the whole Soldier concept, there are two such publications that depict the concept in different lights. The two publications that illustrate this are Army Regulation (AR) 600-8-19: Enlisted Promotions and Reductions (2017) and AR 601-280: Army Retention Program (2016).

Commissioned Officers are the stewards of the military profession. They are the problem solvers, managers, and planners who lead Enlisted Soldiers in all situations. Officers are trusted with the welfare, morale, and professional development of the Soldiers under their command. Indicative of that trust, the Army grants Officership to only the most qualified, talented men and women. Transitioning from a Non-commissioned Officer to a Commissioned Officer demands an understanding of these new responsibilities. My personal and professional backgrounds have influenced my understanding of the responsibilities of a Commissioned Officer. Specifically, as Commissioned Officers we must be skilled in communication, ensure the welfare of those under our

As a platoon leader, 1LT Flores expertly managed platoon operations to meet all readiness requirements including medical readiness, mandatory training, and support of critical SHARP, EO, and suicide prevention principles. 1LT Flores actively managed skill sustainment and additional duty responsibilities of his platoon. His participation in training planning and leadership meetings, directly enhanced the effectiveness of company