Marine Aviation Research Paper

The author points out various examples of the Corps short-comings throughout history. With the Marine Corps already struggling to stay atop its game, it didn’t shed positive light on the situations. With that said, it’s hard to point out the flaws of the Corps without also showing its achievements and how we can overcome any obstacle we are faced with.

The United States Marine Corps is a frequently misunderstood, occasionally maligned but more frequently mythologized division of the U.S. Armed Forces. Sometimes its role is perceived as overlapping the roles and responsibilities of its military counterparts such as the U.S. Army, the U.S. Navy and the U.S. Air Force. However, as the exhaustive text by Victor Krulak shows, it is far more often seen as enhancing, focusing and insuring the roles and responsibilities. As the original pressing of Krulak's text was completed in 1984, a great many of the sentiments that permeate First in Fight: An Inside View of the U.S. Marine Corps carry pointedly Cold War-related messages and imperatives. However, an open-minded consideration of the text demonstrates a particular relevance for the servicemen and women of today's U.S. Marine Corps.

Throughout the history of Naval Aviation, one can see a growing force. As new technology and innovations arose and advanced, Naval Aviation improved as well. In times of war and peace, through training and dedication, naval aviators improved their abilities and tactics to produce the fighting force it is today. If by chance, the “revolt of the admirals” had failed, the United States Military would not be what it is today and the Navy could not have the liberty of enjoying the Mahanian concept of commanding the sea.

Kodiak Alaska based U.S. Coast Guard (USCG) flight crews work in a 4,000,000-square-mile area of responsibility (AOR) operating in some of the most challenging weather condition to protect lives. It is easy to see that these crews must have the best training and must maintain peak proficiency in order to safely execute required missions. Yet Kodiak flight crews are arguably the least proficient in the USCG. Most units in the lower 48 states have several operational Small Boat Stations within their AOR to conduct practice hoist evolutions. Air Station Kodiak has no nearby stations and only 1 training boat available 7 or 8 months a year. Ref. (a) requires that all Flight Mechanics (FM) complete 1 boat hoist within the previous 90 days to

Once he took command, his innovative side took over and he immediately started to make changes. He understood his weaknesses, and allowed his men to train him in order to make him a better pilot. He routinely flew in the number 2 position of the formation, until his skills were honed to perfection. During this time, pilots were assigned as flight leads based off rank. Olds’ displayed intellectual humility, as a part of his critical thinking skills, to change the current thinking of using the highest ranking individual as flight lead, versus putting the pilot with the most experience in that position…it should be based off skill, not rank. Even being the Wing Commander, Olds’ often wore a flight suit without rank, and let his lower ranking, more qualified officers lead the mission (badass, 2012). A true sign of being a visionary and transformational leader, Olds used the all of the 4 “I’s” (Individualized Consideration, Intellectual Stimulation, Inspirational Motivation, and Idealized Influence) while making these decisions, and his men loved him for it (CF02SG, 2012, pg 22-23). He fostered inclusive environments by putting the whole wing under the same 24-hour clock as the combat crews, and visited the support organizations to find out the true problems and help fix them (Boyne, 2008). Now that BG Olds’ visionary leadership traits have been discussed, let’s explore his

As the Company Gunnery Sergeant for VMF 214, my main responsibility is, to ensure that the strategies developed to improved command climate aboard VMF 214 are planned and executed properly to ensure maximum success. Communication among the SNCOs

Abstractly, ideas such as Operational Maneuver from the Sea, Seabasing, the Air / Sea Battle, the Joint Operational Access Concept, and Expeditionary Force 21 not only sparked institutional dialog across the blue / green spectrum, but also methodized a vision for future amphibious operations to the Joint Force as a whole. Similarly, the expansion of equipment and technology empowered this innovative thought through the development of science fiction-like capability sets. These unique items include the F-35, MV-22 Osprey, the Landing Craft, Air Cushioned (LCAC), and upgrades to the Navy’s amphibious fleet such as the SAN ANTONIO Class LPD and the AMERICA Class LHA. As concepts drive the development and procurement of such imaginative equipment, the amalgamation produces the development and refinement of doctrine, both joint and service, as well as easily replicated and detailed tactics, techniques, and procedures. Simply, institutional knowledge now exists, built over decades of labor, error, and experience, which simply did not exist 60 years ago. The Amphibious Ready Group and Marine Expeditionary Unit (ARG/MEU) construct is codified in several doctrinal and tactical publications as well as service orders and directives, and is even included in the curriculum of career and intermediate level officer professional

Throughout history, the United States military has given birth to many highly successful leaders and generals. General Douglas MacArthur has long been considered as one of these leaders. Although historians have scrutinized his failures , he has maintained a prominent reputation as an extraordinary military leader. His father, General Arthur MacArthur, famously told him, “There are times when a truly remarkable soldier must resort to unorthodox behavior, disobeying his superiors to gain the greater glory.” Consequently, Douglas MacArthur established his reputation by disobeying direct orders. These incidents in many ways defined and although made him controversial also helped to make him famous. MacArthur’s

Gen (ret) Lorenz, in “Lorenz on Leadership,” continuously reinforced the concept of balancing shortfalls, stating “We never seem to have enough time, money, or manpower.” In my short experience I’ve noted that in peacetime we have the luxury of time, resources, and training. In combat, we must stay true to the F2T2EA doctrinal model and continuously seek out the

The plane is flying about 170 miles per hour .the pilot and I are about to land on an aircraft carrier in the pacific ocean. The resting gear was currently not working at the moment. But the resting gear doesn't catch the plane. The pilot turns off the engine and fly off the aircraft carrier………

Naval Aviation Enterprise which includes Marine Corps Aviation was facing hardship and inordinate challenges in 2011. The number of missions for flying was increased by 10% , the operating budget was deducted by $1.5 billion and for personnel, it was deducted in 70000. The aircraft was obsolete and filled with enormous uncertainty. The operating conditions were too unharmonious. Therefore, a panic-stricken atmosphere was created among the young Navy due to unavailability of the needed aircrafts. These circumstances forced the Navy to make some outstanding shift of improvements to fulfill the upcoming requirements. And, the response came out in the form of new resuscitated and reengineered system by using an Enterprise AIR program to deliver speed with direction, called as VELOCITY. They knew that making everything better, cheaper and faster is not their goal. Instead, focussing on continuous process improvement should be their focus to get a new direction and it will work as an optical lens. And then, they had planned to integrate all the efforts to pull off the bottom line effects. The leaders had set up a new direction called Enterprise Air which encompasses of the Theory of constraint, Lean, Six Sigma. In the paper, AGI- Goldratt tells about the combination of Theory of constraint, Lean and Six Sigma, and he concludes that the velocity concept would be a powerful impetus to impel the Enterprise AIR to achieve focused system improvement. Although, Enterprise AIR primary

Lashing out against the policy makers in the Navy back at home, Coonts offers deep insights into the mindset of a fighter pilot. Painting a picture of the

“Guilty of Insubordination!” This was the verdict in the court martial of General William “Billy” Mitchell. General Mitchell spent his adult life pursuing his ideal of a separate Air Service recognized as a dominant force in military capabilities, but his actions in pursuit of his beliefs undermined military leadership at the time. General Billy Mitchell was a Visionary Leader but his decisions also made him an Unethical Leader. To solidify this claim, we will examine how General Mitchell’s forward thinking and refusal to accept the status quo led to the creation of the modern Air Force, how his tactics to realize his vision were not ethical, and how his visionary, but unethical leadership traits and behaviors are relevant to examples of my own leadership behaviors.

For an example, Lieutenant McDonough had to learn how to deal with enlisted men for the first time. His soldiers were used to a distant, unpresent platoon leader who left all the leadership to the non-commissioned officer, so when he arrived, they treated him like a the clueless officer that they had before him. McDonough had to earn trust with his men and show them that he was willing to go out on patrols with them and reprimand them if they were being insubordinate. He struggled with this balance of trust and authority especially with the new soldiers he was sent after losing some of his originals in battle. He knew he had to utilize his NCO platoon sergeant, Hernandez, but Hernandez felt usurped because, when the previous platoon leader was in charge, he had most of the command of the soldiers in battle, and Lieutenant McDonough seemed to have taken some of that from him. McDonough, although having done his job, had to make repairs to that relationship with his

First to Fight by Lieutenant General Victor H. Krulak is where the history, reputation, and truth about the United States Marine Corps meet. Within this 252-page book you will find a combination of historical fact, interesting background, and personal recollection from one of the men who helped shape what the Marines are today. The book is organized in seven different sections, each explaining a different facet of the Marine Corps. The first section explains in detail the struggle of the Marine Corps to survive as an entity over its long history. General Krulak explains how the Marine Corps had to fight for its current status as an equal organization with the Army, Navy, and Air Force. Even a series of Presidents were among those who tried