Military Occupational Specialties Essay

The department’s leadership is responsible for providing appropriate manpower and resources to each mission using an increasingly tight budget, while also following strict laws for high priority missions, such as nuclear defense, which mandate both high levels of training and manpower (Air Education Training Command, 2015). Additionally, warfare technology has become incredibly advanced. Due to this complication, the educational and technical requirements for military service members and employees are steadily increasing.

In our current deployment model and even in garrison many military commanders and senior enlisted leaders work repeatedly with their teams based in different buildings, bases, and countries with team members in different shifts or different time zones. Using the Joint Special Operations Forces Senior Enlisted Academy’s (JSOFSEA) Profession of Arms “Key Concept” one must understand the operating environment. Once an understanding has been met using one or more of the JSOFSEA’s three thinking tools it is invaluable to the senior enlisted leader in a multitude of varying circumstances. As a leader in the profession of arms getting all members to buy into the team's objectives and stay on track being a geographically dispersed team, it's essential for members to unite around a common goal, the commander’s intent. Unifiing the team around common goals and the commander’s intent will help the team meet the demands of the mission in this ever increasingly intricate and many uncertain operating environments.

“National intelligence is still organized around the collection disciplines of the home agencies, not the joint mission. The importance of integrated, all-source analysis cannot be overstated. Without it, it is not possible to “connect the dots.” No one component holds all the relevant information.” While all agencies collect information, only through joint integration can we truly paint an accurate assessment of the facts. As a reference, the report cites the Goldwater Nichols legislation of 1986, in which Operations as a whole were better envisioned though joint co-operative training. It shows the strengths of these types of events and why we must incorporate more joint intelligence to be successful.

I had the privilege to interview a great leader , Soldier, husband and father; Staff Sergeant Andre Sinclair. Staff Sergeant Sinclair is the team NCOIC / Network Centric Operations Industry Council Interoperability for the white team of the Georgia Army National Guard. His organization Affiliation is the Army National Guard. I selected my husband because he is a good and caring person. Always willing to go above and beyond to help someone. As a leader in the military he is contributed to a decisive role in the history of the United States. Because of my husband 's interest in computers he decided to join the team of Cyber Network defender .He had specialized computer network defense duties, including infrastructure support, incident response, auditing and managing. As a cyber network

BCT modularity and increased deployments over the past 15 years has validated the need for mobility experts at every level of command. MWOs today typically start their career in Brigade Combat Teams (BCTs). The MWOs

The rapid advancement of information technologies and a network centric force have transformed the Army’s warfighting capabilities. They have also impacted the Signal Corps ability to create Soldiers who are capable of keeping pace. It must now rethink the process of how it is accesses, trains, and sustains the Signal Soldier of the future.

One critical mission of the TAP is to get exiting service members career ready for their transition. Providing these service members with as much knowledge needed so as to better translate their Military Occupational Specialty (MOS) and all other trainings into a suitable equivalent in the civilian labor force is critical. Service members need to know that some specialized trainings and combatant skills are not readily transferrable into the labor market thereby emphasizing the importance of an MOS blueprint for proper translation. The first stage in providing this MOS translation knowledge entails identifying and understanding the issues that impact a successful transition. According to the Veterans News Network (2012), soldiers upon entry

My desire to join the Cyber Branch stems from a drive to continue to influence the foundation and shaping of the first new branch since the activation of the Special Forces Branch in 1967. The creation of the Cyber Branch and the addition of the 170A, is a historic and monumental event and I would consider it an honor if chosen to transition. Decades from now, young soldiers will walk the halls of the Cyber Center of Excellence and look upon images of those warrant officers that laid the cornerstones of what will then be, the premier branch of the Army. I see myself being among those images, as one of the many cyber leaders that will lay the foundation of an adaptable, technically and tactically elite force.

This transformation leads to a significant advantage for the United States. Sensors and intelligence inputs, including strategic level intelligence collection capabilities, were used to target the enemy and direct tactical level operations. The effect was that combat power could be applied to the right place and at the right time to achieve decisive tactical results. Since 2001, Special Operations Forces (SOF) have had success in the integration of operations and intelligence, creating a cultural shift in the planning and execution of their operations. SOF operations provide a model for the conduct of precision warfare. However, in the conventional headquarters on today’s battlefield there has only been a superficial change, intelligence and operations continue to be poorly integrated. According to Drew Cukor, headquarters are organized based on models that were developed in the First and Second World Wars with minor modifications to accommodate new technology (2013). Today’s doctrine, for the most part, does not reflect the requirements for a robust and agile intelligence apparatus to support operations. Keaney and Cohen stated in 1993 that the “Gulf War also pointed out a weakness in the ability to reap the benefits of global sensing—the difficulties in developing

Next, at 7th Signal Brigade, Germany, I lead the Brigades Global Rebasing and Restructuring (GR2) movement from USAG Mannheim to USAG Schweinfurt during a period of high operational tempo while ensuring that day-to-day operations were minimally impacted. Additional, as the Force Modernization Officer, responsible for the unit’s multi-million dollar fielding, training and validation of cutting-edge cyber security tools and signal equipment; which were critical to supporting three COCOMs

The discussed process of restructuring the Brigade Combat Teams (BCT) illustrates the third phase, the development of organizational models. In his speech, Gen Odierno says that significant flexibility and capability

In regards to policy and doctrine, the assessment would need to utilize three main documents, namely the Cyber Force Concept of Operations and Employment (CFCOE), the Joint Cyberspace Training and Certification Standards (JCT&CS), and the Cyber Mission Force Joint Training and Readiness Manual (T&R Manual). The CFCOE is a comprehensive, evolving, document defining CMF teams’ roles, functions, and operational processes. Next, the JCT&CS defines the knowledge, skills, and abilities required for each cyber mission force work role (i.e., position). Lastly, the T&R Manual stipulates the requirements to assess individual and team readiness using a common set of joint tasks, conditions, and standards for all cyber mission team positions (Department of Defense, 2014). Key stakeholders included Office of the Secretary of Defense (OSD), the Armed Services, the Joint Staff, the National Guard Bureau, USCYBERCOM. By developing a comprehensive assessment to evaluate the cyber team’s ability to meet full operational capacity, this project outcome would nest in the overall USCYBERCOM cyber strategy of developing cyber forces and strengthening the United States cyber defense and cyber deterrence posture while building cyber capabilities and organizations.

On the contrary struggles still remain because not all of the systems and networks are fully integrated. A huge intelligence issue is the need for quality personnel. In other words, training and maintaining quality intelligence professionals has been a difficult issue identified by numerous government commissions. The biggest ordeal in this is the limited federal direction regarding training initiatives. There is limited availability on the great upheld standards of programs that teach critical thinking and analytic techniques. Also, national security programs have limited investment in new programs and in spite of this they still have to accomplish their objectives of the nation’s core needs under the constant threat of another terrorist attack.

To address the increasing threats to national security coming from the cyber domain, military intelligence corps have recognized the need for officers trained in cyberspace

To address the increasing threats to national security coming from the cyber domain, military intelligence corps have recognized the need for officers trained in cyberspace counterterrorism techniques, technologies, and methods. These officers direct and conduct integrated electronic warfare, information technology, and cyberspace operations, as authorized or directed, to ensure freedom of action in and through cyberspace and the information environment, and to deny the same to our nation 's adversaries.