Mission Control Case Study

Periodically, I will send an email to request the status of the Standard of Operating Procedures (SOPs) within Mission Support. The SOPs should be updated every two years or as required, if there are critical changes to incorporate within the SOPs. Please review your office SOPs to determine the following category listed below:

According to Army ADP 6-0, mission command is the exercise of authority and direction by the commander, using mission orders to enable disciplined initiative within the commander’s intent, to empower agile and adaptive leaders in the conduct of unified land operations (CAPE, 2012). Effective mission command can generally be analyzed according to the six principles outlined in ADRP 6-0. The six principles of mission command are to: build cohesive teams through mutual trust, create shared understanding, provide a clear commander’s intent, exercise disciplined initiative, use mission orders, and accept prudent risk (CAPE, 2012). This paper provides a brief overview of the

LTC Honeycutt continuously assessed the situation at every turn of the war. He knew that the enemy wanted to fight and he was more than happy to oblige. Members of the 3-187th located some documents from the enemy and determined it was the 29th NVA, which signified that they were up against a sizeable enemy force. After a heavy firefight on the fourth day, Honeycutt was able to assess that the enemy strength was more than just a company. He concluded the enemy strength size was a battalion. His assessment required him to develop new frontal attack plans. The companies were able to advance up the hill but they suffered multiple casualties which resulted in them pulling back to their previous night defensive positions. The 3-187th lost ground, troops, and the motivation to

What is Range Facility Management Support System (RFMSS)? It’s a non-graphical designing tool used to facilitate the availability of current schedules, publishing range bulletins, two way calendars, and support all the conflicts as they arise.

It has since become “one of the most examined battles of the Civil War, and possibly of

With German forces on the run following the Allied success at Normandy and the breakout and pursuit across France, Allied forces were staged to enter Germany in late summer 1944. Both Field Marshal Montgomery and General Bradley clamored to be given the priority of effort. General Eisenhower chose Montgomery’s Operation MARKET GARDEN as the plan for action. It called for airborne forces to open the route for a ground force to move more than sixty miles up a single road, ending up north of the Rhine River near Arnhem, Netherlands. By accomplishing this task, the German Ruhr industrial heartland would be within easy grasp. But the operation failed. The ground force

In mid-2016, after a successful IG Inspection we were flooded with concerns form the IRC partners and liaisons that they were experiencing difficulty in obtaining mission and asked if our MEPS could assist. This problem required a deep look into how we as a MEPS conducted our operations and how that impacted the recruiting service mission goals.

“Guys talk about Military Operations on Urban Terrain (MOUT) being the right place for light Infantry, but very few understand the power of a mechanized heavy battalion in an urban environment” -Lieutenant Colonel Pete A. Newell (Matthews, n.d.)

Mission Command Visualization The success of a commander relies heavily on the ability to recognize and adjust to an ever-changing operational environment. Mission command visualization is the process of understanding the current state, envisioning potential problems and their solutions, and then implementing tasks to obtain the desired end state. In 2003, General David Petraeus effectively used mission command visualization to achieve the desired end state of Mosul from start to finish, from the troops’ arrival, to the establishment of governmental elections and the control of all other problems and projects that should arise.

It was 20 May 1951 the 2nd Ranger Company led by 1LT James C Queen would engage in a fierce battle with the Chinese Communist Forces (CCF) to seize the critical terrain hill 581 from the enemy (Rangers in Korea). This battle was the largest that they would be involved in.(all black) The seizing of this critical terrain was part of second CCF spring offensive, which was some of the most intense fighting of the Korean War. (Korean Battle) 1LT Queen’s use of the six mission command principles enabled him and his men to seize and defend Hill 581. (FIX->)1LT Queen’s use of three mission command principles that the keys to the success of the mission.…….

In evaluating the planning and control system in use at Johnson & Johnson, there are some strengths and weaknesses in the system. One of its strength is the decentralized management that divides the organization down to business units such as Codman & Shurtleff. The managers of these subsidiaries have authority to make decisions and plan operations within their subsidiaries. Planning and budgeting is done within the organization and brought to executive committee members of Johnson & Johnson for approval. Then, Johnson & Johnson provides feedback and advice, but Codman & Shurtleff is responsible for the results. That’s why Roy Black states that decentralized management is “unequivocal accountability for what you do”. Moreover, Johnson & Johnson finds it difficult to manage the company at different locations.

Through my military career I have been told the importance of mission readiness and how much of an impact it can have on the unit if one soldier is not up to standard. The other solders must not only continue working on the load they have but also pic up my slack. Not being fully mission capable waste time and energy of my peers, my NCOs and the officers in my unit. I must do better as a soldier I am A specialist looking to go to the promotion board in January but I made a private mistake. Mission readiness comes down to discipline and prioritizing which I will explain in this essay. Discipline and standards define what it means to be an Army professional.

With any company, organization, or corporation the first phase of any management is planning. This phase is very important to any company because many different planning functions and each planning function create a standard for each of its employees to follow. This paper will discuss the planning functions of management while looking at the Boeing Company. While looking at the different planning functions, this paper will also discuss and identify legal, ethical, and social responsibilities that impact Boeing. It will also show some factors that influence Boeings strategic, tactical, operational, and contingency planning. Boeing can be considered the

The purpose of this paper is to identify the uses and application of mission command within Operation Anaconda. Operation Anaconda took place in the Shahikot Valley of eastern Afghanistan in early March of 2002. The ground commander selected to lead the operation was Major General (MG) Hagenbeck of the 10th Mountain Division, and for the purpose of this operation, Coalition and Joint Task Force (CJTF) Mountain. Due to the limited number of troops under his command currently available in Afghanistan, MG Hagenbeck was given command in addition to one of his own organic battalions, the 3rd Brigade, 101st Air Assault Division, some Special Operations Force (SOF) units, and Coalition Forces. This paper will identify MG Hagenbeck’s, his staff’s, and higher command’s use of the mission command principles during this operation. The principles of mission command are accept prudent risk, use mission orders, exercise disciplined initiative, provide a clear commander’s intent, create shared understanding, and lastly, build cohesive teams through mutual trust (Mission Command, 2014).

The operational environment is the framework the military uses to define a how we will create a concept to defeat an enemy. To help paint the picture of the operational environment the Army uses the acronym PMESSII-PT. PMESSII-PT stands for Politics, Military, Economic, Social, Information, Infrastructure, Physical Environment, and Time . I do not believe there are one or two areas that can be focused on and have a successful outcome in combat. GEN David Petraeus stated, “there are no purely military solutions in Afghanistan.”1