Mississippi Military Department Budget Analysis

Contents Page Qualification structures Unit 5001 Unit 5002 Unit 5003 Unit 5004 Unit 5005 Unit 5006 Unit 5007 Unit 5008 Unit 5009 Unit 5010 Unit 5011 Unit 5012 Unit 5013 Personal development as a manager and leader Information based decision making Performance management Resource management Meeting stakeholder and quality needs Conducting a management project Financial control Marketing planning Project development and control Human resource development Managing recruitment and selection Being a leader Leadership practice 3 4 5 6 7 8 9 10 11 12 13 14 15 16

USARECs tactical organizations recruiting centers are responsible for prospecting and recruiting professional individuals that will volunteer for a job serving as a Soldier. Their main effort involves identifying and creating the Soldier of 2025 that will fight to win any complex operating environment. Daily NCOs engage local communities to find individuals to enlist despite the changing United States (US) society where 7 out of 10 prospects do not qualify to enlist into the Army. NCOs at this tactical level have a tremendous challenge in their day-to-day operations. They have to accomplish daily operations by overcoming many factors and challenges. These challenges include economic conditions, persistent and unstable Middle East, China,

The leadership development plan for the MSARNG is essential to help regain the organization’s success in areas that were neglected following many years of war. The plan will focus on using training processes to develop leadership skills in a variety of areas. The plan will focus on being, knowing and doing what it takes to become a better leader. In order to be effective the leader development plan must be deliberate, sequential and continuous (Department of the Army, 2013). The plan will be tied to the core values and objectives which start with the individual leader. The training will be implemented throughout the entire organization to ensure the leaders understand how to correct the gaps and issues identified.

1. This is a position paper about how the military can survive current fiscal constraints. I am advocating that the military should look at all the operations and resources they have and prioritize what needs to be done to survive the fiscal constraints. I will discuss the problem, then explain different solutions. Finally, I will explain why the best solution is to prioritize.

(U) HQDA EXORD 10-13 IN SUPPORT OF THE HQDA FY 13-15 ACTIVE COMPONENT MANNING GUIDANCE. (U) (ATSG-NCOA) The United States remains a nation at war and there are challenges such as grade and military occupational specialty (MOS) shortages and a growing medical and administrative non-available population which significantly impacts the ability of the personnel inventory to meet specific requirements based on the current and foreseeable conditions and constraints. The US mission is to provide the Army with the Personnel Manning Guidance for FY13 -15 that is synchronized with the Army’s priorities. The priorities are reflected in the Integrated Requirement Priority List and are established by Army Leadership. The key tasks are manning the

Can the nation afford what it’s spending on funding the U.S. military? On defense and international security was spent about $718 billion by the U.S. government in 2011 (Plumer). The U.S. is now spending more money than at any time with a defense budget exceeding $700 billion (Erwin). Defense amounts to 4.8 percent as a share of the U.S. economy (Erwin). Innumerable amounts of money are being funded to the U.S. military because it has spent more on defense than any other place, has a big land area used by U.S. bases and facilities, and 70 percent of the budget goes to defense contractors alone.

Administrators are able to monitor how the soldiers and employees are progressing by a web program called the Army Career Tracker. This program development was produced by: The Army Training and Doctrine Command Institute to guide these individuals on what assignments and educational items need to be completed. Upon arrival to their new duty station assignment, soldiers are expected to complete an Individual Development Plan (IDP) within thirty days of arrival this is a portion of the Army Career Tracker program. This coincides with the Army‘s professional development standard of supervisors formally meeting with employees to review their career map, IDP information and offer guidance and recommendations on their new assignments. The IDP is part of the professional development profile for the employee their entire career and is a useful development tool for supervisors as employees transfer to new duty assignments. Employees may attend several institutions, civilian and military during there career both traditional and online education using the IDP as a

Case Study: Problems at the VA Health System Leaders who are appointed to follow a strategic plan must have the correct knowledge to know what they are doing. The goals a leader has for their organization must meet three basic conditions. These are: “1. They must be consistent with and directly related to the values of the organization. 2.

Soldier welfare, managing personnel turnover, and the recovering of equipment are the Brigade’s biggest priorities. This process starts with the completion of all Commander’s initial counseling. All expectations, duties, and responsibilities will be discussed and understood by all of the Commanders within the Brigade. I will provide the Brigade my leadership philosophy, and I will also distribute my support form to all unit level Commanders, so that they have a clear understanding of my intent. I will make sure that I set aside time for an OPD to personally talk to all of the unit

of academic approaches and experiences. Banks and Ledbetter begin the book by highlighting the growing interest in leadership and the difference between leadership and management. The authors make a point about the issue of values, which is a necessary component when discussing the topic of leadership. Banks and Ledbetter state “the crisis that exists in leadership today

I see a tremendous need for leadership development in both of my ministry contexts, even though they are culturally very different. I consider several key concepts from the previous MC506 class to be

Moller and Maersk is a shipping and logistics company that faces a challenges with staff retention. This is attributed to the change in organizational culture from leadership development programs that focused on administrative purposes to strategic functions. In this text, we will develop a leadership training program based on ADDIE model.

Therefore, the primary objective of this report is to argue that for leadership and management development to be effective, they must be aligned with an organisational strategy. The report is divided into three sections. The first section is about introduction. The second section is the body of the report containing subsections. In this case, the subsections include definitions, objective and purpose of the leadership and management development, effectiveness of leadership and management development and its link to performance, leadership as a strategic process, talent management and its link to management development cycle, performance measurement and assessment, and training and development activities as parts of leadership and management development. The last section includes a summary and conclusion of the report. It gives a recap of what is discussed in the report; it supports the argument that to be effective, leadership and management development must be aligned with organisational strategy.

A new HR strategy was launched in 2009 with leadership improvement its key component. The strategy committed South Riding Council to establishing an organisation wide framework to `develop leadership skills at political and senior managerial levels`. More recently, the council has invested time and money in shorter-term projects to enhance desired leadership skills. The latest initiative has been the creation of a leadership institute.

Number 1 of Deming’s 14 points calls for an organisation to “create constancy of purpose for the improvement of product and service” (Deming 1986, p. 23). This infers both a consistent long-term leadership vision and commitment to continuous improvement throughout the entire organisation. Implications for managerial leaders include