Overseas Contingency Support Assignment ( Osa )

Method: By reading MCWP 6-11 Leading Marines, answer and write an analysis on the objectives given per instruction.

Operational leaders down to the platoon and squad level have recently faced increasingly complex missions in uncertain operational environments. Accordingly, Army doctrine has shifted to officially recognize mission command, which enables leaders at the lowest level feasible to “exercise disciplined initiative” in the accomplishment of a larger mission. The operational process consists of six tenants: understand, visualize, describe, direct, lead, and assess. During the battle of Fallujah, LtGen Natonski understood the intent two levels up, visualizing courses of action for both allies and the enemy, and leading his organization into combat while directing his officers and soldiers to meet his intent. He visualized that Marines alone could not accomplish the mission. He understood that without the support of Iraqi police and a task force from the Army with

From 2004 to 2008 a mission begins to aggressively develop within the intelligence community that will change the face of the Department of Defense (DoD). Cyberspace Operations, particularly support to, breaks from small organizations and gains light in every day missions as well as the media. Complexity and connections of Cyberspace Operations makes this mission inherently a joint responsibility from training to execution. In the beginning the Army evaluated soldiers from all Military Occupational Specialties (MOS) and selected those that showed the capability to grasp complex problems and adapt to new technologies in order to staff this mission. These highly skilled soldiers received special training

After the Vietnam War ended, the Marine Corps’ main focus changed from broad scale operations, to being an Expeditionary Force in Readiness. Although this was no new role for the United States Marine Corps (USMC), there have been many changes in society, technology and tactics that affect how the Corps operates. However, over the last 36 years one thing has remained the same, and that is the role of the Marine Non Commissioned Officer (NCO). With the world changing ever so rapidly, the strong values and responsibilities of the Marine NCO are now, more than ever, necessary to carry out the operations being assigned to United States Marines. The role of the NCO is characterized by their

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.

In 2012, General Dempsey states “Mission Command is fundamentally a learned behavior to be imprinted into the DNA of a profession of arms.” The way Mission Command has evolved through the past years is indicative to the US Military adjusting to a new threat. The concept of Mission Command is not new, what is important is how General Dempsey states “Education in the fundamental principles of mission command must begin at the start of service and be progressively more challenging..” The General emphasizes the need for education at the start of the individual’s service. Additionally, this highlights the United States Army’s doctrinal adjustment to the new threat. During the conflicts in Iraq and Afghanistan, the US faced an enemy whose creativity and adaptability are two of its greatest assets. The fast-paced situation changes in both of those AOs required tactical level leadership maintain the autonomy to “exercise disciplined initiative.” This type of initiative historically leads to mission success, specifically in fast-paced situations where a key to success is forcing the enemy to react.

She assisted with reimaging 81 PCs to resolve security client applications issues, and another 30 PCs to complete clean up actions due to an electronic spillage occurrence. Her attention to detail conducting several walkthroughs of 8 LNSC spaces and organizing 13 DIVO records lead to a well-earned passing grade for the N8’s Department In The Spotlight (DITS) inspection. As N8 department Career Counselor, she was directly responsible for 6 career development boards resulting in 2 Sailors advancing in rank to Petty Officer Third Class.

“Yesterday, Dec. 7, 1941 - a date which will live in infamy - the United States of America was suddenly and deliberately attacked by naval and air forces of the Empire of Japan.” -Franklin D. Roosevelt.

1550 01 Aug 05 CAREER RETENTION SPECIALIST (MCI 0084) 1. Purpose. This handbook for career retention specialists (CRS) is published to provide reference material to all Marines whose duties require them to understand the basic tasks of a CRS. 2. Scope. This handbook addresses the reference material needed for the following: choosing the Marines who need a CRS interview and specifying the type of interview, researching the Marine’s performance history for eligibility and career options,

Served as the Levant analyst on the Joint Operation Center (JOC) Current Intelligence Team (CIT) during the Iraq crisis. Tasked with standing up a 24 hour intelligence section on the watch floor to provide intelligence support to the JOC watch staff and joint planning group (JPG). My daily duties were to provide the most up to date information for the daily intelligence summary, commanders read book, and preparation of the daily situational awareness brief for directorate and CG. As a trusted analyst I individually managed, addressed, and answered five requests for information directly from the 2-star Commanding General (CG) without requiring follow ups. Additionally, I supported the joint planning efforts by answering 12 additional requests

On January 23, 201 an interview was conducted with Milton E. Maddox, CPT, SC Operations Officer for United States Military Expeditionary Training Support Division .Captain Maddox’s credentials include over 18 years of military experience with eighteen months of supply chain experience. Captain Maddox is a Communications Officer for Expeditionary Training Support Division. In our interview he prefers to be called Milton. Milton stated that he serves as the primary Operations Officer for Deployable Instrumentation System Europe (DISE) which is responsible for providing home station instrumentation training support and equipment for U.S. and Multinational Soldiers, Sailors, Airmen and Marines training throughout

Colin Powell suggests, "Leadership is solving problems. The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help or concluded you do not care. Either case is a failure of leadership" The U.S. Military overseas operations may defend and solve certain problems but, the troops overseas could be in more danger there than in the United States. Overseas military for the United States, use resources that could be used with greater importance in the United States, they deal with different conspiracies, and although the military is a defense department it fights wars that will solve the situation not begin problems.

The evening news is filled with stories about war and conflict, that’s happening throughout the world. The U.S Marine Corps is involved in those conflicts and are supporting America’s global interests. My father is a colonel with of 50 years of serve in the Marine Corps. He works every day to ensure the Marine Corps is prepared to carry out the missions that his units are assigned. This paper will discuss and explain Col Garcia’s roles and responsibilities as a Col in our nation’s most reveled military service.

According to the Mission Command White Paper, “mission command must be institutionalized and operationalized [sic] into all aspects of the joint force” (Dempsey, 2012). Instilling mission command throughout an organization is a command team task (JSOFSEA, n.d.). As a member of the command team, the senior enlisted leader is in a unique position to offer something company grade officers or noncommissioned officers may have only in limited supply. That something is years of professional experience and reflection.

The multifunctional nature of Operations Management requires a high level of process- and system-based synchronization across many different departments and divisions to be successful. The structural organization of the US Army is heavily dependent on Operations Management for missions to be accomplished, and long-term strategic visions to be attained (VanVactor, 2007). The intent of this analysis is to evaluate how the five areas of accounting, industrial engineering, management, management science and statistics, in conjunction with critical path analysis and linear programming, are used extensively throughout the US Army's supply chain operations.