Profession Of Arms Paper

The United States Army is a complex organization made up of several commands and managed by different command levels. The U.S. Army is an organization different from that of a business in many unique ways. Specific examples of these differences include: financial reporting, disciplinary review procedures, and tactical operations. Although different in many ways, the Army shares many similar characteristics of a normal profit business. Army personnel are managed by supervisors arranged in a command structure similar to that of a business hierarchy. The Army will also encounter internal and external factors that could impede or enhance operations. As such, planning, organizing, leading, and controlling must be used by managers appropriately

Balancing the role of the Professional Leader has been an ongoing issue for the Army since the latter decades of the 19th century when the U.S. Army was professionalized. The Army has struggled with the matter of balancing a force as massive as the Army. When out of balance the Army does not have the capability to send Soldiers where they are needed. During the Second War in Iraq it was obvious that the Army was not upholding this balance, junior leaders in the Army were fighting against a counterinsurgency campaign that they were ill prepared to handle due to a lack of necessary experience and equipment.

The Human Resources Sergeant has a crucial role in the Profession of Arms. Over the last decades, the Army faced multiples challenges, in which the leaders has

The purpose and intent of the Army Profession of Arms is to continually strive to

They also have to remain connected with the evolving needs of the professionals within. Leadership requires the ability to the exact state of personnel readiness at all times. Personnel readiness has to be at a constant maximum. When the Profession of Arms wants to have a sense of personnel readiness, it turns to it Adjutant General (AG) Corps. The AG Corps looks to its HR personnel to sustain the warfighting function. HR personnel are the keys to providing exceptional support to the Profession of Arms.

As the Profession of Arms, we have the unique trust of the American public. As

The Profession of Arms (PoA) is an Army white paper released with the intent to encourage the conversation about the Army as a Profession, and expand on the four “key” attributes critical for the survival of the Army as an institution. This paper also briefly discusses the roles of Soldiers (at all levels), with the purpose of providing guidance on how to balance their roles, and adapt to changing variables while maintaining the main Army culture alive. The study highlights that the establishment of trust, is one of the most important attributes leaders should

The future of Human Resources in the Army will be ever changing. Current leaders need to ensure that they prepare the next generation for those changes. Leaders must also ensure that those future Human Resource Sergeants continue to pass on the knowledge, proficiency and communication to the generation that follows them. They must continue the profession of servants serving

This amplifies the role of any Human Resources Sergeant, thus increasing the importance of their roles in the Profession of Arms. A profession can simply be noted as an occupation, but in many cases, being a Human Resources Sergeant in the Army supersedes the duties of just any occupation. The Army’s role as an American Profession of Arms provides an entire nation with security, fields of expertise, and most importantly its effectiveness. This can be justified through the hard work and dedication it takes to sacrifice one’s life for the safety and well-being of the nation as a whole. Leadership and Progression

It is their responsibility within a profession to ensure there is balance. Regardless to what profession a person is apart of, balance is of the utmost importance. The society depends on leaders to lay the foundation for a stable profession and to ensure that at all times, there is balance. Every aspect of the profession, every relationship within the profession, has to work together to maintain the balance required to remain effective. Lack of balance affects the entire profession. Soldiers look to those personnel higher in rank, sergeants majors, colonels, and general officers to help maintain the balance required to remain a powerful force.

When the human resources sergeant is entrusted, he or she takes up a mantel of leadership. The Soldier sees the effect of the leadership that the human resources sergeant exhibits. The Soldier feels a sense of pride and emulates the same leadership qualities. The human resources sergeant is now performing the development process that is required to mold all seniors, peers and subordinates.

The Army needs strong leaders and knowledgeable soldiers. “Effectiveness, rather than pure efficiency, is the key to the work of professionals.” (pg.2) Effectiveness is a simple concepts that explains how a human resource NCO will be proficient as an Army Professional.

In the article The Profession of Arms, the author conveys key attributes that form and define the Profession of Arms as well as the makeup of the professional soldier. It can easily be identified that the Profession of Arms was established with the Federal Statute, Title 10, U.S. Code, which established the legal foundation of the U.S. Army, now 243 years of governance and institution. Additionally, many historical events, such Desert Shield – Desert Storm, have shaped the Profession of Arms into what it is today. A general understanding of the key attributes of the Army as profession, its culture, its ethics, and its external relations establish the bases of the U.S. Army’s beliefs and values.

The Human Resource Sergeant’s Role in the Army Profession is to take care of our organization in preparing us for what is taking place now and what the future holds. As we quote the creed in stating, “I am an expert, and I am a professional”, we should be experts in our roles and carry out those roles as professionals. We are to take care of soldiers just the way we expect our leaders and counterparts to take care of us in their delegated professions. We play an integral part in everyday tasks and assignments. Similar to NCOs we are the “Backbone” of our organization.

Leadership, according to the Army doctrine, represents individuals’ ability to influence people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization (“Leadership” FM 6-22). However, the varying characteristics of individuals that the Army attracts may instill this doctrine in many different ways, leading to different representations of leadership. Some individuals choose to lead their subordinate in a stern matter, only displaying matured emotions and a “tough-loving” attitude to guide them in the right direction. Others