Purpose And Actions Of Any Four Phases Of The Army Organizational Life Cycle Model

In this lesson you will continue to review the key agencies and major force management processes used in developing warfighting capability provided to combatant comman

1. Compare and Contrast the Army Problem Solving Model (Process) with the Rapid Decision Making and Synchronization Process. (C100)

The Army’s Organizational Life Cycle Model contains eight phases (U.S. Army War College, 2015-2016). This paper identifies and explains four of those phases, acquisition, training, distribution, and deployment.

Concepts lead change for the Army and drive the development and integration of future capabilities. More specifically, they provide a framework for analysis, readiness assessments, prioritization, and feedback. In addition, concepts serve as a foundation to help the Army maximize effectiveness and minimize risk through both materiel and nonmaterial capabilities. The role of concepts is to describe how future forces will operate. Concepts assists in the identification of prioritized capability gaps and integrated Doctrine, Organization, Training, Materiel, Leadership and education, Personnel, Facilities and Policy (DOTMLPF-P).

The organizing function of management is impacted in the globalization efforts of the Army. The process of transformation of local or regional phenomena into global ones takes the utmost managerial ability from all ranks and corporations sustaining the Army. For instance, institutional organizations provide the infrastructure necessary to raise, train, equip, deploy, and ensure the readiness of all Army forces in strategic global locations. Organizing and strategic planning functions help the training base provide military skills and professional education to every soldier -as well as members of sister services and allied forces. It also allows the Army to expand rapidly in time of war.

Army Officers uses the theories and concepts that supports the generation and analysis of the possible solutions.

Success at a professional military education institution is paramount in order for continued service. Institutional training is part of the Army Leader Development Model. CBRN SLC is a three phase course, each phase is approximately two weeks long. The course is conducted as part of the One Army School System; NCOs in the Regular Army, Army Reserve, and National Guard all train together. Moreover, the Small Group Leaders are from the Regular Army and Army Reserve. The course is multifaceted and challenging geared towards ensuring graduates are capable to serve as platoon sergeants, CBRN NCOs, and first sergeant.

The situation in today 's Army is clearly much different from what existed years ago. Many changes have occurred, moving the Army 's EO program from a strictly educational and training initiative to a multifaceted management program with clear goals and objectives. These goals and objectives are also an integral part of human relations and are nurtured and developed through a professional military education system.

I have chosen to write about the United States Army for my Organizational profile. Not only was it extremely interesting to look at the organization that I love and how it functions, but it is the one business that I feel most comfortable with. The Army employs approximately 530,000 Active Duty Soldiers and 330,000 civilians, making it one of the largest, most powerful corporations in the world. Founded in 1775, it is one of the oldest businesses in the United States and is rich with history, symbolism, and structure (citation, year).

After reviewing The AOC, TP 525-3-1, which describes how the United States Army will employ forces and capabilities in complex

Remember that culture is the way things are done at a certain place and it derives mostly from the ethics, and priorities that an organization sets. We also examined the chain of command within the Army. There are chains of command in every workplace but the Army’s is a very complicated system and it allows everybody to know their roles within the organization, it also allows people to advance which boosts morale and self-esteem. This paper also informed about the Operations Process which is the way that decisions and missions are carried out within the Army. Remember that there are four parts of the Ops Process that can be applied to any task in our daily lives; Plan, Prepare, Execute and Assess. In conclusion, even though people may not think of America’s soldiers as managers, they are. They are managers because from day one they are forced into leadership roles and they are taught these management processes. The Army requires Specialists and Corporals to complete 80 hours of training, called Structured Self Development (SSD), in order to be eligible for promotion to Sergeant. The training teaches the Army culture, management styles, Army regulations and more. It is very important to teach all workers at every level, how to effectively manage and lead because eventually they will be the ones making the calls and tough

Funds of the correct amount and appropriation must be planned and programmed into the Army budget, in general, 2 years before they are needed. In the program and budget process, funding requests are initiated and reviewed annually. Congress appropriates funds for RDTE (Title IV, DOD Appropriations Act) and Procurement (Title III, DOD Appropriations Act), as part of the annual Defense Appropriation Act. The RDTE and procurement budget requests must first be approved by DOD, submitted to Congress by the President, and then be authorized and appropriated in 2 separate Congressional actions before any money can be spent. In the year of budget execution, the Army may reprogram funds, except for Congressional interest items, within an appropriation

Force management, or what is really otherwise known as planned comprehensive change, is in reality a complex and interwoven process. Though it was designed within the confines of a systemic approach referred to as the DOTMLPF (Doctrine, Organization, Training, Materiel, Leadership & Education, Personnel and Facilities), in reality it is meant to enable both dutiful and well-thought out change as well as faster, more urgent adjustments in accordance with the evolving nature of war and information gathering tactics. The Army, as one branch involved in this initiative, focuses most of its attention in this regard on the organizational sector because of the way it facilitates an adequate and democratic step-by-step system of review (Student Reader, F102:2). But the fact is that even this initiative remains multi-faceted and appears to be rather bureaucratic in nature (it has five phases, which seems antithetical to an urgent change process), which might not be surprising since implementing the type of changes that are demanded can have major implications of all sorts. Still, it does appear that this concentration is being well received and that it will eventually serve its goal even if it does not appear that way when detailed on a point by point basis.

The United States Army has implemented models called the Troop Leading Procedures (TLPs) and the Operations Process in order to facilitate a commander 's capacity to effectively and efficiently organize a task. When these models are executed together, they create a framework for leaders at various levels to excel in any situations they might encounter. Understanding the significance of the relationship between these models requires an in-depth understanding of each of them specifically. Each step of the Troop Leading Procedures contains numerous factors which reflect upon the other steps as well as the entire Operations Process. Likewise, each aspect of the Operations Process profoundly influences the decisions made throughout the TLPs. When applied together correctly, the Operations Process and Troop Leading Procedures provide a structure for strong and adaptable operational leadership.

Be all you can be. An Army of one. These two phrases are recognized by almost everyone. The United States Army is one of three military departments (Army, Navy and Air Force) that make up the Department of Defense. The organization holds a strong set of core values. Each soldier is also required to instill that same set of values and beliefs. The Seven Core Army Values define what being a soldier is about. These values include Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, and Personal Courage. Soldiers are expected to not only know the meaning of these words, but to live up to them every day.