The Problem Of The Brazilian Army

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

The quick evolving military environment, needs the US Army redouble its efforts to reduce the uncertainty associated with the downsizing. There are some predominant principles that can guide the Army’s efforts in minimizing the impact of uncertainty during the force reduction. Even with major political and legislative challenges, keeping balance among the different proportions of readiness is a goal of US defense policy. During the budgetary preparation, downsizing of the armed forces often becomes one of the first victims of fiscal reduction. This was true of the years between World War I and World War II, when the Great Depression made military preparedness a very low national priority. The Army’s downsizing effect put its readiness

Training in the workplace is very different in Brazil compared to America. For instance, according to Xpert international manual workplace training is predominantly voluntary, with no general statutory obligation on employers to provide or finance training for their employees. In fact training in Brazil is often time non-existent. Many employers in Brazil do not place any resources, money, or time into training their employees. According to the Monthly Employment Survey conducted by the Brazilian Institute of Geography and Statistics, 34% of employees have received skilled training.

The increase in technology and intelligence will play a crucial role in the development of the Army. Gen. Milley hit on some important notes in regards to unit effectiveness with these changes. The most difficult question discussed revolves around the how to ease armed conflict. The delivery methods of conflict are evolving and have the potential to completely transform warfare. Also discussed within the same context was the standards of national interest. Furthermore, the implementation of robotics creates a potential for warfare to completely be redefined.

I was hanging out of the helicopter, one hand holding tightly to the rail above me - the other attached to the grip of my carbine. I could see the heavy trees sway beneath us, the other helicopter behind us following suit - and then the small town came into view. Women and soldiers, children and medics, Brazilians and Arkadians - all parting way to make room for the helicopter - an ancient hunk of metal hidden in a pre-Arkadian hangar, a journal that was stowed away under my seat gave me some details about it. It was ancient - a hundred or more years old, it carried men - just like us - to go fight in a war that people were conflicted about. The journal

Regionally Aligned Brigades/Forces is the vision of the Chief of Staff of the Army and the Secretary of the Army that will provide combatant command with constantly readily available troops that are versatile and responsive. Regionally Aligned Forces are based on an organizing principle that allows the United States (U.S.) Army to provide units that maintain core war-fighting skills complimented with cultural awareness training, language training, and regional expertise. A revised ARFOGEN cycle based on Active Component and 60-month Reserve Component sequence will replace the current Army model. Mission specific training requirements will be communicated, based on combatant command’s require¬ments, and organized through FORSCOM. These

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 primary issue facing the United States Army in 2025 and beyond is its ability to operate in a fiscally constrained environment. According to the Army Capabilities Integration Center’s (ARCIC) primary initiative, Force 2025 and beyond, it “Is the Army 's strategy to ensure the future joint force can win in a complex world.” Furthermore, ARCIC’s initiatives will “consists of activities along three primary lines of effort: force employment; science and technology and human performance optimization; and force design.” Proponents of a lighter and more rapidly deployable force continue to argue for a dramatic downsizing of mechanized and armored forces.

The Army has already established the need for maintaining an operational reserve, through former and current TAAs, capable of breaching AC capability gaps to meet joint force requirements. However, the analysis lacks resources to accomplish this guidance effectively. The demand for RC forces requires generating more operational unit readiness to fully complement the rotational force pool to meet the deployment demand at the same standard as the AC. After conducting a Doctrine, Organization, Training, Materiel, Leadership and Education, Personnel, Facilities and Policy (DOTMLPF-P) analysis, both overarching recommendations address an identified capability requirement and associated capability gap that could be mitigated with a non-materiel solution with changes or existing capabilities in five, organization, training, personnel, facilities, and policy, of the eight functions.

In 2010 the Army Training and Doctrine Command (TRADOC) published and distributed a white paper concerning the nature of the profession of arms. This piece was intended to be a framework for discussion between military members in order to identify the current state of and the way ahead for the Army as an organization. The purpose of this paper is to provide an overview of the ideas held therein.

a. The United States Army faces many challenges since the beginning of the first decade of the 21st century. Many of these challenges are due to long, repeated deployments in different countries where the struggle of stability operations is ongoing. Army Doctrine has been adjusting doctrinal terms and operational priorities, as the result of strategies used overtime to accurately achieve dominance in the battlefield.

Knowledge Management process allowed for the organization to stay informed in the latest products and processes.

The discussion paper from lesson F 101 RA is an above average paper. The paper clearly discusses and answers the question of what force management is and how force management is used to prepare and win the nation’s wars. The paper further discusses in-depth how one will use force management on a daily basis at the battalion and brigade level and what force management issues consist of and look like.

As stewards of our profession, commanders ensure that military expertise continues to develop and be passed on to aspiring professionals through operational development. It is during this developmental phase that Professional Soldiers put their knowledge and skills to the test. Operational Army units certify and recertify their Professional Soldiers through repetitive and realistic training events including the Combat Life Saver Course, platoon live fires, and exercises at the National Training Center. In the course of these challenging and realistic experiences, the Army’s operational units develop Soldiers and leaders prepared to maintain high standards, discipline, and operational readiness. Operational development and adaptability will continue to drive changes in Army doctrine, organization, leadership, and education as we enter the post-war era. Without this kind of development, the Army could not maintain a well-disciplined professional fighting force.

The Army is a profession because it requires a collaboration of highly training Soldiers who possess specialized skills that combine to operate in complex situations in more complex environments. General Martin Dempsey stated that “The Profession of Arms requires expert knowledge, and that expertise is manifested as unique skills in the individual professional and by Army units.” For the purpose of this paper the operational definition of the term profession is: a type of job that requires special education training, or skill. In order to meet and maintain the demands of this definition, The Army has established the Army Development Model which consists of institutions, operational training, and self-development to create highly skilled service members.