U.s. Army National Guard

The culture around the HR Sergeant can very easily change negatively by having a toxic leader in place. HR Sergeants strive to have the best leadership skills and strive to develop their subordinates to be the best leaders they can be. This ensures the culture will not be negatively impacted due the HR Profession. HR Sergeants can be counted on in tough times because they are both self-aware at an intuitional level and personal level. Being aware ensures the unit will be ready for whatever task comes next which shows the strong culture of the Profession of Arms. HR Sergeants have a professional identity unlike any other. Their leadership helps guide their fellow soldiers to strive for excellence in every aspect and live by the Army

Talent Management is a key component to the proper development of the Army. As a strength manager, you can play a pivotal role in the talent management process. Strength managers manage the current force pool versus the requirements of the organization. A common approach used in the Army National Guard is to break down the assigned strength into different categories are “Obligors” or “Careerists”. These groups, based on their current time served in the organization and their probable plans to make the Army a career.

The Army National Guard is a whole new way to serve. It 's all about commitment to help communities in need. It 's solid dedication to the country in war and in peace. They form an elite team that shares similar core values, convictions, and beliefs. To be in the National Guard can mean serving the country part-time, one weekend a month and two weeks a year as most Guard members serve. This is what makes them different from the other branches of the military. Experiences will be gained that would change one 's outlook on life forever. Skills will be learned that will last a lifetime. The Guard is a team that values serving others and being the best; a part-time job with full time

The U.S. Marine Corps’ is thought to be one of the five free standing military departments, but in all actuality there is only three departments. The U.S. Army, U.S. Air Force, and the U.S. Navy are the only branches of the military that are correctly recognized as their own departments. There are two other Branches of the military that are under the U.S. Navy, one is the United States Marine Corps’. They were created to protect, but now they need protecting from budget cuts and disbanding. In order to protect the Corps’, they need to become their own U.S. Department, with their own funding and supplies.

Connecticut National Guard Brigadier General Eugene Mascolo was reprimanded as a result of an investigation where over 15 senior officers negatively portrayed him with words such as “dictatorial” and “unglued” (Whitlock, 2014). During Hurricane Irene, BG Mascolo was unable to handle the stressful operation with an inexperienced staff and reverted to a primitive style of leadership in order to achieve his desired results.

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

For the vast majority of our nation’s history, the United States has had an all volunteer military. During our nations over two hundred and thirty seven years, only about thirty five, most of which in the 20th century, was conscription or a “draft” was in effect. The United States, up until the Civil War, rarely kept nor desired a standing Army. Relying on individual state militia’s,

The most critical issue that we face when it comes to downsizing the army is the readiness and security of our nation. Politicians say that downsizing the military brings back the nation’s financial stability. Army leaders do not see it that way, but weakens our nation 's defense capability and our commitment to the rest of the world. General Odierno, the Army Chief of Staff (2013), states that “In his professional military judgment, that the projected end strength and force structure levels would not enable the Army to fully execute 2012 Defense Strategic Guidance requirements to defeat an adversary in one major combat operation while simultaneously denying the objectives of an adversary in a second theater. Additionally, it is unlikely that the Army would be able to defeat an adversary quickly and decisively should they be called upon to engage in a single, sustained major combat operation” (Chief, Congress and DoD hammer out Army 's future manning levels, par.18). The military is not just weakened by the numbers, but by experience and

The Pennsylvania Army National Guard is a branch of the United States Army that is mostly used today for homeland security. Although the National Guard is not active like the Reserves or Active Duty Army, they still have the same requirements and same responsibility. More than 22,000 men and women make up the Pennsylvania National Guard and Air National Guard today. They reach from state quarters at Fort Indian Town Gap in Lebanon County to about 100 comunities in the commonwealth. Like all National Guard members they share the same responsibilities. For their federal mission, they are trained and equipped to join the active forces in the time of war or a national emergency. For their

What is a bureaucracy? Tolbert and Hall (2009) describe in the text, a large formal organization with the characteristics of having, a division of labor, a hierarchy of authority, a set of written rules, resources that are clearly separated from home and the organization, and group of members who are appointed according to qualifications (P. 22). These were the key elements Max Weber, a German scholar described for an ideal type of bureaucracy.

Serving in the United States Navy, Army, and North Carolina Army National Guard for a combined total of 21 years before honorably retiring in July 2013 has always been one of many life achievements that I have been profoundly fond of. During my Army tenure, I was stationed at Fort Bragg, North Carolina as one of a few non-Special Forces support medics for the 3rd Special Forces Group. In order to stay assigned to 3rd Special Forces Group, it was highly recommended that all soldiers were Airborne qualified. So, I was able to overcome my fear of heights by successfully completing Airborne school at Fort Benning, Georgia and earning my parachutist’s badge before returning to Fort Bragg. While still assigned to 3rd Special Forces Group, I participated in the State Department’s African Response Crisis Initiative with assignments located in Northern Africa. I would accompany Special Forces operators and provide support as they would provide training based on a common peacekeeping doctrine and the supply of interoperable communications equipment, which would enable the units to work together more effectively.

The efficient integration of Title 10 and National Guard forces during domestic operations increases the threshold of a state’s capacity to respond to disasters or security requirements. Pre-event preparation is required to achieve efficient integration. This preparation requires three critical elements, building relationships, integrated planning and exercises. To successfully incorporate federal forces during a response, states must develop positive relationships with key Title 10 partners during steady-state operations. Building upon these relationships, state and federal partners conduct deliberate planning for the integration of Title 10 forces in a state response. Finally, exercises validate plans and grow relationships. This paper describes

Affirming the notion that the elected leader of the United States is privileged following inauguration the title of also being the Commander in Chief of the Armed Forces, he or she retains the option to utilize the privilege if and when a situation of confounding merit is introduced. During times in which the safety of the national public-home or abroad- is threatened, I believe that the president is entitled, with clarified ramifications of course, to exercise his or her capacity of powers within the United States Armed Forces as a means of temporary resolution to matters regarding support immediate or imminent threat. Although on recent accounts the elicited power of utilizing force has come into conflict with constitutional stipulations

Too often in business as well as the military, “If it ain’t broke, don’t fix it” (Powell, C #7). Too often the command as well as enlisted soldiers will use this analogy to continue to do what they have always done and fight change. Also this leads to allowing small details to be overlooked because it’s been allowed before, these small details, such as production schedules become larger details. These small little details will cause larger details to be overlooked in the future. This culture will foster reactivity instead of promoting proactivity (Powell, C #7). This type of culture is a struggle for leaders to change in the National Guard because of the hometown mentality, all though we strive to keep the since of community in our units as leaders we have to be the supporters of change. Be able to answer the “why” when it is necessary to move in a different direction, we have to be able to always look beneath the surface and not take situations at face value. When we have questions or concerns as long as they are morally and

Active duty – also known as (AD), is a full-time duty in the active of the five major services of the United States, including active duty or full-time training duty in the Reserve Component (DOD, 2015).