U.s. Army's 516th Signal Brigade

The 442nd Regimental Combat Team was a segregated U.S. Army. They fought in World War II. It was made up of Japanese Americans that were from the Mainland and Hawaii. The men from Mainland thought that the Hawaiians didn’t speak English very well. There was a conflict between both groups and got sent to a detention camp. The 442nd learned about teamwork very fast. They decided they would complete every assignment that came their way. Frank Hachiya wrote a letter to his 8th grade teacher before he was killed. In addition, he talked about all his regrets in life and how he wasted most of his time. At his funeral, his teacher read the letter.

“Four-Forty-Second Infantry / We're the boys of Hawai'i nei / We'll fight for you / And the Red, White and Blue, And go to the front. / And back to Honolulu-lulu. / Fighting for dear old Uncle Sam / Go for broke! / HOOH! / We don't give a damn! / We'll round up the Huns / At the point of our guns, / And vict'ry will be ours! / GO FOR BROKE! / FOUR-FOUR-TWO! / GO FOR BROKE! / FOUR-FOUR-TWO! And vict'ry will be ours!” (442nd Unit Fight Song). Just as many historical songs are wont to be subjected to select refinements, the 422nd Unit Fight Song is no exception. Primitively the song had the phrases “One-Puka-Puka” in place of what is currently “Four-Forty-Second” suggesting the song was originally written for the

"The best damn Regiment that you will ever see." As you rank up in the enlisted side here in the 11th ACR you realize that we really are the best Regiment, but as a young private it can seem unreal and your mindset is different. I just completed the three week course of Basic Leadership in Camp Parks CA, and as I learned about all the different units and patches the soldiers wear in their shoulder, I realized that we really are the best, so I wore the black horse patch during the course with such pride, knowing that warriors are made in our unit, and I say this because all the Soldiers from the 11th ACR graduated this course with a GPA of 90% and above. This was not what I believed when I first showed up to the unit, as a young private I was confused and wondered why all my battle buddies were training on Tanks and attending the ranges more than me, and why everyone kept telling me I was not gonna

While they most tested on Chinese, Korean, and Mongolian civilians, there are records of Russians and Pacific Islanders being tested on as well. The unit was given the full resources of the IJA and received special attention from the Imperial Government during its entire existence.

GlobalTech is a change management theory based case study in the simulation format provided by Experience Point. GlobalTech, founded by Maurice Gagnon in 1975, was started in response to the growing demand in the high-tech electronic industry. Its quality-oriented specialization in manufacturing military components had been highly recognized and supported by the steady growth of human resources and a significant pool of expertise such as R&D department. The development of the GPS technology during 1980s, thus, had created valuable opportunities that secured key revenues and a lead positioning in the military field. However, the “New World Order” has gradually shifted the technology demand

BLUF: MG Smith’s intent is to host Chris Roberts, a cybersecurity professional, to speak to leaders within the Alabama National Guard, as well as other state and civilian agencies. This presentation will focus on the threats we face in the cyber world today. MG Smith extended an invitation to Mr. Roberts as discussed in the background section of this paper. The date, location and audience are to be determined.

In the last decade, the US Army has incorporated information technology, rapidly, into nearly every facet of daily operations. It is very difficult to limit an essay to approximately 500 words for such a subject of discussion. Information technology has changed the way the Army does business in several areas. Let us discuss just three areas in particular: Personnel, Training, and Operations.

Throughout his tenure at TECOM G-6, Staff Sergeant Rainey immensely improved both the service and functionality of the Training and Education Command (TECOM) and Training Command (TRNG CMD) helpdesks, effectively managed his team of Information Technology (IT) professionals, and provided exceptional support to all customers. Additionally, Staff Sergeant Rainey consistently displayed an ability to do more with less. Staff Sergeant Rainey effectively and efficiently supported all the IT requirements for over 400 Marines, civilian, and contractor personnel that make up TECOM and TRNGCMD headquarters staff with a team consisting of only three IT professionals. This resulted in the resolution of over 1800 support requests consisting of VIP requests, NIPR/SIPR support services, Video Teleconferencing (VTC) support, trouble tickets, and special events during his time at the command.

From October 2004 till March 2010 while working with Army Materiel Command (AMC), in the office of the CIO, I was responsible for several missions one of which was in strategic planning and technical implementations. AMC is a major Army command (4 Star General) with over 100k in personnel and a 53 billion dollar budget. The command has a worldwide presence with over 140 locations. AMC is the Army’s logistics provider and as such, has several productions based commands in which builds tanks, aircraft, radios, missiles and other war fighting components. The CIOs budget is over 2 billion a year with 75% of decentralized across the subordinate commands. One of my duties was the command’s strategic planner and chief technology officer. I authored the command’s strategic, operational and tactical IT plan and ensured

The 513th Field Support Staff has a particular computer skill set and troubleshooting knowledge that was demonstrated during the initial integration of a 3.7.4.1.1 Stack into the Datacenter. The teams’ latest ventures assisted in the identification of configuration issues unique to Fixed Sites that were documented for future development. The real challenges for the individuals involved were to complete the system integration within a limited time period. The team not only was able to meet the timeline, they were able to identify problems while implementing corrective actions allowing for the Theater Ground Intelligence Center – Central (TGIC-C), to meet their operational requirement in support of ground forces. Such an implementation had never been performed anyway else successfully thus displaying the technical expertise of the Team.

As ESD’s IT technical representative, Mr. Marek oversaw several operational critical re-cabling enterprises. He exceptionally integrated objectives and resources to provide sophisticated C4IT insight for Sector New York’s $418K Demarcation Relocation project. He partnered with the Coast Guard’s Facility Relocation Support Branch contributing high-level guidance that advocated improvements to Sector’s telephony physical security. Complying with rigid specifications and protocols, he aided contractors with developing a centralized point of connectivity

Change has become necessary for every organisation there is. World is moving rapidly towards better technologies, efficient systems, new techniques, compact profits, different friendlier environments and organisations are always in the race to reach new heights by thriving effectively in this competitive environment (Kotter, 1996).

I work in the information systems field of the US Navy. As with any technology field, it is constantly evolving. When you have a job field that is always changing, the issues and techniques are always playing catch-up. The key debates and differences of opinion are usually what technology should we go with next, or how do we incorporate this new means into the existing system. Most often than not, it is more expensive to ultimately move with new technology than to try and incorporate a portion into the current infrastructure. The main issue with an ever-changing work environment is that the majority of the US military is far behind our commercial and private counterparts. As with any organization, money drives how we do business. The

The US Air Force initiated the JASSM development program in 1996. The program definition and risk reduction contracts, valued at $128 million and $110 million were awarded in June 1996 to McDonnell Douglas (Currently Boeing) and Lockheed Martin. Lockheed was preferred as the final contractor in April 1998. This paper will provide a vision statement that will illustrate the direction and focus of the team. We will then analyze actions that Terry Little took to foster his team to higher heights. In Terry’s work we will elaborate on his actions that took them to higher heights and critique whether or not it was effective. Lastly, we will recommend three strategies with examples in regards to the JASSM program management team that would improve its operational performance.

You’re in a job or that’s disappearing. Technology, automation or a reduction in forces are eliminating thousands of military jobs. Your skills may have become obsolete, or soon will.