Weapon and Fm Essay

Mission Command is the framework used by the U.S. Army to ensure key leaders receive clear direction from commanders. Clear commander’s guidance allows subordinates to make disciplined and informed decisions to best accomplish assigned tasks. Ideally, application of mission command principles ensures all elements integrate and sync actions, thus creating a shared understanding and purpose. Analysis of Major General (MG) William Garrison’s decision making during the Battle of Mogadishu demonstrates how mission command principles must be applied to gain and maintain a position of advantage during military ground operations. As commander of Task Force Ranger (TFR), MG Garrison demonstrated both successful and failed application of mission command principles. Four principles will be discussed in the

IntroI am doing this report on the M1 Garand for Mr.Walker 182's History Class. The Garand is a fascinating World War II semi-automatic rifle. In the sub-sections below I will describe the developement history of the gun, the service history, and info on different versions. I wanted to add diagrams of the M1 rifle but the pictures are copyrighted and I was not able to download but the diagrams could be found at <a href="http://www.chestnutridge.com/gchart.asp">http://www.chestnutridge.com/gchart.aspDevelopment HistoryThe origins of the United States Rifle, Caliber .30, M1 begin around August, 1900, when Captain O.B.

Method: By reading MCWP 6-11 Leading Marines, answer and write an analysis on the objectives given per instruction.

Operational leaders down to the platoon and squad level have recently faced increasingly complex missions in uncertain operational environments. Accordingly, Army doctrine has shifted to officially recognize mission command, which enables leaders at the lowest level feasible to “exercise disciplined initiative” in the accomplishment of a larger mission. The operational process consists of six tenants: understand, visualize, describe, direct, lead, and assess. During the battle of Fallujah, LtGen Natonski understood the intent two levels up, visualizing courses of action for both allies and the enemy, and leading his organization into combat while directing his officers and soldiers to meet his intent. He visualized that Marines alone could not accomplish the mission. He understood that without the support of Iraqi police and a task force from the Army with

There are many views about gun control especially about assault weapons. People are both for it and against it. The people who are for the ban believes the weapons can only be used for violence. They don’t want to recognize that people against the ban have several different reasons to own their guns. These reasons can vary; some people just want protection; others want to use their guns for sport. This pleasurable pastime will also provide a variety of food to supplement family grocery supplies and to help people save on food costs. Instead of making more gun control laws the ones we have should be enforced.

In 2012, General Dempsey states “Mission Command is fundamentally a learned behavior to be imprinted into the DNA of a profession of arms.” The way Mission Command has evolved through the past years is indicative to the US Military adjusting to a new threat. The concept of Mission Command is not new, what is important is how General Dempsey states “Education in the fundamental principles of mission command must begin at the start of service and be progressively more challenging..” The General emphasizes the need for education at the start of the individual’s service. Additionally, this highlights the United States Army’s doctrinal adjustment to the new threat. During the conflicts in Iraq and Afghanistan, the US faced an enemy whose creativity and adaptability are two of its greatest assets. The fast-paced situation changes in both of those AOs required tactical level leadership maintain the autonomy to “exercise disciplined initiative.” This type of initiative historically leads to mission success, specifically in fast-paced situations where a key to success is forcing the enemy to react.

According to Army ADP 6-0, mission command is the exercise of authority and direction by the commander, using mission orders to enable disciplined initiative within the commander’s intent, to empower agile and adaptive leaders in the conduct of unified land operations (CAPE, 2012). Effective mission command can generally be analyzed according to the six principles outlined in ADRP 6-0. The six principles of mission command are to: build cohesive teams through mutual trust, create shared understanding, provide a clear commander’s intent, exercise disciplined initiative, use mission orders, and accept prudent risk (CAPE, 2012). This paper provides a brief overview of the

The mission command system is expressed as the placement of individuals within a unit conducting operations with a specific set of procedures and principles in place to optimize the use of its equipment. What does it mean to recognize or comprehend the art of Command and the science of Control? There are six key principles of mission command in developing a cohesive team that support all aspects of a mission. The following essay will discuss these principles and examine examples of how the famous Operation Anaconda both endured victories and inadequacies.

The result of World War II was affected by many different factors. One major factor which affected the war was the weapons and artillery used during the war. Since the beginnings of time, weapons have always been around. From swords and knives to nuclear weapons and missiles, weapons have evolved greatly throughout the years. The weapons and artillery used in World War II basically were evolved types of weaponry that were used during World War I (Military History 1).

In early January 2002, American intelligence received evidence of a large volume of enemy forces assembling in the Shahi Kot Valley in Eastern Afghanistan. Central Command (CENTCOM), led by General Tommy R. Franks, was directing combat operations in Afghanistan through the Coalition Forces Land Component Command (CFLCC) and Coalition Forces Air Component Command (CFACC). As the interest in assaulting the Shahi Kot Valley amplified, General Franks reached a conclusion that a U.S. tactical commander was a need in Afghanistan. The decision was to assign the 10th Mountain Division Commander, Major General (MG) Franklin Hagenbeck, as the tactical commander. In an effort to strengthen MG Hagenbeck’s command authority, CENTCOM named his headquarters Combined Joint Task Force (CJTF) Mountain and gave it command and control authority over Operation Anaconda. By having command and control authority, MG Hagenbeck would encounter challenges with the command structure. The challenges of command structure were due to CJTF Mountain not having tactical control (TACON) of multiple Special Operation Forces, the Joint Special Operations Air Component (JSOAC), and friendly Afghanistan forces. These misunderstandings were resolved during the execution phase, but rectifying the command relationships prior would have avoided lost time and resources needed on enemy forces and positions. In this paper, I will identify the challenges of command structure during Operation Anaconda.

unit’s assigned mission while caring for personnel and property in their charge. A simple and direct chain of command

In any mission, the Commander is the most imperative participant. He or she guides the mission to the intended outcome. It is through the commander’s activities that the directed outcome is achieved. Through successful understanding, visualizing, describing, directing, leading and assessing the commanders of Soldiers are able to accomplish the directed mission and thus winning wars. Throughout the role of commander in the Battle of Hamburger Hill, Lieutenant Colonel Weldon Honeycutt attempted the complete these commander’s activities. (ADRP 5-0) The successes and failures of mission command he had, will be explained, giving a better understanding of the Battle of Hamburger Hill and the pivotal turning point in the Vietnam war.

The MAGTF is the primary task organized unit designed and organized to conduct all missions across the warfare spectrum. It combines the command element (CE), the ground combat element (GCE), the air combat element (ACE) and the logistics combat element (LCE) balancing the needs of the mission. “The Marine Corps task-organizes for operations consistent with its statutory tasking to … provide forces of combine arms, including aviation … by forming MAGTFs. The MAGTF is a balanced, air-ground combine arms task organization of Marine Corps forces under a single commander, structured to accomplish a specific mission.”

The final attribute of mission command for consideration is understanding. Understanding prepares leaders at all echelons with the vision and far-sightedness that is essential to make operative choices, manage risks, and consider second and third order effects (Mission Command White Paper, 3 April 2012, 5). Leaders who possess understanding have the mental capacity to grasp and appreciate any state of affairs which facilitates their capacity to make autonomous decisions. Conversely, leaders who lack understanding put their troops or others at risk.

Non Lethal Weapons? Have you heard of those around somewhere or seen over the Internet. Well there's quite a bit going on with those going around with the Military and the Police force globally. There are worldwide developments on better ways to use them to fit the Health & Safety regulations and ways to bring down the fatality rates instead of using lethal weapons.