World War II: The 82nd Engineer Combat Battalion

Infantry was to support ROK forces on hills 940 and 773. (Ecker, 2010) On the night of the 27th,

A few trips to the ranges and the National Training Center were all the Soldiers needed to hone their already sharpened skills. As their mission evolved, they learned that the bulk of the battalion would deploy as motorized infantry and that Delta Battery would be detached to provide convoy security for the Division Support Command. They also were informed that Foxtrot Battery, 202nd Air Defense Artillery, Illinois Army National Guard, would be attached to secure a large portion of terrain west of

Among these leaders was Bravo Company’s 1st platoon’s SFC Robert Gallagher. The platoon endured terrible living conditions including no running water and filthy living space. These inadequate living conditions must be met with some relaxation on the standards they were expected to follow. Company leadership viewed this as a bribe to keep the soldiers in high spirits. In reality, they set the stage for the erosion of the morals the enlisted soldiers are supposed to possess. While the morals were being chipped away, so was the original plan the battalion had hoped to follow. Fragmentation orders became a pseudo-standard for the boys of Bravo Company. What had originally started as short-term overnight patrol bases turned into fortified traffic control points with the exception of any form of fortification other than in notion only. Despite the fact that platoon-level leadership requested for supplies they were repeatedly turned down. A major breakdown in the communication between the leadership created a loss in faith in the higher leadership for the lower-enlisted soldiers on the ground. Very soon into deployment, Bravo Company began to experience contact with unseen enemy forces. The enemy was able to engage and plant IED’s and cause casualties while remaining elusive. After the first few casualties within the company, the mission to start set up traffic control points was to begin. While conducting patrols down the road time and time

During arduous combat operations coinciding with a high OPTEMPO unit cohesion may flux toward a detriment of mission success. This report will focus on the 56TH Armored Brigade Combat Team (ABCT) in order to address the critical leadership problem. In addition, focus will center on relevant facts and assumptions that led to the critical leadership problem and rectify the issues. Furthermore, a new ABCT vision will be published in order to restructure the organizational culture toward a unified purpose and an increase in esprit de corps. (Verify with lesson for correct purpose)

The 4th Armored Brigade Combat Team (ABCT) has a proud history of accomplishments. It has served in the wars in Iraq and Afghanistan. Historically, the morale across the brigade was high; leaders took care of their Soldiers, and all of them did their best to train them, accomplish missions successfully, and support them in any way. The 4th ABCT HQ, as well as each of the battalions, were highly efficient and effective, and most of them were jubilant to be part of the brigade. Three years ago, one of the best maneuver brigades in FORSCOM was the 4th ABCT. The brigade had focus; leaders and soldiers were dedicated, and there was a strong work ethics. However, the 4th is facing some challenges ahead that are going to make difficult to reach its full potential. Amongst several leadership problems, there is a major one. There is not an organizational vision in the brigade, and if there is, it is unclear and poorly evident.

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

When I went on mobilization to Fort Lewis, Washington and left my son in the care of my parents, I thought my parental duties would be set aside until I returned home. Unfortunately, the soldiers of 351st Ordnance Company would prove me wrong with their excessive alcohol consumption, commonly term “binge drinking,” and destructive behaviors. I would then spend the next year sharing the responsibility with four other junior noncommission officers in the task of taking care of soldiers. Despite the efforts of myself and the others we were not fully prepared to handle some of the outrageous events and lack of engagement from the leadership that would challenge us during the tour. My abilities as a junior noncommission officer and the understanding of leadership were redefined and I learned exactly what it meant to ensure soldiers have proper guidance, leadership, positive morale, and well-being.

To answer this gap, the Office of Special Warfare (OSW) was developed to be the focal point for USASOC’s UW capability. With this change, each 4th Battalion across the regiment was redesigned to build a build a full spectrum UW capability in support of the Theatre Special Operations Command (TSOC) and Joint Force Commanders. It was during this re-design that the modern Jedburgh was re-born. Much like the World War II era Jedburghs, many skilled operators across the regiment jumped at the opportunity to enter a new phase of conflict and increase their skills in the application of unconventional warfare. With this personal commitment came the understanding that time would be allotted to build a small cohesive team with training and education needed to succeed in complex environment. This theory would soon be diminished because many of the newly selected Jedburghs, riding on the success of Jedburghs some seventy-two years ago, would be thrown straight into complex environment without the needed education and training. Premature operationalization of the Jedburghs has effected training, education, and organizational design needed to build a long lasting unconventional warfare

The 304th Regiment comes within bounds of a second wave. Lack of reinforcement or motivation could lead to loss of confidence or hope. Being without hope is the easiest way to lose a battle. The effect of the first battle left Henry and others to cower and run because of discouragement within their regiment. Henry was dealing with doubt that was placed in his head by his mother, prior to leaving to join the 304th Regiment.

In March 1941, 98 black enlisted men reported to Fort Knox, Ky., from Fort Custer, Mich., for armored warfare training with the 758th Tank Battalion (light). The pioneer black tankers trained in light tank operations, mechanics and related phases of mechanized warfare, as enlisted men from other Army units joined their ranks.

World War II was a war of many victories and losses. A battle for constant control of territories, that was ushered by greed and corruption. With this comes the persistent need to find an advantage over the enemy, and during this time Germany became the front runner in innovations and technology. This intelligence showed by the Germans had the allied forces in a scramble to help propel them on top of the battle again. In hopes of success, through desperation the United States had managed to put together a top-secret task force. However this was not the typical task force that the United States was know to specialize in, until the early 1940 's. This task force was hand selected to specialize in tricking the German forces, specifically in the art of Deception. Through the use of these technologies given to them, these brave soldiers used their skills in sonic, radio, and visual deception, to help lead the allied forces to victory. Later called the Ghost Army of the War, these American 's were essential in deceiving the German forces.

This paper explores the contribution of 82nd Airborne Division Combat Engineers in World War II. During an Allied Force mission dubbed, “Operation Market Garden”, the city of Nijmegan was integral in the overall success or failure in defeating the German Forces. On the outskirts of Nijmegan, the Waal River separated Allied Forces from the German Panzer Divisions. This paper will annotate the experiences, contributions, and actions of combat engineers assigned to Charlie Company 307th Engineer Battalion. This paper will also provide you excerpts from an actual After Actions Review (AAR) of the operation to cross the Waal River, to include quotes from the actual engineers that were involved with the river crossing. This paper will

One major issue affecting the effort was the morale of the people that were assigned to operate the IBM machines. To operate these new machines the Army had sent soldiers from the “Special Engineer Detachment” to fill the roles. This program was developed by the Army to make use of soldiers with technical backgrounds in filling needed positions for the various scientific projects such as efforts at Los Alamos and Oak

The land clearing teams were assigned to the 62d engineer battalion which was based out of Long Binh and three land-clearing companies assigned to the 20th engineer brigade were sent to Vietnam. The engineer companies sent were the 60th, the 501st, and the 984th land clearing to give support to the II Field Force, (U.S. Army, 2000). These engineers were sent with only sixty-four men and little equipment.