Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
This is due to superior leadership development. The balance must be maintained between training, education and experience in developing the force while encouraging life-long learning and development. The Army wants to develop leaders that are competent in their core competencies. However, they must be broad enough to succeed at operations across a spectrum of conflict.
Refine the Army of the 21st Century. As stated above, our goal is to build an Army that is a versatile mix of tailorable as well as networked organizations operating on a rotational cycle to conduct full spectrum operations across the spectrum of 21st Century conflict. To accomplish this, there is a need to determine the appropriate mix of forces and refine our modular organizations in order to establish an effective common network ("Calendar year 2010 objectives,").
Compare
Restoring and rebuilding the capabilities of the all volunteer force.
Deter and Defeat aggression. The Army due to its mission posture is focused on Iraq and Afghanistan.
Both of the above two programs seeks to restore balance in U.S. forces
Both of them seek to reform and streamline the bureaucracy by instituting more a more centralized and integrated management system for the Army in Business Operations.
In the two programs, planners are seeking to support the needs of the warfighter.
Contrast
Differences come from the focus of the Quadrennial Defense Review objectives more on strategic issues dealing more with weaponry and waging war.
In terms of mission, the Quadrennial review is focusing on issues of technology and force enhancement. General Casey's...
While this is precious to the other services as well, the Army has been hit especially hard with multiple long deployments in combat zone.
Conclusion
The missions of the Quadrennial Defense Review as opposed to General Casey's objectives are due to a difference of focus and deal only with the Army. The Department of Defense is much broader and its missions are more encompassing. While many missions and objectives overlap, there is still a necessity to recognize important differences that are due to missions and the capabilities of each organization respectively. Then the needs of the Army in particular can be balanced off against the force as a whole. In this way, they can complement and not compete with each other.
' Works Cited
Calendar year 2010 objectives. (2011). Retrieved from http://www.army.mil/media/103641/.
United States Department of Defense, (2010). Quadrennial defense review report. Washington, D.C.: U.S. GPO.
Works Cited
Calendar year 2010 objectives. (2011). Retrieved from http://www.army.mil/media/103641/.
United States Department of Defense, (2010). Quadrennial defense review report. Washington, D.C.: U.S. GPO.
Fearfulness of non-state actors remains salient, but what is particularly interesting is the way Russia and China are singled out as nations with whom the United States is not currently engaged in war with but which nevertheless present peculiar threats. The Department of Defense's National Defense Strategy notes that China's blossoming wealth has also enabled the proliferation of its military, which threatens peace in the Straits of Taiwan and
General George W. Casey, Jr.'s Calendar Year 2010 Objectives vs. The Six Key Mission Areas 2010 Quadrennial Defense Review Report The Calendar Year 2010 Objectives set by General George W. Casey, Jr. define the priorities for the U.S. Army first and foremost in terms of its continued support for the U.S. mission in Afghanistan and Iraq. He also resolves to restore strategic flexibility and balance to the ability of the
Army Problem Solving Models Compare and contrast the Army Problem solving model process with the rapid decision making and synchronication process (C100) The Army's problem solving model process is defined by both the Field Manual 22-100 Army Leadership and the Field Manual 101-5 Staff Organization and Operations (Chapter 5) as a detailed, seven-step process which is used by Army personnel to address battlefield dilemmas in the most effective and efficient manner possible.
Army Problem Solving Model Process and the Rapid Decision Making and Synchronization Process Comparison When comparing the Army Problem Solving Model Process and the Rapid Decision Making and Synchronization Process, there are fundamental characteristics that hold true for both processes. When each is investigated more deeply, the contrasts become evident. The surface comparisons can be seen as follows: Both decision processes are used by the military to arrive at a viable
Hammond Exam On September 11, 2001, Al Qaeda attacked the heart of the American economy causing not only losses in terms of property and financial damage, but also widespread terror and fear which extended far beyond the borders of the United States of America affecting the world as a whole. Like any other nation, the foremost interest of the United States is national security[footnoteRef:1], which entails not only the security of
The company seeks to align its core strengths with the Quadrennial Defense Review that sets the course for the country's security initiatives for the coming four years as a means to increase its share of defense contracts (2009 Annual Report). Thus, the company's strategic initiatives are driven by what it expects government defense policy will be in the coming years. As of the fall of 2009, the company did