Force Management Challenge -- Army
Force Management Challenge - Army

Change management in the short-term is a substantive challenge of any organization. When change management extends far into the future, the challenges increase exponentially. To establish and field a mission-ready force, the Army must shape the force of the future. For the Army to be prepared for an inchoate future, change management theory and force management practice must coalesce into a sustainable, cost-effective plan. This force management plan must manifest a high degree of flexibility and agile responsiveness in order to be "prepared to combat uncooperative and adaptive enemies" (AFOGEN, 2006). Overall, the Army must be able to "synchronize resources, [and] predict impact of future requirements on funding and optimize the use / reuse of forces" (AFOGEN, 2006).

The use of computer modeling has enabled predictive processes that can synchronize global Army capital, interfacing with the program objective memorandum (POM) of the Future…...

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References

Coleman, G., C. Napoletano, and D. Hickman. Synchronizing Army Force Generation (ARFORGEN), (ProModel Corporation, 2006). Retrieved http://www.promodel.com/pdf/

Synchronizing%20Army%20Force%20Generation%20(ARFORGEN).pdf

Detailed Performance. "Force Management Quadrant." (2004). Retrieved  http://comptroller.defense.gov/AFR/fy2004/06-01_Detailed_Performance.pdf 

Dombrowski, Peter, and Eugene Gholz. Identifying Disruptive Innovation: Innovation Theory and the Defense Industry. Innovations 4, no. 2 (Spring 2009): 101-117.

Force Management System or FMS Utility exists due to the complex array of people existing within the army. These people have one or more of an assortment of skills and access to several millions of items of equipment. An organized system for the documentation of how much is authorized and what is required is put in place to keep things in order. Taking that into consideration, the force development process and its five phases keeps coordinated efforts in order as shown in the "Gen. Odierno AUSA Winter Symposium" reading. To begin, there was a mention of Odierno having difficulty turning a "1.1 million-man Army and another 250,000 civilians in a direction"[footnoteRef:1]. [1: U.S. Army,. "Feb. 24, 2012 - Gen. Odierno AUSA Winter Symposium." Www.Army.Mil. Last modified 2016. Accessed November 8, 2016. https://www.army.mil/article/74650/Feb__24__2012___Gen__Odierno_AUSA_Winter_Symposium.]
First, it important to understand how an army runs within the five phases. The first phases 1 and…...

Managing Army Change
Force Management Discussion Paper (ASSIGNMENT)

General Instructions

You may use the lessons (please request additional information if needed), readings and references (have been provided) to help you answer the questions. Reference the documents titled "F100 Lessons Overview" for determining if additional topic discussions (lessons) may be needed. Cite the sources you used to answer the discussion topics. Use footnotes (Turabian style) of documentation; do not use parenthetical citations. This includes direct quotations, paraphrases, and summaries of the assigned readings, doctrinal references, or outside sources.

In academic writing, do not use first-person or passive voice.

Read the question thoroughly, and make sure you are answering the question being asked. As you formulate your responses, do NOT provide a simple summation to the question or your opinion. Use evidence (specific examples or concepts) from F100 as part of your answers. Imagine that you are submitting your answers to the first general officer in your…...

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Bibliography

2012 Army Equipping Strategy. F106 Army Force Generation.

2013 Army Strategic Planning Guidance Excerpt. Lesson F101: Strategic Change.

Dempsey, Martin. "Chairman's Strategic Direction to the Joint Force."

Gen Odierno AUSA Winter Symposium. F103 Total Army Analysis.

(Building and Maintaining a Diverse Workforce)
Agencies are required to develop a good understanding of their individual strengths and weaknesses so as to plan their programs to their best advantage. An agency acquires this information by evaluating the views of the employees on diversity issues. Analysis of the trends and projections of the workforce in determination of the skills gaps and necessitates and devising successive planning strategies are crucial moves for agency strategic and business planning. Such efforts facilitate the managers with the required facts so as to be aware of the assignment of resources and the making the necessary planning for the future work of the organization and the points of concentration of their energy to produce a high performance organization. (Building and Maintaining a Diverse Workforce)

The successful managers understand the necessary skills for producing a successful diverse workforce. Firstly they should be aware of the discrimination and its…...

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References

Building and Maintaining a Diverse Workforce" (25 June 2000) Retrieved at   Accessed on 15 January, 2005http://www.opm.gov/Diversity/diversity-3.htm .

Creating a Diverse Workforce" Retrieved from Retrieved at   Accessed on 15 January, 2005http://www.businessweek.com/adsections/diversity/diversework.htm .

Recruiting and Managing a Diverse Workforce" Retrieved at   on 15 January, 2005http://www.vault.com/nr/newsmain.jsp?nr_page=3&ch_id=402&article_id=19018&cat_id=1102Accessed 

Green, Kelli A; L. pez, Mayra; Wysocki, Allen; Kepner, Karl. "Diversity in the Workplace: Benefits, Challenges, and the Required Managerial Tools" University of Florida Cooperative Extension Service Institute of Food and Agricultural Sciences. Retrieved at Accessed on 15 January, 2005http://www.minoritygraduate.com/feature27.asp.

FORCE
Conduct a mind map for the concept of "Power"

POWER

HEGEMONY

AUTHORITY

PRESTIGE

Force: I used this because a country that needs to take military action to protect its borders uses force, a way of showing their power to protect their homeland.

The authority figures in any company have the power to make policy, change policy, to hire and fire and train people -- all of which results from their power within the company.

An important part of the power that executives and managers hold is their strategic abilities to influence how their company should run, who should be the leader, and what the image should be that is marketed to the consumer and the public.

Hegemony: this is normally seen as an abuse of power; slaves were subjected to the hegemony of their masters, for example. It also suggests domination by one person over another, and some companies are run this way with employees fearful at every…...

(2) Analyzing all accident data without regard to the type of airframe provides for an easy sampling and less potential bias toward fixed wing vs. rotary wing aircraft.

(3) Not including ground accidents into the research will allow the research to focus only on aviation accidents.

(4) Limiting the research to a four-year period; 2003 to 2006 will provide an adequate sampling of the data and not constrain the research results.

Assumptions

First Assumption

The first assumption is that accident data to be used will be an adequate sample of class a through class C accidents within the USAREUR area of operations.

Second Assumption

The second assumption is that ARMS inspection dates derived from official USAREUR Publications and historical data files will reflect actual dates of ARMS inspections.

Third Assumption

The third assumption is that current ARMS inspections continue to incorporate comprehensive checklist used to evaluate resource management and assist in improving operational readiness and safety for USAREUR aviation.

Definition…...

Army Structure; from 3-Brigade Division Units to Units of Action
At the Pentagon, briefings routinely begin with the old adage that

"the only thing constant today is change." Since the age of the Cold War, the United States Army has faced change at home and abroad, experiencing not only a massive transformation in technology and infrastructure, but also in the worldwide approach to warfare. As the end of front-line battles gave way to urban streets and insurgency, the Army transitioned its structural paradigm to mirror the rapidly shifting needs, abandoning the Three Brigade Division Units for Units of Action.

This organizational shift had roots in Capitol Hill politics and dissent internal to the Pentagon, but was a desperately needed restructuring to meet the needs presented by the Iraq War, vastly different than those experienced during the Cold War history. In the early 1950s, the Soviet forces overwhelmed many of the Western nations,…...

Diversity-Why is it Important in Army The term ‘diversity’ has commonly been used to describe the variations in characteristics among two or more individuals; it can cover visible (for instance, age, gender, race) as well as invisible (for instance, knowledge, values, culture) characteristics. Considering the attention paid to diversity by contemporary firms, understanding the reason for this focus on workforce diversity and what it implies within the armed forces personnel management context is valuable (Kamarck, 2017). Within the armed forces, the subject of diversity is complex in nature, conceptually as well as with respect to its administrative and more practical implications. Diversity constitutes one among the biggest and trickiest HR management challenges faced by military HR leaders in the last twenty to thirty years. Increased diversity in the areas of recruitment, employment and development has challenged conventional armed forces organizational principles, standards, outlooks, and beliefs. It has led to the modification…...

MDMP Exam
equirement 1 -- unning Estimate

equirement 2 - The Problem

equirement 3 -- The Mission

equirement 4 -- Purpose and

equirement 5 -- CCIs

equirement 6 -- Commander's Judgement

equirement 7 -- COA Analysis

equirement 1 -- unning Estimate

Time management is one of the key elements in planning. There must be a balance between taking time to plan and creating synchronization, and maintaining the initiative that can be difficult to determine (AMY, 2012). A running estimate is important because it provides an assessment of the current operation against the planned baseline and establishes whether or not future contingent operations are still supportable.

Once the Japanese are aware of the angers and the guerillas presence, they are undoubtedly going to call for reinforcements as well as consider executing the POW held in the camp. Since the camp is also a transit post, then timing is even that much more critical as more Japanese forces could arrive quickly. The…...

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References

Army. (2004). ADRP 1-02. Department of the Army.

ARMY. (2012). ADRP 5-0. Department of the Army.

DoD. (2009). Joint PUblication 1-02. Department of Defense Dictionary of Military and Associated Terms.

King, M. (1985). Leavenworth Papers. Combat Studies Institute, 1-58.

Alliant Techsystems Inc. (ATK) is an aerospace and defense company. The company sells missiles, ammunition and guidance systems, almost exclusively to the United States military and allied nations. The company is headquartered in Arlington, VA, close to its biggest customer. There are 14,000 different employees at the company, which has multiple locations. ATK was founded in 1990 (Yahoo! Finance, 2013). According to the company's latest annual report, its customer base is U.S. Army (29%), U.S. Navy (13%), NASA (10%), U.S. Air Force (6), other U.S. government (9%) and then commercial and foreign customers are 33% of the company's business. The company has a contract backlog of $7.8 billion, compared with annual revenues of $4.3 billion, meaning that the company has about two years' worth of backlog on its books. This paper is going to discuss the human resources strategy of the company. Clearly, Alliant has a need to bring in…...

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References

ATK 2013 Annual Report. Retrieved December 3, 2013 from http://ir.atk.com/phoenix.zhtml?c=118594&p=irol-irhome

Yahoo! Finance. (2013). Alliant Techsystems. Retrieved December 3, 2013 from  http://finance.yahoo.com/q/ks?s=ATK

Configuration Management
Design Methodology for producing Modularity

Aspects of modular product design:

Attribute integrity

Process integrity

Process stability

Details oriented

Scope, procedures, goals, and objectives

Simple configuration control

Minimum requirement for labor

Precise and absolute descriptions of changes in question

Cooperative and responsive customers'

Effective coordination among project team members

111.2 CONFIGUATION Management TEMS AND DEFINITIONS

Software Configuration Management

Configuration Item

Engineering Change equest

121.3 OLES & ESPONSIBILITIES

Configuration Control Board

Parallels between the data and functional design of the plan

Advantages of modularity

142. CONSIDEATIONS

ELATIONSHIP TO SYSTEMS ENGINEEING

142.2 ELATIONSHIP TO POGAM Management

142.3 ELATIONSHIP TO SOFTWAE ENGINEEING

163. CONFIGUATION Management (CM)

173.1 CM POCESS

Process Overview

183.2 CM PLANNING AND Management

183.4 CONFIGUATION CHANGE Management

193.5 CONFIGUATION STATUS ACCOUNTING

213.6 CONFIGUATION VEIFICATION AND AUDIT

Conclusion

234. APPENDIX A EFEENCES

255. APPENDIX B. SAMPLE CM PLAN

Acronyms Used

CM -- Configuration Management

SOA - Service Oriented Architecture

CCBs - Configuration Control Boards

CI -- configuration Item

SMEs -- subject Matter Experts

EBs -- Engineering eview Boards

NASA - National Aeronautics and Space Administration

Configuration management

1. INTODUCTION

Configuration management is a concept coined from the blending of the two terms, configuration and management.…...

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REFERENCES

Buckley, Fletcher J., Implementing Configuration Management: Hardware, Software, Firmware,

Second Edition, IEEE Press, Piscataway, NJ: 1993

Daniels, M.A., Principles of Configuration Management, Advanced Application Consultants,

Inc., Rockville, MD: 1985

iii) Appraisals

Appraisals are precision indicators that enable managers to rat their organizational and managerial performance. The appraisal of the U.S. army is not only regarded in America, but also globally. The respect shown to them is due to the worth of sacrifice and zeal in achieving their objective of protecting America. These appraisals enhance the assessment of its performance and enhance the career development of the soldiers. The HR Model encompasses such human practices of appraisal in the army through three ways, the Critical Incident Method, Paired Comparisons and from Peer Reviews. These appraisal techniques form the fundamental part of personal management.

Appraisal from the Critical Incident methods involves the identification and description of events where a soldier has exemplifies exceptional work or needs to improve. Supervisors records incidents of interest to improving the work experience. hether on the training ground or operational assignments, commanders recognize and correct soldiers where need…...

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Works Cited

Bernard, Rostker. Human Resource Models: An Overview. Center for Naval Analyses, Vol 370, pp 1-20, 1982.

Cook, D. & Mechner, F. Fundamentals of Programmed Instruction. In (S. Margulies & L. Eigen Eds.), Applied Programmed Instruction. London: John Wiley and Sons, Inc., 1962.

Gary, Kress, Batia, Sharon and David, Bassan. Work Motivation: Theory and Practice. U.S. Army Research Institute for the Behavioral and Social Sciences, pp 2-92, 1981.

Jafari, Mostafa, Atieh Bourouni and Roozbeh Hesam Amiri. A New Framework for Selection of the Best Performance Appraisal Method. European Journal of Social Sciences Volume 7, Issue 3, pp 92-100, 2009.

army has often resolved to use private contractors in various aspects of the force's operations when the need arises. In light of the need to cut down the cost of the army operations, the US Army has resolved into massive contracting within the services in the recent past to levels that the America has never witnessed before. Critics of this approach have argued that it compromises the integrity of the American Security. While these concerns are genuine, the importance of the current level or reliance on contract support outweighs the demerits (National Defense University 2010). Secondly, the army can address such concerns within the framework of enlisting support. The following study holds that the American Amy should maintain the current levels of reliance on contract support.
Some factors influence and inform the need for the Army to maintain the current contract support. Firstly, some instances in the operations of the…...

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References

National Defense University. Strategic Forum Paper #260, "Private Contractors in Conflict Zones: The Good, The Bad and the Strategic Impact," by Col. (Ret) T. X. Hammes, 8 September 2010. CGSC copyright registration #14-0524E.

ATTP 4-10. Chapter 1 & 5: "Introduction and Contractor Management." 2011

H in Strategic Management
INTOUCTION

It was after the Korean War that an entirely new breed of college educated managers appeared on the scene and exuded a greater sense of responsibility that translated into a wave of consciousness for social well-being and social upheaval that swarmed through the second half of the 20th century (Losey 1998). Their influence markedly changed the thought of the American employee. But another group in the 60s and the 70s heightened the established interest in laborers welfare and feelings to the point of affecting all facets of business, including the growth of market research, communications and public relations. This second wave shifted focus from scientific management to the employer-employee relationship. The new gear led to the development of programs that increased wages and fringed benefits and the eliciting of worker ideas and initiative in recognizing the link organizational philosophy or policy to greater productivity (Losey).

This social phenomenon,…...

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REFERENCES

1. Losey, Michael. (1998). HR Comes of Age -- History of Human Resource Management. HR Magazine.  http://www.findarticles.com/p/articles/mi_m3495/is_n3_v43/ai_20514399 

2. Oswald, Sharon, et al. (1991). Strategic Management of Human Relations: the American Steel and Wire Company -- Company Profile. Business Horizons.  http://www.findarticles.com/p/articles/mi_m1038/is_n3/v34/ai_10817055 

3. Siger, Marc. (2000). Strategic Human Relations Management Committee: Books Examine the Role of HR Professionals. HR Magazine: Society for Human Resource Management.  http://www.findarticles.com/p/artices/mi_m3495/is_12_45/ai_68216379 

4. Weatherly, Leslie. (2003). The Value of People. HR Magazine.  http://www.findarticles.com/p/articles/mi_m3495/is_9_48/ai_108315188

Force that Gives Meaning
Today I received an e-mail message about a funeral for a soldier in Texas. The sender who forwarded it wrote that his "faith in America had been restored" when he read this account by the deceased's wife:

When we turned off the highway, suddenly there were teenage boys along both sides of the street about every 20 feet or so, all holding large American flags on long flag poles, and again with their hands on their hearts ... Hundreds of young people, standing silently on the side of the road with flags. At one point we passed an elementary school, and all the children were outside, shoulder to shoulder holding flags ... kindergartners, handicapped, teachers, staff, everyone. Some held signs of love and support. Then came teenage girls and younger boys, all holding flags. Then Adults. Then families. All standing silently on the side of the road…...

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References

Cooper, Gloria. (2004). The censors: New patterns in opinion control. Columbia Journalism Review, 43, 2, 58-9, Jul/Aug.

Hedges, C. (2001). War is a force that gives us meaning. New York: Public Affairs.

Louis, W.R. & D.M. Taylor (2002). Understanding the September 11 terrorist attack on America: The role of intergroup theories of normative influence. Analyses of Social Issues and Public Policy, 87-100.

Victoroff, J. (2005). The mind of the terrorist: A review and critique of psychological approaches. Journal of Conflict Resolution, Vol. 49, No. 1, Feb, 3-42.