The Integration And Management Of Enterprise Services

From 2004 to 2008 a mission begins to aggressively develop within the intelligence community that will change the face of the Department of Defense (DoD). Cyberspace Operations, particularly support to, breaks from small organizations and gains light in every day missions as well as the media. Complexity and connections of Cyberspace Operations makes this mission inherently a joint responsibility from training to execution. In the beginning the Army evaluated soldiers from all Military Occupational Specialties (MOS) and selected those that showed the capability to grasp complex problems and adapt to new technologies in order to staff this mission. These highly skilled soldiers received special training

This assignment aims to identify and discuss learning and teaching strategies that are particularly effective in meeting learner needs within the military environment. It will review some of the five main areas Behaviourism, Neo Behaviourism, Gestalt, Cognitive, Humanist, and how these can be exploited within our delivery of learning and teaching, that the delivery strategy adopted is suitable to meet the needs of our learners with in the military environment, and to make sure the correct resources are available and ensuring the delivery of

Develop and integrated a comprehensive 40-hour Integrated MTC Tool Suite training program that provided training to MTC and unit staffs to efficiently plan, design and executes exercises through the primary use of G27 Tool Suite; Exercise Support Application (ESA), Exercise Design Tool (EDT), Virtual OPFOR Academy (VOA), and Information Operation Network (ION). Validated the MTC Integrated Tool Suite training program and team certification to ensure a standardization of training and DATE compliancy. Provided briefings to the 84th Training Command and AVNCoE Commanding Generals, the United Kingdom ISR Bde Commander, NTC, JMRC senior leaders and individual staffs to continuously fostered enduring partnerships that resulted in a substantial growth in recognition and usage of G27’s web-enabled

The National Guard success comes largely from training. From real-life training exercises, field training, simulation training and distributed learning. In the event of an activation, leaders must

The situation in today 's Army is clearly much different from what existed years ago. Many changes have occurred, moving the Army 's EO program from a strictly educational and training initiative to a multifaceted management program with clear goals and objectives. These goals and objectives are also an integral part of human relations and are nurtured and developed through a professional military education system.

With the current war dwindling down in Afghanistan, the Field Artillery’s focus becomes more on training in a force on force style fight. Their focus is to utilize older conventional style war fighting tactics on new updated Artillery systems. The following quote from Major General Mark McDonald truly describes our current situation, “We’ve got most of the pieces in place to be able to train the digital system. What we have to do is get everybody really comfortable with it, train with it more often, so that’s their go-to system,” (Mathis). The result will be to pull away from older manually computed firing data and to begin to rely solely on the newer updated digital systems, thus allowing for the safer, more accurate and timely fires that will be needed in future conflicts. What does this mean for enlisted members and officers alike? ”The introduction of these modernized systems will provide several opportunities for cross-branch training and deployment, as well as opportunities for joint operations that have yet to be discovered. Additionally, this modernization will present substantial challenges to both officer and enlisted leadership alike, requiring both to be more technically qualified in order to be effective leaders” (Dedmond and

As can be seen with the introduction of the new Cyber Patriot team, JROTC is evolving alongside the world which encompasses it. JROTC will, probably, offer even a greater abundance of opportunities and experiences to its cadets. These opportunities will vary greatly from what is offered now. These opportunities, however, will without fail, instill the values upon which JROTC was founded and cater to the diverse interests of the individual cadet. As the Torch of Knowledge burns brightly upon the uniform of each and every cadet, so will the difference that each and every cadet makes in

The original idea behind this program is for Soldiers and leaders to learn how to use all or any of the fourteen skills to enhance their effectiveness and well-being, to build mental toughness and to develop

I have a comprehensive understanding of the Department of Defense’s vision and direction and long-range plans and emerging technologies that can lead to proper programming and resource allocation. The Strategy of the DoD, DoN, and the USMC relies on the use of innovation and emerging technologies to maintain both a strategic and tactical advantage in the warfighting domain, and as a means of achieving efficiencies in the business domains. The DoD in general and the DoN specifically have in their vision statements and leadership direction that the services will use innovation both as a force multiplier and a means to achieve efficiencies and costs savings. While the various Services and Agencies within the DoD differ in some aspects, there are numerous similarities. They all have the vision and objectives to delivery information to the user to meet the Command and Control and IT needs, even in a contested environment. Generally, the goals within the Department are to consolidate and stabilize the infrastructure, unify communications, manage innovation, build and maintain a strategic workforce, consolidate datacenters leading to improve application portfolio access and management and lastly enhance network operations. I will point out here that I have been materially involved in all aspects of these

Knowledge Management process allowed for the organization to stay informed in the latest products and processes.

The refocus on training basic tasks in order to improve readiness and increase Soldier performance is what the Army hopes to achieve. Whether the introduction of a new badge can or will accomplish this is yet to be seen. The Army continues to test, evaluate, change, and develop the implementation of the EAB. On February 9, 2018, the Army Times published a new article stating the badge, now named the Expert Soldier Badge, is nearing the final stage of its development (Meyers, 2018). As the official discussions continue, the comments, opinions, and feedback pour in. The object of this paper is to educate readers on the Expert Action Badge by examining what the EAB is, how Soldiers can earn one, and explore both sides of the argument for or against its

As stewards of our profession, commanders ensure that military expertise continues to develop and be passed on to aspiring professionals through operational development. It is during this developmental phase that Professional Soldiers put their knowledge and skills to the test. Operational Army units certify and recertify their Professional Soldiers through repetitive and realistic training events including the Combat Life Saver Course, platoon live fires, and exercises at the National Training Center. In the course of these challenging and realistic experiences, the Army’s operational units develop Soldiers and leaders prepared to maintain high standards, discipline, and operational readiness. Operational development and adaptability will continue to drive changes in Army doctrine, organization, leadership, and education as we enter the post-war era. Without this kind of development, the Army could not maintain a well-disciplined professional fighting force.

Since the cold war, the army has been moving away from the industrial age to the more modern information age. With this

Large and effective organizations often rely upon formalization to implement code and establish guidelines. However, as Daft (2016) states a predicament or “too much red tape” can occur (p.353). In this environment, “the organizations development, the proliferation of systems and programs may begin to strangle middle-level executives” (Daft, 2016, p.353). With such organizational constraints, Navy EOD Platoon Commanders and supervisors, or those in charge, must always adhere to rules and regulations. When executive level leaders rely on such formalized regulations they lose sight of mission feasibility and task completion. Rarely do they rely upon the contributions from subject matter experts who have real world operational experience. As Mintzberg’s (2011) theory explains, there are five basic parts of an organization to include: “the strategic apex, middle line managers, operating core, support staff and technostructure” (p.223). Within the NEOD chain of command, the Commanding Officer, the Executive Officer and the Command Master Chief are all positioned at the strategic apex as direct supervisors. Middle line managers are the NEOD Platoon Commanders, who have been handcuffed by rules, regulations, and communication difficulties when reaching back to headquarters (the strategic apex personnel). Senior enlisted advisors are technical specialists and subject matter

The Army is a profession because it requires a collaboration of highly training Soldiers who possess specialized skills that combine to operate in complex situations in more complex environments. General Martin Dempsey stated that “The Profession of Arms requires expert knowledge, and that expertise is manifested as unique skills in the individual professional and by Army units.” For the purpose of this paper the operational definition of the term profession is: a type of job that requires special education training, or skill. In order to meet and maintain the demands of this definition, The Army has established the Army Development Model which consists of institutions, operational training, and self-development to create highly skilled service members.