EMBED for wordpress. Want more? Advanced embedding details, examples, and help! Publication date Usage Public Domain Mark 1. Army , World War, , United States. Field Manual FM Commander and Staff Organization and Operations Change 1 May provides commanders and staffs with many of the tactics and procedures associated with exercising mission command.
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 agi Field Manual FM Commander and Staff Organization and Operations Change 1 May provides commanders and staffs with many of the tactics and procedures associated with exercising mission command.
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 ADP Mission command is both a philosophy and a warfighting function. As the Army's philosophy of command, mission command emphasizes that command is essentially a human endeavor. Successful commanders understand that their leadership guides the development of teams and helps to establish mutual trust and shared understanding throughout the force.
Mission command is also a warfighting function. The mission command warfighting function is the related tasks and systems that develop and integrate those activities enabling a commander to balance the art of command and the science of control in order to integrate the other warfighting functions. As a warfighting function, mission command consists of the related tasks and a mission command system that support the exercise of authority and direction by the commander.
As a warfighting function, mission command assists commanders in blending the art of command with the science of control, while emphasizing the human aspects of mission command. See ADRP for more details. FM is intended to serve several purposes. First, it provides commanders and staffs specific information they will need in the exercise of mission command.
Second, the manual provides multiple templates and examples of products that commanders and staffs routinely use in the conduct of operations. Finally, FM discusses roles and responsibilities that should be understood to facilitate ease of communication among various members of different organizations.
It should be noted that although FM provides tactics and procedures, commanders may modify products as necessary to meet mission requirements. Local standard operating procedures SOPs may also provide examples of products more suitable to specific situations. Get A Copy. Kindle Edition , pages. FM is intended to serve several purposes. First, it provides commanders and staffs specific information they will need in the exercise of mission command. Smaller-unit staffs generally perform the same functions as larger staffs.
However, the operational nature of smaller units sometimes requires modifications. For example, staff activities such as, advising, planning, coordinating, and supervising are more informal at lower levels. Often supporting unit commanders-for example, the engineer battalion commander at maneuver brigade level-serve as special staff officers for their individual fields of interest. In combat service support units, commanders usually combine the S-2 and S-3 sections, and add a support operations section.
Like a personal or special staff officer, the support operations officer works directly for the commander and is responsible for external support of the unit's mission. There may also be other coordinating staff officers, depending on the command's mission. Commanders may form other staff sections when Department of the Army or the Army service component commander authorizes. In units where the TOE or TDA does not authorize an S-5, commanders assign responsibility for civil-military operations functions to another coordinating staff officer usually the S In brigades and battalions not authorized a specific special staff officer, commanders assign responsibility for those functions to another staff officer as required.
This section describes the characteristics required of staff officers at every echelon, from battalion through corps. Most officers serve in a variety of staff positions throughout their careers. Although much of what staff officers do is not noticed, their competence is crucial in all that the Army accomplishes. Commanders always retain the ultimate responsibility for final decisions. Staff officers contribute to achieving the commander's intent by fulfilling their functional responsibilities within the authority the commander delegates to them.
Effective staff officers provide commanders with correct and timely relevant information RI and well-analyzed recommendations. FM discusses the values, attributes, skills, and actions expected of all leaders. As Army leaders, staff officers are expected to possess and develop those characteristics; however, staff work requires specialized applications of them.
A good staff officer demonstrates the following:. This list provides a basis for counseling and professional development sessions on what commanders expect of staff officers. Effective staff officers are competent in all aspects of their functional responsibilities and know their duties.
They are familiar enough with the duties of other staff members to accomplish vertical and lateral coordination. Commanders expect staff officers to analyze each problem and know-not guess at-the correct answer before making a recommendation. Staff officers must possess the moral courage to admit when they do not know something. Staff officers exercise subordinates' initiative.
They anticipate requirements rather than waiting for taskings. They do not wait for orders. They anticipate what the commander needs to accomplish the mission and prepare answers to those questions before they are asked. Effective staff officers know the commanders' intent two levels up and operate within their own commanders' intent.
They do not hesitate to take advantage of opportunities. In the commander's absence, they exercise the authority delegated to them to achieve the commander's intent. When exercising subordinates' initiative, staff officers report their actions to the commander as soon as possible.
Commanders are always looking for new and innovative solutions to problems. Thus, effective staff officers are creative in researching solutions to difficult and unfamiliar situations. If they cannot recommend a course of action COA in one direction or area, they find an alternative.
As team players, staff officers draw on the creativity of all staff and command members. Staff officers brief solutions, not problems. They always give the commander a recommended COA. Staff officers require the maturity and presence of mind to keep from becoming overwhelmed or frustrated by changing requirements and priorities.
Commanders often change their minds or redirect the command after receiving additional information or a new mission. They may not share with the staff the reason for such a change. Staff officers remain flexible and adjust to any changes.
They master setting priorities when there are more tasks to accomplish than time allows. They learn to juggle multiple commitments simultaneously. It is essential that staff officers meet suspenses; the commander and other staff members depend on their contributions to decisionmaking.
Staff officers meet suspenses or request a time or priority adjustment in advance. Staff officers possess mental discipline and self-confidence. They understand that all staff work serves the commander, even if the commander rejects the resulting recommendation. Staff officers do not give a "half effort" when they think the commander will disagree with their recommendations.
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