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| army task conditions and standards: Joint Mission Essential Task List (JMETL) Development Handbook United States. Joint Chiefs of Staff, 1995 The process of JMETL development involves the examination of the missions of a combatant commander, subordinate joint force commander, and functional or Service component commanders in order to establish required warfighting capabilities consisting of joint tasks, conditions, and standards. This handbook is intended to assist the combatant commands describe required capabilities in a form useful in the planning, execution and assessment phases of the joint training system. Further, it should aid resource providers and the Joint Staff in examining and coordinating joint training requirements among a number of combatant commands with diverse missions. The next phase of the joint training system begins with the development of a joint training plan delineating how combatant commanders allocate their joint training resources to meet JMETL requirements. |
| army task conditions and standards: TRADOC Pamphlet TP 672-9 Expert Soldier Badge Tasks March 2021 United States Government Us Army, 2021-03-23 This United States Army regulation, TRADOC Pamphlet TP 672-9 Expert Soldier Badge Tasks March 2021, provides the performance measures for the Expert Soldier Badge (ESB) tasks. |
| army task conditions and standards: TRADOC Pamphlet TP 600-4 The Soldier's Blue Book United States Government Us Army, 2019-12-14 This manual, TRADOC Pamphlet TP 600-4 The Soldier's Blue Book: The Guide for Initial Entry Soldiers August 2019, is the guide for all Initial Entry Training (IET) Soldiers who join our Army Profession. It provides an introduction to being a Soldier and Trusted Army Professional, certified in character, competence, and commitment to the Army. The pamphlet introduces Solders to the Army Ethic, Values, Culture of Trust, History, Organizations, and Training. It provides information on pay, leave, Thrift Saving Plans (TSPs), and organizations that will be available to assist you and your Families. The Soldier's Blue Book is mandated reading and will be maintained and available during BCT/OSUT and AIT.This pamphlet applies to all active Army, U.S. Army Reserve, and the Army National Guard enlisted IET conducted at service schools, Army Training Centers, and other training activities under the control of Headquarters, TRADOC. |
| army task conditions and standards: Assessing Fitness for Military Enlistment National Research Council, Division of Behavioral and Social Sciences and Education, Board on Behavioral, Cognitive, and Sensory Sciences, Committee on the Youth Population and Military Recruitment: Physical, Medical, and Mental Health Standards, 2006-02-27 The U.S. Department of Defense (DoD) faces short-term and long-term challenges in selecting and recruiting an enlisted force to meet personnel requirements associated with diverse and changing missions. The DoD has established standards for aptitudes/abilities, medical conditions, and physical fitness to be used in selecting recruits who are most likely to succeed in their jobs and complete the first term of service (generally 36 months). In 1999, the Committee on the Youth Population and Military Recruitment was established by the National Research Council (NRC) in response to a request from the DoD. One focus of the committee's work was to examine trends in the youth population relative to the needs of the military and the standards used to screen applicants to meet these needs. When the committee began its work in 1999, the Army, the Navy, and the Air Force had recently experienced recruiting shortfalls. By the early 2000s, all the Services were meeting their goals; however, in the first half of calendar year 2005, both the Army and the Marine Corps experienced recruiting difficulties and, in some months, shortfalls. When recruiting goals are not being met, scientific guidance is needed to inform policy decisions regarding the advisability of lowering standards and the impact of any change on training time and cost, job performance, attrition, and the health of the force. Assessing Fitness for Military Enlistment examines the current physical, medical, and mental health standards for military enlistment in light of (1) trends in the physical condition of the youth population; (2) medical advances for treating certain conditions, as well as knowledge of the typical course of chronic conditions as young people reach adulthood; (3) the role of basic training in physical conditioning; (4) the physical demands and working conditions of various jobs in today's military services; and (5) the measures that are used by the Services to characterize an individual's physical condition. The focus is on the enlistment of 18- to 24-year-olds and their first term of service. |
| army task conditions and standards: Tactical Display for Soldiers National Research Council, Division of Behavioral and Social Sciences and Education, Board on Human-Systems Integration, Panel on Human Factors in the Design of Tactical Display Systems for the Individual Soldier, 1997-01-17 This book examines the human factors issues associated with the development, testing, and implementation of helmet-mounted display technology in the 21st Century Land Warrior System. Because the framework of analysis is soldier performance with the system in the full range of environments and missions, the book discusses both the military context and the characteristics of the infantry soldiers who will use the system. The major issues covered include the positive and negative effects of such a display on the local and global situation awareness of the individual soldier, an analysis of the visual and psychomotor factors associated with each design feature, design considerations for auditory displays, and physical sources of stress and the implications of the display for affecting the soldier's workload. The book proposes an innovative approach to research and testing based on a three-stage strategy that begins in the laboratory, moves to controlled field studies, and culminates in operational testing. |
| army task conditions and standards: Army Leadership and the Profession (ADP 6-22) Headquarters Department of the Army, 2019-10-09 ADP 6-22 describes enduring concepts of leadership through the core competencies and attributes required of leaders of all cohorts and all organizations, regardless of mission or setting. These principles reflect decades of experience and validated scientific knowledge.An ideal Army leader serves as a role model through strong intellect, physical presence, professional competence, and moral character. An Army leader is able and willing to act decisively, within superior leaders' intent and purpose, and in the organization's best interests. Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. Every member of the Army, military or civilian, is part of a team and functions in the role of leader and subordinate. Being a good subordinate is part of being an effective leader. Leaders do not just lead subordinates--they also lead other leaders. Leaders are not limited to just those designated by position, rank, or authority. |
| army task conditions and standards: Army Physical Readiness Training Department of the Army, 2019-12-08 |
| army task conditions and standards: The Resident Course Serpell G. Patrick, 1960 |
| army task conditions and standards: Guidelines for the Leader and the Commander Gen. Bruce C. Clarke, 2021-04-15 Featured on The Jocko Podcast “The finest little handbook on leadership and training ever written.” --Col. David Hackworth, author of the bestseller About Face Guidelines for the Leader and the Commander is an enduring classic. Written by the Army’s premier trainer of the twentieth century, this is a wide-ranging collection of principles and maxims to guide the building, training, and leading of any organization, with a focus on the individuals who make up that organization. Clarke intended the book to enlighten and instruct leaders, and those who aspire to leadership, in every profession and every walk of life. Thoughtful as well as concrete, pithy and often conversational, Clarke’s book resonates today. |
| army task conditions and standards: Train to Win in a Complex World (FM 7-0) Headquarters Department Of The Army, 2019-07-18 Field Manual FM 7-0 Train to Win in a Complex World October 2016 FM 7-0, Train to Win in a Complex World, expands on the fundamental concepts of the Army's training doctrine introduced in ADRP 7-0. The Army's operations process is the foundation for how leaders conduct unit training. It also places the commander firmly at the center of the process and as the lead of every facet of unit training. FM 7-0 supports the idea that training a unit does not fundamentally differ from preparing a unit for an operation. Reinforcing the concepts, ideas, and terminology of the operations process while training as a unit makes a more seamless transition from training to operations. This publication focuses on training leaders, Soldiers, and Army Civilians as effectively and efficiently as possible given limitations in time and resources. |
| army task conditions and standards: Training the Force Department of the Army, 2002-10-22 The U. S. Army exists for one reason-to serve the Nation. From the earliest days of its creation, the Army has embodied and defended the American way of life and its constitutional system of government. It will continue to answer the call to fight and win our Nation's wars, whenever and wherever they may occur. That is the Army's non negotiable contract with the American people. The Army will do whatever the Nation asks it to do, from decisively winning wars to promoting and keeping the peace. To this end, the Army must be strategically responsive and ready to be dominant at every point across the full spectrum of military operations. Today, the Army must meet the challenge of a wider range of threats and a more complex set of operating environments while incorporating new and diverse technology. The Army meets these challenges through its core competencies: Shape the Security Environment, Prompt Response, Mobilize the Army, Forcible Entry Operations, Sustained Land Dominance and Support Civil Authorities. We must maintain combat readiness as our primary focus while transitioning to a more agile, versatile, lethal, and survivable Army. Doctrine represents a professional army's collective thinking about how it intends to fight, train, equip, and modernize. When the first edition of FM 25-100, Training the Force, was published in 1988, it represented a revolution in the way the Army trains. The doctrine articulated by FMs 25-100, Training the Force, and 25-101, Battle Focused Training, has served the Army well. These enduring principles of training remain sound; much of the content of these manuals remains valid for both today and well into the future. FM 7-0 updates FM 25-100 to our current operational environment and will soon be followed by FM 7-1, which will update FM 25-101. FM 7-0 is the Army's capstone training doctrine and is applicable to all units, at all levels, and in all components. While the examples in this manual are principally focused at division and below, FM 7-0 provides the essential fundamentals for all individual, leader, and unit training. Training for warfighting is our number one priority in peace and in war. Warfighting readiness is derived from tactical and technical competence and confidence. Competence relates to the ability to fight our doctrine through tactical and technical execution. Confidence is the individual and collective belief that we can do all things better than the adversary and the unit possesses the trust and will to accomplish the mission. FM 7-0 provides the training and leader development methodology that forms the foundation for developing competent and confident soldiers and units that will win decisively in any environment. Training is the means to achieve tactical and technical competence for specific tasks, conditions, and standards. Leader Development is the deliberate, continuous, sequential, and progressive process, based on Army values, that develops soldiers and civilians into competent and confident leaders capable of decisive action. Closing the gap between training, leader development, and battlefield performance has always been the critical challenge for any army. Overcoming this challenge requires achieving the correct balance between training management and training execution. Training management focuses leaders on the science of training in terms of resource efficiencies (such as people, time, and ammunition) measured against tasks and standards. Training execution focuses leaders on the art of leadership to develop trust, will, and teamwork under varying conditions intangibles that must be developed to win decisively in combat. Leaders integrate this science and art to identify the right tasks, conditions, and standards in training, foster unit will and spirit, and then adapt to the battlefield to win decisively. |
| army task conditions and standards: U. S. Army Board Study Guide , 2006-06 |
| army task conditions and standards: The 71F Advantage National Defense University Press, 2010-09 Includes a foreword by Major General David A. Rubenstein. From the editor: 71F, or 71 Foxtrot, is the AOC (area of concentration) code assigned by the U.S. Army to the specialty of Research Psychology. Qualifying as an Army research psychologist requires, first of all, a Ph.D. from a research (not clinical) intensive graduate psychology program. Due to their advanced education, research psychologists receive a direct commission as Army officers in the Medical Service Corps at the rank of captain. In terms of numbers, the 71F AOC is a small one, with only 25 to 30 officers serving in any given year. However, the 71F impact is much bigger than this small cadre suggests. Army research psychologists apply their extensive training and expertise in the science of psychology and social behavior toward understanding, preserving, and enhancing the health, well being, morale, and performance of Soldiers and military families. As is clear throughout the pages of this book, they do this in many ways and in many areas, but always with a scientific approach. This is the 71F advantage: applying the science of psychology to understand the human dimension, and developing programs, policies, and products to benefit the person in military operations. This book grew out of the April 2008 biennial conference of U.S. Army Research Psychologists, held in Bethesda, Maryland. This meeting was to be my last as Consultant to the Surgeon General for Research Psychology, and I thought it would be a good idea to publish proceedings, which had not been done before. As Consultant, I'd often wished for such a document to help explain to people what it is that Army Research Psychologists do for a living. In addition to our core group of 71Fs, at the Bethesda 2008 meeting we had several brand-new members, and a number of distinguished retirees, the grey-beards of the 71F clan. Together with longtime 71F colleagues Ross Pastel and Mark Vaitkus, I also saw an unusual opportunity to capture some of the history of the Army Research Psychology specialty while providing a representative sample of current 71F research and activities. It seemed to us especially important to do this at a time when the operational demands on the Army and the total force were reaching unprecedented levels, with no sign of easing, and with the Army in turn relying more heavily on research psychology to inform its programs for protecting the health, well being, and performance of Soldiers and their families. |
| army task conditions and standards: Army Training and Evaluation Program for Maintenance Battalion, General Support United States. Department of the Army, 1977 |
| army task conditions and standards: Army Physical Readiness Training Department of the Army, 2017-08-20 (Includes Change No. 1) Soldier physical readiness is acquired through the challenge of a precise, progressive, and integrated physical training program. A well-conceived plan of military physical readiness training must be an integral part of every unit training program. This field manual prescribes doctrine for the execution of the Army Physical Readiness Training System. The Army assesses, plans, prepares, and executes training and leader development through training based on tasks, conditions, and standards. Knowing the task, assessing the level of proficiency against the standard and developing a sustained or improved training plan is the essence of all Army training. Army training overall prepares Soldiers, leaders, and units to fight in the full spectrum of operations. Combat readiness is the Army's primary focus as it transitions to a more agile, versatile, lethal, and survivable force. Physical readiness training prepares Soldiers and units for the physical challenges of fulfilling the mission in the face of a wide range of threats, in complex operational environments, and with emerging technologies. This field manual-Army Physical Readiness Training -Provides Soldiers and leaders with the doctrine of Army physical readiness training, Reflects lessons learned in battles past and present, time-tested theories, and principles and emerging trends in physical culture, Helps ensure the continuity of our nation's strength and security, Prepares Soldiers physically for full spectrum operations, Explains training requirements and objectives, Provides instructions, required resources, and reasons why physical fitness is a directed mandatory training requirement as specified in AR 350-1, Army Training and Leader Development, Allows leaders to adapt physical readiness training to unit missions and individual capabilities, Guides leaders in the progressive conditioning of Soldier strength, endurance, and mobility, Provides a variety of physical readiness training activities that enhance military skills needed for effective combat and duty performance. |
| army task conditions and standards: Army Doctrine Reference Publication Adrp 1-03 the Army Universal Task List October 2015 United States Government Us Army, 2015-11-04 This publication, Army Doctrine Reference Publication ADRP 1-03 The Army Universal Task List October 2015, provides the structure and content of the Army Universal Task List (AUTL). The AUTL is intended to inform all members of the Profession of Arms of what the Army contributes to the joint force in terms of tasks performed. Additionally, it is intended that proponent training developers use the AUTL to develop more comprehensive training and evaluation outline evaluation criteria for collective tasks and proponent combat developers to better understand the tasks a given unit must perform. The Army Universal Task List (AUTL) describes what well-trained, well-led, and well-equipped Soldiers do for the Nation. While focused on the land dimension, abilities of Army forces complement abilities of other Services. The ability of Army forces to perform tasks builds the credible land power necessary for joint force commanders to preclude and deter enemy action, win decisively if deterrence fails, and establish a rapid return to sustained stability. The AUTL provides a common language and reference system for doctrine, capability, and training developers. Proponents and schools use AUTL tasks, those tasks' recommended measures of performance, and the unit's table of organization and equipment to establish unit-specific, collective task training and evaluation outlines. Proponent training and evaluation outlines provide the measurable conditions and standards to be used by commanders in evaluating an organization and individuals' abilities to perform these tasks. The AUTL's link to the Universal Joint Task List (UJTL) at tactical, operational, and strategic levels aids analysts and planners in understanding the Army's role and integrating joint operations. The AUTL is a comprehensive, but not all-inclusive listing of Army tasks, missions, and operations. Units and staffs perform tasks, provide capabilities, accomplish missions, and conduct operations at corps level and below. For each task, the AUTL provides a numeric reference, a task title, a task description, a doctrine reference, and, in most cases, recommended measures of performance (measures). Training developers use these measures to develop training and evaluation outline evaluation criteria for supporting collective tasks. The task proponent is responsible for developing the training and evaluation outlines that supports each AUTL task. As a catalog, the AUTL captures doctrine as it existed on the date of its publication. The principal audience for ADRP 1-03 is the institutional force, specifically personnel performing capability development, integration functions, and training development. Commanders and staffs in the operational force should refer to the Combined Arms Training Strategies (known as CATS) in the Army Training Management System (known as ATMS) which contain training and evaluation outlines (known as T&EO) for collective and individual task. Commanders and staffs of Army headquarters serving as joint task force or multinational headquarters should also refer to applicable joint or multinational doctrine concerning the range of military operations and joint or multinational forces. ADRP 1-03 uses joint terms where applicable. Selected joint and Army terms and definitions appear in both the glossary and the text. Terms for which ADRP 1-03 is the proponent publication (the authority) are marked with an asterisk (*) in the glossary. Definitions for which ADRP 1-03 is the proponent publication are boldfaced in the text. For other definitions shown in the text, the term is italicized and the number of the proponent publication follows the definition. ADRP 1-03 applies to the Active Army, Army National Guard/Army National Guard of the United States, and United States Army Reserve unless otherwise stated. The proponent of ADRP 1-03 is the United States Army Combined Arms Center. |
| army task conditions and standards: Operations (ADP 3-0) Headquarters Department of the Army, 2019-09-27 ADP 3-0, Operations, constitutes the Army's view of how to conduct prompt and sustained operations across multiple domains, and it sets the foundation for developing other principles, tactics, techniques, and procedures detailed in subordinate doctrine publications. It articulates the Army's operational doctrine for unified land operations. ADP 3-0 accounts for the uncertainty of operations and recognizes that a military operation is a human undertaking. Additionally, this publication is the foundation for training and Army education system curricula related to unified land operations. The principal audience for ADP 3-0 is all members of the profession of arms. Commanders and staffs of Army headquarters serving as joint task force (JTF) or multinational headquarters should also refer to applicable joint or multinational doctrine concerning the range of military operations and joint or multinational forces. Trainers and educators throughout the Army will use this publication as well. |
| army task conditions and standards: Citizenship in a Republic Theodore Roosevelt, 2022-05-29 Citizenship in a Republic is the title of a speech given by Theodore Roosevelt, former President of the United States, at the Sorbonne in Paris, France, on April 23, 1910. One notable passage from the speech is referred to as The Man in the Arena: It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. |
| army task conditions and standards: U.S. Army Ranger Handbook U.S. Army Ranger School, United States. Department of Defense, 2013 The Official US Army Ranger Handbook, as used in Fort Benning -- Amazon website. |
| army task conditions and standards: From One Leader to Another Combat Studies Institute Press, 2013-05 This work is a collection of observations, insights, and advice from over 50 serving and retired Senior Non-Commissioned Officers. These experienced Army leaders have provided for the reader, outstanding mentorship on leadership skills, tasks, and responsibilities relevant to our Army today. There is much wisdom and advice from one leader to another in the following pages. |
| army task conditions and standards: The Changing Nature of Work National Research Council, Division of Behavioral and Social Sciences and Education, Commission on Behavioral and Social Sciences and Education, Committee on Techniques for the Enhancement of Human Performance: Occupational Analysis, 1999-09-07 Although there is great debate about how work is changing, there is a clear consensus that changes are fundamental and ongoing. The Changing Nature of Work examines the evidence for change in the world of work. The committee provides a clearly illustrated framework for understanding changes in work and these implications for analyzing the structure of occupations in both the civilian and military sectors. This volume explores the increasing demographic diversity of the workforce, the fluidity of boundaries between lines of work, the interdependent choices for how work is structured-and ultimately, the need for an integrated systematic approach to understanding how work is changing. The book offers a rich array of data and highlighted examples on: Markets, technology, and many other external conditions affecting the nature of work. Research findings on American workers and how they feel about work. Downsizing and the trend toward flatter organizational hierarchies. Autonomy, complexity, and other aspects of work structure. The committee reviews the evolution of occupational analysis and examines the effectiveness of the latest systems in characterizing current and projected changes in civilian and military work. The occupational structure and changing work requirements in the Army are presented as a case study. |
| army task conditions and standards: Army Training and Evaluation Program United States. Department of the Army, 1977 |
| army task conditions and standards: Field Manual Fm 7-15 - the Army Universal Task List Including All Changes Up to Change 9, Issued December 9, 2011 United States Army, 2012-02-04 Field Manual FM 7-15 The Army Universal Task List including all changes up to Change 9, issued December 9, 2011 describes the structure and content of the Army Universal Task List (AUTL). The AUTL is a comprehensive, but not all-inclusive listing of Army tasks, missions, and operations. Units and staffs perform these tasks, mission, and operations or capability at corps level and below. For each task, the AUTL provides a numeric reference hierarchy, a task title, a task description, a doctrine reference, and, in most cases, recommended measures of performance (measures) for training developers to develop training and evaluation outline evaluation criteria for supporting tasks. The task proponent is responsible for developing the training and evaluation outlines that supports each AUTL task. As a catalog, the AUTL captures doctrine as it existed on the date of its publication. The AUTL can help commanders develop a mission-essential task list (METL). It (the AUTL) provides tasks, missions and operations or capabilities for a unit, company-sized and above, and staffs. Commanders should use the AUTL as a cross-reference for tasks. Commanders may use the AUTL to supplement their core training focused METL or the directed training focused METL as required. FM 7-0 and FM 7-1 discuss in detail METL development and requirements. The primary source for standards for most Army units is their proponent-approved individual and collective tasks. Proponents revise standards when the factors of mission, enemy, terrain and weather, troops and support available, time available, civil considerations (METT-TC) significantly differ from those associated with a task training and evaluation outline. Significant differences in METT-TC may include new unit equipment; a table of organization; force packaging decisions during deployment; or new unit tasks. Proponents and trainers will use the unit's assigned table of organization and equipment, as the basis for mission analysis during the analysis phase of the Systems Approach to Training process. Trainers may use the AUTL as a catalog of warfighting function tasks when developing collective tasks. The AUTL is not all-inclusive. If the proponent or school identifies or develops a new AUTL task requirement, the new task will be provided to the Collective Training Directorate for approval and the Combined Arms Doctrine Directorate for input to AUTL revision. Task proponents and schools write and define the conditions and standards (training and evaluation outlines) for individual and collective tasks which support the AUTL. The AUTL does not include tasks Army forces perform as part of joint and multinational forces at the strategic and operational levels. Those tasks are included in the Universal Joint Task List (UJTL). The UJTL defines tasks and functions performed by Army elements operating at the operational and strategic levels of war. The UJTL provides an overall description of joint tasks to apply at the national strategic, theater strategic, operational, and tactical levels of command. The UJTL also provides a standard reference system used by United States Army Training and Doctrine Command (TRADOC) combat developers for analysis, such as front-end analysis of force element capabilities. Each military Service is required to publish its own tactical task list to supplement the UJTL. (The UJTL bibliography includes the other Services' task lists.) The AUTL is the Army supplement to the UJTL. |
| army task conditions and standards: Joint Training Manual for the Armed Forces of the United States , 1996 |
| army task conditions and standards: Department of Defense Dictionary of Military and Associated Terms United States. Joint Chiefs of Staff, 1979 |
| army task conditions and standards: Battle Focused Training (FM 7-1) Department of the Army, 2012-09-30 Battle Focused Training, FM 7-1, is the Army's doctrinal foundation for how to train, and it is applicable to all units and organizations of the Army. It explains how the Army assesses, plans, prepares, and executes training and leader development; it is critical to all the Army does. The goal of this manual is to create leaders who know how to think and apply enduring training principles to their units and organizations. FM 7-0 introduces the training cycle, the linkage of Army training and leader development, and the three domains where training occurs—the operational, institutional, and self-development domains. FM 7-1 defines The Army Training System, outlines who is responsible for training and training support, and describes how to conduct training. This top-to-bottom understanding of training—ranging from policy and resources allocation at Headquarters, Department of the Army to unit and organization methods—is critical to executing training successfully and to linking the three domains where training occurs. The training doctrine in this manual will shape Army training regulations and support unit and organization training plans. The emphasis is on teaching leaders to think through the training process, as opposed to simply following a prescribed method. There is no training model or strategy that can achieve warfighting readiness in a unit without intensive leadership to build both competence and confidence. FM 7-1 builds on task, condition, and standards-based training. Knowing the task, assessing the level of proficiency against the standard, and developing a sustaining or improving training plan is the essence of all Army training and development. But warfighting readiness is about more than just technical competence. It is about developing confidence through trust—soldier-to soldier, leader-to-led, and unit-to-unit—and the will to succeed. It is about leadership. Understanding how to conduct tough, realistic training at every echelon of the Army sets the foundation for successful multi echelon, joint, interagency, and coalition operations. Leaders train the unit and organizational capabilities required to fight and win across the full spectrum of operations. This manual provides leaders with the doctrinal guidelines for how to train, and is the basis for successful training and operations. Soldiers have never let the nation fail—it is essential to train soldiers and units to uphold the Army's nonnegotiable contract with the American people—to fight and win the nation's wars, decisively. |
| army task conditions and standards: End of History and the Last Man Francis Fukuyama, 2006-03-01 Ever since its first publication in 1992, the New York Times bestselling The End of History and the Last Man has provoked controversy and debate. Profoundly realistic and important...supremely timely and cogent...the first book to fully fathom the depth and range of the changes now sweeping through the world. —The Washington Post Book World Francis Fukuyama's prescient analysis of religious fundamentalism, politics, scientific progress, ethical codes, and war is as essential for a world fighting fundamentalist terrorists as it was for the end of the Cold War. Now updated with a new afterword, The End of History and the Last Man is a modern classic. |
| army task conditions and standards: Army Training and Leader Development Department Army, 2012-12-06 This regulation prescribes policies, procedures, and responsibilities for developing, managing, and conducting Army training and leader development. |
| army task conditions and standards: Map Reading and Land Navigation Department of the Army, 2015-12-31 The field manual provides a standardized source document for Army-wide reference on map reading and land navigation. It applies to every soldier in the army regardless of service branch, MOS, or rank. This manual also contains both doctrine and training guidance on map reading and land navigation.Part One addresses map reading and Part Two, land navigation. The appendices include an introduction to orienteering and a discussion of several devices that can assist the soldier in land navigation. For soldiers, hunters, climbers, and hikers alike, this is the definitive guide to map reading and navigation. |
| army task conditions and standards: AR 350-1 Army Training and Leader Development Headquarters Department of the Army, 2017-08-27 Army Regulation 350-1 is the keystone training regulation for all US Army units. This regulation is the source reference for all training conducted within units across the US Army. This continent 6x9 paperback is designed with commanders, executive officers, and company grade NCOs in mind for portability and ease of use. |
| army task conditions and standards: Unified Action Partners' Quick Reference Guide United States Army, 2015-09-18 This quick reference guide describes U.S. Army organizations, planning, and operations. Unified action partners (UAPs) are those military forces, of the private sector with whom U.S. Army forces plan, coordinate, synchronize, and integrate during the conduct of operations (Army Doctrine Reference Publication 3-0, Unified Land Operations).UAPs include joint forces (activities in which elements of two or more U.S. military departments participate), multinational forces, and U.S Government (USG) agencies and departments. The Iraq and Afghanistan wars highlight the necessity for collaboration, cooperation, and synchronization among USG, NGOs, and private sector agencies to focus the elements of national power in achieving national strategic objectives. Our experience in these conflicts accentuates the importance of foreign governments, agencies, and militaries participating, in concert with the United States, to achieve common objectives. Meeting the challenges of complex environments, infused with fragile or failing nation states, non-state actors, pandemics, natural disasters, and limited resources, requires the concerted effort of all instruments of U.S. national power plus foreign governmental agencies, military forces, and civilian organizations. |
| army task conditions and standards: Weapons Qualification United States. Army. Army, 1st, 1991 |
| army task conditions and standards: Ranger Handbook (Large Format Edition) Ranger Training Brigade, U. S. Army Infantry, RANGER TRAINING BRIGADE. U. S. ARMY INFANTRY. U. S. DEPARTMENT OF THE ARMY., 2016-02-12 The history of the American Ranger is a long and colorful saga of courage, daring, and outstanding leadership. It is a story of men whose skills in the art of fighting have seldom been surpassed. The United States Army Rangers are an elite military formation that has existed, in some form or another, since the American Revolution. A group of highly-trained and well-organized soldiers, US Army Rangers must be prepared to handle any number of dangerous, life-threatening situations at a moment's notice-and they must do so calmly and decisively. This is their handbook. Packed with down-to-earth, practical information, The Ranger Handbook contains chapters on Ranger leadership, battle drills, survival, and first aid, as well as sections on military mountaineering, aviation, waterborne missions, demolition, reconnaissance and communications. If you want to be prepared for anything, this is the book for you. Readers interested in related titles from The U.S. Army will also want to see: Army Guerrilla Warfare Handbook (ISBN: 9781626542730) Army Guide to Boobytraps (ISBN: 9781626544703) Army Improvised Munitions Handbook (ISBN: 9781626542679) Army Leadership Field Manual FM 22-100 (ISBN: 9781626544291) Army M-1 Garand Technical Manual (ISBN: 9781626543300) Army Physical Readiness Training with Change FM 7-22 (ISBN: 9781626544017) Army Special Forces Guide to Unconventional Warfare (ISBN: 9781626542709) Army Survival Manual FM 21-76 (ISBN: 9781626544413) Army/Marine Corps Counterinsurgency Field Manual (ISBN: 9781626544246) Map Reading and Land Navigation FM 3-25.26 (ISBN: 9781626542983) Rigging Techniques, Procedures, and Applications FM 5-125 (ISBN: 9781626544338) Special Forces Sniper Training and Employment FM 3-05.222 (ISBN: 9781626544482) The Infantry Rifle Platoon and Squad FM 3-21.8 / 7-8 (ISBN: 9781626544277) Understanding Rigging (ISBN: 9781626544673) |
| army task conditions and standards: Signal Support to Operations (FM 6-02) Headquarters Department of the Army, 2019-09-17 Field Manual (FM) 6-02, Signal Support to Operations, is the premier Signal doctrine publication, and only field manual. FM 6-02 compiles Signal Corps doctrine into three chapters with supporting appendices that address network operations in support of mission command and unified land operations and the specific tactics and procedures associated with organic and nonorganic Signal forces. The fundamental idea of Signal Corps tactics is the employment and ordered arrangement of Signal forces in a supporting role to provide LandWarNet across the range of military operations. The detailed techniques regarding the ways and methods to accomplish the missions, functions or tasks of the Signal Corps indicated in this FM will be addressed in supporting Army techniques publications (ATPs). Army forces operate worldwide and require a secure and reliable communications capability that rapidly adapts to changing demands. |
| army task conditions and standards: The Army Universal Task List (FM 7 -15) (with Changes 1 - 10 As of June 2012) Department of the Army, 2012-11-26 FM 7-15, “The Army Universal Task List,” describes the structure and content of the Army Universal Task List (AUTL). The AUTL is a comprehensive, but not all-inclusive listing of Army tasks, missions, and operations. Units and staffs perform these tasks, mission, and operations or capability at corps level and below. For each task, the AUTL provides a numeric reference hierarchy, a task title, a task description, a doctrine reference, and, in most cases, recommended measures of performance (measures) for training developers to develop training and evaluation outline evaluation criteria for supporting tasks. The task proponent is responsible for developing the training and evaluation outlines that supports each AUTL task. As a catalog, the AUTL captures doctrine as it existed on the date of its publication. The AUTL can help commanders develop a mission-essential task list (METL). It (the AUTL) provides tasks, missions and operations or capabilities for a unit, company-sized and above, and staffs. Commanders should use the AUTL as a cross-reference for tasks. Commanders may use the AUTL to supplement their core training focused METL or the directed training focused METL as required. FM 7-0 and FM 7-1 discuss in detail METL development and requirements. The primary source for standards for most Army units is their proponent-approved individual and collective tasks. Proponents revise standards when the factors of mission, enemy, terrain and weather, troops and support available, time available, civil considerations (METT-TC) significantly differ from those associated with a task training and evaluation outline. Significant differences in METT-TC may include new unit equipment; a table of organization; force packaging decisions during deployment; or new unit tasks. Proponents and trainers will use the unit's assigned table of organization and equipment, as the basis for mission analysis during the analysis phase of the Systems Approach to Training process. Trainers may use the AUTL as a catalog of warfighting function tasks when developing collective tasks. The AUTL is not all-inclusive. If the proponent or school identifies or develops a new AUTL task requirement, the new task will be provided to the Collective Training Directorate for approval and the Combined Arms Doctrine Directorate for input to AUTL revision. Task proponents and schools write and define the conditions and standards (training and evaluation outlines) for individual and collective tasks which support the AUTL. The AUTL does not include tasks Army forces perform as part of joint and multinational forces at the strategic and operational levels. Those tasks are included in the Universal Joint Task List (UJTL). The UJTL defines tasks and functions performed by Army elements operating at the operational and strategic levels of war. The UJTL provides an overall description of joint tasks to apply at the national strategic, theater strategic, operational, and tactical levels of command. The UJTL also provides a standard reference system used by United States Army Training and Doctrine Command (TRADOC) combat developers for analysis, such as front-end analysis of force element capabilities. Each military Service is required to publish its own tactical task list to supplement the UJTL. |
| army task conditions and standards: Field Artillery Manual Cannon Gunnery Department of the Army, 2017-08-19 Training Circular (TC) 3-09.81, Field Artillery Manual Cannon Gunnery, sets forth the doctrine pertaining to the employment of artillery fires. It explains all aspects of the manual cannon gunnery problem and presents a practical application of the science of ballistics. It includes step-by-step instructions for manually solving the gunnery problem which can be applied within the framework of decisive action or unified land operations. It is applicable to any Army personnel at the battalion or battery responsible to delivered field artillery fires. The principal audience for ATP 3-09.42 is all members of the Profession of Arms. This includes field artillery Soldiers and combined arms chain of command field and company grade officers, middle-grade and senior noncommissioned officers (NCO), and battalion and squadron command groups and staffs. This manual also provides guidance for division and corps leaders and staffs in training for and employment of the BCT in decisive action. This publication may also be used by other Army organizations to assist in their planning for support of battalions. This manual builds on the collective knowledge and experience gained through recent operations, numerous exercises, and the deliberate process of informed reasoning. It is rooted in time-tested principles and fundamentals, while accommodating new technologies and diverse threats to national security. |
| army task conditions and standards: Knowledge Management Operations (FM 6-01. 1) Department Army, 2012-10-16 The Army embraced knowledge management (KM) as a discipline in 2003. How the Army manages information and facilitates the movement of knowledge has changed dramatically in recent years. This includes the growth of KM within the Army and refinement of associated technology-both hardware and software. Recognizing that the ability to efficiently manage knowledge is essential to effective mission command, the Army authorized the Army Knowledge Management Qualification Course (AKMQ-C), with additional skill identifier (ASI) to prepare Soldiers for KM's complex challenges. KM sections at brigade through theater army headquarters now work with commanders and staffs to help manage knowledge within their organizations; bridging the art of command and the science of control through KM. KM can be summarized in the phrase Know, Show, Grow! Know = tacit head knowledge; Show = knowledge that is written down and documented (explicit knowledge) to be shared with others; Grow = collaboration toward innovation which sparks new knowledge. What individuals and small elements know that could help others cannot be widely shared without the means to share it. The sheer volume of available information makes it difficult to identify and use that which is relevant. Knowledge management provides the means to efficiently share knowledge, thus enabling shared understanding and learning within organizations. To do this, KM creates, organizes, applies, and transfers knowledge and information between authorized people. It seeks to align people, processes, and tools-to include information technology-within the organization to continuously capture, maintain, and re-use key information and lessons learned to help units learn and adapt and improve mission performance. KM enhances an organization's ability to detect and remove obstacles to knowledge flow, thereby fostering mission success. Because collaboration is the key contributor to KM, it is imperative that everyone be involved in the process, from the generating force that trains and sustains the Soldier to the operating force, which ensures Soldiers survive and thrive every day in every circumstance or location. The contributions of everyone are important because anyone may be the source of an idea that may become the catalyst for a solution that accomplishes missions and saves lives. Though the focus of this document is operations, KM can be used by organizations and individuals to accomplish many tasks. This manual and its successors are intended to provide the guidance on how to use KM successfully to benefit Soldiers at the tip of the spear as well as commanders and staff, in present and future operational environments, in an era of persistent conflict. This manual, Knowledge Management Operations, provides doctrinal knowledge management (KM) guidance. It provides doctrine for the organization and operations of the KM section, and establishes the doctrinal principles, tactics, techniques, and procedures necessary to effectively integrate KM into the operations of brigades and higher. FM 6-01.1 applies to KM activities in Army headquarters from brigade through Army service component command. (Brigade includes brigade combat teams, support brigades, functional brigades, and multifunctional brigades.) It applies to the KM section as well as to commanders, staffs, and Army leaders who will have a role in improving KM effectiveness or implementing KM procedures in their organizations. FM 6-01.1 applies to the Active Army, Army National Guard/Army National Guard of the United States, and U.S. Army Reserve unless otherwise stated. The Army currently leads the effort to develop doctrine for KM; thus Army headquarters serving as the headquarters of a joint force land component command or joint task force may adapt this field manual with appropriate modifications until joint doctrine or guidance is provided. |
| army task conditions and standards: The Papers of Dwight David Eisenhower Dwight David Eisenhower, 1996-07-28 The newest volumes in this distinguished series cover Eisenhower's first term as President of the United States, from January 1953 to January 1956. Meticulously edited and carefully annotated, these memorandums, diary entries, and personal and official letters shed new light on some of the most important topics in recent American history. The newest volumes in this distinguished series cover Eisenhower's first term as President of the United States, from January 1953 to January 1956. Meticulously edited and carefully annotated, these memorandums, diary entries, and personal and official letters shed new light on some of the most important topics in recent American history. Eisenhower won the presidency decisively after offering the American people an alternative to the New Deal and Fair Deal policies that had dominated public life for twenty years. He ended the unpopular Korean War and dealt effectively with crises in Guatemala and Iran. Problems in Egypt, Southeast Asia, and the Formosa Straits, however, proved intractable. Meanwhile, Eisenhower wrestled with the demands of GOP leadership. His political coalition, built at the center, felt constant pressure from the Republican right, particularly from Ohio senator John Bricker, who opposed international commitments that might circumscribe U.S. sovereignty, and Wisconsin senator Joseph McCarthy, who claimed to find Communist conspiracies in the highest reaches of government In 1955, despite his having suffered a heart attack, the president reluctantly decided to seek another term, hoping thereby to secure his domestic successes and carry forward his work toward a stable, peaceful world order. Although diplomatic troubles in the Middle East and an anti-communist outbreak in Hungary kept him from much personal campaigning in the summer and fall of 1956, he won an impressive mandate in November and began preparing for a second term. The Presidency: The Middle Way makes a new contribution to our understanding of the Eisenhower administration and Ike's role in creating the modern presidency. Taken together, the documents portray Eisenhower as a forceful leader who faced truly vexing domestic and cold war problems and handled them with great skill and a fundamental sense of decency. |
| army task conditions and standards: Mission Command in the 21st Century Nathan K. Finney, Jonathan P. Klug, 2016-03 |
| army task conditions and standards: General Supply Company, General Support United States. Department of the Army, 1977 |
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The U.S. Army's Command Structure
The U.S. Army Command Structure, which includes all Army Commands (ACOM), Army Service Component Commands (ASCC) and Direct Reporting Units (DRU).
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10 hours ago · This year we are celebrating how America's Army has challenged, empowered and equipped our Soldiers, because “Be All You Can Be” is more than just a slogan, it's the Army …
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In short, the Seven Core Army Values listed below are what being a Soldier is all about. Loyalty. Bear true faith and allegiance to the U.S. Constitution, the Army, your unit and other Soldiers.
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