Organizations Of The Army

While military history abounds in the dramatic fare of battles and campaigns, definitive analysis of the evolution of the organization and administration of the departmental headquarters in the capitals has been a relatively neglected field. Yet upon the efficiency and effectiveness of the administrative apparatus needed to build, train, equip, and supply armed forces depends much of the success in the test of battle. The present study grew out of a monograph originally designed to provide a simple guide to the principal changes in Army departmental organization since 1942. Expanded later to cover the period beginning with 1900, the era of reform introduced by Secretary of War Elihu Root, and to provide a larger measure of analysis, this study traces changes relating to Army management in the central headquarters down to the early 1960s when new and dramatic reforms in Army organization were carried out during the regime of Secretary of Defense Robert S. McNamara. The account focuses on a single but important theme-the management of the Army administrative and logistical structure in the era of America's rise to global power.

Your people are your most valuable asset, and if you want them to excel (and your profits to soar), you'll need to abandon your traditional command-and-control management style and adopt a collaborative, open leadership approach—one that engages and empowers your people. While this isn't a particularly new idea, many leaders, while they may pay lip service to it, don't really understand what it means. And most of those who do get it lack the skills for putting it into practice. In Flat Army you'll find powerful leadership models and tools that help you challenge yourself and overcome your personal obstacles to change, while pushing the boundaries of organizational change to create a culture of collaboration. • Develops an integrated framework incorporating collaboration, open leadership, technologies, and connected learning • Shows you how to flatten the organizational pyramid and engage with your peoples in more collaborative and productive ways—without undermining your authority • Explains how to deploy a Connected Leader mindset, a Participative Leader Framework, and a Collaborative Leader Action Model • Arms you with powerful tools for becoming a more visible leader who demonstrates the qualities and capabilities needed to become an agent of positive change

Shortly after the events of September 11, 2001, the U.S. Army asked the National Research Council (NRC) for a series of reports on how science and technology could assist the Army meet its Homeland defense obligations. The first report, Science and Technology for Army Homeland Securityâ€"Report 1, presented a survey of a road range of technologies and recommended applying Future Force technologies to homeland security wherever possible. In particular, the report noted that the Army should play a major role in providing emergency command, control, communications, computers, intelligence, surveillance, and reconnaissance (C4ISR) capabilities and that the technology and architecture needed for homeland security C4ISR was compatible with that of the Army's Future Force. This second report focuses on C4ISR and how it can facilitate the Army's efforts to assist the Department of Homeland Security (DHS) and emergency responders meet a catastrophic event.

While military history abounds in the dramatic fare of battles and campaigns, definitive analysis of the evolution of the organization and administration of the departmental headquarters in the capitals has been a relatively neglected field. Yet upon the efficiency and effectiveness of the administrative apparatus needed to build, train, equip, and supply armed forces depends much of the success in the test of battle. The present study grew out of a monograph originally designed to provide a simple guide to the principal changes in Army departmental organization since 1942. Expanded later to cover the period beginning with 1900, the era of reform introduced by Secretary of War Elihu Root, and to provide a larger measure of analysis, this study traces changes relating to Army management in the central headquarters down to the early 1960s when new and dramatic reforms in Army organization were carried out during the regime of Secretary of Defense Robert S. McNamara. The account focuses on a single but important theme -the management of the Army administrative and logistical structure in the era of America's rise to global power. It fills a gap in the literature and is presented as a contribution to the field of organizational and administrative history. While the author's focus is on the Army headquarters staff, he indicates parallel trends in organization in industry and government and relates his theme to historic conflicts over centralization of control. The volume presents a useful survey in a field of continuing importance that should be of interest to administrators and managers both in and out of the Army as well as to students of military history and public administration.

Told from the point of view of the commanding general of the Army Service Forces (ASF), this study focuses on the organizational experience of the ASF, detailing the many controversies surrounding this administrative experiment.