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Being a Sergeant of the US Army, I am working as a Transportation operator at 107th Armored Cavalry Regiment. I have to perform my planning, organizing, leading, and controlling functions as an integral part of my individual military occupational specialty (MOS). With full compliance to the Soldier’s Manual and Trainer’s Guide, issued by the Department of The Army (2004, p 184), I have to manage organizational duties, supervisory roles, and individual skills improvement factions as part of my military job at the lower level commanding position of US Army. Following are the measures of my management functions that I have to put into practice regularly –
Management Functions at My Organization
The major function and duties that I have to perform are –
|Types of Responsibilities||Functions|
|Organizational||Manage the driver-training program at my units;|
|Controlling solders performing vehicle recovery;|
|Maintaining battle equipment loading unloading;|
|Monitoring maneuvers of the vehicle-mounted crane;|
|Individual||Participating in training for my Individual development|
|Individual assessment of my managerial attributes|
|Supervisory||Following commands from my supervisor|
|Preparing reviews of vehicle accidents and damage to report to my supervisors|
|Supervising schedules of vehicle movements|
Table 1: The major function and duties. Source: Self-generated.
I operate my duties at my organizational environment where the sergeants could be pointed to the baseline of rank where commands are exercised; it is the starting point where the enlisted soldiers and Noncommissioned Officers (NOCs) are referred for training and development. To generate my personal competencies, I have received my training with all members of my base in accordance with the guidance of the MOS1 as prearranged in the apposite soldier’s manual.
Then I come to put my learning outcomes into practice. At my duty status, I have to keep myself always ready to report my location and activities of my unit members, especially the soldiers’ movement along with their vehicle and equipment movements, and to perform such a stressful responsible job. I need planning, organization, and implication of the planning to get successful outcomes.
Managerial Practice with My Supervisor
My managerial duty to my supervisor to report all government properties and assets granted to the members of my unit has been maintaining accurately, and I am accountable for any disposal or damage and have to report to my commanding officer at once without any delay. Thus, I need to get prepared with panning to organize and prepare reporting and promptly present to my commanding officer, and it is more than an ordinary management function with the extreme pressure of time management and organizational fits.
As a Transportation operator, one of my responsibilities is to train my unit drivers, ready to move for combat where training is the topmost priority. I have implemented this program by using my realistic thinking, ideals, and skills to encounter any challenging situation. Integrating my learning outcome with ATMC2, at every step, I teach them Army standards driving, a battle-focused alignment that I need continuous effort and exercise to enable them as a successful driver for the US army and to take any challenge of driving throughout the globe.
Sometimes my commanding officers come to see my training developments and its effectiveness, to some extent strengthen the training programs through granting enhanced time and additional resources to develop higher skills (US Army, 2009, p.31). Here my functions of management skills would bridge among the lower-level soldiers and commanding officers through my planning, conducting them, and leading the army drivers and controlling my unit by generating in an ally of proficient drivers.
Managing My Own Position
Holding the rank of a sergeant at the US Army, I know that my position is not a place to learn the way of becoming a leader. There is the absence of apprenticeship where, without any doubt, the newly recruited sergeants would develop new skills escalating old perceptions. Thus, managerial competencies are the main element to demonstrate interpersonal skills.
To managing my position as a Transportation operator, I have to go through a tactical environment to managing and control the dispatched vehicles, drivers, vehicle navigators integrating the conceptual framework mechanical and topographic approach along with reading grid maps, data mining easy map drawing, and ITES3 services as a way to prove my leadership capabilities.
Another function of management where I have the scope to ample my competences for planning, organizing, leading, and controlling are demonstrated my capabilities to navigate GIS4 maps, to trace and identify any vehicles location; risk analysis of the routes, descend land navigation, and suggestive safe route selection by assembling tools, recording data analyzing them and maintaining contact with commanding officers. Here I have demonstrated my management skills by conducting uninterrupted vehicles movement without any confusing travels, essential GIS data transfer, map reading, and appropriate calculation of plots to commence successful army missions, whether it is performance-oriented drive or battle focused with the appropriate doctrine of army management in this regard.
Department of the Army. (2004). Soldier’s Manual and Trainer’s Guide. Web.
Department of the Army. (2009). How the Army Runs. Web.
US Army (2009). USARAK Promotion Study Guide. Web.
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