This report reviews the implementation of the Army's Total Force Policy. The Army has made progress in integrating the Regular Army, Army National Guard, and U.S. Army Reserve, but budget constraints have limited implementation.
The report examines the cultural characteristics, primary institutional goals, and competitive strategies exhibited by the Army, Navy, Air Force, Marine Corps, and U.S. Special Operations Command.
While all U.S. military services have strived to achieve greater total force integration and a stronger total force culture across their active and reserve components, significant impediments limit the achievement of these objectives. Thus, the issue continues to capture the attention of policymakers who seek ways to overcome these impediments and facilitate greater integration. This priority has been addressed most recently by national commissions addressing the future of both the Army and the Air Force. While each of these sets of proposals provides ideas for enhancing integration and providing a greater total force culture, the proposals are neither complete nor fully reflective of all potentially relevant policies and practices. Further, the policy prescriptions are service specific and do not reflect broader insights that cut across services. Last, none of these efforts clearly define the desired purpose and end state for integration against which integration initiatives can be evaluated. For these reasons, a more comprehensive analysis is needed of policies and practices that can contribute to the ultimate objective of improving total force integration and achieving a total force culture. The objective of this study is to provide insights on policies that can foster cross-component integration and incentives for cross-component service that contribute to the most effective total force possible and benefit individual service members, as well as both the active and reserve components. The focus of this report is on factors that can increase cross-component knowledge and awareness, which contribute to achieving the larger goal of cross-component integration.
A RAND Corporation study undertook a literature review and analysis of several case studies to examine factors that could increase the likelihood of success in integrating active and reserve component military staff organizations. The resulting best practices can serve as a framework for undertaking and assessing these integrations.
Researchers identify the effects of Focus Area Review Group II headquarters design and its new unit type--the Main Command Post-Operational Detachment--on division headquarters readiness.
This book looks at several troop categories based on primary function and analyzes the ratio between these categories to develop a general historical ratio. This ratio is called the Tooth-to-Tail Ratio. McGrath's study finds that this ratio, among types of deployed US forces, has steadily declined since World War II, just as the nature of warfare itself has changed. At the same time, the percentage of deployed forces devoted to logistics functions and to base and life support functions have increased, especially with the advent of the large-scale of use of civilian contractors. This work provides a unique analysis of the size and composition of military forces as found in historical patterns. Extensively illustrated with charts, diagrams, and tables. (Originally published by the Combat Studies Institute Press)
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.
The U.S. military has been continuously engaged in foreign conflicts for over two decades. The strains that these deployments, the associated increases in operational tempo, and the general challenges of military life affect not only service members but also the people who depend on them and who support them as they support the nation â€" their families. Family members provide support to service members while they serve or when they have difficulties; family problems can interfere with the ability of service members to deploy or remain in theater; and family members are central influences on whether members continue to serve. In addition, rising family diversity and complexity will likely increase the difficulty of creating military policies, programs and practices that adequately support families in the performance of military duties. Strengthening the Military Family Readiness System for a Changing American Society examines the challenges and opportunities facing military families and what is known about effective strategies for supporting and protecting military children and families, as well as lessons to be learned from these experiences. This report offers recommendations regarding what is needed to strengthen the support system for military families.
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.
In 2003, the U.S. Army began a process to transform from a division-based to a modular force structure. Congress requested a study of the process and outcomes of the initiative to assess the impact on the Army's capabilities in a range of operations.