Analysis of Staff and Skills - Essay Example

? Annotated Bibliography of Analysis of Staff and Skills Annotated Bibliography of Analysis of Staff and Skills The United s Army Training and Doctrine Command is responsible for the overseeing of a number of activities. These activities are usually related to the protection of the nation’s best interests. Among some of its activities include the training of the nation’s army, the procuring of new weapons and systems, and the growth of operational doctrines. It is a command of the United States Army with headquarters in Virginia. Among some of its foremost priorities includes the responsibility of training the U.S. military, leadership development among military personnel among other responsibilities (U.S. Army Training and Doctrine Command, 2010). The staffs at this facility comprise of official government civil servants. Their skills are acquired through training at some of their subordinate facilities. This paper will review some articles that describe the staff elements of the organization, and the skills among the organization’s members. Articles about the organization, ever since its inception in the year 1973, have been written with the aim of finding out about its competence. The writing of these articles was meant to try and find out if the nature of the organization was out to profit the folks of the United States. So far, there have not been many complaints about the organization (U.S. Army Training and Doctrine Command, 2010). It is accountable for the hiring of thousands of people who want to serve their country in a number of ways. Romagnoli, P. D. (2006). Increasing effectiveness in Training and Doctrine Command (TRADOC). School of Advanced Military studies, Kansas. Retrieved from http://www.dtic.mil/dtic/tr/fulltext/u2/a450914.pdf In this article, Romagnoli questions the effectiveness of the TADOC. The author questions the nature of the organization since he is certain that it does not have proper lines of command. The author believes that these process lines are not firmly rooted into the organization, thus; its effective nature cannot clearly be defined. He admits that the staff structure is not like any seen in any other organization. However, the criticism on the lack of horizontal and vertical communication/integration channels is rising. This makes the organization less effective than normal. To remedy this situation, the author recommends the setting of clear lines of command and control in order to satisfy the desired requirements. Meeting such requirements needs one to understand the structure of the organization. The specialization of every staff member is one way to identify who is eligible for what position, and how they can fit comfortably. Clearly defining the staff functions will increase the organization’s performance. Through some of the recommendations put forth, the author states that, the organization is better placed to be more effective. U.S. Army Training and Doctrine Command. (2010). TRADOC information pamphlet: Red teaming. TRADOC Public Affairs Office: Fort Monroe, VA. The article printed by the organization was a way for them to introduce a new method of staffing. It reassured the public that it was not a means of getting rid of the existing staff members; rather it was a way for them to make them stronger. The new concept was to make the staff become aware of the existing challenges. The red teams would act as a catalyst for the age of critical thinking on tackling these challenges. The red teams would support decision making in some of the operational formations. This seems like a new way in which the organization is seeking to overcome some of the problems that may exist in it. The formation of these teams would create a podium for people to voice some of their fears, issues, and recommendations to the organization’s management. With proper training, these teams can be of value as their input will be immensely appreciated in the organization. The challenge they create will be instrumental in identifying the vulnerabilities, consequences and opportunities that may face the organization. Kinnison, W. E. (1990). Job skills education program: TRADOC test plan. TRADOC Headquarters Fort Monroe, VA. The author of this report was trying to identify if the education acquired during the learning process would be of help in the retention of jobs in the organization. Some of the skills include an edge in creative and critical thinking. Through this initiative, the organization was working on finding out if basic academic skills are enough to enable one to make it in the organization. This was in order to increase job performance, job skills, and basic skills among the staff of the organization. Through such methods, the organization would have the capability of realizing if there are any skill gaps among the members. It is also through such techniques that the staff members’ skills can be monitored. If there is any laxity, there is a possible way to remedy the situation, while at an early stage. Their ability to do their job is weighed through such programs in order to find a lasting solution for the problems. The organization is well known for the training it offers would-be employees. If there is any ineffectiveness among some of the members, the problem can be addressed in ample time. Brannen, K. (2011). TRADOC’s Cone vows to keep young soldiers interested. Military Times Online. Retrieved from http://blogs.defensenews.com/ausa/2011/10/11/tradocs-cone-vows-to-keep-young-soldiers-interested/ The author of this article wanted to provide an insight into the army general’s trials in the organization. This is with the young skill he is in charge of at the organization. Once the deployment of the young soldiers is over in their various regions, their interest in the organization’s agenda may begin to wane. However, to ensure their skills are tested, it is in the best interests of the general to keep the soldiers at their feet with some of the organization’s priorities. More responsibilities, programs, and self-reliance was what the general believed would keep them excited. These would help sharpen their skills and promote the organization’s core objectives. Through the young soldiers, the organization can achieve more, since, they are the future. It was also evident that the old ways of the organization could not contain the young soldiers. Therefore, to keep their skills sharpened, the training schedules need changing, the schooling and doctrine needed a change in the right direction. Through that, harnessing their skills would be their own prerogative. In conclusion, what all the authors of the above articles and reports aim to achieve is to perfect the effectiveness of the TRADOC. Through the issues about staff and skills being addressed, the core objectives of the formation of the organization are achieved. The elements of staff that are required to make its effectiveness felt worldwide are also addressed. Through the identification of the skills among the members of the organization, it would be dreadful not to attain all their objectives. References Brannen, K. (2011). TRADOC’s Cone vows to keep young soldiers interested. Military Times Online. Retrieved from http://blogs.defensenews.com/ausa/2011/10/11/tradocs-cone-vows-to-keep-young-soldiers-interested/ Kinnison, W. E. (1990). Job skills education program: TRADOC test plan. TRADOC Headquarters Fort Monroe, VA. Romagnoli, P. D. (2006). Increasing effectiveness in Training and Doctrine Command (TRADOC). School of Advanced Military studies, Kansas. Retrieved from http://www.dtic.mil/dtic/tr/fulltext/u2/a450914.pdf U.S. Army Training and Doctrine Command, (2010). TRADOC information pamphlet: Red teaming. TRADOC Public Affairs Office: Fort Monroe, VA. Read More