The United States Army Training and Doctrine Command - Vision and Superordinate Goals - Essay Example

? The Company Vision and Super ordinate Goals The Company Vision and Super ordinate Goals The organization’s vision and super ordinate goals are two interrelated concepts that focus on improving the efficiency and adaptability to the future technological changes. A company’s vision dictates the future it seeks to establish while the super ordinate goals encourage the personnel to implement strategies set for the implementation of a vision. Successful companies interconnect their vision and goals with other system elements such as the mission to achieve efficiency. The report seeks to establish the relationship between United States Army Training and Doctrine Command’s (TRADOC) vision and super ordinate goals. Their interaction is affected by the organization’s staff, skills, structure, strategy, style and systems. The organization undertakes initial military training and education of agile soldiers, leaders and civilians suitable for any operational environment in a prolonged time. United States Army Training and Doctrine Command TRADOC is a command organization of the United States military that is situated in Virginia. According to US Army website (2012), the organization is involved in military training, formulation and development of operational doctrines and presiding over the development of new weapon systems. Vision The organization is involved in the development and training of soldiers, leaders and civilians. It also designs, integrates and develops capabilities and doctrines through professional use of equipments and formations geared towards strengthening the United States military through army force generation. The attainment of this vision requires interconnecting of the staff roles to ensure efficient leadership and achievement of super ordinate goals. The organization management is charged with the responsibility of organizing the system structures and elements to ensure efficiency. These elements include strategy, structure, systems, shared values, style, staff and skills (Lacpa.org, 2011). This indicates that organizational performance cannot be attained unless the vision, goals and human resource (staff) function in unison. Commanding General’s Vision The army general plans to lead the organization into a successful future by transforming the military command to enable it achieve its objectives. This will enable the development of professional leaders and efficient military personnel (US Army, 2012). Additionally, the general applies the current technology in improving equipments and revolutionizing training to ensure that the personnel adapt to the changing technology. Some of the measures applied in improving the performance of the organization are professional examination of the future trends within the organization, proper role definition and prior professional planning for implementation of the proposed strategies. Super Ordinate Goals The super ordinate goals dictate the essential purpose of the organization. Most of these goals are related to the development of the essential work force. TRADOC is involved in leadership development whereby candidates are professionally trained to efficiently cope with the changing leadership environments. Leadership training involves the analysis of the current leadership deficits in the military and closing the information gaps and inconsistencies that causes the deficits. A successful future requires efficient leadership that has the capacity to adapt and ensure mutual reinforcement among the organization’s elements (Bolman and Deal, 2002). The organization undertakes initial military training and education of agile soldiers, leaders and civilians suitable for any operational environment in a prolonged period. Another goal is the creation of dominant land force through evaluating, developing and integrating talents and abilities. Finally, TRADOC formulates doctrines and concepts that are flexible and efficient enough to adapt to the evolving technologies. The doctrines provide the guidelines required for military training and learning. Staff-Goal Relationships The stipulated goals are implemented by the military personnel. The organization workforce undertakes all the activities geared towards achievement of the vision and super ordinate goals. Such activities include the coordination and dissemination of the strategic operational concepts, planning and training the recruits on military doctrines. Additionally, the staffs support the other military organizations in abiding by the army rules during recruitment, training, and education, evaluation, testing and designing the military force. The nature of the interaction between the staff roles, management styles and the organization’s super ordinate goals determines the output of the organization (Yudd, 2003). The failure to link these elements such that they complement or reinforce each other, leads to organizational failure. For instance, assault tendencies within military institutions are a product of inefficient leadership that fails to instil discipline among the staff (Chatterjee, 2003). Recommendations For TRADOC to achieve its vision and super ordinate goals, all organizational elements must be aligned to reinforce each other. According to Mindtools.com website (2011), an eminent model that can be applied to achieve efficiency include McKinsey 7S model that involves the application of seven interdependent elements, which are categorized as hard and soft. The hard elements are easy to identify and the leaders can easily manage them. They include strategy or plan, organizational structure and management systems. On the other hand, the soft elements are difficult to describe and relate to the organization’s culture. They include employee skills, leadership style and staff capabilities. The organization’s management should ensure that both elements are well balanced for consistent success. The 7S model can also be applied to resolve conflicts arising from an internal relationship conflict between the organization’s vision, staff and super ordinate goals. The resolutions include altering the leadership styles, restructuring, redirecting operational strategies and improving interaction among the organization’s staff (Chaston, 1995). The most efficient framework that TRADOC can apply to prevent such conflict is the structural frame although a synergy of frameworks may be necessary to achieve better results (Bolman and Deal, 2002). Dealing with trainees will require leaders who focus on structure, environment, strategy, adaptation, experimentation and implementation. Although an organization may formulate a brilliant vision, its achievement may not be possible if the management does not formulate efficient implementation strategies. Everyone should have a clear and concise understanding of the organization’s vision for the future. Barriers to strategy execution should be identified and overcoming strategies put in place to ensure success. According to Rubel (1994), all the stages driving strategy to execution should be connected by the army leaders to give rise to a high performing military command. Conclusion The report on United States Army Training and Doctrine Command confirms that a successful organization requires interconnecting of an organization’s vision, super ordinate goals, and its staff, skills, structure, strategy, style and systems. The failure to establish a positive interrelationship bond among these elements leads to poor performance. References Bolman, L. G., & Deal, T. E. (2002). Bolman and Deal’s four framework approach. Retrieved August, 2011 from http://www.scribd.com/doc/40758273/Bolman-and Deal%E2%80%99s-Four-Framework-Approach Chaston, I. (1995). A typology for evaluating branch-level perceptions of internal Customer management processes within the UK clearing banks. The Service Industries Journal, 15(3), 332-349. Chatterjee, S. (2003). Panel: Poor leadership facilitated assaults at air force academy. Knight Ridder Tribune Business News, p. 1. Retrieved August, 2011 Lacpa.org (2011). Analyzing and improving organizational effectiveness - the 7 – S model framework of McKinsey. Retrieved from http://www.lacpa.org.lb/Includes/Images/Docs/TC/newsletter28/18%20Iluminations. df Mindtools.com, (2011). The McKinsey 7S framework. Retrieved August, 2011, from http://www.mindtools.com/pages/article/newSTR_91.htm Rubel, T. (1994, Jan). Connecting the dots: Vision, strategy and execution. Chain Store Age Executive with Shopping Center Age, 70(1), 30-32. US Army, (2012). United States Army Training and Doctrine Command. Retrieved from http://www.tradoc.army.mil/index.asp Yudd, R. (2003). Real-life mentoring lights way for future leaders. 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