April 29, 2011

Boosting Management Growth Through The Use Of C41 And Command And Control

Command and control is about choice making, the train of course by a correctly designated commander over assigned and connected forces within the accomplishment of a mission, and is supported by information expertise (the computer systems and communications part of C4I). The United States Defence core is aggressively exploiting these applied sciences to be able to obtain information superiority, with the objective of achieving higher and faster decisions, and continually projecting, albeit with uncertainties, future desired states and directing actions to result in those future states.  

Command and management refers back to the exercise of authority and route by a correctly designated commander over assigned and hooked up forces within the accomplishment of the mission. Command and control functions are carried out by way of an association of personnel, gear, communications, services, and procedures employed by a commander in planning, directing, coordinating, and controlling forces and operations within the accomplishment of the mission. Command refers back to the authority that a commander in the Armed Forces lawfully workout routines over subordinates by advantage of rank or assignment. Command consists of the authority and accountability for effectively using accessible assets and for planning the employment of, organizing, directing, coordinating, and controlling navy forces for the accomplishment of assigned missions. Computing and communications are two pervasive enabling Military Technology that assist C2 and intelligence, surveillance, and reconnaissance. Computer systems and communications process and transport information. Management is authority which can be lower than full command exercised by a commander over part of the actions of subordinate or other organizations. 


Bodily or psychological pressures exerted with the intent to guarantee that an agent or group will reply as directed. Intelligence is the product ensuing from the collection, processing, integration, evaluation, analysis, and interpretation of available info regarding international nations or areas. Info and information about an adversary obtained by means of statement, investigation, evaluation, or understanding. One necessary functionality that C4I techniques provide commanders is situational awareness--information about the placement and status of enemy and pleasant forces. A vital element of reaching superiority in resolution making, it doesn't alone guarantee superior resolution making. Commanders must take related information and combine it with their judgment--together with tough-to-quantify facets of human habits (akin to fatigue, expertise level, and stress), the uncertainty of knowledge, and the plausible future states of Body Armourensuing from actions by both their very own power and the enemy--to make decisions about future actions and the best way to convey these choices in ways to facilitate their proper execution. In doing so, commanders are supported by tools to allow and speed up the planning and decision-making course of, to realize the choice-making superiority envisioned by DOD. And, of course, to be effective, command decisions should be applied, a process to which C4I applied sciences are also relevant (e.g., in rushing up the hyperlink by means of which targeting data is handed to weapons, the so-known as sensor-to-shooter link). 

 The development and use of the best instruments permit the commander to focus better on those points related to the essence of command--the art versus the science. As extra and better-automated instruments are developed and individuals are trained to use them, it is going to grow to be even more essential to acknowledge the artwork of command as distinguished from the mechanics of the tools used to supply information. Leadership was once about hard skills such as planning, finance and business analysis. When command and control ruled the corporate world, the leaders were heroic rationalists who moved people around like pawns and fought like stags. When they spoke, the company employees jumped. Now, if the gurus and experts are right, leadership is increasingly concerned with soft skills - teamwork, communication and motivation. Some suggest that we expect too much of leaders. Indeed, "renaissance" men and women are rare. Leadership in a modern organisation is highly complex and it is increasingly difficult - sometimes impossible - to find all the necessary traits in a single person. Among the most crucial skills is the ability to capture your audience - you will be competing with lots of other people for their attention. Leaders of the future will also have to be emotionally efficient. 

 They will promote variation rather than promoting people in their own likeness. They will encourage experimentation and enable people to learn from failure. They will build and develop people. Is it too much to expect of one person? I think it probably is: In the future, we will see leadership groups rather than individual leaders. This change in emphasis from individuals towards groups was charted by the leadership guru Warren Bennis in his work "Organizing Genius" He concentrates on famous ground-breaking groups rather than individual leaders and focuses, for example, on the achievements of Xerox's Palo Alto Research Centre, the group behind the 1992 Clinton campaign, and the Manhattan Project which delivered the atomic bomb. "None of us is as smart as all of us", says Professor Bennis. If they are adept at hard skills, they surround themselves with people who are proficient with soft skills. They strike a balance. The two most lauded corporate chiefs of the past decade, Percy Barnevik, of Asea Brown Boveri, and Jack Welch, of General Electric, dismantled bureaucratic structures using both soft and hard skills.

They coach and cajole as well as command and control. The "leader as coach" is yet another phrase more often seen in business books than in the real world. Acting as a coach to a colleague is not something that comes easily to many executives. It is increasingly common for executives to need mentoring. They need to talk through decisions and to think through the impact of their behaviour on others in the organisation. In the macho era, support was for failures, but now there is a growing realisation that leaders are human after all, and that leadership is as much a human art as a rational science. Today's leaders don't follow rigid role models but prefer to nurture their own leadership style. They do not do people's jobs for them or put their faith in developing a personality cult. They regard leadership as drawing people and disparate parts of the organisation together in ways that makes individuals and the organisation more effective.

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