According to Army Regulation six hundred dash twenty, chapter two, paragraph two dash one, subsection (a): “the chain of command assists commanders at all levels to achieve their primary function of accomplishing the unit’s assigned mission while caring for personnel and property in their charge. ” What that means is that the chain of command facilitates communication from the highest commander to the lowest private as fast and accurate as necessary in order to get the mission accomplished and the soldiers and equipment taken care of.
The chain of command is basically like a ladder, where you go as high or low as you need to, to take care of the issue. It’s designed so that the issues can be addressed and resolved at the lowest level. But, if the issue cannot be resolved at the lowest level, you can proceed to the next echelon to seek a solution. “Proper use of the chain of command is vital to the overall effectiveness of the Army. ” [Army Regulation six hundred dash twenty, chapter two, paragraph two dash one, subsection (c)] The enlisted soldiers are required to use the Noncommissioned Officer Support Channel before using the chain of command.
Don’t waste your time!
Order your assignment!
The proper way to use this is from the bottom up. First, you speak to your team leader/squad leader, then the Section Sergeant, then Platoon Sergeant, then First Sergeant, and finally the Command Sergeant Major. But when you are in a shop with a Noncommissioned Officer in Charge (NCOIC) and an Officer in Charge (OIC), you speak to the NCOIC first, and if you cannot reach the NCOIC, or they cannot take care of your issue, you speak to the OIC. I did not find any information to support or oppose this assumption.
The chain of the command defines the relationship of juniors and seniors within Army organization. An effective chain of command is essential for the Army to carry out its mission. Good leadership supports an effective chain of command. The chain of command serves several purposes in the accomplishment of the Army’s mission. It defines responsibilities and identifies accountability. Properly used, it provides direction and smooth communications and ensures efficiency. The chain of command provides direction in the assignment of duties. All members of the chain of command know their specific duties.
Seniors assign these duties, and juniors should carry them out to the best of their ability. The chain of command provides for smooth, rapid, and effective communication. Each person in the chain of command needs to clearly understand his/her status within that chain. Seniors should pass information down the chain of command about matters that may affect juniors. Juniors should pass information up the chain of command about problems that exist. In this way, communication flows in both directions. What about a problem in the work place? Who do we tell about it?
Our chain of command works in both directions, up and down. The upper level keeps us informed of the types of the operations while the people in the lower levels must keep the upper levels informed of all difficulties experience in the performance of assigned duties. Every level in the chain of command is an integral part of a team. Members at each level must do their part to make sure their command functions effectively. The United States Army has a very distinct structure to maximize the efficiency of the command and control of soldiers, this structure is called the Chain of Command.
The rank structure was created in the 1700’s when the military became a structured element and when away from being a militia with no structure at all. Rank was established to officially appoint someone to give orders to soldiers; also to teach the newer enlisted soldiers respect. If there was no rank structure in the military there would be no organization or discipline in the army. The discipline and order that the United States ARMY has is what makes us the strongest army in the world.
When a new recruit goes through basic training the rank structure and chain of command is constantly being drilled into their minds; as well as how to properly utilize the chain. As a new private in basic some soldiers are appointed into student leadership positions to help them understand how hard it is to run a squad or platoon sized element and to show them how much harder it is without the proper use of the chain of command. The soldiers quickly learn that one person can be in charge of a platoon but it is very difficult to handle and control every single individual soldier and their issues.
The student leaders learn that the military cannot efficiently function without the chain of command and the use of delegation. The importance of the chain of command is that it provides stability inside the work place for when incidents come about that need to be dealt with. It sets up the structure for which you report all good and bad things; accidents, mistakes, tardiness, and so on. All incidents are intended to be dealt with on the lowest level before it is brought up to higher personnel. Also, it helps build leadership, responsibility, and common knowledge of how to run a stable work place.
Furthermore, it helps people who normally are not or would not be able to take control of situations and control how things are ran, take charge and help whoever it is with the problem. When the chain of command does not work right, the leadership is ineffective and some personnel end up doing other people’s jobs for them. An ineffective chain of command can also lead to more severe consequences for the soldier or personnel involved. If a soldier jumps the chain of command, it makes it look like the subordinate commander cannot handle the situation thus making the leader look bad.
Moreover, if a leader skips the chain of command down to the soldier, the subordinate may feel as if the superior has no confidence in him or her. I will be using the Noncommissioned Officer Creed attached to this essay to assist me in writing about the subject of leadership. “No one is more professional than I. I am a Noncommissioned Officer, a leader of soldiers. ” The Noncommissioned Officer should be the most professional soldier in the United States Army and should behave as such at all times (on or off duty, in or out of uniform).
I remember being in basic training and wanting to be just like some of my Drill Sergeants. They were the epitome of what a Noncommissioned Officer should be. They had the sharpest creases, the brightest shining boots, the most soldierly appearance, and they were the most professional people I had ever seen in my life. “I will not use my grade or position to attain pleasure, profit, or personal safety. ” I remember back in Advanced Individual Training, the Drill Sergeants made me the first squad leader, and I would be the first one up in the morning, and the last one to go to bed at night.
I would always inspect my soldiers’ uniforms and I made sure that my soldiers were taken care of and set up for success at all times. I would let them eat before me at the chow hall, and I always took care of them before I did anything for me. “My two basic responsibilities will always be uppermost on my mind – the accomplishment of my mission and the welfare of my soldiers. ” To me, this means getting the job done, and taking care of your soldiers. Leaders are responsible for their soldiers’ wellbeing, and for carrying out the orders of their superiors. “I know my soldiers and I will always place their needs above my own. Leaders should take the time to get to know and understand their soldiers. They should find out what motivates them, what angers them, what makes them “tick”; that way they can effectively lead, train, and more importantly, take care of their soldiers. On the subject of taking care of their soldiers, leaders should make sure their soldiers are taken care of before taking care of their own issues. In my last deployment, the senior leaders (Platoon Sergeants, First Sergeants, Sergeant Major, and Commanders) did not take R-;-R Leave until all of their soldiers had gone and returned.
That is a perfect example of leaders placing their soldiers’ needs above their own. “I will not forget, nor will I allow my comrades to forget that we are professionals, Noncommissioned Officers, leaders! ” All leaders are professionals; from the lowest Team Leader to the Commander in Chief, the President of the United States. They should always maintain that professionalism and, by example, remind their fellow leaders that they also are professionals. The examples set by leaders will directly affect the actions and overall effectiveness of their organizations.
Morality and upholding the Army Values and the basic principles of the United States of America are paramount principles of character that leaders should possess. Subordinates will many times copy and mirror their leaders, so it is critically important for superiors to set good examples. Soldiers who observe leaders not living up to the Army standards lose faith in the organization and suffer morally from the bad example. It is a proven fact the character and example of leaders directly affects their subordinates, and their actions. “Leaders set an example whether they know it or not. (Field Manual six dash twenty two) Leaders are constantly evaluated and critiqued by their subordinates. Even the most accepting and supportive soldier will make mental notes on the faults of their superiors. Those soldiers, when receiving orders from a leader that regularly sets bad examples, may follow orders and do so without question, but as the soldier observes the discrepancies in their leader’s character, the respect for the leader and overall morale of the soldier will eventually decrease. Subordinates want and expect competency, integrity and loyalty from their leaders.