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Key Assignment, Part III – you will combine, Part I (week 3 assignment) and Part II (week 5 assignment). IN ADDITION, you will add an introduction as well as a summary or conclusion (Part III).

Write a well-researched paper, approximately 7-8 pages and double-spaced (not counting a title page, table of contents, references or appendices). Your final paper should include a minimum of 6 scholarly resources.

1

Part 1

Organizational Description and Structure

The United States Army is the land-based branch of the United States Armed Forces. It is one of the eight uniformed services of the United States and is designed to operate under the Department of the Army, which is part of three military departments. The US Army’s mission is to protect and defend the United States while successfully deterring and defeating any threat and ensuring the security and freedom of the nation.

The organizational structure of the Army is hierarchical, with several levels. At the top comes the Department of the Army, which includes the Secretary of the Army and the Army Chief of Staff. Under these are significant commands assigned for functions: the Army Forces Command, Army Training and Doctrine Command, and Army Materiel Command. These further break down into corps, divisions, brigades, battalions, companies, platoons, and squads, each level being led by commissioned officers, with support from non-commissioned officers and enlisted personnel.

Operations and Task Accomplishment

The US Army functions through strategic planning, rigorous training, and operations execution. Tasks and projects are accomplished via a well-defined chain of command and a disciplined approach to mission planning and execution. Units deploy for missions ranging from combat operations to humanitarian assistance or disaster relief. Army forces use the Military Decision-Making Process, or MDMP, in planning and preparing for all forms and aspects of any mission (Torreon & Plagakis, 2020).

Army training is continuous. Soldiers initially undergo basic training and then attend advanced individual training in their Military Occupational Specialty. Units are also constantly engaged in field training, simulation, and live-fire exercises to maintain their people and equipment in constant readiness and proficiency.

Domestic and International Presence

The US Army is a domestic and international organization with installations and personnel in many different parts of the world. The Army has large bases in the United States, like North Carolina’s Fort Bragg, Texas’s Fort Hood, and Georgia’s Fort Benning (Thrasher et al., 2024). It has equally large contingents overseas in flashpoints around Europe, Asia, and the Middle East, with bases in Germany, South Korea, and Kuwait, among others. In this way, the Army could act immediately upon international crises and support US interests all over the globe.

Competitors

For national defense, the US Army has no direct competitors in the classic business use of competitors. On a geopolitical basis, however, the Army also has strategic competitors in the military forces of other nations such as China, Russia, and North Korea. Their heavy investments in their militaries make for an ever-changing threat landscape that places a continuing burden on innovation in the US Army.

Critical Success Factors

The effectiveness of the US Army is accredited to several factors that are stated below:

1. Training and Readiness: “Training continuously in a rigorous manner so as to be ready at any moment for whatever mission.”

2. Technological Superiority: Investment in advanced technology and equipment to give it an edge over adversaries.

3. Leadership: Strong and effective leadership at all levels of the organization to motivate and lead the personnel.

4. Adaptability: The ability to adapt to new threats and changing environments.

5. Support Systems: Strong logistic and support systems to maintain operations.

ORGANIZATIONAL CULTURE

The US Army’s culture is based on core values that it designates as Army Values: Loyalty, Duty, Respect, Selfless Service, Honour, Integrity, and Personal Courage (Molloy et al., 2020). These values lie at the heart of the Army’s ethos and steer its members’ actions and decisions. Culture upholds discipline, teamwork, and commitment to excellence.

Communication

Information flows through a formalized reporting system in the Army: formal reports, briefings, and orders. Communications range from top-down commands issued from the highest levels of leadership to the lowest levels, right down to grassroots or bottom-up reporting (Brunyé et al., 2020). Advanced communication technologies offer a secure radio system, satellite communications, and digital networks, making information dissemination timely and effective.

Appeal against Employment

People like working with the US Army to serve their country, ensure career growth, and receive benefits such as health care, education, and house allowances. The Army also provides a sense of purpose, comradeship, and the possibility of being part of an institution regarded with a long-standing tradition of honor and service.

References

Brunyé, T. T., Brou, R., Doty, T. J., Gregory, F. D., Hussey, E. K., Lieberman, H. R., … & Yu, A. B. (2020). A review of US Army research contributing to cognitive enhancement in military contexts. 
Journal of Cognitive Enhancement, 
4, 453-468.

https://link.springer.com/article/10.1007/s41465-020-00167-3

Molloy, J. M., Pendergrass, T. L., Lee, I. E., Chervak, M. C., Hauret, K. G., & Rhon, D. I. (2020). Musculoskeletal injuries and United States Army readiness part I: overview of injuries and their strategic impact. 
Military medicine, 
185(9-10), e1461-e1471.

https://academic.oup.com/milmed/article-abstract/185/9-10/e1461/5805225

Thrasher, A. M., Bryant, M. O., & Pelcak, S. R. (2024). The Embedded Behavioral Health Officer in the US Army. In 
Embedded Behavioral Health in the Military: A Guide for Behavioral Health Officers and Leaders (pp. 15-37). Cham: Springer Nature Switzerland.

https://link.springer.com/chapter/10.1007/978-3-031-68094-6_2

Torreon, B. S., & Plagakis, S. (2020, January). 
Instances of use of United States armed forces Abroad, 1798-2020.

https://www.everycrsreport.com/files/20200113_R42738_a0ad25a65890e572ed70eb734fe4ed8df893338a

Part II

Introduction

The U.S. Army is a highly valued player in national defense and security. The Army has been continuously altering its strategies since the emergence of several challenges. In this regard, the Army needs to correlate business goals with suitable strategies to effectively function in both the short and long term. The present work identifies three pivotal strategies before discussing both the rationale that underpins each and articulating actions required to successfully meet organizational goals, be they immediate or long-ranging.

Strategy and Focus Area

1. Strategy 1: Technological Upgrade and Improvement in Capabilities

· Capability Focus: Upgrade of weapons and communications

· Rationale: The technological evolution in war has changed the dimension of military operations. Modernization of weapons, equipment, and communication systems is a way to ensure that the Army does not compromise even a single iota of the superiority it enjoys in defense technology. Artificial intelligence, advanced robotics, and cyber capabilities: the Army will be capable of meeting new threats on all fronts with greater efficiency.

· Supporting evidence: Modernization of technology is pertinent to being able to sustain the competitive edge and readiness of operation. This too has been recently reported. (Biden, 2021).

2. Strategy 2: Develop Leadership and Improve Retention

· Area of Focus: Training and Professional Development rationale:

The Army’s success requires effective leadership. The training program to follow on with developing leadership competencies so that senior and junior leaders will always be prepared and ready to take on and lead their groups through these various and complex situations. The Career development opportunities with Care mean retention will improve. Improved retention means that force remains stable with experience:

· Supporting evidence: For a long time, even in the military context, leadership development has been considered one of the finest ways to make sure that morale and cohesion within an organization remain high (Biden, 2021).

3. Strategy 3: Enhancing coalition partner cooperation

· Focus area: Strategic alliances, training with coalition partners.

· Justification: Global security is a multilateral endeavor. The establishment of alliances through joint exercises, training, and interoperability with NATO and other allied forces will add to the U.S. Army’s capacity to function in various coalitions. This plan will also guarantee that the Army is ready to respond to crises with other foreign forces.

· Justification: International cooperation enhances military effectiveness and reinforces diplomatic relationships, thereby improving strategic readiness (Shani & Noumair, 2021). 

Accomplishing the Organization’s Current Goals

To achieve its current goals, the U.S. Army must:

1. Prioritize investment in next-generation technology and increase funding for research and development of advanced systems.

2. Enhance training programs for leadership development, ensuring that emerging leaders gain experience in critical decision-making roles.

3. Continue joint military exercises with allied forces to ensure operational cohesion and readiness.

These steps will ensure that the Army remains ready to counter current threats, is operationally effective, and continues to contribute to its national defense goals.

Achieving the Organization’s 3-5 Year Goals

Over the next 3-5 years, the U.S. Army should work toward the following:

1. Long-Term Technological Integration: The U.S. Army should ensure that new technologies, such as autonomous systems and enhanced cyber defense, are integrated into the Army’s operational framework.

2. Talent Management and Retention: Institute long-term strategies of talent acquisition, such as initiatives to bring highly qualified individuals of diverse backgrounds into the Army, while providing opportunities for professional advancement.

3. Building Allied Relationships: Foster expanded military alliances and advance global training opportunities to enhance the Army’s capabilities in joint and multinational operations.

The fulfillment of these long-term goals will place the U.S. Army in the right position to counter present and future challenges to national security.

Conclusion: Success is about strategic investments in the U.S. Army towards technology, leadership, and global cooperation. Concentration on modernization, leaders, and strengthening alliances means that both short- and long-term goals will become achievable for the Army. If further attention is paid to this strategy, the Army would be ready to face a security challenge that is being transformed and would remain a world leader in military preparedness.

References:

Biden, J. R. (2021). Interim national security strategic guidance. 
The White House, 
8.

https://apps.dtic.mil/sti/citations/AD1157244

Metz, S. (2022). 
Strategy and the revolution in military affairs: from theory to policy. Diane Publishing.

https://books.google.com/books?hl=en&lr=&id=UpgeV4v3cx8C&oi=fnd&pg=PA13&dq=+Strategic+Objectives+and+Organizational+Development+-+US+Army&ots=9DIe1dZImd&sig=gKZnwUl6IMsG6r-x63V_5kMgEkI

Shani, A. B., & Noumair, D. A. (Eds.). (2021). 
Research in organizational change and development. Emerald Publishing Limited.

https://www.emerald.com/insight/content/doi/10.1108/S0897-301620210000029012/full/html