Command and control is about decision making, the exercise of route by a properly designated commander over assigned and hooked up forces within the accomplishment of a mission, and is supported by information technology (the computer systems and communications a part of C4I). The United States is aggressively exploiting these technologies to be able to achieve info superiority, with the target of attaining better and faster selections, and frequently projecting, albeit with uncertainties, future desired states and directing actions to result in those future states. Command and control for Global Security refers to the exercise of authority and route by a properly 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 arrangement of personnel, gear, communications, facilities, 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 workouts over subordinates by advantage of rank or assignment. Command includes the authority and accountability for successfully using obtainable assets and for planning the employment of, organizing, directing, coordinating, and controlling military forces for the accomplishment of assigned missions. Computing and communications are two pervasive enabling applied sciences that support C2 and intelligence, surveillance, and reconnaissance. Computers and communications course of and transport information.
Control is authority which can be lower than full command exercised by a commander over part of the actions of subordinate or different organizations. Physical or psychological pressures exerted with the intent to guarantee that an agent or group will respond as directed. Intelligence is the product ensuing from the gathering, processing, integration, analysis, evaluation, and interpretation of obtainable information regarding overseas nations or areas. Data and information about an adversary or Military Tanks obtained through statement, investigation, analysis, or understanding.
One vital capability that C4I techniques provide commanders is situational consciousness--information about the placement and standing of enemy and pleasant forces. A vital element of reaching superiority in determination making, it does not alone guarantee superior determination making. Commanders should take related information and combine it with their judgment--including tough-to-quantify points of human conduct (reminiscent of fatigue, expertise degree, and stress), the uncertainty of knowledge, and the believable future states ensuing from actions by each their own power and the enemy--to make choices about future actions and how one can convey those selections in methods to facilitate their proper execution. In doing so, commanders are supported by tools to allow and speed up the planning and resolution-making course of, to realize the choice-making superiority envisioned by DOD.
And, of course, to be effective, command choices have to be carried out, a course of to which C4I applied sciences are additionally relevant (e.g., in speeding up the hyperlink by which targeting info is passed to weapons, the so-called sensor-to-shooter hyperlink). The event and use of the right tools allow the commander to focus better on those points associated with the essence of command--the artwork versus the science. As more and higher-automated instruments are developed and persons are trained to make use of them, it'll turn into even more essential to recognize the artwork of command as distinguished from the mechanics of the instruments used to provide 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 about Military Intelligence, 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. A lot of leaders don't like ambiguity so they try to shape the environment to resolve the ambiguity. This might involve collecting more data or narrowing things down. These may not be the best things to do. The most effective leaders are flexible, responsive to new situations.
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 Gmu. 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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