The Army Applications Lab was also recently at Fort Hood, Texas, working with soldiers on the ground to identify problems that could be solved by small businesses. The lab also completed a trip overseas, Murray noted, but he would not discuss specifics on the location. The GAO also recommended the command focus on better engaging small businesses for research and development programs.
The command has established four related initiatives, according to the report:. Murray is in the process of hiring a lead for a small-business office within AFC. While the Army already has a servicewide small-business office, the GAO recommended AFC interface and use that office to improve relations with small businesses.
AFC is also in the preliminary stage of arranging an event in Austin to establish relationships between small businesses and defense primes, Murray said. While defense primes have relationships with small business, Murray noted, the effort would foster new ones that might not exist. AFC has also established the University Technology Development Division, which serves as the primary link between the command and its academic partners, Murray said.
The lab will also work on battery technologies, Murray added. The inventor of the lithium battery works at the University of Texas. Jen Judson is the land warfare reporter for Defense News. She has covered defense in the Washington area for 10 years. She was previously a reporter at Politico and Inside Defense. If so, do all parties understand their roles? See figure 1. It goes on to say that command and support relationships establish responsibilities and authorities between supported and supporting units and that knowing what each command and support relationship means allows commanders to effectively organize their forces.
Commanders perform command and control functions through a command and control system. This definition leads to several conclusions see figure : The focus of C2 is the commander. Commanders assess the situation, make decisions, and direct actions. The Sustain, Shield, and Generate activities must be performed continuously in order to effectively maintain, protect, and develop CF aerospace forces and capabilities.
Without the activities of these functions, the Command, Sense, and Act activities would be greatly affected. Consequently, a weakness in or failure of one function will negatively impact not only the other five functions but also the overall ability of the aerospace force to achieve a desired state. The CF philosophy of command demands the highest standards of leadership, doctrine, training, effective decision making, and mutual trust between leaders and their subordinates.
To be effective, command should normally be decentralized to the greatest degree practicable in order to cope with the uncertainty, the disorder, the complexity, and the confusion that are often present at the tactical level. Aerospace operations, encompassing challenges that differ in many respects from land and maritime environments, require a physical and operational structure that permits command and control to function effectively.
It is with this in mind that we turn our attention to command in the aerospace domain. Experience has shown that there exist certain fundamental principles in the command of forces that are formally articulated as the principles of command. These principles are outlined in Table A single, clearly identified commander must be appointed for each operation.
Assigned resources and activities must be such that one person can exercise effective command or control of the formation or unit.
The structure of the command and control C2 process is hierarchical and must be respected. Bypassing the chain of command is justified only in the most exceptional circumstances. Once the task or mission has been established and the necessary orders have been given, subordinate commanders must be permitted maximum freedom of action to take initiative and exercise their skills and knowledge of the local situation in the planning and conduct of the operation.
Effective and efficient projection of aerospace power permits an air force to deliver aerospace effects. Fundamental to the success of this process is a well-defined command and control structure. Personnel at all levels must understand the fundamentals behind the terms command, control, and command and control see Table It provides for the vertical and horizontal integration of forces and activities to complete the mission.
Every air force commander comd and commanding officer CO is empowered with full command of their formation or unit in order to accomplish day-to-day force generation FG activities. Command and control relationships can differ greatly when forces change from FG to force employment FE operations.
During FE operations, comds and COs are delegated their C2 authorities according to their appointment within the expeditionary chain of command.
See Table Coordinate tactical positioning and flow, local movement and defence at installations. Command can be exercised at three different levels: full, operational, and tactical. Control can be exercised at the operational, tactical, or administrative levels.
Planning authority is the authority where there is a potential for a command relationship in the future. Support relationships: A support relationship is established by a commander between subordinate commanders when one organization should aid, protect, complement, or sustain another force. The designation of supporting relationships is important as it conveys priorities to commanders and staffs that are planning or executing operations.
The resulting command relationship is, by design, an unstructured but flexible arrangement. Support responsibilities. The common superior commander is responsible for ensuring that both the supported and supporting commanders understand the degree of authority that the supported commander is granted.
This relationship is further defined as follows:.
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