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The Goldwater-Nichols Department of Defense Reorganization Act of 1986 is the most important legislation to affecting U.S. national defense in the last 50 years. This act resulted from frustration in Congress and among certain military officers concerning what they believed to be the poor quality of military advice available to civilian decision-makers. It also derived from the U.S. military's perceived inability to conduct successful joint or multi-service operations. The act, passes after four years of legislative debate, designated the Chairman of the Joint Chiefs of Staff as the principal military advisor to the President and sought to foster greater cooperation among the military services. Goldwater-Nichols marks the latest attempt to balance competing tendencies within the Department of Defense, namely centralization versus decentralization and geographic versus functional distributions of power. As a result of the Goldwater-Nichols Act, the Chairman of the Joint Chiefs has achieved prominence, but his assignment is somewhat contradictory: the spokesman and thus the advocate for the Commander in Chief, while simultaneously the provider of objective advice to the President. While the act did succeed in strengthening the CINCs' authority and in contributing to the dramatic U.S. achievements in the Gulf War, the air and ground campaigns revealed weaknesses in the CINCs' capability to plan joint operations. In addition, the increased role of the military in ad hoc peacekeeping operations has challenged the U.S. military's current organizational structure for the quick deployment of troops from the various services. Rapid technological advances and post-Cold War strategic uncertainty also complicate the U.S. military's organizational structure.
This book demonstrates that under the leadership of President Ronald Reagan and through the mechanism of his National Security Council staff, the United States developed and executed a comprehensive grand strategy, involving the coordinated use of the diplomatic, informational, military, and economic instruments of national power, and that grand strategy led to the collapse of the Soviet Union. In doing so, it refutes three orthodoxies: that Reagan and his administration deserve little credit for the end of the Cold War, with most of credit going to Mikhail Gorbachev; that Reagan’s management of the National Security Council staff was singularly inept; and that the United States is incapable of generating and implementing a grand strategy that employs all the instruments of national power and coordinates the work of all executive agencies. The Reagan years were hardly a time of interagency concord, but the National Security Council staff managed the successful implementation of its program nonetheless.
An alphabetical listing of administrative agencies and departments with details about the office and its role in government as well as terms and definitions.
The Commission was chartered by Congress to assess the reserve component of the U.S. military and to recommend changes to ensure that the National Guard and other reserve components are organized, trained, equipped, compensated, and supported to best meet the needs of U.S. nat. security. Contents: Creating a Sustainable Operational Reserve; Enhancing the DoD¿s Role in the Homeland; Creating a Continuum of Service: Personnel Mgmt. for an Integrated Total Force; Developing a Ready, Capable, and Available Operational Reserve; Supporting Service Members, Families, and Employers; Reforming the Organizations and Institutions That Support an Operational Reserve; and Commission for the Total Operational Force. Illus.