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The decision environment of a naval task force commander (CTF) and his staff is characterized in terms of organization; physical spaces and equipment; and constraining time, data, communications, and emotional factors. How task force level decisions are made and who actually makes them is discussed. Thirty-two types of tactical decisions are identified and correlated with 13 decision-analytic measures. Twenty insights and findings are listed that should be helpful in identifying and developing decision aids useful to the CTF and his staff.
The study analyzes the limitations of the mathematical tools of operations research and systems analysis within the complex decision environment of the Naval Task force. Part I, The Limits of Decision Automation, develops a conceptual framework which defines the present limitations of these tools for dealing with complex unstructured decision problems. Part II, Promising Areas for the Application of Mathematical Decision Aids, surveys the task force decision problems to identify promising areas for mathematical decision aids. The analysis uses a theoretical model of the decision process to compare the advantages and disadvantages of human versus automated and semiautomated decision methods. The study shows that the mathematical decision aids are most useful after the problem has been placed in a well-structured form. In particular, simplified models designed to estimate combat outcomes for alternative courses of action appear to be very promising. The tools of decision analysis, on the other hand, are most promising for relatively unstructured problems and for assisting during the problem structuring phase.
This report develops a set of operational hypotheses concerning the potential impact of computer-based tactical decision aids on task force command organization structure. Empirical and theoretical literature on this topic is surveyed, but yields inconclusive results. A descriptive and prescriptive contingency model of organization structure is developed to project organization structures that maximize decision aids exploitation. The model is applied to task force decision environments and effective organization structures are derived. Case studies of four Navy organizations are also described.
In 1964 the Secretary of the Navy established a Policy Board and supporting Task Force to attack the problem of Navy/Marine Corps personnel retention. The report is the result of that action, and contains a number of recommendations designed to improve the retention of high quality officer and enlisted personnel. The report cover promotion, attitudes, procedures, skills, manpower characteristics, definitions, and statistical data and analyses. Rear Admiral John M. Alford served as Task Force Director, Navy Personnel Retention Policy Board
Network-Centric Naval Forces: A Transition Strategy for Enhancing Operational Capabilities is a study to advise the Department of the Navy regarding its transition strategy to achieve a network-centric naval force through technology application. This report discusses the technical underpinnings needed for a transition to networkcentric forces and capabilities.
The National Environmental Policy Act of 1969 brought into prospective the need for consideration of environmental factors with regard to development actions on projects related to the federal government. The military facilities planner must have a working knowledge of the NEPA Act and all subsequent rules, regulations, and organizational supports pertinent in order to function effectively when planning the development of new or existing military enclaves. This research paper will review pertinent history, organizations, procedures, and judicial decisions which would have relevance to the development of major projects in general and then will review some the specific factors required to be addressed in an Environmental Impact Statement (EIS) for the Puget Sound Naval Task Force. Since Everett, Wa. was selected as the primary site for the homeport of the Task Force the research will concentrate on what impacts to the community will will occur for such a project within the immediate and surrounding Snohomish-King County area.
Accurate and timely environmental information can provide a tactical advantage to U.S. naval forces during warfare. This report analyzes the current environmental information system used by the U.S. Navy and Marine Corps and recommends ways to address uncertainty and leverage network-centric operating principles to enhance the value of environmental information.
The manual describes the general strategy for the U.S. Marines but it is beneficial for not only every Marine to read but concepts on leadership can be gathered to lead a business to a family. If you want to see what make Marines so effective this book is a good place to start.
For the past decade, the U.S. Marine Corps and its sister services have been engaged in what has been termed "hybrid warfare," which ranges from active combat to civilian support. Hybrid warfare typically occurs in environments where all modes of war are employed, such as conventional weapons, irregular tactics, terrorism, disruptive technologies, and criminality to destabilize an existing order. In August 2010, the National Research Council established the Committee on Improving the Decision Making Abilities of Small Unit Leaders to produce Improving the Decision Making Abilities of Small Unit Leaders. This report examines the operational environment, existing abilities, and gap to include data, technology, skill sets, training, and measures of effectiveness for small unit leaders in conducting enhanced company operations (ECOs) in hybrid engagement, complex environments. Improving the Decision Making Abilities of Small Unit Leaders also determines how to understand the decision making calculus and indicators of adversaries. Improving the Decision Making Abilities of Small Unit Leaders recommends operational and technical approaches for improving the decision making abilities of small unit leaders, including any acquisition and experimentation efforts that can be undertaken by the Marine Corps and/or by other stakeholders aimed specifically at improving the decision making of small unit leaders. This report recommends ways to ease the burden on small unit leaders and to better prepare the small unit leader for success. Improving the Decision Making Abilities of Small Unit Leaders also indentifies a responsible organization to ensure that training and education programs are properly developed, staffed, operated, evaluated, and expanded.