The confluence of the September 11, 2001 terrorist attack and the U.S. Army's historic role to support civil authorities has resulted in substantial new challenges for the Army. To help meet these challenges, the Assistant Secretary of the Army for Research and Technology requested the National Research Council (NRC) carry out a series of studies on how science and technology could assist the Army prepare for its role in homeland security (HLS). The NRC's Board on Army Science and Technology formed the Committee on Army Science and Technology for Homeland Security to accomplish that assignment. The Committee was asked to review relevant literature and activities, determine areas of emphasis for Army S&T in support of counter terrorism and anti-terrorism, and recommend high-payoff technologies to help the Army fulfill its mission. The Department of Defense Counter-Terrorism Technology Task Force identified four operational areas in reviewing technical proposals for HLS operations: indications and warning; denial and survivability; recovery and consequence management; and attribution and retaliation. The study sponsor asked the Committee to use these four areas as the basis for its assessment of the science and technology (S&T) that will be important for the Army's HLS role. Overall, the Committee found that: There is potential for substantial synergy between S&T work carried out by the Army for its HLS responsibilities and the development of the next generation Army, the Objective Force. The Army National Guard (ARNG) is critical to the success of the Army's HLS efforts.
ADP 6-22 describes enduring concepts of leadership through the core competencies and attributes required of leaders of all cohorts and all organizations, regardless of mission or setting. These principles reflect decades of experience and validated scientific knowledge.An ideal Army leader serves as a role model through strong intellect, physical presence, professional competence, and moral character. An Army leader is able and willing to act decisively, within superior leaders' intent and purpose, and in the organization's best interests. Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. Every member of the Army, military or civilian, is part of a team and functions in the role of leader and subordinate. Being a good subordinate is part of being an effective leader. Leaders do not just lead subordinates-they also lead other leaders. Leaders are not limited to just those designated by position, rank, or authority.
Profusley illustrated with full color and black and white illustrations, maps and photographs. Center of Military History publication CMH Pub. 30-21. Army Historical Series. Richard W. Stewart, General Editor. Revision of the 1989 edition which was a revision of a textbook written for the senior ROTC courses. Contains an historical survey of the organization and accomplishments of the United States Army. Designed to inculcate in young officers and soldiers an awareness of our nation's military past and to demonstrate to them that the study of military history is an essential ingredient in leadership development. Intended primarily for use in the American Military History course in the Reserve Officers' Training Corps program in civilian colleges and universities.
The United States Army sniper is a specially selected volunteer highly trained in advanced marksmanship and Fieldcraft skills. He can support special operations missions and is able to engage selected targets from concealed positions at ranges and under conditions that are not possible for the normal rifleman. The sniper's skill acts as a force multiplier, where the mission is two-fold: (1) to eliminate high-value tactical targets on the battlefield, and (2) act as observer gathering intelligence. Field Manual 23-10 provides doctrinal guidance on the mission, personnel, organization, equipment, training, skills, and employment of the Sniper. This manual is intended for use by commanders, staffs, instructors, and soldiers at training posts, United States Army
Originally published in 1954, the U.S. Army Hand-to-Hand Combat guide was the official field manual for soldiers. It covers hand-to-hand combat in all areas, with and without short-range weaponry, and includes training methods, defending and disarming methods, throws, holds, chokes, escapes, knife combat, dominant positions, and vulnerable body parts. This handbook is a useful and authoritative guide relevant for those interested in learning self-defense and close-range fighting techniques. The U.S. ARMY is one of three military departments in the United States (Army, Navy, and Air Force) which reports to the Department of Defense. It is comprised of two distinct and equally important components, active and reserve. The reserve components are the United States Army Reserve and the Army National Guard. The U.S. Army frequently releases publications and training manuals intended to instruct both soldiers and civilians.
The U. S. Army exists for one reason—to serve the Nation. From the earliest days of its creation, the Army has embodied and defended the American way of life and its constitutional system of government. It will continue to answer the call to fight and win our Nation's wars, whenever and wherever they may occur. That is the Army's non-negotiable contract with the American people. The Army will do whatever the Nation asks it to do, from decisively winning wars to promoting and keeping the peace. To this end, the Army must be strategically responsive and ready to be dominant at every point across the full spectrum of military operations. Today, the Army must meet the challenge of a wider range of threats and a more complex set of operating environments while incorporating new and diverse technology. The Army meets these challenges through its core competencies: Shape the Security Environment, Prompt Response, Mobilize the Army, Forcible Entry Operations, Sustained Land Dominance and Support Civil Authorities. We must maintain combat readiness as our primary focus while transitioning to a more agile, versatile, lethal, and survivable Army. Doctrine represents a professional army's collective thinking about how it intends to fight, train, equip, and modernize. When the first edition of FM 25-100, Training the Force, was published in 1988, it represented a revolution in the way the Army trains. The doctrine articulated by FMs 25-100, Training the Force, and 25-101, Battle Focused Training, has served the Army well. These enduring principles of training remain sound; much of the content of these manuals remains valid for both today and well into the future. FM 7-0 updates FM 25-100 to our current operational environment and will soon be followed by FM 7-1, which will update FM 25-101. FM 7-0 is the Army's capstone training doctrine and is applicable to all units, at all levels, and in all components. While the examples in this manual are principally focused at division and below, FM 7-0 provides the essential fundamentals for all individual, leader, and unit training. Training for warfighting is our number one priority in peace and in war. Warfighting readiness is derived from tactical and technical competence and confidence. Competence relates to the ability to fight our doctrine through tactical and technical execution. Confidence is the individual and collective belief that we can do all things better than the adversary and the unit possesses the trust and will to accomplish the mission. FM 7-0 provides the training and leader development methodology that forms the foundation for developing competent and confident soldiers and units that will win decisively in any environment. Training is the means to achieve tactical and technical competence for specific tasks, conditions, and standards. Leader Development is the deliberate, continuous, sequential, and progressive process, based on Army values, that develops soldiers and civilians into competent and confident leaders capable of decisive action. Closing the gap between training, leader development, and battlefield performance has always been the critical challenge for any army. Overcoming this challenge requires achieving the correct balance between training management and training execution. Training management focuses leaders on the science of training in terms of resource efficiencies (such as people, time, and ammunition) measured against tasks and standards. Training execution focuses leaders on the art of leadership to develop trust, will, and teamwork under varying conditions—intangibles that must be developed to win decisively in combat.
Whether you’re gearing up for a backcountry trek, preparing for the worst that nature or man can offer, or just want to have a great resource at your fingertips, you need this comprehensive, full-color new edition of the U.S. Army Survival Manual, thoroughly revised by Colonel Peter T. Underwood, USMC (Ret.). Ideal for military personnel, outdoors enthusiasts, and anyone who wants to be ready for anything, this is a thorough road map for all areas of wilderness survival, including: Erecting shelters and protecting yourself from the elements Making weapons and utensils Fashioning traps for wildlife wrangling Preparing food from wild plants Identifying poisonous snakes and lizards, edible mushrooms, and cloud formations From basic first aid to in-depth, step-by-step instructions on overcoming major obstacles and handling emergencies, this guide clarifies all aspects of survival using tactics derived from those whose lives depend on it.
This study assesses the potential of new technology to reduce logistics support requirements for future Army combat systems. It describes and recommends areas of research and technology development in which the Army should invest now to field systems that will reduce logistics burdens and provide desired capabilities for an ''Army After Next (AAN) battle force" in 2025.
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