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Download Army Field Manual FM 7-0 (Training the Force) by The United States Army PDF

By The United States Army

"The U.S. military exists for one reason-to serve the state. From the earliest days of its construction, the military has embodied and defended the yankee lifestyle and its constitutional approach of presidency. it's going to proceed to respond to the decision to struggle and win our Nation's wars, every time and anyplace they might ensue. that's the Army's non-negotiable agreement with the yank humans. FM 7-0 is the Army's capstone education doctrine and is acceptable to all devices, in any respect degrees, and in all parts. whereas the examples during this handbook are mostly centred at department and lower than, FM 7-0 offers crucial basics for all person, chief, and unit training."-From the Preface.

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Additional info for Army Field Manual FM 7-0 (Training the Force)

Sample text

For example, a regional support command commanded by a major general follows the same planning cycle as a division commander. S. S. Army Reserve Commands, and General Officer Commands, provide training guidance and scheduling information in sufficient time to allow subordinate units to meet required publication dates. 3 Each headquarters follows this time line to allow subordinates adequate time to prepare their plans. 4 Division, separate brigade, regiment, and separate group commanders normally brief to, and receive approval of, the next higher headquarters in the peacetime chain of command 8 to10 months prior to FY start.

There should be no attempt to prioritize tasks within the METL. All METL tasks are equally essential to ensure mission accomplishment. However, all tasks may not require equal training time or resources. The commander allocates training resources to ensure the organization’s METL proficiency remains within the Band of Excellence. 3-34. Commanders realize when allocating training time and resources that there are some non-mission related requirements that are critical to the health, welfare, individual readiness, and cohesiveness of a well trained unit.

4-8. Senior commanders involve their staffs and subordinate commanders in goal development to ensure common understanding and create an organizational team approach. Examples of organizational goals include— • Establish and support a command climate conducive to developing a high level of individual, leader, and collective warfighting proficiency. • Conduct force integration while continuously maintaining the short-term readiness of the organization. • Develop and integrate the standard operating procedures required to employ combined arms teams that can fight and win on the battlefield.

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