The Hollow Army: How the U.S. Army Is Oversold and Undermanned

By William Darryl Henderson; Charles Moskos | Go to book overview

The negative effects of turbulence and inadequate small-unit leadership on unit performance are relatively straightforward. EPMS, however, has second- and third-order effects on training and unit performance that are more subtle and difficult to relate. Nevertheless the assumptions and organizational policies that underlie and govern the Army's Enlisted Personnel Management System appear to have deleterious effects on NCO motivation, initiative, and career planning. These policies significantly distract NCOs from their traditional functions of training and leading troops in combat.


NOTES
1.
General Wickham, chief of staff, U.S. Army. Address to Deputy Chief of Staff for Personnel, General Officer Proponents Conference, Twin Bridges Marriott, Washington, D.C., March 11, 1987.
2.
The NTC is located at Fort Irwin, California. It encompasses 640,000 acres and provides a fourteen-day combined arms force-on-force, live-fire field training exercise. It trains mechanized battalion/task forces in the Continental U.S. (CONUS) to fight and win the air/land battle in a mid- to high-intensity environment. There are currently fourteen annual rotations that train two task forces per rotation. Beginning in FY 1988, the brigade commander and his staff were evaluated. In 1990 the NTC will expand to evaluate the heavy brigade consisting of three battalion task forces and associated combat support and combat service support elements. The Joint Readiness Training Center (JRTC) is another of the CTCs.
3.
General Accounting Office report to the Secretary of the Army, "Army National Training Center's Potential Has Not Been Realized" ( Washington, D.C.: General Accounting Office, July 1986).
4.
Army Chief of Staff Memorandum, "Visit to Fort Irwin," May 3, 1988.
5.
George C. Wilson, "In Mock Combat, 'Soviets' Win Again and Again," Washington Post, February 22, 1982, A8.
6.
John A. Spears, Memo for Record, Subject: NTC Trend Line Analysis, Training and Doctrine Command (TRADOC), February 11, 1988.
7.
.Ibid.
8.
Ibid.
9.
See U.S. Army Armor School briefing chart "Observation" on unit problems at the NTC in 1988 -- "Junior Leaders' Lack of Initiative" and Sam Endicott and Earl Pence, "NTC Leadership Lessons Learned," (unpublished report, TRADOC, 1987).
10.
These dollar costs are conservative estimates and do not include dollars spent by many other organizations and agencies in support of the NTC. Nor do they include the operational and transportation costs for FY 1988 and FY 1989.
11.
Larry E. Word, "Observations From Three Years at the National Training Center" (Army Research Institute Field Unit at Presidio of Monterey, Calif., January 1987).
12.
Ibid., 7-8.

-74-

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The Hollow Army: How the U.S. Army Is Oversold and Undermanned
Table of contents

Table of contents

  • Recent Titles in Contributions in Military Studies ii
  • Title Page iii
  • Contents vii
  • Figures and Tables ix
  • Foreword xi
  • Ppreface xv
  • 1 - Introduction: Selling a Mythical Army 1
  • Notes 9
  • 2 - The Army Mission: A Mismatch for Today's Army 11
  • Notes 18
  • 3 - Army Manpower: An Issue with No Constituency 19
  • Notes 45
  • 4 - Training on a Treadmill 49
  • Notes 74
  • 5 - Personnel Turbulence 77
  • Notes 89
  • 6 - Small-Unit Leaders Should Be War Winners 91
  • Notes 104
  • 7 - Why Can't the American Army Create Cohesive Units? 107
  • Notes 125
  • 8 - The Broken Backbone 127
  • Notes 143
  • 9 - It's Broke and Needs to Be Fixed 145
  • Notes 154
  • Bibliography 155
  • Index 161
  • About the Author 165
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