Military DisciplineEssay Preview: Military DisciplineReport this essayDefinition of Military DisciplineMilitary Discipline is a state of order and obedience existing within a command. It involves the ready subordination of the will of the individual for the good of the group. Military discipline is an extension and specialized application of the discipline demands habitual but reasoned obedience that preserves initiative and functions unfalteringly even in the absence of the commander. Discipline is created within a command by instilling a sense of confidence and responsibility in each individual. Discipline demands correct performance of duty. The need for discipline is best inculcated in individual by appealing to his sense of reason. In the few instances where appeal to reason fail, the use of punishment is effective in causing a recalcitrant individual to conform and perhaps appreciate the need for discipline. Condemnation and earned praise from senior to his subordinate, either individually or collectively, for tasks well done serve to strengthen the disciplinary bonds which bind together the smooth functioning team.
Max Anders says, “Only the disciplined ever get really good at anything.” Everything in life requires some sort of discipline. Whether it is hitting a baseball, climbing a mountain, playing a musical instrument, making good grades or brushing your teeth it all comes down to a matter of discipline.
Saving moneyIn the army Ð- saving livesSelf-DisciplineThe core of a soldier is moral discipline. It is intertwined with the discipline of physical and mental achievement. Total discipline overcomes adversity, and physical stamina draws on an inner strength that says “drive on.”
Former Sergeant Major of the ArmyWilliam G. Bainbridge, 5th Sergeant Major of the Army, was sworn in on July 1, 1975 and served until June of 19792-46. Self-disciplined people are masters of their impulses. This mastery comes from the habit of doing the right thing. Self-discipline allows Army leaders to do the right thing regardless of the consequences for them or their subordinates. Under the extreme stress of combat, you and your team might be cut off and alone, fearing for your lives, and having to act without guidance or knowledge of whats going on around you. Still, youЖthe leaderЖmust think clearly and act reasonably. Self-discipline is the key to this kind of behavior.
2-47. In peacetime, self-discipline gets the unit out for the hard training. Self-discipline makes the tank commander demand another run-through of a battle drill if the performance doesnt meet the standardЖeven though everyone is long past ready to quit. Self-discipline doesnt mean that you never get tired or discouragedЖafter all, youre only human. It does mean that you do what needs to be done regardless of your feelings.
An officer or noncommissioned officer who loses his temper and flies into a tantrum has failed to obtain his first triumph in discipline.Noncommissioned Officers Manual, 19176-10. This understanding, along with Army values, forms the foundation of great units. Units that have solid discipline can take tremendous stress and friction yet persevere, fight through, and win. Fostering initiative builds on motivation and discipline. It requires subordinates confidence that in an uncertain situation, when they know the commanders intent and develop a competent solution, the commander will underwrite the risk they take. While this principle applies to both direct and organizational leaders, the stakes are usually
>More in the Rules and Guidelines of Service
The Office of the President and Commanding Officer (OPRIC) is responsible for providing guidance, supervision, and guidance to all U.S. troops and their families seeking to serve in the armed forces, including the officers, civilian employees, and enlisted leaders serving as an assistant to the President and Commanding Officer (OPRIC). As commander-in-chief, OPC also determines: (1) the military value of the Army’s military, (2) the priority of military and civilian employees and senior commanders in any event, (3) the military value of all military and civilian employees, and (4) the needs of U.S. troops, civilian workers, and retired officers and enlisted leaders serving as members of the Army.
>The Department of Defense’s Policy Guide to Military Organization for National Security (PLN) (available at http://www.www.army.mil/www/nationspolicies/wcp-policy/) describes the different aspects of military organization, leadership structure, and performance measures for OPC by determining whether one or all of the following applies: (1) a general purpose or tactical component of a military organization is necessary solely to support a goal or objectives defined by the Military Organization and is necessary in an operational or tactical setting only and in respect to matters of operational and tactical priority or in an operational setting; (2) leadership may be defined by a uniform or chain of command on an individual basis which encompasses all relevant command and control functions and functions at all scales of government and personnel; (3) operational command and control functions may be defined by a specific command or control structure and is specific to all relevant administrative and administrative functions at all scales of government and personnel; (4) support activities for a specific mission may be defined with some emphasis on military objectives and functions, and in some respects may involve a decision to support the military mission (e.g., combat operations, defense of human resources, or medical or dental care); (5) leaders or subordinate leaders may have certain leadership attributes, such as strong control over individual decisions, and may take a greater role in maintaining a general, military, or bureaucratic culture; (6) the OPC is accountable for its actions and responsibilities; (7) organizational leadership may be defined as a series of organizational functions, and one or more organizational relationships may be defined by the OPC as the number of leaders or subordinate leadership of a chain of command that includes a commander overseeing the chain of command; (8) organizational structure and results may be defined as a series of management structures and can be defined in four or ten ways (e.g., organizational performance system, team, team-oriented, group-, or organizational hierarchy, or performance management system); and (9) a commander may have