Field Artillery School Commandant, U.S
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2011 OMA Alumni Reunion Described As ‘Best Ever’
SUMMER 2011 cOuRAGe lOyAlty HOnOR • yesteRDAy tODAy tOMORROw 2011 OMA AluMni ReuniOn DescRibeD As ‘best eveR’ The Oklahoma Military Academy closed in 1971, but you would have never known it, if you were in atten- dance at the 2011 OMA Annual Reunion on "College Hill.” The former OMA cadets attending were a few years older, however some were in uniforms, the band was playing, several Generals were present, and there were ceremonies, dinner and dancing – much like the heydays of OMA. The renowned Oklahoma Military Academy, once known as the West Point of the Southwest is now Continued on page 5 Missing Man Formation Flyover, performed by the Tulsa Warbirds Squadron, gives special meaning to the OMA KIA Memorial Dedication. lARRy lAntOw, A MAn Of ‘unAffecteD GRAce’ On the days after Christmas in graduate of the Oklahoma Military Academy. 1944 – after he successfully led What the General told him still brings tears to his eyes to an Army patrol through a danger- this day. ous mission in Belgium for which “He told me that 600 citizens of Claremore had signed a he received a Bronze Star – Larry petition to bring me home,” he said. Lantow was asked to report to The petition was approved by the U.S. Congress, and the Major General Rose. order was issued by President Franklin D. Roosevelt. “I thought, oh boy, what have I Lantow’s parents had already lost two boys in the war – done?” recalls Lantow, a 1938 his brothers Robert Lantow, 23, and Norman Lantow, 20, Continued on page 10 Larry Lantow, OMA ‘38 insiDe Dr. -
The Officer/NCO Relationship: Words of Wisdom and Tips for Success (1997)
2016 Reprint, with Minor Changes IMCEN Books Available Electronically, as of September 2001 (Before the 9/11 Terrorist Attacks on New York and the Pentagon, September 11, 2001) The Chiefs of Staff, United States Army: On Leadership and The Profession of Arms (2000). Thoughts on many aspects of the Army from the Chiefs of Staff from 1979–1999: General Edward C. Meyer, 1979–1983; General John A. Wickham, 1983–1987; General Carl E. Vuono, 1987–1991; General Gordon R. Sullivan, 1991–1995; and General Dennis J. Reimer, 1995–1999. Subjects include leadership, training, combat, the Army, junior officers, noncommissioned officers, and more. Material is primarily from each CSA’s Collected Works, a compilation of the Chief of Staff’s written and spoken words including major addresses to military and civilian audiences, articles, letters, Congressional testimony, and edited White Papers. [This book also includes the 1995 IMCEN books General John A. Wickham, Jr.: On Leadership and The Profession of Arms, and General Edward C. Meyer: Quotations for Today’s Army.] Useful to all members of the Total Army for professional development, understanding the Army, and for inspiration. 120 pages. The Sergeants Major of the Army: On Leadership and The Profession of Arms (1996, 1998). Thoughts from the first ten Sergeants Major of the Army from 1966–1996. Subjects include leadership, training, combat, the Army, junior officers, noncommissioned officers, and more. Useful to all officers and NCOs for professional development, understanding the Army, and for inspiration. Note: This book was also printed in 1996 by the AUSA Institute of Land Warfare. 46 pages. -
U.S.-China Military Contacts: Issues for Congress
U.S.-China Military Contacts: Issues for Congress Shirley A. Kan Specialist in Asian Security Affairs October 27, 2014 Congressional Research Service 7-5700 www.crs.gov RL32496 U.S.-China Military Contacts: Issues for Congress Summary This CRS Report, updated through the 113th Congress, discusses policy issues regarding military- to-military (mil-to-mil) contacts with the People’s Republic of China (PRC) and records major contacts and crises since 1993. The United States suspended military contacts with China and imposed sanctions on arms sales in response to the Tiananmen Crackdown in 1989. In 1993, President Clinton reengaged with the top PRC leadership, including China’s military, the People’s Liberation Army (PLA). Renewed military exchanges with the PLA have not regained the closeness reached in the 1980s, when U.S.-PRC strategic alignment against the Soviet Union included U.S. arms sales to China. Improvements and deteriorations in overall bilateral engagement have affected military contacts, which were close in 1997-1998 and 2000, but marred by the 1995-1996 Taiwan Strait crisis, mistaken NATO bombing of a PRC embassy in 1999, the EP-3 aircraft collision crisis in 2001, and the PLA’s aggressive maritime and air confrontations. Issues for Congress include whether the Administration complies with legislation overseeing dealings with the PLA and pursues contacts with the PLA that advance a prioritized set of U.S. security interests, especially the operational safety of U.S. military personnel. Oversight legislation includes the Foreign Relations Authorization Act for FY1990-FY1991 (P.L. 101-246) and National Defense Authorization Act (NDAA) for FY2000 (P.L. -
A Brief History of the Army Values (As Of: 1 Oct 18)
A Brief History of the Army Values (as of: 1 Oct 18) [T]he most important constant of all-Army values. We must never be complacent about the role of values in our Army. That is why we have made a concerted effort to specify and define the Army values…. Army values are thoroughly consistent with the values of American society. General Dennis Reimer, 33rd Chief of Staff of the Army1 Background The US Army, as America’s land force, promotes national values while defending our national interest. Since its inception in 1775, the US Army has endeavored to instill values within the members of the Army Profession. Guidance from civil authority and military leaders, whether based upon general principle or in response to ethical failures, has attempted to influence both individual and collective values. Through the propagation of laws, codes, regulation, and doctrine they have shaped our shared identity as Army professionals. Beginning in 1981 and clarified in 2012, Army doctrine recognized that the Army Ethic is informed by law, Army Values, beliefs expressed in codes and creeds, and is embedded within our unique Army culture of trust. The moral principles of the Army Ethic and the Army Values inherent within it have always existed and been a point of discussion and honor among the members of the profession. Over the years the Army has repeatedly examined and articulated our individual and institutional values as Army professionals, and we have also continually reviewed and reconsidered our stated and operational values as a profession. This evolving effort continues today. For background on the Army’s past efforts and the evolution of values, our ethic, and character development, please see Information Paper – Analysis of Army’s Past Character Development Efforts – 17 Oct 2016. -
Military History Primer-2012
SHIVAPURI, KATHMANDU MILITARY HISTORY PRIMER-2012 2 FOREWORD 1. This Military History Primer-2012 is exclusively designed for the benefit of potential participants and the examiners of the entrance examination to the Command and Staff Course which runs annually in the Army Command and Staff College Shivapuri. 2. Main aim of this primer is to provide basic knowledge of military history. However the readers are requested to carry out further studies on their own. Considering the nature of the subject in general and topics in specific, this primer is documented by taking references from different sources. 3. The contents that has been included in this primer is subject to change and will be peoridacally reviewed. 3 LIST OF CONTENTS Serial Subjects Page Part-I 1 The Relevance of Military History to Teaching of Modern Warfare 4-22 2 Lessons from Military History 23-34 3 Strategy – Past, Present and Future 35-49 4 Origin of Modern War 50-59 5 Napoleonic Influence on Development of Modern Warfare 60-72 6 Impact of Industrial Revolution 73-92 7 Reformation in Military thoughts 93-107 8 Age of Machine Warfare 108-119 Part- II 9 Nepal-Tibet China War-1791 120-133 10 Anglo Nepal War(1814-1816) 134-139 11 Blitzkrieg 140-163 12 Allied Invasion of Europ 164-188 13 Korean War 189-209 14 Vietnam War 210-230 15 Arab Israel War – 1967 & 1973 231-257 16 Russo Afghan War 258-271 Part- III 17 Impact of Nuclearisation on Conventional Warfare 272-281 18 Nuclearisation of South Asia 282-285 19 References 286-287 4 THE RELEVANCE OF MILITARY HISTORY TO THE TEACHING OF MODERN WARFARE “Throughout history, modernists have questioned the relevance of military history. -
Resisting Change: Toxic Masculiniity in the Post Modern United
RESISTING CHANGE: TOXIC MASCULINIITY IN THE POST MODERN UNITED STATES ARMED FORCES, (1980s-Present) by Joseph E. Webster A thesis submitted to the graduate faculty in partial fulfillment requirements for the degree of MASTERS OF HISTORY University of Central Oklahoma May 2019 COPYRIGHT Joseph E. Webster May 2019 Acknowledgments Researching and writing Resisting Change: Toxic Masculinity in the Post-modern United States Armed Forces was a challenge unlike any I have encountered in my entire life. In the course of my research, I fell ill with bacterial meningitis which nearly cost me my life and resulted in permanent loss of hearing. I would like express my gratitude to my family, the community of scholars and fellow students at the University of Central Oklahoma, the physicians and staff at St. Anthony Hospital, Hearts for Hearing, and all of those who contributed directly or indirectly to the project. First of all, I would like to sincerely thank my graduate advisor and committee chair, Dr. Lindsey Churchill for her insight and guidance through the course of this work. With Dr. Churchill’s mentorship and expertise, I was able to motivate myself, not only educationally, but professionally as well. Dr. Katrina Lacher, who guided my research in the historiography of the subject of this thesis. Dr. Patricia Loughlin, the Chair of the History and Geography Department, has shown a valued perspective and provided analytical insight to assist with the research efforts throughout the entire process. I owe endless appreciation to many people who selflessly involved themselves in assisting me with this work. First, I offer my genuine gratitude to my thesis committee members, Dr. -
The Officer/NCO Relationship
The Officer/NCO Relationship Words of Wisdom and Tips for Success from Senior Officers and NCOs Including: GEN Creighton Abrams Napoleon CSM Jerry Alley GEN George Patton GA Omar Bradley GEN Colin Powell Tom Clancy GEN Dennis Reimer GEN Bruce Clarke GEN Bernard Rogers LTG John Dubia The Sergeants Major GEN Frederick Franks of the Army CSM John Gillis CSM Jimmie Spencer CSM George Horvath GEN Donn Starry GEN Harold Johnson SGM John Stepanek LTG Claudia Kennedy MG Frederick von Steuben GA George Marshall GEN Gordon Sullivan Bill Mauldin GEN William Vessey CSM James McKinney GEN Carl Vuono GEN Jack Merritt GEN George Washington GEN Edward Meyer GEN John Wickham and many more The Information Management Support Center Pentagon, Washington DC 20310-6602 September 1997 This document downloaded from the NCO Historical Society @ http://www.ncohistory.com DEPARTMENT OF THE ARMY INFORMATION MANAGEMENT SUPPORT CENTER 6602 ARMY PENTAGON WASHINGTON DC 20310-6602 12 September 1997 JDIM-ZA Foreword to the reader: In this book senior commissioned and noncommissioned leaders talk to you about officer/NCO relationships, and share their knowledge and experience with you. By building on their thoughts you can increase the effectiveness of your unit and your own officer/NCO relationships. This book includes quotations from the 16th century to the present day, demonstrating how important this relationship has been, and continues to be, to military leaders. Chapters 1 through 3 address three critical officer/NCO relationships: the Platoon Leader and the Platoon Sergeant, the Company Commander and the First Sergeant, and the Battalion Commander and the Command Sergeant Major. -
US Army Command and General Staff College (CGSC)
How And Why The U. S. Army Studies MFMILITARY HISTORY ee f A Compilation from U. S. Official sites and Wikipedia, by Virgilio Ilari, August 2011 "The Mind is the Key to Victory" "Institutions aren’t ends unto themselves" Fort McNair's for General Purpose Fort Leavenworth's for Professional Purpose Carlisle Barrack's for Strategic Analysis U. S. Army Basic Manuals for Military History Operations Fort McNair's Military History General Purpose The U.S. Army Center of Military History The Center is a Directorate within the Office of the Administrative Assistant to the Secretary of the Army and a Member of the Military History Coordinating Committee Military History Coordinating Committee Members websites: An Overview The Origins The Center Of Military History (CMH), which reports to the Administrative Assistant to the Secretary of the Army, is responsible forthe appropriate use of history throughout the United States Army. Traditionally, this mission has meant recording the official history of the Army in both peace and war, while advising the Army Staff on historical matters. In terms of this tradition, the Center traces its lineage back to those historians under the Secretary of War who compiled the Official Records of the Rebellion, a monumental history of the Civil War begun in 1874, and to a similar work on World War I prepared by the Historical Section of the Army War College. The modern organization of the Army's historical efforts dates from the creation of the General Staff historical branch in July 1943 and the subsequent gathering of a large team of historians, translators, editors, and cartographers to record the official history of World War II. -
Congressional Record—Senate S6942
S6942 CONGRESSIONAL RECORD Ð SENATE June 14, 1999 the majority leader indicated he was ple will understand that some of these One can assess the career of a soldier satisfied with the status of this bill and we can't accept. There may be votes re- very quickly by looking at his or her ready to move to the floor. It is my quired on them. uniform, and General Reimer's ``Class hope we can adopt this legislation, that Frankly, with all the work we have A's'' reveal that he is a soldier's sol- we can bring it here, that we can de- done on the bill, I suggest it would be dier, someone who never shied away bate it, and we can move it forward. If very hard to get some of these amend- from a challenge, and an officer who we do so, we will be providing an oppor- ments agreed to that we haven't been believed in leading by example. He tunity for disabled Americans all able to work out with their staff, our wears the coveted ``Ranger'' tab on his across this country to use their talents staff, and the two managers of the bill. left shoulder, a mark of a man who has for their own benefit and to contribute We have worked very hard on this for proven himself to be a tough, resource- to the communities and to this Nation. the last couple of weeks. I hope that, ful, and diligent soldier. The 9th Infan- That, I think, is the essence of why we with the two leaders, we can find some try Division patch on his right shoul- are hereÐfor wise legislative policies time so we can wrap this up. -
PB 80–96–1 January 1996 Vol. 9, No. 1
Special Warfare The Professional Bulletin of the John F. Kennedy Special Warfare Center and School PB 80–96–1 January 1996 Vol. 9, No. 1 From the Commandant Special Warfare With the proliferation of sophisticated weapons systems and the increased efficien- cy of intelligence-gathering and information processing, technology offers a variety of options in dealing with our current ambigu- ous operations spectrum. Special-operations forces place a high pre- mium on technology — the nature of our operations demands that we take advan- tage of every means to provide an immedi- ate, effective response. In this issue, Steven Metz and Lieutenant Colonel James Kievit discuss how emerging technology and the ensuing revolution in military affairs can be applied to conflict short of war, an area in which SOF are often involved. But through siren song of technology, but we must a hypothetical scenario, they also show the remember that the main thing is to keep the hidden costs that such an application of main thing the main thing. technology might entail. The main thing is best stated by General While we consider the importance of tech- Dennis Reimer, when he says, “The idea of nology and the need to stay abreast of it, we war in the Information Age will conjure up must not become so enamored of technology images of bloodless conflict, more like a com- that we forget the reason behind our need puter game than the bloody wars we’ve for it: soldiers. We have always said that known in the past. Nothing could be further humans are more important than hardware. -
The Rise and Fall of the US Army Organizational Effectiveness
Antioch University AURA - Antioch University Repository and Archive Student & Alumni Scholarship, including Dissertations & Theses Dissertations & Theses 2014 To Transform a Culture: The Rise and Fall of the U.S. Army Organizational Effectiveness Program, 1970–1985 James Michael Young Antioch University - PhD Program in Leadership and Change Follow this and additional works at: http://aura.antioch.edu/etds Part of the Industrial and Organizational Psychology Commons, Leadership Studies Commons, Military History Commons, and the Organizational Behavior and Theory Commons Recommended Citation Young, James Michael, "To Transform a Culture: The Rise and Fall of the U.S. Army Organizational Effectiveness Program, 1970–1985" (2014). Dissertations & Theses. 158. http://aura.antioch.edu/etds/158 This Dissertation is brought to you for free and open access by the Student & Alumni Scholarship, including Dissertations & Theses at AURA - Antioch University Repository and Archive. It has been accepted for inclusion in Dissertations & Theses by an authorized administrator of AURA - Antioch University Repository and Archive. For more information, please contact [email protected], [email protected]. TO TRANSFORM A CULTURE: THE RISE AND FALL OF THE U.S. ARMY ORGANIZATIONAL EFFECTIVENESS PROGRAM, 1970–1985 JAMES MICHAEL YOUNG A DISSERTATION Submitted to the Ph.D. in Leadership and Change Program of Antioch University in partial fulfillment of the requirements for the degree of Doctor of Philosophy June, 2014 This is to certify that the Dissertation entitled: TO TRANSFORM A CULTURE: THE RISE AND FALL OF THE U.S. ARMY ORGANIZATIONAL EFFECTIVENESS PROGRAM, 1970–1985 prepared by James Michael Young Is approved in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Leadership and Change. -
Army Transformation: What Does It Mean? David Jerome University of Arkansas, Fayetteville
University of Arkansas, Fayetteville ScholarWorks@UARK Theses and Dissertations 12-2011 Army Transformation: What does it mean? David Jerome University of Arkansas, Fayetteville Follow this and additional works at: http://scholarworks.uark.edu/etd Part of the Military and Veterans Studies Commons, Other Political Science Commons, Public Administration Commons, and the Public Policy Commons Recommended Citation Jerome, David, "Army Transformation: What does it mean?" (2011). Theses and Dissertations. 176. http://scholarworks.uark.edu/etd/176 This Dissertation is brought to you for free and open access by ScholarWorks@UARK. It has been accepted for inclusion in Theses and Dissertations by an authorized administrator of ScholarWorks@UARK. For more information, please contact [email protected], [email protected]. ARMY TRANSFORMATION: WHAT DOES IT MEAN? ARMY TRANSFORMATION: WHAT DOES IT MEAN? A dissertation in partial fulfillment Of the requirement for the degree of Doctor of Philosophy in Public Policy By David Jerome University of Central Missouri Bachelor of Science in Business Administration, 1981 Florida Institute of Technology Master of Business Administration, 1985 December 2011 University of Arkansas ABSTRACT The way in which senior U.S. Army leaders such as the chiefs of staff define transformative change is important, especially if the meaning of that term is to be interpreted as originally intended by Army field grade officers. An Army chief of staff is responsible for creating a vision and establishing goals for the future, and field grade officers are responsible for pursuing that vision and those goals by implementing objectives that endeavor to arrive at the desired ends. By using both qualitative and quantitative methods, this research analyzes what each of the three chiefs of staff, who have served from 1999 through 2011, have said about their vision and goals for transforming the U.S.