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Command and management is about determination making, the exercise of path by a correctly designated commander over assigned and connected forces within the accomplishment of a mission, and is supported by data expertise (the computers and communications a part of C4I). The United States is aggressively exploiting these technologies in order to obtain data superiority, with the objective of reaching higher and faster decisions, and frequently projecting, albeit with uncertainties, future desired states and directing actions to result in these future states.

Command and control refers back to the exercise of authority and [url=http://www.achbanker.com/home.php]hollister france[/url] course by a correctly designated commander over assigned and hooked up forces within the accomplishment of the mission. Command and management capabilities are performed by means of an association of personnel, tools, communications, facilities, and procedures employed by a commander in planning, directing, coordinating, and controlling forces and operations in the accomplishment of the mission.

Command refers back to the authority that a commander in the Armed Forces lawfully exercises over subordinates by virtue of rank or assignment. Command consists of the authority and accountability for effectively using available

assets and for planning the employment of, organizing, directing, coordinating, and controlling navy forces for the accomplishment of assigned missions.

Computing and communications are two pervasive enabling technologies that help C2 and intelligence, surveillance, and reconnaissance. Computer systems and communications process and transport information.

Control is authority which can be less than full command exercised by a commander over part of the activities of subordinate or other organizations. Physical or psychological pressures exerted with the intent to assure that an agent or group will reply as directed.

[url=http://www.gotprintsigns.com/hollisterpascher/]hollister[/url] Intelligence is the [url=http://www.zestriliyl.fora.pl/zestril-in-diabetes-treatment,1/moncler-pas-cher-it-could-be-that-it-truly-is-time,2188.html#2230]moncler pas cher It Could Be That It Truly Is Time[/url] product ensuing from the collection, processing, integration, evaluation, analysis, and interpretation of accessible information concerning foreign countries or areas. Info and data about an adversary obtained by means of remark, investigation, analysis, or understanding.

One essential functionality that C4I systems provide [url=http://contest2007.thinkquest.jp/tqj2007/90165/cgi-bin/aska/aska.cgi?res=997150]giubbotti peuterey It Is Poss[/url] commanders is situational awareness--information about the location and status of enemy and pleasant forces. A mandatory component of attaining superiority in determination making, it does [url=http://www.rtnagel.com/airjordan.php]jordan pas cher[/url] not alone assure superior decision making. Commanders should take relevant information and combine it with their judgment--including difficult-to-quantify features of human behavior (akin to fatigue, experience degree, and stress), the uncertainty of knowledge, and the believable future states ensuing from actions by both their own drive and the enemy--to make selections about future actions and find out how to convey those decisions in methods to facilitate their [url=http://www.sandvikfw.net/shopuk.php]hollister sale[/url] correct execution. In doing so, commanders are supported by tools to enable and speed up the planning and resolution-making course of, to realize the decision-making superiority envisioned by DOD.

And, of course, to be effective, command selections must be implemented, a process to which C4I applied sciences are also relevant (e.g., in rushing up the link via which targeting info is passed to weapons, the so-known as sensor-to-shooter hyperlink). The development and use of the best instruments permit the commander to focus better on those points associated with the essence of command--the art versus the science. As more and better-automated instruments are developed and persons are trained to make use of them, it would develop into much more necessary to acknowledge the art of command as distinguished from the mechanics of the tools used to provide information.

Leadership [url=http://luvaina.com/forum.php?mod=viewthread&tid=988000&fromuid=2775]www.achbanker.com/home.php How To Earn Money Hearing Internet Radio[/url] was once about hard skills such as planning, finance and business analysis. When command and control ruled the corporate world, the leaders were heroic rationalists who moved people around like pawns and fought like stags. When they spoke, the company employees jumped.

The trouble is that for many executives, the soft skills remain the hardest to understand, let alone master. After all, hard skills have traditionally been the ones which enabled you to climb to the top of the corporate ladder.

Some suggest that we expect too much of leaders. Indeed, "renaissance" men and women are rare. Leadership in a modern organisation is highly complex and it is increasingly difficult - sometimes impossible - to find all the [url=http://www.1855sacramento.com/woolrich.php]woolrich parka[/url] necessary traits in a single person. Among the most crucial skills is the ability to capture your audience - you will be competing with lots of other people for their attention. Leaders of the future will also have to be emotionally efficient. They will promote variation rather than promoting people in their own likeness. They will encourage experimentation and enable people to learn from failure. They will build and develop people.

Is it too much to expect of one person? I think it probably is: In the future, we will see leadership groups rather than individual leaders. This change in emphasis from individuals towards groups was charted by the leadership [url=http://www.orlando-apts.com/nfljerseys/]cheap nfl jerseys[/url] guru Warren Bennis in his work "Organizing Genius" He concentrates on famous ground-breaking groups rather than individual leaders and focuses, for example, on the achievements of Xerox's Palo Alto Research Centre, the group behind the 1992 Clinton campaign, and the Manhattan Project which delivered the atomic bomb. "None of us [url=http://www.lcdmo.com/hollister.php]hollister france[/url] is as smart as all of us", says Professor Bennis.

While flexibility is important in this new leadership model, it should not be interpreted as weakness.

The two most lauded corporate chiefs of the past decade, Percy Barnevik, of Asea Brown Boveri, and Jack Welch, of General Electric, dismantled bureaucratic structures [url=http://www.1855sacramento.com/woolrich.php]woolrich bologna[/url] using both soft and hard skills. They coach and cajole as well [url=http://www.rtnagel.com/louboutin.php]louboutin[/url] as command and control. The "leader as coach" [url=http://www.mansmanifesto.com]doudoune moncler homme[/url] is yet another phrase more often seen in business books than in the real world. Acting as a coach to a colleague is not something that comes easily to many executives. It is increasingly common for executives to need mentoring. They need to talk through decisions and to think through the impact of their behaviour on others in the organisation.
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In the macho era, support was for failures, but now there is a growing realisation that leaders are human after all, and that leadership is as much a human art as a rational science. Today's leaders don't follow rigid role models but prefer to nurture their own leadership style. They do [url=http://www.getconversational.com]hollister france[/url] not do people's jobs for them or put their faith in developing a personality cult. They regard leadership as drawing people and disparate parts of the organisation together in ways that makes individuals and the organisation more effective.