Troop-leading procedures are essential for building defense and creating strong force protection. Therefore, the relationships between the orders process and the troop-leading procedures have to be clearly established and firmly institutionalized. The specified relationships are founded on the premise of an increase in defense quality and, therefore, are based on the idea of establishing a balance between the tasks associated with implementing a mission and performing the protection of force (Homeland Security Digital Library 2). Due to the concept of support and interconnectivity, in which the relationships between the orders process and the troop leading procedures are rooted, the levels of defense are sustained at the needed level.
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To study the connection between the orders process and the troop leading procedures, the exact stages of the latter need to be identified. The key troop leading processes are introduced so that a commander could receive, understand, and execute a mission as promptly as possible and with maximum efficiency. Therefore, the steps such as the mission reception, warning order creation, plan development, movement initiation, Reconnaissance, plan accomplishment, order issuing, and control need to be perceived as critical elements of a single process implemented to navigate troops (Burks). Consequently, the order process can be perceived as the means of systematizing the process of troops’ management.
Incorporating the elements that make the order process cyclical, the existing system of orders process allows managing time and resources in the best way possible. Moreover, the orders process allows establishing the mission and the related objectives clearly from the very start, thus making sure that the troops achieve the expected results after following the created plan to the letter (Burks). Therefore, the connection between the orders process and the leading of troops can be observed at the very first stage of mission development, specifically, at the point of setting goals for the troops to accomplish.
In addition, the orders process allows mapping the key strategies for achieving the set goals. The second stage of managing troops during the implementation of order suggests that a tentative plan should be developed to implement the set objectives, which is why the order process and the process of leading troops are interconnected (Burks). The plan is critical for showing the relationships between the orders process and the management of troops since it defines the reciprocal nature between the two processes.
Introducing troops to the idea of initiative and motivating them to develop a stake in the assigned task should be interpreted as another critical step of the order process that affects the troops leading the process. However, while the previous aspects of the order process could be seen as affecting the task of managing troops indirectly, the influence at the specified stage is clearly direct. Namely, the specified stage shapes soldiers’ motivation and the perception of the task objectives, increasing their willingness to achieve them (Burks). As a result, the efficacy of the implementation process rises greatly, allowing the process of leading troops to gain additional effectiveness.
Reconnaissance is, perhaps, another critical process that determines the success of leading the troops largely. By analyzing the factors that affect the management of a team, both internal and external ones, a leader will learn to seek ways of increasing the impact of the positive ones and minimizing the influences of the latter. The relation between the process of giving orders and the one of managing the troops at the specified stage is based on the idea of affecting the risks that can be encountered in the process, reducing them to zero, and creating barriers for other types of risks (Burks). As a result, the process of managing the troops becomes much more flexible and significantly simpler.
Remarkably, the stage of completing the plan is immediately followed by the creation of new instructions in the orders process for managing the troops. Thus, the process of order creation is based on the idea of continuity and implies an unceasing cycle. As a result, the procedures for leading the troops become cyclic as well, implying that the quality of troops’ management is improved with each new beginning.
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Thus, the relationships between the orders process and the process of managing the troops are reciprocal and, more importantly, designed as a loop of activities (Burks). Consequently, the orders process leads to the improvement in the process of leading troops due to the constant introduction of new goals and the possibility of analyzing the strengths and weaknesses of the troops at each stage of implementing key objectives.
The relationships between the orders process and the troop leading procedures are reciprocal and interconnected, which allows keeping safety high and maintaining the established order of performance intact. As a result, the quality of the said performance remains sufficiently high; moreover, one can enjoy a range of opportunities for increasing it. Order processes are linked to the troop leading procedures through leadership and compliance with set rules, which allow making the quality of the outcomes and the extent of safety rise systematically. Therefore, the connection between the orders process and the troop-leading procedures has to be acknowledged and sustained.
Burks, Robert. “TRoop-Leading Procedures: Building the BSA Defense.” GlobalSecurity,org, n.d. Web.
Homeland Security Digital Library. Decisive Action Training Environment at the National Training Center, Volume IV. Homeland Security, 20116.