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Training and Development in Military Units


Changes are implemented in organizations to streamline performance and encourage employees to focus on the best outcomes. In military units, changes are initiated depending on the goals and expectations of different stakeholders. Training and development are powerful initiatives that can prompt a change process in an institution. This discussion examines how powerful training and development programs focusing on the use of technological apps can improve the efficiency of a military organization or unit.

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Organizational Goal

After analyzing the needs of the selected organization, it is notable that the nature of operations can be improved or supported using modern technological systems and applications (Chadha, 2015). To embrace the power of technological solutions, every soldier will be trained and guided to use different systems and apps. The objectives of the proposed training program include streamlining operations, increasing efficiency, and minimizing disparities in the organization.

The training exercise will be implemented by the culture and systems associated with the organization (Haig & Hajdu, 2017). The targeted soldiers will be encouraged to be engaged throughout the process and focus on the mission and vision of the unit. The issue of communication will also be taken seriously throughout the training period to support the intended aims.

Possible Changes

The training exercise will be aimed at empowering soldiers to complete a wide range of operations online. For instance, individuals will be able to countercheck if their salaries are updated and processed on time. They will also monitor their health and treatment plans from the institution’s website. They will be required to update their information on the website or system without having to deliver paperwork to the unit administrator (UA). Training sessions and programs will be updated periodically. This means that the soldiers will learn more about every operational change from the system (Haig & Hajdu, 2017). Such technological achievements will improve the unit’s efficiency.

After implementing and completing the training process, every soldier will be able to update his or her profile via the implemented applications or web-links. The training will minimize and streamline the roles of the administrator. Additionally, the program will be aligned with the required technological systems (Hill, 2015). Consequently, the training exercises will ensure different soldiers can use powerful technological systems to monitor drills, routine exercises, salaries, and health delivery procedures.

Strategies and Actions

Action Plans and Strategies

The targeted training exercise is expected to meet the above goals. However, this can only be possible if appropriate actions and strategies are put in place. The first issue to consider is the importance of a powerful change model. The theory will ensure the soldiers are willing to embrace the proposed operations in the unit. Kurt Lewin’s theory of change will be used to support this process. The first stage (refreezing) will ensure more individuals are sensitized about the delays and challenges affecting various operations. The second phase (change) will be used to implement powerful practices and technological skills in the unit (Spoehr, 2016). Training sessions will be completed during this stage. The last stage (freezing) is ensuring that the proposed technological systems and applications become part of the unit.

Additionally, appropriate strategies will ensure that the training exercise resonates with the outlined goals. The first strategy is to outline the current technological skills possessed by the soldiers (Chadha, 2015). The second one is identifying new systems that can support the unit’s technological needs. Training sessions will also be matched with the major areas of improvement such as salary processing, medical readiness, and annual exercises. The final stage is completing an evaluation exercise to ensure that the acquired competencies support the targeted goals.

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Expected Performance

After completing the training process, every soldier should be able to use the implemented operations system efficiently. The individuals will have their profiles on the system. They will then be required to sign in, access their information, monitor upcoming events such as medical appointments, and make the required updates. The training exercise will be aimed at digitalizing the unit’s operations (Spoehr, 2016). Additionally, these new practices will make it possible for the UA to make informed decisions and achieve every objective much faster.

Driving Performance and Business Efficiency

Hill (2015) acknowledges that the use of modern technologies can improve the level of performance, support organizational missions, and improve time management. The training will empower every person to use the unit’s technological system effectively. The practice will improve the nature of communication in the unit, streamline decision-making processes, and deliver meaningful results within the shortest time possible.

The employees will be empowered since their unique needs will be identified and addressed by the administrator. Time management will become a common practice in the unit. Salaries will be processed efficiently. The unit will undertake its roles and exercises by the existing plan. Additionally, the team will be prepared to tackle diseases and conflicts that might affect the country. The morale of different soldiers will increase significantly (Haig & Hajdu, 2017). Such developments and achievements show conclusively that the institution will be in a position to achieve its objectives.

Supporting Employees

The success of the proposed training exercise will be dictated by the nature of support available to the soldiers. To begin with, the soldiers should receive timely resources such as handouts and books. The soldiers can also be allowed to use the unit’s computer laboratory. These approaches will empower individuals to develop adequate skills in computer systems management (Hill, 2015). The training sessions should also be personalized since the targeted soldiers will have diverse needs. The move will meet the training needs of every individual. Drills should also be done throughout the training period to examine the achievements and gains made.

New soldiers should be supported using a similar approach. Additionally, the training process should begin immediately after they have been hired. The individuals should also be encouraged to form teams. The strategy will support the process and make it successful (Chadha, 2015). Competent soldiers in technological roles will be appointed to guide and make the training process effective for every new soldier.

From this analysis, it is evident that the proposed strategy supports the organization’s strengths. The use of technological applications will reduce the time taken to complete various roles in the unit. Decisions will be made faster and improve the level of coordination (Spoehr, 2016). The unit will be able to respond to illnesses and wars effectively. Additionally, the proposed training program will minimize the current weaknesses affecting the organization. For instance, the strategy will do away with every form of paperwork in the unit.


The proposed training seeks to transform various activities in the targeted unit. The beneficiaries will find it easier to access and update their profiles on the unit’s online portal or system. They will also be informed about upcoming health appointments and drills. These developments will increase the level of efficiency and streamline operations in the organization. Consequently, the unit will realize its goals much faster and meet the needs of more communities.

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Chadha, V. (2015). An assessment of organizational change in the Indian army. Journal of Defense Studies, 9(4), 21-48.

Haig, Z., & Hajdu, V. (2017). New ways in the cognitive dimension of information operations. Land Forces Academy Review, 22(2), 94-102.

Hill, A. (2015). Military innovation and military culture. Parameters, 45(1), 85-98.

Spoehr, T. (2016). Leading and managing high-performing army organizations. Military Review, 96(4), 8-17.

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