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Officer Education and Training in the A ge of Social Challenges

Officer Education and Training in the A ge of Social Challenges. Prof. Jūratė Novagrockienė. Contents. Components of military capacities Postmodern officer Dynamics of challenges in the global perspective New or/and old requirements of officer education?. Concepts, Ta c ti cs

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Officer Education and Training in the A ge of Social Challenges

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  1. OfficerEducationandTraining in theAgeofSocialChallenges Prof. Jūratė Novagrockienė

  2. Contents • Components of military capacities • Postmodern officer • Dynamics of challenges in the global perspective • New or/and old requirements of officer education?

  3. Concepts, Tactics Doctrine, Strategy etc HUMAN FACTOR • Army discipline, • training, believies, • endurance, • Support of society, • determination • etc Konceptualusis komponentas Conceptual component Moral Component Moralinis komponentas + + + Fizinis komponentas Physic component + Military capacities Kariniai gebėjimai = = Weaponry, equipment, infrastructure Etc.

  4. University degree Military diploma The postmodern officer (versatile, intellectual) Leadership Millitary education and training: operational and strategic level Service in the Multinational AF MORAL COMPONENT – the postmodern soldier Educat I on T r a I n I n g

  5. New threats Dynamic global security environment Financial crisis Controversial political will Officer education and training High technologies Physic reality vs virtual reality Peacekeeping Assymetric war Challenges Fighting non military security threats (terrorism, ecological, industrial disasters)

  6. International enviroment, international law, humanitarian law, for instance, Key Provisions of SCR 1325 Chanching character of war and conflicts: partisan, civilian war; drug wars, soldiers against civilians Challenges in conflict zone Military service in different cultural context and in multicultural armed forces, women integration Impact of thechnology: high technology vs traditional weaponry; Civilian technicians assist the Army in many fields

  7. Challenges of the military organization • Revision of military values: integration is based on equal citizens rights to take part in the military affairs • Opinion that women in the army leads to decline of the military ethos (Mitchel 1998), it is loosing discipline, quality as a mean of violence in critical situations • Due women the military became similar to the rest organizations in society

  8. Impact of economic downturn • Budgetary restraints resulted in shortages of supply (uniforms, equipment, night binoculars, tight ordnance in training fields) and affects the AF cohesion and morale • Cancellation of conscription is controversial issue in the AF od different countries, it affects motivation and performance of soldiers especially among officers • Problems with recruitment to rankers as well as thoughtless planning of personnel restraints training process (young officers need to have to command squad or platoon of rankers)

  9. Conclusion • The most dramatic change within the armed forces relates to the change of their mission -transition from the state defense function to the participation in combined international operations and the collective security system with NATO • Hybrid war and relations with civil population in conflict zones increased needs for an internal-educational program accenting the broader purpose and nonmonetary values of military service

  10. Conclusion • Is it the solution - a “plural military” which would heighten the distinction within the armed service between the more civilianized support components and the more military operational units? • If civilian component inside the military can satisfy technical needs of AF the officers education has to more universal • Economic downturn and force downsizing due the financial crises should not degrade the quality of officer education and training

  11. a “plural military” which would heighten the distinction within the armed service between the more civilianized support components and the more military operational units; • (2) trading off future pay raises for maintenance of noncash benefits; • (3) shifting the role of the senior noncommissioned officer away from emphasis on unit administration and toward more concern with the guidance of lower-ranking enlisted personnel; • (4) an internal-educational program accenting the broader purpose and nonmonetary values of military service; • (5) a recruitment policy allowing short tied to post-service educational benefits, and geared toward combat arms and relatively nontechnical assignments;

  12. Thank you for your attention

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