Some of the things we define have positive definitions because of that unique aspect they portray to us. In this case, war command being a function that has to be exercised time to time more or less continuously is one of the things I can give this positive definition. This is because the few functions related to it can be carried out by the army are beneficial since they are related to respect, existence and also operations.
The need for arises from and varies with the size, complexity and differentiation of an army. A one-man army requires no delegation of instructions, at least not in the sense that a hundred- man army does. An army operating to a single, solid, homogenous block of men would be comparatively simple to authority. A force of any size can be subdivided into several subunits; however, the problem of assigning a mission to each and of ensuring proper coordination among all becomes difficult.
With the sophistication of the forces, it is possible to account for the attention paid to it, the role of chain of control increases. First, this role should coordinate and arrange everything the army needs so as to exist such as the food supply, system justice and also the sanitary services etc. Second, it enables carrying out of responsibilities and also strategize on the maximum amount of death and damage on the enemy within a remarkably short period of time and ensure no or minimum loss to itself.
Responsibilities are an ability to determine what is true from what is a false, relevant thing from irrelevant, material from immaterial. In this case, authoritative responsibilities can be subdivided into two sectors. They can be determined as functional related and output related responsibilities. There are qualities that make an ideal control system, and they include the ability to gather information accurately, fast, comprehensively, and selectively.
Some of the benefits of war central control are coordination, harmony in the army, division or tasks among the force, unit of direction, cooperation between the commander and the troop and the troops among themselves. These favourable outcomes enable the army to be positive and target without distractions of any kind for the better outcome.
The other side of the coin states that command can be the source of misunderstandings between the commanders in a given force which can also result to a lot of damage and destruction. Though not always, the commanders can make wrong choices. Some lack understanding and anger management tactics. This often makes it difficult to relate with the force members and hence can be the cause of conflicts.
Systems of command can be differentiated and determined into other ways, which enables the problems approachable. Tactics used to deal with qualities like complexity increase, attention given to the responsibilities, emphasis of the command process, and also the strength and weaknesses determine the nature of command.
War command in itself can be the source of an organized army, and it can also be the source of a disorganized army. It depends on the management and the way of taking responsibilities. Though every time the word war comes up there is fear, it sometimes brings out the best in some people especially the troops and can also be their ruin.
The need for arises from and varies with the size, complexity and differentiation of an army. A one-man army requires no delegation of instructions, at least not in the sense that a hundred- man army does. An army operating to a single, solid, homogenous block of men would be comparatively simple to authority. A force of any size can be subdivided into several subunits; however, the problem of assigning a mission to each and of ensuring proper coordination among all becomes difficult.
With the sophistication of the forces, it is possible to account for the attention paid to it, the role of chain of control increases. First, this role should coordinate and arrange everything the army needs so as to exist such as the food supply, system justice and also the sanitary services etc. Second, it enables carrying out of responsibilities and also strategize on the maximum amount of death and damage on the enemy within a remarkably short period of time and ensure no or minimum loss to itself.
Responsibilities are an ability to determine what is true from what is a false, relevant thing from irrelevant, material from immaterial. In this case, authoritative responsibilities can be subdivided into two sectors. They can be determined as functional related and output related responsibilities. There are qualities that make an ideal control system, and they include the ability to gather information accurately, fast, comprehensively, and selectively.
Some of the benefits of war central control are coordination, harmony in the army, division or tasks among the force, unit of direction, cooperation between the commander and the troop and the troops among themselves. These favourable outcomes enable the army to be positive and target without distractions of any kind for the better outcome.
The other side of the coin states that command can be the source of misunderstandings between the commanders in a given force which can also result to a lot of damage and destruction. Though not always, the commanders can make wrong choices. Some lack understanding and anger management tactics. This often makes it difficult to relate with the force members and hence can be the cause of conflicts.
Systems of command can be differentiated and determined into other ways, which enables the problems approachable. Tactics used to deal with qualities like complexity increase, attention given to the responsibilities, emphasis of the command process, and also the strength and weaknesses determine the nature of command.
War command in itself can be the source of an organized army, and it can also be the source of a disorganized army. It depends on the management and the way of taking responsibilities. Though every time the word war comes up there is fear, it sometimes brings out the best in some people especially the troops and can also be their ruin.
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