Category: Army

Interpersonal Communication as an Important Skill in the Army: Essay

Skills such as interpersonal communication in the military are extremely important as it directly correlates with leadership competency. Interpersonal communication is the process of exchange of information, ideas, and feelings between two or more people through verbal or non-verbal methods. Successfully interacting with others is determined by knowing what others identify. It depends on accepting the personality, responses, and causes of yourself and others. When using interpersonal communication in the military it is important to recognize diversity, use self-control, balance, and stability in situations.

Recognizing diversity between others inside a group allows leaders to better understand how soldiers’ social impacts and backgrounds helped to form them as individuals. ADRP 6-22 states: “Background, schooling, race, religion, and other factors shape soldiers and army civilians. Personal perspectives vary within societal groups. By acknowledging differences, qualifications, contributions, and potential, army leaders further strengthen the team effort by creating an environment where subordinates know they are valued for their talents, contributions, and differences. A leader’s job is to employ the different capabilities and talents brought to the team to build the best possible team”. Every soldier is likely to offer a distinctive outlook which can be a big help in order to effectively get ready for and accomplish a mission. Ponder is a unit that has an infantryman initially from China who speaks Chinese fluently. While conducting a calculated questioning situation in which a very important person is speaking Chinese, this soldier now becomes one of the main factors in accomplishing the mission. As a leader being able to recognize this soldier’s diversity has now helped the team.

Active leaders that are effective have control over their emotions. Leaders should show the correct volume of passion and sensitivity to get into a soldier’s feelings, as a replacement for a lack of emotion. Upholding self-control encourages composed assurance in the team. Self-control inspires criticism from the team that can increase understanding of any situation, good or bad. Self-control in combat is important for army leaders because losing control can mean losing one’s life. Leaders who lose their control cannot expect his or her followers to sustain theirs. Throughout our military, we have all been witness to countless examples of poor leadership where the leader has been deficient in self-control. Unfitting attitudes from leadership produce an environment of doubt and, in the long run, one of discord. According to ADRP 6-22, “Self-control, balance, and stability enable making ethical choices. An ethical leader successfully applies ethical principles to decision-making. It is critical for leaders to remain calm under pressure and expend energy on things they can positively influence and not worry about things they cannot”.

Leaders who have their emotions balanced are able to display the correct emotion for the situation at hand and can tell someone’s emotional state by reading them. They know how to decide what is suitable for situations. Well-balanced leaders know how to express resolution without throwing the whole group into a riot. The balanced leader is aware. Inner reflection was known as selfish. But the best leaders are self-knowing, and notice when their feelings are getting the best of them. Actual leaders are steady, calm when under pressure and exhausted, and calm in the face of risk.

An army leader’s self-control, balance, and stability greatly affect their ability to interact with others. People have hopes, fears, concerns, and dreams. Understanding that emotional energy sparks motivation and endurance is a powerful leadership tool. Giving constructive feedback helps mobilize the team’s emotional energies to accomplish difficult missions. The ability to communicate effectively to attain common understanding and eventually the wanted end state needs not only clear and brief leadership but also an empathetic and gratitude for the fact that subordinates must be given the elasticity and leeway which will enable them to use controlled ingenuity within that leadership and intent to perform and accomplish the mission. Accepting how soldiers obtain and observe that instruction is principal to interpersonal communication. In fact, maintaining effective interpersonal communication skills ensures that both parties understand their role in developing solutions to mutually beneficial problems. Some may argue that tact is merely the ability to act diplomatically or with a greater sense of empathy to convey respect to a superior, however, that respect should be mutually recognized and beneficial. Regardless, tact remains an important competency one which should be continually developed and routinely used when communicating with subordinates, peers, and superiors to build cohesive, effective, and efficient teams.

Essay on Rapid Decision Making Process in Army

The Sri Lankan Army is the oldest and largest of the Sri Lankan Armed Forces. Established as the Ceylon Army in 1949. It was renamed when Sri Lanka became a republic in 1972. In 2010, the Army had approximately 200,000 regular personnel, between 20,000–40,000 reserve personnel, and 18,000 National Guardsmen and comprised 13 operational divisions, one air-mobile brigade, one commando brigade, one special force brigade, one independent armored brigade, three mechanized infantry brigades and over 40 infantry brigades. From the 1980s to 2009 the army was engaged in the Sri Lankan Civil War. The professional head of the Sri Lanka Army is the Commander of the Army, currently Lieutenant General Shavendra Silva. The Commander-in-Chief of the Sri Lankan Military is the President of Sri Lanka, who heads the National Security Council through the Ministry of Defence, which is the highest level of military command charged with formulating, and executing defense policy and procurements for the armed forces. Operations of the Sri Lanka Army are coordinated by the Joint Operations Command, with other two armed forces.

The purpose of accounting is to provide financial information to business management stakeholders, investors, and creditors. Summarizing the accounting process the company’s activities and its interaction with management and other focus parties. Managers need accurate financial data to make bright decisions. Accountants are the people who build this information. Accounting Process During data collection and submission of various reports. Accountants help to interpret reports and suggest ways to use this information to respond to business problems. Accounting can be classified into two types. Such as management and finance. Financial accounting helps to maintain the management accounting business while reporting how well it performs. Management Accounting produces internal reports designed and used for management. These reports have been redesigned and tailored to the needs of individual managers and are generally not passed on to the parties involved. Examples of management accounting reports include aging of accounts receivable, inventory levels, monthly sales, and accounts payable. Internal accounting reports are also used to prepare budgets and forecasts. Businesses must comply with government regulations and pay corporate income, social security taxes, and sales tax. Fines and penalties can be imposed if something goes wrong in reporting income. Successful organizations create plans to achieve their goals. Accountants make sure the filing is done correctly and on time. These plans include cash flow projections, sales planning, fixed asset purchases, and inventory levels. Budgeting is essential to running a successful business. Accounting uses historical quarterly data to lay the groundwork for future budget and cost control. With this information, managers can create overhead budgets and sales plans and create cash flow projections. Manufacturing companies use cost accounting to calculate the cost of production, determine rapid sales volume, and set optimum inventory levels. An important responsibility of management is cost control. They monitor general accounting records to ensure that costs remain within the budget. Managers need to know how much it costs to build their products to develop pricing strategies that allow the company to make a reasonable profit. Historical quarterly data analysis will provide the basis for making predictions and making plans for achieving those goals. However, to do this, managers must have a predetermined operating cost to use as a yard for measurement. Take an arms manufacturer, for example. The company’s accountants have determined that the cost of the product will be $ 2.57 per unit of materials, $ 8.38 in labor, and $ 3.16 per unit in applied production costs. The total production cost for a weapon is $ 14.11. The selling price is $ 23.51, which gives the company a gross profit margin of 40 percent. With these numbers in hand, management can be sure to monitor production costs weekly or monthly. the problem and take corrective action. Accurate accounting of manufacturing costs for each product is essential to the development of a sales plan and a projected product mix. More than likely, each product will have a different gross profit contribution, and management must establish sales goals for each item to reach the overall gross profit level needed to cover overhead and produce the target net profit.

Financial ratios are vital metrics used to gauge the performance of all aspects of a company’s condition and operations; accounting provides the data required to construct these ratios. A company’s liquidity is measured by the current and quick ratios. Profit margins and expenses are reported as percentages of sales and compared to budgeted benchmarks. Financial leverage is a ratio of total debt to capital investment. Managers often meet with department heads to discuss possible changes in strategies and operations. They explore various ‘what-if’ ideas. For example, what would happen if the company decided to improve profits by cutting administrative salaries? Would that be a good idea? Probably not. Employees don’t like cuts in their wages. But what if the managers chose to stimulate sales by lowering the selling prices of the products? Profits per unit would go down, but the decrease would hopefully be more than made up by the increased sales volume. An accounting analysis and projection would help clarify the results of this decision and determine if that strategy would be a wise move. Financial accounting produces reports for external users, such as owners, investors, employees, creditors, unions, and government agencies. These reports for external use are the profit and loss statement, balance sheet, and cash flow statements. Unlike internal management accounting reports, financial statements prepared for outside users are compiled using Generally Accepted Accounting Principles. Financial accounting reports whether the company made an adequate profit and how likely it is to pay dividends to shareholders. Curious investors will examine the financial statements to gauge the safety of their investments and potential for future growth and increase in value. Employees will look at the statements and get an idea of whether they can expect raises or increased contributions to pension funds. Accounting reports, both managerial and financial, are essential to productively managing any company or organization. There is no substitute. Not having accurate and timely information about how effectively a business is running is a recipe for disaster. Running a business requires accurate data about the company’s assets, liabilities, profits, and cash position. Accounting provides this crucial information. Accounting plays a significant role in evaluating the viability of investments. Proper consideration of an investment demands a careful analysis of costs and projections of expectations for future cash flows. Certain criteria, such as determining hurdles to return on investment, must be met. Consider the decision managers often face of whether to invest in a new plant or expand the existing facilities. A choice might be to invest $1 million in a new production facility or spend $300,000 to expand a production line. Each alternative will have different cash outflows in the beginning and varying future cash inflows. Each approach will have a different return on investment. So, which one should management choose? The company’s accountants will analyze the figures for each investment, calculate the rate of return for each project, and present their findings to management. This is a situation where accounting procedures produce the relevant financial data that management needs to make intelligent decisions. They also have to explore the various ways to finance these investments. Decisions must always be backed up with valid facts and figures.

Organizational Decision Making always involves choosing to alter some existing condition. It is choosing one course of action in preference to others. When the decision is being by management on behalf of the organization, it is expending some amount of organizational or individual resources to implement the organizational decision-making.

It is not a single, self-contained event: it is a complex process that extends over some time. Decision-making always includes uncertainty and risk. Humans have bounded rationality we do not know all of the consequences of our actions. Sometimes a policy of organizational decision-making can lead to an externality or unintended side effect. These externalities can be positive or negative. Decision-making is one skill that can be approached in so many ways. Three methods discussed here are the Rational Model, Incrementalism, and Mixed Scanning.

The Sri Lankan army is the biggest organization in Sri Lanka. therefore it should be manageable organizational decision-making ability. and also it should be combined with the role of accounting. therefore I have mentioned the details above correctly. Therefore we can understand how organizations run with the role of accounting in organizational decision making. In the Sri Lanka army, This is the main role of accounting in the organizational decision-making circle of all other organizations.