Leadership Aspects Of Organization

Organization and Control

a. General

(1) Leaders must understand the principles of a sound organization in order to obtain the best results. "There are no poor units, only poor commanders," is the saying attributed to Napoleon and it is still worthy of quotation.

(2) Organizing is the process of creating and maintaining conditions necessary for the effective execution of plans. It involves defining and arranging systematically each task in respect to the final accomplishment of the mission. Sound functional organization provides a structure which enables individuals to work together efficiently for the attainment of a common purpose. The extreme test of coordination and organization is evidenced when a unit carries on even when it is literally shot to pieces.

b. Processing for Organizing

(1) The purpose for organizing may be discussed under three headings: determining the job, setting up the structure, allocating there sources. These functions are performed as a result of thorough planning.

(2) The job to be accomplished may have to be decentralized by listing each phase of each operation. Each single phase is then taken, and a similar process repeated. The process is continued until there is a detailed listing of the operations which must be accomplished to get the job done. The grouping of tasks for a specific assignment should be related so that they may readily be accomplished. All assignments should be interrelated to assure an integrated effort. There should be no duplication of effort, and responsibilities should be clearly defined.

(3) Setting up the structure results in an organization chart and a TOE. The organization chart shows where authority lies, command channels, and the relationship of components. The TOE puts similar information into tabular form and indicates the placement of Soldiers and equipment allocated to a unit.

(4) A commander will work with a unit organized under TOE, as directed by competent authority. His prerogative may be exercised in development of the functional organization of his command. He may organize his staff and unit commanders according to his own visualization of conditions required to enhance the effectiveness of his unit. Prompt determination should be made of the internal organization required for the conduct of tactical operations, and that organization should be placed in effect for all phases of the life of the unit.

Span of Control

a. The span of control must be fully appreciated by any person who is to become a successful leader. By definition, span of control is the number of immediate subordinates one commander can effectively control, supervise, or direct. Violation of the span of control leads only to cumbersome and inefficient organization. An individual's ability to control the activities of others is limited by many psychological and physical factors.

b. From the psychological viewpoint, one must recognize that a person can only pay attention to a limited number of things, at one time. Each new task assigned distracts a person from the work already assigned, and too many projects cause one to lose sight of the real objective. In addition, each individual has many previously acquired attitudes which influence his approach to a problem. These attitudes may be so strong as to predetermine his idea of what is correct about a certain problem. He may close his mind to any attempt to change this point of view. This is a mind-set. A mind-set can result in many misinterpretations and misunderstandings. One may not hear what is said or may interpret what has been said as supporting his view. A strict disciplinarian taking a course of instruction in the use of reward and punishment in military leadership may actually be stimulated by instruction in the proper and improper use of both reward and punishment, but he will perceive only that punishment is good and reward is bad. In the case of a subordinate who is greatly admired, this mind-set concerning him may cause the commander to be unable to see that he is actually inefficient or is the cause of friction in the organization. The span of attention, thus, is further restricted by the mind-set.

c. The physical factors which influence effective control include time, distance, and the arithmetical progression of human relationships involved. Most people easily recognize that there is a definite limit as to how much work an individual can accomplish during a given period of time. It is also readily understood that the greater the distance separating the locations of persons or activities, the more difficult becomes the task of controlling them. Also, for each individual brought directly under the control of a commander, the number of human relationships he must be concerned with increases many fold. In the case of one person controlling two individuals, he will be concerned with three relationships. This is his personal relationship with each individual and their relationship with each. other. If, however, another individual is added, he will be concerned with six relationships. This factor-the mathematical complex of human relationships-must not be overlooked.

d. A commander should supervise at least three people; otherwise, he should be doing part of the work himself. This figure should be considered minimum due to economy and efficiency. It is much more difficult to determine the maximum number of people one can supervise adequately. This number will depend on the following:

(1) The experience and training of the leader (commander).

(2) The experience and training of the Soldiers being supervised.

(3) The amount of communication between the leader and his Soldiers.

(4) The degree to which the jobs performed by the Soldier are similar.

(5) The operating distance (radius of action) between the leader and his Soldiers.

(6) The time available for the organization to translate decisions into actions.

(7) The personality of the leader and the Soldier being led.

Chain of Command

a. The chain of command is a succession of commanders from a superior to a junior through which command is exercised. This is also known as the command channel. The leader must understand this chain if he is to have an effective unit.

b. Effective operation of the chain necessitates that-

(1) Sufficient authority be delegated to individuals responsible for the accomplishment of tasks.

(2) Definite responsibilities be assigned for each task to be accomplished.

(3) Soldiers know for whom they are working and to whom they are responsible.

(4) Soldiers be required to initiate all requests through their immediate commander or his staff.

(5) Each man be aware of his place in the chain of command.

(6) Any man not have more than one superior giving him orders.

The Commander-Staff Officer Relationship

a. The staff officer occupies a position of detailed planning and exacting demands in the service he performs for his commander. He must subordinate his own personal aspirations to the desires and decisions of the commander.

b. The primary function of the staff is to assist the commander in performing his duties. The responsibilities of command remain with the commander and cannot be delegated to any members of his staff. Staff officers, therefore, only issue orders of and for the commander.

c. A good staff officer keeps himself informed by frequent visits to commanders of subordinate units. He interprets and explains policy, orders, and directives. He observes the execution of the commander's desires and advises him concerning the extent to which they are being executed.

d. Tact is a desirable characteristic when dealing with higher headquarters, troops, and junior commanders. It is also needed within the staff where cooperation and coordination can be seriously hindered by petty jealousies and minor differences in personalities.

e. The commander will logically expect a staff officer to-

(1) Work in close harmony with other staff members, higher and parallel commands, and with lower units.

(2) Correctly analyze, properly evaluate, and recommend sound courses of action on problems arising within the command.

(3) Prepare directives for lower commands based on the commander's policies.

(4) Keep the commander completely informed without" spying" on the unit.

(5) Develop in lower units the feeling that they can rely on the actions of the staff officer and welcome their visits.

(6) Ensure that complete coordination will be obtained prior to taking or recommending an action

Source: FM 22-100, pg. 77-83

Photo by Brett Sayles: https://www.pexels.com/photo/man-standing-on-stage-facing-an-american-flag-1340504/

Photo by Brett Sayles: https://www.pexels.com/photo/people-marching-on-stage-1343328/

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