FM 5-0, The Operations Process - Federation of American Scientists

Appendix F
Task Organization
This appendix discusses the fundamentals of task organization, including command
and support relationships. It provides instructions, formats and examples for listing
task organization, and unit listing sequence. See JP 1 for doctrine on joint command
and control relationships.
FUNDAMENTAL CONSIDERATIONS
F-1. A task organization is a temporary grouping of forces designed to accomplish a particular mission
(FM 3-0). Task organizing is the act of designing an operating force, support staff, or logistic package of
specific size and composition to meet a unique task or mission. Characteristics to examine when task
organizing the force include, but are not limited to: training, experience, equipage, sustainability, operating
environment, enemy threat, and mobility. For Army forces, it includes allocating available assets to
subordinate commanders and establishing their command and support relationships (FM 3-0). Command
and support relationships provide the basis for unity of command in operations.
Note: Army command relationships are similar but not identical to joint command authorities
and relationships. (See FM 3-0.) Differences stem from the way Army forces task organize
internally and the need for a system of support relationships between Army forces. Another
important difference is the requirement for Army commanders to handle the administrative
control requirements.
F-2. Military units consist of organic components. Organic parts of a unit are those forming an essential
part of the unit and are listed in its table of organization and equipment. Commanders can alter
organizations’ organic unit relationships to better allocate assets to subordinate commanders. They also can
establish temporary command and support relationships to facilitate exercising command and control.
F-3. Establishing clear command and support relationships is fundamental to organizing for any
operation. These relationships establish clear responsibilities and authorities between subordinate and
supporting units. Some command and support relationships (for example, tactical control) limit the
commander’s authority to prescribe additional relationships. Knowing the inherent responsibilities of each
command and support relationship allows commanders to effectively organize their forces and helps
supporting commanders to understand their unit’s role in the organizational structure.
F-4. Commanders designate command and support relationships to weight the decisive operation and
support the concept of operations. Task organization also helps subordinate and supporting commanders
support the commander’s intent. These relationships carry with them varying responsibilities to the
subordinate unit by the parent and gaining units as listed in table F-1 and table F-2, pages F-3 and F-4
respectively. Commanders consider two organizational principles when task organizing forces:
• Maintain cohesive mission teams.
• Do not exceed subordinates’ span of control capabilities.
F-5. When possible, commanders maintain cohesive mission teams. They organize forces based on
standing headquarters, their assigned forces, and habitual associations when possible. When not feasible
and ad hoc organizations are created, commanders arrange time for training and establishing functional
working relationships and procedures. Once commanders have organized and committed a force, they keep
its task organization unless the benefits of a change clearly outweigh the disadvantages. Reorganizations
may result in a loss of time, effort, and tempo. Sustainment considerations may also preclude quick
reorganization.
26 March 2010 FM 5-0 F-1