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

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Appendix F F-6. Commanders carefully avoid exceeding the span of control capabilities of subordinates. Span of control refers to the number of subordinate units under a single commander. This number is situation dependent and may vary. As a rule, commanders can effectively command two to six subordinate units. Allocating subordinate commanders more units gives them greater flexibility and increases options and combinations. However, increasing the number of subordinate units increases the number of decisions to be made in a timely fashion. This slows down the reaction time among decisionmakers, resulting in an unwieldy command and control process. F-7. Running estimates and course of action (COA) analysis of the military decisionmaking process provide information that help commanders determine the best task organization. An effective task organization— • Facilitates the commander’s intent and concept of operations. • Retains flexibility within the concept of operations. • Adapts to conditions imposed by mission variables. • Accounts for the requirements to conduct essential stability tasks for populations within an area of operation. • Creates effective combined arms teams. • Provides mutual support among units. • Ensures flexibility to meet unforeseen events and support future operations. • Allocates resources with minimum restrictions on their employment. • Promotes unity of command. • Offsets limitations and maximizes the potential of all forces available. • Exploits enemy vulnerabilities. F-8. Creating an appropriate task organization requires understanding— • The mission, including the higher commander’s intent and concept of operations. • The fundamentals of full spectrum operations (see FM 3-0), basic tactical concepts (see FM 3-90), and the fundamentals of stability (see FM 3-07). • The roles and relationships among the warfighting functions. • The status of available forces, including morale, training, and equipment capabilities. • Specific unit capabilities, limitations, strengths, and weaknesses. • The risks inherent in the plan. F-9. During COA analysis, commanders identify what resources they need, and where, when, and how frequently they will need them. Formal task organization and the change from generic to specific units begin after COA analysis when commanders assign tasks to subordinate commanders. Staffs assign tasks to subordinate headquarters and determine if subordinate headquarters have enough combat power, reallocating combat power as necessary. They then refine command and support relationships for subordinate units and decide the priorities of support. Commanders approve or modify the staff’s recommended task organization based on their evaluation of the factors (listed in paragraphs F-7 and F-8) and information from running estimates and COA analysis. (Appendix B defines and describes the military decisionmaking process.) F-10. In allocating assets, the commander and staff consider the— • Task organization for the ongoing operation. • Potential adverse effects of breaking up cohesive teams by changing the task organization. • Time necessary to realign the organization after receipt of the task organization. • Limits on control over supporting units provided by higher headquarters. ARMY COMMAND AND SUPPORT RELATIONSHIPS F-11. Army commanders build combined arms organizations using command and support relationships. Command relationships define command responsibility and authority. Support relationships define the purpose, scope, and effect desired when one capability supports another. F-2 FM 5-0 26 March 2010
Task Organization ARMY COMMAND RELATIONSHIPS F-12. Table F-1 lists the Army command relationships. Command relationships define superior and subordinate relationships between unit commanders. By specifying a chain of command, command relationships unify effort and enable commanders to use subordinate forces with maximum flexibility. Army command relationships identify the degree of control of the gaining Army commander. The type of command relationship often relates to the expected longevity of the relationship between the headquarters involved and quickly identifies the degree of support that the gaining and losing Army commanders provide. (See FM 3-0 for additional discussion on command relationships.) Table F-1. Army command relationships Then inherent responsibilities: If relationship is: Have command relationship with: May be task organized by: 1 Unless modified, ADCON have responsibility through: Are assigned position or AO by: Provide liaison to: Establish/ maintain communications with: Have priorities established by: Can impose on gaining unit further command or support relationship of: Organic All organic forces organized with the HQ Organic HQ Army HQ specified in organizing document Organic HQ N/A N/A Organic HQ Attached; OPCON; TACON; GS; GSR; R; DS Assigned Combatant command Gaining HQ Gaining Army HQ OPCON chain of command As required by OPCON As required by OPCON ASCC or Serviceassigned HQ As required by OPCON HQ Attached Gaining unit Gaining unit Gaining Army HQ Gaining unit As required by gaining unit Unit to which attached Gaining unit Attached; OPCON; TACON; GS; GSR; R; DS OPCON Gaining unit Parent unit and gaining unit; gaining unit may pass OPCON to lower HQ 1 Parent unit Gaining unit As required by gaining unit As required by gaining unit and parent unit Gaining unit OPCON; TACON; GS; GSR; R; DS TACON Gaining unit Parent unit Parent unit Gaining unit As required by gaining unit As required by gaining unit and parent unit Gaining unit TACON;GS GSR; R; DS Note: 1 In NATO, the gaining unit may not task organize a multinational force. (See TACON.) ADCON administrative control HQ headquarters AO area of operations N/A not applicable ASCC Army Service component command NATO North Atlantic Treaty Organization DS direct support OPCON operational control GS general support R reinforcing GSR general support–reinforcing TACON tactical control ARMY SUPPORT RELATIONSHIPS F-13. Table F-2 on page F-4 lists Army support relationships. Army support relationships are not a command authority and are more specific than the joint support relationships. Commanders establish 26 March 2010 FM 5-0 F-3
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FM 5-0 THE OPERATIONS PROCESS MARCH
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*FM 5-0 Field Manual No. 5-0 Headqu
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Contents Figure B-2. Mission analys
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Preface The six chapters and its as
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Introduction • Critical and creat
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Introduction Chapter 5 provides doc
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Chapter 1 Fundamentals of the Opera
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Fundamentals of the Operations Proc
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Chapter 2 Planning This chapter pro
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Planning decisionmaking. General of
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Planning PLANNING HELPS ANTICIPATE
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Planning establishing end state con
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FUNDAMENTALS OF PLANNING Planning 2
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Planning 2-60. In the absence of fa
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Planning chances it will no longer
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Planning • What sequence of actio
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Planning facilities, distribution n
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Chapter 3 Design This chapter estab
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Design transitions. Through the ite
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Design multiple units, Services, mu
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Design adaptive solutions. They und
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Environmental Frame Design 3-44. Th
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Identifying the Problem Design 3-56
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Design from significant changes to
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Chapter 4 Preparation This chapter
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Preparation PREPARATION DURING PLAN
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Preparation 4-25. Operational area
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Preparation • Support internal co
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Preparation INITIATE TROOP MOVEMENT
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Chapter 5 Execution This chapter pr
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Execution EXPLOIT SUCCESS 5-13. Ult
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Execution A decision support matrix
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Execution new plan. Commanders may
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Execution COMPARE THE CURRENT SITUA
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Execution • Describes the varianc
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Execution with a future operations
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Chapter 6 Assessment This chapter p
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Assessment 6-15. A measure of perfo
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Assessment 6-27. Often, time availa
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Assessment which one is cause and w
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Assessment assessing an upcoming op
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Appendix A Command Post Organizatio
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Command Post Organization and Opera
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Appendix B The Military Decisionmak
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The Military Decisionmaking Process
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Page 135 and 136: The Military Decisionmaking Process
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Page 191 and 192: Task Organization Movement and Mane
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Page 205 and 206: Appendix I Rehearsals Rehearsing ke
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Page 209 and 210: Rehearsals • Operations security
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Page 225 and 226: Glossary The glossary lists acronym
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References COMMAND AND CONTROL Alla
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References Plato. Theaetetus, trans
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A abbreviations, in OPLAN and OPORD
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Index Entries are by paragraph numb
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FM 5-0 26 March 2010 By order of th
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FM 5-0, The Operations Process - Federation of American Scientists

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