FM 100-5 Operations - Survival Ebooks Military Manuals Survival ...

WWW.SURVIVALEBOOKS.COMOPERATIONStheater missile defense when generating combat powerat the operational level.Air defense operations represent the Army contributionto counterair operations. The theater air commanderis normally the area air defense commander.He integrates the capabilities of different services andestablishes counterair ROE and procedures for the theater.A control and reporting center (CRC) usuallyexercises control of theater counterair operations.Mobility and SurvivabilityMobility operations preserve the freedom of maneuverof friendly forces. Mobility missions includebreaching enemy obstacles, increasing battlefield circulation,improving existing routes or building newones, providing bridge and raft support for crossingrivers, and identifying routes around contaminatedareas. By denying mobility to enemy forces(countermobility), Army forces can destroy them withfire and maneuver. These efforts limit the maneuverof enemy forces and enhance the effectiveness of fires.Countermobility missions include building obstaclesand using smoke to hinder enemy maneuver.Survivability operations protect friendly forcesfrom the effects of enemy weapon systems and fromnatural occurrences. Hardening of facilities and fortificationof battle positions are active survivability measures.Deception, OPSEC, and dispersion can increasesurvivability. Nuclear, biological, chemical (NBC)defense measures are also key survivability operations.LogisticsLogistics incorporates a variety of technical specialtiesand functional activities, to include maximizingthe use of available host nation infrastructure andcontracted logistics support. It provides the physicalmeans with which forces operate, from the productionbase and replacement centers in the US, to soldiers incontact with the enemy. It applies across the full rangeof military operations and at all levels of war. As thescale and complexity of Army operations increase, theimportance of logistics to their success increases too.Chapter 12 covers logistics in greater detail.Battle CommandIn modern battle, the magnitude of available informationchallenges leaders at all levels. Ultimately,they must assimilate thousands of bits of informationto visualize the battlefield, assess the situation, anddirect the military action required to achieve victory.Thinking and acting are simultaneous activities forleaders in battle.Visualizing the battlefield is a continuing requirementfor commanders. In larger tactical and operationalformations, the headquarters normally is the focal pointfor the flow of information and the resulting planningefforts. Yet, commanders of neither large nor smallunits can visualize the battlefield and direct and synchronizethe efforts of their units from a computerscreen at the command post. Commanders are frequentlyaway from their command posts and in thefield to assess the state of battle face-to-face with subordinatecommanders and their soldiers. Commandremains a very personal function. The commandergoes where he can best influence the battle, where hismoral and physical presence can be felt, and wherehis will to achieve victory can best be expressed, understood,and acted upon. Commanders commandwhile the headquarters and staff coordinate and makenecessary control adjustments consistent with thecommander’s intent.To command is to direct. Command at all levelsis the art of motivating and directing soldiers and theirleaders into action to accomplish missions. Commandmeans visualizing the current and future state offriendly and enemy forces and then formulating conceptsof operations to accomplish the mission. Commandersare aware that battle is two-sided and that theenemy is trying to influence the outcome. Commandersinfluence the outcome of battles, campaigns, andengagements by assigning missions; prioritizing andallocating resources; assessing and taking risks; decidingwhen and how to make adjustments; committingreserves; seeing, hearing, and understanding theneeds of subordinates and seniors; and guiding andmotivating the organization toward the desired end.In battle, command is being with soldiers, sharing theirhardships, feeling their pride—and often their pain—and continuing to think and act to accomplish the missionwith the least cost to them.Command has two vital components—decisionmaking and leadership.• Decision making is knowing if to decide,then when and what to decide. These are tactical,operational, and strategic judgments.Being in command means anticipating theactivities that will be put into motion once adecision is made; knowing how irretrievable2-14