Military Management

1. Recognize the hierarchy of the organizational chain of command and explain the connection between authority and responsibility
2. Illustrate the importance of organisational structure and creating of organisational units
3. Analyze the principles of Mission Command philosophy
4. Illustrate the activities of management in the process of commanding
5. Explain and describe the importance of decision making for managers/commanders as well as the techniques that facilitate decision making
6. Explain meaningful goal and priority identification, time, resources and people management
7. Explain how to set up working groups based on mission requirements, available resources and abilities of the group.
8. Analyze the role of cohesion, communication and motivation in a team or a group.
9. Explain the relationship between goal setting and feedback and apply this in establishing of a control system.
10. Explain the relationship between command, leadership and management for the efficient managment of a military organisation.

Lectures will be conduct through presentations and active interaction between lecturers and students.

The Seminars will be geared toward practical application of knowledge and skills on concrete, real scenarios and examples. They will be conducted in groups up to 25 students.

1. 1. Lectures (2 hours): Introduction – Military Management class introduction, introduction to professors and teachers; introduction to class dynamics and content, conditions, and student requirements along with grading system and evaluations.
2. 2. Lectures (2 hours): Understanding management in military organisation: - the connection between the functions of management and execution in the civilian and military organization; legal base for commanding (the Constitution, the Defense Law, the Law of Service); the base for management and command in the Armed Forces of the RC (the JD-1). Exercise (1 hour): Examining the function of management and execution in the civilian and military organisation.
3. 3 Lectures (4 hours): The purpose of setting up and creating and organisation - the purpose and the importance of organisations; classic and modern principles of organizing; organisation as a system; the evolution of organisational development (civilian and military) from industrial to information age; elements of structure and organisational designs; shareholders and their expectations Exercise (1 hour): Organisational structure of a military organisation (discussion).
4. 4. Lectures (3 hours): the principles of setting up a military organisation - organisational principles (the unity of command, clear chain of command, scope of control, delegating and decision making, the separation of staff and command function); the classical military force structure; command positions (the roles of commander and staff); task organizing; the continuity of command and control Exercise (1 hour): Case study: setting up a task organisation (company level).
5. 5. Lectures (3 hours) Commanding a military organisation - authority and responsibility; principles of Mission Command; the art of command and control requirements; the command and control system Exercise (1 hour): Case study: application of mission command philosophy on a platoon size unit.
6. 6. Lectures (4 hours) The knowledge and skills of a manager and a commander - comparison of a manager and a commander in their organisations; who are managers, where do they work; managerial functions, roles and skills; the principles of efficiency and efficacy. Exercise (1 hour) AAR manager/commander applying the principle of efficiency and efficacy.
7. 7. Lectures (3 hours) the military view of management - past and present - the overview of basic theoretical approaches - what does management teach us; the development of military management; the change of paradigm; " the learning organisation"; universality of management. Exercise (1 hour) Case study: an example of a military learning organisation (platoon size unit).
8. 8. Lectures (3 hours) Planning for mission accomplishment - what is planning, the goal setting and plan development; the hierarchy of goals in an organisation, planning tools and techniques Exercise (1 hour) (Management by Objectives)
9. 9. Lectures (3 hours) Decision making as the essence of a managers' job - the functions of management and decision making; styles of decision making, the role of intuition; MDMP; ethical decision making in civilian and military context. Exercise (1 hour) - MDMP
10. 10. Lectures (4 hours) The function of leadership in managing of a military organisation - individual and group behavior; team work (team building, types of teams, traits of successful teams); team management Exercise (1 hour) Case study: team/group management
11. Lectures (3 hours): Managing organisational change - cause of organisational change (structure, technology, people); Commander/manager and change management; self-management, innovation and stress, time management Exercise (1 hour) Case study: "I don't have enough time"
12. 12. Lectures (2 hours) Communication process in a military organisation - Communication process; obstacles in communication process; organisational communicating, communicating and IT, developing communication skills. Exercise (1 hour) Case study: a case of poor communication
13. 13. Lectures (3 hours) Efficient management depends on leadership and trust - relationship of the types of power and the method of commander's influence in a unit (platoon size), leadership theory; situational leadership models in commanding; modern approaches to developing leadership Exercise (1 hour) Case study: cases from the Homeland war and international missions
14. 14. Lectures (2 hours) Control - a function in managing a military organisation - what is control; importance of control for the commander; how it is conducted (aims and standards, efficiency of current measures, results vs. aims and standards, correction of activities for reaching the standards); control tools and techniques. Exercise (1 hour) Case study: AAR, standards and SOPs (section, platoon)
15. 15. Lectures (2 hours) Interdependence of leadership, management and command - commander's role s a leader and a manager; the importance of developing managerial and leadership skill in a commander Exercise (1 hour) - Analysis of the activities in command, leadership and management