TABLE OF CONTENTS

MODULE LESSONS PAGES

Leadership Attributes 2 to 8
Army Basic NCO
Leadership
Leadership Competencies 9 to 19

Army Operating Concept 23 to 27

Landpower Maneuver Concept 28 to 30

Army Basic NCO
Operations
Combined Arms Operations 31 to 39

Land Domination Doctrine 40 to 63

Introduction to Doctrine Development 66 to 73

Army Basic NCO
Troop Leading Procedure 74 to 77
Planning
Introduction to Combined Arms Planning 78 to 81

Staff Organization 85 to 90

Roles, Duties Responsibilities and Authorities of an NCO 91 to 100

Army Basic NCO
Officer-NCO Staff Relationship 101 to 102
Staffing System
The NCO Support Channel 103 to 105

Military Briefings 106 to 114

Military History 116 to 120

Basic NCO
Philippine Army History / Army Transformation Roadmap 121 to 128
Military History
Army NCOs in Heroic Battles / Army Battle Reviews 129 to 143

Basic Research 1471 to 153

Basic Military Writing 154 to 162

Basic NCO
Common Skills
Effective Speaking 163 to 168

Effective Listening 169 to 171

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Leadership Attribute: “CHARACTER”

Army Leader Character

Character, comprised of a person’s moral and ethical qualities, helps

determine what is right and gives a leader motivation to do what is appropriate,
regardless of the circumstances or consequences.

An informed ethical conscience consistent with the Army values strengthens

leaders to make the right choices when faced with tough issues.

Army leaders must embody these values and inspire others to do the same.
Character is essential to successful leadership. It determines who people are, how
they act, helps determine right from wrong, and choose what is right. Elements
internal and central to a leader’s core are: Army values, empathy, warrior ethos, and
discipline.

Army Values

The Army values are the principles, standards, and qualities considered
essential for successful Army leaders. They are fundamental in helping soldiers to
make the right decision in any situation. The Philippine Army recognizes seven
values that all Army members must develop are Honor, Patriotism and Duty.

Honor holds the Army Values together. How the leaders conduct
themselves and meet obligations, define them as persons and
leaders. In turn, how the Army meets the nation’s commitments
Honor
defines the Army as an institution. Thus, honor demands putting the
Army Values above self-interest and above career and personal
comfort.

Leaders take responsibility for their actions and those of their

subordinates. They also have a sense of responsibility for personal
Duty
contributions to the Army, demonstrated through dedicated effort,
organization, thoroughness, reliability, and practicality.

Patriotism is the love for your country and loyalty towards it. It also
means supporting the values set forth in the constitution, helping to
Patriotism
ensure that everybody – regardless of gender, race, ethnicity, religion
– has the opportunity to enjoy the democratic freedoms of our nation.

Empathy

Army leaders show empathy when they genuinely relate to another person’s
situation, motives, and feelings. Empathy does not necessarily mean sympathy for
another, but identification that leads to a deeper understanding. Empathy allows the
leader to anticipate what others are experiencing and to try to envision how
decisions or actions affect them.

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Empathy, the ability to see something from another person’s point of view, to
identify with, and enter into another person’s feelings and emotions, enables the
Army leader to better interact with others.

Leaders take care of soldiers by giving them the training, equipment, and
support needed to accomplish the mission.

During operations, empathetic Army leaders share hardships to gauge if their

plans and decisions are realistic. Within the operational environment, leader
empathy is helpful when dealing with local populations, victims of natural disasters,
and prisoners of war. Essentially, empathy produces better cultural understanding of
people, missions, and operations and how they connect.

Warrior Ethos

The warrior ethos reflects a soldier’s selfless commitment to the nation,

mission, unit, and fellow soldiers. It is developed and sustained through discipline,
commitment to the Army Values, and pride in the Army’s heritage. The key to
achieving warrior ethos is not only through physical, tactical, and technical training
but also through a mindset developed through purposeful mental preparation.

Discipline

Discipline involves controlling of one’s own behavior according to Army

values. It is a mindset for a unit or an organization to practice sustained, systematic
actions to reach and sustain a capability to perform its military function.

Discipline often involves attending to the details of organization and

administration, which are less urgent than an organization's key tasks, but necessary
for efficiency and long-term effectiveness.

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Leadership Attribute: “PRESENCE”

Army Leader Presence

Leaders illustrate through their presence that they care. There is no greater
inspiration than leaders who routinely share in team hardships and dangers. Being
where subordinates perform duties allows the leader to have firsthand knowledge of
the real conditions soldiers face.

Presence is a critical attribute leaders need to understand. It is not just a

matter of showing up; actions, words, and the manner in which leaders carry
themselves convey presence.

A leader’s effectiveness is dramatically enhanced by understanding and

developing the following areas: military and professional bearing, fitness, confidence,
and resilience.

Military and Professional Bearing

Army leaders are expected to look and act as professionals. Soldiers

displaying an unprofessional appearance do not send a message of professionalism.

Skillful use of professional bearing—fitness, courtesy, and proper military

appearance—can help overcome difficult situations. Thus, a professional
appearance and competence command respect.

Fitness

Unit readiness begins with physically fit soldiers and leaders; operations drain
physically, mentally, and emotionally. Physical fitness, while crucial for success in
battle, is important for all members of the Army team, not just soldiers.

Physically fit people feel more competent and confident, handle stress better,
work longer and harder, and recover faster. If not physically fit before deployment,
the effects of additional stress compromise mental and emotional fitness as well.

Operations in difficult terrain, extreme climates, and high altitude require

extensive physical conditioning; once in the area of operations there must be
continued efforts to sustain physical readiness.

Leader’s decisions affect their organizations’ effectiveness, health, and safety,

it is an ethical and practical imperative for leaders to remain healthy and fit. Staying
healthy and physically fit protects soldiers from disease and strengthens them to
cope with the psychological effects of extended operations.

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Confidence

Confidence is important for leaders and teams. Confidence is the faith leaders
place in their abilities to act properly in any situation, even under stress or with little
information.

Self-confidence grows from professional competence. The confidence of an

effective leader is contagious and permeates the entire organization. Confident
leaders help soldiers control doubt while reducing team anxiety. Excessive
confidence can be as detrimental as too little confidence. Both extremes impede
learning and adaptability.

Resilience

Resilient leaders can recover quickly from setbacks, shock, injuries, adversity,
and stress while maintaining their mission and organizational focus and they foster
this capacity in followers. They learn and grow from those situations, incorporating
changes into positive outcomes for mission accomplishment. Resilience helps
leaders and their organizations to carry difficult missions to conclusion.

Resilience and the will to succeed help leaders during adversity. Competence
and knowledge guide the energies of a strong will to pursue courses of action that
lead to success. Leaders instill resilience and a winning spirit in subordinates though
leading by example and with tough and realistic training.

All Army members will experience situations when it would seem easier to
accept defeat rather than finish the task. During those times, everyone needs an
inner source of energy to press on to mission completion. When things go badly, a
leader must draw on inner reserves to persevere.

Table 4-1. Summary of the attributes associated with ‘Presence’

“How others perceive a leader based on the leader’s outward appearance,

demeanor, actions and words.”

Military and > Possessing a commanding presence.

professional bearing > Projecting a professional image of authority.

> Having sound health, strength, and endurance that support one’s emotional
Fitness
health and conceptual abilities under prolonged stress.

> Projecting self-confidence and certainty in the unit’s ability to succeed in its
missions.
Confidence
> Demonstrating composure and outward calm through control over one’s
emotions.

> Showing a tendency to recover quickly from setbacks, shock, injuries,

Resilience
adversity, and stress while maintaining a mission and organizational focus.

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Leadership Attribute: “INTELLECT”

Army Leader Intellect

An Army leader’s intellect draws on the mental tendencies and resources that
shape conceptual abilities applied to one’s duties and responsibilities. Conceptual
abilities enable effective problem solving and sound judgment before implementing
concepts and plans.

Conceptual Abilities help one think creatively and reason analytically,

critically, ethically, and with cultural sensitivity to consider unintended as well as
intended consequences. Leaders must anticipate the second and third order effects
of their actions.

The conceptual components affecting an Army leader’s intellect include

mental agility, sound judgment, innovation, interpersonal tact, and expertise.

Mental Agility

Mental agility is a flexibility of mind, an ability to anticipate or adapt to

uncertain or changing situations. Agility enables thinking through second- and third-
order effects when current decisions or actions are not producing the desired results.
It relies upon inquisitiveness and the ability to reason critically.

Critical thinking is a thought process that aims to find facts, to think through
issues, and solve problems. It examines a problem in depth from multiple points of
view. It is an important skill for Army leaders since it allows them to influence others
and shape organizations.

The first and most important step in finding an appropriate solution is to

isolate the main problem. A leader’s mental agility to quickly isolate a problem and
identify solutions generates initiative to adapt during operations. Leaders must instill
agility and initiative within subordinates by creating a climate that encourages
participation and trust.

Sound Judgment

Judgment requires the capacity to assess situations shrewdly and to draw

rational conclusions. Consistent good judgment enables leaders to form sound
opinions and make reliable estimates and sensible decisions.

Leaders acquire experience through trial and error and by observing others.
Learning from others can occur through mentoring and coaching by superiors, peers,
and even subordinates.

Judgment contributes to an ability to determine possible courses of action and

decide what action to take. Some sources that aid judgment are senior leaders’
intents, desired outcomes, laws, regulations, experience, and values.

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Good judgment includes the ability to assess subordinates, peers, and the
enemy for strengths and weaknesses to create appropriate solutions and action. Like
mental agility, it is a critical part of problem solving and decision making.

Innovation

Innovation describes the ability to introduce something new when needed or

as opportunities exist. Being innovative includes creativity in producing original and
worthwhile ideas. Leaders should seize such opportunities to think creatively and to
innovate.

A key concept for creative thinking is developing new ideas and approaches
to accomplish missions. Creative thinking uses adaptive approaches (drawing from
previous circumstances) or innovative approaches (developing completely new
ideas).

Leaders must think creatively to adapt to new environments. Innovative

leaders prevent complacency by finding new ways to challenge subordinates with
forward-looking approaches and ideas.

Interpersonal Tact

Effectively interacting with others depends on knowing what others perceive.

It relies on accepting the character, reactions, and motives of oneself and others.
Interpersonal tact combines these skills, along with recognizing diversity and
displaying self-control, balance, and stability in situations.

By acknowledging diversity and differences, qualifications, contributions, and

potential, Army leaders further strengthen the team effort by creating an environment
where subordinates know they are valued for their talents, contributions, and
differences.

Effective leaders control their emotions. Leaders should display the right
amount of sensitivity and passion to tap into subordinates’ emotions, instead of
hysterics or lack of emotion. Emotionally balanced leaders are able to display the
right emotion for a given situation and can read others’ emotional state. They draw
on experience to provide subordinates the proper perspective on unfolding events.

Effective leaders are steady, levelheaded when under pressure and fatigued,
and calm in the face of danger. These characteristics stabilize subordinates who are
always looking to their leader’s example.

Expertise

Expertise is the special knowledge and skill developed from experience,

training, and education. Domain knowledge is what leaders know about application
areas used in their duties and positions. Leaders create and use knowledge in at
least four domains:

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a. Tactical knowledge relates to accomplishing a designated objective

through military means.

b. Technical knowledge consists of the specialized information associated

with a particular function or system.

c. Joint knowledge is an understanding of joint organizations, their

procedures, and roles in national defense.

d. Cultural and geopolitical knowledge is awareness of cultural,

geographic, and political differences and sensitivities.

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Leadership Competency: “LEADS”

Overview of Leads

Direct leaders influence others person-to-person, such as a team leader who

instructs, encourages hard work, and recognizes achievement. The motivation
behind influence should align to the mission of the organization and of those
influenced.

Army leaders can draw on a variety of methods to influence others and can
use one or more methods to fit to the specifics of any situation. These outcomes
range from obtaining compliance to building commitment to achieve.

Methods of Influence

Influence is the essential element of leadership. It refers to how people create

and relay their messages, behaviors, and attitudes to affect the intentions, beliefs,
behaviors, and attitudes of another person or group of people.

Method Definition

Pressure applied when leaders use explicit demands to achieve compliance

occurs when leaders establish their authority as the basis for a

Legitimating
request when it may not be obvious.

method that leaders use when they make an offer to provide some
Exchange
desired item or action in trade for compliance with a request.

occur when the leader asks the follower to comply with a request
Personal appeals
based on friendship or loyalty.

occurs when the leader cooperates in providing assistance or

Collaboration
resources to carry out a directive or request.

Rational requires the leader to provide evidence, logical arguments, or

persuasion explanations showing how a request is relevant to the goal

Apprising leader explains why a request will benefit a follower.

Inspirational leader fires up enthusiasm for a request by arousing strong emotions

appeals to build conviction.

occurs when the leader asks others to take part in his processes to
Participation
address a problem or meet an objective.

Application of Influence

To succeed and create true commitment, subordinates should perceive

influencing methods as authentic and sincere. Positive influence comes from leaders

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who do what is right for the Army, the mission, the team, and each individual soldier.
Negative influence—real and perceived—emanates from leaders who primarily focus
on personal gain and lack self-awareness.

The nature of the mission determines which influence method or combination

of methods is appropriate. When a situation is urgent and greater risk is involved,
eliciting follower compliance may be desirable.

Resistance

Diagnosis of the nature of the relationship and cause of opposition is a

leader’s first response to resistance.

If a negative rapport exists, resistance may show a lack of trust and need
additional effort to establish a positive relationship. If a positive relationship exists,
then resistance may reflect different interests or perceived pressure on well-being or
autonomy.

Providing Purpose and Motivation

Leaders influence others to achieve some purpose. To be successful at

exerting influence, Army leaders have an end or goal in mind. Sometimes the goal
will be very specific, while many are less distinct and unmeasurable, but are still valid
and meaningful.

Leaders communicate purpose with implied or explicit instructions so others

may exercise initiative while maintaining focus. This is important for situations when
unanticipated opportunities arise, or the original solution no longer applies.

Motivation on the other hand, is the reason for doing something or the level of
enthusiasm for doing it. Army leaders use the knowledge of what motivates others to
influence those they lead.

Resolving Conflicts

Conflict is the process in which one individual or group perceives that another
individual or group negatively affects their interests. Conflict does not require the
involvement of two people, nor is it necessarily founded in reality based on actual
circumstances. One person may be in conflict with another, without the second
person even realizing it or being at fault.

As a leader, it is important to identify and resolve conflict before it affects

personal and organizational functioning and effectiveness. Work-based conflicts can
be beneficial to organizations resulting in improved decision-making, elimination of
redundancies, and increased commitment; however, individual-based conflicts can
result in lower morale and effectiveness of the individuals as well as the organization.

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Enforcing Standards

When enforcing standards for unit activities, leaders must remain aware that
not everything can be a number one priority. Striving for excellence in every area,
regardless of how trivial, could be overwhelming. Leaders must prioritize tasks
ensuring all tasks meet established standards. True professionals ensure the
standard fits the task’s importance.

A leader’s ultimate goal is to train to the standards that ensure mission

success. Leaders set intermediate goals to prepare the organization to meet the
standards.

Balancing Mission and Welfare

Considering the needs of subordinates is a function of all Army leaders.

Having genuine concern for follower well-being accompanies motivation, inspiration,
and influence. Soldiers will be more willing to go the extra mile for leaders whom
they respect. How can a leader truly care for comrades and send them on missions
that might get them killed?

Taking care of soldiers

Taking care of soldiers demands individuals perform their duties even at risk
to their lives. Preparing for the realities of combat is a direct leader’s most important
duty. It entails creating a disciplined environment for learning and growth and
enforcing high standards in training.

Training must be rigorous and simulate operational environments as much as

possible while keeping safety in mind. Leaders use risk management to balance risk
cost with mission benefits

Identifying High Risk Behavior

Leaders identify subordinates who exhibit high-risk behavior. High-risk

behavior is a behavioral pattern that intentionally or unintentionally increases the
individual’s probability of negative consequences. Leaders must identify at-risk
soldiers, mitigate their stress, and intervene to help them.

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Leadership Competency: “ACHIEVES”

Overview of Achieves

Leadership builds effective organizations. Effectiveness directly relates to the

core leader competency of getting results.

From the definition of leadership, achieving focuses on accomplishing the

mission. Mission accomplishment co-exists with an extended perspective towards
maintaining and building the organization’s capabilities. Getting results embraces all
actions to get the job done on time and to standard:
> Providing direction, guidance, and clear priorities involves guiding teams
in what needs to be done and how.
> Monitoring performance to identify strengths and correct weaknesses in
organizations, groups, and individuals allows for accomplishing missions consistently
and ethically.

Providing direction, guidance, and priorities

As leaders operate in larger organizations, their purpose, direction, guidance,

and priorities typically become forward-looking and wider in application. Direct level
leaders usually operate with less time for formal planning than organizational and
strategic level leaders.

Although leaders use different techniques for guidance depending on the

amounts of time and staff available, the basics are the same. The leader provides
guidance, so subordinates and others understand the goals and priorities.

Leaders match their teams or units to the work required. Standard operating
procedures or tasks define most work. As new missions develop and priorities
change, assignments will differ.

Adapting to changes

Competent and realistic leaders keep in mind that friction and uncertainty
affect plans. The leader must be prepared to replace portions of the original plan with
new ideas and initiatives.

Leaders must also have the confidence and resilience to fight through
setbacks, staying focused on the mission and the intent two levels up. Leaders
preserve freedom of action by adapting to changing situations. They should keep
their people mission-focused, motivated, and able to react with agility to changes
while influencing the team to accomplish the mission as envisioned in the plan.

Facing unanticipated obstacles requires adjustments. In increasingly busy

times, leaders need to provide an environment in which subordinates can focus and
accomplish critical tasks.

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Leaders must ensure additional tasking are within the capabilities of the
organization. If not, the leader needs to seek relief by going to superiors and
clarifying the additional workload impact.

Managing Resources

The main responsibility of leaders is to accomplish the mission, which

includes making the best use of available resources. Some Army leaders specialize
in managing single categories of resources, such as ammunition, food, personnel, or
finances, but all leaders have an interest in overseeing all categories of resources
are provided and used wisely.

Managing resources consists of multiple steps that require different

approaches and even different skills. In many cases, Army leaders need to acquire
needed resources for themselves or others. Resources can take the form of money,
materiel, personnel, or time.

The acquisition process can be a relatively straightforward process of putting

in a request through established support channels, contracting for support, or local
national purchasing. Other times, a leader may need to be more creative and
resourceful.

In such cases, the effective use of influence tactics may be instrumental in

successfully acquiring needed resources. Leaders should also evaluate if limited
resources are used wisely and effectively.

Monitoring Performance

The ability to assess a situation accurately and reliably against desired

outcomes, established values, and ethical standards is a critical tool for leaders to
achieve consistent results and mission success.

Assessment occurs continually during planning, preparation, and execution; it

is not solely an after-the-fact evaluation. Accurate assessment requires instinct and
intuition based on experience and learning. It demands a feel for the reliability and
validity of information and its sources.

Periodic assessment is necessary to determine organizational weaknesses

and prevent mishaps. Accurately determining causes is essential to training
management, developing subordinate leadership, and initiating quality
improvements.

Reinforcing Good Performance

To accomplish missions consistently, leaders need to maintain motivation

within the team. One of the best ways to do this is to recognize and reward good
performance. Leaders who recognize individual and team accomplishments shape
positive motivation and actions for the future.

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Recognizing individuals and teams in front of superiors and others gives those
contributors an increased sense of worth. This encourages soldiers and to sustain
and improve performance.

Improving Organizational Performance

High performing units are learning organizations that take advantage of

opportunities to improve performance. Leaders need to encourage a performance
improvement mindset that allows for conformity but goes beyond meeting standards
to strive for increased efficiencies and effectiveness.

Competencies Applied for Success

Army leaders pursue excellence whenever possible. They ensure that all
members know the important roles they play every day. They look for everyday
examples occurring under ordinary circumstances: how a soldier digs a fighting
position, prepares for guard duty, fixes a radio, or lays an artillery battery.

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Leadership Competency: “DEVELOPS”

Overview of Develops

Leaders have the responsibility to create a positive organizational climate,

prepare themselves to do well in their duties, and help others to perform well. They
work on self-development to prepare for new challenges.

In order to have future focus and maintain balance in the present, Army
leaders set priorities and weigh competing demands. They carefully steer their
organizations’ efforts to address short- and long-term goals, while continuing to meet
requirements that could contribute directly to achieving those goals.

Developing people and the organization with a long-term perspective requires

leaders who—
> Create a positive environment that fosters esprit de corps and
teamwork
> Seek self-improvement.
> Invest adequate time and effort to develop individual subordinates
and build effective teams.
> Act as stewards of the profession

Creates a positive environment/Fosters esprit de corps

Leaders establish and maintain positive expectations and attitudes to support

effective work behaviors and healthy relationships. Leaders improve the organization
while accomplishing missions.

Competencies that creates a positive environment

Fosters teamwork, • Encourages people to work together effectively.
cohesion,
• Promotes teamwork and team achievement to build trust.
cooperation and
loyalty (spirit de • Draws attention to the consequences of poor
corps) coordination.

• Provides accurate evaluations and assessments.

Encourages fairness • Supports equal opportunity.
and inclusiveness • Prevents all forms of harassment.
• Encourages learning about and leveraging diversity.

• Shows others how to accomplish tasks while respectful

Encourages open and focused.
and candid
communications • Displays a positive attitude to encourage others and
improve morale.

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• Uses effective assessment and training methods.

Creating a learning • Encourages leaders and their subordinates to reach their
environment full potential.
• Motivates others to develop themselves.

Encourages • Involves others in decisions and informs them of

subordinates to consequences.
exercise initiative,
• Allocates responsibility for performance.
accept
responsibility, ad • Guides subordinate leaders in thinking through problems
take ownership. for themselves

• Encourages subordinates and peers to express candid

options.
Demonstrates care
• Addresses subordinates’ and families’ needs (heath,
for follower well-
welfare and development).
being,
• Routinely monitors morale and encourages honest
feedback.

• Recognizes and monitors subordinate’s needs and

Anticipates people’s reactions.
on-the-job needs. • Shows concern for how tasks and missions affect
subordinate morale.

Sets and maintains • Clearly articulates expectations.

high expectations • Creates a climate that expects good performance,
for individuals and recognizes superior performance and does not accept
teams. poor performance.

Prepares self

To prepare for increasingly more demanding operational environments, Army

leaders must invest more time on self-study and self-development than before.
Besides becoming multiskilled, army leaders have to balance the demands of diplomat
and soldier.

Competencies that Prepares self

• Recognizes imbalance or inappropriateness of one’s
own action
Maintains mental • Removes emotions from decision-making
and physical health • Applies logic and reason to make decisions or when
and wellbeing interacting with emotionally charged individuals.
• Recognizes the sources of stress and maintains
appropriate levels of challenge to motivate self.

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• Manages regular exercise, leisure activities, and time

away.
• Stays focused on life priorities and values
• Seeks knowledge of systems, equipment, capabilities,
Expands knowledge and situations, particularly information technology
of technical, systems.
technological and
tactical areas • Keeps informed about developments and policy changes
inside and outside the organization.
• Shows others how to accomplish tasks while respectful
and focused.
• Displays a positive attitude to encourage others and
Encourages open improve morale.
and candid • Reinforces the expression of contrary and minority
communications viewpoints.
• Displays appropriate reactions to new or conflicting
information or opinions
• Guards against groupthink
• Reflects on prior learning; organizes insights for future
Analyzes and application.
organizes
• Considers source, quality or relevance, and criticality of
information to create
information to improve understanding.
knowledge
• Identifies reliable resources for acquiring knowledge.
• Learns about issues of language, values, customary
behavior, ideas, beliefs, and patterns of thinking that
Maintains relevant influence others.
cultural awareness
• Learns about results of previous encounters when culture
plays a role in mission success.
• Learns about relevant societies experiencing unrest.
• Recognizes Army influences on unified action partners
Maintains relevant
and enemies.
geopolitical
awareness • Understands the factors influencing conflict and
peacekeeping, peace enforcing and peace-making
missions
• Evaluates one’s strengths and weaknesses.
Maintains self- • Learns from mistakes to make corrections; learns from
awareness employs experience.
self-understanding • Seeks feedback; determines areas in need of
and recognizes development.
impact on others
• Determines personal goals and makes progress toward
them.

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Develops Others

Army leaders, as stewards of the Army profession, must place the needs of
the Army as a whole above organizational or personal need. This is particularly true
in developing subordinates.

Leader development occurs through the lifelong synthesis of education,

training, and experience. Successful leaders balance the long-term needs of the
Army, the near-term and career needs of their subordinates, and the immediate
needs of their unit missions. The Army requires all its leaders to develop
subordinates into leaders for the next level.

The three developmental domains—institutional, operational, and self-

development—shape the critical learning experiences throughout soldiers’ careers.

Counselling, Coaching and Mentoring

Leaders have three principal ways of developing others. They can provide
knowledge and feedback through counselling, coaching, and mentoring.

The purpose of counselling is to review past or current performance to sustain

performance to sustain and improve current or future performance.

Coaching was used to guide learning or to facilitate skills improvement.

Lastly, Mentoring is used to provide guidance focused on professional or

personal growth.

Stewards the Profession

The Army requires focus on accomplishing the mission and improving the
organization. The competencies dealing with positive environment, self-
improvement, and developing others are the competencies related to stewardship.

Stewardship is the group of strategies, policies, principles, and beliefs that

pertain to the purposeful management and sustainment of the resources, expertise,
and time-honored traditions and customs that make up the profession.

Leaders serving as good stewards have concern for the lasting effects of their
decisions about all of the resources they use and manage. #

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Army Operating Concept

Rationale

The Philippine Army, as the principal land component of the Armed Forces of
the Philippines, will operate in a geographically divided land domain that is made
further complex by the evolving operating environment. Its ability to project its
capability to attain national objectives is limited and constrained by state of affairs
within certain dimensions and domains. As such, the Philippine Army will have to
harness, synergize and integrate its capabilities to attain strategic and operational
impact in order to address future threat.

Figure 1: Operational Design of the PA Operating Concept

The force characteristics surround the enabling and force competencies to show that it prescribes
and integrates the basic capabilities. The enabling competencies support the force competencies.
The force competencies, through the PAOC approaches anchored on the Multi-Dimensional
Operations, are applied to address the challenges at the Mission Types to achieve the PA Mandate
to accomplish the National Military Objectives. Note. Command and Control as well as Sustainment
and Force Management are placed on an arrow encompassing the other Force Competencies to
denote that they are inherent to all capabilities.

Central Idea

The Philippine Army as joint ready and combined arms force integrates its
competencies to employ land power which is the physical, non-physical and
cognitive capabilities that can deliver direct and indirect lethal and non-lethal effects.
The Philippine Army exercises land power in Multi-Dimensional Operations (MDO) to
develop strategic and operational effects in the attainment of military objectives.

MDO is the application of these capabilities to the operating environment and

the various domains within the full spectrum of conflict from peace to war. MDO
develops situational awareness and shapes the environment to avert conflict; deters
an adversary; decisively defeats the threat; and supports civil governance.

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A set of basic approaches was conceptualized to exercise land power in MDO

that will guide the Philippine Army in its current and future operations.

Approaches

Ready Force

It advances the idea of a standing force with a high level of readiness that is
strategically deployed and operationally employed. This concept sets the strategic
posture of the Philippine Army that shall be composed of a Force-in-Ready and a
Contingency Force. The Force-in-Ready occupies strategic locations where it can
address current and future domestic security crises, disasters, internal security and
asymmetric threats; and at the same time where it can immediately respond to
address territorial defense requirements.

The Contingency Force are Army units strategically positioned at the rear
areas as reserve forces. The Contingency Force shall provide flexibility if and when a
crisis escalates. Both Force-in-Ready and the Contingency Force, when necessary
will expand to incorporate ready reserve battalions of the reserve force.

This posture provides the Army the ability to disperse, consolidate, and rapidly
shift from one mission type to another, allowing the Army to address both high and
low intensity conflicts.

Collaboration

Army operations are part of a

concerted effort for a higher objective and
within the interests of the Filipino people.
PA forces must always conduct their
operations as part of the AFP joint,
interagency, inter-governmental and
multinational team, to protect and put
forward the country’s national interests.

The army shall also be ready to

conduct operations together with the
nation’s allies, strategic partners,
international organizations and the United
Nationals to promote the country’s
commitment to the international
community. This approach aims to gain
popular support; establish legitimacy of
action; and attain unity of effort between
the Army and its partners and
stakeholders.

Figure 2: Graphical Representation of the Ready Forces

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Pro-active Defense

For the Army to live up to its core

purpose of serving the people and securing the
land, it must be forward-looking. It must have
anticipatory land defense strategies and
capabilities as well as plans that deter conflicts.

The Philippine Army must ensure its

capability to execute a credible defense posture
through continuous efforts to develop its
capabilities and upgrade its force structure.
Figure 3: Strategic Posture under the
Ready Force Concept
Rapid Response

It is a crucial elements in the Army’s ability to respond to challenges within the

operating environment. This requirement translates to capabilities that allow the
Army to project its forces in a timely manner across the land domain and effectively
apply its warfighting capabilities in all domains. It utilizes elements of forward
deployment and rapid deployment.

This approach underscores the need for strategic bases throughout the
archipelago, greater mobility, a robust communication capability and the sustainment
of Army forces to perform their mission.

Land and Power Projection

This refers to the synchronized and far

reaching application of the cognitive, physical, and
non-physical capabilities of the Land Force. This
approach delivers these capabilities and develops
the desired effects not just in the domains of land, air,
sea, and cyber space but as well as in the political,
economic, social, technology and science,
environment and military spectrum.

The cognitive capacity emphasizes the human

dimension of projecting land power that will start with Figure 4: Graphical Representation
understanding the changing environment, forecasting of of Collaboration
events and outcomes, conceptualization of the required
balance mix of capabilities to address situation and its delivery within the appropriate
time and space, The physical and non-physical capabilities deliver lethal and non-
lethal effects, directly or indirectly, towards a desired outcome.

Force Characteristics

Adheres to Maneuver Warfare

Maneuver warfare is a concept that emphasizes the use of force in both lethal
and non-lethal ways to influence behavior and attain the objective. It is an indirect

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approach that seeks to attack the critical vulnerabilities of an adversary rather than
its center of gravity.

Advocates Adaptive Planning

Planning is inherent in all military forces, however, the Philippine Army should
ensure that it maintains the strategic initiative and is responsive to any crisis that
may arise. The adaptive planning process allows maximum collaboration among
staff and commanders by ensuring in-progress review at the different stages of the
planning cycle. Adaptive planning ensures common understanding and visualization,
development of contingency plans and coordinated execution.

High-level of Situational Awareness

The Army must develop the level of C4ISTAR capability that will provide a
high level of situational awareness at all levels of command and among partner
agencies. Situational Awareness is the ability of the Army to establish common
understanding of the challenges and risks that confront a force, the physical, and
non-physical aspects of the environment; and the disposition and array of forces with
which it will operate with. The ability to attain a high level of situational awareness is
influenced by the integration of these three critical systems:

a. Command and Control System allows the Commander to exercise

command and control over its units. It’s composed of the essential elements in
planning, monitoring and assessing the execution of a mission such as personnel,
equipment and facilities including the staff function processes and procedures.
b. Intelligence apparatus gathers and translates the information into
actionable intelligence.
c. Network Operations (NETOPS) refers to the capability to operate and
defend the PA informational system and composed of the operational, organizational
and technical capabilities.

Ensures Mission Command

The Army must have the competency to conduct operations through

decentralized execution based on the concept of operations and commander’s
intent.

Decisive Force

The Philippine Army will have to develop a high level of situational awareness
that is critical to arriving at informed decisions and acting appropriately to be decisive
force. It has to have the credible kinetic and non-kinetic capability that may be
applied to achieve the effects at the desired time and place to resolve a crisis, defeat
threats and attain national objectives. Lastly, it must have the ability to sustain the
application of these capabilities.

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Resilient force

The Philippine Army as a fighting force must have the ability to withstand the
impact of warfare. It must have the strength and ability to press the fight. Resiliency
of the Army is determined by its force protection, maneuver support and sustainment
capabilities.

Adaptive and Agile Force

The Army’s structure and functional capabilities will determine its ability to be
adaptive and agile. The Army needs a modular force of multi-functional units that can
be reorganized to adjust to a required force-mix to address the operating
environment within the time and space necessary to respond.

Joint Force

The Philippine Army, as part of the Joint Force, must be fully interoperable
with other services. It shall continuously develop and enhance integrating capabilities
especially in the Joint Functional Areas of Command and Control, Maneuver,
Intelligence, Protection and Sustainment.

Integrated Forces

The Army must be able to attain unity of effort with its military government and
civilian partners locally and internationally by fusion and synchronization of its action
through Stakeholder Engagement. Identifying and engaging key local, regional and
international actors is critical to the Army’s effort to prevent conflict, sustain
partnerships and enhance security and stability.

Regionally Engaged, Internationally Relevant

The Army as a vital component of the nation’s foreign diplomatic efforts. It

shall endeavor to enrich its relationship with its strategic and treaty allies, regional
partners and the international community. The Army’s regional and international
engagements hall focus on enhancing understanding, cooperation and partnership.
Moreover, this will develop the Army’s capabilities and its interoperability with other
military forces. In the long run, these will advance a secured and stable international
environment.

Connected

The physical and non-[physical infrastructures to support cooperation and

inter-operability at all levels are essential to ensure a collaborative approach.

Legitimate.

In the evolving operating environment where communities are interconnected

and perception plays a significant role in shaping any situation, legitimacy of military
action plays a decisive role. #

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Landpower Maneuver Concept

Central Idea

The Philippine Army as a joint-ready and combined arms force executes

Landpower maneuvers in multi-dimensional operation. Landpower maneuvers will be
executed in a Joint, Interagency, Intergovernmental, and Multinational (JIIM)
environment to seize the initiative, maintain dominance in the land domain, and
impact on the power spectrum in order to defend the strategic depth of the country
where the socioeconomic and political system of the Philippines reside.

Landpower maneuvers employ the elements- Strategic and Operational

Maneuvers, Information Operations, Army Diplomacy, and Force Development- in
four operational tempos. The maneuver shall develop situational awareness, shape
the environment, avert conflict, deter an adversary, decisively defeat the threat, and
support civil authorities and more. Operational tempos (OPTEMPO) describe the
scenario or conditions to which the Army operates.

> OPTEMPO 1 (Peacetime) refers to a condition of general stability and

peace wherein there is effective exercise of Philippine sovereignty.
> OPTEMPO 2 (Crisis to Conflict) refers to conditions of developing crisis
to conflict that is national in scope or as determined by the national leadership. Crisis
and conflict are incidents or situations that threaten the Philippines: political,
economic, or social systems; internal stability; national interests; and, sovereignty
and territory.
> OPTEMPO 3 (War) refers to the condition of conventional
confrontation. This condition requires the declaration of Congress wherein war is
imminent or occurring.
> OPTEMPO 4 (Normalcy) refers to the conditions after the resolution of
a crisis, conflict or war.

Elements of Landpower Maneuver

Landpower Maneuver recognizes four complementing and mutually

supporting elements. These elements are essential, at a wider perspective, to impact
on the domains in which the Army operates and to influence the power spectrum.
Dominant among these elements is the strategic and operational maneuver, which
requires the army to generate capabilities and capacities, strategically position its
forces, and operationally maneuver to generate effects to attain desired conditions;

Army diplomacy which sets necessary socio-political conditions favorable to

support Philippine Army endeavors in the accomplishments of its mandate; and force
development, which facilitates the development of essential Army capabilities. These
supporting elements extend depth of defense that the Philippine Army can achieve.

1. Strategic and Operational Maneuvers- Strategic and Operational

maneuvers integrate and synchronize the land force strategic posture, capabilities,

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offensive and defensive action and support to Civil Authorities (SCA) for defense- in-
depth.

2. Information Operation- A critical element if Landpower Maneuver,

Information Operation (IO) is the Philippine Army’s communication strategy to
achieve information superiority. It provide the PA the ability to operate in the
information environment and address the human dimension of the operating
environment.

3. Army Diplomacy- In consonance with the national government’s

diplomatic effort, Army Diplomacy is the peaceful employment of Army resources to
advance local, regional and international partnerships and military alliances; improve
situational awareness, and contribute to capability development.

4. Force Development- This refers to the key function of the Philippine

Army to develop a credible land force capable of addressing multiple scenarios and
threats.
Enabling Concepts

Eight enabling concepts are given emphasis to facilitate and support the
elements of the Landpower Maneuver Concept. The enabling concepts for
Landpower Maneuver are: Command and Control (C2), Combined Arms Operations,
Intelligence, Fires, Special Operations, Civil-Military Operations, Sustainment, and
Total Force.

Command and Control (C2)

It is critical to integrate and synchronize the different combat capabilities in

order to generate the full potential of the land force. It is defined as the exercise of
authority and direction by properly designated commander over assigned and
attached forces in the accomplishment of a mission.

Combined Arms Operations

This is a methodology that integrates the employment of the different combat

arms, combat support, and sustainment capabilities to attain synergistic effects.

Intelligence

Intelligence is a vital element of Army warfighting functions that facilitates

understanding of the operational environment, enemy, terrain, and civil
considerations.

Fires

Combined arms fires shall be synchronized and coordinated in a joint

environment. The purpose of fires is to destroy or suppress enemy capabilities,
support maneuver, and provide protection.

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Special Operations

The purpose of special operations is to provide scalable option for crisis

resolution, security, stability operations and major confrontations. This will be
accomplished by providing unique and specialized capabilities to achieve military
objectives of strategic and operational importance in hostile, denied or politically
sensitive areas.

Civil Military Operations (CMO)

As an indigenous and potent Philippine Army capability, CMO provides the

physical, non-physical, and non-lethal components of Information Operations. The
purpose of CMO is to gain popular support, establish legitimacy, protect the force
and influence the adversary’s cognitive capability.

Sustainment

This is a critical enabling concept that generates and sustains Landpower. At

most, it determines the depth and reach of Landpower during shaping and decisive
action. Sustainment has three basic elements: personnel services, health services,
and logistics. The purpose of Sustainment is to maintain combat power and
endurance across the depth of the operating environment.

Total Force

This concept is the employment and mobilization of the Regular Force, Ready
Reserve, and volunteers from the other sectors of the society in times of war or
national emergency. The Regular Force refers to the standing force in times of
peace consonant to its adequate and actual needs for the security of the State but
which can be rapidly expanded by the well-disciplined Citizen Forces in the event of
war, invasion or rebellion. The PA Reserve Force is composed of civilian volunteers
that are incorporated to the Philippine Army Reserve (Ready Reserve Standby
Reserve and Active) and Affiliate Reserve Components.

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Combined Arms Operations

Introduction to Combined Arms Operations

Combined Arms Operations is an approach to warfare which seeks to

integrate the different capabilities of an army to achieve mutually complementary
effects capable of overwhelming enemy forces. Combined arms hit the enemy with
two or more capabilities simultaneously in such a manner that defense from one
capability makes the enemy vulnerable to the other.

The shock and awe produced by the simultaneous use of multiple capabilities
overwhelm the enemy through lethal and non-lethal means thereby reducing the
enemy’s will and capacity to fight, ultimately leading to mission accomplishment of
friendly troops. It is the synchronization, integration, and seamless execution of
capabilities to attain desired effects.

Lower-echelon units of a combined arms team may be of similar types, a

balanced mixture of such units are combined into an effective higher-echelon unit,
whether formally in a table of organization or informally in an ad hoc solution to a
battlefield problem

Combined Arms Operations is not a new concept in warfare. For centuries,

armies have been using different kinds of combat arms to defeat their enemies and
triumph in battle. Skirmishers, cavalry, foot soldiers, and artillery have been used in
combination with one another to impose a nation’s will on another or defend their
territory.

The wars and conflicts that followed the Second World War would see to it
that armies continued the development of their combined arms doctrines and tactics.
Developments in military technology has produced more types of capabilities that
can be used in Combined Arms Operations, however the basic principle remains to
be the same, that is, Combined Arms Operations utilizes different capabilities to be
triumphant over an enemy.

Combined Arms Operations in Philippine Settings

Combined Arms Operations is not new for the Philippine Army. Throughout its
history, the Philippine Army executed operations by employing two or more
capabilities in numerous instances. However, because of the absence of doctrine,
Combined Arms Operations is not fully entrenched in the Army’s system. Numerous
major events highlighted the employment of Combined Arms Operations in the
Philippine Army.

In War Plan Orange 3 during World War II, combined arms capabilities were
utilized during the defense of Bataan and Corregidor. American and Filipino units
such as infantry, cavalry, tank, field artillery, and engineer regiments, along with the
quartermaster and medical corps among others, collectively contributed in the
defense of the Philippines and delayed the timeline of Japanese forces for almost
four (4) months. The Japanese invaders also utilized combined arms against the

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Filipino and American defenders. The assault on Bataan was a combination of

infantry, armor, artillery, and supported by aircraft. With the fall of Bataan, Corregidor
was bombarded by a combination of artillery and aircraft bombing and strafing runs.
The inclusion of armor assets as part of the assault force at Corregidor changed the
tide of battle. This was complicated by the lack of anti-armor capability of the
defenders of Corregidor. In the end, the combination of Japanese infantry and armor
forced the surrender of Corregidor and the cessation of organized defense for the
Philippines.

The most classic example of Combined Arms Operations by the Philippine

Army was exemplified by the Philippine Expeditionary Force to Korea (PEFTOK)
when a total of five (5) Battalion Combat Teams (BCT) were sent during the Korean
War from 1950 to 1955. The BCTs are highly mobile, compact, and self-supporting
battalion-sized fighting units designed to operate independently of each other in their
area of operations.

Each BCT, called the Philippine or Filipino Battalion, consisted of three rifle
companies, a heavy weapons company, a headquarters company, and a 105mm
howitzer company. The 10th BCT (Motorized), the first BCT to be deployed and only
PEFTOK BCT with an armor component, had a company of 29 M4 Sherman Tanks
and a company of M5 Stuart Light Tanks.

In its campaign against secessionist and terrorist groups in Southern

Philippines, the Philippine Army often employs multiple capabilities to accomplish its
mission. A combination of infantry, mechanized infantry, and light armor units
conduct operations as part of a larger force. Artillery fires, close air support and
sometimes naval gunfire provide fire support for maneuver forces.

Likewise, intelligence, surveillance, and reconnaissance provide essential

information on the picture of the battlefield. Sustainment units provide logistics,
personnel, and medical services to fighting units while CMO units projects the
legitimacy of the Army’s actions and provides liaising to local authorities, local and
national line agencies, non-governmental organizations, and international aid
agencies.

In the Army’s campaign against secessionist and terrorist groups several

operations proved the importance of combined arms namely in the Reina Regente
Campaign; Battle of Malitubog-Maridagao Complex; Battle of Dunguan, Aleosan,
North Cotabato; Battle of Buldon, Maguindanao; Battle of Rajah Muda; the fall of
Camp Abubakr, Maguindanao; and, Butig Campaign, Lanao Del Sur.

In the campaign against the CPP-NPA-NDF (CNN), the Philippine Army

utilized its different capabilities in its objective of eliminating CNN influence and
combatants in the provinces. The CNN as, a different threat group from the
secessionist and terrorist groups called for a different strategy that gave focus on
winning the hearts and minds of the populace. This difference gave attention to
efforts that support national development in order to address root causes of the
insurgency. Combat operations against the CNN saw the utilization of SOF units
supported by infantry, armor, and artillery assets, complemented by intelligence
units, which resulted in the elimination of CNN strongholds. A case in point is the

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operations against the CNN stronghold in Marag Valley, Apayao during the height of
insurgency in the late 80’s and the recent capture of the main camp of the Eastern
Visayas Regional Part Committee in 2010 which saw the employment of SOF back
by infantry and armor units and supported by artillery and air support in a
coordinated and synchronized manner.

The Zamboanga City Crisis in September 2013 presents one of the most
recent Combined Arms Operations done by the Philippine Army. During the 21-day
battle, the Army employed a combination of infantry and armor units to engage the
rouge MNLF fighters in Zamboanga City. Special Operations Forces were however
heavily utilized during the battle. Fire support was limited to indirect fire support
provided by mortar teams and armor units had limited firepower in terms of
penetrating the concrete cover and target acquisition capabilities to effectively
engage enemy units in the urban environment. Armor assets were utilized in
establishing foothold, providing armor protection, and providing suppressive cover
during the insertion of SOF and infantry units in areas occupied by the enemy.
Intelligence units provided real time intelligence utilizing unmanned aerial system.
CMO units conducted loudspeaker operations and psychological operations to
dissuade the enemy, rally popular support, and establish the legitimacy of the
military action. Sustainment units provided logistical and medical support to troops.
Overall command and control was provided by the 1st Infantry Division.

Philippine Army has been performing a non-traditional role of conducting

Humanitarian Assistance and Disaster Response operations due its nature of having
the necessary organization, training, personnel, and equipment that can respond to
disasters. This stems from the fact that military assets can not only be employed for
combat purposes but can also be utilized in disaster response and rehabilitation
operations. For instance, in the aftermath of Typhoon Yolanda there was a need for
the integration and synchronization of the different capabilities of the Army and AFP
in general in providing support to civil authorities.

The need for combined arms was highlighted in the exigency for the Army to
provide area security to restore law and order in the affected areas and support
movement of relief goods to include the security of such supplies.

Also highlighted was the need to establish lines of communication particularly

during the first few hours after the landfall of Typhoon Yolanda in Tacloban. Army
engineers also played an important role in clearing road nets and establishing
alternate supply routes to immediately access and provide relief goods to isolated
areas. Likewise, K9 elements painstakingly conducted search and rescue operations
and were instrumental to the recovery of numerous victims.

Lastly, the establishment of a better picture of the operating environment was

needed to assess which areas are to be prioritized in terms of providing relief. While
non-combat in nature, the utilization and synchronization of the different capabilities
proved to be vital in the success of the operations after Typhoon Yolanda.

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The Operational Environment and Its Effects to Combined Arms Operations

The operational environment is a composite of the conditions, circumstances,

and other factors that affect the employment of capabilities and bear on the
decisions of the commander. Army leaders plan, prepare, execute, and assess
operations by analyzing the operational environment in terms of the operational
variables and mission variables.

The operational variables consist of political, military, economic, social,

information, infrastructure, physical environment, and time (PMESII-PT). On the
other hand, mission variables consist of mission, enemy, terrain and weather, troops
and support available, time available, civil considerations (METT-TC). The
interaction of these variables in a specific situation, domain (land, maritime, air,
space, or cyberspace), area of operations, or area of interest describes a
commander’s operational environment but does not limit it. Operational
environments are not static.

Within an operational environment, an Army leader may conduct major

combat, military engagement and humanitarian assistance simultaneously. Army
doctrine has always stated that Army forces must be prepared to transition rapidly
from one type of operation to another. Army forces simultaneously and continuously
combine offensive, defensive, and support to civil authority through a blend of
Combined Arms Operations and security operations.

The Philippine Army’s operational environment has the following physical and
non- physical characteristics that impacts the employment of combined arms
capabilities:

a. Archipelagic – The Philippines consists of around 7, 100 islands. Every

island has a unique physical characteristics ranging from vast flat terrain to
mountainous terrain and long coastlines. The variable size and resources of each
island allows for long- term habitation and development. The characteristics of these
physical operating environments dictate that most military operations are affected
and influenced by the archipelagic nature of the Philippines with four (4) distinct
physical domains: land domain, maritime domain, air domain, and cyberspace
domain. Emphasis is given on the land domain, the area of the Earth’s surface
ending at the water mark and overlapping with the maritime domain in the landward
segment of the littorals, as this where Combined Arms Operations is most likely to
take place. The employment of CATms in such archipelagic nature requires vast
amount of logistics. Considerations must be included in terms of rapidly transporting
units that can be as large as Brigade Combat Team either through the air or sea. For
example, terrain features may restrict inland transportation and mobility corridors.
While in the case of water transportation, crossing rivers are challenges that can be
overcome through appropriate bridging equipment and techniques. Inter-island
crossing on the other hand may require the lift capability of the Air Force and the
Navy.

b. Disaster-Prone – Its geographic location along the “Pacific Ring of Fire”

and “Pacific Typhoon Belt” makes the Philippines prone to natural calamities. With
this, the Philippine Army’s role in HADR will continue to compete with its traditional

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role of warfighting. The disaster prone nature of the Philippines implies that CATms
are expected to conduct operations other than war particularly utilizing its different
components to conduct DRRO.

c. Highly Urbanized – The continuous development of urban centers in

the country makes urban areas inevitable battlefields in the future. Thus, it is
imperative for the Philippine Army to protect such urban areas and prepare for
eventual engagement in urban terrain. The various vertical and horizontal
constructions or their destroyed state in urban areas provide both advantages and
disadvantages. Collapsed structures and other man-made obstacles can hamper
both enemy and friendly forces’ movement and the ability to immediately breach
these obstacles will ensure the maneuverability and tactical advantage of CATms .
On the other hand, protected areas such as cultural and heritage sites, hospitals,
places of worship, and other places of refuge provide a ceiling in the optimal
application of the destructive effects of Combined Arms Operations.

d. Universally Connected – The cyberspace domain is expanding its

reach rapidly. Global economic, social, and communication systems are continuously
being interconnected which makes the physical distance between people,
organization, and other entities immaterial. This allows information to be
disseminated through various platforms including the internet, telecommunications
networks, and computer systems among others, at rates never seen before. This
highly connected environment caused by the expansion of the cyberspace presents
both opportunities and uncertainties for the Philippine Army. A connected and
network centric CATms allows for the seamless vertical and horizontal execution of
mission command between and among CATms and the operational headquarters. In
addition, this helps provide the commander and other units a common operational
picture of the operating environment which aides in decision making.

e. Politically, Economically, and Socially Constrained – The strategic

direction of the Philippine Army and the AFP in general still anchors on the national
priorities which are in turn influenced by the varying political and social landscape at
the international and local level. The fluid nature of the international system and the
country’s economic development, cognizant of various economic pressures and
fiscal limitations, eventually affects the Philippine Army’s development. These
constraints have direct effect on Combined Arms Operations in terms of developing
the capabilities of the different combat arms for Combined Arms Operations.

f. Collective Environment – In general, collective environment is

characterized by the collaboration of various government, non-government agencies,
organizations, and partner nations towards the achievement of shared interests,
concerns, responsibilities, and develop partnerships for the common good. For
combined arms, this means that future operations, either military in nature or
operations other than war will in one way or another be conducted in collaboration
with other entities.

g. Culturally Diverse – The archipelagic nature of the Philippines and

interaction with other countries paved the way for the development of different ethnic
groups that have different cultural practices, norms, and traditions. Thus in order to

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establish legitimacy and generate popular support in military operations across the
country, the idiosyncrasies of these different ethnic groups need to be considered.

Combine Arms Teams in Landpower Maneuver

Landpower Maneuver is the Philippine Army’s land defense strategy that

provides an overarching construct on how the Army, as part of the joint force, will
conduct prompt and sustained land operations in order to secure the nation’s
sovereignty and land territory.

The PA Landpower Maneuver calls for the organization of a Combined Arms

Team (CATm) which shall be the basic organization of the Philippine Army combat
force. The CATm is composed of the different combat arms, combat support and
combat service support units that are further categorized into maneuver, maneuver
support, and combat sustainment components to emphasize the required combined
arms effect that the team must deliver.

These components are likewise held together by effective command and

control. The CATm has a maneuver component to defeat a threat; a maneuver
support component to ensure operational maneuverability; and a combat
sustainment component to ensure force generation and regeneration throughout the
operations.

All in all, the execution of combined arms operations ensures the

accomplishment of four key tasks namely: defeat a threat; ensure operational
maneuverability; gain popular support and legitimacy of action, and; support civil
authorities.

Fig. 1. Combined Arms Team in the Landpower Maneuver

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Combined arms operations is executed in both strategic and operational

maneuvers. Strategic Maneuver encompasses the Army’s posturing of its CATms.
The strategic posturing of the Army’s CATms will deter armed confrontation, and
facilitate operational maneuvers to preempt, defeat, and destroy the threat as part of
the overall defensive operations. During Operational Maneuver, Combined Arms
Operations deliver the decisive effects in offensive, defensive, security, and support
to civil authorities operations.

The primary goal of combined arms operations is the attainment of four key
tasks namely to defeat a threat; ensure operational maneuverability; gain popular
support and establish legitimacy of action; and support civil authorities. Defeating a
threat refers to the condition. To ensure operational maneuverability, Combined
Arms Operations defeats threats that allows for the execution of the different facets
of Army operations particularly offense, maneuverability of the force like mobility and
counter mobility tasks delivered by army combat engineers.

Popular support and the establishment of legitimacy of action are vital

elements to Combined Arms Operations. Popular support helps combined arms
teams to harness the potential of the population to support army operations.
Combined Arms Teams as part of the Philippine Army operates within the legal
boundaries of both domestic and international laws. It adheres to the rule of law and
the respects human rights and conventions on warfare. Combined Arms Operations
support civil authorities by strengthening civil capacities in order to ensure stability.

Combined Arms Operations Framework

The combined arms operations framework provides a logical way of

understanding how Combined Arms Operations as an integral component of
landpower maneuver contributes in addressing multiple challenges within the
operational environment by employing all elements of Army power to achieve
strategic and operational objectives.

It also discussed the applicability of Combined Arms Operations as the Army’s

contribution to the joint force in the conduct of Full Spectrum Operations (offensive
operations, defensive operation, security operations and support to civil authorities).
More importantly, it illustrates how the different capabilities are integrated and
synchronized to develop a proper force mixed, a combined arms team, and
seamlessly executes a mission to achieve destructive, constructive, obstructive, or
informational effects on the battlefield.

The emerging operational and security environment poses several threats and
challenges that the Army will have to face in the future. This is coupled with the
emerging notion of a Joint, Inter-Agency, Intergovernmental and Multinational
operations wherein the Army will not exclusively operate within a particular physical
environment but will in one way or another interact with other warm bodies or
organizations.

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Fig. 2. Combined Arms Operations Framework

In this particular context, the Army formulated the Landpower Maneuver to

provide the land defense strategy in conducting prompt and sustained land
operations and its necessary elements in order to defeat the various threats and
challenges.

One of the major elements of Landpower Maneuver to defeat threats and

challenges is through Combined Arms Operations or the synchronization, integration,
and seamless execution of Army capabilities to achieve desired effects. The backbone
of Combined Arms Operations is the synergy of Maneuver, Maneuver Support, and
Combat Sustainment components.

Maneuver, Maneuver Support, and Combat Sustainment emanates from the

different warfighting functions under Army Power. Army Power is the summation of the
potency that any total Army force generates. It is composed of the warfighting
functions (Mission Command, Movement and Maneuver, Fires, Intelligence, CMO,
Protection, and Sustainment) enhanced by information operation and held together by
leadership. It is the total means of destructive, obstructive, constructive, and
information capabilities that a military unit can apply at a given time.

Combined Arms Operations is executed across the Full Spectrum Operations

that is from Offense, Defense, Security Operations, and Support to Civil Authorities
Operations.

a. Offensive operations defeats threat on land by combining destructive

effects to destroy, neutralize, weaken, and/or attrite enemy forces while protecting
own forces.

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b. Defensive operations combines destructive and constructive effects

to disrupt enemy advance, defeats enemy offensive actions, gains time for friendly
forces, economize forces, and develops conditions favorable for offensive operations
while protecting own forces.

c. Security operations is combining obstructive, constructive, and

informational effects to address internal security threats, protect the populace and
achieve internal peace and security.

d. Support to civil authorities combines constructive and informational

capabilities in coordination with other instruments of national power to maintain or re-
establish a safe and secure environment; provide essential government services,
emergency infrastructure reconstruction, and humanitarian relief. Particularly,
support to civil authorities operations strengthen the capacity of civil authorities for
law enforcement, national development, natural resources and environmental
protection, and disaster response and mitigation efforts in order to ensure stability,
which is critical to secure the country’s strategic depth. #

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Land Domination Doctrine

Philippine Army Warfighting Philosophy

Army forces are the decisive component of land warfare in joint and
multinational operations. The Philippine Army organizes trains, equips, controls and
manages its forces to fight and win the nation’s armed conflicts and achieve directed
national objectives from the civilian leadership.

Fighting and winning the nation’s armed conflicts are the foundations of Army
service - the Army’s non-negotiable contract with the Filipino people and its enduring
constitutional obligation to the Filipino nation.

As such, Philippine Army forces are always expected to DOMINATE its

operational environment to ensure success within the Philippine territory or in some
other foreign land as part of a multinational coalition and sanctioned by international
law. Again, the Philippine Army is not an expeditionary force. Its current focus is
primarily for the defense of its sovereignty by dominating the situation on land. It is
done for the purpose of enabling civil governance, both national and local, to function
effectively and efficiently.

Because Army forces fight and win the nation’s armed conflicts, they also
deter them. The object of deterrence is to impose the will of the state and non-state
political and military leaders on potential hostile entities within our territory, foreign or
domestic. Deterrence establishes in the minds of potential adversaries that their
actions will have unacceptable consequences.

Army forces deter by threatening these hostile forces’ means of power

usurpation and population control, with the ability to engage in decisive combat in
order to seize and occupy hostile force base areas. Army forces, poised for action,
signal the unquestioned commitment of the Philippines to fight and win if deterrence
fails.

Deployed, combat-ready Philippine Army forces reassure allies and the

Filipino people in general, as they deter potential enemies. The presence of Army
forces usually contributes more to the situation than their potential combat power.
Army forces on the ground demonstrate that the Government of the Republic of the
Philippines (GPH) is willing to win the peace.

It is committed to secure the nation’s patrimony and territory with military

power against all threats, foreign or domestic. Historically, security brings opportunity
for stability, and with it, the potential for economic and political development. The
Filipino people and Philippine Army both benefit directly from the cooperation that
continuous contact makes possible.

The Army’s war fighting focus produces a full spectrum force that meets the
needs of unified and joint force commanders (UCs/JFCs) in war, conflict, and peace.
In war, Army forces form the nucleus of the joint force land component - imposing
the nation’s will on a hostile force and causing his collapse. In conflict, Army forces

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deploy quickly into an area of operations (AO) to deter adversaries and potential
enemies from establishing their influence and preclude them from gaining an
operational advantage. If deterrence fails, Army forces defeat the hostile force, end
the conflict on terms that achieve national objectives, and establish self-sustaining
post-conflict stability. Early movement of Army forces retains initiative and freedom
of action by providing UCs complementary means of conducting decisive offensive
operations at times and places of their choosing.

If circumstances require, Army forces block a hostile force’s offensive and

deliver the counteroffensive blow necessary to win as rapidly as possible. In peace,
Army forces train for war. They also help shape the international security
environment through peacetime military engagement (PME) activities. Philippine
Army forces help civil authorities prepare for and respond to natural or manmade
disasters as well.

The Philippine Army Mission Essential Tasks

The Philippine Army’s mission essential task lists (METL) is derived from
statutory requirements, operational experience, strategies for employing military
forces, and operational requirements of the combatant commanders. They are the
operational expression of the Army’s core competencies contained in PAM 01.
Although these tasks are termed the Army METL, all Army units develop their own
situation-focused METLs.

To perform the Army METL tasks, the Army continuously integrates doctrine,
organization, training, materiel and logistics, personnel, leader development, and
facilities (DOTMPLF).The Philippine Army Mission Essential Tasks are: Shape the
Security Environment; Dominate Land Operations; Respond Promptly to Crisis;
Mobilize and Train the Reserve Army; and Provide Support to Civil Authorities.

The Army METL tasks describe what well-trained, superbly led, and well-
equipped soldiers do for the nation. They state what the Army does so the nation can
use its military power effectively across the full spectrum of operations in war,
conflict, and peace. While focused on the land dimension, Army forces complement
other service forces in unified action.

The ability of Army forces to perform these tasks generates the credible land
power necessary for UCs to preclude and deter hostile threat force action, win
decisively if deterrence fails, and establish a rapid return to sustained post-conflict
stability. Thus, Army forces expand a UC’s range of military options in full spectrum
operations. Full spectrum operations are the range of operations Army forces
conduct in war and military operations other than war.

Shape the Security Environment

The national security and national military strategies establish an imperative

for engagement. The Philippines will remain politically and militarily engaged in the
world and will always strive to achieve military superiority over potential adversary.
Engagement elevates to mission status the role of the Armed Forces of the
Philippines in shaping a domestic, regional and international environment that

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promotes and protects Philippine national security interests, before the threat of
conflict arises. Participation in international defense and security engagements,
peacekeeping operations and humanitarian assistance operations enhance the
ability of Philippine Army forces to engage other nations - their people, governments,
and militaries.

Philippine Army forces pursue engagement through presence on the ground

and PME activities. Army forces conduct PME activities anywhere in the Philippines
and in other nations through alliance and coalition operations. Through PME, Army
forces contribute significantly to promoting domestic, regional and global stability,
reducing potential conflicts and threats, and deterring aggression and coercion.

Domestic PME activities are proactive, opportunity-based endeavors

conducted at selected areas within the Philippine archipelago to shape the local
security environment in the advancement of national interests. Regional and
international PME activities, on the other hand, strengthen alliances and coalitions,
and foster the development of democratic institutions. Working with allies and
potential coalition partners, Philippine Army forces foster bilateral and multilateral
relationships, increase military openness, enhance cooperation, and advance
regional and international conflict prevention and resolution mechanisms.

By conducting domestic PME activities, Philippine Army forces continually

help unified commanders shape their areas of responsibility (AORs). In this context,
PME activities are developmental operations directed within a unified commander’s
campaign plan. As such, they are planned and conducted like any other military
operation. Army forces, especially Army engineering and health support units, are
well suited for PME missions.

Other PME activities are directed at potential adversaries. Those activities

reduce the potential for instability and conflict in concert with leading allies by
discouraging arms races, countering the proliferation of weapons of mass
destruction (WMD), combating terrorism, and deterring aggression. The involvement
of Philippine Army forces performing these PME activities provides a visible sign of
Philippine commitment to peace and stability.

Dominate Land Operations

For war and contingencies to be decisive, its outcome must be conclusive.

Philippine Army forces today are the preeminent land forces in the Philippines. That
pre-eminence translates into the ability to dominate land operations - the decisive
complement to air and sea operations. The threat or use of Army forces is the
ultimate means of imposing the nation’s will and achieving a lasting outcome. Land
operations seize the initiative against hostile forces, bases and resources, destroy
his armed capability, and eliminate his means of controlling and influencing the
population. Only land forces can exercise direct, continuing, discriminate, and
comprehensive control over land, people, and resources.

Ultimately, it is the ability of Army forces to close with and destroy the hostile
force that allows the Army to dominate land operations. Army forces close with and
destroy hostile forces through maneuver and precision direct and indirect fires. An

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adaptive hostile force attempts to lessen the effects of operational fires. However,
with their inherent qualities of on-the-ground presence and situational understanding,
Army forces make permanent the otherwise temporary effects of fires alone.
Domination extends from the certainty in the minds of hostile force commanders that
close combat with Army forces, backed by air and naval forces will have two
outcomes - destruction or surrender.

Sustained land operations establish the conditions required for long-term

national objectives. Army forces can conduct sustained, large-scale full spectrum
operations throughout the area of operations. Army forces are inherently durable,
self-sustaining, and self-replenishing. This endurance allows them to remain in an
area of operations as long as the national command authorities (NCA) require.
Faced by an enemy capable of prolonged resistance, Army forces create and
maintain conditions that lead to the hostile force’s ultimate defeat.

Philippine Army operational-level organizations include divisions, Army

service component commands (ASCCs), and other functional and multifunctional
regiments. These organizations are resourced, trained, and equipped to dominate
opposing land forces, control vast land areas, assist in the governance of occupied
areas, and control populations and resources. Their capabilities include operational
and tactical maneuver and fires; command and control (C2) of Army and joint forces;
intelligence; military and civil engineering; and sustainment support (SS). These
capabilities include unconventional warfare, rapidly deployable direct action
operations, information operations (IO), special reconnaissance, counterterrorism
and civil military operations (CMO) that include public affairs (PA), civil affairs (CA),
and Information Support Affairs (ISA).

Robust operational support and sustainment support to the joint force make
sustained land action possible. Key Army operational-level support organizations
include Army operational and sustainment support commands that provide
transportation (ground lift), supply, engineer, chemical, finance, medical, intelligence,
and personnel support units and services. These organizations give Army force
commanders the functional expertise and C2 capabilities necessary to provide
sustained support to the joint force. If necessary, they expand to provide the support
required for each phase of the UC’s campaign.

The Army also maintains the structure and expertise necessary to develop,
acquire, and supply the equipment and supplies for full spectrum operations. In
addition to supplying Army forces, the Army manages certain commodities, such as
conventional ammunition, for all services. It also maintains the research and
development capabilities and linkages to local and international suppliers that give
Army forces the best equipment possible.

Respond Promptly to Crisis

UCs and Army units organize actions in time and space to present a hostile
force with simultaneous, multidimensional threats - land, air and sea. The strategic
responsiveness of Army forces adds dominance of the vital land dimension to the
capabilities of joint forces. In today's environment, potential enemies understand the
dynamics of dimensional combat. They will attempt to sequence their activities while

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consolidating their position before significant land forces can defeat them.
Responsive Army forces give UCs the ability to conduct operational and tactical
maneuver on land early in the operation. Operational and tactical maneuver provides
the basis for Army forces to seize and retain the initiative and dictate the terms of
land combat. Prompt response increases the magnitude of the hostile force’s
dilemma exponentially. It allows the UC to apply military power in complementary
and asymmetric ways. This allows the joint force to quickly build and maintain
momentum and win decisively.

Army forces respond to crises in all environments. They are versatile enough
to dominate any situation. Army commanders tailor and train forces to react quickly
to any crisis, regardless of its nature or the circumstances.

Mobilize and Train the Reserve Army

The Army maintains the ability to mobilize and train the nation’s land force
reserve forces to meet national contingent needs or the requirements of war or
national emergencies, as mandated by existing laws. The Army should also have the
facilities, equipment, systems, procedures, and manpower necessary to generate
sustained combat power from these forces rapidly and effectively.

It is impossible to guarantee that active component forces will always be

properly configured or sufficiently manned and equipped to meet either unexpected
contingencies or the requirements of sustained land combat. Providing the means to
expand the Army ensures that the National Command Authorities (NCA) can
confront unforeseen threats to national security. Integrated approaches to DOTMPLF
ensure that all Army components stand trained and ready for action.

Provide Support to Civil Authorities

Army forces adapt and tailor their warfighting capabilities using full spectrum
operations to complement and support civil authorities and agencies. In times of
need, Army forces provide support and expertise to reinforce or fill critical
requirements beyond the immediate capabilities of civil authorities and agencies.
The presence of trained and ready Army forces, both active and reserve, contributes
to the security and defense of the country. The Army can rapidly respond to natural
or manmade disasters as well as threats to security because it possesses a robust
and diverse force structure and maintains a substantial physical presence throughout
the archipelago.

Doctrine and the Philippine Army

Doctrine is the concise expression of how Army forces contribute to unified

action in campaigns, major operations, battles, and engagements. While it
complements joint doctrine, Army doctrine also describes the Army’s approach and
contributions to full spectrum operations on land. Army doctrine is authoritative, but
not prescriptive. Where conflicts between Army and joint doctrine arise, joint doctrine
takes precedence.

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Doctrine touches all aspects of the Army. It facilitates communication among

soldiers no matter where they serve, contributes to a shared professional culture,
and serves as the basis for curricula in the Army Education System. Army doctrine
provides a common language and a common understanding of how Army forces
conduct operations. It is rooted in time-tested principles, but is forward-looking and
adaptable to changing technologies, threats, and missions. Army doctrine is detailed
enough to guide operations, yet flexible enough to allow commanders to exercise
initiative when dealing with specific tactical and operational situations. To be useful,
doctrine must be well known and commonly understood.

As the Philippine Army’s keystone operations manual, this manual provides

the principles for conducting operations. It describes the Army’s operational-level
role of linking tactical operations to strategic aims and how Army forces conduct
operations in unified action. This manual bridges the Army and joint operations
doctrine. It also links Army operations doctrine with Army tactical doctrine.

The Spectrum of Conflict

The spectrum of conflict is the backdrop for Army operations. It places levels
of violence on an ascending scale marked by graduated steps. (See Figure 2-1.) The
spectrum of conflict spans from stable peace to general war. It includes intermediate
levels of unstable peace and insurgency. In practice, violent conflict does not
proceed smoothly from unstable peace through insurgency to general war and back
again. Rather, general war and insurgencies often spark additional violence within a
region, creating broad areas of instability that threaten national vital interests.

Additionally, the level of violence may jump from one point on the spectrum to
another. For example, unstable peace may erupt into general war, or general war
may end abruptly in unstable peace. Therefore, the four levels are not an exclusive
set. Nonetheless, the spectrum of conflict provides a tool to understand and visualize
the level of violence and the corresponding role of the military in resolving a conflict.

Army forces affect the operational environment as they operate to accomplish

their mission. Commanders seek to establish conditions favorable for conducting
subsequent operations and tasks. They consider not only their follow-on missions
but also how to restore a stable peace. If stable peace is not readily attainable,
commanders design operations so that in the end, they lower the violence level as
much as possible. When operating anywhere on the spectrum, commanders and
staffs consider how to move the level of violence toward stable peace.

Figure 5: The Spectrum of Conflict

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Stable Peace

Stable peace is characterized by the absence of militarily significant violence.

Activities of actors (such as national government agencies, local government units,
corporations, and nongovernmental organizations) are confined to peaceful
interaction in politics, economics, and other areas of interest. Peaceful interaction
may include intense competition as well as cooperation and assistance. While
tensions do exist, all recognize that their interests are best achieved by means other
than violence.

Unstable Peace

When one or more parties threaten or use violence to achieve their objectives,
stable peace degenerates into unstable peace. Unstable peace may also result
when violence levels decrease after violent conflict. In some cases, the Army maybe
directed to apply force to limit conflict.

Preventing a return to violent conflict may require peace operations.

Sometimes stable peace is not immediately achievable. At those times, the goal of
conflict termination is establishing conditions in which peace operations can prevent
conflict from recurring. Doing this allows the instruments of national power to work
toward stable peace.

Insurgency

An insurgency can be defined as an organized movement aimed at the

overthrow of a constituted government through the use of subversion and armed
conflict. It is a condition of politically motivated conflict involving significant intra- or
interstate violence but usually short of large-scale operations by opposing forces.
Insurgencies often include widespread use of irregular forces and terrorist tactics.

An insurgency may develop in the aftermath of general war or through

degeneration of unstable peace. Insurgencies may also emerge on their own from
chronic social or economic conditions. Intervention by a foreign power in an
insurgency may increase the threat to regional stability.

General War

It is armed conflict between major powers in which the total resources of the
belligerents are employed, and the national survival of a major belligerent is in
jeopardy. General war usually involves nation-states and coalitions; however, civil
wars may reach this level of violence. In general war, large and heavily armed
conventional forces fight for military supremacy by conducting major combat
operations.

These operations aim to defeat the adversary’s armed forces and eliminate
the enemy’s military capability. These conflicts are dominated by large-scale
conventional operations but often include asymmetric warfare.

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The Spectrum of Conflict, Operational Environments and Army Forces

From the Defense Mission Areas (DMAs), the Philippine Army derives six (6)
operational environments that total army forces must be adept in and prepared for.
These are the “areas of expertise” where Army power will be used to achieve
political strategic ends, either as an independent force or part of a joint force.

a. Internal Security (IS) – Suppresses insurgency & other serious threats

to internal security; and, combat terrorism.

b. Territorial Defense (TD) –Secures the sovereignty of the state and the
integrity of the national territory from direct armed aggression or invasion and
secures the national territory from all forms of intrusion and encroachment by foreign
adversary.

c. Disaster Risk Management (DRM) - Engages in activities and

programs to protect and preserve life and property in times of war, disasters and
calamities; and, other national emergencies of equally grave character whether
natural or man-made.

d. Support to National Development (SND) – Actively contributes in social

and economic development.

e. International Defense and Security Engagements (IDSE) – Engages in

activities and programs that strengthen security alliance and partnership in the Asia-
Pacific Region; and continues to engage with key defense and security partners.

f. Humanitarian Assistance and Peacekeeping (HA/PK)– Assists in

fostering international peace and stability; and contributes to international peace &
security.

These operational environments will determine how joint and army forces will
apply full spectrum operations – which can also be referred to as operational themes
- to attain strategic objectives. They will also dictate how the Army forces will train in
order to carry out their mandates effectively and efficiently.

Army forces operate anywhere on the spectrum of conflict, in any of the

mandated operational environments. In each case, achieving the end state requires
reducing the violence level and creating conditions that advance national strategic
goals. Commanders conduct a series of operations intended to establish conditions
conducive to a stable peace. Some situations require applying massive force in
major combat operations to eliminate a threat; others involve applying military power
to reduce an insurgency to a size the police forces can defeat. The goal at any point
is to move conditions to a lower level of violence; however, avoiding intermediate
levels is desirable. When this is not possible, commanders seek to move the
situation through them to stable peace as quickly as possible.

Today’s operational environments require Army forces to continuously

evaluate and adapt their tactics to ensure that they are appropriate. Recent
experience demonstrates the difficulty and cost of fighting terrorists and insurgents

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while supporting development efforts. These experiences and a study of other

conflicts have revealed insights that are guiding the Army’s effort to prepare for
future operations:

a. All major operations combine offensive, defensive, and other types of

operations executed simultaneously at multiple echelons.

b. The operational environment evolves over time and changes due to

military operations.

c. Operations conducted during one phase of a campaign or major

operation directly affect subsequent phases. Commanders should conduct current
operations in a manner that sets the conditions necessary for future operations - and
ultimately allowing the other instruments of national power to secure a stable peace.

d. Major operations are conducted not only to defeat the enemy but also
to restore a stable peace. The military plays a large role in this effort, even after
major combat operations have ended. Restoring a stable peace after a violent
conflict may take longer and be more difficult than defeating enemy forces.

e. In any campaign or major operation, changing conditions require Army

forces to adapt their tactics, techniques, and procedures (TTPs) to the operational
environment.

Dimensions of the Army Operational Environments

The operational environment within which the Philippine Army operates in has
six dimensions. Each affect how Army forces combine, sequence, and conduct
military operations. Commanders tailor forces, employ diverse capabilities, and
support different missions to succeed in this complex environment. The Dimensions
of the Operational Environment are threat, political, unified action, land operations,
information and technology.

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The Threat Dimension

The potential for armed conflict within the country and the growing threat of
disruptions in public safety and security by insurgent and terrorist groups remain to
be serious challenges. Despite the best efforts of many public agencies and private
entities, disparities in wealth, technology, and information create unstable conditions
among nations and within the Filipino population. Additionally, the influence of
nonstate actors has ever increasing domestic and global implications. Nations, non-
state actors, and transnational entities compete in the diplomatic, informational,
military and economic arenas of the strategic environment. Rarely are only two sides
involved in modern conflicts. More often, one multinational group or domestic group
opposes another similar group with conflicting interests. Even within alliances or
coalitions, the different parties have their own purposes.

Multiple threats to Filipino interests exist. Some are direct, such as a cross
border infringement; others are indirect, such as coercion. Some regional powers
aspire to dominate their neighbors and have the conventional force capabilities
required to do so. Such situations may threaten Filipino vital interests, its allies,
regional stability or domestic peace and order. Transnational groups conduct a range
of activities that threaten Filipino interests. Such activities include terrorism, illegal
drug trading, illicit arms and strategic material trafficking, international organized
crime, piracy, and deliberate environmental damage. Additionally, extremism, ethnic
disputes, religious rivalries, and human disasters contribute to huge refugee
migrations. These further the threat to the environment and a region’s or domestic
stability. Collectively, these transnational threats may adversely affect Filipino
interests and would definitely require military involvement.

In the foreseeable future, most nations will modernize and maintain military
capabilities for countering regional threats or seeking opportunities. Military change
will incorporate advances in information technology, ballistic and cruise missile
capabilities, WMD, and genetic engineering. Potential threats vary from heavy
conventional units to adaptive, asymmetric forces structured for local and regional
use. Adversaries will seek and obtain technologies in information technology,
navigation, night vision systems, and precision targeting and strike capabilities. The
proliferation of WMD and long-range delivery systems will enable adversaries to
threaten Filipino forces at greater ranges with increased lethality and precision.

Adversaries, both foreign and domestic, are assumed to have developed

warfighting doctrine that takes perceived Filipino strengths and vulnerabilities into
account. They will, however, factor in allied support to Filipino forces. They will try to
prevent allied forces projection and adapt to more nonlinear, simultaneous
operations conducted throughout the archipelago. They will use conventional and
unconventional means to destroy Filipino national will and the capability to wage war.
It is for this reason that Philippine Army forces have continuously updated its
warfighting doctrine in concert with allied troops, in a multinational force setting.

Adversaries will also seek to shape conditions to their advantage. They will try
to change the nature of the conflict or use capabilities that they believe will be
difficult for a Filipino and other allied nations coalition to counter. They will use

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complex terrain, urban environments, and force dispersal methods-similar to those

used by the North Vietnamese, Iraqis and Serbs-to offset military advantages.

Adversaries will continue to seek every opportunity for advantage over Army
forces. When countered, they will adapt to the changing conditions and pursue all
available options to avoid destruction or defeat. Army forces must simultaneously
defeat an adversary while protecting non-combatants and the infrastructure on which
they depend on.

The Political Dimension

The national security strategy supposedly defines how the Philippine

government meets challenges in the complex and dynamic global and domestic
environment. It establishes broad strategic guidance for advancing national interests
through the instruments of national power. The detailed formulation of national
strategic policy and direction and national military strategy is beyond the scope of
this manual. Nevertheless, the national military strategy, derived from national
defense strategy and the national security strategy, forms the basis for all operations
in war and other uses of military forces.

The military component of the national security strategy and national defense
strategy focuses on using military force as an instrument of national power. The NCA
combine it with other instruments of national power to preserve, protect, and
advance national interests. Military operations influence, and are influenced by,
political direction and the integrated use of other instruments of power. The military
objective in war is rapid, decisive victory. The NCA determine how that victory
contributes to the overall policy objectives.

However, successful military operations in any form require Army force

commanders with a clear sense of strategic policy goals and objectives. They must
understand how using military force fits into the national security strategy and the
desired military conditions required in meeting policy objectives. In addition,
commanders must be able to clearly and concisely articulate this understanding to
the local and international media. All political decisions made during operations have
strategic, operational, and tactical implications. Likewise, each strategic, operational,
and tactical action directly or indirectly affects the political dimension. Translating
political decisions into military missions depends on informed and candid
assessments. Army force commanders must articulate the military capabilities and
limitations of their forces to the UC, and when required, directly to the NCA.

The different operational environments also evoke different issues at the

national and local civil governance levels. By experience, not all the political
elements of the Philippine government are always aligned with the Army. They are
sometimes the hindrance to the attainment of military objectives. Army commanders
must be cognizant about this and must be able to integrate into their concept of

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operations how they will encourage synergy and a healthy working environment with
the other agencies.

The Unified Action Dimension

A national military strategy calls for Army forces to act as part of a fully
interoperable and integrated joint force. Consequently, the employment of Army
forces in campaigns and major operations is viewed from a joint and inter-agency
perspective. UCs synchronize Army force operations with those of other service
forces and other civilian armed forces such as the National Police and Coast Guard.
They exploit Army force capabilities and create an effective joint team.

Land operations determine the outcome of general wars and major military
operations. Army forces are the decisive forces for sustained land combat, war
termination, and post-war stability. UCs normally designate the land component as
the supported force during those phases of a campaign. In other phases, they may
designate another component as the supported force. In such cases, Army forces
support the lead component. During all campaign phases, UCs synchronize the
complementary capabilities of the service components that comprise the joint force.
In all cases, UCs have access to the full complement of versatile Army forces to
achieve strategic and operational objectives.

Army forces also work with multinational, multi-sectoral or interagency

partners to accomplish their missions. Ideally, multinational, multi-sectoral and
interagency partners provide cultures, perspectives, and capabilities that reinforce
and complement Army strengths and capabilities. Close coordination is the
foundation of successful unified action.

The Land Operation Dimension

Land operations continue to be the salient feature of conflict. It usually

involves destroying or defeating enemy forces or taking land objectives that reduce
the enemy’s effectiveness or will to fight. Four characteristics distinguish land
operations:

a. Scope. Land operations involve contact with an enemy throughout the

depth of an operational area. Forces conduct simultaneous and sequential
operations in contiguous and noncontiguous areas of operations (AOs).
Commanders maneuver forces to seize and retain key and decisive terrain. They
use maneuver, fires, and other elements of Army power to defeat or destroy enemy
forces. Land operations normally entail close and continuous contact with non-
combatants. Rules of engagement reflect this.

b. Duration. Land operations are repetitive and continuous. It involves

rendering an enemy incapable or unwilling to conduct further action. It may require
destroying him.

c. Terrain. Land operations take place within a complex variety of natural

and manmade features. The complexity of the ground environment contrasts
significantly with the relative transparency of air, sea, and space. Plans for land

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operations must account for the visibility and clutter of the terrain and the effects of
weather and climate.

d. Permanence. Land operations frequently require seizing or securing

ground. With control of the ground comes control of populations and productive
capacity. Thus, land operations make permanent the temporary effects of other
operations.

The Information Dimension

All military operations take place within an information environment that is

largely outside the control of military forces. The information environment is the
aggregate of individuals, organizations, and systems that collect, process, store,
display, and disseminate information; also included is the information itself. National,
international, and non-state actors use this environment to collect, process, and
disseminate information. The media’s use of real-time technology affects public
opinion, both in the country and abroad, and alters the conduct and perceived
legitimacy of military operations

Historically, information superiority has enabled decisive Army force

operations. Information superiority enables Army forces to see first, understand the
situation more quickly and accurately, and act faster than their adversaries. Derived
from the effective synchronization of intelligence, surveillance and reconnaissance
(ISR), information management (IM), and information operations (IO), information
superiority is an operational advantage that results in friendly forces gaining and
retaining the initiative. Effective ISR operations and IM identify the information
commanders require, collect it, and get it to them when they need it. Offensive IO
degrades an adversary’s will to resist and ability to fight while simultaneously
denying him relevant friendly force information. Defensive IO protects friendly
information and C2 systems. Information superiority means commanders receive
accurate, timely information that enables them to make better decisions and act
faster than their adversaries. Early attainment of information superiority influences all
aspects of Army force operations. For example, sharing accurate, current information
between forces creates the conditions for mission accomplishment. Sharing real-time
changes in the situation among all elements of a force in contact facilitates
synchronization and encourages subordinates to exercise initiative.

The Technology Dimension

Technology enhances leader, unit, and soldier performance and affects how
Army forces conduct (plan, prepare, execute, and continuously assess) full spectrum
operations in peace, conflict, and war. For example, commanders and staffs assess
capability differences among Army forces along with those of joint forces when
designing plans, preparing forces, and weighing employment options. Quality
information provided by advanced communications and ISR capabilities assist
commanders in making decisions.

Technology improves soldier endurance and protection, thereby increasing

the potential for mission accomplishment. Army warfighting methods adopt
expanded capabilities in lethal and nonlethal weapons, projectiles, propellants, and

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power sources. Battlefield lethality increases due to changes in target acquisition,

armament, and delivery means. Commanders leverage technological advancement
in force protection and discriminate use of force in stability operations. They use
improved C2, mobility, and SS in support operations. Enhanced SS, C2, and IM
increase operational endurance.

In any operation, Army forces assume that adversaries possess at least some
advanced weaponry. Their weaponry may range from a computer connected to the
Internet to WMD. Adversaries may also possess information-based technologies or
capabilities, such as satellite imagery, night vision devices, or precision-delivery
systems. These can present asymmetric threats to Army forces. The potential for
asymmetric threats puts a premium on intelligence preparation of the operational
environment (IPOE) and the other intelligence tasks, to include situation
development and providing indications and warning. Operational success requires
identifying enemy capabilities (strengths and vulnerabilities), intentions, and courses
of action.

Fielding technologically advanced systems means that commanders will have

to combine the capabilities of units at different modernization levels. For example,
digitized forces have advantages - such as precision location, precision fires, and in
transit visibility of equipment, personnel, and stocks - that other forces do not.
Digitized forces use fires and maneuver with a precision and tempo that less
modernized forces cannot match. Force tailoring creates hybrid forces with dissimilar
capabilities and technologies. Additional challenges arise during multinational
operations. Technological, organizational, and doctrinal differences require
exchanging liaison teams and C2, communications, and intelligence equipment.
Integrating Army and multinational forces in a way that synchronizes and maximizes
their various capabilities is one aspect of unified action.

The Philippines is still far from achieving an edge on technology. Just as

Philippine Army forces exploit current technology to achieve an operational
advantage, so might an enemy force. Never in history has access to advanced
technology been so widespread. Even adversaries lacking a research and
development capability can purchase remarkably sophisticated systems in the global
marketplace. In the domestic setting, improvised weapons have the same lethality
and effect as with complex and expensive systems. Commanders and staffs should
prepare for adversaries who use technology in very sophisticated and ingenious
ways.

Even with its advantages, the side with superior technology does not always
win in land operations; rather, the side that applies combat power more skillfully
usually prevails. The skill of soldiers, coupled with the effectiveness of leaders,
decides the outcomes of engagements, battles, and campaigns. This fact does not
lessen the positive effects of advanced technologies. It does, however, challenge

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soldiers and leaders to realize and use the potential of advanced technologies in the
conduct of full spectrum operations.

Army Operational Platforms

Philippine Army forces operate as part of a joint force, and in some cases,
within a multinational and interagency environment. Unified action describes the
wide scope of actions (including the synchronization of activities with governmental
and non-governmental agencies) taking place within unified commands. Under
unified action, commanders integrate joint, single-service, special, and supporting
operations with interagency, non-governmental, and multinational - to include United
Nations (UN) operations.

Unified action links subordinates to the unified commander under operational

command authority (OPCOM). Multinational, interagency, and non-military forces
work with the unified commander through cooperation and coordination. Regardless
of the task or the nature of the threat, combatant commanders employ air, land, sea,
space, and special operations forces, and coordinate with multinational and
interagency partners, to achieve strategic and operational objectives. They formulate
strategies and campaigns, organize joint forces, designate operational areas, and
provide strategic guidance and operational focus to subordinates. The aim is to
achieve unity of effort among many diverse agencies in a complex environment.
Subordinate joint force commanders synchronize joint operations in time and space,
direct the action of other military and armed forces, to include foreign armed forces in
multinational operations, and coordinate with governmental and non-governmental
organizations (interagency coordination) to achieve the same goal.

In unified action, Army forces synchronize their actions with those of other
participants to achieve unity of effort and accomplish the combatant commander’s
objectives. The capabilities of joint, multinational, and interagency partners can
expand strengths, compensate for limitations, and provide operational and tactical
depth to Army forces.

Multinational or Combined Operations

Although the Philippines most of the time acts unilaterally, it pursues its
national interests through alliances and coalitions when possible. These alliances
and coalitions are formed along diplomatic and political channels designed to
achieve strategic objectives in response to regional threats or crises. Forming
alliances and coalitions increase the size of the overall force, share the cost of
waging the campaign or operation, and enhance the legitimacy of the strategic aims.

Multinational or combined operations are conducted within the structure of an

alliance or a coalition. Military alliances, such as the Mutual Defense treaty with the
United States of America and UN peacekeeping missions, may afford the
participating nations time to establish formal, standard agreements for broad, long-
term objectives. Alliance members strive to field compatible military systems,

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establish common procedures, and develop contingency plans to meet potential

threats in a fully integrated manner.

As defined, an alliance is the result of formal agreements (i.e., treaties)

between two or more nations for broad, long-term objectives which further the
common interests of the members. On the other hand, a coalition is an ad hoc
arrangement between two or more nations for common action.

Nations usually form coalitions for focused, short-term purposes. Often,

coalition operations are conducted under the authority of a UN resolution. In
successful coalitions, all parties agree to the commitment of forces, even if the
resources each invests are different. While each nation has its own agenda, each
brings value to the coalition, even if solely by contributing to the legitimacy of the
enterprise.

An Army force commander designated as a multinational or combined force

commander faces many complex demands. These may include dealing with cultural
issues, interoperability challenges, and an immature C2 organization. Commanders
may also be required to address different national procedures, the sharing of
intelligence, and support functions. Since coalition operations are not structured
around standing agreements, a preliminary understanding of the requirements for
operating with a specific foreign military may occur through peacetime military
engagement. These developmental activities include, but are not limited to, ongoing
personal contacts, pre-positioning of equipment, exercises, exchange programs, and
humanitarian assistance. Every multinational or combined operation is different.
Commanders analyze the mission’s peculiar requirements so they can exploit the
advantages and compensate for the limitations of a multinational force.

Unity of command is unlikely in multinational or combined operations. The

level of command authority vested in a multinational force commander is established
by an agreement among the multinational partners. Most nations retain command
authority over their forces. However, in certain circumstances, it may be prudent or
advantageous to place Philippine Army forces under operational control (OPCON) of
a foreign commander.

To compensate for limited unity of command, commanders concentrate on

achieving unity of effort. Consensus building, rather than direct command authority,
is often the key element of successful multinational operations. Political and military
policies of multinational partners can limit options for the organization of a
multinational command. Long-standing alliances have integrated command
structures with designated nations providing force commanders. Staffs are
integrated, and senior representatives from member nations often lead subordinate
allied commands. Coalition command is more challenging because it involves
combining forces with no standing C2 arrangements. Command relationships and
C2 structures usually evolve as the coalition develops. Multinational or combined C2
structures are usually one of three types: parallel command, lead nation command,
or a combination of the two.

A Parallel Command exists when nations retain control of their deployed

forces. It is the simplest to establish and may be the only arrangement that satisfies

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national sensitivities. However parallel command may weaken unity of effort and
should be avoided if possible. Under parallel command, multinational forces are
directed through existing national chains of command. Decisions are made through a
coordinated effort of the political and senior military leadership of member nations
and forces. The coalition leadership must develop a means for coordination among
the participants to attain unity of effort. Because of the absence of a single
commander, the use of a parallel command structure should be avoided if possible.

A Lead Nation Command exists when the nation providing most of the forces
and resources provides the multinational force commander. The lead nation can
retain its own C2 structure and employ other national forces as subordinate
formations. Commanders may combine other nations’ staffs to better coordinate
complementary capabilities. More commonly, limited integration of national staffs
characterizes lead nation command. Lead nation and parallel command structures
can exist simultaneously within a multinational force. This occurs when two or more
nations serve as controlling elements for a mix of international forces.

The creation of an effective multinational or combined staff requires

experience, imagination, and cultural sensitivity. There is always a temptation to
push multinational participants into secondary positions and do things according to
the dominant Army doctrine or habit. Long-term friction and potentially catastrophic
misunderstandings usually cancel out the short-term gain in productivity these
actions produce. Multinational or combined commanders carefully tailor the staff to
balance coalition officers and take particular care to accord coalition officers the
same access and influence as their countrymen.

During multinational or combined operations, Philippine forces establish

liaison with assigned multinational forces early. Additional specialized liaison
personnel in fields such as aviation, fire support, engineer, intelligence, public affairs,
and civil affairs are also exchanged based on mission requirements. This integration
fosters common understanding of missions and tactics, facilitates transfer of
information, and enhances mutual trust and confidence.

Commanders have to accommodate differences in operational and tactical

capabilities among multinational forces. For example, not all armies have the staff
structures or means to process, reproduce, or rapidly disseminate plans and orders.
Decision authority delegated to staffs and subordinate commanders also varies
among armies.

The commander’s intent and concept of operations must be clearly and simply
articulated to avoid confusion resulting from differences in doctrine and terminology.
All elements of the force must fully understand and strictly adhere to them. Detailed
war-gaming, planning, and rehearsals help develop a common understanding of the
operation plan and control measures.

Joint Operations

Joint operations involve forces of two or more services under a single

commander. Land operations and joint operations are mutually enabling - land
operations are inherently joint operations. Joint integration allows UCs to attack an

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opponent throughout the depth of their AO, seize the initiative, maintain momentum,
and exploit success. Effective joint integration does not require joint commands at all
echelons but does require understanding joint synergy at all levels of command.

Joint synergy extends the concept of combined arms synergy familiar to Army
soldiers. The strengths of each service component combine to overcome the
limitations or reinforce the effects of the other components. The combination of
multiple and diverse joint force capabilities creates military power more potent than
the sum of its parts.

UCs often establish supported and supporting relationships among

components. They may change these relationships between phases of the campaign
or major operation or between tasks within phases. Each subordinate element of the
joint force can support or be supported by other elements. For example, the Navy
component commander is normally the supported commander for sea control
operations; the Air Force component commander is normally the supported
commander for counter-air operations. Army forces may be the supporting force
during certain phases of the campaign and become the supported force in other
phases.

Combined Arms

The fundamental basis for the organization and operations of Army forces is
combined arms. Combined arms is the synchronized or simultaneous application of
several Army-specific arms such as infantry, armor, field artillery, engineers, and
aviation to achieve an effect on the enemy that is greater than if each arm was used
against the enemy separately or in sequence.

The ultimate goal of Army organization for operations remains to be success

in joint and combined arms warfare. Its combined arms capability allows
commanders to form Army maneuver, operational support, and sustainment support
units into cohesive teams focused on common goals.

Employing Army Forces in Joint Operations

Joint doctrine describes the employment of PA forces in joint operations.

Army force commanders are always either subordinate to or designated as a JFC.
Understanding the command and control (C2) relationships among the components
of a joint force is the key to effective joint operations.

The Chief of Staff, AFP (CSAFP) can place specific commands or units under
the operational command or control (OPCOM or OPCON) and/or the tactical
command or control (TACOM or TACON) of a unified command for deliberate

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planning. In addition to forces assigned in peacetime, Army forces are allocated to

unified commanders in response to crises.

Basic AFP Organizational Concepts

The AFP adheres to the following generally defined organizational concepts

for military units:

a. Unified Command - is a command with a broad continuing mission, of

extended duration, covering a specific geographical area of operations. It is
composed of significant forces of two or more major service components, under a
single commander vested with commensurate authority that is responsible for
carrying out assigned missions and tasks. A unified command is established when
there exists the need for the unity of effort.

b. Assigned Units - are units placed in an organization wherein such

organization automatically assumes control of the primary functions and
administration of the unit.

c. Attached Units - are units or personnel temporarily placed in an

organization for a specific purpose, subject to the limitations imposed by the
attachment order. The commander of the formation, unit or organization receiving
the attachment will exercise the same degree of command and control as he does
over units and persons organic to his command. However, the responsibility for
transfer and promotion of personnel will normally be retained by the parent
formation, unit or organization.

d. Organic Units - are units that are essential components of a military

organization or an element in the unit’s Table of Organization (TOE).

AFP Command Relationships

The AFP adheres to the following defined organizational relationships between

combatant commands and units:

a. Operational Command (OPCOM) - is the authority granted to a

commander to assign missions or tasks to subordinate commanders, to deploy units,
to reassign forces and to retain or delegate operational and/or tactical control as
might be deemed necessary. It does not of itself include responsibility for
administration or logistics. It may also be used to denote the forces assigned to a
commander. This means that when subordinate units are under operational
command, commanders may assign them missions and tasks, deploy units, reassign

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forces, assign separate employment of components and direct forces for its inherent
mission/task.

b. Operational Control (OPCON) - is the transferable command authority

that may be exercised by commanders at any echelon at or below the level of
combatant command. Operational control is inherent in a combatant command.

Operational control may be delegated and is the authority to perform those

functions of command over subordinate forces involving organizing and employing
commands and forces, assigning tasks, designating objectives and giving
authoritative direction necessary to accomplish a mission. Operational control
includes authoritative direction over all aspects of military operations and joint
training necessary to accomplish missions assigned to the command. Operational
control should be exercised through the commanders of subordinate organizations.

Normally this authority is exercised thorough subordinate joint force

commanders and service and/or functional component commanders. Operational
control normally provides full authority to organize commands and forces and to
employ those forces, as the commander in operational control considers necessary
to accomplish assigned missions.

Operational control does not, in itself, include authoritative direction for

logistics or matters of administration, discipline, internal organization, or unit training.
In essence, when subordinate units are under operational control, commanders may
assign missions and tasks, deploy units, and direct forces for its inherent
mission/task. However, commanders cannot reassign forces and assign separate
employment of components.

c. Tactical Command (TACOM) - is the authority delegated to a

commander to assign tasks to forces under his command for the accomplishment of
the mission assigned by higher authority. Meaning, when subordinate units are
under tactical command, commanders may assign tasks, deploy units, and direct
forces for its inherent mission/task. However, commanders cannot alter its mission,
reassign forces and assign separate employment of components.

d. Tactical Control (TACON) - is the command authority over assigned or

attached forces or commands, or military capability or forces made available for
tasking, that is limited to the detailed and, usually, local direction and control of
movements or maneuvers necessary to accomplish missions or tasks assigned.
Tactical control is inherent in operational control. When subordinate units are under
tactical control, commanders may deploy units and direct forces for its inherent
mission/task. However, commanders cannot assign missions and tasks, reassign
forces and assign separate employment of components.

e. Administrative Control (ADCON) - is the direction or exercise of

authority over subordinate or other organizations with respect to administration and
support, as maybe specified by the delegating authority. ADCON may be delegated

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to and exercised by commands of major services forces at any echelon at or below

the level of service component command.

Figure 6: AFP Command Relationships

AFP Support Relationships

Support Relationships guide the action of a combat support or combat service

support unit that aids, protects, complements, or sustains another unit. A supporting
unit remains under the command of its parent headquarters. However, the
supporting unit is authorized and required, within the context of the directive
establishing the relationship, to respond directly to the supported unit’s request for
support.

A support relationship is established by the assignment of a tactical mission to

the supporting unit. Support relationships are further categorized as general support,
direct support, reinforcing and general support reinforcing.

a. General Support (GS) - to provide support to the total force and not to
a particular subdivision. A subdivision cannot directly request support from a GS unit.
Only supported force HQs determines the priorities and assigns the mission or task.
It has no command relationship with the supported unit or force.

b. Direct Support (DS) – to provide support to a specific unit or force. The

supporting unit takes support requests directly from the supported unit or force and

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provides advice to the supported unit as to the use of the former’s capabilities. The
unit in direct support has no command relationship with the supported unit or force.

c. Reinforcing (R) - to provide support to a similar supporting unit. The

reinforcing unit has no command relationship with the supported unit.

d. General Support Reinforcing (GSR)– it is a supporting unit that

provides support to a total force primarily and provides reinforcing support to a
similar supporting unit secondarily. It has no command relationship with the
supported units or forces.

The Levels of Army Operations

The levels of Army Operations are doctrinal perspectives that clarify the links
between strategic objectives and tactical actions. Although there are no finite limits
or boundaries between them, the three levels are strategic, operational and tactical.
Understanding the interdependent relationship of all three helps commanders
visualize a logical flow of operations, allocate resources, and assign tasks. Actions
within the three levels are not associated with a particular command level, unit size,
equipment type, or force or component type. Instead, actions are defined as
strategic, operational, or tactical based on their effect or contribution to achieving
strategic, operational, or tactical objectives.

The Strategic Level

The strategic level is that level at which a nation, often as one of a group of
nations, determines national and multinational security objectives and guidance and
develops and uses national resources to accomplish them.

Multinational or National Military Strategy is the art and science of developing

and employing armed forces and other instruments of national power in a
synchronized fashion to secure national or multinational objectives.

The National Command Authorities (NCA) translates policy into national

strategic military objectives. These national strategic objectives facilitate strategic
planning. Military strategy, derived from policy, is the basis for all operations.

The Operational Level

The operational level of Army Operations is the level at which campaigns and
major operations are conducted and sustained to accomplish strategic objectives
within areas of operations (AOs). It links the tactical employment of forces to
strategic objectives. The focus at this level is on operational art - the use of military

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forces to achieve strategic goals through the design, organization, integration, and
conduct of strategies, campaigns, major operations, and battles.

a. A campaign is a related series of military operations aimed at

accomplishing a strategic or operational objective within a given time and space.

b. A major operation is a series of tactical actions (battles, engagements,

strikes) conducted by various combat forces of a single or several services,
coordinated in time and place, to accomplish operational, and sometimes strategic
objectives in an operational area.

These actions are conducted simultaneously or sequentially under a common

plan and are controlled by a single commander. Operational art determines when,
where, and for what purpose major forces are employed to influence the enemy
disposition before combat. It governs the deployment of those forces, their
commitment to or withdrawal from battle, and the arrangement of battles and major
operations to achieve operational and strategic objectives.

Operational art helps commanders use resources efficiently and effectively to

achieve strategic objectives. It includes employing military forces and arranging their
efforts in time, space, and purpose. Operational art helps commanders understand
the conditions for victory before seeking battle. It provides a framework to assist
commanders in ordering their thoughts when designing campaigns and major
operations. Without operational art, war would be a set of disconnected
engagements with relative attrition the only measure of success. Operational art
requires commanders who can visualize, anticipate, create, and seize opportunities.
It is practiced not only by JFCs, but also by their senior staff officers and subordinate
commanders.

Operations usually imply broader dimensions of time and space than tactics;
the strategic orientation at the operational level requires commanders to look beyond
the immediate situation. While tactical commanders fight the current battle,
operational commanders look deeper in time, space, and events. They seek to
shape the possibilities of upcoming events in advance to create the most favorable
conditions possible for subordinate commanders, whose tactical activities execute
the campaign. Likewise, operational commanders anticipate the results of battles
and engagements, and prepare to exploit them to obtain the greatest strategic
advantage.

Operational commanders continually communicate with their strategic

superiors to obtain direction and ensure common understanding of events. Mutual
confidence and communications among commanders and staffs allow the flexibility
to adapt to tactical circumstances as they develop.

Tactical results influence the conduct of campaigns through a complex

interaction of operational and tactical dynamics. Operational commanders create the
conditions for the conduct of battles and engagements, while the results of battles
and engagements shape the conduct of the campaign. In this regard, commanders

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exploit tactical victories to gain strategic advantage, or even to reverse the strategic
effect of tactical losses.

Operational art is translated into operation plans through operational design.

A well-designed plan and successfully executed operation shape the situation for
tactical actions. Executed skillfully, a good plan increases the chances of tactical
success. It does this by creating advantages for friendly forces and disadvantages
for the enemy. A flexible plan gives tactical commanders freedom to seize
opportunities or react effectively to unforeseen enemy actions and capabilities.
Flexible execution maintains the operational initiative and maximizes tactical
opportunities.

Without tactical success, a campaign cannot achieve its operational goals. An

essential element of operational art, therefore, is the ability to recognize what is
possible at the tactical level and design a plan that maximizes chances for the
success in battles and engagements that ultimately produces the desired operational
end state. Without a coherent operational design to link tactical successes, battles
and engagements waste precious resources on fights that do not lead to operational
goals.

A thorough understanding of what is possible tactically, and the ability to

create conditions that increase the chances of tactical success, are important
attributes of an operational commander. Tactical commanders must understand the
operational context within which battles and engagements are fought as well. This
understanding allows them to seize opportunities (both foreseen and unforeseen)
that contribute to achieving operational goals or defeating enemy initiatives that
threaten those goals. Operational commanders require experience at both the
operational and tactical levels.

The Tactical Level

Tactics is the employment of units in combat. It includes the ordered

arrangement and maneuver of units in relation to each other, the terrain, and the
enemy to translate potential combat power into victorious battles and engagements.

A battle consists of a set of related engagements that last longer and involve
larger forces than an engagement. Battles can affect the course of a campaign or
major operation. On the other hand, an engagement is a small tactical conflict
between opposing maneuver forces, usually conducted at brigade level and below. #

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Troop Leading Procedure

The Troop Leading Procedure process

Troop leading procedure (TLP) is the process a leader goes through to prepare
his unit to accomplish a tactical mission. It begins when he is alerted for a mission. It
starts again when he receives a change for a new mission.

The troop leading procedure comprises five steps. Steps may be accomplished
sequentially or in parallel. In combat, leaders rarely will have enough time to go
through each step in detail.

Leaders must use the procedure as outlined, if only in abbreviated form, to

ensure that nothing is left out of planning and preparation, and that their soldiers
understand the platoon’s and squad’s mission for them to prepare adequately.

They continuously update their estimates throughout the preparation phase and
adjust their plans appropriately.

Figure 1: Troop Leading Procedure

STEP 1 – Receive the Mission

The leader may receive the mission through a warning order (WO), an
operation order (OPORD), or a fragmentary order (FRAGO).

Factors of METT-TC used to issue the warning order:

> What is the MISSION?

> What is known about the ENEMY (or THREAT)?

> How will TERRAIN and WEATHER affect the operation?

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> What TROOPS are available?

> How much TIME is available?

> How will CIVIL CONSIDERATIONS influence operations?

One third of available time is for planning and for issuing his operation order.

Two thirds is for subordinates to plan and prepare for the operation.
> Consider other factors such as available daylight and travel time to and from
orders and rehearsals.
> In the offense, the leader has 1/3 of the time from his receipt of the mission
to the unit’s LD time.
> In the defense, he has one third of the time from mission receipt to the time
the squad or platoon has to defend.

In scheduling for preparation activities, the leader should work backwards from
the LD or defend time. This is called reverse planning. He must allow enough time
for the completion of each task.

STEP 2 – Issue a Warning Order.

> Contains enough information such as initial instructions to begin preparation
as soon as possible.
> Platoon SOPs should prescribe who will attend to all WOs and the actions
they must take upon receipt
- drawing ammunition, rations and water, and checking communications
equipment
> Has no specific format. One technique is to use the five-paragraph OPORD
format.
> Updates are provided as often as necessary. The leader never waits for
information to fill a format.
If available, the following information may be included in that order:
> The MISSION or nature of the operation.
> The TROOPS participating in the operation.
> The TIME of the operation.
> Time and place for the issuance of OPERATION ORDER.

STEP 3 – Make a Tentative Plan.

Estimate of the situation is made as basis for the tentative plan. The estimate
is the military decision making process. That is updated continuously to refine plans
accordingly.

5 steps:
1) Detailed Mission Analysis
2) Situation Analysis and Course of Action Development
3) Analysis of each Course of Action
4) Comparison of each Course of Action

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5) Decision - The decision represents the tentative plan. And used as the
start point for coordination, reconnaissance, task organization (if required), and
movement instructions. As the basis of his estimate, the leader considers the factors
of METT-TC. This estimate provides more detail as compared to the initial analysis
done for the WO.

STEP 4 – Start Necessary Movement.

Some units begin movement while the leader is still planning or forward
reconnoitering. The platoon sergeant or a squad leader may bring the platoon forward.
This step could occur at any time during the TLP.

STEP 5 – Reconnoiter.

If time allows, the leader makes a personal reconnaissance to verify his terrain
analysis, adjust his plan, confirm the usability of routes, and to time any critical
movements.

When time does not allow, the leader must make a map reconnaissance. The
leader must consider the risk inherent in conducting reconnaissance forward of friendly
lines.

STEP 6 – Complete the Plan.

The leader completes his plan based on the information gathered from the
reconnaissance and on any changes in the situation. He should review his mission, as
he received it from his commander, to ensure that his plan meets the requirements of
the mission and stays within the framework of the commander’s intent.

STEP 7 – Issue the Complete Order.

Platoon and squad leaders normally issue oral OPORD. Order must be issued
within sight of the objective or on a defensible terrain- to avoid misunderstanding of
the concept. When this is not possible, the use of a terrain model or sketch shall serve
as substitute.

Leaders must ensure that subordinates understand the mission, the

commander’s intent, the concept of the operation, and their assigned tasks. Leaders
may require subordinates to repeat all or part of the order or to require them to
demonstrate on the model or sketch, their understanding of the operation. They should
also quiz their soldiers to understand the mission.

STEP 8 – Supervise.

The leader supervises the unit’s preparation for combat by conducting

rehearsals and inspections.

a. Rehearsals
> Rehearsals include the practice of having SLs brief their plan of
action and the sequence of execution to the PL LDR.

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> They should conduct rehearsals on terrain that resembles the actual
ground, and in similar light conditions.
> The leader uses rehearsals to --
1) Practice essential tasks (to improve performance).
2) Reveal weaknesses or problems in the plan.
3) Coordinate the actions of subordinate elements.
4) Improve soldier understanding of the concept of the operation
(to foster confidence among Soldiers).
> The platoon may begin rehearsals of battle drills and other SOP items
before the receipt of the OPORD. Once the order has been issued, it can rehearse
mission specific tasks. Some important tasks to rehearse include—
1) Actions on the objective.
2) Assaulting a trench, bunker, or building
3) Actions at the assault position.
4) Breaching obstacles (IEDs and wire)
5) Using special weapons or demolitions.
6) Actions on unexpected enemy contact.

b. Inspections.
> Squad leaders should conduct initial inspections shortly after receipt
of the WO.
> The platoon sergeant spot-checks throughout the unit’s preparation
for combat. The PL LDR and PL SGT make a final inspection. #

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Introduction to Combined Arms Planning

Planning is the process by which commanders of combined arms teams and

staff translate the commander’s visualization into a specific course of action for
preparation and execution, focusing on expected results. It involves an analysis and
assessment of the conditions in the operational environment, an understanding and
framing of the problem, and envisioning the set of conditions that represent the
desired end state.

Planning consists of two separate, but closely related, components: a

conceptual component and a detailed component.

Conceptual planning involves understanding the operational environment and

the problem, determining the operation’s end state, and visualizing an operational
approach. Conceptual planning generally corresponds to operational art and is the
focus of the commander with staff support.

Detailed planning translates the broad operational approach into a complete

and practical plan. Generally, detailed planning is associated with the science of
operations including the synchronization of the forces in time, space, and purpose.
Detailed planning works out the scheduling, coordination, or technical problems
involved with moving, sustaining, and synchronizing the actions of force as a whole
toward a common goal.

Effective planning requires the integration of both the conceptual and detailed
components of planning.

To enable the integration of capabilities, commanders of combined arms team

shall incorporate an operational planning team composed of subject matter experts
from the different combat arms or competencies that are incorporated in a mission-
specific force mix of the combined arms team. The C2 shall integrate capabilities
through a comprehensive planning process that ensure efficient, effective and
synchronized employment of combat power.

Operations Planning Team (OPT)

The OPT (battle staff) is divided into types of cells: the operations planning
cell and the functional cells (by warfighting functions -- intelligence, movement and
maneuver, fire support, protection, and sustainment).

Operations planning cell and functional cells provide staff expertise,

communications, and information systems that work in concert to aid the commander
in planning and controlling operations.

Each cell is composed of staff elements – personnel and equipment – to

provide the expertise depending on the field of specialization (operations planning or
functional).

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Figure 7: Operations Planning Cell and Functional Cell

Operations Planning Cell (OP Cell)

Cross functional by design, the OP cell coordinates and synchronizes forces

and warfighting functions. It is composed of subject matter experts (SMEs) of the
different warfighting functions to synchronize and integrate the different Army
capabilities by incorporating the different staff expertise in the planning process. It
facilitates the collaboration among the planning staff, making the planning process
more efficient and effective.

The OP cell oversees execution of the current operation. It assesses the

current situation while regulating forces and warfighting functions according to the
commander’s intent and concept of operations. It is also responsible for planning
operations. It assists the commanders in the development of plans and orders.

The entire tactical operations center assists the commander in the exercise of
command and control. Therefore, commanders do not form a specific mission
command functional cell. All of the various TOC cells and staff sections assist the
commander with specific tasks of the mission command warfighting function.

For example, all functional and operational planning cells assist the
commander in conducting the operations process. As such, the TOC as a whole,
including the commander, deputy commanders, and command sergeants major,
represents the Mission Command warfighting function.

Functional Cells

Functional cells coordinate and synchronize forces and activities by

warfighting function. The functional cells within a TOC are movement and maneuver,
fire support, intelligence, protection, CMO, and sustainment.

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a. Movement and Maneuver Cell

The movement and maneuver cell coordinates activities and systems that
move forces to achieve a position of advantage. This includes tasks related to
gaining a positional advantage by combining forces with direct fire or fire potential
(maneuver) and force projection (movement). Elements of the operations, airspace
control, aviation, engineer, geospatial information and service, and space support
element form this cell.

Staff elements in the movement and maneuver cell also form the core of the
current operations integration cell. The unit’s operations officer leads this cell. When
necessary, the Movement and Maneuver Cell may include an SOF representative.
The G3/S3 acts as the Chief of Movement and Maneuver functional cell.

b. Intelligence Cell

The intelligence cell coordinates activities and systems that facilitate

understanding of the threats, terrain and weather, and other relevant aspects of the
OE. The intelligence cell requests, receives, and analyzes information from multiple
sources to produce and distribute intelligence products.

The intelligence cell consists of the majority of the intelligence staff and may
include an SOF representative. Higher headquarters may augment this organization
with additional capabilities to meet mission requirements. The unit’s G-2 (S-2)
intelligence officer leads this cell.

c. Fires Cell

The fires cell coordinates, plans, integrates, and synchronizes the

employment and assessment of fires in support of current and future operations. The
fires cell develops high payoff targets and selects targets for attack. The fires cell
recommends targeting guidance to the commander. The fires cell plans,
synchronizes, coordinates, and integrates adaptable fires matched to a wide range
of targets and target systems.

The fires cell coordinates target acquisition, target dissemination, and target
engagement functions for the commander. The fires cell coordinates activities and
systems that provide collective and coordinated use of Army indirect fires, joint fires,
and air defense through the targeting process.

The fires cell includes elements of fire support, the air defense section, and
liaison officers from joint or multinational fire support agencies. The unit’s
FSCOORD/FSO leads this cell.

d. Protection Cell

The protection cell coordinates the activities and systems that preserve the
force through risk management. This includes tasks associated with protecting
personnel and physical assets. Elements of the following staff sections form this cell:

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chemical, biological, radiological, and nuclear; engineer; personnel recovery; and

provost marshal.

Additionally, a safety officer is assigned at the AO and, with augmentation, as

required down to the brigade level. The protection cell coordinates with the signal
staff section to further facilitate the information protection task. The engineer officer
acting as the chief of protection leads this cell.

e. Sustainment Cell

The sustainment cell coordinates activities and systems that provide support
and services to ensure freedom of action, extend operational reach, and prolong
endurance. It includes those tasks associated with logistics, personnel services, and
health service support.

The following staff sections form this cell: personnel, sustainment, financial
management, and surgeon. The S4 acts as the chief of sustainment leads this cell.

f. Civil Military Operation (CMO) Cell

The CMO cell coordinates activities and systems that gain popular support,
establish legitimacy of action, protect the force, and influence the adversary’s
cognitive capability. It facilitates the conduct of civil affairs, public affairs and
information support affairs.

The following staff sections composed the CMO Cell: Civil affairs, public
affairs and information support affairs. The S7 acts as the Chief of the CMO
functional cell. #

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Staff Organization

Overview of Staff Organization

Staff structures and organizations, within the limitations of regulations and

laws, often reflect the commander’s operational requirements, experience, and span
of control. The Army uses standardized staff organizations to benefit from
consistency in performance, responsibilities (regardless of unit type or echelon),
training, and resources.

Basis for Staff Organization

Military staffs are organized according to the following interrelated

considerations:
> Mission.
> Broad fields of interest.
> Regulations and laws.

The mission determines activities units are to accomplish. These activities, in

turn, determine how the commander organizes, tailors, or adapts the staff to
accomplish the mission.

Regardless of the command mission, every Army staff has common broad
fields of interest that determine how the commander divides duties and
responsibilities. Grouping related activities allows an effective span of control and
unified effort.

The broad fields of interest may vary, depending on the echelon of command,
the mission, and the environment. For example, at the battalion level there is not a
resource manager. The commander, however, adds the field of interest to other
echelons when resource management is a major consideration.

Factors Affecting Staff Organizations

Each commander must use his professional knowledge, experience, and

leadership style to develop and efficiently and effectively organize his staff. Several
factors influence staff organization, including the-
> Size and diversity of responsibilities.
> Political requirements.
> Local (unique) requirements.
> Changes in the amount of work the section must routinely perform.
> The amount of information dissemination the section routinely conducts.
> The availability, knowledge, qualifications, and performance of personnel.
> Requirements imposed by the organization and location of command
posts and headquarters.

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> A section’s mobility requirements.

> Requirements for 24-hour operations.
> Requirements for 24-hour local security.
> Ability to group related activities.
> Desired span of control.
> Demand for prompt dissemination of essential information.
> Commander’s and chief of staff’s preferences.

Authorization for Staff Organizations

Every organization and activity must have an authorization document to

reflect an organizational structure supportable by manning and equipping systems.
An authorization document states a unit’s approved structure and resources and is
the basis and authority for requisitioning. Every staff has a table of organization and
equipment (TOE) or a table of distribution and allowances (TDA), or a combination of
both that authorizes the staff.

Table of Organization and Equipment Table of Distribution and Allowances

(TOE) (TDA)

> A TOE is a unit’s wartime > A TDA is an authorization document.

authorization document.
> The TDA prescribes the
> The commander develops the TOE organizational structure for a unit
from the table of organization and having a support mission or function
equipment (TOE). for which a TOE does not exist and
which may include civilian positions.
> The TOE prescribes the
organizational structure, personnel, > TDAs are unique authorization
and equipment authorizations and documents. They help the staff attain
requirements of a military unit. the most efficient operational
Because of a unit’s specific mission, capability possible, using manpower
the environment, or other reasons, spaces the command force structure
the TOE is modified into a TOE. prescribes, to accomplish specific
missions and functions.
> A TOE prescribes, in more detail, the
unit’s organization, personnel, and > Types of TDA documents include
equipment authorized to accomplish mobilization, augmentation, and full-
the doctrinal mission in a specific time support TDAs.
geographical or operational
environment or at a specific point on
its modernization path.
> A TOE lists authorized staff sections,
personnel, and equipment. The
commander can change the TOE
with HPA approval.

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Basic Staff Structure Model

Staffs at every echelon of command are structured differently, but every staff
has some commonalities. The basic model for all staff structures includes a chief of
staff (C of S) or executive officer (XO) and three staff groups: coordinating, special,
and personal. The number of coordinating, special, and personal staff officers within
each staff group varies at different levels of command. The commander may
integrate TDA staffs with TOE staffs to promote unity of effort and to save resources.

Chief of Staff (Executive Officer).

The CofS (XO) is the commander’s principal staff officer. He directs staff
tasks, conducts staff coordination, and ensures efficient and prompt staff response.
The CofS oversees coordinating and special staff officers. He does not necessarily
oversee the commander’s personal staff officers, although he normally interacts with
them every day. The commander normally delegates authority to the CofS for the
executive management of coordinating and special staff officers.

Coordinating Staff Group.

Coordinating staff officers are the commander’s principal staff assistants and
are directly accountable to the C of S. Coordinating staff officers are responsible for
one or a combination of broad fields of interest. They help the commander
coordinate and supervise the execution of plans, operations, and activities.
Collectively, through the C of S, they are accountable for the commander’s entire
field of responsibilities. The staff is not accountable for functional areas the
commander decides to personally control.

Commanders may designate coordinating staff officers as assistant chiefs of

staff (ACofSs), deputy chiefs of staff (DCofSs), directors, or regular staff officers.
These positions generally reflect the degree of authority the commander delegates to
coordinating staff officers and the scope and complexity of operations within a
command. However, the commander establishes a staff officers actual authority if it
is not inherent in his title.

A coordinating staff officer’s authority is limited to advising, planning, and

coordinating actions within his field of interest. He also coordinates and integrates
appropriate special staff officer activities into operations. The commander might also
give a coordinating staff officer added authority to act on specific matters within his
field of interest.

Normally, coordinating staff officers have a direct interest in other staff

officers’ fields of interest. Therefore, a clear definition of staff responsibilities is
necessary to ensure coordination and to eliminate conflict. Unit SOPs or organization
and functions manuals give procedures that specify primary responsibilities and
requirements for coordination.

Coordinating staff officers are responsible for acquiring information and

analyzing its implications for and impact on the command. More important,
coordinating staff officers must provide timely and accurate recommendations to the

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commander to help him make the best possible decisions. While doing so,
coordinating staff officers must often request and receive information and
recommendations from special staff officers. However, they must be sure to inform
all other coordinating staff officers, as required.

Special Staff Group.

Special staff officers help the commander and other members of the staff in
their professional or technical functional areas. The specific number of special staff
officers and their duties vary at each level of command. Special staff sections are
organized according to functional areas.

The commander assigns responsibilities to specific coordinating staff officers

for each of the special staff functions. Although special staff sections may not be
integral to a coordinating staff section, there are usually areas of common interest
and habitual association. Therefore, a coordinating staff officer might be responsible
for coordinating a special staff’s actions.

Other special staff officers may deal routinely with more than one coordinating
staff officer.

Personal Staff Group.

Personal staff members work under the commander’s immediate control.

They also may serve as special staff officers as they coordinate actions and issues
with other staff members. When performing their duties as special staff officers,
these personal staff officers may work through the CofS and under a specific
coordinating staff officer for coordination and control purposes. Members of the
personal staff included.

a. Personnel the TOE or TDA specifically authorizes as personal

assistants, such as aides-de-camp.

b. Personnel the commander desires to supervise directly.

c. Personnel who by law or regulation have a special relationship to the

commander.

Typical personal staff members include the command sergeant major (CSM),
chaplain, inspector general (IG), public affairs officer (PAO), surgeon, dentist, and
staff judge advocate (SJA). Members may perform some duties as personal staff
officers and some as special staff officers or members of a coordinating staff section.

Staff Models

All Army staff organizations at division to battalion levels use a basic model to
begin the organization of their staffs. Each commander then tailors his staff
according to his specific needs. Whether the staff is called a G staff or an S staff
depends on who is in command. A unit commanded by a general officer has a G
staff. A unit commanded by a colonel or below has an S staff.

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Major Commands (G Staffs) (Division).

The staff of a major command has each of the major staff groups:
coordinating, special, and personal staff officers

In a division, the deputy or assistant commander extends the commander’s

span of control in areas and functions as the commander designates. The deputy or
assistant commander’s specific duties vary from division to division, but typically
include rear operations or a special operation in conjunction with close operations.

A division normally has an assistant division commanders (ADC) to extend

the division commander’s control in designated areas and functions. The ADC’s
specific duties also vary from division to division. Typical duties might include being
the ADC for maneuver or operations or the ADC for support.

Staffs of Smaller Units (S Staffs) (Regiments, Brigades, and Battalions).

The staffs of smaller units are organized according to the basic staff model.
Their coordinating staff officers control functional areas of interest more suited to
their unit’s mission. The staffs of units smaller than division must meet unit
requirements.

Figure 8: Typical division staff structure

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Smaller-unit staff functions are generally the same as those for larger staffs.
However, the operational nature of smaller units might require some modification.

For example, staff activities, such as advising, planning, coordinating, and

supervising, are more informal at small units than at higher levels. The functional
area of interest should remain, however, even when the function is absent.

Figure 9: Typical smaller-unit staff structure (brigade and battalion)

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Roles, Duties, Responsibilities and Authorities of an NCO

Roles

The importance of the chain of command to the success of tactical operations

and organization is nothing new in the military affairs. The extent to which any social
institution works depends for the most part upon how effectively orders and
information are passed from top to bottom and back. It is a universal concept that
somebody has to be in charge. When things do not work this way, chaos is the
result. The role of the NCO in the chain of command work is absolutely vital.

A tough, dedicated, and professional NCO corps is a necessary and

permanent part of any army. In ancient times, armies selected soldiers for special
traits of skill, courage and leadership; these select soldiers performed what we would
call the duties of NCO. And so today, the Philippine Army selects a special group of
soldiers to be the NCO.

NCOs are promoted from the ranks. They are charged with duties that support
commissioned officers in accomplishing the missions of the units of the Army.
Sergeants’ business is to train and lead soldiers – every hour of every day.
Sergeants see to it that orders are carried out in spirit and in fact, Sergeants lead by
example, they set high standards, they train soldiers to perform to those standards,
they help soldiers meet those standards. Sergeants must also lead soldiers in
performing a wide variety of non-combat jobs. The buck stops at the sergeants –
they lead, insist that the job gets done right, and assist soldiers.

As a sergeant you have a tough, demanding, but very rewarding job. You and
the soldiers you lead are the heart of the Philippine Army. This is so because you
lead soldiers at the action level where the important, day-to-day, fundamental work
of the Army is done.

Because you live and work directly with and among your soldiers, you have
the best opportunity to know as they really are. You should be the first to identify and
teach the soldiers to overcome their shortcomings. You are in the best position to
secure the trust and confidence of the soldiers; you do this by leading them; you lead
by example. You have the advantage of a deeper understanding of soldier behavior
which comes from the fact that you were promoted directly from the ranks that you
know, lead and serve.

Every soldier has certain duties, responsibilities, and most have some level of
authority. You should know what these are and how they apply to you. As a NCO,
one of your obligations is to carry out your duties to standard and the best of your
ability. Bear your responsibilities knowing that you are part of a great team that only
works well when each of its members do their best. If you are in a leadership
position, exert authority to build the team and develop your soldiers. Your soldiers
are depending on you each and every day to make tough decisions based on your
rank and duty position. Do you know the meaning of duties, responsibilities and
authority?

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Duty

Duties are general requirements to be performed. Duty begins with everything

required of you by law, regulation, and orders; but it includes much more than that. A
duty is something you must do by virtue of your position and is a legal or moral
obligation. For example, it is the supply sergeant’s duty to issue equipment and keep
records of the unit’s supplies. It is the first sergeant’s duty to hold formations, instruct
platoon sergeants and assist the commander in supervising unit operations. It is the
duty of the squad/section/team leader to account for his soldiers and ensure that
they receive necessary instructions and are properly trained to perform their jobs.

NCO duties are numerous and must be taken seriously. An NCO’s duty
includes taking care of soldiers, which is your priority. Corporals and sergeants do
this by developing a genuine concern for soldiers’ well-being. Leaders must know
and understand their soldiers well enough to train them confidence in their ability to
perform well under the difficult and demanding conditions of battle. Individual training
is the principle duty and responsibility of NCOs. No one in the Philippine Army has
more to do with training soldiers than NCOs. Well trained soldiers properly do the
tasks their NCOs give them. A good leader executes the boss’s decisions with
energy and enthusiasm; looking at their leader, soldiers will believe the leader thinks
it’s absolutely the best possible solution.

These may be situations you must think carefully about what you’re told to do.
For example, duty requires that you refuse to obey illegal orders. This is not a
privilege you can claim, but a duty you must perform. You have no choice but to do
what’s ethically and legally correct. Making the right choice and acting on it when
faced with an ethical question can be difficult. Sometimes, it means standing your
ground and telling your supervisor you think their wrong. If you think an order is
illegal, first be sure that you understand both the details of the order and its original
intent. Seek clarification from the person who gave the order. This takes moral
courage, but the question will be straightforward: Did you really mean for me to...
steal the part... submit a false report...shoot the prisoners?

If the question is complex and time permits, seek advice from legal
assistance. However, if you decide immediately, as in the heat of combat, make the
best judgment possible based on the Philippine Army core values and attributes,
your experience and your previous study and reflection. You take a risk when you
disobey what you perceive to be an illegal order. Talk to your superiors, particularly
those who have done what you aspire to do or what you think you’ll be called on to
do; providing counsel of this sort is an important part of leadership. Obviously, you
need to make time to do this before you’re faced with a tough call. This could
possibly be the most difficult decision you’ll ever make, but that’s what leaders do.

NCO have three types of duties: specified duties, directed duties and implied
duties.

a. Specified Duties. Specified duties are those related to jobs and

positions. Directives such as Philippine Army regulations, general orders and MOS
job description specify the duties.

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b. Directed Duties. Directed duties are not specified as part of a job

position or MOS or other directed. A superior gives them orally or in writing. Directed
duties include being in charge of quarters (CQ) or serving as sergeant of the guard,
staff duty officer, company training NCO , where these duties are not found in the
unit’s organization charts.

c. Implied Duties. Implied duties often support specified duties, but in

some cases they may not be related to the MOS job position. These duties may not
be written but implied in the instructions. They are duties that improve the quality of
the job and help keep the unit functioning at an optimum level. In most cases, these
duties depend on individual initiative. They improve the work environment and
motivate soldiers to perform because they want to, not because they have to. For
example, while not specifically directed to do so, you hold in-ranks inspections daily
to ensure your soldiers’ appearance and equipment are up to standards.

Responsibility

Responsibility is the legally established and moral obligation a soldier

assumes for his own actions, accomplishments and failure. Leaders also assume
responsibility for the actions, accomplishments, and failures of their units and
decisions. Above all, the leader is responsible for accomplishing his assigned
missions. Then, he is responsible for his soldiers’ health, welfare, morale, and
discipline.

Responsibility is being accountable for what you do or fail to do. Non-

Commissioned Officers are responsible to fulfill not only their individual duties, but
also to ensure their teams and units are successful. Any duty, because of the
position you hold in the unit, includes a responsibility to execute that duty. As a NCO,
you are accountable for your conduct and that of your soldiers. Also, each soldier is
individually responsible for his own personal conduct and that responsibility cannot
be delegated. A soldier is accountable for his actions to fellow soldiers, leaders, unit
and the Philippine Army.

As a leader you must ensure that your soldiers clearly understand their
responsibilities as members of the team and as representative of the Philippine
Army. Commanders set overall policies and standards, but all leaders must provide
the guidance, resources, assistance and supervision necessary for soldiers to
perform their duties. Mission accomplishment demands that officers and NCOs work
together to advise, assist and learn from each other.

Responsibilities fall into two categories: command and individual.

a. Command Responsibility. Command responsibility refers to collective

or organizational accountability and includes how well the unit performs their
missions. For example, a company commander is responsible for all the tasks and
missions assigned to the company; his superiors hold him accountable for
completing them. Commanders give military leaders the responsibility for what their
sections, units, or organizations do or fail to do. NCO are therefore responsible to
fulfill not only their individual duties, but also to ensure that their team and unit are
successful. The amount of responsibility delegated to you depends on your mission,
the position you hold and your own willingness to accept responsibility.

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One point you need to get straight is that although a list of duties can
be drawn up describing what is expected of you, it will not tell you how to do your
job. For example, one of a NCO’s duties is to enforce standards of military
appearance. This means you are responsible for correcting soldiers who wear the
uniform improperly and for teaching them the correct standards of appearance. It
also means that you should inspect for proper and serviceability, clothing and
equipment of your soldiers. Remember that you must set the example first and your
soldiers will follow in your footsteps.

b. Individual Responsibility. Every soldier is responsible for performing his

duty to the very best of his ability – and for trying to improve his performance. An
NCO means you are accountable for your personal conduct and appearance.
Soldiers in the Philippine Army have their own responsibilities. For example, every
soldier is responsible for his own physical fitness. Commanders set aside time on the
training schedule for physical training (PT), designated a PT NCO and even ensure
all soldiers complete unit runs. But only you can make yourself physically fit.

Individual responsibility cannot be delegated; it belongs to every

individual soldier. Soldiers are accountable for their actions, to their fellow soldiers,
to their leaders, to their unit and to the Philippine Army. As a Non- Commissioned
Officer you must ensure that your soldiers understand clearly their responsibilities as
members of the team and as representatives of the Philippine Army.

NCO has general roles and responsibilities to perform as follows:

1. Trains soldiers and conducts the daily business of the Philippine Army
within established policy.

2. Focuses on individual soldier and small unit training.

3. Deals primarily with individual soldier training and team

4. Ensures that subordinate teams, NCOs, and soldiers are prepared to

function as effective unit and team members.

Since NCO have many of the same duties, there seems to be an overlap in
the duties and responsibilities of officers and NCOs. The truth is that while
responsibilities may be shared, the tasks necessary to accomplish them should not
be.

NCO responsibilities are divided into twelve (12) broad categories considered
the “bible” of the NCO corps:

1. Individual training of soldiers in MOS and in basic soldiering skills.

a. Teach soldier the mission of the unit as a whole, and of their team
as part of the unit

b. Train soldiers to be team members – to work together to

accomplish the missions.

c. Train soldiers to employ, maintain, and care for the weapons

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d. Train soldiers to fight, win and live.

e. Teach soldiers the history and traditions of the Philippine Army;

military courtesy; personal hygiene; appearance standards; and drills and
ceremonies.

2. Personal and professional development of soldiers.

a. Recommend that the good soldiers attend career development

courses as needed and as appropriate.

b. Fix responsibility. Assign to subordinates the responsibility for

appropriate tasks. This just means giving soldiers tasks they can do based on their
abilities, experience, and know-how. Train your soldiers to take on increasingly
difficult or complex tasks. Train your soldiers to replace you, just as you yourself train
to replace your superior.

c. Develop a sense of responsibility in your soldiers by holding them

responsible for their actions.

d. Ensure that required publications are available and convenient for

the soldiers to use.

e. Help soldiers cope with personal problems.

f. Counsel soldiers on their strengths and weaknesses; build on their

strengths and strive to overcome their weaknesses.

g. Recommend soldier awards through the NCO support channel.

h. Develop your own ability to deal with personal and professional

development of soldiers of both sexes.

3. Accountability for the squad, section, or team

a. Know what each soldier in the unit that you lead is doing during
duty hours.

b. Know where each soldier lives and how to contact him.

c. Know why a soldier is going on sick call or other appointments, how

he is treated, and what is wrong with him.

d. Use the team, squad, or section as a unit to accomplish as many

missions as possible.

e. Know the readiness status or operating condition of the weapons

and other equipment.

4. Military appearance, physical conditioning, and training of soldiers

a. Make corrections on the spot when you see something wrong.

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b. Supervise the physical fitness training and development of your

soldiers.

c. Train your soldiers in the proper wear and care of their uniforms
and equipment.

5. Physical and mental well-being of the soldier and his or her family

a. Know your soldiers’ family situations and help them if they have
problems.

b. Make sure your soldiers know what services and benefits they and
their families are entitles to; if you don’t know, find out. Your personnel officer or
NCO can provide this information.

c. Let your soldiers know what you’re doing to help them solve their
problems.

d. Watch for excessive alcohol and drug users and abusers among
your soldiers. Take necessary action.

e. Visit your soldiers and their families when they are sick; get medical
help for them if it’s needed.

f. Learn to deal with the wider range of physical and mental well-being
needs that will be present if your unit includes soldiers of both sexes.
NOTE: There are many problems you cannot solve by yourself, but there are many other people in
the Philippine Army who can help. Find out who they are and get their help. Use the chain of
command and the NCO support channel to do this.

6. Supervision, control, motivation, and discipline of subordinates

a. Counsel your soldiers and maintain your own counseling records.

have any.

b. Support actions of your subordinate NCOs, when you

c. Teach your soldiers about the military justice system.

d. Recommend commendations and passes.

e. Conduct corrective training when required.

f. Keep your soldiers informed.

7. Communication between the individual soldier and the organization

a. Use, and insist that your soldier use, the chain of command and
NCO support channel.

b. Listen and act on soldiers’ suggestions and complaints.

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c. Support and explain the reasons of current policies.

d. Try to develop in your unit a feeling of loyalty and pride in your team
and your unit.

e. Do not complain to, or in the presence of, your soldiers.

8. Plan and conduct day-to-day unit operations within prescribed policies

a. Provide input to the schedule for individual skill training.

b. Conduct team training.

c. Supervised daily events as required by training

d. Supervised the movement of your troops as appropriate.

e. Let every soldier know the schedule of activities well in

f. Handle situations not covered by instructions.

9. Maintain established standards of performance for soldiers and NCO.

a. Explain clearly what you expect from your soldiers.

b. Conduct special training to correct training weaknesses.

c. Train your soldiers to the standards set by higher headquarters.

d. Be an example of the professional NCO in action. If you are, many

of your soldiers may also want to be sergeants someday.

10. Maintenance, serviceability, accountability, and readiness of arms,

clothing, vehicles, and equipment

a. Inspect your soldiers’ equipment often using the approved checklist.

Hold your soldiers responsible for repairs and losses.

b. Learn how to use and maintain the equipment your soldiers use. Be
among the first to operate new equipment.

c. Enforce maintenance and supply system procedures for the chain

of command.

11. Appearance and condition of unit billets, facilities, and work areas.

a. Inspect these areas often and supervise their maintenance.

b. Conduct fire and safety inspections and drills.

c. Set and enforce cleanliness standards.

d. Eat in the mess hall and observe mess operations.

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e. Use recreational facilities and recommend actions to

f. Improve them.

12. Advise on support, and implement policy established by the chain of

command

a. Maintain established standards

b. Keep officers and senior NCOs informed.

c. Seek guidance from the chain of command as necessary.

d. Provide advice to the chain of command when necessary.

e. Support priorities established by the commander.

f. Keep the NCO support channel working in support of the chain of

command.

Authority

As an NCO, you must know what authority you have and where it comes
from. You are also expected to use good judgment when exercising your authority.

The word “authority” is used in many different ways; for example, “You don’t
have the authority to take this vehicle” or “You’re authorized to issue live ammunition
if the situation gets worse.” Do you know what authority is and where it comes from?
An explanation is offered but get one thing straight. If you are in doubt, ask a senior,
more experienced NCO or officer.

Authority is defined as the right to direct soldiers to do certain things. This

might be as simple as issuing an order: “PFC Cruz, you and Santos start filling
sandbags; Roger and Oscar will provide security from that hill.” Or it may be right to
direct soldiers to “Follow me and do as I do.” Here we have authority used at its best
– with good leadership techniques. You direct the soldiers to do something, but you
do it by directing them to follow your example.

Authority is the legitimate power of leaders to direct soldiers or to take action

within the scope of their position. Military authority begins with the Constitution,
which divides it between Congress and the President. The President, as
Commander-In-Chief, commands the Armed Forces of the Philippines, including the
Philippine Army as one of its branches of service. The authority from the
Commander-In-Chief extends through the chain of command, with the assistance of
the NCO support channel, to the squad, section or team leader who then directs and
supervises the actions of individual soldiers.

In the Philippine Army there are two basic types of authority: command
authority and general military authority.

1. Command Authority. It is the authority leaders have over soldiers by

virtue of rank or assignment. Command authority originates with the President and

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may be supplemented by law or regulation. Even though it is called “command”

authority, it is not limited to officers – you have command authority inherent in your
leadership position as a tank commander or team leader, for example. NCO’s
command authority is inherent with the job by virtue of position to direct or control
soldiers. Command authority is exercised when a member of the Philippine Army is
assigned to or assume position requiring the direction and control of other members
of the Army.

Leading soldiers includes the authority to organize, direct and control your assigned
soldiers so that they accomplish assigned missions. It also includes authority to use
assigned equipment and resources to accomplish your missions. Remember that
this only applies to soldiers and facilities in your unit. For example, if the platoon
sergeant of first platoon goes on leave and a squad leader is put in charge, that
squad leader has command authority over only first platoon, until he is relieved from
the responsibility soldiers in first platoon will obey the squad leader’s orders due to
his position. However, the squad leader does not have command authority over
another platoon.

Command authority is not necessarily limited to commissioned officers.

Any soldier assigned to a leadership position has the authority inherent in the
position to issue orders necessary to accomplish the mission or for the welfare of his
soldiers, unless contrary to law or regulation. A tank commander, squad leader,
section or platoon sergeant uses this authority to direct and control his soldiers.

2. General Military Authority. It is authority extended to all soldiers to take

action and act in the absence of a unit leader or other designated authority. It
originates in oaths of office, law, rank structure, traditions and regulations. This
broad-based authority also allows leaders to take appropriate corrective actions
whenever a member of any armed service, anywhere, commits and act involving a
breach of good order or discipline. For example, if you see soldiers in a brawl, you
have the general military authority (and obligation) to stop the fight. This authority
applies even if none of the soldiers are in your unit.

General military authority exists whether you are on duty or not, in

uniform or in civilian attire and regardless of location. For example, you are off duty,
in civilian clothes and in the PX and you see a soldier in uniform with his headgear
raised up and trousers unbloused. You stop the soldier immediately, identify yourself
and ensure the soldier understands and makes the necessary corrections. If he
refuses, saying you don’t have the authority to tell him what to do because he is not
your NCO support channel, the soldier is wrong.

You as a NCO have both general military authority and the duty to
enforce standards as prescribed by higher headquarters. Your authority to enforce
those regulations is your duty and if you neglect your duty, you can be held
accountable. If the soldier refuses to obey you, what can you do? For starters, you
can explain that you have authority regardless of your location, your unit, or whether
you are in uniform or civilian attire. You may decide to settle for the soldier’s name
and unit. If so, a phone call to his first sergeant should be more than enough to
ensure that such an incident does not recur.

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For NCO, another source of general military authority stems from the
combination of the chain of command and the NCO support channel. The chain of
command passes orders and policies through the NCO support channel to provide
authority for NCOs to do their job. With such broad authority given to all
commissioned officers and Non- Commissioned Officers, the responsibility to use
mature, sound judgment is critical. The chain of command backs up the NCO
support channel by legally punishing those who challenge the NCO’s authority. But it
does so only if the NCO’s actions and orders are sound, intelligent and based on
proper authority. To be good leader, you should learn what types of authority you
have and where it comes from. Whenever in doubt, ask. Once you’re confident that
you know the extent of your authority, use sound judgment in applying it. Then you
will be a leader respected by both your soldiers and superiors.

3. Delegation of Authority. Just as Congress and the President cannot

personally direct every aspect of the Armed Forces of the Philippines operations,
most leaders at all levels cannot handle every action. To meet the organization’s
goals, officers delegate authority to NCO in the NCO support channel who, in turn,
may further delegate that authority. Unless restricted by law, regulation or a superior,
leaders may delegate any or all of their authority to their subordinate leaders.
However, such delegation must fall within the leader’s scope of authority. Leaders
cannot delegate authority they do not have and subordinate leaders may not assume
authority that superiors do not have, cannot delegate, or have retained. The task or
duty to be performed limits the authority of the leader to whom it is assigned.

Both command and general military authority originate in the

Constitution and Congress has further defined them in law. More explicit sources are
the Philippine Army regulation, the Manual for Courts Martial and the chain of
command/NCO support channel.

Precedence and Relative Rank

The determination of rank and precedence among enlisted personnel is

sometimes not as critical as it is among officers (especially when deciding who will
command), but it is necessary to resort some system on those occasions when
determining among two or more individuals of equal rank which one will be
responsible to a commander or supervisor for functions within the enlisted support
channel.

Among enlisted personnel of the same grade of rank in military service,

precedence or relative rank is determined.

1. According to date of rank.

2. When dates of rank are the same, by length of active enlisted service
in the Army.

3. k. When a and b above are the same, by length of a total active military
service.

4. l. When the foregoing test are not sufficient, by age. #

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Officer-NCO Staff Relationship

An important part of the role as a Non-Commissioned Officer (NCO) is how

you relate to commissioned officers. To develop this working relationship, NCOs and
officers must know the similarities of their respective duties and responsibilities.

Commissioned officers hold a commission from the President of the Republic

of the Philippines, which authorizes them to act as the President’s representative in
certain military matters. Laws, regulations, policies and customs limit the duties and
responsibilities of commissioned officers, like NCOs and other government officials.

As the President’s representatives, commissioned officers carry out the orders

of the Commander-In-Chief as they are handed down through the chain of
command. In carrying out orders, commissioned officers get considerable help,
advice and assistance from NCOs. Both commissioned officers and NCOs share the
same goal, which is the accomplishment of the unit’s mission. Since they have
similar responsibilities, it is evident that those responsibilities will overlap and must
be shared.

It should be clear by now that officers and NCOs depend on one another.
They work together to accomplish the mission of the unit. It is impossible for an
officer to command an effective unit and accomplish the mission, if the NCO doesn’t
ensure the troops know their job. Officers and NCOs must advise, assist and learn
from one another. Although the officer is held accountable for all that his unit does or
fails to do, only by working together with the NCO can be sure that the job will get
done.

NCOs, the backbone of the Philippine Army, train, lead and take care of
enlisted soldiers. They receive their authority from their oaths of office, law, rank
structure, duty position, traditions and regulations. This authority allows them to
direct soldiers, take actions required to accomplish the mission and enforce good
order and discipline.

NCOs represent officers. They ensure their soldiers, along with their personal
equipment, are required to function as an effective unit and team members. While
Commissioned officers command, establish policy and manage resources, NCOs
conduct the Philippine Army’s daily business. (Figure below is the comparison of the
General Duties of Commissioned and NCOs.)

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COMMISSIONED OFFICERS NON-COMMISSIONED OFFICERS

Commands, establishes policy, plans Conducts the daily business of the

and programs the work of the Philippine Philippine Army within established
Army. orders, directives, and policies.

Concentrates on collective training, Focuses on individual training, which

which will enable the unit to accomplish develops the capability to accomplish
its mission. the mission.

Is primarily involved with unit Primarily involved with training

operations, training, and related individual soldiers and teams.
activities.
Ensures each subordinate team, NCO
Concentrates on unit effectiveness and and soldier is prepared to function as an
unit readiness. effective unit and each team member is
well-trained, highly motivated, ready
Pays particular attention to the and functioning.
standards of performance, training and
professional development of officers as Concentrates on standards of
well as NCOs. performance, training and professional
development of NCOs and enlisted
Creates conditions – makes the time soldiers.
and other resources available – so the
NCO can do the job. Gets the job done.

Supports the NCO. Follows orders of officers and NCOs in

the support channel.

Figure 1. Comparison of the general duties of commissioned officers and NCOs.

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The Non-Commissioned Officer Support Channel

The Non-Commissioned Officer Support Channel is subordinate to and

supportive of the chain of command. The NCO support channel is not an
independent channel. It is incumbent on the users of this channel to ensure that the
chain of command is kept informed of the actions implement through the NCO
support channel and to eliminate the possibility of the NCO support channel
operating outside of the command policy and directives. Problems should be brought
to the attention of the chain of command and resolved through a coordinated effort.
Since the NCO support channel should be operating in accordance with established
command policy and directives, conflicts should be minimal and easily resolved.

The NCO support channel is directive in nature within established policies and
orders. Because of this, commanders are seeing senior NCO more actively
participating in all unit activities and tasks. The NCO support channel parallels and
reinforces the chain of command. NCO leaders work with and support the
commissioned officers of their chain of command.

In units at the battalion level and higher, the NCO support channel is the
communication and supervision that begins with the command sergeant major,
extends through first sergeants and platoon sergeants and ends with section chiefs,
squad leaders, or team leaders. In addition to passing information, the NCO support
channel is used for executing the commander’s orders and getting routine, but
important, jobs done. Most often it is used to put into effect policies and procedures
and to enforce standards of performance, training, appearance and conduct.

The connection between the chain of command and the NCO support channel
is the senior NCO. Commanders issue orders through the chain of command, but
senior NCOs must know and understand the orders to issue effective implementing
instructions through the NCO support channel. Although the first sergeant and
command sergeants major are not part of the formal chain of command, leaders
should consult them on individual soldier matters.

Successful officers have a good leader and Non-Commissioned Officer

relationship with their first sergeants and command sergeants major. In addition to
conducting normal operations, NCOs in the support channel advise the commander
on individual soldier proficiency and training needed to ensure unit readiness. This
leaves the commander free to plan, make decisions and program future training and
operations.

The need for such a relationship applies to platoon leaders and platoon
sergeants as well as to staff officers and NCOs. Senior NCOs have extensive
experience in successfully completing missions and dealing with enlisted soldier
issues. Also, senior NCOs can monitor organizational activities at all levels, take
corrective action to keep the organization within the boundaries of the commander’s
intent, or report situations that require the attention of the officer leadership.

Regardless of where the information or task begins – in the chain of command

or in the NCO support channel – keep the counterpart informed. This prevents

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duplication and the issuing of conflicting orders. Authority for the support channel
stems from the chain of command. Officers and Non- Commissioned Officers in
these channels work for their appropriate commanders. A positive relationship
between officers and NCOs creates conditions for success. (Figure below shows the
relationship of the chain of command and the NCO support channel.)

Figure 1. Comparison of the general duties of commissioned officers and NCOs.

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The NCO support channel assists the chain of command in accomplishing the
following:

a. Transmitting, instilling and ensuring the efficacy of the professional

Philippine Army ethic.

b. Planning and conducting the day-to-day unit operations within

prescribed policies and directives.

c. Training enlisted soldiers in their MOS as well as in the basic skills and
attributes of a soldier.

d. Supervising unit physical fitness training and ensuring that soldiers

comply with the appearance standards.

e. Teaching soldiers the history of the Philippine Army, to include military

customs, courtesies and traditions.

f. Caring for individual soldiers and their families both on and off duty.

g. Teaching soldiers the mission of the unit and developing individual

training programs to support the mission.

h. Accounting for and maintaining individual arms and equipment of

enlisted soldiers and unit equipment under their control.

i. Administering and monitoring the NCO professional development

program and other unit training programs.

j. Achieving and maintaining Philippine Army Core Values and Standards

of Conduct.

k. Advising the commander on rewards and punishment for enlisted

soldiers.

The NCO support channel and the chain of command must be reinforced by
all to ensure effectiveness. It is the channel of communication and supervision from
the command sergeant major to the most junior enlisted soldier in the unit.
Commanders may further specify responsibilities and authority of their NCOs to their
staffs and subordinates. Your contribution to the NCO support channel ensures its
overall success. #

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Military Briefings

Briefings are a means of presenting information to commanders, staffs, or

other designated audiences. The techniques employed are determined by the
purpose of the briefing, the desired response, and the role of the briefer.

Types of Briefings

There are four types of military briefings:

1. Information.
2. Decision.
3. Mission.
4. Staff.

1. Information. The information briefing is intended to inform the listener

and to gain his understanding. The briefing does not include conclusions and
recommendations, nor require decisions. The briefing deals primarily with facts. The
briefer states that the purpose of the briefing is to provide information and that no
decision is required. The briefer provides a brief introduction to define the subject
and to orient the listener and then presents the information.

Examples of an information briefing are information of high priority

requiring immediate attention; information of a complex nature, such as complicated
plans, systems, statistics, or charts, requiring detailed explanation; and controversial
information requiring elaboration and explanation.

2. Decision. The decision briefing is intended to obtain an answer or a

decision. It is the presentation of a staff officer’s recommended solution resulting
from analysis or study of a problem or problem area. Decision briefings vary as to
formality and detail depending on the level of command and the decision maker’s
knowledge of the subject (the problem or problem area). In situations where the
person receiving the briefing has prior knowledge of the problem and some
information relating to it, the briefing normally is limited to a statement of the
problem, essential background information, and a recommended solution.

The briefer must be prepared to present his assumptions, facts,

alternative solutions, reason for choosing the recommended solution, and the
coordination involved. If the person who is being briefed is unfamiliar with the
problem and the facts surrounding it, then a more detailed briefing is necessary. In
this case, the briefing should include any assumptions used in analyzing the
problem, facts bearing on the problem, a discussion of the alternatives, the
conclusions, and the coordination involved.

At the outset of the briefing, the briefer must state that he is seeking a
decision. At the conclusion of the briefing, if the briefer does not receive a decision,
he asks for it. The briefer should be certain that he understands the decision
thoroughly. If he is uncertain, he asks for clarification. In this regard, a precisely

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worded recommendation that may be used as a decision statement, once approved

by the commander, assists in eliminating possible ambiguities. Following the briefing,
if the chief of staff (executive officer) is not present, the briefer informs the SGS or
other appropriate officer of the commander’s decision.

3. Mission. The mission briefing is used under operational conditions to

provide information, to give specific instructions, or to instill an appreciation of a
mission. It is usually presented by a single briefing officer, who may be the
commander, an assistant, a staff officer, or a special representative. This depends
on the nature of the mission or the level of the headquarters. In an operational
situation or when the mission is of a critical nature, it may become necessary to
provide individuals or smaller units with more data than plans and orders provide.

The mission briefing reinforces orders, provides more detailed

requirements and instructions for each individual, and explains the significance of
each individual role.

4. Staff. The staff briefing is intended to secure a coordinated or unified

effort. This may involve the exchange of information, the announcement of decisions
within a command, the issuance of directives, or the presentation of guidance. The
staff briefing may include characteristics of the information briefing, the decision
briefing, and the mission briefing.

Attendance at staff briefings varies with the size of the headquarters,

the type of operation being conducted, and the personal desires of the commander.
Generally, the commander, deputies or assistants, chief of staff (executive officer),
and coordinating and special staff officers attend. Representatives from major
subordinate commands may be present. The chief of staff (executive officer) usually
presides over the staff briefing. He calls on staff representatives to present matters
that interest those present or that require coordinated staff action. Each staff officer
is prepared to brief on his area of responsibility.

In garrison, staff briefings are often held on a regularly scheduled

basis. In combat, staff briefings are held when required by the situation. The
presentation of staff estimates culminating in a commander’s decision to adopt a
specific course of action is a form of staff briefing. In this type of briefing, staff
officers involved follow the general pattern prescribed for the staff estimate being
presented.

Briefing Steps

A briefing assignment has four steps:

Step 1. Analyze the situation. This includes analyzing the audience and the
occasion by determining:

1. Who is to be briefed and why?

2. How much knowledge of the subject does the audience have?
3. What is expected of the briefer?

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Before briefing an individual the first time, the briefer should inquire as
to the particular official’s desires. The briefer must understand the purpose of the
briefing. Is he to present facts or to make a recommendation? The purpose
determines the nature of the briefing. The time allocated for a briefing will dictate the
style, physical facilities, and the preparatory effort needed. The availability of
physical facilities, visual aids, and draftsmen is a consideration. The briefer prepares
a detailed presentation plan and coordinates with his assistants, if used. The
preparatory effort is carefully scheduled. Each briefer should formulate a briefing
outline (next page). The briefer initially estimates the deadlines for each task. He
schedules facilities for practice and requests critiques.

Step 2. Construct the briefing. The construction of the briefing will vary with
its type and purpose. The analysis provides the basis for this determination. The
following are the major steps in preparing a briefing:

1. Collect material.
2. Know the subject thoroughly.
3. Isolate the key points.
4. Arrange the key points in logical order.
5. Provide supporting data to substantiate validity of key points.
6. Select visual aids.
7. Establish the wording.
8. Rehearse before a knowledgeable person who can critique the
briefing.

Step 3. Deliver the briefing. A successful briefing depends on how it is

presented. A confident, relaxed, forceful delivery, clearly enunciated and obviously
based on full knowledge of the subject, helps convince the audience. The briefer
maintains a relaxed, but military bearing. He uses natural gestures and movement,
but he avoids distracting mannerisms. The briefer’s delivery is characterized by
conciseness, objectivity, and accuracy. He must be aware of the following:

The basic purpose is to present the subject as directed and to ensure

that it is understood by the audience.

a. Brevity precludes a lengthy introduction or summary.

b. Logic must be used in arriving at conclusions and
recommendations.
c. Interruptions and questions may occur at any point. If and
when these interruptions occur, the briefer answers each question before proceeding
or indicates that the questions will be answered later in the briefing. At the same
time, he does not permit questions to distract him from his planned briefing. If the
question will be answered later in the briefing, the briefer should make specific
reference to the earlier question when he introduces the material. The briefer must
be prepared to support any part of his briefing. The briefer anticipates possible
questions and is prepared to answer them.

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Step 4. Follow-up. When the briefing is over, the briefer prepares a

memorandum for record (MFR). This MFR should record the subject, date, time, and
place of the briefing and ranks, names, and positions of those present. The briefing’s
substance is concisely recorded. Recommendations and their approval, disapproval,
or approval with modification are recorded as well as any instruction or directed
action. This includes who is to take action. When a decision is involved and doubt
exists about the decision maker’s intent, the briefer submits a draft of the MFR to him
for correction before preparing it in final form. The MFR is distributed to staff sections
or agencies that must act on the decisions or instructions contained in it or whose
operations or plans may be influenced.

Briefing Outline

1. Analysis of the Situation

a. Audience.
1) How many are there?
2) Nature.
a) Who composes the audience? Single or multiservice?
Civilians? Foreign nationals?
b) Who are the ranking members?
c) What are their official positions?
d) Where are they assigned?
e) How much professional knowledge of the subject do they
have?
f) Are they generalists or specialists?
g) What are their interests?
h) What are their personal preferences?
i) What is the anticipated reaction?
3) Purpose and type.
a) Information briefing (to inform)?
b) Decision briefing (to obtain decision)?
c) Mission briefing (to review important details)?
d) Staff briefing (to exchange information)?
4) Subject.
a) What is the specific subject?
b) What is the desired coverage?
c) How much time will be allocated?

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5) Physical facilities.
a) Where will the briefing be presented?
b) What arrangements will be required?
c) What are the visual aid facilities?
d) What are the deficiencies?
e) What actions are needed to overcome deficiencies?
b. Purpose and type.
1) Information briefing (to inform)?
2) Decision briefing (to obtain decision)?
3) Mission briefing (to review important details)?
4) Staff briefing (to exchange information)?
c. Subject.
1) What is the specific subject?
2) What is the desired coverage?
3) How much time will be allocated?
d. Physical facilities.
1) Where will the briefing be presented?
2) What arrangements will be required?
3) What are the visual aid facilities?
4) What are the deficiencies?
5) What actions are needed to overcome deficiencies?

2. Schedule of Preparatory Effort

a. Complete analysis of the situation.
b. Prepare preliminary outline.
c. Determine requirements for training aids, assistants, and
d. recorders.
e. Edit or redraft.
f. Schedule rehearsals (facilities, critiques).
g. Arrange for final review by responsible authority.

3. Constructing the Briefing

a. Collect material.
1) Research.
2) Become familiar with subject.
3) Collect authoritative opinions and facts.

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b. Prepare first draft.

1) State problem (if necessary).
2) Isolate key points (facts).
3) Identify courses of action.
4) Analyze and compare courses of action.
5) State advantages and disadvantages.
6) Determine conclusions and recommendations.
7) Prepare draft outline.
8) Include visual aids.
9) Fill in appropriate material.
10) Review with appropriate authority.
c. Revise first draft and edit.
1) Make sure that facts are important and necessary.
2) Include all necessary facts.
3) Include answers to anticipated questions.
4) Polish material.
d. Plan use of visual aids.
1) Check for simplicity or readability.
2) Develop method for use.
e. Practice.
1) Rehearse (with assistants and visual aids).
2) Polish.
3) Isolate key points.
4) Commit outline to memory.
5) Develop transitions.
6) Use definitive words.

4. Follow-Up
a. Ensure understanding.
b. Record decision.
c. Inform proper authorities.

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Format of an Information Briefing

1. Introduction.
a. Greeting.
Address the person(s) being briefed. Identify yourself and your
organization.
Example:
“Good morning, General Sua, sir. I’m 1Lt Kindipan, the S3 of 55th
Infantry (VIGILANT), Battalion, 1ID, PA.”
b. Type and Classification of Briefing.
Example:
“This is a SECRET information briefing.” Or
“This is an UNCLASSIFIED decision briefing.”
c. Purpose and Scope.
Give the big picture first. Explain the purpose and scope of your
briefing.
Example:
“The purpose of this briefing is to bring you up to date on our battalion’s
General Defense Plan. I will cover the battalion’s action during the first 72 hours of a
general alert.”
d. Outline or Procedure.
Briefly summarize the key points and your general approach. Explain
any special procedures (demonstrations, displays, or tours).
Example:
“During my briefing, I will discuss the six phases of our plan. I will refer
to the maps of our sector, and then my assistant will bring out a sand table to show
you the expected flow of battle.”

2. Body
Arrange the main ideas in a logical sequence.
Use visual aids correctly to emphasize your main ideas.
Plan effective transitions from one main point to the next.
Be prepared to answer questions at any time.

3. Closing.
Ask for questions.
Briefly recap your main ideas and make a concluding statement.
Announce the next speaker (if any).

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Format of a Decision Briefing

1. Introduction.
Military greeting.
Statement of the type, classification, and purpose of the briefing.
A brief statement of the problem to be resolved.
The recommendation.

2. Body.
Key facts bearing upon the problem.
Pertinent facts that might influence the decision.
An objective presentation of both positive and negative facts.
Necessary assumptions made to bridge any gaps in factual data.
Courses of Action: A discussion of the various options that can solve the
problem.
Analysis: The criteria by which you will evaluate how to solve the problem
(screening and evaluation). A discussion of each course of action is relative
advantages and disadvantages.
Comparison: Show how the courses of action rate against the evaluation
criteria.

3. Conclusion.
Describe why the selected solution is best.

4. Questions.

5. Restatement of the Recommendation

(so that it only needs approval/disapproval.)

6. Request a decision.

The Mission Briefing

1. General.
The mission briefing is an information briefing presented under tactical or
operational conditions, usually given by a single briefing officer.

2. The Purposes of a Mission Brief.

Give specific instructions.
The mission briefing serves to:
a. Issue or elaborate on an operation order, warning order, and so forth.

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b. Instill a general appreciation of a mission.

c. Review the key points of a forthcoming military operation.
d. Ensure participants know the mission’s objective, problems they may
confront, and ways to overcome them.

3. Format.
While the mission briefing has no set format, a convenient format is the five-
paragraph operation order:
a. Situation.
b. Mission.
c. Execution.
d. Service support.
e. Command and signal.

The Staff Briefing

1. General.
The staff briefing is a form of information briefing given by a staff officer. Often
it is one of a series of briefings by staff officers.

2. Purposes of a Staff Briefing

The staff briefing serves to:
a. Keep the commander and staff abreast of the current situation.
b. Coordinate efforts through rapid oral presentation of key data.

3. Possible Attendees:
The commander, his deputy, and chief of staff.
Senior representatives of his primary and special staff; commanders of his
subordinate units.

4. Common Procedures:
a. The person who convenes the staff briefing sets the agenda.
b. The chief of staff or executive officer normally presides.
c. Each staff representative presents information on his particular area.
d. The commander usually concludes the briefing but may take an active
part throughout the presentation. #

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Military History Timeline

Military History

Throughout history, individuals, states, and political factions have gained

sovereignty over regions and settle political disputes through the use of war.

The possession of permanent territories to defend or conquer brought the need

for large-scale battle in which the losing army would be destroyed and the better one to
secure the disputed territory.

The coming of civilization therefore brought the need for organized bodies of
shock troops.

The Periods in the Military History are:

> Ancient warfare (to 476 AD)
> Medieval warfare (476- 1492 AD)
> Gunpowder warfare (1492-1854)
> Industrial warfare (1854-1945)
> Modern warfare (1954- present)

Ancient warfare (to 476 AD)

Ancient warfare is war as conducted from the beginnings of recorded history to

the end of the ancient period.

The first war in recorded history took place in Mesopotamia in 2700 BCE
between Sumer (now Iraq) and Elam (now Iran). Wherein Sumerians, under command
of the King of Kish, Enembaragesi, defeated the Elamites in this war (see Fig. 1).

I. Weapon

Early ancient armies continued to primarily

use bows and spears, the same weapons that
had been developed in prehistoric times for
hunting.

II. Strategy

Infantry were at this time the dominant

form of war. This infantry would be divided into
ranged and shock.

Ancient strategy focused broadly on the

twin goals of convincing the enemy that
Figure 10: A Sumerian stone carving of the
continued war was more costly than submitting, first recorded war in history, circa 2700 BCE.
and of making the most gain possible from war.

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Forcing the enemy to submit generally consisted of defeating their army in the
field. Once the enemy force was routed, the threat of siege, civilian deaths, and the
like often forced the enemy to the bargaining table.

III. End of war

In Europe and the Near East, the end of antiquity is often equated with the Fall
of Rome in 476 AD. In China, it can also be seen as ending with the growing role of
mounted warriors needed to counter the ever-growing threat from the north in the 5th
century and the beginning of the Tang Dynasty in 618.

In India, the ancient period ends with the decline of the Gupta Empire (6th
century) and the beginning of the Muslim conquests there from the 8th century. And
in Japan, the ancient period can be taken to end with the rise of feudalism in
the Kamakura period in the 12–13th century.

IV. Formation

The earliest formation was

the phalanx which was first
employed in Sumer c. 3000 BCE
and would become the standard
for infantry formations for
thousands of years (See Figure 2).

It was made famous at the

Battle of Marathon in 490 BCE
Figure 11: The Macedonian Phalanx, here shown in its fighting
when the Greeks employed it formation of 256 men.
effectively to rout the Persians,
was perfected by Alexander the Great c. 332 BCE on his campaigns, and was made
more formidable by the armies of Rome.

Medieval warfare (476- 1492 AD)

This is the European warfare of the middle ages. Technological, cultural, and
social developments had forced a dramatic transformation in the character of warfare
from antiquity, changing military tactics and the role of cavalry and artillery.

Medieval Warfare largely predated the use of supply trains- which meant that
armies had to acquire food supplies from whatever territory they were passing
through, this meant that large scale looting by soldiers was unavoidable, and was
actively encouraged by the 14th century. Through the medieval period, soldiers were
responsible for supplying themselves, either through foraging, looting, or purchases.

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I. Weapon

Medieval weapons
consisted of many different
types of ranged and hand-held
objects such as battleaxes,
blades, zblunt weapons,
polearm, ranged bow, longbow,
crossbow, throwing spear and
sling (See Figure 3).
Figure 12: The Hundred Years’ War raged amid what was the
II. Strategy worst century in the history of Western civilization -- series of
conflicts from 1337 to 1453 by the House of Plantagenet,
De re military is the bible rulers of the England, against the French.
of warfare throughout the Middle
Ages. It was divided into five books: who should be a soldier and the skills they
needed to learn, the composition and structure of an army, field tactics, how to
conduct and withstand sieges, and the role of the navy.

III. Fortification

Building fortifications was a good

way to provide refuge and protection for the
people and the wealth in the region.

It is a very important part of warfare

because they provided safety to the lord,
his family, and his servants. They also
provided refuge from armies too large to
face in open battle (See Figure 4). Figure 13: The Walls of Dubrovnik are a series
of defensive stone walls, never breached by a
hostile army.
Gunpowder warfare (1492-1854)

Early modern warfare is associated with the start of the widespread use
of gunpowder and the development of suitable weapons to use the explosive,
including cannons, artillery and firearms (See Figure 5). This led to the simultaneous
decline of the feudal system and the absorption of the medieval city-states into larger
states.

I. Nature of War

This period saw the size and scale of warfare greatly increase. The number of
combatants involved escalated steadily from the mid -16th century and dramatically
expanded after the 1660s.

For example, the King of France could field around 20,000 men in total for his
wars against Spain in the 1550s but could mobilize up to 500,000 men into the field
by 1700 in the War of the Spanish Succession.

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Moreover, wars became increasingly deadly in this period. This may in part be
attributed to improvements in weapons technology and in the techniques of using it.

II. Fortification

In the age of cannon and

gunpowder, medieval fortifications
became obsolete. Fortifications
evolved into much lower structures
with ditches and earth ramparts that
would absorb and disperse the energy
of cannon fire.
Figure 14: Sample of a bronze Dardanelles cannon,
used by the Ottoman Turks in the siege of
Constantinople in 1453.
Industrial warfare (1854-1945)

As weapons—particularly small arms—became easier to use, countries began

to abandon a complete reliance on professional soldiers in favor of conscription.

Technological advances became increasingly important; while the armies of the

previous period had usually had similar weapons, the industrial age saw encounters
such as the Battle of Sadowa, in which possession of a more advanced technology
played a decisive role in the outcome (See Figure 6).

I. Total war

Total War is one of the main

features of industrial warfare. The
objective being to prevent the opposing
nation to engage in war. The term calls
for the complete mobilization and
subordination of all resources, including
policy and social systems.

On the largest scale the strategic

bombing of enemy cities and industrial Figure 15: Battle of Sadowa (Sadova, Koniggratz),
Bohemia, 3 July 1866, the decisive battle in the
factories during World War II was total Austro-Prussian War.
warfare.

II. Conscription

Conscription is the compulsory enrollment of civilians into military service. It

allowed the French Republic to form La Grande Armée, what Napoleon
Bonaparte called "the nation in arms", which successfully battled European
professional armies.

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Modern warfare (1954- present)

Modern warfare, although present in every historical period of military history, is

generally used to refer to the concepts, methods and technologies that have come into
use during and after the Second World War and the Korean War.

The concepts and methods have assumed more complex forms of the 19th-
and early-20th-century antecedents, largely due to the widespread use of highly
advanced information technology, and modern armies must modernize constantly to
preserve their readiness in terms of battle.

There has also been significant changes in the factors that impact on combat
operations by armed forces for the military theatre of operations,
including information, air, land, sea, and space.

What distinguishes modern military organizations from those previous is not

their willingness to prevail in conflict by any method, but rather the technological
variety of tools and methods available to modern battlefield commanders, from
submarines to satellites, from knives to nuclear warheads. #

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Philippine Army in 100 years

Historical Overview

For more than a century, the Philippine Army has served the Filipino people in
times of peace and war. It draws inspiration from our national revolutionary heroes
such as Andres Bonifacio, who were inspired by liberal ideas from Europe.

Bonifacio founded the Katipunan to prepare the people for an armed revolution
and started the fight against the better-armed Spanish colonizers. The Katipunan was
the nucleus of the Revolutionary Army and considered as the forerunner of the
present-day Philippine Army.

Below is a simplified timetable of the Philippine Army through the years:

19th Century

Andres Bonifacio organized the “Katipunan” using “GOMBURZA”

July
as their password in honor of the three martyred Filipino secular
1892
priests

Emilio Aguinaldo, of the Magdalo faction, proposed the formation

31 October
of a republican government and the organization of a regular
1896
army.

The Magdalo and Magdiwang factions met and decided to

dissolve the Katipunan and established a republic complete with
22 March
an Army. Artemio Ricarte was elected as the Chief of Staff. This
1897
event at Tejeros is credited as the anniversary day and by
inference, the genesis of the Philippine Army.

Emilio Aguinaldo proclaimed the establishment of the First

12 June Philippine Republic at Kawit, Cavite and rallied Filipinos to the
1898 cause of Independence. For the first time the Philippine Flag was
unfurled and the national hymn played in public.

Emilio Aguinaldo created a revolutionary government and the

Army of Liberation of the Philippines. This army was placed under
23 June
the Department of War and Public Works. Under the Department
1898
of Foreign Affairs was the Navy. This is the anniversary of today’s
Philippine Navy.

10 December Signing of the Treaty of Paris, with Spain ceding the Philippines
1898 to the United States of America for the measly sum of $20 million.

04 February Start of the Filipino-American war with the murder of four Filipinos
1899 crossing San Juan Bridge by an American sentinel.

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Realizing the futility of fighting a conventional was against the

November
Americans, Aguinaldo declared a shift to guerilla warfare and
1899
ordered the decentralization of command.

04 September Organization of the Philippine Scouts by the US Army to assist it

1899. in its battles against Emilio Aguinaldo’s forces.

1900 to 1936

US Congress authorized enlistment of Filipino into the US Army.

February This formally established the Philippine Scouts as a unit of the
1901 US Army. 23 March 1901. End of the First Philippine Republic
with the capture of Emilio Aguinaldo.

04 July End of the Fil-am War officially announces and US Army units in
1901 the Philippines were reduced.

The Philippine Constabulary is activated and organized under Act

08 August
175 for the purposes of better maintaining peace, law and order
1901
in the various provinces of the Philippine Islands.

15 November Inauguration of the Commonwealth of the Philippines and oath-

1935 taking of Manuel Quezon as the president.

Commonwealth Act No. 1 or more referred to as the National

21 December Defense Act is signed into law by Quezon. This date is
1935 considered the anniversary of the Armed Forces of the
Philippines.

The Armed Forces is organized with Brig Gen Jose de los Reyes,
11 January
who retired from the PC in 1930, being recalled to active duty as
1936
Acting Chief of Staff.

WW II

Gen Douglas MacArthur is recalled to duty and appointed

26 July
Commanding General of the United States Armed Forces in the
1941
Far East (USAFFE), with the Philippine Army as its core nucleus.

08 December
A Japanese force launches attacks against the Philippines.
1941

17 December
PC is again made an integral part of the Army.
1941

Post-WW II

The Philippines retrieves her political independence from the

04 July
United States, which was taken away when the First Philippine
1946
Republic under Aguinaldo, collapsed at the turn of the century.

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A small contingent of aircrafts acquired from the United States is

01 July
flown in by Filipino pilots. This date is considered the anniversary
1947
of the Philippine Air Force.

Pres. Quirino issued Execution Order No. 389 creating the Armed
Forces of the Philippines and dropping the name National
23 December
Defense Forces. The four major services are created, namely:
1950
Philippine Army, Philippine Constabulary, Philippine Air Force
and the Philippine Navy.

The 10th BCT was sent as the first unit to represent the
15 December
Philippine Expeditionary Forces to Korea (PEFTOK). It was later
1950
followed by the 20th, 19th, 14th, and the 2nd BCTs.

13 May 1955 The 2nd BCT returns to the Philippines

The Southwestern Command (SOWESCOM) was organized to

secure southwestern Philippines against all threats and conduct
1968
operations against lawless elements particularly smugglers,
pirates and armed bands.

Deployment of the Philippine Civic Action Group (PHILCAG)

14 July composed of engineers, medical, dental, nurses and rural
1969 community development teams and security personnel to South
Vietnam.

The four Military Area Commands of the AFP were deactivated

while the 1st Brigade of the 1st Infantry Division, 2nd Infantry
1970. Brigade (Sep), 3rd Infantry Brigade (Sep), and 4th Infantry
Division were activated as major components of the Philippine
Army.

21 Sept 1972 Martial Law was declared.

Later part of this year saw the activation of EMCOM,

NOREASCOM and WEBCOM with respective AORs. EVISCOM
1972
was later activated to cover Eastern Visayas. All these unified
commands operated directly under the Chief of Staff.

Pres. Marcos directs the restructuring of the AFP resulting to the

organization of the Regional Unified Commands. Their
boundaries conforming to the political sub-divisions of the 12
regions. Aside from conducting combined/joint security
March operations, the RUCs were given the added task of assisting in
1983 the socio-economic development of their regions.
Major Services also organized specialized forces, PA created the
FSRR; PC organized the SAF; PAF the Aviation Security Group;
and under the Navy, the Marines were strengthened.

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A mini-revolt led by Sec. Enrile and Gen Ramos at GHQ and

22-25 Feb Camp Crame, supported by a great majority of the people led to
1986 the expulsion of Pres Marcos. Ms Corazon Aquino was sworn
into office as the President.

The 14 RUCs are reduced to 7 AUCs, namely: NOLCOM,

covering Regions I, II and III; SOLCOM for Regions IV and V;
1990 Viscom for Regions VI, VII and VIII; SOUTHCOM covering the
Regions of Mindanao; and NCRDC to take care of Metro Manila;
WESCOM remains as a Regional Unified Command for Palawan.

RA 6975 was signed into law establishing the Philippine National

13 December
Police, separating the PC/INP its nucleus, from the AFP and
1990
putting it under the Department of Interior and Local Government

The Medium-term Philippine Development and was approved and

15 December
launched, dubbed as “Philippine 2000”. This, too, called for the
1992
modernization and streamlining of the AFP.

The Philippine Army has always been a partner in the growth of the Filipino
nation. In its many engagements, it has kept its role not only as the protector of the
Filipino people, but also a partner in nation building. The Army has significantly
helped steer the course towards the formation of Filipino nationhood.

The Philippine Army reflects the time-honored heritage and respectable

tradition of Filipino soldiery tempered through time by its commitment to attain
national objectives. It remains culturally sensitive to the Filipino people’s pursuit of a
democratic way of life.

Throughout history, the Philippine Army expands its roles and missions to
realize the emboldened responsibility of the Armed Forces of the Philippines as the
protector of the people and the state. #

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Army Transformation Roadmap

Overview

The Army Transformation Roadmap is an initiative of the Philippine Army that

seeks to embrace genuine transformation founded on good governance that will
permeate to every level of the organization.

As a plan, the ATR is considered as a multi-faceted approach that looked at

the PA as a platform for addressing the most fundamental and pertinent issues that
the institution is confronted with – from stakeholder support, to finances and
resources, to organization and human capital, to internal process, and finally to
constituency and impact.

Therefore, the ATR is envisioned as the bible of strategy for the entire PA as it
seeks to provide a solid rational basis for the Army’s organizational and capability
programs.

The ATR project is anchored on the following three (3) needs:

1. To define and align to the Philippine Army’s organizational programs

and thrusts with the policy and strategic programs and thrusts of both the
Department of National Defense (DND) and the Armed Forces of the Philippines
(AFP).

2. To build the gains we have made relative to the implementation of the

AFP Modernization Program (AFPMP), the Defense System of Management
(DSOM), and the Philippine Defense Reform (PDR) Program.

3. To integrate current reform efforts at the Major Service command level

with the medium- and long-term thrusts of the Army in order to attain the goals of
defense transformation.

First Step of the Governance Journey

As a PGS-Initiated institution, the Army has already adopted the critical steps
in adopting PGS into its systems and instituting good governance.

Firstly, the PA has set its strategic direction for the next 18 years by defining
its governance charter, which articulates the Army’s core values, core purpose,
mandated mission, and finally the vision that the PA seeks to realize by 2028.

Secondly, the PA has provided more flesh and given more heft to this
governance charter by having crafted a strategy map, which outlines identifies the
specific goals of the ATR and defines the interrelationships among these objectives.
These objectives are organized into the five strategic perspectives of stakeholder
support, logistics and finance, human resource, internal process, and constituency,
and the three strategic themes, namely: good governance, organizational
excellence, and operational excellence.

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Thirdly, in order to ensure that the Army vision is realized and the ATR
strategic objectives are accomplished, the PA has developed a governance
scorecard that translates the broad objectives into measurable and actionable details
that facilitate strategy execution, monitoring, and evaluation.

Finally, the PA has already defined and identified the strategic initiatives and
priorities, which when implemented, will deliver the expected breakthrough results
and lead to the realization of the PA vision and the desired transformation.

Defining the Army’s Strategic Direction

The long-term strategic direction of the PA is aptly captured in the Army

Governance Charter, which is composed of two major elements, namely: the core
ideology and the “big, hairy, audacious goal” (BHAG) or the vision.

The core ideology defines the enduring character of the PA and provides the
bonding glue that holds the organization as it grows and moves forward. The Army
Core Ideology expresses the fundamental ideals and principles that the Army
believes in and stands for through the Army Core Values and highlights its reason for
being through the Army Core purpose.

Army Core Purpose and Mandate

This sense of dedication to the institution and country is also expressed

through the Army Core Purpose, which is “Serving the People, Securing the Land.”
As part of the AFP, the PA already has a clear mandate mission as a force provider,
which is “to organize, train, equip, deploy and sustain ground forces in support of the
AFP mission.”

The articulated Army Core Purpose goes beyond our legal mandate and digs
deeper into the real reason for our existence as an Army. It also provides focus to
what it should always aspire to do. The PA exists to serve the people, and it does so
principally by securing our native land. This core ideology captures what we stand for
and why we exist as an organization.

Army Vision

As the PA is pursuing a long-term transformation program, which starts in

2010 and ends in 2028, it envisions itself to “be a world-class army that is a source
of national pride” by 2028.

However, as the PA ascends towards its envisioned future, it has set up four
base camps along the way that must be achieved to get closer to the 2028 Vision.

> By the end of 2010, the PA intends to lay the foundation for a
successful transformation program.

> By 2013, its intermediate goal is to become “a disciplined and

motivated Army capable of addressing all internal security threats.”

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> After six years, by 2016, it expects to become “a well-equipped Army

that has established a respectable image in Southeast Asia.”

> By 2022, its 12-year intermediate goal is to become “a modern and

respected Army in Asia.”

> And the end-goal for 2028 is to become “a world-class army that is a
source of national pride.”

Army Governance Charter

On the whole, the Army Governance Charter defines and sets the strategic
direction that the PA wants to pursue.

It starts with the clearly defined and easy to remember core values of “Honor,
Patriotism, and Duty.” It acknowledges our mandated mission which is “to organize,
train, equip, deploy, and sustain ground forces in support of the AFP mission.” And it
provides a sharper edge to our mission by stating our core purpose which is “serving
the people, securing the land.”

On such foundation, it sets forth a vision that the PA is committed to actualize:

“By 2028, to become a world-class Army that is a source of national pride.” However,
in order to ensure the realization of this big, hairy, and audacious goal, it also
identifies intermediate base camps as discussed.

Developing the Army’s Strategy Map

The PA knows it has to transform in order to realize its intermediate vision by

2016 of becoming “a well-equipped Army that has established a respectable image
in Southeast Asia” and that it will have to sustain its transformation process to
actualize its vision by 2028 of becoming “a world-class Army that is a source of
national pride.” Its recognition of such an imperative led the organization to craft a
transformation roadmap, which for all practical purposes is its long-term strategy
map defining the ways and means by which the envisioned transformation will be
realized.

The Army also shows in its transformation roadmap that success in pursuing
all the strategic objectives under the first four priorities would help bring about
success relative to the two remaining strategic objectives under the topmost
perspective, “constituency”.

This is what the transformation road map does: it sends very clear signals that
by focusing on the 11 strategic objectives and by vigorously pursuing them, the Army
can best serve the AFP and the entire nation. In the process, it would end up
becoming a “professional Army loved by the people”.

Performance Governance Scorecard

The Army’s Performance Governance Scorecard is a performance

measurement mechanism translating the strategic objectives into measures, targets,

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initiatives, and milestones. It is composed of performance measures which assess

and track the success of attaining the strategic objectives; performance
targets which outline the level of performance or the rate of improvement needed;
and the strategic initiatives which are key programs and projects that must be
implemented to attain the strategic objectives and eventually the vision.

Implementing the Army Transformation Roadmap

Due to determination, hard work, and perseverance to implement changes in

the PA, to include the active and continuous advocacy, the ATR has gained the
commitment and support of the Army leadership as well as majority of the PA’s
internal stakeholders. The following activities pushed the ATR to move forward:

> Organized the ATR Technical Working Group (ATRTWG), a

mechanism to enhance the coordination among the program directors and the
various staff of the Headquarters Philippine Army (HPA).

> Conducted various seminars and workshops in strategy development,

strategy implementation, project management and performance measurement.

> Participated in important HPA-sponsored fora to promote greater

awareness on the ATR and generate support for its implementation.

> Took part in the crafting of the PA support plan to the AFP’s
campaigns, the formulation of the Army’s annual operating program and budget.

> Developed the draft project management plans of the identified 15 ATR
strategic initiatives to ensure that these key projects are carried out well.

> Conducted a cascading workshop for the key HPA staff.

> Conducted a workshop to initiate the organization of a multi-sector

governance council.

Summary

The PA has put countless efforts in crafting the Army Transformation

Roadmap. However, the completion of the transformation framework is only an
indication that the real work is just starting. Hence, a lot of things have to be done
and everyone has to do their own share in promoting good governance and
performance excellence and in attaining good the 2028 Vision.

In sum, the Army Transformation Roadmap is a governance framework that

seeks to transform the current systems and processes, and integrates and
synchronizes our current programs and activities in order to attain our desired end-
state or vision to be a “world-class Army that is a source of national pride” by 2028.

The ATR provides focus to all our activities in relation to our new vision. In
order to realize this vision, we need the commitment, not only of the Army leadership,
but also the strong support of our key external and internal stakeholders. #

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Army NCOs in Heroic Battles

Sgt Jose Calugas with the USAFFE

On New Year’s Day, 1942, Calumpit Bridge was blown up after the last
USAFFE forces had passed through it. Some Japanese units tried to pursue the last
USAFFE units into Bataan, but Filipino units fought to delay them, thus giving time
for more solid defenses to be set up in Bataan. Stiff fighting took place to keep the
town of Layac in USAFFE hands, for Layac was the last town before Bataan where
all the roads leading to Bataan converged. Here, Sgt Jose Calugas of the Philippine
Scout, whose crew had been killed or wounded by a Japanese hit, almost single-
handedly took over a 75-mm gun and stopped a Japanese tank advance. For his
gallantry beyond the call of duty, Sergeant Calugas was awarded the highest award
of the United States, the Medal of Honor.

Pvts Takde and Dacusin at the 38th Parallel

While the10th Battalion Combat Team pushed toward the 38th Parallel in a
patrol action, knocking out a Chinese counterattack in a three-hour pitched battle.
Elements of “C” Company operating in enemy territory, liberated two American
prisoners of war (POWs) and, at the same time, picked up four North Koreans. Two
privates in the patrol displayed heroism in this skirmish with the communists. When
the patrol was pinned down by severe mortar fire, they bravely climbed a ridge
occupied by the enemy to attack his emplacements.

Pvt Bonifacio Takde, by approaching the enemy undetected, was able to kill
the enemy gunner and wound another while Pvt Benito Dacusin killed a communist
gunner with a single burst from his gun. General MacArthur visited the front and the
fighting 10th and was impressed by the Filipinos’ fighting prowess, prompting him to
ask them whether they were all Bataan veterans. The quite impressive performance
of the 10th BCT, their skillful tactics and determination to win the battle gained
praises from other allied armies.

“Many foreign armies have proven their worth here in Korea, and the Filipinos
are among the bravest.”

Last wish of SSgt Nicolas Mahusay

When the 10th BCT was pulled back to the reserve line at the Han River,
although there were still threats to the unit’s security; occasional attacks against it
were repulsed. In one battle, SSgt Nicolas Mahusay, platoon guide of 1LT CESAR
BATILO, blasted Chinese pillboxes with hand grenades. He was mortally wounded
by a sniper’s bullet as he tried to attack another pillbox. 1LT BATILO succeeded in
reaching him before he died. SSgt Mahusay last words to his superior officer were:
“Sir please inform my wife and children, and facilitate the benefits due them for
livelihood.” He then died. SSgt Mahusay was awarded the Gold Cross Medal.

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NCOs at Hill Eerie (Molina Hill)

On the evening of 04 May 1952, the final Filipino attack on Hill Eerie was
launched led by 2LT FIDEL V RAMOS who would eventually become president of
the Philippines (1992-1998) with the mission to capture or destroy enemy forces,
materiel and installation with his 2nd Reconnaissance Platoon. The platoon started
to crawl through the rice paddies towards the objective, which was about two hours
away. Without delay, the team of Corporal Palis advanced, following a trench on the
right hill. On top of Eerie, east of Bunker No. 1, Corporal Palis emplaced his
automatic rifleman and deployed the rest of his men on a line to cover the north edge
of the hill. As this was being done, Chinese forces began throwing hand grenades,
luckily not hitting a single Filipino.

A little later, two enemy soldiers went out of Bunker No. 2, immediately
Corporal Palis’ riflemen fired several rounds, killing the two instantly. As his riflemen
kept firing, Corporal Palis with two others crept toward Bunker No. 2, dropped
several grenades, and fired into its slit, killing four Chinese soldiers inside. At Bunker
No. 3, hand grenades started flying out through its top opening. As the fighting was
going on, two enemy soldiers rushed out of this bunker, forcing 2LT RAMOS to fire
his carbine, killing two enemy soldiers. As the battle raged, Sgt Drapeza’s rifle team
worked its way toward the left side of the objective until it established physical
contact with the team of Corporal Palis. A minute later, Drapeza saw three enemy
soldiers run out of Bunker No. 4. Together with his men, he engaged the enemy with
grenades and rifle fire, killing them all, while engineer team also went on blasting and
sealing Bunkers 4,5,6,7 and 8. The battles marked the solid defense and recapture
of lost ground by a small Filipino force. The Eerie Hill was dubbed “Molina Hill” by the
Filipino soldiers, after Cpl Liberato O Molina, a medic, was lost in the fighting and
was never found.

SSgt Ponciano Agno and Pfc Aquilino Agustin at Heartbreak Ridge

A squad under SSgt Ponciano Agno of “C” Company undertook one action at
Heartbreak Ridge. It involved rescuing another squad close by which was completely
encircled, thereby making its annihilation highly imminent. Through swift, precise
action, SSgt Agno maneuvered his men to extricate the surrounded outfit. During this
encounter, the enemy had caught PFC Aquilino Agustin, but while he was being
dragged away by the Chinese Communist Force (CCF) troops, he pulled out and
exploded two hand grenades in the face of the enemy soldiers. This resulted in the
instantaneous death of the communist soldiers and the escape of PFC Agustin, who
had received shrapnel wounds despite the armored vest and steel helmet he was
wearing at the time. For this feat of heroism, PFC Agustin was bestowed the U.S.
Silver Star.

Sgt Pablo Baroro and Cpl Gregorio Vasquez at Trai Tam in Binh Long

On 11 November 1965, after the Army of the Republic of Vietnam (ARVN)

had taken positions to confront the Vietcong forces in Trai Tam in Binh Long
province, CPT CAMPOMANES’ rural health team was airlifted to this area to render
medical services to the refugees flowing in from the nearby Michelin rubber
plantation. The team members stationed themselves at the small town dispensary

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and treated 534 patients in 4 days. In 2 weeks of operations, they had treated a total
of 1,613 patients. In an attempt to rescue and treat the wounded inside the huge
rubber plantation, Sgt Pablo Baroro, Cpl Gregorio Vasquez and an officer followed
the 7th ARVN Regiment into the plantation. The Vietcong overran part of the ARVN
unit and rural health team on the night of 22 November 1965. If not for darkness, the
rural health team could have been killed by the hostile troops.

The love of country of Pfc Robert F Salvador

Private First Class Robert F Salvador PA, a soldier assigned to 49th Infantry
Battalion which was then defending the AFP Logistics Command area during the
failed coup attempt staged by the rebel soldiers on 03 December 1989. Upon orders
by his Commanding Officer, PFC Salvador, armed with 90mm Recoilless Rifle,
tracked down a fleeing enemy V-150 Commando tank amidst heavy enemy fire and
directly fired at it, hitting the rear and right tire, partially disabling it. His second shot
destroyed totally the enemy armor tank. Minutes later, a second enemy armored
tank arrived for a rescue and reinforcement mission which ferociously bombarded
the strong defensive position of the 49th Infantry Battalion.

With strengthened courage and heroism, PFC Salvador advanced

surreptitiously towards the hostile tank and blow it thoroughly which disorganized
the hostile forces and caused to withdraw and cease in their attack. The successful
defense of the Battalion at LOGCOM was attributed highly to the selfless heroism
and intrepid actions of PFC Salvador risking his life for the love of his country. He
received the Medal for Valor.

An honor for Sgt. Claudio Forrosuelo

Sgt. Claudio Forrosuelo PA, a member of the 6th Scout Ranger Company,
2nd SRBn, FSRR, SOCOM, PA. His platoon encountered more or less 500 Moro
Islamic Liberation Front rebels at Matanog, Maguindanao on 03 May 2000. Aware of
the overwhelming number of enemies, lack of close air support and possible
reinforcements and considering that all other operating units are likewise heavily
engaged with the enemy forces, his platoon engaged the enemies fiercely. Amidst
heavy enemy volume of fire from all directions, he maneuvered his platoon swiftly
and deliberately to close-in on the enemy in order to give accurate and suppressive
fires to other maneuvering elements of the 2nd Scout Ranger Battalion. Having been
outnumbered and outgunned by numerically superior enemy forces occupying a
well-entrenched, fortified and reinforced concrete bunker, the operating troops were
pinned down in their positions. Sensing the superiority of the enemies who were on
the verge of outflanking the troops, in his effort to ease the pressure from the troops
who were on the process of extricating their casualties, he led the team of his
company to a daring and decisive tactical assault on the well-entrenched enemy
position in order for the troops to extricate their wounded comrades.

Sgt Forrosuelo courageously held the ground and fought the enemy along
with other members of his platoon in a close battle while providing accurate cover
fires in order to prevent the enemy from enveloping the troops. Aware that his
platoon will be isolated from the rest of the troops, armed with sheer courage,
determination and utter disregard of losing his life, he stood his ground thereby

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successfully enabling the other government troops to extricate their casualties,

deterring more casualties and preventing the possibility of total annihilation of the
government forces. The fierce encounter sustained more enemy casualties than the
government troops. However, the number of enemies killed and wounded alone
does not measure the courage and gallantry of Sgt Forrosuelo, but rather by the
number of fellow soldiers he saved. It is an honor for Sgt Forrosuelo who displayed
heroism and selflessness, giving up his life so that others may live. He received the
Medal for Valor posthumously.

The loyalties of MSgt Francisco M Camacho and Cpl Weene Martillana

Master Sergeant Francisco M Camacho PA and Corporal Weene Martillana

PA, members of the 1st Scout Ranger Regiment posed as civilians and befriended
Eddie Villapando, notorious Huk Commander who terrorized Cavite and Batangas
for many years. Both Master Sergeant Camacho and Corporal Martillana skillfully
and at great risk to themselves, manage to win the confidence of Villapando and his
bodyguards. On 20 December 1955, after months of careful planning to neutralize
Villapando, the opportunity to bring success to their project came when Villapando,
Commander Guevarra, two Huk bodyguards, Master Sergeant Camacho and
Corporal Martillana were riding in a jeep. Master Sergeant Camacho, who was at
the wheel, stopped at the vicinity of Barrio Tabon, Calauan, Laguna on the pretense
to pour oil on the engine, while Corporal Martillana followed presumably to help him.

At a pre-arranged signal, they immediately opened fire on the huks and, with
concentrated fire, they were able to kill Commander Villapando, Commander
Guevarra and one Huk bodyguard. One of the Huks managed to shoot back, hitting
Master Sergeant Camacho, who died soon afterwards. The success of neutralization
of Commander Villapando and his bodyguards was brought about by the loyalties of
Master Sergeant Camacho and Corporal Martillana to each other, a crucial element
that may hinder their plan if one gave up his loyalty to the other. They received the
Medal for Valor.

The valor of Sgt. Francisco G Granfil

Sergeant Francisco G Granfil PA, a member of the Operational Team 1103,

11th Special Forces Company, Home Defense Group (Airborne), PA. When the
combined patrol group composed of reinforced platoon of the 433rd Philippine
Constabulary Company, the Operation Team 1103 and the Civilian Home Defense
Forces encountered about 100 armed terrorists of the New People’s Army during an
ambush at Upper Limot, Tarragona, Davao Oriental, Sergeant Granpil fearlessly,
with determination and fierce fighting spirit, charged towards the pinned-down lead
elements of the government forces to provide crucial cover and counter-fires, the
swiftness and effectiveness of which caught the enemy by surprise, thus inflicting
upon the terrorists several casualties at this crucial stage of the combat action. By
accurate and controlled fires and maneuver, he kept the stunned enemy at bay.

Driven by a deep sense of duty and the highest ideal of the profession of
arms, Sergeant Granpil crawled stealthily towards the wounded at great risk to his
life, and despite intense enemy fire, successfully retrieves his fallen buddies,
including the wounded patrol leader of the Philippine Constabulary, whom he

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dragged out of the perilous killing zone to a relatively secured area. To prevent the
enemy from getting the firearms of the wounded, he systematically recovered twelve
high-powered firearms of the wounded, which with admirable presence of mind, he
distributed to the Civilian Home Defense Force, since many of whom had no firearms
in order to strengthen the fire power of the beleaguered government forces to seize
the initiative and engaged the enemy in a well-directed and controlled fire. Under
intense and continuous barrage from the enemy, Sergeant Granpil, having repaired
a malfunctioned M60 Machinegun of Constable Second Class Reguyal, boldly
returned fires towards the well-emplaced and numerically superior enemy forces.

Despite his sensing the advance of the reinforcing rebels coming from the
main body, he steadfastly stood his ground and fiercely fought with automatic fires
and grenade launcher, while interchangeably operating the 60mm mortar until the
enemy withdrew. The conspicuous and heroic act of Sergeant Granpil prevented the
complete annihilation of the beleaguered troops, the saving of many lives and
prevented the loss of government properties. He received the Medal for Valor.

Cpl Romualdo C Rubi and the call of duty

Cpl Romualdo Rubi PA, a member of the Special Operations Team of the
29th Infantry Battalion, 4th Infantry Division, PA operating in Tandag, Surigao del
Sur. On 18 March 1991, while on his way to join his unit after visiting his family at
Hayanggabon, Claver, Surigao del Norte, and while waiting for the departure of the
pump boat which will take him to Tandag, about 100 terrorists under Commander
Lima, Commanding Officer of Sub Regional Guerilla Unit F-16, Surigao del Norte
Provincial Party Committee swooped down on a nearby Philippine Constabulary
detachment. Faced with imminent danger, he immediately fired his M-16 rifle
towards the enemy position hitting three of them. A roaring volley of enemy fires was
then focused on him. However, he was able to run and maneuver for cover at the
end of the Hayanggabon wharf about 200 meters away where he established
defense position. Eight terrorists suddenly dashed towards his position but he single-
handedly confronted the approaching enemy, hitting them at close range, killing
three of them and wounding the rest. The enraged Commander Lima, who with
another seven of his men and with the support of an M203 grenade launcher and an
M60 Machine Gun, simultaneously advanced and fired to neutralize him. Despite the
seemingly impossible situation he was in, he fought resolutely the advancing enemy,
thereby fatally hitting Commander Lima and one of his companions.

The death of Commander Lima lessened the enemy pressure and gave him
the chance to withdraw from his position after almost two hours of intense
firefight. Sensing that the enemy reinforcement was fast approaching and
knowing that he could no longer sustain a prolonged engagement due to his
dwindling ammunition, he then decided to swim with a pump boat along his side for
cover. About ninety more terrorists arrived to overwhelm him, as he cunningly
maneuvered for about 100 meters away from the terrorists from the far end of the
wharf, he courageously exchanged fire again hitting some of them until he finally
reached the PC Company Headquarters. Corporal Rubi displayed gallantry and
heroism despite of risking his life. He could ignore the terrorists group and
proceeded to join his unit but rather he decided to respond the call of duty to fire the

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enemy to divert their attention that swooped a PC detachment. He received the

Medal for Valor.

Pfc Bienvenido Fajemolin and the value of solidarity

Pfc Bienvenido Fajemolin PA, platoon sergeant of 3rd Platoon, Charlie

Company, 36th Infantry Battalion, 4th Infantry Division, Philippine Army. In the early
morning of 18 October 1977, the headquarters of Charlie Company stationed at
Kawit-Kawit, Sibuco, Zamboanga del Norte was attacked by insurgents with an
estimated strength of 500 men. Being aware, at the height of the assault, that the
Company Commander and Company Officers were out on official business, and the
brunt of the attack was on the company headquarters, Private First Class
Fajemolin braved sniper fires and assumed command of the whole company at
the company command post about 300 meters away from his platoon position.

Although wounded, he rallied the demoralized and badly hit group defending
the headquarters, reorganized the defensive position, and evacuated the wounded
and the dead to safe areas, sensing the intention of the rebels to capture the
company command post, he ordered the supervised a limited but skillfully executed
maneuver, throwing the insurgents off-balanced and confused as to the actual
strength of the group defending the positions.

He engaged them in hit and run tactics in short-ranged firefight, with

occasional attempts to assault and maneuver into rebel-held terrain. He held the
attack for five hours until the insurgents disengaged and withdrew from the scene.
He immediately consolidated his company position, attended to the wounded,
redistributed his dwindling ammunition while waited for reinforcement to arrive and
relieve his group. The successful defense of the company headquarters was highly
attributed to Private First Class Fajemolin for his intrepid actions and heroism.
Evacuating the wounded and the dead to safe area during the intense firefight is a
great risk to his life, however he ignored himself because of camaraderie and
brotherhood. He received the Medal for Valor. #

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Battle Review (C1)

WHAT: Encounter
WHO: troops of 1IB, 2ID and DTs belonging to the KLG SONY-1
WHEN: 20 July 2000.
WHERE: Brgy. Casay, San Francisco Quezon

Report Submitted by: 1st Infantry (Always First) Battalion, 2nd Infantry
(Jungle Fighter) Division, PA Camp General Mateo
Capinpin, Tanay Rizal

I. BACKGROUND:

This report covers the events that transpired during the harassment of the
TPB Canguinsa, 74th IB located in Brgy. Casay, San Francisco Quezon on or about
201200 July 2000 by more or less 30 DTs.

In line with the government’s Infrastructure Program, Domingo Q Tan (DQT)

Construction was tapped to rehabilitate the first phase of the Casay-Sto. Niño
Circumferential farm-to-market road. TPB Canguinsa located at Sitio Canguinsa,
Brgy. Casay, San Francisco, Quezon was established on 14 February 2000 to serve
as a temporary shelter for the troops securing the DQT Construction Firm. The
mission of the TPB was to secure the equipment and workers of DQT Construction
from enemy harassment. As such, the 70-man team assigned at the said TPB was
highly mobile group, considering the constant movement of personnel and
equipment.

TPB Canguinsa was constructed out of native materials. Its roof was made of
coconut leaves. The perimeter, however, was fortified with hollow blocks and
sandbags that served as cover from the enemy fires. The troops constantly
conducted camp defense rehearsals. The battalion required them to perform these
exercises religiously as it is the farthest detachment.

II. DETAILS OF THE INCIDENT:

On, 200800 July 2000, there were only about five personnel actually present
inside the TPB area out of the seven personnel assigned to man the TPB. One
personnel had to be pulled out to fill up the quota requirement for SOT Operations
being undertaken by the 74th IB. Another member was tasked to escort SSg
Elmerito M Losario (Inf) PA, the Company Finance Sgt, who was to withdraw the pay
and allowances at the 74th IB Headquarters. A certain Mr Castro Aurento, an
acquaintance of the troops, was then visiting his friends at the detachment.

On the same date, Alpha Company, 74th IB was conducting a company-

initiated combat operation. Aligned with the Company OPORD 15-2000 effective
192300 July 2000, the troops had to clear the areas bounded by VGL 27-52, HGL
65-69, VGL 56-80, and HGL 67-70 covering the vicinity of Brgy. Casay and Brgy.
Huyon-Huyon, San Francisco, Quezon.

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At 1200H, TPB Canguinsa was attacked by some 30 DTs on-board the three
passenger jeeps. The jeepneys were decorated with woven coconut leaves as
concealment as if they will be attending a wedding celebration. The DTs used this
tactic to remain inconspicuous while approaching the TPB. Upon reaching the front
portion of the TPB (approximately 200-300 meters off the road), the DTs immediately
disembarked from their vehicles and delivered volumes of fire. The troops quickly
occupied their battle positions and engaged the enemy. Sgt Reynaldo Go, the team
leader, directed his radio operator, Cpl Mario Roasa to establish radio contact with
the company CP and inform them of their situation. The troops were extremely
outnumbered, prompting Sgt Go to arm Mr. Aurento and help them repulse the
enemy attack.

In the course of the firefight, an M203 round dropped above the troop’s
position, wounding two personnel namely: Cpl Mario Roasa, who was hit by a
splinter on the left knee and Pfc Roel Poblete, who was hit on the left thigh and
stomach. When the DTs failed to penetrate the defenses of the TPB, the enemy
employed its sniper. While replacing a rifle grenade, Sgt Reynaldo Go, unknowingly
exposed his head slightly above the barricade and was hit by an enemy’s sniper fire,
killing him instantly. Cpl Arlene Cepe, the Asst. Team Leader, took over the
command and held the team together in defending their positions until the enemy
withdrew.

After learning of the attack, the Command Post of Alpha Company

immediately organized a five-man team led by TSg Catipay to reinforce the
beleaguered troops. At about 1205H, while on their way to TPB Canguinsa, the
reinforcing troops encountered the enemy’s blocking force at So. Malamig, Brgy. Sto
Niño, San Francisco, Quezon. The firefight lasted for 20 minutes. TSg Catipay’s
withdrawal. The reinforcing troops arrived at TPB Canguinsa at 1400H and found
that Pfc Alex Adra was also slightly hit on the cheek by an M203 splinter.

Also around 1205H, one platoon (+) of HHC led by the Battalion Commander
on-board two KJ and one M35, backed-up by one V-150 armored vehicle left Bn Hqs
to reinforce the troops. The group arrived at the encounter site about 1335H and
took control of the operation.

At about 1420H, one team under 2LT DIVINA, who was conducting strike
operations in Brgy. Don Juan Vercelos and Brgy. Butangyad, San Francisco,
Quezon, arrived at the DQT Construction also to reinforce the troops.

After the reorganization, the Bn OPORD 25-00 took effect on 201435 July
2000. One section of Alpha Company under LT DIVINA left DQT site to conduct
pursuit operation following the enemy’s axis of withdrawal. At 2300H, one section
from Charlie Coy, 74th IB led by 1LT PICUT conducted a pursuit operation in the
coastal areas of Brgy. Canuwep, Malunay, Quezon, while another section under 2LT
ESTANILLA also conducted combat operation at the coastal areas of Marinduque for
possible docking of the fleeing DT’s.

At 1400H, one team led by 1LT ACARDO left DQT site to transport the two
wounded personnel and the remains of late Sgt Go to Catanauan District Hospital

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on-board the recovered civilian vehicle utilized by the NPA By 1445H, the troops led
by MAJ ALAMAG left the DQT site and proceeded towards Alpha Coy CP in Brgy.
Sto Niño, SFQ to establish TCP and arrived thereat at about 1515H.

At 1600H, one team from Alpha Company led by SSg Michael Bongad left
Alpha Caoy CP and conducted pursuit operation. On or about 210100July, one team
Bravo Company, 74th Bn Hqs, “B” Coy CP, and San Francisco exit by PNP-SAF and
elements of Alpha Company 74th IB.

III. RESULT OF THE ENCOUNTER

A. Casualties:

1. Government Side:
KIA- Sgt Reynaldo R Go 748679 (Inf) PA
WIA- Cpl Mario C Roasa 790210 (Inf) PA
Pfc Roel L Poblete 816431 (Inf) PA
Pfc Alex G Adra 804517 (Inf) PA

2. Enemy Side:
KIA/WIA - Undetermined

B. Recovered Firearms/Equipment:

2- Civilian jeeps commandeered by the DT’s during the attack.

2- Undisposed fragmentation grenades
Assorted empty shells of M14 and M203
Cassette tape

C. Losses: None

IV. OBSERVATIONS, ANALYSES and LESSSONS LEARNED

A. What do you think are the major lapses in this operation? Explain.

B. What are the pre-emptive measures that can be undertaken to prevent

this kind of incidents?

C. What are the positive points that can be learned in this incident? #

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Battle Review

WHAT: Encounter
WHO: troops of 7SRC, FSRR and ASG belonging to the group of Galib
Andang a.k.a Commander Robot
WHEN: 26 September 2000
WHERE: top of Mt Talipao, Talipao, Sulu

Report Submitted by: 7th Scout Ranger Coy, FSRR, SOCOM, PA Camp
Teodolo Bautista, Busbos, Jolo, Sulu

I. BACKGROUND:

Information from Task Force Trident stated that on 26 September 2000, the
Group of Mujib Susukan and Galib Andang a.k.a. Commander Robot were
occupying the cave somewhere on top of Mt Talipao, Talipao, Sulu holding the 12
Jesus Miracle Crusade (JMC) hostages. Reportedly, the said group shall stand up to
the last man whatever happens.

II. DETAILS OF THE INCIDENT:

On 261600 September 2000, the Eagle “Bravo” under CPT DELA CRUZ FT,
with three sections under 1LT DERILO RAO, and 1LT UPANO WVF of 7SRC, three
sections under 1LT SALES FM and 2LT CUSTODIO jumped off from TCP Task
Force Sultan “Bravo” at vicinity of Mt Talipao, Talipao, Sulu to conduct rescue,
search, and destroy operation in response to the information given by TF Trident.

The said group crossed the designated LD/LC in Bayog Hill, Talipao, Sulu at
around 1810H. While the group was at the ORP at the foot of the mountain and
preparing to clear the objective from the northeastern direction, a firefight ensued at
vicinity of Bandang GS 8660 involving the 3MBLT and large group of the ASKFRG.
The ASG member, after giving off a short fight, disengaged and withdrew towards
southeastern direction.

Sensing a possible withdrawal of the enemy towards their location, Eagle

“Bravo” wasted no time and prepared for a hasty ambush in addition to the main
objective of clearing their position of the mountain 1LT DERILO positioned the troops
of 7SRC at the main possible approach of the enemy while LT SALES, with two of
his sections, took the left flank of 1LT DERILO.

The Command Group under CPT DELA CRUZ on the other hand, took the
rest of the troops and climbed the southwestern peak of the mountain which was
just about 200 meters from the rear of the ambush position, providing command and
control to the operating units when the situation developed.

After 1LT DERILO RAO had made his final check and adjustments to the
positioning of his troops, who were just 10 to 15 meters along a trail, they heard
muffled sounds of enemy steps approaching their location. The troops froze in their

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positions waiting for the enemy to enter the killing zone. A few minutes later, a boy
with no firearm emerged along the trail. A few meters away, an Abu Sayyaf member
with an M16 rifle followed the boy. They were later followed by the other members
carrying assorted high-powered firearms.

About 12 of them have already entered the killing zone when the second man
seemed to notice something unusual. He immediately signalled hid group to stop. As
he turned towards the direction of the government troops, 1LT UPANO wasted no
time and delivered the fatal shot to the second man.

This was followed by volumes of fire from the other members of 7SRC to
annihilate those that entered the killing zone. Firefight ensued. The government
troops held their ground as the enemy tried many times to outmaneuver them.

The firefight dragged on until dark. The government troops used flares to
acquire their targets in the absence of NVGs. The ASG also attempted to counter-
attact to other directions, but were met by volumes of fires from the1SRC under 1LT
SALES FM.

The firefight continued and lasted until dawn the following day.

This particular encounter resulted to the disorganization od ASG and rescue

of the 12 members of the JMC two days after the ambush.

III. RESULT OF THE ENCOUNTER

A. Casualties:

1. Government Side:

KIA/WIA- None

2. Enemy Side:

Four body counts

10 reported by SIGINT

B. Recovered Firearms/Equipment:

20-Mags from M16

7-Mags from M14
4-Bandoleers
2-M203 GL with serial numbers 115000 and 115438
2-M16 rifles with serial numbers 259526 and 260126
1-M14 rifle with serial number 1465495
1-M653 with serial number 253939
1-Hand grenade
Personal belongings

C. Losses: None

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IV. OBSERVATIONS, ANALYSES and LESSSONS LEARNED

A. Do you think the success of this operation related to the rescue of the
kidnap victims? Explain.

B. What can we learn from the formation and movement of the ASG in
this operation? How can we counter this TTPs of the ASG?

C. What are the other positive points that can be learned in this incident?

-#-

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Battle Review (C3)

WHAT: Encounter
WHO: Charlie Coy, 7IB, 3ID, PA and ASG
WHEN: 08 November 2000
WHERE: vicinity of Mt Tumatangis (GC-749645), Indanan, Sulu

Report Submitted by: 7th Infantry (Tapat) Battlion, 3rd Infantry (Spearhead)
Division, PA, Camp Peralta Jr, Jamindan, Capiz

I. BACKGROUND:

This report narrates the role of the 7th Infantry (TAPAT) Battalion as member
of the operating troops placed at OPCON to Hqs Joint Task Force “Trident”, 1ID, PA
dated 12 September 2000.

The participation of the unit can be drawn with the purpose of neutralizing the
remaining ASG operating in the area.

This report further narrates the successful offensive operations and the
recovery of one 60mm mortar crew-served weapon, various HPFAs, and the killing
of 13 ASG members (body count) at vicinity of Mt Tumatangis (GC-749645),
Indanan, Sulu on or about 080700 November 2000, respectively.

II. DETAILS OF THE INCIDENT:

On 03 November 2000, after one week of scouring the area of Mt Mahala,

Talipao, Sulu, the CO, 7IB received a verbal order from the CO, Task Force Sultan,
then COL ROMEO P TOLENTINO (GSC) PA to proceed to the next Area of
Operation (AO) to conduct blocking position in support (SE1) to 4th IB, which was the
ME at vicinity of Mt Tumatangis (VGL 73-76 and HGL 62-65) and of Taran Hill (VGL
70-72 and HGL 61-63), Indanan, Sulu.

LTC AUDIE G DELIZO (INF) PA organized three Rifle Companies and one
Recon Platoon established the blocking position together with the elements of the
1LABde OPCON, 7th IB, 3rd ID, PA.

On or about 041400 November, the operating troops of the 7IB under LTC
DELIZO displaced a temporary patrol base at vicinity of Brgy. Bayog, Talipao, Sulu
and proceeded to the Assembly Area (AA) (GS 7360), while TCP was established at
vicinity of Brgy. Langpas (GC 739607), Indanan, Sulu.

At about 1600H, all company commanders including recon platoon leader

were briefed by the battalion commander regarding the incoming operation. Later,
the operating troops proceeded to their designated LD and acted as blocking force.
The operating troops continued to conduct combat clearing operations for three
consecutive days, purposely to look for the remaining hostages abducted by the
ASG but resulted to negative enemy contact/sightings.

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Charlie Company, under 2LT EGBERTO O DACOSCOS O-12512 (INF) PA,

was directed to secure the northeastern portion and neutralize any AGS in the area.
2LT DACOSCOS tactically employed two platoons in clearing their objective.

After spending the night in Mt Tumatangis, the 1st platoon moved out before
daybreak and noticed some footprints/tracks believed to be that of the ASG. The
elements of the platoon followed the enemy tracks.

While following the tracks at vicinity of Mt Tumatangis (GC-749645) on or

about 080700 November, the 1st Platoon, “C” Coy under 2LT DACOSCOS
encountered more or less 21 fully armed men believed to be member of the ASG
under Commander Patta.

Meanwhile, the 2nd Platoon, “C” Coy under 2LT ROMMEL TIRADO O-13313
(INF) PA who were conducting combat operation adjacent to 1st Platoon,
immediately reinforced and established blocking position in the area.

The 1st Platoon under 2LT DACOSCOS managed to maneuver towards a

vantage position and delivered superior firepower turning the battle on their favor.

The firefight lasted for almost two hours.

The enemy withdrew toward north and northwest direction, leaving behind 10
ASG killed (body count) and bringing along with them the undetermined number of
casualties.

Commander Patta Arola and Commander Cesar Arola were initially identified
among the fatalities, while Sgt Arturo D Epiz 736958 (Inf) PA on the government side
sustained several wounds on the upper portion of his head and his left body.

The troops also recovered one 60mm mortar and eight HPFAs.

On the other hand, the reinforcing platoon under 2LT TIRADO who was
tasked to conduct pursuit operation, recovered one 7.62mm M14 rifle with three ASG
killed (body count).

III. RESULT OF THE ENCOUNTER

A. Casualties:

1. Government Side:

KIA- None
WIA- Sgt Arturo D Epiz 736958 (Inf) PA

2. Enemy Side:

KIA- 13 ASG (body count)

Wounded- None

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B. Recovered Firearms/Equipment:

1- Mortar Tube 60mm with Bipod and Base Plate SN:2096/2181

3- M14 7.62mm SN: Defaced/1372166/1239277
2- M203 5.56mm with SN: 9017059/113688 and 9061822/84023
2- M203 5.56 M653 with SN: 253035/86771 and 4953166/83536
1- M16 Rifle 5.56mm SN: Defaced/1372166/1239277
1- M653 5.56mm Rifle SN: 260109
2- ICOM (HH) Radio (Destroyed)

C. Losses: None

IV. OBSERVATIONS, ANALYSES and LESSONS LEARNED:

A. What do you think are the key factors in the success of this operation?
Explain.

B. What are the principles of war that were followed in this operation?

C. What are the specific actions of the commander that somehow

influenced the successful results of this operation? #

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Basic Research

Meaning and definition of Research

The Webster’s International Dictionary defined research as “a careful and

diligent search, inquiry or examination of a problem having for its aim the discovery
of new facts and their correct interpretation”. Research is said to be a more intense
process than inquiry; a continuous investigation to search for pertinent information to
solve a problem or to answer a question.

Considering its word structure, research is equivalent to the prefix re- which
means again expressing intensive force (O’Donnell, 2012) plus the root word search
a.k.a. look, seek, find, see, or explore, etc. (Research = Re + Search). This denotes
that search after search and search must be relentlessly done to thoroughly
understand and to determine the most apt strategy and/or the most effective solution
to the problem or issue at hand.

Purposes of Research

There are several reasons for which people are stimulated to do research. In
general, however, writers and researchers agree that research is essentially for an
individual to achieve any of the following objectives:

a. To develop or discover new knowledge.

b. To test theoretical propositions.
c. To solve specific problems.

Types of Research

The different types of research may be classified under categories, as follows:

purposive, descriptive, and perspective.

Purposive

The types of research based on this category are the same as those that
identify the purpose or the basic aim behind the performance of research.

Descriptive

The types of research under this category refer to the specific method (how
data will be gathered) and technique (what data will be gathered) used in conducting
the investigation

Perspective

Another categorization of the types of research gives emphasis on the

research methodology paradigm. This concerns the basic approach or the kind of
treatment to be used in terms of how the data will be collected, analyzed, interpreted,

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expressed or presented. In this case, research may be quantitative, qualitative or

mixed research.

1. Quantitative research. Expressions like numerical forms, objective

thinking, statistical methods and measurement signal the presence of quantitative
research.

2. Qualitative research. This research refers to the meanings, definitions,

characteristics, symbols, metaphors, and description of things using verbal language
(words, visuals, objects). It presents non-quantitative data analysis technique in
search for patterns, themes, and holistic features.

3. Mixed research. This research involves the mixing of quantitative and

qualitative methods, techniques or other paradigm characteristics in one overall
study.

The Problem for Research

What is a problem? As a general rule, a problem is anything that makes a

discrepancy between what should be (ideal) and what is (reality). The presence of
such inconsistency leads to one’s feeling of discomfort, displeasure, or
dissatisfaction. Eventually, the same state stimulates the need for the researcher to
do something, to take an action in order to change and to improve the situation.

On that premise, therefore, any of the following conditions, may manifest a

problem (McGuigan, 1979) for research:

a. when there is an absence of information resulting in a gap of knowledge;

b. when there are contradictory results;
c. when a fact exists, and you intend to make your study explain it; or
d. when there are at least two possible and plausible answers to a question.

Essential aspects of research characteristics

Accordingly, notice how the essential aspects of research characteristics, as

follows, likewise point at the research problem as the primary and the foremost
concern for any scientific investigation to take place.

1. Research begins with a question in the mind of the researcher.

2. Research demands the identification of a problem stated in clear and
unambiguous terms.
3. Research deals with the main problem little by little through relevant sub-
problems.
4. Research seeks direction through appropriate hypotheses.
5. Research requires a plan.
6. Research deals with facts and their meanings
7. Research is circular, and it is cycling continuously.

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The Main Problem

The research problem is a general statement of an issue meriting research or

a scientific investigation. A precise, well thought out and fully articulated statement of
the problem, understandable by anyone, should clearly define just what the main
problem of your study is

From that point, observing the following steps could be helpful:

Step 1: Identify concepts and terms that make up the topic statement. In the
given example, you would like to know: “How valid are the students’ perceptions of
student evaluation of faculty teaching performance?” The main concepts of the topic
statement are perceptions, student evaluation, validity, and faculty teaching
performance.

Step 2: Review related literature to help you refine your thoughts on how to
examine the topic and to find a way to analyze it. Conduct a preliminary review of
the research literature regarding the main concepts or terms you developed in Step.
1.

Step 3: Look for sources that can help you broaden, modify, or strengthen
your initial thoughts and arguments. Continuing on with the given example, if you, as
the researcher, decides to argue whether or not the students have valid perceptions
of student evaluation of faculty members’ teaching performance, then, you will have
to find sources that will either refute or support your position on the matter.

Step 4: Prepare a detailed outline for your paper. After you have made your
initial search for related literature and have synthesized the results of your readings,
the next thing to do is to prepare writing the blueprint or the detailed outline of your
paper.

Step 5: Define clearly the main problem. This is the time to make up your
mind and organize your final thoughts as to what your main research problem will be
and how are you going to express it to facilitate understanding.

Ways to express the main problem

Basically, there are three possible ways to state the main problem in your
study. These are:

1. Interrogative which is done in question form. This is considered to be the

easiest and therefore the most common way since the mind is psychologically set
and sub-consciously challenged to answer. Ex. “How valid are the students’
perceptions of the students’ evaluation of faculty teaching performance?” or “What is
the validity of the students’ perceptions of student evaluation of faculty teaching
performance?”

2. Declarative which comes in the form of a plain and simple statement. Ex.
“The validity of the students’ perceptions of their evaluation of faculty teaching
performance”

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3. Combination of a and b which makes use of both interrogative and

declarative format. Ex. “Students’ perceptions of student evaluation of faculty
teaching performance: What is the validity?”

Delimiting and defining the main problem

Furthermore, your statement of the problem should be made specific and

narrowed down indicating the variables, content, target population, as well as the
setting or the locale of the study being conducted.

Check out this summary on how the statement of the main problem has
evolved from a broad subject to a more specific and detailed one, after the
researcher’s series of readings and refinements on the general topic of the
prospective study have been made.

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The Sub-Problems

To make it more manageable for the researcher to address, it makes sense to

break up the main problem into sub-problems, the bits and pieces of smaller
problems to be examined part by part, one at a time. In this manner, the researcher
is right on target, slowly but surely able to attack and solve the overall focal issue in
the end, one sub-topic or sub-aggregate of the problem after the other.

The next question now is: How would you break up the main problem into
subproblems? Try to do as follows:

Step 1: Be guided by your clearly stated main problem. It is a must to

remember that nothing of your sub-problems should ever go outside of your major
concern.
Thus, you should not place anything in the sub-problem that is irrelevant and
unnecessary in solving the main problem of your study.

Step 2: Identify the variables in the statement of your main problem.

Basic Types of Variable

A variable is a characteristic that has two or more mutually exclusive values or

properties. Kerlinger (1973) said that variables are the constructs or properties
being studied. Therefore, if in your research, you are using only one level of gender,
for instance, then, gender becomes a constant, not a variable anymore.

a) A dependent variable (DV) or criterion variable is the outcome or the

output, the presumed effect or in lay language, the result. This is the response
variable which is being observed and measured to determine the effect of the
antecedent (independent variable).

b) An independent variable (IV) or a variate is that property or characteristic, a

predictor of change that makes the outcome vary or differ. This is the stimulus or
input variable, the presumed cause which is regarded or supposed to produce a
certain impact on the dependent variable. An independent variable may either be
manipulable or non-manipulable.

Step 3: Develop a question as a sub-problem statement for each of the

identified variables in the main subject of the study. Make sure to ask only those sub-
issues delimited by the constructs of your central subject.

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So that, if the main problem is…

“How valid are OCS students’ perceptions of purpose, correct method, bases,
and meaning of the items in the instrument for students’ evaluation of faculty
teaching performance in TRADOC, PA?”

Then, the sub-problems could be . . .

Students’ Perceptions (Independent Variable)

Sub-Problem 1: What are the students’ perceptions of the student evaluation

of faculty teaching performance?

1.1 What are the students’ viewpoints concerning the purpose of students’
evaluation of their instructors? (purpose)

1.2 Based on their self-reports, how should students evaluate their

instructors? (method)

1.3 How well do students understand the items in the instrument for
evaluation of faculty? (meaning of the items)

1.4 What are the students’ criteria in evaluating the performance of their
instructors? (bases or criteria)

Validity of Students’ Evaluation of Faculty Teaching Performance (Dependent

Variable)

Sub-Problem 2: Analyzing the students’ conceptions of the purpose, method,

bases and meaning of the items in the instrument, how valid are the respondents’
perceptions of students’ evaluation of faculty teaching performance? (validity)

Sub-Problem 3: What are the implications of the findings of the study for
students’ evaluation of faculty teaching performance in the respondent institution?

The Hypotheses

A hypothesis is defined as a wise, intelligent, or educated guess that is

formulated and temporarily adopted to give a tentative, yet reasonable explanation
about the observed phenomenon covered by the study.

A hypothesis is a “speculative” statement of the relation between two or more

variables. It is always in a declarative sentence form that should express
relationship, the tie-up or connection of one to another variable/s used in your
research problem. The relationship may be expressed in terms of cause and effect,
correlation, or measures of difference.

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Figure 16: Sample Research Blueprint

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Basic Essay Writing

A basic essay consists of three main parts:

introduction, body, and conclusion. Following this format will
help you write and organize an essay. However, flexibility is
important. While keeping this basic essay format in mind, let
the topic and specific assignment guide the writing and
organization.

Parts of an Essay

Introduction

The introduction guides your reader into the paper by introducing the topic. It
should begin with a hook that catches the reader’s interest. This hook could be a
quote, an analogy, a question, etc.

After getting the reader’s attention, the

introduction should give some background
information on the topic. The ideas within the
introduction should be general enough for the
reader to understand the main claim and
gradually become more specific to lead into the
thesis statement.

Thesis Statement

The thesis statement concisely states the main idea or argument of the essay,
sets limits on the topic, and can indicate the organization of the essay. The thesis
works as a road map for the entire essay, showing the readers what you have to say
and which main points you will use to support your ideas.

Body

The body of the essay supports the main

idea presented in the thesis. Each supporting
point is developed by one or more paragraphs
and supported with specific details. These details
can include support from research and
experiences, depending on the assignment. In
addition to this support, the author’s own analysis
and discussion of the topic ties ideas together and
draws conclusions that support the thesis.

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Transitions

Transitions connect paragraphs to each other and to the thesis. They are
used within and between paragraphs to help the paper flow from one topic to the
next.
These transitions can be one or two words (“first,” “next,” “in addition,” etc.) or
one or two sentences that bring the reader to the next main point. The topic
sentence of a paragraph often serves as a transition.

Conclusion

The conclusion brings together all the

supporting points of the essay. It refers back to
the thesis statement and leaves readers with a
final thought and sense of closure by resolving
any ideas brought up in the essay. It may also
address the implications of the argument.

In the conclusion, new topics or ideas that were not developed in the paper
should not be introduced.
Sample essay
Parts of a Paragraph
In an essay, a paragraph discusses one
idea in detail that supports the thesis of the essay.
Each paragraph in the body of the paper should
include a topic sentence, supporting details to
support the topic sentence, and a concluding
sentence. The paragraph’s purpose and scope will
determine its length, but most paragraphs contain at
least two complete sentences.

Topic Sentence
The main idea of each paragraph is stated in
a topic sentence that shows how the idea relates to
the thesis. Generally, the topic sentence is placed at
the beginning of a paragraph, but the location and
placement may vary according to individual
organization and audience expectation. Topic
sentences often serve as transitions between
paragraphs.

Supporting Details
Supporting details elaborate upon the topic
sentences and thesis. Supporting details should be
drawn from a variety of sources determined by the
assignment guidelines and genre and should include
the writer’s own analysis.

Concluding Sentence
Each paragraph should end with a final
statement that brings together the ideas brought up
in the paragraph. Sometimes, it can serve as a
transition to the next paragraph.

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Military Correspondence
(Subject-to-letter)

It is the accepted format in corresponding with other commands

both on and off the post, addressed to the Commander of higher
Definition headquarters or to the subordinate units.
As much as practicable, the body should be short enough to fit
the two (2) pages.

It is used for the correspondence with the Major Services as well

Usage
as the AFPWSSUs/UCs.

It is dignified, direct and accurate; the tone is formal and

Style
courteous; nicknames are avoided.

Size of the
Paper / Font A4 (8.27”x11.69”) / Arial, 12
& Font Size

Top – 0.75 inch from the top edge of the paper.

Top – (second page) 1.25 inch from the top edge of the paper.
Margin
Left – 1.25 inch Right – 0.75 inch
Bottom – 1.25 inch

1) Heading and address – upper third of the sheet of paper

Placement 2) Body of the Letter – lower two-thirds of the sheet
3) Complimentary Ending – it follows the body of the letter

Three Main elements of a letter:

1. Heading. All of the materials/information above the first line of the body
comprise the heading.

a. Letterhead/Office of Origin. Normally consists of three (3)

lines: GENERAL HEADQUARTERS, ARMED FORCES OF THE PHILIPPINES is
written in capital letters; name of the initiating Command, Office, installation or unit;
and address of the initiating organization.

b. File Reference. Placed on the left margin, two (2) spaces below
the letterhead in line with the date. It consists of the originating office (Example:
OTAG/AFPRD)

c. Date. The date should follow the day, month and year format.
Abbreviation is not authorized. When stamps are used, the date is not entered until
the letter is signed.

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d. Subject. It should be written in a few words, and as much as

possible, not to exceed ten (10) words, written in bold text, and typed two (2) spaces
below the file reference.

e. Channels. THRU and TO begin on the fourth line below the

preceding item. It is used when the correspondence is routed through an
intermediate command, unit or office.

f. Address of the recipient. Placed at left margin on the fourth

line below the last word of the subject. It is addressed to the Commanding
General/Commander/Commanding Officer or Head/Chief of Office.

g. Attention address. To speed routing, correspondence may be

addressed to the individual either by reference to his/her name or by the use of an
office designation. It is written in bold text.

2. Body. The message itself, the substance of the letter. Written in

single-spacing, except when less than nine (9) lines where double-spacing is used.
The first line of the body of the letter begins on the fifth line below the address.

a. References. It must be specific and fully identified. It should be

arranged based on the order of hierarchy of importance, if the references are the
same, it will be based from the most recent published policies.

b. Date/Time. Prepared communications to be sent within the

Philippines, need NOT indicate the letter “H” in writing a specified time.

c. Paragraphing/Numbering. For purposes of uniformity, the

manuscript or texts should adopt the following numbering style as universally
accepted format.

d. Abbreviations. A military letter allows abbreviations which are

generally accepted in the AFP. They are generally written without spacing or
periods.

3. Complimentary Ending. This refers to the information located below

the last paragraph of the body.

a. Command or Authority Line. It is typed in capital and bold

letters, which begins at the second line below the first letter of the first word of the
last line or sentence. Abbreviations are not used. The authority line will be shown
when the correspondence is signed for the Commander or Head of a Command or
Office by an individual authorized to do so.

b. Signature.

1) Contents. The signature contains the first name, middle

name, and the family name. The name is typed, stamped and printed in capital
letters, and in bold text.

2) Double signature is avoided; instead, designated

individuals may affix their signature and add the word FOR or F in front.
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3) Placement. The typewritten portion of the signature is in

block style and placed five (5) lines below the command line or the body. The front
letter begins one (1) space from the center to the right.

4) Form. Block style and open punctuation are used. This

means placing the first letter of the grade and title directly under the type written
signature.

c. List of enclosures. These are supplementary documents sent

with communications to provide additional information.

d. Copies furnished to other offices. A notation concerning

copies furnished typed immediately under and separated by at least one line from
the listing of enclosures, if any. When no enclosures, notation of copies furnished
shall be typed beginning at the left margin on the same line as that of the typed
signature.

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Military Correspondence
(Radio Message)

A message is a thought or idea, expressed in brief, in plain or

Definition secret language and prepared in a form suitable for transmission
by any means of communications.

In GHQ and Major Services, the plain text is used while in the
Style field, the abbreviations are used. It is written in capital letters or in
normal text form.
Size of Paper /
Font & Font Size A4 (8.27”x11.69”) / Arial, 12

Types of Radio Messages

1. By Address
a. Single Address Message. Message that contains only one
addressee.
b. Multiple Address Message. Message that contains two or
more addressee and that all addressee needs to know the identity of other
addresses.
2. By Purpose/ Function
a. Official Messages. Messages that specifically pertains to the
official or related functions of the military establishments
b. Unofficial Messages. Personal messages
c. Press Messages. Messages originated by duly accredited news
gathering individuals.

Kinds of radio message

1. Radio Message by Courier Dispatch. It will be used when
communicating with units where the matter requires immediate action or
dissemination.
2. Fax Message. Fax message is the message that was sent or received
over a fax machine.
3. Electronic Mail (e-mail). It is a method of exchanging digital
documents, messages and data from the sender to one or more recipients. It can be
used for formal or informal communication but should be used with absolute
discretion to give emphasis on the security of information.
4. Short Message Service (SMS) or Text Message. It is a form of
conversation with the absence of a voice. Texts are usually just advance copies of
formal reports. In the absence of formal reports especially those that do not need
one like simple instruction, text messages are treated official.

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Parts of the message

1. Heading. Contains precedence message category, Date - Time -
Group (DTG), Originator and Addressee.
2. Body. This contains the thought or idea which the originator wishes to
express. It is considered as the major portion of the message.
3. Ending. Theoretically, the Commander is the releaser. However, in
actual practice, Commander authorizes the Adjutant as the releaser of the message.
4. Abbreviations. A military letter allows abbreviations which are
generally accepted in the AFP. They are generally written without spacing or
periods.

Considerations in drafting a message

1. Clear. A message should be clear and free of misunderstanding.
2. Concise. Make the message as short as possible and consistent with
clarity.
3. Complete. The message should have a complete thought.

Filling out Message Form

1. For comcenter / signal use, routing indicator, for operator use.
The message form has spaces provided for use by Communication Center/Signal
personnel. No entries are to be made in these spaces at the time the message is
prepared by the drafter/originator. When blank sheets are used, adequate space
must be left for this purpose.
2. Precedence – Action. The precedence assigned to all action
addresses will be entered in this block.
3. Precedence – Info. The precedence assigned to all information
addresses will be entered in this block.
4. Date-Time Group. The date-time group is placed in the datetime-
group block and consists of six digits.
5. Message Instructions. Normally reserved for use by the
communication center to convey instructions but may also be used by the originator
to indicate the desired method of delivery of message like radio, landline, visual, mail
or by hand.
6. From. It is the designation of the originator.
7. To. It is the designation of the addressees.
8. Security Classification. Messages are to be classified TOP SECRET,
SECRET, CONFIDENTIAL or RESTRICTED whenever their content falls within the
definition set forth in appropriate regulations. Those bearing no security
classification should be marked UNCLASSIFIED or the abbreviation UNCLAS.
9. Cite/Dig/Orig Nr. This is to be filled by the originator with the office,
unit or originator’s cite number of the message.

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10. Text. It should be brief and clear.

11. Reference Message. If the message refers to another message,
appropriate identifying data of the reference message will be inserted in the block.
12. Classified, yes or no. If the reference message is classified, the YES
block will be marked and, if unclassified, the NO block will be marked.
13. Page Nr and Nr of pages. This block will be filled according to the
number of messages from the pages used to complete the message.
14. Drafter’s Name, Title and Phone number. Data identifying the drafter
is entered in this block.
15. Releasing Officer’s Name, Title and Signature. Data identifying the
individual authorized to release the message is to be entered in this block.

Guide in the preparation of the messages (AFPR G 101-541 dtd 09 Sept 1987)
1. Abbreviations. Use only authorized abbreviations.
2. Punctuation. Use punctuation only when needed.
3. Brevity. Text should be clear, accurate and brief. Conjunction,
preposition and articles should be eliminated unless essential to the meaning.
4. Paragraphing. Paragraphs will be indented and numbered as in
regular correspondence.
5. Numbers and fractions. It must be written as digits.
6. Time. In the Heading of message - DTG represented by six (6) digits;
In the Text - local time; Time written – when the writing is of extreme critical
significance to the addressee.

Originator’s or drafter’s responsibilities

1. Determine the necessity of the message.
2. Determine the addressee and type of the message.
3. Use the prescribed message form.
4. Draft message text in accordance with regulations.
5. Determine the security classification.
6. Determine precedence category.
7. Ensure authentication.
8. Forward the message to appropriate transmitting agency. #

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Effective Speaking

Introduction to Speaking

Recent studies show that speaking in front of a group is by far the greatest
fear of most people. It ranks ahead of the fear of dying, riding in an airplane, or
failure in other areas of one’s personal life.

Although the fear of speaking is common, studies show that one of the most
admired qualities in others is their ability to speak in front of a group. Studies also
showed that the person who can communicate ideas clearly will be more successful.

Types of Speaking

There are several types of speaking. Although most of the same general
principles and techniques apply to all types, there are some differences.

The three most common type of speaking in the Military are:

1) Briefing.

The best military briefings are concise and factual. Their major purpose
is to inform -- tell about a mission, operation, or concept. At times they also direct --
enable listeners to perform a procedure or carry out instructions. At other times they
advocate or persuade -- support a certain solution and lead listeners to accept that
solution.

Every good briefing has the virtues of accuracy, brevity, and clarity.
These are the ABCs of the briefing. Accuracy and clarity characterize all good
speaking, but brevity distinguishes the briefing from other types of speaking.

By definition, a briefing is brief, concise, and direct.

2) Teaching Lecture.

As the name implies, the primary purpose of a teaching lecture is to

teach or to inform students about a given subject.

For convenience, teaching lectures can be divided into the following types:

a) Formal lectures. The communication is generally one-sided with

no verbal participation by the students.

b) Informal lectures. Usually presented to smaller audiences and

allowing for verbal interaction between the instructor and students.

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3) Speech.

A speech generally has one of three basic purposes: to inform, to

persuade, or to entertain.

The informative speech is a narration concerning a specific topic but

does not involve a sustained effort to teach. Speeches to civic clubs, orientation
talks, and presentations at commanders’ calls are examples of speeches to inform.

The persuasive speech is designed to move an audience to belief or

action on some topic, product, or other matter. Recruiting speeches to high school
graduating classes, budget defenses, and courts-martial summations are all primarily
speeches to persuade.

The entertaining speech gives enjoyment to the audience. The speaker

often relies on humor and vivid language as a primary means of entertaining the
listeners. A speech at a dining-out may be a speech to entertain.

Considerations in Public Speaking

When conducting a speaking activity, one must take in consideration of the

following factors:

Factors Definition

Talking to hear one’s own voice may feed the ego and even
cause self-persuasion, but whatever type of speaking you are doing,
the goal should be to communicate with others.
Audience A basic assumption, then, is that all speaking should be
audience-centered. Since speakers have a primary responsibility of
adapting the message to the audiences, they need to know as much
about their audiences as possible.

Communication experts tell us that over half of our meaning

may be communicated nonverbally.
Physical
Behavior Although nonverbal meaning is communicated through vocal
cues, much meaning is carried by the physical behaviors of eye
contact, bodily movement, and gestures. You need to know how
these physical behaviors can improve your speaking skill.

Body movement is one of the important factors of dynamic and

meaningful physical behavior. Good body movement is important
Body because it catches the eye of the listener. It helps to hold the
Movement attention needed for good communication.
But movement can also represent a marked departure or
change in your delivery pattern—a convenient way of punctuating
and paragraphing your message.

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Eye contact is one of the most important factors of nonverbal

communication. Nothing will enhance your delivery more than
effective eye contact with your audience.
Eye contact is important for three reasons. First, it lets the
listeners know that you are interested in them. Second, effective
Eye Contact eye contact allows you to receive nonverbal feedback from your
audience. With good eye contact, you can gauge the effect of your
remarks. Third, effective eye contact enhances your credibility.
Speakers with the greatest eye contact are judged by listeners as
being more competent. To achieve genuine eye contact, you must
do more than merely look in the direction of your listeners. You must
have an earnest desire to communicate with them.

Gestures may be used to clarify or emphasize ideas. By

gestures we mean the purposeful use of the hands, arms,
Gestures shoulders, and head to reinforce what is being said. Fidgeting with a
paper clip, rearranging and shuffling papers, and scratching your
ear are not gestures. They are not purposeful and they distract from
the verbal message.

Quality refers to the overall impression a voice makes on

others. Certainly, a pleasing quality or tone is a basic component of
Quality
a good speaking voice. Some persons have a full rich quality, others
one that is shrill and nasal, and still others may have a breathy and
muffled tone or quality.

Articulation refers to the precision and clarity with which

sounds of speech are uttered.
Articulation
Good articulation is chiefly the job of the jaw, tongue, and lips.
Most articulation problems result from laziness of the tongue and
lips or failure to open the mouth wide enough.

Pronunciation refers to the traditional or customary utterance of

Pronunciation
words. Standards of pronunciation differ, making it difficult at times
to know what is acceptable.

Vocalized pause is the name we give to syllables “a,” “uh,”

Vocalized
“um,” and “ah” often at the beginning of a sentence. While a few
Pause
vocalized pauses are natural and do not distract, too many impede
the communication process.

Overuse of Overuse of stock expressions such as “OK,” “like,” and “you

stock know” should be avoided. These expressions serve no positive
expression communicative function and only convey a lack of originality by the
speaker.

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Basic types of speech

1. Demonstrative Speech
The purpose of a demonstrative speech is to educate the audience on
something. It can include visual aids that add to the demonstration and describe in
practical terms how to do something. Demonstrative speeches are similar to
informative speeches but informative speeches normally do not include actual
demonstrations.
If you give a talk on how to start a blog, how to write a cover letter, or
even how to make money on the Internet, these can be considered demonstrative
speeches.
Asking yourself “how” and “why” questions is a great way to get this
type of speech started and, of course, visual aids are a necessity for any type of
demonstrative speech or presentation.

2. Entertaining Speech
If you’ve ever been to a wedding reception or banquet — and who
hasn’t? — you are already familiar with an entertaining type of speech. The main
purpose of a best man’s speech or an after-dinner speaker is to entertain the crowd
and most speakers do that through illustrations, funny stories, and basic humor.
Entertaining speeches are informal and usually very short; they are
speeches that provide a lot of enjoyment and pleasure for the audience.

3. Informative Speech
People who give informative speeches are there to present the
audience with new information on a particular subject. They present statistics and
facts about topics such as social and economic changes in the community but they
do not use visual aids in the speech.
Instead, they rely on educational information, facts, and various data so
that the audience actually learns something. If you’ve ever been to a museum and
had a tour guide, you’ve enjoyed the benefits of an informative speech.
Any time that a talk is given to give the audience details and
information on a certain topic, this is an example of an informative speech.

4. Persuasive Speech
Persuasive speeches are there to persuade the audience that an
opinion expressed by the speaker is the right one. Whether you’re discussing what to
eat for supper or which political point makes the most sense, these are examples of
persuasive speeches.
Most people, in an attempt to persuade the audience that their point of
view is the right one, use solid facts to back up their argument. This is one of the
best ways to make sure that your persuasive speech does the trick, which means
that using research and statistics to develop your argument is always more likely to
make people come to your side.

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Other Types of Speeches

1. Oratorical Speech
Oratorical speeches are delivered in the style used by an orator. Its
name is a little redundant because “orator” and “oratorical” both relate to the giving of
speeches. They can be long and formal, such as speeches used at a graduation,
funeral, or inauguration, or short and informal, such as speeches delivered as toasts
at special events.
Oratorical speeches can also be given at events such as birthday
parties, going-away parties, retirement parties, and many others. Political speeches
are usually considered oratorical speeches and they are better when they do not try
and settle a complex argument but instead when they appeal to common virtues and
basic truths.
In oratorical speeches, the speaker is not trying to persuade someone
to do something or believe a certain way but even though they are fairly general in
purpose, the speaker can still address certain issues while giving the speech.
Inauguration speeches are perhaps the most well-known oratorical speeches that
exist today.

2. Special Occasion Speech

Speeches that don’t fall into any other category are usually classified
as special occasion speeches and these can include speaker introduction speeches,
designed to be short but interesting and to introduce an upcoming speaker; tribute
speeches, which are designed to pay tribute to someone either dead or alive; and
award acceptance speeches, which are meant to thank someone for an award and
describe what the award means to you.
Special occasion speeches are designed to be short, usually ten
minutes or less; succinct and to the point; and mood-setting. In other words, there
are distinct purposes for special occasion speeches and whether the event they’re
offered at includes something that is happy or somber, for someone still living or a
posthumous occasion, or something large or small, they are often some of the
easiest speeches to write.
Most often, speeches for special occasions are fun and upbeat and if
you research them online, it is easy to find out how to get started for your own
special occasion speech.

3. Motivational Speech
A motivational speech is a unique type of speech and has the goal of
self-improvement for the audience members. With a motivational speech, you can
turn a negative situation into a positive one. These types of speeches are especially
popular in business meetings with executives, to complete a certain task, or to
encourage employees to sell more of your product or service.
Motivational speeches can be found in elementary school to high
school in order to motivate the students to do better on a test or in a sporting event.
The speeches are great for inspiring people, lifting a person’s self-esteem, or even
motivating an entire crowd of people.

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4. Debate Speech
In a formal debate, much verbal sparring is experienced and the
debates come in various forms as well. These forms include Parliamentary, classical,
extemporaneous, Lincoln-Douglas, impromptu, public forum, and mock trials, to
name a few. As a general rule, in a debate, both sides get equal time to discuss the
issue and explain why their view of the issue is the right one.
Debates are somewhat different than persuasive speeches because
you aren’t necessarily there to get the other side to switch to your side; instead you
are there, in essence, to justify why you believe a certain thing.
Debates are arguments that have rules and regardless of which style
you choose, each side receives the topic then has a certain amount of time to
prepare to present it. Debate teams develop very valuable skills, including research
skills, public speaking skills, leadership skills, initiative skills, developing grace under
pressure, critical thinking skills, and developing arguments that are both logical and
sound.

5. Forensic Speech
The term “forensic speech” merely refers to the practice and study of
debate and public speaking. This is according to the American Forensic Association
and this activity is practiced by millions of high school and college students each and
every year. The reason why it is called forensics is that this practice is patterned
after the competitions at public forums during the period of ancient Greece.
The speeches can take place inside a classroom, a national or
international tournament, or even a regional event. During the activity, students learn
to research and speech skills in order to learn all different types of speeches.
Forensic speeches allow students to perfect their craft under the
supervision of experienced public speakers and it can even be considered a type of
“on-the-job training” because the students involved in this activity are continuously
honing their craft while practicing it at the same time. #

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Effective Listening

Introduction to Listening

Listening is a language modality. It is one of the four skills of a language

which also includes speaking, reading and writing. It involves an active involvement
of an individual.

Listening involves a sender, a message and a receiver. It is the psychological

process of receiving, attending to constructing meaning from and responding to
spoken and/or non-verbal messages.
Step 5 Step 1
Responding Receiving
(Answering) (Hearing)
Process of listening

The process of listening occurs in

five stages. The stages are hearing,
understanding, remembering, evaluating, Step 4 Step 2
Evaluating Understanding
and responding. (Judging) (Learning)

Step 3
Remembering
Step 1: Receiving (HEARING).
(Recalling)
It is referred to as the response
caused by sound waves stimulating the sensory receptors of the ear. Hearing is a
perception of sound waves; you must hear to listen, but you need not listen to hear
(perception necessary for listening depends on attention).

Step 2: Understanding (LEARNING).

This step helps to understand symbols we have seen and heard; we must
analyze the meaning of the stimuli we have perceived. For successful interpersonal
communication, the listener must understand the intended meaning and the context
assumed by the sender.

Step 3: Remembering (RECALLING).

It is an important listening process because the person has not only received
and interpreted a message but has also added it to the mind’s storage bank.

Step 4: Evaluating (JUDGING).

Only active listeners participate at this stage. At this point the listener weighs
evidence, sort fact from opinion, and determines the presence or absence of bias or
prejudice in a message.
Step 5: Responding (ANSWERING).

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This requires that the receiver complete the process through verbal and/or
nonverbal feedback. This stage becomes the only overt means by which the sender
may determine the degree of success in transmitting the message.
Three basic modes of listening
The following are the three basic modes of listening:
> Active or Reflective Listening
> Passive or Attentive Listening
> Competitive or Combative Listening

Active or Reflective Listening

It is the single most useful and important listening skill. In active listening, the
listener is genuinely interested in understanding what the other person is thinking,
feeling, wanting or what the message means.

The person is active in checking his understanding before he responds with his
new message. The listener restates or paraphrases our understanding of the message
and reflect it back to the sender for verification.

Passive or Attentive Listening

In this mode, the listener is genuinely interested in hearing and understanding

the other person’s point of view. He will be attentive and will passively listen.

The listener assumes that what he heard and understand is correct but stay
passive and do not verify it.

Competitive or Combative Listening

It happens when the Listener is more interested in promoting his own point of
view than in understanding or exploring someone else’s view.

Importance of Listening
Good listening makes us more productive. The ability to listen carefully enables to:
> Understand assignments in better way and find and what is expected;
> Build rapport and show support;
> Work better in a team-based environment;
> Resolve problems effectively;
> Find underlying meanings in what others say.

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Group exercise:
• Group yourselves into 3. Form a circle.
• Each one will introduce him/herself to the group then share the group your best
accomplishment in the Army with
explanation.
• Each member will be given 5 minutes: 2
min for the self-intro and 3 min for the
other story.
• Rate your group members based on the
given worksheet.
• Please observe keenly the process of
listening, plenary discussion to follow. #

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