FUNDAMENTALS OF STRATEGIC PLAN DEVELOPMENT

Command and control

            In a non-military team command refers to giving orders or to direct with authority while control means exercising restraint or direction over a group of people.

            Command and control construct serves to bring partners together and it also develop good relationships for the purposes of interagency coordination. This is because it involves all parts or participant of a group working together to meet set goals. It does not involve one person or body getting full control over others as it involves connecting all the elements together (Corps, 1996).

            Command and control is thus viewed as a give and take function where every person’s contribution is very important and counts in outcome of the operations of the whole group. This helps in improving togetherness between the partners and it also helps in nurturing their relationship (Corps, 1996).

            The commander is thus not viewed as being above the system or giving command and control from the outside but rather as part of the group and thus the commander works as an example in the group and the juniors are free to discuss issues with the commander regarding issues that might be affecting them or the whole group (Corps, 1996).

How command and control are accomplished

            For command and control to be accomplished, there are three important factors. There should be competence, responsibility and authority. The military members should have the skills and abilities required for accomplishing their missions. They should have physical, emotional, interpersonal and intellectual skills. They should also be able to plan missions, make good decisions by assessing risks and making judgment (Pigeau, & McCann, 2002). 

            A commander should have authority to act and resources to use in enacting his or her will. When exercising authority, one should follow the set rules and thus one should not break the law. There are different types of authority that are given to different leaders by different groups. The commanders should use their authority to accomplish command and control goals (Pigeau, & McCann, 2002). 

            The commanders should be responsible enough to follow up on the commands given to the juniors. The juniors should also be encouraged to work according to the command from the authorities. Incase everyone becomes responsible it will be easy to accomplish the mission of the organization and also to meet set goals (Pigeau, & McCann, 2002). 

Descriptors within the command and control depiction

            Command is the responsibility using the available resources effectively, organizing, planning the employment of and controlling military forces to help in accomplishing assigned goals. In this definition control is viewed as part of command. In the military, control and command are distributed responsibilities (Alberts, & Hayes, 2003).

            Control and command are important in military as they help the military commanders to exercise authority given to them to command those below them and also control them to ensure the set mission is achieved in time. It is also important as it helps to improve the relationship and respect between people working together (Alberts, & Hayes, 2003).

Type of leadership required for groups comprised of individuals from various organizations.

            Participative or democratic leadership style is the style required when dealing with groups of individuals from different organizations. In this style of organization the leader involves the whole team in decision making. The leader consults the other individuals and later gives orders. The employees are not closely monitored (Iqbal, 2011).

            This is very important as it will help in sharing of ideas and thus coming up with the best decision. The employees are also free to share their experiences with the leaders and thus leading to the best decision being made. Not monitoring employees closely will also encourage them work freely and without fear and thus resulting in a positive outcome (Iqbal, 2011)

References

Alberts, D. S., & Hayes, R. E. (2003). Power to the edge: Command… control… in the information age. OFFICE OF THE ASSISTANT SECRETARY OF DEFENSE WASHINGTON DC COMMAND AND CONTROL RESEARCH PROGRAM (CCRP).

Corps, U. M. (1996). Command and control. Marine Corps Doctrine Publication, 6, 45-47.

Iqbal, T. (2011). The Impact of Leadership Styles on Organizational Effectiveness (1st ed., pp. 11,12). GRIN Verlag.

Pigeau, R. A., & McCann, C. A. (2002). Re-conceptualizing command and control (pp. 7-8). Defence R & D Canada-Toronto.