Officer Military Definition

A smaller number of Marine Corps officers may be deployed during the summer while attending college as part of the Marine Corps Platoon Leaders Class (PLC) program. PLC is a sub-component of Marine Corps OCS and college and university students enrolled in the LPC undergo military training at the Marine Corps Officer Candidate School in two segments: the first of six weeks between their second and first year and the second of seven weeks between their junior and senior years. There is no routine military training during the school year for LPC students, as is the case for ROTC cadets and midshipmen, but LPC students are regularly monitored and their physical condition regularly tested by Marine Corps Officer Selection Officers (OSO) at the nearest Marine Corps officer recruiting activity. PLC students are divided into one of three general tracks: PLC-Air for Future Navy Airmen and Naval Flying Officers; PLC on the ground for future marine, tank, artillery and combat support officers; and PLC-Law, for future attorneys general of Marine Corps judges. After graduating from college, PLC students are deployed as 2nd Lieutenants serving in the United States Marine Corps. An officer is a person who holds a position of authority as a member of an armed force or uniformed service. Direct commissioning is another way to become an officer. Recognized civilian professionals such as scientists, pharmacists, doctors, nurses, clergy, and lawyers are commissioned directly upon entry into the military or other federal service in uniform. However, these officers generally do not exercise command authority outside of their profession-specific support corps (e.g., U.S. Army Medical Corps; U.S.

Navy Judge Advocate General`s Corps, etc.). The U.S. Public Health Service Commission Corps and the National Oceanic and Atmospheric Administration`s Commissioned Officer Corps use only direct orders to assign their officers. In August 2003, the Army issued what remains its most in-depth doctrinal review of the command concept, Field Manual (FM) 6-0, Mission Command: Command and Control of Army Forces. The main objective of the manual was to deconstruct the then global concept of leadership and control in the individual practice of command, characterized as art, from technical and organizational systems, characterized as a science created to achieve it (control).14 In this concept, the manual recognized two archetypes of command: directive command and mission command. FM 6-0 explicitly adopted a preference for mission command, which it succinctly defined as «the conduct of military operations through decentralized execution based on mission orders for the effective accomplishment of the mission.» 15 officers in almost every country in the world are separated in many aspects of military life from the soldiers, sailors, airmen, marines and coast guards recruited. Facilities that meet needs such as brass (i.e. the exhibition hall or exhibition platform in relation to the officers` mess or station hall), separate accommodation and berths, homes and general recreational facilities (officers` clubs versus non-commissioned officer clubs and OPC clubs versus recruited clubs) are separated between officers and recruited staff. This class system, historically correlated with socio-economic status, aims to prevent fraternization and promote professional and ethical relations between officers and military personnel. [17] As key members of the profession of arms, commanders are responsible for the professional development of their subordinates, particularly junior officers, to succeed in leadership positions.

This requires observing the status of individual training of subordinates, correcting them when they make mistakes, and ensuring that they are retrained to the necessary standards if necessary. Ultimately, the commander is called upon to distinguish those who succeed from those who fail so that the institution can reward the most capable and eliminate those who are less capable. In the U.S. Armed Forces, military personnel without a four-year bachelor`s degree may also serve in the Navy, Marine Corps, and Coast Guard Limited Service Officer (LDO) program under certain circumstances. Staff in this category represent less than 2 per cent of all officials in these services. Command, like other forms of leadership, involves both human and legal relationships and therefore relies on character as well as formal authority for its effectiveness. In 2011, Chief of Naval Operations Admiral Gary Roughead wrote to future naval officers that «a commander must possess professional competence, intelligent common sense, the highest sense of personal honour and meet our highest standards of personal conduct and leadership.» 7 Earlier, Roughead reminded command voters that: General Fogleman`s review revealed a number of inconsistent administrative actions in the aftermath of the incident, particularly with respect to performance evaluations that did not reflect the seriousness of the incident that killed 26 friendly soldiers, airmen and civilians. As a result, the Chief of the Defence Staff issued additional performance evaluations and removed the officers responsible for flying status for at least 3 years. The chief reprimanded all air force officers, explaining that in the past, however, the armed forces generally had a much smaller proportion of officers. During the First World War, less than 5% of British soldiers were officers (in part because young officers in the First World War suffered high casualty rates). At the beginning of the twentieth century, the Spanish army had the highest proportion of officers of all European armies at 12.5%, which was considered unreasonably high by many Spanish and foreign observers at the time.

First and foremost, an army officer is a leader. The agent plans the work of the organization, assigns tasks to subordinates and ensures that the work is performed at the highest level. In this respect, an army officer looks like a company manager. But this is where any comparison with the corporate world ends. Officers lead by example. An officer must be prepared to personally assume any task assigned to a soldier. In some branches of many armed forces, there is a third-degree officer known as a warrant officer. In the United States Armed Forces, warrant officers are first appointed by the Secretary of the Service and then appointed by the President of the United States upon promotion to Chief Warrant Officer.

In many other countries (such as the armed forces of Commonwealth countries), warrant officers often serve as very senior non-commissioned officers. Their position is confirmed by an arrest warrant issued by the bureaucracy at the head of the force – for example, the position of regimental sergeant in regiments of the British Army is held by an adjutant appointed by the British government. In countries whose rank systems are modelled on the British Armed Forces (BAF), officers from the rank of Second Lieutenant (Army), Second Lieutenant (Navy) or Pilot Officer (Air Force) up to the rank of General, Admiral or Chief Air Marshal hold a commission assigned to them by the competent contracting authority. In the United Kingdom and other Commonwealth realms, the granting authority is the monarch (or a governor general representing the monarch) as head of state. The head of state often has the power to award contracts or have contracts awarded on his behalf. It`s easy to lose sight of the fact that Ridgway was not only aggressive against the mission, but also initially offered a useful alternative (sending Taylor to Rome) to mitigate the risk. Then, apparently failing to convince his superiors of the futility of the effort, Ridgway was prepared to lead his troops in the attempt and do his best to succeed. Coincidentally, in a 1920 letter to a retired friend of the Virginia Military Institute, George C. Marshall wrote that an officer «should personally place in thought and deed a point of absolute loyalty to your leaders; And in your efforts to implement their plans or policies, the less you approve, the more energy you need to focus on achieving them. 30 The proportion of officers varies widely. Officers typically make up between one-eighth and one-fifth of the personnel of the modern armed forces.

In 2013, officers accounted for the 17% of the longest-serving British armed forces,[1] and senior officers 13.7% of the French armed forces. [2] In 2012, officers represented approximately 18% of the German armed forces[3] and approximately 17.2% of the United States armed forces. [4] However, some countries use the term commission to describe the promotion of soldiers, especially in countries where service is compulsory in the armed forces.