Organizational Systems Theory and Command and Control Concepts

Abstract

This paper explores how organizational systems theory applies to Command and Control (C2) concepts and how the theory can improve the application of C2 concepts in the U.S. Army doctrine of Mission Command. Studying C2 concepts in history illustrates how some armies planned and executed operations to the smallest detail (Detailed Command) while other armies allowed commanders to improvise execution (Mission Command). This paper then explores how a specific organizational systems theory by Charles Perrow can help explain why some military operations are appropriate for Detailed Command, and others are suited to Mission Command. Current Army doctrine accounts for both of these concepts in the Art of Command and the Science of Control, but lacks a proper model to assist commanders in determining how to correctly apply the concepts based on the operational environment. The paper concludes with a recommendation that the Army develop organizational systems theory into a tool to help commanders understand how the Art of Command and Science of Control should best be applied on the battlefield.

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Document Details

Document Type
Technical Report
Publication Date
Mar 01, 2013
Accession Number
ADA589438

Entities

People

  • Hugh D. Shoults

Organizations

  • United States Army War College

Tags

Communities of Interest

  • C4I
  • Counter WMD

DTIC Thesaurus Topics

  • Accidents
  • Assembly Lines
  • Civil War
  • Cognition
  • Command And Control
  • Complex Systems
  • Doctrine
  • Education
  • Engineering
  • Military Applications
  • Military History
  • Military Operations
  • Military Science
  • Students
  • Systems Engineering
  • United States
  • War Colleges

Readers

  • Computational Modeling and Simulation
  • Joint Military Operations and Doctrine.

Technology Areas

  • Fully Networked C3
  • Fully Networked C3 - Command and Control