The document discusses tactics and the levels of war. It defines tactics as the employment of units in combat through ordered arrangement and maneuver. The tactical level of war involves planning and executing battles and engagements to accomplish objectives assigned to tactical units. It also discusses the science and art of tactics. The science involves measurable military capabilities and techniques, while the art requires creative application of tools and decision making under uncertainty while considering the human dimension of combat. Full spectrum operations require simultaneous combinations of offensive, defensive, and stability operations.
The document discusses tactics and the levels of war. It defines tactics as the employment of units in combat through ordered arrangement and maneuver. The tactical level of war involves planning and executing battles and engagements to accomplish objectives assigned to tactical units. It also discusses the science and art of tactics. The science involves measurable military capabilities and techniques, while the art requires creative application of tools and decision making under uncertainty while considering the human dimension of combat. Full spectrum operations require simultaneous combinations of offensive, defensive, and stability operations.
This document provides guidance on command and control of Army forces. It discusses the nature of command and control, and the roles of command and control in combining the art of command with the science of control. It also addresses exercising command and control through assessment, planning, preparation, and execution. Key aspects covered include command climate, training subordinates, battle command, command post organization, and continuity of command and control. Historical vignettes demonstrate command and control throughout history.
Fm 3-20.97 the-recce_and_brt_troop_draftSamir Sami
This document provides an overview of the operational environment and organizations of reconnaissance troops. It describes the six dimensions that comprise the operational environment - threat, political, unified action, land combat operations, information, and technology. It then outlines the two types of reconnaissance troops - the Recce Troop of the RSTA squadron and the Brigade Reconnaissance Troop. Their primary missions involve conducting reconnaissance and security operations.
The document provides an overview of the organization and capabilities of the Stryker Brigade Combat Team (SBCT) Infantry Rifle Company. It describes the company's organization, including its platoons and key personnel. It also outlines the SBCT's higher echelon formations at the brigade and battalion level, as well as its combat support and combat service support assets. Finally, it discusses the company's roles and responsibilities across the battlefield operating systems in both offensive and defensive operations.
The document provides an overview of the organization and capabilities of the Stryker Brigade Combat Team (SBCT) Infantry Rifle Company. It describes the company's organization, including its platoons, support elements, and key personnel. It then outlines the company's roles and responsibilities within the broader framework of SBCT combat, combat support, and combat service support assets. The document is the US Army Field Manual for the SBCT Infantry Rifle Company.
The document is a reference guide called the Battle Staff SMARTbook that provides concise summaries of key concepts related to the operations process, planning, and decision-making for military staff and operations. It incorporates updates from the Army's 2015 doctrine publications. The SMARTbook covers topics like the operations process, the commander's role in understanding the mission, visualizing plans, directing staff, and assessing operations. It also summarizes planning methodologies, preparation activities, execution responsibilities, and the assessment process. The goal is to equip military professionals with essential information on conducting operations and staff functions.
This document provides a summary of the Army Operations & Doctrine SMARTbook, which serves as a reference guide for FM 3-0 Operations (2008) and the six warfighting functions. It begins with an introduction to the operational environment and influences on operations. It then discusses unified action with other military and civilian organizations. The next section covers the spectrum of conflict and operational themes like peacetime engagement, limited intervention, and major combat operations. It aims to represent the essentials of warfighting in a concise format.
The document summarizes the military decision-making process (MDMP). It consists of 7 steps: 1) Receipt of Mission, 2) Mission Analysis, 3) Course of Action Development, 4) Course of Action Analysis, 5) Course of Action Comparison, 6) Course of Action Approval, and 7) Orders Production. Mission analysis is a crucial step that allows commanders to define the tactical problem and determine feasible solutions through 17 sub-steps. The goal of the MDMP is to help commanders and staffs make logical decisions by thoroughly examining situations.
Issues and-challenges-facing-e-entrepreneurship-and-e-innovationSamir Sami
This document discusses issues and challenges facing e-entrepreneurship and e-innovation. It explores these topics through case studies of entrepreneurial dotcom companies. Some key issues identified are: 1) e-businesses need to closely respond to market needs and build market credibility; 2) credibility must be established in the e-business marketplace before starting a business; and 3) the intangibility of online services needs to be addressed to build brand awareness. The case studies illustrate how specific companies addressed these challenges.
This chapter discusses two approaches used to explain the business startup process - nascent entrepreneurship and social networks.
Nascent entrepreneurship focuses on individuals in the process of starting a business. Studies look at how individuals go about creating a business, what triggers them to start a business, and how many people are actively involved in starting businesses. There is no set pattern to how businesses emerge and many nascent entrepreneurs do not actually start businesses.
The second approach examines how social networks help individuals in establishing businesses. Entrepreneurs leverage their relationships and connections to access resources and advice during the startup process. However, overreliance on networks can also limit entrepreneurs' options.
The document summarizes the findings of a regional survey conducted across 8 Arab countries on the potential impact of social media usage on economic empowerment, employment, and entrepreneurship in the region. Some of the key findings from the survey include: social media is seen as an important tool for businesses, startups, and social enterprises to promote themselves; it can help support social entrepreneurship; and social media is perceived as having a positive impact on education. However, concerns around privacy and lack of control over information were seen as potential drawbacks to social media use for businesses.
This document discusses a study analyzing the internationalization process of family businesses in the wine industry. The study examines how resources from private and professional networks facilitate internationalization. It analyzes differences in networking competencies between wine business owners and how these relate to the level of internationalization. The study challenges the Uppsala Model of incremental internationalization, finding support for the "born global hypothesis" after a business succession process. Networks are found to provide both financial resources and informal resources like information and knowledge that encourage international involvement.
Social media and
technological solutions can help
match job seekers with available
positions through virtual assistants
that understand natural language
and can provide customized
recommendations.
o Entrepreneurship: Social media
and online platforms are enabling
new forms of entrepreneurship
through crowd-funding, crowd
-sourcing, freelancing and social
enterprises.
o Policy Support: Governments
need to support these emerging
opportunities through developing
regulatory frameworks, incentives,
incubators and accelerators tailored
for the digital age.
In summary, social media is emerging
as a critical tool for the economic
empowerment of Arab youth. With
the right enabling environment and
This document summarizes a research study that examined the impact of social network usage on the success of business startups. The study focused on companies in the plastics and rubber manufacturing industry in Jordan. A survey was administered to 124 companies, with 105 responses analyzed. The results revealed that there is a statistically significant impact of social networks on the success of business startups. Social networks allow entrepreneurs to access resources at lower costs than market alternatives and secure resources not otherwise available. Both strong and weak social ties are important, with strong ties providing resources and weak ties aiding opportunity identification and legitimacy.
This document provides guidance on command and control of Army forces. It discusses the nature of command and control, and the roles of command and control in combining the art of command with the science of control. It also addresses exercising command and control through assessment, planning, preparation, and execution. Key aspects covered include command climate, training subordinates, battle command, command post organization, and continuity of command and control. Historical vignettes demonstrate command and control throughout history.
Fm 3-20.97 the-recce_and_brt_troop_draftSamir Sami
This document provides an overview of the operational environment and organizations of reconnaissance troops. It describes the six dimensions that comprise the operational environment - threat, political, unified action, land combat operations, information, and technology. It then outlines the two types of reconnaissance troops - the Recce Troop of the RSTA squadron and the Brigade Reconnaissance Troop. Their primary missions involve conducting reconnaissance and security operations.
The document provides an overview of the organization and capabilities of the Stryker Brigade Combat Team (SBCT) Infantry Rifle Company. It describes the company's organization, including its platoons and key personnel. It also outlines the SBCT's higher echelon formations at the brigade and battalion level, as well as its combat support and combat service support assets. Finally, it discusses the company's roles and responsibilities across the battlefield operating systems in both offensive and defensive operations.
The document provides an overview of the organization and capabilities of the Stryker Brigade Combat Team (SBCT) Infantry Rifle Company. It describes the company's organization, including its platoons, support elements, and key personnel. It then outlines the company's roles and responsibilities within the broader framework of SBCT combat, combat support, and combat service support assets. The document is the US Army Field Manual for the SBCT Infantry Rifle Company.
The document is a reference guide called the Battle Staff SMARTbook that provides concise summaries of key concepts related to the operations process, planning, and decision-making for military staff and operations. It incorporates updates from the Army's 2015 doctrine publications. The SMARTbook covers topics like the operations process, the commander's role in understanding the mission, visualizing plans, directing staff, and assessing operations. It also summarizes planning methodologies, preparation activities, execution responsibilities, and the assessment process. The goal is to equip military professionals with essential information on conducting operations and staff functions.
This document provides a summary of the Army Operations & Doctrine SMARTbook, which serves as a reference guide for FM 3-0 Operations (2008) and the six warfighting functions. It begins with an introduction to the operational environment and influences on operations. It then discusses unified action with other military and civilian organizations. The next section covers the spectrum of conflict and operational themes like peacetime engagement, limited intervention, and major combat operations. It aims to represent the essentials of warfighting in a concise format.
The document summarizes the military decision-making process (MDMP). It consists of 7 steps: 1) Receipt of Mission, 2) Mission Analysis, 3) Course of Action Development, 4) Course of Action Analysis, 5) Course of Action Comparison, 6) Course of Action Approval, and 7) Orders Production. Mission analysis is a crucial step that allows commanders to define the tactical problem and determine feasible solutions through 17 sub-steps. The goal of the MDMP is to help commanders and staffs make logical decisions by thoroughly examining situations.
Issues and-challenges-facing-e-entrepreneurship-and-e-innovationSamir Sami
This document discusses issues and challenges facing e-entrepreneurship and e-innovation. It explores these topics through case studies of entrepreneurial dotcom companies. Some key issues identified are: 1) e-businesses need to closely respond to market needs and build market credibility; 2) credibility must be established in the e-business marketplace before starting a business; and 3) the intangibility of online services needs to be addressed to build brand awareness. The case studies illustrate how specific companies addressed these challenges.
This chapter discusses two approaches used to explain the business startup process - nascent entrepreneurship and social networks.
Nascent entrepreneurship focuses on individuals in the process of starting a business. Studies look at how individuals go about creating a business, what triggers them to start a business, and how many people are actively involved in starting businesses. There is no set pattern to how businesses emerge and many nascent entrepreneurs do not actually start businesses.
The second approach examines how social networks help individuals in establishing businesses. Entrepreneurs leverage their relationships and connections to access resources and advice during the startup process. However, overreliance on networks can also limit entrepreneurs' options.
The document summarizes the findings of a regional survey conducted across 8 Arab countries on the potential impact of social media usage on economic empowerment, employment, and entrepreneurship in the region. Some of the key findings from the survey include: social media is seen as an important tool for businesses, startups, and social enterprises to promote themselves; it can help support social entrepreneurship; and social media is perceived as having a positive impact on education. However, concerns around privacy and lack of control over information were seen as potential drawbacks to social media use for businesses.
This document discusses a study analyzing the internationalization process of family businesses in the wine industry. The study examines how resources from private and professional networks facilitate internationalization. It analyzes differences in networking competencies between wine business owners and how these relate to the level of internationalization. The study challenges the Uppsala Model of incremental internationalization, finding support for the "born global hypothesis" after a business succession process. Networks are found to provide both financial resources and informal resources like information and knowledge that encourage international involvement.
Social media and
technological solutions can help
match job seekers with available
positions through virtual assistants
that understand natural language
and can provide customized
recommendations.
o Entrepreneurship: Social media
and online platforms are enabling
new forms of entrepreneurship
through crowd-funding, crowd
-sourcing, freelancing and social
enterprises.
o Policy Support: Governments
need to support these emerging
opportunities through developing
regulatory frameworks, incentives,
incubators and accelerators tailored
for the digital age.
In summary, social media is emerging
as a critical tool for the economic
empowerment of Arab youth. With
the right enabling environment and
This document summarizes a research study that examined the impact of social network usage on the success of business startups. The study focused on companies in the plastics and rubber manufacturing industry in Jordan. A survey was administered to 124 companies, with 105 responses analyzed. The results revealed that there is a statistically significant impact of social networks on the success of business startups. Social networks allow entrepreneurs to access resources at lower costs than market alternatives and secure resources not otherwise available. Both strong and weak social ties are important, with strong ties providing resources and weak ties aiding opportunity identification and legitimacy.
