AT modern conditions the volume of tasks that the commander must solve when organizing a battle has significantly increased, and the time allotted for this has been significantly reduced. At the same time, in order to make an informed decision, it is necessary to evaluate an increasing number of elements of the combat situation. Therefore, the commander must have deep theoretical knowledge and possess high professional skill be able to quickly navigate in a complex and rapidly changing environment.
In modern warfare, the basis of skillful management is a scientific approach to the issues of armed confrontation and accurate calculations. The right decision- this is the result of the commander's painstaking mental analytical work to study the conditions of the situation, his knowledge of military affairs, the laws of armed struggle and the principles of military art to perfection.
The main requirements for the work of the commander (headquarters) are firm and continuous management of subunits, timely decision-making and strict control over the preparation for battle (fulfillment of the assigned task) of subordinate commanders, the full and high-quality implementation of the necessary measures. In all cases, it is especially important to clearly coordinate the activities of command and control bodies and commanders at all levels, to provide subunits with as much time as possible for direct preparation for the performance of tasks.
Preparation of a battle (performing a task) in a battalion (company) includes: its organization (decision-making, reconnaissance, setting tasks, planning, organizing fire, interaction, comprehensive support, control); preparation of the command, battalion headquarters and subunits for combat (implementation of the assigned task); practical work in subdivisions (monitoring the fulfillment of assigned tasks and providing assistance) and other activities.
Fight organization is a fundamental element of the battle preparation process. The degree of compliance with the requirements of the situation of all other measures for preparing for the performance of the task depends on its content.
In any situation, the commander of a battalion (company), when organizing a battle, should strive to develop a plan as soon as possible, make an informed decision and plan the battle (fulfillment of the assigned task). In this case, the preparation of units can be carried out simultaneously with planning.
With a strict time limit, the commander and headquarters of the battalion (company commander) must concentrate all efforts on solving only the main tasks, giving subordinates more initiative in solving other tasks. In all cases, the work of the commander and staff in organizing the battle must be carried out in a clearly defined order.
Work on the organization of combat (performance of the assigned task) usually begins with the receipt of a combat order or a combat (preliminary combat) order. On its basis, the commander and headquarters of the battalion (company commander) begin to prepare the battle (complete the assigned task).
The work on organizing the battle may have the following order. First, the task received is studied and clarified, time is calculated, and subunit commanders and deputy commanders are oriented about the task received and the measures that must be taken immediately.
Then the situation is assessed with hearing the proposals of the deputy commanders and the plan of the battle (completion of the assigned task) is determined, which is reported to the senior commander for his approval, after which he is announced to the deputies in the part that concerns them, and instructions are given on further work on making a decision.
Prior combat orders are brought to subordinate subunits if the combat mission was received in the form of a preliminary combat order, and the plans of subordinate commanders are considered (with approval). The plans of the deputy commanders (head of communications of the battalion) for the use of subordinate subunits and for the comprehensive support of combat (the fulfillment of the assigned task) are also considered and approved.
Following this, the decision is completed (the definition of combat missions for the elements of the combat (marching) order of the subunits, the main issues of interaction, comprehensive support and control), which is reported for approval to the senior commander.
The battalion (company) commander announces the approved decision to the deputies, conducts (if necessary) reconnaissance, and then sets tasks.
The tasks of subordinate subunits (elements of the combat order) are communicated by combat orders, combat (preliminary combat) orders. After setting the tasks, instructions are given on the types of comprehensive support and specific preparation for combat. In parallel, battle planning is carried out, necessary calculations, maps and other documents are drawn up.
Then the commander reviews and approves the decisions of the deputies and commanders of units on the use of units, planning documents, organizes interaction and gives instructions on comprehensive support and control. In essence, at the same time, practical work is being carried out to prepare subordinate commanders and subunits for the fulfillment of assigned tasks, control of execution and assistance are carried out.
At the appointed time, the commander personally or through headquarters reports to the senior commander on readiness to carry out the assigned task.
Depending on the situation and the availability of time, the sequence of work of the battalion (company) commander may be different.
The most important element of the organization of the fight is the decision to fight. It is understood as the finally chosen variant of actions to accomplish the assigned task, which determines the procedure for using the available forces and means in the upcoming battle.
The decision of the commander of the battalion (company) is made solely on the basis of understanding the received task and assessing the situation. The decision defines: the plan of the battle (the fulfillment of the received task); tasks for elements of battle order (subdivisions); the main issues of interaction, comprehensive support and management.
As a rule, the commander of a battalion (company) conducts the work of organizing combat on the ground. In those cases when the situation does not allow to go to the area (little time to organize the battle, open area), this work is carried out according to the map (on the layout) of the area. However, even in such a situation, the battalion (company) commander must find time to travel to the area in order to clarify the tasks of the subunits and organize interaction.
Most of the time available for preparation for the performance of tasks should be given to subordinate units for their direct preparation for the performance of the task.
The beginning of the work of the battalion (company) commander in making a decision is the clarification of the task, which has the goal of studying the initial data for organizing the battle. In the course of clarifying the task, the commander must understand: the purpose of the forthcoming actions and the plan of the senior commander (especially the methods of defeating the enemy); the place and role of the battalion (company) in the plan of the senior commander and his task; the tasks of the neighbors, the conditions for interaction with them, with units of other types and branches of the Armed Forces, other troops, as well as the period of readiness of the battalion (company) to complete the task.
To correctly understand the senior commander's plan means to understand which enemy, where and in what sequence it is planned to defeat, where the main blow is delivered (the main efforts are concentrated), how the results of strikes with nuclear, high-precision weapons delivered by decision of the senior commander are used, and also how conventional fire weapons, especially in the area of operations of the battalion (company), what kind of grouping of forces and means the senior commander creates, and what kind of maneuver he plans to carry out during the battle.
The place and role of a battalion (company) is determined by the nature and extent of its participation in the fulfillment of the task entrusted to the troops of the senior commander, the place in the formation of the battle formation of these troops (regiment, battalion) and the significance of the enemy grouping to be repulsed or defeated.
As a rule, the battalion commander conducts the clarification of the mission together with the chief of staff, his deputy, and the assistant battalion commander for artillery. At the same time, the deputy chief of staff maps the task of the battalion, the tasks of the interacting units and the demarcation lines with them (zones of responsibility), the tasks solved by the forces and means of the senior commander, and other data.
After the task is clarified, time is calculated and the unit commanders and deputies (assistant) are oriented about the task received and the measures that must be taken immediately.
The battalion (company) commander usually calculates the time for preparing the battle (performing the assigned task) himself or together with the chief of staff. The initial data for calculating the time to organize a battle are: the time the combat mission was received and the battalion (company) was ready to carry it out; the time of the report of the idea and decision to the senior boss; the timing of the participation of the battalion commander in the activities carried out by the senior commander for organizing combat on the ground. The form of calculation can be arbitrary. As an option, when calculating the time, you can first determine the total time available for the preparation of the battle, and the duration of daylight hours in it. Then, taking into account the position and condition of the units, determine how much time (including light time) to give subordinate commanders to organize the battle and how much time is needed to make their decision, to set combat missions, reconnaissance, clarify the decision, issue a combat order and other actions to fight organization.
Based on the clarification of the task, the battalion commander (chief of staff), using one of the prepared maps, orients the unit commanders and deputy commanders about the content of the task received and the measures that need to be taken immediately, for example, preparing equipment, personnel, replenishing supplies of material resources, evacuating the wounded and sick , on organizing reconnaissance, preparing data for decision-making, on the time and procedure for working on the ground, etc.
After carrying out this work, the commander, with the involvement of the necessary officials proceeds to assess the situation, during which he develops a plan for the battle (fulfillment of the received task).
Assessment of the situation during the preparation, during and after the execution of the assigned task consists in the study and comprehensive analysis of the factors and conditions affecting its implementation. It includes: an assessment of the combat strength and the opening of the plan of the enemy's actions; assessment of their troops; assessment of the terrain, climatic and weather conditions, time of year, day and other factors affecting the performance of the received task. It is carried out taking into account the forecast of its development in the preparation and in the course of performing the task.
The elements of situation assessment listed above affect decision making in different ways. In this regard, the conclusions to which the commander comes are not only different, but sometimes contradictory, since in one case the state or position of the enemy’s troops will have the greatest influence on the decision, and in the other, the state and position of one’s own troops or, for example, , features of the combat area, time of year, day, etc. However, of all the elements of assessing the situation, the correct assessment of the enemy is most often the most important.
When evaluating an opponent it must be taken into account that the content of the combat mission of a battalion (company) is to defeat the opposing enemy. Both on the defensive and on the offensive, the battalion commander studies the enemy to the depth of his brigade's battle formation. The company commander evaluates the enemy at the depth of the battle formation of the enemy battalion.
Information about the enemy, as a rule, almost always turns out to be insufficient, and some of them may be contradictory, outdated, and even false. However, a battalion (company) commander must be able to compare available information, take into account the tactics and possible nature of enemy actions, and, on the basis of this, draw conclusions about the expediency (necessity) of certain actions of his subunits.
Evaluation of the enemy is recommended in the following order. First, you need to determine the general nature of the actions, the position, composition, condition and security of the enemy grouping in the offensive direction, and in defense - in front of the front of the defense area (strong point) of the battalion (company) and in front of neighboring subunits (battalions, companies). Then determine that part of the enemy grouping, from the defeat of which the combat capability of the enemy will be sharply reduced. Based on the knowledge of enemy tactics, one should identify his strengths and weak sides, as well as the possibility and on this basis to reveal the probable nature (intention) of his actions.
Based on a comprehensive assessment of the composition and probable nature of the enemy's actions, the battalion (company) commander draws conclusions about what enemy forces are (or may be) in front of the battalion (company), and about their possible actions; where the main forces of his grouping are located, the defeat of which will significantly reduce the combat capabilities of the enemy; when and within what time limits certain actions of one's own forces and means are expedient for inflicting the most tangible losses on the enemy and minimizing the losses of one's subunits. These conclusions will enable the battalion (company) commander to determine: the direction of concentration of the main efforts (sections of the terrain, on the retention of which the stability of the defense depends); what enemy, in what way and in what sequence to defeat; the expedient procedure for engaging the enemy with regular and attached fire; favorable battle order of the battalion (company) and combat missions for subunits; the main issues of interaction, comprehensive support and management. Based on the assessment of the enemy, the commander also determines which objects and by what time to complete reconnaissance, at what time to carry out preparatory measures for battle.
When evaluating your units the main goal is to establish their real combat capabilities for effective confrontation with the enemy, taking into account the conclusions about his likely nature of actions.
Assessing his troops, the battalion (company) commander takes into account: the position of the subunits in relation to the enemy and the nature of their actions; the removal of subunits from the planned line of transition to defense or attack and the time required to advance; location, condition, capabilities and time of arrival of attached units; the state of stocks of material resources and the timing of their replenishment, as well as the capabilities of departments technical support and rear.
When evaluating his subunits, the battalion (company) commander also determines their capabilities for hitting tanks and other objects (targets), for fighting an air enemy, and when evaluating artillery subunits, their capabilities for hitting enemy targets from indirect fire positions and direct fire.
The conclusions obtained from the evaluation of friendly troops should be compared with the conclusions about the probable actions of the enemy and it should be established to what extent the capabilities of the battalion (company) correspond to achieving success in battle. On this basis, conclusions are drawn about the expedient actions of their subunits before and during the battle. In particular, the battalion (company) commander determines the need for a regrouping of forces and means, one or another of their distribution in battle order, methods of action, support, and the nature of interaction. In this case, it is necessary to take into account the actions of neighbors, as well as terrain and weather conditions.
When evaluating neighbors, its main goal is to determine the impact of their actions on the fulfillment of the assigned task by the battalion (company) and the procedure for joint actions with them. The battalion (company) commander studies the composition, position, nature of the actions of the neighbors and the conditions for interaction with them, determines what measures should be taken to secure the flanks.
When assessing the terrain the battalion (company) commander determines to what extent it can help or hinder the enemy in his actions, and also to what extent it will favor or hinder the actions of the battalion (company).
In military practice, the following methodology for studying the terrain has been developed. First, the terrain at the location of the enemy is assessed, then at the location of friendly troops, while determining the conditions for observation, shelling, camouflage and location, the terrain's passability and its protective properties. Important local objects are identified, advantageous lines for the defense or the transition of the enemy and its subunits to the offensive (attack), places for installing barriers, advantageous areas for the location of elements of the battle order, command posts and rear units.
Attention is drawn to the presence and condition of roads, routes of maneuver, supply and evacuation, to possible changes that may occur in the event of the use of weapons of mass destruction and incendiaries, the destruction of dams, fires, heavy rains and heavy snowfalls.
As a result of the assessment of the terrain, the battalion (company) commander determines: how its elements can affect the actions of the enemy, his troops and neighbors; where, based on this, it is advisable to concentrate the main efforts; how to use favorable terrain conditions to solve the tasks of subunits in battle; how to build a battle order; what actions to take to eliminate negative impact those elements of the situation that can reduce the effectiveness of the actions of subunits in the course of the upcoming battle.
The essence of the work of the battalion (company) commander at the decision-making stage is to compare the conclusions made on individual elements (issues) of the decision in the process of understanding the task, assessing the situation and preparing tactical calculations in order to finally determine the constituent elements of the decision and formulate them. At the same time, the decision must correspond to the real situation and contain elements of creativity, activity, reasonable risk, the use of methods of action unknown to the enemy, that is, everything that ensures his defeat with minimal losses in his subunits.
In the decision, the commander determines: the plan of the battle (the accomplishment of the assigned task); tasks for elements of battle order (subdivisions); the main issues of interaction, comprehensive support and management.
The battalion (company) commander usually begins the adoption and formulation of a decision with a definition battle plan.
The idea is the basis of the decision and is developed, as a rule, simultaneously with the assessment of the situation. In the course of its development, the commander must consistently determine, by stages of the task, the following directions for concentrating the main efforts; forms and methods of action; distribution of forces and means (building a combat (marching) order); measures to ensure secrecy in the preparation and execution of the task. It is especially important that the commander defines the idea of deceiving the enemy, which then should be brought only to a limited circle of people. Moreover, measures to deceive the enemy should be provided for during preparation, during and after the completion of the assigned task.
As the decision is made, the map displays: known information about the enemy, and sometimes his probable actions; directions of concentration of the main efforts of the battalion (company) (in the defense, in addition, areas of terrain, on the retention of which the stability of the defense depends); tasks of the battalion (company) and neighbors, dividing lines with them; tasks of fire weapons performed by the forces and means of senior commanders; tasks of subordinate units, methods and terms of their implementation; locations of the KNP of the battalion and companies and the direction of their movement; the main issues of interaction, support and management. In addition to the graphic part, the working map also contains tables reflecting the composition of the reinforcements, the distribution of forces and means, the balance of forces and means, etc.
Thus, by the time the decision-making work is completed, the commander will have a battalion (company) action plan that has finally taken shape in his mind and graphically displayed on the map. After that, the commander can report the decision to the senior commander for approval and proceed to the definition of tasks for the elements of the combat (marching) order (subunits).
In tasks for elements of combat (marching) order (units) usually their combat composition, means of reinforcement and the order of their reassignment are determined; zones (sections, areas, directions) of actions, designated areas (positions, lines) and demarcation lines; allocated number of missiles and ammunition; terms of readiness to perform the task and other issues.
In the main issues of interaction usually the order of interaction of elements of the battle order (subunits) with each other, with the forces and means of the senior commander performing tasks in the interests of the battalion (company) in the performance of the main tactical tasks, as well as with neighbors is usually determined. The responsibility of commanders for the joints and gaps between the elements of the battle order (subunits) is especially determined.
In the main issues of comprehensive provision usually the main (basic) measures are determined for combat, moral-psychological, technical and logistic support carried out during the preparation and during the battle. At the same time, the areas (directions) for concentrating the main efforts, the main tasks, the sequence and timing of their implementation, the forces and means involved, and the procedure for managing them are determined.
In the main issues of management the following are usually determined (specified): the places and time of deployment of the command and observation post (the place of the command vehicle in combat order), the directions and procedure for its movement; the procedure for transferring control in the event of failure of the KNP; measures to ensure secrecy, stability, continuity of control and control over the fulfillment of assigned tasks.
Once a decision has been made, if there is time, the battalion (company) commander can conduct reconnaissance, which consists in a visual study of the enemy and the terrain in order to clarify the decision made on the map. It is carried out personally by the battalion (company) commander with the involvement of deputies, assistant battalion commander for artillery, commanders of subordinate and interacting units.
The assignment of combat missions to subordinate and support units is carried out by communicating combat orders, combat (preliminary combat) orders and instructions on the types of comprehensive support. Tasks are set by the commander personally or at his direction by the chief of staff orally and by technical means of communication.
The combat order of the battalion (company) indicates: in the first paragraph - brief conclusions from the assessment of the situation; in the second - the combat composition and tasks of the battalion (company);
in the third - tasks performed in the interests of the battalion (company) by the forces and means of the senior commander;
in the fourth - the tasks of neighbors and interacting units; in the fifth - after the word "decided" the plan of the battle (fulfillment of the received task) is brought;
in the sixth - after the word “I order”, combat missions are set for units of the first and second echelons (combined arms reserve), artillery units and fire weapons remaining directly subordinate to the battalion (company) commander, with clarification of their combat strength, forces and means of reinforcement, their order reassignment of the allocated number of missiles and ammunition;
in the seventh - places and time of deployment of control points and the procedure for transferring control;
in the eighth - the time of readiness for battle (completion of the task).
The combat order of the subunit shall indicate: brief conclusions from the assessment of the situation;
the combat composition and task of the subunit, specifying the means of reinforcement and the procedure for their reassignment;
tasks performed in the interests of units by the forces and means of the senior commander;
tasks of neighbors and dividing lines with them (if they are assigned);
main issues of interaction;
the main issues of comprehensive support;
basic management issues;
time and place of the decision report.
The preliminary combat order usually indicates:
information about the enemy;
combat composition of the unit;
tentative combat mission of the subunit;
neighbors and dividing lines with them;
time of readiness for action and other data.
All orders, instructions, instructions of the battalion (company) commander, orders (instructions) of the senior commander are recorded by the chief of staff (deputy company commander) in the log of received and given orders.
Based on the decision of the commander of the battalion headquarters (deputy company commanders), the commanders of the attached units, together with the officers of the supporting (interacting) units, plan the battle (completion of the assigned task).
The essence of planning lies in the production of tactical calculations and the detailed development of the decision made by the commander, drawing it up on the map with details: when attacking - two steps lower; in defense - three steps lower. At the same time, the battalion (company) develops: timing, combat order, combat (preliminary combat) orders for subunits, work card of the battalion (company) commander. When solving the most complex problems, an interaction scheme can be developed.
On the working map the commander of the battalion (company) displays all the elements of the decision set out in the content of the points of the combat order and combat (preliminary combat) orders.
On the interaction diagram displayed: tactical tasks performed by units; the forces and means involved for the solution of these tasks; control and interaction signals; the order of actions of subordinate and attached units (forces and means) in the performance of each task (by stages of its implementation), indicating the time, control signals and interaction.
At all stages of the organization of the battle Special attention devoted to the organization of fire. So, when clarifying the task, it is necessary to study the landmarks and signals assigned by the senior commander, as well as the objects (targets) hit in the interests of the battalion (company), assess the influence of the terrain, weather, time of day on the performance of fire missions and determine the measures that need to be taken to prepare weapons for combat use.
When developing a plan and making a decision, it is necessary to disclose the order of fire engagement of the enemy with an indication of tasks, types of weapons and methods of firing, distribute artillery (weapons of destruction) according to the directions of action and stages of the task, determine the areas of firing positions and the time of their occupation. Fire missions to elements of the combat formation (subunits) are reflected in combat orders and orders, and can be communicated by orders, commands and signals.
When organizing interaction, the battalion (company) commander coordinates the efforts of regular and attached fire weapons in order of performing fire missions and destroying the most important targets.
It is especially important to determine the issues of ensuring fire control. To do this, it is necessary to assign uniform landmarks, encode topographic maps and local objects, communicate radio data and signals to subordinates, apply identification marks and conditional numbers to weapons and military equipment. The selected landmarks must be clearly visible day and night, resistant to destruction. Landmarks are numbered from right to left and along the lines from oneself towards the enemy. One of the landmarks is designated as the main one. It is forbidden to change the numbers of landmarks and signals assigned by the senior commander.
The procedure for calling and adjusting artillery fire, calling for air strikes, signals (commands) for opening, transferring and ceasefire should also be determined. Issues of fire destruction of the enemy are displayed on the working maps.
One of the most important conditions for achieving success in combat is the careful organization of interaction. It is personally organized by the battalion (company) commander with the participation of deputies, assistant artillery, as well as commanders of subordinate and interacting units. At the same time, the battalion (company) commander usually determines the tactical tasks (stages of accomplishing the task received), according to which interaction will be organized, the officials involved, the time and place for organizing interaction. After setting combat missions and planning a battle, interaction is organized by sequentially working out the order and methods of action of units (forces and means) by tasks, directions, time and boundaries in the interests of the actions of combined arms units. The basics of interaction are determined by the decision of the commander.
The commander of a battalion (company) organizes interaction, as a rule, on the ground to the depth of visibility, and on the layout of the terrain or on the map - to the entire depth of the received combat mission. The organization of interaction, depending on the availability of time and the specific conditions of the situation, can be carried out: by listening to reports from the commanders of subordinate and interacting units and issuing instructions with the definition of measures to ensure their coordinated actions; detailed development of the order and methods of action of units for each of the tasks they sequentially perform on the basis of the decisions made; draw of the main tactical episodes on possible option m actions, as well as their combination.
When organizing interaction, the battalion (company) commander is obliged to bring warning, control, interaction, mutual identification and target designation signals.
In instructions for comprehensive support, the battalion (company) commander coordinates the necessary measures for its types in the interests of fulfilling the assigned tasks at the place, time, forces and means involved.
In instructions for command and control, the battalion (company) commander usually announces: the time and place of deployment of command and observation posts of subunits, the direction and procedure for their movement in the course of performing the assigned task; the procedure for maintaining communication and radio exchange; application procedure automated system management, technical means communications, covert control and restoration of broken control.
After the completion of this work, the battalion (company) commander takes measures to prepare units for the performance of the assigned tasks. It consists in maintaining units in high combat readiness and combat readiness, re-equipping them with personnel, weapons and military equipment providing the necessary material resources. Training of subunits also includes training of commanders, staff and personnel for the task, and of weapons and military equipment for use (combat use), combat coordination, tactical (tactical-special, tactical-combat) exercises (classes) and training in relation to the nature upcoming actions, combat support measures.
Practical work on the preparation of subordinate commanders and subunits for the fulfillment of assigned tasks (control and assistance) is carried out by the battalion (company) commander, his deputies (battalion headquarters officers) by direct work in divisions. At the same time, control and assistance are carried out sequentially "from the bottom up": soldier - squad (crew, crew) - platoon - company.
During practical work the correctness of the understanding of the combat mission, security, decisions made, the reality of the tasks assigned to subordinates, the quality of the implementation of measures for organizing fire, interaction, comprehensive support, control, and also coherence in subunits are checked.
In the course of fulfilling the assigned task, the commander and headquarters of the battalion (company commander) direct their work towards the implementation of the decision made, collect data on the stop and evaluate it, timely clarify the decision, tasks, issues of interaction and comprehensive support. Noticed deficiencies are immediately eliminated. It is especially important to clarify in a timely manner the procedure for action in case of sudden changes in the situation. The necessary orders should be as brief and specific as possible and reflect who, where, at what time (terms), and sometimes how to carry out certain actions.
In the course of a battle, an extremely important role is played by the timely communication by the commander of subordinate subunits of new data about the enemy, information about changes in the tasks and procedures of their neighbors, and about strikes with fire weapons from the senior commander.
If a task is performed by a battalion (company) together with units of other troops, the battalion (company) commander explains with whom, how, at what stage and in what way joint efforts should be coordinated, and what issues to be prepared for.
WORK OF THE COMMANDER OF A COMPANY (BATTALION) TO ORGANIZE THE BATTLE
The continuous development and improvement of the means of armed struggle inevitably leads to a change in the nature of combat and has a significant impact on the content and methods of work of the commander and staff in organizing it.
In modern conditions, the volume of tasks that a commander must solve when organizing a battle has significantly increased. At the same time, the time to complete this work has been drastically reduced. The time factor now has a decisive influence on all management processes. If during the years of the Great Patriotic War the battalion commander had several days to organize the battle, then in modern warfare this work should be carried out in a shorter time.
Making an expedient decision in a short time, when the commander takes responsibility for the fate of the people entrusted to him, is a very important moment in his activity.
The fact is that the decision-making process, like any other process in which a person participates, has two sides - objective and subjective.
The objective includes the combat mission and elements of the situation that exist outside our consciousness and do not depend on our will and desire; to the subjective - a commander with certain knowledge, experience, intellectual characteristics.
Due to the fact that the objective is reflected differently in the minds of each person, the decision made by two commanders on the basis of studying the same elements of the situation can also be different in content.
The decision can be expedient only if the element of the situation and other factors independent of the will of the commander are perceived by him as accurately as possible. Therefore, in order to make an expedient decision, the commander must possess high commanding qualities and professional skills, have a deep knowledge of the theory of modern combined arms combat, the organization and tactics of potential opponents, and be able to quickly navigate in a complex and rapidly changing environment.
Gone are the days when the decision to fight could be made only on the basis of one intuition, natural talent. Now the basis of military art is science, a scientific approach to military phenomena, precise calculations, and substantiated conclusions. The correct decision is the result of the commander's painstaking mental work to study the conditions of the situation, his knowledge of military affairs to perfection, the laws and principles of modern warfare.
At the same time, in order to be able to make a decision quickly, boldly and firmly implement it, in addition to knowledge, the commander must possess such commanding qualities as determination and perseverance, independence and high demands, courage and purposefulness.
A commander who does not have such qualities hesitates for a long time and painfully when making a decision. He spends so much time on this that in the end he is late in making a decision, and having made it, but without showing due perseverance and determination, he cannot always succeed, even having superiority over the enemy.
As a rule, the company (battalion) commander begins work on organizing the battle with the receipt of a combat order (combat, preliminary combat order) or after the battalion (regiment) commander announces the decision to fight.
The sequence of work of the battalion commander may be as follows. With the receipt of a preliminary combat order (Fig. 2), he clarifies the task; determines the activities that must be carried out immediately for the fastest preparation of units for the implementation of the task received; calculates the time (or approves the calculation proposed by the chief of staff); orients his deputies about upcoming actions; gives instructions to the chief of staff on the preparation of battalion units for the performance of a combat mission, on the organization of reconnaissance, on the time and procedure for working on the ground; evaluates the situation; determines the plan of the battle and reports it to the senior commander (chief). Then he introduces his deputies to him, gives verbal preliminary combat orders to the unit commanders and gives instructions on the organization of interaction, comprehensive combat support, command and control and political work.
Upon receipt of a combat order, the battalion (company) commander completes the decision, conducts reconnaissance, issues a verbal combat order and organizes interaction. Then he directs the direct preparation of subunits for combat and at the appointed time reports to the senior commander on the readiness of the company (battalion) to perform a combat mission.
Upon receipt of a combat order or combat order (Fig. 3), the work of the company (battalion) commander is carried out in the same sequence as upon receipt of a preliminary order, with the only difference that after assessing the situation, a decision is made in full, which is then reported to the senior chief (commander). After its approval, the company (battalion) commander conducts reconnaissance and issues a combat order.
Depending on the situation and the availability of time, the sequence of work of the company (battalion) commander may be different.
Methodology for the company (battalion) commander to make a decision to fight. A decision to engage in combat is understood as the commander's final plan of action for the accomplishment of the assigned task, which determines in general terms the procedure for using the available forces and means in the forthcoming battle.
The decision is a volitional act of the commander. It gives answers to questions about what, where, when, how and to whom to do in order to complete the task with the least expenditure of effort and money. It contains important starting data for carrying out all the main activities related to the organization of a battle and the control of subunits in the course of its conduct.
The content of the commander's decision to fight is determined by the Combat Regulations of the Ground Forces. The decision of the company (battalion) commander is made solely on the basis of an understanding of the task received and an assessment of the situation. In the decision, the company (battalion) commander determines the concept of the battle, the combat missions of the subunits, the main issues of interaction, as well as the organization of command and control. In addition, the decision may define tasks by types of support and political work.
Making a decision is a very complex and responsible process in the work of a commander, requiring him not only to have a deep knowledge of the theory of modern combined arms combat, its organization, the combat capabilities of his troops and the enemy, but also to master the methodology of this work, developed by many years of experience in the activities of unit commanders and enshrined in charter.
As a rule, the commander of a company (battalion) conducts the work of organizing combat on the ground. In cases where the situation does not allow leaving for the area (little time to organize the battle, open area), the company (battalion) commander carries out this work on the map (on the layout) of the area, however, in this case, the company (battalion) commander must find time and go to the area to clarify the tasks of the units and organize interaction.
In all cases, the commander must carry out the work of organizing the battle in such a way as to ensure continuous control of subunits, timely decision-making and setting tasks, while most of the allotted time should be given to subordinate subunits for the preparation and implementation of the task.
Clarification of the task is the beginning of the work of the company (battalion) commander to make a decision. Correctly directing the efforts of a company (battalion) to the accomplishment of a combat mission is possible only if the commander clearly understands the purpose of the upcoming actions and the plan of the senior commander, his task, his place in the battle order and the role of his company (battalion) in fulfilling the task of the senior commander.
In modern warfare, it is also necessary to know the intent of the senior commander in order to ensure greater independence in the actions of the company (battalion) commander when communication is lost with the battalion (regiment) commander. Knowing the plan of the senior commander, the company (battalion) commander will be able, if necessary, to take control. He can learn the content of the plan from the order (combat order) of the senior commander.
Having received the task personally from the battalion (regiment) commander, the company (battalion) commander usually clarifies it on the spot and during his return to his command and observation post (battalion headquarters).
To correctly understand the plan of a senior commander means to firmly grasp which enemy, where and in what sequence he intends to defeat? where he strikes the main blow (concentrates his main efforts), how he uses the results of nuclear, high-precision weapons strikes inflicted by the senior commander, as well as conventional fire weapons, especially in the direction of the company (battalion) actions, what kind of grouping of forces and means the senior commander creates and what character maneuver provides for the implementation during the battle.
The role of a company (battalion) is determined by the nature and extent of its participation in the performance of the task assigned to the senior commander. Therefore, in order to correctly understand the role of a company (battalion) in fulfilling the task assigned to the battalion (regiment), it is necessary to firmly study: the content of the combat mission of the company (battalion), which element of the combat order of the battalion (regiment) is fighting in, which enemy grouping should to defeat and which line to capture (which stronghold to hold), the depth of the combat mission, how much time is allotted to complete the combat mission and the time of readiness.
Based on the clarification of the combat mission, the company (battalion) commander draws conclusions in which he determines the direction of concentration of the main efforts (if it was not determined by the senior commander), the combat missions of the subunits, the nature of the maneuver, the formation of the battle order, the pace of the offensive and other issues. In addition, the commander determines the measures to prepare the company (battalion) that must be carried out immediately, as well as the calculation of the time for organizing the battle.
Having clarified the task and made the appropriate conclusions, the company (battalion) commander can determine the measures that must be taken immediately. They can be divided into two groups: for the preparation of subunits of the company (battalion) for the performance of a combat mission and for the work of deputies (headquarters) associated with decision-making and preparation of battle. The first group usually includes measures related to the preparation of equipment, personnel, replenishment of material supplies, evacuation of the sick and wounded, taking immediate measures to protect units from weapons of mass destruction, replenishment of units, repair of equipment, weapons, etc.
The second group includes activities for organizing reconnaissance, preparing data for decision-making, about the time and procedure for working on the ground, etc.
The calculation of time is one of the most important conclusions of understanding the combat mission. The company (battalion) commander usually calculates the time for organizing the battle himself. The initial data for calculating the time to organize the battle are: the time of receipt of the combat mission and the readiness of the company (battalion) to carry it out; the time of the report of the decision to the senior commander; terms of the commander's participation in the activities carried out by the senior commander to organize combat on the ground.
When calculating the time, the company (battalion) commander first determines the presence of the total time available for the preparation of the battle, and determines the duration of daylight hours. Then he determines: how much time (including light time) to give subordinate commanders to organize the battle and allocate himself for making decisions, setting combat missions, reconnaissance, clarifying the decision, issuing a combat order, hearing and approving decisions of subordinate commanders, organizing interaction; in what terms to prepare units for the task and provide them with the necessary assistance; when to report to the senior commander about the readiness to perform a combat mission.
When calculating time, most of it should be given to subordinates.
Assessment of the situation. Situation assessment is understood as the totality of all objective conditions in which a company (battalion) is to carry out a combat mission. At this stage, the conditions of the assigned combat mission are usually studied, factors are identified that will facilitate or hinder its implementation. In other words, the assessment of the situation is the knowledge by the commander of the objective conditions of the upcoming battle and finding the most right ways the use of these conditions for the successful completion of the assigned combat mission.
The elements of the assessment of the situation are usually the enemy, friendly troops, neighbors, terrain, radiation, chemical and biological (bacteriological) conditions. In addition, the state of the weather, the time of year, the day and their influence on the preparation and conduct of combat are taken into account.
The elements of the situation listed above affect the solution of the same issue in different ways. In this regard, the conclusions that the commander comes to as a result of their assessment are not only different, but also contradictory. In one case, the state or position of the enemy’s troops will have the greatest influence, in the other, the state and position of friendly troops, in the third, the features of the combat area, in the fourth, the time of year, day, visibility conditions, etc. However, of all the elements, the enemy is the most important and dynamic element of the environment. This is the object of military influence. The actions of our troops largely depend on his actions. Therefore, it is recommended to start assessing the situation with an assessment of the enemy.
Enemy assessment. The content of the combat mission of a company (battalion) is the destruction of the enemy on the offensive (defense) front. Naturally, the success of its implementation depends entirely on a correct understanding of the composition and position of this enemy, his intentions and capabilities.
The battalion commander evaluates the enemy in the direction of the battalion's offensive and neighbors to the depth of his brigade's location and, in most detail, to the depth of the battalion's combat mission. The company commander evaluates the enemy in terms of the depth of the battalion's defense and, in more detail, in terms of the depth of the company's combat mission. In defense, he evaluates the enemy grouping that can go on the offensive in the direction of the company (battalion) defense and on the flanks.
Information about the enemy will usually always be insufficient, and some of them may be unreliable, contradictory, outdated and even false. However, a company (battalion) commander must be able to compare available information about the enemy, take into account his tactics, the organization of troops, the possible nature of actions, and draw the right conclusions based on this.
It is recommended to assess the enemy in the following sequence: first, study and understand the general nature of actions, the position, composition, condition and degree of protection of the enemy grouping in the offensive zone (on the defense sector) of the battalion (regiment), then evaluate that part of his grouping that must be defeated during performing the task, i.e., on the front of the company (battalion) offensive, and, finally, relying on knowledge of enemy tactics and knowing the degree of protection, the system of fortifications, fire and obstacles, as well as determining the strengths and weaknesses of the enemy, the commander reveals the probable nature (plan) of his actions when the company (battalion) performs the task.
Based on deep and comprehensive analysis of the enemy and the probable nature of his actions, the company (battalion) commander draws conclusions: which enemy is in front of the company (battalion) and the probable nature of his actions; where are the main forces of the enemy grouping, the destruction of which will drastically reduce its combat capabilities; strengths and weaknesses of the opponent.
These conclusions enable the company (battalion) commander to determine: the direction of concentration of the main efforts (sections of the terrain, the retention of which depends on the stability of the defense); what enemy, in what way and in what sequence to defeat; the procedure for engaging the enemy with fire from standard and attached assets; order of battle of a company (battalion); combat missions for subdivisions; the main issues of interaction and the procedure for the comprehensive support of the battle; management organization; what and by what time to investigate.
In addition, based on the assessment of the enemy, the commander determines the tasks of political work.
The company (battalion) commander draws up the results of the enemy assessment on his work card. The position of motorized infantry and tank subunits up to the platoon (platoon stronghold), artillery firing positions, command posts and other elements of its battle order, as well as possible directions and lines of counterattacks, the introduction of second echelons (reserves) into battle in defense, the composition and timing of reaching them, as well as the location of the radar, individual fire and anti-tank weapons (tanks, ATGMs, machine guns and etc.).
Evaluation of your departments. Own units are understood as full-time, attached and supporting units.
A correct assessment of one's own troops, as well as the enemy's, is important for making a decision, because its main goal is to establish the combat capabilities of regular and attached units of a company (battalion), determine their political and moral state and find the best ways to use them to fulfill the set tasks.
In his subunits, the company (battalion) commander will, as a rule, have comprehensive data.
According to the requirements of the regulations, when assessing his troops, the company (battalion) commander studies the composition, position, condition, capabilities, security and security of his own, attached and supporting units.
When studying each element of the assessment of his units, the company (battalion) commander draws particular conclusions. For example, studying the staffing, the battalion commander comes to the conclusion that one of the companies suffered the greatest losses in battle, which must be understaffed or transferred to the second echelon.
The commander of a company (battalion) usually evaluates his troops in the following sequence: first, he clarifies the position of full-time and attached units, then studies their composition, and, finally, determines their combat capabilities for solving upcoming tasks.
Assessing the position of his troops, the company (battalion) commander studies: the position of the company (battalion) units in relation to the enemy and the nature of their actions (advancing, defending, in the area, on the march); the removal of subunits from the planned line of transition to the attack (defense area) and the time required for their advancement; location, nature of actions, time and areas of arrival of attached units and change of areas (positions) occupied by them.
In the process of assessing the composition and condition of his units, the commander analyzes: staff structure company (battalion), whether all staff units in stock, and if not, where are they now and when will they arrive;
the composition of attached units; the political, moral and physical state of the personnel, the state of weapons and military equipment; level of training and combat experience of units; organizational skills division commanders.
When evaluating the security of his troops, the commander establishes: the security of the company (battalion) with material resources and the timing of the creation of their stocks in the subunits; consumption rates of material resources and the need for them to perform a combat mission; organization of transportation and evacuation; technical and logistics support.
When evaluating the combat capabilities of his subunits, the company (battalion) commander determines the capabilities of: artillery to hit enemy targets from indirect firing positions, to destroy tanks, ATGMs and other fire weapons; air defense means to combat air targets; motorized rifle and tank units to create superiority over the enemy when breaking through his defenses (repelling attacks in front of the front line)
Based on an assessment of the enemy and his troops, the company (battalion) commander conducts a quantitative and qualitative analysis of their composition, political and moral state and combat capabilities, and taking this into account determines the absolute and quantitative and qualitative state of the forces of the parties.
A comprehensive assessment of his troops allows the company (battalion) commander to draw conclusions about the general condition, security and combat capability of subordinate units; whether their position corresponds to the nature of the combat mission received, whether regrouping is necessary and the time required for this; where to concentrate the main efforts of the company (battalion); how to build a battle order and distribute forces and means; what combat missions to assign to subunits, based on their capabilities; what to outline the main questions on the organization of interaction, the comprehensive support of the battle; how to organize management.
Neighbor rating. Neighbors are usually understood as units operating on the flanks (right, left), in front or located in the rear, but in the course of the battle acting in the direction of the company (battalion).
The main goal of evaluating neighbors is to determine their influence on the company (battalion) fulfilling the assigned task and to detail the procedure for joint actions with them to defeat the enemy.
When evaluating neighbors, the company (battalion) commander studies the composition, position, nature of the actions of the neighbors and the conditions for interaction with them. Assessing the nature of their actions, the commander determines what they are doing by the time he decides to fight, what maneuver they will carry out in preparation for the fulfillment of the assigned combat missions.
Assessing the conditions of interaction with neighbors, the commander determines: how the neighbors will contribute to the defeat of the enemy; what kind of assistance they need to provide in the performance of combat missions; what kind of manoeuvre, by forces and means, to carry out in order to use the possible success of the neighbors; what measures to take to secure the flanks; what order of interaction with neighbors should be envisaged when defeating the enemy.
As a result of assessing the neighbors, the company (battalion) commander can draw the following conclusions: how do the actions of the neighbors affect the performance of tasks; where it is expedient to concentrate the main efforts, which enemy must be defeated in cooperation with neighbors; what targets (objectives) of the enemy to hit with firepower of the company (battalion) on the flanks with neighbors; building a battle order; with which of the neighbors, when defeating which enemy, interaction should be most closely organized and on what issues; what kind of assistance to neighbors in the joint destruction of the enemy; what kind of manoeuvre, in terms of forces and resources, should be envisaged in order to take advantage of the possible success of the neighbors; what additional data is required from neighbors and what issues to agree on in the interests of maintaining interaction and communication with them during the battle; how to ensure the introduction of the second echelon into battle and coordinate actions with it; what is the order;
passing units of the company (battalion) through the battle formations in front of the operating units.
Terrain assessment. The commander of a company (battalion) studies the terrain in order to determine its influence on combat use own troops and the enemy. As a result of its study, he establishes to what extent the terrain contributes to the enemy in the organization and conduct of defense and our offensive.
When assessing the situation, it is necessary to study the nature of the terrain and its influence on the actions of subunits, as well as to study the most probable directions of action for enemy aircraft, helicopters and other air targets flying at low and extremely low altitudes.
In military practice, the following methodology for studying the terrain has been developed. First, the terrain is assessed in the location of the enemy, and then in the location of friendly troops. However, before proceeding;
To assess the terrain, the company (battalion) commander carefully studies the changes that have occurred on the terrain compared to the map as a result of the use of nuclear weapons by the opposing sides.
Then the area is usually assessed in the following sequence: the general nature of the area; conditions of observation, shelling, camouflage and location; patency conditions and protective properties; changes that can occur as a result of the use of nuclear weapons and in the course of combat.
Studying the general character of the area, the battalion commander identifies: the type of relief, local objects, hydrography, the degree of ruggedness and visibility; advantageous lines for the defense of the enemy and lines, with the mastery of which conditions are created for the successful development of the offensive by our troops.
When evaluating the conditions of observation, shelling, camouflage and location, the company (battalion) commander determines: command heights and other places for observation; natural masks, shelters, advantageous areas for the location of elements of the battle order, command posts and rear units; advantageous lines of deployment, transition to the attack, reflection (delivery) of counterattacks, remote mining; disguise conditions; probable directions of actions of aircraft, helicopters and other air targets of the enemy at low and extremely low altitudes, etc.
Studying the conditions of cross-country ability and the protective properties of the terrain, the commander establishes: the presence and condition of roads, routes of maneuver, supply and evacuation; the nature of the soil and off-road patency; the nature of the natural obstacles; the presence of water barriers and technical structures on them, the destruction of which may complicate the actions of the company (battalion) units, etc.
Studying the terrain, the commander predicts changes that may occur as a result of the use of nuclear weapons, incendiary weapons, as well as the destruction of dams, fires, floods, heavy rains, snowstorms, etc.
As a result of the assessment of the terrain, the company (battalion) commander determines: how the terrain affects the use of various types of troops and the performance of a combat mission; the most accessible directions for the actions of our troops and the enemy, where, proceeding from this, it would be expedient to concentrate the main efforts, and in the defense, in addition, to determine the areas of the terrain, on the retention of which the stability of the defense depends; enemy targets to be destroyed by conventional means of fire (artillery with PDO, tanks, anti-tank guided missiles, anti-tank guns, grenade launchers and machine guns); how to build a battle order and where to place its elements, support units, KNP, the direction of its movement; the boundaries of the immediate, further task of the subunits (in the defense, the locations of company and platoon strongholds); lines of entry into battle of the second echelon (in defense - firing lines, directions and lines of deployment for counterattacks); participants in forcing water barriers, and also draws conclusions related to issues of interaction, comprehensive combat support and organization of political work.
Assessment of the radiation, chemical, biological (bacteriological) situation (RCB). Under the NBC situation is understood the situation that arose during the use of weapons of mass destruction due to the contamination of the terrain, air, personnel, equipment and various objects with radioactive, chemicals and bacterial agents. An assessment of the NBC situation is carried out in order to identify its impact on the combat capability of units and determine the appropriate directions and methods of their actions, as well as outline the main measures to protect personnel from weapons of mass destruction.
The assessment of the RCB situation is carried out on the basis of reconnaissance, forecasting and dosimetric monitoring data. The results of forecasting the radiation and chemical situation in the area of operations are usually reported to the battalion commander by the regimental headquarters.
When assessing the scale and nature of RCB contamination of the area, the company (battalion) commander establishes:
type, time, method and means of infection of the area of location and direction of the company (battalion) offensive; the boundaries and nature of the zones of radioactive contamination and how they can change by the beginning of the operations in them of the company (battalion) units; type of poisonous substance, boundaries of areas and duration of infection, depth of distribution of contaminated air; pathogen type infectious disease; borders of areas of infection; which units got (will fall) into the zone of infection and destruction; infection levels.
When assessing the nature of the impact of infection on the units of the company (battalion) and possible consequences the commander determines: possible doses of exposure of personnel to radioactive substances (taking into account previously received); the possible degree of damage to personnel by 0V and bacterial agents; the degree of contamination of military equipment, weapons, materiel and water; possible loss of personnel from infection; the need for special processing (partial and complete).
As a result of an assessment of the NBC situation, the company (battalion) commander usually draws the following conclusions: how the NBC situation can affect the combat capability of units and the performance of a combat mission; measures to eliminate the consequences of the use of weapons of mass destruction by the enemy and restore the combat capability of units;
what and to whom it is necessary to give orders for protection in a given situation; where is the safest direction (area) for the actions of subunits and where, in connection with this, it is expedient to determine the direction of concentration of the main efforts (in the defense, in addition, areas of the terrain, on the retention of which the stability of the defense depends); what enemy, in what way and in what sequence to defeat, based on the situation created by the RCB; the procedure for engaging the enemy with fire from standard and attached assets; what order of battle to have and where to place it; combat missions of units, and also outlines the main issues of interaction and the procedure for comprehensive combat support, determines the organization of command and control, the method of overcoming the infection zone in tasks for political
In addition, when assessing the situation, the company (battalion) commander takes into account the state of the weather, the time of year and day, since these factors have a very great influence on the combat operations of the troops, especially when the weather changes sharply, without knowing and taking into account which it is impossible to make an informed decision.
Decision-making. The essence of the work of the company (battalion) commander at this stage of decision-making is to compare the conclusions made on individual elements (questions) of the decision in the process of clarifying the task, assessing the situation and tactical calculations, in order to finally determine the constituent elements of the decision and formulate them. At the same time, the decision should not only correspond to the real situation, but also contain elements of creativity, activity, reasonable risk, the use of methods of action unknown to the enemy, i.e., everything that ensures the defeat of the enemy with minimum cost forces and in the shortest possible time.
The commander of a company (battalion) usually begins the adoption and formulation of a decision by determining the concept of the battle. In the course of clarifying the task and assessing the situation, he draws the appropriate conclusions for each of the elements of the battle plan. At the same time, for some elements of the design, the conclusions drawn from the clarification of the problem and the assessment of the situation may be the same. Consequently, the commander could finally determine these elements of the plan even in the process of assessing the situation. On other elements of the design, conclusions can be contradictory. To finally determine these elements, the commander needs to compare the conclusions he made earlier and choose the one that is most appropriate.
Thus, the final determination of all or some elements of the solution is final stage decision making work of the leader.
Making a decision. As the decision is made, everything that can be displayed graphically, the battalion commander, together with the chief of staff, and the company commander independently puts on the map. As a rule, the map shows: the battle formation of the enemy; the direction of concentration of the main efforts (in the defense, in addition, areas of the terrain, the retention of which depends on the stability of the defense); tasks of a company (battalion), tasks of neighbors and demarcation lines with them, tasks of fire weapons performed by the forces and means of senior commanders; tasks of subordinate units, methods and terms of their implementation; places of the KNP of the battalion and companies and the direction of their movement. In addition, the map reflects the main issues of interaction, control and combat support.
In addition to the graphic part, tables are drawn up on the working map, which may indicate the means of reinforcement, the distribution of forces and means, the ratio of forces and means, their density and other issues.
Thus, by the time the decision-making work is completed, the commander has a company (battalion) action plan that has finally taken shape in his mind and graphically displayed on the map. Now he can report his decision to the senior commander, announce it to his deputies, headquarters officers (subordinate commanders), also conduct reconnaissance, issue a combat order and organize interaction.
The assignment of combat missions to subordinates, depending on the specific conditions of the situation, is carried out in various ways. Given sufficient time, the company (battalion) commander issues a verbal combat order. When organizing a fight in short term, especially in the course of combat, combat missions are brought, as a rule, by verbal combat or preliminary combat orders.
The verbal combat order of the battalion commander must be recorded by the battalion chief of staff or his deputy in a workbook. The order does not multiply.
In the combat order, the company (battalion) commander indicates: conclusions from the assessment of the enemy; objects hit in the interests of a platoon (company) by means of a senior commander; combat mission and the time of readiness for its implementation. If necessary, the tasks of neighbors and other data can be indicated in the combat order.
In a preliminary combat order, the company (battalion) commander usually indicates:
information about the enemy; objects hit in the interests of a platoon (company) by means of a senior commander;
a combat mission with a level of detail corresponding to the decision made by the senior commander at the time of issuing a preliminary combat order;
time of readiness and basic preparations for combat; time and methods of bringing tasks and other data.
The organization of interaction is an important event carried out by the commander of a company (battalion) when organizing a battle. Interaction is organized by tasks, time, place and possible course of action.
The commander of a company (battalion) organizes interaction with the participation of his deputies, commanders of platoons (companies) and attached units. As a rule, it is organized on the ground to the depth of visibility, and on the layout of the terrain (on the map) - to the entire depth of the received combat mission.
The organization of interaction can be carried out in two ways: by the method of reports by the commanders of subordinate units on the order of actions of their units in the performance of assigned tasks with the drawing of the main tactical episodes; method of commander's instructions. This method is usually used when the fight is organized under extremely limited time.
The initial data for starting work on making a decision are:
1) the task facing the troops;
2) instructions of the senior commander (if any);
3) conditions of the situation, known to the commander at the beginning of the decision and related to the task being performed;
4) availability of time to make a decision and prepare for the task;
5) the personal qualities of the commander and officers of the command and control bodies subordinate to him (primarily the headquarters).
With these data in hand, the commander proceeds to first stage work - clarification of the task
1 . Understanding the problem means the process of thinking of the commander, aimed at a deep understanding of the plan of the senior commander, at studying his task, the tasks of his neighbors and establishing the role and place that his subordinates occupy in the performance of this task.
All this allows the commander to clearly present the general goal of the troops, the forces outlined by the senior commander, the means, methods and deadlines for achieving it, to understand the requirements for the actions of his
troops and neighbors, to their interaction.
The commander can carry out the clarification of the task personally or with the involvement of the chief of staff and deputies, heads of services.
2.Second stage in the activities of the commander and headquarters when making a decision is assessment of the situation.
Let's consider this stage in detail.
Situation assessment is understood as the work of the commander and officers of the control body, which consists in knowing the objective conditions for completing the task and identifying factors that facilitate or hinder its implementation, and on the basis of this, the final decision to complete the task.
At this stage of the work, the commander should evaluate:
the object, subject or process at which the actions of the troops are directed, arising from the content of the task;
the state and capabilities of their units;
other conditions for completing the task: terrain, its physical and geographical characteristics; radiation, chemical and biological conditions, weather conditions; time of year and day, etc.
When assessing the object of influence, their troops and neighbors, they analyze and the provisions, composition, conditions, security, nature and motives of actions, opportunities and other information that can affect the performance of the task are determined.
When evaluating the conditions for completing the task, it is analyzed and the degree of their influence on the fulfillment of the task, the development forecast is determined, how and to whom they contribute to the fulfillment of the task or make it difficult to fulfill it, how to take measures that reduce the degree of negative influence of conditions, etc.
The assessment of each element of the situation ends with the correspondinggeneralized conclusions into solution elements:
1. Reasonable design and alternative options for completing the task;
2. Tasks for subordinates;
3. The order of interaction in the performance of the task;
4. The main measures to support the troops and the organization of control.
3. Third stage - the final operation, the commander’s act of thinking to clarify the mission and assess the situation, is the final choice according to expected results the best way to complete the task and formulate the solution. It is at this moment that not only the mind, but also the will of the commander is of great importance.
The worst decision is not to decide on anything, which means doing nothing. Having chosen the best option, the commander announces his decision to his subordinates.
This method of work of the commander in practice is called decision making on the elements of the environment.
Another way of thinking of the commander is its decision on the elements of the decision. There is no fundamental difference between these methods, since they are based on the same methodological base: understanding the task and assessing the situation .
The difference is only in the mindset of the commander. In the second case, the commander takes an element of the decision and, from its requirements, explains the task and assesses the situation, and so on for all the elements of the decision. Deciding on its elements is intended mainly for educational purposes, as it requires a lot of time.
For the timely adoption of an informed decision to complete the task, it is important commander's ability to use various methods. These methods make up two large groups, providing a qualitative and quantitative justification of decisions .
The first group of methods includes logical methods of thinking (analysis, generalization, analogy, deduction……).
To the second group of methods include mathematical methods used for the production of various calculations, mathematical and graphic-analytical modeling of the forthcoming actions of troops.
At the same time, it should be borne in mind that the more accurate the combination of both methods, the more justified the decision.
The order of work of the commander considered above in assessing the situation indicates that the commander a large amount of work must be completed, usually in a limited time. Therefore, he uses the help of officers of the governing bodies.
For work to be successful , required rational organization joint work commander and subordinate officers, which at the stage of assessing the situation is carried out as follows.
Way of working when making a decision (sequential):
1) the commander assesses the situation with one of the methods (by elements of the situation or elements of the solution);
2) deputy commanders, chiefs of services and staff officers prepare the commander by the deadline in the prescribed form with the necessary data, calculations and proposals for the fulfillment of the task insofar as they concern them;
3) the chief of staff directs the work of command and control officers and prepares for the commander generalized conclusions from the assessment of the situation and proposals for a solution;
4) the commander, if possible and necessary, hears the conclusions and proposals of the chief of staff, other persons on issues of interest to him;
5) the commander chooses the optimal variant of the task and finally formulates the solution;
6) staff officers draw up a decision;
7) report of the decision to the senior commander (if necessary);
8) announcement by the commander of his decision to deputies and officers involved in further work on planning the actions of the troops and organizing the implementation of the decision, which begins with its communication to subordinates.
After that, the same decision-making work is carried out by the lower level of management.
Concluding the consideration of the work of the commander and command and control officers in making a decision, it should be emphasized that the commander is obliged, in all cases, when possible, to use the slightest opportunity to exchange views on the procedure for performing the task (by decision) with his closest assistants and other specialist officers, t .e. rely on the collective mind.
But when a decision is made, then all responsibility for the consequences of its implementation or non-compliance lies with the one-man commander , as well as specific performers responsible for certain issues.
Above, we considered the classic or consistent way of work of the commander and headquarters when making a decision- this is when work on making a decision in a lower level of command begins after it is adopted by a senior commander and brought to his subordinates.
In the practice of troops with an acute shortage of time, it is also used another way to work when making a decision is parallel. It differs from the considered one in that the decision-making by the lower commander and command and control body begins not after its final formulation and formalization by the senior commander, but after he determines the plan for the fulfillment of the task as the main element of the decision, and brings it to subordinates by issuing special preliminary orders. The decision made by the commander, as a rule, is formalized by the headquarters in the form of a specific document. It can be a plan, an order, an order, an order, an instruction, an instruction with an explanatory note, etc. It depends on the nature of the task and the conditions of the situation.
Under the organization of the implementation of the decision one should understand the activities of the commander, headquarters to create conditions for its effective and high-quality implementation. This activity includes: planning the execution of tasks, setting tasks for performers, ensuring the execution of work.
Planning and organizing the implementation of the decision.
3.1 Concrete and realistic planning is the most important condition for the rhythmic work of the team .
The main role in planning belongs to the chief of staff.He sets the scope, deadlines and executors of the work, determines in what form to reflect the results of planning, what documents and by what date to develop, coordinates and directs the work of all management bodies. At the same time, he pays special attention to the timely communication to the executors of the data necessary for subordinate commanders and headquarters.
Solution execution planning includes:
1) definition of works and activities;
2) determining the timing of work and activities;
3) selection and placement of performers;
4) drawing up the plan.
After determining the work, measures are determined, the implementation of which will ensure the timeliness and quality of the work.
Selection of performers must be carried out in each individual case, based on the availability of time, the content and volume of issues to be resolved, as well as the personal preparedness of the officer and his specialization.
When selecting performers - managers, it is necessary to use the requirements:
- high competence in the issues they manage;
- competence, i.e. endowment with the necessary rights, which the manager transfers to persons who, on his behalf, manage the implementation of the decision;
- the ability to exercise control.
When selecting direct executors of work, it is necessary to be guided by the following basic principles:
Correspondence of the place of concentration of resources, information and the performer;
- conformity of the nature of the performance of work with the qualifications of the performers;
- compliance with the available means of stimulating the personality of the performer.
After determining the work, activities, deadlines and performers, it is necessary to issue plan.
It is advisable to draw up the developed plan in the form of a schedule, which allows you to control the progress of work in time and contains information about the responsible performers.
In the case of the adoption of complex, multi-purpose management decisions it is expedient to draw up organizational plan for the implementation of the decision.
Generally organizational plan must be flexible: each time interval must correspond to a special grouping of forces and means so that at a decisive time and at a decisive point it would be possible to concentrate the main forces. After developing a plan for the implementation of the decision and determining the composition and functions of the performers, the decision should be communicated to them.
3.2 Bringing decisions to the executors is carried out by setting tasks.
Before considering how tasks should be set, consider them overall structure and content.
There are three components to any task.:
Motivational;
- binding.
The positional areas of missile subunits and enemy units without indicating the location of launch batteries in them are designated in the same way as artillery firing positions in a similar position using the symbol of the launcher (Fig. 59, a). A spare or false positional area is designated in the same way as the area planned for occupation, but with the addition of the letter 3 or L as a numerator above the name of the unit (unit) (Fig. 59, b).
Rice. 59. Display on the map of the positional areas of enemy missile units: a- positional area: b - false positional area
Direction of the main attack tactical level indicated only by a dotted wide arrow, without additional curly signs. The first dot must be a local object on or in front of the enemy's front line of defense. The last point must be in front of or on the boundary of the final task. In this case, the direction of the main blow should be indicated by clearly defined landmarks (local objects). Such a sign is convenient for execution. When applying it, one should not obscure the topographic base of the map and the position of the troops (Fig. 60).
Rice. 60. Designation of the direction of the main blow
The combat missions of motorized rifle and tank subunits and subunits of airborne troops in an offensive are plotted on the map as a dotted line with an arrow. The length of the dotted line for designating a company is 4 mm with a distance between dotted lines up to 2 mm, and for designating a battalion and unit it is the same as for the boundary line. The arrow indicates the nature and direction of the unit's actions, its length should ensure a clear application of the unit's sign. Therefore, on the arrow in front of its tip, transverse lines are necessarily affixed: one - a platoon, two - a company, three - a battalion (Fig. 61).
Rice. 61. Mapping combat missions
Motorized rifle subunits operating in tactical airborne assault, or subunits of airborne troops, when setting up a combat mission, are indicated the landing area (landing, dropping), which is displayed on the working map with a red pencil as a closed oval dotted line with an accepted conventional sign and inscriptions indicating the name of the unit and the estimated time of disembarkation (ejection). The line is drawn so that the beginning of each (after the first) line is, as it were, a continuation of the previous one, and is not applied as a ledge in relation to it.
This is also important because in the event that units reach this line or occupy a designated area, it is very easy to connect correctly drawn dotted lines. As a result, we will get a correctly delineated area or boundary. In the first case, the line turns out to be broken, pulse-shaped.
In an offensive, the tasks of companies and battalions can sometimes coincide in depth. In this case, not two lines are applied, but one with the corresponding explanatory inscriptions (Fig. 61).
Areas, lines of transition to the attack (combat) are plotted on the map, taking into account the terrain (Fig. 62).
Rice. 62. Drawing on the map the areas and lines of transition to the attack supposed to be occupied, taking into account the terrain and local objects
The first picture of the top row shows the two most common mistakes, when the line of entry into battle, the line of transition to the attack are drawn in the same way as the combat mission, i.e. with two or three transverse dashes on the arrow, but without transverse dashes on ends of the boundary line.
When drawing on the map the line of transition to the attack, the line of entry into battle, the firing line, next to the conventional sign, it is necessary to indicate which unit is entering or entering this line. At the same time, if two lines are indicated for one or another unit, for example, the entry into battle, then the number of the line is written in the numerator, and the number and name of the military unit in the denominator.
The numbering of the lines of entry into battle is carried out from friendly troops towards the direction of the offensive. It should not be forgotten that the conventional sign of the line of transition to the attack is indicated without transverse lines on the arrow, similar to the conventional signs of the true position of subunits, but with transverse lines at the ends of the line of the line.
When several firing lines are assigned to tank subunits, they can also have sequential numbering. The inscription is done as shown in Fig. 63.
Rice. 63. Drawing on the map the line of transition to the attack, the lines of entry into battle, the firing line of tank units
Many mistakes are made when indicating and drawing on the map the directions of attack: the first point is indicated outside the border of the transition to the attack (deployment or entry into battle) or on one of its flanks, and it must be indicated in front of him (towards the enemy), i.e. the line of the direction of attack should be, as it were, a continuation of the line of the arrow on the conventional sign of the line or task of the unit; the direction of attack crosses the line of the line or the forward border of the area, and it must end in front of the line or area that the subunit is in possession of, or within the boundaries of the area, without going beyond its border.
If the direction of advance ends, i.e., "rests" against the arrow at the turn of the combat mission, then in this case it can be depicted without an arrow on the last stroke before the border (Fig. 64, first option).
The length of the dotted line to indicate the direction of the offensive (counterattack) is taken the same as for drawing dividing lines, areas and lines (Fig. 64).
If, after completing the next combat mission, the subunit is indicated in another direction (strike to the flank), then the arrow indicating the new direction of attack should be a continuation of the arrow on the conventional sign indicating the combat mission, after which the subunit begins a detour maneuver (Fig. 64, second option ). In the absence of guidelines or
Rice. 64. Drawing on the map the direction of attack of units
actions over a short distance, for example, when counterattacking or moving to occupy a new line, when setting tasks for a unit, the direction can be indicated with a single point. In this case, the starting point is the place of the arrow on the occupied line or the conditional center of the line of this line (region).
Firing positions and areas of location of artillery units of a heterogeneous composition are plotted taking into account the caliber and type of artillery (Fig. 65).
Rice. 65. Drawing on the map of firing positions and the area of location of artillery units
This also applies to the designation of firing lines, areas of location, marching columns of an anti-tank reserve of a heterogeneous composition: lines are indicated by a combination of two signs reflecting the qualitative composition of the reserve, for example, ATGM installations and anti-tank artillery; the areas of location and marching columns of the anti-tank reserve are indicated by the generally accepted conventional sign for anti-tank artillery units with the appropriate signature. The actual line of deployment of the anti-tank reserve is indicated by a solid line. The inscriptions at the planned lines are placed behind the line or above (below) from it (Fig. 66).
Rice. 66. Drawing on the map of firing lines, areas of location and a marching column of an anti-tank reserve
In those cases where tank subunits are called in for direct fire and occupy firing positions, their position on the map can be depicted as shown in Fig. 67, a. The position of a tank unit in a waiting position is indicated by a common sign, but with the addition of the letters VP as a numerator (Fig. 67, b). Tank subunits located on the defensive are marked on the working map with a dashed line (Fig. 67, c).
Rice. 67. Drawing on the map of the tank unit: a - at the firing line; b - in a waiting position, in - on the defensive
The position of tanks and motorized rifle subunits in ambush can be mapped as shown in Fig. 68.
Rice. 68. Mapping the tank and motorized rifle department in ambush
The locations of command posts are only marked on the cards of the commander, chief of staff, and chief of communications. The sizes of their symbols are determined depending on the significance of the military authority and the scale of the map and, therefore, for one link (battalion - division) should be the same (Fig. 69).
Rice. 69. Display on the map of control points
All observation posts should also be marked on the map with the same size.
When plotting rear units on a map, there is no need to duplicate their conventional sign with the inscription “rear”, it is only necessary to mark the area where the rear units of the battalion are deployed with the established conventional sign (Fig. 70).
Rice. 70. Mapping the area of rear units
Those officers who undermine the initial situation, and sometimes, not with one color, but with several colors, do it wrong, that is, they strive for excessive embellishment. For example, the area where friendly troops are located is shaded in green, the enemy in blue, and the dividing lines in yellow (Fig. 71).
Rice. 71. Drawing on a map (diagram) of the initial situation
Anyone who does this forgets that the work card is not for one-time use. It will have to work on it during the battle. That's when the difficulties begin with the choice of color for shading. Let's say you decided to shade the first situation after an hour of battle. The own color of the sign - red, blue or black is already occupied: you shaded the position of the enemy with it, green and yellow colors are occupied. Shading with brown is not recommended - it is darker than the main color.
Many officers find a way out by obscuring the situation with a previously used color, thus introducing confusion into the designation of the time of the position of the troops.
There is one more circumstance that cannot be ignored: the possibility of troops reaching those lines that had already been shaded due to the initial situation (combat mission, the line for entering battle, the line for deploying an anti-tank reserve, etc.).
Commander's decision to attack from direct contact with the enemy is usually applied to the working card during his acceptance in approximately the following sequence:
1. Grouping and the possible nature of the enemy's actions (according to the assessment made by the commander).
3. Dividing lines.
4. The starting position of the first echelon units and their tasks.
5. The starting position of the second echelon unit, the line of its entry into battle and the task.
6. Tasks for tanks allocated for direct fire.
7. Firing positions and tasks of attached, supporting and full-time artillery and mortars.
8. Places of passages in engineering barriers.
9. Questions of interaction between departments.
10. The location of the command and observation post and the direction of its movement.
11. The area where the rear units are located.
The position of subordinate subunits when making the decision of the commander is plotted on the map with the detail one step lower.
If the offensive is carried out on the move, then the following are additionally plotted on the map: areas of location of subunits before the start of the offensive, advance routes, starting line (point), lines (points) of regulation and deployment, the line of transition to the attack, the time of their passage (exit from them), as well as the formation of a battalion to advance to the line of transition to the attack.
The possible nature of the enemy's actions and the commander's decision are marked on the map with dotted lines and shaded in the same way as the situation on which the decision is made (Fig. 72).
Rice. 72. Mapping data about the enemy, his intentions and tasks of units
Drawing on the map of the remaining elements of the solution is carried out in compliance with the same rules and requirements that we adhered to when drawing the initial situation.
Issues of interaction between units are displayed on the map with dotted lines (Fig. 73).
Rice. 73. Displaying on the map the issues of interaction between departments
When drawing on a map elements of a combat order geographically located in one area, preference is given to an element that is more important for the officer who leads it. On fig. 74 shows a fragment of the situation reflected on the map of the commander of a motorized rifle battalion and the commander of an artillery battalion.
Rice. 74. Mapping units located in the same area:
a - the situation marked on the map of the commander of 1 motorized rifle brigade; b - the situation marked on the map of the commander 2 adn
Ryas. 75. Display on the map of the area of the location of the unit, displayed in the reserve:
a - after repelling a counterattack; b - after the task is completed
For a unit that is put into reserve, the area in which it should concentrate and the time are shown (Fig. 75, b). The time for a subunit to enter a new area may not be indicated in the case when the subunit is withdrawn to the reserve after completing a certain task, for example, after repulsing a counterattack or after destroying a surrounded enemy (Fig. 75, a).
All data that cannot be displayed graphically on the map are drawn up textually on free space cards or in workbook. Such data include the distribution of forces and means, the duration and formation of fire training (raid), the procedure for providing joints, flanks and gaps, interaction signals, etc. In this case, abbreviations such as district (district), r -zh (line), uch-k (section), pr-k (enemy), and other statutory abbreviations - they are essential to reduce the volume of explanatory inscriptions and reduce the time for them writing.
Since numbers and numbers are often found in explanatory inscriptions, it would not be superfluous to recall the writing of the number of divisions and ordinal numbers: unlike numbering, they are written in a word, for example, two msr, three sv, first echelon, and not 2 msr, 3 sv, 1 echelon , as sometimes misspelled. The latter can be read like this (and therefore misunderstood): the second motorized rifle company, third engineering platoon, one echelon.
The initial position of the battalion in the initial area, when it advances from direct contact with the enemy, is shown only in the area of breaking through the enemy defenses. In this case, the immediate task of the battalion is usually indicated only within the breakthrough sector (Fig. 76).
Rice. 76. Display on the map of the breakthrough area and the starting area for the offensive:
a - a breakthrough is carried out on the move along the entire front of the offensive c - the breakthrough section coincides with the left dividing line
After the subunits have taken their starting position for the offensive, it is plotted on the map with solid lines. By the same time, passages in the enemy's obstacles will usually have been made. As an example, in fig. 77 shows a variant of the image of such a passage (the number of the passage is shown in the numerator, the width of the passage in meters is shown in the denominator).
Rice. 77. An example of the image of the initial position of the battalion for the offensive from direct contact with the enemy