home Business Topic 1 department management. Structure and management system of units in the Armed Forces of the Russian Federation

Topic 1 department management. Structure and management system of units in the Armed Forces of the Russian Federation

38. Management of units (personnel) consists of the commander’s purposeful activities to maintain them in constant combat readiness, training of units (personnel, weapons and military equipment) to combat (fulfillment of the assigned task) and to guide them in carrying out tasks.

Management must be stable, continuous, operational and covert, ensuring constant combat readiness of units, efficient use their combat capabilities and the successful completion of assigned tasks on time and in any situation.

Management stability is achieved by: correct understanding of the task set by the senior manager; persistent implementation of decisions made; skillful organization of work on communications; maintaining stable communication with the senior superior, with subordinates and interacting departments.

Continuity of management is achieved by: constant knowledge and comprehensive assessment of the current situation; timely decision-making and clear assignment of tasks to subordinates; skillful use of communications; restoration of damaged control in the shortest possible time.

Management efficiency is achieved by: quick response to changing situations; timely influence on the actions of units in the interests of achieving assigned tasks.

Stealth control is achieved by: covert placement and movement of the command and observation post (commander in battle formation); strict adherence to the rules and procedures for the use of communications, established operating modes and radio masking measures; educating personnel in a spirit of high vigilance.

Management of units (fire weapons, personnel) is organized and carried out based on the decision of the commander.

39. The platoon (squad) commander controls units (personnel, crews) by radio, commands given by voice, signal means, and personal example. Inside the combat vehicle, the commander controls the actions of his subordinates by commands given over the intercom, voice or established signals.

In defense, a command and observation post is created in a motorized rifle (grenade launcher, anti-tank) platoon, which is deployed in the unit’s combat formation so as to ensure its protection from small arms fire and mortars, the best observation of the enemy, the actions of its subordinates, neighbors and the terrain, as well as continuous platoon control.

During an offensive when a motorized rifle platoon is operating on foot, the platoon (squad) commander is located in a place that provides effective management units (subordinates) and fire.

To control subunits and fire, the senior commander establishes unified control signals.

40. When working at radio stations, the rules of negotiation are strictly observed. In battle, all commands are transmitted via radio using a speech masker or in clear text. When transmitting commands in clear text, squad (tank) commanders are called by call signs, terrain points are indicated by landmarks and conventional names, and executive commands are indicated by established signals. When the enemy creates radio interference, the radio stations, at the command of the company (platoon) commander, are tuned to spare frequencies.

To transmit pre-established signals, signaling means are used: signal flares, flags, electric lights, searchlights of combat vehicles, tracer bullets (shells) and various sound means (electric and pneumatic signals, whistles and others). Signals can be given using weapons, headgear and hands.

Units must follow signals only from their immediate commander and circular warning signals. They are submitted before receiving a response (feedback) or starting execution of a command (signal).

When controlling units (subordinates) with signals, it is necessary to remember that signaling means unmask the location of the commander.

Notification of personnel about an air enemy, an immediate threat and the beginning of the enemy's use of weapons of mass destruction, as well as about radioactive, chemical and biological contamination is carried out by uniform and permanent signals.

41. Fire control is the most important responsibility of the platoon (squad, tank) commander. It includes: reconnaissance of ground and air targets, assessing their importance and determining the priority of destruction; selection of the type of weapon and ammunition, type and method of firing (shooting); target designation, issuing commands to open fire or setting fire missions; monitoring the results of the fire and its adjustment; control over ammunition consumption.
42. To control fire, the senior commander assigns uniform guidelines and signals. It is prohibited to replace them. If necessary, the platoon commander can additionally assign his own landmarks at a rate of no more than five (on the direction of action of the squads, the boundaries of the strip and the additional sector of fire). When reporting to the senior manager and maintaining interaction, only the guidelines indicated by him are used.

Clearly visible local objects are chosen as landmarks. When using night sights, local objects with high reflectivity within the range of the sights are selected as reference points. Landmarks are numbered from right to left and along the lines from oneself towards the enemy, and when organizing defense in a fortified area they can be numbered from oneself in a spiral in a clockwise direction. One of them is designated as the main one. In addition to landmarks, clearly visible local objects can be used to control fire.

43. Reconnaissance of ground and air targets should ensure detection of the enemy in front and on the flanks of the platoon (squad, tank, fire weapon), and when performing tasks independently - in a circular sector. Reconnaissance of targets is carried out by all personnel of the platoon (squad, tank, crew) in designated sectors.
44. Assessing the importance of targets consists of identifying enemy objects that can have the greatest impact on the progress of the unit’s combat mission. The order of their destruction is determined by the unit commander, based on an assessment of the importance of the targets. First of all, anti-tank weapons, machine gun and mortar crews, snipers, artillery spotters, aircraft gunners, control vehicles and enemy unit commanders are destroyed. The choice of means of destruction must ensure the destruction of explored targets.
45. When setting (clarifying) fire missions, commanders indicate: to whom (which unit), where (target designation), what (name of target) and the fire mission (destruction, suppression, destruction, or other).

Target designation can be carried out from landmarks (local objects) and from the direction of movement (attack), according to an azimuth indicator, tracer bullets and shells, from shell explosions, signal means, as well as pointing instruments and weapons at the target.

The fire is adjusted based on the location of the target, landmarks (local objects) and shell explosions, indicating the magnitude of the deviation in range and direction.

46. Calling and adjusting supporting artillery fire is carried out, as a rule, through artillery commanders (spotters), and in their absence - personally by the platoon commander. When calling for fire, the platoon commander indicates: the nature and location (number) of the target; shooting task (suppress, destroy, destroy, illuminate, smoke); timing of the fire mission, and when adjusting fire - the nature and location (number) of the target; the amount of deviation in range and direction.

Target designation to helicopter (airplane) crews is usually carried out by order of the senior commander by designating the target location with small arms fire, armament of combat vehicles, tracer bullets (shells), and also signal flares. The task of marking the target location is set in the same way as the fire task indicating the time of opening fire.

When supporting the battle of a platoon (squad, tank) with artillery fire, air strikes or other means of destruction, the commander is obliged to indicate the line of safe distance from the explosions of his shells (missiles, mines).

Fundamentals of a commander’s work in preparing for a battle (fulfilling the assigned task) and during it

47. Preparation for a battle (fulfillment of a given task) includes: its organization; preparing a platoon (squad personnel (crew), weapons and military equipment) for combat (fulfillment of the assigned task); practical work commander in units (work to monitor the execution of assigned tasks and provide assistance) and other activities.
48. The work of the platoon commander in preparing for combat (fulfillment of the received task), as a rule, begins after orientation about the combat mission received by the battalion (company) and instructions from the senior commander to carry out activities that must be carried out immediately. Based on the orientation and received instructions, the platoon commander sets tasks for preparing personnel, weapons and military equipment for upcoming actions. At the same time, he indicates to the commanders of regular and assigned units: what actions to be prepared for; timing, volume and procedure for preparing weapons and military equipment; time, place and procedure for replenishing missiles, ammunition and other materiel; procedure for refueling vehicles and lubricants; location of the ammunition supply point and battalion medical station (ammunition supply point and company medical post).

When organizing the implementation of the platoon commander’s instructions, the squad (tank) commander indicates: the timing and procedure for preparing weapons and military equipment; time and procedure for replenishing missiles and ammunition, water supplies and other material resources; location of the Company's ammunition supply point and medical post and other issues. The crew of the combat vehicle is additionally indicated: the type and scope of maintenance; measures to improve security and maneuverability; time and procedure for refueling; location of the gas station.

49. Organization of combat (fulfillment of the received task) of a platoon (squad, tank) begins with the receipt of a combat mission and includes: decision-making; conducting reconnaissance (if necessary); setting combat missions; organization of interaction, comprehensive support and management. It is carried out, as a rule, on the ground, and if this is not possible, on a map (scheme) or on a model of the area. In this case, the combat missions of the squads (tanks, personnel) and assigned assets are clarified by the unit commander on the ground during their occupation of positions (moving them to the line of transition to the attack).
50. The decision to fight (fulfillment of the assigned task) is made by the platoon (squad, tank) commander alone based on an understanding of the task and an assessment of the situation.

In clarifying the task, the commander must understand: the purpose of the upcoming actions; tasks of the battalion (company) and platoon (platoon and squad (tank); the plan of the senior commander (especially methods of defeating the enemy); landmarks assigned to him; which objects (targets) in the direction of action of the platoon (squad, tank) are hit by the means of senior commanders; tasks of neighbors , conditions for interaction with them; control, interaction and warning signals and the procedure for acting on them, as well as the time of readiness to perform the task. Based on an understanding of the task, the platoon commander calculates the time for preparing the battle (performing the assigned task).

The assessment of the situation is carried out taking into account the forecast of its development during preparation and during the execution of the assigned task. It consists of studying and analyzing the factors and conditions influencing its implementation, and includes: assessment of the enemy; assessment of subordinate units (fire weapons) and neighbors; assessment of the terrain, weather conditions, time of year, day and other factors influencing the completion of the task received.

As a result of understanding the received task and assessing the situation, the commander determines the main stages of its implementation, the main content of which consists of tactical tasks.

In the decision, the platoon (squad, tank) commander determines: the intent of the battle (fulfillment of the assigned task); tasks for elements of the battle formation (units, fire weapons, personnel); main issues of interaction, comprehensive support and management. The basis of the decision is the design.

When developing a plan, the commander must determine, based on the stages of completing the received task: the sequence and methods of Actions, indicating the order of destruction (defeat) of the enemy by fire of units (personnel), regular and assigned fire weapons; distribution of forces and means (building a combat (marching) order); ensuring secrecy during preparation and execution of the assigned task.

In the tasks of elements of the battle formation (units, fire assets, personnel), the commander determines their combat composition, tasks to be performed, directions of action, assigned positions and other issues.

The main issues of interaction define the tasks for which it is necessary to coordinate the efforts of the elements of the combat order (units, firepower, personnel) among themselves, with their neighbors, as well as with the forces and means of the senior commander performing tasks in the interests of the platoon (squad, tank).

The main issues of comprehensive support determine the main measures for combat support and the order of implementation of measures for moral, psychological, technical and logistical support, the sequence and timing of their implementation, the forces and means involved.

In the main issues of control, the following are determined (clarified): the places and times of deployment of the command and observation post (the commander’s place in the battle formation); the procedure for using communication means during preparation and during the execution of the assigned task; the procedure for communicating control signals, interaction, notification, identification and transfer of control to subordinates.

51. Reconnaissance consists of visually studying the enemy and the terrain in order to clarify the decision made. It is carried out by the platoon commander with the involvement of subordinate commanders, and in some cases, driver mechanics (drivers) and gunners of combat vehicles.
52. The assignment of combat missions to subordinate and supporting units (fire weapons, personnel) is carried out by issuing combat orders and instructions on the types of comprehensive support personally by the commander verbally and via technical means of communication. Problem setting is usually carried out on the ground.

In a combat order, the commander of a platoon (squad, tank) indicates:

in the first paragraph - landmarks;

in the second paragraph - brief conclusions from the enemy’s assessment;

in the third paragraph - combat personnel, tasks of the senior commander and platoon (squad, tank) with clarification of the number of missiles and ammunition allocated for the battle;

in the fourth paragraph - tasks performed in the interests of the unit by the forces and means of the senior commander;

in the fifth paragraph - the tasks of neighbors and interacting units;

in the sixth paragraph, after the word “I order” - combat missions for elements of the battle order (units, fire weapons, personnel) with clarification of their combat strength;

in the seventh paragraph - the timing of the implementation of measures to prepare for battle (fulfillment of the assigned task) and the time of readiness;

in the eighth paragraph - your place and deputy.

53. Interaction, comprehensive provision and the commander of a motorized rifle (grenade launcher, anti-tank) platoon organizes control with the involvement of commanders of regular and attached units, and the commander of a tank platoon - with all personnel.
54. Interaction is organized according to the stages of completing the received task, directions of action, milestones and time. In the course of its organization, warning signals, interaction, control and the procedure for acting on them, as well as identification signals and methods of target designation and fire adjustment, are communicated to subordinates. If there is time with the units (personnel), the order and methods of joint actions are practically practiced.

As a result of organizing interaction, the commander must achieve a common understanding among the commanders of regular and assigned units (fire weapons) of the task received and how to carry it out, knowledge of warning signals by all personnel, interaction, control and procedures for them.

55. The organization of comprehensive support includes the organization of combat support and the organization of the implementation of measures for moral, psychological, technical, and logistical support. In the instructions, the platoon (squad, tank) commander determines: the main activities of the type of comprehensive support, the time, place and order of their implementation, the forces and means involved, as well as the tasks of the units (personnel).
56. When organizing control, the platoon (squad, tank) commander informs (clarifies) radio data and the procedure for using communications equipment, determines the procedure for monitoring the signals of the senior commander.
57. Preparation of a platoon (personnel, weapons and military equipment) to perform the assigned task includes: additional personnel, weapons and military equipment; replenishment of missiles, ammunition and other materiel to established standards; refueling vehicles with fuel, lubricants and coolant; Maintenance and preparation for the use (combat use) of weapons and military equipment; preparation of initial data for shooting and other activities. If necessary, events can be organized and carried out to coordinate units and combat groups, as well as training with personnel in relation to the nature of the upcoming actions.
58. In the course of practical work, the platoon commander must listen to and clarify the decisions of his subordinates (if necessary), tasks solved in their interests by the forces and means of the senior commander, and also make sure that the battle (fulfillment of the task received) is fully prepared and the units (personnel, weapons and military equipment) are ready to carry out the tasks assigned to them.

During the work, the platoon commander must check the knowledge of all personnel of the opposing enemy; their tasks, methods and sequence of their implementation; order of interaction; control signals, interaction, warning, identification and procedures for action on them; quality of preparation of weapons, weapons and military equipment for use (combat use); equipment of personnel, their provision with ammunition and other material resources, their knowledge of consumption rates, the size of emergency reserves and the procedure for replenishing ammunition during the execution of the assigned task.

In the course of work, the platoon commander identifies existing problems, assists his subordinates in eliminating the identified deficiencies, concentrating the main efforts on the subordinate commanders’ implementation of combat preparation measures (fulfillment of the assigned task) in full.

If subordinates, weapons and military equipment are not ready to carry out the assigned task, the commander is obliged to immediately report this to the senior commander.

59. Control of a platoon (squad, tank) when performing assigned tasks consists of monitoring the results of actions and fire, clarifying the decision made on the developing situation (techniques and methods of performing the assigned task), setting (clarifying) tasks for units (subordinates) and fire weapons.

Reporting to the senior commander and informing neighbors about the situation is the most important responsibility of the platoon (squad, tank) commander when performing the assigned task. The report to the senior commander indicates: where and what task the unit is performing; the situation of neighbors; composition and nature of enemy actions.

The platoon (squad, tank) commander reports immediately to the senior commander: about a sudden attack by the enemy or his appearance where he was not expected; about detected barriers and infection zones; capture of prisoners, documents, weapons and equipment of the enemy; the enemy's use of new means of warfare and methods of action; a sharp change in the enemy’s actions (sudden withdrawal, transition to defense, carrying out a counterattack) and the position of neighbors, as well as loss of interaction with them; every decision taken on own initiative due to changes in the situation.

Management of units consists of the purposeful activities of unit commanders to maintain high combat readiness of units, prepare them for battle and guide them in carrying out assigned tasks, as well as timely implementation of measures to ensure the organization and conduct of combat.

1) Maintaining constant combat readiness and high moral and psychological state of the unit’s personnel;

2) Continuous acquisition and study of situational data, timely decision-making for battle and clarification of it during the battle;

3) Assigning combat missions to subordinates, organizing and maintaining continuous interaction;

4) Organization and implementation of combat support activities;

5) Constant management of the preparation of units for battle;

6) Organization of management and communications;

7) Constant monitoring of the implementation of assigned tasks by subordinates and providing them with assistance;

8) Restoring the combat effectiveness of units exposed to weapons of mass destruction by the enemy.

The highly maneuverable nature of modern combined arms combat, rapid and abrupt changes in the combat situation require that unit control be: sustainable, continuous, operational and covert.

Sustainability management lies in knowing the actual situation; rapid restoration of damaged control and communications; in the timely collection of situation data, decision-making, reporting to the senior commander and communicating it to subordinates; maintaining reliable communications with subordinates, interacting units and senior commanders; reliable protection of the control point from all types of weapons used by the enemy, as well as from interference from its radio-electronic equipment.

In defense, the unit commander is located at a command observation post (COP), which is equipped during communication, or in an infantry fighting vehicle (armored personnel carrier) in a place from which the best observation of the terrain, the enemy, the actions of his subordinates and neighbors is ensured, as well as continuous control of the unit . Together with the commander there are liaison officers from subordinate and attached units; They also perform the duties of observers.

The high pace of modern combat, sudden and frequent changes in the situation, and the company commander's command and observation post (COP) being on the move for a long time require the commander to continuously control the units. Continuity of control is manifested in the constant influence of the commander on the course of the battle in the interests of the successful completion of the assigned tasks by the units.

In order to achieve continuity of control, it is necessary to skillfully select the location of the command and observation post, locate it covertly and move it in a timely manner, especially when fighting at night and in difficult-to-reach terrain. If control is disrupted during the battle, the commander immediately takes measures to restore it.

Efficiency management of the unit will be decisively determined by such requirements as efficiency. Its essence lies in the timely and rapid implementation of all activities both in preparing units to carry out assigned tasks and during combat. In the conditions of modern combat, the struggle to gain time and timely response to changes in the situation becomes a decisive moment of control.

Stealth control is important in our time due to the increase in the enemy’s capabilities to conduct reconnaissance and engage fire targets by various means. So, for example, having established the location of the command post of your units, the enemy is able to quickly disable it and thereby disrupt control.

You can eliminate such consequences by:

· maintaining the secrecy of all ongoing activities to prepare units for battle;

· restrictions on the circle of people privy to the plan for the upcoming battle (each commander should know only what he needs and within the established time frame);

· secretive placement and movement of control points;

· compliance with the rules and procedures for conducting negotiations, transmitting commands (signals) and setting tasks via radio communications;

· coding cards and using tables of call signs, signals and conversation tables.

To ensure control, departments use radio wire, mobile and signal communications. The platoon (company) commander controls the unit by issuing commands and signals, and sometimes using the “do as I do” principle.

Control of combat operations on the ground is carried out from a command and observation post, which is designed for continuous control of units and fire during the battle, observation of the terrain, the enemy, as well as the actions of subordinates and neighbors. The order of placement and movement of the unit commander's command post in a combat situation is determined by the nature of the units' actions (situated on the spot, marching, conducting an offensive, counter battle, defense).

When located on site, the unit commander's command post is located at the head of the unit's column located along the advance route.

When operating on foot, the commander of a motorized rifle platoon dismounts and is located behind the platoon chain (at a distance of up to 50 m) in a place from where it is more convenient to see and control his platoon. The squad leader advances directly in the chain. The company and battalion commander are located in the command post, which is equipped with an infantry fighting vehicle.

In defense, the platoon commander's command post is usually equipped in the depths of a strong point in a trench or during communication in a place from which the best observation of the terrain, the enemy, the actions of his subordinates and neighbors is ensured, as well as continuous control of the platoon. Together with the platoon commander, there are liaison officers from the squads in the control post, and they also perform the duties of observers.

On the march, the unit commander follows at the head of the column.

? ð Questions for self-control

What is the essence of management?

What are the requirements for department management and how are they achieved?

The place of the unit commander in various environmental conditions.

1. GENERAL PROVISIONS

38. Management of units consists of the purposeful activities of the battalion (company) commander, his deputies, and battalion headquarters to maintain constant combat and mobilization readiness of units, prepare them for combat (perform the assigned task) and guide them in performing tasks.

39. Department management should be stable, continuous, operational and secretive, ensure the constant combat and mobilization readiness of the battalion headquarters and units, the effective use of their combat capabilities and the successful completion of assigned tasks on time and in any situation.

Control stability is achieved: by correct understanding of the task set by the senior manager; persistent implementation of decisions made; creation, timely deployment of control points and means, maintaining them in high combat readiness, skillful organization of work on them; carrying out a set of measures to protect control points and controls from enemy influence and counteract his weapons; maintaining stable communication with higher headquarters, with subordinate and interacting units; skillful location of control points, organization of their comprehensive support and combat use of control means.

Continuity of management is achieved by: timely data collection, constant knowledge and comprehensive assessment of the current situation; timely decision-making and clear assignment of tasks to subordinates; integrated use of all technical means of command and control and communications, as well as means of automated command and control; timely movement of control points; restoration of damaged control in the shortest possible time.

Management efficiency is achieved by: the ability of commanders and staff to carry out the entire management cycle within a time frame that allows subordinates to carry out the necessary training and carry out the tasks assigned to them; quick response to changes in the situation; timely influence on the actions of units in the interests of fulfilling assigned tasks; the use of automated control systems for units and weapons.

Stealth control is achieved by: covert placement and movement of control points; using the method of personal communication to set tasks for subordinates; integrated use of an automated control system, classified communication equipment and coded communication documents in combination with coded topographic maps; strict adherence to the rules and procedures for the use of communications and automated control systems, established modes of their operation and radio masking measures; limiting the circle of persons entitled to use communication means and automated control systems used for management; limiting the use of open communication channels to manage departments; maximum limitation on the number of persons involved in the development of combat documents; ensuring the safety of documents; nurturing personnel in a spirit of high vigilance, timely identification of possible channels of information leakage and their closure.

40. Troop control is organized and carried out on the basis of the decision of the commander. Battalion (company) commander bears personal responsibility for the decisions made, the correct use of subordinate units and the fulfillment of their assigned tasks.

He is obliged to organize in a timely manner the implementation of the tasks set by the senior commander, to direct the immediate preparation of subordinate units for battle (fulfillment of the assigned task), as well as to continuously and firmly manage them, persistently seeking the implementation of the decision made within the established time frame.

The battalion commander controls the units personally, through his deputies and through headquarters (the company commander - personally and through his deputies) in accordance with orders, instructions and instructions from higher commanders, headquarters and decisions made. At the decisive moments of the battle he must be at his most important direction and timely exert personal influence on the progress of the assigned task using the forces and means at his disposal.

41. The chief of staff of the battalion is the direct organizer of the work of the headquarters and is personally responsible for the implementation of all tasks assigned to the headquarters and is responsible for organizing and ensuring continuous control of units, the state of combat and mobilization readiness of the headquarters and directly subordinate units, manages their preparation and combat coordination, organizes and directs all activities of the headquarters and supervises the preparation of the headquarters.

The chief of staff is the first deputy commander. Only he has the right, on behalf of the commander, to give instructions and orders to subordinate units and deputy (assistant) commanders.

The chief of staff is obliged to: know the commander’s decision to fight (fulfillment of the assigned task), all orders given by him personally, constantly know the situation, anticipate possible changes in it and be ready, at the request of the commander, to report the position, condition and capabilities of his troops and the enemy, generalized conclusions from the assessment the situation and the forecast of its development during preparation, during and after the completion of the received task, their proposals for the decision to fight (fulfillment of the received task), measures for the preparation of units, the organization of interaction, comprehensive support and management.

42. Deputy battalion commander is responsible for combat training units, conducting combat coordination, tactical exercises with them in relation to the nature of the upcoming actions. In the absence of the battalion commander, he performs his duties. The deputy battalion commander must know the commander's decision, all the orders given by him, the situation in full and be ready to take control of the units.

43. Deputy battalion (company) commanders for educational work, weapons (senior company technician), logistics (company foreman), battalion communications chief bear full and sole responsibility for the direct organization and conduct of activities of the corresponding type of support (communications organization); combat and mobilization readiness, moral and psychological state, military discipline and training of directly subordinate units, their correct use and their successful completion of assigned tasks on time.

They are obliged to: prepare proposals, develop a plan, make decisions on the appropriate type of support (communications) and report them to the commander, manage the type of support (communications) during preparation and during the execution of received tasks; organize the use of directly subordinate units, manage them during preparation and during the implementation of assigned tasks.

44. Assistant battalion commander for artillery is responsible for combat readiness and training of the battalion's artillery units. He is obliged to: know the commander’s decision to fight (fulfillment of the assigned task), the position, condition and capabilities of regular and attached units; be ready to report to the battalion commander proposals for their combat use; assist the battalion commander in organizing the battle and providing artillery units; exercise control over the implementation of commands, orders and instructions given to them; organize the determination of shooting installations; if necessary, adjust the fire of subordinate and supporting artillery units.

45. Deputy Chief of Staff of the Battalion(Assistant Chief of Staff) is responsible for providing the commander and chief of staff with reliable data on the situation, nature of actions, condition of units and the degree of completion of assigned tasks. He is obliged to promptly submit reference documents (data) to assess the situation, organize control and interaction, keep records of radiation doses of personnel, and also participate in the development of the necessary combat documents.

46. Battalion psychologist responsible for the organization and condition psychological work in departments. He is obliged to: timely develop and report proposals for organizing and conducting psychological work; plan and carry out activities for psychological training of personnel and psychological support for the execution of combat missions by units, take part in the provision of assistance and evacuation to the rear of military personnel who have received psychogenic injuries.

47. Commanders (chiefs) of all levels are obliged to: know and take into account when preparing and during combat (fulfillment of the assigned task) the norms of international humanitarian law
rights; require their knowledge and ensure strict implementation by subordinate personnel; suppress cases of violation of these norms; bring to justice those who committed violations.

2. CONTROL SYSTEM

48. The organizational and technical basis for managing units, forces and assets of a battalion (company) is control system, which is a set of functionally interconnected control bodies (commanders), command and observation posts and control facilities.

The control system must have high survivability, noise immunity, reliability and provide the ability for both centralized and decentralized control of units.

The control bodies of a battalion include the command and staff, the company - the company commander, his deputies, as well as the control bodies of attached units.

49. The battalion headquarters is the main control body. He carries out his work on the basis of the decisions and instructions of the commander, as well as orders of higher headquarters.

The main task of the headquarters is to quickly collect, summarize and analyze data on the situation, report to its commander and higher headquarters; preparing data for the commander to make a decision; ensuring the timely development and delivery in full of orders and instructions to subordinate commanders and headquarters, and monitoring their implementation.

General tasks of battalion headquarters during preparation and during the battle (fulfillment of the assigned task) are: ensuring and maintaining the combat and mobilization readiness of units; organization of all types of their daily and combat activities; coordination of the work of deputy (assistant) battalion commanders; continuous acquisition, collection, generalization, study and assessment of information about the situation, taking into account the forecast of its development during preparation, during and after the execution of the assigned task, about the state, position and nature of the actions of subordinate units and the enemy; management of intelligence agencies when they perform combat missions; ensuring the survivability of communications; preparing and conducting the necessary tactical calculations and proposals for decision-making by the commander; timely delivery of tasks to units, execution of combat orders and instructions; battle planning (fulfillment of the assigned task); organizing activities to prepare units for combat (fulfillment of the assigned task), providing the necessary assistance to subordinate commanders and units; organization of interaction, as well as its maintenance during the battle (fulfillment of the assigned task); organizing the use of controls, monitoring status and ensuring stable, continuous and secretive functioning of the communication system; control over ensuring the protection of state secrets; organization of combat, moral-psychological, technical, logistics support and commandant service; organizing the elimination of the consequences of the enemy’s use of weapons of mass destruction and restoring the combat effectiveness of units; control over the implementation of assigned tasks by units; maintaining records of personnel, weapons, military equipment, missiles, ammunition, fuel and other materiel; accounting for radiation doses and vaccinations of personnel; report to higher headquarters on the progress of tasks, the situation and decisions made by the commander; informing commanders of subordinate units, interacting units and neighbors about changes in the situation; providing units with topographic information for the area of upcoming operations; organization of military service and security of military service; studying, generalizing and bringing combat experience to subordinate units. Depending on the type of activity and situational conditions, the headquarters may also perform other tasks.

50. Command and observation post- a structure equipped with technical control devices (communications, automated support and life support systems) or vehicles, intended for the placement and operation of controls.

At the battalion (company) command and observation post, the battalion (company) commander, his deputies (with the exception of the deputy for armaments), the assistant battalion commander for artillery, staff officers, the battalion communications chief, as well as commanders of attached, supporting units and frontline commanders are located and work. aviation gunner. The commanders of attached, supporting units and the forward air gunner arrive at the battalion command and observation post with their command and control equipment.

In battle, the command and observation post is deployed behind the battle formations of the first echelon units at a distance that ensures continuous and operational control of subordinates. Command-observational point nothing Not should stand out in battle formation, and for its location and movement it is necessary to skillfully use the protective and camouflaging properties of the terrain and local objects. In a battalion (company) of a machine-gun artillery regiment, several places for deploying a command and observation post are equipped in advance.

To control units, the battalion commander can move into their battle formations. The commander may be accompanied by a deputy (assistant) chief of staff, commanders of the mortar battery and the attached (supporting) artillery unit (artillery spotter) and an aircraft gunner.

51. The movement of the command and observation post is carried out in such a way that control is not disrupted, constant communication is ensured with subordinates, interacting units, and higher headquarters; it is carried out quickly, secretly, in an organized manner and should not coincide in time with decisive events during the battle.

When performing combat missions in relation to defensive combat, the command and observation post of a battalion (company) moves only with the permission of the senior commander (higher headquarters). About the start of movement

and the arrival of the command and observation post in a new area is immediately reported to higher headquarters. ABOUT change of location areas the headquarters of subordinates, interacting units and neighbors are notified.

When failure command and observation post of a battalion (company), control of units is carried out, as a rule, from the command and observation post of a second echelon company (one of the company’s platoons). The commander who has assumed command reports this to the senior commander, informs his subordinates, interacting units and neighbors.

52. Controls include communications equipment and an automated control system, technical means covert command and control of troops, information processing and calculations, registration and reproduction.

The communication system and automated control system are the main means and material and technical basis management units (forces and means).

They must have high combat readiness, stability, mobility, not required throughput, intelligence security, controllability and ensure compliance with the requirements for communications in terms of timeliness, reliability and security of information exchange.

Communications are organized based on the decision of the commander, instructions from the chief of staff, communications orders from higher headquarters, taking into account the availability and condition of communications forces and means, time to deploy the communications system, as well as possible enemy influence.

Responsibility for organizing communications, deploying a communications system and an automated troop control system and their condition rests with the chief of staff (in a company - with the company commander). The direct organizer of communications is the communications chief - the commander of the battalion communications platoon. Deputy (assistant) commanders are responsible for the correct use of the communications provided to them.

The procedure for using communications and the operating mode of radio equipment are established by the senior commander, based on the battle plan (fulfillment of the assigned task), instructions from higher headquarters and situational conditions.

Management of units consists of the purposeful activities of the company (battalion) commander, his deputies and battalion headquarters to maintain constant combat readiness of units, prepare them for battle and guide them in carrying out assigned tasks.

Management of units includes: organizing and implementing measures to increase (maintain) their combat readiness and ensure (restore) their combat effectiveness; maintaining high morale and psychological stability, strong military discipline, organization and constant combat readiness in units; continuous production, collection, synthesis, analysis and assessment of situational data; decision-making; setting tasks for subordinate units; organizing and maintaining continuous interaction; organization and implementation of activities for educational work and comprehensive support; management organization. In addition, the commander and staff carry out practical work in subordinate units to guide their immediate preparation for battle, organize the implementation of assigned tasks during the battle and other activities.

It is known that with the development of the armed forces, the theory and practice of command and control also developed and changed. Thus, before the advent of mass armies, the leadership of the troops was carried out directly by the commander (commander), since at that time he could observe the actions of all his troops and, without the help of a special body (headquarters), could give the necessary orders and dispose of the troops personally or through adjutants, orderlies and messengers .

With the advent of massive armies, and consequently with the increase in the scope of combat operations and changes in the conditions of preparation and conduct of combat, it becomes more and more difficult for one commander to lead troops, and he alone can no longer cope with this task. There is a need to create a permanent special management body. To achieve this, a Military Council under the commander-in-chief was first introduced, then in the middle of the 18th century. An army headquarters was created, and at the beginning of the 19th century. headquarters appear in divisions, regiments and battalions, which constantly develop, improve and improve, becoming indispensable assistants commander in command and control of troops both in peacetime and in wartime.

During further development In the armed forces of many states, new types of troops and special troops appeared that began to take part in battle. This led to further expansion of the circle officials, involved in the management of formations, units and subunits. IN organizational structure The commanders of these branches of troops and special troops appear.

The main content of unit management is: maintaining high morale and constant combat readiness of units; collecting and studying situational data, revealing the enemy’s intentions; decision-making; communicating tasks to subordinates; organizing and maintaining interaction between units of the battalion and other branches of the military participating in the battle; comprehensive support for combat, control over its preparation and execution of assigned tasks by units.

Timely and well-organized uninterrupted control of units contributes to seizing and maintaining the initiative, secrecy of battle preparations and surprise strikes against the enemy, rapid use of the results of nuclear and fire destruction of the enemy and timely implementation of measures to protect units from weapons of mass destruction. In addition, it allows for more effective use of the combat capabilities of all forces and assets participating in the battle.

Conditions for managing departments. In modern combat, compared to the Great Patriotic War, the conditions for managing units have become significantly more complicated. In the last war, units were controlled in a situation where the battle developed relatively slowly, and its outcome depended mainly on rifle units, sometimes reinforced by tanks and artillery fire.

Command and observation posts of companies and battalions, as a rule, were located in the combat formations of units, usually staying in the same place for a long time (especially in defense).

A modern motorized rifle company and battalion have become highly mobile and maneuverable. If a company (battalion) from the period of the Great Patriotic War had an advance rate of 4-5 km/h, now it can march at an average speed of 20-25 km/h. IN modern conditions, if the enemy uses nuclear weapons, the commander will have to control his units fighting in contaminated zones, areas of destruction, fires and floods. Now the combat situation on the battlefield can change frequently and significantly, which will necessitate the need to clarify the decision or organize it anew.

The increase in the spatial scope of combat, both defensive and offensive, as well as the pace of its conduct, leads to more frequent changes in the locations of control points and will force the commander to control units on the move. And this, as we know, makes it difficult to control units, complicates their protection from nuclear and precision weapons, air and artillery strikes, as well as from the actions of enemy sabotage groups, which, as a rule, will have the task of putting command posts out of action

The changes that have occurred in the organization and technical equipment of our troops and enemy troops have led to significant changes in the content and nature of modern combined arms combat, in the methods of its organization, conduct and control of units. The battle has become decisive, dynamic, maneuverable and fleeting. The spatial scope of the battle has increased significantly compared to the period of the Great Patriotic War. Thus, a modern motorized rifle battalion can attack prepared enemy defenses on a front of up to 2 km and defend an area along a front of 3-5 km.

In such conditions, the company (battalion) commander will control the unit via radio communications, usually on the move or from short stops. The volume of information about the enemy has increased significantly, which the company (battalion) commander needs to quickly collect, summarize, study, analyze, and act on. decision and report to the senior manager.

In a modern battle, a company (battalion) commander will be forced to make a decision or clarify it at least three or four times during the course of a day, and moreover short time than it was during the Great Patriotic War, and often in conditions where the command observation post (COP) will be on the move for a significant period of time. Therefore, the time factor now has a decisive influence on all management processes. Under these conditions, the company (battalion) commander must think carefully and determine the location of his command and observation post and the organization of communications from it with units, neighbors and the senior commander.

The place of the company (battalion) commander should be where he can confidently lead his subordinates and exert effective influence on them in preparing for and conducting combat. The presence of communications equipment (especially radio equipment) in the company and battalion provides the commander with greater mobility when choosing his position. However, the commander's attachment to communications should not contribute to the commander's refusal to contact his subordinates, attached and supporting units.

The experience of the last war shows that the commander of a company (battalion) must, from his command post, have a good look at the battle formation of his unit and the enemy with whom he is fighting.

Hidden command and control (TCC)- a set of measures to keep secret from the enemy information used in the leadership of troops (forces) in peacetime and wartime.

For this purpose, the following is provided: personal transfer of highly secret information to subordinates; use of classified communication equipment; encryption of secret documents; coding of secret and official information transmitted over open communication channels; use of single-use control signals; carrying out technical and organizational events on information protection

In modern conditions, the organization of combat operations and reliable command of troops is unthinkable without the widespread use of radio-electronic equipment (RES), which are the basis of control systems and an integral part of most new types of weapons.

Operating active radio-electronic devices emit electromagnetic energy, which can be detected with the help of radio receiving devices, and information transmitted using RES can be intercepted.

These vulnerabilities of radio-electronic means have led to the emergence special type intelligence activities - electronic reconnaissance, which is characterized by the following features:

Acts covertly, without direct contact with intelligence targets; As a rule, it is difficult for the enemy to establish the fact of its conduct;

Covers large distances and spaces, the limits of which are limited only by the characteristics of radio wave propagation and the sensitivity of reconnaissance equipment; (so, according to American experts from posts located in England and Italy, it is possible to intercept emissions that were previously considered inaccessible for radio reconnaissance at long ranges (up to 1200-2200 km) - the line Murmansk, Leningrad, Moscow, Volgograd, Tbilisi and in the autumn-winter period at a distance of up to 3000-4000 km - the border of Dikson Island, Khanty-Mansiysk, Kzyl-Orda;

Can function continuously, at any time of the year, day and in any weather;

Provides receipt in a short time, most often in real time, of a large amount of information of various nature;

Low vulnerability and in many cases inaccessible to the enemy.

The most important electronic intelligence targets include:

Active radio communications used in all branches of the Armed Forces;

Automated systems command and control of troops and weapons, as well as control systems for space objects;

Technical means of storing, processing and transmitting information, the operation of which is accompanied by side electromagnetic radiation;

Telemetric information transmission systems;

Radio navigation systems used in sea, air and space navigation;

Radar stations (units, complexes) of all systems and purposes.

The most important species electronic intelligence are radio intelligence and electronic intelligence.

Radio reconnaissance has the goal of detecting and intercepting open and encrypted transmissions of communications radio stations of the opposing side, analyzing and processing intercepted messages, and determining the location of radiation sources by means of their direction finding.

When carrying out interception, radio intelligence, in addition to the texts of radio programs and conversations themselves, are also interested in other details, such as, for example, call signs of radio stations and officials, addresses and passwords, code and service phrases of radio operators, technical features and characteristics intercepted by the radio electronics, the individual “handwriting” of the personnel serving the radio equipment. The accumulation, generalization and analysis of this data makes it possible to open the enemy’s radio communication system, determine how many and which units are operating in the reconnaissance zone, establish launchers, the degree of enemy activity in certain areas, etc.

Electronic reconnaissance, using the same methods of radio reception, direction finding and analysis of radio signals as radio reconnaissance, deals with the detection and recognition of radar stations, radio navigation and radio telecode systems.

It allows you to identify the location of radio-electronic equipment, determine their tactical and technical characteristics, coverage areas, purpose and, on this basis, open air defense and air defense systems. missile defense enemy, missile launch sites, airfields and other important facilities. Leading states attach great importance to radio and electronic intelligence.

Electronic reconnaissance methods, methods of analysis and processing of interception materials are constantly being improved. At interception posts of radio and radio relay communication lines for selective reception and recording on magnetic tape useful information Currently, channel search selectors are used, providing a total viewing of all telephone and telegraph channels and recording only those programs where “key words” stored in advance in memory are found. As " keywords» telephone numbers and surnames of officials, call signs of radio networks and numbers of military units are used.

Modern means allow for electronic reconnaissance not only by land, sea, air and space means, but also use every opportunity to send their agents into our country, equipped with special equipment for electronic espionage. Microminiature technical means allow you to conduct reconnaissance with devices built into the temples of glasses, pens, buttons, lighters, cufflinks, watches, cigarette cases, bracelets, etc.

Ground tactical radio and electronic intelligence in the US troops is carried out by the National Security Agency (NSA), electronic warfare battalions (corps and army), and separate electronic intelligence units. So, for example, in the zone of a division operating in the main offensive direction of an army operation, one can expect a security service company and an electronic warfare company from a corps electronic warfare battalion. These companies are assigned to the US Army Infantry Division. It can be expanded:

1. Radio intelligence posts:

4 HF (0.5-0.32 MHz) and 12 VHF (0.1-60 MHz) radio interception posts;

4 radio direction finding stations (0.1-60 MHz).

2. Radio interference posts:

4 KV (1.5-20 MHz):

4 VHF (20-230 MHz) and 7 ground, 3 aircraft multi-purpose radio jamming stations.

With these forces and means, the enemy can monitor 12-16 (50%) HF, 36-48 (21%) VHF radio networks and suppress or impede the operation of 4-8 (30%) HF and 14-48 (20%) VHF radio networks divisions. The motorized rifle (tank) division organizes 25 HF, 170 VHF radio networks and 10 radio relay communication lines. If the necessary protective measures are not provided, the division's main radio networks can be completely scouted and suppressed by the enemy.

The increased capabilities of intercepting various information by enemy intelligence forces oblige all military and headquarters officials to pay constant attention to hidden control troops.