• Strategy21
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• s.46
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• pp.205-238
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• 2020

The origin of mission command can be traced to the era of the Prussian military reforms led by General Gerhard von Scharnhorst after defeats in battle of Jena and Auerstadt in 1806 against Napoleon I. Mission Command is the conduct of military operations through decentralized execution based upon mission-type orders. Commanders issue mission-type orders focused on the purpose of the operation rather than details of how to perform assigned tasks. The mission command has become the command philosophy of the German military and recently many countries in the west accept it as a command philosophy. This study compare and analyze the Battle of St. Vincent and the Battle of Jutland to make sure if the army-initiated mission commands were also useful for the navy. From the late 18th century, represented by the era of Nelson, Royal navy changed from the inherited rigid command culture to guaranteeing the disciplined initiative of its subordinate commanders. In the Battle of St. Vincent in 1797, Nelson acted contrary to the commander's orders at the crucial moment, which gave Britain a decisive victory. On the contrary more than 100 years later, the command culture of the Royal navy changed into a centralized command culture. In the Battle of Jutland in 1916, Royal Navy couldn't win because the rigid command culture did not guarantee initiative of subordinate commanders and subordinate commander's passive attitude of waiting for the commander's instructions even at critical moments. Therefore, a mission command that guarantees the initiative of subordinate commanders is a useful concept even in the navy because it makes subordinate commanders to take full advantage of a sudden change in battle. Today's advanced information and communication technologies have raised questions about mission command. But even advanced technology can't completely eliminate the fundamental nature of the war-the fog of war. War is chaotic and unpredictable. In the flood of lots of informations, senior commander's judgement is not always right because he(she) is also human, he(she) can make mistakes. In the age of informatization, mission command is still effective because it involves increasing interaction and synergy between senior and subordinate commanders by ensuring their independence. Therefore ROK navy also needs to activate mission command. ROK navy must dismantle the zero-defect mentality and apply from educations as Prussian did to establish a mission command culture.

• Journal of Astronomy and Space Sciences
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• v.20 no.3
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• pp.227-238
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• 2003

Spacecraft mission planning functions including event prediction, mission scheduling, command planning, and ground track display have been developed for the KOMPSAT-2 mission operations. Integrated event prediction functions including satellite orbital events, user requested imaging events, and satellite operational events have been implemented. Mission scheduling functions have been realized to detect the mission conflicts considering the user specified constraints and resources, A conflict free mission scheduling result is mapped into the spacecraft command sequences in the command planning functions. The command sequences are directly linked to the spacecraft operations using eXtensible Markup Language(XML) for command transmission. Ground track display shows the satellite ground trace and mission activities on a digitized world map with zoom capability.

• Journal of the Korean Society of Marine Environment & Safety
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• v.22 no.5
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• pp.444-453
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• 2016

In this study, I suggested 'Mission command' as the on-scene commander's leadership intended to save people's lives quickly and safely when occured marine accident. First, I considered the concepts and limitations, efforts to introduce and settle the mission command, discussed why the introduction of mission command for Korea Coast Guard, the scope and specific way when applied. Korea Coast Guard must apply the Mission command as the on-scene commander's leadership to achieve efficient rescue work at the scene of an accident, even for incidents that can-not be foreseen. However, mission command cannot be established overnight: long-term, systematic efforts to stably develop mission command at the organizational level are required. We will strive to apply mission command across all aspects of the system, including education, training, personnel, and procedures, equipping each component with the basic requirements for mission command.

• Journal of National Security and Military Science
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• s.15
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• pp.153-192
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• 2018

The purpose of this study is to verify the relationship between mission-oriented Command, organization efficiency, organization culture of 626 field officers in JFMU. Firstly. the study found that decision making in the relationship between mission-oriented command and organization efficiency had negative effect on job satisfaction. Planning and trust lead to positive effect on job satisfaction and organizational commitment and no significance in self decision. Secondly, mission-oriented command may differ depending on the types of organization culture and organization culture has positive effect on job satisfaction and organizational commitment. Thirdly, mission-oriented command has some effect which derives from its impact on organization efficiency that also effects rational culture and rank hierarchy culture. These study results suggest different measures in terms of practice and policy. Firstly. within the military organization, precise communication will lead to job satisfaction without unnecessary overload of communication. Also. we have rationale culture, agreement culture and rank hierarchy culture forming our organization culture. There is a need to apply elements of mission-oriented command depending on the types of organization culture. Secondly, to maximize organization performance through mission-oriented command, we have to strengthen the rationale and rank hierarchy cultures and especially introduce development culture which should be established within the military organization.

• Journal of the Korean Society for Aeronautical & Space Sciences
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• v.30 no.1
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• pp.139-146
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• 2002

This paper describes the devlopment and implementation for the KOMPSAT-1 scheduling & automatic command plan generator(KSCG). Some problems in mission planning and command planning had occurred using the mission & command planning s/w in MAPS(Missin Analysis and Planning Subsystem) during the LEOP(Launch & Early Orbit Phase) & early normal mission phase due to lots of manual input process and non-automatic process. Therefore, the more mission operations for KOMPSAT-1. In order to prevent the development of new one(KSCG) which should reduce the manual process and generate automatically the command plan has been needed. As a result, the mission operations of KOMPSAT-1 has greatly became stable and more effient.

• The Journal of the Convergence on Culture Technology
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• v.9 no.5
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• pp.409-413
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• 2023

In today's military, significant efforts are being made to achieve organizational effectiveness by adapting to the changing characteristics of its members. Currently, South Korea's military organizations, including division-level and below, are primarily composed of the MZ generation, which places great importance on personal satisfaction and values. They believe it is unfair if others do not acknowledge their preferences and opinions. Therefore, there is a need for the military to improve various command methods and organizational culture in line with the characteristics of these organizational members. This study analyzed the characteristics and key elements of mission command in the German military, a militarily advanced country. By examining the case of the German military, we should consider and adopt the adoption of a 'mission command' system that suits the reality of the South Korean military organization, with a focus on the MZ generation, which constitutes the core of our military organization.

• Journal of the Korean Society for Aeronautical & Space Sciences
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• v.30 no.1
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• pp.147-154
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• 2002

This paper describes the devlopment and implementation for the KOMPSAT-1 scheduling & automatic command plan generator(KSCG). Some problems in mission planning and command planning had occurred using the mission & command planning s/w in MAPS(Missin Analysis and Planning Subsystem) during the LEOP(Launch & Early Orbit Phase) & early normal mission phase due to lots of manual input process and non-automatic process. Therefore, the more mission operations for KOMPSAT-1. In order to prevent the development of new one(KSCG) which should reduce the manual process and generate automatically the command plan has been needed. As a result, the mission operations of KOMPSAT-1 has greatly became stable and more effient.

• ETRI Journal
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• v.25 no.5
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• pp.387-400
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• 2003

Since its launching on 21 December 1999, the Korea Multi-Purpose Satellite-I (KOMPSAT-I) has been successfully operated by the Mission Control Element (MCE), which was developed by the ETRI. Most of the major functions of the MCE have been successfully demonstrated and verified during the three years of the mission life of the satellite. This paper presents the operational performances of the various functions in MAPS. We show the performance and analysis of orbit determinations using ground-based tracking data and GPS navigation solutions. We present four instances of the orbit maneuvers that guided the spacecraft form injection orbit into the nominal on-orbit. We include the ground-based attitude determination using telemetry data and the attitude maneuvers for imaging mission. The event prediction, mission scheduling, and command planning functions in MAPS subsequently generate the spacecraft mission operations and command plan. The fuel accounting and the realtime ground track display also support the spacecraft mission operations.

• The Journal of the Korea Contents Association
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• v.17 no.2
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• pp.337-348
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• 2017

The Army tried to settle the mission command in army command system in 1999 but still not be settled. One of the reason is the absence of practical plans of mission command. The purpose of this study is to find out the moderating effects of personal thinking type to the impact on organizational effectiveness about the impact on organizational effectiveness on sub factors the transformational leadership The main results of this study are as follows. <H1> The charisma and the personal considerations of sub factors of transformational leadership effected positively(+) on the job satisfaction, the charisma effected positively(+) on the organizational commitment. But There was no statistically significant influence on the personal considerations and the effort advocacy <H2> In the result of the moderating effects, in accordance the of a person's each cognitive processing traits is high and low, on the transformational leadership turned out to be a gap in the influence show the difference in organizational effectiveness.on the organizational effectiveness. This results suggest the following. The first. The military group regard highly commandand and discipline. so, the charisma of a superior is that a big impact on organizational effectiveness. The second, For the mission command is to become established in the army, It suggest that need to explore of sub factors of the mission command and need to consider of personal traits with the mission command.

• Journal of Digital Convergence
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• v.12 no.11
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• pp.1-12
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• 2014

Today, scale of a disaster becomes huge, all the available resources should be mobilized to control the disaster situation, and situations of the disaster site is broadcasted by the various media on a real-time basis. Accordingly, The commander of the disaster site should manage the situation taking all the factors into consideration. Despite the importance of the factors affecting the command of disaster site, there are not much research on this topic. This study utilizes METT-TC(Mission, Enemy, Troops, Terrain and weather, Time available, and Civilian considerations) which is applied in a combat situation by the military area and proposes MORT-TEC(Mission, Object, Resources available, Terrain and weather, Time available, Exercise, and Civilian considerations) as factors affecting the effective command of disaster site. These factors are applied to the Sewol Ferry Incidents and policy implications which can help researchers and practitioners in the area are suggested.