Unit management in combat. Fundamentals of covert command and control of troops. "Attention, do what I do"

38. Management of units (personnel) consists in the purposeful activity of the commander to maintain them in constant combat readiness, training units (personnel, weapons and military equipment) to combat (completion of the task received) and to guide them in the performance of tasks.

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

The stability of management is achieved by: correct understanding of the task set by the senior boss; persistent implementation of the decisions made; skillful organization of work on means of communication; maintaining stable communication with the senior boss, with subordinate and interacting units.

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 broken control in as soon as possible.

Efficiency of management is achieved by: quick response to changes in the situation; timely influence on the actions of units in the interests of fulfilling the assigned tasks.

Secrecy of control is achieved by: covert placement and movement of the command and observation post (commander in battle order); strict observance of the rules and procedures for the use of communication facilities, the established modes of their operation and radio masking measures; education of personnel in the spirit of high vigilance.

Control of subunits (fire weapons, personnel) is organized and carried out on the basis of the decision of the commander.

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

In defense, a command and observation post is created in a motorized rifle (grenade launcher, anti-tank) platoon, which is deployed in the combat order of the subunit in such a way as to ensure its protection from small arms and mortar fire, the best observation of the enemy, the actions of his subordinates, neighbors and the terrain, as well as continuous platoon control.

In an offensive, when a motorized rifle platoon operates 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 uniform control signals.

40. When working at radio stations, the rules of negotiation are strictly observed. In combat, all commands are transmitted by radio using a speech masker or in clear text. When sending commands in plain text, commanders of squads (tanks) are called by call signs, points of the terrain are indicated from landmarks and conditional 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, etc.). Signals can be given with weapons, headgear and hands.

Units should only follow the signals of their immediate commander and circular warning signals. They are served until a response (review) is received or the command (signal) starts to be executed.

When managing subunits (subordinate) signals, it must be remembered that signal means unmask the location of the commander.

Warning 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 duty of a platoon (squad, tank) commander. It includes: reconnaissance of ground and air targets, assessment of their importance and determination of the order of destruction; choice 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 correction; ammunition control.
42. For fire control, the senior commander assigns uniform landmarks and signals. They are not allowed to be replaced. If necessary, the platoon commander can additionally assign his own landmarks at a rate of not more than five (on the direction of operations of the squads, the boundaries of the zone and the additional sector of fire). When reporting to the senior boss and maintaining interaction, only the guidelines indicated by him are used.

Highly visible local objects are chosen as landmarks. When using night sights, local objects with a 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 clockwise spiral. One of them is designated as the main one. In addition to landmarks, well-visible local objects can be used to control fire.

43. Reconnaissance of ground and air targets must ensure the detection of the enemy in front of the front and on the flanks of a platoon (squad, tank, weapon), and when performing tasks independently, in a circular sector. Target reconnaissance is conducted by all personnel of a platoon (squad, tank, crew) in designated sectors.
44. Assessing the importance of targets consists in determining enemy targets that can have the greatest impact on the progress of a combat mission by a subunit. The sequence of their defeat 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 commanders of enemy units are destroyed. The choice of means of destruction should ensure the destruction of reconnoitered targets.
45. When setting (specifying) fire missions, commanders indicate: to whom (which unit), where (target designation), what (target name) 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), along the azimuth indicator, tracer bullets and shells, from shell bursts, signaling means, as well as pointing instruments and weapons at the target.

Correction of fire is carried out from the location of the target, landmarks (local objects) and shell explosions, indicating the magnitude of the deviation in range and direction.

46. Summoning and correcting the fire of supporting artillery 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 leader indicates: the nature and location (number) of the target; shooting task (suppress, destroy, destroy, illuminate, smoke); the timing of the fire mission, and when adjusting the fire - the nature and location (number) of the target; the magnitude of the deviation in range and direction.

Target designation for helicopter (aircraft) crews is usually carried out by order of the senior commander by designating the target location with small arms fire, weapons of combat vehicles, tracer bullets (projectiles), as well as signal rockets. The task of designating the target location is set in the same way as the fire task, indicating the time of opening fire.

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

The basics of the commander's work in preparing for the battle (performing the assigned task) and in the course of it

47. Preparation of the battle (performance of the received task) includes: its organization; preparation of a platoon (personnel of the squad (crew), weapons and military equipment) for combat (performance of the assigned task); practical work commander in units (work to control the fulfillment of assigned tasks and provide assistance) and other activities.
48. The work of the platoon commander in preparing the battle (completion of the task received), as a rule, begins after orientation about the combat task received by the battalion (company) and instructions from the senior commander to carry out activities that must be carried out immediately. On the basis of orientation and received instructions, the platoon commander sets tasks for the preparation of personnel, weapons and military equipment for the upcoming actions. At the same time, he indicates to the commanders of regular and attached units: what actions to be prepared for; terms, volume and procedure for the preparation of weapons and military equipment; time, place and procedure for replenishment of stocks of missiles, ammunition and other materiel; the procedure for refueling cars with fuel and lubricants; the location of the ammunition supply point and the medical post of the battalion (the ammunition supply point and the medical post of the company).

Organizing the implementation of the instructions of the platoon commander, the squad (tank) commander indicates: the timing and procedure for the preparation of weapons and military equipment; the time and procedure for replenishing stocks of missiles and ammunition, water supplies and other materiel; the location of the ammunition supply point and the medical post of the Company and other issues. The crew of the combat vehicle is additionally indicated: type and volume Maintenance; measures to improve security and patency; time and order of refueling; location of the filling station.

49. The organization of the combat (performance of the assigned task) of a platoon (squad, tank) begins with the receipt of a combat task and includes: making a decision; 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 layout of the area. In this case, the combat missions of the squads (tanks, personnel) and attached assets are specified by the subunit commander on the ground in the course of their taking up positions (advancing 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 solely on the basis of understanding the task and assessing the situation.

Understanding 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; what objects (targets) in the direction of the platoon (squad, tank) are affected by the means of senior commanders; tasks of neighbors , conditions of interaction with them, signals of control, interaction and notification and the procedure for actions on them, as well as the time of readiness to complete the task Based on the understanding of the task, the platoon commander calculates the time for preparing the battle (performing the received task).

The assessment of the situation is carried out taking into account the forecast of its development during the preparation and in the course of performing the assigned task. It consists in the study and analysis of the factors and conditions affecting 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 affecting the performance of the task.

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

In the decision, the commander of a platoon (squad, tank) determines: the plan of the battle (performing the task received); tasks for elements of the battle formation (subdivisions, fire weapons, personnel); the main issues of interaction, comprehensive support and management. The basis of the decision is the idea.

When developing a plan, the commander must, by stages of accomplishing the assigned task, determine: the sequence and methods of actions, indicating the procedure for destroying (engaging) the enemy by fire from subunits (personnel), regular and attached fire weapons; distribution of forces and means (building a combat (marching) order); ensuring secrecy in the preparation and execution of the received task.

In the tasks of the elements of the combat order (subunits, fire weapons, personnel), the commander determines their combat composition, tasks to be performed, directions of action, assigned positions, and other issues.

In the main issues of interaction, tasks are defined for which it is necessary to coordinate the efforts of the elements of the combat order (subunits, fire weapons, personnel) among themselves, with neighbors, as well as with the forces and means of a senior commander performing tasks in the interests of a platoon (squad, tank).

In the main issues of comprehensive support, the main measures for combat support and the procedure for carrying out measures for moral, psychological, technical and logistic support, the sequence and timing of their implementation, and the forces and means involved are determined.

In the main issues of control, the following are determined (specified): the places and time of deployment of the command and observation post (the place of the commander in battle order); the procedure for using means of communication in the preparation and in the course of performing the task received; the procedure for bringing to the subordinate signals of control, interaction, notification, identification and transfer of control.

51. Reconnaissance consists in a visual study of 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 subunits (fire weapons, personnel) is carried out by issuing combat orders and instructions on the types of comprehensive support personally by the commander orally and via technical means of communication. Assignment of tasks, as a rule, is carried out on the ground.

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

in the first paragraph - landmarks;

in the second paragraph - brief conclusions from the assessment of the enemy;

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

in the fourth paragraph - the 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 (subdivisions, fire weapons, personnel) with clarification of their combat strength;

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

in the eighth paragraph - his place and deputy.

53. The commander of a motorized rifle (grenade launcher, anti-tank) platoon organizes interaction, comprehensive support and control with the involvement of commanders of full-time and attached units, and the commander of a tank platoon - with all personnel.
54. Interaction is organized according to the stages of the implementation of the received task, areas of action, boundaries and time. In the course of its organization, notification signals, interaction, control and the procedure for acting on them, as well as identification signals and methods of target designation and fire adjustment are brought to the attention of subordinates. If there is time, the order and methods of joint actions are practically worked out with subunits (personnel).

As a result of the organization of interaction, the commander must achieve a common understanding by the commanders of regular and attached subunits (fire weapons) of the assigned task and methods for its implementation, knowledge by all personnel of warning signals, interaction, control and the procedure for actions on 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 logistic support. In the instructions, the platoon (squad, tank) commander determines: the main measures of the type of comprehensive support, the time, place and procedure for their implementation, the forces and means involved, as well as the tasks of the units (personnel).
56. When organizing command and control, the platoon (squad, tank) commander updates (specifies) 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) for the performance of the assigned task includes: additional staffing, weapons and military equipment; replenishment of the stock of missiles, ammunition and other materiel up to the established norms; 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 subunits and combat groups, as well as exercises with personnel in relation to the nature of the forthcoming actions.
58. In the course of practical work, the platoon commander must hear and clarify the decisions of his subordinates (if necessary), the tasks solved in their interests by the forces and means of the senior commander, and also make sure that the battle (performance 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.

In the course of work, the platoon leader 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, notification, identification and the procedure for actions on them; the quality of preparation of weapons, weapons and military equipment for use (combat use); the equipment of the personnel, their provision with ammunition and other materiel, their knowledge of consumption rates, the size of the emergency reserve and the procedure for replenishing ammunition in the course of performing the assigned task.

In the course of work, the platoon commander identifies existing problems, assists subordinates in eliminating the identified shortcomings, concentrating the main efforts on the fulfillment by subordinate commanders of measures to prepare the battle (completion of the assigned task) in full.

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

59. Management of a platoon (squad, tank) in the performance of assigned tasks consists in monitoring the results of actions and fire, clarifying the decision made on the current situation (techniques and methods for performing the task), setting (clarifying) tasks for subunits (subordinates) and fire weapons.

Reporting to the senior commander and informing neighbors about the situation constitute the most important duty of the platoon (squad, tank) commander in the performance of the assigned task. The report to the senior chief indicates: where and what task the unit performs; the position of the neighbors; composition and nature of enemy actions.

The commander of a platoon (squad, tank) immediately reports to the senior commander: about a sudden attack by the enemy or his appearance where he was not expected; about the detected barriers and zones of contamination; capture of prisoners, documents, weapons and equipment of the enemy; the use by the enemy of new means of armed struggle and methods of action; a sharp change in the actions of the enemy (sudden retreat, transition to defense, counterattack) and the position of neighbors, as well as the loss of interaction with them; every decision made on own initiative due to changing conditions.

Chapter 3

50 . Management of divisions consists in purposeful activity battalion commander(company), his deputies, the headquarters of the battalion to maintain the constant combat readiness of subordinate units, their timely preparation for tactical actions (battle), their firm and continuous leadership in solving assigned tasks.

The basis of control is the decision of the commander.

The main goal of command and control is to ensure maximum efficiency in the use (use) of the forces and means of the battalion (company) for the successful solution of tasks in any situation.

51 . The main tasks of management are:

provision by the battalion (company) commander, battalion headquarters of operational, sustainable, continuous and covert leadership of subordinate units in the performance of assigned tasks;

ensuring the constant collection (acquisition), study, display and analysis of situational data in order to make a timely decision by the battalion (company) commander and subsequent communication of tasks to subordinate units; organization and maintenance of continuous interaction; organizing and conducting activities for comprehensive support; preparation of units for action and direct management of them; organization of control and assistance to subordinate commanders and units.

52 . Unit management must be efficient, sustainable, operational, continuous and covert.

The effectiveness of management is expressed by the degree to which the potential capabilities of controlled military units and subunits are used in the interests of the successful and timely fulfillment of the tasks assigned to them.

Stability of management is achieved by organizing and carrying out activities aimed at increasing its security and resilience; careful camouflage and fortification equipment of command posts; creation of a reserve of forces and means of control.

Efficiency of control consists in preempting the enemy in making and implementing decisions on the evolving situation. It is achieved by the constant combat readiness of the command and control agencies; their high level vocational training; effective functioning of controls; timely decision-making on the evolving situation and organization of actions.

Continuity of control lies in the commander's ability to constantly influence the course of combat operations: to set tasks for subordinate subunits in a timely manner and to receive information from them about the developing situation. It is achieved by the command of the battalion (company) commander and the battalion headquarters of the situation, the proper functioning of communications, and the knowledge by the personnel of the established control signals.

Secrecy of control consists in concealing from the enemy the places in the battle order of subunit commanders and control signals. It is achieved by careful camouflage of the battalion's (company's) command post, comprehensive use of radio and wire communications, and skillful control of subordinate signal facilities.

Chapter 4 Control System

53 . The control system is a set of functionally and organizationally interconnected controls, control points and controls (communication systems, automation, as well as other special systems). The control system must be permanently ready for operation, stealthy, stable, and provide the ability to control units of a mechanized battalion in any situation.

54 . The secrecy of the control system is expressed in the ability to keep the control system secret from the enemy, all activities carried out during the preparation and execution of tasks, to ensure the protection of information circulating in it, the areas of location of command posts, lines and communication centers. The secrecy of the control system is ensured by reliable camouflage of its elements from all types of enemy reconnaissance, a certain procedure for using and operating modes of communications, and protection of information circulating in it.

55 . The stability of the control system is understood as its ability to function successfully in any environment. The stability of the management system is achieved by carrying out a set of organizational, technical and operational measures. These include: the creation of stationary (mobile) command posts, their respective equipment, placement, camouflage and proper movement; organization of the communication system and its use; increasing the survivability of command posts and communication systems; organization and conduct of activities for electronic protection electronic means control systems, increasing their noise immunity; active struggle against the means of electronic destruction of the enemy, their identification and destruction; correct placement of forces and means of command in military units and subunits of a mechanized brigade.

56 . The organization of control consists in creating a control system that should provide a high degree of combat readiness, stability and the possibility of both centralized and decentralized control of regular and attached units, the necessary degree of protection against enemy information impact. The organizational and technical basis for the management of subunits, forces and means of a battalion (company) is the command and control system, which is a set of functionally interconnected command and control bodies (commanders), command and observation posts and command and control facilities. The control system must have high survivability, noise immunity, reliability and provide the possibility of both centralized and decentralized management of units.

57 . The command and control bodies of the battalion include command headed by the battalion commander, headquarters headed by the chief of staff, deputy battalion commanders for armaments and logistics with their services, companies - the company commander, his deputies, as well as command and control bodies of attached units. The battalion headquarters is the main governing body. He carries out his work on the basis of the decision and instructions of the commander, as well as orders of the higher headquarters.

58 . The commander of a battalion (company) bears full and sole responsibility for the combat readiness, training of subunits subordinate to him, their correct use, and their successful completion of combat missions on time. He is obliged to make timely decisions for combat, set tasks for subordinate subunits, organize interaction and comprehensive support, as well as direct preparation of subunits for combat, firmly manage them, persistently achieving the fulfillment of the assigned tasks.

59 . The commander of a battalion (company) manages subunits by issuing verbal combat orders, directives, as well as commands and signals. Orders, orders and commands should be given briefly and very clearly. He is obliged to immediately report to the brigade (battalion) commander on the accomplishment of a combat mission, new information about the enemy, a sharp change in the situation in front of the front and on the flanks of his unit, and, if necessary, on losses and provision of missiles, ammunition and fuel.

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

The main task of the headquarters is to timely and fully communicate orders and orders to subordinate commanders; in the constant collection, generalization and analysis of situational data, reporting them to the battalion commander and bringing them to the higher headquarters.

The Headquarters is responsible for:

to ensure the combat readiness of units;

continuous acquisition, collection, study and evaluation of situational data; preparation of the necessary calculations and proposals to the commander for decision-making;

execution of combat orders and instructions; implementation of measures to organize interaction and maintain it in the course of performing tasks;

organization of combat support for operations and protection of troops; control over the fulfillment of tasks by departments; keeping records of personnel, weapons and military equipment, missiles, ammunition of all kinds, fuel and other materiel;

implementation of the staffing of subordinate units with personnel, weapons and military equipment, replenishment of materiel, as well as keeping records of exposure doses to personnel; informing the commanders of subordinates, interacting units and neighbors about new situation data;

organization of the management system of divisions, ensuring its sustainable functioning; organizing and controlling the provision of covert command and control of troops and keeping planned activities secret; study, generalization and communication to subordinate units of combat experience, as well as methods of managing units.

61 . The battalion chief of staff is the first deputy battalion commander, only he has the right to issue orders on his behalf. He is responsible for organizing and maintaining the continuous management of units, their combat readiness and combat support for the actions of the battalion.

The battalion chief of staff must: always know the situation, foresee its possible changes, be ready to report to the commander the conclusions and his proposals for a decision; assist the commander in organizing the battle, maintaining constant interaction, as well as in organizing comprehensive, primarily combat, support for the combat of units; organize stable communication and protect it from electronic suppression by the enemy; provide covert management of units; record combat orders and instructions given by the battalion commander; exercise control over the implementation of combat orders (instructions) and the provision of units with everything necessary for combat; inform unit commanders and neighbors about the situation; to keep a record of the radiation doses of the personnel of the headquarters, to submit reports to the higher headquarters in a timely manner, and also to study combat experience and bring it to subordinates. He must organize reconnaissance of the ground and air enemy, set tasks for the reconnaissance subunit and, through commanders, communicate to the subunits methods and signals for identifying their aircraft (helicopters).

62 . The deputy battalion (company) commander is responsible for combat and mobilization readiness and the successful accomplishment of combat missions by the battalion (company), is the direct organizer of combat training. In the absence of the battalion (company) commander, he performs his duties. The deputy battalion (company) commander must constantly be fully aware of the entire situation, the tasks of the units and be ready to take control of the battalion (company).

63 . The deputy battalion (company) commander for ideological work directly organizes and conducts ideological work, is responsible for its condition, effectiveness in solving combat missions and for the unit’s readiness to fulfill them, education, morale and psychological state and military discipline of personnel in the performance of combat missions.

He is obliged: to organize the planning and implementation of measures of ideological work and control over their effectiveness; personally instruct unit commanders; carry out the implementation of ideological work measures in accordance with the situation that develops during the battle, timely report to the battalion (company) commander on the ongoing ideological work and the moral and psychological state of the personnel.

64 . The command and observation post (hereinafter referred to as CNP) of a battalion (company) is a place specially equipped and equipped with technical means of communication from which units are controlled during the preparation and conduct of hostilities. The command and observation post must be highly mobile, have reliable communications, and provide command and control of subunits in any situation, while on the spot and on the move.

It is deployed where continuous control is provided, the best observation of the terrain, the enemy, the actions of his subunits and neighbors. The command and observation post should not stand out in any way in the battle order; for its location and movement, it is necessary to skillfully use local objects that protect and mask the properties of the terrain.

The command and observation post of a battalion (company) accommodates and works the battalion (company) commander, his deputies (with the exception of deputies for armaments and logistics), staff officers, the battalion communications chief, as well as commanders of attached units. At the command and observation post of the first-echelon battalion (operating in a separate direction), an aircraft controller's control post can be deployed from the interacting units of the Air Force and Air Defense Forces.

The battalion commander can move into combat formations to control subunits, for which a control vehicle on an armored base is allocated from the command and observation post, on which the deputy (assistant) chief of staff, mortar battery commander (artillery spotter, aviation gunner) work with the commander.

The movement of the command and observation post is carried out only with the permission of the senior commander (higher headquarters) and is carried out quickly, in an organized manner, covertly and should not coincide in time with decisive events in the course of performing the assigned task.

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

The chief of staff is responsible for the organization (mode) of work of the battalion command and observation post during preparation and in the course of operations, ensuring the stable functioning of the command and control system.

65 . The means of control include a communication system, complexes of automation means, technical means of covert command and control of troops, information processing and calculations, registration and reproduction.

Communication in a battalion (company) is organized in accordance with the decision of the commander and the instructions of the brigade (battalion) chief of staff. The chief of staff of the battalion (in the company - the company commander) is responsible for the organization and state of communications. The head of communications of the battalion directly organizes communications and is responsible for its stable work. The commander of the battalion (company) and the chief of staff of the battalion in any conditions of the situation must have with them means of communication that allow them to maintain constant and stable communication with the senior commander, commanders of full-time, attached, supporting and interacting units, and be able to personally negotiate on means of communication. To ensure control in a battalion (company), radio, wire, mobile and signal communications are used. Radio facilities are the most important, and sometimes the only means capable of ensuring the control of units. In battle, all commands are transmitted over the radio in plain text, while the names of units and the positions of commanders are indicated by call signs, and points of the terrain - from landmarks, as well as conditional (coded) names. Wired means of communication are used independently and in combination with radio means when the battalion is deployed on the spot, in the initial area and on the defensive.

Mobile means of communication are used in all types of combat, on the march and when located on the spot. Signaling means of communication are used to transmit commands and signals for notification, control and interaction. To maintain interaction between neighboring units, the radio facilities of these units, as well as wired and mobile facilities of the right neighbor, are used.

66 . Uniform landmarks are assigned to control subunits and fire, topographic maps and local objects are coded, radio data and signals are communicated to commanders, identification marks and conditional numbers are applied to armament and equipment. Local objects that are clearly visible day and night and are the most resistant to destruction are chosen as landmarks. 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 established by senior commanders. If necessary, the battalion (company) commander can additionally assign landmarks and signals.

The battalion (company) commander, as a rule, appoints no more than five additional landmarks (on the direction and boundaries of the companies (platoons), on the boundaries of the zone and additional sector of fire). In addition to landmarks, well-visible local objects can be used to control fire.

Notification of subunits about an air enemy, radioactive, chemical and biological contamination is carried out by uniform permanent signals. All personnel must know them.

67 . For mutual identification, determination of the affiliation and location of units in each battalion (company) of the first echelon of the brigade (battalion), which is in direct contact with the enemy or conducting combat operations (reconnaissance) behind enemy lines, a designation post (point) is assigned from the composition of a specially trained squad (crew). The designation by this post (point) of the location of units is carried out by signal and technical means of identification by actuating them at the command of the battalion (company) commander or the battalion chief of staff in accordance with the order of the higher headquarters. The post (point) designation of the battalion (company) is appointed as part of three servicemen, one of them is senior. It is provided with observation devices, a large-scale map or a map of the area, a control log, a compass, a clock, a flashlight, means of communication and supply of communication signals and the supply of identification, designation and warning signals. Technical means of identification and designation are installed near the command and observation post of the battalion. When setting a task for a post (point), the designations usually indicate the composition of the post (point), location, surveillance sectors, identification signals, designations and alerts.

68 . When organizing command and control, the battalion (company) commander determines: the places and time of deployment of the command and observation posts of the battalion (company) and attached subunits, the order of their movement during the battle; the procedure for maintaining communication and radio exchange; methods and terms of submission of reports; the degree of engineering equipment of command and observation posts and the procedure for their protection. The commander of a battalion (company) in battle controls the units from the command and observation post. The commanders of attached and supporting units, as a rule, are located at the command and observation post of the unit to which they are attached (support), or near it.

Unit management consists in the purposeful activity of the company (battalion) commander, his deputies and the battalion headquarters to maintain the constant combat readiness of units, prepare them for battle and guide them in the performance of assigned tasks.

Management of units includes: organization and implementation of measures to increase (maintain) their combat readiness and ensure (restore) their combat capability; maintaining a high morale and psychological stability in the units, strong military discipline, organization and constant combat readiness; continuous acquisition, collection, generalization, analysis and evaluation of situational data; decision-making; assignment of tasks to subordinate units; organization and maintenance of continuous interaction; organization and implementation of activities for educational work and comprehensive provision; management organization. In addition, the commander and headquarters carry out practical work in subordinate subunits in directing their direct preparation for combat, organizing the fulfillment of assigned tasks during combat, and other measures.

It is known that with the development of the armed forces, the theory and practice of command and control also developed and changed. So, before the advent of mass armies, the command 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), he could give the necessary orders and dispose of the troops personally or through adjutants, orderlies and liaisons .

With the advent of mass armies, and consequently with the increase in the scope of hostilities and the change in the conditions for preparing and conducting 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 governing body. To do this, first introduced the Military Council under the commander in chief, then in the middle of the XVIII century. the headquarters of the army was created, and at the beginning of the 19th century. Headquarters appeared in divisions, regiments and battalions, which were constantly developing, improving and improving, becoming indispensable assistants to the commander in command and control of troops both in peacetime and in war time.

In the course of the further development of the armed forces of many states, new types of troops and special troops appear, which began to take part in the battle. This led to a further expansion of the circle of officials involved in the leadership of formations, units and subunits. IN organizational structure troops, the chiefs of these branches of the military and special troops appear.

The main content of subdivision management is: maintaining a high morale and constant combat readiness of subunits; collection and study of situational data, revealing the intentions of the enemy; decision-making; bringing tasks to subordinates; organization and maintenance of interaction between units of the battalion and other branches of the armed forces participating in the battle; all-round support for combat, control over its preparation and performance by subunits of assigned tasks.

Timely and well-organized uninterrupted command and control of subunits contributes to seizing and maintaining the initiative, secrecy in the preparation of battle and surprise strikes against the enemy, rapid use of the results of nuclear and fire engagement of the enemy, and timely implementation of measures to protect subunits from weapons of mass destruction. In addition, it allows more efficient use of the combat capabilities of all forces and means involved in combat.

Division management conditions. In modern combat, in comparison with the Great Patriotic War, the conditions for commanding units have become much more complicated. In the last war, subunit control was carried out in a situation where the battle developed relatively slowly, and its outcome depended mainly on rifle subunits, 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 subunits, usually located long time in the same place (especially in defense).

The modern motorized rifle company and battalion have become highly mobile and maneuverable. If a company (battalion) of the period of the Great Patriotic War had a rate of advance 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, then the commander will have to control his units fighting in the zones of infection, areas of destruction, fires and floods. Now the combat situation on the battlefield can often and significantly change, which will necessitate the clarification of the decision or its organization again.

The increase in the spatial scope of the battle, both defensive and offensive, as well as the pace of its conduct, leads to a more frequent change in the location of command posts and will force the commander to control subunits on the move. And this, as you know, makes it difficult to control units, complicates their protection from nuclear and high-precision weapons, air strikes and artillery, as well as from the actions of enemy sabotage groups, which, as a rule, will have the task of incapacitating command posts.

The changes that have taken place 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 subunits. The battle has become decisive, dynamic, maneuverable and transient. Significantly compared with the period of the Great Patriotic War, the spatial scope of the battle increased. Thus, a modern motorized rifle battalion can attack a prepared enemy defense on a front of up to 2 km and defend an area along a front of 3-5 km.

Under such conditions, the company (battalion) commander will control the units by means of radio communications, as a rule, on the move or from short stops. The amount of information about the enemy that needs to be quickly collected, summarized, studied, analyzed by the company (battalion) commander decision and report to the superior.

In modern combat, the commander of a company (battalion) will have to make a decision at least three or four times during the day or clarify it, and in a shorter time than it was during the Great Patriotic War, and often in conditions where the command and observation post (KNP) will be in motion for a considerable 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 communication with subunits, neighbors and the senior commander from it.

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

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

Training issues: 1) control of units in battle and the requirements for it; 2) the organization of the battle by the squad leader and the work of managing the battle; 3) educational work in subunits during combat. Teaching and educational goals: 1. To give an understanding and deepen students' knowledge about the organization and management of units in the course of combat. . 2. Cultivate a sense of constant responsibility for the decision. Time: 2 hours. Venue: auditorium of the military department. Form of conducting: story, conversation. Literature used: 1) Rules combat use ground forces Armed Forces of the Republic of Kazakhstan (part three) platoon, squad, tank.

Training question - No. 1. " control of units in battle and the requirements for it". Subunit management consists in the purposeful work of the platoon (squad, tank) commander to maintain the combat readiness of the platoon (squad, tank), prepare it for combat and guide it in the performance of assigned tasks. The basis of control is the decision of the commander. The commander of a platoon (squad, tank) bears full and sole responsibility for combat readiness, preparation of a platoon (squad, tank), weapons and military equipment for combat and successful completion of a combat mission on time, as well as for military education, discipline, morale. the psychological state of the personnel and observance of the provisions of international humanitarian law, including the international rules of warfare. He must always know where they are, what task they are performing, what the units subordinate to him (soldiers, sergeants) need and their moral and psychological state.

Management must be stable, operational, continuous and secretive. The stability of control consists in ensuring its effective functioning and maintaining efficiency, continuity, and secrecy under the influence of a complex tactical situation. It is achieved by organizing and carrying out activities aimed at increasing its security and recoverability; careful camouflage and fortification equipment of command posts; creation of a reserve of forces and means of control. Efficiency of management consists in the timely adoption and implementation of a decision on the current situation in the course of the task. It is achieved by constant monitoring of the actions of subunits and the fulfillment of tasks by them, conducting reconnaissance, and timely setting (specifying tasks) for subordinates.

Continuity of control consists in the ability of a platoon (squad, tank) commander to constantly influence the course of actions of subunits, set tasks for subordinates in a timely manner and receive information from them about the situation. It is achieved permanent functioning means of communication, knowledge of the established control signals by the personnel. Stealth control consists in hiding from the enemy the place of the unit commander in battle order and the kept woman of control signals. It is achieved by careful camouflage of the platoon's command and observation post, observance of the procedure and rules for the use of radio and wire communications, and skillful control of subordinate signal assets in conditions of direct fire contact with the enemy.

In the event of an unforeseen loss of all communication with the senior commander, the platoon (squad, tank) commander must independently make a decision that is most appropriate for the current situation. In combat, the commander of a platoon (squad, tank) must observe the course of the battle, conduct reconnaissance of the enemy, set tasks for subordinates in a timely manner, and skillfully use all fire weapons to defeat the enemy. . All the work of the platoon (squad, tank) commander in organizing the battle is carried out on the ground, and if this is not possible, then he makes a decision, gives a combat order, and organizes interaction in the initial area according to the map (diagram, on the layout of the area). In this case, the combat missions of the squads (tanks) and attached assets are specified by the platoon commander on the ground during the period when they occupy positions (advance them to the line of transition to the attack). The order of work of the platoon (squad, tank) commander depends on the specific situation, the task received and the availability of time.

The platoon commander, having received a combat mission, clarifies it, assesses the situation, makes a decision, conducts reconnaissance, issues a combat order, organizes interaction, combat support and control, training of personnel, weapons and military equipment for combat, then checks the readiness of the platoon to perform combat mission and reports to the company commander at the appointed time. When clarifying the received task, the platoon commander must understand the task of the company and platoon, what objects (targets) in the platoon’s direction of action are hit by the means of senior commanders, the tasks of neighbors and the procedure for interacting with them, the forces and means of reinforcing the platoon to complete the combat mission, as well as the readiness time to complete the task.

Assessing the situation, the platoon commander must study: the composition, position and possible nature of the enemy’s actions, his strengths and weak sides, the location of its fire weapons; condition, security and capabilities of the platoon and attached units; composition, position, character of actions of neighbors and conditions of interaction with them; the nature of the terrain, its protective and masking properties, advantageous approaches, barriers and obstacles, conditions for observation and firing. In addition, the platoon commander takes into account the radiation and chemical conditions, the state of the weather, the season, the time of day, and their influence on the preparation and conduct of combat.

Based on the conclusions from the clarification of the task and the assessment of the situation, the platoon commander alone makes a decision in which he determines the methods for accomplishing the task received (which enemy, where and by what means to defeat, the measures used to mislead the enemy), tasks for squads ( tanks), attached to subunits and firepower, and the organization of command and control. ABOUT decision The platoon commander reports to the senior commander (chief). The platoon commander draws up the decision on the work card.

When carrying out reconnaissance, the platoon commander on the ground indicates the landmarks, the position of the enemy, and the most probable nature of his actions, clarifies the tasks of the squads (tanks) and other issues related to the use of the terrain in battle (places of positions of squads, firing positions of infantry fighting vehicles, armored personnel carriers, tanks, anti-tank and other fire weapons, barriers and passages in them, the route of advancement of the platoon and the places of dismounting of the squads). It is carried out with the involvement of the commanders of full-time and attached units (fire weapons), and sometimes driver mechanics (drivers). In the combat order, the platoon commander indicates: in the first paragraph, the guidelines: in the second paragraph, the composition, position and nature of the enemy’s actions, the location of his fire weapons: in the third paragraph, the task of the company, platoon;

in the fourth paragraph, the tasks of neighbors, objects and targets in the direction of the platoon’s actions, hit by the means of senior commanders, in the fifth paragraph, after the word “I order”, tasks are assigned to squads (tanks), attached subunits and fire weapons, and the commander of a motorized rifle platoon, in addition , tasks directly subordinate to personnel (platoon sergeant, machine gun crew, sniper, orderly shooter) and created groups (fire support, obstacles (undermining and capture). in the sixth paragraph, the time of readiness to complete the task; in the seventh paragraph, their place and deputy. A combat order is issued on the back of a work card.

When organizing interaction, the platoon commander must coordinate the efforts of regular and attached firepower to successful implementation of the assigned task, to achieve a correct and unified understanding by all commanders of squads (tanks) of the combat mission and methods for its implementation, as well as to indicate identification, warning, control, interaction signals and the procedure for actions on them. In order to organize combat support, the platoon commander, in the form of separate instructions, determines the procedure for monitoring and actions of personnel using weapons of mass destruction and high-precision weapons by the enemy, measures for engineering equipment of positions, camouflage, security and the procedure for their implementation.

When organizing technical and logistic support measures, the platoon commander indicates the procedure and timing for receiving ammunition, refueling with fuel and lubricants, carrying out maintenance of weapons and military equipment, providing personnel with food, water and other materiel, as well as monitoring the content of the soldier’s equipment. and sergeants and its proper use. When organizing command and control, the platoon commander specifies (finishes) radio data and the procedure for using radio and signal communications.

Training question - No. 2. "Organization of the battle by the squad leader and work on managing the battle." The squad (tank) commander, having received a combat mission, must: understand the task of the platoon, squad (tank), as well as the tasks of the neighbors, the time for readiness to complete the task, the order and timing of its implementation; find out where the enemy is and what he is doing, as well as the location of his fire weapons; study the terrain, its protective and camouflage properties, advantageous approaches, barriers and obstacles, conditions for observation and firing; determine tasks for personnel and issue a combat order.

In the combat order, the commander of the squad (tank) indicates: in the first paragraph, landmarks; in the second paragraph, the composition, position and nature of the enemy's actions, the location of his fire weapons; in the third paragraph, the task of the platoon and squad (tank); in the fourth paragraph of the problem of neighbors; in the fifth paragraph, after the words “I order”, he sets tasks: the commander motorized rifle department gunner operator (gunner, machine gun gunner of an armored personnel carrier), machine gunners, grenade launcher, sniper, driver mechanic (driver), and, if necessary, the rest of the personnel; the commanders of the grenade launcher and anti-tank squads, in addition, indicate tasks to the calculations; in the sixth paragraph, warning signals, control, interaction and the procedure for actions on them; in the seventh paragraph, the time of readiness for the task and the deputy.

A combat order is given orally in a short form and with the utmost clarity. When assigning tasks to personnel, the squad leader must indicate the place of each subordinate in battle formation (in position) and determine the order of observation and firing. After issuing the order, the commander of the squad (tank) organizes the preparation of the squad (tank) for the task: replenishment of missiles, ammunition, maintenance of an infantry fighting vehicle (armored personnel carrier), tank, performance of the established work on engineering support, and then checks the knowledge of the tasks by the personnel, its security with everything necessary for combat and reports to the platoon commander about the readiness of the squad (tank) for combat.

Fire control is the most important duty of a platoon (squad, tank) commander. It includes: study and assessment of the area; selection and appointment of landmarks; organization of observation of the battlefield; selection of firing positions; assignment (bringing) of fire control signals; reconnaissance of ground and air targets, assessment of their importance and determination of the order of destruction; choice of type of weapon and type of 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 correction; fire maneuver; ammunition control.

The goal of fire control is to make the most complete use of fire weapons to inflict maximum damage on the enemy in the shortest possible time with the least expenditure of ammunition. For fire control, the senior commander assigns unified landmarks and signals. They are not allowed to be replaced. If necessary, the platoon (squad, tank) commander can additionally assign his own landmarks, but when reporting to the senior commander and maintaining interaction, only landmarks indicated by the senior commander are used. Local objects that are clearly visible and most resistant to destruction are chosen as landmarks. When using night sights, local objects with a greater 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. One of them is designated as the main one.

Target designation can be carried out from landmarks (local objects) and from the direction of movement (attack), tracer bullets and shells, shell bursts and signal means, as well as pointing instruments and weapons at the target. Target reconnaissance is carried out by commanders, observers, and, if necessary, by all personnel of a platoon (squad, tank, crew). All-round observation is carried out from infantry fighting vehicles (armored personnel carriers), tanks, in all types of tactical operations. Sectors are assigned depending on the location of sights, observation devices, loopholes and deployment of personnel. First of all, anti-tank weapons, armored vehicles at the forefront and in the nearest depth, crews of machine guns, a sniper, shooters with grenade launchers, aircraft controllers, artillery spotters and commanders are destroyed. target designation), what (name of the target) and what task to perform (destroy, suppress, destroy, etc.).

Educational question - No. 3. "educational work in units during the battle". Information and educational work is carried out purposefully and continuously in any situation, at any stage of daily activities, mobilization and bringing units and subunits to combat readiness, in preparation for battle and in the course of it. The organization and conduct of such work is the responsibility of all commanders, deputies for educational work, heads of combat arms and services. The direct management of this activity is carried out by officers for public state training and informing the bodies of educational work, which bear full responsibility for its condition.

When organizing information and educational work, the activities carried out by the brigade, battalion, company in preparation for the battle and during it, the type of hostilities are taken into account. Information and educational work is organized in two main stages: a) preparatory and b) during the battle. It is reflected in separate measures in the "Plan for the moral and psychological support of preparation for combat and combat". The list of activities in the unit is prepared by the officer of the brigade for state legal training and information. In subdivisions, such events are planned by commanders and their deputies for educational work.

The main groups of these measures can be: measures to transfer the consciousness of personnel from peacetime to wartime; the procedure for instructing and setting tasks for the asset; measures to increase vigilance; conducting political information and state-legal training of personnel; the procedure for supplying units with technical means of education, newspapers, and literature; the procedure for obtaining information and reports to immediate superiors. Based on the requirements of the governing documents, information and reference materials and calculations can be developed for the plan. The experience of the troops shows that among them there may be: a regular job list of an information and combat asset; calculation of the provision of units with technical means of education; inventories of cases and documents to be destroyed and necessary for work in a combat situation, and others.

In order to increase the effectiveness of information and educational work during the period of preparation for hostilities, officers of educational structures and activists prepare Required documents: a certificate of the combat route of the formation (part), forms of combat sheets, sheets of lightning, memos, brochures, materials for conversations, political information, classes in the system of state legal training, extracts from official duties on the organization of information and educational work. They are formed into folders (bags). In addition, stationery, etc. are being prepared. In a company and in a platoon, for carrying out information work, there is usually a portable set of visual information, which may include tablets: “State symbols of Kazakhstan”, “Armed Forces of Kazakhstan”, “Days of military glory of Kazakhstan”, “ Great ancestors bequeathed to us”, “Sons of the Fatherland”, “Combat path of the unit”, “Warrior! Observe security measures”, “Know the potential enemy” and others, maps of the world and the Republic of Kazakhstan, a folder with reference materials, combat sheets, etc.

Commanders (chiefs), their deputies, management officers of the unit (subdivision), officials educational structures, military lawyers, doctors and other specialists, representatives state power, law enforcement agencies, religious denominations, labor collectives, public organizations and patriotic movements. Special attention organizers of information-educational work turn to the choice of forms and methods that depend on the specific tasks being solved by the military team or individual servicemen.

The main forms of work during the preparatory period may be rallies, conversations, meetings, etc.; in the course of hostilities - a personal example of courage, courage, an oral appeal to military personnel, information about those who distinguished themselves in battle and those who were awarded, a story about the heroic deeds of soldiers, a message about the losses suffered by the enemy, etc. Experience shows that the main forms of information and educational Works in preparation for battle are: group and individual conversations, issuance of combat leaflets and lightning leaflets, oral reports, design of wall newspapers and visual information materials, listening to the radio, etc.

Political information is organized with all categories of military personnel. During the preparatory period, it is carried out at the time provided for by the plan of moral and psychological support for the preparation and conduct of combat, and during combat operations - by decision of the commander at a time when direct combat operations are not conducted (in between battles, on halts, etc.) . In the course of information and educational work, they should focus mainly on strengthening military discipline in units and subunits of the joint group, instilling law-abiding behavior among personnel, understanding the need for unquestioning obedience to the order of the commander. For this purpose, special legal information, meetings of soldiers with employees of the military prosecutor's office. The provisions of the Criminal Code of the Republic of Kazakhstan on responsibility for military crimes were explained to the personnel.

Combat informing is organized and carried out with personnel directly performing combat (combat training) tasks. Much attention is paid to bringing to the attention of servicemen memos about combat operations in various conditions, especially in the mountains, in the city, about the procedure for detecting and neutralizing enemy mines, and more. Combat information is designed to widely disclose the initiative, ingenuity, fearlessness and heroism of Kazakhstani military personnel in the performance of their military duty. It is carried out both immediately before the execution, and in the process of implementing combat training missions. The main place here is given to personal contact, issuance of orders, orders and their explanation, transmission of information through technical means of communication, through combat sheets and lightning leaflets. Such informing of the personnel is carried out by commanders, officers of staffs and bodies of educational work, specially appointed people from among officers, ensigns and sergeants. Information is conducted, as a rule, with officers - on the scale of a brigade or battalion, with soldiers and sergeants - on the scale of a company (individual platoon).

In order to explain to the servicemen the features of the upcoming operation, specific combat missions and methods for their solution, a combat information system should be established. 15-20 minute information should be carried out daily in departments, crews, calculations. Use also reading newspapers, bringing to the attention of the personnel information coming from the headquarters and the combined group of troops. Materials for combat information should be prepared by officers of educational structures, and for direct communication to soldiers, unit commanders, their deputies for educational work, staff officers, the most trained soldiers, sergeants and warrant officers from the combat asset who have war experience and participated in peacekeeping missions should be involved. and other places.

Officers must constantly consider the tasks to be solved. So, on the eve of the march, the personnel must be informed of the tasks of the march, the duties of the military personnel, warning signals and the procedure for acting on them. Directly on the march, the commanders, their deputies for educational work must constantly monitor the actions of the personnel, during short stops and halts, bring to the attention of the soldiers the real situation of the troops, explain the decisions of the government of Kazakhstan, the task set. The main source of information in these conditions should be all types of modern technical warning. Officers educators are required to listen to messages, summarize them and bring them to the attention of the military. They should see their main task in that, through continuous personal communication with soldiers to strengthen their morale and psychological state, confidence in their own strength, in the capabilities of military equipment and weapons, psychologically prepare them for combat contact with enemy armed forces.

In the course of hostilities, an increase in the morale and psychological stability of personnel should be facilitated by active work for the timely disclosure of examples of courageous behavior and heroic deeds of colleagues in battles with the enemy. Organize performances of soldiers who distinguished themselves in battles. At the same time, explain the typical mistakes, incorrect actions of individual soldiers, which in a combat situation led to injury or death. In the course of informing, commanders, officers of educational structures should carry out extensive explanatory work to expose enemy propaganda, reveal the true meaning of the enemy, urge not to succumb to provocations, encourage spiritual and combat stamina.

I approve

Head of the military department of KazHJUIU

Colonel A.Konovalov

---------------------- 201.

PLAN

conducting a TACTICAL TRAINING lesson with students.

Topic number 9. Department management

Purpose of the lesson:

1. Reveal general concepts on departmental management.

2. Bring the order and content of the commander's work in organizing the battle

and control of the unit during the battle.

3. Cultivate independence, readiness to solve problems in conditions

difficult environment.

Method: lecture

Time: 2 hours

Venue: classroom

Teaching aids and literature:

1. PBP SV AF RK part 3 pp. 247-257, PBP SV AF RK part 2 pp. 361-383

2. Textbook "Tactics of the squad, tank, motorized rifle and tank platoon."

Astana 2002, pp. 8-31.

3. The text of the lecture on topic No. 7

4. Textbook "Tactics" V. G. Reznichenko. M., Military Publishing, 1988

material support:

1. One of the available technical means learning: interactive

blackboard or computer with digital projector and screen.

2. Stands, posters, schemes. Handout with diagrams and drawings.

Educational questions and approximate distribution time

STUDY PROCESS

1. Introduction: I accept the report of the platoon commander on readiness for the lesson, check the presence of students and their appearance, I announce the topic and objectives of the lesson, convey to students the importance of this topic and proceed to work out educational issues.

2. Main body:

Question number 1.

GENERAL CONCEPT OF UNIT CONTROL IN BATTLE . SPECIFICITY OF UNIT CONTROL IN BATTLE AND REQUIREMENTS FOR IT .

MANAGEMENT BASICS

Management is:

In the purposeful activities of commanders to maintain high combat readiness of units,

Prepare them for battle

And guide them in the performance of their tasks,

And also in the timely implementation of measures that ensure the organization and conduct of the battle.

The highly maneuverable nature of combined arms combat, the continuous increase in the technical equipment of the troops, which entailed increase in the volume of tasks decided by the commander both during the organization and during the battle, have a significant impact on the conditions, content and methods of managing departments.

In the context of the widespread use of nuclear and modern conventional weapons systems, as well as means electronic warfare very strict requirements are imposed on the management of departments.

First of all, it must be:

Resistant to various means of destruction

the enemy, as well as his means of electronic warfare,

Continuous

solid ,

Operational and secretive

Particularly high efficiency is necessary for the commander of a platoon (squad, tank) when performing tasks in reconnaissance and marching security; the slightest delay of the commander in issuing commands in the event of a sudden encounter with the enemy can lead to grave consequences.

The foundation on which the administration building is being erected is the scientific prediction of the upcoming battle. Here it is appropriate to recall the statements about the foresight of General of the Army P.I. Batov: -Front-line commanders know how much thoughts crowd when you look at the area of the upcoming battle for the last time. Like any creation of the hands and will of people, the battle is carried out twice - first in thoughts, and then in reality. “He (the commander - P.B.) must, by the power of fantasy, straining the acuteness of the sense of foresight, survive this first mental battle, the details of which are sometimes imprinted in memory, like frames on a photographic film.” / Batov P, I. In campaigns and battles. M., 1966. S. 200./.

Thus, the commander's foresight, his prudence play exclusively important role when managing units in battle.

Of course, you cannot foresee all the options and they cannot be turned into a template. But if we creatively foresee the development of modern combined-arms combat, then precisely along the path of detailed development of its possible options and must be followed. This will ensure the stability and continuity of platoon control in combat.

Question number 2.

THE ROLE OF THE COMMANDER IN THE MANAGEMENT OF UNIT. MEANS AND MANAGEMENT METHODS.

Commander - organizer of the battle. His will, expressed in orders, directives, commands, sets the units in motion, gives them the most advantageous battle order, directs their joint efforts to achieve victory over the enemy.

As a rule, the platoon commander organizes the following:

- on the ground,

And if this is not possible - in the original area on the map or on the layout of the area. In this case, the combat missions for squads (tanks) and attached assets are specified by the platoon commander on the ground during their advance to the line of transition to the attack.

The management of a subunit in combat is based on the commander's firm conviction that his subordinates are capable of successfully completing the assigned task. Such confidence comes from the level of training, initiative and creativity of each soldier, sergeant, officer individually and their high personal responsibility for the performance of a combat mission.

While trusting the squad (tank) commanders, the platoon commander at the same time, possessing knowledge and experience, constantly monitors (supervises) the progress of preparation of subunits for combat and, if necessary, should provide them with assistance at any time.

The commander of a motorized rifle (tank) platoon controls the platoon:

- on the radio

- teams, submitted voice And signal means ,

And sometimes actions according to principle "Do what I ».

Inside the combat vehicle the commander of a platoon, squad (tank) controls the actions of subordinates:

- teams submitted by intercom ,

AND established signals .

Communication must be organized so that

firstly, it was uninterrupted and reliable and,

secondly, it provided a quick and covert report of decisions and the transmission of orders, instructions, and signals.

fixed assets visual signaling are:

Signal, lighting cartridges,

smoke bombs,

hand smoke grenades,

Illumination and smoke shells and mines,

Flags, lights.

The order of designation of the forward edge, the reached lines and their location, signals of mutual identification (at night), as well as identification of their units by aviation, are established by the higher commander and brought to the commanders of units and personnel when setting tasks.

When operating on foot infantry platoon commander dismounts and stays behind the platoon chain (at a distance of up to 50 m) in a place where it is more convenient to see his platoon and control it.

Part-commander moves directly into the chain.

In combat vehicles remain:

Mechanics-drivers (drivers),

Gunners-operators (gunners)

AND deputy platoon leader ,

through which the platoon commander controls the fire and movement of combat vehicles.

In defense, the commander of a motorized rifle platoon is on the command and observation post (CNP) , which is equipped during the message, or in an infantry fighting vehicle (armored personnel carrier) in a place from where 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, they also perform the duties of observers.

Accommodation KNP company (battalion) must ensure reliable communication with subordinate and cooperating units, regiment (battalion) headquarters, neighbors and within the KNP, covert placement and protection of personnel and controls from weapons of mass destruction, air strikes and precision weapons, as well as continuous control of units in any situation .

The command and observation post of a company (battalion) is usually deployed in the direction of concentration of the main efforts of the battalion, away from landmarks that stand out from the enemy, taking into account the protective and camouflaging properties of the terrain. The place and time of deployment, the order of movement of the KNP company (battalion) are determined in the order.

The command and observation post of a company (battalion) should not be far away from the subunits, especially when advancing at night. The commander must observe the battlefield, receive timely reports on the situation and immediately respond to its changes.

According to the experience of the Great Patriotic War and exercises, the command and observation post of the battalion from the units of the first echelon in the offensive was usually located at a distance of up to 300 m, companies - up to 200 m, in defense, respectively - up to 1.5 km and up to 500 m.

The composition of the KNP mouth usually includes:

company commander,

Deputy company commander for educational work,

senior technician,

Sergeant Major,

Medical instructor.

From the technical means of the BMP company commander.

In each R-123M (R-173) rotary radio station, the companies installed on all BMPs (armored personnel carriers) are included in battalion commander's radio network.

Only the following are allowed to enter:

battalion commander,

Battalion Chief of Staff,

Deputy battalion commanders

Commanders of motorized rifle companies,

mortar battery commander

Commanders of grenade launchers, anti-aircraft missiles, platoons and support platoons,

As well as attached and supporting units,

And motorized rifle platoons performing combat missions separately from motorized rifle companies in the interests of the entire battalion (combat guard, head patrol, guard guard, combat reconnaissance patrol, etc.).

To control platoons when the company commander is outside the BMP (armored personnel carriers), as well as to communicate with motorized rifle platoons operating on foot a radio network is being created company commander on portable radio stations R-148 (R-158).

In a defensive battle, the radio stations of attached tanks located in a company's stronghold can be included in the radio network of a motorized rifle company. Other units assigned to the company are included in the same radio network.

Artillery unit commander attached to or supporting the company, as a rule, is located with the company commander. During the movement of command and observation posts, communication between them is maintained by connecting the radio network of the commander of the attached or supporting unit to the radio network of the company commander.

To ensure control in a motorized rifle battalion available communications platoon, which includes:

- 2 command vehicles BMP-1K (BTR-80-1K), battalion commander and battalion chief of staff, respectively.

- one radio department.

Commander's infantry fighting vehicles are designed to provide the battalion commander with control over subordinate and attached units and for communication with the commander (headquarters) of the regiment, commanders (headquarters) of interacting units.

BMP-1K command vehicle included there are

Two radio stations R-123 (R-173)

Telephone set TA-57,

Tank intercom R-124 for five subscribers,

ASh-4 antennas and a combined whip antenna on an 11-meter mast

IN radio department available by state:

Eight radio stations R-107M (R-159);

15 radio stations R-148 (R-158);

Telephone switch P-193M;

8 km of P-274 field telephone cable;

15 telephone sets TA-57

BTR-80 communications platoon commander.

radio stations.

Low-power ultrashortwave R-123M (R-173), installed on armored personnel carriers, infantry fighting vehicles, tanks and maintenance vehicles, is designed to maintain telephone communication between armored vehicles and ensure control of units during combat operations on combat vehicles.

Radio stations R-107M (R-159), R-148 (158), R-147 (R-157), ultra-shortwave portable, have devices for installation on vehicles and serve to provide radiotelephone communications between units.

The company commander is responsible for organizing communications.

When working at a radio station, you must strictly follow the rules of negotiation. In a platoon, all commands in combat are transmitted over the radio in clear text. When transmitting commands, units are called by call sign, and points of the terrain are indicated from landmarks and by conventional names.

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