Organization of the Army

[Organization of the Army]
[From the U.S. Government Publishing Office, www.gpo.gov]

CIVIL AIR PATROL TRAINING MANUAL No. 1

ORGANIZATION OF THE

ARMY

MARCH 1942

UNITED STATES OFFICE OF CIVILIAN DEFENSE

WASHINGTON. D. C.

TEXT PREPARED FROM
WAR DEPARTMENT SOURCES

CIVIL AIR PATROL

TRAINING MANUAL NO. 1

ORGANIZATION OF THE ARMY
Paragraphs.

Section I. War Department_______________________________ 1-4
II. Organization of the Army_____________________ 5-8
III. Components of the Army______________________ 9-13
IV. Arms and Services___________________________14-28
V. Tactical Organization of the Army___________29-40
VI. Command and Staff___________________________41-46
VII. Territorial Organization for War____________47-52

Section I

WAR DEPARTMENT

1. General.—The primary function of the War Department is the management of tne Army of the United States. In addition to this responsibility, the Department, through its agencies, is charged with the supervision and control of such activities of the Federal Government as Flood Control, Rivers and Harbors, and the Panama Canal, together with other functions assigned to it by the Congress or the President.
2. War Department and National Defense.—a. The Congress of the United States makes available the national resources and manpower to provide for the national defense. The President, as Com-mander-in-Chief of all defense forces, determines the objectives to be attained and insures the availability and cooperation of the armed and civilian defense forces and economic resources to meet any emergency.
5. The War Department prepares plans for the national defense and the use of the military land and air forces for that purpose, both separately and in conjunction with the naval forces, and for the mobilization of the manhood of the nation and of its material resources in emergency
6. Under instructions of the President^ the War Department prepares, mobilizes and organizes the national military resources made available by Congress for the ground and air forces and prescribes the general method of employment of the Army and the measures for maintaining the field forces. It designates the theater or theaters of operations, allocates the various articles of supply, and establishes priorities to meet the military situation.
3. Organization of the War Department.—The War Department is under the direction of the Secretary of War, a civilian answerable directly to the President. The Secretary of War is assisted by the Assistant Secretary of War, the Assistant Secretary of War for Air,

(1)

and the Under Secretary of War (procurement). The Chief of Staff is the immediate adviser of the Secretary of War on all matters relating to the military establishment and is charged with the planning, development and execution of the military program.
4. General Council—For the purpose of reviewing and coordinating matters pertaining to the general policy and major projects of the Army, there is established m the War Department the General Council. The Council is headed by the Chief of Staff and is composed of the Deputy Chief of Staff; the Assistant Chiefs of Staff comprising the General Staff; the Executive Officer for the Under Secretary of War; the Commanding General, Army Ground Forces; the Commanding General, Army Air Forces; and the Commanding General, Services of Supply.

Section II

ORGANIZATION OF THE ARMY

5. Organization of the Army (Chart A).—a. The War Department and the Army are organized so as to provide under the Secretary of War and the Chief of Staff a War Department General Staff, a Ground Force, an Air Force, and a Services of Supply Command, all with headquarters in Washington, D. C., and in addition thereto such numbers of oversea departments, task forces, base commands, defense commands, commands in theaters of operations, and other commands as may be necessary in the national security. (Charts A, B, C, and D illustrate the organization of the War De-gartment, the Army Ground Forces, the Army Air Forces and the ervices of Supply.) This provides two great coordinate fighting arms, ground and air, and relieves them of the distraction and effort required by supply, procurement, and general housekeeping duties, except for experimental development and procurement peculiar to the Air Forces.
&. In this manner there exists in the Zone of the Interior a separate Air Force and a separate Ground Force, each devoted to the development of equipment and to organization and training. These separate commands meet in joint air-ground training. The fighting units created by these separate commands merge into cohesive fighting teams in combat under theater command.
c. To assist the Chief of Staff of the Army, a small, alert, compact air-ground General Staff is provided. This small group of experienced air, ground, and supply officers assists the Chief of Staff in strategic planning and direction, and in coordinating the activities of the three great commands in order to provide theater commanders with the broad directives and with the means for conducting the actual war operations.
d. The General Staff is composed of five divisions, each headed by an Assistant Chief of Staff. These divisions and their designations and general functions are as follows: G-l has to do with personnel; G-2, with the collection, collation and dissemination of military intelligence; G-3, with operations and training; G-4j with supply, transportation, and housing; and the Operations Division with planning for defense.

e. This organization provides the Secretary of War and Chief of Staff with the means to delegate the great mass of detail relative to organization, administration and training to responsible commanders.
6. Army Ground Forces (Chart B).—a. The Ground Forces. Infantry, Cavalry, Field Artillery, Coast Artillery Corps, Armored F orce, and others, are under the jurisdiction of the Commanding General, Army Ground Forces.
b. To coordinate the development of ground forces as a balanced combat team, the functions of all ground forces are the direct responsibility of a single chief, the Commanding General, Army Ground Forces. To maintain desirable special interest, each particular arm is headed by an outstanding representative, but all are closely coordinated to form the ground arms team. In this way duplication and divergencies are eliminated.
7. Army Air Forces (Chart C).—a. The Air Command, under the direction of the Commanding General, Army Air Forces, procures and maintains equipment peculiar to the Army Air Forces and provides air force units properly organized, trained and equipped for combat operations. The Air Command has its own General Staff and administrative set-up. In addition to providing the trained and equipped air units required for independent air striking, the Air Command prepares for combined combat operations with the ground forces.
b. The special schools for enlisted men, for pilots, and for the various specialists included in all units of the Army Air Forces are the responsibility of the Commanding General, Army Air Forces. The unrestricted development of air equipment is assured by charging this commander with responsibility for research, design, development, and procurement of all items peculiar to the Air Forces.
c. A detailed study of the organization of the Army Air Forces will be found in Civil Air Patrol Training Manual No. 3.
8. Services of Supply (Chart D).—a. Under the system of air and ground commands, the organization and training of the Air Forces and the Ground Forces and their fighting technique are coordinated with the development of their weapons and with the lessons learned in actual combat. Their supply in general matters is provided by the Commanding General, Services of Supply. Once troops, air or ground, have been selected for active operations or for an overseas garrison, their respective commanders provide such specialized training as may be necessary prior to their departure. If, on the other hand, they are assembled as a task force for some special operation, they will train under a designated officer, air, ground, or naval, to pass later to the control of a theater commander. The Services of Supply, however, continues to be responsible for their supply and will provide for their transportation to the theater. As stated in paragraph 7 a, above, the Commanding General, Army Air Forces, procures and maintains equipment peculiar to the Army Air Forces.
b. The Commander of the Services of Supply relieves the Chief of Staff of a great burden of administrative planning, including budgets, personnel inductions, records, etc. He controls the Corps Area Commanders and all their subsidiary functions.

c. The Commanding General of the Services of Supply, as to procurement and related matters, acts under the direction of the Under Secretary of War.
d. Such supply arms and services and War Department offices and agencies as are indicated below come under the direct command of the Commanding General, Services of Supply:
(1) Those parts of the office of the Under Secretary of War engaged in functions of procurement and industrial mobilization.
(2) The Budget Advisory Committee.
(3) The Surgeon General.
(4) The Chief of Engineers (except with respect to civil functions, for which he will report directly to the Secretary of War.)
(51 The Chief Signal Officer.
(6) The Quartermaster General.
(7) The Chief of Ordnance.
(8) The Chief of Chemical Warfare Service.
(9) The Chief of Finance.
(10) The Judge Advocate General (except with respect to courts martial and certain legal matters for which he will report directly to the Secretary of War). The Commanding Generals, Army Ground Forces and Army Air Forces may request legal opinions from The Judge Advocate General direct.
(11) The Adjutant General.
(12) The Provost Marshal General.
(13) The Chief of Special Services.
(14) The Chief of Chaplains.
(15) All corps area commanders.
(16) All general depots.
(17) Ports of embarkation, staging areas, and regulating and re-consignment stations for oversea shipments.

Section III

COMPONENTS OF THE ARMY

9. Manpower of the United States.—The potential military forces of the United States consist of all the citizens of the United States who are able to render military service in any capacity. The organized Army forces of the United States consist of the Regular Army, the National Guard, and the Organized Reserves. In the event of a mobilization for a major emergency, these three components lose their identity as separate elements through amalgamation into the Army of the United States.
10. Regular Army.—The mission of the Regular Army in time of war is twofold:
a. To form, with the National Guard, an initial protective force in case of national emergency.
J. To furnish cadres for training and organizing the other components of the Army of the United States.
11. National Guard.—The National Guard has two aspects:
a. As a State force it may be employed by the State to the extent permitted by its own constitution, subject to the limitations implied in the Constitution of the United States. It may also be “called”

forth by the President to execute the laws of the Union, suppress insurrection, and repel invasion, as provided by the Constitution of the United States and the Dick Act. When so “called,” it is the “National Guard in the service of the United States” and in this capacity can be used for these purposes only.
o. When authorized by Congress, the President may “order” any or all units and the members thereof into the active service of the United States as “National Guard of the United States.” In this case all such persons are relieved from duty in the National Guard of their respective States so long as they remain in active Federal service. Upon being relieved from this service they revert to their previous status as National Guard of the State.
12. Organized Reserves.—a. The Organized Reserves consist of the Organized Reserve units, and members of the Officers’ Reserve Corps, and of the Enlisted Reserve Corps assigned thereto.
5. The Officers’ Reserve Corps is composed of selected citizens who voluntarily accept commissions in that corps as officers of all grades of the Army. It provides the great mass of officers required for war. In time of national emergency expressly declared by Congress, the President may order Reserve officers to active duty for any period of time. He may also order them to active duty under other circumstances, but for not more than fifteen days in one calendar year without the consent of the officer concerned.
c. The Enlisted Reserve Corps is composed of persons voluntarily enlisted for service in this corps. Members of the Enlisted Reserve Corps may be placed on active duty in the same manner as are members of the Officers’ Reserve Corps.
d. Organized Reserve units are composed of officers of the Officers’ Reserve Corps, and enlisted men of the Enlisted Reserve Corps. For purposes of training and administration a small cadre of officers and enlisted men of the Regular Army may be detailed with these units.
13 . Peace to War Footing.—a. The transition from peace to war footing, when authorized by Congress, involves the problem of increasing the Regular Army to war strength, and the ordering of the National Guard of the United States and Organized Reserves into the active Federal service, and bringing the Army of the United States to war strength.
b. The additional personnel necessary for this may be obtained by voluntary enlistment, or by the application of a Selective Service Law, when authorized by Congress.

Section IV

ARMS AND SERVICES

14. Classification of Troops.—The units comprising the Army of the United States fall into two functional subdivisions, the arms and the services.
a. The arms engage directly in combat and are known collectively as the line of the Army.
b. The services are charged with serving the line of the Army by performing the necessary functions of administration, supply, and evacuation.

15. Combined Arms and Services.—No one arm wins battles. The combined action of all arms and services is essential to success. The characteristics of each arm and service adapt it to the performance of its special function. Organization and training are based upon the principles of their combined employment. The higher commander coordinates and directs the action of all, exploiting their powers to attain the ends sought.
16. Motorization and Mechanization.—The universal employment of motors for the transportation of personnel and matériel has resulted in the development of three new types of military organizations: motorized forces, armored forces, and mechanized forces.
a. A motorized force is one in which all of the matériel and the bulk of the personnel is transported on unarmored motor vehicles, but in which the infantry still fights on foot.
&. An armored force is a combined force comprising assault and supporting troops of more than one arm or service transported in wheeled or track-laying type motor vehicles, the bulk of which are equipped either with partial or complete armor.
c. A mechanized unit denotes one in which the bulk of the combat vehicles are equipped with armor, each such vehicle being self-contained as to crew and weapons.
17. Infantry.—a. Infantry is essentially the arm of close combat. It can drive the enemy out of position, occupy the ground it has seized, and defend it against hostile counterattack. Its principal weapons are the rifle with bayonet and the machine gun (both light and heavy). In addition it is equipped with grenades (hand and rifle), mortars, and antitank weapons.
t>. Infantry is capable of independent action, but usually it requires the support of artillery or other arms in overcoming hostile resistance.
c. Iniantry can move in all kinds of terrain ; its operative mobility can be greatly increased by the use of motor transport.
18. Cavalry.—a. Cavalry is classified as Horse Cavalry and Mechanized Cavalry. Cavalry is characterized by a high degree of mobility ; its special value is derived from the rapidity and ease with which power can be displaced from one position to another.
Horse Cavalry is equipped with weapons similar to those of infantry. It habitually maneuvers mounted; it ordinarily fights on foot. Dismounted, it has the same capabilities as infantry. The distinctive characteristic of horse cavalry is rapid cross-country mobility under practically all conditions of time, weather, and terrain.
c. Mechanized Cavalry is equipped with armored reconnaissance and fighting vehicles and is armed with a high percentage of automatic weapons.
d. Units consisting partly of mechanized reconnaissance units, partly of Horse Cavalry portée (carried in trucks), take full advantage of both types of mobility possessed by the cavalry in order to execute missions of reconnaissance, cojmterreconnaissance, and security for large units.
e. All Cavalry units are also equipped with armored reconnaissance vehicles which are armed as well as armored.
19. Field Artillery.—a. Field Artillery is an arm of relatively long range combat. Its principal weapon is the cannon, and fire is its sole means of combat. Artillery fire possesses great power of de

struction, neutralization, and a high degree of flexibility, which can be controlled by the commander to influence the battle.
b. The Field Artillery has two principal missions in combat :
(1) It supports the other arms by fire, engaging those targets which are most dangerous to the supported arms.
(2) It gives depth to combat by counterbattery fire, by attacking hostile reserves, and by dislocating the enemy’s communication system and agencies of command.
20. Coast Artillery Corps.—a. The Coast Artillery Corps has two principal missions :
(1) To attack hostile naval vessels by means of artillery fire and submarine mines.
(2) To combat hostile aircraft by means of fire from the ground.
b. Seacoast artidlery comprises all the artillery, whether fixed or mobile, employed against hostile naval vessels. Mobile seacoast artillery comprises railway artillery, truck-drawn and tractor-drawn artillery. Mobile artillery employed with seacoast artillery includes truck-drawn antiaircraft artillery.
c. Antiaircraft artillery is equipped with antiaircraft guns, automatic cannon, machine guns, searchlights, detectors and matériel required for observation, fire-control, and signal communications. These means of antiaircraft defense are combined in mobile and semi-mobile regiments. For specific tasks these means are combined in the gun, the automatic weapon, or the machine-gun separate battalion. Such battalions are mobile or semimobile units.
d. (1) Seacoast artillery is organized tactically into groups and groupments. Geographically, seacoast artillery is organized into harbor defense commands and these in turn into districts.
(2) Antiaircraft artillery regiments are organized into brigades.
21. Corps of Engineers.—a. The Corps of Engineers is essentially skilled in all field construction and certain other forms of work designed to increase the combat effectiveness of troops, facilitate their movement, and hinder the movement of the enemy.
b. For the accomplishment of these purposes, the Corps of Engineers is trained and equipped to perform the following field duties :
(1) Insure the availability of routes of communication by the construction, maintenance, and repair of roads, railroads, and bridges; the supply and construction of floating bridges; the operation of ferrying equipment; and the construction of landing fields.
(2) Deny roads and other approaches to the enemy, by demolitions, mines, or other forms of obstructions.
(3) Build all structures that require special equipment and training for their construction.
(4) Operate all utilities not specifically assigned to some service.
(5) Supply general supervision and certain special engineer materiel to other troops in the construction and camouflage of field works.
(6) Supply maf)S, mapping equipment, and all special engineer matériel.
c. Engineers are also trained and equipped to take part in combat in case of necessity.
d. Additional functions of the Corps of Engineers are the construction, maintenance and repair of buildings, structures and utili-

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ties for the Army ; the acquisition of real estate, issuance of licenses in connection with government reservations and the operation of water, gas, electric and sewer utilities provided that utilities pertinent exclusively to any branch of the Army may be operated by such branch.
22. Signal Corps.—a. Signal Corps troops install, maintain, arid operate the signal communications of the large unit to which they are assigned. The control points of this system are the command posts (message centers) and advanced message centers of large units.
&. Signal Corps troops assigned to divisions, corps, and armies comprise construction units for the installation of wire circuits ; operating units for the operation of message centers, messenger service, and wire, radio, and visual communication ; and supply units for the supply of signal equipment. In addition, signal troops assigned to armies include units for employment with the signal intelligence, photographic, and pigeon service of the Army.
23. Chemical Warfare Service.—While the Chemical Warfare Service is not classed as an arm, chemical troops supplement the arms in employing chemical agents. Chemical regiments, separate battalions, and separate companies are especially trained and equipped to support the arms with smoke and gas. Chemical depot and maintenance companies provide for the supply and maintenance of Chemical Warfare Service supplies. Other special units are also provided for decontamination of important areas and chemical field laboratories for the analysis of chemical means and methods employed by the enemy.
24. Army Air Forces.—a. The Army Air Forces combat hostile aircraft, operate in conjunction with ground and naval forces in land arid sea warfare, and conduct independent attacks against enemy objectives on land and sea.
6. Air operations may be restricted by hostile air force operations, by antiaircraft measures, by the lack of air bases, and by adverse weather conditions.
c. The mobility, speed, and range of aircraft make possible their rapid intervention at critical points in a theater of operations, rapid movements between widely separated theaters (subject to availability of bases and service and maintenance personnel), and deep incursions into enemy territory.
The operating range and firepower, including bomb load, vary inversely one with the other, depending as they do upon the distribution of the useful load between fuel and ammunition.
d. Tactical missions of aviation include air attack against surface matériel and personnel objectives, air fighting against hostile aircraft, reconnaissance and observation, mapping, and transport.
e. The term combat aviation refers to bombardment and pursuit (interceptor) aviation.. The term bombardment aviation is applied to units whose primary function is the attack of surface objectives. The term pursuit (interceptor) aviation is applied to units whose primary function is air fighting.
f. The term reconnaissance aviation is applied to units whose primary function is reconnaissance of distant objectives. The term photographic aviation is applied to units whose function is photographic reconnaissance and air mapping photography. The term observation aviation is applied to units whose primary functions are

reconnaissance and observation of near objectives, observation of artillery fire, and maintaining contact between elements of our own ground forces. Balloon units are included within the term observation aviation.
g. Transport aviation is employed to transport Air Force personnel, certain Air Force supplies, special units of Infantry and other troops dispatched on distant missions in friendly or hostile territory and emergency supplies to fast-moving or isolated ground units.
h. Training and special purpose aviation is organized, equipped, and trained especially for the training of flying personnel and other special purposes not connected with air operations.
i. In the hands of the higher commanders, combat aviation constitutes a powerful means for influencing battle. The hostile rear area may frequently be the most favorable zone of action for combat aviation, since operations in this area permit the full utilization of striking power against concentrated targets with minimum losses and maximum results. On the other hand, massed air attack in direct support of the ground troops will often be required to obtain quick and decisive results. By a careful estimate of each situation, the higher commapder must determine where and in what strengths the combat aviatioh will be employed to assure the accomplishment of the mission.
Support by combat aviation is also required by mechanized and motorized units, particularly when operating beyond the range of friendly artillery. In all cases, the effectiveness of air support of ground troops is dependent upon careful coordination, close cooperation, and rapid signal communication.
£ Because of the speed and powers of evasion inherent in all aircraft, air fighting is generally of brief duration and the results are often indecisive. As a result, unless greatly superior, aviation, is incapable of controlling the air in the same sense that surface forces can control an area and can therefore reduce hostile air operations only to a limited extent. The desired coordination of all antiaircraft defense measures in any large area is usually effected by the organization of a command for air defense. Operations of aircraft, in defense of ground troops and installations must be coordinated with those of the antiaircraft artillery. This applies particularly to the employment of pursuit aviation which is designed primarily for defensive missions in the antiaircraft security of important areas and ground installations, and the protection of ground troops and their observation aviation beyond the range of antiaircraft artillery.
k. Aircraft communicate with the ground by various means, including radio, drop and pick-up messages, sound and visual signals, and, in the case of the balloon, telephone.
I. Air bases, suitably located, are essential for the operations of heavier-than-air aviation.
25. Qartermaster Corps.—The Quartermaster Corps in the theater of operations is charged with the procurement and distribution of subsistence, clothing, and all items of equipment of standard manufacture used by two or more arms or services.
26. Medical Department.—The Medical Department is charged with the preservation of the health of the command and with the care and treatment of sick and wounded men and animals so that casual

ties may be converted promptly into replacements. Medical detachments are assigned or attached to all units larger than the company. Medical battalions and medical regiments are provided for the collection of casualties from unit aid stations and for their transportation and temporary treatment pending their removal to surgical or evacuation hospitals. Hospital trains are provided for evacuating patients to general hospitals and convalescent hospitals. Other medical units include supply depots, laboratories, aviation medical examining units, auxiliary surgical groups, general dispensaries, and station hospitals. The veterinary service includes veterinary detachments, veterinary companies, evacuation hospitals, general hospitals, and convalescent hospitals.
27. Ordnance Department.—The Ordnance Department in the field is charged with supply and maintenance of arms, ammunition, and special vehicles. Ordnance units are organized into companies, known as maintenance companies (light, medium, and heavy) ; ammunition companies, and depot companies.
28. The Staff.—a. General Staff Corps—-The General Staff Corps has for its purpose the furnishing of professional aid and assistance to higher commanders, and of coordinating the actions of all subordinate units.
S. Special Staff.—(1) The Adjutant General’s Department furnishes specialized administrators for higher commanders. It is charged with the publication of orders, the preservation of records, supervision of the Army Postal Service, recruiting, and such other duties as may be assigned to it.
(2) The Inspector Generals Department is charged with all investigations and inspections of an administrative nature.
(3) The Finance Department is charged with all fiscal matters, including the payment of the troops.
(4) The Judge Advocate General’s Department furnishes legal advisers to the Secretary of War and to the commanders of higher units.
(5) The Chaplains serve the moral and religious needs of the entire personnel of the command to which assigned.

Section V

TACTICAL ORGANIZATION OF THE ARMY

29. Purpose of Large Tactical Organizations.—a. The purpose of military organization is the creation of units in which the various arms and services are so balanced that these units will be most effective towards the achievement of a single military purpose. .
F The principle according to which large tactical organizations are formed is to create a unit as powerful as possible on the battlefield, yet possessing a high degree of mobility, and capable of unified control ; unit organizations should be flexible to permit reinforcement for special situations, yet sufficiently definite to permit joint training and the development of organization spirit and morale. As these requirements are in part mutually exclusive, existing organizations are at best a compromise, subject to revision and change, as the methods of warfare themselves change.
c. Special weapons and other means not always required in all situations are pooled in higher units for attachment to subordinate units

ORGANIZATION OF THE ARMY

CHART A

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ORGANIZATION OF THE ARMY GROUND FORCES

CHART 8

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ORGANIZATION OF THE ARMY AIR FORCES

CHART C

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ORGANIZATION OF THE SERVICES OF SUPPLY

CHART 0

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as the latter require them. By this means greater flexibility and economy of manpower and equipment are achieved in organization.
30. Division.—a. The division is the basic large unit of the ground forces. It comprises a headquarters and troops of the essential arms and services, all in correct proportion and so arranged as to make it tactically and administratively a self-contained force capable, to a limited extent, of independent action.
&. In the United States Army a division is the normal command of a major general. Assigned for his assistance are members of the General Staff Corps as well as officers of the arms and services to provide the members of his personal, general, and special staffs.
c. A division at war strength may total approximately 15,000 men.
31. Cavalry Organizations.—a. All types of cavalry organizations áre designed to take fullest possible advantage of the great mobility and fire power possessed by this arm.
&. Mechanized cavalry comprises those cavalry units whose principal items of equipment consist of armored reconnaissance and combat vehicles, either wheeled or track-laying type. Such elements are incorporated in the horse cavalry regiment, the cavalry regiment (horse and mechanized), and both the infantry and cavalry divisions.
32. Army Corps.—a. Two or more divisions may be grouped into an army corps. In addition to the divisions an army corps consists of a headquarters and certain organic corps troops. The corps troops provide additional supporting units required in varying degree by the divisions under different tactical situations.
b. The army corps is a tactical and combat unit, but not an administrative one. In matters of administration and supply the divisions deal directly with the next higher echelon, the army. This permits greater flexibility in the grouping and regrouping of divisions into army corps as the tactical situation changes.
c. The following is a type corps:
Corps headquarters
3 divisions
Corps troops:
1 headquarters company
1 military police company
1 signal battalion
1 ordnance battalion (headquarters and 3 medium maintenance companies)
1 medical battalion
1 antitank battalion
1 antiaircraft regiment
2 engineer regiments, combat
1 topographic company
1 cavalry regiment, horse and mechanized
1 field artillery brigade comprising—
Headquarters and headquarters battery
2 regiments, 155-mm howitzers
1 regiment, 155-mm guns
1 battalion, observation
Air Force units:
Suitable units from the Army Air Forces

Quartermaster units :
2 truck companies
1 light maintenance company
1 gasoline supply company
1 service company
Attached medical
Attached chaplains
d. An army corps of three divisions at war strength may aggregate roughly 60,000 men and is the normal command of a lieutenant general.
33 . Army ^i. e., the field army).—a, The army has territorial, tactical, and administrative functions. It is organized in all of its branches for operation and administration, and is capable of independent action whenever required. It is, in modern war, the main battle unit. It plans, directs, and maintains the battle, and at the same time executes the administration, supply, and evacuation functions related thereto. It consists of two or more corps and of army troops.
ô. Army troops provide additional supporting units required in varying degree by the corps and divisions comprising it under different tactical and logistical situations.
c. The organization of the army will be influenced by the location of the theater of operations, the hostile capabilities, and the type of warfare anticipated. In order to have some objective, however, for organizing army troops a type field army organization is assumed. This organization is subject to constant ^modifications as new weapons, new technique, and new tactics are being developed throughout the world.
d. The following is a type field army:
Army headquarters
3 army corps of 3 divisions each
Army troops :
Miscellaneous—
1 headquarters company, field army
1 military police battalion
1 chemical field laboratory
1 chemical depot company
1 chemical maintenance company
3 chemical decontamination companies
1 chemical impregnating company
1 antitank battalion

Signal—
2 signal battalions
1 radio intelligence company
1 pigeon company
1 signal depot company
1 photo company

Ordnance—
2 ammunition battalions (each 6 ammunition companies)
1 maintenance battalion (2 medium and 1 heavy maintenance companies)
3 depot companies

Antiaircraft artillery brigade (headquarters and 3 regiments) Engineers—
3 regiments, general service
6 battalions, separate
2 companies, dump truck
1 battalion, topographic
1 battalion, camouflage
1 battalion, water supply
1 company, shop
1 company, depot
2 battalions, heavy ponton
4 companies, light ponton
Aviation—
Suitable units from the Army Air Forces Medical—
3 medical regiments
10 evacuation hospitals
8 surgical hospitals
1 convalescent hospital
1 medical laboratory
1 medical supply depot
1 veterinary company, separate Quartermaster—
1 regiment, truck
3 battalions, light maintenance
1 company, car
2 regiments, service
1 battalion, gas supply
1 company, depot
1 company, depot (MTC)
1 battalion, sterilization and bath
e. A field army, if organized somewhat along the lines indicated above, would at war strength represent a total of approximately 250,000 men, and would be normally commanded by a general.
34. Numerical Designation of Troops.—a. Divisions are referred to in Arabic numerals, army corps in Roman numerals, and armies are written out in full. Thus: 26th Infantry Division, IV Army Corps, Third Army.
Z>. Army corps are usually numbered to correspond to the corps areas from which they are recruited. Thus the IX, XIX, and XXIX Corps would normally come from the IX Corps Area.
35. Groups of Armies.—Two or more armies may be organized into a group of armies under , a designated commander. This is advisable when the front of the theater of operations is so extended, or the number of armies is so large as to be difficult of direct control by one headquarters. It may also be advisable when several armies are separated from others by obstacles or have a different strategic mission. The commander of each group, assisted by an appropriate staff, directs the combat operations of his group under the general instructions of the commander of the theater of operations. The group of armies has no administrative functions.

36. General Headquarters (GHQ).—GHQ comes into existence on the outbreak of war. It is composed of the general officer selected to command all the troops in the theater of operations, his staff, and a few small units for administration, guard, and communications. GHQ has direct control of all units located in the theater of operations not assigned to armies in the field, which thereby form a pool of reinforcing units available for assignment to armies or groups of armies, as the situation warrants, called the GHQ reserve.
37. Large Units.—The term large units as used in this manual refers to divisions and larger units.
38. Subordinate Units.—a. In each arm or service, the company (troop, battery) or similar unit is the basic administrative unit. It contains all tne agencies required for subsistence, interior economy, and administration. For purposes of tactical control and training, each company is subdivided into smaller units.
b. The battalion (squadron) or similar unit is the basic tactical unit. It is composed of a headquarters, two or more companies or similar units, and certain special units, organic and attached. Unless organized as a separate battalion it has few administrative functions.
c. The regiment is both an administrative and a tactical unit. Ordinarily, it consists of a headquarters, a headquarters company and service company, either separate or combined, and two or more battalions or similar units. It may also include a company or similar unit in which certain special weapons and means are assembled for tactical purposes, economy, instruction, and administration.
d. The brigade, a tactical organization composed of two or more regiments of the same arm, ordinarily is not included as a subordinate unit of a division. When organized as a separate brigade, it may include units of other arms and services and may have administrative functions.
e. In infantry organizations at war strength, a typical company would aggregate approximately 225 men; a battalion, 900 men; and a regiment, 3200 men.
/. The basic administrative and tactical unit of the Air Forces is the squadron. This unit represents a total of from 275 to 325 men, depending upon the class of aviation (such as bombardment or pursuit) . The group, composed of two or more squadrons of a single class, is the principal tactical unit and contains all the essential elements necessary for operation, maneuver, and combat. The next higher Air Force unit is the wing which consists of two or more groups of either the same or different classes of aviation.
39. For economy and flexibility in the assignment to tasks, the means not habitually required by a unit are pooled and organically assigned to a higher unit. These means may then be allotted to subordinate units in accordance with their requirements for particular operations.
40. To insure unity of effort or increase readiness for combat, part or all of the subordinate units of a command may be formed into one or more temporary tactical groupings (task forces), each under a designated commander. In each, the unity of tactical organizations is preserved as far as practicable. In an infantry division, the term combat team is usually applied to a task force consisting of

a regiment of infantry, a battalion of artillery, and essential units of other arms in suitable proportion.

Section VI

COMMAND AND STAFF

41. Basis of Command.—Tactical organization for command is based on the progressive formation of successive groups, the smallest group consisting of the maximunijnumber of individuals which can e successfully controlled by one ^jersony-each^uccessive group containing the maximum number of the next lower groups which can. be controlled by one person. The efficacy of command is fundamentally based on intimate personal contact between the commander and his troops. As the size of the command increases, the problem of personal contact becomes increasingly difficult, but loses none of its importance. It is as vital for the general who commands a division, a corps, or an army to keep in personal touch with the command on the battlefield, on the march, and in camp, as it is for the platoon leader to keep in personal touch with the members of his platoon.
42. Principles of Command.—a. The exercise of command produces individual or collective military action or nonaction on the part of subordinates, regardless of the will of the latter. A commander of an organization or unit is its controlling head, and, subject to orders from a proper superior, is responsible for everything the command does or fails to do, collectively and individually. It follows, therefore, that the commander of an organization must make his authority felt and cause his will to be obeyed by each individual member of the command, whether he deals directly with the individual or through subordinate commanders. For example, the squad leader personally commands, supervises, and controls the members of the squad. The lieutenant commands his platoon by dealing directly with the sergeants, and through them controls the individual members of the squads. And so on up through other units in succession to the army, each commander, so far as the transmission of orders is concerned, dealing with the commanders of the next lower units.
All orders and instructions from a higher unit for a subordinate unit are given except in emergency situations, to the commander thereof, and all orders and instructions for subordinate units emanate from their immediate commander. By this means alone authority and responsibility are definitely fixed and the channels of command definitely established. The succession of subordinate commanders through whom a commander exercises his authority and control is known as the “chain of command.”
c. In this grouping of units under one commander, a point is soon reached in the ascending scale where the multiplicity of details devolving upon the commander are too numerous to be handled in person and leave time for consideration of the broader phases of command, such as the determination and execution of plans and policies and the supervision of operations. Beginning at this point, each unit is provided with an appropriate staff. By the term “staff”

is meant the personnel who help the commander in the exercise of the functions of command by professional aid and assistance. Divisions and larger units have both a general staff and a special staff. In units below a division, the staff consists of officers and enlisted men assigned to duties corresponding to those of the staffs of the higher units.
d. The introduction of the staff into a unit does not alter the basic principles of command and responsibility. General staff officers assist the commander by performing such duties pertaining to the functions of command as may be delegated them by regulations or given them by the commander. Special staff officers assist the commander and his general staff in an advisory capacity in matters pertaining to their special arms or services. The staff does not form a link in the chain of command, or in any other,way take from or add to the authority and responsibility of commanders. Command, therefore, is exercised through a succession of subordinate unit commanders (the chain of command) each aided and assisted by various individuals and agencies, known collectively as the staff.
e. The staff has but one purpose, to assist the commander in his mission. It prepares information for the commander, converts the ideas and wishes of the commander into plans and orders, works out all matters of detail in connection therewith, and conveys them to the troops. It observes, anticipates, and initiates any necessary action in the field to which it is assigned.
f. All orders or instructions issued by a staff officer, as such, are issued in the name of the commander. A staff officer, per se, has no authority to command. There is but one commander, and the decentralization of functions incident to the proper performance of staff duties is never permitted to constitute an excuse for departing from the established chain of command.
43. General Staff.—a. The general staff for divisions and larger units consists of a chief of staff, a personnel section¹ (G-l), a military intelligence section¹ (G-2), an operations and training section¹ (G-3), and a supply section¹ (G-4). This staff is provided to render professional aid and assistance to the commander, to act as his agents in harmonizing the plans, duties, and operations of the various organizations and services under his jurisdiction, to prepare detailed instructions for the execution of the plans of the commander, and to supervise the execution of such instructions.
&. The chief of staff (or executive in brigades, regiments, and lower units) is the principal assistant and advisor or the commander. He transmits the will of the commander to those who execute it and is the principal coordinating agency which insures the efficient functioning of the staff and of all the troops. He directs and coordinates the work of the four sections of the general staff in all their relations with the special staff, with the troops, and with each other.
c. The personnel section (G-l) (represented by the adjutant in some divisions, in brigades and lower units) is charged with the general staff functions which relate to the personnel of the command as individuals.

¹ In brigades and lower units the four sections performing the functions pertaining to G-l, G—2, G-3, and G-4 are designated 8-1, 8-2, 8-3, and 8-4.

d. The military intelligence section (G-2) (represented by the intelligence officer in brigades and lower units) is charged in general with the collection and evaluation of information concerning the enemy and the dissemination of the resulting military intelligence. Its primary function is to keep the commander and all others concerned informed regarding the enemy’s situation. It maintains close liaison with the intelligence sections of higher, lower, and adjacent units, with the air officer in arranging for aerial reconnaissance, and with the engineer in arranging for suitable maps.
e. The operations and training section (G-3) (represented by the plans and training officer in brigades and lower units) is charged, in general, with those functions of the staff which relate to organization, training, and operations. From the nature of its duties, it must maintain the closest cooperation and collaboration with the other staff sections. One of its most important duties is to arrange the details for coordination of effort and employment in combat of the combined arms. To this end, full use is made of the expert advice and assistance of the commanders of artillery, aviation and engineer troops, and of the other special staff officers such as the signal or communication officer.
/. The supply section (G-4). (represented.by the S-4 in brigades and lower units) is charged, in general, with all supply arrangements. It keeps in constant touch with the operations and training section so as to keep informed of changes in the tactical or strategical situation, which will necessitate changes in the supply arrangements or the traffic circulation and control. It is responsible for the assurance of such supply arrangements as will accord the utmost freedom of action to the command.
g. It should be noted that the organization of the general staff with troops is based on functional classification. Therefore, no section of the general staff controls the operation of any arm or service as such, but as a section handles the matters that pertain to it regardless of the arm, service, or agency in which the subject matter originated.
44. Special Staff.—a. The special staff is composed of a group of specialists designed to furnish advice to the commander and his general staff on technical matters and for the operation of administrative agencies. The senior officer commanding a subordinate unit of an arm or service may act also as a special staff officer for the commander for matters pertaining to his specialty.
&. The composition of these staffs varies with each headquarters, only those members being provided who are necessary for technical advice and the operation of the agencies present with the command.
45. Staffs of Lower Units.—The underlying principle of staff function is the same for all units. There is, however, an important difference in staff duties between the lower and higher units. In the brigade, regiment, and lower units, staff officers are provided, but more of them are charged with functions of execution or operation in addition to their duties as staff officers. As staff officers, they assist the unit commander in the exercise of command; as administrative officers of the unit, they operate their respective units and command the personnel belonging thereto. The two functions are entirely

separate and distinct in character, in methods of procedure, and in source of authority, and are exercised separately and independently.
46. Signal Communication.—Signal communication comprises all methods and means employed to transmit orders, reports, and other official messages? except those sent by mail or by personal agents. Within each unit, the system of signal communication is complete. However, to insure teamplay and coordination of effort, each such system is an integral part of the system of the next higher command. Therefore, commanders exercise tactical direction and technical control over the signal communication of their subordinate tactical units.

Section VII

TERRITORIAL ORGANIZATION FOR WAR

47. Theater of War.—The theater of war comprises the entire area of land and sea which is, or which may become, involved in the operations of war. That part of the theater of war within the field of operations of each belligerent is divided into a zone of the interior and a theater or theaters of operations.
48. Zone of the Interior.—The zone of the interior generally comprises that part of the national territory not included in a theater of operations. It may include allied territory or hostile occupied territory. The mission of the zone of the interior is to exploit and develop the national resources in men and material required for military purposes and to supply the means required by the commanders of field forces at such time, quantities, places, and in such a manner and form as will insure to them the freedom of action necessary for the accomplishment of their missions.
49. Theater of Operations (see fig. 1).—A theater of operations covers the part of the theater of war that is organized for combat. It comprises all the territory that it is desired to invade, all that it is necessary to defend, and all that which is necessary for the supply establishments pertaining to the forces in the theater of operations. It may be in friendly or hostile territory. More than one theater of operations may be organized when it is necessary to carry on separate operations at great distances from each other, each having different lines of communications and separate missions.
50. Communications Zone.—a. The communications zone is that part of the theater of operations which contains the primary establishments of supply and evacuation, lines of communications, and other agencies required for the immediate support and maintenance of the troops in the theater of operations of which it forms a part. It connects the combat troops with the zone of the interior.
b. The communications zone includes all territory between the rear boundary of the theater of operations and the combat zone. Laterally, it includes all the area necessary to provide for the proper operation of supply, hospitalization, and transportation facilities, and evacuation, and for the defense of the line of communications. Its lateral boundaries usually coincide with the lateral boundaries of the theater of operations. The prime essential is that it meet and fit in with the plan of operations and that it be based on a careful study of the

actual conditions? especially as to routes of transportation, in the theater of operations.
c. The mission of the communications zone is to relieve the combatant forces from every consideration except that of defeating the enemy in battle.
51. Sections of Communications Zone.—In order to secure centralized control and decentralized operation of supply, administration, and defense, the communications zone may be subdivided territorially

into one or more base sections and one or more sections in advance thereof. When the depth of the zone is considerable, there is normally an advance section. If the communications zone is very extensive, an intermediate section may be established between the base and advance sections. The extent of this subdivision is determined by the location of centers of commerce and population, the location and direction of the principal lines of communications, and the number of activities and total personnel that can be supervised by one

52. Combat Zone.—The combat zone comprises that part of the theater of operations required for the operations of the combatant forces in contact with the enemy. It is divided into army areas, each army area into an army service area and an army combat area. The latter is divided into corps areas, and these in turn into division areas. Each army, corps, and division area covers the area of operations of the unit to which it pertains and is under control of the commander thereof. An army service area normally covers the territory between corps rear boundaries and the forward boundary of the communications zone, and is established for the purpose of giving the army sufficient area within which to establish its administrative installations. When the armies are formed into groups, the army service areas of the constituent armies may be combined into one area for the group.

U. S. GOVERNMENT PRINTING OFFICE i 1942