SOVIET VOROSHILOV ACADEMY LECTURES
HANDBOOK

I. THE STRUCTURE AND ORGANIZATION OF FIELD TROOP CONTROL ORGANS

The Commander

The division commander is the principal organizer of the troop's combat operation. His duties include:
- making decisions;
- assigning missions;
- organizing interaction and combat support;
- continuously controlling the forces in combat;
- monitoring the accomplishment of assigned missions;
- helping the troops to achieve the assigned objectives.

The commander is assigned to assess and analyze a combat situation and foresee possible changes. He must make timely decisions on major issues and assign combat missions to subordinate units. He must be ready to report to the superior commander on the status and character of the operation, his forces, the enemy's, and also on his analysis of the situation at any given time.



The Staff

The commander controls the units personally or through the staff. The staff is the principal organization for troop control and carrying out all tasks of troop control on the basis of the commander's decision. The staff is responsible for organizing and collect information about the enemy; collecting and analyzing information on the combat situation; preparing, along with the chiefs of combat arms and special troops, the calculations required by the commander to make decisions; planning the combat operation; conveying the assigned missions to subordinates; retaining continuous interaction; working out and executing measures on combat support; organizing control points and signal centers; inspecting the readiness of the troops for combat action and execution of combat mission; and extending the necessary assistance to the troops for the accomplishment of the mission.

The staff coordinates all measures on organization and conduct of combat operations with the chiefs of combat arms and special troops and with the deputy commanders for rear services and technical support. These measures include the following tasks:
- formulating the commander's decision;
- preparing (working out) documents on troop control;
- timely reporting of the situation in reports to higher headquarters;
- informing subordinates and cooperating elements, chiefs of combat arms and services, and adjacent elements of all changes in the situation;
- guiding the topographic service and providing the subordinates with topographic maps, plans, overlays, diagrams, photographic maps, etc.;
- organizing secrecy of troop control;
- controlling security measures in the operation of subordinate staffs;
- insuring the safekeeping of state and military secrets;
- calculating casualties and spoils of war.

The most important task for the staff is the timely organization of combat operations and continuous troop control under any given conditions. The staff should always have complete and accurate information on the disposition, status, and action of subordinate units, cooperating elements, adjacent units, and the enemy.

The chief of staff, who is a first deputy commander, plays a vital role in coordinating these tasks. Only the chief of staff is authorized to issue orders for the commander to subordinates, chief's of combat arms and services, and other elements directly subordinate to the commander. All important orders he issues must be reported to the commander. The chief of staff is responsible for the accomplishment of all duties set for the staff as above. He is obliged always to know the situation, foresee possible changes in the situation, and be prepared to report the following to the commander: reports on the enemy; status and character of own forces; enemy action; estimate the situation and suggestions on a decision; measures on organization of troop control; and know the situation of the combat operations of the troops. He must know the commander's instructions and organize control of execution of the assigned missions.

The chief of staff briefs the staff, and chiefs of combat arms and services on the situation and what mission was received by the division. He defines what information and data should be provided and determines what initial instructions for preparation of the troops should be given.

The chief of operations is the assistant chief of staff for forces operations. He conducts all tasks assigned to the staff for utilizing their forces. In the operations section there are different officers, or groups of officers, assigned to conduct the following tasks:
planning the combat operation;
- training;
- combat reports;
- organizing of control points.

The chief of reconnaissance is the assistant chief of staff for reconnaissance and conducts all tasks assigned to the staff on the enemy movements. In the reconnaissance section the officers operate in the following categories:
- reconnaissance planning and processing of information;
- reconnaissance training;
- liaison.

The assistants to the commander, and the chiefs of combat arms and services assist the commander with or in troop control of their related troops during the preparation of combat operation and in the course of combat. On the basis of the commander's decision they carry out the following:
control and guide the units of combat arms and services;
plan and organize their combat employment;
convey the assigned missions to the troops;
along with the staff, control their execution.

During combat they must follow continuously their situation and status and be prepared to report to the commander or chief of staff on the situation of their troops as required.

Figure 13 Division Headquarters Organization

Figure 14 Division Main Command Post

Figure 15 Division Forward Comand Post

Figure 16 Dvision Rear Control Post

Division's Control Points and Communications System

Divisional control points are places at which the division commander, the staff, and other control organs are located along with the communication equipment and the transport necessary for leading the troops during the preparation and conduct of combat actions. In order to conduct troop control the following control points are established in the division:
the command post of the division;
division's forward command post;
division's rear control point;
in defense -- the alternate command post (in the attack -- alternate command posts are designated, but not occupied).



The Command Post

The command post is deployed in a place which can insure the possibility of troop control and an uninterrupted communication of the division commander and his staff with subordinate commanders and staffs, adjacents, interacting units and higher command. At the division command post the following detail is normally present:
division's commander and chief of staff;
division's deputy commander for political affairs;
division's staff (without personnel section);
chief of artillery and his staff;
chief of air defense and his staff;
air force combat control group;
chief of engineer and his staff;
chief of chemical troops and his staff;
deputy division commander for technical affairs;
commanders and staff of attached and supporting units;
support subunit.

The total number of personnel in the division command post can reach 150 or more with over 80 vehicles and more than 50 radio stations. The division command post is deployed on the terrain in an area 2-3 km X 1-1.5 km and it is located 8-10 km from the forward line in offensive battle and 10-15 km in defense.



The Forward Command Post

The division's forward command post is an important part of the command post system. It is deployed forward of the command post in a place from which the division commander can personally monitor the progress of the battle on the main axis and can control the troops. Depending on the situation, the division commander controls the troops from the command post or from the forward command post.

The persons at the command and forward command posts are not permanent. Assignment of officers to control points depends on the mission, situation, availability of officers, communications, and transport means. At the division's forward command post the following personnel may be assigned:
division commander;
chief of operations section;
reconnaissance section's officer;
artillery officer;
signal officer;
air defense officer;
support personnel.

The total number of personnel in the division's forward command post can reach 20 or more with 8 or more vehicles and more than 8 radios. The division's forward command post is deployed on the terrain in an area 700-1,000 m X 200-400 m and it is located up to 2-3 km from the forward line in offensive battle.



The Alternate Command Post

In defense, the alternate command post is organized and deployed. It is designated to take over the troop control when the division command post is put out of action. In the division's alternate command post usually the deputy division commander with officers from the division staff, arms and services, and communication equipment are assigned. They will include the following:
deputy division commander;
assistant chief of operations section;
reconnaissance officer;
assistant signal chief;
artillery staff officer;
assistant to chemical troops officer;
support personnel.

The number of personnel in the division's alternate command post without the support personnel can reach 10 or more with up to 5 vehicles and 10 radios. The detail of the alternate command post must constantly know the situation and all orders and instructions issued to the troops from the division's command post and be ready at any moment to undertake control of the troops. Radio equipment at the alternate command post operates in the receive-only mode until they have taken up control of the troop.



The Rear Control Point

The rear control point is deployed in an area which will insure the control of the rear service support of the division. The division's control and staff officers who are handling matters of supply, accounting, and staffing man this point. The deputy division commander for rear service heads this point. The following persons are usually present at the division's rear control point:
deputy division commander for rear service;
rear service staff sections;
rear services;
technical service section;
finance section;
personnel section;
representatives of division's staff;
signal elements;
support elements.

The number of personnel in division's rear control point can reach more than sixty people.

The division's rear control point is deployed on the terrain in an area 1-1.5 x 1 km. It is located 30-40 km from the frontline in attack and 40-60 km in defense.



Relocation of the Control Points

The location and the procedure for relocating division control points are determined by the division commander. Relocating the command and forward command posts during the conduct of the battle is conducted, as a rule, after having determined that it is necessary in order to maintain a steady continuation of communication with the troops and to insure uninterrupted control. The rear service control point is relocated by order of the division commander or the chief of staff.

Plans for relocating the control points are prepared by the division's operation section. The control points must be deployed and prepared in order to insure that they are reliably covered from enemy ground and aerial observation or from being attacked by enemy's reconnaissance or subversive raiding groups. The working areas for the division commander, staff officers, signal communication equipment, and transport means at the control points are deployed in various places. Consideration is given to which areas would be then most convenient for troop control. (see diagram)



Signal Communication System

The most important duties of the division commander and staff are the organization and maintenance of signal communication with subordinates, interacting troops, adjacents, higher echelons, as well as, insuring an air attack and mass-destruction weapons warning system. The division's chief of signals is directly responsible for the organization and maintenance of signal communication. The division's chief of staff directs the subordinate signal subunits personally and through the chief of signals and determines the basic measures for organizing communication and using proper equipment.

The signal communication is organized on the basis of the following:
division commander's decision;
instructions of the chief of staff to the chief of signals;
instructions on signal communication received from the higher command (army).

The basic means of signal communication in modern battle is the radio. For organizing communications at control points, as well as in defense, when the troops and staffs are deployed on the terrain, line and radio relay communication are used. Extensive use is made of different mobile communication means such as motorcycles, vehicles, APCs, and aircraft. A uniform system of signal communication is established in the division.

Signal communication is organized through signal centers. A signal center is an organizational and technical unification of signal equipment deployed in a certain spot in order to provide communications for the division. Depending on their functions, signal centers are subdivided into command (alternate command) post signal center, forward command post signal center, rear control point signal center, and auxiliary signal centers.

Radio communication between two points can be set up directly or through relaying stations. Radio communication is organized along radio nets (several radios operation on the same frequency) and radio directions (communication on one frequency only between two stations).

Communication by land line and radio relay is organized by axis and direction. An axis is the technique of organizing communication by which communication from the senior commander (staff) to several subordinate commanders (staffs) are set up along a single land or radio relay line which is laid in the direction of the relocation of control points of the senior commander (staff). On the communication axis auxiliary signal centers are deployed through which communication are set up with the control points of subordinate units. Line and radio relay direction is direct communication between two control points set up along a land (radio relay) line established directly between the signal centers of the control points.

The basic methods of communication by mobile means are the axis, direction, and circular route. (See diagram Figure 17)

Figure 17 part one - Signal Diagram

Figure 17 part two - Signal Diagram

Figure 17 part three - Signal Diagram

For the purpose of troop control in the battle, a division signal communication net is organized for each of the following:
command;
interaction
rear service;
warning (air attack and mass-destruction weapons)

Command communications provide the division commander and his staff (chief of arms and services) with the capability to control subordinate troops through direct conversation, transmission of combat commands, instructions to subordinates, and receiving reports from them. Command communications must provide the capability to the division commander and his staff to conduct conversation directly with subordinate commanders and staffs, as well as at one level lower.

In order to establish command communication the higher command allocates land line, radio relay, and mobile communication means, while radio equipment is allocated by both higher and subordinate levels.

Interaction communications insures coordination of combat actions of units and subunits of all arms, special troops, and adjacents. It is organized between control points of the interacting troops by order of the commander who is organizing interaction. In the absence of such orders or when the communications have been lost, the commanders and staffs of all interacting troops are obliged to take measures for immediate restoration of communication. The interaction communication between different elements is established by the following means:
from combined arms units to artillery: by equipment of artillery units;
from ground forces units to air force: through the representatives of aviation units (formations) who are present with their own communication means at the interacting supported formation's control point;
from ground forces units with naval units and ships: by equipments of each interacting formation or through naval representatives at the ground forces control point;
from motorized rifle units with tanks: by radio - with equipment from each interacting unit; land line communication - with equipment of motorized rifle units; by mobile communication means - with equipment of tank units;
among adjacent units: by land line and mobile communication means - from right flank to left; by radio - by each of the interacting units; radio relay - through higher command and equipment of each interacting formation.

The rear service communications provides to the chief of rear services the capability to lead the rear service units, subunits, and installations and to control the activities of the rear service chiefs of subordinate units. Rear service communication is established on the basis of instructions from the division chief of staff.

The air attack and mass-destruction weapons warning communications net provides warnings to the troops, the staffs, the rear service units, subunits, and installations about enemy air and mass-destruction threats. The warning is communicated through signal equipment which is specially allocated for this purpose and by all other equipment of other communication nets.



Division Signal Units

The division signal units which provide the communications nets are shown in the diagram in Figure 18.

Figure 18 - Division Signal Units

For the purpose of troop control in the battle, a division signal communication net is organized for each of the following:
- command;
- interaction
- rear service;
- warning (air attack and mass-destruction weapons)

Command communications provide the division commander and his staff (chief of arms and services) with the capability to control subordinate troops through direct conversation, transmission of combat commands, instructions to subordinates, and receiving reports from them. Command communications must provide the capability to the division commander and his staff to conduct conversation directly with subordinate commanders and staffs, as well as at one level lower.

In order to establish command communication the higher command allocates land line, radio relay, and mobile communication means, while radio equipment is allocated by both higher and subordinate levels.

Interaction communications insures coordination of combat actions of units and subunits of all arms, special troops, and adjacents. It is organized between control points of the interacting troops by order of the commander who is organizing interaction. In the absence of such orders or when the communications have been lost, the commanders and staffs of all interacting troops are obliged to take measures for immediate restoration of communication. The interaction communication between different elements is established by the following means:
- from combined arms units to artillery: by equipment of artillery units;
- from ground forces units to air force: through the representatives of aviation units (formations) who are present with their own communication means at the interacting supported formation's control point;
- from ground forces units with naval units and ships: by equipments of each interacting formation or through naval representatives at the ground forces control point;
- from motorized rifle units with tanks: by radio - with equipment from each interacting unit; land line communication - with equipment of motorized rifle units; by mobile communication means - with equipment of tank units;
- among adjacent units: by land line and mobile communication means - from right flank to left; by radio - by each of the interacting units; radio relay - through higher command and equipment of each interacting formation.

The rear service communications provides to the chief of rear services the capability to lead the rear service units, subunits, and installations and to control the activities of the rear service chiefs of subordinate units. Rear service communication is established on the basis of instructions from the division chief of staff.

The air attack and mass-destruction weapons warning communications net provides warnings to the troops, the staffs, the rear service units, subunits, and installations about enemy air and mass-destruction threats. The warning is communicated through signal equipment which is specially allocated for this purpose and by all other equipment of other communication nets.


Division Signal Units

The division signal units which provide the communications nets are shown in the diagram in Figure 18.

II. DUTIES AND RESPONSIBILITIES OF THE COMMANDER AND STAFF OFFICERS

Duties and Responsibilities of Division Commander

In peacetime and wartime the division commander bears full responsibility: for the combat and mobilization readiness of the division; for the combat and political training, indoctrination, military discipline, and political morale of the personnel; for the condition and integrity of armament, combat and other equipment, ammunition, fuel, and other material belonging to the division; for successful fulfillment of the division missions; for rear service, technical, medical, personnel, and financial support of the division. The division commander is the direct superior of all personnel of the division.

The division commander gives orders on raising the political-morale status of personnel and organizing and supervising the combat, operational, and political preparedness of combat arms, special troops and services, staff, and control organs;
He observes and inspects the manning of division forces with personnel, weapons, military equipment, material supplies, and others.
He clarifies the mission personally or with the participation of the chief of staff and chief of operations section and he gives instructions to the chief of staff on preparation of the combat forces, special troops and services, staff, and control organs for conduct of the battle and on the time for the start of the combat action.
He estimates the situation personally or listens to the suggestions of the chiefs of combat arms, services, and special troops on the use of their forces in combat and the recommendations of the chief of staff on the result of the estimate of the situation and making the decision.

On this basis the commander makes a good decision, gives combat missions to subordinates, and gives instructions on planning the battle. The division commander must know the theory of contemporary operations of army and division combat action. He must forecast correctly the future development of the situation. The correct forecast on the future situation during decision- making and during the course of the battle is a critical element. The commander must wisely fulfill his mission. He must have experience, high level of organizational skill, strong control, decisiveness, courage, and a high level of operational-tactical preparedness.

The division commander is the basic organizer of the control of the division forces. He must control the division's actions in order to achieve the aim of the battle. He must show military art of control in difficult circumstances, during organization, and support successfully the combat action. He must concentrate his forces for the quick and full destruction of the enemy. He must have experience and knowledge on tactical practice and control.

The division commander must know the opposing enemy and his capabilities for action and issue orders to the chief of reconnaissance on the conduct of reconnaissance of the enemy and terrain.

The division commander must conduct interaction between large units, formations, and units of combat arms, services, adjacents, and various forces of the army that operate in the division area. He gives orders on all-around combat support for the division combat action.

He inspects the preparation for the battle of the division and fulfills the given missions by units, subunits and various arms of forces, special troops, and services, personally or with the help of staff and control organs.
He, when necessary, orders assistance for the subordinates.
The division commander during the battle must always forecast possible changes in the situation and make an all-sided, precise analysis of the situation. The division commander in all conditions must make a correct new decision and issue to subordinates new combat missions in a timely manner in response to changes in the situation.

The commander must be prepared at any time to report to the army commander on the situation in the area on the capabilities and character of actions of his forces and enemy forces, and on his current decision.

He must make clear to the chief of staff his own concept, intentions, and views on the operation and the orders that he personally gave to subordinates.

The division commander reports his decision and plans for the operation to the army commander. In response to this decision the army commander approves the plans. When the division commander gets his decision approved by the army commander it becomes mandatory and on the basis of this approved decision then the division planning can proceed. Then the division commander develops plans for the combat action and the plans of operations of combat arms, special troops, and services and approves their planning. When he approves the plans and documents, that means they carry the force of law and they must be fulfilled.



Duties and Responsibilities of the Division Deputy Commander

The division deputy commander is responsible for: the organization and quality of combat training lessons; creation of the training material base, its continual improvement and its maintenance in serviceable condition; mass sports work and maintenance of internal order and military discipline in the division. He is subordinate to the division commander to whom he is a first deputy, and he is the direct superior of all personnel in the division. In the absence of the division commander he fulfills his responsibilities. The division deputy commander is obligated:
to participate in the development of the combat and political training plan and the division mobilization plan;
to conduct lessons with officers and exercises and tests for the division's units and subunits;
to maintain an awareness of the work and political and moral qualities of the officers and warrant officers of the units and subunits;
to direct physical training and sports in the division;
to inspect the organization and status of combat training in the division's units and sub-units, to correct revealed shortcomings, and to render assistance to the unit commanders in organizing and conducting lessons;
to inspect compliance with safety measures during the conduct of lessons, firing practices, and exercises;
to direct the efforts to develop and improve material training base facilities;
to make sure that the combat training of the division's units and subunits is promptly supported with material and with training and visual aids, and to monitor their accounting and maintenance;
to manage the selection of candidates for acceptance in military service as warrant officers as well as extended-service sergeants, and the selection of candidates for military training institutions;
to direct the division's efficiency work and invention efforts;
to inspect preparation of the daily detail and its work, and compliance with internal order in the division and its units.



Duties and Responsibilities of the Division Deputy Commander for Political Affairs

The division deputy commander for political affairs is responsible for the following in peacetime and wartime: for the organization and state of political work in the division; for the efforts of political and military indoctrination of servicemen and reinforcement of the political morale of the personnel and military discipline; for the effectiveness of political work in solving the problems of combat and political training and maintaining the division's constant combat readiness, and in executing combat missions. He is subordinate to the division commander, and he is the direct superior of all personnel of the division. The division's deputy commander for political affairs is obligated:
to participate in the development of the combat and political training plan and the division's mobilization plan;
to organize and conduct political work, guiding it in such a way that it would unify the personnel about the Communist Party and Soviet government; promote successful fulfillment of combat and political training missions; maintain the division's constant combat readiness; fulfill combat missions; and reinforce one-man command, military discipline, and the political morale of the personnel;
to conduct an effort to indoctrinate division personnel in the spirit of boundless devotion to the Soviet motherland, the Communist Party and the Soviet government, the friendship of the peoples of the USSR, proletarian internationalism, combat unity with the armed forces of fraternal socialist countries, intolerance of bourgeois ideology, unswerving compliance with the USSR Constitution and Soviet laws, faultless fulfillment of the requirements of the military oath, the military regulations and orders, and the norms of communist morality, conscious obedience to commanders (chiefs) and respect for them; to take steps to unify the military collectives, and to indoctrinate the personnel in the spirit of friendship and troop comradeship, combat traditions, love for one's unit and faithfulness to his unit's colors as a symbol of military honor, valor, and glory; to organize extensive propaganda of acts of heroism and of the courageous and noble deeds of the division's personnel;
to explain to servicemen the leading and guiding role of the Communist Party, its decisions, its domestic and foreign policy, the military political situation, and the consequent missions of division personnel, and to propagandize the successes of the Soviet people in the construction of communism;
to instill in the personnel an awareness of the need for high political alertness, faultless fulfillment of military duty, and strict maintenance of political work aimed at fulfilling the tasks of guard duty and internal (duty and watch) services;
to instill in the servicemen a class hatred of the enemies of the motherland and a constant preparedness to defend the state interests of the USSR in all conditions and at any price;
to instill in the servicemen a feeling of personal responsibility for assimilation of armament and of combat and other equipment, for its maintenance in constant combat readiness, and for preservation of military and public property;
to organize and conduct mass political and legal propaganda and agitation, political lessons and briefings and cultural-educational work among the personnel and the families of servicemen, making extensive use of publications, motion pictures, television, radio, and other technical propaganda resources for these purposes;
to organize the ideological, theoretical, and teacher training of the leaders of political lesson groups and their assistants, and the selection, placement, indoctrination, and education of active propagandists in the units and subunits;
to manage the political indoctrination of officers and to shape their work, political, and moral qualities; to personally conduct the indoctrination of officers and to manage their Marxist-Leninist training; to participate in the selection, placement, and certification of officers and in the selection of candidates for military training institutions; to teach officers the practical techniques of political indoctrination;
to organize the work of the division club and library, and to insure maintenance of a high ideological level in the measures they carry out and inclusion of a maximum number of personnel in these measures; to implement measures associated with organizing socialist competition in the division and propagandizing the best experience in personnel training and indoctrination; to develop the initiative and activity of party and Komsomol organizations in this work;
to display concern for the health and diet of the personnel and for improving their material and personal conditions, to know their needs, and to show concern for satisfying them;
to establish and constantly maintain communication with local party and Soviet organs, and to render assistance to them in the conduct of military-patriotic work among the public, especially the young;
to organize proper use, maintenance, replenishment, and repair of technical propaganda resources and political eduction aids;
to report promptly to the division commander and the army's chief of political affairs, on the political morale of the personnel, on political measures that have been carried out and on the status of political indoctrination and military discipline.



Duties and Responsibilities of the Division Chief of Staff

The chief of staff is the principal first deputy commander and the direct supervisor of the division staff. The chief of staff is the primary organizer for the execution of the commander's orders including the ideas, concepts, intentions, and decisions of the commander. He alone has the right in the name of the commander to issue and sign instructions and orders to regiments and other subordinate units and sub-units, to the chiefs of combat and combat support arms and services, and to other responsible officers directly under command of the division commander. He informs the commander about all important orders he has issued. The chief of staff fulfills the most important, responsible, and difficult tasks relating to the organization and control of subordinate unit staffs and troop control organs.
The division chief of staff is responsible for the following in peacetime and in wartime: for organization and maintenance of control over the division units; for the combat and mobilization readiness of the division; for the planning of combat and political training; for the training of the staff and units responsible for control of the division; for indoctrination, military discipline and the political morale of the staff personnel and of subunits directly subordinated to the staff; for accounting for personnel, armament, combat and other equipment, and ammunition in the division. The division chief of staff is subordinate to the division commander, and he is the direct superior of all personnel in the division.

He is responsible for all duties to be accomplished by the staff. He directly insures that the staff functions well.

He supervises the planning for and execution of measures to raise the division's level of combat readiness and the mobilization of all units, staffs, and troop control organs. He inspects their combat readiness and mobilization status.

He supervises the organization, planning, and conduct of operational and combat training for all staffs and troop control organs for combat arms troops, special troops, and services during peacetime as well as war.
The chief of staff briefs the deputy commander, chiefs of staff sections, chiefs of combat and combat support arms and services, and chiefs of staff of subordinate units about new missions and instructions and new developments. He gives instructions about the preparation of preliminary warning orders, calendar plans, and preparation of tactical calculations for the decision-making process. He sets the deadlines for their preparation. During the decision process, he prepares the report to the commander on the optimum use of the forces and means of the combat arms, special arms, and services.

The chief of staff is constantly obliged to know the situation and latest confirmed changes. He must make wise and knowledgeable forecasts on likely changes in the situation and be prepared to report the following items to the commander:
situation, status, and character of friendly and enemy forces' actions;
deductions from his estimate of the situation and his recommendations on making the best decision;
necessary measures on organization of troop control, interaction, and combat support of the actions of friendly troops.

The chief of staff coordinates the operation of the staff and specifies the coordinating measures to all chiefs of combat and combat support arms and services concerning organs of troop control and adjacents. He coordinates the operation of all organs and controls their performance.

The planning of the battle is conducted under the leadership of the chief of staff. The chief of staff personally prepares some important documents and participates in preparation and working out of some other issues and documents. He supervises the process of their preparation.

All directives, orders, and instructions that should be issued to units and subunits, as well as all plans and important combat documents, are signed or approved by the chief of staff.

The chief of staff coordinates actions between the staff and troop control organs and the staffs of all other forces which interact with the division. He organizes constant and reliable interaction between various elements and arms of service, special troops, and services, as well as adjacents and army forces operating the division's area of action.

He organizes all-around support measures for the division, especially on radio electronic warfare, tactical maskirovka, protection against enemy mass-destruction weapons, and the measures for restoration of combat effectiveness, during the preparation for and conduct of combat actions.

He issues instructions on creation of constant and secure communications with subordinate and adjacent units.

He issues instructions on organizing command posts, and insuring the proper functioning of command posts as well as for moving their locations. He organizes the defense, protection, and security of command posts during the preparation for and conduct of battle. He also issues orders on the organization of secret troop control measures. The chief of staff is responsible for constant and reliable troop control process for all subordinate forces during the battle, especially for the organized activities of the staff, which is the basic organ of troop control.

He issues orders and instructions on the organization of reconnaissance. He also orders the collection, clarification, and analysis of situational data on enemy and friendly forces. He reports all new data to the commander and disseminates it to the staff, to higher headquarters, and to adjacents and subordinates.

He must know all orders and instructions that the commander has issued and must conduct the control of their execution. He issues orders for rendering necessary assistance to subordinates and staffs to enhance fulfillment of orders.

He signs all directives, orders, and instructions that are issued to subordinates and units, and chiefs of arms and services. He also signs all plans and important combat documents

To fulfill successfully all the difficult tasks and he must have a deep theoretical and practical knowledge of the preparation and conduct of modern battle tactics and operational art. He must understand how to employ the forces and means of the combat arms and combat support arms and services. He must have high staff culture. He must have the personal capability to be a good organizer, have initiative, vigilance, and wisdom, and be able quickly to analyze the most complex and difficult combat situations and make correct and wise decisions.



Duties and Responsibilities of the Division Chief of Operations

The chief of the operations section is one of the most important section chiefs on the division staff. He is the assistant chief of staff and fulfills all the functions of the chief of staff in his absence. He is responsible for training and mobilization readiness, preparation and planning of combat actions, organization of command posts, and operations of troops. He is the direct superior of the division's operational elements. He is obliged to fulfill the following duties:
during peacetime organize, plan, and conduct control of all measures for achieving a high level of combat readiness for the division and subordinate units, and staffs;
organize, plan, and inspect operational and combat training of troops and staffs;
prepare warning instructions, orders, and calendar plans;
organize and plan the re-deployment of the division staff and the distribution of staff personnel to the various command posts; organizes the daily schedules and duty rosters; sometimes he personally writes the operation orders and prepares other important documents;
prepare tactical calculations required by the commander in the decision making process;
supervise collection, study, and analysis of situation information and send it to others in the division headquarters and to superior, adjacent, and subordinate headquarters (the division information center is subordinate to the chief of operations);
observe and inspect the situation, conditions, manning levels, and combat capabilities of own forces and provide suggestions to the division commander and chief of staff on their optimum employment;
sign, issue, and transmit combat missions, operational orders, combat instructions, and other orders to subordinate units and sub-units;
insure timely preparation and dispatch of information about the situation and regular situation reports to higher headquarters, subordinate unit staffs, the combat and combat support arms and services, the headquarters of coordinating elements, and adjacents;
organize and maintain continuous interaction and prepare documents on coordination, such as the plan and table for interaction;
plan the organization and deployment of command posts and their relocation during the course of the operation;
plan (with the chief of signal troops) the organization of signal communications and designation of the troop control signals;
prepare the combat documents on troop control.

The chief of operations does the detailed planning of the division combat action and prepares the annexes to the plan such as the tactical maskirovka plan, plan of protection of troops against mass-destruction weapons, plan of restoration of troop combat capabilities, plan of employment of air assault operations, plans of movement, and deployment of division troops to FUP's etc. The chief of operations does the detailed planning of the division combat action and prepares the annexes to the plan such as the tactical maskirovka plan, plan of protection of troops against mass-destruction weapons, plan of restoration of troop combat capabilities, plan of employment of air assault operations, plans of movement, and deployment of division troops to FUP's etc.

He is the leading planner for radio-electronic warfare.

The chief of operations inspects the accomplishment of combat missions by subordinates and assists them to prepare combat documents about troop control.

He is responsible for making a clear analysis of all lessons learned from the experience of combat and the distribution of information on lessons learned to superior and subordinate headquarters. He organizes the scientific study of combat.



Duties of the Operations Section

The operations section contains several assistants for training, tactical control, and information. Their functions include the following:
direct combat operations;
collect and process information on friendly and enemy forces;
coordinate the exchange of information up and down;
organize reconnaissance including the commander's reconnaissance;
prepare combat plans;
plan the details of the battle;
traffic control;
camouflage;
antitank, chemical and other operations;
plan the defense of the headquarters;
coordinate the activities of the arms and services;
select the location of the control points.



Duties and Responsibilities of the Division Chief of Reconnaissance

The chief of the reconnaissance section is one of the most important deputies. The chief of reconnaissance has a seat in the commander's van plus his own section van. He is responsible for the following in peacetime and wartime: for the training of the division's personnel within his specialty and, in the course of combat missions, for providing the division commander with information on the enemy and the terrain; for the combat and mobilizational readiness of the division's reconnaissance units, and for the combat and political training, indoctrination, military discipline, and political morale of its personnel. He is subordinated to the division chief of staff, and he is the direct superior of the personnel of the division reconnaissance units. He is obligated to fulfill the following tasks:
Organize, plan, conduct, and inspect measures for maintenance of a high level of combat readiness of reconnaissance forces.
Organizes, plans, conducts, and inspects special preparation (training in reconnaissance), operational preparation, and political training, of reconnaissance staffs, division reconnaissance units, and reconnaissance elements of subordinate units.
Prepare calculations on personnel manning, weapons, military equipment, and capabilities of reconnaissance forces and means to perform their missions.
Collects, studies, analyzes, and derives deductions of reconnaissance information about the enemy and terrain and presents the important information to the commander, chief of staff, and chiefs of arms, services, and combat support. In this he is especially interested in the enemy concept of operations and possible intentions as well as enemy capabilities. He insures the timely transmission of information on the enemy to the higher staff, adjacent units, and subordinates.
Derives the aims and tasks of reconnaissance and the allocation of required troops and reconnaissance means to accomplish these from the instructions given by the commander and chief of staff. He designates targets and missions for the reconnaissance forces and means to fulfill the assigned missions.
Prepare the reconnaissance plan and issue missions to the reconnaissance section staff in response to the decision and orders of the commander and chief of staff. The reconnaissance plan is signed by the chief of staff and approved by the commander.
Distribute reconnaissance forces and means of all types and coordinate all efforts of different reconnaissance means in terms of targets, times, and their missions and objectives.
Issue instructions and tasks to division reconnaissance units and instructions on reconnaissance to the staffs of subordinate units.
Prepare reconnaissance units and subunits to fulfill their missions.
Insure all-around combat support for reconnaissance forces.
Inspect the execution of assigned instructions and orders given to subordinates and chiefs of reconnaissance of subordinate units and provide practical assistance to staffs and commanders of units and sub-units to accomplish reconnaissance missions.
Organize troop control including continuous, reliable, and secret communications with units and subunits (groups) assigned to combat reconnaissance and also with the chiefs of reconnaissance in headquarters of subordinate units.
Insure reception of reconnaissance reports from aircraft and space means and other organs of higher headquarters as well as adjacents and subordinate forces.
Organize plan, conduct, and inspect actions about the protection of reconnaissance units, subunits, and groups against mass-destruction weapons.

He is responsible for communication of reconnaissance information inside the staff and to subordinate, adjacent, and coordinating headquarters.



Duties of the Reconnaissance Section

The duties of the reconnaissance section are to collect, evaluate, disseminate, and present information on the enemy, which includes the following:
obtain and study information on the enemy, terrain, population, and weather;
organize the means to obtain this intelligence;
prepare periodic reports;
organize coded signals between reconnaissance units and staffs at each echelon;
supply reconnaissance information to other staff and units;
organize the staff work of subordinate staffs;
study enemy tactics and equipment and keep a record of enemy combat strength.



Duties and Responsibilities of the Division Chief of Rocket Troops and Artillery

The division chief of rocket troops and artillery is an important member of the organs of troop control. He controls the rocket and artillery forces in peace and wartime.

The division chief of rocket troops and artillery is responsible for the following in peacetime and in wartime: for the correct use of all artillery units of the division; for training of the division personnel within his specialty; for the combat and mobilizational readiness of the division artillery units, and for the combat and political training, indoctrination, military discipline, and political morale of their personnel; for correct use and repair of artillery armament and of combat and other equipment in units immediately subordinate to him. He is subordinate to the division commander, and he is the direct superior of personnel of the division artillery units and subunits. The division chief of rocket troops and artillery is obligated to perform the following tasks:
Organize, plan, conduct, and inspect measures for achieving higher levels of combat and operational preparation of the division artillery forces.
Organize, plan, conduct, and inspect special operational, combat, and political training of the forces and staff of the rocket troops and artillery of the division and of subordinate units.
Prepare combat calculations on the employment of artillery during the commander's decision making process. He suggests combat employment of rocket troops and artillery.
Know the manning level, situation, conditions, and combat capability of the units and subunits of rockets and artillery. He reports on the situation and combat use of these units during the decision process.

In response to the division commander's decision and the instructions from higher staff on artillery, organize the actions and plan the combat use and activities of the RT&A.
Issues combat missions and combat instructions to the RT&A troops of the division and to the RT&A staffs of the subordinate units.
Organize and plan the grouping of the artillery forces and their preparation of FUP areas. He also insures preparation of firing positions for rockets and artillery units with the objective of providing cover and concealment for the artillery, while they are providing artillery cover and support for the forces on the main attack axis.
Insure preparation of rocket troops and artillery for accomplishment of their assigned missions.
Plan and conduct all-around combat support measures in the interest of RT&A.
Provide constant support and assistance for the division forces with various kinds of ammunition, artillery supplies, weapons, and rockets. He creates supply dumps for artillery combat supplies filled to the designated norms at all levels and then insures transport of ammunition and artillery supplies to the forces during the operation.
Organize interaction of rocket troops and artillery with other division elements and the forces of the army operating in the division area during the conduct of the battle, especially in accomplishment of the most important missions.
Constantly inspect the accomplishment of orders and instructions by subordinate forces.
Renders necessary assistance to division RT&A forces and to subordinate formations and units.

The chief of RT&A during the battle must know the situation, condition, manning level, and capabilities of his subordinate forces and be prepared at any time to report about this to the division commander or chief of staff. He is prepared to provide suggestions on the proper operational and combat employment of the RT&A.



Duties and Responsibilities of the Division Chief of PVO

The division chief of air defense is responsible for all aspects of the air defense troops in peace and war including the correct use of all of the division air defense units; the training of division personnel within his specialty; the combat and mobilizational readiness of division air defense units, and the combat and political training, indoctrination, military discipline, and political morale of their personnel; correct operation and repair of armament, combat, and other equipment in units immediately subordinated to him. He is subordinate to the division commander, and he is the direct superior of personnel in the division air defense units.

The division chief of air defense is obligated to perform the following:
organize, plan, conduct, and inspect the high combat readiness of the PVO forces with the aim of covering the division forces and rear service targets from enemy air strikes;
organize, plan, conduct, and inspect the special, operational, combat, and political training of the air defense forces and staffs and of PVO units and subunits of the subordinate units;
prepare calculations and recommendations on the combat employment of air defense forces during the commander's decision making and during the forthcoming combat;
know the situation, status, manning level, and combat capabilities of the units of air defense at any time and stage of the battle and give his suggestions on their combat employment to the division commander; in accordance with the division commander's decision organize the combat actions of the air defense forces and prepare the plan of their combat actions during the battle;
issue combat decisions and instructions to division air defense forces and to the staffs of the subordinate units;
accomplish the regrouping of the air defense forces, prepare them for the battle, maintain their constant combat readiness for repelling the enemy's air strikes, create the system of air defense reconnaissance, and establish a reliable fire system of air defense;
organize uninterrupted technical preparation of the guided rockets (rockets) of air defense before and during the course of the battle;
organize all-around combat support measures of the PVO forces during the preparation and during the course of the battle;
organizes interaction between units and sub-units of air defense of the division and fighter aviation of the front and the PVO means of the army and PVO of the front and adjacents;
organize and control the establishing of the air defense center for combat control - reconnaissance and notification - the center for signal communications and organization of reliable and constant communications;
perform reliable and constant inspection of the execution of instructions and directives that have been issued to the forces and provide necessary assistance to subordinate air defense units and their staffs.

The division chief of air defense, during the battle, must know the situation, status, combat capabilities of subordinate forces and, when the division commander or chief of staff requests, he must report on the situation and status of PVO forces and his own recommendations on their combat employment.



Duties and Responsibilities of the Division Chief of Engineer Troops

The division chief of engineers is responsible for the following in peacetime and in wartime: for organizing engineer support to the division; for training the division's personnel within his specialty; for supplying the division with engineer armament and insuring its proper use and its maintenance in good working order; for the combat and mobilizational readiness of the division's engineer subunits, and for the combat and political training, indoctrination, military discipline and political morale of its personnel. He is subordinate to the division commander, and he is the direct superior of personnel in the division engineer units. The chief of engineers is obligated to fulfill the following duties:
organize, plan, conduct, and inspect high combat readiness and operational preparedness of the engineer forces of the division and the engineer sub-units of the units and their staffs for fulfilling support of the forces of the division during battle;
organize, plan, conduct, and inspect the special, operational, combat, and political training of the engineer forces of the division and of the units and their staffs;
prepare combat calculations in support of the commander's decision and for the combat employment of the engineer forces;
know the situation, composition, combat capability, and manning level of the units and sub-units of engineer forces;
prepare and give his recommendations on the combat employment of engineer forces to the division commander, during the commander's decision making process;
in accordance with the division commander's decision and orders and the instructions received from the senior headquarters staff, organize the combat employment and the planning for the engineer forces;
conduct the grouping and deployment of the engineer forces during the preparation phase and according to mission during the conduct of the battle;
prepare, issue, and transmit combat orders (missions) to the division engineer forces and instructions on the use of engineers to the staffs of subordinate units;
organize and conduct engineer reconnaissance of the enemy and terrain during the preparation phase and during the course of the battle and organize the interaction of engineer reconnaissance with general reconnaissance;
provide engineer support for preparation of FUP areas for the first-echelon units and for the covering forces on the border and of deployment areas for the second-echelon units and reserves;
prepare positions for the rocket troops and artillery and the PVO forces;
take engineer measures on blocking enemy surprise attacks during the preparation phase and during the course of the battle;
prepare movement routes for the relocation and maneuver of the second-echelon, rocket troops, PVO forces, and command posts;
prepare engineer construction (fortification) of deployment areas, and division command posts during the preparation phase and during the course of the battle;
in accordance with the division plan participate in the planning for tactical maskirovka and in taking measures to accomplish it;
participate in planning and support for the defense of forces and rear service installations against enemy use of mass-destruction weapons and in the liquidation of the results of their use and the restoration of the combat capability (effectiveness) of the forces, rear services, and staffs, during the preparation phase and course of the battle;
provide engineer support for the movement and deployment of division forces in the enemy covering force area, support for the breaching of enemy obstacles and mine fields during breakthrough of his prepared defenses, and support for the development of the attack of first-echelon units;
provide engineer support for division forces during the forcing of water obstacles;
provide engineer support for the movement and commitment into the engagement of the division second-echelon forces;
prepare engineer forces for the fulfillment of all combat missions;
plan and conduct all-around combat support for the engineer forces;
provide support of division forces during the preparation phase and the course of the battle by engineer forces and means, weapons, and technical equipment and establish the proper reserves of engineer materials up to the prescribed norms;
organize interaction of engineer forces with other forces and elements of the division during the fulfillment of the most important missions;
organize troop control and create reliable and constant signal communications with the engineer forces and other interaction;
conduct constant, reliable inspection elements of the combat formation of the division with whom they have organized of the fulfillment of all orders and instructions that are sent to subordinates and render them assistance to fulfill their missions.



Duties and Responsibilities of the Division Chief of Chemical Troops

The division chief of chemical troops is responsible for the following in peacetime and wartime: for organizing chemical support to the division; for training the division's personnel within his specialty; for supplying the division with chemical troop armament and protective resources, and insuring their use and maintenance in working order; for the combat and mobilizational readiness of the division's chemical defense units and for the combat and political training, indoctrination, military discipline and political morale of its personnel. He is subordinate to the division commander, and he is the direct superior of personnel of the division chemical defense units. The division chief of chemical troops is obligated to fulfill the following duties:
organize, plan, conduct, and inspect the high combat readiness and operational preparedness of the chemical forces of the division and the chemical sub-units of the units and their staffs for fulfilling support of the forces of the division for battle;
organize, plan, conduct, and inspect the special, operational, combat, and political training of the chemical forces of the division and of the units and their staffs;
prepare combat calculations in support of the commander's decision and for the combat employment of the chemical forces;
know the situation, composition, combat capability, and manning level of the units, and sub-units of chemical forces;
prepare and give his recommendations on the combat employment of chemical forces to the division commander, during the commander's decision making process;
in accordance with the division commander's decision and orders and the instructions received from the senior headquarters staff, organize the combat employment and the planning for the chemical forces;
conduct the grouping and deployment of the chemical troops during the preparation phase and, according to the mission, during the conduct of the battle;
prepare, issue, and transmit combat orders (missions) to the division chemical forces and instructions on chemical support to the staffs of subordinate units;
organize and conduct radiation and chemical reconnaissance and participate in bacteriological reconnaissance during the preparation phase and during the course of the battle and organize the interaction of chemical reconnaissance with general reconnaissance;
prepare the area for deployment of the division chemical forces with engineer construction (fortification) and insure their cover and maskirovka;
prepare his forces for the fulfillment of combat missions;
organize and conduct special and field cleaning of personnel (decontamination);
organize and conduct disinfection, and decontamination of weapons, equipment, material means, locations, roads, and other items as required;
monitor the level of radioactive and chemical contamination of personnel and combat equipment, weapons, locations, supplies, and installations;
inspect for changes in the level of contamination and conduct analysis of the radiation and chemical situation;
control the preparation and employment of chemical weapons, bacteriological weapons, smoke means, and fire weapons;
participate in interaction with the operations section, engineer section, and other responsible chiefs of arms and services and the rear staff in organizing and planning for the protection of division forces and rear installations against the enemy use of mass-destruction weapons and plan for the restoration of combat effectiveness and liquidation of the results of such enemy employment of mass weapons;
plan for the all-around combat support of chemical forces;
provide constant support for chemical forces and for units of all arms and services and special services and rear installations of the division with various chemical weapons, supplies, chemical protective gear, ammunition, and chemical technical means;
establish chemical supply depots to the required stockage norms;
organize interaction with other arms and services of the division combat structure during the fulfillment of the most important division missions;
organize troop control and establish constant, reliable signal communications with subordinate chemical units and other elements of the division tactical order with whom the chemical forces interact;
monitor the fulfillment of orders and instructions issued to subordinate forces and renders assistance.



Duties and Responsibilities of the Division Chief of Signal Troops

The division chief of signal troops is responsible for the following in peacetime and in wartime: for timely organization and work of communications in the division; for providing the division with communication resources and insuring their proper operation, as well as for compliance with the rules and order of conducting conversations with all technical communication resources; for training the division's personnel within his specialty; for the combat and mobilizational readiness of the division's signal unit, and for the combat and political training, indoctrination, military discipline and political morale of its personnel. He is subordinated to the division chief of staff, and is the direct superior of personnel in the division signal unit. The division chief of signal troops is obligated to fulfill the following duties:
organize, plan, conduct, and inspect high combat readiness and operational preparedness of the signal forces of the division and the signal sub-units of the units and their staffs for fulfilling support of the forces of the division for battle;
organize, plan, conduct, and inspect the special, operational, combat, and political training of the signal forces of the division and of the units and their staffs;
prepare combat calculations in support of the commander's decision and for the combat employment of the signal troops;
know the situation, composition, combat capability, and manning level of the units, and sub-units of signal forces;
prepare and give his recommendations on the combat employment of signal forces for the creation of reliable and constant communications to the division commander;
in accordance with the division commander's decision and orders of the chief of staff and the instructions received from the senior headquarters staff, organize the combat employment and the planning for the signal forces;
organize timely, reliable, uninterrupted, and secret communications with forces, staffs, control organs, and subordinate staffs and adjacents;
plan signal communications in peacetime and during the preparation phase and course of the battle;
conduct the grouping and deployment of the signal forces during the preparation phase and according to mission during the conduct of the battle;
prepare, issue, and transmit combat orders (missions) to the division signal forces and instructions on signal matters to the staffs of subordinate units;
prepare his forces for the fulfillment of combat missions in providing reliable and uninterrupted signal communications during the preparation phase and the course of the battle;
send in a timely manner the signals and commands for raising the forces to various higher levels of combat readiness;
send the warning signals (alerts) on the enemy's preparations to employ nuclear strikes;
send the signal ordering the rocket troops to fire their nuclear strike;
provide support with reliable and uninterrupted signal communications for the commander, chief of staff, and troop control organs with the commanders and staffs of subordinate forces starting from the first combat alert signal to the fulfillment of the subsequent mission (i.e all the time);
provide signal support for interaction with division forces and units of all arms and services, elements of the division combat order, second-echelons, reserves, and interacting forces of the army which are operating in the division area and with adjacents;
provide support by sending warning signals, data, and commands on the air situation, radiological, chemical, and bacteriological contamination, and meteorological situation in a timely manner;
provide signal support to the rear services with communications between rear service units and installations and the rear of subordinate units;
provide reliable and uninterrupted signal support establish the main and alternate signal centers and organize radio, radio-relay, and telephone nets and directions;
provide mobile signal (courier) service on directions and circular routes between the command posts and other points;
plan and conduct all-around combat support of the signal forces themselves;
organize and conduct replenishment and supply of signal means and their timely repair;
monitor fulfillment of orders and instructions sent to subordinates and their constant control in observation of secrecy of troop control;
offer assistance to subordinates.



Duties and Responsibilities of the Deputy Commander for Armaments and Technical Matters

The division deputy commander for armaments and technical matters is responsible for the following in peacetime and in wartime: for the division's technical support; for the technical serviceability of armament, combat and other equipment and instruments, their readiness for combat use, and their correct operation, repair and evacuation; for the serviceability of armored and motor vehicle equipment, for its technically correct use, and for its maintenance, storage, repair and evacuation; for the state of motor pools and for organizing internal services within them; for the training of division personnel in his specialties; for supplying the division with armament, combat and other equipment and instruments, and for maintaining records on this equipment; for the combat and mobilizational readiness of units and services directly subordinated to him, and for the combat and political training, indoctrination, military discipline and political morale of their personnel. He is subordinate to the division commander, and he is the direct superior of all personnel in the division. The division deputy commander for armament and technical matters is obligated to fulfill the following:
participate in the development of the combat and political training plan and the division mobilization plan, and organize their fulfillment within his specialty;
direct the combat and political training of the units and subunits subordinated to him and the technical training of all personnel in the division, to conduct lessons with the division officers and warrant officers with the purpose of studying armament, combat and other equipment, instruments, rockets and ammunition, and the rules of their use;
organize use of armament and of combat and other equipment; draw up the plans of scheduled repairs and technical maintenance, repair and evacuation of armament, combat, armored, motor vehicle and other equipment and instruments; insure its prompt and high-quality fulfillment in the units and sub-units, insuring constant technical serviceability of the material; inspect armament, armored and motor vehicles, and other combat equipment not less than once every three months;
systematically test the personnel's knowledge of the rules of operating, repairing, servicing, evacuating, and preserving armament, armored and motor vehicle equipment, combat and other equipment and instruments;
maintain an awareness of the work, political, and moral qualities of officers, warrant officers and sergeants in units and services immediately subordinated to him;
manage the work of setting up motor pools, the tank practice range and the motor vehicle driving range; implement measures for servicing, preserving, and improving the technical training base; organize and monitor the conduct of internal services in the motor pools;
implement measures for raising the class qualification of division officers, warrant officers, and driver-mechanics;
monitor the correctness of the use of fuel, lubricants, and special fluids;
develop and implement measures for preventing disasters, accidents, breakdowns, and other incidents with armament, armored and motor vehicle, combat, and other equipment, and reveal and study their causes; implement measures for insuring safety when preparing and operating armament and combat and other equipment, and implement fire protection measures;

He is aware of the availability and technical state of armament, armored and motor vehicle, combat and other equipment and instruments; systematically checks the correctness of their preparation for use and the correctness of their operation; and organizes and monitors management of the established accounting and reporting system.

He supplies the division's units with armament, combat and other equipment and instruments; promptly requisitions lacking armament, spare parts, motor pool equipment, monitoring and measuring apparatus, maintenance resources, and other armored and motor vehicle property, and organizes its acceptance, storage, and issue in the division units.



Duties and Responsibilities of the Deputy Commander for Rear Services (Chief of Rear Services) of the Division

The deputy commander for rear services is also the chief of rear services of the division and he directs the rear services during peacetime and wartime. He is responsible for the following: for rear service support of subordinate services in the division and units; for delivering all forms of material and water; for commercial services for the division personnel; for maintenance of the barracks and housing fund and for fire protection; for the combat and mobilization readiness of units and services immediately subordinate to him, and for the combat and political training, indoctrination, military discipline, and political morale of their personnel. He is subordinate to the division commander, and he is the direct superior of all personnel in the division. The division deputy commander for rear services is obligated to fulfill the following tasks:
organize, plan, conduct and inspect high combat readiness and mobilization preparedness of the units and institutions of the rear services for fulfilling support of the forces of the division for combat actions;
organize, plan, conduct, and inspect the special, operational, combat, and political training of the rear services staffs, units, and installations;
prepare recommendations on rear services support during the commander's decision making process;
prepare and conduct calculations for accomplishment of rear service support for the battle;
organize, make the decision, and plan rear service support;
prepare the operational order on rear services and instructions on rear service and insure their timely issue to the units and installations of the rear services and the staffs of subordinate units;
support division forces with all types of material supplies and creates supply dumps of materials filled to the approved norms at all levels of preparation and combat;
provide uninterrupted transport of supplies to the combat forces;
prepare lines of communication for supply, evacuation, and support of the reliable movement of transport on these roads and organize the commandant's service on the designated division roads; render assistance to wounded and sick, their evacuation from the battlefield, their medical treatment in the division medical battalion, and their evacuation to the hospital bases and provide antiepidemic and sanitary measures with the aim of limiting the spread of epidemics in the forces;
organize security, protection, and defense of division rear area depots and installations as well as the complete operational activity in the rear area of the division so that all will be in order;
organize veterinary support and quartering service and also exploitation of local supplies and captured materials;
conduct maneuver and movement of the division mobile material support battalion, supplies of materials, transport means, units, and installations of the division rear, units for evacuation and repair, medical units, and others in a timely manner in accordance with the movement (advance) of the division;
organize establishment of the rear control post and its high quality operation, movement, defense, security, and protection in the FUP area and during the operation;
establish reliable communications with units and installations of the rear service and rear control posts of the subordinate units;
insure timely preparation and issuing of periodic reports on rear service status and activities and data on the situation to higher headquarters;
monitor the fulfillment of issued directives and instructions on rear services and render required assistance to subordinate units and sub-units.

III. WORK OF THE COMMAND AND STAFF IN TROOP CONTROL DURING COMBAT ACTION PLANNING

The method of work of the division commander and the staff in troop control during the battle depends on the level of their preparation, the combat mission, and the condition of the situation, but mainly on the amount of time available and the capabilities of the control equipment.

The principle measures of troop control are usually carried out in parallel by several levels of command. In this method each lower level is included in the implementation of the given measures almost simultaneously with a higher level. With a slight time delay the work is begun on the basis of preliminary and fragmented instructions. Sometimes troop control at the division level is conducted successively with each lower level beginning its work after a higher level finishes, or a combination of parallel and successive methods is implemented at several levels.

Regardless of the work method, the division control organs must always provide the immediate subordinates sufficient time to prepare for the execution of adopted decisions. Under all conditions in controlling the troops during the battle, the command and staff procedure includes the following:
collecting and processing information on the situation;
making and formulating the decision of the division commander and planning combat actions;
conveying the combat missions to subordinates;
organizing interaction (coordination);
organizing all types of combat support measures;
monitoring combat preparation and conduct and fulfillment of assigned missions.

During the preparation and conduct of a division's combat actions, the above mentioned process is repeated several times in different forms and in different volume, beginning from the moment the combat mission is received by the division and ending with the achievement of the aim of the combat mission.



Collection of Information

Collection of information on the situation is an important area of troop control measures. Constant knowledge of the situation in which combat actions of the troops take place is a mandatory prerequisite for the commander in order for him to make a prompt decision and lead the troops successfully in battle. Data on the situation includes the following information:
composition, grouping, combat capability, and character of enemy actions;
status, condition, situation, supply level, and nature of activities of friendly troops;
position and character of actions of adjacent units;
epidemiological and hygienic conditions of the area of combat actions;
terrain and meteorological conditions in the area of combat actions;
economic conditions of the area of combat action and the social and political make-up of the population and its frame of mind.

In collecting information special attention is concentrated on acquiring information on the following:
nuclear and chemical weapons;
elements of high precision weapons systems;
actions of aviation and other highly mobile attack weapons possessed by the enemy;
radio-active and chemical contamination of the terrain.

Since, during a rapidly changing situation, information becomes obsolete quickly and even can mislead the commander, data necessary for troop control must be gathered and communicated quickly to the commander and other people participating in troop control. The information is acquired by the commander and staff from the following sources:
all types of reconnaissance;
commanders and staff of subordinate and interacting troops;
adjacent units and large units;
superior headquarters;
chiefs of arms and services;
other sources.

Information about the situation is gathered by all available methods such as:
listening carefully to reports and studying situation reports from subordinates;
listening carefully to reports from the chiefs of arms and services;
studying information acquired from superior headquarters and adjacents;
personal observation by the commander and his staff on the battlefield;
interrogation of prisoners, defectors, and inhabitants and studying documents captured from the enemy.

Incoming data on the situation is characterized by different degrees of reliability, accuracy, and completeness. Therefore, the information obtained is usually thoroughly processed before being reported to the commander. In the process information is carefully organized and consolidated, false and unlikely information is sifted out. Reliable and accurate data is systematized and generalized and probable accurate information is verified. At a prearranged time or according to the level of urgency the information is reported to the commander and to superior headquarters. When the report is given, normally the information on the situation is enumerated and assessed and specific proposals are given for a solution. New important information about the situation is reported to the division commander and the chief of staff immediately without processing. It is kept in the form in which it was acquired from the information source. Usually the following information is immediately reported:
information on enemy preparation for attack; and areas where enemy's nuclear and chemical weapons, and his high precision weapons, air force, and other highly mobile attack means are deployed;
appearance of the enemy in places where he had not been previously seen;
drastic changes in the status and character of action of friendly troops;
decisions taken in the course of combat actions by the commanders of subordinate units on their own initiative;
cases of a rupture in coordination and communication with the troops, deadlines for resupply;
radical changes in the situation in the area of operation of adjacent units.



Making the Decision (Confirming a Decision)

The division commander's decision is the basis for troop control. In accordance with the division commander's decision, all measures are organized and implemented toward preparing the troops for executing the assigned mission and for controlling them during combat actions. The division commander's decision determines the order in which available forces and means will be used to accomplish the assigned mission.

The division commander makes the decision for the battle and bears personal responsibility for it. Practically all control organs participate in preparing data and required calculations for making the decision in accordance with their functional purpose. Therefore, the work not only of the commander, but also of the control organs participating in preparation of data for the decision and its formulation must be reflected in determining the method for making decisions. The following must be taken into account:
preparedness and work experience;
situation conditions and especially availability of time for making the decision and newness of situation data;
composition of persons (staff) called upon for preparation of data, analysis, and evaluation of possible versions of the decision;
distributing functions among staff in the process of preparing the decision data and the order of their working;
composition of equipment involved and the methods of using them for analyzing and assessing the situation, working up and evaluating possible variations of the concept of the battle and the decision in general;
procedure for formulating the decision and disseminating it to those who will execute it.

Making a decision is one of the most complex processes of troop control. It requires of the commander, the staff and other control organs, competence, high operational (practical) preparation, knowledge, and skills for using control equipment especially automation equipment, and mathematical modeling of an operation for analysis and evaluation of possible variations of the concept of battle and forecasting the situation.

The division commander can make (confirm) a decision for battle under the most varied situation conditions, including crisis situations and in extremely limited amounts of time. However, it must be made in a timely manner, be thoroughly sound (optimum) and insure the most complete use of combat capabilities of subordinate troops and completion of the missions in established time periods with the least amount of losses. This requires the division commander to:
get a clear understanding of the aim and missions of the battle;
do a comprehensive and objective assessment of the situation;
have a creative approach toward formulating the concept of the battle, defining the missions of the troops, the fundamentals of their interaction, and support and control.

Therefore, in the work method regarding the adoption of a decision two components of this complex process should be kept in mind. They are the following:
preparation of initial data (commander and staff);
formulation of the decision (commander).

Preparation of initial data is the largest part of the work and the commander involves his deputies, staff, and chiefs of arms and services in this process. They prepare the necessary data, perform calculations, and report their proposals for the decision.

Formulation of the decision is the process in which the intellect, talent, and will of the division commander is vividly expressed. He must make the optimum choice from the possible variations based on a comprehensive and objective assessment of the situation data at his disposal and on his knowledge and intuition.



Sequence of Commander's and Staff Work in Making the Decision

A certain sequence in the division commander's and staff's work on the decision has been established by prolonged combat and training experience. It is normally as follows:
clarifying the mission;
estimating the situation;
evaluating terrain on the ground (if time permits);
determining the possible variations of the decision and their evaluation;
formulating the decision.



Clarification of the Mission

Clarification of the mission enables the commander to get a clear idea of the aim toward which the senior commander directs the efforts of the troops and to establish the degree to which his concept affects the choice of the areas of main effort and other issues related to the division commander's decision.

Work on clarification of the mission, as practice shows, can be done by various methods. The division commander himself can initially study the operational directive (combat order, combat instructions) and then involve the necessary top staff members or the chief of staff. If the time for making the decision is limited, the commander along with the chief of staff and other key staff personnel study the directive (order, instruction) of the higher commander and simultaneously its content is marked on a map. During the clarification of the mission the division commander must clarify the following:
the intention and concept of the operation of the army commander: what he wishes to achieve in the operation and how his intentions will be implemented;
in what way the division by its own actions has an influence on whether or not the aim of the operation is attained;
role and place of the division in the mission carried out by the army;
missions of adjacent and interacting units and large units and the method of interaction with them.

On the basis of such clarification of the mission the division commander must have a clear picture of the aim of the combat action, i.e, which enemy must be destroyed, which tasks are to be conducted, according to the concept of the army commander where it will be appropriate to concentrate the main effort and how to establish combat formations.

After the mission has been clarified, the division commander specifies the measures which must be taken immediately to prepare the troops as quickly as possible for the combat action. He draws up an estimate of the time needed to organize the battle and gives instructions to the chief of staff on organizing reconnaissance, and issuing preliminary instruction to the troops and the staff in order to direct in advance the subordinate commanders and staff on impending combat actions and to allocate to them as much time as possible for preparing for the combat action. The initial data needed to make an estimate of the time required are:
time the mission is received;
period spent in preparing troops for combat action;
time when the decision of the division commander is to be reported to the senior commander.

Most of the time spent on organizing the battle is allocated to subordinate troops and staff, with the commander saving a lesser amount for his own personal work and the work of the staff.

When estimating the time, the commander (alone or along with the chief of staff) specifies the time for the following measures:
estimate of the situation (including the time to listen to the reports of the staff and chiefs of arms and services when necessary);
conduct of ground reconnaissance (evaluation);
time to formulate the decision;
time to assign missions to subordinates;
time for organizing interaction (coordination);
time to issue instructions on combat support measures;
monitoring the preparation of the troops.

The preliminary instructions are usually issued by the chief of staff on behalf of the division commander. These instructions include information necessary for subordinate troops to prepare for impending combat action, as well as the time and methods for dispatching assigned missions to the troops.

The chief of staff also issues instructions to the staff regarding the preparation of required information and calculations to help the commander in making the decision. Such instructions include the following:
volume, deadlines, and methods for obtaining situation data from various sources;
those responsible for collecting each type of information and the procedure for its processing, analysis, and display at operating positions;
when, who, and in what form, reports on situation data with conclusions and suggestions to the commander.



Estimate of the Situation

The estimate of the situation envisions a study and analysis of the factors and conditions which influence carrying out the assigned combat missions and achieving the goal of the battle. The estimate of the situation is done by the division commander and includes the following factors:
enemy;
own troops;
adjacent forces;
the area of combat action and the time:
- terrain;
- economic factors;
- socio-political conditions;
- population;
- climate;
- etc.



Enemy

When assessing the enemy the following are analyzed and evaluated:
enemy's composition, grouping, and combat formation;
status, conditions, combat readiness, and fighting capabilities of the enemy, and supply situation;
enemy's capability to use nuclear and chemical weapons and high precision weapons;
the degree of protection and stability of enemy troops and installations against the use of various weapons;
nature of enemy activities; other information about the enemy.

On the basis of the assessment of the enemy a number of deductions are derived which may be the following:
enemy strong and weak points;
density of enemy forces and means per kilometer of front across the entire area of the division's combat action and on different directions;
possible intention of the enemy and his likely actions;
most important targets in the enemy's area the seizure (hitting) of which will determine the success of the battle;
sequence and method for destroying the enemy.



Assessment of Own Troops

When assessing own troops the division commander determines their capabilities for executing the mission assigned in the most complex situation. Taking these facts into consideration, he studies the composition and location of own troops and the attached and supporting units and subunits, their condition, strength, combat experience, supply level, and rear support status. In this process it is extremely important to make a comprehensive study of the combat skills and morale of the friendly troops.

The combat capabilities of friendly troops are determined in comparison with the capabilities of the enemy troops against whom they will conduct combat actions. For this purpose the division commander and his staff conduct an analysis of the relative strengths in forces and means. In so doing the comparable quantity of forces and means is compared for own troops and those of the enemy according to certain basic combat units. These units at the division level are the following:
motorized rifle battalions;
artillery pieces and mortars;
tanks;
infantry fighting vehicles and APCs;
antitank weapons;
combat helicopters;
air defense means.

The correlation of forces and means is done for the entire width of frontage to the entire depth of the division's mission, on the main and supporting directions, and in regions of the troops deployment. The arrival of reserves on both sides and possible changes in the grouping of forces and means are taken into account. (See discussion in Chapter One of purposes for making correlations). The table of correlation of forces and means is prepared in the form shown in Figure 21: (See also Chapter Five for documents.) Figures 19 and 20 show the entire proecss of decision making.

As a result of the assessment of the capabilities, situation, and status of own troops the division commander determines the following: the method of employment of own troops in the battle;
the place of different elements in the division's combat formation;
combat missions (contents) of units and subunits;
distribution of forces and means;
main questions of regroupment, interaction, and combat supporting measures.



Adjacents

During the assessment of the adjacents, the division commander studies the content of assigned missions of the adjacents, including the elements of higher command to be operating in the division area during the conduct of the combat action. Accordingly, the division commander determines to what extent their position and nature of action will have an effect upon the conduct of the combat missions assigned to the division and what measures must be taken in order to interact closely with them to facilitate a successful achievement of the common aim of the battle.



Terrain

The assessment of the terrain makes it possible to find out to what extent the terrain furthers or hinders the preparation and conduct of combat actions by friendly and enemy troops. The terrain assessment includes the study of the following terrain factors:
general relief of the terrain;
level of terrain ruggedness;
condition of the ground;
availability and condition of roads;
nature of vegetation, cover, and concealment;
presence of population centers, rivers, natural obstacles, and other local features.

With the result of the assessment of the terrain the division commander determines the following:
most advantageous directions to conduct combat actions and for using the capabilities of friendly troops;
conditions for observing and delivering fire, for maskirovka, for terrain orientation and passability;
protective properties of the terrain;
based upon the assessment of the terrain, along with the deduction from the assessment of enemy and friendly troops, the division commander specifies the direction of the main attack or the area of concentration of the main effort, the lines most favorable for deploying the troops, combat missions of the troops, commitment of second-echelon and reserves, interaction, and measures for supporting combat actions.

Assessment of the Area of Combat Actions

In assessment of the area of combat action, in addition to the terrain, the following are analyzed and evaluated:
radiation and chemical situation;
economic conditions;
socio-political conditions;
hydrometeorological and climatic (weather) conditions, time of day, and the year;
radio-electronic warfare conditions.

When assessing the possible radiation and chemical situations, sections (areas) of the terrain which may be subject to contamination the paths and methods for passing through or going around them, and measures for protecting the troops from mass-destruction weapons and elimination of the consequences of such weapons are determined.

While assessing the economic conditions of the area of operation, the division commander determines what local means may be used for supporting friendly troops to foster the best possible execution of the assigned combat mission.

When assessing the socio-political condition of the local population, the division commander studies its frame of mind and determines to what extent it will help or hinder the action of our own troops. In this connection he determines measures for increasing vigilance, for maintaining order in the rear service area, and for reinforcing security of the troops and the staff.

As a result of the assessment of the weather, the time of day, and of the year; the division commander specifies measures to be conducted in order to decrease the negative influence of these factors on the execution of the combat mission. All factors are assessed with consideration given to conditions of the terrain on which the troops are expected to operate.



General (Overall) Deductions

As a result of the assessment of all factors of the situation, the division commander determines to what extent the situation will foster or interfere with the execution of the assigned mission. He also determines what measures are required in order to eliminate those causes which are impeding the execution of the missions or in order to decrease their negative influences. The division commander also determines how to take advantage of favorable conditions in the situation in order to successfully execute the combat missions.



Methods and Procedures in Assessing the Situation

The necessary data on each of the situation elements discussed above is obtained and processed by the appropriate control organs. This work may be done by two methods:
assessing the situation according to its elements;
assessing the situation according to the elements of the decision.

The method for assessing the situation according to its elements is used more often in practice when the following are evaluated:
the enemy;
own troops;
adjacents;
terrain;
the area of combat action (radiation and chemical condition, economic, political, meteorological situation, etc.).

According to the results of each of these factors (situation elements), partial deductions are made which then, along with the deductions from the clarification of the mission, are compared and generalized for the purpose of working up a concept of battle, determining the content of missions and the methods of action of the troops in the battle (decision elements). This method insures the most complete assessment of the situation, however, it takes a lot of time. If sufficient time is available for the preparation of combat, the commander may use this method to conduct the assessment (estimate) of the situation.

If time to prepare for battle is limited and if the commander must adopt or update his decision during a battle, then he usually uses the second method. The method of assessing the situation according to the elements of the decision, assumes a successive analysis of the effect of specific factors on determining and formulating each element of the decision such as:
concept of the battle;
missions of the troops;
organizing interaction;
combat support measures;
troop control.

For example, in assessing the enemy, the importance of one or another grouping and its assumed actions are identified. Simultaneously, the possible methods for destroying the enemy grouping, the order of its destruction, and the missions of the troops are determined. Next the basic elements of the decisions are determined while assessing own troops, adjacents, terrain and other situation factors. As a result of comparing the capabilities of enemy and friendly troops, the following issues are determined:
the main enemy targets which must be hit and the sequence of their destruction;
the direction of the main attack;
the combat formation;
other issues.

Using this method the division commander's priority is to assess the dominant elements of the situation with the greatest detail. It is from the point of view of the main issues concerned with the decision and his conclusions that he assess the rest of the elements of the situation to the extent necessary. This method is based on an analysis of the situation in a sequence which has been adopted in determining the main questions for the decision. It makes it possible to reduce the time for making a decision under ordinary conditions, since it requires determining only individual elements of the decision or partial missions of a battle. However, with abrupt changes in the situation and the need for making a decision for an entire battle, its use is difficult.



Evaluation of the Terrain on the Ground (Rekognasirovka Mestnosti)

Evaluation of the terrain on the ground before formulation of the decision is usually conducted when there is sufficient time to prepare for the battle. Otherwise, a decision made on the map may later be confirmed on the terrain during the evaluation of the terrain on the ground.

During the evaluation of the terrain, which is conducted by the commander and a selected number of his staff members, the enemy and the nature of the terrain (within the limits of visibility from the ground or from helicopter) are studied. The deductions drawn from an assessment of the situation, the decision made, the missions of units (subunits) confirmed and updated, and the procedure of interaction established or refined, and the location of control points, departure areas, artillery, rocket positions, and the rear area are designated.

In addition to the chief of staff, selected staff officers, and chiefs of arms and services, the commanders of subordinate and attached units and representatives of adjacent units (at appropriate points) are called to participate in the evaluation of the terrain on the ground.

Depending on the situation, ground visibility, terrain situation, movement on the terrain, vehicles used, and time available, the evaluation of terrain at the division level may be conducted from two to three points, one of which will be located on the main direction. The composition of the commander's party and discussion agenda at each point may be different based on the relationship of the area to the actions of different executing elements. At each point certain predesignated questions are studied. The total time allocated for evaluating the terrain at the division level may be three to four hours. The operation section of the division staff prepares the plan for evaluating the terrain on the basis of the instructions from the division commander and the chief of staff. It includes the following:
number of points to visit, composition of the team at each point, time spent at each point, questions to study, people to meet at each point, and travel routes between points;
time to begin, time to move from one point to another, and time to finish;
vehicles used and equipment of team members;
security at each point;
communication during the process;
other necessary issues.



Formulation of the Decision and the Staff Contribution

Only a comprehensive assessment of all elements of the situation makes it possible for the commander to make a sound decision, to determine measures skillfully for organizing and supporting combat operations of the troops, and to execute the combat missions assigned with the least possible expenditure of forces, resources, and time.

While the situation is being studied and evaluated, additional data on the situation and analysis may be required by the commander. The division commander may seek advice from his own deputies, staff officers, and chiefs of arms and services regarding specific questions of interest to him. Usually the need for this would arise during advance preparation for the battle. During the conduct of combat actions, when time available for updating or making a new decision is extremely limited, the division commander usually will be guided by the data which he has at hand.

The availability of computers and pre-established programs for solving information and calculating problems, as well as for mathematical modelling of the battle, makes it possible to accomplish preparations and make decisions more creatively. At the time of clarifying the mission and assessing the situation, the division commander and control organs have the opportunity independently to use computers and to obtain necessary reference information on the composition of friendly and enemy forces, their characteristics, as well as the result of the estimate of combat capabilities of friendly and enemy troops, such as correlation of forces and means, and effectiveness of planned strikes, etc. After they have been adjusted, the calculations being made in the staff sections and other control organs may be furnished via the visual information display devices directly to the operating sites of the division commander, chief of staff, and other officials.

During the decision making process the division staff and the chiefs of arms and services must always have information and analysis which may be required by the division commander when he is making the decision. The staff and the chiefs of arms and services provide the following data during the assessment of the situation for the commander:
missions conducted by the higher echelon's means in their related fields during the division's battle and tasks assigned by the higher echelon to division in their related fields (artillery, engineer, air defense, etc.) on the basis of instructions received from higher echelons;
the situation, status, and combat capabilities of their related arms and services;
information about specific enemy situations in the areas related to their arms and services;
suggestions about the combat employment of their related arms and services to accomplish missions assigned to the division.

The staff, together with the chiefs of arms and services, also prepare an analysis of the relative strengths in forces and means, the combat capabilities of the troops, and analysis dealing with movement and regrouping of the troops and other calculations.

Depending on the time available, complexity of the situation, the completeness of data at the commander's disposal at the time of making the decision, and other factors there are three levels of staff participation in the assessment of the situation and formulation of the decision by the division commander:

All work on preparing the decision is accomplished by the commander himself. He may call on a limited number of control organ officers. Some issues of the decision are worked out by the commander himself, others jointly with the staff. This method is very common during the conduct of combat actions and when secrecy of preparation for the battle is of prime significance.

When time is limited but the situation does not change substantially, the division commander may make his decision by listening to brief summaries from the chiefs of arms and services and special troops and proposals from the chief of staff on the decision. In this case the method of concurrent work is used, in which making the decision, beginning with assessment of the situation and specifying the concept of the battle, is accomplished simultaneously with the issuance of preliminary instructions to subordinate troops. These instructions contain the minimum amount of data necessary to enable subordinate commanders and staffs to begin working up as decision and planning their own actions. At the same time the division commanders and staffs continue working on the decision, determining the specific missions for subordinate units (subunits), interaction, combat support measures, and troop control.

When there is enough time, the division commander studies all the materials on the estimate of the situation which were prepared beforehand by the staff. He also studies proposals on possible variations of the decision even before receipt of the directive of the senior commander for preparing the battle. If this is not possible, then this data is reported to the division commander by the chiefs of staff sections and the chiefs of arms and services in the course of assessing the situation and determining the concept of the battle and missions for the troops (formats of such suggestions are attached).

To make an optimum decision, an analysis is often made of the variations of possible troop actions. This is accomplished by mathematical modelling using computers. In the beginning this requires building, on a map, a model of the upcoming battle according to both the grouping and the method of enemy actions in order to assess the capabilities of own troops. Then on the basis of the results of such modelling, the most advantageous methods for destroying the enemy, the directions for main efforts, and the combat formations of the divisions are selected. Not one, but several versions of the concept of the battle are examined to comprehensively assess the capabilities of own troops. Analysis, assessment, and determination of the most advantageous version is done using quantitative methods based on mathematical modelling of the assigned missions in the battle at the designated times with the fewest losses in personnel, weapons, and equipment. This is considered optimum.

The missions for subordinate troops, interaction measures, combat support, and troop control issues are determined according to the selected variation of the concept for the battle.

However, it should be kept in mind that the use of mathematical modeling methods makes it possible to obtain mainly quantitative data for making the decision. Therefore, they must be used creatively, in combination with qualitative methods based on experience, logic, and intuition of the staff officers. The content of the division commander's decision includes the following:

I. Concept of action:
the method and sequence of destruction of the enemy;
the use of means of destruction;
the direction of the main effort;
the combat formation (defense layout) of the division;
the character of maneuver.

II. Combat missions of subordinate, attached, and supporting units (subunits) and the distribution of forces and means among them.

III. The main issues and procedures of interaction.

IV. The main issues of combat supporting measures.

V. Troop control.

The decision made by the division commander is usually reported directly to the higher commander who approves it. Reporting the decision must not delay the dispatching of assignments to the troops. Under all conditions it is necessary that the decision be conveyed to the executing elements immediately after it has been made.

The division commander's decision is formulated at the same time that he makes it. It is formulated graphically on working maps belonging to the commander and the chief of staff. When time allows, it may be formulated on a separate map. When the decision is formulated, initially the following are marked on the map:
position of subordinate troops right before they receive the combat mission (initial position);
latest information on the enemy;
missions assigned to the division;
area of division's combat action;
location and missions of immediate adjacents and troops fighting forward
boundary lines with adjacents;
necessary data from the decision of the senior commander;
the procedure for using artillery, reserves, and other forces and means in the division's area of action;
other data on the situation.

This data is the basic information by which the division commander conceives the mission and assesses the situation.

Furthermore, while the decision is being made, the following are marked on the map:
the grouping of forces and means to be established;
missions of subordinate units and boundary lines between them;
the position areas and missions of artillery and air defense and their relocation during the battle;
main issues of interaction of the troops;
the control points (command posts, forward command posts, rear control points) and their relocation during the conduct of combat actions.

The decision data which can not be reflected graphically on the map such as distribution of forces and means, time of readiness of the troops for combat, etc. are noted down in the written instructions on the map (legend).

The decision map of the division is signed by the division commander and approved by the army (higher) commander.

Division Planning Documents

Figure 19 - Process of decision Making (1)

Figure 20 - Process of decision Making (2)

Figure 21 - Correlation of Forces Table

Planning

Plans for the division's combat actions are based on the division commander's decision for combat action. This involves establishing specific sequences and methods for troops to carry out during each of the missions of the battle, allocating troops efforts and material resources according to missions and directions of actions, establishing troop interaction measures in the accomplishment of the main mission of the battle, organizing political work with personnel, all types of combat support, and troop control.

In contemporary times certain factors impose high requirements for elaborate and advanced planning. Such factors are as follows:
participation in modern battles by large units and units of various services of the armed forces, different arms and services and special troops equipped with a variety of weapons and combat equipment having high speed and great destructive power;
high dynamism of combat actions and likelihood of severe and sudden changes in the situation;
large expenditures of material and diverse types of support.

Planning must be flexible and make it possible for making changes in the composition of groupings and in the combat formations of the divisions and methods of their action and support. Planning must take into account the employment of mass-destruction weapons or the use of only conventional means of destruction. In addition the plan must be formulated so that any variation can be used without breaking up the concept of the action spelled out in the division commander's decision.

Planning the division's battle under contemporary conditions is a complex and multi-faceted process in which it is necessary to resolve many problems, to do a large amount of calculation, and forecast the situation sometimes using mathematical methods. This imposes special demands on the work of commanders and staffs in planning the battle.

The purpose and effectiveness of conducting many measures related to preparing a battle and connected with troop management during the conduct of the combat actions depend to a great extent on proper organization of work in planning. Therefore, the planning methods must insure a systematic approach toward working out the basic questions, be based on an objective assessment of the situation, and take into account its changes in the course of the battle. In addition they must insure a maximum reduction of time and secrecy of formulating the planning documents, which as a whole comprise the battle plan of the division.

Planning for the division's combat actions normally begins after the division commander determines the concept of the battle. Some measures related to planning may be done in advance. Some of these measures are the following:
preparing the map of the plan and coding the map;
marking initial data on the map such as the enemy situation, boundaries of the division combat action area, it's missions and tasks conducted by forces and means of higher echelon, adjacents, and other information;
initial calculations regarding the combat capabilities of opposing sides, time of arrival and deployment of opposing forces, etc..

Planning concludes with the formulation, review, and approval of all documents of the division's battle plan.
Initial data for planning is as follows:
operation order of the army commander;
decision of the division commander for the battle and his instructions on planning;
instructions of higher command on employment of combat arms and services and special troops;
information on all elements of the situation.

In order to achieve optimum planning of the division's combat action the following measures must be conducted:
gathering data on the situation and insuring maximum objectivity in its assessment;
determining and analyzing possible variations of the groupings of forces and means and concepts of enemy's actions at the beginning and during the conduct of combat action;
developing on the basis of the above mentioned the most advantageous combat formation of own troops and methods for destroying the enemy to accomplish each of the assigned missions in the battle;
determining the forces and means for all types of support for division's combat actions and establishing the methods of interaction and measures to insure troop control effectiveness.



Calculations

Resolution of all of these problems must be based on the results of detailed calculations and forecasting of the development of the battle. (Many sample calculations are shown in Chapter Six). Some of the principal calculations in this regard are the following:



Enemy Forces

calculating the time required for the deployment of enemy's main grouping on different directions (calculating time and space);
calculating the enemy's combat power and density of forces and means (in terms of combined arms subunits, tanks, artillery pieces and mortars, antitank weapons, air defense capability, and helicopters);
calculating the time and space for the enemy's reaction variants:
- maneuver of reserves and troops to support different directions;
- counterattacks on different directions;
- occupation of natural obstacle lines (rivers, passes, etc.);
- change of direction of action, etc.
calculating the likely rate of advance of the enemy, if it initiates the attack on different directions, and the density of it's forces and means thereof;
calculating the time and space for likely commitment of enemy reserves and second-echelon troops.



Friendly Troops

calculating the time required for establishing different variants of groupings of forces and means on different directions;
calculating own forces combat power:
- combined arms - battalions;
- tanks;
- artillery and rocket troops;
- antitank;
- air defense;
- helicopters.
calculating the effectiveness of own assets against the enemy:
- antitank weapons versus enemy tanks;
- air defense means versus enemy aircraft, etc.
calculations related to the combat employment of different arms (reconnaissance, artillery and rocket troops, air defense combat aircraft), special troops (engineer, chemical, radio-electronic combat means) and services. In such calculations the capabilities are matched against the tasks and different variants of distribution of forces and means (efforts) to missions, tasks, and targets are developed;
calculating the (time and space) of own troop's reaction variants (same as mentioned for the enemy);
calculating the likely rate of advance in accordance with the forecast of the enemy's reactions on different direction and therefore, determining lines of commitment for reserves and second-echelon troops in order to maintain the momentum of advance;
calculating the supply requirements for different material means and calculating the casualties and damaged equipment to determine the requirements and deployment for medical and technical service elements;
other necessary calculations.



Forecasting

Most of the calculations are closely connected with the forecasting of the development of combat actions. In planning a battle it is impossible to proceed from only one possible variant of the situation even if it is the most probable. It is necessary to identify and analyze different variations of situation changes and plan the battle by conforming to them.

The division commander, chief of staff, and all officers participating in the planning, continually obtain and analyze situation data, must have a method for forecasting the possible course and outcome of the battle as a whole, and for completing each of its tasks with the use of electronic computer technology. Such is the requirement of the scientifically sound approach toward planning a battle under contemporary conditions.

Forecasting as a method, involves techniques which enable commanders and staffs to depict objectively the possible course and outcome of combat actions. Now it is possible to single out heuristic, mathematical, and complex techniques for forecasting used in planning the division's battle.

Heuristic forecasting is based on the knowledge and experience of the officers engaged in planning the battle. It involves collective discussion of the elements of the situation, identifying possible enemy actions and intentions, and working out the method of own forces' combat actions. All this makes it possible to forecast the course and outcome of a planned battle.

Mathematical forecasting expresses the conformity of modern battles with the mathematical relationship (models) which envision possible changes in the situation as well as its development trends. The objectivity of the information used, its high accuracy, and the possibility of using computer characteristics for mathematical forecasting, make it possible to obtain the most sound battle plans. This technique decreases subjectivism, unique to individual opinions in heuristic forecasting.

Combined forecasting is the most preferred method. It combines the merits of heuristic and mathematical forecasting and lowers the probability of error in calculations. However, this technique can be used only when there is sufficient time since it requires more or less dual forecasting with subsequent summarization of the results obtained.



Plan

The division's plan for battle is worked out as a unified plan for both nuclear and non-nuclear versions of the combat action. (Sample planning documents are in Chapter Five).

The basic planning document in the division is actually the division commander's decision portrayed graphically on a 1/50,000 or 1/100,000 scale map. The map reflects details of all items of the division commander's decision and specifies the sequence, methods, and times for accomplishment of missions. A number of calculations, justifications, and reference data accompany the plan. The map plan covers actions of subordinate troops two echelons below the division. The graphic part of the division commander's decision map (plan) includes the following:
- enemy groupings of forces and means and the character of his likely actions (to include elements of first-echelon divisions and corps reserves);
- combat formation of the division in FUP area (in defense: the system of positions and division belt);
-- divisions immediate and long-range missions, their contents, depths, time of accomplishment, and speed of attack (in defense: missions to destroy the enemy in front and in the depth of the defense);
- direction of the main attack of the division and penetration sector in the attack (areas of concentration of main efforts in the defense);
- missions and targets of nuclear weapons planned by the front and army;
- sectors of the attack (defensive positions) of first-echelon regiments, their missions and times for accomplishing them, and boundaries between regiments;
- area for the deployment (defensive position) of second-echelon troops and reserves; their line and method of commitment in the attack (their line and direction of counterattack and mission in defense);
- composition, missions, areas, and times for landing tactical airborne and seaborne assault troops during the battle;
- positions and missions of artillery and rocket troops during the battle and the direction of their relocation;
- areas of deployment and principle missions for other combat arms special troop and services during the battle;
- air strikes planned by assets allocated to the divisions and missions of combat helicopters;
- deployment of control points for the division and regiments at the beginning of the battle and their relocation during the operation;
- area for deployment of the division's rear service;
- boundaries with adjacent divisions (armies) and missions of immediate adjacents.

All other information, calculations, and guiding data are shown in the written instructions. (Samples are shown in Chapter Five). The written instructions of the map of the division commander's decision usually include the following details:
- assessing of the enemy, his capabilities, and intent;
- combat composition of the division and its capabilities;
- correlation of forces and means (in the entire sector of the division, through the entire depth of the division's mission, as well as in the direction of the penetration [main attack] of the division to the depth of the immediate mission, and other variants as needed) (in defense: general correlation and correlation of forces and means on likely direction of the enemy's attack, in area of the main effort, and during the conduct of counterattack are shown);
- distributing forces and means;
- distributing supporting aviation and combat helicopter sorties among missions and regiments;
- availability, time of delivery and distribution of nuclear and special rounds, conventional ammunition and material supplies;
- method of conduct of artillery preparatory fire, supporting fire, and other related instructions;
- method for providing security for friendly troops during nuclear strikes;
- warning signals;
- availability, expenditure, and time of delivery of material means;
- availability and maintenance state of combat vehicles.

Note: In defense, the priority of preparing the defensive positions and engineer work, time of deployment of second-echelon and reserves for counterattack, or occupying defensive positions are shown.

Annexes to the map of the division commander's decision (plan) include the following:
- plan for participating in the initial nuclear strike;
- plan for preparing and occupying FUP areas for the attack (defensive area in defense);
- plan for tactical maskirovka;
- plan for employment of tactical airborne assault troops;
- plan for political work.

The chiefs of combat arms and special troops and the air force combat control group attached to the division staff prepare plans for the combat employment of their troops, combat action of supporting air force and combat helicopters, and plans for all types of combat supporting measures. All of these plans are worked out on the basis of the decision of the division commander. (Format of such plans are shown in Chapter Five).

The division staff performs the basic planning work. It also coordinates and directs the work of combat arms, and special troops and services in planning the division combat action and monitors the quality and timeliness of their development in planning documents.

All control organs of the division participate in planning. They formulate various documents according to their functional responsibilities and approved graphics of the planning documents to be worked out. At the same time the planning documents must be formulated in strict accordance with the overall concept of the battle and the commander's instructions.

To insure the successful accomplishment of planning tasks, it is necessary to strictly coordinate the activities of all control organs participating in the planning. This tasks falls on the division's chief of staff. The chief of staff determines the overall procedures of all control organs in planning and specifies who works out which documents and when, with whom they are coordinated, and when they are presented to the commander and the chief of staff for approval. The chief of staff continuously monitors the progress and accuracy of formulation of the basic planning documents and at designated times reviews and signs them and reports to the division commander for approval.

The map of the division commander's decision (plan of battle) is prepared by the chief of operations or the chief of staff. In preparing it the chief of staff pays particular attention to the employment of combat arms, special troops, and services in the battle, their support, and their control. This serves as the initial data for all other planning documents. Officers participating in the planning are joined into groups set up in staff sections of division headquarters. This is based on the principle of strict specialization which creates the best conditions for increasing the productivity of management work and for improving the quality of work. Working groups are usually set up according to the basic directions of the work in order to achieve greater order and purpose in the work at the division headquarters for the period of preparing the battle, especially in making the decision and planning the battle. Each officer assigned to a certain group must thoroughly know his responsibilities, the volume of work, and the time for performing it and what in what form, when, and to whom to report. In specific situation conditions, these questions are clarified by the head of the group. He also indicates the sequence for completing the group's basic tasks and determines the readiness time for each document based on the general work schedule, and the instructions of the division commander and the chief of staff.

The major role in organizing the basic document for the division's battle plan is played by the operation section. In addition to the map of the decision of the division commander (the principle document), the operation section prepares the following planning documents:
plan for participating in the initial nuclear strike;
plan for preparing and occupying the FUP (defensive) area;
plan for tactical maskirovka;
plan for employing tactical airborne assault landings;
plan for establishing and relocating security and defense of control points;
plan for commandant services.

The content and form of these documents and plans of combat employment for artillery and rocket troops, air defense troops, combat action of combat helicopters, plans of all types of combat support, organization of control points and signal communication, and the plan of political affairs will be shown separately in Chapter Five.

Conveying the Decision to Executing Elements

Implementation of the division commander's decision is the result of the activity of a large number of subordinates. Based on the instructions and orders from the division commander, the subordinate commanders also make their decisions and take measures to organize the combat of their own troops. In order to organize the actions of subordinate troops in the best way possible, the subordinate commanders must know enough about the division commander's concept of the battle (decision) to be able to correctly understand his concept and their own missions and to organize the combat of their troops in a more effective way. A decision made or reconfirmed by the division commander is conveyed to the subordinates in the following manner:
assigning or updating combat missions;
organizing and maintaining interaction;
organizing and implementing political measures; providing comprehensive combat support and troop control.

Any decision, if not dispatched in time to the executing elements, losses its effect. Therefore, the most important duty of the division commander and his staff is promptly to convey decisions to subordinates. An imprecisely transmitted decision or one understood by subordinates differently from the way it is understood by the commander can result in incorrect actions and failure of the combat mission.

Assignment of Missions

The assignment of missions to the troops is a critical task for the commander and staff. Under modern conditions special requirements are placed on the efficiency of completing this task. Therefore, working out measures for ensuring this requirement is a key task of the theory of troop control. Primarily, this has to do with improving the forms and methods of command and staff work, drawing in new communications equipment, and control automation.

The general procedure of staff's and other control organs for assigning missions to the troops is usually established by the division commander. However, the division's chief of staff is the main organizer for carrying out this task. The selection of forms, methods, and means of assigning missions to subordinate troops must meet the requirement of ensuring rapid and reliable dissemination of missions in order to give subordinate commanders and staffs, and the troops, sufficient time for comprehensive preparation to accomplish the assigned combat missions.

Various methods and means for assigning missions to subordinates are being used. With the development of technical equipment for troop control, the division staff can widely use such equipment to support the timely assignment or reconfirming (reassigning) of a combat mission. Practice shows that written, verbal, and visual forms of relaying information can be used to an equal extent in disseminating troop missions. These forms are realized by the spoken and written word, as well as graphic displays of data. They are the basis for determining the methods for assigning missions to the troops and for the use of various technical equipment for troop control purposes. The main methods for assigning missions to the troops are the following:
verbal;
assigning missions with the help of written documents (textual or in form of graphics and tape recordings);
assigning missions by transmitting pre-designated signals and formalized commands.

Verbal assignment of missions can be conducted by the commander himself, or on his instructions, by the division's chief of staff, deputy commanders, or other staff when in personal contact with subordinates or in talking to them over technical control equipment using secure communication channels. Personal contact with subordinates makes it possible not only to assign missions, but also to be certain they are correctly understood. The commander can assign missions by calling subordinate commanders to his command post or by traveling (flying) to the subordinate command post himself.

When the division commander assigns missions verbally to several subordinates simultaneously, each of them will know not only his own mission, but also those of adjacent and interacting forces and means and, if necessary, be able to clarify basic questions of interaction. Therefore, with this method the division commander can combine the assignment of missions with organizing and giving instructions on interaction. Verbal assignment during personal contact makes it possible to the greatest extent to maintain secrecy of the concept of the battle and its preparation. Moreover, the correctly chosen style of the commander's behavior, his confidence, and calmness in assigning missions have a positive effect on the morale of subordinates.

When personal contact with subordinates is not possible, the division commander or other staff assigned by the commander can set missions through direct conversation over secure communications channels. In this case, combat missions are quickly assigned to all parties simultaneously. However, this requires strict observance of the rules of secure control since the probability of the enemy intercepting the data is increased.

In all cases, missions which have been assigned orally are confirmed in writing. However, subordinates begin carrying out their missions without waiting for the written document.

Assignment of missions by written documents involves drawing up and issuing to subordinates combat documents which outline all the necessary data characterizing the substance of missions and, in some cases, the methods for carrying them out and when necessary special instructions as well. In this method the assignment of missions to subordinate, attached, and supporting troops is conducted through operation orders (Boyevye prikaz), combat instructions (Boyevye Rasporyazhenie) and preliminary instructions (Predvaritelnie Rasporyazhenie). The previously assigned missions are updated usually by combat instructions. The staff and chief of arms and services assign missions to their immediate subordinate attached and supporting units and subunits by combat instructions and assign missions to division's units and subunits by instructions on their specific area of supporting actions (reconnaissance, artillery, air defense, rear service, etc.). Forms of such instructions are shown in Chapter Five.

The division operation order is a comprehensive document containing missions of all subordinate, attached, and supporting elements and issues related to all. The following are indicated in the division's operation order in the following sequence: (See Chapter Five for samples)
I. a brief assessment of the grouping and activities of the enemy;
II. the combat mission of the division and the concept of the action;
III. the mission of immediate adjacents and boundary lines with them; tasks conducted by means of higher echelons in the area of the division;
IV. this begins with "I order" - (missions of subordinates):
-- first-echelon units;
-- second-echelon units;
-- reserves;
-- rocket troops and artillery;
-- air defense;
-- aviation troops;
-- engineer;
-- etc.
V. troop control issues and signal;
VI. deputies.

When time is limited and preparation for a full operation order at the division level is not feasible, missions are assigned to subordinates by combat instructions. The following points are usually indicated in a combat instruction:
- a brief and concise information about the enemy;
- the combat mission of the unit (subunit) to which the instructions are issued;
- tasks executed in support (in the interest) of the unit (subunit) by the division forces and means;
- time to prepare for action.

When needed, in the combat instructions the procedure and methods for executing the assigned mission, missions of adjacents, and other data can be indicated.

Preliminary fragmentary instructions contain data permitting the subordinate commanders to begin organizing combat parallel with the same work being done at the division level.

It must be noted that the traditional method of assigning missions by written documents is not very efficient, since the development, drawing up, and delivery of the combat document to subordinates takes up too much of the commander's and staff's time. Now, in order to reduce sharply the time for assigning the mission there is a tendency to change the form for stating the substance of the combat documents and to use to the maximum extent the capabilities of modern equipment in their development and transmission. First of all, this implies the reduction of the volume of combat documents through brevity in stating the missions in them; secondly, incorporating new forms of combat documents (standard, formalized); and thirdly, improving and using more widely technical means for documenting, duplicating, and transmitting combat documents. One of the most important methods is to input the forms and content of combat documents into computers. After computer processing, the obtained data can be transmitted to commanders and issued in the form of textual or graphic documents.

Formal documents taking the form of preliminary standard forms such as questionnaires or tables in which the needed information reflecting the division commander's decision is entered, are widely used today as a means of transmitting combat missions. Use of formal documents significantly decreases the amount of operation orders or combat instructions which must be written out and the time it takes to write out the order and transmit it via communication means.

An important direction in increasing the efficiency of the assignment of missions is the transmission of pre-established signals, commands, and instructions as well as reports on their receipt and execution over technical equipment of automated control systems.

The content of these signals, commands, instructions, and reports is formalized and encoded as a set of figures, letters, words, or combinations thereof. The division staff develops a table of signal commands and formalized instructions beforehand. It disseminates it to subordinate staffs and establishes the procedures for its use. Various equipment with special display boards recording the necessary signals and commands and keyboards providing composition of the information to be transmitted can be used for transmitting the set signals and commands. This equipment also provides for transmission of confirmation of receipt and execution of the signal or command by subordinates.

The different methods for assigning missions to the troops have their advantages and disadvantages. The basic criteria in selecting them, in most cases, is the time the division commander and staff have before the beginning of combat action.

Normally the greatest savings of time and the necessary reliability of the assignment of missions are achieved by skillfully combining the various methods, taking into account the specific situation, conditions, and the specific priority. First of all, missions are assigned to those who begin the combat action, those operating on the main direction, and those who have the most important mission or must have more time for preparation.

The division staff constantly monitors the passage of combat documents and proper understanding of the missions. Subordinate staffs must be notified in a timely manner about the dispatch of written documents to them. The chief of the division's operation section personally verifies the readiness of the staff officers departing with combat documents for the troops and reports to the chief of staff on the receipt of confirmations from subordinate staffs. Lower staffs must immediately report to division staff on the receipt of written orders and instructions or those passed verbally over technical communications equipment. The operations duty officer and signals duty officer monitor the transmission of combat documents over technical communication equipment.



Organization of Interaction

Organization of interaction is conducted simultaneously with the assignment of combat missions to the troops and continues throughout the entire period of preparation for the battle. Interaction is reconfirmed or reorganized upon completion of each successive mission of the division during the conduct of combat actions. Organization of interaction is coordination of the efforts of the troops in terms of missions, times, places (objectives), and fire (nuclear) strikes to achieve the aim of the combat action. Interaction in battle is insured by:
- a single understanding by subordinates of the goal of the combat action (of combat missions);
- knowledge of the combat tasks of our own troops and interacting (cooperating) troops, and method of their execution;
- a constant knowledge of the situation and anticipation of its possible changes;
- an uninterrupted communication;
- constant reciprocal (mutual) flow of information;
- a uniform system of orientation;
- knowledge and correct use of prearranged signals;
- rendering mutual support and assistance in battle.

Interaction is organized by the division commander on the terrain or on the map (terrain model) on the basis of his decision. The content of the working methods of the commander and his staff in organizing interaction depends on the following:
- specific condition of the situation at the beginning and during the combat action;
- specific condition of the preparation for the battle and primarily the nature of pending missions;
-composition of forces and means participating in execution of assigned missions;
- the combat characteristics of weapons and combat equipment;
- position and status of troops groupings;
- time available for organizing the combat action.

When time is extremely limited, the commander issues instructions on interaction immediately upon assigning missions to subordinates. However, special measures may be conducted on the terrain or on a terrain mockup (map) for clarifying the most important question of interaction of troops operating on the main direction, and in this case, under the control of the commander. The chief of staff can conduct this work with the troops operating on other directions. With a sudden initiation of combat action the division commander issues instructions on interaction over technical communication means or sends staff officers to the troops to convey instructions on clarifying questions of interaction. In order to support the work of the division commander on organizing interaction, the division staff works out a plan which reflects the following:
- time and place for conducting measures;
- who is involved;
- who reports what;
- who must prepare what material.

If interaction is organized by the division commander on the terrain, then the plan indicates the following:
- time and place of working out questions of interaction;
- who is involved in the work at each of the working points;
- traffic routes and assigned transport;
- communication organization;
- security;
- measures for insuring work security and so forth.

If interaction is organized at the division headquarters or with one of the subordinate commanders traveling to the CP, the staff prepares the necessary maps, plans, or terrain mockups.

Interaction is organized to the extent of the entire depth of the division's combat mission. The division commander introduces the needed level of detail into the principal problems of interaction transmitted to him together with the combat missions. He defines the specific procedure by which interaction is to be maintained and restored during the battle and assigns the warning, control, and interaction signals.

Interaction is organized in its greatest detail for the immediate mission of the division. Beyond that only general issues and the most important likely episodes are coordinated. The problems of interaction are resolved in relation to the most probable sequence of development of the forthcoming battle and with regard for any critical situations that may arise. The problems of harmonious employment of forces and means are resolved in each of the tactical episodes beginning as a rule with the division missions.

In instructions on interaction the division commander determines the procedures and methods of actions of the forces and means when combat missions are executed according to lines and times. The division commander plays the leading role in organizing and maintaining the interaction. He personally organizes it and is responsible for its continuity. The staff supports the work of the commander on organizing the interaction and monitoring measures on maintaining it in the course of combat actions. The staff is tasked with the formulation of combat documents on issues of interaction, insuring common understanding of joint missions and the methods for carrying them out.

Acting on instructions from the division commander, the staff works out the details of interaction, resolves problems with adjacent units as necessary, coordinates the work of staff, informs subordinates on prearranged signals and on orientation and mutual identification procedures, and organizes communication with interacting troops.

Questions (Voprosi) of interaction are reflected in the interaction planning table, in the plans of combat employment of combat arms and in combat support plans.

The division commander incorporates questions of interaction in his decision for the battle. Upon announcement of his decision, the commander gives instructions on organizing interaction at various levels of subordinate troops. Specifically the following are determined:
- which documents on interaction the staff is to formulate;
- when to present them for review and approval;
-what instructions to give to subordinate commanders and commanders of interacting troops on the terrain, terrain mockups, and maps (diagrams).

The staff formulates the plan (plan chart) of interaction in accordance with the division commander's instructions and also reflects interaction issues in other planning documents. The troops interaction plan is formulated by the division's staff operation section jointly with the staffs of arms and services and special troops. (A format of the plan is in Chapter Six). Excerpts of the plan are sent out to the staffs of subordinate and interacting troops. If an interaction plan is not formulated, the commander's instructions on interaction are sent to subordinates.

The chiefs of combat arms, special troops, and services organize the interaction of subordinate forces and means in accordance with the general instructions of the division commander and the approved interaction plan.

Interaction is maintained by all commanders, staffs, chiefs of combat arms, special troops, and services of interacting subunits, units, and large units throughout the course of the entire battle. When there is a rupture, it is immediately restored or revised in accordance with the situation which is taking shape. In order to restore disrupted interaction promptly, the staff constantly watches over the execution by the troops of assigned missions, swiftly detects the reasons for a rupture in interaction, and within a short period of time determines the necessary measures, the implementation of which would make it possible to restore interaction and quickly dispatch to the troops the new procedure for their combined action in accordance with the changing situation.



Responsibilities of the Division Commander and the Staff in Organizing Measures for Supporting the Troop's Combat Actions

The responsibilities of the commander and staff in organizing all-around support for the combat actions of the troops is conducted for the purpose of timely and complete satisfaction of the ever growing troop requirements in the battle, precise harmonization of plans for different types of support among themselves and with the over all plan of the battle as well. The combat support measures at the division level are as follows:
- reconnaissance;
- protection against mass-destruction weapons;
- maskirovka;
- radio-electronic combat;
- topogeodedical support;
- meteorological support;
- engineer support;
- chemical support;
- rear service support;
- security.

Organizing all-around support for the troops' combat operation involves the following:
- determining the tasks of each type of support;
- composition of forces and means to be employed for carrying out supporting measures;
- assigning missions to the executing elements and determining the methods for their completion.

The basis and the initial data for organizing combat support includes the following:
- instructions of the higher command on each type of support;
- the division commander's decision for the battle;
- the division commander's instructions on combat support measures;

All-around support of troops during the battle is organized by the staff and chiefs of combat arms, special troops, and services. The division chief of staff exercises direct supervision of this work. He issues instructions on the formulation of plans and coordinates the work of chiefs of combat arms, special troops, and services and defines concretely the tasks set by the division commander in his instructions on combat support.

The general content of the division commander's instructions on support of the troop's combat action can vary. In all cases the division commander's instructions include the following:
- tasks for each type of support;
- forces and means allocated to each type of support;
- the basic measures to be conducted for the accomplishment of these tasks;
- the deadlines for having each type of support ready.

The procedures the division commander and staff will decide upon in organizing support of the combat actions are determined by the time allotted for preparation of the battle and by the established method of organizing the work of the staff and control organs in the division. Under the successive method of work, for all types of support or for those which are especially important to the troops conducting the combat mission, the division commander may not only specify the basic missions for supporting measures and the required forces and means, but he may also examine in detail suggestions of his staff on the methods of employment of forces and means in support of the battle.

When time for preparing combat support is limited, and the concurrent method of work is used, the division commander, the chief of staff, and chiefs of combat arms, special troops, and services independently plan measures for support on the basis of the division commander's instructions issued by him in his decision or announced in his concept of the battle.

The division staff, and the chiefs of combat arms, special troops, and services plan their corresponding support measures, dispatch to subordinates the necessary instructions, monitor their execution, and update tasks regarding support during battle.

One of the characteristics of the work of the staff on organizing support for combat action is that a whole series of measures must be accomplished in practice during the phase of preparing for the battle.



Reconnaissance

Reconnaissance should primarily reveal the intention of the enemy as well as the likely time and nature of his actions. The staff must insure the build up of reconnaissance forces and means to provide for disclosure and surveillance of key enemy targets located deep in the enemy's combat formation. It must also insure the receipt of reconnaissance data from adjacents and from formations of other services of the armed forces, when possible during the preparation of combat. During this period, with the permission of higher command, other methods of obtaining necessary reconnaissance data may also be used.

Reconnaissance, as the most important type of combat support for the troops, is organized by the commanders and staffs at all levels. Its purpose is to acquire information on the enemy, on the terrain, on the weather, and on the area of impending combat action. The most important measures for organizing reconnaissance are the following:
- defining the fundamental tasks and the aim of reconnaissance;
- planning and dispatching tasks to executing elements;
- coordinating efforts of all types and methods of reconnaissance;
- preparing the reconnaissance forces and means to conduct the assigned missions;
- monitoring the execution of instructions issued and giving practical assistance to the staff and the troops in the execution of the tasks assigned to them;
- gathering and processing reconnaissance data, reporting it to the commander and the higher command and communicating it to subordinate (interacting) troops and adjacents.

In organizing reconnaissance, the division commander usually specifies the following points:
- what reconnaissance data is to be acquired and by what deadline;
- where the main efforts of reconnaissance are to be concentrated and for the execution of which tasks;
- what forces and means are to be used for reconnaissance.

The division reconnaissance section works out the reconnaissance plan on the basis of the commander's decision, his instructions on planning reconnaissance, and instructions from the higher command on reconnaissance.

The division reconnaissance plan is normally worked out on a 1/50,000 or 1/100,000 scale map with written instructions or in written form with map annex. (The format of the plan is shown in Chapter Five). The reconnaissance plan reflects the following:
- the aim of reconnaissance;
- the basic tasks of reconnaissance;
- forces and means assigned to conduct reconnaissance and their distribution according to the tasks;
- the deadlines to accomplish tasks;
- the procedure for submitting reconnaissance information;
- reserves of reconnaissance forces and means;
- etc.

The reconnaissance plan is signed by the division chief of staff and the chief of reconnaissance. It is approved by the division commander. During the conduct of combat action, the division staff revises the reconnaissance plan as the changing situation requires and assigns additional tasks to reconnaissance forces and means. In order to conduct reconnaissance in an effective way the division chief of staff and chief of reconnaissance should work to effectively coordinate the efforts of all types and methods of reconnaissance such as:
- combined arms reconnaissance: recce patrols and recce detachments, observation post and combat recee patrols using the method of observation, listening, interception, searches, ambushes, raids, and recce in force;
- interrogating prisoners and defectors and debriefing the population; study of documents, samples of weapons and equipment;
- long-range spetznaz reconnaissance;
- aerial reconnaissance (the division staff is obliged to organize reception of data from aerial reconnaissance which is transmitted from piloted and pilotless reconnaissance aircraft and supporting aviation aircraft;
- radio and radio technical reconnaissance;
- air defense radar reconnaissance;
- artillery reconnaissance;
- engineer reconnaissance;
- radiation, chemical, and bacteriological reconnaissance.

The depth to which the reconnaissance is planned and conducted must insure timely forecasting of changes in the situation affecting the division and acquiring information on enemy targets to permit their destruction within the entire range of the division's forces and means.

Reconnaissance can successfully carry out the missions assigned to it only when it is conducted purposefully, continuously, aggressively, promptly, and efficiently and when it is characterized by covertness, reliability, and accuracy in determining the coordinates of reconnoitered targets.

Fulfillment of these reconnaissance requirements pre-supposes strict subordination of reconnaissance measures to the division commander's decision, their constant conduct and persistent acquisition of the needed information by interested persons exactly on time, rapid analysis and evaluation of reconnaissance information to insure its immediate utilization; timely intensification or shifting of the reconnaissance efforts, maintenance of secrecy of all reconnaissance measures and deception of the enemy; and acquisition of information corresponding fully to the real situation on the battlefield.



Defense Against Enemy Mass-Destruction Weapons

One of the most important types of combat support is protection of the troops against mass-destruction weapons given the possibilities of the enemy using them. The aim of protection against mass-destruction weapons is to neutralize or weaken to the maximum extent possible the impacts of nuclear, chemical, biological, and high precision ammunition on the troops and rear service targets, to preserve their combat capabilities, and to insure successful execution of combat missions. Protection against mass-destruction weapons includes the following measures:
- promptly detecting the enemy's preparation for using such weapons;
- forecasting of the areas of destruction, radioactive and chemical contamination, demolitions, floods, and fires;
- radiation, chemical, and bacteriological reconnaissance;
- warning of the troops and rear area installations about radioactive, chemical, and bacteriological contamination;
- dispersion, camouflage, and periodic changing the areas of deployment of the troops and rear service installations;
- use of defensive properties of combat equipment, transport vehicles, and terrain;
- engineer preparation of the terrain;
- supplying the troops with protective equipment and knowledge of its use;
- selecting the most appropriate methods for passing through contaminated areas and providing for the protection of the troops during their combat actions in contaminated areas;
- monitoring of decontamination of radiation and chemical decontamination of personnel, equipment, ammunition, material, animals, and water;
- medical and veterinary measures (antiepidemic, public health, and special preventive measures);
- eliminating the consequences of the enemy's employment of mass-destruction weapons.

Forecasting the areas of destruction, radioactive and chemical contamination, demolitions, floods, and fire is conducted with a view to the following:
- determine the possible losses of forces and means;
- introduce the required changes in the grouping and action of the troops and the rear area;
- revise their missions;
- generally determine the nature and volume of work involved in elimination of the consequences of the enemy's use of mass-destruction weapons.

When forecasting the following are established:
- boundaries of lethal areas of radioactive contamination and dispersion in this area of levels (doses) of radiation;
- areas of possible damage (floods and fires);
- areas of contamination by toxic agents and time for their natural decontamination;
- direction and depth of scattering of contaminated air with dangerous concentrations.

Radiation, chemical, and bacteriological reconnaissance in the division is organized by the division staff. Direct control of radiation and chemical reconnaissance is conducted by the chief of chemical service. Bacteriological reconnaissance is directed by the medical and veterinary service.

Warning of the troops and rear area installations about radioactive, chemical, and bacteriological contamination is organized with a view to promptly take measures for protection. For warning, a single, constantly operating signal is established for all kinds of contaminations. It is transmitted as a top priority via all communications nets (links). The signals are established by the division staff. A warning signal is issued on the basis of reconnaissance data, and upon the use of chemical weapons, forecasting takes place. Instructions on releasing a signal are issued as a rule by the commander of subunits (units, large units, i.e., division) and by the chief of rear service installations. Upon detection of chemical contamination, chemical observation posts and observers of subunits independently issue a warning signal.

Dispersion, camouflage, and periodic changing the troop's deployment areas and rear service installations are conducted in order to hamper the enemy in selecting targets for destruction with mass-destruction weapons. The degree of dispersion is established by the division (regiment) commander. The dispersion degree depends on the following:
- mission to be accomplished;
- characteristics of the terrain;
- engineer preparation of the terrain;
- likely power of the enemy's mass-destruction weapons to be used;
- troop control capabilities.

The distance between battalions, usually in unprepared terrain, reaches three to five kilometers. A battalion occupies an area of approximately four to five square kilometers. All areas of troop deployment are camouflaged in all sorts of situations.

Periodic changing of troop deployment areas are conducted to move troops away from possible locations of the enemy's mass-destruction weapons strikes. Change of position is foreseen for units and subunits in second-echelons, reserves, and other elements of combat formations located deeper in the formation, and for control points. Alternate areas (positions) are prepared beforehand to facilitate this change. The alternate areas must be far enough away from the main areas to exclude destruction of one unit or subunit located in one area by an enemy strike on another area. The change of area (position) is conducted on the instruction of the senior commander covertly and quickly without negatively affecting the conduct of combat mission. Deceptive actions may be carried on in areas abandoned by the troops.

Use of protective properties of the combat equipment, transport means, and terrain and its engineer preparation significantly decreases the losses of forces and means when the enemy uses mass-destruction weapons. The radiation doses of personnel in tanks are reduced ten fold, in APCs four fold, and in vehicles two fold. The radii of destruction of personnel and equipment by nuclear weapons in narrow, deep, and tortuous hollows, ravines, underground excavations, quarries, and forests are decreased on the average by 1.5 times in comparison with deployment on open terrain. However, forests, hollows, ravines, and excavations further prolong stagnation of the vapors from chemical weapons agents and bacterial aerosols. Engineer preparation of the terrain decreases to a significant extent the destruction of troops from mass-destruction weapons.
Timely use of individual means of protection provides a reliable protection for personnel against destruction by chemical and bacteriological weapons and against penetration inside the organism and on to the skin of radioactive substances. It also decreases the level of damage by thermal radiation.

Selection of the most appropriate methods of passage through the zones of contamination depend upon the type and the degree of contamination, the nature of demolitions, the terrain condition, and the combat situation. In all cases the division commander and staff must insure that the methods for passing through areas of contamination provide for successful execution of assigned missions and minimum irradiation and contamination of troops. The common methods of passage are as follows:
- passage through areas with lower levels of contamination;
- passage through contaminated area in protected vehicles (tanks, APCs, helicopters, etc.);
- passage after the level of contamination has relatively dropped;
- bypassing the contaminated areas;
- a combination of above.

Monitoring the radiation level and chemical contamination level of personnel, combat equipment, material means, animals, and water is conducted in order to determine the following:
- capability of the personnel to be active without individual means of protection;
- volume of work in decontaminating troops;
- reliability of conducting decontamination.

Monitoring of contamination is conducted, as a rule after the troops have been in contaminated areas, as well as after conducting a total (full) decontamination. Measures by medical and veterinary services are carried out in order to prevent the spread of infectious diseases among personnel when the enemy uses bacteriological weapons, as well as for warding off damage to animals by mass-destruction weapons. Eliminating the effects of the enemy's use of mass-destruction weapons is conducted in order to restore control, combat capabilities of the troops, and operation of the rear service, saving personnel and rendering assistance to the wounded and sick. This includes the following measures:
- reconnaissance of the centers of contamination by nuclear, chemical, bacteriological, and high precision weapons;
- rescue work and treatment-evacuation measures;
- decontaminating the troops;
- restoring routes and paths for maneuvering the troops and extinguishing and localizing fires;
- decontaminating material means and purifying water;
- isolating and limiting measures and fighting against pathogenic agents in centers of bacteriological contamination.

Protection against mass-destruction weapons is organized and conducted by commanders and staffs at all levels in the division and under all conditions of combat situations.

When organizing protection against mass-destruction weapons, the division commander defines the most important measures. Depending on the situation and the assigned mission he specifies the following:
- the areas or lines along which the use of mass-destruction weapons of the enemy is most probable;
- the tasks of radiation and chemical reconnaissance, the deadlines for conducting reconnaissance, and the forces and means allocated;
- the procedure for dispersing units and subunits and the periodic changing of areas where they are deployed;
- the volume of work involved in engineer preparation of the terrain;
- the deadline for conducting basic measures by the medical and veterinary services;
- measures for eliminating the consequences of enemy use of mass-destruction weapons, etc.

The division staff (operation section in particular), on the basis of the division commander's decision, his instructions on protection against mass-destruction weapons, and the instructions of the higher command on the issue, jointly with the chiefs of combat arms and special troops and services work out the details of measures for protection of troop and rear service installations against mass-destruction weapons, organizes the execution of these measures, and conducts monitoring.

Measures for protection of the troops and the rear area installations against mass-destruction weapons are reflected in all combat (planning) documents of the division. Instructions on protection measures are issued to the units and the rear service of the division in separate instructions.

Protection against incendiary weapons is provided by a series of measures which pertain to engineer preparation of the terrain, dispersion of fire fighting measures in troop deployment areas and using the protective characteristics of the terrain and combat equipment.



Maskirovka

Maskirovka is among the most important types of combat support. It is conducted to achieve the following aims:
- conceal friendly troops from all types of enemy reconnaissance;
- deceive the enemy about the grouping of forces and means, intentions and actions of the friendly troops, and hamper the enemy in his selection of targets for destruction by fire and air strikes;
- insure undetected preparation and sudden delivery of attack by friendly forces.

The basic measures of maskirovka are as follows:
- maintaining the secrecy of organizing and planning the combat action of the division;
- dispersed and covered positioning and movement of troops;
- using camouflage properties of terrain, darkness, and other conditions of limited visibility (fog, rain, etc.);
- using organic and improvised means of concealment and painting equipment and installations to match the color of the terrain;
- signal security and deception;
- light concealment and masking;
- sound and acoustic masking;
- radar camouflage;
- engineer preparation of dummy (deceptive) locations of the troops and dummy targets;
- conducting deceptive movements and deceptive actions;
- secrecy in conducting engineering work;
- using smoke screens.

Maskirovka must be conducted in accordance with the situation as it evolves and with regard for its forecasted development. It includes implementing both protective and active measures to counteract all types of enemy reconnaissance. A sufficient quantity of forces and means is to be allocated for the conduct of maskirovka measures. The most important requirements of maskirovka are the following:
- aggressiveness (activeness);
- credibility;
- continuity;
- diversity.

Aggressiveness (activeness) is achieved when under all conditions and by means of all available forces and means and different methods, persistent efforts are made to impose a false impression of the status, actions, and intentions of the friendly troops on the enemy. Credibility of maskirovka presupposes that the measures implemented are characterized by plausibility and correspond to real conditions of the situation, with the capabilities of all types of enemy's reconnaissance taken into consideration.

The continuity of maskirovka involves constant implementation of measures during the entire course of the preparation and conduct of the battle and in all situations. The diversity of maskirovka excludes stereotyping and implementing planned measures and the use of new means whenever possible new methods and new procedures in conducting maskirovka. The principle methods of maskirovka are the following:
- concealment;
- simulation;
- feints;
- disinformation.

Concealment entails preventing the appearance of signs exposing the troop's locations and actions and different objects and eliminating or weakening such signs. Simulation is used in creation of dummy targets (disposition areas of the troops, defenses, positions, lines, etc.). In feints real subunits and units are deliberately used to create signs of troop movements, concentrations, combat, and other activities to create a false impression in the enemy's mind concerning the actions and intentions of the troops and distracting his efforts to secondary directions.

Disinformation is disseminated to disinform the enemy on composition, combat capability, actions, and intentions of friendly troops in order to mislead the enemy and to create advantageous conditions for success in combat.

Concealment, simulation, feints, and disinformation are carried out in integration. While concealment is employed without any special instructions from the higher commander, all other forms of maskirovka are utilized only on instructions from and with the permission of the higher command. When maskirovka is organized the division commander determines and specifies the following points:
- aims, tasks, and measures for maskirovka in the division;
- forces and means to be employed, places and times for executing maskirovka measures;
- individuals who are responsible for the above measures;
- procedures for monitoring maskirovka.

The division staff (operation section) along with the chief of artillery and rocket troops, chief of engineer troops and the chief of chemical troops jointly work out the plan of maskirovka measures. The division plan for maskirovka is prepared on the 1/100,000 or 1/50,000 scale map with written instructions. In the graphic part of the plan the following are reflected:
- boundaries, groupings, and missions of the divisions;
- areas for establishing deceptive concentration areas of the troops, command posts, deceptive movements and time of their preparation (conduct);
- forces and means participating in feints, their composition, area of deployment, direction, and time of action and mission;
- areas and time for using smoke screens and forces and means employed.

The following points are specified in the written instructions:
- the aim and mission of maskirovka;
- forces and means allocated;
- equipment used in maskirovka;
- methods to conduct different measures;
- responsible commanders.

The written form of the maskirovka plan with a map annex is prepared in a table form which reflects the following points under different columns:
- measures to be conducted;
- places for carrying out maskirovka measures;
- times for conduct of measures;
- responsible commanders;
- forces and means to be employed;
- reaction to the enemy's different actions regarding maskirovka.

The maskirovka plan is signed by the division chiefs of operations, artillery, engineer, chemical, and the chief of staff. It is approved by the division commander. The division staff (operation section) issues the instructions of the commander to all units regarding maskirovka and dispatches combat instructions to units and subunits which are assigned to execute specific measures of maskirovka.

The division staff monitors the execution of maskirovka measures. The condition of maskirovka is systematically checked by control surveillance from the ground, air, and sea. Those called to serve in the monitoring are officers from staffs, combat arms, special troops and services, and the traffic control (commandant service) services.



Security

Security is organized to provide the troops the time and conditions advantageous for development and commitment into action, to protect them from surprise attack by the enemy, and to prevent enemy's reconnaissance. Security is provided in defense by combat outposts (combat security), in march by march security and by security established in concentration areas. Moreover, under all conditions the troops organize immediate security.

The minimum necessary but a sufficient quantity of forces and means are assigned to security. In each specific case the composition of security elements depends on the following: the mission of the troops being protected;
- time available to them (required) to deploy and commit to battle;
- importance of the direction (area) of their combat action;
- distance to the enemy and the characteristic of his actions;
- terrain and observation conditions.

When organizing security, the division commander specifies the security tasks, forces and means, composition, area of responsibility (direction of action), and from what unit they should be allocated. On the basis of the division commander's instructions, the staff (operation section) organizes security. It assigns missions to the troops assigned to security, organizes communications with them, establishes procedure and the signals for coordination, and determines the procedure, methods, and deadlines for sending reports.



Engineer Support

Engineer support is provided to create, for friendly troops, favorable conditions for the use of combat equipment, maneuver and secrecy of combat actions, to increase their protection against means of destruction and to impede combat actions being conducted by enemy troops. The main tasks of engineer support at the division level are as follows:
- engineer reconnaissance of the enemy and the terrain;
- preparing and maintaining routes for troop movement;
- breaching of obstacles and construction of crossings over water obstacles;
- establishing engineer obstacles and conducting demolition work;
- establishing fortifications;
- conducting maskirovka work;
- extracting and purifying water, constructing and maintaining water supply points;
- conducting engineer actions for the elimination of the consequences of the enemy's use of mass-destruction weapons.

Engineer reconnaissance is an integral part of tactical (combined arms) reconnaissance. The basic methods for conducting engineer reconnaissance are observation, photography, and direct inspection.

Preparation and maintenance of routes for travel includes the following:
- repairing and restoring existing roads;
- engineer preparation of new roads;
- establishing column paths;
- camouflage of the routes from enemy ground and aerial reconnaissance.

A movement support detachment (OOD) is established in order to prepare the direction of movement in the regiment and division along each route being used. Passages are prepared when it is impossible to bypass barriers and obstacles. Passages are prepared usually for subunits with one passage for each attacking first-echelon infantry (tank) platoon. In order to pass the troops through the passage, a traffic control service is organized using forces and means of engineer subunits. For each passage a traffic control post is assigned composed of three to four men. A combat engineer detachment directs the traffic control service at two adjacent passages. Engineer preparation of river crossings includes the following:
- establishing column paths to the crossing sites from the main travel routes of the troops;
- mine clearing and removing of obstacles on approaches to water obstacles, river banks and landing areas (embarkation), disembarkation (unloading) for landing craft and ferries as well as in the areas of constructing bridges;
- building of slopes into the water and departure for the shore;
- assembling rafts, mounting piers and installing bridges;
- clearing and marking of fords;
- installing antimine artificial obstacles in the water at bridge crossings;
- camouflaging crossings;
- constructing shelters for personnel and equipment.

The basic system of artificial obstacles as a component of engineer support includes mixed mine fields and mainly antitank mine fields. Depending on the conditions of the terrain, besides mixed mine fields, various non-explosive antitank and antipersonnel obstacles are prepared such as tree barriers, abatii, barricades, hedgehogs, knife rests, escarpments, one way tank ditches, antitank ditches, dragon's teeth, etc.

Destruction of important objectives (bridges, dams, power stations, etc.) is conducted to impede the enemy's combat action, to inflict losses on him, and to prevent the use of such objectives when they are seized by the enemy.

Mobile obstacle detachments can be formed in the regiment and in the division for mine laying and demolition work in the direction of the enemy attack (counterattack). They are composed of one to two engineer platoons equipped with mines, mine laying equipment, and explosives.

Fortifications significantly reduce the degree of injury to personnel from the effects of mass-destruction weapons as follows:
- foxholes, trenches, and cut and cover shelters reduce penetrating radiation ten fold and decrease the radius of destruction by shock wave 1.5-2 times in comparison with a position on open terrain;
- covered foxholes and trenches protect the personnel from contamination by radioactive substances and chemical agents sufficiently liquid to form drops, from thermal radiation and penetrating radiation;
- shelters and dugouts with special engineer preparations reduce the radius of destruction to personnel by shock wave three to five fold.

Water is acquired by engineer troops according to a calculation of what would satisfy the daily troops requirements. Daily requirements include the norms for consumption of water for the unit and drinking needs of the personnel and for technical purposes (filling, refilling, and washing of vehicles). The average daily norm for consumption of water by one serviceman in areas which have little water or no water in the torrid zones of the earth (such as in Central Asia and in Africa) amounts to ten liters. During an emergency shortage of water, the daily norm for water consumption can be reduced to four liters but for a time period of no more than three days. The norms for consumption of water for technical purposes are determined by the technical specifications of the types of vehicles.

Engineer support tasks are executed by personnel from all arms of services. Engineer troops execute the most complex tasks of engineer support which require special training of personnel and use of engineer equipment and explosives. In order to conduct the tasks of engineer support in the division, some of the engineer troops are used on a centralized basis, according to the decision of the division commander. Other troops are allocated for the reinforcement of combined arms units. Engineer subunits being allocated for reinforcement can be attached to the regiments or execute tasks on their behalf while remaining subordinate to the division commander.

Engineer support is organized on the basis of the division commander's decision and instructions for the higher command. The division commander defines the following points:
- most important tasks of engineer support;
- forces and means employed;
- deadlines for execution of engineer tasks;
- subordinates responsible for their execution and the procedure for monitoring the work.

Based on the concept of the division commander's decision, his instructions on engineer support, and instructions from the army's chief of engineer troops, the chief of division engineer troops organizes the plan of engineer support for the division. This is done after an all-around clarification of assigned missions and estimate of the situation.

The plan of engineer support of the division is the principle document regulating the actions of division's engineer staff. It is considered part of the division's plan for its combat action. (Engineer planning documents may be found in Chapter Five). The engineer support plan is prepared on 1/100,000 or 1/50,000 scale map with written instructions. The plan is signed by the chief of engineer troops and the division chief of staff and it is approved by the division commander. The graphic part of the plan includes the following:
- principal tasks of engineer support during the preparation of the battle;
- principal tasks of engineer support during the conduct of the battle;
- areas and times of conduct of these missions and engineer troops assigned to accomplish them;
- areas of deployment of engineer troops in the initial situation (FUP areas) and their movement during the conduct of the operation;
- organizing support and supply of troops in terms of engineer equipment, armament and material;
- brief description of enemy forces and means and characteristics of his likely actions;
- combat formation of the division and regiments in FUP areas, the immediate and long-range missions of the division, and the immediate and subsequent missions of the regiments;
- areas of breakthrough (main attack) of the enemy defense (forces);
- line of commitment (counterattack) of the division's second-echelon into battle;
- command posts of the division in FUP areas and their relocation during the battle;
- division boundaries and boundaries between regiments;
- likely assault river crossing sites during the conduct of the battle.

In the written instructions of the division's engineer support plan the following points are reflected:
- combat composition and groupings of the division's engineer troops and distribution of engineer troops among regiments and elements of combat formations, and their distribution in terms of combat missions and regroupment of engineer troops during the battle;
- availability and distribution of engineer armament and equipment in terms of different missions and among the regiments;
- composition of mobile obstacle detachments, movement support detachments, and engineer reserves;
- measures on protection of troops against the enemy's use of mass-destruction weapons.



Chemical Support

Chemical support consists of a series of measures aimed to create conditions allowing the troops to accomplish their missions in the face of the enemy's use of mass-destruction weapons, smoke, and incendiary means. Chemical support includes the following:
- radiation and chemical reconnaissance;
- bacteriological non-specific reconnaissance;
- chemical and dosimetric monitoring;
- special cleansing;
- use of smoke masks and flamethrowers by chemical troops and other measures.

Radiation and chemical reconnaissance is conducted to provide the division commander and staff with information on the radiation and chemical situation on the terrain and in the surface layer of the atmosphere. The boundaries of contaminated zones are marked and detours are defined or routes through which the troops will be exposed to the lowest radiation are determined. Radiation and chemical reconnaissance is conducted by radiation and chemical reconnaissance subunits by observation and direct survey of the areas occupied by the troops and on their movement routes.

Bacteriological non-specific reconnaissance (monitoring) is carried out for the purpose of promptly detecting the enemy's use of bacteriological agents and providing the division commander and staff with information by which to estimate the bacteriological (biological) situation. It can determine whether or not the enemy has used bacteriological agents, define the boundaries of contaminated areas, and take samples for analysis. It is carried out by all observers, observation posts chiefly of those forces and means given the mission of radiation and chemical reconnaissance.

Chemical and domestic monitoring is conducted to obtain data by which to evaluate the combat capability of units and subunits and to determine the volume of special cleansing required. Chemical monitoring includes preliminary study of the air, water, and soil samples for the purpose of establishing the need for analyzing them further and qualitative and quantitative analysis of such samples in order to determine the form and type of war gas and the density of contamination.

Dosimetric monitoring includes monitoring exposure of personnel to radiation and monitoring radioactive contamination of weapons, equipment, fuel, water, and other material means.

Special cleansing (obrabotka) is conducted to preserve the combat capability of troops contaminated by toxic agents, radioactive substances, and bacterial agents to reduce the probability of personnel injury and to allow them to operate without protective equipment. It includes gas and radioactive decontamination and disinfection of armament, equipment, and material and when necessary, sanitary cleansing of personnel.
Special cleansing may be partial or complete. In partial special cleansing personnel do not interrupt conduct of their combat missions. They use individual antichemical packets and available resources to remove toxic agents, radioactive substances, and bacterial agents from exposed skin, protective equipment, clothing, and weapons surfaces. Complete special cleansing is carried out with the permission of the senior commander after the accomplishment of the combat mission. In this type of cleansing all surfaces of weapons and equipment are subjected to gas decontamination and radioactive decontamination. The personnel undergo personal cleansing including washing with warm water. They must also change their underwear and sometimes their outer clothing as well.

Smoke screens are used by chemical troops to blind the enemy, to conceal friendly troops, simulate the activities of dummy targets, and to protect troops against light radiation from a nuclear burst. The chemical troops lay smoke screens in integration with other concealment measures.

All measures of chemical support must always be coordinated with measures to protect troops against mass-destruction weapons. Chemical support is organized by the chief of the division's chemical troops in close coordination with the division staff. Chemical support is organized on the basis of the division commander's decision, his instructions on chemical support, and instructions of the army's chief of chemical troops.



Technical Support

Technical support consists of the following series of measures:
- to promptly supply the troops with armament and equipment;
- to provide ammunition and military technical equipment;
- to maintain weapons and equipment in constant readiness for combat use;
- to insure high effectiveness and trouble-free operation of the equipment in all situations;
- to restore damaged weapons and equipment.

Technical support is subdivided into the following categories:
- artillery-technical support;
- motor vehicle-technical support;
- tank-technical support;
-chemical-technical support;
- signal-technical support;
- rear-service technical support.

The principle measures of technical support include the following:
1. providing armament and equipment to the troops:
-- planned and conducted by the deputy commander for technical affairs and armament of the division;
2. supplying ammunition and military technical material:
-- reserves of ammunition and technical material (spare parts, etc.) are planned by related arms and services and held by personnel, combat vehicles, armament, transportation of subunits (battalions) units (regiments) and division material support battalion;
3. insuring technically correct operation of armament and equipment:
-- includes their preparation for use, their use, technical maintenance, transportation, and storage. This is conducted by specially trained personnel of units such as drivers, driver-mechanics (tank drivers), and crews and teams with the help of specialists as required when preparing equipment for combat use or during their technical maintenance, transportation, and storage.
4. timely evacuation and repair of weapons and equipment:
-- evacuation of damaged armament and equipment is conducted, as a rule, on the instructions and with the resources of the higher level. Evacuation includes towing, transporting, or leading incapacitated items of armament and equipment to the nearest shelters, to evacuation routes and to repair or loading points. It also includes loading the equipment onto transportation vehicles, extricating stuck, buried, and sunken items and systems and righting upset equipment plus the necessary preparatory work. Armament and equipment are evacuated chiefly from areas under enemy fire, from areas where it may be captured by the enemy and from areas of fire, floods, or contamination. The importance of the given items to combat and the volume of the repair jobs are accounted for when determining the priority of evacuation:
-- command and combat vehicles, rocket launchers and armament and equipment requiring the least volume of repair are evacuated on first priority. Depending upon the specific situation, the location of the defective weapon or vehicle, and its technical condition a specific evacuation procedure is determined.

The operating procedures are set by the division commander and his deputy for technical affairs and armament in accordance with the mission, the condition of the situation, and the instructions from the army commander.

Technical servicing of the equipment consists of checking for the proper functioning of assemblies, mechanisms, and devices, and topping off of vehicles with fuel, lubricants, and special fluids. Technical servicing of armored and motor vehicles is performed in accordance with the rules established by technical use. The basic indicator in this process is vehicles' mileage. The following types of technical servicing have been established for tanks, depending on the number of kilometers covered:
- a general inspection;
- technical servicing no. 1;
- technical servicing no. 2;
- technical servicing no. 3.

General servicing is conducted before taking the vehicle out of the motor pool. It is conducted in fifteen to thirty minutes. During short halts of a march ten to fifteen minutes are spent conducting general servicing.

Technical servicing no. 1 is conducted each time a vehicle is returned to the motor pool, after a march is completed, and during breaks between two battles regardless of the distance covered.

Technical service no. 2 for medium tanks is conducted usually after the vehicle has run 1,000-1,100 km with a period of 6.5-9.5 hours being spent. Technical service no. 3 is conducted after the vehicle has run 2,000-2,200 km with a period of 8-12 hours being spent. Servicing numbers 2 and 3 include a careful check-up of the technical condition of the vehicle, its performing adjustments, and topping off or replacing of oils and lubricants in the assemblies and units of vehicles.

The following types of technical servicing have been established for motor vehicles:
- General inspection before taking the vehicle out, conducted in 15-20 min., general inspection en route (short halts in march) takes 10-15 min.
- Daily technical servicing conducted after each time the vehicle is brought back to the motor pool regardless of the distance covered or after the vehicle has run 100-150 km. A period of 1-1.5 hours is devoted to daily servicing.
- Technical servicing no. 1 is performed usually after the vehicle has run 1,000-1,200 km. It takes up to three hours to conduct the service.
- Technical service no. 2 is conducted after the vehicle has run 5,000-6,000 km. The service takes eight hours.

On the basis of instructions from the division commander and his deputy for technical affairs and armament, technical servicing in units and subunits is directly organized by artillery armament, motor and tractor service, armor service, and related chiefs of arms and services for engineer equipment, signal equipment, technical equipment, mechanical assemblies, mobile field bakery, and other various equipment.

Evacuation is conducted in the following priority sequence. First, all armaments and vehicles with minor damage are evacuated away from enemy fire. Second, weapons and vehicles, which can be repaired by the repair facilities of the regiments and the division are evacuated. Third, the remaining equipment is moved. Evacuation of the damaged equipment is conducted in those cases when it is impossible to repair them at the place where they have broken down.

Repair of armament and equipment is conducted in order to maintain and restore the serviceability, performance, and life of equipment and their parts. In a combat situation repairs are made, for the most part, where the armament and equipment break down or in the nearest cover, as well as in deployment areas of repair units and subunits and at disabled vehicle collecting points.

The fundamental principle in organizing repair is bringing the repair facilities as close as possible to the equipment being repaired and to first repair that equipment which requires the least amount of time to have it operational again. The following types of repair have been established depending on the nature and degree of damage, and of labor intensiveness of repair work:
- routine (current) repair;
- medium repair;
- major repair.

The routine (current) repairs entail eliminating faults by replacing or restoring individual parts of damaged equipment and systems and making adjustments. They are carried out by operating personnel and repair subunits organic to the unit and sometimes in the division workshop. Medium repairs consist of restoring and operating characteristics of items and systems by replacing or repairing damaged parts and mandatorily checking out the technical conditions of other parts. It also includes correcting faults in them. Medium repair is conducted by divisional repair workshops and army facilities on finished assemblies. Major repairs entail major overhaul and are conducted, as a rule, at the front and area plants.

No matter what the conditions, the repair volume must insure the possibility of the quickest and safest use of restored armament and equipment in carrying out assigned missions. The principles of determining the priority of repairs are similar in many ways to the principles of evacuation priority discussed above.

Armament and equipment that is ready for use is returned, normally, to its units or subunits, or it is sent by order of the commander to units and subunits undergoing recovery of their combat capability.

Troop control of the technical support resources is an inherent part of troop control. Such support is managed personally by the division commander as well as through his staff, his deputy for technical affairs and armament, his deputy for rear service, and chiefs of combat arms, special troops, and services. They organize the technical support on the basis of the division commander's decision, his instructions on technical support, and instructions of corresponding chiefs at a higher level on technical support.

Control of technical support is conducted from the division control points and technical observation points. General communication channels are used to resolve technical issues, but a technical support radio net may be created as well. Technical support is provided in close interaction with rear service support. Coordinated leadership of technical and rear service support by control organs is one of the most important prerequisites for achieving success in assigned missions.



Rear Service Support

Rear service support is the collection of a series of measures by which the troops are provided with all forms of material means required to maintain their combat capability and to create favorable conditions for successful accomplishment of missions. Rear service support includes the following:
- material support;
- medical support;
- transportation;
- providing personnel and other needs of the troops.

Material support is conducted in order to promptly and completely satisfy the needs of units and subunits for material. It includes acquiring and storing material, delivering it to combined arms units and subunits, units of combat arms, special troops, and services, making consumers aware of the authorized norms and creating the necessary reserves. Material support is provided centrally, in accordance with the plans and instructions of the division commander who bears the responsibility for uninterrupted supply of material to subordinate units and subunits. Material includes the following:
- all forms of armament;
- combat and other equipment;
- ammunition;
- fuel;
- food;
- protective means;
- engineer means;
- clothing;
- medical and other material;
- various types of merchandise;
- fluids and water.

Medical support is provided in order to accomplish the following:
- maintain combat capability and improve personnel's health;
- render prompt medical assistance to casualties and patients;
- return personnel to action as quickly as possible.

Medical support in combat includes conducting treatment, evacuation, sanitary, hygienic, and antiepidemic measures and medical measures aimed at protecting the troops against the enemy's mass-destruction weapons. Organization of the rear service support of the division includes the following:
- preparing the rear service units, subunits, and installations;
- making the decision on rear area support;
- designating the rear service area;
- deploying the rear service units, subunits, and installations and their relocation during the battle;
- designating supply and evacuation routes;
- providing security, defense, and protection of the rear area.

Preparation of the rear service to support the troops is organized by the deputy division commander for rear service and chiefs of services of the division. It is performed directly by the commanders (officers) of the rear service units and subunits on the basis of orders and instructions from the division commander and his deputy for rear services.

A rear service area is assigned to the division in offensive and defensive combat for deployment and operation of rear service units, subunits, and installations; and for efficient use of roads, local resources, and water resources. This area is limited on the right and left by division boundary lines and at the rear by a boundary with the army rear area. The dimensions of the area can vary. The total depth of the division rear area in offensive battle reaches forty kilometers and in defense up to sixty kilometers.

Divisional rear area may not be assigned during the attack on the move and when there are no adjacents, as well as while conducting combat actions in deserts and mountains. In this case the division assigns only areas for deployment of the rear service units. In defense, the division rear area is usually subdivided into regiment rear areas and a divisional rear area. The regiment rear areas are assigned only to the first-echelon regiments. In the offensive, combat regiment rear areas, as a rule, are not assigned. Deployment of the division rear service units and subunits is conducted as follows:
- medical and repair units (subunits) are deployed close to first-echelon regiments (first-echelon of the rear service);
- depots, transportation units (subunits), and mechanical field bakery are deployed in the second-echelon in depth.

The following routes are established in the division rear areas:
- a divisional supply and evacuation route from divisional supply depots (material support battalion) to regiment dumps (material support companies) and fire positions of division artillery group;
- a regimental supply and evacuation route from regiment material support company (depots) to the rear service subunits of battalions and the fire positions of regiment artillery group;
- a lateral route on the line of regiment dumps, which is the divisional lateral route;
- a lateral route on the line of division depots (material support battalion) which is army's lateral route.

Relocation of rear service units and subunits depends on the combat mission and the nature of combat action. Priority is given first to all medical aid posts, armored repair workshops, and transport with ammunition and POL. To conduct the rear service support the following elements are employed:
- in battalion: battalion's supply platoon;
- in regiment: material support company and medical company;
- in the division: material support battalion, medical battalion, and mechanical bakery.

Control of the rear service provides for:
- maintaining constant readiness of the rear service to support the troops;
- promptly assigning missions regarding the rear service support;
- planning the organization of the rear service support;
- monitoring the execution of instructions on rear service support;
- maneuvering with transport, material means, repair, and medical means in accordance with the changes in the situation;
- organizing reliable security, defense, and protection of the rear service area.

The division commander directs rear service support through his staff, his deputy for rear service, his deputy for technical affairs and armament, and chiefs of combat arms, special troops and services.

The rear service support plan is a part of the division plan for the battle. The plan should be concise and clear. The contents of rear service support plan include all matters concerning rear service support of the troops handled by the deputy division commander for rear services and service chiefs. The plan also includes issues of supplying the troops with ammunition and technical equipment since the deputy division commander for rear service is responsible for their timely supply. The supply of the troops with rockets and their movement by specialized transportation means, technical support, motor and tractor, and other equipment support are reflected in other plans prepared by the chiefs of division's services who are not subordinate to the deputy division commander for rear services. The initial data for preparing the plan of rear service support are the following:
- the rear service order of the army commander;
- the decision of the division commander for the battle and his instructions on rear service support;
- the decision of the deputy division commander for rear service on organization of the rear service support;
- information on the size, number, composition, and status of the troops;
- information about the composition, deployment, status, and location of the rear services of the troops.

The division's rear service support plan normally reflects the following:
- the principle missions of the division's rear service;
- the composition of division's rear service including its units, subunits, and installations planned to support the combat action of the division;
- the deployment of the division's rear service during the preparation of the battle and their relocation and movement during the conduct of the battle;
- division's supply and evacuation routes, their extension, restoration, and maintenance during the conduct of the battle;
- material support of the division during the battle;
- medical support of the division troops;
- protection, security, and defense of the division rear service area;
- organizing control of the division's rear service;
- other matters.

The plan is prepared on a 1/50,000 or 1/100,000 scale map with written instructions, or it can be prepared in written form with a map annex. The plan is signed by the deputy division commander for rear service and his chief of staff. It is coordinated with the division's chief of staff and approved by the division commander.



Monitoring Preparation for Battle and Fulfilling Assigned Missions

Monitoring is an important link in troop control. It implies monitoring of a precise and punctual execution of the following:
- assigned missions;
- activities;
- positions and conditions of the troops;
- conditions of their rear service;
- conditions of material support.

Once the commander's decision is transmitted to the executing elements, it does not mean that it will be implemented in precise correspondence with the commander's intention. A certain amount of time passes from the moment the situation changes to the time that the immediate executing elements begin carrying out the decision adopted in accordance with the situation. Consequently, the division commander's decision may not be fully consistent with the actual situation on the battlefield. Moreover, the immediate executing elements may encounter unforeseen enemy countermeasures and difficulties brought on by the following:
- sudden changes in weather or in the nature of the terrain as a result of the use of nuclear weapons;
- inefficiency of certain officials;
- other executing elements incorrectly understanding the division commander's tasks.

These are some of the reasons why monitoring precise and prompt accomplishment of orders and instructions issued by the division is the most important element of troop control. Monitoring is exercised personally by the division commander, division staff, and chiefs of arms and services. It must be constant and purposeful and must be directed at preventing imprecise or untimely fulfillment of missions assigned to the troops. Monitoring must be skillfully combined with practical assistance to subordinates in the execution of the assigned missions. Swiftness and effectiveness have a special significance in monitoring, since they permit an immediate response to any deficiency that is revealed. In this case, attention is concentrated on checking fulfillment of those measures which play the decisive role in achieving the aim of the battle.

The methods for monitoring and checking can be diverse. Depending on the prevailing conditions, monitoring can be performed by the following measures:
- directly among subordinate troops;
- studying combat documents submitted by staffs;
- observing troop activities;
- in certain cases by convening the commanders and staff officers of subordinate units for personal report on the progress of the conduct of the assigned combat missions;
- receiving reports (inquires) via communication equipment.

The best method of monitoring is by the division commander, his deputies, staff, and the chiefs of arms and services personally going directly to the field. During the preparation period for the battle the following are monitored:
- preparing data for making the decision;
- formulating the decision and planning documents;
- disseminating tasks to troops;
- organizing interaction and support of the troops combat actions;
- organizing troop control during the battle.

Concurrent with this, the division commander, staff, and elements of other control organs monitor the activities of subordinate troops and their staffs. Such monitoring includes checking the following:
- timeliness of subordinate troops receiving missions and their correctly understanding them;
- the conformity of the decision of subordinate commanders to the concept of the battle;
- the correctness and completeness of battle planning and measures for interaction among troops and all-around support for their combat action;
- subordinate troops completing measures on preparing for battle and readiness to begin these measures precisely at the designated time, knowing set signals, observing accepted maskirovka measures, and completing measures for protection against mass-destruction weapons.

The methods and tasks for monitoring are diverse. Monitoring is most often accomplished in the following ways:
- during personal visits by the division commander and other control organ officials to the troops;
- during conversations over communications equipment;
- during the study and analysis of combat documents submitted by the subordinates.

The division commander, chief of staff, and other control organ officials conduct the most effective method of monitoring by personally studying the activities of subordinate troops and their staffs. This makes it possible to be immediately convinced of the correctness for accomplishing measures of preparing the troops for battle and the effectiveness of control in the battle.

This method is valuable since it provides the opportunity for the division commander and staff to receive the most complete and objective information on the status and preparation of the troops and staffs. It also enables them to answer any questions subordinates may have and not only to identify problems but to find the causes and take measures to eliminate them.

The method of personal study of the activities of subordinates and their staffs can not be applied when there is limited time for preparing the battle or during difficult or quickly changing situations during the conduct of the combat action. Therefore, going to and visiting the troops is done only on the instructions of the division commander and in accordance with the plan worked out by the operations section of the division staff.
Monitoring by means of using communication equipment is conducted by all control organs. It is relatively quick but not complete. Certain elements such as checking the planning, interaction, and support can not be checked by using communication means. It is also not desirable because of secrecy considerations. Therefore, this method is better used only to check measures which can be checked quickly such as the following:
- confirming the receipt of orders;
- confirming a signal about accomplishment of combat missions;
- confirming dispatch of documents;
- other similar activities.

The study of combat documents submitted by subordinates provides necessary information required to monitor the correct execution of assigned missions. Therefore, the division commander and his staff can use various methods and means for monitoring. Effectiveness in monitoring is achieved by a flexible and efficient combination of the methods in accordance with the situation. The effectiveness of monitoring depends entirely on its organization and the capability of the staff conducting it. The division chief of staff is responsible for organizing and conducting monitoring. In accordance with the division commander's instructions, the operation section formulates a monitoring plan for the entire period of battle preparation and for each trip of the monitoring groups to the troops. The monitoring plan indicates the following:
- units to be checked;
- matters to be checked out (inspected);
- methods for checking;
- deadlines for executing checking;
- persons to conduct checking;
- time and procedure for reporting the results of checking (inspection).

The contents of the plan must be coordinated with the monitoring measures of the higher command in order to avoid duplication. The monitoring plan is prepared in written, table, or chart form and it is approved by the division commander. The division chief of staff specifies the methods of movement of monitoring groups, the routes and the sequences of return, taking into account the relocation of control points.

On the basis of the monitoring plan prepared by the staff, chiefs of combat arms and special troops and services prepare their own plans which reflect the tasks and methods of monitoring the activities of their own troops. The success of monitoring depends largely on the special training of the individuals who travel to the troops. The division's chief of staff organizes special training for this purpose. In accordance with the approved plan, he briefs the officers assigned for monitoring on basic objectives, monitoring tasks, and the method of conduct for monitoring. He coordinates in time the monitoring measures with other types of troop control work. In addition, the chief of staff informs the officers traveling to the troops about the instructions and directions issued to lower staffs. The officers assigned to monitoring must do the following:
- know well the situation in the division area and its possible development;
- understand their missions;
- study the conditions;
- outline procedures for carrying it out.

The officers of the monitoring group report the results of the inspection to the division chief of staff who summarizes their work and reports to the commander both the results and the conclusions and proposals concerning them. On especially important matters, the division commander personally hears the reports of officers who have travelled to the troops. On the next page is a sample of a division monitoring table.

I approve
\MG _________

Chief of Operations Chief of Staff

Rank, Signature Rank, Signature

IV. WORK OF COMMANDER AND STAFF DURING OPERATIONS

Actions of Division Commander and Staff to Control the Troops During the Conduct of the Battle


Control of troops during the conduct of battle consists of the commander's constant influence on the development of combat actions by all forces and means, which he has at his disposal. the division commander and staff must direct all measures taken for controlling the troops during the battle toward concentrating the efforts of all forces and means on the accomplishment of the division;s combat missions. During the conduct of the battle all work related to the troop control will be conducted within extremely limited periods of time. In order to enable the commander to know at all times the situation and to be able to react promptly to any changes in the situation, the division staff constantly gathers information about the situation and reports it to the commander and higher echelons. The activities of the division commander, staff, and other control organs during combat are directed at the following:
- maintaining high political-morale status of personnel, combat capability, and readiness of the troops to accomplish missions assigned to them and those which arise suddenly;
- continuous collection, study, and analysis of new information about the situation, making timely decisions on that basis, and reconfirming (clarifying) and assigning new missions to subordinate troops;
- adjusting the battle plans in response to changing situation;
- maintaining and restoring continuous interaction, all-around support of combat action, and firm and uninterrupted troop control;
- monitoring the execution of assigned missions by subordinates.

As mentioned before, it is vital to accomplish these control tasks in a situation characterized by abruptly changing conditions and many crucial episodes. Even if a battle develops basically according to previously prepared plans, control tasks must be conducted in limited time and with inadequate information. Unforseen situations in the course of combat actions require the division commander and staff to react quickly, to make (or adjust) timely decisions, reconfirm missions to the troops, and provide for their interaction. All this is to be conducted under constant enemy pressure.

In the course of combat actions the division commander and staff continuously monitor the development of the situation and, when needed, clarify tasks and the method for hitting the enemy with air and rocket strikes, artillery fires, and other weapons. The division commander determines how to destroy the enemy, depending on the characteristics of his actions. Accordingly, the staff disseminates the commander's instructions to the troops, ensures their interaction, and monitors the execution of assigned missions. Troop control during the conduct of battle is conducted on the basis of the nature of the missions to be accomplished and the specific situation conditions.

The division commander controls the troops from his command posts and at certain times travels to the area of the fighting of the main grouping of the troops. The division commander may also travel to regimental control points when necessary. The division staff must ensure that the division commander can conduct troop control from any control point and maintain constant communications with subordinates and all control points. The staff sends a group of staff officers with control documents with the division commander.

During the conduct of the battle the principle methods of troop control will be personal conversations of the division commander, the chief of staff, and other control organs with subordinates over technical communications equipment, instructions issued by transmitting short signals, commands, and fragmentary orders. The commander, chief of staff, and other control organs must conduct verbal conversations in accordance with secure troop control procedures.

During the conduct of the battle, division staff officers and officers from the staff of the division's combat arms, special troops, and services can be dispatched to the troops to clarify the situation, pass on the commander's instructions, conduct monitoring, and to render assistance. During the most critical moments of the battle, the division commander dispatches staff officers to observe the course of combat actions. They monitor the combat actions and report their results, identify crisis situations in a timely manner, direct troops actions to accomplish the assigned missions, and quickly disseminate to them the commander's instructions. In the course of the battle the situation develops gradually. The rapidity of development and change in the situation for the division depends on the following:
- level of advance information about the enemy and the extent of unknowns in the enemy capabilities, situation, and likely intentions and about the terrain;
- enemy's capability to conduct maneuver by forces and means and by fire to reinforce defenses, establish new defensive lines, and conduct counterattacks;
- own forces capabilities to deal with unexpected situations and maintain the required correlation of forces and means for the planned advance of the troops;
- the promptness and level of support from the higher command, adjacent, and air (naval) forces;
- the level of casualties suffered by both sides, particularly by mass-destruction weapons.

Highly mobile combined arms, airborne (sea borne) troops along with their mobile support systems are able to reduce the reaction time of both sides on the modern battlefield. This leads to constant, abrupt, and drastic changes in the situation during the conduct of the battle. The rapidity of changes in the situation depends on the time during which significant changes in the location, state, and nature of actions of both sides occur. It depends on the ability of weapons to suppress or destroy certain enemy targets in minimal time and on the rate of troop movement. Modern weapons make it possible to inflict heavy losses on the enemy in a short time, while the high mobility of combined arms units provides a possibility for quickly exploiting the results of nuclear and conventional fire strikes, to attack the enemy from the line of march, and swiftly penetrate deep into his dispositions by a wide maneuvering of forces and means.

In the past troop maneuver was usually limited to their movement with the purpose of occupying the most advantageous position over the enemy for launching strikes (attacks and counterattacks). Today it is also a means to promptly exploit the results of nuclear and conventional fire strikes; to quickly transfer the effort deeper into enemy territory or to a new direction; to bypass radioactive contaminated areas, obstacles, destruction, fires, and flooding; to move troops out of range of the enemy's nuclear strikes; and to replace units that had suffered heavy losses and lost their fighting capability.

Abrupt changes in the situation are the product of qualitative changes in the following:
- composition of the friendly grouping of troops and enemy's grouping of forces;
- the correlation of forces and means;
- radiation and chemical situation;
- swift approach of reserves;
- landing of airborne (seaborne) assault troops;
- powerful surprise strikes by combat helicopters;
- abrupt changes in the methods of action and transition from one form of battle to another.

In modern battle the mass-destruction weapons are the principle factor determining the swiftness of change of the situation. Nuclear weapons make it possible to change the correlation of forces and means in a given direction almost instantly, to quickly surmount the enemy's resistance or to go over to the offensive from the defense. Due to the high mobility of the troops and their aerial mobility, it has become possible to quickly exploit the results of nuclear strikes, to travel large distances in a short time, to make the attack on the move, and to swiftly penetrate deep into the enemy's dispositions. Moreover, the absence of a continuous front and presence of gaps and intervals in the combat formation of the troops creates favorable conditions for swift and sudden strikes on the flanks and the rear of enemy forces, which will create conditions for rapid change in the situation. Therefore the time factor plays a great role in modern battle and thus even a short delay in conducting urgent measures may become the cause of unjustified losses of forces and means and failure in accomplishment of the combat mission.

Non-uniformity of the development of combat actions in width and in depth has a considerable effect on swift and abrupt changes in the situation. Lines of contact between the opposing sides in the former sense, where combat actions were developed from one line to the next by units in physical contact with each other, will no longer exist. Exploiting the results of nuclear and conventional fire strikes and active actions of airborne (seaborne) troops, the division troops will swiftly advance deep into the enemy's dispositions in some directions, in other directions the enemy will offer resistance and will fight stubbornly, while in still others the attacking troops will slowdown their advance or stop temporarily in order to recover from the enemy's nuclear attack or they will go over to the defense to repel the enemy's counterattacks.

Despite the abrupt and drastic changes in the situation, a detailed and realistic forecast of the situation and development of combat action can provide the conditions for the division commander and his staff to take timely measures to deal with all changes in the situation.

The combat missions to the division and regiments are assigned in the context of a time and space dimension in which the overall capability of the division or the regiment in relation to possible enemy potential can respond to any likely challenge, provided the challenges are timely identified and dealt with in an effective manner in accordance with the specific situation. (See discussion of this point in Chapter One).

Thus at the division level changes in the situation, which can be dealt with by lower echelons' (regiment, battalion) forces and means do not create reasons for changing or drastic adjustment of the division's pre-prepared plans. However, the consequences of changes at the lower echelon may lead to greater changes in the situation, which can be dealt with only by divisional forces and means. This is illustrated in detail in the practical example of a division's battle for one day presented later in this chapter.

Daily Pattern of Action of Division Commander and Staff During the Conduct of the Battle


The division staff, during artillery preparatory fire, gather and consolidate information about the enemy's activities, determine the results of preparatory fire, watch over the prompt breaching by combat engineers of lanes through enemy obstacles and the departure of the attacking troops from their assembly (waiting) areas (occupied areas), and monitor the readiness of units for the attack. Once the attack is begun the division commander and divisional staff continuously direct the battle by concen

When the division attacks through the enemy covering forces area, the action of forward detachments moving in the front of the division's main forces is the main object of troop control. The division commander and staff closely follow the action of the forward detachments and help their action by divisional means and the supporting air force. Only under extremely difficult conditions will the division be required to deploy part of the main forces to break through the enemy's covering force (security zone). In this case the division commander will have to make his decision sufficiently in advance to ensure the timely deployment, commitment, and support of the main forces into the battle.

When contact with the enemy's main defenses is established, the usual method of attack is to move the divisional troops from waiting (assembly) areas during the artillery preparatory fire. To do this the artillery, part of the air defense means, and command posts must deploy forward at least six hours before the attack. Therefore during the artillery preparatory fire and the movement of the troops from the depth for the attack, the division commander and his staff control the battle from the division's forward command post or command post. When the movement of the troops from the depth for the attack is not possible because of the terrain and other conditions, the division occupies the departure area in which all elements of the combat formations including the division control points deploy on the terrain. In this case the division commander and staff conduct troop control, as the battle begins, from the division's forward command post or the command post at the departure area.

During the artillery preparatory fire, the division commander carefully follows the course of the fire, reports to army about the extent of suppression and destruction of targets, demolition of enemy's positions and breaching of obstacles. He also closely studies the enemy's activities, detects new targets, and assigns additional missions to artillery and other means to destroy or suppress them. He also monitors the advance (preparation) of the attacking units for the initiation of the attack on the enemy's defensive positions.

The division staff,during artillery preparatory fire, gather and consolidate information about the enemy's activities, determine the results of preparatory fire, watch over the prompt breaching by combat engineers of lanes through enemy obstacles and the departure of the attacking troops from their assembly (waiting) areas (occupied areas), and monitor the readimess of units for the attack. Once the attack is begun the division commander and divisional staff continuously direct the battle by concentrating particular attention to the support of continuous interaction among the units, adjacents, and branches of arms and special troops in order to ensure more successful execution of the combat mission. The division staff continuously gathers data on the situation and directs the efforts of reconnaissance to detect enemy weapons of mass-destruction, enemy reserves, and the enemy's defense and obstacle systems in the depth, which may hinder the advance of the friendly troops. The chief of division reconnaissance adjusts the reconnaissance plan, deletes and adds tasks, reallocates (reassigns) reconnaissance forces and means, and commits reconnaissance reserves when needed.

In order to be able to forecast the development of the battle and the enemy's likely capabilities and intentions, the following targets must be closely followed:
- enemy's brigade, division, and corps reserves;
- shifting of enemy forces from areas not being attacked to the directions of attack;
- newly occupied defensive lines, including defenses on water obstacles;
- change in grouping and location of enemy's nuclear and conventional means of destruction.

Different enemy reserves are of major concern, depending on the level of command. This can be illustrated as follows:
- for battalions with their immediate mission in the depth of the enemy's first-echelon battalion and their subsequent mission in the depth of the brigade reserves, the enemy's brigade reserve is of major concern;
- for regiments with their immediate mission in the brigade defensive depth and subsequent mission in the depth of the enemy's division reserve, the enemy's brigade and division reserves are of major concern, because simultaneous counterattack or defensive action from two brigade reserves during the accomplishment of the regiment's immediate mission, and or counterattack or defensive action of the enemy's division reserve can change the correlation of forces and means in the regimental area leading to the early commitment of the regiment's second-echelon battalion in the first case or the halting of the regiment's attack in the second case.
- for the division, with its immediate mission in the depth of the enemy's first defensive zone (divisional defense) and a long-range mission covering its daily advance, the enemy's division and corps reserves are of major concern, because a simultaneous counterattack or defensive action by two adjacent enemy division's reserves during the accomplishment of the immediate mission can cause an early commitment of the division's second-echelon regiment, while a corps reserves in the division area can cause a halt or push back of the division's attack.

Continuous monitoring of the activities of the enemy's reserves ensures a timely forecast of the development of the situation and therefore timely adjustment of the decision and missions of the units. During the battle, the division commander concentrates the main efforts on the support of a resolute offensive by the troops conducting the main attack. He exploits the success of the troops on the main direction for strikes into the flank and rear of the enemy, which is impeding the advance of the division's combat formation on other directions.

During the conduct of the attack, all types of reconnaissance must promptly establish the position, starting of movement, and direction of advance of the enemy reserves; the nature of their activities; the likely line of deployment; the time and direction of counterattacks'; and the forces and means (composition) of the enemy's counterattacking grouping. The enemy's counterattacks at different levels are dealt with by the following level of command:
- enemy battalion reserve counterattack is normally repelled by the forces and means of the attacking battalion;
- enemy brigade reserve counterattack is normally dealt with by the first-echelon battalions and regimental forces and means;
- enemy division reserves are normally dealt with by the forces and means of the first- and second-echelon regiments;
- enemy corps reserves are normally dealt with by division forces and means in interaction with adjacent, and with close support of higher echelons, and often by airborne (seaborne) landings.

The division commander and commanders of lower echelons must make (reconfirm) their decisions to deal with the action of the enemy's reserves in time, allowing the staff and subordinates to convey the missions to the troops, prepare them, and move them if needed to the required place at the required time in complete readiness to execute the assigned tasks.

In case the enemy reserves move to launch counterattacks, the decision to deal with them should be made at the time which will allow the first-echelon troops and supporting elements to reach a line from which they can better repel the enemy's counterattack and still maintain the momentum of the attack This may entail the commitment of the second-echelon in conjunction with the repulsion of the counterattack. In this case the decision must be made sufficiently in advance to allow the supporting elements to adjust their action so that they can support the movement, deployment, and commitment of the second-echelon into combat. (A discussion of Soviet norms for enemy counterattacks is in Chapter One). Under normal conditions the average time and space norms for different echelons to make (reconfirm) their decision to repel a counterattack, with or without simultaneous commitment of the second-echelon may be as follows:
- against enemy battalion reserve: decision by attacking battalion commander, thirty to sixty minutes prior to the repulse of the counterattack, when the first-echelon companies complete the penetration of the enemy's first-echelon company' positions;
- against enemy brigade reserve: decision by attacking battalion or regimental commanders 1.5 - 2 hours prior to the repulse of the counterattack, when the first-echelon battalions are about to accomplish their immediate mission and the second-echelons are moving up to be committed into the battle;
- against enemy division reserve: decision by attacking regiment or division commander 2.5 - 3 hours prior to the repulse of the counterattack, when the first-echelon attacking regiments are fighting in the area of the enemy's brigade reserve positions and second-echelon regiments are moving up to be committed into the battle;
- against enemy corps reserve: decision by the division commander five to six hours prior to the repulse of the counterattack, when the first-echelon regiments are about to accomplish their subsequent mission and the division second-echelon is moving up to the line of commitment and the airborne assault sub-unit is ready for action.

The division staff coordinates the actions of the elements of the division's combat formation in accordance with the method of destroying the enemy's counterattacking troops. The methods for destroying the enemy's counterattacking troops depend on the situation which is taking shape and in particular upon the correlation of forces and means in the affected direction. When the correlation is advantageous, a strike is delivered on the enemy's flanks and rear, while on the move and by simultaneously hitting him with artillery fire, combat helicopters, and air strikes. This brings about a swift encirclement and destruction of the counterattacking troops. When the correlation of forces and means is unfavorable, especially in tanks, it is advisable to occupy an advantageous line with part of the troops in the threatened direction and in concert with the division antitank reserve and mobile obstacle detachment to repel the enemy's counterattack from the position. In this case the main body of the first-echelon and sometimes the second-echelon (combined arms reserve) are used for delivering strikes on the flanks and the rear of the counterattacking enemy and for destroying him in cooperation with adjacents. This method is most likely when the division is dealing with the enemy's approaching corps reserve.

During the division action to repel the enemy's counterattack, the division staff conducts the following:
- gather timely information on the enemy particularly actions and movement of enemy reserves and report it to the commander;
- closely follow the action of the division's first-echelon troops and their capabilities to continue the attack and deal with the enemy's reactions;
- insure timely supply of the troops with ammunition, POL, and other material means;
- maintain the planned interaction and restore interrupted interaction;
- reinforce and expand reconnaissance, particularly in the direction of the movement of enemy reserves;
- convey the commander's decision and his instructions to the troops;
- insure all types of troop support;
- insure timely regroupment of support forces and means in accordance with the commander's decision;
- insure timely movement of division reserves and second-echelon troops along allocated routes and insure traffic control;
- establish liaison with adjacent and interacting forces and means when required;
- monitor the execution of the commander's decision and assist the troops in accomplishment of their missions.

The division commander and staff make sure that when repelling an enemy counterattack, attacking troops do not reduce the speed of advance on the main direction in order not to give the enemy the opportunity to gain time for maneuvering reserves and organizing defense on intermediate lines. Therefore in many cases the repulse of the enemy's counterattack may coincide with the commitment of the second-echelon as follows:
- repulse of enemy brigade reserve may require commitment of first-echelon battalion's second-echelon or one regiment's second-echelon simultaneously;
- repulse of enemy division's reserves may require commitment of first-echelon regiments' second-echelons or the division's second-echelon regiment simultaneously;
- repulse of enemy corps reserves may require commitment of division's second-echelon (reserve) along with adjacent's second-echelon, army's forces and means, (air strikes, AAG, antitank reserve, mobile obstacle detachment, airborne or seaborne assault troops, etc.) simultaneously.



Commitment of Division Second-Echelon

During the conduct of battle it will be necessary to organize the commitment of the division's second-echelon troops and conduct a broad maneuver by forces and means to prevent the enemy's retreating troops or advancing reserves from establishing intermediate defensive lines. The division's staff must concentrate on continuous observation of the enemy and conduct continuous reconnaissance. They conduct measures to ensure quick withdrawal of troops, control points, and rear service installations from contaminated areas, areas of destruction, fires, and floods and to ensure that troops pass through radioactive contamination, demolished areas, and water obstacles. The central task will include restoring the normal action of rear and technical support services and maintaining a firm and continuous activity of the control points system, signal communication system, and the system of collecting and processing situation data. The division commander and staff, in continuously monitoring the situation, must make timely forecasts of possible developments of troop`s combat actions as they develop the attack to accomplish the division long-range mission (daily mission). The commander and staff must also determine the methods for the division's first- and second-echelon (reserve) to complete new combat missions, forecast of the situation, and accordingly assign new tasks to artillery, combat helicopters, supporting air force (through air force control group attached to the division staff), and reconfirm tasks to the troops and organize interaction between them.

The timely commitment of the division's second-echelon (combined arms reserve) in the battle is of utmost importance in order to develop the attack at a high speed. The division second-echelon is committed into action usually after the accomplishment of the division's immediate mission in order to intensify the striking power and exploit the success achieved by the first-echelon regiments, which may have committed their second-echelon troops hours ago to facilitate the accomplishment of their own subsequent missions. The specific work of the division commander and staff in organizing the commitment of the second-echelon depends on the aim of its commitment. Depending on the situation, the second-echelon can be committed into action in order to seize defensive enemy lines from the line of march, to destroy enemy counterattacking reserves, and to replace the first-echelon units which have suffered heavy losses. Some times it is required to commit the second-echelon earlier than had been planned. This may happen under conditions, when the division's first-echelon units suffer heavy losses and their advance is slowed down to the extent that it can not help to accomplish divisional assigned missions at the prescribed time. On the other hand, when the attack by the first-echelon troops has been successfully developed, the line of commitment of the second-echelon can be displaced further into the depth. In any case the division commander and staff must ensure that the decision about the commitment and missions of the second-echelon is made (reconfirmed) early enough to allow required time for the second-echelon to move and deploy, and for the first-echelon and supporting elements to provide favorable conditions for the commitment of the second-echelon. The division staff help the commander to:
- insure a high degree of combat readiness and combat capability of the second-echelon troops and reserves;
- select the proper time for the commitment of the second-echelon (reserve) into the battle;
- organize in a timely manner the commitment and provide thorough support of the combat action of the second-echelon;

Therefore the division commander must make (reconfirm) his decision and assign missions regarding the commitment of the second-echelon at a time which ensures preparation of the troops and timely arrival at the designated deployment line. Under normal conditions this time is usually as follows:
- for the division second-echelon 1.5 - 2 hrs prior to the commitment;
- for the regiment's second-echelon thirty to sixty minutes prior to the commitment;

On the basis of the division commander's decision, the staff disseminates the tasks to the troops, increases reconnaissance of the enemy on the direction of the commitment of the second-echelon, jointly with the chief of engineer troops ensures preparation of the routes of advance and deployment lines, and ensures interaction.

The division commander and staff must ensure that strikes are delivered against newly detected enemy groupings, his nuclear weapons, and control points immediately prior to commitment of the second-echelon into the battle, In using only conventional weapons the methods for inflicting losses on opposing enemy groupings by air strikes and artillery fire are worked out in detail.

For timely commitment of the second-echelon into the battle, the division commander and staff ensure that the most convenient roads or column paths are allocated to the second-echelon and that cover against enemy strikes is organized. The division's second-echelon is committed into action in the gaps or behind the flanks of the first-echelon units.

Interaction between the first- and second-echelons of the division must be organized in a way to insure that the second-echelon arrives at the line of commitment at the same time that the first-echelon seizes the areas which ensure the organized deployment of the second-echelon and its entering into action. After receiving his mission, the commander of the second-echelon troops must have time at his disposal for reconfirming (updating) subordinates' missions and matters of interaction.

When approaching the line of commitment, the commander of the division's second-echelon troops reconfirms to subordinates the latest data on the enemy, the situation of adjacents, the combat missions, and the procedure for interaction. With the commitment of the second-echelon, the division commander must establish a new second-echelon (reserve) or allocate reserves by drawing from troops operating on a secondary direction.



Conduct of Battle in Depth of Enemy Position

During the conduct of the battle further in the enemy's depth (once the enemy's main defensive area is penetrated), the division commander dispatches a forward detachment for the seizure of important lines and objectives and crossings over water obstacles and for conducting other tasks. The forward detachment is usually allocated from the composition of the regiment which has had the greatest success and sometimes from the second-echelon. The division commander indicates to the forward detachment the following:
- the latest data on the enemy;
- the direction of action, the task, and the deadline for its execution;
- the procedure for support by artillery, air force, and other elements;

The forward detachment rushes to the depth, does not get bogged down in drawn-out battles over enemy pockets of resistance, bypasses them, and seizes the lines (objectives) assigned to it from the move. Whenever possible upon the authorization from the division commander, the forward detachment continues its movement forward by overtaking the enemy in seizing advantageous lines.

When a tactical airborne assault force is being dropped in the area of division attack, the forward detachment rushes to join up with the assault landing force. The forward detachment and the assault force hold the seized area or move forward with the aim of seizing important areas (objectives), which would ensure success in the division action. During this phase the division commander and staff work out the specific details (according to the actual situation), of interaction between the forward detachments, airborne assault troop, supporting combat helicopters, supporting air force, artillery, air defense troops, and other support elements. The division commander ensures that the division's first-echelon troops exploit the success of the forward detachment and continue their relentless offensive into the depth of the enemy's defense.

During the conduct of attack in the depth of enemy defenses, the enemy will attempt to halt or delay the division's offensive by hastily shifting to the defense on advantageous lines with reserves brought forward from the depth or with retreating units. The enemy will usually take up the defense during a limited amount of time under pressure of fire and air strikes of the attacking troops. Such defense will usually be characterized by insufficient engineer preparation and unorganized fire system. Frequently it will be occupied on an unprepared line from the engineer point of view.

The division troops normally break through such an enemy hasty defense from the line of march or after a short preparation. The troops conduct a breakthrough from the line of march (while on the move) without halting for preparation. The decision to breakthrough is made (reconfirmed) on the map before starting the approach toward it or during movement to the enemy's defense. The grouping of troops is established during the movement. Information about the enemy and the terrain is updated by reconnaissance and by the combat of forward troops. The division commander and staff, on the basis of actions of forward detachments on a wide front, detect weakly held or unoccupied sections of the defense and direct the troops to breakthrough the enemy's hastily occupied defense in these sections. The division's main body exploits the success of the forward detachments and expand the breakthrough to the flanks and the depth of the enemy.

The breakthrough of a hastily occupied defense with a short preparation of the attack is conducted in those cases when the enemy has managed to occupy a defense line in more detail and when the attack from the line of march was not successful or it was inappropriate to attempt it.

In such cases the division commander and staff make all possible efforts to prepare and organize the attack in the shortest possible time. Under such conditions, in order to maintain the momentum of the attack, part of the division's combat formation, in cooperation with adjacent, forward detachments, airborne (seaborne) assault troops, continue the attack to the depth with a simultaneous attempt to outflank the enemy's grouping, which has delayed the division troops.

The division commander and staff ensure the following when organizing the breakthrough of enemy's hasty defense with short preparation:
- conduct of supplementary reconnaissance;
- study of enemy defense in more detail;
- prepare artillery groups to neutralize the enemy by fire;
- narrow the attack front, maneuver by forces and means, drawing up the main body, and conduct necessary troop regrouping to reestablish a favorable correlation of forces and means against the enemy.

The division commander and staff closely coordinate all of the above measures. These measures ensure the delivery of a powerful and simultaneous strike in the selected sectors. All these measures will take time. The length of time is determined first of all by the time required for preparation of artillery, for maneuver of forces and means to conduct necessary regrouping, and for occupation by the troops of the FUP area for the offensive. On the average the length of this time will be as follows:
- for the division four to six hours;
- for the regiment two to three hours.

The division may encounter an enemy's more organized hasty defense at different depths. However some of them can be dealt with by part of the first echelon troops. Attacking the enemy's hasty defense lines after short preparation for different levels of command can be expected at the following lines and depths:
- For division: enemy's corps reserve in conjunction with retreating troops in a depth of forty to fifty kilometers. This can be the limit of the division's long-range (daily) mission. Therefore the division may have to prepare during the night and launch the attack from the morning of the second day. In exceptional cases the enemy's division reserve, along with troops from his retreating first-echelon brigades and sometimes part of deeper reserves can create a hasty defensive line in a depth of twenty to thirty kilometers.
- For the regiment: enemy's division reserve along with retreating troops from first-echelon brigades in a depth of sixteen to twenty kilometers.

After the breakthrough of the enemy's hasty defense, the troops develop the attack to the depth with the division's second-echelon and reserves committed to exploit the success and to accomplish the assigned mission.



Conduct of Pursuit

Pursuit can begin as a result of the successful development of the attack by division troops. The division units normally begin the pursuit independently, without order from the division commander, as the enemy's retreat is detected. The division commander and staff relocated along the main direction behind the first-echelon of pursuing troops.



Crossing Water Obstacles

The division offensive battle is connected with rapid assault crossing of water obstacles. For the division, assault crossing from the line of march is the basic method for crossing during the offensive. The division commander and staff organize the assault crossing of water obstacles simultaneously with the organization of the offensive battle. The division commander makes the decision for the assault crossing from the line of march on the map. With the approach toward the river, the decision is reconfirmed and updated on the basis of reconnaissance data, the results of the battle of the forward detachments (advance guards), and the tactical airborne assault force.
The division commander determines the following in his decision on assault crossing of water obstacles:
- concept of the battle: what enemy to destroy and in what sequence on the approaches to the water obstacle and on the opposite bank, the direction of the main attack, grouping of forces and means during the movement toward the river and during the assault crossing, the nature of maneuver.
- the crossing sectors (areas), the distribution of crossing equipment and the combat missions of the units;
- the procedure of interaction of troops during the destruction of the enemy on the approaches to the river, during the crossing, and in offensive action on the opposite bank;
- organization of troop control.

The division commander also organizes measures on engineer support, air defense, and protection against mass-destruction weapons, and other supporting measures. The division commander and staff ensure that combat missions are assigned to the regiments on the map at such a distance from the water obstacle that they may be able to prepare themselves for the crossing, to establish the necessary combat formation and to cross the river from the line of march without any halt. As practice has shown, the following can be considered norms:
- for the division commander to assign tasks to the units: 1.5-2 hrs. prior to the arrival to the water obstacle or 10-15 km from it;
- for the regimental commander to assign missions to subunits: 1-1.5 hrs. before arrival at the river or 5-8 km from it.

During the pursuit these distances are much longer. When assigning missions to the units for assault crossing, the division commander specifies the following:
- to the forward detachment: the composition, direction of action, and mission;
- to the tactical airborne assault force: the composition, mission, procedure for landing and support of its action;
- to first-echelon regiments: the area (sector) of crossing and crossing sites, the means of reenforcement (including crossing equipment), and missions;
- to the second-echelon (combined arms reserve): the FUP area, the time and method of advance toward the water obstacle and for crossing it, and the possible missions on the opposite bank;
- to artillery: missions to support the battle of the forward detachment (tactical airborne assault force), support of the movement of the troops toward the river, support of the assault crossing and the battle on the opposite bank;
- to the engineer troops: the location of the crossing equipment when moving toward the water obstacle, and missions regarding preparation of the crossing and support of the assault crossing;
- to the air defense troops: the method of covering the troops during their movement toward the water obstacle, the crossing area and the action of the troops during the crossing and combat action across the obstacle.

The division commander organizes interaction simultaneously or immediately after assigning combat missions. When organizing interaction, the division commander specifies the following:
- method for seizing the available crossings and convenient areas by the forward detachments, advance guards, and tactical airborne assault forces;
- procedure for destroying the enemy on the approaches to the water obstacle and departure toward it by first-echelon units, artillery, water crossing equipment, and air defense means;
- places and deadlines for engineer preparation of the crossings;
- procedure for crossing the water obstacle by the units and the conduct of their tasks on the opposite bank.

To insure an organized movement of the troops to the water obstacle, the division staff organizes the traffic control. The basic tasks of traffic control are as follows:
- regulating movement;
- maintaining an established order in movement;
- monitoring the observance of maskirovka measures when the troops are advancing toward the water obstacle and especially when they head for the sections of crossing, at the crossings, and on the opposite bank.

Traffic control officers are appointed for the regiment and battalion crossing areas from a number of combined arms officers. The required number of personnel with transport and communication means are assigned for the organization of traffic regulation posts and commandant posts (check points). A traffic control officer is assigned at each crossing from the engineer troops which have prepared these crossings to guide the units while crossing.

As the assault crossing begins the division command posts draw closer to the troops. The division's forward command post deploys at such a distance from the river that the commander may personally observe the action of subordinate units on the main direction. The division commander and the forward command post cross to the opposite bank together with the first-echelon regiments.



Conclusion

Consequently the tasks and measures of troop control during the conduct of the battle are diverse. The work method of the division commander, his staff and other control organs in carrying them out are determined by the missions to be accomplished by the troops, the characteristics of the situation that develops during the battle, and the status of control systems.

The division may receive instructions from the army on its combat missions for the following day after accomplishment of its immediate mission and sometimes during its action to accomplish its long-range (daily) mission. In this case the division commander and staff prepare and organize the battle for the next day simultaneously with the accomplishment of the current missions. During the conduct of the battle along with ensuring stability and continuity of troop control, measures to disrupt the work of the enemy's control system by striking his control points, communication centers and lines and effectively jamming his communications become an important part of the activities of the commander and staff.

ground elements move forward

deep recon is dropped from air with specific missions given according to latest information

Calculate time and movement data for recon units.

Calculate casualties arty can inflict in given time on enemy moving and deploying etc.

Calculate time and place of meeting engagement of reserves.

V. DIVISION PLANNING - MAP EXERCISE

The following text explains and refers to a map diagram of a Soviet division offensive plan. This exercise is intended to show the Soviet pattern of thought about future engagements and illustrate planning methods.

The map depicts a situation in which the Soviet division (the 15th) is already engaged in the attack. The Soviet commander examines the situation that has developed and estimates what will occur in two to three hours. If it appears that he may not be able to accomplish the mission as planned, he considers alternatives and calculates the outcome of those. The division's immediate mission is to breakthrough the defender's forward brigade positions. Its subsequent mission is to destroy the defender's reserves and reach a position deep in the enemy's rear area from which it can exploit this success into the operational depth of the defender's rear areas.

The division has two regiments (the First and Third) in the first-echelon and one (the Second) in second-echelon, moving forward toward a planned commitment in the center of the division sector. The first-echelon regiment on the right has two battalions deployed abreast (1st and 2nd) and engaged with the enemy in strong defensive positions, but moving forward slowly. Its third battalion has been diverted to engage an enemy strong point on the division right flank; it is surrounding this strong point in cooperation with a unit from the adjacent division. The first-echelon regiment on the left (the Third) is in a similar position, with one battalion (the 2nd) engaged on its and the division's left flank and two battalions (1st and 3rd) attacking to the front. It is doing better than the right-hand regiment.

The defender appears to be withdrawing slowly on the right front toward alternate defensive positions immediately to his rear. On the left, the enemy is attempting to bring local reserves forward to occupy a second line of defenses. So far we have not engaged the center of the enemy position. This is the projected mission of the second-echelon regiment, once the enemy right and left are driven back. However, now a large and powerful enemy higher echelon reserve has been located moving forward to support his left brigade on our right front.

We are thinking about two hours ahead of the developing situation and must attempt to prevent disruption of our plan. Our right-hand regiment reports that it is having difficulty continuing the attack forward against the defender immediately to its front. Our plan is for the second-echelon regiment to move forward, deploy on a line directly in the center front of the division sector, break through the defenses there and outflank the defenders holding up the right-hand regiment. Meanwhile, the left-hand regiment will continue its attack and reach a line in the rear of the enemy defenses.

The new and threatening situation indicates that the enemy large reserve might be able to not only reinforce his defense but most likely will immediately conduct a counterattack through the defenders on our right front and strike into the center of the division area, where the division artillery and command post are located, forestalling the deployment of our second-echelon and conducting a meeting engagement with it in the center rear of the division sector. If the enemy is successful he will throw the division completely off balance.


Estimate

There are now three chips to play in the game whose effects must be calculated. These are the enemy main reserve, our right hand regiment and our second-echelon regiment. Depending on the performance of these three forces the picture will change radically. The division commander must evaluate each and decide what to do with his various supporting means to influence the outcome of this dynamic situation.

We must calculate when the enemy reserve can arrive at a favorable deployment line immediately to the rear of his forward positions, how long it will take him to deploy there and begin a counterattack against our right-hand regiment.

We must calculate how long it will take the right-hand regiment to go over to the defense and establish positions. In this analysis we must also consider the terrain. Does the regiment need to move forward to seize favorable defensive terrain and how long would that take, or is their favorable terrain where the units are now, or must the battalions withdraw slightly to find suitable terrain? Continuing forward obviously will take considerable time since the advance has already been slowed, but moving to the rear even slightly to take up defensive positions is one of the most dangerous and difficult maneuvers to attempt in the face of a strong enemy. Undoubtedly the defender, knowing its reserves were due to arrive, would immediately conduct a local counterattack to prevent our battalions from establishing defenses. Therefore, establishing defensive positions in place is the best bet if the terrain is adequate.

We calculate that the enemy can start his counterattack in one hour. We calculate that it will take our regiment ninety minutes to establish adequate defensive positions. (Ninety min. is generally about the minimum time it takes considering that orders must be transmitted, battalion commanders must make their plans, and the companies must then construct positions.) So the calculation shows we are short some thirty minutes. The enemy is likely to be successful in breaking into or through our right-hand regiment. (When making critical estimates of time factors it is usual to allow an extra fifteen to thirty minutes to a task as a "fudge factor".)

What to do?

We can attempt to delay the enemy's counterattack by calling our air strikes on his column and disrupting the deployment.

We can shift as much of our artillery as possible to do the same thing.

We will certainly send the division antitank reserve forward to deploy with the battalions and stiffen their defense. We will also send the division mobile obstacle detachment there to lay mine fields in front of the temporary defensive positions.

If this situation appears to be too bad, it is likely that the army commander will already be arriving at division or at least sent his representative to see what he can do. He has also air strikes and perhaps army artillery available to delay the enemy. Or army could order the adjacent division to shift its forces, send an advance detachment forward to threaten the flank of the advancing enemy reserve and either draw off part of it or prevent its deployment.

If the division commander is convinced that he cannot do anything to stop the expected enemy success he must consider shifting the mission of the second-echelon regiment. Or if he is convinced that he can prevent this enemy action, he will keep the second-echelon regiment going.



Decision

We decide that we can delay the enemy sufficiently to at least create a reasonable defense. We decide the counterattack engagement with our right-hand regiment will begin two hours from now, and we issue orders to do the things listed above.

Calculation of Force Ratios

Having determined that the regiment has time to establish a defensive position, we must then calculate the possible outcome of the engagement. This requires a calculation of the correlation of forces and means in the area. In a counterattack situation, the critical variable is the ratio of tanks and antitank means on both sides. The calculation is complex, involving use of various weapon coefficients, terrain coefficients, position factors and time factors. We must not forget that we must deduct our own artillery at the time it will be shifting to support commitment of our second-echelon regiment. The calculated force ratios are then used to estimate the length of the battle and its outcome. If we find we have a 3-to-1 ratio against us, we figure the regiment can hold about 1 hour. If we have a 2-to-1 ratio against us, it can hold about 2-3 hrs. If the ratio is 1-to- 1, it will be successful in defense. If the ratio were to be anything favoring us (without using factors favoring defense), we might even continue to attack in the face of the expected counterattack.



Next Estimate

We must now determine what the division situation will be two hours from now. That is, first of all, where the second-echelon regiment will be. We calculate the movement time of the second-echelon regiment to see if it will be able to deploy on the planned line in two hours, or sooner or later. If it cannot reach that line within two hours, then there is another great danger. The enemy counterattack force will notice the gap between our forward regiments and conduct its counterattack in part by maneuver into that gap. This would perhaps forestall the deployment of our second-echelon as well as outflank our left-hand first-echelon regiment. Of course, the enemy is also looking at the unfolding situation and will certainly be trying to delay our second-echelon regiment by use of the same means we are using on his reserve. If we calculate that the second-echelon cannot deploy in time, then that is another issue we must face and counter.

The point is that the commander must not consider things in isolation but must weigh everything in relation to other things.

Having determined that the second-echelon regiment can make it in time, the next issue is where will the third regiment on our left be in two hours time. If he will be successful then we might want to be supporting his advance to enable him not only to seize the planned line but also threaten the flank of the advancing enemy reserve.

We must also then plan for the SECURING OF COMMITMENT of the second-echelon regiment. This is a crucial issue and critical maneuver. By securing the commitment we mean clearing the area of enemy forces which might disrupt it. In this case we must do something about the two enemy units (a and b) defending in the central area. As a minimum we must engage them by fire to force them down. Our engineers must prepare the way by removing mines and other obstacles. Our artillery must shift to support this commitment with a massive fire strike just forward of the line of commitment. In this situation such an artillery shift must be calculated carefully because we have already determined we need the artillery to support the defending right-hand regiment.

This constitutes the basic plan of the division at this time. So if our expected defense on the right is successful in holding one or two hours, our second-echelon regiment will deploy successfully and will be able (with the support of our left regiment) to advance into the enemy's rear and force his counterattack to withdraw or be outflanked.


Some Observations

Why establish a defense? Going onto the defense during an attack is very dangerous. Sometimes it must be done when the correlation of forces shows the enemy reserve clearly superior. But if we find that the enemy reserve only brings him back to equality, we continue the attack and try to outflank him or do something else.

In calculating the outcome of the engagement, the four variables are time, distance, abilities and mission. All the above planning must be done keeping in mind the unit mission and the CONCEPT OF OPERATION of the higher commander. We must consider the role of that planned commitment of our second-echelon regiment in the scheme of maneuver of the army. If it was a critical factor for some larger purposes, then its success must be sought at all costs, but if it was only something outside the main effort of the army, then it might be changed more easily.

Of course, in a nuclear situation both the enemy reserve and our second-echelon would be prime targets for a nuclear weapon just as they were about to deploy.

In combat the weak point of the attacker is that his forces are spread out in time and space since he only has the first-echelon in combat at first. Since he must move, some of his forces are always on the move, especially his artillery. The defender has a larger proportion of his forces engaged at all times. The defender can break the attacker's plan by preventing the deployment from column into line. That is the single most critical maneuver. The defender can also disrupt the attacker's support units, artillery, command post and communications.

While doing his formal estimating and calculating, the division commander must place himself in the shoes of the regimental and battalion commanders and remember from his experience just what it is like to accomplish these tasks. That is, he has to have a feel for combat.


Planning Steps


- 1. locate all units at current locations;
- 2. examine terrain, roads, etc., and determine movement rates;
- 3. lay out plan of advance and enemy movements;
- 4. calculate unit movement times on both sides and determine location of future meetings;
- 5. calculate correlation of forces and means at these meeting places. See who will overcome and how soon;
- 6. then determine when reserves or second-echelons will arrive at these forward engagement points and how they will influence the second phase of the battle;
- 7. determine what other influences (air, artillery, engineers, adjacent units, higher units) can be brought to bear.
- 8. Calculate variables for both sides.



Planning Principles

- force ratios - time relationship in attack and defense attack at 2-1 will take 2-3 hrs. to penetrate, attack at 3-1 will take 1 hr. to penetrate. etc.;
- allow thirty minutes extra time as insurance in calculations of future arrivals, events, etc.;
- consider relationship with flank units;
- always follow concept of operation of higher commander.

Figure 23 Division planning exercise - current situation

Figure 24 Division planning exercise - Forcast situation

VI. ORGANIZATION OF TROOP CONTROL IN REGIMENT

Regiment Staff

The principal officers in the regiment staff and troop control are shown in Figure 25.


Regiment Control Points

The regiment organizes the following control points:
-command post to include:
- -- regiment commander;
- -- staff (except the organization and mobilization and cadre or staffing sections);
- -- artillery and air defense chiefs and their staffs;
- -- chiefs of special troops and their staffs;
- -- commanders of attached and supporting subunits and air force representatives.
- -- dimensions: 1,000 m x 400-600 m; personnel: 20-25; radio sets: 20-25.
- observation post to include:
- -- regiment commander;
- -- chief of operations section;
- -- reconnaissance, signal and other officers, as needed, with a total of 10-12 persons;
- -- 4-5 or more vehicles; 3-4 radio stations or more.
- rear service control point to include:
- -- deputy commander for rear service and his staff;
- -- rear service support sections;
- -- accounting and staffing sections (organization and mobilization, cadre) of the regiment staff;
- -- technical support staff with a total of 30-35 or more personnel;
- -- 15-20 or more vehicles and 20-25 radio stations.

A diagram of a typical regimental command post is shown in Figure 26.



Regiment Signal Troops

The regiment signal company provides communications for the headquarters. The organization is shown in Figure 27.

Figure 26 Regiment command post

Figure 27 Regiment signal company

VII. DUTIES AND RESPONSIBILITIES OF THE REGIMENT COMMANDER AND STAFF OFFICERS

Duties and Responsibilities of Regiment Commander

In peacetime and wartime the regiment commander bears full responsibility: for the combat and mobilization readiness of the regiment; for the combat and political training, indoctrination, military discipline, and political morale of the personnel; for the condition and integrity of armament, combat and other equipment, ammunition, fuel, and other material belonging to the regiment; for successful fulfillment of the regiment missions; for rear service, technical, medical, personnel, and financial support of the regiment. The regiment commander is the direct superior of all personnel in the regiment.

The regiment commander gives orders on raising the political-morale status of personnel and organizing and supervising the combat, operational, and political preparedness of combat arms, special troops and services, staff, and control organs;

He observes and inspects the manning of regiment forces, with personnel, weapons, military equipment, material supplies, and others.
He clarifies the mission personally or with the participation of the chief of staff and he gives instructions to the chief of staff on preparation of combat forces, special troops and services, staff, and control organs to conduct the battle and on the time to start the combat action.

He estimates the situation personally or listens to the suggestions of the chiefs of arms and services, special troops, and services on the use of their forces in combat and the recommendations of the chief of staff on the result of the estimate of the situation and decision.
On this basis the commander makes a good decision, gives combat missions to subordinates, and gives instructions on planning the battle. The regiment commander must know the theory of contemporary tactics of division, regiment, and battalion combat action. He must forecast correctly the future development of the situation. The correct forecast on the future situation during decision- making and during the course of the battle is a critical element. The commander must wisely fulfill his mission. He must have experience, high level of organizational skill, strong control, decisiveness, courage, and a high level of operational - tactical preparedness.

The regiment commander is the basic organizer of the control of the regiment forces. He must control the regiment's actions in order to achieve the aim of the battle. He must demonstrate skill in the military art of control in difficult circumstances. He must concentrate his forces for the quick and full destruction of the enemy. He must have tactical experience and knowledge.

The regiment commander must know the opposing enemy and his capabilities for action and issue orders to the chief of reconnaissance on the conduct of reconnaissance of the enemy and terrain.

The regiment commander must conduct the interaction between units and sub-units of combat arms, special troops, services, adjacents, and various forces of the division that operate in the regiment area. He gives orders on all-round combat support for the regiment combat action.

He inspects the regiment's preparation to fulfill the assigned missions of subunits, various combat arms, special troops, and services, personally or with the help of staff and control organs.

He, when necessary, orders assistance for subordinates.

The regiment commander during the battle must always forecast possible changes in the situation and make all-sided, precise analysis of the situation. The regiment commander in all conditions must make a correct new decision and issue to subordinates new combat missions in a timely manner in response to changes in the situation.

The commander must be prepared at any time to report to the division commander on the situation in the area, and capabilities character of actions of his forces and enemy forces, and on his current decision.

He must make clear to the chief of staff his own concept, intentions, and views on the operation and his orders that he personally gave to subordinates.

The regiment commander reports his decision to the division commander. In response to this decision the division commander approves the plans. When the regiment commander gets his decision approved by the division commander it becomes mandatory. Then the regiment commander develops plans for the combat action and the plans of actions of combat arms, special troops and services and approves their planning. When he approves the plans and documents, that means they carry the force of law and they must be fulfilled.


Duties and Responsibilities of the Regiment Deputy Commander

The regiment deputy commander is responsible for: the organization and quality of combat training lessons; creation of the training material base, its continual improvement and its maintenance in serviceable condition; mass sports work and maintenance of internal order and military discipline in the regiment. He is subordinate to the regiment commander to whom he is a first deputy, and he is the direct superior of all personnel in the regiment. In the absence of the regiment commander he fulfills his responsibilities.

The regiment deputy commander is obligated:
- to participate in the development of the combat and political training plan and the regiment mobilization plan;
- to conduct lessons with officers and exercises and tests for the regiment's subunits;
- to maintain an awareness of the work, political and moral qualities of the officers and warrant officers of the subunits;
- to direct physical training and sports in the regiment;
- to inspect the organization and status of combat training in the regiment's sub-units, to correct revealed shortcomings and to render assistance to the sub-unit commanders in organizing and conducting lessons;
- to inspect compliance with safety measures during the conduct of lessons, firing practices, and exercises;
- to direct the efforts to develop and improve material training base facilities;
- to make sure that the combat training of the regiment's subunits is promptly supported with material and with training and visual aids, and to monitor their accounting and maintenance;
- to manage the selection of candidates for acceptance in military service as warrant officers as well as extended-service sergeants, and the selection of candidates for military training institutions;
- to direct the regiment's efficiency work and invention efforts'
- to inspect preparation of the daily detail and its work, and compliance with internal order in the regiment and its units.



Duties and Responsibilities of the Regiment Deputy Commander for Political Affairs

The regiment deputy commander for political affairs is responsible for the following in peacetime and wartime: for the organization and state of political work in the regiment; for the efforts of political and military indoctrination of servicemen and reinforcement of the political morale of the personnel and military discipline; for the effectiveness of political work in solving the problems of combat and political training and maintaining the regiment's constant combat readiness, and in executing combat missions. He is subordinate to the regiment commander, and he is the direct superior of all personnel of the regiment.

The regiment's deputy commander for political affairs is obligated:
- to participate in the development of the combat and political training plan and the regiment's mobilization plan;
- to organize and conduct political work, guiding it in such a way that it would unify the personnel about the Communist Party and Soviet government, promote successful fulfillment of combat and political training missions, maintenance of the regiment's constant combat readiness, fulfillment of combat missions, and reinforcement of one-man command, military discipline and the political morale of the personnel;
- to conduct an effort to indoctrinate the personnel of the regiment in the spirit of boundless devotion to the Soviet motherland, the Communist Party and the Soviet government, the friendship of the peoples of the USSR, proletarian internationalism, combat unity with the armed forces of fraternal socialist countries, intolerance of bourgeois ideology, unswerving compliance with the USSR Constitution and Soviet laws, faultless fulfillment of the requirements of the military oath, the military regulations and orders, and the norms of communist morality, conscious obedience to commanders (chiefs) and respect for them; to take steps to unify the military collectives, and to indoctrinate the personnel in the spirit of friendship and troop comradeship, combat traditions, loves for one's unit and faithfulness to the unit`s colors as a symbol of military honor, valor and glory; to organize extensive propaganda of acts of heroism and of the courageous and noble deeds of the regiment's personnel;
- to explain to servicemen the leading and guiding role of the Communist Party, its decisions, its domestic and foreign policy, the military political situation and the consequent missions of the personnel of the regiment, and to propagandize the successes of the Soviet people in the construction of communism;
- to instill in the personnel an awareness of the need for high political alertness, faultless fulfillment of military duty and strict maintenance political work aimed at fulfilling the tasks of guard duty and internal (duty and watch) services;
- to instill in the servicemen a class hatred of the enemies of the motherland and a constant preparedness to defend the state interests of the USSR in all conditions and at any price;
- to instill in the servicemen a feeling of personal responsibility for assimilation of armament and of combat and other equipment, for its maintenance in constant combat readiness, and for preservation of military and public property;
- to organize and conduct mass political and legal propaganda and agitation, political lessons and briefings and cultural-educational work among the personnel and the families of servicemen, making extensive use of publications, motion pictures, television, radio, and other technical propaganda resources for these purposes;
- to organize the ideological, theoretical, and teacher training of the leaders of political lesson groups and their assistants, and the selection, placement, indoctrination, and education of active propagandists in the units and subunits;
- to manage the political indoctrination of officers and to shape their work political, and moral qualities; to personally conduct the indoctrination of officers and to manage their Marxist-Leninist training; to participate in the selection, placement and certification of officers and in the selection of candidates for military training institutions; to teach officers the practical techniques of political indoctrination;
- to organize the work of the regiment club and library, and to insure maintenance of a high ideological level in the measures they carry out and inclusion of a maximum number of personnel in these measures;
- to implement measures associated with organizing socialist competition in the regiment and propagandizing the best experience in personnel training and indoctrination; to develop the initiative and activity of party and Komsomol organizations in this work;
- to display concern for the health and diet of the personnel and for improving their material and personal conditions, to know their needs, and to show concern for satisfying them;
- to establish and maintain constant communication with local party and soviet organs, and to render assistance to them in the conduct of military-patriotic work among the public, especially the young;
- to organize proper use, maintenance and proper replenishment and repair of technical propaganda resources and political eduction aids;
- to promptly report to the regiment commander and the army's chief of political affairs, on the political morale of the personnel, on political measures that had been carried out and on the status of political indoctrination and military discipline.



Duties and Responsibilities of the Regiment Chief of Staff

The chief of staff is the principal first deputy commander and the direct supervisor of the regiment staff. The chief of staff is the primary organizer for the execution of the commander's orders including his ideas, concepts, intentions, and decisions. He alone has the right in the name of the commander to issue and sign instructions and orders to battalions and other subordinate sub-units, to the chiefs of combat arms,special troops, and services, and to other responsible officers directly under command of the regiment commander. He informs the commander about all orders he has issued. The chief of staff fulfills the most important, responsible, and difficult tasks relating to the organization and control of subordinate unit staffs and troop control organs.

The regiment chief of staff is responsible for the following in peacetime and in wartime: for organization and maintenance of control over the regiment sub-units; for the combat and mobilization readiness of the regiment; for the planning of combat and political training; for the training of the staff and sub-units responsible for control of the regiment; for indoctrination, military discipline and the political morale of the staff personnel and of subunits directly subordinated to the staff; for accounting for personnel, armament, combat and other equipment, and ammunition in the regiment. The regiment chief of staff is subordinate to the regiment commander, and he is the direct superior of all personnel in the regiment.

He is responsible for all duties to be accomplished by the staff. He directly insures that the staff functions well.

He supervises the planning for and execution of measures to raise the regiment's level of combat readiness and the mobilization of all sub-units, staffs, and troop control organs. He inspects their combat readiness and mobilization status.

He supervises the organization, planning, and conduct of operational and combat training for all staffs and troop control organs for combat arms, special troops, and services during peacetime as well as war.

The chief of staff briefs the deputy commander, chiefs of staff sections, and chiefs of combat and combat arms, special troops, and services about new missions, instructions, and developments. He gives instructions about the preparation of tactical calculations for the decision-making process. He sets the deadlines for their preparation. During the decision process, he prepares the report to the commander on the optimum use of the forces and means of the combat arms, special troops, and services.

The chief of staff is constantly obliged to know the situation and latest confirmed changes. He must make wise and knowledgeable forecasts on likely changes in the situation and be prepared to report the following items to the commander: (1) situation and status and character of friendly and enemy forces' actions; (2) deductions from his estimate of the situation and his recommendations on making the best decision; and (3) necessary measures on organization of troop control, interaction, and combat support of the actions of friendly troops.

The chief of staff coordinates the operation of the staff and specifies the coordinating measures to all chiefs of combat arms, special troops, and services concerning organs of troop control and adjacents. He coordinates the operation of all organs and controls their performance.

The planning of the battle is conducted under the leadership of the chief of staff. The chief of staff personally prepares some important documents and participates in preparation and working out of some other issues and documents. He supervises the process of their preparation.

The chief of staff coordinates actions between the staff and troop control organs and the staffs of all other forces which interact with the regiment. He organizes constant and reliable interaction between various elements and combat arms, special troops, and services, as well as adjacents and army forces operating the regiment's area of action.

He organizes all-round support measures for the regiment, especially on radio electronic warfare, tactical maskirovka, protection against enemy mass destruction weapons, and the measures for restoration of combat effectiveness, during the preparation for and conduct of combat actions.

He issues instructions on creation of constant and secure communications with subordinate and adjacent units.

He issues instructions on organizing the command/ observation post, and insuring the proper functioning of the command post as well as for moving its location. He organizes the defense, protection, and security of the command post during the preparation for and conduct of battle. He also issues orders on the organization of secret troop control measures. The chief of staff is responsible for constant and reliable troop control process for all subordinate forces during the battle, especially for the organized activities of the staff, which is the basic organ of troop control.

He issues orders and instructions on the organization of reconnaissance. He also orders the collection, clarification, and analysis of situational data on enemy and friendly forces. He reports all new data to the commander and disseminates it to the staff, to higher headquarters, and to adjacents and subordinates.

He must know all orders and instructions that the commander has issued and must conduct the control of their execution. He issues orders for rendering necessary assistance to subordinates and staffs to enhance fulfillment of orders.

He signs all orders and instructions that are issued to subordinates, and chiefs of combat arms, special troops, and services. He also signs all plans and important combat documents. To fulfill successfully all the difficult tasks and he must have a deep theoretical and practical knowledge of the preparation and conduct of modern battle tactics. He must understand how to employ the forces and means of the combat arms and combat support arms and services. He must have high staff culture. He must have the personal capability to be a good organizer, have initiative, vigilance, and wisdom, and be able quickly to analyze the most complex and difficult combat situations and make correct and wise decisions.



Duties and Responsibilities of the Regiment Chief of Operations

The chief of operations is an assistant chief of staff and one of the most important section chiefs in the regiment staff. He fulfills the responsibilities of the chief of staff in the latter's absence. He is responsible for training and mobilization readiness, preparation and planning of combat actions, organization of the command post and troop combat actions. He is the direct superior of the regiment's operational elements. He is obliged to fulfill the following duties:

- organize, plan, and conduct control of all measures for achieving a high level of combat readiness for the regiment and subordinate subunits.
-. organize, plan, and conduct inspection of combat training of troops and staffs.
-. be responsible for preparation of warning instructions and orders;
-. organize and plan re-deployment of the regiment staff;
-. organize the daily schedules and duty rosters;
-. Sometimes personally write the operation orders and prepare other important documents;
-. prepare tactical calculations required by the commander in the decision making process.
-. supervise collection, study, and analysis of situation information and send it to others in the regiment headquarters and to superior, adjacent, and subordinate headquarters.
-. observe and inspect the situation, conditions, manning levels, and combat capabilities of own forces and provide suggestions to the regiment commander and chief of staff on their optimum employment.
-. prepare detailed planning of the regiment combat action;
-. sign, issue, and transmit combat missions, operational orders, combat instructions, and other orders to sub-units;
-. insure timely preparation and dispatch of information about the situation and regular situation reports to higher headquarters, subordinate sub-units, the combat and combat support arms and services, the headquarters of coordinating elements, and adjacents.
-. be responsible for organization and maintenance of continuous interaction;
-. plan the organization and deployment of the command post and its relocation during the course of the battle;
-. plan (with the chief of communications the organization of signal communications and designation of the troop control signals;
-. prepare the combat documents on troop control;
-. monitor the accomplishment of combat missions by subordinates and the extension of required assistance to them to prepare combat documents about troop control;
-. inspect the troops' preparations for combat missions and their fulfillment of combat tasks;
-. be responsible for making a clear analysis of all lessons learned from the experience of combat and the distribution of information on lessons learned to superior and subordinate headquarters.



Duties and Responsibilities of the Regiment Chief of Reconnaissance

The chief of the reconnaissance section is one of the most important deputies. He is responsible for the following in peacetime and wartime: for the training of the regiment's personnel within his specialty and, in the course of combat missions, for providing the regiment commander with information on the enemy and the terrain; for the combat and mobilizational readiness of the regiment's reconnaissance sub-units, and for the combat and political training, indoctrination, military discipline and political morale of its personnel. He is subordinate to the regiment chief of staff, and he is the direct superior of the personnel of the regiment reconnaissance sub-units. He is obligated to fulfill the following tasks:
-. organize, plan, conduct, and inspect measures for maintenance of a high level of combat readiness of reconnaissance forces.
-. be responsible for the organization, planning, conduct, and inspection of special preparation (training in reconnaissance), combat preparation, and political training, of reconnaissance staffs and regiment reconnaissance sub-units.
-. prepare calculations on the personnel manning,, weapons, military equipment, and capabilities of reconnaissance forces and means to perform their missions.
-. be responsible for collection, study, analysis, and the derivation of deductions of reconnaissance information about the enemy and terrain and timely presentation of the important information to the commander, chief of staff, and chiefs of arms, services, and combat support. In this he is especially interested in the enemy concept of operations and possible intentions as well as enemy capabilities.
-. insure the timely transmission of information on the enemy to the higher staff, adjacent units, and subordinates.
-. derive the aims and tasks of reconnaissance and the allocation of required troops and reconnaissance means to accomplish these from the instructions given by the commander and chief of staff;
-. designate targets and missions for the reconnaissance forces and means to fulfill the assigned missions.
-. prepare the reconnaissance plan and issue missions to the reconnaissance section staff in response to the decision and orders of the commander and chief of staff;
-. distribute the reconnaissance forces and means of all types and coordinates all efforts of different reconnaissance means in terms of targets, times, and their missions and objectives.
-. issue instructions and tasks to regiment reconnaissance sub-units and instructions on reconnaissance to subordinate sub-units;
-. prepare reconnaissance sub-units to fulfill their missions;
-. take all-round combat support measures for reconnaissance forces;
-. monitor the execution of assigned instructions and orders given to subordinates and render them required assistance;
-. organize troop control including continuous, reliable, and secure communications with sub-units assigned to combat reconnaissance;
-. insure reception of reconnaissance reports from division as well as adjacents and subordinate forces;
-. organize plan, conduct, and inspect actions about the protection of reconnaissance subunits against mass destruction weapons.
-. be responsible for communication of reconnaissance information inside the staff and to subordinate, adjacent, and coordinating headquarters;



Duties and Responsibilities of the Regiment Chief of Artillery

The regiment chief of artillery is an important member of the organs of troop control. He controls the artillery forces in peace and wartime.

The regiment chief of artillery is responsible for the following in peacetime and in wartime: for the correct use of all artillery sub-units of the regiment; for training of the regiment personnel within his specialty; for the combat and mobilizational readiness of the regiment artillery sub-units, and for the combat and political training, indoctrination, military discipline and political morale of their personnel; for correct use and repair of artillery armament and of combat and other equipment in sub-units immediately subordinate to him. He is subordinate to the regiment commander, and he is the direct superior of personnel of the regiment artillery subunits.

The regiment chief of artillery is obligated to perform the following tasks.
- organize, plan, conduct, and inspect measures for achieving higher levels of combat preparation of the regiment artillery forces.
- organize, plan, conduct, and inspect special functional, combat, and political training of the forces and staff of the artillery of the regiment and of subordinate sub-units.
- prepare combat calculations on the employment of artillery during the commander's decision making process;
- suggest combat employment of artillery;
- know the manning level, situation, conditions, and combat capability of the artillery subunits;
- report on the situation and combat use of these sub-units during the decision process.
- in response to the regiment commander's decision and the instructions from higher staff on artillery, organize the actions and plans the combat use and activities of the artillery;
- issue combat missions and combat instructions to the artillery troops of the regiment and to the subordinate sub-units;
- organize and plan the grouping of the artillery forces and their preparation of FUP areas;
- insure preparation of firing positions for artillery sub-units with the objective of providing cover and concealment for the artillery while they are providing artillery cover and support for the forces on the main attack axis.
- insure preparation of artillery for accomplishment of their assigned missions;
- plan and conduct all-round combat support measures in the interest of artillery;
- provide constant support and assistance for the regiment forces with various kinds of ammunition, artillery supplies, and weapons;
- create supply dumps for artillery combat supplies filled to the designated norms at all levels and then insure transport of ammunition and artillery supplies to the troops during the combat action;
- organize interaction of artillery with other regiment elements and the forces of the division operating in the regiment area during the conduct of the battle, especially in accomplishment of the most important missions;
- constantly inspect the accomplishment of orders and instructions by subordinate forces;
- render necessary assistance to regiment artillery troops and to subordinate sub-units;

The chief of artillery during the battle must know the situation, condition, manning level, and capabilities of his subordinate forces and be prepared at any time to report about this to the regiment commander or chief of staff. He is prepared to provide suggestions on the proper combat employment of artillery.



Duties and Responsibilities of the Regiment Chief of PVO:

The regiment chief of air defense is responsible for all aspects of the air defense troops in peace and war including the following:
- for the correct use of all of the regiment air defense sub-units; for the training of regiment personnel within his specialty; for the combat and mobilizational readiness of the regiment air defense sub-units, and for the combat and political training, indoctrination, military discipline and political morale of their personnel; for correct operation and repair of armament, combat and other equipment in sub-units immediately subordinate to him. He is subordinate to the regiment commander, and he is the direct superior of personnel in the regiment air defense sub-units.

The regiment chief of air defense is obligated for the following:
- organize, plan, conduct, and inspect the high combat readiness of the PVO forces with the aim of covering the regiment forces and rear service targets from enemy air strikes.
- organize, plan, conduct, and inspect the special, combat, and political training of the air defense subunits;
- prepare calculations and recommendations on the combat employment of air defense forces during the commander's decision making and during the forthcoming combat;
- know the situation, status, manning level, and combat capabilities of the air defense sub-units at any time and stage of the battle and give his suggestions on their combat employment to the regiment commander;
- in accordance with the regiment commander's decision organize the combat actions of the air defense sub-units and prepare the plan of their combat actions during the battle;
- issue combat decisions and instructions to regiment air defense sub-units;
- accomplish the regrouping of the air defense forces, prepare them for the battle, maintain their constant combat readiness for repelling the enemy's air strikes, create the system of air defense reconnaissance, and establish a reliable fire system of air defense;
- organize uninterrupted technical preparation of the guided rockets (rockets) of air defense before and during the course of the battle;
- organize all-round combat support measures of the air defense sub-units during the preparation and during the course of the battle;
- organize interaction between regimental air defense sub-units and PVO means of the division and adjacents;
- perform reliable and constant inspection of the execution of instructions and directives that have been issued to the forces and provide necessary assistance to subordinate air defense sub-units;

The regiment chief of air defense, during the battle must know the situation, status, combat capabilities of subordinate forces and, when the regiment commander or chief of staff requests, he must report on the situation and status of PVO forces and his own recommendations on their combat employment.



Duties and Responsibilities of the Regiment Chief of Engineers

The regiment chief of engineers is responsible for the following in peacetime and in wartime: for organizing engineer support to the regiment; for training the regiment's personnel within his specialty; for supplying the regiment with engineer armament and insuring its proper use and its maintenance in good working order; for the combat and mobilizational readiness of the regiment's engineer sub-units, and for the combat and political training, indoctrination, military discipline and political morale of its personnel. He is subordinate to the regiment commander, and he is the direct superior of personnel in the regiment engineer sub-units.
The chief of engineers is obligated to fulfill the following duties:
- organize, plan, conduct, and inspect high combat readiness and operational preparedness of the regiment's engineer sub-units for fulfilling support of the forces of the regiment during battle;
- organize, plan, conduct, and inspect the special, combat, and political training of the regiment engineer sub-units;
- prepare combat calculations in support of the commander's decision and for the combat employment of the engineer forces;
- know the situation, composition, combat capability, and manning level of the engineer sub-units;
- prepare and give his recommendations on the combat employment of engineer forces to the regiment commander, during the commander's decision-making.
- organize the combat employment and the planning for the engineer forces in accordance with the regiment commander's decision and orders and the instructions received from the senior headquarters staff;
- conduct the grouping and deployment of the engineer forces during the preparation phase and according to mission during the conduct of the battle.
- prepare, issue, and transmit combat orders (missions) to the regiment engineer sub-units;
- organize and conduct engineer reconnaissance of the enemy and terrain during the preparation phase and during the course of the battle and organize the interaction of engineer reconnaissance with general reconnaissance.
- provide engineer support for preparation of FUP areas for the first echelon sub-units and of deployment areas for the second echelon sub-units and reserves;
- prepare positions for the artillery and the PVO forces;
- take engineer measures on blocking enemy surprise attacks during the preparation phase and during the course of the battle.
- prepare movement routes for the relocation and maneuver of the second echelon, rocket troops, PVO forces, and command posts. -prepare engineer construction (fortification) of deployment areas, and regiment command posts during the preparation phase and during the course of the battle;
- participate in planning for tactical maskirovka and in taking measures to accomplish it in accordance with the regiment plan.
- participate in planning and support for the defense of forces and rear service installations against enemy use of mass destruction weapons and in the liquidation of the results of their use and the restoration of the combat capability (effectiveness) of the forces, rear services, and staffs, during the preparation phase and course of the battle.
- provide engineer support for the movement and deployment of regiment forces in the enemy covering force area, support for the breaching of enemy obstacles and mine fields during breakthrough of his prepared defenses, and support for the development of the attack of first echelon sub-units.
- provide engineer support for regiment forces during the forcing of water obstacles.
- provide engineer support for the movement and commitment into the engagement of the regiment second echelon forces;
- prepare the engineer forces for the fulfillment of all combat missions;
- plan and conduct all-round combat support for the engineer forces;
- provide support of regiment forces during the preparation phase and the course of the battle by engineer forces and means, weapons, and technical equipment and establish the proper reserves of engineer materials up to the prescribed norms;
- organize interaction of engineer forces with other forces and elements of the regiment during the fulfillment of the most important missions;
- organize troop control and the creation of reliable and constant signal communications with the engineer forces and other elements of the combat formation of the regiment with whom they have organized interaction.
- conduct constant, reliable control (inspection) of the fulfillment of all orders and instructions that are sent to subordinates and render them assistance to fulfill their missions.



Duties and Responsibilities of the Regiment Chief of Chemical Troops

The regiment chief of chemical troops is responsible for the following in peacetime and wartime: for organizing chemical support to the regiment; for training the regiment's personnel within his specialty; for supplying the regiment with chemical troop armament and protective resources, and insuring their use and maintenance in working order; for the combat and mobilizational readiness of the regiment's chemical defense sub-units and for the combat and political training, indoctrination, military discipline and political morale of its personnel. He is subordinate to the regiment commander, and he is the direct superior of personnel of the regiment chemical defense units.

The regiment chief of chemical troops is obligated to fulfill the following duties:
- organize, plan, conduct, and inspect the high combat readiness and operational preparedness of the chemical sub-units of the regiment;
- organize, plan, conduct, and inspect the special, combat, and political training of the chemical sub-units of the regiment;
- prepare combat calculations in support of the commander's decision and for the combat employment of the chemical forces.
- know the situation, composition, combat capability, and manning level of the sub-units of chemical forces.
- prepare and give his recommendations on the combat employment of chemical forces to the regiment commander, during the commander's making the decision.
- organize the combat employment and the planning for the chemical forces in accordance with the regiment commander's decision and orders and the instructions received from the senior headquarters staff.
- conduct the grouping and deployment of the chemical troops during the preparation phase and according to mission during the conduct of the battle.
- prepare, issue, and transmit combat orders (missions) to the regiment chemical sub-units;
- organize and conduct radiation and chemical reconnaissance and participates in bacteriological reconnaissance during the preparation phase and during the course of the battle and organize the interaction of chemical reconnaissance with general reconnaissance.
- prepare the area for deployment of the regiment chemical forces with engineer construction (fortification) and insure their cover and maskirovka.
- prepare his forces for the fulfillment of combat missions.
- organize and conduct special and field cleaning of personnel (decontamination).
- organize and conduct disinfection, and decontamination of weapons, equipment, material means, locations, roads, and other items as required.
- monitor the level of radioactive and chemical contamination of personnel and combat equipment, weapons, locations, supplies, and installations;
- inspect for changes in the level of contamination and conduct analysis of the radiation and chemical situation;
- control the preparation and employment of chemical weapons, bacteriological weapons, smoke means, and fire weapons;
- participate in interaction with the operations section, engineer section, and other responsible chiefs of arms and services and the rear staff in organizing and planning for the protection of regiment forces and rear installations against the enemy use of mass destruction weapons and plans for the restoration of combat effectiveness and liquidation of the results of such enemy employment of mass weapons;
- plan for the all-round combat support of chemical forces.
- provide constant support for chemical forces and for sub-units of all combat arms, special troops services and rear installations of the regiment with various chemical weapons, supplies, chemical protective gear, ammunition, and chemical technical means;
- establish chemical supply depots to the required stockage norms.
- organize interaction with other arms and services of the regiment combat structure during the fulfillment of the most important regiment missions.
- organize troop control and establish constant, reliable signal communications with subordinate chemical sub-units and other elements of the regiment tactical order with whom the chemical forces interact;
- conduct constant inspection for the fulfillment of orders and instructions issued to subordinate forces and renders assistance.



Duties and Responsibilities of the Regiment Chief of Signal Troops

The regiment chief of signal troops is responsible for the following in peacetime and in wartime: for timely organization and work of communications in the regiment; for providing the regiment with communication resources and insuring their proper operation, as well as for compliance with the rules and order of conducting conversations with all technical communication resources; for training the regiment's personnel within his specialty; for the combat and mobilizational readiness of the regiment's signal sub-unit, and for the combat and political training, indoctrination, military discipline and political morale of its personnel. He is subordinate to the regiment chief of staff, and is the direct superior of personnel in the regiment signal unit.

The regiment chief of signal troops is obligated to fulfill the following duties:

- organize, plan, conduct, and inspect high combat readiness and operational preparedness of the signal forces of the regiment and the signal sub-units for fulfilling support of the forces of the regiment for battle.
- organize, plan, conduct, and inspect the special, combat, and political training of the signal forces of the regiment and its sub-units;
- prepare combat calculations in support of the commander's decision and for the combat employment of the signal troops;
- know the situation, composition, combat capability, and manning level of the units, and sub-units of signal forces;
- prepare and give his recommendations on the combat employment of signal forces for the creation of reliable and constant communications to the regiment commander, during the commander's making the decision.
- organize the combat employment and the planning for the signal forces in accordance with the regiment commander's decision and orders of the chief of staff and the instructions received from the senior headquarters staff;
- organize timely, reliable, uninterrupted, and secret communications with forces, staffs, control organs, and subordinates and adjacents;
- plan signal communications in peacetime and during the preparation phase and course of the battle.
- conduct the grouping and deployment of the signal forces during the preparation phase and according to mission during the conduct of the battle.
- prepare, issue, and transmit combat orders (missions) to the regiment signal forces and instructions on signal matters to subordinate sub-units.
- prepare his forces for the fulfillment of combat missions in providing reliable and uninterrupted signal communications during the preparation phase and the course of the battle.
- send in a timely manner the signals and commands for raising the forces to various higher levels of combat readiness.
- send warning signals (alerts) on the enemy's preparations to employ nuclear strikes.
- provide support with reliable and uninterrupted signal communications for the commander, chief of staff, and troop control organs with the commanders and staffs of subordinate sub-units starting from the first combat alert signal to the fulfillment of the subsequent mission (i.e all the time;)
- provide signal support for interaction with regiment forces and sub-units of all combat arms, special troops and services, elements of the regiment combat order, second echelons, reserves, and interacting forces of the division which are operating in the regiment area and with adjacents.
- provide support by sending warning signals, data, and commands on the air situation, radiological, chemical, and bacteriological contamination, and meteorological situation in a timely manner;
- provide signal support to the rear services with communications between rear service units and installations and the rear of subordinate sub-units.
- establish the signal centers and organize radio, radio-relay, and telephone nets and directions to provide reliable and uninterrupted signal support;
- provide mobile signal (courier) service on directions and circular routes between the command posts and other points.
- plan and conduct all-round combat support of the signal forces themselves.
- organize and conduct replenishment and supply of signal means and their timely repair.
- organize and conduct constant inspection over the orders and instructions sent to subordinates and their constant control in observation of secrecy of troop control.
- offer assistance to subordinates.



Duties and Responsibilities of the Deputy Commander for Armaments and/or Technical Matters

The regiment has either a deputy commander for armaments or technical matters, depending on the type of regiment and the quantity and type of equipment it has.

The regiment deputy commander for armaments or technical matters is responsible for the following in peacetime and in wartime: for the regiment's technical support; for the technical serviceability of armament, combat and other equipment and instruments, their readiness for combat use, and their correct operation, repair and evacuation; for the serviceability of armored and motor vehicle equipment, for its technically correct use, and for its maintenance, storage, repair and evacuation; for the state of motor pools and for organizing internal services within them; for the training of regiment personnel in his specialties; for supplying the regiment with armament, combat and other equipment and instruments, and for maintaining records on this equipment; for the combat and mobilizational readiness of units and services directly subordinated to him, and for the combat and political training, indoctrination, military discipline and political morale of their personnel. He is subordinate to the regiment commander, and he is the direct superior of all personnel in the regiment.

The regiment deputy commander for armament or technical matters is obligated to fulfill the following:
- participate in the development of the combat and political training plan and the regiment mobilization plan, and organize their fulfillment within his specialty;
- direct the combat and political training of the subunits subordinated to him and the technical training of all personnel in the regiment, to conduct lessons with the regiment officers and warrant officers with the purpose of studying armament, combat and other equipment, instruments, rockets and ammunition, and the rules of their use;
- organize use of armament and of combat and other equipment; draw up the plans of scheduled repairs and technical maintenance, repair and evacuation of armament, combat, armored, motor vehicle, and other equipment and instruments; insure its prompt and high-quality fulfillment in sub-units, insuring constant technical serviceability of the material; inspect armament, armored and motor vehicles, and other combat equipment not less than once every three months;
- test personnel's knowledge of the rules of operating, repairing, servicing, evacuating, and preserving armament, armored and motor vehicle equipment, combat and other equipment and instruments;
- maintain an awareness of the work, political and moral qualities of officers, warrant officers and sergeants in sub-units and services immediately subordinate to him;
- manage the work of setting up motor pools, the tank practice range and the motor vehicle driving range; implements measures for servicing, preserving, and improving the technical training base; organize and monitor the conduct of internal services in the motor pools;
- implement measures for raising the class qualification of regiment officers, warrant officers, and driver-mechanics;
- monitor the correctness of the use of fuel, lubricants, and special fluids in the regiment;
- develop and implement measures for preventing disasters, accidents, breakdowns, and other incidents with armament, armored and motor vehicle, combat, and other equipment, and reveal and study their causes; implement measures for insuring safety when preparing and operating armament and combat and other equipment, and implement fire protection measures;
- be aware of the availability and technical state of armament, armored and motor vehicle, combat and other equipment and instruments; systematically check the correctness of their preparation for use and the correctness of their operation; and organize and monitors management of the established accounting and reporting system;
- supply the regiment's sub-units with armament, combat and other equipment and instruments; promptly requisition lacking armament, spare parts, motor pool equipment, monitoring and measuring apparatus, maintenance resources, and other armored and motor vehicle property, and organize its acceptance, storage, and issue in the regiment units;



Duties and Responsibilities of the Deputy Commander for Rear Services

The deputy commander for rear services is also the chief of rear services of the regiment and he directs the rear services during peacetime and wartime. He is responsible for the following: for logistic support of subordinate services in the regiment and units; for delivering all forms of material and water; for commercial services for the regiment personnel; for maintenance of the barracks and housing fund and for fire protection; for the combat and mobilization readiness of sub-units and services immediately subordinate to him, and for the combat and political training, indoctrination, military discipline and political morale of their personnel. He is subordinate to the regiment commander, and he is the direct superior of all personnel in the regiment.

The regiment deputy commander for rear services is obligated to fulfill the following tasks:
- organize, plan, conduct and inspect high combat readiness and mobilization preparedness of the sub-units of the rear services for fulfilling support of the forces of the regiment for combat actions.
- organize, plan, conduct, and inspect the special, combat, and political training of the rear services staff and sub-units.
- prepare recommendations with the aim of rear services support during the commander's making the decision.
- prepare and conduct calculations for accomplishment of rear service support for the battle.
- organize and plan rear service support.
- prepare the operational order on rear services and instructions on rear service and insures their timely issue to the rear services sub-units;
- support regiment forces with all types of material supplies and create supply dumps of materials filled to the approved norms at all levels of preparation and combat.
- provide uninterrupted transport of supplies to the combat forces.
- prepare lines of communication for supply and evacuation and support of reliable movement of transport on these roads and organize the commandant's service on the designated regiment roads.
- render assistance to wounded and sick, their evacuation from the battlefield, their medical treatment in the regiment aid station, and their evacuation to the division medical battalion and provide anti-epidemic and sanitary measures with the aim of limiting the spread of epidemics in the forces.
- organize security, protection, and defense of regiment rear area as well as the complete operational activity in the rear area of the regiment so that all will be in order.
- organize veterinary support and quartering service and also exploitation of local supplies and captured materials.
- conduct maneuver and movement of regiment mobile material support company, supplies of materials, transport means, sub-units, and installations of the regiment rear, units for evacuation and repair, medical units, and others in a timely manner in accordance with the movement (advance) of the regiment.
- organize establishment of the rear control post and its high quality operation, movement, defense, security, and protection in the FUP area and during the operation.
- insure timely preparation and issuing of periodic reports on rear service status and activities and data on the situation to higher headquarters.
- conduct constant inspection of the fulfillment of issued directives and instructions on rear services and render required assistance to subordinate sub-units.

VIII. WORK OF THE REGIMENT COMMANDER AND STAFF IN ORGANIZING THE BATTLE

The method and sequence of the work of the regiment commander and his staff mostly depends on the following:

the combat mission;

condition of the situation;

the commander's and his staff's level of preparation;

amount of time available;

equipment capabilities.

Therefore, the methods and sequences of work to organize the battle differ due to the following conditions:
- when the regiment operates in the division's first-echelon or in its second-echelon;
- when combat is initiated with or without direct enemy contact;
- in the initial phase of war or during the war;
- during other situations related to different levels or preparedness of officers;
- capabilities of equipment used.

The regiment commander and staff will include the following under all circumstances while organizing the battle:
- making the decision and planning the battle;
- conveying combat missions to the troops;
- organizing interaction;
- organizing combat support measures;
- preparing and occupying FUP areas;
- organizing troop control;
- organizing political work;
- preparing the troops;
- monitoring the execution of assigned missions and assisting subordinate troops.



Making the Decision

The regiment commander's decision is the basis of troop control. In order to accomplish the assigned mission all measures related to planning and organizing the battle are organized and implemented in accordance with the commander's decision. Success in combat actions and accomplishments of assigned missions depend largely upon making the decision promptly and assigning combat missions to the troops. The regiment commander must make the decision and convey missions to subordinates in order to insure that the executing elements will be able to prepare themselves in time for executing the assigned mission. In making the decision the regiment commander follows these steps:
- clarifying the mission;
- specifying measures to be taken immediately;
- calculating the available time;
- issuing the initial instructions;
- estimating (assessing) the situation;
- evaluating terrain on the ground
- formulating the decision.

When the regiment attacks from the line of march, moving forward from assembly areas, the regiment commander usually makes his decision on the map. He then assigns missions to subordinates on the map or terrain model. Later on, the regiment commander conducts evaluation of the terrain on the ground and issues his combat orders and instructions on interaction to subordinates directly on the ground (terrain). When it is not possible for the regiment commander to work on the terrain, he gives combat orders on the map or terrain model and reconfirms it on the terrain when the regiment actually moves to the line of attack.

When combat is organized while in direct contact with the enemy, most of the work on organizing the battle is conducted on the terrain. In this case the regiment commander organizes observations and security and assigns missions to the troops in enemy contact in order to repel possible ground attacks and air strikes.



Clarifying the Mission

Clarifying the mission is initiated immediately when the combat mission is received from the higher command. The regiment commander clarifies the mission in detail. During the process he examines the following:
- concept of the division commander's battle plan in order to accomplish his mission which includes the sequence for destroying the enemy; use for means of destruction; the breakthrough area and the direction of the main attack; and the combat formation of the division (grouping);
- role and place of the regiment in the division's combat formation;
- location (direction) in which the regiment should concentrate its main attack;
- how the regiment's combat formation should be established; which battalions are to be in first-echelon and which in second-echelon (reserve);

Clarifying the mission lays the foundation for the regiment commander's decision, since his decision must always be mission oriented. On the other hand, the deductions from clarifying the mission provide immediate guidelines for the troops and the regiment staff to start mission oriented preparations for upcoming battles. Therefore, deductions gained from clarifying the missions constitute the basis for the following:
- measures to be taken immediately;
- calculating the time needed in preparing for battle;
- initial instructions to be given to the troops to prepare for battle, and to the staff and chiefs of arms and services to prepare necessary data and their suggestions on combat employment of their related arms and services.



Measures to be Taken Immediately

After clarifying the mission the regiment commander specifies the measures to be taken immediately. These measures may include the following:
- briefing the staff and chief's of combat arms, special troops, and services on the mission and deductions of the clarification of the mission;
- when in actual combat with the enemy, instructions to improve the situation suitable for the accomplishment of assigned missions (seize certain objectives, contain enemy attacks, speed up troop movement, etc.);
- collecting and acquiring additional information about the enemy in the regiment's area of combat action;
- when and where the regiment commander conducts the evaluation of the terrain and issues combat orders;
- measures to prepare the subunits for combat actions.



Calculating Time

The basis for calculating time includes the following elements:
- time the combat mission is received;
- time for regiment subunits to prepared for the attack;
- time for reporting the decision to the division commander;
- other deadlines imposed from above.

In the process of calculating and allocating time, more time is allocated to subunits and less time is kept for the regiment commander who organizes combat. The time table for preparing the attack is personally done by the regiment commander and the chief of staff on pre-prepared blanks.



Calculating the Time Needed to Conduct Measures for Preparing for the Attack

Mission received at .......

Time to prepare for the attack .......

Time to report the decision to the division commander ......

Total time available is ....... Hours of which ........ hours is daytime.

TABLE OF PLANNING TIME

Initial Instructions

The initial instructions are usually issued by the regiment chief of staff on behalf of the commander. These instructions include information necessary for the subordinate troops to prepare for the upcoming combat action, as well as the time and method of conveying assigned missions to the troops.

"The initial instructions are addressed only to the commander of ...... Motorized Rifle Battalion (or other subunit)," so that the secrecy of the nature of the regiment's preparation for combat action is insured.

The initial instructions may also include time and place for conducting evaluation of the terrain on the ground by the regiment commander with the participation of designated subordinates. (Sample initial instructions are provided in Chapter Five.)

In order to save time, the regiment staff must prepare in advance the maps of the area of regiment's upcoming combat actions, necessary blank forms, documents, and reference materials. The regiment staff should also closely follow the latest information pertaining to the situation.

The regiment commander conducts the estimate of the situation after the initial briefing, issuing of initial instructions, and calculation of time. The staff helps him in presenting the necessary information and calculations and the chief's of combat arms, special troops, and services come up with their suggestions in the context of the overall support plan of higher echelon in regard with their related arms and services.

When time for preparing the battle is limited, the regiment commander (the chief of staff in his name) may issue more detailed initial assessments of the following:
- enemy opposing the subunit (battalion);
- tentative mission of the battalion;
- adjacents;
- time to prepare for the attack;
- time for the battalion commander to participate in the regiment commander's evaluation of the terrain on the ground;
- time to receive combat orders and instructions on interaction.

This method insures parallel work methods at the regiment and battalion levels and saves time.



Estimate of the Situation

During the estimate of the situation the regiment commander studies and analyzes the factors and conditions which influence the accomplishment of the assigned mission. The process may be conducted in two ways:

1. estimate of the situation according to its elements:
- enemy;
- own forces;
- adjacents;
- terrain;
- weather, time of day and night, season;
- other conditions of the area of combat action (economic, socio-politic, population).

2. estimate of the situation according to the elements of the decision:
- concept of the battle:
-- a. sequence for destroying the enemy;
-- b. use of means of destruction;
-- c. the direction of the main attack;
-- d. combat formation;
-- e. character of maneuver.
- missions of subordinates;
- principle issues of interaction and combat support;
- troop control.

When the estimate of the situation is conducted according to the elements of the situation, the impact of each element on each aspect of the accomplishment of mission is studied and partial deductions are made. Then, along with the deductions from the clarification of the mission they are compared and generalized for the purpose of working out the elements of the decision as mentioned above. This method insures the most complete assessment of the situation, however, it takes a lot of time. Therefore, if sufficient time is available for preparing combat, the regiment commander may use this method to conduct the estimate of the situation.

When time is limited (mostly during the conduct of combat action), the second method is usually used. In this method, the regiment commander conducts successive analysis of the effect of specific factors (enemy, our own forces, adjacents, terrain, etc.) on determining and formulating each element of the decision (concept of the battle, missions of subordinates, interaction, combat support issues and troop control). For example in assessing the enemy, the importance of one or another grouping and its assumed actions are identified. Simultaneously, the possible methods for destroying the enemy grouping, the sequence of his destruction and the content of the mission of the troops are determined. Then the basic elements of the decision are determined on the basis of assessment of our own troops, adjacents, terrain, and other situation factors. Using this method the regiment commander's priority is to assess the dominant elements of the situation with the greatest detail. The commander assesses the rest of the elements of the situation to the extent necessary based upon the point of view of the main issues concerned with the decision and his conclusions. This method is based on an analysis of the situation in a sequence which has been adopted in determining the main questions for the decision. It makes it possible to reduce the time for making a decision under ordinary conditions, since it requires determining only individual elements of the decision or partial missions of a battle. However, its use is difficult with abrupt changes in the situation and the need for making a decision for an entire battle.



Assessing the Factors of a Situation

a. enemy

During the assessment of the enemy, the regiment commander evaluates the enemy in the regiment's attack area and on the flanks. The enemy's grouping, the structure of his defense, and his likely actions are determined. This will include the following points:
- what enemy subunits are defending in the regiment's attack area;
- location of enemy mass-destruction weapons;
- the trace of the enemy's FLOT;
- location of trenches, communication trenches, and areas occupied by troops;
- what kind of obstacles are established in front of the enemy defensive position;
- determining the level of supply of enemy's troops;
- determining level of morale of enemy troops and their combat experience;

In the conclusion part of the enemy assessment the regimental commander reaches the following conclusions:
- weak and strong aspects of the enemy defenses;
- combat formation of enemy troops and accurate location of company strong points and enemy first and second echelon units;
- density of enemy forces and means per km of front;
- location in which the main attack should be launched;
- specific details of missions of battalions and other elements;
- what information about the enemy should be acquired;

b. Assessment of own troops

During the assessment of own troops the regimental commander evaluates the following elements:
- the degree of completeness in personnel of the battalions and other subunits;
- what subunits are attached to the regiment and their form of possible of employment in the course of the attack;
- the level of combat readiness, training, and combat experience of the troops;
- the level of completeness of the units in armament and ammunition;
- the level of political- moral status of the troops;
- the actual location of battalions and other subunits and accordingly the easiest way to establish combat formations for the upcoming operation;
- the level of supplies of the troops in material means and the level of supply of rear services in terms of material reserves and medical supplies;
- technical status of regiment organic equipment, the level of completeness of the regiment in vehicles and presence of damaged vehicles;

At the end of the assessment of own troops the regimental commander reaches the following conclusions:
- the combat formation of the regiment for the attack;
- the distribution of support elements and attached sub-units among the battalions;
- the battalions' combat missions;
- the main issues of interaction;
- the location of the regiment's command post;

c. Assessment of adjacents

The regiment commander evaluates the following points during the assessment of adjacents:

- missions, situation, and location of adjacents;
- given the direction of the main attack of adjacents, where the main attack of the regiment is more appropriate;
- the method of coordination with adjacents at the beginning and in the course of the attack;
- measures to secure the unit boundaries;
- the missions of forward detachment, detached from higher echelon in the regiment area and method of coordination with them (if such detachments are established);
- if the division second echelon is going to operate in the regiment area, the regiment commander should evaluate the questions of its timing of commitment, coordination with it, and method of supporting it during commitment;

d. Assessment of terrain

The asessment of terrain is normally conducted in two parts, that is, terrain in the enemy area and terrain in own area.

During the assessment of terrain in the enemy areas the following points are identified:
- terrain from which the enemy may conduct fire and observation against the regiment sub-units before the begining of the attack and in the course of the conduct of the attack;
- the conditions for maneuver of enemy troops and the conduct of an enemy counterattack;
- the conditions of cover and concealment of enemy troops and combat formations;
- the most favorable terrain lines for enemy defenses;
- avalability of routes and the possibility of movement off roads;
- presence of water obstacles and availabilty of bridges;
- the most suitable direction for the regiment's attack and covered advances into the rear of the enemy resistance points;

During the evaluation of terrain in the area of own troops the following elements are identified:
- terrain conditions for observation by own forces;
- conditions for concealment and cover and direct fire;
- covered deployment possibilities for own troops in the departure areas;
- protective structure of terrain for the protection and deployment of first and second echelon battalions and weapons against enemy mass destructive means, particularly nuclear weapons;
- presence of covered places, covered routes, and natural obstacles;

At the end of the terrain assessment the regiment commander specifies the following:
- departure (FUP) areas for the attack for first and second echelon battalions, weapons, command posts, and the areas of regiment rear services elemenmts;
- measures on preparing departure areas for battalions, positions for weapons, and command posts;
- conduct of measures for cover and concealment of subunits and deception;
- measures for passage through natural obstacles;
- specific terrain for the direction of the main attack;
- combat missions and targets of companies on the ground;

e. Assessment of weather, time of day and night, and seasonal conditions

The commander during the assessment of these elements evaluates the positive and negative effects of each on the operation of regiment sub-units and determines the measures to be taken in this regard.

While the estimate of the situation is being conducted, additional data on the situation and analysis may be required by the regiment commander. If need be, the commander may seek advice from his own deputies, staff officers, and chief's of combat arms. special troops, and services regarding specific questions of interest to him. This will usually include calculations about the combat capabilities of the regiment vis a via the enemy, suggestions on combat employment of various combat and combat support arms, and support of the combat actions of the troops. (For formats of the suggestions of the staff and chief's of arms and services to the regiment commander -- see the annexes). Usually the need for such a full contribution of staff during the estimate of the situation may arise during advance preparation of the battle. During the course of the battle, when time available for updating a decision or making a new one is extremely limited, the regiment commander, usually will be obliged to be guided by the data which he has as hand.

The regiment staff and the chief's of combat arms, special troops, and services must always have information and analysis which may be required by the commander when he is making a decision. Upon the commander's demand, the staff must draw up an estimate of the time needed to prepare the troops for combat action, in which the number of hours of daylight and darkness, the deadlines for conducting measures to organize battle and to prepare the troops for the execution of assigned tasks are determined. The staff together with the chief's of combat arms, special troops, and services also prepare an analysis of the correlation of forces and means, the combat capabilities of the troops, suggestions on movement and regroupment of the troops, and other reference data.



Evaluating the Terrain on the Ground

When possible the regiment commander does most of the work associated with making the decision on the terrain. In this case, evaluating the terrain on the ground will be the most important part of it. The regiment commander may combine the estimate of the situation with direct evaluation of the elements of the situation on the ground. The evaluation of the terrain on the ground (Rekognasirovka) before the decision is made is conducted usually when time is sufficient to prepare for the battle. When the decision is primarily made on the map, the evaluation of the terrain on the ground is conducted to confirm and orient the elements of the decision on the ground.

During the evaluation of the terrain on the ground, the enemy and the nature of the terrain, within the limits of visibility are studied. Conclusions are drawn from the estimate of the situation. The decision is then made (confirmed) and the missions of subunits are confirmed. The method of interaction is established or refined and the locations of the control points are designated. (For details on the plan and conduct of the evaluation of the terrain on the ground -- see the division section).



Formulating the Decision

The regiment commander makes his decision following the clarification of the mission, estimate of the situation, and the evaluation of the terrain on the ground (if conducted). It includes the following points:
1. concept of the battle
-- which enemy to destroy and in what sequence;
-- use of destruction means;
-- direction of the main attack;
-- combat formulation (grouping of forces and means);
-- the character (nature) of maneuver.
2. missions to subordinates
3. the procedure for interacting and combat support
4. troop control.

The regiment commander's decision is reported to the division commander for approval. However, this should not delay the dispatching of missions to the troops. Under all conditions the missions should be conveyed to subordinates immediately after the decision is made.
The regiment commander's decision is formulated at the same time that it is made by the commander. It is formulated graphically on working maps by commander and the chief of staff. When time allows, it may be formulated on a separate map or diagram. The graphic portion of the decision includes the following:
- situation and deploying of the enemy's and our own forces;
- regiment's mission, boundaries, and missions of immediate adjacent units and troops fighting ahead, elements of higher echelon to operate in the regiment's area;
- grouping of forces and means in the FUP areas and during the attack, missions of subunits, and missions of combat and combat support troops;
- principle issues for interacting and combat support;
- location of control points and relocating them during the battle;
- deploying and relocating rear service support elements.

The decision data which can not be reflected graphically on the map or diagram are shown in the written instructions. They usually include the following:
- composition of the regiment;
- speed of advance;
- correlating forces and means;
- distributing support forces and means;
- availability and time of delivery of ammunition and other material means;
- availability and status of wheeled and tracked vehicles;
- table of coordination signals;
- table of composition and distribution of traffic control forces and means.

The signal plan and plans for combat employment of arms and services are worked out on the map on the basis of the commander's decision.



Conveying Missions to Subordinates

Any decision not dispatched in time to the executing element loses its effect. Therefore, one of the most crucial duties of the regiment commander and his staff is promptly dispatching decisions to subordinates. Usually the regiment commander assigns missions to subordinate personally (preferably on the terrain) or through his staff. When assigning missions, the regiment commander may summon all subordinates at the same time or at different times to his command (observation) post or he drives out to the location of subunits.

Missions are assigned to subordinates by means of combat order and combat instructions. They may be given orally when the subordinates meet personally with the regiment commander, chief of staff, other staff officers, and chief's of combat arms, special troops, and services or may be transmitted by communication means. They may be sent in writing (textual or graphic form). Combat orders and instructions issued orally are noted down by the staff officers. Missions are personally assigned to those subunits which will be the first to begin action and which will require the most time to prepare for the execution of the assigned mission. The format of the regiment commander's combat order and combat instructions are as follows:

A. combat order
- title: Combat order of .... regiment commander for the attack. Command post at ..... (place) ..... (date, time). Map ..... (scale), edition 19.. year.
- point one: brief deduction of the assessment of the enemy situation;
- point two: targets to be destroyed or suppressed by means of superior commanders in the regiment's attack area, and distance of the line of safety; also missions of adjacents and boundaries with them;
- point three: combat missions of the regiment and concept of the battle;
- point four which begins with "I order:"
-- -- missions of motorized rifle and tank battalions;
-- -- missions to organic and attached artillery and other means of destruction (aviation, AT weapons, etc.);
-- -- missions of air defense;
-- -- missions of other forces and means (engineer, chemical troops);
-- -- reserves (AT reserve, POZ, and other reserves).
- point five: time to prepare for the attack;
- point six: troop control and deputies;
- ending: signature of the regiment commander; signature of the chief of staff.

During the battle when time is limited, missions are assigned by brief combat instructions. The format of which is as follows:
- title: Combat instructions of .... MR regiment commander for the commitment of ..... MR battalion in combat. CP at .... (place) .... (date, hour). Map ... (scale) .... edition 19...
- point one: brief information on the enemy;
- point two: mission of the subunit (to which the instructions are given);
- point three: tasks conducted for the benefit of the subunit by forces and means of higher echelon and their timing, and interaction instructions when necessary;
- point four: troop control;
- ending: the same as for combat order.



Organizing Interaction

The regiment commander organizes interaction at the same time combat missions are being assigned. At the regiment level interaction is organized by the commander on the terrain or on a map (terrain model) on the basis of his decision for the battle. The contents and working methods of the commander and the staff in organizing interaction depends on the conditions of the situation and the methods and procedures of the accomplishment of assigned missions.

In the regiment commander's instructions on interaction, he determines the procedure and methods of action of the troops in terms of missions, and time and place (lines, objectives). Moreover, the signals for coordination, target definition (indication), mutual identification, and warning are communicated to all of the interacting troops. Subsequently, separate questions regarding interaction may be clarified and outlined in detail through the staff officers, chief's of combat arms, special troops, and services, and in instructions issued personally by the regiment commander.

The regiment staff elaborates the signals for coordination, designates uniform bearings, map codes and signal codes, and organizes communication between cooperating subunits. All interaction measures are shown on the working maps of the commander's of cooperating subunits and on the map of the regiment commander's decision. When there is sufficient time, the regiment staff may elaborate an interaction table (diagram).



Organizing Combat Support

The regiment commander, in accordance with his decision for the battle, determines the principle tasks and measures for supporting the combat action of the troops.

The overall content of the regiment commander's instructions on support of troop combat operation may vary. In all cases, the regiment commander defines in these instructions the tasks for each type support, the forces and means allocated, the basic measures which need to be conducted for the accomplishment of these tasks, and deadlines for having each type of support ready.

All-around support of combat operations of the troops is organized on the basis of the following:
- regiment commander's decision for the battle;
- regiment commander's instructions on combat support;
- instructions from the higher headquarters on support of combat actions.

The regiment staff and the chief's of combat arms, special troops, and services plan the corresponding measures, dispatch necessary instructions to subordinates, monitor their implementation, and reconfirm (update) tasks regarding support during the battle. All measures for supporting combat actions of the troops are elaborated by the regiment staff in concert with the chief's of arms and services. The different types of combat supporting measures are worked out by the following:
- 1. the regiment staff works out:
-- reconnaissance;
-- protecting against mass-destruction weapons;
-- maskirovka;
-- security;
-- traffic control;
-- topographic and meteorologic support.
- 2. the chief of engineers does engineer support;
- 3. the chief of chemical prepares chemical support;
- 4. the deputy regiment commander for technical works out the technical support;
- 5. the deputy commander for rear service prepares the rear service (material, medical) support.



Troop Preparation and Monitoring

On the basis of the planning (time table) of the regiment staff the following measures are taken to prepare the troops and the area for the upcoming combat action:
- planning the preparation and occupation of the FUP areas by the troops;
- collecting and stockpiling the material means at appropriate points;
- monitoring the actions of the subordinates to prepare for the battle and extending assistance to them;
- organizing and establishing control points.

The plan (diagram) for preparing and occupying the FUP areas is worked out by the operation section of the regiment staff the same way as was discussed in the division. The material means are supplied and distributed in accordance with the plan of rear service support of the regiment.

Monitoring is conducted by the regiment commander and staff as an important link in control of the troops to monitor the precise and punctual execution of assigned combat missions, actions of the troops, position and condition of the troops, and their rear service support. Monitoring is exercised personally by the regiment commander, the staff, and chief's of combat arms, special troops, and services. It must be skillfully combined with practical assistance to subordinates in accomplishing the assigned missions.

Monitoring is conducted according to a single plan prepared by the regiment staff (operations section). The monitoring plan (in a table form) indicates the following:
- matters be checked;
- methods of checking (going to the troops, studying their submitted documents, observing actions of the troops, etc.), the deadlines for execution;
- those who will conduct the checks;
- time and procedure for reporting on the results of the inspection.

Monitoring must be conducted continuously and resolutely and be directed at preventing the untimely and sloppy execution of assigned missions by the troops. It includes rendering assistance to implementation of the decisions made by the commander.



Troop Control During the Battle

Control of the regiment elements during the conduct of the battle consists of constant influence of the regiment commander on the development of combat action by all forces and means under his control. Measures taken by the regiment commander and his staff during the conduct of the battle must be directed toward concentrating the efforts of all forces and means on the accomplishment of the regiment's assigned missions. All work in controlling the troops will be conducted within extremely limited periods of time. In order for the commander to always know the situation and be able to react promptly to any changes in the it, the staff during the battle constantly gathers information about the situation, and reports this data to the commander and higher headquarters. On the basis of the changing situation, the regiment commander updates his decision and missions assigned to subordinates. He redistributes forces and means and concentrates the main efforts in those sectors where success is imminent. He swiftly directs reserves and second-echelon troops to such areas and organizes their commitment.

During the battle tasks are assigned to the troops personally by the regiment commander and through the staff by using communication equipment, coded maps, procedure and brevity code tables, or through staff officers who go to the subunits with the commander's instructions.

IX. THE REGIMENT IN A MEETING ENGAGEMENT

The regiment rarely engages in combat totally alone, but rather is generally a part of a division. The work of the regimental commander and staff during the conduct of battle frequently focuses on the commitment of the regiment into a meeting battle as the first echelon of the division. This is one of the most complex situations confronting the regiment commander. In the following example the division is advancing with a regiment on each of three axes. The table contains a description of the events and actions shown on the accompanying map. Another table describing a division acting in a meeting engagement is in Part One - Division section of this chapter

Conduct of the March When a Meeting Engagement is Expected

As the march begins the commander and staff closely monitor, control and coordinate the movement to and passing of the startline and the maintenance of maskirovka and other combat supporting measures.
During the march the division will have a command post and a rear command post. By the beginning of the meeting engagement the division additionally establishes a forward command post.

As the main body moves, the commander and the staff normally move at the head of the main body column. At the beginning of the meeting engagement the regiment commanders normally move to their advance guard, the division Commander. and staff move forward and establish the forward command post of the division on the main axis. In the course of the march periodic control of the punctuality of each different column, passing by regulatory lines, key terrain features etc., can be controlled by the commander and staff from the ground or helicopters.

During the march, communication is conducted by using motor transport and helicopters and permanent telecommunication lines (in accord with the instruction of the superior commander) and the UHF radios of the commandant services established along the march routes. The rest of the radios are used only for reception (no transmission).

(For commandant services during the march commandant service areas are designated and for each area a commandant service detail is allocated and placed under one chief of commandant service area (yacmok). The length of each area along the route is normally 50-80 km in a march on vehicles and 10-15 km in a march on foot. The allocated troops establish traffic regulatory posts (each post composed of 2 soldiers) in places where orientation of the troops is hindered such as in intersection, bifurcations, in populated areas, and where the troops go off of the main roads.

During the march, when enemy aircraft attack on the marching columns, the troops continue the march (no halt) and air defense weapons in the columns fire from the move or from short halts.

Overtaking of one unit by another is conducted by the permission of the division commander. When the regiment moves on a separate route, overtaking is also conducted by the permission of the regiment commander.

When a portion of the route or a bridge is destroyed, the "OOD" (movement support detachment) which normally moves between the advance party (GPZ) and advance guard, moves to repair the road or establish a by pass route. At such points check points are established.

When the situation requires a change in the direction of march (totally or partially) and the division commander decides to change the direction of march, the division staff immediately dispatches new reconnaissance security elements and establishes new commandant services along the new march route (routes). It also calls back the reconnaissance and security elements from the directions no longer to be followed or new missions may be assigned to them.

When nuclear weapons are used, the friendly nuclear weapons are employed against enemy marching columns and on it's main grouping in choke points, to inflict losses on the enemy. Also to forestall the enemy troops in deployment and in initiation of the attack.
When the friendly reconnaissance elements contact the enemy reconnaissance and security elements. The reconnaissance boldly infiltrates to the depth of the enemy main body to report on the composition, grouping, direction of movement of the enemy troops, time of passing major lines by the enemy, gaps in enemy groupings, flanks, possible positions and CP's. Particular attention is given to the enemy nuclear delivery means. Reconnaissance elements conduct their mission by observation, but when needed they attack enemy groups to capture prisoners and seize documents by ambushes (zasad) and raids (poyesk).

The meeting engagement begins when the forward detachment and advance guards contact the enemy forward detachment and it's security elements. The action of the forward detachment is characterized by speed and bold action to beat the enemy in seizing important lines. The forward detachment boldly attacks the enemy, seizes the assigned line and holds it until the arrival of the main body. If the line is seized by a superior enemy, the forward detachment holds another line short of the initially assigned line and provides favorable conditions for the main body to deploy and launch it's meeting blow.

The point (pakhotnei dazor) and advance party (GPZ) deploy and attack reconnaissance and smaller security elements of the enemy, and destroy the enemy and continue to advance against larger enemy troops. When faced by a superior enemy, they take up a favorable line, hold it firmly, and provide, favorable conditions for the arrival, deployment and combat action by the main body of the advance guard.

When the GPZ engages the enemy security elements, the main body of the advance guard quickens it's advance, and its supporting artillery move off the road and regardless of the condition of the condition of terrain, immediately take up fire positions in the vicinity of the road. They open fire as soon as each battery is prepared to fire. The artillery then supports the combat of the GPZ and covers the deployment and meeting blow or action of the advance guard.

The advance guard's main body moves under cover of artillery and successively deploys into pre-combat and combat formation, attacks and destroys enemy covering subunits, and advances to penetrate the enemy's main force. If a superior enemy is encountered, the advance guard's main body rapidly deploys on favorable terrain along the line it has reached. By using all of it's weapons, it contains the enemy on a broad front, or holds up the enemy in advantageous conditions. In situations when the enemy does not show much action to the front, a smaller part of the advance guard may deploy to contain the enemy from the front while the major part of the advance guard joins the main forces (main body) in launching meeting blows against the flanks of the enemy's main body.

As the advance guards enter the meeting engagement, the antitank reserve and POZ of the main body on their respective routes, (which normally move between the advance guard and the main body), quicken their march and deploy along the lines assigned to them by the higher commander to cover the deployment of the main body. They prevent the enemy from launching blows at the flanks of the friendly forces. The antitank reserve and POZ may also deploy to reinforce the advance guard in containing superior enemy troops along a wide front and/or to cover the flanks of the main forces as they deploy for the meeting engagement. The frontage covered by the antitank reserve can be as follows, (See norms given in Chapter Five):
- Antitank Arty. platoon 400 km
- AT Arty. (GM) battery 1-1.5 km
- AT Arty. (GM) battery 3.5-5 km

The frontage of mining by POZ depends on the number of antitank mines, number of mine laying means, and the time available. The formulas and samaple calculations used to determine mine fields are given in Chapter Six. For simple tactical calculations one thousand mines will cover 1 km of front when the mines are laid in several rows. In urgent cases mines can be laid by helicopters on critical lines. Moreover, for massive anti-personnel mine sprinkling, the division's rocket reactive (BM-21)GRAD battalion can be employed.

If the enemy advance elements forestall the advance guard of the friendly forces in seizing favorable terrain features and lines, then the advance guard attacks the defending enemy on that line directly from the march after the enemy is heavily hit by friendly artillery, tank fires, and combat helicopter and aircraft strikes. The attack is conducted in the manner of forcing through a hasty enemy defense. After the enemy is dislodged from the line, the advance guard consolidates and provides favorable conditions for the commitment of the main forces.

As the reconnaissance and forward detachment successively contact and engage the enemy and the situation further clarifies. The commander continuously updates his concept of the operation and makes the final decision for the commitment of the advance guard and the main body into the upcoming meeting engagement. The update of the previously made decision is done on the basis of the outcome of the combat of the forward detachment. As the information flows from the reconnaissance units and the results of the combat of the forward detachment become clear, the division commander updates the mission of the advance guard and finalizes the decision on the deployment and meeting engagement of the main body. The mission previously assigned to the advance guard on destruction of the enemy's forward subunits, the seizure of an advantageous line, and containing the main body of the enemy is updated. Moreover, the division commander updates or determines the following points:
- Concept of the operation
--- What enemy is to be destroyed and in what sequence;
--- Direction of the main attack;
--- Combat formation the division will use;
--- What maneuvers should be conducted to apply the concept of the operation;
- The line of deployment of the main body of the division;
- The combat missions to units;
- Missions of artillery and supporting air force;
- The missions of antitank and anti-aircraft defense and other combat supporting measures;
- The procedure for interaction;
- Additional missions for reconnaissance and measures regarding support of the flanks;

The direction of the main attack is determined in accord with the concept of the operation of the higher commander, the enemy situation, the situation of own forces, and the terrain condition in the zone of the upcoming operations. The main attack should be launched into the flank and rear of the enemy grouping selected for destruction. Whenever much time will be spent on the conduct of maneuvers and where the enemy is forestalling friendly forces in deploying, delivering a frontal blow may be more beneficial. However is this case drawn out frontal attacks should be avoided. The terrain on the direction of the main attack should be suitable for all arms and units.

The line of deployment should provide a stealthy advance and swift deployment of units and subunits into pre-combat and combat formations and their commitment into combat without a halt. The line of deployment of the main body is assigned behind the last natural cover from enemy ground observation. The line should be out of range of enemy direct fire.

The actions of the forward detachment and advance guards are very crucial to the deployment of the main body of the division. Therefore the division commander and staff pay much attention and continuously support the action of the forward detachment and advance guards. In this way troop control of their combat action by the division is continued as the main body deploys. It must be noted that in a dynamically changing situation of the meeting engagement, the basic components of a desired tactical condition on which the final concept of the commitment of the main body is based must continue to be maintained and even be improved if the commander's decision is to be implemented successfully. Therefore, if on the one hand the division commander updates and finalizes his decision on the basis of the results of the combat of the forward detachment and the potential role of the advance guard, then on the other hand, the commander can apply the decision mostly when the forward detachments successfully accomplish their roles. The division commander continues to control the actions of the forward detachment and advance guard during the deployment and develops the desired condition he is aiming at for the commitment of the main body.

Therefore surprise actions of the enemy to drastically change the situation should be countered by additional support extended to the forward detachment and/or advance guards by the division.

The main body can initiate its attack simultaneously or piecemeal. Experience shows that a simultaneous attack by the main body enables the division to hit the enemy with a strong blow that would be very difficult for the enemy to repulse. In this case the blow is launched on a broad front and therefore the enemy is deprived of the ability to maneuver his troops across the front, because the enemy will be under pressure everywhere. This type of assault requires better preparation fire, however, preparation for a strong initial attack takes a certain amount of time which may not be available in many cases.

Piecemeal engagement of the main body as the sub-units approach and deploy inevitably results in some dispersal of personnel and equipment and reduces the strength of the initial attack. The enemy may defeat individual sub-units or repulse their attacks. Therefore the main body usually engages piecemeal only in the following circumstances:
- when it is necessary to exploit the results of a nuclear strike immediately
- when the enemy has not had time to deploy his force and has thereby created conditions favoring and attack on his flank and rear very quickly (before every deploys)
- when under pressure from a superior enemy force, the march security elements are forced to withdraw and the enemy must be stopped immediately in order to deprive him of the opportunity to exploit his success.

The artillery closely supports the main body's attack. Fire is concentrated against targets that obstruct the advance as well as on the most important enemy targets, the destruction and neutralization of which make it possible to develop the attack rapidly. Enemy nuclear weapons are destroyed immediately as they are discovered. The artillery relocates following the attacking battalions in order to provide continuous fire support to the entire depth of the action.

In the course of the attack, gaps are created between enemy columns and the enemy grouping is split and defeated in detail. Exploiting their success, the first echelon battalions prevent the advancing enemy columns from deploying in an organized manner and deny the enemy any opportunity to go over to the defense and regroup his force. The first echelon battalions develop the offensive and strive to disperse the opposing grouping and to destroy it in pieces and to capture and destroy enemy artillery.

The tactical airborne assault force, by its brave and daring action destroys enemy command and control points and artillery, thereby assisting the main body in the encirclement and destruction of the enemy's main grouping.

In the course of the combat action in a meeting engagement the offensive effort of the first echelon troops must be reinforced in a timely manner by the commitment of new forces and means such as the newly arrived columns and reserves. The commitment of reserves must be unexpected by the enemy. The reinforcement should be committed at the moment of the highest intensity in order to create a decisive superiority of forces and means in favor of own troops and to lead to a sharp turning point in the meeting engagement. The commitment of the reserve is supported by concentrated artillery fire and the actions of the first echelon units.

The enemy's attempts to deliver blows on the flanks must be prevented by strikes of supporting air force, artillery fire, and the advance of reserves to the threatened area. Moreover, antitank reserves and the POZ are used to prevent enemy maneuvers.

In order to destroy the enemy's first echelon troops it is vital to seal the battlefield off from advancing enemy reserves. This can be accomplished by launching nuclear, air, and combat helicopter strikes (on the instruction of the higher commander) and artillery strikes against the enemy reserves to prevent and hinder their advance, destroy bridges, crossings, and roads and to create obstacles. Employing airborne assault at critical terrain points, ambushes on the movement routes of enemy columns, and minelaying will also play important roles.

When the enemy begins to withdraw, the division main forces initiate a ruthless pursuit. During the pursuit it is necessary to strive to isolate one column from another, not to allow the enemy to disengage from own troops, and not to give the enemy the opportunity to take up the defense at an advantageous line.

When the enemy tries to take up a defense in the course of the meeting engagement, the division units must prevent him from occupying an advantageous line and from organizing a system of fire. Division, regiments, and battalions; by exploiting gaps in the enemy's combat formation and the confusion and loss of initiative on the part of the enemy, move and reach into the flanks and rear of the enemy's main grouping and destroy it by blows launched from various directions and expeditiously advance into the depth while making wide use of forward detachments and tactical airborne assault elements to seize critical lines and objectives in the depth in order to prevent the retreat of remaining enemy troops and the arrival of the enemy's deeper reserves.

The main theoretical points described in this section are illustrated in the map and following discussion with table showing the actions of the division and regiments advancing to a meeting engagement.

Movement to Contact

The meeting engagement occurs when both sides leave their permanent locations and move toward the border in a non-nuclear environment. The Soviet division assembly area is close to the border (100km or so), which entails a short approach. Many features common to moving to contact are omitted. When a motor rifle division moves on three columns, their depths are up to 60 km, not counting the security elements. This means that while combat has started between the security elements, part of the main body has not yet even begun to deploy, and the tail of the column will not have crossed the start line.

The division consists of three columns moving on three routes over a width of 20 km. On the right flank a division advance detachment is detached at a distance of two march hours ahead of the main body of the flank. It consists of one motor rifle battalion supported by one artillery battalion, one tank company, and an engineer platoon. Its mission is to seize a vital pass on the right flank of the division zone and to interfere with enemy deployment along this route. The division main body of this flank is the tank regiment.

On the middle route the main body of the division is composed of two motor rifle regiments, the artillery regiment and other combat arms plus the division headquarters and division anti-tank reserve. On this route the division advance guard is moving forward at a distance of 15 km ahead of the main body. It is composed of the separate tank battalion plus an artillery battery, one motor rifle company and an engineer platoon.

On the third route a third motor rifle regiment moves with its regimental rear services. Along this route the regiment has its own advance guard and the regimental anti-tank reserve ahead of its main body.

There are division reconnaissance elements ahead of all route columns and there are front, flank, and rear security groups on all routes.

As a rule when movement is conducted in expectation of contact with the enemy the composition and structure of the column should comply with the division commander's concept for a meeting engagement. Even though it is a very fluid type of combat, the meeting engagement is carefully planned in order to maximize the chance for success. In this particular case the commander has decided to contain the enemy from the front on the second and third routes by advance guards and bloc the first route by the advance detachment. Upon meeting the enemy main body the division will deploy to the right and launch its main blow toward the left flank of the moving enemy columns. The concept is to destroy those columns in a meeting engagement and then continue the advance to the river line. For this purpose the following points are taken into consideration in establishing the structure of the columns:

- The advance detachment and advance guard are strong enough to provide sufficient time and space for the deployment of the main body of the division. All are supported by artillery to help them overtake the enemy in opening fire.
- In order to cover gaps between the columns and cover the flanks of the division elements on routes 2 and 3 the mobile anti-tank reserve and mobile obstacle detachments move ahead of the main body, between the advance guard and head of the main body.
- On all routes the OOD (otryad obespechenia dvizhenia - movement support detachment) which is composed of road construction platoons or engineer platoons with infantry support, moves between the advance party and main column of the advance guard or detachment. At the regimental level there is not road construction unit, but instead the engineers give some equipment such as bulldozers to the infantry so they can repair the road.
- In order to enable the division to overtake the enemy in opening fire and also to cover the deployment of the main body the artillery units of the division and regiment move at the head of their main body columns.
- In anticipation of establishing a group of air defense units to cover the main grouping of the division the bulk of the division air defense units are well forward. As a rule the regimental air defense means are spread along their columns to cover them during the march. The reconnaissance is one hour ahead of the division advance guard or advance detachment (25 - 30 km). The reconnaissance group is composed of platoon sized or company sized units on each route. If a platoon, it would be assigned a direction of march; if a company it would have a zone of march of 6 -8 km width. The reconnaissance elements come from the division reconnaissance battalion on the main two routes and from the regimental reconnaissance company on the left flank route.
- The distance between units is established by norms as follows:
--- between regiments - 10km
--- between battalions - 3-5 km
--- between advance guard and main body - 15 - 20 km
--- between advance detachment and main body - 25 km
--- between advance party and advance guard main body - 4 km
--- between rear services of regiment and main body - 10 km
--- between division rear service and preceding column - 20 km
--- between vehicles - 25 - 50 meters

Deployment

The deployment of columns begins as the advance guard contacts the enemy security elements. This is assumed to be the time when the advance detachment has seized its objective on the right. At this time the reconnaissance elements have moved further ahead into the enemy depth to provide the division with a more complete intelligence picture.

While the advance guard, supported by its artillery conducts the opening battle with the enemy security elements the division begins to deploy in the following sequence:
- anti-tank reserve and mobile obstacle detachment quickly deploy to cover the flanks and support the deployment of the main body;
- the artillery units, disregarding the availability of favorable ground, deploy immediately where they are;
- the point is that they do not take time to search for an optimum location on the terrain, but will immediately move from the road and assume firing positions in order to commence fire at the very first possible moment. By using information received from the reconnaissance elements and the advance guard they try to open fire with no delay in order to delay the enemy deployment and prevent the enemy from an organized deployment. It is assumed that it takes 20 minutes for the artillery to take up positions and prepare firing data. It is also assumed that the fire strike to cover the infantry and tank battalion deployments will last 10 - 15 minutes.
- the division commander and staff and critical personnel immediately move to the deployment area. Individual staff officers are detached to regimental deployment areas.
- the air defense units establish groupings to cover the deployment of the division main body, that is the troops on the direction of the main attack, the artillery and rocket units and the division headquarters.
- the regiments increase their speed of movement and their columns are structured to have their own artillery and tank battalions at the head and the supporting arms distributed among the battalion columns in accordance with the combat formation for a meeting engagement anticipated by the regimental commanders.
- as the regiment approaches 6 -8 km from the attack line the regiment deploys into battalion columns or if possible even before that at perhaps 10 -12 km.
- as they move to 3 - 4 km from the attack line the battalions deploy into company columns then at 2 km into platoon columns. When they reach the designated attack line they deploy into full combat formation.

This will be the time the artillery fire strike is completed and the artillery switches into the depth of the enemy formation while the motorized units go into the attack using the full weight of their organic firepower.
The line of attack is determined by the following factors:
- capability of own forces to move before the enemy deploys;
- terrain situation;
- results of the combat of the security elements;
- enemy movements;

The regiments attempt to stay in columns as long as possible in order to increase their speed, but not so long as to endanger their deployment before the enemy. The main principle of a meeting engagement is that the situation changes very quickly and the troops must act on wide fronts and use extensive maneuver. Therefore movement to contact is continuously adjusted to the situation. This requires continual monitoring, supervision and decision-making by the commanders involved. Therefore many staff officers are normally detached to the line of deployment with communications means in order to organize and coordinate the deployment of the main body.

It is assumed that the first motor rifle regiment, which is moving in the second position in the depth of the second march column, will not arrive at the deployment line in time to launch a simultaneous attack with the other regiments. It is important in a meeting engagement to launch the initial attack with the maximum force available, but waiting for this regiment to deploy would jeopardize the division seizing the initiative, therefor it is deployed later, after the first regiments have accomplished their immediate missions. It will be used to help accomplish the division immediate mission.

In a meeting engagement the first priority is to attack as soon as possible with as much combat force as possible. Regiments have only one echelon, with a small reserve, not a second echelon. The division's rearmost regiment also is not a second echelon except in the unusual case in which it already is assigned a specified place and time for a planned commitment at a later stage of the battle. Normally it is merely thrown into the battle at the soonest time and place where it best can influence the outcome.

The content of the missions depends on the following factors:
- enemy grouping to be destroyed;
- terrain conditions;
- own force capabilities and overall mission of the division assigned by army;

Normally the immediate mission of the division will be the destruction of the first echelon of the enemy division. Several factors influence the specific details of this, such as: the depth of the enemy division's first echelon as it moves into the area. This is normally assumed to be about 10 - 15 km.

The destruction of this enemy element will enable the division to destroy the entire enemy second echelon later with a newly redeployed and adjusted formation. On the other hand, at that depth the bulk of the enemy artillery will also be destroyed. The division will be able to move along parallel lines and have the capability to attack the enemy from different flanks. In the meantime, while accomplishing the immediate mission, the division must delay and isolate the enemy second echelon or its further columns by the use of advance detachments or airborne assault units.

This will further effect the need for regrouping of the division in the depth. Therefore the division is only assigned an immediate mission and direction for further attack.

The immediate mission of the regiments is normally to destroy the first echelons of the leading enemy brigades. The regiments are then assigned directions for continuing attack. Sometimes, since the situation changes so rapidly during a meeting engagement, the missions of the regiments can be identified better by terrain features in which case the destruction of whatever enemy forces are found in that area will constitute the content of the regiment's combat mission.

H-hr

clock

and Staff

MARCHING COLUMNS OF THE DIVISION

03:30

Control of the deployment of commandant service elements.

Deep Recon dropped in depth.

Deep Recon. may be dropped in depth.

04:00

Analyze air recon reports on enemy.

04:30

05:00

Enemy air attack.

5:30

Deep Recon. reports of enemy resuming movement after 30 minutes delay.

Number of vehicles 70, 60, 56 on 1,2,3, routes respect-

ively.

Hit by enemy airstrike. May be delayed for 20 minutes, 1 tank and 2 APC, 2 guns damaged.

Intercepts an enemy subver-

sive group.

06:00

Recon. marks the detour route. Deep Recon blows up bridges, supple-mented by air strike.

Finds out two over-passes destroyed by enemy airstrike, marks detour routes.

06:30

Intensify march supporting measures.

Take action on higher echelon Recon reports that enemy has embarked an airborne detachment.

Delayed 10 min at detours.

T.R. arty Bn.

Moves 15 km.

patrols to the flanks, Regt. Recon. moves 60 km detaches more patrols to the left flank.

07:00

Recon 20 km east of Green Pass, 2 patrols move to the pass.

es right flank party.

Advance party increase speed to destroy enemy Recon.

Div. A.T.R. and MOD (POZ) move 30 km.

Airborne assault likely.

Recon. elements instruct F.D. to move fast and destroy enemy in meeting engagement.

07:30

No delay.

Rear service column clears S.L.

No enemy activity East of Sandy River. Helicop-ters fly to the north.

Advance party destroys enemy Recon. at 75 km, west of S.L.

Last Bn. of 1 M.R.R. crosses S.L.

Regt Recon. destroys enemy patrol 7 km-west of S.L.

Mobile move-ment support detach-

ment (OOD) moves to clear the road, A.T.R. + M.O.D. move 45 km.

Head of regt. rear service column crosses the S.L.

Enemy main body delayed for 30 minutes after air strike, air assault troops moved to Green Pass.

08:00

Deep Recon instructed to move west of Sandy River and report on enemy main body.

Destroys 1 enemy patrol.

50 km from S.L.

Advance party and (OOD) repairs part of a destroyed road and resume march.

Divisional rear services column closes to S.L.

The battalion tries to seize the pass in the face of advancing enemy troops.

Check the enemy and establish defense on the pass.

09:00

Control the combat of advance guard and forward detachment.

Attack of airborne troops repelled, new enemy troops (a Bn. +) deploys to attack the Green Pass from the front and left flank.

Tank battalions clear the road and move to the right to follow assigned deployment routes.

eastward. Several battalion sized units are seen in the main column.

Combat action continues with each side firing from position.

Div. A.T.R. and POZ deployed at the left flank of A.G., 3 M.R.R. H.Q. and Arty. rushes to position.

4 to 5 batalions are seen in the column.

It deployed and tried to attack the enemy from the left flank.

However enemy also deployed in that direction and both sides met each other with a frontal blow, fight continues.

The regt. A.T.R. and POZ. deployed at the left flank of the advance guard.

and open fire not later than 9:45 on the enemy's main column.

10:30

es the blow from the right

Regt. advanced 2-3 km.

Troops renewed attack on Green pass

While main body deployed on route 2 and 3 to meet the blow of the enemy.

Complete destruction of enemy east of the river

12:30

12 T.R. accomplish-ed it's immediate mission, destroyed 35 enemy tanks and captured and destroyed one Arty. Bn.

The 3 M.R.R. has arrived and is deploying for commitment.

The division and 1.M.R.R. Arty. cover the deployment.

For this purpose enemy reserves move in the direction of Green Pass across the Sandy River.

Commit division reserve to reinforce the F.D. at Green Pass and help it hold against the enemy pressure.

Commit 3 M.R.R. at the right flank of 12 T.R. to strike the enemy grouping at the Green pass from the flank and destroy the enemy reserves in meeting engagement west of the pass.

16:30

Enemy column in pre- combat formation moves to the river.

The F.D. dislodged the enemy with the help of division reserve and now it completes the destruc- tion of the enemy encircled west of Green Pass.

After the accomplishment of division immediate mission the 12 TR continued the destruction of divided grouping of the enemy.

River. The 3 M.R.R. struck the enemy from the left and met enemy reserves moving to Green Pass along route 1 in a meeting engagement.

completes their destruction.

The regiment has sent forward detachment to the river. Forward line of the main body 20km east of Sandy River.

Figure 30 Diagram of meeting engagement

Figure 31 Diagram of motor rifle battalion in atttack

Figure 32 Diagram of regiment in attack

Figure 33 Motor Rifle Division Attack Scheme

Figure 30 - Division March to Meeting Engagement

Figure 31 - Motor Rifle Battalion Attack Scheme

Figure 32 - Motor Rifle Regiment Attack Scheme

Figure 33 - Motor Rifle Division Attack Scheme