Штаб военной части: организация, функции и эволюция.

Management personnel of a military unit

A military staff or general staff (also referred to as army staff, navy staff, or air staff within the individual services) is a group of officers, enlisted and civilian staff who serve the commander of a division or other large military unit in their command and control role through planning, analysis, and information gathering, as well as by relaying, coordinating, and supervising the execution of their plans and orders, especially in case of multiple simultaneous and rapidly changing complex operations. They are organised into functional groups such as administration, logistics, operations, intelligence, training, etc. They provide multi directional flow of information between a commanding officer, subordinate military units and other stakeholders. A centralised general staff results in tighter top down control but requires larger staff at headquarters (HQ) and reduces accuracy of orientation of field operations, whereas a decentralised general staff results in enhanced situational focus, personal initiative, speed of localised action, OODA loop, and improved accuracy of orientation. The failures in the army, especially at the Battle of Leuthen made it clear that Austria had no "great brain" and the command needed to spread the workload to allow the Commander in chief the time to consider the strategic picture. The 1757 regulations had created the Grosse Feldgeneralstab and Kleine Generalstab (large and small general staff) and after changes in 1769, a permanent staff of 30 officers was established under the direction of Franz Moritz von Lacy, which would be expanded in wartime with junior officers. The Grosse staff was divided into three: First, the Intrinsecum, which handled internal administration and directing operations; secondly, external activities, including the Pioneers; thirdly, the Inspection Service, which handled the issuing of orders and prisoners of war. Alongside the General Staff was the General Adjutant, who led a group of Adjutant staff selected by the army commanders to handle the details of internal administration and collating intelligence, and answered to the Commander in chief. The Chief of Staff became the chief adviser to the Commander in chief and, in a fundamental move away from the previous administrative role, the Chief of Staff now undertook operational planning, while delegating the routine work to his senior staff officers. Staff officers were drawn from line units and would later return to them, the intention being that they would prove themselves as leaders during their time with the staff. In a battle or when the army had detached corps, a small number of staff would be allocated to the column commander as a smaller version of headquarters. The senior man, usually a Major, would be the chief of the column staff and his principal task would be to help the commander to understand what was intended. When Karl Mack von Leiberich became chief of staff of the army under Prince Josias of Saxe Coburg Saalfeld in the Netherlands, he issued the Instruktionspunkte für gesammte Herren Generals, the last of 19 points setting out the roles of staff officers, dealing with offensive and defensive operations, while helping the Commander in chief. In 1796, Archduke Charles, Duke of Teschen augmented these with his own Observationspunkte, writing of the Chief of Staff: "he is duty bound to consider all possibilities related to operations and not view himself as merely carrying out those instructions". On 20 March 1801, Feldmarschalleutnant Duka became the world's first peacetime Generalquartiermeister at the head of the staff and the wartime role of the Chief of Staff was now focused on planning and operations to assist the Commander. Archduke Charles, Duke of Teschen himself produced a new Dienstvorschrift on 1 September 1805, which divided the staff into three: 1) Political Correspondence; 2) the Operations Directorate, dealing with planning and intelligence; 3) the Service Directorate, dealing with administration, supply and military justice. The Archduke set out the position of a modern Chief of Staff: "The Chief of Staff stands at the side of the Commander in Chief and is completely at his disposal. His sphere of work connects him with no specific unit". "The Commander in Chief decides what should happen and how; his chief assistant works out these decisions, so that each subordinate understands his allotted task". With the creation of the Korps in 1809, each had a staff, whose chief was responsible for directing operations and executing the overall headquarters plan. The staff on the outbreak of war in 1809 numbered over 170. Finally in 1811, Joseph Radetzky von Radetz produced his Über die bessere Einrichtung des Generalstabs, which prioritised the Chief of Staff's managerial and supervisory role with the departments (Political Correspondence, Operations and Service) under their own directors, effectively merging the Adjutants and General Staff officers. In this system lay the beginnings of a formal staff corps, whose members could specialise in operations, intelligence and logistics.

Despite a short lived permanent staff under St Cyr (1783–90), the French reverted to the old system in 1790, when the Revolutionary Government abolished the staff corps. When General Louis Alexandre Berthier was appointed Chief of Staff to the French Army of Italy in 1795, his was the old administrative role, accurately described by Jomini and Vachee as "the chief clerk" and "of limited competence". His manual is merely a reporting system as a kind of office manual. Staff officers were rotated out of the line on the Austrian model, but received no training and merely became efficient in the administrative tasks, especially the rapid issuance of orders. It suited Napoleon Bonaparte from the moment he took over the army the following year and he would use Berthier's system throughout his wars. Crucially, Napoleon remained his own intelligence chief and operational planner, a workload which, ultimately, not even he could cope with.

Prussia adopted Austria's approach in the following years, especially when Gerhard von Scharnhorst, who as a Hanoverian staff officer had worked with the Austrian army in the Austrian Netherlands in the early 1790s, took charge. Initially, the Prussian Army assigned a limited number of technical expert officers to support field commanders. Before 1746, however, reforms had added management of intelligence and contingency planning to the staff's duties. Later, the practice was initiated of rotating officers from command to staff assignments and back to familiarize them with both aspects of military operations, a practice that, with the addition of enlisted personnel, continues to be used. After 1806, Prussia's military academies trained mid level officers in specialist staff skills. In 1814, Prussia formally established by law a central military command—Prussian General Staff—and a separate staff for each division and corps. Despite some professional and political issues with the Prussian system, especially when viewed through the prism of the 20th century World Wars, their General Staff concept has been adopted by many large armies in existence today.

The manpower or personnel officer supervises personnel and administration systems. This department functions as the essential administrative liaison between the subordinate units and the headquarters, handling personnel actions coming from the bottom up (such as a request for an award to be given to a particular soldier) or from the top down (such as orders being received from the army level directing that a particular soldier be reassigned to a new unit outside the command). In army units, this person is often called the Adjutant. The S 1 also works with the postal mailing office, and deals with awards and ranks as well.

The intelligence section is responsible for collecting and analyzing intelligence information about the enemy to determine what the enemy is doing or might do, to prevent the accomplishment of the enemy's mission. This office may also control maps and geographical information systems and data. At the unit level, the S 2 is the unit's security officer, and the S 2 section manages all security clearance issues for the unit's personnel. Other duties of the S 2 often include intelligence oversight and physical security.

The operations office may include plans and training. The operations office plans and coordinates operations, and all things necessary to enable the formation to operate and accomplish its mission. In most units, the operations office is the largest of the staff sections and considered the most important. All aspects of sustaining the unit's operations, planning future operations, and additionally planning and executing all unit training, fall under the responsibility of operations. The operations office is also tasked with keeping track of the weekly training schedules. In most military units (i. e., battalion, regiment, and brigade), the operations officer carries the same rank as the executive officer (XO), but ranks third in the unit's chain of command while the other staff officers are one rank lower. For example, in a battalion, the S 3 would hold the rank of major (like the battalion XO), while the remaining staff officers are captains or lieutenants.

The plans and strategy office is responsible for civil military operations (CMO) strategy planning. At the unit level, the S 5 is the primary adviser to the commander on the civilian to military and military to civilian impact of the mission/operation within the host nation's (HN) area of interest (AOI), area of operations (AO), or the target area of interest (TAOI). The G5 serves as the mission support office (MSO) at the division level and HHC for civil military plans and strategy.

The signal office directs all communications and is the point of contact for the issue of communications instructions and protocol during operations as well as for communications troubleshooting, issue, and preventative maintenance. Communications at this level is paired with digital as well as voice (radio, computer, etc.). At the unit level, S 6 is also usually responsible for all electronic systems within a unit to include computers, faxes, copy machines, and phone systems.

The training branch will organize and coordinate training activity conducted by a Headquarters and also supervise and support subordinate units.

The finance branch, not to be confused with Administration from which it has split, sets the finance policy for the operation. Operationally, the Administration and Finance may be interlinked, but have separate reporting chains.

Civil Military Co operation or civil affairs are the activities that establish, maintain, influence, or exploit relations between the military forces, the government or non government civilian organizations and authorities, and the civilian populace in a friendly, neutral, or hostile area of operations in order to facilitate military operations and consolidate and achieve mission objectives.

Branches as brigade were as follows. A and Q branches might be combined under a deputy assistant adjutant and quartermaster general, rank major (DAA&QMG). was a former senior command, operational planning department within the Admiralty during World War I. It was instituted on 8 January 1912 and was in effect a war council whose head reported directly to the First Sea Lord. It existed until 1917. After the war ended, it was replaced by the Admiralty Naval Staff department. The Admiralty Naval Staff was the senior command, operational planning, policy and strategy department within the British Admiralty. It was established in 1917 and existed until 1964 when the department of the Admiralty was abolished and was replaced by the Naval Staff, Navy Department (Ministry of Defence).