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Indian air force

CHAPTER I

INTRODUCTION

    1. Indian Air Force is undergoing a major shift in neuro-scientific technology and information warfare which requires the steady infusion of new technology and modernization and substitution of equipment. However, material superiority exclusively is not sufficient. Of better importance is the introduction of doctrine, organizations, training and education, market leaders and folks that effectively take advantage of the technology. While fancy devices are nice, technology won't achieve full spectrum dominance without proficient people. Professional continuing education can bridge that space.
    2. In the bilateral exercises with the environment makes of USA, UK, FRANCE, SOUTH AFRICA, SINGAPORE and RUSSIA, our men and machines put up outstanding shows making the entire world take notice of our exceptional professionalism. Besides exercises, the contribution of IAF detachments in serenity keeping operations too has been exemplary[ii]. At the same time, IAF is having unprecedented historical changes. From being truly a sub- continental push, it is transforming itself to become a make having continental reach and impact. Our company is acquiring high tech equipment and technology and are linking ourselves with space. The modernization process includes acquisition of AWACS, additional Air to Air Refuellers, Aerostats and high technology aeroplanes and precision tool system[iii]. All of this is designed to be performed by calendar year 2022. Obviously, the technical environment surrounding armed service users will be completely different than the one today[iv].
    3. A full-fledged battle is unlikely[v]. The expected characteristics of issue could be asymmetric warfare. The military conflicts that do occur will probably be limited in conditions of target, area, force utilization and time; but the perpetrators and the responders will both use the military services only as you part of the closely integrated multidimensional work[vi]. Civil and armed forces interaction would be inescapable. Internal warfare (PSYOPS) and effective utilization of the media is the indelible ingredients of the coercion process[vii].
    4. All this might require the officials to handle a sizable amount of information which would be frustrating and exhausting both literally and mentally. They would be asked to understand the politics, economic, diplomatic, complex and armed service environment. A lot of the operations would be joint and a cyber war would add another concern. Therefore, there is certainly today a need to evolve a highly effective Professional Military services Education (PME) program to build up future Aerospace market leaders who can quickly understand the complexities of the prevailing situation and properly apply the highly strong capacities of Aerospace power to achieve the desired results most cost effectively.

METHODOLOGY

STATEMENT WITH THE PROBLEM

    1. This paper focuses on Professional Government Education (PME) requirements of the official cadre because of the transformation of the Indian Air Force by 2030.

HYPOTHESIS

    1. India is likely to expand ten times bigger by the year 2050[viii]. In consonance with the emergence of an economically strong and technologically advanced India, its role in global affairs is likely to increase further. The young officials would get more publicity in working along with air forces of the other countries. They might be required to project India's views on complicated issues in international fora. This might require those to possess higher cognitive skills and better ethnical awareness of international politics on the whole and of South Asia specifically. With all the technology progression in the inventory of the IAF there will be a dependence on exploiting technology to its maximum result. Also, the top scale data platform of information would cause difficulties to the officer in decision making. While hardware is important, it is changed into functions by people. Aerospace electricity requires highly-skilled and impeccably trained personnel. Also, in aviation, ideal performance usually is placed close to basic safety margins, which earns the matter of costs - both in individuals and material conditions. Attracting quality junior, training and retaining them is another of IAF's issues. Inculcating features of authority and innovativeness and ushering in meritocracy and efficiency are important on our plan. However, the extending civil aviation sector exerts a huge 'pull' upon this source of information and we are doing our best to blend personal dreams with organisational compulsions. We are in need of Administration support to make this happen. Updating of skills is an associated challenge, for which international vulnerability has been very useful. But in the long term we would need an Air School. Again, if our manning is adequate, we would be able to send our people on sabbaticals of higher learning. As the hardware changes, new capacities and capacities are made that sometimes radically alter just how we do business. And it is hard to do things in a different way with the old techniques, interfaces and organisational buildings. Keeping rate and adapting to the changes, as an company, is another challenge.

JUSTIFICATION OF THIS STUDY

    1. India will emerge as a significant regional vitality in the first 21st hundred years and IAF organisation's capacities will, to a substantial degree influence the outcome of future wars in our region[ix].
    2. No other vocation demand more of an human being, than the armed service profession[x]. It is noteworthy that, despite the responsibilities mounted on the person in uniform, hardly any has been written about the kind of education that he undergoes.
    3. While IAF's perspective 2020 gives the force structure in the foreseeable future battlefield scenarios it neither speaks about how precisely the IAF would be providing PME to the future market leaders nor the infrastructural requirements to meet up with the demands.
    4. Today, we stand astride a transitional period, as the device age moves in to the information years[xi]. New solutions are increasing our military services capability daily which has led to exponential upsurge in the difficulty of the modern battlefield. The challenges before us place a massive intellectual demand upon our military experts[xii].
    5. In our urgency to look at technological transformation, we have been neglecting the real human aspect of the formula. We have programs to advance our weapon technology, but a similar dedication is not seen to progress our officers' knowledge of the art of warfare. The complexity of the modern battlefield takes a deeper knowledge of the operational art of war for which we need to thrust the joint professional military education system to meet that need. It must give students the intellectual tools they need to fight another war- not the conflict they are fighting with each other today.

SCOPE

    1. This analysis addresses the PME requirements of the official cadre in view of the growing technological changes brought out in the business by calendar year 2030 therefore of Revolution in Navy Affairs.

OPERATIONAL DEFINITIONS

    1. PME Is intended to provide the university student with three critical kinds of knowledge: the ethos, culture and key values of his / her service; the complex and tactical skills appropriate to how that service wages war; and most importantly, the wisdom and judgement to be employed in a multiplicity of situations[xiii].
    2. Military education and training is a process which intends to establish and improve the capabilities of military staff in their individual roles. Military services education can be voluntary or compulsory duty. Before anybody gets authorisation to use technical equipment or be on the struggle field, they need to take a medical and often a physical test. If handed, they may start key training[xiv].
    3. The military idea of Revolution in Government Affairs (RMA) is a theory about the future of warfare, often linked to scientific and organizational recommendations for change in america military and others. Especially tied to modern information, communications, and space technology, RMA is often linked to current discussions under the label of Change and total systems integration in the US military[xv].
    4. Continuum of Learning links Education, Training and Experience through an officers' career to produce the right person at the right place and time to attain AF missions[xvi].
    5. Knowledge management is the end-to-end constant process that describes the organized creation, acquisition, integration, circulation, application and archiving of knowledge to drive behaviour and activities which support organisational objectives and mission fulfillment.

METHOD OF DATA COLLECTION

    1. Despite being truly a very contemporary issue, not many catalogs/ publications have been written on it. The data for this newspaper has been accumulated mainly from the literature, periodicals, college lectures and different sites on the internet. Bibliography is positioned by the end of the written text.

ORGANISATION FROM THE DISSERTATION

  1. It is suggested to study the subject in the next manner:-
  • Chapter 1- Launch and Strategy.
  • Chapter 2- Transformation of the IAF by 2030.
  • Chapter 3- Recent Training Trends in IAF.
  • Chapter 4- PME and Technological Troubles.
  • Chapter 5- Principles on Future of Air Force Education and Training.
  • Chapter 6 - Desired Features in Future Market leaders.
  • Chapter 7- Officer's Professional Government Education Coverage: US Armed Forces.
  • Chapter 8- Limits in PME.
  • Chapter 9- Recommendations: Educational Requirements
  • Chapter 10- Final result.

CHAPTER III

TRANSFORMATION OF THIS IAF BY 2030

Enhancing Combat Power

    1. Two eventful improvements have managed to get easier to predict the condition of the IAF in 2030. First was the introduction of India as the new economic powerhouse; second, was the IAF's growing dreams to change itself from a mere sub-continental, proper aerospace power in conformity with other leading air pushes in the world[xvii].
    2. The IAF would be required to acquire comprehensive capabilities cauterised by flexibility, quick response, mobility and transportability of most forms of nationwide vitality, as well as, long reach and accuracy targeting firepower with reduced collateral destruction.
    3. The IAF reaches present fighting a depleted strength of around 30 squadrons[xviii]. Therefore, IAF will have to embark on a modernisation plan coupled with a thorough inventory augmentation programme to build up its combat force to the desired levels.
    4. The aim is always to augment the squadron durability to 45 squadrons by 2030[xix]. This might amount to roughly 900 combat airplane[xx]. Furthermore the IAF would induct large no of Heavy Lift up and Medium Carry Airplane. The helicopter fleet would induct advanced systems like Apache AH-64 and the LCH. The drive multipliers would include the IL-78, FRA, AWACS, AEWC airplane. UAVs would play an important role in not only warfare but also in Businesses Other Than War.
    5. The IACCS, AFNET and the Defence communication Network would provide large information to an individual and require 24 hour monitoring. To cater for this large inventory the necessity would be of focussed logistics and the maintenance installation which again would be dominated by the technology.
    6. By 2030 new regions of expertise and specialisation may be necessary. In 2030, we might find it essential to deploy space warriors, or hackers, instead of (or in addition to) a more traditional military make.

Future Warfare

  1. The first important consideration is that all military action against both major adversaries, China and Pakistan, would be studied under the shadow of proclaimed nuclear functions. Second, the operating environment and manoeuvre space for the armed forces will be significantly restricted due to various factors, such as need to minimise collateral damage, legal and international issues and marketing glare. Last, but not the least, would be the increased relevance of technological dominance in the conduct of operations, regardless of the level of discord[xxi].
  2. A typical air advertising campaign will be carried out at a very high strength and with minimal 'Decision Cycles'[xxii]. All assets would be networked to such an extent, that they can provide total transparency of the battle-space, to be able to dominate the functional environment, through control over the domains of 'Information', 'Space' and 'Cyberspace'. ISR property on place would provide real-time intelligence and focusing on assessment that would permit transitioning of reactions instantaneously, as the fight progresses. Such flexibility and responsiveness would be possible only by the networking of most elements over a secure and solid architecture, that will enable syndication and access to all types of data. Possession of these capabilities and overall flexibility in their occupation will contain the key to success in both standard and sub-conventional cases.

CHAPTER IV

RECENT TRAINING Advancements IN IAF

  1. In the year 2005, a review of classes was carried out by Air HQ and HQ TC to conquer some of the existing limitations[xxiii]. Desire to was to reduce the length of absence of officials from the functional systems, streamline the course syllabi and provide 'Just in Time' training. It was felt that the essential learning should be completed more by 'Distance Education' with a brief contact program. Distance Education leverages existing technology to provide learning to wider audience at different locations and this too at low cost[xxiv]. Furthermore, all the courses were graded and the Quality Point Average is now linked with offers. Within the new system, rather than JCC, there exists Basic Air Staff Course at AFAC for any officers with least 03 years service, Basic Professional Knowledge Course for everyone aircrew with minimum 4. 5 years service, Intermediate Air Staff Course at AFAC for many officers with least 07 years service, QFI/FCL/TP classes between 08-11 yrs, Move forward Professional Knowledge Course with minimum 9. 5 years service, Advance Air Staff Course between 10-12 years and HACC between 19-21 years of service. The primary advantages of the new training insurance plan is the fact that in a methodical manner, wider volume of officers reap the benefits of these courses, as some of them are necessary for all officials to attend, current issues get speedier dissemination to a wider audience and knowledge loan company gets continuously kept up to date as information eventually would be available at Air Power WAN.
  2. There would be two collections of mandatory classes each year that itself will constitute two parts; the first part would be Distance Learning (DL) and the next part Contact Program (CP) at a proper location.
  3. The Air Power Academy shoulders the prime responsibility of initiating the leadership development program in the IAF[xxv]. The essential focus at AFA is on instructing basic soaring skills, enhancing knowledge on flying related subject and air and space issues and producing physical and mental toughness.
  4. When the young officials reach the functional units, the duty for continuing using their authority development process sits with the Commanding Officer/Station Commander. For the pilots, primarily the officer targets learning how to take a flight an advanced ac as well as how to use it as weapon system. Subsequently, he is educated how to lead in air. Flying itself pertains to an unfamiliar environment and to an extent advances physical courage. Whilst they are learning advanced soaring skills, they are also exposed to supplementary duties that offer with administrative aspects like Adjutant, UFSIO or Oi/c messes, though within an adhoc fashion. Through the formative years, you can find very little organised vulnerability for the pilots towards administering and leading men on surface. This deficiency stand out when they become Commanding Officials and have to execute administrative functions too[xxvi].
  5. After few years of service, the young officer is permitted go through BASCO/BPKC[xxvii]. The AFAC educates him basis aspects related to administration, AF Law, Mindset, Command and Airpower. CAW instructs aspects related to airpower job to flying branch officers. At TACDE, the fighter and helicopter aircrew learn qualities of control in air, while executing FCL/FSL/HCL/MFC/SAGW courses. Consequently, the officer goes through ISCO/APKC. However, working out of young leaders till now offers only at the tactical level. The next step in the officer's control development program is to attempt the Air Staff Course at DSSC, Wellington. The course exposes officers to perform effectively in Order and Staff sessions tenable by Sqn Ldrs to Group Captain rates.
  6. After the official has finished command word of a unit, he could be complete for Higher Air Demand (HACC)/Higher Control/ Naval Higher Command line Courses at College of Air Warfare / Military War University / College of Naval Warfare or for Higher defence Management Course (HDMC) at CDM. The aim of HACC is to teach selected officials of the three services to take up senior Command and Staff consultations, who will be engaged in planning and carry out of operations as well as for command of stations. However, only determined officers go through such programs.
  7. NDC is the last set up course on countrywide security and proper studies in the leadership development process[xxviii]. This is pitched at the grand tactical and strategic level to provide insight into issues related to countrywide security and higher leadership requirements.

CHAPTER V

PME AND TECHNOLOGICAL CHALLENGES

The new armed forces troops, who use their brains, can package with a variety of individuals and cultures, that can tolerate ambiguity, take effort, and ask questions, even to the idea of questioning expert. . . . The determination to ask and think may be more prevalent in america armed forces than in many businesses. . . . As with the civilian market, fewer people who have clever technology can complete greater than a lot of men and women with the brute-force tools of the recent[xxix].

-- Alvin Toffler

The challenge before us is to absorb new systems and convert them into operational effectiveness. Managing this era of changeover is the task before all of us and we are assured that people shall find new and progressive ways to totally exploit our new inductions[xxx].

--Air Main Marshal PV Naik

  1. Technology is one of the factors essential to meet the capabilities requirements of PME 2030. Fads in technology today, generally indicate the technical fields of the future will be greatly fertile and highly affordable[xxxi].
  2. This would help people to connect to the other person easily, gain access to data and train computer networks to automatically collect and assess data predicated on user demands. Electronic reality is being used now as you solution to the information overload[xxxii]. Automated assistants with sustained capacities will ensure current and relevant information designed to his or her needs and background.
  3. The military services are positively developing artificial intellect and expert systems to aid humans digest information and act on it[xxxiii]. For instance, the systems are been developed for analysing radar signatures, labelling automatically made situations and air-to-air encounters, planning contingencies, diagonising maintenance problems on airplane, playing the role of smart opponent in conflict games, developing harm strategies for sophisticated targets, assisting to detect the counter-top C3 countermeasures, providing advice on allocation decisions and even predicting likely locations and times of outbreaks of assault.
  4. The pace of technological improvements will continue to accelerate. Exponential change will be the norm. Raises in computing electricity, design and bandwidth will lead to advancements in visualisation, modelling, simulation and computer animation[xxxiv]. Therefore, our PME system must respond to the exploding technological and informational environment, changing staff characteristics and the fiscal constraints.
  5. Obviously, the technological environment surrounding military services users will be very different than the one today[xxxv]. It will include commonplace use of artificial intelligence, extreme miniaturisation, expert systems, virtual and unnatural realities and programmed computer assistants. Therefore PME 2030 must harness this technology to teach the entire armed service force.
  6. Since, the pace of change in technology and the speed of growth in available information increase every day, all the technological advances imply that by 2030, information needs will develop exponentially and the quantity of new information will be astronomical. Without careful planning and information- handling skills, the decision makers of the future will be susceptible to "analysis paralysis"[xxxvi].
  7. Handling Space would be another task in virtually any future eyesight of the IAF. In his book The Next Hundred Years, George Friedman predicts the probability of the next Great Battle being fought almost completely in space. By about 2050, he suggests the US would operate huge space channels- which he telephone calls "Battlestars" after the popular TV series-that would provide not only as weapon systems but as demand and control centres to manage issues on the Earth's surface[xxxvii]. One system of satellites by itself creates more than 10 quadrillion bytes of information about the Earth, "add up to about 10 billion literature[xxxviii].
  8. This will create difficulties to armed service analysts in identifying and seeking the critical information which often means life-or-death and success-or-failure in the fight surroundings of 2030. The military education system must help experts and operational units by determining which methods and solutions will be needed.

CHAPTER VI

CONCEPTS ON FUTURE OF AIR FORCE EDUCATION AND TRAINING

We have all listened to the key phrase 'flexibility is the main element to airpower'. I'd like to include that Knowledge- Enabled Airmen are the key to overall flexibility[xxxix].

- Michael W. Wyne

The ideas that are essential to meet up with the needs of the future Air Make and defines one approach to the continuing future of education and training are[xl]:-

  • Knowledge Management.
  • Continuous Learning.
  • Precision Learning.
    1. The necessity is to develop and field systems that are not only network-centric, but knowledge-centric. For the environment pressure of the 21st century to be agile, adaptive and learning organisation it must adopt change, accept risk, cope with reverses and figure out how to reinvent itself constantly[xli]. To achieve this we have to enhance our existing education and training system to build a future learning company employing new learning concepts and leveraging new technology.
    2. The future Air Make must efficiently operate in and dominate not only the domains of air, space and cyberspace, however the cognitive domain name as well[xlii]. The cognitive domain is out there in the individual mind and requires information processing. Therefore, IAF must target its transformation attempts to achieve superiority in the cognitive domain name and also to achieve cognitive and learning superiority; the air force must develop a new learning culture.

Future Learning

Knowledge Management

    1. Knowledge management is the end-to-end ongoing process that identifies the systematic creation, acquisition, integration, syndication, program and archiving of knowledge to operate a vehicle behaviour and activities which support organisational targets and mission fulfillment[xliii]. Knowledge management captures both existing and recently created information and knowledge, stores it within an enterprise knowledge platform by which information can be sent out, shared and accessed by the officials to aid both learning when and where needed and the application of knowledge and skills to execute assigned duties and solve problems.
    2. Officers have to be more creative and ground breaking to solve tomorrow's problems. Therefore, access to a dynamic knowledge base provides better integration between training and businesses. Within the IAF there is a requirement of a significant cultural change to become a learning company. Air power knowledge management system will be groundbreaking, leveraging existing attempts and rapid technological advancements. The requirement isn't only to train just how we combat but to struggle the way we teach using the same knowledge directories, networks and technologies.
    3. With the introduction of the AFNET, The IAF has a distinctive possibility to leverage new solutions to advance the knowledge management concept. This can serve as a potential system for the delivery of services aiding future learning systems and the distribution and request of knowledge. As the culture of learning is instituted in the organisation, it would be easier to get good at the cognitive domain.

Continuous Learning

    1. In the future wars very skilled and informed Air warriors would be required[xliv]. The key to personal and organisational growth in the Air Power, and development of officers dealing with sophisticated missions functioning in air, space and cyberspace is continuous learning.
    2. Continuous learning focuses on the development of the official from before commissioning through retirement life and beyond. This concept is steady with the continuum of learning. It allows the officer to individually recognise the right skills, knowledge and the aptitude they have to accomplish assigned jobs and missions. This requires a systematic and holistic approach so as to provide the right education, training and encounters at the right time.
    3. The basic principles embodied in ongoing learning include[xlv] :-

(a) Recruit the best and brightest applicants who is able to learn and operate in the foreseeable future Air Force.

(b) Offer effects- based learning opportunities based on learning goals and effects.

(c) Provide job long progression through deliberate education, training and experimental opportunities to permit officers reach their full probable.

(d) Provide learning opportunities on demand.

(e) Give a push and pull system to make learning opportunities available when and where appropriate to permit a sustainable military services advantage.

(f) Leverage operational competence and tactical competence through well-timed education, training and experience.

(g) Development supported by market leaders who internalise and visibly espouse the eye-sight, values, climate, determination and behaviours that constitute the new learning environment.

    1. Training, education and experimental learning vitality constant learning[xlvi]. Therefore, it would be important to utilize these methods to develop the appropriate combination of specialists and generalists to meet the objective requirements.
    2. Future officers would be required to perform a wide variety of functions, allowed by new technology, new learning paradigms and solid knowledge management systems. Ongoing education provide a good possibility to reduce skill decay, keep skills current and remain educated of the latest technological changes and trends in the field.
    3. Two factors which epitomise the need for ongoing learning are critical thinking and problem fixing skills[xlvii]. With the process of constant learning the critical thinking won't be restricted to the senior Air Force leaders.
    4. One of the most challenging skills to build up is control at the tactical, operational, and tactical levels. Successful software of human view to orchestrate quest success requires much more than make of personality. In the foreseeable future, it should take a greater capacity to multi-task, prioritize subordinate actions, and assimilate vast amounts of information while fostering cooperation. Some leadership cases must be carried out within an atmosphere of maximum situational understanding, while others may impose an information-limited setting. Program of modern authority will necessitate new methods in the manner we teach and teach current and future market leaders.
    5. All education and training programs, including advanced operational training and Professional Government Education (PME), will adapt to the needs, skills and training proclivities of Technology Y- the Millenials. Matching to Draw Prensky, Millenials are considered Digital Natives because they:

". . . are all 'native sound system' of the digital vocabulary of computers, video games and the Internet. Those folks who weren't born in to the digital world but have, at some later point in our lives, become fascinated with and used many or most areas of the new technology are Digital Immigrants. Digital Natives are used to getting information really fast. They prefer to parallel process and multi-task. They like their design before their content material as opposed to the opposite. They like random access (like hypertext). They function best when networked. They thrive on instant gratification and regular rewards. They favor game titles to 'serious' work. "

    1. To address these needs, courseware that is interactive and multi-media increased will be available through the next generation allocated learning system that will offer live, electronic, and constructive situations for development of most officers. These capabilities will improve the decision-making, communication, and negotiation skills that are critical for senior leadership. Distance education will develop from basic enrolment in computer and web-based training to online learning conditions that support online cooperation and classes taught by both live and electronic instructors.

Precision Learning

  1. Precision learning gives the correct education, training, or experience at the right time and place, in the right format, to generate the right effect. Precision learning depends on customised learning, mass cooperation, push and draw learning systems, sent out learning opportunities, increased use of simulated and online technology, and enhanced use of visualization technology. It focuses learning on the learner[xlviii].
  2. This would provide the officer usage of the knowledge base through mobile or internet and organised by the advanced knowledge management systems. Accuracy learning has the potential to enrich the learning experience and increase success while reducing the cost of education and increasing efficiency.
  3. The delivery of training and education must be adaptable and permit timetable, delivery and mass media formats customized to specific needs. It'll deliver customised course materials predicated on each student's capability to learn.

CHAPTER VII

DESIRED TRAITS IN FUTURE LEADERS

Professional attainment, centered upon prolonged review, and collective study at colleges, list by list and years by age-those are the title reeds of the commanders of future armies, and the secret of future victories[xlix].

-Winston Churchill, 1946

  1. Having seen the parameters that will probably affect future control, let us look at the traits that require to be there in future market leaders to beat these uncertainties. Although these characteristics were required previously too in a few form or the other. However anticipated to rapid technological advances, changing societal worth and faster speed of development, the requirement to possess these features has become critical.
  2. Ability to Foster a Vision. The primary trait that a future leader must possess is the ability to create a perspective, a fantasy and a couple of intentions whatsoever echelons of management. Thereafter, motivate and inspire his men towards obtaining this vision.
  3. Effective Communication Skills. Merely developing a eyesight is not sufficient in itself; the market leaders should be plainly able to converse an extraordinary emphasis of dedication and zeal which in itself allures people towards them.
  4. Technological and Professional Competence. IAF places considerable emphasis on training leaders to be skillfully competent. The officials need to be trained and educated in a intensifying manner so that he's prepared for future years appointments.
  5. Dynamic Optimism. The employees in future would be working under extensive stress and in challenging situations. It is here that a leader's opinion in himself and his potential to produce a difference in people's life could act as a catalyst in enhancing the motivation levels of those located under him. Active optimism is a key trait to develop, if one wishes to generate transformational command. The outward manifestations of the trait are good attitude, unwavering enthusiasm and boundless energy.
  6. Ability to Empower. Because the education and consciousness levels of the junior leaders would be high, there's a need for the leader to be able to enable them with intellectual space and goals to attain. He would need to suppress his natural instincts of micro-management and offer space for the subordinates to build up.
  7. Self Discipline. To attain goals, it is important that one owns self discipline. All great leaders do basic things right, such as they wake up on time, are punctual and usually exemplify disciplined methodology in their way of work. This behavior would have to be inculcated young.
  8. Time Consciousness. Time consciousness not only includes time management but also factors a major quality that all able leaders maintain; they don't spend people's time.
  9. Character. Men trust leaders with personality. This essential trait encompasses integrity, honour, moral uprightness and impartiality. That is one critical trait of a head that can be developed when the officer is young.
  10. Courage. Besides, bravery and valour, the leaders of tomorrow must have got moral courage to draw up an earring subordinate, stand by his men when they are right and have the ability to reveal credit of the task that involves the machine.
  11. Ability to Show 'Care and attention' (Empathy). On this materialistic world, people want others to care and attention and they would do miracles for individuals who care for them. Technology will drive leaders from people. The essential adage that has to never be ignored is the fact that "Effective leaders spend at least 25% of their time with the men".
  12. Linguistic/Ability to utilize Multiracial Organisations. Progressively, junior leaders would take part in multi-national endeavours. They need to develop the inquisitiveness to learn about other cultures and also have the ability to speak at least one additional international words like Spanish/People from france/German/Chinese/Russian.
  13. Physical Fitness and Spiritualism. Computer get older has made today's innovator more desk destined. With an increase of stress levels and more technical tasks, there is a have to be toned and emotionally strong. Meditation provides a leader with spiritual insights and potential to concentrate although it also works as an effective de-stressor.
  14. The best reason of the PME program would be to develop such features and competencies in the officers that they are able to quickly understand the complexities of the growing situation and apply aerospace vitality appropriately to attain the desired outcomes. The future leaders have to be broadly focused, have experience over multiple competencies and think of exploiting the entire aerospace continuum; from information procedures to air and space vitality software. The PME program must ensure that mid-air warriors have the ability to overcome the issues posed by the working environment of the future. These obstacles include informational and technological explosion[l], smaller but highly strong military, fiscal constraints, increased civilian involvement in military services affairs and blurring of civil and military targets.

CHAPTER VIII

OFFICER'S PROFESSIONAL Military services EDUCATION Coverage: US Equipped FORCES

    1. The Chairman of the Joint Chiefs of Personnel Instructions (CJCSI 1800. 01A) dated 01 Dec 2000 addresses the OPME insurance policy of the USAF. This instructions promulgates the procedures, procedures, objectives, and responsibilities for officer professional armed service education (PME).
    2. The US military services into the future must route the vitality and advancement of its people and leverage technical opportunities to accomplish new levels of effectiveness in joint conflict fighting[li]. This sorts part of the joint eyesight 2020 of the chairman where PME would play an important role. The OPME is focussed on obtaining dominance across the range of military operations and gives a template to steer the continuing change of the armed forces of USA. It emphasises that information superiority is a key enabler for the rising operational ideas of prominent manoeuvre, precision proposal, concentrated logistics, and full-dimensional coverage.
    3. The eyesight also says that - the women and men of our MILITARY will be the nation's most important strategic source. Only a power of dedicated, highly educated and well-trained women and men capable of leveraging new ideas will flourish in the intricate and fast-paced environment of future military operations. Moreover, this power must show honour, integrity, competence, physical and moral courage, devotion to ideals, respect for individual dignity, the best criteria of personal and institutional carry out, teamwork and selfless service. Thus, it is imperative to maintain sustained focus on ethical conduct and the best ideals of duty, honour, and integrity by any means PME institutions[lii].
    4. The instruction includes the PME from pre-commissioning to the level of General Official or Flag officer. It is the responsibility of all officers to build up themselves beyond the formal training offered for the profession. The individual services are accountable for the armed service education of the officials appropriate to their level, branch and warfare speciality. Thereafter, picked officers along with civilian officials go to NDU to enhance their education in nationwide security strategy, countrywide reference management, information resources management, information businesses, and joint and multinational marketing campaign planning and warfare fighting. Boosting education of the officers is a national effort post World War-II. The main emphasis was on joint education that the necessity was noticed when the officials were designated joint duty. In 1986, the Goldwater-Nichols DOD Reorganization Act of 1986(GNA) became legislations, leading to an intensive reassessment of the military educational system[liii]. The Joint Perspective (JV 2010) provides the Chairman of the Joint Chiefs of Staff a conceptual platform for planning the military for the 21st hundred years.
    5. The framework structures the introduction of service and joint officials by organising the PME system into five military services educational levels, pre commissioning, major, intermediate, mature, and general official/flag official. It defines the focus of each educational level in terms of the major levels of war, tactical, operational, and tactical, and it links back to you the educational levels so each develops upon the data and ideals gained at prior levels. The aim of the PME system is to produce[liv]:

(a) Officers informed out there of arms.

(b) Critical thinkers who view armed forces affairs in the broadest context and can handle identifying and analyzing likely changes and associated responses affecting the employment of US military forces.

(c) Senior officials who can develop and execute countrywide armed service strategies that effectively employ the MILITARY in collaboration with other instruments of national capacity to achieve the goals of countrywide security strategy and coverage.

  1. Additionally, the Chairman of the Joint Chiefs Of Personnel Education 1800. 01C, Official Professional Army Education Program, actually claims that information operations will be trained at the primary professional armed service education schools and pre-commissioning resources. In the pre-commissioning sources, the objective is perfect for cadets to comprehend the basics of information businesses. In the principal professional armed service education classes (i. e. , air and Space Basic Course and the Squadron Officer School), the objective ought to be to comprehend information operations effects and their implications on tactical[lv].
  2. The assessment of the OPME folks Defense Forces get back of the Indian Air Force (IAF) gives pursuing deductions for the IAF:-
  • The structure we have adopted is somewhat similar compared to that of US defence makes.
  • There is a dependence on changing the education routine at the pre-commissioning with the intermediate level of PME.
  • There is a dependence on formulating an insurance plan at the nationwide level which must check out the infrastructural requirements of the PME such as National Defense University or college, Air University and isolate Air Staff School.
  • More emphasis needs to get on joint education wedding caterers for the joint businesses.

CHAPTER IX

LIMITATIONS IN PME

  1. Cyber Space Features for Future Operations. Indian Air Force would be asked to build after the cyber space capacities for future operations. Towards this a comprehensive plan needs to be produced and the effort should be from the present commanders of the IAF. The education to the officials on cyberspace and space is limited. The officers would be asked to fully understand and find knowledge of software of new technologies, allow to exploit Aerospace Power to the maximum, the arriving years will dsicover speedy changes in tool technology that fundamentally change the very mother nature of warfare. They would also be required to keep up to date with the latest developments in the spheres of Defence strategies, doctrines and technology[lvi]. The three pronged modernisation procedure for the IAF include conserving, maintaining, updating and improving the existing assets as well as digesting the circumstances for acquisitions and substitutes on a fast keep track of. The IAF has made speedy strides towards attaining world wide web centricity and should be capable of dominating the complete spectral range of information, cyberspace and air space[lvii]. Therefore, to be always a dominating Air Force by 2030 in your community the process of education has to start out now. This would require a massive transfer in the culture of the Air Drive and the psyche of its staff.
  2. Shortage of Officers and PBORs. While the technological breakthroughs are prepared at an instant pace there would be a requirement of officers to operate these systems almost 24hrs a day. Presently, there is a shortage of near 1400 officers and 8000 Personnel Below Officer's Ranks (PBORs)[lviii]. That is a severe restriction which if not dealt with would present great difficulties in attaining the planned development of the IAF.
  3. Shortage of Educational Institutions. At present the institutions which provide PME in the IAF are limited[lix]. After Country wide Defence Academy (NDA) the pre commissioning level education is provided at Air Drive Academy (AFA) for soaring branch and ground duty branch officers. For engineering officials the Basic Professional Knowledge Course (BPKC) is conducted at Air Drive Technical College or university (AFTC). MID-AIR Force Administrative College or university (AFAC) and College of Air Warfare (CAW) provide emphasis on tactical degrees of warfare. The personnel course at Defence Services Personnel University (DSSC) provides education at tactical and functional degree of warfare. At senior level the PME is provided at CAW and NDC. Keeping in view the expansion programs the present strength of institutions is not sufficient to teach the future officers.
  4. Lack of Specialists. Training at operational and tactical level requires specialists with huge experience and knowledge. Presently, working out imparted at the establishments of the IAF is primarily by the officers who are placed to these companies for 2-3 years. This will not give continuity in the faculty of instructors. Therefore, validation of the ideas is dependant on the data, experience and interest of the average person. This limits the education to tactical degree of warfare.
  5. Accountability, Transparency and Reciprocity. Several officers go to the classes at various institutes however there is absolutely no accountability on post course utilisation. Working out institutions do not get the best and brightest officials of the IAF as teachers or to be present at the HACC/ HDMA/ Strategic Studies programs as they can not be spared from other present visits[lx]. A number of officers detailed for these programs either miss their next list or get superannuated within few years of concluding the course. Thus our company is imparting operational and conceptual skills to a sizeable number, who may never actually use them[lxi].
  6. Retaining the Expertise. The present promotion policy is dependant on a pyramid composition. This makes lots of the specialist officials leave the organisation thus setting up a shortage of know-how in the IAF. There are fewer strategies of promotion and when one does not get campaign after 24-25 years of service he desires to leave and try alternative strategies[lxii].
  7. Lack of Progress Educational Technology and Pedagogy. There is a need to get the advanced scientific infrastructure at the disposal of all officials while providing PME. Inventions in educational technology and pedagogical methods can be evaluated because of their potential request in PME[lxiii]. Great strides in this area have been made at Air Command and Staff University (ACSC) at Maxwell AFB, Alabama, and similar innovations increasingly are developing at other PME companies. At ACSC, each student receives a robust laptop computer at the beginning of the program, into which is filled the school's complete "paperless" program of study. The curriculum has been completely restructured along multidisciplinary lines, with increased horizontal integration across academic as well as armed forces specialty areas. Students acquire 100 catalogs when they turn up, theirs to keep after graduation, which range from Sunlight Tzu to Alvin Toffler, from business school texts to knowledge fiction. Contact (class) time has been low in favour of 3rd party and group research and affective learning. Often, the merchandise of student studies are folded back into the program for the utilization of succeeding classes, sometimes by means of highly advanced educational software tools. This program at ACSC is a distinctive combination of traditional and novel chemical, conceived and executed with an eyesight toward the high-tech future that must definitely be considered as a harbinger of the route that future higher education might take.

CHAPTER X

RECOMMENDATIONS: EDUCATIONAL REQUIREMENTS

  1. There is a need to build up a clear vision document including the US JV 2010 keeping in mind the changing character of warfare, the new generation of officials and the developments in technology.
  2. The IAF is moving towards 'Just in Time Training' and e- learning. The focus need to be on service training, institutional training, do it yourself development and operational assignments.
  3. There is a dependence on establishing organizations like Air Push Institute of Technology, individual Air Staff University, National War University (for joint education), Country wide Defence School and an Air School.
  4. The initiative used by the Indian Navy to provide complex training to the Naval cadets following the fourth term in NDA is a step towards education on Information warfare. The same must be instituted for the environment Make cadets also.
  5. Presently, the primary concentration of the IAF is towards tactical degree of warfare and very little is talked about PME in any of the training seminars or the commanders' meetings. There is a need to establish an Air Education Command line along with Training Order to look into the educational requirements of the environment Warriors.
  6. The length of the contact program after the completion of DISTANCE EDUCATION need to be reduced to seven working days so that the official is not absent from the machine for a long period. Distance education would be able to provide instructions in places or times that are convenient and accessible for learners alternatively than teachers or teaching institutions. Additionally it is suggested that some portion of the Distant education should cover civil- armed forces relations the officials from civil services and preferred students of Defence Studies from nominated universities may be called to wait the contact program along with officials of the IAF.
  7. The personnel course at DSSC need to target less on principles and even more on producing the functional and tactical thinking at middle and higher echelons of leadership.
  8. There is a requirement of performing resident and non citizen programs for courses like Air Staff course at DSSC, HACC at CAW/ AWC/CNW and HDMC at CDM. The officials who are not picked for the resident course can do the courses within distance education on get together the QRs.
  9. There is a need to improve the intellect level with go up in seniority. With higher studies made possible through distance learning and after establishing new institutions it could be made essential for the officials to do post graduation for campaign above the get ranking of Group Captain.
  10. The promotion plan needs to be revised in order to change the pyramid composition. This would give officers motivation in which to stay the organisation and therefore retaining the skills/ specialists in the IAF.
  11. A mature Air Force officer may be specified as the principle Learning Official (CLO) who would lead its change to a learning organisation. The CLO would be responsible for establishing AF-wide plan and instruction for changing all education and training.
  12. There is a need to train officers in neuro-scientific Cyberspace. Because of this there should be a pilot project which would provide an excellent platform for expanding new learning surroundings and making use of new technologies for education and training.

CHAPTER X

CONCLUSION

PME must be on the leading edge of technology if it's to endure as an institution in the future[lxiv].

- Colonel John A. Warden III

  1. Knowledge would be a drive multiplier for keeping competitive gain in air, space and cyberspace. In future, the attribute most needed by the officials is the critical thinking skills that come from a set up education program. In the 21st century every officer would require critical thinking skills to use in an ever more complex environment with dispersed decision making. Officers at all levels have to be in a position to analyse situations and make the best decisions possible in often difficult situations.
  2. Education is a continuing process. The necessity to educate a large number of officials would produce a great new demand. They should have a wide variety of options and opportunities. Moral and political issues are part of battle which officers cannot ignore. Officials must understand the political dimensions of war and the complexities of civil-military relations. The near future battlefield would be dominated by technology. We have to act now to put in place an infrastructure to recruit, teach, educate and sustain officers to fly, fight and gain in the future Air Force.
  • Gen Merrill A. Optimum, "THE MAIN ELEMENT to Modern Airpower", Air Make, September 1993, 46.
  • Para 5 of Conversation given by the CAS, Air Chief Marshal SP Tyagi PVSM, AVSM, VM, ADC at AF Day parade on 08 Oct 05.
  • AVM RK Sharma. "Perspective Planning in the IAF". Guest Lecture. 65 Staff Course. DSSC, Wellington 18 Nov 2009.
  • Gen Merrill A. Maximum, "The Key to Modern Airpower", Air Make, September 1993, 44.
  • Air Marshal Vinod Patney SYSM, PVSM, AVSM, VrC (Retd): Essays on Aerospace Electric power. New Delhi; KW, 2009
  • Ibid.
  • Ibid.
  • Goldman Sachs: "10 Things for India to achieve its 2050 potential".
  • Forward by CAS; "Review of Management of Defence: IAF eyesight 2020". Air Hq (VB) New Delhi.
  • Brigadier Basic Jose G Syjuco, Navy Education: In the Philippines. Manila; St. Pancratius, 2001.
  • Ike Skelton. "transition to the Information Age Demands Improvements to PME System". Dwight Eisenhower National Security Discussion. Washington, DC. 28 Sep 2005
  • Ibid.
  • Steven H. Kenney. "PME and the Emerging RMA". USAF; Air Ability Journal Land 1996.
  • en. wikipedia. org/wiki/Military_Education
  • en. wikipedia. org/wiki/Trend_in_Military_Affairs
  • United Claims. Air Education and Training Control. On Learning: The continuing future of Air Make Education and Training. 30 Jan 2008. 01 Nov 09. < http://www. aetc. af. mil/shared/media/document/AFD-080130-066. pdf>
  • Air Mshl Bhatia, VK. "Forecast for 2030. " SP's Aviation. October 2009: 40-41
  • lbid
  • lbid
  • lbid
  • Air Main Mshl(Retd) Major, Fali Homi. "Forecast for 2030. " SP's Aviation. October 2009: 38-39
  • lbid
  • Bahal, AS. "Training Future Aerospace Market leaders. " Workshop on Aerospace Power in Country wide Defence. CAPS. AFA, Secunderabad, 03 Mar 2007.
  • lbid.
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  • lbid.
  • lbid.
  • lbid.
  • Alvin and Heidi Toffler, Conflict and Anti Warfare. Boston, Mass: Little, Brown, and Co. , 1993, 73-77.
  • Air Chief Mshl Naik, PV. "Message from CAS. " SP's Aviation. October 2009: 9
  • A SPACECAST 2020 White Paper. PME in 2020 Summer 1995 Quantity VIV, No. 2. < http://www. airpower. maxwell. af. mil/airchronicles/apj/apj95/sum95. htm>
  • lbid.
  • lbid.
  • United Claims. Air Education and Training Control. On Learning: The Future of Air Power Education and Training. 30 Jan 2008. 01 Nov 09. < http://www. aetc. af. mil/shared/media/document/AFD-080130-066. pdf>
  • Mcpeak, 44.
  • Toffler, 158.
  • Staff Correspondent. "Reach Beyond the Sky". SP's Aviation. October 2009: 34-36
  • A SPACECAST 2020 White Paper. PME in 2020 Summer 1995 Amount VIV, No. 2. < http://www. airpower. maxwell. af. mil/airchronicles/apj/apj95/sum95. htm>
  • United Claims. Air Education and Training Control. On Learning: The continuing future of Air Force Education and Training. 30 Jan 2008. 01 Nov 09. < http://www. aetc. af. mil/shared/media/document/AFD-080130-066. pdf>
  • lbid.
  • lbid.
  • lbid
  • lbid
  • lbid
  • lbid
  • lbid
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  • Steven H. Kenney. "PME and the Emerging RMA". USAF; Air Electricity Journal Semester 1996.
  • Bahal, AS. "Training Future Aerospace Leaders. " Seminar on Aerospace Vitality in National Defence. CAPS. AFA, Secunderabad, 03 Mar 2007.
  • CJCSI 1800. 01A. 1 December 2000. < http://www. au. af. mil/au/awc/awcgate/opmep/cjcsi1800_01a-cancelled. pdf>
  • Ibid.
  • lbid
  • lbid
  • lbid
  • AK Antony; Defence Minister. Put together Graduation Parade. Air Push Academy, Secunderabad 24 Dec. 2009.
  • Air Chief Marshal PV Naik. IAF Commanders' meeting. New Delhi 21 Oct. 2009.
  • "IAF grappling with fighter squadron, manpower shortage. " IBN Live 07 Oct 2009. 30 December 2009 < http://ibnlive. in. com/news/iaf-grappling-with-fighter-squadron-manpower-shortage/102861-3. html>
  • Institutions of the IAF. 25 Dec 2009.
  • Bahal, AS. "Training Future Aerospace Leaders. " Seminar on Aerospace Power in Country wide Defence. CAPS. AFA, Secunderabad, 03 Mar 2007.
  • Ibid.
  • "100 IAF pilots decide for VRS": Air Key. IBN live. 23 Sept, 2009 http://ibnlive. in. com/news/100-iaf-pilots-opt-for-vrs-air-chief/102042-3-single. html
  • Steven H. Kenney. "PME and the Emerging RMA". USAF; Air Electricity Journal Fall 1996 pp 60.
  • A SPACECAST 2020 White Paper. PME in 2020 Summer time 1995 Amount VIV, No. 2. < http://www. airpower. maxwell. af. mil/airchronicles/apj/apj95/sum95. htm>

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