In modern conditions, the volume of tasks that the commander must solve when organizing a battle has significantly increased, and the time allotted for this has significantly decreased. At the same time, in order to make an informed decision, it is necessary to assess an increasing number of elements of the combat situation. Therefore, the commander must have deep theoretical knowledge and have high professional skills, be able to quickly navigate in a complex and rapidly changing environment.

In modern warfare, the basis of skillful management is a scientific approach to the issues of armed confrontation and accurate calculations. The correct decision is the result of the commander's painstaking mental analytical work to study the conditions of the situation, his knowledge of military affairs in perfection, the laws of warfare and the principles of military art.

The main requirements for the work of the commander (headquarters) are firm and continuous management of subunits, timely decision-making and tight control over the work of preparing for battle (accomplishing the task received) of subordinate commanders, full and high-quality implementation of the necessary measures. In all cases, it is especially important to clearly coordinate the activities of command and control bodies and commanders of all levels, to give subunits as much time as possible for direct preparation for the performance of tasks.

The preparation of the battle (the execution of the task received) in the battalion (company) includes: its organization (decision-making, reconnaissance, assignment of tasks, planning, organization of fire, interaction, comprehensive support, control); preparation of the command, battalion headquarters and subunits for battle (to fulfill the task received); practical work in subdivisions (monitoring the execution of assigned tasks and rendering assistance) and other activities.

Organization of the fight is a fundamental element of the battle preparation process. The degree of compliance with the requirements of the situation of all other measures to prepare for the task depends on its content.

In any conditions of the situation, the battalion (company) commander, when organizing a battle, must strive as soon as possible to develop an idea, make an informed decision and plan the battle (the fulfillment of the task received). At the same time, the preparation of units can be carried out simultaneously with planning.

With a tight time limit, the battalion commander and headquarters (company commander) should concentrate all efforts on solving only the main tasks, giving subordinates more initiative in solving other tasks. In all cases, the work of the commander and the staff in organizing the battle must be carried out in a clearly defined order.

The work on organizing a battle (completing the task received) usually begins with the receipt of a combat order or a combat (preliminary combat) order. On its basis, the battalion commander and headquarters (company commander) begin to prepare for the battle (to complete the task received).

The work on organizing a battle can have the following order. First, the task received is studied and clarified, the time is calculated and the commanders of the subunits and deputy commanders are oriented about the task received and the measures that must be taken immediately.

Then the situation is assessed by hearing the proposals of the deputy commanders and the plan of the battle (to accomplish the assigned task) is determined, which is reported to the senior commander for his approval, after which it is announced to the deputies in the part concerning them, and instructions are given on further work on making a decision.

Preliminary combat orders are communicated to subordinate units if a combat mission was received in the form of a preliminary combat order, and the plans of subordinate commanders are considered (with approval). The plans of the deputy commanders (chief of communications of the battalion) for the use of subordinate subunits and all-round support of the battle (fulfillment of the task received) are also considered and approved.

Following this, a decision is completed (defining combat missions to elements of the combat (marching) order of subunits, the main issues of interaction, all-round support and control), which is reported to the senior chief for approval.

The battalion (company) commander announces the approved decision to the deputies, conducts (if necessary) reconnaissance, and then sets tasks.

Tasks for subordinate subunits (elements of the battle order) are delivered by combat orders, combat (preliminary combat) orders. After setting the tasks, instructions are given on the types of comprehensive support and specific preparation for battle. In parallel, battle planning is carried out, the necessary calculations are made, maps and other documents are drawn up.

Then the commander considers and approves the decisions of deputies and commanders of subunits on the use of subunits, planning documents, organizes interaction and gives instructions on all-round support and management. In essence, at the same time, practical work is being carried out to prepare subordinate commanders and subunits for the performance of assigned tasks, control of execution and assistance is being carried out.

At the appointed time, the commander, personally or through the headquarters, reports to the senior chief about his readiness to carry out the assigned task.

Depending on the situation and the availability of time, the sequence of work of the battalion (company) commander may be different.

The most important element of the organization of the battle is the decision to fight. It is understood as the finally chosen option of actions to complete the assigned task, which determines the procedure for using the available forces and means in the upcoming battle.

The battalion (company) commander makes a decision on his own, on the basis of an understanding of the task received and an assessment of the situation. In the decision the following are determined: the intention of the battle (the fulfillment of the task received); tasks for elements of the battle formation (subunits); the main issues of interaction, comprehensive support and management.

The battalion (company) commander conducts work on organizing the battle, as a rule, on the ground. In cases where the situation does not allow to go to the terrain (there is little time to organize a battle, open terrain), this work is carried out on a map (on a model) of the terrain. However, even in such a situation, the battalion (company) commander must find time to travel to the area in order to clarify the tasks of the subunits and organize interaction.

Most of the time available to prepare for the execution of tasks should be given to subordinate units for their direct preparation for the task.

The beginning of the work of the battalion (company) commander in making a decision is to clarify the task, with the aim of studying the initial data for organizing the battle. In the course of understanding the task, the commander must understand: the purpose of the upcoming actions and the plan of the senior commander (especially the methods of routing the enemy); the place and role of the battalion (company) in the plan of the senior commander and his task; tasks of neighbors, conditions of interaction with them, with subunits of other branches and arms of the Armed Forces, other troops, as well as the period of readiness of the battalion (company) to perform the task.

To correctly understand the plan of a senior commander means to learn which enemy, where and in what sequence it is planned to defeat, where the main blow is delivered (the main efforts are concentrated), how the results of strikes with nuclear, precision weapons delivered by the decision of the senior commander are used, and also how conventional fire weapons, especially in the direction of actions of the battalion (company), what kind of a senior commander creates a grouping of forces and means, and what kind of maneuver he foresees during the battle.

The place and role of the battalion (company) are determined by the nature and degree of its participation in the fulfillment of the task assigned to the troops of the senior commander, the place in the formation of the battle formation of these troops (regiment, battalion) and the importance of the enemy grouping to be repelled or defeated.

The battalion commander, as a rule, clarifies the task together with the chief of staff, his deputy and the battalion commander's assistant for artillery. At the same time, the deputy chief of staff maps the battalion's task, the tasks of the interacting units and the dividing lines with them (areas of responsibility), the tasks solved by the forces and means of the senior chief, and other data.

After the task has been clarified, the timing and orientation of the unit commanders and deputies (assistant) are made about the task received and the activities that must be carried out immediately.

The battalion (company) commander usually calculates the time for preparing a battle (for completing the assigned task) himself or together with the chief of staff. The initial data for calculating the time for organizing a battle are: the time of receiving a combat mission and the readiness of a battalion (company) to carry it out; time of presentation of the idea and decision to the senior chief; the timing of the participation of the battalion commander in the activities carried out by the senior commander for organizing combat on the ground. The calculation form can be arbitrary. Alternatively, when calculating the time, you can first determine the total time available for preparing the battle, and the length of daylight hours in it. Then, taking into account the position and condition of the subunits, determine how much time (including light) to give subordinate commanders to organize the battle and how much time is needed to make their decisions, to set combat missions, reconnaissance, clarify the decision, issue a combat order and other actions to organization of the battle.

Based on the clarification of the task, the battalion commander (chief of staff), using one of the prepared maps, orients the unit commanders and deputy commanders about the content of the task received and the measures that need to be taken immediately, for example, training equipment, personnel, replenishing supplies, evacuating the wounded and sick , on the organization of reconnaissance, the preparation of data for decision-making, on the time and procedure for work on the ground, etc.

After carrying out this work, the commander, with the involvement of the necessary officials, proceeds to assess the situation, during which he develops a battle plan (to complete the task received).

Assessment of the situation during preparation, during and after the completion of the task obtained consists in the study and comprehensive analysis of the factors and conditions affecting its implementation. It includes: the assessment of the combat personnel and the opening of the enemy's actions; assessment of their troops; assessment of the terrain, climatic and weather conditions, time of year, day and other factors affecting the implementation of the task. It is carried out taking into account the forecast of its development during the preparation and during the implementation of the task received.

The elements of the situation assessment listed above affect the decision making in different ways. In this regard, the conclusions to which the commander comes are not only different, but sometimes contradictory, since in one case the state or position of the enemy troops will have the greatest influence on the decision, and in the other - the state and position of his troops, or, for example , features of the area of \u200b\u200bcombat operations, time of year, day, etc. However, of all the elements of assessing the situation, the most important is the correct assessment of the enemy.

When assessing the enemy it should be borne in mind that the content of the battalion (company) combat mission is to defeat the opposing enemy. Both in defense and in the offensive, the battalion commander studies the enemy to the depth of the battle formation of his brigade. The company commander assesses the enemy for the depth of the enemy battalion's battle formation.

As a rule, information about the enemy is almost always insufficient, and some of it may be contradictory, outdated and even false. However, the battalion (company) commander must be able to compare the available information, take into account the tactics and possible nature of the enemy's actions and, on the basis of this, draw conclusions about the expediency (necessity) of certain actions of his subunits.

It is recommended to evaluate the enemy in the following order. First, it is necessary to determine the general nature of actions, the position, composition, condition and security of the enemy grouping in the direction of the offensive, and in defense - in front of the front of the defense area (strongpoint) of the battalion (company) and in front of neighboring subunits (battalions, companies). Then, to determine that part of the enemy grouping, from the defeat of which the enemy's combat effectiveness will be sharply reduced. Based on the knowledge of the enemy's tactics, one should identify his strengths and weaknesses, as well as the possibilities and, on this basis, reveal the probable nature (design) of his actions.

On the basis of a comprehensive assessment of the composition and the probable nature of the enemy's actions, the battalion (company) commander draws conclusions about which enemy forces are (or may be) in front of the battalion (company) and their possible actions; where are the main forces of his grouping, from the defeat of which the combat capabilities of the enemy will significantly decrease; when and in what timeframe certain actions of their own forces and means are expedient to inflict the most tangible losses on the enemy and maximize losses of their subunits. These conclusions will enable the battalion (company) commander to determine: the direction of concentration of the main efforts (areas of the terrain, on the retention of which the stability of the defense depends); what kind of enemy, in what way and in what sequence to defeat; an expedient procedure for engaging the enemy with fire from standard and attached weapons; advantageous battle order of the battalion (company) and combat missions for subunits; the main issues of interaction, comprehensive support and management. Based on the assessment of the enemy, the commander also determines which objects and by what time to reconnoiter, at what time to carry out preparatory measures for the battle.

When evaluating their units the main goal is to establish their real combat capabilities for effective confrontation with the enemy, taking into account the conclusions about its probable nature of actions.

When assessing his troops, the battalion (company) commander takes into account: the position of the subunits in relation to the enemy and the nature of their actions; the removal of subunits from the intended line of transition to the defense or to the attack and the time required to advance; location, condition, capabilities and time of arrival of attached units; the state of stocks of materiel and the timing of their replenishment, as well as the capabilities of the technical support units and the rear.

When evaluating his subunits, the battalion (company) commander also determines their capabilities to defeat tanks and other objects (targets), to combat an air enemy, and when assessing artillery subunits - the ability to defeat enemy targets from closed firing positions and direct fire.

The conclusions obtained from the assessment of one's own troops should be compared with the conclusions about the likely actions of the enemy and it should be established to what extent the capabilities of the battalion (company) correspond to the achievement of success in battle. On this basis, conclusions are drawn about the expedient actions of their subunits before and during the battle. In particular, the battalion (company) commander determines the need to regroup the forces and assets, their particular distribution in battle formation, methods of action, support, and the nature of interaction. In this case, it is necessary to take into account the actions of neighbors, as well as the conditions of the terrain and weather.

When assessing neighbors, its main goal is to determine the influence of their actions on the performance of the task by the battalion (company) and the order of joint actions with them. The battalion (company) commander studies the composition, position, nature of actions of neighbors and the conditions of interaction with them, determines what measures should be taken to ensure the flanks.

When assessing terrain the battalion (company) commander determines to what extent it can assist or hinder the enemy in his actions, as well as to what extent he will favor or hinder the actions of the battalion (company).

In military practice, the following terrain study method has been developed. First, the terrain in the enemy's location is assessed, then in the disposition of friendly troops, while the conditions of observation, shelling, camouflage and location, terrain passability and its protective properties are determined. Important local objects, advantageous lines for the defense or the transition of the enemy and their subunits to the offensive (attack), places of installation of obstacles, advantageous areas for the location of elements of the battle order, command posts and rear units are identified.

Attention is drawn to the presence and condition of roads, routes of maneuver, supply and evacuation, to possible changes that may occur in the event of the use of weapons of mass destruction and incendiary means, destruction of dams, in case of fires, heavy rains and heavy snowfalls.

As a result of the terrain assessment, the battalion (company) commander determines: how its elements can influence the actions of the enemy, his troops and neighbors; where, based on this, it is advisable to focus the main efforts; how to use favorable terrain conditions for solving tasks of subunits in battle; how to build a battle formation; what measures to take to eliminate the negative influence of those elements of the situation that can reduce the effectiveness of the subunits' actions during the upcoming battle.

The essence of the battalion (company) commander's work at the decision-making stage is to compare the conclusions made on individual elements (issues) of the decision in the process of clarifying the problem, assessing the situation and preparing tactical calculations in order to finally determine the components of the decision and formulate them. In this case, the decision must correspond to the real situation and contain elements of creativity, activity, reasonable risk, the use of methods of action unknown to the enemy, that is, everything that ensures his defeat with minimal losses in his units.

In the decision, the commander determines: the battle plan (to complete the task received); tasks for elements of the battle formation (subunits); the main issues of interaction, comprehensive support and management.

The battalion (company) commander usually begins making and formulating a decision by determining the design of the battle.

The idea is the basis of the decision and is developed, as a rule, simultaneously with the assessment of the situation. In the course of its development, the commander must sequentially determine the stages of the task fulfillment: directions of concentration of the main efforts; forms and methods of action; distribution of forces and means (formation of combat (marching) order); measures to ensure secrecy in the preparation and implementation of the assigned task. It is especially important that the commander identifies the idea of \u200b\u200bdeceiving the enemy, which should then be communicated only to a limited circle of people. Moreover, measures to deceive the enemy should be provided during preparation, during and after the completion of the task received.

As a decision is made, the map displays: known information about the enemy, and sometimes his likely actions; directions of concentration of the main efforts of the battalion (company) (in defense, in addition, areas of the terrain, on the retention of which the stability of the defense depends); tasks of battalion (company) and neighbors, dividing lines with them; fire mission tasks performed by the forces and assets of senior commanders; tasks of subordinate units, methods and terms of their implementation; places of the KNP battalion and company and the direction of their movement; main issues of interaction, support and management. In addition to the graphical part, the working map also contains tables reflecting the composition of the means of reinforcement, the distribution of forces and means, the ratio of forces and means, etc.

Thus, by the time the decision-making process is completed, the commander will have an action plan for the battalion (company), which is finally formed in his presentation and graphically displayed on the map. After that, the commander can report the decision to the senior commander for approval and begin to define the tasks for the elements of the combat (marching) order (subunits).

In tasks to elements of the combat (marching) order (subunits) usually determined by their combat strength, means of strengthening and the order of their reassignment; stripes (sections, areas, directions) of actions, designated areas (positions, boundaries) and demarcation lines; the allocated number of missiles and ammunition; terms of readiness to complete the assigned task and other issues.

In the main issues of interaction usually the order of interaction of elements of the battle order (subunits) with each other, with the forces and means of the senior commander, performing tasks in the interests of the battalion (company) in the performance of the main tactical tasks, as well as with neighbors is determined. The responsibility of commanders for the joints and gaps between elements of the battle formation (subunits) is especially defined.

In the main issues of comprehensive provision usually, the main (main) measures for combat, moral-psychological, technical and logistical support are determined, carried out during the preparation and during the battle. At the same time, the areas (directions) of concentration of the main efforts, the main tasks, the sequence and timing of their implementation, the forces and means involved, and the procedure for managing them are determined.

In basic management issues usually determined (specified): the place and time of deployment of the command-observation post (the place of the command vehicle in the battle formation), the direction and order of its movement; the procedure for transferring control in case of failure of the KNP; measures to ensure secrecy, stability, continuity of management and control over the implementation of assigned tasks.

After making a decision, if time is available, the battalion (company) commander can conduct a reconnaissance, which consists in a visual study of the enemy and the terrain in order to clarify the decision made on the map. It is carried out personally by the battalion (company) commander with the involvement of deputies, an assistant battalion commander for artillery, commanders of subordinate and interacting subunits.

The assignment of combat missions to subordinate and supporting units is carried out by communicating combat orders, combat (preliminary combat) orders and instructions for the types of comprehensive support. Tasks are set by the commander personally or at his direction by the chief of staff orally and by technical means of communication.

The battalion (company) combat order specifies: in the first paragraph - brief conclusions from the assessment of the situation; in the second - the combat strength and tasks of the battalion (company);

in the third - tasks performed in the interests of the battalion (company) by the forces and means of the senior commander;

in the fourth - the tasks of neighbors and interacting units; in the fifth - after the word “decided” the battle plan is brought up (to accomplish the task received);

in the sixth - after the word "I order", combat missions are assigned to subunits of the first and second echelons (combined arms reserve), artillery subunits and fire weapons remaining directly under the command of the battalion (company) commander, specifying their combat strength, reinforcement forces and means, their order reassignment of the allocated number of missiles and ammunition;

in the seventh - the place and time of the deployment of command posts and the procedure for transferring control;

in the eighth - the time of readiness for battle (accomplishment of the assigned task).

The subunit's combat order specifies: brief conclusions from the assessment of the situation;

the combat strength and the task of the subunit, specifying the means of reinforcement and the procedure for their reassignment;

tasks performed in the interests of units by the forces and means of the senior chief;

tasks of neighbors and dividing lines with them (if they are assigned);

main issues of interaction;

main issues of comprehensive support;

basic management issues;

time and place of the report of the decision.

The preliminary combat order usually indicates:

information about the enemy;

the combat strength of the unit;

approximate combat mission of the unit;

neighbors and dividing lines with them;

time of readiness for action and other data.

All orders, orders, instructions of the battalion (company) commander, orders (instructions) of the senior chief are recorded by the chief of staff (deputy company commander) in the log of received and issued orders.

Based on the decision of the battalion headquarters commander (deputies of the company commander), the commanders of the attached subunits together with the officers of the supporting (interacting) subunits plan the battle (fulfillment of the task received).

The essence of planning lies in the production of tactical calculations and the detailed development of the decision taken by the commander, its execution on a map with details: in the event of an offensive - two steps lower; in defense - three steps lower. At the same time, the battalion (company) develops: timing, combat order, combat (preliminary combat) orders to subunits, working card of the battalion (company) commander. When solving the most complex problems, an interaction scheme can be developed.

On the working map battalion (company) commander, all elements of the decision set forth in the content of the combat order items and combat (preliminary combat) orders are displayed.

On the interaction diagram displayed: tactical tasks performed by units; forces and means involved in solving these problems; control and interaction signals; the order of actions of subordinate and attached units (forces and means) when performing each task (according to the stages of its implementation), indicating the time, control signals and interaction.

At all stages of the organization of the battle, special attention is paid to the organization of fire. So, when clarifying the task, it is necessary to study the landmarks and signals assigned by the senior commander, as well as objects (targets) that are hit in the interests of the battalion (company), assess the influence of the terrain, weather, time of day on the performance of fire missions and determine the measures that need to be taken to prepare weapons for combat use.

When developing an idea and making a decision, it is necessary to disclose the procedure for engaging the enemy with fire, indicating the tasks, types of weapons and methods of firing, distribute artillery (means of destruction) according to the directions of action and stages of the task, determine the areas of firing positions and the time of their occupation. Fire missions to elements of the battle formation (subunits) are reflected in combat orders and orders, and can be communicated by orders, commands and signals.

When organizing interaction, the battalion (company) commander coordinates the efforts of the regular and attached fire weapons in the sequence of performing fire missions and destroying the most important targets.

It is especially important to decide on the issues of providing fire control. To do this, it is necessary to assign uniform landmarks, to encode topographic maps and local objects, to bring radio data and signals to the subordinates, to put identification marks and conventional numbers on weapons and military equipment. The selected landmarks should be clearly visible day and night, resistant to destruction. Landmarks are numbered from right to left and along the lines from oneself towards the enemy. One of the landmarks is assigned as the main one. Landmark numbers and signals assigned by the senior officer may not be changed.

The procedure for calling and adjusting artillery fire, calling for air strikes, signals (commands) for opening, transferring and ceasing fire should also be determined. Issues of fire damage to the enemy are displayed on working maps.

One of the most important conditions for achieving success in battle is the thoroughness of the organization of interaction. It is organized personally by the battalion (company) commander with the participation of deputies, an artillery assistant, as well as commanders of subordinate and interacting units. In this case, the battalion (company) commander usually determines the tactical tasks (stages of the task received), according to which the interaction will be organized, the officials involved, the time and place of the organization of interaction. After setting combat missions and planning a battle, interaction is organized by consistently working out the order and methods of actions of subunits (forces and means) by tasks, directions, time and milestones in the interests of the actions of combined arms units. The principles of interaction are determined in the decision of the commander.

The battalion (company) commander organizes interaction, as a rule, on the ground to the depth of visibility, and on the terrain model or on the map - to the entire depth of the received combat mission. The organization of interaction, depending on the availability of time and the specific conditions of the situation, can be carried out: by listening to the reports of the commanders of subordinate and interacting units and issuing instructions with the definition of measures to ensure their coordinated actions; detailed elaboration of the order and methods of actions of the units for each of the tasks they perform in sequence based on the decisions made; playing the main tactical episodes according to possible options for action, as well as their combination.

When organizing interaction, the battalion (company) commander is obliged to bring warning signals, control, interaction, mutual identification and target designation.

In the instructions for all-round support, the battalion (company) commander coordinates the necessary measures for his types in the interests of fulfilling the assigned tasks at the place, time, forces and means involved.

In the instructions for command and control, the battalion (company) commander usually states: the time and place of deployment of command and observation posts of subunits, the direction and order of their movement during the execution of the task received; the procedure for maintaining communication and radio exchange; the procedure for using an automated control system, technical means of communication, hidden control and restoration of disturbed control.

After the completion of this work, the battalion (company) commander takes measures to prepare subunits to perform the tasks received. It consists in maintaining subunits in high combat readiness and combat effectiveness, equipping them with personnel, weapons and military equipment, and providing them with the necessary material resources. The training of subunits also includes the preparation of commanders, staff and personnel for the task, and weapons and military equipment for use (combat use), combat coordination, tactical (tactical-special, tactical-combat) exercises (exercises) and training in relation to the nature forthcoming actions, combat support measures.

Practical work on training subordinate commanders and subunits to perform assigned tasks (control and assistance) is carried out by the battalion (company) commander and his deputies (battalion headquarters officers) through direct work in subunits. At the same time, control and assistance is carried out sequentially "from the bottom up": soldier - squad (crew, crew) - platoon - company.

In the course of practical work, the correctness of the understanding of the combat mission, the security, the decisions made, the reality of the assigned tasks to subordinates, the quality of the implementation of measures for organizing fire, interaction, comprehensive support, control, and also coordination in the units are checked.

In the course of fulfilling the assigned task, the battalion commander and headquarters (company commander) direct their work towards the implementation of the decision, collect data about the stop and its assessment, timely clarify the solution, tasks, issues of interaction and comprehensive support. Disadvantages noticed are immediately eliminated. It is especially important to timely clarify the order of actions in case of sudden changes in the situation. The necessary instructions should be as short as possible, specific and reflect to whom, where, at what time (terms), and sometimes how to carry out certain actions.

In the course of the battle, an extremely important role is played by the timely delivery by the commander of subordinate units of new information about the enemy, information about changes in tasks and the order of actions of their neighbors, about strikes with fire resources of the senior commander.

If a battalion (company) completes a mission, together with subunits of other troops, the battalion (company) commander understands with whom, how, at what stage and in what way joint efforts should be coordinated, and what issues to be prepared for.

Management should be: - sustainable; - continuous; - operational; - hidden.

The management of subunits (weapons, personnel) is organized and carried out on the basis of the commander's decision.

The commander's decision is the basis of control.

To control units and fire, the senior chief establishes uniform control signals.

The platoon (squad) commander manages subunits (personnel, crews) by radio, voice commands, signaling means, and personal example. Inside the combat vehicle, the commander controls the actions of his subordinates with commands given over the intercom by voice or established signals.

To transmit preset signals, signaling means are used: signal flares, flags, electric lights, searchlights of combat vehicles, tracer bullets (shells) and various sound means (electric and pneumatic signals, whistles and others). Signals can be given with weapons, headgear and hands.

Units should only carry out signals from their immediate commander and circular alerts.

When managing subunits with signals, it must be remembered that signal devices unmask the location of the commander.

Fire control is the most important responsibility of the platoon (squad, tank) commander. It includes: reconnaissance of ground and air targets, assessment of their importance and determination of the order of destruction; the choice of the type of weapon and ammunition, the type and method of firing (shooting); target designation; giving commands to open fire or setting fire missions; observation of the results of fire and its correction; control over the consumption of ammunition.

The basics of the commander's work in preparing a battle

Preparing a fight includes: its organization; preparation of a platoon (squad personnel, crew, weapons and military equipment) for battle (to complete the task received); practical work of the commander in subunits (work to control the execution of assigned tasks and provide assistance) and other activities.

The commander conducts work on organizing the battle, as a rule, on the ground, and when the situation does not allow going to the terrain, this work is carried out on a map, on a terrain model. However, in this case, too, the commander must find an opportunity to clarify the tasks of the subunits and organize interaction on the ground.

The order of work of the unit commander in organizing the battle depends on the specific situation, the task received and the availability of time. He begins work on organizing a battle, as a rule, with the receipt of a combat order (combat order) or a preliminary combat order.

The basis of control is the commander's decision.

The platoon leader, having received a combat mission, must:

1. Understand the combat mission. 5. Give a battle order.

2. Assess the situation. 6. Check the training of personnel, weapons and equipment.

3. Make a decision. 7. Organize interaction, comprehensive support.

4. Conduct a reconnaissance. 8. Report to the company commander on the readiness of the platoon for

fighting.

The platoon (squad, tank) commander alone makes a decision to fight on the basis of understanding the task and assessing the situation.

Understanding the task, the commander must understand: the purpose of the forthcoming actions; company and platoon tasks (platoon and squad, tank); senior chief's plan; the landmarks assigned to them; what objects (targets) in the direction of actions of the platoon (squad, tank) are hit by means of senior commanders; tasks of neighbors, conditions of interaction with them; control signals, interactions and alerts, as well as the readiness time for the task.

Situation assessmentincludes: assessment of the enemy; assessment of subordinate units (fire weapons) and neighbors; assessment of the terrain, weather conditions, season, day and other factors affecting the implementation of the task.

In the decisionthe platoon (squad, tank) commander determines: the battle plan; tasks for elements of the battle order (subunits, fire weapons, personnel); the main issues of interaction, comprehensive support and management. The solution is based on the concept.

Working out the concept, the commander must, according to the stages of the task received, determine: the sequence and methods of actions, indicating the order of destruction, engagement of the enemy with fire from subunits, standard and attached fire weapons; distribution of forces and means; ensuring secrecy when preparing and performing the task received.

Reconnaissanceis to visually study the enemy and the terrain in order to clarify the decision. It is carried out by the platoon commander with the involvement of subordinate commanders, and in some cases driver mechanics and gunners of combat vehicles. When conducting reconnaissance, the platoon commander on the ground indicates landmarks, the position of the enemy and the most likely nature of his actions; clarifies the tasks of the squads and other issues related to the use of terrain in combat - the locations of squad positions, firing positions of infantry fighting vehicles, armored personnel carriers, tanks, anti-tank and other fire weapons, obstacles and passages in them, the route of the platoon's advance to the dismounted places of motorized rifle squads.

In a combat order, the platoon commander indicates:

Landmarks;

The composition, position and nature of the enemy's actions, the location of his fire

Company and platoon tasks;

Objects and targets in the direction of the platoon's actions, hit by means of senior

commanders, as well as the tasks of neighbors;

Combat missions to squads, attached subunits and fire weapons, tasks

directly subordinate personnel (sniper, gunner-orderly and others);

Time of readiness to complete the task;

Your place and the place of your deputy in battle.

The battle order should be stated concisely and clearly.

Interactionit is organized according to the stages of the task received, directions of action, milestones and time. When organizing interaction, the platoon commander must coordinate the efforts of the regular and attached fire resources, for the successful fulfillment of the assigned task, achieve a correct and unified understanding of the combat mission by all squad commanders and the methods of its implementation, as well as indicate the warning signals, control, interaction, and the procedure for them. , as well as identification signals and methods of target designation and fire correction.

By organizing management,the platoon (squad, tank) commander reports (clarifies) the radio data and the procedure for using communication equipment, determines the procedure for monitoring the signals of the senior commander.

Preparation of a platoon (personnel, weapons and military equipment) to perform the task receivedincludes: additional staffing, weapons and military equipment; replenishment of the stock of missiles, ammunition and other materiel to the established norms; refueling machines with fuel, lubricants and coolant; maintenance and training for the use of weapons and military equipment; preparation of initial data for shooting and other activities.

MILITARY THOUGHT No. 6/1997, pp. 2-6

ColonelV. A. KHARITONOV ,

doctor of Military Sciences, Associate Professor

The TENDENCE towards the integration of the efforts of various forces and assets in the course of combat operations of ground forces is clearly traced in the history of wars: the number of participants in army operations increases with the development of scientific and technological progress. How should the issues related to the combat use of various forces and means in the conduct of a modern army operation be presented, in the decision of the army commander - the topic of this article.

The combined-arms nature of an army operation is manifested in the fact that the army commander uses various forces and means in this operation within the framework of one decision, subjecting their actions to his sole will (see figure). We proceed from this principled position in our further reasoning. First, the issues of using combat assets in an operation should not be considered separately (for example, tank, motorized rifle troops, missile forces and artillery, aviation, air defense forces, etc.), but as an integral part of a single decision on its implementation. Secondly, the decision can be conditionally divided into a “combined arms” unit, which concerns all participants in the operation, and into elements related to a specific branch of the armed forces (branch of the Armed Forces).

The structure of forces and means of conducting a modern army operation

Thus, we will take as a basis the list of measures that determines the sequence and content of the work of the army commander, headquarters and chiefs of combat arms, special forces and services for making decisions, set out in the corresponding combat documents. Despite the obviousness of this statement, there are other approaches in the practice of training troops and the educational process of the Land Forces academies.

The most widespread of them, apparently, is a consequence of the fact that the commanders of combined-arms armies for the most part believe that the most important elements of a decision on an operation should contain only the issues of the combat use of tank and motorized rifle troops, and the use of other funds. Undoubtedly, tank and motorized rifle troops are the main means of conducting an army operation, the main one, but not the only one, and such an approach clearly does not correspond to the combined-arms nature of combat operations of the Ground Forces in modern conditions.

The essence of another approach lies in the fact that making a decision on the combat use of one or another means is singled out as an independent process and organized in the image and likeness of preparing an army operation. This is especially characteristic of aviation, which for a long time came at the disposal of a combined-arms commander only in the rank of a branch of the Armed Forces, which isolated it from other forces and means. In addition, without sufficient grounds, the experience of the Great Patriotic War was transferred to modern conditions, where the organization of aviation combat operations was mainly engaged in the front-line level. A similar tendency is observed in the organization of the use of forces and means of technical support, which, moreover, do not belong to combat.

To make the conversation substantive, let us turn to a specific example - the use of aviation in an army operation, the use of which is very poorly reflected in the guidance documents.

The decision-making commander's job (once the mission is clear) begins with assessment of the situation.Since a modern operation is of a combined-arms nature, this work should be considered in the form of components, one of which refers to all participants in the operation, and the others to the means used. So, in the part concerning aviation, when assessing the situation in the interests of its combat use, the following issues should be reflected:

when assessing the enemy - the composition, position, nature of the functioning of enemy targets hit by aircraft; the position of the reserves, the presence of barrier lines on probable routes of their advance, where strikes by front-line aviation to prevent the enemy from maneuvering are most effective; the composition of the enemy air defense grouping as the most powerful means influencing the result of the use of aviation;

when assessing their troops - a quantitative and qualitative analysis of the flight life; spatial and temporal indicators of aviation capabilities; its capabilities for engaging the enemy with fire, solving reconnaissance, transport-assault and special missions;

when assessing the terrain, time, as well as other factors affecting the fulfillment of a combat mission, the excess of the terrain of the forthcoming hostilities above sea level and the temperature regime, which have a significant impact on the capabilities of the Ground Forces aviation to perform missions in the operation; time of sunrise and sunset (change of time of day); predicted weather conditions for the period of the operation.

As you know, in the course of assessing the situation, the main provisions of the concept for the operation are formulated, which, based on the combined-arms nature of a modern army operation, should contain the idea of \u200b\u200busing the main (combat) forces and means.

As a participant in an army operation, aviation is primarily a means of fire. Consequently, the idea of \u200b\u200bits combat use should be reflected in the point of the concept where the procedure for engaging the enemy with fire is determined, and the most important element of the decision on the operation of the combat use of aviation should be determining the order of its application infire defeat of the enemy(as an element of the army commander's intention). According to the existing practice of operational training of the Ground Forces, the plan of the commander of the combined arms army contains the distribution of the flight resource according to the tasks of the army, which, in our opinion, is inappropriate: such an approach was unreasonably adopted from the decision of the commander of the air army, where he thus determines the task on which the main aviation efforts. In addition, at the stage of forming an idea, the army commander will hardly be able to obtain a reasonable distribution of the flight resource (perhaps intuitively, since it can be obtained by calculation methods only during the planning of an operation).

The idea of \u200b\u200busing other troops can be expressed in the following elements of the concept: for tank, motorized rifle and airborne troops - in the method and sequence of defeating the enemy, the operational formation of the army; for missile and artillery troops, air defense troops, as well as engineering troops and RCB protection troops (in that part of them where they act as participants in complex fire damage) - similar to aviation, i.e. the order of their application in the fire defeat of the enemy.

The combined-arms part of the concept (i.e., that concerns all participants in the operation) should include its first point - the direction of concentration of the main efforts and the areas on which the stability of the defense depends (for a defensive operation); the direction of the main and other strikes (for offensive and counter-offensive operations).

Due to the fact that the main aviation group is part of the front forces (air army, front-line aviation of the Ground Forces) and in the interests of the army conducting the operation, aviation performs a fairly large number of fire missions, it becomes necessary to work out such an element of the solution as accounting aviation actions according to the plans of the senior command.This accounting is carried out in the course of developing a concept (as a rule, in the order of engaging the enemy with fire), as well as when defining tasks for the troops.

Continuing to work on the remaining elements of the solution, the army commander usually determines the tasks of subordinate formations and units, the chief of staff - the tasks of fire and nuclear destruction of the enemy. Deputies, chiefs of combat arms, special forces and services make detailed calculations of proposals for the use of subordinate troops and services. These are the requirements of the current guidelines. However, the expediency of dividing the assigned tasks (to the troops - the commander, fire defeat - the chief of staff) raises doubts. The famous Suvorov battle formula “maneuver, fire, strike” is apparently also valid for an operation. Its integral part is the effective engagement of the enemy, and defining his missions in isolation from the missions of the troops is likely to reduce the quality of the decision. Moreover, the existing guidance documents require the combined-arms commander to make a single decision.

The same documents indicate that in his decision, the army commander determines the combat missions for the troops, and the tasks for the main types of support - if necessary.

A pertinent question is: what are the tasks of aviation to be attributed to combat - fire, reconnaissance, transport-assault, special? The answer, it seems, is unequivocal: only fire and amphibious assault forces, since all the rest are carried out in terms of ensuring combat operations in an operation. Even intelligence is a kind of operational, but still support.

Thus, in his decision, the army commander indicates to aviation, as a rule, only fire missions and tasks for the landing of tactical airborne assault forces, and the rest are the prerogative of the chiefs of the combat arms and services.

It should be noted that within the framework of solving the aviation problem, they are determined for the operation as a whole, on the basis of which they do not indicate specific departures of aviation units and subunits. Here, as a rule, only what they have to perform at one stage or another of the operation is indicated, as well as the method of performing these tasks. And only when tasks are set (which for aviation, according to the current governing documents, is done only for the coming day or day, night) will this or that aviation task in an operation be expressed in a specific strike, and even then only for the first flight during that day, and in subsequent, as a rule, an indication of the place and degree of readiness for combat operations on call.

As with other participants in an operation, aviation missions are mapped to a solution and then detailed, supplemented and refined as the operation is planned. At the same time, the symbols applied to aviation on the map should be perceived only as its tasks, and not as an exact line (direction) of strike (mining). Next to the conventional sign, it is indicated who is performing the task, the method and time of its completion.

In addition to the tasks for the troops, within the framework of the decision for the operation, the army commander determines the main issues of interaction and the organization of command and control.

Key interaction issuesinclude, as a rule, the establishment of the main time parameters for coordinating the actions of the troops. In terms of aviation, these can include: the time of redeployment of helicopters and their readiness for combat operations, the time of group aviation strikes against predetermined targets, the time of the introduction of one or another degree of readiness, the required duration of delay by front aviation of the enemy's second echelons, etc.

Organization of managementprovides for the provision of firm and continuous command and control of troops and, in relation to aviation, may include the following issues: time and location of the VCP (as an element of the command post), as well as aviation control points, the procedure for their movement during the operation; organization and mode of operation of aviation control bodies during the preparation and during the operation (timing of activities); measures to ensure the survivability of aviation control points, their protection, defense, protection against precision weapons and electronic suppression of the enemy.

The decision of the army commander is drawn up on a map, on which, in the part concerning aviation, the following should be displayed: the base of the regular, transferred to operational subordination and support aviation (taking into account possible changes during the operation); the boundaries of its reach; tasks performed by the front-line aviation and aviation of the Ground Forces in the interests of the army by the decision of the senior commander; tasks assigned to aviation for an operation by the army commander; location of aviation control points. In addition, the map should show the distribution of the flight resource obtained on the basis of only general planning of the enemy's fire damage. Therefore, it is indicated in the general table of distribution of fire weapons available to the army commander for the operation.

In the practice of operational training, the educational process of the Land Forces academies, difficulties arise with the name of the decision elements related to one or another means of conducting an army operation. With regard to aviation, the evolution of these names is as follows: the decision to use aviation in a defensive (offensive, counter-offensive) army operation; decision on a defensive (offensive, counter-offensive) operation of the army in terms of aviation; decision on a defensive (offensive, counter-offensive) operation of the army on the use of aviation. In our opinion, preference should be given to the third: the first gives the impression that there is a separate solution for the use of aviation; the second is cumbersome and difficult to listen to.

Thus, the components of an army commander's decision on an aviation operation should be considered: the procedure for using aviation in engaging an enemy with fire as an element of design; aviation tasks defined by it in the framework of the solution; elements of the organization of command and control related to aviation.

The foregoing in no way diminishes the importance of such elements of the preparation of an operation as the organization of interaction, all-round support of combat operations (as well as support forces and means). But it is, in our opinion, premature to upload them to the commander's decision. First, this is the requirement of the guidance documents; secondly, the capabilities of the army commander, who is solely responsible for the decision, are not unlimited, and the quality of this decision, given its recommended volume, will undoubtedly improve.

On the basis of the proposed approach, the content of the decision elements related to other participants in the army operation can be determined, and the decision of the army commander as a whole can be formulated.

In the future, judgments about the army operation fully apply to the corps.

It is not about organizing combat operations of forces and assets (such an approach is quite legitimate there), but about reflecting the issues of their combat use in the decision of the army commander for an operation.

Military thought. - 1993. - No. 6. - S.30-35.

• understanding the task received;
• assessment of the situation;
• decision-making;
• reconnaissance;
• issuance of a combat order;
• organization of interaction, combat support and control;
• organization of training of personnel, weapons and equipment for battle;
• checking the readiness of the platoon to perform a combat mission;
• report to the company commander on the readiness of the platoon to carry out a combat mission.

Understanding the task received, the platoon leader must:

• understand the task of the company and platoon;
• what objects (targets) in the direction of the platoon's actions are hit by the means of senior commanders;
• tasks of neighboring units and the order of interaction with them;
• time of readiness to complete the task.

Based on the understanding of the mission, the platoon leader usually determines:

• the place and role of the platoon in the mission performed by the company; what objects (targets) must be hit by platoon weapons;
• at what stage of the battle and with which of the neighboring units it is necessary to maintain the closest interaction;
• how to build a battle formation;
• how much time is there for organizing the battle, and how best to distribute it.

When assessing the situation, the platoon leader examines:

• the composition, position and possible nature of enemy actions, the location of his fire weapons;
• condition, security and capabilities of the platoon, attached units;
• composition, position, nature of actions of neighbors and conditions of interaction with them;
• the nature of the terrain, its protective and camouflaging properties, favorable approaches, barriers and obstacles, conditions for observation and firing;
• season, day and weather conditions.

As a result of the assessment of the situation, the platoon leader determines:

• what strength the enemy is expected to face in front of the platoon's front of action, its strengths and weaknesses, the possible balance of forces and means;
• the order of battle of the platoon, combat missions to squads (tanks), distribution of forces and means;
• at what stage of the battle and with which of the neighbors to maintain the closest interaction;
• the procedure for masking and using the protective properties of the terrain.

Clarification of the received task and assessment of the situation are stages of the platoon commander's thought process for making a decision. The result of this process is the choice of the most appropriate solution for the battle. In the decision, the platoon leader usually determines:

• methods of accomplishing the task received (which enemy, where and by what means to defeat; the measures used to deceive him);
• tasks for squads (tanks) attached to subunits and fire weapons;
• organization of management.

Determining the way of accomplishing the task received, the platoon commander must take into account that he expresses the main idea of \u200b\u200bthe solution, being, as it were, his plan for battle. Therefore, it should reflect the sequence of destruction of the enemy, the procedure for engaging him with regular and attached weapons, and the formation of battle formation.
Combat missions for squads (tanks) are determined strictly in accordance with the order in which the task assigned to the platoon is performed. Thus, in defense, the task of a detachment is to firmly hold the indicated position and prevent enemy tanks and infantry from breaking through it into the depths. In an offensive, the combat task of a squad is to destroy the enemy's manpower and fire weapons in the direction of his offensive.
Determining the organization of control, the platoon commander outlines the procedure for using radio and signal communication facilities, the procedure for actions in response to warning signals, control and interaction; place of its KNP. An important stage in the work of the platoon commander is reconnaissance, which is carried out in order to clarify the decision made on the ground. Not only squad (tank) commanders can be involved in it, but in some cases also driver mechanics (drivers).
When conducting reconnaissance, the platoon commander on the ground indicates landmarks, the position of the enemy (the direction of his actions, the location of his fire weapons), clarifies the tasks for the squads (tanks) and indicates the locations of the positions of the squads, firing positions of infantry fighting vehicles, armored personnel carriers, tanks and other fire weapons ( places of dismounting of motorized rifle subunits, route of advance, etc.).
The adoption by the platoon commander of an expedient decision to engage in battle by itself does not yet ensure the successful fulfillment of the combat mission received. The decision becomes the basis for the management of squads (tanks) and the law for subordinates only when each of them receives a specific combat mission. Therefore, timely communication to the performers of combat missions is one of the most important duties of the platoon commander.
When organizing a battle, combat missions are communicated to subordinates, as a rule, in the form of a combat order. The platoon leader should state it concisely, clearly and so that subordinates clearly understand their task.
In a combat order, the platoon commander indicates:

• landmarks;
• the composition, position and nature of enemy actions, the location of his fire weapons;
• the task of the company and platoon;
• objects and targets in the direction of the platoon's actions, hit by means of senior commanders, as well as the tasks of neighbors;
• combat missions to squads (tanks) attached to subunits and fire weapons, and the commander of a motorized rifle platoon, in addition, to a sniper and a gunner-orderly and others;
• time of readiness to complete the task;
• his place and deputy.

After setting combat missions, the platoon commander gives instructions on interaction, which are the concretization of the interaction procedure determined by him in the decision .. At the same time, he must coordinate the efforts of the regular and attached fire resources for the successful completion of the task, achieve a correct and uniform understanding by all squad (tank) commanders combat missions and methods of its execution, as well as indicate signals of warning, control, interaction and the procedure for actions on them.
Along with instructions for interaction, the platoon leader also organizes combat support. Depending on the current situation and the nature of the upcoming battle, the platoon commander gives instructions on the implementation of the necessary combat support measures, and above all on the organization of reconnaissance, protection against weapons of mass destruction, incendiary weapons and precision weapons, engineering equipment of positions, camouflage and security. The organization of combat support is carried out in the form of issuing individual instructions as needed.
When organizing control, the platoon commander clarifies (communicates) radio data and the procedure for using radio and signal communications to the commanders of squads (tanks). When a motorized rifle platoon is operating on foot, as well as in cases when work at radio stations is prohibited, the platoon commander must provide for a control option using communications and signals.
The management of a unit in battle is based on the commander's firm belief that subordinates are capable of successfully completing the assigned task. This confidence comes from the level of training, initiative and creativity of each soldier, sergeant individually and their high personal responsibility for the fulfillment of a combat mission.
Trusting his subordinates, the platoon commander, at the same time, possessing great knowledge and experience, constantly monitors the progress of the preparation of subunits for battle and, if necessary, must help them at any time. The purpose of control on the part of the platoon commander is reduced to checking the readiness of subordinates for battle, while simultaneously providing them with practical assistance. As a rule, the platoon leader exercises control by listening to reports from subordinates, as well as by checking the progress of preparations for battle. At the same time, he pays attention to the technical condition of infantry fighting vehicles (armored personnel carriers, tanks), refueling them with fuel, lubricants and replenishment of ammunition, preparing weapons for firing and bringing ammunition into a finally equipped form, knowledge of subordinates of their combat missions, and also warning signals, management, interaction and the order of actions on them.
The platoon commander reports to the company commander about the readiness for battle at the set time.

24. Points of the battle order of the platoon commander to organize the battle.

Statement of combat missionssubordinate and supporting subunits (fire weapons, personnel) are carried out by issuing combat orders and instructions on the types of comprehensive support personally by the commander, verbally and by technical means of communication. As a rule, task setting is carried out on the ground.

In a battle orderplatoon (squad, tank) commander indicates:

in the first paragraph - landmarks;

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

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

in the fourth paragraph - tasks performed in the interests of the unit by the forces and means of the senior chief;

in the fifth paragraph - the tasks of neighbors and interacting units;

in the sixth paragraph after the word "I order"- combat missions to elements of the battle order (subunits, fire weapons, personnel) with the specification of their combat strength;

in the seventh paragraph - the timing of measures to prepare for battle (implementation

received task) and time of readiness;

in the eighth paragraph - his place and deputy.

The positional areas of missile subunits and enemy units without indicating the location of the launch batteries in them are marked in the same way as the firing positions of artillery in a similar position using the symbolic launcher symbol (Fig. 59, a). A spare or false positional area is designated in the same way as the area planned for occupation, but with the addition of the letter 3 or L in the form of a numerator above the name of the unit (unit) (Fig. 59, b).

Figure: 59. Display on the map of the positional areas of enemy missile units: a - positional area: b - false positional area

The direction of the main attack in the tactical link is indicated only by a dotted wide arrow, without additional figured signs. The first point should indicate a local object at or in front of the enemy's front line. The last point should be in front of the boundary of the final task or on it. In this case, the direction of the main blow should be indicated by pronounced landmarks (local objects). Such a sign is convenient for execution. When drawing it, the topographic basis of the map and the position of the troops should not be obscured (Fig. 60).

Figure: 60. Designation of the direction of the main strike

The combat missions of motorized rifle and tank subunits and subunits of the airborne troops in the offensive are plotted on the map with a dotted line with an arrow. The length of the dotted line for the company is 4 mm with the distance between the dashes up to 2 mm, and for the battalion and unit it is the same as for the demarcation line. The arrow indicates the nature and direction of the unit's actions, its length should provide a clear application of the unit's mark. Therefore, on the arrow in front of its point, transverse lines must be put down: one - platoon, two - company, three - battalion (Fig. 61).

Figure: 61. Mapping combat missions

Motorized rifle subunits operating in tactical airborne assault forces, or subunits of the airborne troops, when setting up a combat mission, indicate the landing area (disembarkation, drop), which is displayed on the working map with a red pencil as a closed oval dotted line with the accepted conventional sign and inscriptions indicating the name of the subunit and the estimated time of disembarkation (drop). The line is drawn in such a way that the beginning of each (after the first) line is, as it were, a continuation of the previous one, and is not applied as a ledge in relation to it.

This is also important because in the case of subunits reaching this line or occupying the designated area, it is very easy to connect correctly drawn dotted lines. As a result, we will get a correctly delineated area or line. In the first case, the line turns out to be broken, pulse-like.

In the offensive, the missions of companies and battalions can sometimes coincide in depth. In this case, not two lines are drawn, but one with the corresponding explanatory inscriptions (Fig. 61).

Areas, lines of transition to the attack (entry into battle) are drawn on the map taking into account the terrain (Fig. 62).

Figure: 62. Drawing on the map of the areas and lines of transition to the attack, taking into account the terrain and local objects

The first figure of the top row shows the two most common mistakes, when the line of entry into battle, the line of transition to the attack are applied in the same way as the combat mission, that is, with two or three cross lines on the arrow, but without cross lines on ends of the line.

When drawing on the map the line of transition to the attack, the line of entry into battle, the firing line next to the conventional sign, it is necessary to indicate which unit is entering or entering this line. Moreover, if one or another unit is indicated two lines, for example, entering into battle, then the line number is written in the numerator, and the number and name of the military unit - in the denominator.

The numbering of the lines of entry into battle is carried out from their troops in the direction of the direction of the offensive. It should not be forgotten that the conventional sign of the line of transition to the attack is indicated without transverse dashes on the arrow, similar to the conventional signs of the true position of units, but with transverse dashes at the ends of the line of the line.

When assigning several firing lines to tank subunits, they can also be sequentially numbered. In this case, the inscription is made as shown in Fig. 63.

Figure: 63. Drawing on the map the line of transition to the attack, the lines of entry into battle, the firing line of tank subunits

Many mistakes are made when indicating and plotting the directions of attack: the first point is indicated outside the border of the transition to the attack (deployment or entering into battle) or on one of its flanks, and it must be indicated in front of him (towards the enemy), i.e. the line of direction of the offensive should be, as it were, a continuation of the arrow line on the conventional sign of the line or the task of the subunit; the direction of the offensive crosses the line or the front border of the region, and it must end before the line or the region that the subunit takes possession, or within the region, without going beyond its border.

If the direction of the offensive ends, that is, it "rests" on the arrow at the turn of the combat mission, then it can be depicted without the arrow on the last stroke before the border (Fig. 64, first option).

The length of the dotted line to indicate the direction of the offensive (counterattack) is taken the same as for drawing demarcation lines, areas and borders (Fig. 64).

If, after completing the next combat mission, the subunit is indicated in a different direction (attack on the flank), then the arrow indicating the new direction of the offensive should be a continuation of the arrow on the conventional sign designating the combat mission, after which the subunit begins a roundabout maneuver (Fig. 64, second option ). With no landmarks or

Figure: 64. Mapping the direction of attack of units

actions at a short distance, for example, when a counterattack or moving to take a new line, when setting tasks for a unit, the direction can be indicated with one point. In this case, the starting point is the place of the arrow on the occupied boundary or the conditional center of the line of this boundary (area).

The firing positions and areas of the location of artillery subunits of a heterogeneous composition are plotted taking into account the caliber and type of artillery (Fig. 65).

Figure: 65. Drawing on the map of firing positions and the area of \u200b\u200bthe location of artillery units

This also applies to the designation of firing lines, location areas, marching columns of anti-tank reserve of a heterogeneous composition: the lines are indicated by a combination of two signs reflecting the qualitative composition of the reserve, for example, ATGM installations and anti-tank artillery; the areas of location and marching columns of the anti-tank reserve are designated by a generally accepted conventional sign for anti-tank artillery units with the corresponding signature. The actual line of deployment of the anti-tank reserve is indicated by a solid line. Inscriptions at the planned lines are placed behind the line or above (below) it (Fig. 66).

Figure: 66. Drawing on a map of firing lines, areas of location and a marching column of an anti-tank reserve

In cases where tank subunits are involved in direct fire and occupy firing positions, their position on the map can be shown as shown in Fig. 67, a. The position of a tank subunit in a waiting position is indicated by a general sign, but with the addition of the letters VP as the numerator (Fig. 67, b). Tank subunits located on the defensive are drawn on the working map by a line with strokes (Fig. 67, c).

Figure: 67. Drawing on the map of a tank unit: a - at the firing range; b - in a waiting position, c - in defense

The position of tanks and motorized rifle units in an ambush can be mapped as shown in Fig. 68.

Figure: 68. Mapping a tank and a motorized rifle squad in an ambush

Places of command posts are marked only on the maps of the commander, chief of staff and chief of communications. The sizes of their symbols are determined depending on the importance of the military instance and the scale of the map and, therefore, for one echelon (battalion - division) should be the same (Fig. 69).

Figure: 69. Show control points on the map

All observation points should also be mapped in the same size.

When drawing rear-service units on the map, there is no need to duplicate their symbolic sign with the inscription “rear”, you should only mark the location area of \u200b\u200bthe battalion's rear-service units with the established conventional sign (Fig. 70).

Figure: 70. Mapping the area of \u200b\u200brear units

It is wrong to do those officers who dampen the original situation, and sometimes, not with one color, but with several colors, that is, they tend to excessive decoration. For example, the area of \u200b\u200bthe location of their troops is dimmed in green, the enemy - in blue, dividing lines - in yellow (Fig. 71).

Figure: 71. Drawing on the map (diagram) of the initial situation

Anyone who does this forgets that the work card is not intended for one-time use. You will have to work on it during the battle. That's when the difficulties begin with the choice of color for fading. Let's say you decided to shade the first situation after an hour of battle. The own color of the sign - red, blue or black - is already taken: you stifled the enemy's position with it, green and yellow are occupied. It is not recommended to tarnish with brown - it is darker than the main color.

Many officers find a way out in the fact that they dim the situation with the previously used color, thus introducing confusion in the designation of the time of the position of the troops.

There is one more circumstance that cannot be ignored: the possibility of troops entering those lines that were already extinguished by the initial situation (combat mission, line of entry into battle, line of deployment of an anti-tank reserve, etc.).

The commander's decision to attack from direct contact with the enemy is usually plotted on the working map during its adoption in approximately the following sequence:

1. The grouping and the possible nature of the enemy's actions (as estimated by the commander).

3. Dividing lines.

4. The initial position of the first echelon subunits and their tasks.

5. The starting position of the second echelon subunit, the line of entry into battle and the mission.

6. Tasks for tanks allocated for direct fire.

7. Firing positions and tasks of attached, supporting and regular artillery and mortars.

8. Places of passages in engineering barriers.

9. Questions of interaction between departments.

10. The location of the command and observation post and the direction of its movement.

11. The location of the rear units.

The position of subordinate units when making a decision of the commander is plotted on the map with a detail one step below.

If the offensive is carried out on the move, then the following are additionally plotted on the map: the areas where the units are located before the start of the offensive, the advance routes, the starting line (point), the lines (points) of regulation and deployment, the line of transition to the attack, the time of their passage (exit from them) as well as the formation of a battalion to advance to the line of transition to the attack.

The possible nature of the enemy's actions and the commander's decision are plotted on the map with dotted lines and shaded in the same way as the situation on which the decision is made (Fig. 72).

Figure: 72. Mapping data about the enemy, his intentions and tasks of subunits

The remaining elements of the solution are mapped according to the same rules and requirements that we adhered to when plotting the initial setting.

Issues of interaction between units are displayed on the map with dotted lines (Fig. 73).

Figure: 73. Display on the map of issues of interaction of units

When plotting elements of a battle formation geographically located in one area, preference is given to the element that is more important for the officer who leads it. In fig. 74 shows a fragment of the situation reflected on the map of the commander of a motorized rifle battalion and the commander of an artillery battalion.

Figure: 74. Mapping of units located in the same area:

a - the situation plotted on the commander's map 1 msb; b - the situation plotted on the commander's map 2 ad

Ryas. 75. Show on the map of the location of the unit, displayed in the reserve:

a - after repelling a counterattack; b - after completing the task

For a unit being withdrawn to the reserve, the area in which it should concentrate and the time are shown (Fig. 75, b). The time for a subunit to enter a new area may not be indicated in the case when the subunit is withdrawn to the reserve after completing a certain mission, for example, after repelling a counterattack or after destroying a surrounded enemy (Fig. 75, a).

All data that cannot be graphically displayed on the map are formatted textually in a free space on the map or in a workbook. These data include the distribution of forces and assets, the duration and construction of fire training (raid), the procedure for securing joints, flanks and gaps, interaction signals, etc. In this case, you can use such abbreviations as district (district), p -zh (line), uch-k (site), pr-k (enemy), and other statutory reductions - they are extremely necessary to reduce the volume of explanatory inscriptions and reduce the time for them writing.

Since numbers and numbers are often found in explanatory inscriptions, it will not be superfluous to recall the writing of the number of units and ordinal numbers: they, in contrast to numbering, are written with a word, for example, two MSR, three ISV, first echelon, and not 2 MSR, 3 ISV, 1st echelon , as they sometimes write incorrectly. The latter can be read as follows (and, therefore, it is misunderstood): the second motorized rifle company, the third engineer platoon, one echelon.

The initial position of the battalion in the initial area when it advances from direct contact with the enemy is shown only in the area of \u200b\u200bpenetration of the enemy's defense. The battalion's immediate mission in this case is usually indicated only within the breakthrough area (Fig. 76).

Figure: 76. Display on the map of the breakthrough site and the starting area for the offensive:

a - the breakthrough is carried out on the move along the entire front of the offensive c - the breakthrough area coincides with the left demarcation line

After the units have taken their starting position for the offensive, it is plotted on the map in solid lines. By this time, passes will usually be made in the enemy's obstacles. As an example, Fig. 77 shows a version of the image of such a passage (the numerator shows the number of the passage, in the denominator - the width of the passage in meters).

Figure: 77. An example of the image of the initial position of a battalion for an offensive from direct contact with the enemy

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