OFFICERS' RESERVE CORPS
To make it possible to fill the gaps made in the Regular Army, by the
heavy loss of commissioned officers which is inevitable in time of war
and to make it possible to train large volunteer armies which are called
into existence when war is imminent or actually upon the country, the
Government has provided for an Officers' Reserve Corps.
It is, indeed, a patriotic and far-sighted act on the part of a citizen
to become a reserve officer, for, by so doing, he will increase his
measure of usefulness for the time when his country will need him most
and when he will, if he is a real, virile man, desire to be of the
utmost service to his country.
The President alone is authorized to appoint officers in the Reserve
Corps. Each officer must be physically, mentally, and morally qualified
to hold his commission. The highest rank in the reserve corps will be
that of major.
Age limits for appointment in the line of the Reserve Corps:
2nd Lieutenants must be under 32 years of age.
1st Lieutenants must be under 36 years of age.
Captains must be under 40 years of age.
Majors must be under 45 years of age.
Any citizen who thinks that he has the necessary qualifications and
desires to become a reserve officer should apply to the Commanding
General of the Department wherein he resides for an application blank
and all information pertaining thereto.
You must undergo a course of training in camp. We advise you in the
strongest terms to go to camp as soon as possible. There are no short
cuts in the military business. The most efficient instruction under the
most ideal conditions with the most competent officers, will be found
only in camp.
GENERAL INFORMATION CONCERNING THE OFFICERS' RESERVE CORPS
An officer in the Reserve Corps cannot, without his consent, be called
into service in a lower grade than that held by him in the Reserve
Corps.
When a Reserve Officer reaches the age limit fixed for appointment or
reappointment in the grade in which commissioned, he will be honorably
discharged from the service of the United States and he will be entitled
to retain his official title, and, on occasions of ceremony, to wear the
uniform of the highest grade he held in the Reserve Corps. The preceding
provisions as to ages of officers do not apply to the appointment or
reappointment of officers of the Quartermaster, Engineer, Ordnance,
Signal, Judge Advocate, and Medical Sections of the Reserve Corps.
A commission in the Reserve Corps will cover a period of five years,
except as provided in the preceding paragraph, unless sooner terminated
in the discretion of the President. An officer may be recommissioned,
either in the same or a higher grade for successive periods of five
years, subject to examination and age limits.
To become eligible for appointment as an officer of the Officers'
Reserve Corps a man must be not less than twenty-one years of age and
must be a citizen of the United States.
THE OFFICERS' RESERVE CORPS IN WAR
In time of actual or threatened hostilities the President can order
officers of the Reserve Corps to temporary duty with the Regular Army,
or as officers at recruiting rendezvous and depots, or on such duty as
he may prescribe. An officer thus called into service receives the same
pay and allowances as an officer of the same rank in the Regular Army.
When thus called out Reserve Officers may be promoted in rank to
vacancies in volunteer organizations. Retired officers of the Officers'
Reserve Corps are not entitled to retired pay but are entitled to
pensions for disability incurred in line of duty and while in active
service. When called out for active service an officer in the Reserve
Corps will be required to obey the laws and regulations for the
government of the Army of the United States in so far as they are
applicable to officers whose permanent retention in the military service
is not contemplated.
THE OFFICERS' RESERVE CORPS IN PEACE
During peace the Secretary of War can order any Reserve Officer to duty
for instruction for a period not to exceed fifteen days in any one
calendar year. While so serving, an officer will receive the pay and
allowance of his grade in the Regular Army. This period of service may
be extended with the consent of the Reserve Officer. By thus extending
such periods of instruction a Reserve Officer may, at the conclusion
thereof, be examined for promotion to the next higher grade.
EXAMINATIONS
Each applicant for a commission in the Reserve Corps will be given a
rigid physical examination. Make certain that you can pass such an
examination. Go to your family physician and get him to examine you.
The examinations for Reserve Corps commissions are for the purpose of
ascertaining the practical ability of the applicant. The record of all
the service and training the applicant has had at training camps is
considered as part of the examination.
Those desiring to enter the Officers' Reserve Corps may elect any of the
following sections:
1. Infantry Officers' Reserve Corps.
2. Cavalry Officers' Reserve Corps.
3. Field Artillery Officers' Reserve Corps.
4. Coast Artillery Officers' Reserve Corps.
5. Medical (to include the reserve officers of the Medical Corps, Dental
Corps, and Veterinary Corps) Officers' Reserve Corps.
6. Adjutant General's Officers' Reserve Corps.
7. Judge Advocate General's Officers' Reserve Corps.
8. Inspector General's Officers' Reserve Corps.
9. Quartermaster Officers' Reserve Corps.
10. Engineer Officers' Reserve Corps.
11. Ordnance Officers' Reserve Corps.
12. Signal Officers' Reserve Corps.
REPORTS TO BE MADE
Officers in the Officers' Reserve Corps are required to report at once
to the Adjutant General of the Department in which they live or to the
heads of the Staff Corps or Departments to which they may belong of any
permanent change of address. If a change of address to any other
department is involved the adjutant of each department should be
notified.
THE RESERVE OFFICERS' TRAINING CORPS
The President is authorized to establish and maintain in civil
educational institutions a Reserve Officers' Training Corps which shall
consist of senior and junior divisions.
SENIOR DIVISION
A senior division of the Reserve Officers' Training Corps may be
established at any university and college requiring of its students four
years of collegiate study for a degree, and at essentially military
schools which, as a result of annual inspection of such institutions by
the War Department, are especially designated as qualified to establish
a unit of the senior division. Authorities of the former (universities
and colleges not essentially military) must establish and maintain a two
years' elective or compulsory course of military training, as a minimum,
for its physically fit male students. This course, when entered upon,
must in the case of such students be a prerequisite for graduation.
When any member of this senior division has completed two academic years
of service in that division; has been selected by the president of the
institution and by its professor of military science and tactics (who
must be an army officer); has made a written agreement to continue in
the Reserve Officers' Training Corps for the remainder of his course in
the institution, devoting five hours per week to the military training
prescribed by the Secretary of War; has also made a written agreement to
pursue the courses in training camps (one camp of not more than six
weeks' duration each year) prescribed by the Secretary of War)--when he
has fulfilled all these conditions, he may be given, at the expense of
the United States, a money commutation of subsistence at a rate not
exceeding the cost of the garrison (army) ration during the remainder of
his service in the Reserve Officers' Training Corps. This will amount to
about thirty cents a day. This provision applies only to the senior
division.
JUNIOR DIVISION
A junior division of the Reserve Officers' Training Corps may be
established at any institution to which an army officer has been
detailed as the professor of military science and tactics, and which
cannot meet the necessary requirements for the senior division. In this
case the Government does not give a commutation of subsistence and the
students are not asked to obligate themselves as in the senior division.
TO ENTER THE RESERVE OFFICERS' CORPS
The President is authorized, under such regulations as he may prescribe,
to appoint in the Officers' Reserve Corps any graduate of the senior
division of the Reserve Officers' Training Corps, who shall have
satisfactorily completed the two-year course of training (five hours a
week), incident to receiving a commutation of rations; also any graduate
of the junior division who shall have satisfactorily completed the
courses of military training prescribed for students of the senior
divisions, referred to in the first part of this paragraph, and shall
have participated in such practical instruction, subsequent to
graduation, as the Secretary of War shall have prescribed. They must be
twenty-one years of age and must make written agreement under oath to
serve the United States for ten years.
Any physically fit male citizen of the United States, between the ages
of twenty-one and twenty-seven years, who graduated prior to June 22,
1916, from any educational institution at which an officer of the Army
was detailed as professor of military science and tactics, and who,
while a student at such institution, completed courses of military
training substantially equivalent to those prescribed for the senior
division of the Reserve Officers' Training Corps, may, after
satisfactorily completing such additional practical military training as
the Secretary of War shall prescribe, be eligible for appointment to the
Officers' Reserve Corps.
The President can appoint and commission, as a temporary second
lieutenant of the Regular Army in time of peace, for the purpose of
instruction and for a period not to exceed six months, any Reserve
Officer who was appointed in the manner described in the two preceding
paragraphs. A temporary second lieutenant will receive the allowance
authorized by law for that grade and pay at the rate of $100 a month. He
will be attached to a unit of the Regular Army for duty and training. At
the end of the six months he will revert to the status of a Reserve
Officer.
DEPARTMENT COMMANDER'S REPORT
At the end of each calendar year department commanders and chiefs of
staff corps and departments compile lists of members of the Officers'
Reserve Corps under their command, showing:
(a) Name, rank, age, and address.
(b) Amount of instruction received.
(c) Progress made.
(d) Efficiency of officer.
(e) Recommendation.
A copy of these lists will be forwarded to the Adjutant General of the
Army.
The remainder of this chapter boils down to an irreducible minimum some
of the most important subjects with which a Reserve Officer or an
applicant for a commission in the Officers' Reserve Corps should be
familiar. It emphasizes those things with which a reserve officer should
at once become familiar.[A] It merely opens up a broad field of study
for a reserve officer and at the same time can be used as a place of
reference.
THE LAND FORCES OF THE UNITED STATES
You now are, or expect to become, a member of the land forces of the
United States. Of what do the land forces of the United States consist?
They consist of the Regular Army, the Volunteer Army, the Officers'
Reserve Corps, the Enlisted Reserve Corps, the National Army, the
National Guard in the service of the United States and such other land
forces as Congress may authorize.
The land forces are grouped under two general heads:
(1) The Mobile Army.
(2) The Coast Artillery.
"The Mobile Army. The mobile army is primarily organized for offensive
operations against an enemy, and on this account requires the maximum
degree of mobility." (Field Service Regulations.) It consists of:
Infantry.
Field Artillery.
Cavalry.
Engineers.
Signal Corps Troops.
"The Coast Artillery. The coast artillery is charged with the care and
use of the fixed and movable elements of the land and coast
fortifications." (Field Service Regulations.)
The President of the United States is the Commander-in-Chief of the
Army. He exercises his command through the Secretary of War. The Chief
of Staff acts as military adviser to the Secretary of War. He puts into
effect the Administration's wishes.
For the purpose of equipping, inspecting, directing, and administering
to the Army, there are the following corps and departments:
(1) General Staff Corps.
(2) Adjutant General's Department.
(3) Inspector General's Department.
(4) Judge Advocate General's Department.
(5) Quartermaster Corps.
(6) Medical Department.
(7) Ordnance Department.
(8) Bureau of Insular Affairs.
(9) Signal Corps.
(10) Engineer Corps.
The following are the grades of rank and commands of officers and
noncommissioned officers:
(1) General Commands: Armies.
(2) Lieutenant-General Commands: Field Army.
(3) Major-General Commands: Division.
(4) Brigadier-General Commands: Brigade.
(5) Colonel Commands: Regiment.
(6) Lieutenant-Colonel Second in command in a Regiment.
(7) Major Commands: Battalion.
(8) Captain Commands: Company.
(9) First Lieutenant Commands: Platoon.
(10) Second Lieutenant Commands: Platoon.
(11) Veterinarian He has no command.
(12) Cadet at United States Military Academy He has no command.
(13) Sergeant-Major (Regimental) He has no command.
(14) Ordnance Sergeant He has no command.
(15) Quartermaster Sergeant He has no command.
(16) Sergeant-Major (Battalion) He has no command.
(17) First Sergeant Commands: Platoon.
(18) Sergeant Commands: Sometimes a Platoon.
(19) Corporal Commands: Squad.
ARTICLES OF WAR
The Army is governed by the Articles of War, which can be found in the
Army Regulations. Any laws, orders, et cetera, pertaining to the Army
must not violate directly or indirectly any of the Articles of War. It
is therefore desirable that each Reserve Officer know where to find them
and become, in a general way, familiar with them.
GENERAL ADVICE
To become a first-class drillmaster is desirable and necessary. But,
being one, you are not to be intrusted with the command of troops in the
field unless you have gone much farther than that. To become an
excellent drillmaster means simply that you have mastered a detail. In
order to become one you should bear this in mind: You cannot teach a man
how to do a thing unless you know that thing yourself. If you don't know
your drill, don't try to "bluff" your men. Burn the midnight oil, or
remain a private.
MILITARY CORRESPONDENCE
An official letter should refer to one subject only.
In writing to the War Department address your letter to "The Adjutant
General of the Army, Washington, D. C."
The United States (including colonies) is divided into the following
departments:
(1) The Northeastern Department, with Headquarters at Boston,
Massachusetts.
(2) The Eastern Department, with headquarters at Governors Island,
New York.
(3) The Southeastern Department, with Headquarters at Charleston,
South Carolina.
(4) The Central Department, with Headquarters at Chicago, Illinois.
(5) The Southern Department, with Headquarters at Fort Sam Houston,
Texas.
(6) The Western Department, with Headquarters at San Francisco,
California.
(7) The Philippine Department, with Headquarters at Manila. P. I.
(8) The Hawaiian Department, with Headquarters at Honolulu, Hawaii.
You will be in one of these departments. Address your communication to
"The Commanding General" at his department headquarters.
Answer all official communications promptly. This is important. Letters
must be written, folded, signed as prescribed by the War Department.
Models illustrating the system are furnished by the Adjutant General's
office, Washington, D. C. "Ind." is the abbreviation for indorsement.
(Correspondence Model)
COMPANY B, 40TH INFANTRY, Fort William H. Seward, Alaska, July
19, 1916.
From: The Commanding Officer, Co. B, 40th Inf.
To: The Adjutant General of the Army (Through military channels.)
Subject: Philippine campaign badge, Corporal John Doe.
Inclosed are lists in duplicate of the enlisted men of Company B,
40th infantry, entitled to the Philippine campaign badge.
John A. Brown,
Capt., 40th Inf.
1st Ind.
Hq. Ft. William H. Seward, Alaska, July 19th, 1916.--
To the Comdg. Gen., Western Department, San Francisco, California.
A. F. R.,
Brig.-Gen., Comdg.
2d Ind.
(Incl. is the abbreviation for inclosure.)
(Stamp) Rec'd Western Department, July 30, 1916.
(Note. This correspondence is not complete but it illustrates how to
write a military letter and indorsement.)
USE OF THE COMBINED ARMS
Every efficient officer must realize the possibilities and limitations
of his own arm of the service as well as the possibilities and
limitations of the other arms. Each arm of the service is necessary and
important. A proper understanding of the use of the combined arms is as
essential to success in battle as cooeperation between the different
members of a football team is to its success. Don't "knock" any arm but
the one you are in, and don't knock that unless you are willing to admit
you are not man enough to improve it.
INFANTRY
"The infantry is the principal and most important arm, which is charged
with the main work on the field of battle and it usually decides the
final issue of the combat." (Field Service Regulations.) The role (duty
or job) of the infantry, whether offensive or defensive, is the role of
the entire force. If it fails, all fail. When properly supported by
artillery, trained infantrymen armed with rifles, bayonets, and the will
to put the enemy out of action, will settle all issues.
ARTILLERY
The chief duty of the artillery is to support the infantry. It does this
in three ways: 1st, By firing at the hostile infantry. 2d, By putting
out of action the hostile artillery so that it cannot fire at the
infantry. 3d, By demolishing the obstacles in front of the enemy's
works. It smothers the enemy with a curtain of fire, so that the
infantry can move forward without ruinous losses. Cooeperation with the
infantry is essential. If the infantry is defeated the artillery covers
its withdrawal; if the infantry is successful the artillery moves
forward and assists in reaping the full reward of victory by firing on
the fleeing enemy. The present European War has greatly increased the
prestige and importance of this arm of the service. The amount of
artillery on the Western front and the amount of ammunition consumed
daily is appalling.
CAVALRY
This very important arm is the eye with which the general sees for many
miles to the front and flank. In an advance it pushes ahead, combs the
country for the enemy, disperses his cavalry, and thus protects the
infantry in the rear. It locates the enemy, and occupies his attention
until the infantry comes up. It protects the flanks and rear of the
infantry and artillery during the fight. If needed, it joins in the
fight. If the infantry is defeated it covers the withdrawal, and if the
infantry wins it pursues and pounces upon the enemy.
MACHINE GUNS
Before the present European War, machine guns were classified as
emergency weapons. It was not believed that they could remain long in
action, because they would soon be silenced by hostile fire (artillery
and infantry). It was recommended, therefore, that a favorable
opportunity be awaited before opening fire which was to be delivered
with their utmost effectiveness. They were believed to possess very
limited possibilities in an attacking line, hut as being most valuable
in defensive works where protection and concealment could be found.
During this war they have lost, as a defensive weapon, no prestige. They
have also proved of great value to the attacking side. They are being
made light and portable to accompany the firing line in an attack. The
supply of ammunition alone limits the number that can be used.
Each side in the present war has used them by the thousands with
effectiveness. Machine guns are more worthy of consideration to-day than
heretofore.
BOMBS AND HAND GRENADES
The present European War has revived the use of hand grenades and bombs.
A certain number of soldiers in each British and French battalion are
trained as grenade throwers. Their principal weapon is a bucket or bag
of grenades or bombs. They operate not only from trenches but accompany
the firing line in an attack and dispose of sheltered or isolated group
of the enemy by smothering their position with a shower of hand grenades
or bombs.
These weapons are in the first stages of development in this country.
They offer to the service practically a virgin field of opportunities.
Some Reserve Officers might make a specialty of this subject and assist
in its development.
NIGHT OPERATIONS
"By employing night operations troops make use of the cover of darkness
to minimize losses from hostile fire, to escape observation, to gain
time." (Infantry Drill Regulations.) They are dangerous because control
is difficult and confusion is frequently unavoidable. Only trained
troops should be used, and the formation must be simple. Don't attempt
anything complicated.
Observe the following suggestions. For an attack or offensive movement:
(1) Study by daylight and after dark, if possible, the ground you are
to cross.
(2) Make careful preparations with secrecy.
(3) Avoid fire action. Pieces should not be loaded. Rely on the
bayonet.
(4) Give each unit a definite objective and direction. Avoid collision.
(5) Have each man wear a distinctive badge. (For instance, a white band
on one arm.)
If on the defensive and you expect a night attack, place obstacles in
front of your position, heavily patrol your front, fix bayonets, move up
your supports, open fire as soon as results may be expected, and
illuminate the foreground.
OBSTACLES
The main object in placing obstacles in front of a defensive position is
to delay the enemy while he is under the defenders' fire, and thus make
his advance as difficult as possible. To accomplish this result they
must be so placed that the enemy must cross them. They must not
interfere with the defenders' view or fire; they must not be easily
destroyed by artillery fire; they must not afford concealment to the
enemy; and they must be so made that they will not obstruct a counter
attack on the part of the defenders. The present war has demonstrated
that the barb wire entanglement fulfils more of these requirements than
any other form of obstacle.--See Engineer Department's "Manual on Field
Fortifications" on how to construct obstacles.
MEETING ENGAGEMENTS
When two hostile forces suddenly meet we have what is termed a "meeting
engagement." Very little or no reconnaissance is possible. There is an
absence of trenches. Both sides deploy rapidly. The smaller the force
the more frequently will it fight a meeting engagement. Therefore, it is
of the utmost importance to junior officers. A great advantage will
accrue to the side which can deploy the faster. The leader who has
intuition, initiative, who can make a quick decision and is willing to
take a long chance, will have a great advantage.
WITHDRAWAL FROM ACTION
"The withdrawal of a defeated force can generally be effected only at a
heavy cost." (Infantry Drill Regulations.) When a withdrawal is
necessary, make every possible effort to place distance and a rear guard
between you and the enemy. Have one part of your line withdraw under
protection of the fire of the other part and so on. Reorganize your
command as soon as possible.
INTRENCHMENTS
"Ordinarily infantry intrenches itself whenever it is compelled to halt
for a considerable time in the presence of the enemy." (Infantry Drill
Regulations.) Trenches are constructed with a view of giving cover which
will diminish losses, but they must not be so built or placed as to
interfere with the free use of the rifle. A good field of fire is the
first consideration. The construction of a trench is simple, but the
location of it is difficult. If possible, trenches are laid out in
company lengths.
Intrenchments usually take the following form:
(1) Hasty Cover. Constructed by troops with the tools they carry on
their person. It is a shallow trench with a parapet at least three feet
thick and one foot high. It furnishes cover against rifle fire, but
scarcely any against shrapnel.
(2) Fire Trench. It should be deep and narrow with the parapet flat
and concealed. While in it, the troops fire at the enemy; hence the name
fire trench.
Usual forms of fire trenches are as shown in the following illustration:
[Illustration]
(3) Support Trenches. The supports sleep and live in these trenches;
hence they are covered. The cover (roof) must be thick enough to afford
protection from high angle artillery fire. It is placed as near the fire
trench as possible.
(4) Approach Trenches. These connect fire trenches with the support
trenches and the support trenches with any trenches in rear where
natural covered communication is impracticable.
[Illustration: CROSS SECTION OF A SUPPORT TRENCH AND DUGOUT]
[Illustration: A SECTION OF A FORWARD ENTRENCHED ZONE
OTHERS ARE IN REAR]
They are zig-zagged to escape being enfiladed. (That is, to prevent one
explosion from doing too much damage in a single trench.) During an
engagement, troops by using these trenches can go safely to the help
of the troops in the fire trenches. They are usually deep and narrow.
(5) Intermediate Trenches. They are constructed in rear of the support
trenches when the ground renders it possible to offer a stubborn
resistance between the support and the reserve trenches. They are
constructed like fire trenches.
(6) Reserve Trenches. Constructed like the fire trenches and occupied
by the local reserves who live in deep dug-outs. The intermediate and
reserve trenches are often merged into the support trenches. All are
protected by barbwire entanglements. No set plan of trenches can be
used. The topographical features of the ground must govern.
MILITARY MAPS
Definition. "A military map is a drawing made to represent some
section of the country, showing the features that are of military
importance, such as roads, bridges, streams, houses, and hills. The map
must be so drawn that you can tell the distance between any two points,
the heights of the hills, and the relative positions of everything
shown." (Field Service Regulations.)
In the field the military maps are supplemented by sketches, or field
maps, prepared from day to day. For facility in reading, military maps
are made according to a uniform system of scales and contour intervals
as follows:
Road Sketches. Three inches on the map is equal to 1 mile on the
ground, contour intervals of 20 feet.
Position and Outpost Sketches. Six inches on the map arc equal to 1
mile on the ground, contour intervals of 10 feet.
Manoeuver or War Game Maps. Twelve inches on the map are equal to 1
mile on the ground, contour intervals of 5 feet.
Large Strategical maps for Extended Manoeuvers. One inch on the map is
equal to 1 mile on the ground, contour intervals of 60 feet.
Every officer in the Reserve Corps should be able to read a military map
and make a road, an outpost, and a position sketch.
BAYONET
Importance of the Bayonet. The infantry soldier is armed with a
bayonet. He relies mainly on fire action to disable the enemy, but he
should know that it is often necessary for him to cross bayonets with
the enemy. Therefore he must be instructed in the use of the rifle and
the bayonet in hand-to-hand encounters. The present European War is
demonstrating the importance of this instruction. If you did not receive
instruction in bayonet fighting at a federal training camp, it was not
because it is unimportant, but because there was no available time to
give it. Any Reserve Officer can well afford to specialize in this
work.
AMMUNITION
An infantry soldier goes into battle carrying 220 rounds of rifle
ammunition. He habitually carries in his belt 100 rounds and when a
fight is imminent he gets 120 rounds (2 bandoliers) from his combat
train. He keeps 30 rounds in the right pocket section of his belt to be
expended only when ordered by an officer.
A cavalryman goes into battle carrying 150 rounds of rifle ammunition
and 40 rounds of pistol ammunition. He habitually carries in his belt 90
rounds of rifle and 20 rounds of pistol ammunition. When about to go
into a fight he gets 60 rounds of rifle and 20 rounds of pistol
ammunition from his combat train.
All officers must train their men to economize in the use of ammunition.
Train service, even by rail for ammunition, would be inadequate if this
were not done.
TRANSPORTATION
Organization commanders are responsible for all unauthorized material or
supplies that may be put on their wagons. You should therefore become
acquainted with the transportation attached to the smaller
organizations. The wagons that carry your ammunition are called the
Combat Train. The wagons that carry your authorized baggage, kitchen
equipment, and food are called the Field Train.
THE RATION
A ration is the allowance (money) for the subsistence of one person for
one day. It is based on the cost of a fixed amount of certain foods
(such as meat, potatoes, bread, etc.) necessary for a workingman. As the
cost of food in the different sections of the country varies, so does
the cost of the ration. There are several kinds of ration based on what
the soldier is doing and the climate he is in. If you are ever in
command of a company, whether in the field or in barracks, one of your
most important duties will be to supervise the cooking and messing of
your company. You should, therefore, become familiar with the following
rations:
(1) Garrison rations. Used by troops in garrison and during peace and
on manoeuvers.
(2) Reserve ration. Carried on the person and in the trains.
(3) Field ration. The ration prescribed by the commander of a field
force.
(4) Travel ration. Used when traveling.
(5) Emergency ration. Used by troops on an active campaign in an
emergency.
(6) Filipino ration. For use of Filipino Scouts.
PROPERTY
In the absence of regulations on the subject, each Reserve Officer
should own a good watch, a pair of field glasses, a compass, and a note
book.
GUARD DUTY
Guards are used in camp or garrison to preserve order, to protect
property, and to enforce police regulations. The commander of the guard
is an officer or non-commissioned officer. He performs his duties under
the supervision of the officer of the day. A sentinel is on post two
hours out of every six. And a tour of guard duty is twenty-four hours.
As guard duty is of such utmost importance, and laxity, or failure to
perform it properly, is very severely punished, the duties of all
connected with it are clearly prescribed in the Guard Manual.
Orders for sentinels are divided into two classes, general and special.
Each should be memorized. Special orders relate to particular posts and
duties. General orders apply to all sentinels and are as follows:
"(1) To take charge of this post and all government property in view.
"(2) To walk my post in a military manner, keeping always on the alert
and observing everything that takes place within sight or hearing.
"(3) To report all violations of orders I am instructed to enforce.
"(4) To repeat all calls from posts more distant from the guard house
than my own.
"(5) To quit my post only when properly relieved.
"(6) To receive, obey, and pass on to the sentinel who relieves me all
orders from the commanding officer, officer of the day, and officers and
noncommissioned officers of the guard only.
"(7) To talk to no one except in line of duty.
"(8) In case of fire or disorder to give the alarm.
"(9) To allow no one to commit a nuisance on or near my post.
"(10) In any case not covered by instructions to call the corporal of
the guard.
"(11) To be especially watchful at night, and, during the time for
challenging, to challenge all persons on or near my post, and to allow
no one to pass without proper authority." (Guard Manual.)
SALUTING
Saluting distance is that within which recognition is easy. In general
it does not exceed thirty paces.
A junior, who is mounted, dismounts before addressing a senior who is
dismounted. If the senior is mounted the junior does not dismount when
addressing him.
A junior officer walks or rides on the left of his senior.
National Anthem. Whenever the National Anthem is played at any
place when persons belonging to the military service are present
all officers and enlisted men not in formation should stand at
attention facing toward the music (except at retreat, when they
should face toward the flag). If in uniform, covered, they shall
salute at the first note of the anthem, retaining the position of
salute until the last note of the anthem. If uncovered, stand at
attention but do not salute. If not in uniform and covered they
shall uncover at the first note of the anthem, holding the
headdress opposite the left shoulder and so remain until its close,
except that in inclement weather the headdress may be slightly
raised.
The same rules apply when to the color or to the standard is
sounded as when the National Anthem is played.
When played by an Army band, the National Anthem shall be played
through without repetition of any part not required to be repeated
to make it complete.
The same marks of respect prescribed for observance during the
playing of the National Anthem of the United States shall be shown
toward the national anthem of any other country when played upon
official occasions.
Colors or Standards. Colors are the national and regimental flags of
foot troops. Standards are the national and regimental flags of cavalry
or field artillery. When passing colors or standards, uncased (not in a
waterproof case), the prescribed salute must always be rendered. By the
prescribed salute is meant, if unarmed or armed with a saber which is
sheathed, the "hand salute"; if armed with a drawn saber, the "present
saber". If you, wearing civilian dress, pass them, uncover and hold the
headdress opposite the left shoulder with the right hand.
BOOKS[3]
We recommend that all officers, non-commissioned officers and all
privates who propose to work for advancement read the following books.
All can probably be obtained from the Adjutant General of the Army,
Washington, D. C. Any other military books (desired can be purchased
from the United States Infantry Association, Union Trust Building,
Washington, D. C.
(1) "The Military Policy of the United States," by Gen. E. Upton.
(2) "The Guard Manual, United States Army."
(3) "The Field Service Regulations, United States Army."
(4) The Drill Regulations of the arm of the service to which you are
assigned.
(5) "Non-commissioned Officers' Manual" (War Department Publication).
(6) "First Aid to the Sick and Injured" (War Department Publication).
(7) "Army Regulations" (to be used as a book of reference when needed).
(8) "Small Arms Firing Regulations" (War Department Publication).
(9) "A Manual for Courts-Martial, U. S. Army."
It is highly desirable for every Reserve Officer to place his name on
the mailing list at the Army Service School, Fort Leavenworth, Kansas.
This costs about $1 a year and in return the officer receives much
valuable information. Write to the Secretary for any further information
desired on this subject.
FIELD ORDERS
Field orders, whether written or oral, should follow a certain form.
This decreases the probability of any vital part being left out and
increases the probability of the receiver or reader understanding it.
In the following form for an advance, note the order in which the
paragraphs occur. This is very important.
FOR AN ADVANCE
Field Orders (Title)
No. ---- (Place)
(Reference to map used) (Date and Hour)
(1) (Information of enemy and of our
Troops supporting troops)
(2) (Plan of commander)
(a) Independent (3) (a) (Instructions for independent
Cavalry: cavalry-place and time of departure,
(Commander) roads or country to be
(Troops) covered, special mission)
(b) Advance Guard: (b) (Instructions for advance
(Commander) guard-place and time of departure,
or distance at which it is to
(Troops) precede the main body, route,
special mission)
(c) Main Body--in order (c) (Instructions for main body--distance
of march: at which it is to follow
(Commander) the advance guard, or place and
time of departure)
(d) Right (left) Flank (d) (Instructions for flank guard--place
Guard: and time of departure,
(Commander) route, special mission)
(Troops)
(e) Signal Troops: (e) (Instructions for signal troops--lines
(Commander) of information to be established,
special mission)
(x) (Instructions for outpost--when
relieved subsequent duties)
(4) (Instructions for field train--escort,
distance in rear of column, or destination
when different from that of main body, if
disposition not previously covered in
"Orders")
(Instructions for sanitary, ammunition,
supply and engineer trains when necessary)
(5) (Place of commander or where messages may be
sent)
(How and to whom issued)
(Authentication)
Notice in particular that the first thing in the body of the order is
the information of the enemy and of supporting or friendly troops; 2d,
the plan; 3d, the detailed instruction for executing the plan; 4th, the
order to field train; 5th, the place where the commander can be found.
All orders, whether for a retreat, an attack, a defense, the
establishment of an outpost and so on, should take this general form.
A MODEL ORDER FOR AN ADVANCE
Field Orders "Hq. 1st Brigade, 1st Division,
No. 6 Fort Leavenworth, Kansas,
Three inch Leavenworth 20 Aug. '08, 8 P. M.
Map (1) Two regiments of hostile infantry
Troops are reported to have occupied Valley
(a) Advance Guard: Falls late this afternoon, en route for
Major A. Easton. Small hostile cavalry patrols
1st Bn & 8 mtd. orderlies, were seen two miles east of Valley
1st Inf. Falls at 6 P. M. to-day.
1st. Plat. Tr. A. The remainder of our division is expected
7th Cavalry to reach Fort Leavenworth
(b) Main Body----in order to-morrow.
of March: (2) This brigade (less the 3d Inf.
Colonel B. which has been directed to hold the
1st. Inf. (less 1st Bn.) Missouri river crossing at Fort Leavenworth)
2d Infantry will march to-morrow to
Detachment 3d F. Easton to hold the crossings of the
Hosp. Big Stranger creek.
(3) (a) The advance guard will clear D at 5-15 A. M., marching
via the E--G--Atchison Pike--1--74--78--80--Q--R--Easton road.
Patrols will be sent via Lowemont to reconnoiter the crossings of
the Big Stranger near Millwood and via Mount Olivet to reconnoiter
those near 114.
(b) The main body will follow at a distance of about 700 yards.
(4) The baggage train (less that of the 3d Inf.), escorted by
one squad, 2d Inf., will start from D at 6-15 A. M. and follow to
P where it will await further orders.
(5) Reports will reach the brigade commander at the head of
the main body.
By command of Brig.-Gen. X:
Y,
Adjt. Gen."
Copies by Adjutant to Col. B. 1st Inf.
Col. C. 2d Inf.
Col. D. 3d Inf.
Maj. A. 1st Inf.
Capt. E. Tr. A 7th Cav.
Capt. F. Hospital Corps.
GENERAL IDEAS AND RULES FOR SOLVING MILITARY PROBLEMS
The cave man knocked over his foe with a rude club. The operation is
greatly refined to-day. The technique of war changes with the ages, but
human nature remains the same. Whether with grenade or gas, from
submarine or aeroplane, a man after all possible woe and suffering is no
more than killed. Human nature will submit to losses in battle up to a
certain point, after that the frailties are asserted. The instinct of
self-preservation dominates. Organization and discipline and reason are
dissipated. A condition ensues similar to that which we have in theaters
during fires.
Napoleon's success as a military leader was due to his knowledge of men
and how to handle them, common sense, and in a lesser degree to what he
learned from books. Upon such a basis the young managers of industrial
concerns would be most valuable material from which to select and train
successful military leaders. They know men, and it is necessary to
possess a world of common sense to acquire any such knowledge. Many of
those elements that make success in a military man are exactly the same
as those that make a man successful anywhere. A president of a
university, a lawyer or banker or merchant or engineer, has exactly the
same kind of daily problems to solve, and requires much the same talents
as those possessed by a military leader.
Since success in battle is the thing at which we are driving in all
military training, it is common sense to prepare a machine that will do
the business. Every officer and noncommissioned officer has got to know
how to play the game. A good private makes a good corporal, a good
corporal makes a good sergeant, a good sergeant makes a good
lieutenant--a good colonel makes a good brigadier general--all exactly
as in civil life.
Prussia has had her greatest military success when she devoted her
energies to manoeuvers and to the solution of tactical problems. Her
defeats and humiliations have come when she has neglected this work. And
there's nothing mysterious about the way Prussia or Napoleon or anybody
else has solved their military problems. No occult forces are involved,
any more than there is in building a canal or hunting tigers. The real
general is, in a sense, a postgraduate hunter, or an advanced,
all-American quarterback.
One phase of the military work is significant and should cause
reflection. The punishment for errors in war is very severe. A leader
who makes mistakes may not only pay for them with his own blood but
others too may suffer with him. In war we must obey our leaders whether
they are right or wrong. How great, do you suppose, are those hordes
that have been sacrificed on history's battlefields to the goddess of
ignorance?
Napoleon says in one of his maxims, "Read and reread the campaigns of
Alexander, Caesar, Gustavus Adolphus, Turrenne, Eugene, and Frederick;
take them for your model; that is the only way of becoming a great
captain, to obtain the secrets of the art of war." To read more
intelligently such history we should know something about solving
problems in minor tactics. We must know how to solve such problems if we
are to master our duties as officers.
Whether, as general or corporal, you are solving a problem on a map or
on the ground, your methods will be, in principle, the same. In the
former case your soldiers understand thoroughly all orders and do
exactly as directed. In the latter case your soldiers are human. They
get tired and sick. They go in the wrong directions and get lost
sometimes. One forgets, another is late, and the third misinterprets an
order, etc.
Here is the common-sense way in which an all-American quarterback
performs his duties. He studies carefully the opposing team (enemy) by
reports beforehand and on the field of the contest, to determine his
weak and strong points. The latter he wishes to avoid in directing his
attack. He considers his position on the field, the wind and weather, if
raining, etc., and then his different plays to hit the weaker parts of
the opposing line with the advantages and disadvantages of each. To his
well-trained mind all this is done in a flash, but the logic and causes
and effects of action are none the less present. This quarterback has
analyzed the conditions of his problems, he has figured out what he is
up against; that is to say, he has estimated the situation.
He is now ready for a decision. He determines where he is going to
strike and with what kind of a play he will do it.
He gives a signal, 44--11--17--5. That is to say, he issues his orders.
That is exactly the way a military man, whether he be a corporal or a
general, goes about handling a problem, whether on paper or on the
ground. When he goes into battle he finds the only difference is that
the problem is complicated by bullets and excitement.
Don't think that you are going to learn to solve problems from books
alone, any more than you can learn to play tennis or build bridges on
paper. You have got to get out into the country and work with actual
troops. But first study map problems. Come to a decision slowly until
you have had considerable practice, then write out your order with no
guides or references. Then check yourself up. Common sense and simple
plans are the safest guides.
To frame a suitable field order you must make an estimate of the
situation, culminating in a decision upon a definite plan of action. You
must then actually draft or word the orders which will carry your
decision into effect.
THE LOGICAL WAY TO ESTIMATE THE SITUATION
1st. Consider exactly what you are to do, i.e., your mission as set
forth in the orders or instructions under which you are acting or as
deduced by you from your knowledge of the situation.
2d. Consider all available information of the enemy. What is his
strength? How is he situated? What is he going to do? etc.
3d. Consider all conditions affecting your own troops. What advantages
in numbers and position have you over the enemy? What is their morale?
etc.
4th. Consider the terrain in so far as it affects the situation.
5th. Consider the various plans of action open to you and decide upon
the one that will best enable you to accomplish your mission (carry out
your task); that is to say, come to a decision.
It is now necessary to express that decision in the form of an order as
the quarterback did in giving the signal, 44--11--17--5.
To enable the will of the commander to be quickly understood, and to
secure prompt cooeperation among his subordinates, field orders are
required to follow a general form.
Under the stress and strain of an engagement there are many causes of
excitement. Unless we have trained ourselves to act along certain lines
in issuing orders, we may forget some important considerations. We have
known people of superb intelligence to do poorly before a large audience
simply from lack of training and experience.
CORRECT PROCEDURE IN GIVING THE MAIN PART OF A FIELD ORDER
1st. Give the information of the enemy and of our own supporting
troops (i.e., those who may come to our assistance in case of need) to
your subordinates that will give them a clear understanding of the
problem and enable them intelligently to cooperate with you.
2d. Now state what you are going to do. That is to say, give your
plan.
3d. Next, how you are going to put that plan into effect. That is, the
assignment of duties to each subordinate.
4th. Give instructions for the ammunition trains, stations for the
slightly wounded, etc.
5th. State where you can be found or where messages may be sent.
SOME GENERAL HINTS
Clear and decisive orders are the logical result of definite and sure
decisions. To guage[B] a man's caliber read his orders.
You must not be hazy and indefinite in your order. You must be clear and
definite. Be careful about your phrasing and expressions. An order
should be like a cablegram: convey every idea but contain no unnecessary
words.
Don't break up the squads or platoons or the companies. Keep the
tactical units together as much as possible.
It is marvelous how many mistakes can occur on the battlefield. Attempt
a complicated plan and its failure is reasonably assured. Have your plan
simple. The enveloping attack is the best. That is to say, have your
line longer than the enemy's so that you can attack one of his flanks.
He knows this quite as well as you and he will endeavor to perform the
same operation upon you. The leader, all else being equal, who has the
wit to out-manoeuver the other will win the engagement.
As a rule, an affirmative form of expression is used. Such an order as:
"The supply train will not accompany the division," is defective,
because the gist of the order depends upon the single word "not."
Write your order so it can be read. Don't go about it as though you were
a doctor writing a prescription. Things will go wrong if you do. You
will find some of your troops moving in the wrong direction when you
need them badly.
Be brief. Short sentences are good. They are clear. Conjectures,
expectations, and reasons for measures adopted are weak. They do not
inspire confidence. They should be avoided.
Accept the entire responsibility of your command. If things go wrong,
it's your fault. Correct them. A large number of military men make it
their particular business to find faults in others, with scarcely a
thought for their own. Don't join this club. Reverse the matter.
Avoid such expressions as "attempt to capture," "try to hold," "as far
as possible," "as well as you can," etc. Tell a man what he is to do.
Don't divide any responsibility with any one.
Officers and men of all ranks and grades are given a certain
independence in the execution of the tasks to which they are assigned
and are expected to show initiative in meeting the different situations
as they arise. Every individual, from the highest commander to the
lowest private, must always remember that inaction and neglect of
opportunities will warrant severe censure. Do something that will help
carry out the plans of your commander. The Japanese regulations caution
their commanders to avoid inaction and hesitation.
If you were hunting tigers and permitted a wounded one to move to your
rear and spring upon you, unaware of its presence, you would probably
pay a heavy price for not being on the alert. For a military leader to
be caught unawares is unpardonable.
Napoleon said in another of his maxims: "if the enemy's army were to
appear on my front, or on my right or left, what would I do?" If the
question is difficult for the commander to answer, his troops are not
only poorly placed but are poorly led.
Don't let your force be divided up into detachments and roam all over
the country. This is a very common error with beginners. Avoid
dispersion. Keep your troops together.
You cannot fire on the battlefield with the same accuracy as you do on
the target range. Fear dilates the pupil of the eye. Men cannot shoot
well when they are under great excitement. Don't count on killing too
many of the enemy with a carload of ammunition.
Never forget that Fire Superiority is the thing that wins battles. If
you let the other fellow get it and keep it, he's going to win, not you.
Don't trespass upon the province of a subordinate. He will handle his
job if you will handle yours.
Remember that your flanks are just as vulnerable as the enemy's. He has
his eyes on your flanks just as much as you are observing and
considering his own.
Keep cool about starting the action. Don't put all your men in before
you understand thoroughly the condition confronting you. Hold a large
part of your force out as supports and reserves until you know
definitely the enemy's position.
Don't get killed unless necessary; your usefulness to the State comes to
an end when that occurs. Take advantage of cover, hug the ground. Learn
what is good and what is poor cover.
It is a common fault to forget about the service of information once the
action has begun. Keep up your patrolling. Keep yourself posted on what
the enemy is about. Otherwise he may have some unpleasant surprise for
you.
Be particularly careful about details of time and place. Regulate your
watch by the time kept at headquarters.
When you've got the enemy on the run don't let up for an instant. Pursue
him without mercy. Turn his retreat into a rout. Capture or destroy his
forces.
Scarcely any of these things we are telling you are new. They are as old
as war itself. The boxer of a thousand years from now may know a little
more about the technique of the game, but the essentials will not
change. To wear the champion's belt, he will have to suffer some lusty
blows and be able himself to deliver some more powerful. There will be
no easy road to the title. So it is with all wars.
SUMMARY
We recommend that each officer become familiar with the following
summary:
"1. Avoid combats that offer no chance of victory or other valuable
results.
"2. Make every effort for the success of the general plan and avoid
spectacular plays that have no bearing on the general result.
"3. Have a definite plan and carry it out vigorously. Do not
vacillate.
"4. Do not attempt complicated manoeuvers.
"5. Keep the command in hand; avoid undue extension and dispersion.
"6. Study the ground and direct the advance in such a way as to
take advantage of all available cover and thereby diminish losses.
"7. Never deploy until the purpose and the proper direction are
known.
"8. Deploy enough men for the immediate task in hand; hold out the
rest and avoid undue haste in committing them to the action.
"9. Flanks must be protected either by reserves, fortifications, or
the terrain.
"10. In a decisive action, gain and keep fire superiority.
"11. Keep up reconnaissance.
"12. Use the reserve, but not until needed or a very favorable
opportunity for its use presents itself. Keep some reserve as long
as practicable.
"13. Do not hesitate to sacrifice the command if the result is
worth the cost.
"14. Spare the command all unnecessary hardship and exertion."
--Infantry Drill Regulations.
MISCELLANEOUS INFORMATION
For convenience, military information is considered under two heads,
namely (1) that collected in time of peace by the body of army experts
in Washington called the General Staff; and (2) that obtained by troops
in the field after war has begun. The former relates to general
conditions such as the geography, resources, and military strength of
the various nations, information necessary to enable the General Staff
to act intelligently in the event of war. The latter relates to more
local and detailed conditions out on the firing line.
For a general to act intelligently he must possess information of the
position, strength, dispositions, intentions, etc., of his opponent.
This may be obtained from a number of sources--adjoining troops,
inhabitants, newspapers, letters, telegraph files, prisoners, deserters,
spies, maps, but mostly from information-gathering groups, called
reconnoitering patrols. When the available maps do not show all the
military features of the country, officers and soldiers must go on ahead
and make maps that do.
INTELLIGENCE SECTION GENERAL STAFF
There is a special committee of the Great General Staff called the
Intelligence Section, whose business it is to weigh and classify all
information sent to it. Members of this committee are placed on duty
with large organizations (for instance, a division, a field army, etc.).
ASSUMPTION OF THE ENEMY
When reliable information of the enemy cannot be obtained, it must be
assumed that he has sense and will act with excellent judgment.
FALSE INFORMATION
Unless instructions have been given to spread false information, all
persons connected with the military service are forbidden to discuss the
military situation, plans, movements, etc., with, or in the presence of,
civilians of any age, sex or nationality.
FIRE
There are three kinds of fire:
(1) Volley Fire. Every one fires at the command FIRE. It is used at
funerals and occasionally in the first part of an action when the enemy
presents a large, compact target.
(2) Fire At Will. In this each soldier fires, loads, and fires again
independently of the others. He fires fast or slow as the occasion
demands.
(3) Clip Fire. The soldier stops firing when he has finished his clip
of five cartridges. This assists in preventing an undue expenditure of
ammunition and in abating excitement.
THE DIFFERENCE BETWEEN INDEPENDENT AND DIVISIONAL CAVALRY
The main difficulty in seeing the distinction between Independent and
Divisional Cavalry consists in our forgetting that we have different
kinds of organizations in the army as well as we have anywhere else. Let
us clearly understand this:
(1) An Infantry Division is composed of nine regiments of infantry, two
of artillery, and one of cavalry.
(2) A Cavalry Division is composed of nine regiments of cavalry, one
regiment of horse artillery, and no infantry.
The cavalry attached to an Infantry Division is, in general, called
Divisional Cavalry. It operates at but comparatively short distances
from its division, its duties being of a somewhat local nature.
The Independent Cavalry, because it can move so rapidly, is sent far in
advance (thirty, forty, or even fifty or more miles) of the main army to
obtain general information, such as the approximate strength and
location of the enemy's forces. The Division Commander, since he is so
far away from the Commanding General of the army in rear, and since he
has broad general duties to perform, must of necessity have broad powers
and, in general, be permitted to act as the occasion demands. He is,
therefore, said to act independently, and his cavalry is called
Independent Cavalry.
THE DIFFERENCE BETWEEN STRATEGY AND TACTICS
Strategy is generalship in its broadest conception. A strategist
conceives and projects campaigns. He determines where armies and navies
are to be sent. He is not concerned with the handling or manoeuvers of
armies and fleets. He turns over those details to tacticians. He is the
master mind, far removed, generally, from the battle line, who picks up
an army or fleet here, and puts it there.
Tactics is the act and science of disposing (arranging) armies and
fleets in order for battle. A tactical commander (tactician) solves
local details.
Strategy pertains to conception, to policy; tactics, to technique.
The great General Staff in Washington inaugurates the problems to be
solved (strategy), and details commanders (tacticians) to solve them.
EMPLOYMENT OF AIR CRAFT ON AND NEAR THE FIRING LINE IN THE THEATER OF
OPERATION
Airplanes will move far out, perhaps hundreds of miles, in front of our
most advanced cavalry for the purpose of gathering general information
of large bodies of the enemy's forces. This is called Strategical
Reconnaissance. Other airplanes do more local scouting. They go but
comparatively short distances from the firing line for the purpose of
determining the location of trenches, supports, reserves, artillery
positions, etc. This is called tactical reconnaissance. They give their
artillery commanders information as to where their projectiles are
falling.
During siege operations (as in Europe, where some trenches have remained
in about the same place for long periods) photographers go up in
airplanes each morning and photograph the enemy's trench lines. Blue
prints are made of these lines. By comparing these with the lines of the
previous day it is easy to determine the changes that have been made
during the night.
Other airplanes are detailed for the purpose of combat. They prevent
opposing airplanes from gathering information.
THE BIG IDEAS OF MARCHES
For marches to be entirely successful three conditions must be
fulfilled: (1) the troops must get there; (2) they must get there on
time; (3) and they must get there in good condition.
Now suppose that you were ordered to conduct the march of a company of
green men for a distance of 200 miles, just how would you solve the
problem?
Before starting, very careful preparations should be made. Your men
should be in good physical condition; they must be given so much work
that they are athletes.
Keep these points in mind:
1. Always have, when possible, the comfort of your men in mind. Their
work in carrying a load of nearly forty pounds and marching around
fifteen miles a day will be hard enough. Don't give them any extra
hardships.
2. Make the conditions of the march pleasant. Encourage the men to laugh
and sing.
3. Use wagons, automobiles, etc., to carry heavy loads (burdens)
whenever possible.
4. It is a custom of the service to help a man who may not be strong
physically but who is straining every nerve to get there. Be the first
to volunteer to carry for him his rifle or part of his burden.
5. Look out especially for the feet of your men and the hoofs of your
animals.
6. On long marches one day in seven should be a day of rest and
recreation.
7. Never take an extremely hard and long (forced) march unless
imperative.
8. As a rule troops pay no compliments on the march. They have enough to
do without that.
9. Let the object to be accomplished determine the general conduct of
the march (the time of starting, the rate, length of march, halts, etc.)
SHELTER
When troops are sheltered under canvas (in tents), they are in camp.
When they are resting on the ground without tents (for instance, on the
firing line the night before or during a battle), they are in what is
called bivouac. When they occupy buildings in towns or villages, or huts
especially erected, they are in cantonment. When they are assigned to
public (such as post-offices, town halls, court houses, hotels, etc.) or
private buildings they are said to be billeted.
SELECTION OF A CAMPING GROUND
Suppose that you were sent on ahead of troops on the march to select a
camp ground for them, what big ideas should you bear in mind.
1. The ground should be large enough for the troops without crowding. In
case of rain it should be easily drained. And there should be no
stagnant water near (say, within 300 yards).
2. There should be plenty of pure water.
3. There should be good roads around.
4. Wood, grass, forage, and supplies for the men and animals must be at
hand or obtainable. Closely cropped turf with sandy or gravelly subsoil
is best.
Let us not forget that good old-fashioned guide, common sense. Men are
as human in camp as elsewhere. In hot weather shade trees are desirable.
In cold weather ground sloping to the south, with woods to break the
winds is fine.
Avoid old camp grounds, marshy ground, and places where mosquitoes are
plentiful.
ADVICE TO OFFICERS
A company of infantry is composed of three officers and one hundred and
fifty non-commissioned officers and privates. What a shame to have a
private the mental and moral superior of those above him!
The average American makes a first-rate soldier. He wants his officers
to be efficient and high-toned leaders. It thrills him to have their
actions pitched in a high key. He wants to be well instructed. He wants
to be led with tact and diplomacy. He wants them to be neat, to dress
immaculately, and to be military in bearing. He wants to feel that
there is no favoritism; that justice prevails.
Be stern in discipline. Exact nothing less than the best in a man.
Tolerate no slovenliness. Deal laziness a sharp rebuke. The great
majority of your men are doing their level best. Let them know that this
is what you expect, but at the same time you appreciate them for it.
When a thing is wrong, say so. Explain the correct method. Do so calmly
and efficiently. You have made worse mistakes yourself. Your men did not
want to make the mistake. They did so from ignorance. It is possible
that you have not made the matter clear to them, or the fault is yours
not theirs.
Don't be too intimate with your men. Experience has proven that you
cannot fraternize with an enlisted man one minute and then punish him
for misconduct the next.
When you discipline a man, first make him see his error from your point
of view, and then, reprimand him or decide on his punishment in an
absolutely impersonal manner.
Grow impatient, become excited, and irritable, rebuke too severely an
uninstructed man who has made a small, unintentional mistake, use any
words unworthy of your position--and you demonstrate clearly to your men
your unworthiness to hold your office.
When there is peace and harmony and efficiency in your organization, you
are responsible for it. When there are grumblings, lack of enthusiasm
and esprit-de-corps, be honest and sensible and see if you are also
not responsible for it. No matter how badly things are going at drill,
never lose your temper with the company.
When things are going well, let your men feel that you are proud of
them. A company should be like a good football team: every man in it
right behind the captain.
A FINAL WORD
Now it is proper to consider your relation to your immediate superiors.
You have no business commanding unless you have first learned how to
obey. The finer the training and caliber of an officer, the more
sensitive is he to the wishes of his commanding officer, however,
informally they may be expressed.
The ideal officer is a Christian gentleman who has no task too small to
faithfully perform, whose country's welfare is above his own, ready for
any sacrifice great or small; whose thoughtfulness and efficiency last
twenty-four hours a day, whose relations with his superiors are based on
modesty, cheerfulness, and loyalty.
A message from the Father and Mother whose son is to serve under you:
"I want my boy to do his bit. I want him to willingly submit to all
sacrifices. I don't limit them. I expect him to become efficient. I
expect him to obey orders. That means all orders. Wrong orders as well
as right orders.
But I want him to have a fighting chance. I don't want him to serve
under an inefficient officer who is playing to the galleries; who is in
the habit of doing things wrong instead of right. If the worst should
come, I want my boy to perish for a good cause. I don't want there to be
any blunders about it.
In willingly placing my boy under your orders, I charge you with a
sacred task. I charge you to lead him efficiently."
SUPPLEMENT
ADVANCE WORK
SUPPLEMENT
CHAPTER I
THE THEORY OF SECURITY
(Copied from the Field Service Regulations)
GENERAL PRINCIPLES
Security embraces all those measures taken by a command to protect
itself from observation, annoyance, or surprise by the enemy.
Ordinarily this security is provided in part by cavalry. But as a
command is not always preceded by cavalry, and as this cavalry can not
always prevent sudden incursions of the enemy or discover his patrols,
additional security becomes necessary. This is obtained by covering the
immediate front of the command with detachments.
On the march these detachments are called advance, flank, or rear
guards; in camp or bivouac they are called outposts.
The object of the former is to facilitate the movement of the main body
and to protect it from surprise and observation; the object of the
latter is to secure the camp or bivouac against surprise and to prevent
an attack upon it before the troops can prepare to resist.
On the march these detachments facilitate the advance of the main body
by promptly driving off small bodies of the enemy who seek to harass or
delay it; by removing obstacles from the line of advance; by repairing
roads, bridges, etc., thus enabling the main body to advance
uninterruptedly in convenient marching formations.
They protect the main body by preventing the enemy from firing into it
when in close formation; by holding the enemy and enabling the main body
to deploy before coming under effective fire; by preventing its size and
condition being observed by the enemy; and, in retreat, by gaining time
for it to make its escape or to reorganize its forces.
As the principal duty of these bodies is the same, viz., that of
protecting the main body, there is a general similarity in the
formations assumed by them. There is (1) the cavalry covering the front;
next, (2) a group, or line of groups, in observation; then (3) the
support, or line of supports, whose duty is to furnish the observation
groups, and check the enemy pending the arrival of reinforcements; still
farther in rear is (4) the reserve.
An advance or flank guard commander marches well to the front, and, from
time to time, orders such additional reconnaissance or makes such
changes in his dispositions as the circumstances of the case demand.
In large commands troops from all arms are generally detailed, the
proportion from each being determined by the tactical situation; but
commanders detail no more troops than the situation actually requires,
as an excessive amount of such duty rapidly impairs the efficiency of a
command. As a general rule troops detailed on the service of security
vary in strength from one twentieth to one third of the entire command,
but seldom exceed the latter. When practicable, the integrity of
tactical units is preserved.
In mixed commands infantry usually forms the greater part of the troops
detailed to the service of security. Cavalry is assigned to that duty
whenever advantage can be taken of its superior mobility. The kind and
amount of artillery are determined by circumstances.
The field trains of troops on this duty generally remain with the field
train of the command, but if conditions permit they may join their
organizations.
Troops on the service of security pay no compliments; individuals salute
when they address, or are addressed by, a superior officer.
ADVANCE GUARDS
An advance guard is a detachment of the main body which precedes and
covers it on the march.
Its duties are:
(1) To guard against surprise and furnish information by reconnoitering
to the front and flanks.
(2) To push back small parties of the enemy and prevent their observing,
firing upon, or delaying the main body.
(3) To check the enemy's advance in force long enough to permit the main
body to prepare for action.
(4) When the enemy is encountered on the defensive, to seize a good
position and locate his lines, care being taken not to bring on a
general engagement unless the advance-guard commander is empowered to do
so.
(5) To remove obstacles, repair the road, and favor in every way
possible the steady march of the column.
STRENGTH AND COMPOSITION
Subject to variation according to the situation, one twentieth to one
third of a command may be assumed as a suitable strength for the advance
guard. The larger the force, the larger in proportion is the advance
guard, for a large command takes relatively longer to prepare for action
than a small one. In large commands it is usually composed of all arms,
the proportions depending on the nature of the work, character of the
country, etc.
DISTANCE FROM THE MAIN BODY
While the distance between these two bodies should be great enough to
prevent needless interruptions in the march of the main body, and to
give the latter time to deploy should the enemy be encountered, it
should never be so great that timely support of the advance guard
becomes impracticable.
[Illustration: PLATE SHOWING the IDEAS INVOLVED IN an ADVANCE GUARD
As you go from the point to the main body note that the distances are
greater as the groups become larger. Larger groups require more time and
space, when getting ready for action, than small groups. A very
important thing to remember in connection with this plate is that you
have only such groups in an advance guard as are necessary to insure
protection for the main body.]
DISTRIBUTION OF TROOPS
An advance-guard order generally describes the following distribution of
troops:
Advance cavalry.
Support.
Reserve.
The manner in which the advance-guard cavalry is employed depends upon
the situation. Its proper place is in the direction of the enemy, and
generally all or the greater part is used as advance cavalry. If weak in
numbers, it may be assigned to the support.
ADVANCE CAVALRY
The advance cavalry is that part of the advance-guard cavalry preceding
the support. It reconnoiters far enough to the front and flanks to guard
the column against surprise by artillery fire, and to enable timely
information to be sent to the advance-guard commander.
SUPPORT
Following the advance cavalry is the support, varying in strength from
one fourth to one half of the advance guard. In mixed commands it
consists of infantry, to which engineers may be attached. If there is no
advance cavalry, some cavalry should be attached to the support for
reconnoitering duty.
As the support moves out it sends forward an advance party several
hundred yards, the distance varying with the terrain and the size of the
command.
The advance party supplements the work of the advance cavalry,
reconnoitering to the front and flanks to guard the support against
surprise by effective rifle fire. The patrol preceding the advance party
on the line of march is called the point, and is commanded by an officer
or an experienced noncommissioned officer.
With the advance cavalry in front but little reconnoitering by infantry
is necessary, and the advance party is relatively small--one eighth to
one third of the support. If there is no advance cavalry, the advance
party is made stronger (about one half of the support) and the flanks
are guarded, if necessary, by additional patrols sent out from the
support and even from the reserve.
The support commander ordinarily marches with the advance party, but
goes wherever needed. He sees that the proper road is followed; that
guides are left in towns and at crossroads; that necessary repairs are
made to roads, bridges, etc., and that information of the enemy or
affecting the march is promptly transmitted to the advance-guard
commander. He endeavors promptly to verify information of the enemy.
RESERVE
The reserve follows the support at several hundred yards' distance. It
consists of the remainder of the infantry and engineers, the artillery,
and the ambulance company. The artillery usually marches near the head
of the reserve, the engineers (with bridge train, if any) and special
troops at the rear.
RECONNAISSANCE
In conducting the reconnaissance the patrols are, as a rule, small--from
two to six men. If additional protection is necessary, a flank guard
covers the threatened flank. The flanking patrols, whether of the
advance cavalry or advance party, are sent out to examine the country
wherever the enemy might be concealed. If the nature of the terrain
permits, these patrols march across country or along roads and trails
paralleling the march of the column. For cavalry patrols this is often
possible; but with infantry patrols and even with those that are
mounted, reconnaissance is generally best done by sending the patrols to
high places along the line of march to overlook the country and examine
the danger points. These patrols report or signal the results of their
observations and, unless they have other instructions, join their units
by the most practicable routes, other patrols being sent out as the
march proceeds and as the nature of the country required.
Deserters, suspicious characters, and bearers of flags of truce, the
latter blindfolded, are taken to the advance-guard commander.
Civilians are not permitted to precede the advance guard.
Communication between the fractions of an advance guard and between the
advance guard and main body is maintained by wire, messenger service, or
signals.
ADVANCE GUARD OF A SMALL COMMAND
In forming the advance guard of a command smaller than a brigade, the
foregoing distribution is modified, depending upon the situation. A
company or troop usually sends forward only a point, a battalion or
squadron, an advance party; but a battalion or squadron at war strength
should put a company or troop in the advance guard and a regiment should
put a battalion or squadron, if an enemy is liable to be met. Whenever
the advance guard is less than a battalion, there is no reserve.
REAR GUARDS
The rear guard is charged with the important duty of covering the
retreat.
When a commander decides to retreat, he issues the necessary order.
During a retreat the outpost for the night usually forms the rear guard
of the following day.
STRENGTH AND COMPOSITION
The strength of a rear guard depends upon the nature of the country and
the strength and character of the pursuing force. It can not, like the
advance guard, count on the support of the main body.
Machine guns are especially useful in the passage of defiles and in
covering the crossings of rivers.
Engineers and ambulance companies are usually assigned to rear guards.
The troops of a rear guard are selected from those that have had
previous local successes, or have suffered little loss and are
comparatively fresh.
DISTRIBUTION OF TROOPS
The proximity and conduct of the enemy control, to a large extent, the
formation of a rear guard. When it is not necessary to withdraw in
deployed lines, the greater part of the rear guard marches on the road
in column of route, taking up a formation resembling that of an advanced
guard faced to the rear. The distribution of troops is therefore similar
to that of an advance guard, namely:
Reserve.
Support.
Rear cavalry.
The rear cavalry is that portion of the rear-guard cavalry following the
support. The support, as in an advance guard, is divided into two parts;
that part nearest the enemy is called the rear party and marches with a
rear point.
DISTANCES
The distance of the rear guard from the main body and between the
fractions of the rear guard are about the same as in the case of an
advance guard. If marching at night, the rear guard draws nearer the
main body.
REAR GUARD OF AN ADVANCING FORCE
If there is a possibility that the rear of the column may be attacked, a
rear guard of suitable strength and composition is provided, its conduct
is practically the same as that of the rear guard of a retreating force.
It generally marches in rear of the trains, those organizations
following the combatant troops without distance.
OUTPOSTS
The size and disposition of the outpost will depend upon many
circumstances, such as the size of the whole command, the proximity of
the enemy and the situation with respect to him, the nature of the
terrain, etc.
A suitable strength may vary from a very small fraction to one third of
the whole force. For a single company in bivouac a few sentinels and
patrols will suffice; for a large command a more elaborate outpost
system must be provided. It should be no stronger than is consistent
with reasonable security.
The most economical protection is furnished by keeping close contact
with the enemy by means of outpost patrols, in conjunction with
resisting detachments on the avenues of approach.
The outpost should be composed of complete organizations.
The positions held by the subdivisions of the outpost should generally
be prepared for defense, but conditions may render this unnecessary.
Troops on outpost keep concealed as much as is consistent with the
proper performance of their duties; especially do they avoid appearing
on the sky line.
COMPOSITION
A mixed outpost is composed principally of infantry. The infantry is
charged with the duty of local observation, especially at night and with
resisting the enemy long enough for the main body to prepare for action.
The cavalry is charged with the duty of reconnaissance, and is very
useful in open country during the day. If the infantry has been severely
taxed by marching or fighting, a large part of the outpost may be
temporarily formed of cavalry.
Artillery is useful to outposts when its fire can sweep defiles or large
open spaces and when it commands positions that might be occupied by
hostile artillery. The guns are carefully concealed or protected and are
usually withdrawn at night.
Machine guns are useful to command approaches and check sudden advances
of the enemy.
The field trains of troops on outpost duty generally join their
organizations; if an engagement is probable, they may be held in rear.
DISTRIBUTION OF OUTPOST TROOPS
The outpost will generally be divided into four parts. These, in order
from the main body, are the reserve, the line of supports, the line of
outguards, and the advance cavalry.
[Illustration: PLATE SHOWING THE IDEAS INVOLVED IN AN OUTPOST]
The distance separating these parts, and their distance from the main
body, will depend upon the object sought, the nature of the terrain, and
the size of the command. There can be no uniformity in the distance
between supports and reserve, nor between outguards and supports, even
in the same outpost. The avenues of approach and the important features
of the terrain will largely control their exact positions.
The outpost of a small force should ordinarily hold the enemy beyond
effective rifle range of the main body until the latter can deploy. For
the same purpose the outpost of a large force should hold the enemy
beyond the artillery range.
The reserve constitutes the main body of the outpost and is held at some
central point from which it can readily support the troops in front or
hold a rallying position on which they may retire. The reserve may be
omitted when the outpost consists of less than two companies.
The reserve may comprise one-fourth to two-thirds of the strength of the
outpost.
The supports constitute a line of resisting and supporting detachments,
varying in size from a half company to a battalion. They furnish the
line of outguards.
The supports are numbered consecutively from right to left. They are
placed at the more important points on the outpost line, usually in the
line on which resistance is to be made in case of attack.
As a general rule, roads exercise the greatest influence on the location
of supports, and a support will generally be placed on or near a road.
The section which it is to cover should be clearly defined by means of
tangible lines on the ground and should be such that the support is
centrally located therein.
The outguards constitute the line of small detachments farthest to the
front and nearest to the enemy. For convenience they are classified as
pickets, sentry squads, and cossack posts. They are numbered
consecutively from right to left in each support.
A picket is a group consisting of two or more squads, ordinarily not
exceeding half a company, posted in the line of outguards to cover a
given sector. It furnishes patrols and one or more sentinels, double
sentinels, sentry squads, or cossack posts for observation.
Pickets are placed at the more important points in the line of
outguards, such as road forks. The strength of each depends upon the
number of small groups required to observe properly its sector.
A sentry squad is a squad posted in observation at an indicated point.
It posts a double sentinel in observation, the remaining men resting
near by and furnishing the reliefs of sentinels. In some cases it may be
required to furnish a patrol.
A cossack post consists of four men. It is an observation group similar
to a sentry squad, but employs a single sentinel.
At night it will sometimes be advisable to place some of the outguards
or their sentinels in a position different from that which they occupy
in the day time. In such case the ground should be carefully studied
before dark and the change made at dusk. However, a change in the
position of the outguard will be exceptional.
Sentinels are generally used singly in daytime, but at night double
sentinels will be required in most cases. Sentinels furnished by
cossack posts or sentry squads are kept near their group. Those
furnished by pickets may be as far as 100 yards away.
Every sentinel should be able to communicate readily with the body to
which he belongs.
Sentinel posts are numbered consecutively from right to left in each
outguard. Sentry squads and cossack posts furnished by pickets are
counted as sentinel posts.
By day, cavalry reconnoiters in advance of the line of observation. At
night, however, that the horses may have needed rest and because the
work can be done better by infantry, the greater part of the cavalry is
usually withdrawn in rear of the supports, generally joining the
reserve, small detachments being assigned to the supports for patrolling
at a distance.
With efficient cavalry in front, the work of the infantry on the line of
observation is reduced to a minimum.
General instructions for the advance cavalry are given by the outpost
commander, but details are left to the subordinate.
Instead of using outguards along the entire front of observation, part
of this front may be covered by patrols only. These should be used to
cover such sections of the front as can be crossed by the enemy only
with difficulty and over which he is not likely to attempt a crossing
after dark.
In daylight much of the local patrolling may be dispensed with if the
country can be seen from the posts of the sentinels. However, patrols
should frequently be pushed well to the front unless the ground in that
direction is exceptionally open.
Patrols or sentinels must be the first troops which the enemy meets, and
each body in rear must have time to prepare for the blow. These bodies
cause as much delay as possible without sacrificing themselves, and
gradually retire to the line where the outpost is to make its
resistance.
Patrols must be used to keep up connection between the parts of the
outpost except when, during daylight, certain fractions or groups are
mutually visible. After dark this connection must be maintained
throughout the outpost except where the larger subdivisions are provided
with wire communication.
In addition to ordinary outguards, the outpost commander may detail from
the reserve one or more detached posts to cover roads or areas not in
the general line assigned to the supports.
In like manner the commander of the whole force may order detached posts
to be sent from the main body to cover important roads or localities not
included in the outpost line.
The number and strength of detached posts are reduced to the absolute
needs of the situation.
ESTABLISHING THE OUTPOST
The outpost is posted as quickly as possible, so that the troops can the
sooner obtain rest. Until the leading outpost troops are able to assume
their duties, temporary protection, known as the march outpost, is
furnished by the nearest available troops.
The halt order of the commander, besides giving the necessary
information and assigning camp sites to the parts of the command,
details the troops to constitute the outpost, assigns a commander
therefor, designates the general line to be occupied, and, when
practicable, points out the position to be held in case of attack.
The outpost commander, upon receipt of this order, should issue the
outpost order with the least practicable delay. In large commands it may
often be necessary to give the order from the map, but usually the
outpost commander will have to make some preliminary reconnaissance,
unless he has an accurate and detailed map.
The order gives such available information of the situation as is
necessary to the complete and proper guidance of subordinates;
designates the troops to constitute the supports; assigns their location
and the sector each is to cover; provides for the necessary detached
posts; indicates any special reconnaissance that is to be made; orders
the location and disposition of the reserve; disposes of the train if
same is ordered to join the outpost; and informs subordinates where
information will be sent.
After issuing the initial orders, the outpost commander inspects the
outpost, orders the necessary changes or additions, and sends his
superior a report of his dispositions.
The reserve is marched to its post by its commander, who then sends out
such detachments as have been ordered and places the rest in camp or
bivouac, over which at least one sentinel should be posted. Connection
must be maintained with the main body, the supports, and nearby detached
posts.
The supports march to their posts, using the necessary covering
detachments when in advance of the march outpost. A support commander's
order should fully explain the situation to subordinates, or to the
entire command, if it be small. It should detail the troops for the
different outguards and, when necessary, define the sector each is to
cover. It should provide the necessary sentinels at the post of support,
the patrols to be sent therefrom, and should arrange for the necessary
intrenching. Connection should be maintained with the adjoining supports
and with the outguards furnished by the supports.
In posting his command the support commander must seek to cover his
sector in such manner that the enemy cannot reach, in dangerous numbers
and unobserved, the position of the support or pass by it within the
sector intrusted to the support. On the other hand, he must economize
men on observation and patrol duty, for these duties are unusually
fatiguing. He must practise the greatest economy of men consistent with
the requirements of practical security.
As soon as the posting of the support is completed, its commander
carefully inspects the dispositions and corrects defects, if any, and
reports the disposition of his support, including the patrolling
ordered, to the outpost commander. This report is preferably made by
means of a sketch.
Each outguard is marched by its commander to its assigned station, and
especially in the case of a picket, is covered by the necessary
patrolling to prevent surprise.
Having reached the position, the commander explains the situation to his
men and establishes reliefs for each sentinel, and, if possible, for
each patrol to be furnished. Besides these sentinels and patrols, a
picket must have a sentinel at its post.
The commander then posts the sentinels and points out to them the
principal features, such as towns, roads, and streams and gives their
names. He gives the direction and location of the enemy, if known, and
of adjoining parts of the outpost.
He gives to patrols the same information and the necessary orders as to
their routes and the frequency with which the same shall be covered.
Each patrol should go over its route once before dark.
Every picket should maintain connection by patrols with outguard on its
right and left. Each commander will take precaution to conceal his
outguard and will generally strengthen his position by intrenching.
RELIEVING THE OUTPOST
Evening and shortly before dawn are hours of special danger. The enemy
may attack late in the day in order to establish himself on captured
ground by intrenching during the night; or he may send forward troops
under cover of darkness in order to make a strong attack at early dawn.
Special precaution is therefore taken at those hours by holding the
outpost in readiness, and by sending patrols in advance of the line of
observation. If a new outpost is to be established in the morning, it
should arrive at the outpost position at daybreak, thus doubling the
outpost strength at that hour.
CHAPTER II
ATTACK AND DEFENSE
Combat is divided into two general classes, the offensive (attack) and
the defensive.
THE THEORY OF ATTACK
Decisive results are obtained only by the offensive. Aggressiveness wins
battles. If you want to thrash a man go after him; don't wait for him to
come to you. When attacking use every available man. Have every man in
the proper place at the proper time and in a physical and moral
condition to do his utmost.
ADVANTAGES OF THE ATTACK
(1) You can elect the point of attack while the defender must be
prepared to resist at all points.
(2) The fact that you are advancing in spite of the defender's fire
stimulates you and depresses the enemy.
(3) You leave your dead behind while the defender must fight among his
fallen comrades, which is demoralizing.
(4) You usually are conscious of the fact that you have more men on your
side than the defender. You have more rifles on the line than the
enemy.
(5) Your fire is usually more efficacious than that of your opponent
because it is usually converging while his is diverging.
These advantages alone will not necessarily insure success, but fire
superiority, if gained and maintained, does insure success. By gaining
and maintaining fire superiority you remove all doubt as to the final
outcome of the attack.
DIFFERENT KINDS OF ATTACK
The most usual kinds of attack are:
Frontal Attack. This attack is delivered directly against the front of
the enemy. It offers little opportunity to bring more rifles against the
enemy than he can bring against you. Decisive results can only be
expected when your force is larger than your opponent's or when his is
unduly extended. It is a dangerous and costly method of attacking.
Enveloping Attack. Cover the front of the enemy with sufficient force
to hold his attention and, with the rest of your command, strike a flank
more or less obliquely. Since your line is now longer than his, and you
have more rifles in action your fire is converging while that of your
enemy is diverging. Never attempt the envelopment of both flanks unless
you greatly outnumber your enemy. Cooeperation between the frontal and
enveloping attack is essential to success. The fraction of the command
that envelops the enemy is generally larger than that part in his front.
A wide turning movement is not an enveloping movement. It is dangerous
because your troops are separated and can be defeated in detail. In an
enveloping movement your line will usually be continuous; it simply
overlaps and envelops the enemy. An enveloping attack will nearly always
result locally in a frontal attack, for it will meet the enemy's
reserve. Let us repeat: do not attempt a wide turning movement. Your
forces will be separated, they may not be able to assist each other, and
can be defeated in detail. The tendency of a beginner is to attempt a
wide turning movement. The error of dispersion is then committed.
THE ACTUAL ATTACK
Deployment. To deploy means to extend the front. When does a column
extend its front or prepare to fight? When open terrain, which will
probably expose the troops to hostile artillery fire, is reached. This
place may be two or more miles from the enemy. What is done? Strong
patrols are sent out to clear the foreground of the enemy's patrol. The
plan of the attack is inaugurated. Extra ammunition is issued. Each
organization is assigned its task. The organizations in the firing lines
are assigned objectives and move out, followed by local supports and
reserves. Don't understand that they go "as skirmishers." They usually
march in column of squads. Strong combat patrols are sent out to protect
each flank. This is very important even with small commands.
ADVANCING THE ATTACK
It is now necessary to advance the attack to a point where the rifle is
effective, so the attacking line can gain fire superiority. The attack
which halts to open fire at extreme range (over 1200 yards) is not
likely to ever reach its destination (the enemy). Effort should be made
to arrive within 800 yards of the enemy before opening fire. How can
this be done? How can we pass over a mile or more of ground, swept or
likely to be swept, first by the enemy's artillery fire and finally by
rifle fire? Answer.--By using all the cover the terrain offers (escape
the enemy's view), by using inconspicuous formations, by using such
formations as to minimize the effect of the enemy's fire. Discipline at
this stage of the attack is essential. Each company in the firing line
will probably start its advance upon its objective in column of squads,
but taking advantage of all cover. If thick underbrush is found, squad
columns would probably be used. If the enemy's artillery fire becomes
too effective platoon columns or thin lines are used, dependent upon
terrain, cover and the time element. Every opportunity is taken to
assemble the companies and continue the advance in column of squads when
cover is available. The supports, following the firing line, adopt the
same methods to advance as the firing line. In this stage of the attack
your own artillery will he assisting you by replying to the enemy's
artillery and infantry fire that is directed at you.
THE FIRE ATTACK
The fire attack commences when the infantry in the firing line first
opens fire and it usually ends with the charge. A charge is sometimes
not necessary because the enemy withdraws from his position. The fire
attack does not start until the firing line cannot advance without
ruinous and demoralizing losses. It should not be over 1200 yards from
the enemy. At this time fire superiority must be gained. This may
necessitate a steady, accurate fire for many hours. For this purpose the
commander puts more men on the firing line than the enemy and then some
more if necessary. Local supports are used if required. Having gained
fire superiority, the advance by rushes commences, but each rush must
leave behind or have in front of it enough rifles to maintain fire
superiority. This determines the size of the rush. You cannot lose this
fire superiority and advance; and once it is lost, hours may be required
to regain it. The number of men in each rush will usually decrease as
the enemy's position is approached. If the firing line is stopped, if
fire superiority is lost and cannot be regained, the firing line
intrenches and holds on until darkness or until a favorable turn in the
situation develops. It is suicidal to turn back. During the advance,
supports move up as close to the firing line as cover will permit,
adopting those formations best suited to keep down losses. They may be
as close as fifty yards to the firing line. They should not be as far as
500 yards in rear of it.
THE CHARGE
There can be no rule to tell you when to charge. It may be from 25 to
400 yards. The common sense (tactical instinct) of the senior ranking
officer on the firing line must tell him the psychological moment to
order the charge. That moment will be when your fire has broken down the
enemy's fire, broken his resistance, and destroyed his morale. The
artillery increases its range. The firing line and remaining supports
fix bayonets. The former increases the rate of fire, the latter rush
forward under the protection of this fire, join the firing line and give
it the necessary impetus. Together they rush at the enemy's position. No
restraint is placed upon their ardor. Confidence in their ability to use
the bayonet gives the charging troops the promise of success. If the
charge is successful, the nearest formed bodies are sent instantly in
pursuit and under cover of them the commands are reorganized, order
restored, and arrangements made to resist a counter attack. If the
charge is unsuccessful the artillery or any formed troops in rear cover
the withdrawal.
THE THEORY OF THE DEFENSIVE
The defensive is divided into the purely passive defense and the active
defense.
The passive defense seeks merely to delay the enemy. The results can
never be other than negative. It is usually for the purpose of gaining
time and most frequently used by a rear guard. Since the idea of taking
up the offensive is absent, no strong reserves are held out for a
counter attack; the firing line is as strong as possible from the first;
every advantage is taken of obstacles, natural or artificial. The flanks
must be made secure.
The active defense seeks to attack the other side at some stage of the
engagement. It seeks to win and only the offensive wins. It is often
necessary for a commander to assume the defensive (active) either
voluntarily, in order to gain time, or to secure some advantage over the
enemy; or involuntarily, as in a meeting engagement where the enemy gets
a start in deployment for action or where the enemy's attack is
impetuous and without sufficient preparation. In either case the
defensive force contents itself with parrying the blows of the enemy,
while gathering and arranging its strength, looking and waiting for the
right place and time to deliver a decisive blow which is called the
counter attack. Hence, a counter attack is the offensive movement of an
active defense. Its success greatly depends on being delivered with
vigor and at the proper time. It may be delivered in two ways:
1st--straight to the front against a weak point in the attacking line,
or 2nd--by launching the reserves against the enemy's flank after he is
fully committed to the attack. The latter method offers the greatest
chances for success and the most effective results.
ADVANTAGES AND DISADVANTAGES OF THE DEFENSIVE
The defense has the following advantages over the attack:
(1) Troops attacking afford a better target than the troops on the
defensive.
(2) A larger amount of ammunition is usually available.
(3) The men can shoot better because they are not fatigued by advancing.
(4) Losses will be less if good cover is secured.
DISADVANTAGES OF THE DEFENSE
(1) The defender surrenders the advantage of the initiative as the
attacker can elect the point of attack and the defender must be prepared
at all points.
(2) The defender must fight amidst his dead and wounded which is
depressing.
(3) The defender, seeing the enemy continually advancing, becomes
conscious of his inability to stop him. This is depressing to the
defender and is injurious to his morale.
REQUISITES OF A GOOD DEFENSIVE POSITION
If you were looking for a good defensive position, what points would you
have in mind and of these points, which would be the most important? The
requisites to be sought in a good defensive position are:
"(1) A clear field of fire up to the effective range of the
artillery.
"(2) Flanks that are naturally secure or that can be made so by the
use of the reserves.
"(3) Extent of ground suitable to the strength of the force to
occupy it.
"(4) Effective cover and concealment for the troops, especially
reserves.
"(5) Good communications throughout the position.
"(6) Good lines of retreat."
--Field Service Regulations.
All of these advantages will seldom if ever be found in the position
selected. The one should be taken which conforms closest to the
description, but you should bear in mind that a good field of fire and
effective cover, in the order named, are the most important requisites.
In tracing the lines for the trenches, avoid salients (a hill, spur,
woods, etc., that juts out from the general line in the direction of the
enemy). Avoid placing the fire trench on the skyline. Locate it on or
below the military crest. [The crest from which you can see all the
ground to the front.]
PREPARING A DEFENSIVE POSITION
Now let us suppose ourselves as part of a battalion that is to occupy a
defensive position. What would probably be done? How and in what order
would it be done? What would the major do? He would decide upon the kind
of defense (active or passive) to offer, and then find a suitable
defensive position in harmony with his plans. He would determine
exactly where the firing and other trenches are to be dug. He would
then call up the company commanders and issue his defense order in which
the task of each company would be made clear. Those to occupy the firing
line would each be assigned a sector of ground to the front to defend
and a corresponding section of the fire trench to construct. The
supports would construct their trenches and the communicating trenches.
He would, if necessary, issue the necessary orders to protect the front
and flanks by sending out patrols. He would indicate how the position is
to be strengthened and make arrangements for distributing the extra
ammunition. If time is a serious consideration, the major would direct
the work to be done in the order of its importance, which is ordinarily
as follows:
(1) Clearing of foreground to improve the field of fire and construction
of fire trench.
(2) Head or overhead cover concealment.
(3) Placing obstacles and recording ranges.
(4) Cover trenches for supports and local reserves.
(5) Communicating trenches.
(6) Widening and deepening of trench; interior conveniences.
Now having cleared the foreground, dug the trenches, recorded ranges to
the important objects in each sector, etc., the position can be
occupied. The citizen ordinarily pictures the firing trench full of
soldiers when he is told the trenches are occupied. Not so. Patrols
would be operating well to the front to give timely warning to one or
two sentinels in each company fire trench of the approach of the enemy.
These sentinels would in turn inform the company which would probably be
resting in the trenches in the rear.
THE ACTUAL DEFENSE
Let us suppose now that our battalion, occupying this defensive
position, is a part of a larger force which is supported by artillery.
You see small objects one and a half to two miles to your front. You
know they are the enemy's troops because your artillery is firing at
them and your combat patrols are being driven in. Your entire company
has moved to its fire trench. You have plenty of ammunition, you know
exactly the range.
What happens? You open fire on the enemy at probably the extreme range
of 2000 yards. Only the hostile artillery can return this fire until
the enemy's firing line closes to within 1200 yards of your position.
While an attacking force is thus approaching you may inflict very
serious losses upon it. But it cannot stop, however serious its losses,
beyond 1200 yards; for we have seen that, if it stops advancing in order
to fire, it will probably never arrive at your position. When within
1200 yards the enemy will build up a strong rifle fire against you and
not attempt to advance until he has gained fire superiority. It is your
business not to let him get fire superiority, and if he does do so to
take it away from him when he withdraws parts of his rifles to advance
by rushing. Fight each rush. If your defense is active and you
permanently stop the enemy's advance by gaining fire superiority, and he
cannot regain it, even though he uses up his supports, his firing line
will become confused and demoralized and it will be the psychological
time for the proper commander to launch his counter attack. On the other
hand, if you cannot stop his advance, fix bayonets (firing line and
remaining supports) when he fixes bayonets and meet his charge in front
of your trench. All your supports will be moved up to assist you in
opposing the charge. If you are unsuccessful in the bayonet fight or
forced to retire from your trenches during the fire fight your
artillery, cavalry and any formed reserves in the rear will cover your
withdrawal, which, if possible, should be made straight to the rear, one
part covering the withdrawal of the other part, and so on. Reorganize at
the first opportunity.
CHAPTER III
PATROLLING
Everything else being equal the army that possesses the most accurate
information about the enemy will win. Military history recites the fact
that almost every important battle has been either lost or won because
of information or lack of information that one side had or did not have
of the other side. It is by the use of patrols that the most valuable
information of the enemy is usually obtained.
There are many kinds of patrols, but it is with reconnoitering or
information seeking patrols that this chapter deals.
DUTIES OF A PATROL
Each reconnoitering patrol is given a certain mission (duty) to perform.
The name, "reconnoitering," meaning to survey, to view, indicates that
its first duty is to get information, and information is always greatly
increased in value if the enemy does not know it has been obtained.
Having obtained valuable information, its next duty is to send this
information to the officer sending out the patrol.
STRENGTH
The strength of the patrol will generally depend on its mission and on
the number of messages that it will probably send back. The larger the
patrol the greater the probability of the enemy seeing it. On the other
hand, if it is too small, it will not have sufficient members to send in
important information and continue operations. Captain Waldron in his
book, "Scouting and Patrolling," recommends a patrol of a leader and six
selected men for ordinary reconnaissance. This number makes it possible
for the patrol leader to place a man out on each flank, a man in
advance, two to remain with him and one to remain in the rear as the
get-away man. The officer who sends out the patrol determines its
strength.
COMMANDER
The leader should be an officer or a noncommissioned officer. He must
have good judgment, be cool, be quick in making a decision, be strong in
physique, have initiative, and be brave, but not to the extent of
rashness. Besides his regular equipment he should have a good pair of
field glasses, a compass, a watch, wire cutters, pencils, a message
book, and a map of the country.
INSTRUCTIONS
The officer sending out a patrol should give it instructions on the
following points:
1. Information of the enemy and of friendly supporting troops.
2. The mission of the patrol. This will include the general direction in
which it is to go.
3. How long the patrol is to remain out.
4. Where messages are to be sent.
PREPARATION
Before going out the patrol commander will make a careful inspection of
the members of his patrol in order to see:
1. That the members are in a suitable condition for the duty to be
performed. (Not drunk, sick, lame, having a bad cough, etc.)
2. That each man is properly armed and has the requisite amount of
ammunition.
3. That the accoutrement is so arranged that it will not rattle or
glisten in the sunlight.
4. That no man has anything about him that will afford the enemy
valuable information in the event of capture.
At the conclusion of this inspection he will, in the presence of the
officer sending out the patrol, go over his orders, giving his men all
the information that he has of the enemy and his own troops; state the
duty (mission) of the patrol so that all may know what they are going to
accomplish, and he will follow this with a statement of his general plan
for carrying it out. He will designate an assembly point should the
patrol be dispersed. He will designate a second in command should he be
disabled.
FORMATION
[Illustration: SUGGESTED FORMATIONS FOR PATROLS]
It is impossible to lay down any hard-and-fast rule governing the
formation and conduct of the operations of a patrol. Each situation will
have to be worked out by itself. The patrol should assume the general
formation of a column of troops on the march; that is, it will have an
advance guard, a main body, flankers and a rear guard. These several
elements may each be represented by only one man.
CONDUCT OF THE PATROL
In communicating with each other for ordinary purposes the members of
the patrol use signals agreed upon before the start. For this purpose
each man must constantly keep within sight and hearing distance of the
leader. A patrol moves cautiously, taking advantage of all available
cover, seeking in every way to see without being seen. It halts
frequently to listen and make careful observations of its surroundings.
Except at night a patrol should not move on roads. Villages and
inhabited places should not as a rule be entered. During the daytime it
seeks high ground from which it can scan the country and at night it
seeks a position from which the sky line can be observed.
ENCOUNTERING THE ENEMY
If a small hostile patrol is encountered it is generally better to
remain in concealment and let it pass than to attack. The noise of a
fight may be heard by the enemy, the presence of the patrol therefore
indicated, and the enemy will take further precautions to oppose its
operations. If the patrol is suddenly attacked or surprised by a
superior force, the patrol should at once scatter in all directions and
the members make their way back to the last place designated as a
meeting place and then after reuniting continue the reconnaissance.
When a patrol fights it does so resolutely. Courage and coolness may
bring about success when adverse conditions are encountered.
RETURNING
A patrol can never be certain that the enemy's patrols are not operating
in its rear. Hence in returning, it is necessary to observe the usual
precautions. If the patrol has eluded the enemy, it is best to return
over a route other than that over which the start was made. If a patrol,
after having accomplished its mission, is being pursued, it is well,
especially when near its own lines, to engage the pursuing troops so as
to give warning of its approach to the outpost line. Under the
conditions just mentioned, except the patrol is a great distance from
its outpost line, it may be necessary as a last resort to have the
patrol scatter and each man return individually.
CHAPTER IV
TARGET PRACTICE
Military shooting or target practice is very different from shotgun
shooting, or even the kind of shooting required of a large-game hunter;
therefore we should begin with the most elementary instruction and
drills, if proficiency is to be obtained. Our "Small Arms Firing
Regulations" says, "The sole purpose of rifle training for the soldier
is to make of him a good shot under war conditions."
Proficient shots are made off the range and not on it. By this we mean
that the preliminary instruction you will receive before you go on the
range will be of more benefit to you than the actual firing for record.
Indeed, firing on the range will only test your ability to put into use
the many points covered by your preliminary instruction. Therefore, if
you are to become a proficient shot, maintain your interest and
enthusiasm at its highest pitch during the preliminary instruction.
Your preliminary instructions will probably become so tedious and
tiresome that you will lose sight of their objects. Each preliminary
instruction has its own and different purpose, and you will not receive
the maximum benefit from them unless you realize this.
This chapter will first explain briefly the purpose of each preliminary
drill, and then give the essential things to be remembered when actually
firing on the range.
PRELIMINARY INSTRUCTION
Your preliminary instructions and their purposes are as follows:
1. Nomenclature of the Rifle. The word nomenclature means the
vocabulary of names or technical terms which are appropriate to any
particular topic. In this case the topic is the rifle. This instruction
will be a few lectures or talks by your company officers on the rifle.
You should become familiar with the parts of the rifle indicated in the
following illustration:
[Illustration]
2. Sighting Drills.
Purpose.