text: _________________________________________________________________________________Chapter 2
  COMMAND GROUP AND STAFF
  2-81. Within the C2 structure, the headquarters includes the command group
  and the staff. (See Figure 2-14.) These elements perform the functions re-
  quired to control the activities of forces preparing for and conducting combat.
  The primary functions of headquarters are to
  • Make decisions.
  • Plan combat actions that accomplish those decisions.
  • Acquire and process the information needed to make and execute effec-
  tive decisions.
  • Support the missions of subordinates.
  The commander exercises C2 functions through his staff and subordinate
  commanders.
  Command Group
  2-82. The command group consists of the commander, deputy commander,
  and chief of staff. Together, they direct and coordinate the activities of the
  staff and of subordinate forces.
  2-83. Commander. The commander directs subordinate commanders and,
  through his staff and liaison teams, controls any supporting units. OPFOR
  commanders have complete authority over their subordinates and overall re-
  sponsibility for those subordinates’ actions. This centralized authority en-
  ables the commander to maintain troop discipline and unity and to act deci-
  sively. Under the fluid conditions of modern warfare, even in the course of
  carefully planned operations, the commander must accomplish assigned mis-
  sions on his own initiative without constant guidance from above.
  2-84. The commander is responsible for the combat capability of subordinate
  units, the organization of combat operations, the maintenance of uninter-
  rupted C2, and the successful conduct of combat missions. He examines and
  analyzes the mission he receives (that is, he determines his forces’ place in
  the senior commander’s concept of operations). He may do this alone or
  jointly with the chief of staff. He then gives instructions to the chief of staff
  on preparing his forces and staff for combat. He also provides instructions
  about the timing of preparations. The commander makes his own assessment
  of intelligence data supplied by the intelligence officer. Then, with advice
  from the primary staff officers, he makes an assessment of his own forces.
  After discussing his deductions and proposals with the operations officer
  and his staff, the commander reaches a decision, issues combat missions to
  subordinates, and gives instructions about planning the operation. He then
  directs coordination within his organization and with adjacent forces and
  other units operating in his AOR.
  2-85. During the course of operations, the commander must constantly
  evaluate the changing situation, predict likely developments, and issue new
  combat missions in accordance with his vision of the battlefield. He also
  keeps his superiors informed as to the situation and character of friendly and
  enemy actions and his current decisions.