text: Human Resources (HR) Support
  access HR systems to provide commanders with accurate and timely PASR (for example, planning for
  corrupted personnel status [PERSTAT] reports) and casualty reporting.
  1-44. Considering potential adversary capabilities, HR leaders and planners at all echelons must maintain
  manual reporting formats and be prepared to operate in denied, degraded, and disrupted communication
  environments. In the event access to HR systems is denied, degraded, or disrupted, HR professionals must
  use alternative methods (for example, FM radio, telephone, messenger/courier) to manually manage PASR,
  replacement management, casualty reporting, and postal operations.
  EXTENDED BATTLEFIELD ENVIRONMENT
  1-45. The interrelationship of air, land, maritime, space, and cyberspace domains require a cross-domain
  understanding of the operational environment. Human resources leaders and planners must understand
  friendly and enemy capabilities that reside in each domain, with emphasis on the cyberspace domain, and
  must assess potential impacts to HR support and system availability. Essential to HR operations, cyberspace
  is a global domain within the information environment consisting of interdependent networks of information
  technology infrastructures and resident data, including the Internet, telecommunications networks, computer
  systems, and embedded processors and controllers. Cyberspace includes friendly, enemy, adversary, and
  host-nation networks, communications systems, computers, cellular phone systems, social media, Internet,
  and technical infrastructures. As a contested domain, cyberspace is highly vulnerable for several reasons,
  including ease of access, network and software complexity, lack of security considerations in network design
  and software development, and inappropriate user activity.
  1-46. Efficient and effective HR support increasingly depends upon the Department of Defense Information
  Network-Army to fulfill its role. Threats to the network include state and non-state actors, criminals, insider
  threats, and the unwitting individuals who intend no malice. A single vulnerability within this network can
  place units and operations at risk, potentially resulting in mission failure. Every individual is responsible for
  compliance with the proper practices and procedures for safeguarding information and information
  technology. See FM 3-12, Cyberspace and Electronic Warfare Operations, for more information on
  cyberspace operations, and AR 25-2, Army Cybersecurity, for additional information on Army cybersecurity.
  SECTION III – ARMY COMMAND AND SUPPORT RELATIONSHIPS
  1-47. Army command relationships define superior and subordinate relationships between unit commanders.
  The five Army command relationships are organic, assigned, attached, operational control, and tactical
  control. By specifying a chain of command, command relationships join efforts and empower commanders
  to use subordinate units and forces with maximum flexibility—for example, a division sustainment brigade
  (DSB) is assigned to the division. It is extremely critical to have HR support capabilities flexible enough to
  enable commanders in making important decisions and assessing risks.
  1-48. When commanders establish command relationships, they determine if the command relationship
  includes administrative control (ADCON) when choosing which command relationship to establish.
  Administrative control is direction or exercise of authority over subordinate or other organizations in respect
  to administration and support (JP 1). Administrative control is not a command or support relationship; it is a
  Service authority. It is exercised under the authority of and is delegated by the Secretary of the Army.
  Typically, attachment orders state whether the parent unit retains ADCON of the unit. If not, the orders state
  ADCON belongs to the gaining unit. For operational control and tactical control relationships, parent units
  retain ADCON. See FM 3-0 for further information on administrative control.
  1-49. Army support relationships are direct support, general support, reinforcing, and general support
  reinforcing. Army support relationships are not command authority and are more specific than joint support
  relationships (FM 3-0). Commanders establish support relationships when subordination of one unit to
  another is inappropriate. Commanders assign a support relationship for several reasons including when—
  * The support is more effective if a commander with the requisite technical and tactical expertise
  controls the supporting unit rather than the supported commander.
  * The echelon of the supporting unit is the same as or higher than that of the supported unit. For
  example, the supporting unit may be a brigade, and the supported unit may be a battalion. It would