Copy3 S3 U

ULrAH[MENT OF THE ARMY FIELD MANUAL

RECONNAISSANCE
BATTALION
ARMORED DIVISION
RFRA.DnE
OANCLTSARIFIED BY'
AlU3TyN OF OD DI R. 520., 1R.

DEPARTMENT OF THE ARMY * MARCH 1951

NA~
 WARNING
Authority for release of this document to a
foreign government must be secured from the
Assistant Chief of Staff, G-2.
When this document is re sed to a foreign
government, It is released jject to the follow-
ing conditions: This infor ion is furnished with
the understanding that will not be released to
another nation with lrspecific approval of the
United States of Am ca, Department of the Army;
that it will not bused for other than military
purposes; that dividual or corporation rights
originating i le information whether patented
or not will- respected; and that the information
will be Iorded substantially the same degree
of sec ty as afforded by the United States of
Amera, Department of the Army.
 S uI Security Information
FM 17-35
C
FIELD MANUAL
Reconnaissance Battalion Armored Division
CHANGES DEPARTMENT OF THE ARMY
No. 1 WASHINGTON 25, D. C., 31 October 1952
FM 17-35, 1 March 1951, is changed as follows:
110. SUPPORTING UNITS IN ATTACK
* * * *

c. Tactical air support * * * to be desirable.

To employ close air support effectively, the recon-
naissance battalion commander, his staff, and
subordinate commanders, must be thoroughly
familiar with established procedures. These in-
clude-
(1,) (Added). Selection of air targets. The
reconnaissance battalion commander must
be able to recognize, rapidly, targets which
are remunerative for air strikes. Included
in this category are troop concentrations,
vehicles, gun positions, command posts, de-
fended road blocks, strongly defended posi-
tions, and pillboxes. In general, except for
area targets, any target which cannot be ef-
fectively engaged by organic or supporting
ground weapons may be profitably engaged
by fighter-bombers.
(2) Added. Methods of designating targets for
air attack. To insure accuracy and to safe-
guard friendly troops and materiel, the re-
connaissance battalion commander must be

DGO
1484C--Nov.
200479
AGO 1484C-Nov. 200479°-Z2
 1!P lRITED-Security Information
familiar with the means available and the
techniques of marking or identifying tar-
gets for close air support. These means in-
clude the following, used either separately
or in combination:
(a) Reference to grids or coordinates on large
scale maps or photographic mosaics.
(b) Reference to nearby landmarks or terrain
features readily discernible to the aircraft
pilot.
(G) Establish reference points with smoke
shells; i. e., artillery, mortar grenade, re-
coilless rifle, rocket, etc. Colored smoke
is preferable.
(d) Use of illuminating shells; i. e., artillery,
mortar, naval, etc.
(e) Use of searchlights.
(f) Use of pyrotechnics.
(g) Use of colored panels and other markings
to assist navigation of attacking aircraft
in the target area and to identify friendly
positions.
(h) Verbal description of the target radioed
through a forward air controller to the
aircraft.
(i) Adjustment of simulated air attacks for
pilot orientation.
(j) Use of electronic equipment; i. e., radio
homing devices, beacons, etc.
(k) Use of any one or a combination of the
above methods to control a tactical air

2 JW LD sAGO 1484C
 aR1i-S ecurity Information
coordinator who, in turn, leads attacking
aircraft to the target.
(3) (Added). Request for close air support.
Certain basic information must be con-
tained in requests for close air support.
This information must include the follow-
ing:
(a) Exact target location.
(b) Target description, including sufficient
detail to permit selection of appropriate
armament.
(c) Results desired. Destruction or neutral-
ization.
(d) Location of nearest friendly troops with
respect to the target.
(e) Time over the target.
(f) Tactical significance.
(g) Special control information including
target and front line marking and tactical
air control'party or forward air controller
in position to control the attacking air-
craft.
(h) Other pertinent information, such as
ordinates of ground fire in area and re-
strictive fire plans.
(4) (Added) The tactical air control party
(TACP). The tactical air control party is
an Air Force team especially organized and
trained to direct combat air support strikes
in the vicinity of forward ground elements
by visual methods. The TACP is equipped
with its own transportation and communi-

AGO 1484C IM/A D 3

 ..Se uSerity Information
cations, air-to-ground, point-to-point; how-
ever, in an Armored reconnaissance battal-
ion the forward air controller is normally
mounted in a tank, equipped with VHF ra-
dio, from the battalion staff section. The
forward air controller, thus mounted, will
normally operate with the battalion com-
mand group and, hence, will be readily
available to the battalion commander and
the artillery liaison officer to assist in ob-
taining maximum effective coordination of
all available supporting fires.
[AG 322 (17 Oct 52)]
BY ORDER OF THE SECRETARY OF THE ARMY:

OFFICIAL: J. LAWTON COLLINS

WM. E. BERGIN Chief of Staff,
Major General, USA United States Army
The Adjutant General

DISTRIBUTION:
Active Army:
Tech Svc (1); Tech Svc Bd (2); AFF (40); AA
Comd (2); OS Maj Comd (2) except FECOM
(200); Base Comd (2); MDW (5); Log Comd
(2); A (20); CHQ (5); Div 757 (3), 17 (15);
Sch (5) except 17 (100) Mil Dist (3) ; T/O &E's,
17-32 (5); 17-45N (5); 17-46N (5); 17-51 (5);
17-55 (5); .17-56 (5) ; 17-57N (5).
..aG Same as Active Army except two copies to each unit.
ORC: Same as Active Army except two copies to each
unit.
For explanation of distribution formula, see SR 310-9041.

4 .V leffMU'rf AGO 1484C

I OVrmXErT JRuXTIRGQoFe tlS"2
60
1EEDz-nSecurity Information

BIU TED
RE Security Information

-A-Flowairfilk
 information
Security

dj5 TED
 RH-ENSecurity Information

WARNING NOTICES

Authority for release of this document to a foreign

government must be secured from the Assistant Chief
of Staff, G-2, Department of the Army.
When this document is released to a foreign govern-
ment, it is released subject to the following conditions:
This information is furnished with the understanding
that it will not be released to another nation without
specific approval of the United States of America, De-
partment of the Army; that it will not be used for other
than military purposes; that individual or corporation
rights originating in the information whether patented
or not will be respected; and that the information will
be afforded substantially the same degree of security
as afforded by the United States of America, Department
of the Army.

This document contains information affecting the

national defense of the United States within the meaning
of the Espionage Laws, Title 18, U. S. C., sections 793
and 794. The transmission or the revelation of its
contents in any manner to an unauthorized person is
prohibited by law.
DEPARTMENT OF THE ARMY FIELD MANUAL
FM 17-35

This manual supersedes FM 2-30, 28 August 1944.

RECONNAISSANCE
BATTALION
ARMORED DIVISION

DEPARTMENT OF THE ARMY * MARCH 1951

United States Government Printing Office

Washington: 1950

ELnt n
 DEPARTMENT OF THE ARMY
WASHINGTON 25, D. C., 1 March 1951
FM 17-35 is published for the information and
guidance of all concerned.
[AG 322 (5 Dec 50) ]
BY ORDER OF THE SECRETARY OF THE ARMY:

OFFICIAL: J. LAWTON COLLINS

EDWARD F. WITSELL Chief of Staff
Major General, USA United States Army
The Adjutant General

DISTRIBUTION
Tech Svc (2) ; Arm & Svc Bd (2) ; AFF (40);
AA Comd (2); OS Maj Comd (2); MDW
(5); A (20); CHQ (5); D 7 (3), 17 (15),
71 (3); Sch (5); T/O&E 17-32 (5);
17-45N (5); 17-46N (5); 17-51 (5); 17-
55 (5); 17-56 (5); 17-57N (5) ; SPECIAL
DISTRIBUTION.
For explanation of distribution formula, see
SR 310-90-1.
 CONTENTS

CHAPTER 1. GENERAL Paragraphs Page

Section I. General _____________________ 1-7 1
II. Organization and Equipment__ 8-12 10
III. Organization for Combat____- 13-21 15
IV. Communication and Liaison___ 22-30 29
CHAPTER 2. MARCHES AND BIVOUACS
Section I. General _____________________ 31-34 37
I. Planning and Conduct of
Marches ____________------ 35-55 44
III. Bivouacs ________________-__ 56-62 79
IV. Resupply and Maintenance in
Bivouac __________________ 63-64 88
CHAPTER 3. SECURITY MISSIONS
Section I. General ____________________ 65-70 90
II. Covering Force ______________ 71-74 97
III. Flank Security Force_________ 75-78 107
IV. Guarding Lines of Communica-
tion ______________________ 79 117
V. Filling a Gap________________ 80-82 120
CHAPTER 4. RECONNAISSANCE AND
COUNTERRECONNAISSANCE

Section I. Types of Reconmaisance ____-- 83-85 123

II. Reconnaissance Operations ___ 86-94 125
III. Counterreconnaissance _______ 95-99 140
CHAPTER 5. OFFENSIVE OPERATIONS
Section I. General _-__--------_------- 100-104 145
II. Preparation for Attack ____-- 105-114 155
III. Conduct of the Attack________ 115-119 169
IV. Reorganization and Continua-
tion of the Attack __-.______ 120-121 176

Hii
 Paragraphs Page
CHAPTER 6. EXPLOITATION AND PURSUIT

Section I. Exploitation ________________ 122-131 179

II. Pursuit _________…___________ 132-138 190
CHAPTER 7. DEFENSIVE OPERATIONS

Section 1. General ____________________ 139-140 197

II. Sustained Defense __________… 141-152 198
III. Mobile Defense ______________ 153-163 214
CHAPTER 8. RETROGRADE MOVEMENTS

Section I. General ___________________… 164-169 228

II. Withdrawal ________-______ 170-173 232
III. Delaying Action ________…___ 174-184 234
CHAPTER 9. SPECIAL OPERATIONS

Section I. General _________________… _ 185 249

II. Attack of a River Line ______ 186-187 249
III. Defense of a River Line______ 188-189 252
IV. Combat in Towns __________- 190-192 256
V. Night Operations ________ _ 193-194 259
VI. Action on Encountering Mine
Fields __…____________ __ ..195-197 264
VII. Attack of a Defile______- ____ 198-200 266
VIII. Operations in Mountains______ 201 270
IX. Operations in Woods_______- _ 202 270
X. Cold Weather Operations _____ 203 271
XI. Desert Operations __________ 204-205 273
XII. Action against Airborne Attack 206-210 274

CHAPTER 10. SUPPLY, MAINTENANCE, MEDICAL

SERVICE, ADMINISTRATION

Section I. General ____________________ 211-213 280

II. Supply _____________________ 214-222 285
III. Maintenance and Vehicular
Evacuation _______________ 223-226 295
IV. Medical Service and Personnel
Evacuation _______________ 227 298
V. Personnel and Administration_ 228-238 301
CHAPTER 11. TRAINING Paragraphs Page

Section 1. Tactical and Technical Train-

ing_______________________ 239-245 308
II. Tactical Training- Reconnais-
sance Battalion, Armored Di-
vision ____-_-_______.__ 246-247
._ 315
APPENDIX I. REFERENCES __________________________ 319

II. TYPICAL RADIO NETS AND WIRE SYSTEM______ 321

III. RECONNAISSANCE BATTALION COMMANDER'S

CHECK LIST FOR ESTIMATE OF THE SITUATION 325

IV. BATTALION ATTACK ORDER (CHECK LIST)_____ 328

V. SAMPLE ATTACK ORDER__________________ 331

VI. ORAL WITHDRAWAL AND RELIEF ORDER ISSUED

BY THE BATTALION COMMANDER IN CON-
JUNCTION WITH A MAP___ .______-____- 334

VII. CHECK LIST FOR COUNTERATTACK PLAN OR

ORDER --
_________ ._ __. ________ 336

VIII. CHECK LIST FOR USE IN THE PREPARATION OF

RECONNAISSANCE INSTRUCTIONS . ____ 338

IX. UNIT JOURNAL _ _____________________

-- 341

X. UNIT REPORT _…--.-------___ ___________ 344

 This manual supersedes FM 2-30, 28 August 1944.

CHAPTER 1

GENERAL

Section I. GENERAL
1. PURPOSE AND SCOPE
a. The purpose of this field manual is to present
the basic doctrine for the emloyment of the recon-
naissance battalion of the armored division. The
manual covers the tactics and technique of opera-
tions of the battalion in the execution of missions
which may be assigned it by the division, or any
subordinate headquarters of the division to which
the battalion or its elements may be attached. All
doctrines and principles set forth are designed to
serve as guides to commanders and staff officers.
b. This field manual covers the following:
(1) The general characteristics and funda-
mentals of employment of the reconnais-
sance battalion, armored division.
(2) Marches and bivouacs.
(3) Security missions.
(4) Reconnaissance and counterreconnais-
sance operations.
(5) Offensive action.
(6) Exploitation and pursuit.

I · ~~D
n~~~r
D
 (7) Defensive operations.
(8) Retrograde movements.
(9) Special operations.
(10) Logistics.
(11) Training.

2. THE ARMORED DIVISION

a. The armored division is designed to perform
missions that require great mobility and fire pow-
er. The division is capable of engaging in most
forms of combat, but is especially effective in of-
fensive operations against hostile rear areas (FM
17-100).
b. The armored division is an extremely flexible
organization. This flexibility is provided by the
combat command-separate battalion organization.
Each battalion of the armored division is admin-
istratively self-sufficient. Based upon an evalua-
tion of the mission, the enemy, the terrain and
weather, and the scheme of maneuver, the division
commander attaches combat and service elements
of the division to combat commands for each
specific operation.
c. Within the combat command, teams of com-
bined arms are organized consisting basically of
tanks, armored infantry, and armored engineers,
supported by armored artillery. These teams of
combined arms are termed reinforced battalions.
Each is commanded by the battalion commander
of the tank or armored infantry battalion around
which the team is organized. The reinforced bat-
talions are formed by the attachment of tanks from
2
a tank battalion to an armored infantry battalion,
or of armored infantry from an armored infantry
battalion to a tank battalion; normally a unit or
detachment of armored engineers is attached or
placed in direct support. Armored field artillery is
normally placed in direct support of both types
of reinforced battalions. The ratio of tanks and
armored infantry in these reinforced battalions
varies according to their missions-one may be
strong in tanks while anothers may be strong in
armored infantry-but the basic principle of em-
ploying tanks and armored infantry together in a
team of combined arms is usually adhered to (FM
17-33).

3. RECONNAISSANCE BATTALION, GENERAL

The reconnaissance battalion, armored division,
is a self-contained tactical and administrative unit
organized and equipped to engage in offensive or
defensive combat, either mounted, dismounted, or
a combination of both, primarily in the execution
of security and reconnaissance missions. The bat-
talion is the security and reconnaissance unit of
the armored division. The division commander will
normally use it as an economy force so that he
can concentrate the bulk of the division on the
most important objectives. As a rule, the battalion
operates without attachments of tanks and ar-
mored infantry and without direct-support artil-
lery. On occasion, for a particular mission, tanks
and armored infantry may be attached and artil-
lery placed in direct support. For employment of
the reconnaissance company, see FM 17-22.
3
4, CHARACTERISTICS, RECONNAISSANCE BATTALION
The reconnaissance battalion of the armored
division is identified by the following characteris-
tics:
a. Rapid mobility. The battalion has excellent
mobility on roads and trails and good mobility
across country. Its mobility is limited only by the
flotation of its tracked and wheeled vehicles, by
common natural obstacles, and by the maximum
sustained speed of full-track vehicles.
b. Light armorprotection. The maximum armor
protection within the battalion is found on the light
tank. This armor provides protection from small-
caliber antitank fire, shell fragments, and small-
arms fire. The armor on the personnel carriers pro-
vides protection against small-arms fire and artil-
lery shell fragments.
c. Heavy fire power. The battalion is equipped
.with a high proportion of automatic weapons, both
personal and vehicular. Each reconnaissance pla-
toon is equipped with automatic weapons, tank
guns, and a mortar, and therefore is capable of
delivering both direct and indirect fire.
d. Flexible and versatile organization. The Y4/-
ton truck, the light tank, and the armored person-
nel carrier are the basic fighting vehicles of the bat-
talion. These vehicles are designed to permit rapid
mobility on roads and across country. Because of
this mobility the battalion commander can change
his direction of advance or formation for combat
rapidly. This flexibility of formation and move-
ment is a distinct advantage to the battalion com-
mander when maneuvering his unit over the broad
4
frontages which are characteristic of the average
security or reconnaissance mission. Each recon-
naissance platoon is a self-contained tank-rifle-
scout-mortar team. This organization permits the
elements of the battalion to readily adapt them-
selves to the various phases of offensive or defen-
sive combat.
e. Multiple means of communication. Radio,
wire, messengers, visual means, and an organic
Army aircraft are available for communication
purposes within the reconnaissance battalion. The
excellent means of communication within the bat-
talion facilitate the accomplishment of its security
and reconnaissance missions over the broad fron-
tages normally covered.

5. CAPABILITIES AND MISSIONS OF THE

RECONNAISSANCE BATTALION
a. There are certain missions which most effi-
ciently exploit the characteristics of the reconnais-
sance battalion. These missions are primarily of
a reconnaissance and security nature. The battal-
ion is ideally suited for the performance of these
missions because of its capabilities for-
(1) Engaging in offensive and defensive
combat, either mounted, dismounted, or a
combination of both.
(2) Performing independent operations with
or without support of other units or
weapons.
(3) Deploying over wide areas and broad
frontages.
.1
 (4) Rapidly altering its direction of action
and its organization for combat.
b. On occasion, the battalion may be reinforced
by the attachment of tanks, armored infantry, and
armored engineers. These attachments proportion-
ately increase the capability of the battalion to en-
gage in sustained combat. Artillery may be placed
in direct support of the battalion, but is rarely
attached.
c. The characteristics and capabilities of the
battalion in effect determine the basic types of mis-
sions which may be assigned it. These missions
are-
(1) Providing security to the front, flanks,
or rear of the higher command.
(2) Performing reconnaissance for the high-
er command in any combat situation.
(3) Executing attack or defense missions
suitable for a lightly armored unit.

6. FACTORS AFFECTING EMPLOYMENT

Certain factors influence operations of the recon-
naissance battalion. These factors are potential
sources of adverse conditions which may require
special measures to be taken.
a. The capacity of the reconnaissance battalion's
organic supply trains places a limitation upon the
time length of continuous operation, which is
normally considered to be approximately 3 days
under combat conditions. At the end of this time
the normal supplies of the battalion will be ex-
hausted unless provisions are made for resupply
or rationing of supplies on hand. Both combat and
6
supply vehicles may be overloaded as a temporary
expedient to increase the amount of supplies car-
ried and thereby increase the time length of con-
tinuous operation.
b. The limited rifle strength of the reconnais-
sance battalion restricts the size of defensive area
which it can organize. The battalion has only about
half as many riflemen as the armored infantry bat-
talion. This weakness may be partially overcome
by dismounting such mounted personnel as may be
necessary to man the position.
c. The dispersion of the battalion is limited, for
efficient operations, by the effective range of or-
ganic radio communication. This limitation may
be overcome by providing the battalion with long-
range radio equipment or use of radio relay.
d. In the employment of the reconnaissance bat-
talion, careful consideration of the terrain fre-
quently represents the difference between success
and failure, and indicates whether the action
should be undertaken mounted, dismounted, or a
combination of both. Some types of terrain restrict
wheeled vehicles but not tracked vehicles. Tracked
vehicles operate most effectively over open and
even terrain where their full cross-country mobil-
ity can be used. Swamps, unfordable streams,
dense woods, heavily eroded terrain, steep slopes,
and vegetation that limits visibility are all factors
that restrict the employment of tracked and
wheeled vehicles. However, this does not mean
that vehicles are useless in those situations or
should not be used over unfavorable terrain.
e. Weather is another factor which affects
employment of the reconnaissance battalion.
Weather affects terrain by changing the trafficabil-
ity of the soil and condition of streams. Tracked
vehicles can frequently move over ground covered
with deep snow where other vehicles cannot oper-
ate. Adverse weather may restrict the battalion's
mobility, but every effort should be made to over-
come this handicap by careful selection of routes
and use of such field expedients as are necessary.
f. The enemy's use of mines may temporarily
limit the battalion's mobility. Personnel trained in
the neutralization and removal of mines should be
placed in the forward elements of any advancing
formation. With proper training, much of this
work can be accomplished by the scout sections.
g. The physical characteristics of the vehicles
of the battalion are considered when planning an
operation. These include the weight, size, and
noise of the tanks and armored personnel car-
riers, and the somewhat restricted cross-country
mobility of the wheeled vehicles. The combination
of armored and unarmored vehicles in the recon-
naissance also affects mounted employment.

7. OPERATIONAL CONTROL, RECONNAISSANCE

BATTALION
The reconnaissance battalion may operate di-
rectly under the division or under one of the
major subordinate commands of the division, or
companies may be attached to other elements of
the division.
a. The decision as to what headquarters will
control the reconnaissance battalion is the respon-
sibility of the division commander. This decision
is usually based upon these factors-
(1) The mission of the battalion.
(2) The major unit (division or combat com-
mand) which has the primary interest in
the mission assigned the reconnaissance
battalion.
(3) Terrain as it affects the proposed opera-
tion.
(4) Enemy situation.
b. Except as stated in f below, it is preferable
that no more than one reconnaissance company be
detached from the battalion. This is desirable in
order to maintain the battalion's tactical integrity
and to prevent undue loss of combat efficiency.
c. The reconnaissance batttalion is retained di-
rectly under division control when the mission it
is assigned is of primary interest to the division
as a whole, regardless of the combat formation
of the division. Under these circumstances the bat-
talion receives its instructions in the form of mis-
sion-type orders from the division commander and
renders its reports directly to the division com-
mand post and, if necessary, to any intermediate
unit having vital need of the information.
d. The battalion may be attached to a combat
command when the mission of the battalion is of
primary interest to one combat command only.
For instance, if the combat formation of the
armored division is a column of combat commands,
the reconnaissance battalion may frequently be
attached to the leading combat command. The mis-
 sion for which the battalion is best suited in this:
formation is to provide security for one or both
flanks of the leading combat command. Regardless
of whether the battalion is operating On one or
both flanks of this command, the battalion com-
mander normally controls and coordinates all
elements of his unit.
e. The reconnaissance battalion may, on occa-
sion, be divided between division and one com-
bat command. When it is foreseen that a limited
reconnaissance or security mission exists within
a combat command's mission, one company of the
battalion may be included in the troops attached
to this combat command. Under these circum-
stances, the remainder of the batttalion is normal-
ly retained under division control.
f. When the division is advancing with two com-
bat commands abreast, the leading commands may
require additional troops for security, reconnais-
sance, and maintaining contact between columns;
under these conditions reconnaissance companies
may be attached to these combat commands. The
remainder of the battalion is normally held under
division control.

Section II. ORGANIZATION AND EQUIPMENT

8. GENERAL
The reconnaissance battalion consists of a head-
quarters, headquarters and service company; four
reconnaissance companies; and a medical detach-
ment (fig. 1).
10
1 0:

do~~~~
z~~~~~~~'
~ ~ ~~
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0>~~~~~~~~~~F
zcj~~~~~~~~~o

11
9. ORGANIZATION, RECONNAISSANCE COMPANY
See FM 17-22 for organization and employ-
ment of the reconnaissance company.

10. BATTALION HEADQUARTERS

The battalion headquarters contains the neces-
sary officers and warrant officers to command,
control, and supervise the organic companies and
to exercise tactical control of attached units. Its
personnel are the battalion commander; the execu-
tive officer; the adjutant (S1); the intelligence of-
ficer (S2); the operations and training officer
(S3); the supply officer (S4); the communication
officer, who is also assistant S3 air; liaison officers;
a warrant officer, personnel; and a warrant officer,
supply.

11. HEADQUARTERS AND SERVICE COMPANY

The headquarters and service company of the
reconnaissance battalion (fig. 2) contains the nec-
essary personnel, vehicles, and equipment for the
administration, supply, and maintenance of the
battalion.
a. The company headquarters of the headquar-
ters and service company is organized to provide
administrative, supply, maintenance, and mess
facilities for the company and for battalion head-
quarters personnel in both the forward echelon
and rear echelon.
b. The battalion headquarters platoon contains
the necessary enlisted personnel for the staff, tank,
and air sections, and the vehicles and equipment
12
 B~~~

Wa

a -'

U ~"
a-

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00 0.~~~~~~~~~~~

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lo.--, I--I a I:~~~-
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ou, 0
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~s,
needed for the command and control of the bat-
talion. The light tanks of the tank section are
primarily for the use of the battalion commander
and such staff officers as he may designate. If
the need arises, they may also be used to provide
artillery forward observers and forward air con-
trollers with mobile, armor-protected observation
posts.
c. The battalion administrative and personnel
section contains the necessary personnel to main-
tain and process the personnel records of the bat-
talion. During combat operations the section
normally joins the division administrative center,
located at the division headquarters rear echelon.
d. The battalion sutpply platoon is organized
and equipped with the personnel and trucks neces-
sary to transport supplies of fuel, lubricants, am-
munition, water, and rations from division or army
supply points to the companies of the battalion.
If the battalion is attached to a combat command,
a part of the platoon operates with the battalion;
the remainder operates as part of the trains of the
combat command. When the battalion is operating
under division control, or on a separate mission,
the supply platoon is in the battalion combat
trains.
e. The battalion maintenance platoon is organ-
ized and equipped to supervise and perform organi-
zational maintenance, recovery, and evacuation of
vehicles and resupply of parts for weapons and
vehicles of the battalion. During combat opera-
tions the major portion of the platoon normally
14
moves as a part of the battalion combat trains in
order to expedite battlefield recovery and main-
tenance (pars. 223-226).

12. MEDICAL DETACHMENT

The medical detachment is organized and
equipped to provide mobile medical support for the
battalion. During combat operations the aidmen,
in 1/4-ton trucks, are attached to the reconnais-
sance companies to ensure prompt evacuation of
the wounded. The remainder of the detachment
operates a mobile aid station near the battalion
headquarters forward echelon (par. 227).

Section Ill. ORGANIZATION FOR COMBAT

13. TECHNIQUE OF OPERATION, BATTALION

HEADQUARTERS
During combat operations, the reconnaissance
battalion headquarters normally operates in two
echelons, the forward echelon and the rear eche-
lon. The composition of the forward echelon and
the rear echelon may vary according to the situa-
tion; however, the general basic organization is as
given in paragraphs 14 and 15.

14. FORWARD ECHELON, BATTALION

HEADQUARTERS
a. The forward echelon of the reconnaissance
battalion headquarters normally consists of the
battalion commander, the executive, the operations

15
officer, the intelligence officer, the supply officer,
the communication officer, and the adjutant. It
also contains such other personnel as are necessary
to control and supervise the tactical operations of
the battalion. This echelon maintains communica-
tion with higher, adjacent, supporting, and subor-
dinate units. It makes reports to the command
group (b below), makes plans for future opera-
tions, provides for liaison with adjacent and
higher units, and supervises liaison from support-
ing and subordinate units. The forward echelon
assists the commander in controlling the detailed
operations of the unit, thereby leaving the com-
mander free to personally supervise at critical
points. The forward echelon normally follows
closely, by bounds, the combat elements of the
battalion.
b. The command group is a subdivision of the
forward echelon containing certain key officers and
men who usually accompany the commander. It
remains well forward during operations so that
the commander may quickly and directly influence
the course of action at critical periods. The com-
mand group must maintain communication with
the forward echelon so that everyone concerned
is kept informed on the progress of operations.
15. REAR ECHELON, BATTALION HEADQUARTERS
The rear echelon is that part of the battalion
headquarters engaged in administrative and sup-
ply duties. It is generally located with the trains
of the battalion in order to provide for its security
and to avoid interruption of its functions (pars.
16
17, 214-216). Another reason for grouping this
part of the headquarters into a separate echelon
is to decrease the size of the forward echelon and
thereby increase its mobility and security.
16. COORDINATION WITHIN AND BETWEEN
HEADQUARTERS ECHELONS
In the operation of these two headquarters
echelons, it is most important that constant com-
munication be maintained and that there be a
steady flow of information, especially between
the command group and the forward echelon. The
forward echelon cannot keep higher headquarters
informed, nor can it properly exercise over-all su-
pervision of the battalion, unless it knows at all
times the decisions, location, and activities of the
commander. By the same token, the commander
cannot direct or command his battalion unless he
is fully aware of the battalion situation as a whole
and of current information from higher head-
quarters. To insure this coordination, the execu-
tive officer is left at the forward echelon to repre-
sent the commander with higher headquarters
and to pass on orders and render decisions, in the
commander's name, to subordinate units. The
commander must also so locate himself as to be al-
ways in communication with his forward echelon
and must not become so involved in a local action
that he cannot supervise the entire battalion.
17. BATTALION TRAINS, GENERAL
The battalion trains consist of the administra-
tive, supply, maintenance, and medical vehicles

17
organic to or attached to the battalion. When the
reconnaissance battalion is operating under divi-
sion control or is on a separate mission, its trains
normally operate as a unit under the control of
the battalion S4. In this case the battalion trains
are usually held in the vicinity of the battalion
command post or may follow the battalion by
bounds. When the battalion is operating under
the control of one of the major subordinate com-
mands of the division, or when the situation re-
quires, its trains are normally divided into com-
bat and field trains. There is no specific organiza-
tion for the battalion combat and field trains. When
constituted, the battalion combat trains consist
of those vehicles which are required for the imme-
diate support of combat operations; they are norm-
ally held in the vicinity of the battalion headquar-
ters forward echelon. The battalion field trains
consist of those vehicles which are not required for
the immediate support of combat operations; they
normally operate from the trains area of the
higher command. For a detailed discussion of the
battalion trains, see paragraphs 214-216.

18. TRANSMITTING ORDERS

Orders to the battalion from higher headquar-
ters and orders from the battalion to subordinate
units are transmitted by the following means:
a. Written or oral operation order, either com-
plete or fragmentary.
b. Written or oral administrative orders.
c. Messages (written or oral).
d. Personal visits between commanders and
18
staffs or use of liaison officers and messengers.
e. Radio and wire communication.

19. BATTALION COMMANDER

a. The reconnaissance battalion commander
must thoroughly understand the tactical and tech-
nical employment of his battalion. He must also
have a sound working knowledge of the employ-
ment of any element of the armored division which
may be attached to or placed in support of his
unit. He is responsible for the training of the bat-
talion, for its actions in battle, for the health and
well-being of its personnel, and for its supply and
the maintenance of its equipment. To fully accom-
plish these responsibilities he must make extensive
use of his staff officers and all subordinate com-
manders and leaders. To develop ingenuity, initia-
tive, self-reliance, and aggressiveness he should
allow his staff officers and company commanders
maximum freedom of action in carrying out his
policies.
b. The battalion commander makes decisions,
which are transmitted to the battalion as orders.
By vigorously supervising and checking, he and
his staff officers insure that the orders are under-
stood and carried out. In the absence of orders
from higher headquarters, he must be prepared to
take action on his own initiative.
c. To foster a personal relationship with his
subordinates, the battalion commander should en-
courage his staff officers and company command-
ers to deal directly with him whenever they feel
that such action is desirable. To further facilitate
19'
this relationship, he should make frequent visits
to the companies and platoons to obtain first-hand
information; this action will materially aid morale
and esprit de corps, especially during adverse
combat conditions. Attached or supporting units
should be given the same consideration as organic
elements. The commanders of attached or support-
ing units advise and assist the battalion command-
er in technical matters pertaining to the employ-
ment of their commands.
d. During combat the battalion commander goes
wherever he can best direct and control the action
of his battalion. Before leaving the battalion com-
mand post (forward echelon of the headquarters),
he should orient his staff on plans to be made or
action to be taken in his absence. The command
group (par. 14) usually operates well forward so
that the commander can observe and take imme-
diate measures to influence the action and to take
advantage of opportunities. The battalion com-
mander may use Army aircraft from which to
control the operation.

20. GENERAL DUTIES OF STAFF OFFICERS

a. Battalion executive. The executive is the
principle assistant and adviser to the battalion
commander and must keep himself familiar with
all phases of battalion operations. He must also be
prepared to assume command in the absence of
the battalion commander. Primarily, the duties of
the executive officer are to-
(1) Direct and coordinate the battalion staff.
20
 (2) Direct the operation of the battalion
headquarters forward echelon.
(3) Coordinate and supervise the details of
operation, administration, and supply
within the battalion.
b. Battalion adjutant (S1). The battalion adju-
tant is primarily concerned with correspondence,
records, and all personnel administration. He nor-
mally operates from the forward echelon but
maintains close liaison and coordination with the
battalion administrative and personnel section.
See paragraph 230 for the specific duties of the S1.
c. Intelligence officer (S2). The primary duty
of the S2 is to keep the commander and the unit
fully informed of the enemy situation and capabil-
ities, and of the condition of terrain and weather,
and to act for the commander in intelligence mat-
ters. The S2 should take a positive approach to his
duties by always seeking information that will
assist the battalion to accomplish its mission. The
specific duties of the battalion S2 include the fol-
lowing:
(1) Collecting, evaluating, and disseminating
enemy information.
(2) Making a continuous tabulation of enemy
information in the unit zone and adjacent
areas.
(3) Examining, for information of immediate
value to the accomplishment of the bat-
talion's mission, captured enemy per-
sonnel, documents, mat6riel, and civil-
ians, and expediting their transmission to
higher headquarters.

21
 (4) Maintaining intelligence liaison and ex-
change of information with higher and
adjacent headquarters.
(5) Planning and supervising counterintel-
ligence measures within the battalion.
(6) Procuring and distributing maps and air
photos.
(7) Supervising and training battalion intel-
ligence personnel.
(8) In conjunction with S3, planning and su-
pervising intelligence and counterintelli-
gence training for all personnel of the
battalion.
d. Operations and training officers (S3). The
S3 is charged with duties having to do with the
organization, training, and combat operations of
the battalion. The specific duties of the battalion
S3 include the following:
(1) Making recommendations on assignment
and attachment of personnel and units
(in coordination with S1 and S4).
(2) Preparing training programs, field exer-
cises, and maneuvers, based upon orders
and directives from higher headquarters.
(3) Making recommendations on selections
of training areas and ranges, and on al-
location of training aids and other train-
ing equipment.
(4) Organizing and conducting the various
schools within the battalion.
(5) Conducting training inspections, prepar-
ing training tests, and preparing train-
ing records and reports.

22
 (6) Coordinating troop information and edu-
cational activities.
(7) Giving information and making recom-
mendations to the battalion commander
in order to keep him fully abreast of the
tactical situation.
(8). Supervising the posting of up-to-date in-
formation on the situation map.
(9) Making all plans and estimates for the
tactical operation of the battalion as di-
rected by the battalion commander. These
plans and estimates are made by the
battalion S3 with the assistance of such
other staff officers as he deems necessary.
(10) Coordinating with the communication
officer on the plan for communication
within the battalion and with adjacent
units.
(11) Preparing battalion operation orders and
overlays. The battalion commander will
normally issue his order orally, but the
S3 assists the commander in preparing
this oral order and records it in the unit
journal.
(12) Maintaining the battalion combined unit
journal.
e. Supply officer (S4). The battalion S4 is re-
sponsible for the logistical support of the bat-
talion, to include the procurement and movement
of supplies. He controls the operation, movement,
and security of the battalion trains, normally in
compliance with instructions from the battalion
executive. The battalion S4 moves wherever his

23
duties require-forward to the companies on mat-
ters relating to supply, or to higher headquarters
to expedite resupply. See paragraph 211 for the
specific duties of the S4.
f. Communication officer. The battalion com-
munication officer has the primary duties of en-
suring efficient communication within the battalion
and of supervising the technical training of com-
munication personnel. He advises the commander,
staff, and other interested personnel in all mat-
ters pertaining to signal or other communication
in the battalion and attached units. There must be
positive coordination and cooperation between the
communication officer and other staff officers in
order to ensure efficient use of communication
equipment and personnel. The battalion communi-
cation officer normally works directly with the
communication officer of the higher headquarters
to which his battalion is attached and receives
signal orders and procedures from this head-
quarters. The communication officer normally
operates in the forward echelon. He has the addi-
tional duty of assistant S3 air and as such is re-
sponsible for-
(1) Receiving and processing requests for
air combat support.
(2) Assigning priorities to requests and sub-
mitting approved requests.
(3) Disseminating information concerning
air operations.
(4) Supervising air-ground liaison.
(.) Supervising all training within the bat-
 talion in air-ground cooperation proce-
dures.
(6) As required, establishing a communica-
tion system which furnishes coordination
and positive control between the battal-
ion and supporting aircraft.
g. Motor officer. The battalion motor officer, who
commands the battalion maintenance platoon, is
responsible for the supervision of all vehicle main-
tenance facilities within the battalion and for
liaison and coordination with supporting main-
tenance units. The maintenance platoon normally
is with the battalion trains, although the motor
officer, as.well as mechanics and evacuation vehi-
cles, must be free to move forward to accomplish
the mission. For his specific duties see paragraph
224.
h. Liaison officers. See paragraph 30 for the spe-
cific duties of the liaison officers.
i. Headquarters and service company com-
mander. In addition to commanding his company,
this officer may be designated as the headquarters
commandant. As such, he should be prepared to
assist or assume the duties of any member of the
battalion staff; in particular, he may frequently be
used to assist the S4 or to command the battalion
trains. When operating with the forward echelon,
he may supervise the movement and organiza-
tion of the command post under direction of the
executive officer. This officer is frequently placed
in charge of the advance party and of supervising
security of the command post.
j. Battalion surgeon. The battalion surgeon

25
trains and commands the medical detachment,
advises the commander on matters pertaining to
the health and. sanitation of the command, and
plans and supervises- all medical service within
the battalion. His specific duties are outlined in
paragraph 227 and in FM 17-50.
k. Battalion Army aviation officer. The primary
duty of the battalion Army aviation officer is to
operate the battalion's organic Army aircraft and
supervise the functioning of the air section; how-
ever, he has the additional duty of acting as an
advisor to the battalion commander on the em-
ployment of Army aviation (FM 20-100 and FM
6-20). The Army aviation officer assists the com-
mander and staff by-
(1) Preparing, coordinating, and supervising
plans for training and employing the
Army aviation section.
(2) Preparing, coordinating, and supervising
plans for training designated personnel
as air observers.
(3) Insuring rapid procurement of aircraft
supplies parts, and equipment, and prop-
er maintenance of his section.
(4) Supervising and coordinating the selec-
tion, preparation, operation, and im-
provement of landing strips.

21. COMMAND POST ORGANIZATION

a. Command posts may be located in buildings,
woods, or fields; and arrangements within the CP
necessarily conform to the specific location. How-
26
ever, there are certain general principles which
should be followed in so far as terrain and tactical
conditions permit. These include the following:
(1) The entire command post should be so
located as to insure maximum facilities
for communication of all types, particu-
larly radio.
(2) Headquarters sections should be located
within the perimeter of whatever securi-
ty is available.
(3) The message center should be located
near the entrance to the CP.
(4) The operations intelligence section
should be centrally located.
(5) The commander and executive should be
located near each other and near the
operations intelligence section.
(6) Liaison personnel should be so located
as to be readily accessible to operations
personnel.
(7) Guides and signs should be placed at ap-
propriate points.
b. Any arrangements for the CP must provide
for prbmpt displacement. During actual combat,
the CP usually remains mobile and operates from
vehicles (fig. 3).

27
 U)U i

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0~~~~~
r,

a"
St

'A' -' 4~~~~

'a

V *a
28~~~~~~~~~~~~~~
0;
U)

28~~~~~~~~~~~~~~~~~~-
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-~~~~~~~~~~~~I

28
 Section IV. COMMUNICATION AND LIAISON

22. GENERAL
Efficient control and coordination of a unit re-
quires the establishment of an efficient communica-
tion system. This is particularly true in reconnais-
sance units because of the dispersion characteristic
of the average security and reconnaissance mis-
sion. With an efficient communication system the
battalion commander can receive and relay infor-
mation expeditiously and can also control and ma-
neuver his companies efficiently. Because most of
the battalion's missions require dispersion and
rapid movement, wire communication is used only
to a limited degree. However, equipment is pro-
vided to set up wire communication whenever
practical.
23. RADIO COMMUNICATION
a. Within the companies and platoons, fre-
quency-modulated (F-M) radios are the principal
means of communication. Amplitude-modulated
(A-M) radios are provided for communication be-
tween companies and battalion, and between bat-
talion and higher headquarters. As an emergency
means the organic Army aircraft can be used as
an elevated radio relay station when voice ground
radios lose contact with each other. Within the
battalion, voice operation should be normal; this
may be changed to continuous-wave (C-W) opera-
tion in the battalion command net should the range
become too great for satisfactory voice reception.
See appendix II for typical radio nets.

29
 b. Radio communication from division to the
battalion includes command, reconnaissance, and
administrative nets. The battalion headquarters
operates two nets to companies, an A-M net and
an F-M net (app. II).
c. For a discussion of the types of radios or-
ganic to the battalion, see FM 17-70.

24. WIRE COMMUNICATION

Wire may be employed in defensive operations,
in bivouacs, or in assembly areas, to supplement
radio communication or during periods of radio
or listening silence. For a typical battalion wire
system, see appendix II.

25. MESSENGER AND VISUAL COMMUNICATION

Not only must communication be flexible at all
times, but alternate means must be provided
wherever possible. Wire and radio communica-
tion should be supplemented by messenger service
and by visual communication.
a. For delivery of such items as maps, docu-
ments, and overlays, messenger communication is
essential. When speed of delivery is vital, the or-
ganic Army aircraft may be used to deliver items
of the type mentioned above. There are mounted
messengers in the battalion headquarters, each of
whom drives a 1/-ton truck. Some of these messen-
gers usually operate directly under specified staff
officers, while the others operate as a part of mes-
sage center under the control of the message center
chief. Foot messengers should be used extensively
30
for carrying local messages while the battalion is
in bivouac or assembly areas.
b. Visual communication consists of arm and
hand signals, flags, panels, signal lamps, and pyro-
technics. Arm and hand signals and flags are used
principally for control of vehicular movement,
particularly while on the march. Panels are used
by all units of the battalion for identification and
recognition purposes and, at times, for emergency
ground-to-air communication. Pyrotechnics, con-
sisting of signal flares and smoke, are frequently
used during an attack and 'for emergency identi-
fication. Sound communication, principally horns,
sirens, whistles, and small-arms fire, is used
chiefly to spread an alarm, to attract attention,
and to transmit short prearranged signals. Pre-
arranged smoke signals for target identification
are particularly useful in joint air-ground opera-
tions. To be effective, prearranged signals must be
simple and easily memorized,

26. AIR-GROUND COMMUNICATION

An air-ground radio set is an organic item of
equipment within the battalion organization. It
is specifically designed for employment by a for-
ward air controller with the battalion, to contact
tactical aircraft. The set is used for directing
aircraft on air alert, or providing column cover,
to specific targets, for target identification to.
planes arriving in the area, and for verifying lo-
cations of friendly troops. Visual means discussed
in paragraph 25 may also be used for air-ground
communication. Prearranged signals should be

31
changed frequently and should be supplemented
by radio or other means. This applies, in particu-
lar, to the use of colored smoke for pointing out
targets to aircraft, since the enemy may fire the
same signal into our lines.

27. COMMUNICATION SECURITY

a. Communication security varies in importance
with the situation and the type of operation en-
gaged in at the time. However, observance of
security measures should be the rule rather than
the exception; reasonable security at all times
should be the goal. In general, information must
not be transmitted in the clear unless it will be
valueless to the enemy before he can take any
countermeasures.
b. Communication security includes all meas-
ures to deny to the enemy information that might
be obtained from intercepting our communication.
It includes crypotographic security, transmission
security, and physical security. Because of the
many radio sets in the reconnaissance battalion,
and since most commanders and crewmen are op-
erators of radios, it is vital that all personnel of
the battalion be thoroughly trained in radio pro-
cedure and communication security.
c. Authentication insures the identification of
the station or person sending a message. Without
it, enemy stations, representing themselves to be
friendly, may send false messages or orders or
may accept messages in the name of a friendly
station. When initial contact between two stations
32
is made, each must identify itself by the authen-
tication table prescribed in the current signal op-
eration instructions in the same manner as a sign
and countersign are used in crossing an outpost
line. After initial identification has been accom-
plished, use of the identification procedure may
be eliminated.
d. The principles of security must be constant-
ly impressed on all individuals by continuous em-
phasis and repetition.

28. COMMUNICATION TRAINING

a. The standard of training of a unit's com-

munication personnel can be measured by the ef-
fectiveness of the unit's communication system.
Training is a command responsibility and must
be continuous, progressive, and carefully planned.
b. Direct supervision of communication train-
ing is normally delegated to the communication
officer. Technical communication training is usu-
ally given at battalion level, although it may be
supervised by personnel from the armored signal
company.
c. All communication training must be organ-
ized and conducted to develop teamwork. The ini-
tial phase should be followed by periodic reviews
and by continuous application concurrent with
other training. For example, when a tank section
is on the firing range or a reconnaissance platoon
is receiving driving instruction, full use should
be made of interphone systems and radio sets.
Likewise, whenever a staff section undergoes field

33
training in command vehicles, the normal radio,
wire, and messenger personnel should be included
so that the entire section can train together as a
team. During tactical exercises and maneuvers,
the communication officer should set up a monitor
to note violations of procedure and security. He
should then conduct a critique at the end of each
day's operation to give constructive criticism illus-
trated by specific examples of correct and incor-
rect usage. The frequency of critiques may be
reduced as the number of errors diminish.

29. MAINTENANCE OF COMMUNICATION

EQUIPMENT
Organizational maintenance of communication
equipment is accomplished by the operators and
the company and battalion repairmen. Field main-
tenance is accomplished by the armored signal
company. Organizational maintenance, because of
its preventive nature, should be stressed. Careful
operation, prompt reporting of any trouble, and
thorough cleaning and tightening of all parts by
the operator are major steps in keeping sets in
continuous operation. Since radio communication
is of vital importance in the battalion's operations,
radio maintenance (FM 17-50) must be constant-
ly stressed and efficiently supervised by all com-
manders in the battalion.

30. LIAISON
a. The purpose of liaison is to obtain the desired
cooperation, exchange of information, coordina-
34
tion, and unity of effort between commanders. The
reconnaissance battalion normally maintains liai-
son with division headquarters or the headquart-
ers of the unit to which it is attached, and with
adjacent units.
b. Liaison may be accomplished either by per-
sonal conference between commanders (command
liaison) or by means of a liaison officer or agent
who represents his unit commander. Usually, both
methods are employed concurrently. The liaison
officer or agent operates from the headquarters to
which he is sent and maintains contact with it
and his own unit. Unit commanders meet when-
ever the tactical situation permits or requires
them to do so. To facilitate command liaison when
elements of the battalion are widely separated or
when the battalion command post is a consider-
able distance from the higher headquarters, the
battalion commander may use organic Army air-
craft for command transportation.
c. Effectiveness of liaison is in direct propor-
tion to the efficiency of the liaison officer. He must
be alert, tactful, energetic, and possessed of a
thorough, practical knowledge of the employment
and capabilities of his battalion. The liaison officer
must understand the staff procedure of higher
units and the tactics and techniques of all arms.
He must be provided with a radio-equipped vehicle
and one or more enlisted assistants who can serve
as messengers.
d. Only by frequent trips between his unit and
the headquarters to which he is sent can the
liaison officer adequately perform liaison.

35
 e. A reconnaissance battalion liaison officer has
four basic missions:
(1) To keep his own unit commander con-
stantly informed of the tactical situation
and the plans of the unit to which he is
sent.
(2) To advise the commander of the unit to
which he is sent as to the plans and tacti-
cal situation of his own unit.
(3) To serve as an adviser concerning the
employment of the reconniassance bat-
talion, when asked for such advice by the
commander of the unit to which he is
sent.
(4) To transmit orders and instructions from
higher units to his own unit and from
the battalion commander to subordinate
units.

36
 CHAPTER 2

MARCHES AND BIVOUACS

Section I. GENERAL

31. MARCHES, GENERAL

a. Armored units, and particularly reconnais-
sance units, spend a considerable portion of their
time in motor marches. Therefore, it is essential
that the reconnaissance battalion be able to make
orderly and efficient marches, both tactical and
administrative.
b. The objective of an armored march is to
move from one location to another so as to arrive
at the appointed time with all personnel and
equipment in the best possible condition and ready
for combat. The reconnaissance battalion may
often be employed directly from the column for-
mation with little or no time to halt and make
preparations. This requires thorough planning,
aggressive leadership, constant supervision dur-
ing the march, and, most important, organized
training in and practice of march techniques. Only
by training and practice can the battalion develop
the experienced and well-disciplined units, crews,
and individuals that are essential to a successful
motor march under combat conditions.
37
32. DEFINITIONS
For a thorough understanding of march tech-
nique, it is necessary to know and understand the
meaning of the following terms used in marching:
a. Arrival time. The hour at which the head of
a column, or head of an element thereof, arrives at
a designated point.
b. Clearance time. The time at which the tail
of a column, or the tail of an element thereof,
passes a designated point.
c. Close column. A motor column in which ve-
hicles are closed up to safe driving distance behind
the preceding vehicle.
d. Control vehicle. The vehicle that travels at
the head of a column, or element thereof, and
sets the rate of march.
e. Density. The average number of vehicles that
occupy 1 mile of road space.
f. Distance. The space from the rear of one
vehicle (including towed load, if any) to the front
of the next vehicle in column; or the space from
the rear element of a march unit or serial to the
leading element of the following march unit or
serial.
g. Guide. A person who leads a unit or vehicle
over a predetermined route or to a selected area.
h. Infiltration. A motor column in which vehi-
cles are dispatched at irregular intervals with a
fixed density (such as 3, 4, 5, or 6 vehicles per
mile).
i. Initial point (IP). Point (example, a cross-
roads) at which a foot march or motor movement
is formed without halting by the successive ar-
38
!rival of the units that finally make up the column.
j. March discipline. Observance and enforce-
ment of the rules which govern a unit on the
march, especially those involving correct forma-
tions, distances, and speeds, and the effective use
of cover.
k. March order. An order issued by a com-
mander to give instructions for a march.
1. March table. A composite list showing the
general organization and time and space schedule
for a march movement. It is generally published as
an annex to an operation order.
m. March unit. A unit or group of units which
moves or halts at the order of a single commander.
A company, battery, or similar organization nor-
mally forms the march unit. A serial is made up
of one or more march units.
n. Marker. A person, flag, stake, or some other
object posted at a point to indicate the position
of a unit, a direction or procedure to be fol-
lowed, a danger point, an obstacle, or a boundary.
o. Open column. A motor column in which dis-
tances between vehicles are increased to accom-
plish greater dispersion. Usually a fixed density
is specified (such as 10, 15, or 20 vehicles per
mile).
p. Rate of march. The average marching speed
in miles per hour, including short periodic halts.
q. Regulating point. A point at which an in-
coming serial is released from column control
and leaves the march column to go into a specific
area.
r. Road space. The total length of roadway

39
occupied by a convoy, column, or element thereof.
s. Serial. One or more march units, preferably
with the same march characteristics, placed un-
der one commander for purposes of march control.
t. Shuttling. Transporting troops, equipment,
and supplies by a series of round trips of the same
vehicles. It may be done by hauling a load the en-
tire distance and then returning for another load;
or it may be done by carrying successive portions
of the marching force for short distances while
the remaining portions continue on foot.
u. Strip map. Sketch of a route of march (fig.
14); it may or may not be drawn to scale, but
should include identifying landmarks such as
towns, bridges, outstanding buildings, crossroads,
etc.
v. Time length. The time required for a column
or element thereof to pass a given point.
w. Time interval (time gap). The interval of
time between successive vehicles, march units, or
columns as they move past a given point. The
time is measured from the instant the tail of one
unit clears the point to the instant the head of the
next unit reaches it.

33. TYPES OF MARCHES

a. All marches of the reconnaissance battalion
may be classified into two types: the administra-
tive march and the tactical march.
b. An administrative march is one in which the
possibility of contact with or interference by the
enemy, except by air, is remote; therefore, the
primary considerations in the arrangement of

40
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troops and vehicles for the march are to facilitate
their rapid transit and to provide for the comfort
and convenience of personnel (fig. 4). The march
characteristics of vehicles and units are given
preference over combat characteristics. Another
consideration in the organization of administrative
columns is to group units having the same rate of
march.
c. A tactical march is one in which the units
and vehicles are so arranged in the column as to
facilitate their employment upon contact with or
interference from the enemy. In a tactical march,
the combat characteristics of units and vehicles
are given preference over march characteristics.
The factors which have the greatest influence upon
dispositions for the tactical march are the compo-
sition and proximity of hostile ground forces and
aviation. When hostile forces include armored ele-
ments, contact with such elements must be expected
from any direction. Distance no longer gives
armies the same degree of protection and freedom
of action they have had in the past. The tactical
march requires greater coordination and planning
for control, since provision must be made for pro-
tection of the front, flanks, and rear. A primary
factor in organizing a tactical march is to main-
tain the tactical integrity of units.

34. TYPES OF MARCH COLUMNS

The reconnaissance battalion normally uses one

of three types of march columns: the open col-
umn, the close column, or the infiltrating column.
42
 a. The open-column formation is particularly
applicable to tactical moves which must be made
during daylight without air cover, when time is
so important that lack of secrecy and the possi-
bility of some losses from air attack are acceptable.
Sufficient dispersion is prescribed to prevent simul-
taneous shelling or bombing of two or more vehi-
cles. Open column may also be used to advantage
when moving with driving lights at night, or with
blackout lights on moonlight nights on good roads.
A fixed density, or a given distance between vehi-
cles, is prescribed when this formation is used.
The open-column formation provides the best pos-
sible compromise between the conflicting require-
ments of a short time length of the column and a
wide dispersion of vehicles within the column.
b. The close-column formation is used when a
large volume of traffic must be moved over a short
distance at a minimum of time. This formation is
also useful for night moves under blackout condi-
tions, particularly over poorly marked routes,
when it is essential that distances between vehicles
be short enough to enable drivers to maintain
visual contact with the preceding vehicles. Nor-
mally, close column during daylight is not justified
except when the column has air cover or is other-
wise secure from hostile air attack. This method
of marching permits utilization of the full traffic
capacity of the roads; but it does not provide dis-
persion against enemy observation and attack,
and traffic bottlenecks are likely to occur along the
route.
c. An infiltrating column may be used when suf-
43
ficient time and road space are available and the
maximum of secrecy, deception, and dispersion
is desired as a means of passive protection against
enemy observation and attack. This formation
provides the best possible passive protection from
air observation and attack; but because of ex-
tended distance between vehicles, column control
is extremely difficult and routes must be care-
fully marked in advance to prevent drivers trom
becoming lost. If the reconnaissance battalion
were operating on one flank of the division and
were suddenly given a mission on the other flank,
an infiltrating column might be the best method of
making the lateral movement with a minimum of
interference with other traffic.

Section II. PLANNING AND CONDUCT OF MARCHES

35. MARCH PLANNING

a. The successful execution of a march, to in-
clude departure from and occupation of bivouac
or assembly areas, requires careful and detailed
planning, coordination, and reconnaissance on the
part of the commander and his staff. The recon-
naissance battalion commander must make full use
of his staff, subordinate commanders, and liaison
officers in order to obtain best results.
b. The ultimate goal of a march is to arrive at a
designated point at the designated time with vehi-
cles and personnel prepared for combat. To best
accomplish this, rules for rates of march, lengths
of halts, and other factors of march techniniue
44
must be flexible. When the weather and terrain
conditions are difficult, the rate of march should
be reduced to minimize the possibility of vehicular
accidents. When the vehicles have registered an
execessive number of miles of operation, good
judgment dictates that the rate of march and the
length of time between halts be decreased; this
allows more time for driver checks and crew
maintenance. It is the responsibility of the bat-
talion commander to be acquainted with the con-
dition of the equipment of his command and to be
prepared at all times to recommend to higher head-
quarters the rate of march and other pertinent
information.
c. A vital and often neglected phase of march
planning i3 the necessary coordination with high-
er headquarters, adjacent units, or other units
likely to be using the same road space. This is par-
ticularly important in a theater of operations,
where all roads are normally carrying the maxi-
mum load. Road priorities, restrictions, and time
limits imposed by higher headquarters must be fol-
lowed and enforced to the letter by the reconnais-
sance battalion commander, and any changes found
to be necessary should be submitted to higher
headquarters for approval. An otherwise well
planned and organized march may result in com-
plete confusion because of the unplanned meeting
of two columns en route.
d. Preliminary planning and preparation should
cover the following:
(1) Warning order for the march.
(2) Formation of the column.

45
 (3) Designation of initial point (or points).
(4) Routes of march.
(5) Traffic control during the march.
(6) Route reconnaissance.
(7) Rate of march.
(8) Density and distances.
(9) Halts and refueling of vehicles.
(10) Communication on the march.
(11) Control and supervision of the march.
(12) Security on the march.
(13) Battalion trains.

36. WARNING ORDER FOR THE MARCH

The warning order, issued prior to the detailed
march order and as soon as information of the
contemplated move is received, is essential for
alerting the troops and allowing them time to
prepare for the march. The warning order should
be issued orally and -ifpossible should include the
time of departure, the distance to be traveled,
the destination, probable action or status upon
arrival, and instructions for the advance party.
The habitual use of warning orders not only in-
sures that men and vehicles will always be properly
prepared by departure time but also insures that
vehicles receive maximum maintenance and that
troops receive maximum rest.

37. FORMATION OF THE COLUMN

a. The formation for the tactical march is
governed primarily by the tactical situation. The
column is so organized as to maintain tactical in-
tegrity and to facilitate assuming attack forma-
46
tions from the march column, or upon arrival at
destination, without complicated regroupings. The
type of enemy resistance expected governs the com-
position of the leading march unit. Troops are
arranged in the order of anticipated use, or in the
order in which it is desired that they enter either
the new assembly area or the attack position. If
the battalion is marching with other units, as a
part of the division, it normally constitutes a serial,
each reconnaissance company being a march unit.
b. In an administrative march, the order of
leaving a bivouac should be based on comfort and
ease, rather than on tactical order. A formation
may be selected so that the unit farthest from the
IP leads the march, followed by the next farthest
unit, which ties in at the tail of the leading unit
as it moves by (fig. 5). This procedure is fol-
lowed by the other units in the bivouac with the
exception of battalion headquarters, which should
be placed near the center of the column for con-
trol purposes, and service elements, which should
be at the rear of the column. This formation may
also be reversed, the unit nearest the IP leading
the march, followed by the next closest unit. Each
march unit should establish liaison with the pre-
ceding march unit before moving out of the bi-
vouac area. The liaison agent keeps his commander
informed as to the time of departure of the preced-
ing unit, thus enabling each march unit to depart
at the proper time and take its correct place in
the moving column.

47
 c=IP

1i
V A A

UNITS MOVE TO THE IP IN THE FOLLOWING ORDER:

COMPANY A, COMPANY B, BATTALION HEADQUARTERS,
HEADUARTERS AND SERVICE COMPANY (-),COMPANY
C, COMPANY D, SERVICE ELEMENTS.

Figure 5. One method of forming the march column.

48
38. INITIAL POINTS
a. The higher commander usually designates an
initial point for his command, and sets a time for
the battalion to reach and clear it. Like-/ise, the
battalion commander designates a battalion initial
point and times for units of the battalion to reach
and clear it. The battalion IP is the point at which
units of the battalion form a column or a serial
and should be easily distinguishable on the
ground. It must be located along the line of march
near the bivouac, and further located so that no
march unit is required to march to the rear or
through the bivouac or column of another unit.
b. Each march unit reconnoiters and times the
route to the battalion IP. A staff officer from bat-
talion headquarters conducts the same type of re-
connaissance from the battalion IP to the column
IFP. Thus an estimated time of departure from
bivouac is reached which should enable units to
take their proper place in the moving column with-
out halting at the IP. Careful planning of starting
times will insure that each unit is alert and ready
to take its place in column, and also will eliminate
premature mounting of vehicles and starting of en-
gines-with resultant fatigue, consumption of fuel,
and loss of time for service and maintenance (figs.
6 and 7).

39. ROUTES OF MARCH

A higher commander usually designates a route
of march for the reconnaissance battalion. Some-
times the higher commander also specifies route

49
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priorities and time limits; in this case, the battal-
ion commander must exercise the closest super-
vision to see that the given requirements are
strictly adhered to. When the battalion is given
an axis of advance, or when the battalion is oper-
ating alone, the battalion commander picks the bat-
talion's route and alternate routes by map or
personal reconnaissance.

40. TRAFFIC CONTROL OF THE MARCH

a. When the reconnaissance battalion marches
as a part of a larger unit, such as a combat com-
mand, a military police detachment normally estab-
lishes traffic control points at critical points along
the route of march. These traffic control points
should be supplemented by markers from the
reconnaissance battalion if necessary.
b. In an administrative march, and under cer-
tain conditions in a tactical march, the column
should be preceded by a group of markers under
an officer. This group, which may or may not ac-
company the advance party, reconnoiters the
route and posts markers at key positions to insure
the safe and orderly movement of the command.
Markers should be posted at such points as bad
curves or hills to caution drivers to proceed at a
slower speed, at a bad bridge or ford to assist
and guide vehicles in crossing, and at crossroads
and road junctions to insure that all vehicles fol-
low the correct route. In an administrative march,
the group of markers should precede the main
column by at least 1 hour. In a tactical march
this time-distance will depend upon expected
52
enemy contact and other factors of the tactical
situation.
c. Phase lines may be used to control the move-
ment of two or more columns, including the flank
guard units. Phase lines should be clearly dis-
tinguishable terrain features, such as streams,
crossroads, and well-defined ridges, along the
route of march. When the heads of columns, usu-
ally the control vehicles, cross phase lines, they
report their crossing and continue the march;
they halt at these lines only when ordered to do so
by higher headquarters.

41. ROUTE RECONNAISSANCE

a. Upon receiving notification of a movement,
the battalion commander must obtain all possible
information concerning his route of march. His
sources of information include reports from high-
er headquarters (particularly engineer reports),
map reconnaissance (fig. 8), air reconnaissance,
and ground reconnaissance. A combination of air
reconnaissance and ground reconnaissance is the
most thorough and reliable, but frequently the
tactical situation or lack of time will make it
necessary to use only reports from higher head-
quarters and a map reconnaissance. The recon-
naissance should determine the following:
(1) Roads, to include type, width, condition,
and defiles.
(2) Bridges, to include capacity, location, by-
passes, clearance, width, and type of
span.
(3) Fords, to include location, depth, velocity

53
 A,.: MR . I~.
k. __J'vPOST MARKERS AT POINTS ().
EXAMINE BRIDGES AT ().
RECONNOITER WOODS AND DEFILES.
._______ _I ! MEASURE DISTANCES.

Figure 8. Route reconnaissanceby map.

54
 of current, and condition of bottom,
banks, and approaches.
(4) Points at which markers should be
posted.
(5) Any other information of the enemy or
the terrain which may be useful to the
commander.
b. The reconnaissance battalion is frequently
called upon to perform the route reconnaissance
for a larger command. For this type of mission, a
reconnaissance team from the armored engineer
battalion is normally attached to carry out the
more technical phase of bridge and road reconnais-
sance. This special attachment may not always be
available, and reconnaissance personnel should be
trained for this role. See FM 5-10 for informa-
tion to be used in this training.

42. RATE OF MARCH

The rate of march is governed by the speed of
the slowest vehicles in the column. During daylight
and on good roads, this rate is 12 to 20 miles per
hour for a mixed column containing tanks and
wheeled vehicles. For night marches without
lights, except in bright moonlight, this rate is re-
duced to 8 to 10 miles per hour on good roads.
The rate of march, however, is the average speed
over a period of time, including periodic halts. A
rate of 15 miles per hour can be maintained for
a sustained period only when roads are good, the
weather favorable, and march training adequate;
the vehicle must be in excellent condition and the

55
crews (particularly drivers) must be thoroughly
rested. The rate of march is dependent on other
factors, such as terrain, volume of traffic over the
route concerned, number and size of cities and
congested areas along the route, and the tactical
situation.

43. CONTROL OF SPEEbS WITHIN THE COLUMN

a. It is theoretically possible for an entire
march column to move at a constant speed. Practi-
cally, however, elements in a column of any length
simultaneously encounter many different types of
roads and obstacles, including hills, sharp curves,
and defiles. The result is that different parts of
the column, regardless of vehicular performance
characteristics, move simultaneously at different
speeds. This produces an accordion-like action
("whip"); and on a long hill or a bad stretch of
road, a traffic jam may result at the near side of
the obstacle while excessive speeds are common
on the far side of the obstacle.
b. This problem is particularly important to
the reconnaissance battalion because of the varied
types of vehicles organic to the unit. To eliminate
"whip" in a march column, the leading vehicle
must never exceed the maximum sustained rate
of speed of the slowest vehicle in the column,
especially while negotiating an obstacle. To pre-
vent a traffic jam on the near side of an obstacle,
the distance between individual vehicles is short-
ened as each vehicle enters the obstacle. This de-
creased distance is maintained as the vehicle passes
through the obstacle. To eliminate excessive speeds

56
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on the far side of the obstacle, and to regain
proper march distance, the leading vehicle must
resume the prescribed rate of march gradually.
Each succeeding vehicle must in turn regain the
proper march distance gradually (fig. 9). To
assist in the application of this technique, markers
should be used as described in paragraph 40, and
the battalion SOP for marches should specify a
maximum speed for every type of vehicle in the
battalion.

44. MARCH DISTANCES

a. The normal distance between vehicles in the
column during daylight is 50 yards. The distance
between vehicles on night marches is normally
that at which each driver can maintain visual con-
tact with the preceding vehicle. This distance may
vary to conform to the tactical situation as well as
to local traffic regulations.
b. The distance or time interval between march
units in the column is normally between 1 and 3
minutes. Between serials this time interval is
normally between 3 and 5 minutes. This also may
vary with the tactical situation and local condi-
tions but if possible should be kept within the
range stated.

45. HALTS ON THE MARCH

a. Normally, the battalion makes a scheduled
halt of 10 minutes each hour or of 15 minutes
every two hours. It is advisable to schedule a
halt of 10 minutes at the end of the first 50 min-
58
utes of the march. All march units stop at all
scheduled halts and make no attempt to close up
gaps in the column. Vehicular crews perform pre-
scribed at-the-halt maintenance operations.
b. At halts, the march unit and serial com-
manders check to insure that-
(1) Traffic control personnel are posted at
the front and rear of each march unit.
(2) Correct distance between vehicles is
maintained, since armored units do not
normally close up at the halt.
(3) All vehicles and personnel remain on the
right side of the road and keep the
traveled portion of the road clear at all
times.
(4) Ground and air security is maintained.
(5) Crew maintenance is performed by the
crew of each vehicle.
(6) Vehicle personnel are alert to receive and
relay signals for the resumption of the
march. This is particularly important at
night.
(7) Maintenance personnel are checking the
mechanical condition of all vehicles in
the unit.
c. Halts for refueling and feeding of personnel
are scheduled in advance so that unit commanders
can plan accordingly. The distance traveled before
refueling should not exceed 75 miles. Trucks from
the supply platoon are usually attached to the
companies for a march. One method of refueling
is to have these trucks move up the column, dis-

59
 _-, .:.
....
....
....

¥,.' -

4~ ~" - "~ ,-,,~~ :,; I

Figure 10. When "coiling up" at a halt, compa.nes quickly

move off the road and remain ready to move out on short
notice.

60
tributing full 5-gallon gasoline drums to the ve-
hicles; on their return, they collect the empty
drums.
d. During tactical marches when action is im-
minent, or during prolonged halts, it is often de-
sirable to shorten the column. Where the terrain
permits, units of the battalion accomplish this by
"coiling up" on each side of the road (fig. 10).
Each company selects, or is assigned, an area off
the road; all of its vehicles move into this area
just as they would move into a bivouac or an as-
sembly area. In an administrative march, the
units are so placed that they can easily move back
onto the road, faced in the proper direction to
resume the march. In a tactical march, the com-
panies must be prepared to move in the direction
of the anticipated action.

46. COMMUNICATION ON THE MARCH

When security permits, radio is the principal
means of communication on the march. Except
under severe weather and terrain conditions the
battalion should be able to control all units over
frequency-modulated systems. Visual signals-
particularly arm and hand signals and flag signals
-should be used extensively for column and ve-
hicle control. Messengers may be used in some
cases; but they should be kept to a minimum while
the column is moving and should be used only to
carry maps, overlays, and similar material. A
liaison agent or officer should remain with the
preceding serial, to inform the battalion command-
er of that serial's actual time of departure and

61
time of clearing the IP and intermediate control
points, and to give early warning of any un-
scheduled halt.

47. CONTROL AND SUPERVISION OF THE MARCH

a. Efficient control of the reconnaissance bat-
talion on the march requires a high degree of
training. Discipline and diligent leadership play
an important role in keeping a command alert,
particularly at night, when there is a tendency
toward slower execution of orders and a general
slackening in discipline because of fatigue and
darkness.
b. During the movement, a staff officer is always
kept at battalion headquarters to render prompt
decisions and issue additional instructions where
necessary. This will usually be the battalion execu-
tive officer, who rides in a vehicle near the center
of the column. The battalion commander and other
staff officers observe the march of the column,
checking on march discipline and the general con-
dition and conduct of the march. The commanding
officer or a representative should always be at the
unit IP to check the order of march, condition of
vehicles and personnel, interval, and general march
discipline.
c. The leading vehicle of each march unit acts
as a control vehicle to maintain the speed pre-
scribed by the march unit or serial commander. A
designated officer or noncommissioned officer rides
in this vehicle to insure that it keeps as near the
prescribed speed as traffic and road conditions
permit. Frequently, the control vehicle is preceded
62
by an officer in a 1/4 -ton truck, who serves as the
navigator or pathfinder. The mnarch unit com-
mander should observe the march of the column
continuously, making on-the-spot corrections where
necessary. Within the march unit the individual
vehicles vary their speed as necessary to maintain
the proper distances with a prescribed maximum
speed. The march unit commander should inspect
his unit with the designated battalion staff officer
at the battalion IP to make on-the-spot corrections.
d. When the column makes an unscheduled halt,
unit commanders must immediately go forward to
the heads of their respective columns to determine
the cause of the delay and to assist in getting the
column moving again. All commanders must make
a special and continuous effort to continue the for-
ward movement without delay.
e. The halt is primarily a period for checking
vehicles and equipment, and for the relief of
personnel. During halts commanders check vehicle
maintenance, the status of vehicles and personnel,
distances, and security. Commanders also have
the opportunity for direct contact with their men,
and can make corrections or commendations.
f. One of the best means of column control and
supervision is the Army aircraft, which is organic
to the reconnaissance battalion. It permits excellent
observation of routes and obstacles, as well as of
march discipline and the general conduct of the
march. When terrain formations make radio com-
munication between vehicular sets difficult or im-
possible, the Army aircraft may be used as a
relay station in the F-M net.

63
48. SECURITY ON THE MARCH
a. The degree of security necessary on a march
is determined by the proximity of enemy forces;
the probable type of enemy interference expected,
such as armor, ground, air, or chemical; and the
location of the reconnaissance battalion column
with respect to other friendly forces. The recon-
naissance battalion is frequently called upon to
furnish march security for larger units.
b. Under certain conditions, administrative
marches may be conducted in areas where the
civilian population is hostile. In such instances,
careful consideration must be given to ground
security, both during the movement and at the
halt. At the halt, sentries must be placed on the
flanks of the column; vehicular crew members
must be on the alert at all times just as if the
march were being made in the presence of the
enemy. In addition, special provisions must be
made to protect maintenance personnel working
on disabled vehicles which may have dropped from
the column.
c. In a tactical march, the battalion should be
preceded by an advance guard. The size, composi-
tion, and disposition of this element are matters
for command decision and vary with the mission,
terrain, and tactical situation; but it should be no
stronger than is necessary for security. The lead-
ing unit of the column may act as the advance
guard, or the advance. guard may precede the
column by a short time interval. Regardless of its
proximity to the column, its mission is to provide
for the uninterrupted advance of the main body
and to preserve for the commander freedom of
action in employment of the unit.
d. In a tactical march, the battalion protects
its flanks by means of flank guards, especially when
protection is not afforded by adjacent friendly
troops. Flank guards cover those routes of ap-
proach which might be used by hostile forces to
attack the flanks of the column. They may accom-
plish this by traveling on parallel roads and being
distributed in sufficient depth to ward off or give
warning of surprise enemy attack (fig. 11); or
echelons of the flank guard may move by bounds
from one position to another, occupying terrain
features from which good observation is possible.
e. A rear guard is a security element which
follows and protects the rear of the main body on
the march. This rear guard is used-to collect strag-
glers, to protect the trains, and to defeat or delay
hostile forces attacking the rear.
f. One of the best security measures that may
be employed by the reconnaissance unit commander
on the march is use of the Army aircraft. Full
advantage should be taken of this means of ob-
servation to obtain knowledge of routes and of
enemy forces and their dispositions.
g. Within the column itself, security must be
provided against air attack during the march and
during halts (figs. 12 and 13). This is done by des-
ignating an air sentry on each vehicle and by con-
tinuous manning of antiaircraft guns both while
moving and while at the halt. Passive security
includes the dispersion of vehicles and the main-
tenance of proper distance; particular attention

65
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68
must be paid to the tendency to jam up at halts,
obstacles, and traffic bottlenecks. Specific vehicles
must be designated to cover the rear, front, or
flank with their antiaircraft guns. Security must
be checked by staff officers and commanders mov-
ing along the column. A vital part of air security
is an adequate air warning system, such as a
radio flash signal, within the column.

49. POSITION OF BATTALION TRAINS ON A MARCH

In an administrative march, the battalion trains,
less those vehicles marching with individual com-
panies, normally march as a unit at the tail of the
battalion. In a tactical march, their position is
the same unless they are organized into combat
and field trains; in this case the combat trains usu-
ally move with the battalion, and the field trains
move with the trains of the higher command.

50. STRIP MAP

A strip map (fig. 14) is desirable as part of a
march order; it is particularly useful to com-
manders of small units in column control. It is
used to give a schematic picture of the route of
march and information and restrictions pertain-
ing thereto. Strip maps should whenever possible
be reproduced in quantity and supplied to all per-
sonnel concerned, including platoon leaders and
vehicle commanders. The purpose of a strip map
is defeated if it becomes cluttered and confused
by nonessential information. It contains the fol-
lowing information:

69
 a. Initial point.
b. Regulating point.
c. Destination.
d. Route names or numbers.
e. Mileage between cities.
f. Key road junctions and crossroads.
g. The larger towns and cities on the route.
h. Important bridges and railroad crossings.
i. Direction (magnetic north).

51. MARCH ORDER

The march order for the battalion is issued to
subordinate commanders and staff officers after
the order from higher headquarters has been re-
ceived and plans for the march have been com-
pleted. The order must be complete, covering all
phases of the march; it should so far as pos-
sible cover all situations that might arise during
the movement. The order should be oral except
for such accompanying material as strip maps,
overlays, and maps, and should include the fol-
lowing:
a. Destination.
b. Route.
c. Rate of march (may be SOP).
d. Order of march.
e. Location of initial point.
f. Time of passing the initial point.
g. Details for any security to be established
(may be SOP).
h. Scheduled halts (may be SOP).
i. Distances between vehicles and march units
(may be SOP).

70
 PO

DIV RP
BN RP
20M

'M'

17M

DIV IP 2

BOWLNG GREEN/ AREA

BN IP

Figure 14. Sample strip map; numbers indicate distances

in miles between asterisks.

71
 j. Traffic control measures (may be SOP).
k. Communication.
1. Location of command post during the march
(may be SOP).
m. Location of the regulating point (RP).
n. Time the unit is to clear the RP and any
other critical points along the route of march.

52. NIGHT MARCHES

a. In the combat zone, most marches are con-
ducted during the hours of darkness. In many
areas even blackout lights are prohibited. The re-
connaissance battalion must be trained to conduct
night marches under all types of conditions. The
same principles that govern a daylight march apply
with minor adaptations, such as decreased speed
and decreased distances. Special attention must be
given to the planning and execution of night
marches; and route reconnaissance, road markers,
alertness, supervision, and leadership become
doubly important. Constant practice offers the
most valuable training, and efforts should be made
to conduct some of this practice over unfamiliar
terrain.
b. Darkness increases the difficulty of control,
and necessitates decreased speed, decreased dis-
tances, and increased reconnaissance and security.
Whenever a halt is made during a night march,
either the vehicle commander or the assistant
driver must dismount and make contact with the
preceding vehicle in the column. Special precau-
tions must be taken to insure that no part of the

72
column is held up, when the march is resumed,
because a driver or crew has fallen asleep during
the halt.

53. MARCH SOP

The battalion should prepare a standing oper-
ating procedure for a march. This SOP should
cover the nonvariable factors of march technique,
such as command and staff supervision, organi-
zation of advance groups, designation of air
sentries, principles of march discipline, and loca-
tion of trains.

54. MARCH DISCIPLINE

March discipline, a vital factor in the execution
of an efficiently conducted march, includes the
following points:
a. Speeds and distances must be strictly ob-
served. In resumption of the march and in halting,
control vehicles must make gradual speed changes.
The approach to, passage through, and departure
from obstacles, cities, and towns must be care-
fully controlled. The opening and closing of gaps
between vehicles and march units must be gradual
(fig. 9).
b. March units and serials must arrive at and
clear control points at the designated time. Failure
to clear key points at the proper time may deny the
use of the route to other units or result in traffic
jams, which prevent movement of units and sup-
plies.
c. Loading of vehicles must be uniform and

73
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74
orderly, with the items necessary t3 combat read-
ily accessible.
d. Vehicle commanders use arm and hand sig-
nals, and insure that all such signals are obeyed
and are relayed to the following vehicles (fig. 15).
e. Vehicle commanders signal vehicles doubling
the column to pass when it is safe to do so.
f. Vehicle commanders maintain a position
from which they have unobstructed observation,
remain alert, keep close control of their vehicles
and crews, and do not permit straggling (in which
vehicles drop out of the column at will).
g. Vehicle commanders of disabled vehicles
clear the road, signal the rest of the column to
pass, and post the necessary markers. After the
necessary repairs have been made, the vehicle
closes up to its proper place during subsequent
halts. If an officer's vehicle is disabled, he mounts
another vehicle and continues with the column.
h. Air sentries remain alert at all times; planes
are fired upon only if they attack or on order of
an officer.
i. All vehicles clear the road at halts, and all
vehicles simultaneously resume the march from a
halt (figs. 16 and 17).
j. Crews conduct prescribed vehicular checks
at the halts.
55. MARCH TRAINING

Continuous and progressive practice is the best

method of preparing a unit for the proper and
efficient conduct of a mounted march. The train-

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 ing must begin with individual crew training.
Each crew- must become proficient as a team in
driving, maintenance, and communication before
it is permitted to engage in organized column
marches. Units must receive practice in short-dis-
tance marches in platoon and company columns
before engaging in long, larger-unit marches. The
development of march-trained units requires ener-
getic leadership and constant constructive criti-
cism. Corrections should be immediate where nec-
essary but whenever possible should be made
through command channels. For example, the bat-
talion commander should inform the company
commander of deficiencies within his company
instead of informing the individual crews them-
selves, unless the case in question is endangering
men or mat6riel. On-the-spot corrections of a
single vehicle should be directed to the vehicle
commander and not to the driver. When deficien-
cies are reported, they must be specific, giving
the time, place, and exact nature of the violation.
Officers checking initial points and observing the
march of the column should make notes on both
good and bad points; these notes should then be
the basis of a critique which should be held by
the battalion commander following each day's
march during the training period. In the conduct
of the critique, the value of favorable comment
must not be underestimated.

78
 Section Ii1. BIVOUACS

56. GENERAL
A bivouac area is a preselected piece of terrain,
generally in a rear area and out of direct contact
with the enemy, where a command rests and pre-
pares for further movement. In a bivouac area,
the possibility of contact with the enemy, except
by air, is remote; and it is not intended that
troops be committed to action from this position.

57. CHARACTERISTICS OF THE BIVOUAC AREA

a. Prior to final selection of a bivouac area
(figs. 18 and 19), a map reconnaissance and, if
possible, a personal reconnaissance are made of
the proposed area. Essential characteristics of a
bivouac area include-
(1) An area large enough to permit normal
dispersion of vehicles; this is approxi-
mately 50 yards between vehicles.
(2) Firm, all-weather standing for both
wheeled and tracked vehicles, and smooth
ground to facilitate vehicular mainte-
nance and movement of supply and other
vehicles through the area.
(3) A sufficient number of entrances and
exits to permit rapid movement in any
direction. The entrances must be in good
enough condition to allow vehicles to
leave the road and occupy the bivouac
area without materially reducing speed.

79
 2
~~~llrelw
· u~~~~~0

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80 o
 j~~~~~~~~~~i:i!,

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Ou~~~~t
 (4) Concealment from air and ground ob-
servation.
(5) Natural terrain protection.
b. Characteristics which are not essential but
are desirable include-
(1) An adequate water supply within or near
the area.
(2) Suitable shelter for personnel.
(3) Proximity to the services required for
maintenance and rehabilitation for both
vehicles and personnel.
58. ADVANCE PARTY
a. When the reconnaissance battalion is to
move to a new bivouac area, it sends an advance
party to the new area as soon as possible. When
the battalion is part of a larger command, this
party accompanies the advance party of the larger
command. The battalion advance party normally
is composed of representatives of all companies
and attached units in the battalion. The advance
party should thoroughly reconnoiter the area, fur-
nish any needed security, and make the necessary
improvements on entrances and routes within the
bivouac area. Its operations should be covered in
the standing operating procedure of the unit.
b. The instructions to the advance party should
include information as to the approximate length
of time the men will be out and the individual
equipment to be taken. The standing operating
procedure should specify the special pioneer equip-
ment to be carried; instructions must cover any
additional special equipment needed.

82
 c. If the battalion is part of a larger command,
the advance party officer of the larger force
designates the area that the battalion will occupy.
If the battalion is operating alone, the battalion
advance party officer selects the area from a gen-
eral area assigned by the battalion commander.
The battalion advance party officer rapidly recon-
noiters the area, divides it into company areas,
and posts markers to insure that the units move
into their areas with as little confusion as possi-
ble. Company personnel in the advance party fur-
ther organize their assigned areas. The battalion
officer also selects a tentative location for the
battalion command post, prepares recommenda-
tions for the security of the area, and makes a
circulation plan. It is desirable to have the service
and maintenance elements centrally located in
the area and near the main axis, or main road
through the area. Special attention is given to
insuring suitable working conditions for the
maintenance platoon. The advance party officer
should also reconnoiter the immediate vicinity of
the bivouac area for a suitable landing strip for
Army aircraft.

59. OCCUPATION OF BIVOUAC

a. Upon the arrival of the battalion at the new
area, it is essential that the units move off the
road, and clear the route of march, without halt-
ing. The posting of markers, the selection of
routes, and the allocation of areas by the advance
party are all done with the objective of clearing
the battalion from the route of march without

83
halting and without obstructing the movement of
other units (fig. 20). This requires the aggres-
sive action of all guides and commanders and ne-
cessitates the closest supervision by the battalion
commander and members of his staff. To facili-
tate occupation of the bivouac, the area of the
leading unit should be located farthest along the
entrance route. Areas of units following should be
located successively to the rear, on alternate sides
of the route. After the march serial has cleared the
route, any desired adjustments of vehicles can eas-
ily be made without holding up the flow of traffic.
b. If the battalion is marching as part of a
larger command, it may be released from column
control, as a serial, at the higher command's regu-
lating point. It may then be required to march for
some distance as a serial before its own march
units break away. This may require the battalion to
have a battalion regulating point where guides
pick up the companies and move them into the new
area. These regulating points may be designated in
advance if the necessary information is available.
In all cases, guides should be on the alert to recog-
nize the leading elements of their respective units,
so that they can lead their units from the column
without interrupting the march of the remainder
of the serial (fig. 21).

60. SECURITY IN BIVOUAC

a. Security in bivouac is obtained by conceal-

ment, by the utilization of natural or artificial
obstacles, by local security measures, by reconnais-
84
 AA~ ~~ : i

Figure 20. When the battalion occupies a bivouac, markers

are posted at the entrance to each company area.

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86pi
sance, and by the establishment of an outpost
system.
b. Although a bivouac is normally so located
that there is little chance for contact with enemy
troops, measures must be taken to insure that the
functions performed in the bivouac are not inter-
rupted by curious or unfriendly inhabitants of the
area. For intelligence reasons, local inhabitants
must not be permitted to gain free access to the
bivouac. Preparations must be made for counter-
ing guerrilla action and unexpected enemy pene-
trations.

61. COMMUNICATION AND LIAISON IN BIVOUAC

The signal communication system of the recon-

naissance battalion in bivouac consists of messen-
ger, wire, radio, and visual means. Local wire
lines may be laid to the companies and to various
service activities, such as the supply and mainte-
nance platoons and the administrative and per-
sonnel section (if present with the battalion). The
extent of wire communication is dependent only on
the amount of equipment and time available. Each
company sends a liaison agent or a messenger to
the battalion command post; the battalion sends a
liaison officer to the next higher unit. Use of radio
within the battalion is kept to a minimum for
security reasons and also in order that operators
may be rested and radios thoroughly maintained.
Messengers are used extensively.

87
62. DEPARTURE FROM BIVOUAC
a. Prior to departure from the bivouac, the
battalion issues a warning order. Timely issuance
of this order will facilitate the completion of all
necessary preparations for the march. Each sub-
ordinate unit notifies battalion headquarters
when its preparations have been completed and
it is ready to move.
b. When the battalion is marching as part of a
larger command, a liaison officer, with radio-
equipped vehicle or messengers, is sent to the
unit which precedes the battalion in column. This
officer keeps the battalion commander informed as
to the progress of that unit, so that the battalion
will be able to move out so as to reach and clear
the IP at the prescribed rate of march and dis-
tance without having to halt before reaching the
IP. Similar arrangements are made by subordi-
nate units of the battalion. This is especially
necessary in night movements.

Section IV. RESUPPLY AND MAINTENANCE

IN BIVOUAC

63. RESUPPLY IN BIVOUAC

In bivouac, resupply of ammunition, fuel and
lubricants, rations, water, and spare parts is ac-
complished throughout the battalion. In addition,
if sufficient time is available-
a. Requisitions for needed supplies, particu-
larly class II and IV (clothing and equipment),
are prepared and submitted to higher headquar-
8
ters; items to fill shortages are drawn and issued.
Close attention should be paid to salvage and re-
pair of unserviceable items.
b. Supply records should be checked against
property, and necessary action should be taken
to bring these records up to date.
c. Bathing and laundry facilities should be
made available. These facilities are normally pro-
vided by higher headquarters without special re-
quest. However, the battalion commander must
insure that adequate transportation is made avail-
able to the companies to permit maximum use of
these facilities.

64. MAINTENANCE IN BIVOUAC

Vehicular inspections and maintenance are of
primary consideration when the battalion is in
bivouac. Vehicle crews, company maintenance per-
sonnel, and the battalion maintenance platoon
should do everything possible to insure efficient
vehicular operation during the next tactical phase.
Particularly, they should complete all operations
which it is not practical to perform during actual
operations. All vehicle engines and suspension
systems should be thoroughly checked; and all
weapons and signal equipment should be in-
spected, cleaned, and placed in the best possible
condition. Materiel which the battalion cannot
repair is evacuated to the supporting division serv-
ice agency concerned.

89
 CHAPTER 3

SECURITY MISSIONS

Section I. GENERAL

65. GENERAL
a. Many of the missions assigned to the recon-
naissance battalion are security missions. To ac-
complish these missions, the reconnaissance bat-
talion may employ various offensive or defensive
tactics as well as perform reconnaissance and
counterreconnaissance operations. Although pro-
tective in nature, security missions may best be
accomplished by offensive action on the part of
the battalion. Security and reconnaissance mis-
sions are complementary, and one cannot be per-
formed without accomplishing elements of the
other. For instance, a unit employed on a recon-
naissance mission well to the front or flanks of
the main element is also providing a certain mea-
sure of security; whereas a force engaged in a
security mission performs reconnaissance and
passes back information as it accomplishes its
mission or moves to its objectives. When given a
mission which is primarily that of security, the
reconnaissance battalion regulates its maneuver
on the force being secured. When employed on a
90
mission which is primarily that of reconnaissance,
the battalion regulates its maneuver on the enemy
which it is seeking. Bold and aggressive action
normally produces more satisfactory results than
stealth and secrecy.
b. The reconnaissance battalion is frequently
used as an economy force (par. 3) on security
missions to relieve other units from such tasks. The
relieved units may then be employed to strengthen
the division main effort. In furtherance of its se-
curity mission, the battalion is frequently required
to attack in order to drive the enemy from posi-
tions which threaten the security of units making
the main effort.

66. FRONTAGES IN SECURITY MISSIONS

The reconnaissance battalion may be employed
over extended frontages when engaged in security
missions. This is particularly true when the bat-
talion is given a security mission on the flanks or
front of the division. The enemy, the terrain, the
number of .enemy avenues of approach, and the
formation of the force being secured are the basic
factors that determine the extent of the battalion
frontage. The stronger the enemy resistance, the
narrower the frontage, since more concentration
will be necessary to keep enemy observation and
fire off the main body. In any security mission, the
battalion's frontage normally is far greater than
that of a leading tank or armored infantry bat-
talion during an offensive action. The battalion
commander must expect wide frontages and con-
sequent dispersion of his forces in the majority

91
 ( 1 LEADING
REINFORCED
'
C BATTALION
'TNI

4Pd +
< - 121 *,,e*

RECON
BN
ZONE

ENEMY ; I

AXIS OF
ADVANCE

Figure 22. Battalionzone of action for a flank security

mission during a penetration.

92
of his security and reconnaissance missions (fig
22). He should take full advantage of the bat-
talion's rapid mobility and excellent radio com-
munication to overcome the disadvantages of dis-
persion.

67. ZONES IN SECURITy MISSIONS

a. When 2ngaged in a security mission, the bat-
talion is normally assigned a zone of action. If
the battalion is given a flank security mission, the
zone is on one or both flanks of the division and
necessarily is at right angles to the direction of
the main effort. The zone normally begins at the
combat trains of the leading tank or armored in-
fantry battalions and extends to the rear far
enough to insure accomplishment of the mission
(fig. 22).
b. Under certain circumstances the battalion
may be given a security mission in front or rear
of the main elements of the division. For example,
when the division, or a combat command, is con-
solidating and reorganizing on the objective, the
battalion may be required to act as a covering
force for the entire division or combat command
zone or sector.

68. LIAISON IN SECURTY MISSIONS

a. Liaison between commanders promotes a
thorough understanding of each other's problems,
missions, and plans. The reconnaissance battalion
commander must continually practice command
liaison; he does this by personal conversations
with other commanders. He must see that liaison

93
is established with the headquarters to which his
battalion is attached and with adjacent units. If
the battalion is to be part of an attack made by
the armored division through friendly infantry,
command liaison should be established with those
infantry elements through which the battalion will
pass.
b. The battalion commander should make full
use of his liaison officers to assist him in maintain-
ing all necessary liaison. Each of the reconnais-
sance companies has mounted liaison agents which
may be used between company and battalion. These
liaison agents have a great deal of responsibility
and should be selected with care.

69. USES OF ARMY AIRCRAFT IN SECURITY MISSIONS

Army aircraft should be used extensively during
the conduct of a security mission. By extending
the commander's observation, they can be of great
assistance when the battalion is furnishing se-
curity for a higher command. They may also be
used as command transportation by the battalion
commander; so used, they enable the commander
to better supervise the battalion when it is em-
ployed over a wide frontage or on both flanks of
the division. When dispersion of the battalion ele-
ments causes them to lose radio contact, the Army
aircraft may be effectively used to relay radio
messages (FM 20-100).

94
70. PREPARATION FOR SECURITY MISSIONS, GENERAL
a. As soon a sufficient information of a forth-
coming operation is available, the battalion com-
mander should issue a warning order to his subor-
dinate commanders. At this time he also starts
his estimate of the situation, which is continuous
throughout his planning. He then makes a map
and air photo reconnaissance and prepares to make
a personal reconnaissance of the projected zone
of operations. His personal reconnaissance may be
made on the ground or from Army aircraft, or
possibly both. If there is not sufficient time to make
a personal reconnaissance on the ground or from
Army aircraft, the battalion commander's plan
must be based on the directive from higher head-
quarters and a map study. This directive will con-
tain the mission and the assignment of a zone, or
axis, or sector. It will also contain the designation
of critical terrain features which must be secured
to insure the security of the higher commander's
main effort.
b. Except as noted in paragraphs 72 and 73, the
battalion is rarely given attachments of tanks and
armored infantry or direct-support artillery for
security missions. However, an artillery liaison
officer and an armored engineer reconnaissance
section are frequently attached. The battalion
commander's plan must include necessary coordi-
nation to insure adequate supporting fires and
should also cover the employment of the engineer
section for technical bridge and road reconnais-
sance.
c. The commander's plan, except that for a
95
covering force mission during a division advance,
is normally based upon establishing and main-
taining a system of strong points covering the
area to be secured. These points are situated on
commanding terrain and avenues of approach.
This system is supplemented by mobile patrols
moving between the strong points, by observation
posts, and by listening posts. Whenever possible,
observation is extended by means of observers in
Army aircraft. Although the entire area of re-
sponsibility must be covered by observation or
fire, the bulk of the battalion should be deployed
against the strongest enemy threat. As large a
reserve as possible should be held in a central
location; this reserve may be employed to rein-
force a strong point or possibly to launch a coun-
terattack. The battalion may frequently be as-
signed so large an area that formation of a reserve
is not possible; the battalion commander must then
maneuver elements from a less threatened portion
of the zone if he desires to reinforce a strong point
or to launch a counterattack.
d. After the battalion commander has formu-
lated his plan of action, based on his reconnais-
sance and his estimate of the situation, he issues
his order for the operation. The battalion staff
assists him by working out many of the details
of the plan and final order. The order may be
written or oral, complete or fragmentary. It may
be issued to assembled unit commanders or to unit
commanders in turn. In the latter case, the com-
pany commander may receive only that part of
the order pertaining to his unit. If there is not
96
sufficient time for the battalion commander to
issue the order in person, he may issue fragmen-
tary orders by any appropriate means of com-
munication. Subordinate commanders must receive
sufficient detailed information to enable them to
understand and execute the plan of action.

Section II. COVERING FORCE

71. GENERAL
The reconnaissance battalion or elements of the
battalion will often be employed as a covering
force (FM 100-5) for the armored division during
an offense (fig. 23), during a defense (figs. 24 and
25), or during a withdrawal (fig. 26). The bat-
talion or elements of it may also be employed as
a covering force for a major subordinate com-
mand of the division when that command is en-
gaged in a separate or independent mission.
Operating as a covering force, the reconnaissance
battalion is employed beyond advance, flank, or
rear security detachments of the division or major
subordinate commands of the division. As such it
has the mission of making an early development
of the situation; defeating hostile resistance within
its capabilities; executing counterreconnaissance;
and delaying, deceiving, and disorganizing the
enemy until the force covered can execute its
mission or prepare for future action. It engages
the enemy in any type of combat necessary for
the successful accomplishment of this mission. The
battalion normally operates under the direct con-
trol of the commander of the unit covered.

97
 ADVANCE
COVERING FORCE

/ -
GONTACT

ADVANCE
|GUARD

FLANK FLANK
COVERING FORCE COVERING FORCE
(IF REQUIRED) (IF REQUIRED)

FLANK FLANK
GUARD GUARD

REAR GUARD

CONTACT

REAR COVERING FORCE

(IF REQUIRED)

Figure 23. The reconnaissance battalion employed as a

covering force during a division advance.

98
 MAIN ENEMY
THREAT

X-

Figure b 4.

Figure 24. The reconnaissance battalion employed as an

advance covering force in front of the outpost system in
mobile defense.

99
 ENEMY

ADVANCE
COVERING FORCE

X X
x GENERAL OUTPOST

(REIW)

COMBAT OUTPOST
(ELEMENTS FROM UNITS ON THE MLR)

MLR

Figure 25. The reconnaissance battalion acting as an

advance covering force during a sustained defense.

100
 ENEMY

REAR
COVERING FORCE

C{FLANK FLANK
/CERING COER
/FORCES FORCES
MAY ALSO MAY ALSO
BE ACT BE
PROVIDED CNAI PROVIDED

REAR
GUARD

FLANK X FLANK
GUARD GUARD

I ADVANCE
GUARD
|

Figure 26. The reconnaissance battalion employed as a rear

covering force in a division withdrawal.

72. OPERATION OF THE COVERING FORCE DURING

A DIVISION ADVANCE
a. When operating as the covering force for
the division during an advance, the battalion has
the mission of developing the situation and defeat-
ing enemy forces within its capabilities. In accom-

101
plishing this mission, it is frequently necessary
for the battalion to seize and hold critical terrain
features from which the division can base future
operations. Whenever this task is included in the
mission, the battalion commander may expect at-
tachments of tanks, armored infantry, and engi-
neers, with artillery placed in direct support. The
battalion commander's plan must include detailed
coordination of and instructions to these support-
ing units. Employment of these units in the attack
and defense of terrain features is discussed in
paragraphs 110 and 152. The higher commander
should be careful to insure that some major com-
bat element of the armored division will be in
position to intervene or assist in case the recon-
naissance battalion is attacked by a superior force.
b. To perform the mission of advance covering
force, the battalion normally advances with recon-
naissance companies abreast in an assigned zone.
A zone is used in order to insure complete coverage
and to eliminate the possibility of bypassing
enemy elements; however, if time is critical and
the enemy force is known to be in a definite locality,
the battalion may utilize a column movement or
an axis or axes until contact with the enemy is
gained. When using a zone of advance, the bat-
talion commander must employ sufficient com-
panies abreast to make certain that his zone is
thoroughly covered, but at the same time should
retain sufficient strength in reserve to influence
local actions. The existing road net will have a
material effect on the speed and efficiency of the
advance and therefore should be thoroughly
102
studied by the battalion commander prior to the
operation. The reserve element marches behind
the reconnaissance company which will most prob-
ably contact the enemy, or centrally where it can
most readily support any of the forward elements
of the battalion.

73. OPERATION OF THE ADVANCE COVERING FORCE

IN THE DEFENSE
a. When the armored division is engaged in
either the sustained or mobile defense, the recon-
naissance battalion may be employed as the ad-
vance covering force if this force is not provided
by higher headquarters. The sector assigned to
the battalion usually covers the entire division
front in the sustained defense but only the most
critical part of the front in the mobile defense.
The battalion commander must coordinate his
movements within the sector with those of any
adjacent covering forces. If close contact with the
enemy has not been established, the battalion is
normally required to make a reconnaissance to
gaini and maintain enemy contact. Until contact
is gained, this is conducted as a reconnaissance
mission (ch. 4).
b. When acting as the advance covering force,
the battalion has the mission of providing early
warning of enemy approach and of disorganizing,
deceiving, and inflicting maximum delay on the
enemy. The bcttalion is employed beyond the
general outpost (sustained defense) or outpost
system (mobile defense). When forced to with-
draw, the battalion fights a delaying action back

103
through the general outpost or outpost system,
avoiding serious engagement with the enemy. See
paragraph 180 for conduct of a delaying action.
c. The battalion sector is subdivided into com-
pany sectors, and the reconnaissance companies
are deployed along a line which is usually pre-
scribed by the commander of the force being cov-
ered. This line is organized as an outpost system
consisting of observation and listening posts as
a warning net and of strong points behind this
net; these posts and strong points are located on
commanding terrain and dominate the enemy
avenues of approach. The frontage normally as-
sociated with this type of covering force mission
frequently precludes use of organic elements as
a battalion reserve. Therefore, the observation
posts and strong points must be so placed that
maximum delay can be executed against an enemy
threat. During daylight hours the observation
posts are located in the best positions to observe
enemy actions; at night they act as listening posts
and are moved to the vicinity of possible enemy
avenues of approach. Both the observation posts
and the listening posts are supplemented by ve-
hicular and foot patrols and, during daylight
hours, by extensive use of Army aircraft.
d. To further strengthen the security of the
battle position or outpost system, the higher com-
mander may attach tanks and armored engineers
to, and place artillery in direct support of, the
battalion. The frontage associated with an advance
covering force mission usually requires employ-
ment of all the reconnaissance companies along
104
the position being secured; therefore the attached
tanks are normally held as the battalion reserve
and used as a counterattacking force to repel small
enemy thrusts. They may also be used to assist,
by fire and maneuver, the withdrawal of the
reconnaissance companies in the battalion's move-
ment back through the higher command's general
outpost or outpost system. The armored engineers
assist the withdrawal by erecting obstacles in
depth, by preparing and executing demolitions,
and by laying mine fields whenever time permits.
The field artillery is given normal fire missions,
but emphasis is placed on long-range fires to
cause the enemy to deploy as early as possible.
e. The battalion commander must thoroughly
plan and coordinate the withdrawal through the
higher command's main defensive works. Prear-
ranged signals, clearly designated routes of with-
drawal, and thorough coordination of radio com-
munication will facilitate this movement. As the
battalion is forced closer to the battle position or
outpost system, every effort is made to deceive the
enemy as to the true location of these positions.
Development of a heavy volume of fire of all
types, and withdrawals around the flanks of the
battle position or outpost system, facilitate both
the withdrawal and deception.

74. REAR COVERING FORCE

a. The reconnaissance battalion may be em-
ployed as a rear covering force for the armored
division (fig. 27) when the division is on a
separate mission or has advanced beyond the
105
 DIVISION
ON AN
INDEPENDEN
MISSION

· I
.1
* *1

DOTS () INDICATE SECURITY FORCES

Fiqure 27. The reconnaissance battalion acting as a rear

covering force for an armored division.

106
range of support from adjacent flank units. The
battalion deploys beyond the rear security ele-
ments of the armored columns.
b. The battalion commander forms this rear
covering force by assigning zones to the recon-
naissance companies. The companies then deploy
security forces to their rear. The battalion com-
mander maintains as strong a reserve as possible
to be used as a counterattacking element against
an enemy penetration of the force. The battalion's
rate of advance is adjusted to the movement of
the division. If the division is advancing slowly,
the battalion advances from one dominating ter-
rain feature to another, establishing a hasty de-
fense line on each succeeding terrain feature. On
the other hand, if the division is advancing
rapidly, the covering force may only briefly occupy
each terrain feature. The rearmost element of the
security force consists of small vehicular patrols
working directly under the various company com-
manders. The advance can easily be controlled by
the use of phase lines designated by the battalion
commander.

Section III. FLANK SECURITY FORCE

75. FLANK SECURITY MISSIONS, GENERAL

a. The reconnaissance battalion is frequently
given the mission of securing one or both flanks
of the armored division (or a combat command)
during a penetration or exploitation. This mis-
sion may be that of a covering force, or it may be
that of a flank guard when higher headquarters
107
 furnishes a flank covering force. If the battalion
is given the mission of securing both flanks, the
higher commander normally indicates which flank
is considered more critical. The battalion com-
mander must then dispose his unit accordingly
but personally remains on the more critical flank.
b. During a penetration, the leading reinforced
battalions of the armored division are respon-
sible for the security of their own flanks. The
reconnaissance battalion's security responsibility
begins at the rear elements of the leading rein-
forced battalions and extends to the flank of the
friendly troops the division has attacked through;
at these two points, the battalion maintains phy-
sical contact. Contact between units within the
battalion may be physical, visual, or by radio, de-
pendent upon the length of the formation and the
enemy situation.

76. PLANS, FLANK SECURITY MISSIONS

a. Before passing through the gap created by
the leading reinforced battalions, the battalion
commander must thoroughly plan his movement
(fig. 28). The battalion may have an axis of its
own, or it may initially be integrated in the col-
umn of one of the combat commands. If the latter
is necessary, the location of the battalion elements
in the column is dictated by the intended employ-
ment of the unit. The next phase of the recon-
naissance battalion commander's planning covers
his proposed dispositions on the flank of the divi-
sion. The battalion should be far enough out on
the flank to keep enemy direct fire and, if possible,

108
 O
tV

II I V

:~~~~<..LJ

109
 jund observation from the division main effort.
At the same time, the battalion should be within
supporting distance of the division in case a major
enemy counterattack should be launched on that
flank.
b. In making his plan, the battalion commander
starts by indicating a definite line of objectives,
to include those critical terrain features assigned
by higher headquarters. This series of objectives
begins at the expected point of contact with the
friendly troops on the shoulders of the penetra-
tion and extends to the division final objective.
He should also make tentative plans for disposi-
tions on the final objective as directed by division
headquarters.
(1) Starting with the first objective, the bat-
talion commander next decides how
many of the indicated objectives can be
secured by one reconnaissance company.
He then indicates a company boundary
at right angles to the direction of the
main effort. Surveying the next objec-
tives, he again decides how many ob-
jectives each successive company can
handle and establishes company boun-
daries. Thus a zone of operation and
objectives are assigned to each com-
pany in the battalion.
(2) These company objectives are normally
terrain features which dominate and
control enemy avenues of approach. One
company is most efficiently employed
when given responsibility for only one
110
 main avenue of approach; however, a
company can effectively secure three or
more less important avenues of ap-
proach. Efficiency of the company is re-
duced in proportion to the number of
avenues or objectives assigned. The ob-
jectives assigned the companies may be
hills, towns, crossroads, bridges, passes,
or other terrain features which can be
utilized to assist in halting an enemy
advance.
c. The battalion will pass through the initial
gap of a penetration in a column formation and,
if possible, on its own axis of advance; however,
due to the narrow front normal in a penetration,
the battalion may be forced to use the same road
net as the leading elements of the division. Only
by close liaison and thorough planning can the
battalion avoid confusion over road space. To
conserve road space, only one reconnaissance com-
pany initially follows the leading reinforced bat-
talions. The battalion command group is imme-
diately in rear of this leading company. The re-
mainder of the battalion follows as close behind
as possible. The build-up of the security formation
is based on the rate of advance of the main effort
and the number of critical terrain features or
avenues of approach which must be covered by
the battalion.

77. OPERATIONS, FLANK SECURITY MISSIONS

- a. The reconnaissance companies pass through
the initial gap in the order in which they are to
111
 be committed. The first company through then
moves to the flank and advances in its zone to
secure the initial objective. The second company
in column continues to advance and then moves to
the flank in its zone to secure its objective or ob-
jectives. The remaining companies are employed
in a similar manner (fig. 29).
b. Overextension of the reconnaissance battalion
may render it impotent to furnish the protection
desired. Therefore, as the division advances, the
reconnaissance battalion must also displace toward
the division objective. It is expected either that
friendly troops will replace the reconnaissance
companies in the rear of the security formation,
or that the rear of the flank will be left open.
There are two methods which the reconnaissance
battalion may employ to keep up with the division
main body and at the same time furnish the re-
quired flank protection.
(1) One method is that of leapfrogging the
rear company forward to take over the
flank as a gap develops between the
leading reconnaissance company and the
leading elements of the division (fig. 30).
The battalion commander must plan this
movement so the rear company will ar-
rive at the head of the formation in
sufficient time to take over the gap as it
begins to develop. This method is usually
used when the division advance is slow
and strong flank protection is desired.
(2) When the armored division is advancing
rapidly, the leapfrogging method of
112
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114
 flank protection described above is too
slow. Usually, the faster the division
moves, the less requirement there is for
strong flank protection. Under such cir-
cumstances the flank protection desired
may be most efficiently provided by use
of a mobile formation (fig. 31). The bat-
talion normally uses a column formation
moving in the same direction as that of
the main effort, adjusting the rate of
advance to the movement of the rest of
the division. The battalion may be de-
ployed on two or more parallel routes.
Although movement is parallel to the
main advance, the battalion is still pri-
marily concerned with the terrain and
enemy to the flank. The rate of advance
of the main elements of the division
normally is such that the battalion will
have sufficient time to secure, tempo-
rarily, all main avenues of approach and
prominent terrain features. The battalion
commander must indicate in advance
which of these avenues of approach and
terrain features are to be given special
attention by the companies as they pass.

78. SECURITY, OPERATIONS ON TWO FLANKS

a. The reconnaissance battalion may often be
given a security mission on both flanks of the di-
vision (or combat command). The methods of
executing this mission are the same as those
already described, with the necessary tactical and

115
 ·
42
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116
command adjustments. The major portion of the
battalion is employed on the more critical flank.
If the security threat appears to be the same on
both flanks, the battalion may be split equally, two
companies to each flank. In any event the battalion
commander must plan and supervise the employ-
ment of both portions of his unit.
b. If the battalion is divided equally, the bat-
talion commander should place himself on the flank
which gives him the better control and radio
communication with all of his command. When
the bulk of the battalion is on one flank, the bat-
talion commander normally remains with that
portion of his unit. In either case he controls the
elements on the other flank by radio, personal
visits, messenger, and Army aircraft. He may also
place the forward echelon on the axis of advance
of the higher command; he can then maintain
control of'both elements by radio relay between
the command group and the forward echelon, re-
gardless of the location of the command group.
If the action on the far flank requires a coordi-
nated attack by the elements on that flank, the
battalion commander may place one of the com-
pany commanders in charge of all the troops on
that flank.

Section IV. GUARDING LINES OF COMMUNICATION

79. GENERAL
The method employed to guard lines of com-
munication (fig. 32) varies according to the ter-
rain, the road net, the length of the lines of
communication, and the type of enemy action

117
 I'

COMPANIES PATROL RESPECTIVE ZONES.

COMPANY BOUNDARIES RUN PARA.LEL TO MSR.
REMAINDER OF BATTALION HELD IN CENTRAL LOCATION,
PREPARED TO MOVE TO EITHERFLANK.

Figure 32. The reconnaissance battalion protecting a

portion of the MSR.

118
,expected. The following two methods usually form
the basis of any plan for the security of lines of
communication.
a. If the lines of communication are threatened
for only a short distance, sufficient companies are
assigned sectors to insure that the battalion area
,of responsibility is completely secured. An outpost
system is organized on avenues of approach and
commanding terrain features in the same manner
as that described in paragraph 70. The battalion
commander should maintain as large a reserve
as possible to counter any enemy threat to the
lines of communication.
b. If the lines of communication are long and
must be guarded over a great distance, much
larger sectors are assigned to companies. Sufficient
companies are assigned sectors to insure that
both flanks of the main supply route are covered
by a series of observation posts. These observa-
tion posts have the mission of giving warning of
any enemy threat. The remainder of the battalion
i3 used to patrol the main supply route and to
escort convoys through the threatened area. The
reconnaissance unit which is escorting the convoy
holds the major portion of the unit in the forward
part of the convoy and also establishes patrols to
the front and rear. The security of each individual
convoy is normally allocated to one reconnaissance
company. However, the battalion commander must
use such strength as he feels is necessary for any
given escort mission. This type of supply route
security is normally used during the exploitation
,or pursuit phase of combat.

119
 Section V. FILLING A GAP

80. GENERAL
When a gap is created between two major units,
the reconnaissance battalion is frequently em-
ployed to fill it. The mission of filling a gap is, in
principle and technique of execution, a specific
type of flank security. In filling a gap the recon-
naissance battalion maintains physical contact
with friendly units on both flanks of its line. In
effect, the battalion is securing one flank of each
of these units. To maintain this contact and cover
the gap, it is necessary for the battalion to attack
as the elements on either flank move forward. Plan-
ning and conduct of a battalion attack are dis-
cussed in chapter 5.

81. PLANS AND OPERATIONS, FILLING A GAP

a. The width of the gap, the terrain, and the
expected strength of enemy resistance usually de-
termine how many companies are employed in line
(fig. 33). These companies are given boundaries
and objectives. The plan should require physical
contact with both flank units and must be closely
coordinated with the plans of these units. Within
the battalion, contact between units may be phy-
sical, visual, or by radio. The battalion commander
is responsible for clearing his zone of all enemy
elements when so ordered, but he may not bypass
enemy strong points without authority from
higher headquarters. The battalion commander
should hold as strong a reserve as possible and
should utilize it to maintain the momentum of his
120
advance. Radio and phase lines are the normal
means of controlling the advance in this type of
operation. If phase lines are used, they should be
coordinated with any being used by the units on
either flank.

PHYSICAL CONTACT MAINTAINED AT

TESE TWO POINTS

CiC

SECOND PHASE-AS THE GAP WIDENS, A THIRD COMPANY

IS COMMITTED.

FIRSTPHASE-ONLY TWO COMPANIES ARE COMMITTED INI-

TIALLY.

Figure 33. Filling a gap between two combat commands.

121
 b. The companies move forward within their-
*zones as the adjacent units advance. The mission
-will indicate if the battalion must clear the enemy
forces within its zone. If the enemy strength is.
too great for the battalion to cope with success-
fully, the position should be contained until in-
structions are received from higher headquarters
to bypass or await reinforcements. All enemy con-
tacts are promptly reported to higher headquar-
ters; this is extremely important in order to give
the higher commander a clear picture of the enemy
resistance along his entire front.

82. MAINTAINING CONTACT WITH A CORPS

COVERING FORCE
On many occasions the corps commander em--
ploys an armored cavalry regiment (light) as a
corps covering force to the flanks or front of the
major elements of the corps. Under these condi-
tions it may be desirable for the armored division
to maintain physical contact with the corps cover-
ing force, especially if the division is employed
on the flank being covered. The reconnaissance
battalion is the most suitable element of the divi-
sion to gain and maintain physical contact with
the higher command's covering force. This mis-
sion may be given the battalion regardless of
whether the covering force is disposed on the
flank or to the front (fig. 23). The mission is.
essentially one of filling the gap between the
division and the corps covering force.

122
 CHAPTER 4

RECONNAISSANCE AND
COUNTERRECONNAISSANCE

Section I. TYPES OF RECONNAISSANCE

83. GENERAL
Reconnaissance is the directed effort in the field
to gather information of military value. This in-
formation is usually classified under the headings
of the enemy, the weather, the terrain, and the
enemy's resources. Reconnaissance operations per-
formed by the battalion are normally classified,
according to their proximity to the present front
line, as battle reconnaissance and close reconnais-
sance. Virtually all missions assigned the battalion
contain a reconnaissance requirement; on the
other hand, the normal reconnaissance mission is
partially one of security. The two are closely re-
lated (par. 65).

84. BATTLE RECONNAISSANCE

a. Battle reconnaissance is the directed effort
by individuals and small patrols to gather infor-
mation of the immediate battlefield area. It is made
during or immediately before battle, when in
close contact with the enemy. This type of recon-

123
naissance is best performed by the personnel of
all units occupying forward positions or by units
conducting an attack. Battle reconnaissance is
characterized-
(1) Dismounted patrolling, usually by se-
lected personnel from the unit occupying
the position.
(2) Operation within the range of direct-
support artillery.
(3) Daylight observation from OPs and es-
tablishment of listening posts at night.
(4) A continuous effort to gain information
of enemy dispositions and identifications,
terrain, changes in friendly troop loca-
tions, progress of the attack, and other
EEI.
b. Battle reconnaissance missions are best ex-
ecuted at the level of the front-line battalion, com-
pany, platoon, and squad. Every combat battalion
in the armored division executes battle reconnais-
sance for itself. Because of this fact, the recon-
naissance battalion is rarely used to execute a
battle reconnaissance mission for another unit.

85. CLOSE RECONNAISSANCE

Close reconnaissance is the directed effort to
gather selected information of the area of current
tactical operations. Close reconnaissance furnishes
the commander with the information upon which
he makes his tactical decisions. Because of its
rapid mobility and its facilities for communica-
tion, the reconnaissance battalion is well suited
for executing close reconnaissance missions for
124
combat commands or the division. Close recon-
naissance missions are characterized by-
a. Mounted or dismounted patrolling by a unit
capable of fighting to get the necessary informa-
tion.
b. Forward patrols closely supported by larger
units of greater strength; these patrols may be
armored or unarmored.
c. Aggressive movement during daylight and
slower, more cautious movement during darkness.
d. A systematic search of an area, or an axis,
to the extent of time and forces, available.
c. After contact, an effort to determine the
flanks of the enemy's main body or position.
f. Continuous reports covering the strength,
composition, and dispositions of enemy elements.

Section II. RECONNAISSANCE OPERATIONS

86. GENERAL
a. On many occasions the division commander
requires specific information which can best be
gathered by the reconnaissance battalion. Recon-
naissance missions normally performed by the
battalion may be classified under four general
headings-
(1) Operations on one or both flanks of a

125
 higher command to locate an enemy
force.
(2) Reconnaissance of an extended obstacle,
such as a river line or a series of passes.
(3) Reconnaissance in front of a higher com-
mand in a vague or indefinite situation.
(4) Reconnaissance of a bivouac area, as-
sembly area, or attack position, for a
higher command.
b. For these types of missions the reconnais-
sance battalion may be expected to make more
rapid progress than any other combat element of
the division, due to its lighter and faster vehicles.

87. RECONNAISSANCE FRONTAGES

A reconnaissance mission is a specifically as-
signed task to search for useful information; the
area being reconnoitered must therefore be thor-
oughly covered, and frontages must be assigned
with this fact in mind. Visibility, terrain, antici-
pated enemy contact, and nature of the informa-
tion sought are some of the factors that influence
the width of the battalion frontage. Higher head-
quarters normally designates the frontage to be
covered by the battalion, and the battalion com-
mander must in turn designate zones to the
reconnaissance companies. The following is based
on excellent operating conditions but may be used
as a guide in determining the width of zone that
can be covered by units assigned reconnaissance
missions:
:126
 T -mounted 1M4hunted
Width of zone ¥Width of zone
(miies) (miles)

occcnna:ssance platoon___ S/4 2 (one main road

and lateral
routes).
Reconnaisance company__ 2 5 (three main
roads and lat-
eral routes).
Reconnaissance battalion_ -- _-----___ 10-20.

Dismounted Mounted

Average rate of advance__ 1/2 mph__. 5-10 mph.

83. rIECONNAISSANCE OF ZONES, ROUTES,

AND AREAS

a. HLigher headquarters may prescribe a specific

zone or routes when assigning a reconnaissance
missicn to the battalion. The battalion commander
in turn prescribes the zone or routes for the in-
dividual companies. Responsibility is thus defi-
nitely a:located, and duplication of effort is pre-
vented. Whenever possible, maximum freedom of
movement should be allowed subordinate com-
manders when executing a reconnaissance m;ssion.
The more detailed t'-e information required, the
more time must be allowed for the reconnaissance.
b. When the enemy is disposed on a broad
front, or when his location is in doubt, a zone of
reconnaissance is normally assigned the battalion.
Factors which determine the width of the zone are
the condition and pattern of the road net, present

.127
and predicted road conditions, terrain features
within the zone, and anticipated enemy action. The
battalion commander should in turn assign boun-
daries for each company he intends to employ.
These boundaries, as well as the boundaries for
the battalion zone, should be easily recognized
features, such as roads, railroads, rivers, or ridge
lines.
c. When intelligence indicates that the enemy is
moving on one or more routes, or when terrain
features canalize his advance, the enemy routes
of advance are designated for reconnaissance.
Routes of advance may also be assigned when
specific information of any given route or series
of routes is required. Route reconnaissance may
include the reconnaissance of a road, valley, or
other route of advance about which the higher
commander desires information prior to making
a decision.
d. When accurate information indicates that the
enemy is located in an area that has definite boun-
daries, that area or locality is assigned for recon-
naissance (fig. 34). This method of control may
be used in the reconnaissance of an area in which
the enemy is making an airborne landing. It may
also be used when a commander desires informa-
tion of a town, ridge line, or other area that may
be a critical terrain feature in the zone of opera-
tions.

89. CONDUCT OF RECONNAISSANCE

a. In general, reconnaissance missions should
be executed boldly and aggressively, making full
128
I 0

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i
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I~~~~~~~7

129
 use of the battalion's mobility and fire power. The
average reconnaissance mission assigned to the
battalion cannot be accomplished by secrecy; on
the contrary, it must be conducted as a fighting,
combat mission. Mounted reconnaissance may
often be expedited by use of reconnaissance by fire:
leading elements of the battalion firing into likely
or suspected enemy positions in an attempt to
cause the enemy to disclose his presence by move-
ment or return fire (fig. 35). Except for dis-
mounted reconnaissance at times, and for
patrolling, the battalion should not use stealthy,
deceptive movement unless ordered to do so by
higher headquarters. The battalion commander
must coordinate the efforts of the companies so
there will be no duplication of effort, conflicting
reconnaissance, or possibility of combat between
friendly units (the latter is particularly likely
at night).
b. The number of reconnaissance companies
employed for any given mission depends upon the
particular situation and is influenced by the mis-
sion, terrain, capabilities of the enemy, and co-
operation of friendly ground and air units. Suffi-
cient strength is always used to insure complete
coverage of the zone or routes assigned. If possible,
one company should be held in reserve; however,
this is impracticable in many reconnaissance
missions, and the battalion commander should
show no hesitancy in employing all the companies
when the width of the assigned frontage makes
this necessary. The companies executing the mis-
sion advance abreast in their zones or on their
130
 * ~~~~~~~~~~~~~~~~~~
S~ ~ ~ ~~~-_-~

.~~~~!f~~

· . ~~
:2r'
i

i~~~~~

N r

Figure35. Reconnaissance
Reconznaissance by fire; fire is
is placed on
on
suspected enemy positions.

131
]13
routes. No more than three routes of advance
should be given each reconnaissance company; as-
signment of more than three per company results
in decreased efficiency and slows the advance of
the entire battalion.
c. The forward echelon, the reserve, and the
battalion combat trains should advance on the
best road available in the center of the battalion
zone. The reserve may advance behind the leading
elements on the more threatened flank.

90. CONTROL IN RECONNAISSANCE

a. To control the rate of advance (figs. 36 and
37), the battalion commander may designate phase
lines, control points, a series of objectives, or a
distance to be covered in a given period of time.
Normally, companies report, but do not stop, on
reaching or crossing phase lines or control points;
however, the battalion commander may direct
other action by the company, such as-
(1) Report on reaching and clearing.
(2) Halt until ordered forward.
(3) Clear at a specified time.
b. Other means of control are radio, messen-
gers, lateral patrols between companies, and staff
officers. Inasmuch as the battalion is normally
employed over a broad frontage when on a recon-
naissance mission, the battalion commander
should place himself in a central location where
he can always contact all elements. However, this
does not preclude his movement to any portion of
the zone to supervise a critical action.

132
 RRST
O&BJ

AXES OR ROUTES
OF ADVANCE

DIRECTION
OF
ADVANCE

PHASE LINEi

Figure 86. Methods of control during a reconnaissance

mission: routes or axes, phase lines, and objectives.

133
 CONTACT

IC

'I

Figure 37. Methods of control during a reconnaissance

mission: boundaries (zones), contact patrols and radio.

134
 91. RECONNAISSANCE ORDERS AND INSTRUCTIONS
a. The reconnaissance mission is assigned 'to the
battalion as a unit. Instructions may be issued to
the battalion commander either brally or in an
operation order. Priorities should be given when
more than one mission is assigned; the battalion
commander then allots tasks to the companies and
coordinates operations.
b. Missions must be specific; if they are not,
commanders should request clarification. Instruc-
tions to all echelons must be complete and must
include exactly what information is to be obtained,
where the information is to be sought, and when
the mission is to be executed. Essential details
may include-
(1) Pertinent information of the enemy and
friendly troops.
(2) Plans of the higher commander.
(3) Specific information desired.
(4) Zone, area, route, or axis of advance.
(5) When, where, and how information is to
be reported to the higher commander.
(6) Time of departure.
(7) Phase lines and objectives and, when
desirable, the times they are to be
reached.
(8) Action when the mission is completed.
c. Instructions of the battalion commander may
be issued orally, in an overlay-type operation
order, or by a combination of both. Whenever
possible, company commanders should be assem-
bled for initial orders to insure that measures for

135
mutual support and cooperation are understood.
Objectives and routes are assigned by the bat-
talion commander. After active reconnaissance
has started, orders are disseminated by radio,
messenger, the battalion staff, or the commander
in person.

92. TRANSMITTING INFORMATION

a. Rapid forwarding of information is essen-
tial to the success of any reconnaissance mission.
All members of the battalion must be indoctrinated
with the need for rapid transmission of all infor-
mation gathered. Forwarding of information is
facilitated by developing a battalion standing
operating procedure; this procedure establishes
priorities which apply in the absence of specific
instructions. The use of a standing operating pro-
cedure simplifies orders and facilities transmission
of essential information. Information of first con-
tact with the enemy, or terrain information which
is vital to the higher commander's plan of action,
is transmitted at once (fig. 38). The information
is also transmitted to adjacent units.
b. Information should be relayed without delay
from platoon to company to battalion (fig. 39).
When information is received at battalion head-
quarters, it is evaluated and interpreted if it per-
tains to the situation of the battalion. All infor-
mation of military value should be sent to higher
headquarters whether or not it can be evaluated
or interpreted at battalion, for such information
may be of extreme importance to the higher head-
quarters when considered in conjunction with
136
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information received from other sources. Only by
prompt forwarding of the information gathered
can the battalion successfully fulfill a reconnais-
sance mission. The contacting unit should have
prior instructions as to whether to maintain con-
tact with the enemy or proceed on its mission.

93. RECONNAISSANCE BY ARMY AIRCRAFT

a. The organic Army aircraft within the recon-
naissance battalion is an excellent means of ex-
tending and supplementing the battalion's ground
reconnaissance. All unit commanders should ex-
ercise discretion in the use of Army aircraft in
order to insure maximum efficiency and minimum
loss of aircraft. When necessary, the battalion
commander should request the support or attach-
ment of additional aircraft.
b. When the battalion is executing a reconnais-
sance mission, Army aircraft are normally
employed over the advancing reconnaissance com-
panies. The aircraft are used to extend observa-
tion by making aerial reconnaissance; they are
also capable of locating and reporting enemy
strong points, road blocks, blown bridges, or ap-
proaching enemy columns. If the battalion is ex-
tended over a wide frontage, the aircraft may also
be used for messenger service, emergency supply
and evacuation, and command transportation. The
battalion commander may find it advantageous to
direct the maneuver of his elements from Army
aircraft.
c. Tactical control of organic and attached
Army aircraft remains with the battalion com-
139
mander, and operational missions are given to
the pilots. Information gathered by the aircraft
is transmitted directly to the battalion comman-
der.

94. RECONNAISSANCE AT NIGHT

Reconnaissance operations are slow and less
effective at night. Night reconnaissance is ordi-
narily limited to dismounted patrolling, observa-
tion of routes, and the use of listening posts. Only
against very light enemy resistance and with
favorable terrain and routes of advance can
vehicular reconnaissance be used without being
preceded by dismounted patrols. Engines and
tracked vehicle movements are audible for con-
siderable distances, and observation is difficult,
making vehicles highly susceptible to ambush.
Cross-country movement is very difficult; and ex-
cept for short cross-country movements, night
vehicular reconnaissance should be confined to
the road net.

Section II1.COUNTERRECONNAISSANCE

95. GENERAL
a. Counterreconnaissance by the reconnaissance
battalion includes all measures taken by the bat-
talion to screen the division or portions thereof
from observation by the enemy. The battalion
attempts to keep enemy ground reconnaissance
from observing the division.by defeating or block-
140
ing these hostile ground forces. In the execution
of counterreconnaissance, the battalion operates
either offesively or defensively, using whichever
form of combat can best accomplish the mission.
b. Counterreconnaissance may be used to screen
a concentration, a movement, or an operation
where secrecy is of importance. This type of mis-
sion may be assigned to the battalion by a higher
headquarters when the higher headquarters is
advancing, withdrawing, or at a halt. The recon-
naissance battalion accomplishes a counterrecon-
naissance mission by engaging the enemy in such
a manner as to prevent or limit his observation
or investigation of a certain area or beyond a
certain line.

96. TYPES OF COUNTERRECONNAISSANCE SCREENS

a. The battalion establishes either a mobile or
a stationary screen in the execution of the coun-
terreconnaissance mission. The mobile screen is
used in situations where the division must be
screened over a wide front or on a deep flank.
The battalion moves in column or by a system of
leap-frogging, adjusting on the division. The sta-
tionary screen is used for screening the disposi-
tions or concentration of the division or prevent-
ing the enemy from reconnoitering an area.
b. The mobile screen is most effectively executed
by rapid maneuver of elements of the battalion to
block and defeat enemy reconnaissance units. The
stationary screen is most effective when the screen
can be established within or behind an obstacle
which must be crossed by hostile forces.

141
97. ZONES AND SECTORS FOR
COUNTERRECONNAISSANCE
When the higher commander assigns a counter-
reconnaissance mission to the reconnaissance bat-
talion, he may designate a zone or sector to be
covered by the battalion: If the mission is to screen
the advance of the division, a zone of action is
usually prescribed. If the mission calls for the
establishment of a stationary screen, the instruc-
tions designate a sector and a general line beyond
which no enemy ground reconnaissance will be
allowed to penetrate. The width of the sectors or
zones assigned to the reconnaissance companies
depends on the terrain, the existing road net, the
hostile threat, and the degree of neutralization
of enemy reconnaissance desired. The battalion is
so disposed as to give the higher commander time
and space to maneuver troops to meet enemy
threats.

98. CONTROL IN COUNTERRECONNAISSANCE

In the execution of a counterreconnaissance
mission, the battalion may operate under division
or combat command control. The battalion com-
mander controls the movement of the companies
by assigning sectors and zones, designating phase
lines, the use of radio, the use of staff officers, and
· personal contact. Army aircraft may be used by
the battalion commander for control and also as
command transportation.

g142
 a. In providing a mobile screen, the battalion
commander first assigns proportionate shares of
the mission to the companies. Companies then
screen their sectors by mobile patrolling rather
than by occupying stationary positions. Each com-
pany is most efficiently employed when it is re-
sponsible for not more than three avenues of
approach; however, the width of the battalion
sector may often make it necessary for companies
to cover more than three such avenues. The bat-
talion commander should attempt to hold a re-
serve; but if all companies must be employed to
screen sectors, he should alert the least threatened
company for employment as a reserve as soon as
an enemy threat can be foreseen.
b. In providing a stationary screen, the bat-
talion deploys in front of the general line desig-
nated by the higher commander, so that in the
event of a strong enemy attack, the battalion will
not be driven off the line and jeopardize its mis-
sion before the reserve can be committed or the
higher commander can maneuver to meet the
enemy attack. This type of screen is normally used
in a static situation when the battalion zone is not
so large as to preclude formation of a reserve. It
may be effectively used to screen the assembly of
the division or a combat command. If possible, the
companies are assigned sectors having no more
than three avenues of approach or terrain fea-
tures. The battalion screen consists of stationary
company positions which dominate the road net,
occupy commanding ground, and utilize all natural

143
obstacles. Intervals between company positions
are observed and patrolled by both ground and
air elements. If the battalion commander is unable
to retain an uncommitted element as a reserve, he
may influence the action at a critical point by
maneuvering troops from a less threatened sector.
c. Army aircraft should be used during coun-
terreconnaissance missions in the same manner
as prescribed in paragraph 93.

144
 CHAPTER 5

OFFENSIVE OPERATIONS

Section I. GENERAL

100. GENERAL
The reconnaissance battalion is capable of offen-
sive action as a light armored force; however, it
most frequently engages in offensive action to
facilitate the accomplishment of its normal se-
curity and reconnaissance missions and thereby
to aid in the destruction of a hostile armed force.
Attacks made by the battalion are usually individ-
ual company actions, due to the normal dispersion
of the battalion while engaging in security opera-
tions. See FM 17-22 for a discussion of a com-
pany attack. However, there are occasions when
it is necessary to launch a battalion-size coordi-
nated attack in order to further the over-all se-
curity or reconnaissance mission.

101. FORMS OF OFFENSIVE ACTION

There are two general forms of offensive action:
envelopment and penetration. Exploitation is a
phase of offensive action which may be a continua-
tion of either of these forms. In the initial action
against an organized position, the attacking force
may seek either to penetrate the position or to

145
envelop it. When the enemy defenses have been
disrupted and the objective has been seized, the
attack develops into exploitation.
a. The fundamental difference between envel-
opment and penetration is that an enveloping
force passes around the flank of the enemy and
strikes his flank or rear, while a penetrating force
strikes the enemy frontally and forces a gap in
the position, through which friendly forces oper-
ate. Whenever possible, elements of the attacking
force avoid frontal attacks and seek to envelop.
The attack may vary as it progresses. It may
begin as a penetration; then, as the enemy lines
are pierced, armor may immediately seek to en-
velop the flanks created.
b. The mission of the assaulting force in a
penetration is to break through the enemy dispo-
sitions to a depth which will prevent the enemy
from maintaining the continuity of his battle po-
sition, and to provide the opportunity for exploi-
tation (fig. 40). Armor will frequently be required
to penetrate organized enemy positions. Condi-
tions which demand a penetration are enemy flanks
which are unassailable, or lack of time to make an
enveloping maneuver. The penetration is favored
by overextension of the enemy, favorable terrain
and good observation, and the fact that such an
attack can usually be organized more quickly than
can an envelopment. A great superiority in
strength and supporting fires is required at the
point of penetration. While the main attack is
being launched against the most advantageous
portion of the enemy position, other attacks exert
146
 -- OBJECTIVE -

'r" - .. PENETRATING
FORCES

isE F RE
R:i

Figure 40. Scheme of maneuver for a penetration.

147
pressure on other portions of the enemy defense
to hold them in place. The main attack consists
of three impulses:
(1) Breaking through the hostile defenses.
(2) Widening the gap by enveloping one or
both of the enemy's' interior flanks.
'(3) Seizure of the objective.
-c.The envelopment is employed when a weak
or exposed hostile flank is discovered and when
there is time to execute the maneuver. It has the
advantages of capitalizing on surprise, exploiting
enemy weaknesses, forcing the fighting on ground
not chosen by the enemy, forcing the enemy to
fight in two or more directions to meet the con-
verging efforts of the attack, minimizing the at-
tacker's casualties, and accomplishing decisive
results. An envelopment 'has the disadvantages of
requiring more coordination and therefore more
time, and of creating a gap between the envelop-
ing force and the base of fire. Some form of en-
velopment is usually best adapted to the offensive
actions of the reconnaissance battalion. The three
types of envelopment are-
(1) Single envelopment (fig. 41). This is an
envelopment of one flank.
(2) Double envelopment (fig. 42). This is an
envelopment of both flanks. It requires
considerable superiority of numbers and
fire power, and a great deal of coordina-
tion. It should be used only when the
enemy force is incapable of executing a
maneuver which. would defeat the :envel-
oping force in detail.
148
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151
 (3) Turning movement (fig. 43). A turning
movement is a wide enveloping maneuver
which passes the main enemy position
to strike at some vital point deep in the
hostile rear. This movement is particu-
larly adapted to armored action. Turning
movements are frequently used by armor
in exploitation.
d. Envelopments may be used to-
(1) Seize the dominating terrain in rear of
the objective.
(2) Cut off the retreat of the defending
forces.
(3) Prevent enemy reinforcements from
reaching the objective.
(4) Overrun and destroy enemy supporting
troops, artillery, and reserves.

102. PRINCIPLES OF EMPLOYMENT IN ATTACK

When a coordinated attack is launched by the
battalion as a whole, the principle of concentration
of effort is applied and the attack is made on a
relatively narrow front. In an attack of this type
the principles governing the employment of the
reconnaissance battalion are the same as those
governing the employment of a tank battalion of
the armored division (FM 17-33). These princi-
ples are-
a. Surprise.
b. Fire and maneuver.
c. Concentration of effort.
d. Retention of the initiative.
e. Security.
152
 f. Cooperation.
g. Coordination.

103. DEFINITIONS, ATTACK TERMS

The following are terms commonly used in con-
nection with offensive operations.
a. Assembly area. A position in a forward area
in which the elements of a command are assembled
preparatory to further action or for resupply,
maintenance, or reorganization.
b. Attack position. The last covered or con-
cealed position occupied by an attacking force be-
fore moving to the line of departure. The position
is occupied a minimum length of time for final
preparation and coordination for the attack.
c. Line of departure. A line designated to coor-
dinate the departure of attack elements; normally
an easily recognizable feature on the ground, such
as a road, a ridge line, or the edge of a woods.
The line is ordinarily located on or behind the last
available terrain mask which can be reached with-
out exposure to enemy observation and small-arms
fire, but on occasion may be the line held by
friendly elements. If possible, it should be per-
pendicular to the direction of attack. However,
the most important point is that it be so located
that the attacking force can get its attack fully
launched before enemy interference is encoun-
tered.
d. Objective. A locality or geographical feature
to be captured or reached in the course of an
attack or during.a movement.
e. Axis of advance. A line of advance, often a
153
road or group of roads or a designated series of
locations, extending in the direction of the enemy.
f. Economy of force. Use of a minimum of
troops and supplies on less important objectives
so that the main strength can be reserved for a
major effort.
g. Axis of evacuation. A route by which mat6riel
and personnel may be sent to the rear.

104. OBJECTIVES
a. To facilitate the coordination and control of
a battalion attack, the battalion commander selects
·or is given an objective or a series of objectives.
An objective should fulfill the following require-
ments:
(1) The timely capture of the objective must
be within the capabilities of the battalion.
(2) The threat of its capture should compel
the enemy to evacuate his position or risk
destruction therein.
(3) The objective must be easily identifiable
by the troops responsible for its capture.
(4) The capture of the objective should fa-
cilitate future operations.
(5) It should produce a convergence of ef-
fort.
b. An objective must be selected with the view
of furthering the battalion's reconnaissance or
security mission. Normally a critical terrain fea-
ture or a road center is best suited for the battalion
objective. After the objective has been selected,
the battalion commander must direct all efforts
toward its capture.
154
 Section II. -PREPARATION FOR ATTACK

105. ASSEMBLY AREA, GENERAL

a. If time permits the use of an assembly area
prior to the attack, a daylight reconnaissance
should be made of the area and the routes leading
to it. The battalion normally moves into the as-
sembly area during darkness to preserve secrecy.
b. Local security in the assembly area consists
primarly of concealment and camouflage, radio or
listening silence, and sufficient outposts to prevent
surprise (fig. 44). Defensive fires are always
planned.
c. In the assembly area, the battalion refuels
and performs maintenance, while the commanders
and staff make a reconnaissance, if possible con-
tacting the troops currently engaged with the
enemy, and select the attack position. Routes to
the attack position should be reconnoitered for
both daylight and night movement, and arrange-
ments made for the move to this position. Routes
for day movement should provide maximum ron-
cealment from enemy observation; routes for n:ght
movement should be over the best improved roads
available.
d. The reconnaissance battalion may be called
upon to assist the armored division in a move to
assembly areas by providing guides and road
markers.
106. STEPS IN PLANNING AN ATTACK
Whenever the battalion is to be committed in a
coordinated attack, the battalion commander

155
 ·I

( ROAD BLOCKS AND SECURITY ELEMENTS

) DEFENSIVE FIRES

ANDSERVICEELEMENTSAR
I. ALL-ROUNDSECURITYIS ESTABLISHED S. COMMAND
ARE LOCATED TO COVER
2. OUTPOSTS POSITIONED WITHIN THE PERIMETER
MAINAVENUESOF APPROACH
~3.EFNIV
3. DEFENSIVE FIRES
REPEPRE
FRS ARE PREPA.RED
. ARE
OBSERVATION OR LISTENING POSTS
ESTABLISHED BY ALL ELEMENTS
4. COMBATELEMENTSESTABLISH A 7. THE STRENGTH
OF SECURITYFORCES
PERIMETER DEFENSE IS DEPENDENT ON THE TACTICAL
SITUATION

Figure 44. Security of the reconnaissance battalion

assembly area.

i56
should plan the attack by using a series of logical
actions. These actions should include-
a. Issuing a warning order to subordinate units.
b. Initiating the necessary reconnaissance, both
by himself and by his subordinate commanders.
c. Initiating liaison and, where necessary, con-
trol measures for an attack through friendly
troops.
d. Starting a continuous estimate of the situa-
tion and arriving at a decision.
e. Planning the details of the attack.
f. Issuing the attack order.
7. Supervising the attack.

107. RECONNAISSANCE PRIOR TO ATTACK

a. The battalion commander should make every
effort to obtain all information possible which will
facilitate his attack. A thorough map and air
photo reconnaissance is made of the projected
area of operations; this reconnaissance will bring
out the desirable and undesirable features of the
terrain and the available road net. To facilitate
.apid maneuver of the battalion, the road net
should be given considerable study.
b. In addition to his map reconnaissance, the
battalion commander should make every effort to
conduct a personal reconnaissance. Further, a per-
sonal reconnaissance should be made by as many
subordinate commanders as possible, within the
time available (fig. 45). Because of enemy actions,
lack of time, and possible disclosure of intentions

157
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159
to the enemy, a personal reconnaissance is not al-
ways possible. The commander must then obtain
information from higher headquarters, units in
contact with the enemy, and reports of Army air-
craft pilots. Whenever possible, the battalion
commander and his subordinate commanders
should utilize Army aircraft for conducting their
personal reconnaissances (fig. 46).

108. COORDINATION FOR ATTACK

a. The reconnaissance battalion is a team; as
such it can expect a successful attack only by the
smooth functioning of its component parts. In
order to obtain complete coordination of action
it is necessary that early and detailed plans be
prepared for the attack. Conferences for subordi-
nate commanders and the battalion staff should
be held to insure that all understand both their
own tasks and the operation of the battalion as a
whole. Establishment of liaison and communica-
tion with higher headquarters will measurably
assist in the over-all coordination for the attack.
b. Coordination becomes increasingly impor-
tant in the event the reconnaissance battalion is
reinforced by other elements of the division. An
attached unit should establish liaison with bat-
talion headquarters; this liaison may be accom-
plished by an officer, a noncommissioned officer, or
a messenger. The battalion communication officer
must make certain that any attached unit has the
correct channels on its radios and that it has the
current SOI. The battalion commander and staff
must be thoroughly familiar with the status of an
160
attached unit and must also brief and orient its
troops, giving them all available information.

109. COMMUNICATION DURING ATTACK

a. Radio is the normal means of communica-
tion during an attack; it is the means by which
the battalion commander issues orders and con-
trols and maneuvers the companies. Normally the
F-M radios are used for the battalion command
net. Radio communication should be supplemented
by messengers and other means whenever neces-
sary.
b. Visual signals are often very valuable as sig-
naling devices during the attack. The code mean-
ing of the various signals must be thoroughly un-
derstood by the troops using them and should be
easily committed to memory.

110. SUPPORTING UNITS IN ATTACK

a. The battalion is normally used as an economy
force and as such will rarely have other elements
of the division attached. However, on occasion the
battalion may receive attachments for a specific
mission or attack. These attachments may include
tanks, armored infantry, and armored engineers.
b. The battalion may expect artillery support
and normally the attachment of an artillery liai-
son officer. This support may include both the
light and medium artillery of the division and the
heavy artillery of higher headquarters. Support-
ing artillery fires must be closely coordinated with
the battalion attack plan; this is effected by con-
161
ferences between the battalion commander and,
the artillery battalion commander or the artillery'
liaison officer -(fig. 48). This coordination should.
cover-
(1) Fires on located and suspected antitank
weapons, observation posts, indirect fire
weapons, and targets of opportunity.
(2) Detailed plans for lifting or shifting of
fires as the attack progresses. Supporting
fires should be maintained until th3 last
possible moment in order to keep enemy
personnel pinned down until the assault
elements are upon them.
(3) Fires to protect reorganization on the
objective, to include prearranged fires to
the front and flanks as protective meas-
ure against counterattacks.
(4) Coordination of the mortar fires of the
reconnaissance companies with the artil-
lery fires so as to obtain complete cover-
age of the area both during the attack
and during reorganization on the objec-
tive.
(5) Means for observing fire. When placed
in direct support the artillery usually
furnishes one forward observer per
reconnaissance company; however, all
reconnaissance commanders should be
capable of requesting and adjusting ar-
tillery fires.
c. Tactical air support is normally reserved for
the main striking force of the division; however,

162
the battalion commander should not hesitate to
request this support when he feels it to be desira-
ble.
d. Observers in Army aircraft can materially
assist the battalion commander in maneuvering
and controlling the companies during the attack.
e. If an armored infantry unit iJ attached to
the battalion, it is usually kept intact as a tactical
unit but may be reattached by smaller units to the
reconnaissance companies. The reattachment of
armored infantry platoons is primarily deter-
mined by the mission and the enemy situation.
The infantry may also be held as a unit in reserve)
or employed in normal infantry roles. If both tank
and armored infantry units are attached, they
are normally formed into a tank-infantry team.
f. If a medium tank unit is attached, it is nor-
mally held in reserve as a unit and used by the
battalion commander to strike a critical blow dur-
ing the action. However, when the tanks' heavier
armor protection can vitally assist the action of
two or more companies, a portion of the tanks may
be attached to these companies.
g. Armored engineers may be attached to facili-
tate demolition, crossing and clearing obstacles,
and road maintenance tasks. They should be so
employed as to best assist the forward movement,
and may be held under battalion control or placed
with one or more of the reconnaissance companies
as the situation dictates. Engineer reconnaissance
teams are frequently attached to the battalion for
the purpose of gathering technical information on
bridges, roads, and obstacles.
163
111. PLAN OF ATTACK
a. Upon receipt of his mission from higher
headquarters, the battalion commander must ini-
tiate reconnaissance and liaison to obtain the
necessary information to formulate his estimate
of the situation and make his decision. All planning
and the final order are based on this decision.
Planning is done deliberately, and all foreseeable
actions are covered.
b. The formation of the battalion depends on
the mission, the terrain, and the enemy situation.
In an attack to secure a terrain feature the bat-
talion is normally formed into one or more ma-
neuvering forces and a base of fire, with a reserve
if possible. The relative size of these forces de-
pends entirely on the troops available and the
situation at the time of the attack.
c. The battalion commander may select inter-
mediate objectives to facilitate control and coor-
dination of the attack (fig. 47). The distance
between these intermediate objectives is deter-
mined by the terrain and the enemy situation.
Intermediate objectives used for an attack nor-
mally are critical terrain features, the capture of
which is essential to the seizure of the final ob-
jective.
d. In an attack to secure a terrain feature or a
series of terrain features, the battalion com-
mander should designate objectives and a direc-
tion of attack for the companies being employed.
Boundaries are seldom designated between com-
panies unless the terrain is such that a boundary
164
 -ASSIGNED BY HIGHER
HEADQUARTERS.

-E;;~.:., ;.:, , .INTERMEDIATE

OBJECTIVE
BATTALION
INTERMEDIATE
OBJECTIVE
AXIS OF ADVANCE
(MAY ALSO BE AXIS
OF EVACUATION)

'4 ASSEMBLY?.

Figure 47. The battalion commander may select interme-

diate objectives to facilitate control during the attack.

165
 between two leading elements of the battalion is
needed for control.
e. A line of departure should be designated by
the battalion commander to coordinate the de-
parture of the various companies. If the battalion
is attacking through a friendly force, the line of
departure may be the front line held by this force,
provided sufficient time is available for a thor-
ough reconnaissance of the friendly positions by
all subordinate commanders. However, even when
the friendly front line is used as the line of de-
parture, it is desirable to designate specific terrain
features to indicate the line.
f. The time of attack is normally designated by
the battalion commander and may be a specific
time or may be on order. If the time of attack is
dependent on the progress of a friendly force,
the battalion commander should establish liaison
with this force.
g. When the battalion is operating as part of a
larger force, the locations of the assembly area
and the attack position are normally designated
by the higher commander. The battalion com-
mander further subdivides these positions into
company areas.
h. During the attack, the battalion command
post (headquarters forward echelon) normally
follows the leading elements by bounds. However,
only by placing himself and his staff well forward
can the battalion commander effectively command
and supervise the companies. The battalion trains
are kept, clear of the action until the situation is
such that they can be brought forward.
166
 i. The reserve is one of the most important
means by which the battalion commander can
influence the action. When the battalion disposi-
tions are such that a reserve may be formed, it
should be held well forward, so that a minimum
of time will be needed for committing it.

112. THE ATTACK ORDER

a. The battalion commander normally issues an
oral attack order to his assembled subordinate
commanders and staff officers. This order must
be complete, covering all phases of the attack, and
may include the issuance of maps and overlays
as necessary. It should follow the five-paragraph
form of a written operation order (app. IV).
b. Oral orders are easily misunderstood and
should be issued with the greatest of care. Specific
points that help to avoid misunderstanding include
the following:
(1) Have maps, overlays, and other material
ready for distribution.
(2) Orient subordinates on the map and on
the ground.
(3) Talk from notes and have a staff officer
or clerk record the order.
(4) Speak slowly and distinctly, and caution
subordinates to take notes.
(5) Use plain, simple language.
(6) Synchronize watches.
(7) Ask for and answer questions.

113. OCCUPATION OF ATTACK POSITION

a. When not assigned by a higher commander,

167
the attack position is selected by the battalion
commander or a member of his staff and is sub-
divided into company positions. It is the last cov-
ered position the battalion will occupy prior to
actual contact with the enemy.
b. If possible the move to the attack position
is made under cover of darkness. This means that
sufficient markers must be posted to insure a
smooth, uninterrupted flow of traffic. Movement
to the attack position should be so timed that the
battalion will be there only long enough to make
last-minute checks and establish final contacts.
Prior to the attack, listening silence is normally
ordered; radio receivers will be on, but no trans-
missions will be made.

114. BATTLE RECONNAISSANCE IN THE ATTACK

a. Battle reconnaissance (par. 84) is a con-
stant search for information by all members of
the battalion during actual combat. It is not con-
fined to commanders but is performed by every
member of the command engaged with the enemy.
It starts with the first enemy contact and does
not terminate until contact is broken. All per-
sonnel must be alert for information on-
(1) Location of antitank guns, mines, and
obstacles.
(2) Changes in location of friendly troops.
(3) Progress of the attack.
(4) Most suitable avenues of approach to
the objectives.
(5) Changes in enemy dispositions.
(6) Arrival of enemy reinforcements.
168
 (7) Enemy air and tank attacks.
(8) Plans for further offensive action.
(9) Probable direction .of hostile counter-
attacks.
b. An observer in an Army aircraft can give
the battalion commander much valuable infor-
mation on the progress of the attack, enemy re-
action, obstacles, enemy armor, and indications
of enemy mechanized counterattacks. During the
reorganization the air observers must be espe-
cially alert for hostile counterattacks. The bat-
talion commander or a member of the battalion
staff may act as the observer in the aircraft
during the attack and reorganization.

Section III. CONDUCT OF THE ATTACK

115. DISTRIBUTION OF FORCES IN THE ATTACK

a. During the attack, the reconnaissance bat-
talion normally employs a maneuvering force, a
base of fire, and a reserve (fig. 48). The maneuver-
ing force, also called assault force, maneuvers
to strike the enemy position on the flank or rear
and seeks to envelop rather than to penetrate the
position. This force makes the main effort of the
battalion; it is usually employed in depth and
closes rapidly with the enemy. The battalion
commander should make every effort to employ as
many troops in the maneuvering force as the
ground will accommodate. Normally the battalion
employs only one maneuvering force at any one
time. This force may be composed of all the ele-

169
 ments of one or more reconnaissance companies,
or in unfavorable terrain it may be composed of
only the tank sections and rifle squads of one or
more companies. If necessary, personnel of the
various scout sections may be dismounted to give
additional rifle strength to the maneuvering force.
b. The direct-support artillery, if available,
forms the major portion of the base of fire. See
paragraph 110 for coordination of artillery fires.
The artillery fires may be reinforced by elements
from the battalion, which support the attack by
direct fire. Tanks are placed in the base of fire
only if the terrain does not permit their commit-
ment with the maneuvering force or if the sup-
porting artillery fires are inadequate. When
direct-support artillery is not available, elements
of the battalion must be used to form the base
of fire. Under such circumstances, the direct fires
of the base of fire may be augmented by placing
all or the majority of the 81-mm mortars in this
force. Elements of the battalion in the base of
fire mav also be considered as a battalion reserve.
c. Initially, in the battalion attack, the com-
mander should attempt to keep part of his force
uncommitted to be employed as a reserve. This
uncommitted force may follow the maneuvering
force, if terrain permits, or it may be a part of
the base of fire.

116. SUPERVISION. OF THE ATTACK

a. In all offensive operations of the battalion,
the battalion commander must imbue in his troops
the aggressive spirit that is essential for a quick,
170
 vt~~~~~~~~,

AAI~~~~~~ \ 7~~~~~~7
~ ~ 171
 decisive defeat of the enemy. The best way to ac-
complish this is by his personal presence at the
critical point of the attack. He will usually be
immediately in rear of the attacking elements,
where he can actually see the greater portion of the
action. From this position he can intelligently
maneuver his forces and shift fire power to bear
on the enemy from the most advantageous direc-
tions. Only by placing himself where he can actu-
ally see the action can he make the rapid decisions
so necessary in modern mechanized warfare.
b. The battalion commander utilizes members
of his staff as his personal representatives to
assist him in the supervision of the attacking ele-
ments. They may be used to procure information,
prepare plans, carry orders to the companies, and
supervise the execution of these orders.

117. CONTROL AND FLEXIBILITY IN THE ATTACK

a. Control, once lost, is very difficult to regain.
The best means of maintaining control is by thor-
ough planning and by issuing a clear, simple
order that is understood by all members of the
command. During the attack the battalion com-
mander must depend primarily on radio com-
munication for the control and maneuver of his
companies. By remaining in a forward position
and by maintaining personal contact with his
company commanders, he can effectively control
the action. The battalion staff should be used to
assist the commander in maintaining control, but
must not interfere with the company comman-
ders' prerogatives of command,
172
Figure 49. If a change in direction is necessary, it should
be made at a well-defined terrain feature.

173
 b. Each company of the battalion is a small
combined arms team and may be readily adapted
to a changing situation. This flexibility is of great
advantage if unforeseen circumstances make it
necessary to change the plan of action. Major
changes should be avoided; however, a favorable
opportunity should be exploited without hesita-
tion. If a change in the direction of the attack
becomes necessary, it should be made at an easily
recognized terrain feature (fig. 49).

118. THE ATTACK

a. Once the attack is launched, it must be exe-
cuted with violence by use of all the fire power
available and an alert, aggressive maneuvering
force. Fire from tanks, artillery, mortars, and
automatic weapons is placed on the enemy to pin
him down and prevent him from returning effec-
tive fire. Under cover of this fire the maneuvering
force maneuvers to rapidly close with the enemy.
From the moment this force comes into view of
the enemy, its movement must be as rapid as the
terrain permits. Each commander must be im-
pressed with the fact that vehicle losses will be
in proportion to the time it takes to close on the
objective. The rifle squads ride as far as possible
in their carriers and then dismount for the final
assault. Even after the riflemen dismount, the
vehicular weapons should be manned and fired in
order to give close support to the dismounted
troops. Assault fire by the maneuvering force is
continuous so that when supporting fires are lifted
the enemy is smothered with fire until he is

174
destroyed or captured. Aggressive leadership at all
levels of command will go far toward increasing
the chances for success. Initiative and aggressive-
ness on the part of small-unit leaders (squad, sec-
tion, and platoon) will often bring victory out of
seeming defeat.
b. When elements of the battalion are employed
in the base of fire, they employ every available
weapon to pin down the enemy, and thereby assist
the maneuvering force in closing with the enemy.
The maneuvering force normally takes steps to
protect its flanks; however, elements of the base
of fire may also have the mission of protecting
the flanks of the assaulting troops. They do this
by carefully watching the flanks of the maneuver-
ing force and intercepting any enemy threat by
fire and, if necessary, by maneuver. Elements of
the base of fire must be prepared to displace for-
ward as soon as the maneuvering force masks their
fire.
c. The battalion commander must make the de-
cision as to when and where to commit his reserve.
The reserve is the battalion commander's primary
means of decisively influencing the action and, if
committed, should be employed in such a manner
as to maintain the momentum of the attack. The
reserve is normally employed to exploit initial
successes. As soon as the maneuvering force
reaches the objective, the reserve is moved for-
ward to assist in organizing the objective and re-
pelling counterattacks.

175
119. THE FINAL ASSAULT
The attack is culminated by the assault. At this
time the maneuvering force physically closes with
the enemy. The assault is originated by the ma-
neuvering force and normally begins when this
force masks the fire of supporting weapons. Sup-
porting fires are shifted on call from the com-
mander of the maneuvering force, which then
moves rapidly onto the objective. Rifle squads dis-
mount and employ assault fire, supported by
automatic-weapon and tank-gun fire from the tank
element of the maneuvering force. As soon as the
base of fire has shifted its fire, elements may be
displaced forward to join the assault. The bat-
talion commander coordinates the actions of the
maneuvering force and the base of fire elements
in the assault; he must place himself in the best
position to observe and control this final action.

Section IV. REORGANIZATION AND CONTINUATION

OF THE ATTACK
120. ACTION UPON REACHING THE OBJECTIVE
a. The first elements to take the objective should
immediately post local security; this is usually ac-
complished by the first company on the objective
and must be planned in detail prior to the attack.
This security is extended and reinforced by suc-
ceeding companies to cover the most likely avenues
of enemy approach and local commanding terrain.
The battalion commander should closely follow
his leading elements and coordinate these security
measures. Plans for defensive fires are prepared;
176
these fires are delivered primarily by the 81-mm
mortars of the support squads. When direct-sup-
port artillery is available, the artillery liaison
officer assists the battalion commander in planning
defensive fires.
b. Reorganization starts immediately upon tak-
ing the objective. All commanders must make a
special effort to reorganize rapidly so the battalion
may be prepared to repel a counterattack or to
continue the attack with a minimum loss of time.
The battalion command post and the battalion aid
station are brought forward, and personnel and
vehicular casualties are evacuated. At this time
resupply and maintenance elements may be moved
up as required. If necessary, the battalion may be
regrouped, to include a redistribution of personnel
and appointment of new commanders to replace
casualties.
c. The command post should be kept well for-
ward during the attack and should arrive on the
objective shortly after it has been secured. It
should be placed in a central location to facilitate
supervision of the companies; this location is
usually selected by the battalion executive officer.
d. As soon as possible after reaching the objec-
tive, each company commander reports the
condition of his unit to higher headquarters.
Normally these reports are made verbally. The
battalion forwards an over-all report to higher
headquarters on the results of the action and the
condition of the battalion. If prior orders do not
cover the further employment of the battalion,
additional orders are requested.

177
121. CONTINUATION OF THE ATTACK
a. The battalion commander should have a com-
plete picture of the over-all plan of action of the
higher commander. He also makes a continuous
estimate of the situation. By use of this estimate
and his knowledge of the higher commander's
plan, he can adopt formations which enable him
to readily resume operations. If this procedure is
followed, the company commanders will need only
brief oral orders to resume operations.
b. During the process of reorganization the
battalion commander makes a reconnaissance to
obtain the information needed to continue his mis-
sion. Based on this reconnaissance, his mission,
and orders from higher headquarters, he issues
an order for continuance of the action. This pro-
cedure is generally the same as that followed be-
fore the attack, but a more abbreviated form of
order may be used.
c. Most battalion-size attacks are made to
further a reconnaissance or security mission.
Therefore, if enemy resistance has been negligible
during the attack, the battalion commander should
rapidly continue his mission, using only a mini-
mum of time for reorganization.

178
 CHAPTER 6

EXPLOITATION AND PURSUIT

Section I. EXPLOITATION

122. GENERAL
a. The reconnaissance battalion normally assists
the rapid advance of the armored division during
exploitation by performing security and recon-
naissance missions.
b. Normally, when given a reconnaissance mis-
sion, the battalion is employed on the flank or
flanks of the division. Under certain such circum-
stances, such as conditions of no resistance or very
light, sporadic resistance, the division commander
may take advantage of the battalion's rapid mo-
bility and place it in front of the division on a
reconnaissance or covering force mission.
c. The division commander may also employ the
battalion as a separate force on a special mission.
In that event the battalion is employed as an ex-
ploiting force rather than as a security force.
d. During the exploitation, the battalion is nor-
mally employed directly under the control of the
division commander. However, one or more com-
panies may be attached to combat commands.
e. The battalion may have the mission of estab-
lishing a counterreconnaissance screen for the di-
vision in the event of a halt or assembly for reor--
ganization or resupply.
179
123. CHARACTERISTICS OF EXPLOITATION
a. The primary purpose of exploitation opera-
tions is to take full advantage of success in battle
and to follow up initial gains. During exploitation,
enemy resistance normally is sporadic and consists
of scattered centers of resistance, with little or
no communication or supply between strong points.
The enemy is confused and disorganized and relies
on obstacles and defense of separated points, which
normally are the larger towns and cities in the
area. The exploiting force must reach the desig-
nated objective as quickly as possible, secure it
from possible counterattack, and prepare to con-
tinue exploiting the success. To take full advantage
of this phase of combat, men and vehicles must
be pushed to the limit of endurance. The exploita-
tion phase of combat is usually characterized by
the following:
(1) Rapid advances against little or no op-
position.
(2) Frequent attacks from march column.
(3) Bypassing or enveloping strong centers
of resistance.
(4) Meeting engagements with groups of
enemy reinforcements.
b. The purpose of a penetration is to break
through the enemy's dispositions and thereby to
provide an opportunity for exploitation. Although
the actual point of transition from penetration to
exploitation is difficult to define, the approach of
the exploitation phase will be indicated by-
180
 (1) Distinct lessening of enemy resistance,
particularly of artillery fire.
(2) Decisive gains made by the attacking
force.
(3) A definite increase in number of prison-
ers captured and amount of abandoned
equipment.
(4) Capture of divisional or corps rear area
installations.

124. OBJECTIVES IN EXPLOITATION

a. Objectives for the armored division will be
deep in enemy-held territory and may be defiles
or river crossings which would be costly to take
if the defense were organized or which will cut
off the enemy line of retreat. Examples of division
objectives are-
(1) A communications or manufacturing
center.
(2) A supply area.
(3) Site of a major military headquarters.
(4) An airhead established by friendly air-
borne troops.
b. The battalion's final objective normally is
assigned by higher headquarters. The reconnais-
sance battalion commander selects intermediate
objectives as necessary to facilitate accomplish-
ment of the mission. These intermediate objectives
are usually critical terrain features which block
enemy avenues of approach.
181
125. FLANK SECURITY MISSIONS IN EXPLOITATION
During exploitation the reconnaissance battal-
ion, when assigned a flank security mission, usually
operates over a wide frontage. This extension and
the rapid progress of the division requires the
battalion to employ a thin, mobile security forma-
tion. This normally causes the battalion to use a
column formation. The headquarters forward
echelon should be centrally located within the
column. The trains are placed in the rear of the
column, protected by the rear reconnaissance com-
pany. For a detailed discussion of flank security
methods, see chapter 3.

126. RECONNAISSANCE MISSIONS IN EXPLOITATION

a. During exploitation the battalion may be
given a reconnaissance mission to locate and iden-
tify an enemy force. The battalion is normally
assigned a zone of operations for this mission, and
'the battalion commander should further assign
company zones and an axis of advance for the
headquarters forward echelon and reserve. The
battalion commander may utilize phase lines to
assist him in controlling the reconnaissance com-
panies, unless phase lines are already designated
by higher headquarters.
b. To accomplish this mission the battalion must
utilize its fire 'power and mobility boldly and
aggressively, and not depend on secrecy and
stealth. The forward echelon, battalion trains, and
reserve are normally held in a.central location
immediately behind the leading companies. Army
182
aircraft can materially assist the battalion in ac-
.complishing a reconnaissance mission. For a more
detailed discussion of reconnaissance methods, see
chapter 4.

'127. RECONNAISSANCE BATTALION AS A SEPARATE

EXPLOITING FORCE
a. When the frontage of the division is large
and the enemy resistance is weak and disorganized,
the division commander may assign an axis or
route to the reconnaissance battalion for exploita-
tion. The battalion's axis or route normally is on
one of the division's flanks; however, the mission
is one of exploitation rather than flank security.
b. The battalion is normally given an axis of
advance which will allow it to advance in column
on the best available road. The forward echelon
should follow immediately behind the forward
elements, where it can best direct the rapid ad-
vance or deployment of the battalion. The battal-
ion trains are held in the rear of the column, pro-
tected by the rear reconnaissance company.
Isolated enemy defense areas are usually bypassed
for more profitable objectives unless these areas
are being used to re-establish a line or to prohibit
the advance of supplies. The decision to bypass a
major enemy strong point normally rests with
the higher commander. Small enemy elements are
generally attacked from march column. If the
leading company meets more resistance than it
,an cope with, the battalion commander should
launch a coordinated attack. This attack follows

183
the principles set forth in chapter 5. Army aircraft
can assist in providing security for the column
by observing to the front and flanks and main-
taining liaison with nearby units. A successful
exploitation is dependent on the speed and aggres-
sive leadership of the exploiting force. The speed
and mobility of the reconnaissance battalion must
be fully utilized when it is employed as a separate
force on an exploitation mission.
c. In order to achieve complete surprise and
exploit success to the fullest, the advance is nor-
mally continued during the night. The conduct
of the advance at night is generally the same as-
in the daytime. The rate of advance is usually
slower, and supporting fires are less effective, but
the element of surprise is greatly enhanced. When
enemy resistance is encountered, it may be by-
passed or attacked; an attack is made from march
column. The general principles of employment
are the same as those used in a deliberate, planned
night attack as discussed in paragraph 194; but
planning and execution are much more rapid.

128. SECURITY ON EXPLOITATION

During the exploitation, the battalion will prob-
ably be deep in enemy territory and subject to;
enemy attack and harrassment. Therefore, the
battalion commander must insure adequate se-
curity for his column. This security may be pro-
vided by using Army aircraft for observation to
the front and flanks, maintaining liaison with
nearby units, and the individual alertness of all
members of the command. The battalion comman-
18a4
N~~~~~~~~~~~·

0~~~~~~~~

0s

i,-n~~~~~~~5
der normally employs a security force to cover
the main column (fig. 50); this force provides
security by observation, attack, defense, or a com-
bination of any or all of these. The security force
is normally composed of the following elements:
a. Advance guard. The advance guard of the
battalion normally is the leading company. The
remainder of the battalion follows the advance
guard without interval.
b. Flank guard. The flank guard secures one or
both flanks of the column. It may do this by using
parallel routes or by moving out from the main
column and blocking likely avenues of enemy ap-
proach. This flank security normally is the respon-
sibility of one reconnaissance company.
c. Rear guard. The rear guard secures the rear
of the column and protects the trains. It normally
consists of one reconnaissance platoon. One recon-
naissance company may very well be given the
mission of providing both the flank and rear se-
curity for the battalion column.

129. ATTACK OF SUCCESSIVE OBJECTIVES

a. During exploitation, resistance normally is
weak and sporadic. When it becomes necessary to
launch an attack, the battalion commander may
plan an attack of successive objectives (fig. 51).
In this type of action the companies of the battal-
ion are employed in rapid succession to capture
a series of objectives. By this method the battalion
can advance rapidly when the full strength of the
unit is not needed to takde:any single objective.
186
 TO NEXT OBJECTIVE

INTERMEDIATE
OBJECTIVE

INTERMEDIATE *:'O
OBJECTIVE "* r
.BJV '-ENERAL DIRECTION
OF ATTACK

* // .- - - - -First Phase

\ I | --- Third Phase

- X-X-X- Fourth Phoal
~~~~\
\ * 0 ~-O--
Route of Res Co

SRESFLANK\ INTERMEDIATE
LEFZT FLANK\ OBJECTIVE

'. \\ I@ '

Figure 51. In the attack of successive objectives, each

objective is assaulted in turn; the assaulting force is
supported by all available fire power,

187
This method is particularly effective against small
villages or other small objectives along the axis
of advance. It may be employed equally well on a
security, reconnaissance, or separate exploiting
force mission.
b. The companies are employed alternately as
maneuvering force and base of fire. After the first
.objective is taken, the maneuvering force mops up
remaining resistance on that objective. The bat-
talion commander must be sure that the attacking
company can hold and reduce the objective before
he commits the next company. One or more of the
companies in the base of fire are then employed
as the maneuvering force against the second objec-
tive. The initial maneuvering force then becomes
a part of the base of fire in addition to its duties
of mopping up the first objective. In like manner
a third company may attack through the second
to seize the third objective. By this time the first
company normally is ready to continue the attack.
This method usually leaves one company that is.
not engaged; the battalion commander may use-
this company as a reserve to maintain the momen-
tum of the attack or to meet enemy counterattacks.
c. If direct-support artillery is available, an
artillery fire support plan should be worked out
in advance for this type of action. In an attack
of successive objectives, all available fire power
of the battalion is concentrated at one point. After
this point is captured, the fire can then be con-
centrated on the next objective.

188
130. SECURITY AT HALTS ON EXPLOITATION
When the column halts, the various companies
move forward and deploy in adjacent areas on
each side of the axis. All-round defense measures
are taken by each company commander and are
coordinated by the battalion commander. By
shortening the column in this manner, the bat-
talion commander increases his control and at the
same time reduces the vulnerability of his unit.
This procedure also permits the battalion com-
mander to readily continue his advance or launch
an attack. This "coiling up" maneuver is em-
ployed at all halts except those of only a short
duration (fig. 10). At the halt, as when on the
march, the alertness of the individual soldiers
materially assists in security of the battalion.

131. CONTROL IN EXPLOITATION

The battalion column must be kept under con-
trol at all times in order to insure that it can
react quickly from the march column formation.
Strict march discipline is a basic requirement for
control of the elements of the battalion. By re-
maining near the head of the column where he
can see the action, the battalion commander can
facilitate supervision and control of his unit. Ob-
jectives, phase lines, control points, controlled
rates of advance, and axes are normal means of
controlling the companies. These means must be
supplemented by dependable communication and
command and staff supervision.

189
 Section II. PURSUIT

132. GENERAL

a. Pursuit has as its main purpose the physical

capture or destruction of a retreating enemy. The
pursuing force must, by direct pressure against
the withdrawal and by an enveloping or encir-
cling maneuver, attempt to place troops across the
enemy's line of retreat. The enemy may not neces-
sarily be disorganized and may attempt to slow
the advance by the use of a rear guard. This rear
guard will attempt to create the illusion of being
the entire enemy force. Every effort should be
made to break through this element and contact
the main body. Darkness and difficulties of ter-
rain must not be allowed to check the pressure of
the pursuit; contact, once gained, must be main-
tained. Reserves are employed where progress
seems to be the greatest.
b. Destruction of a withdrawing enemy is usu-
ally accomplished by the use of a direct-pressure
force and an encircling force (fig. 52). The direct-
pressure force pursues the enemy and, by main-
taining contact, attempts to force him to stop and
fight. The encircling force maneuvers to place
troops across the enemy's lines of retreat and to
close with his main body. Pursuing forces must
close with the enemy with the least possible de-
lay and prevent him from organizing a new posi--
tion. The faster and more aggressive the pursuit,
the less effective is the commitment of the enemy
reserves.
190
 Anon
I)Q

1~u'$,,, ' 1 .:,

lg
i% "O

191
133. RECONNAISSANCE BATTALION MISSIONS IN
PURSUIT
When the armored division is engaged in pur-
suit, the reconnaissance battalion may be given
the mission of securing one or both flanks of either
the direct-pressure force or the encircling force
(pars. 75-78), or may be assigned the mission of
seizing and securing certain bridges, defiles, cross-
roads, or other critical points on the enemy's
flanks (ch. 5). The battalion may also be given a
reconnaissance mission (ch. 4) if the enemy has
broken contact with friendly troops. The battalion
may also be employed as all or a portion of either
the direct-pressure force or the encircling force
(pars. 136 and 137).

134. BATTALION FORMATIONS FOR PURSUIT

The mission assigned the battalion, the terrain,
and the enemy situation are the primary factors
in determining the formation to be used. If con-
tact has been broken and the battalion is given
the mission of reconnoitering and regaining con-
tact, the battalion commander should adopt a suit-
able reconnaissance formation as discussed in
chapter 4. When given the mission of securing
the flanks of either the encircling force or the
direct-pressure force, the battalion commander
may employ one of the formations discussed in
chapter 3. Formations used when the battalion is
acting as all or a portion of the direct-pressure
force or encircling force are discussed in para-
graphs 136 and 137.
192
135. CONTROL IN PURSUIT
The battalion commander uses those methods
of control which best fit the situation. A successful
pursuit depends on speed and aggressiveness;
therefore, the battalion commander should not re-
strict the maneuver and ingenuity of his subordi-
nates by excessive control measures. Desirable
means of control may include use of an axis or
axes, designating an objective, designating phase
lines or control points, and specifying zones of
action. The battalion commander should place
himself with the bulk of his force, where he can
personally supervise his forward elements and
push the pursuit to the utmost limit of endurance
of his troops and vehicles.

136. BATTALION OPERATIONS AS DIRECT-PRESSURE

FORCE
a. When the major portion of the division is
operating as an encircling force, the battalion
may be used as a portion of the direct-pressure
force (fig. 53). The battalion advances in its zone,
using all available roads to quickly close with the
retreating enemy. Every effort is made to break
through the enemy delaying forces. Once through
these delaying forces, the reconnaissance bat-
talion attempts to contact the enemy main body
and force it into action. This greatly assists the
friendly encircling force to strike the enemy on
his flank or cut his line of retreat.
b. When the enemy has been forced to halt and
establish a defensive position, the battalion con-
tinues to maintain constant pressure on the enemy
193
 |CONSTANT PRESSURE
DIRECTION OF MOVEMENT

Figure 53. When the battalion is acting as a part of the

direct-pressureforce, the reconnaissancecompanies move
forward rapidly until contact is gained and then maintain
constant pressure.

194
by fire and movement. This is often best accom-
plished by allowing each company to exert pres-
sure in its zone rather than by launching a bat-
talion attack at only one point. If the battalion
has a reserve, it may be employed to strengthen
the fires of any one company; however, care must
be taken not to get the reserve so involved as to
preclude its use as a counterattacking force.

137. BATTALION OPERATIONS AS AN ENCIRCLING

FORCE
When the enemy is extremely disorganized, the
reconnaissance battalion may be employed as an
encircling force. The battalion may act alone on
this mission or in conjunction with another larger
encircling force. This mission may be assigned
when the bulk of the division has become engaged
with the retreating enemy and a light, mobile
force is needed to effect an encirclement. Included
in such a mission may be the task of cutting the
enemy supply lines. This requires seizing and
defending critical defiles on the enemy line of
retreat. During the encirclement, the reconnais-
sance battalion may facilitate rapid movement by
using a column formation on the secondary and
less frequented roads. When operating as a sepa-
rate encircling force, the battalion accomplishes
its mission in the same manner as when operating
as a separate exploiting force (par. 127).

195
138. RECONNAISSANCE IN PURSUIT
a. If contact is lost, the reconnaissance bat-
talion may well be employed on a reconnaissance
mission to regain contact and if possible to deter-
mine the location of the enemy main body. In ac-
complishing this mission, the battalion normally
operates on a wide front. Since knowledge of the
location of the withdrawing enemy columns is
essential, the reconnaissance of the zone must pro-
ceed with the utmost speed, using secondary as
well as primary roads. The battalion commander
should seek to keep at least one company in re-
serve in order to exploit any information that
might be obtained. Full use is made of Army air-
craft to aid the ground elements in a reconnais-
sance to regain contact. For a detailed discussion
of a reconnaissance mission see chapter 4.
b. After contact with the enemy is regained,
the battalion attempts to slow down the enemy
retreat. As the main body of the division closes
on the enemy position, the battalion may move to
the flanks. At this time, the mission of the bat-
talion may be changed to that of an encircling
force to cut the enemy lines of retreat or to hold
critical terrain features on the enemy's flanks
until the arrival of the main encircling force.

196
 CHAPTER 7

DEFENSIVE OPERATIONS

Section I. GENERAL

139. PURPOSE OF DEFENSE

Armored units are primarily designed for of-
fensive action, but because of their versatility
they may be used on defensive missions. Defen-
sive combat is employed by armored units for one
or two purposes:
a. To gain time pending the development of
more favorable conditions for undertaking the of-
fensive. This may be made necessary by a short-
age of troops or inferiority in training, or may be
desirable because of the anticipated arrival of
reinforcements.
b. To economize forces on one front for the
purpose of concentrating superior forces else-
where for decisive action. The defense in this
situation is usually directed by higher headquar-
ters. It may be necessary in order to hold a vital
area pending maneuver by other forces, to hold
one area while an attack is made in another, or to
concentrate supplies on the portion of the front
where the main effort is being made.
197
140. TYPES OF DEFENSE: SUSTAINED AND MOBILE
a. The sustained defense is aimed at stopping
the enemy attack at an organized defensive line
or main line of resistance. Counterattacks are
normally launched for the purpose of restoring
this position if it has been penetrated or endan-
gered by an enemy attack. The sustained defense
is normally employed by infantry divisions. This
type of defense may be employed by an armored
division when it is occupying a sector of a corps
defensive position in conjunction with infantry
divisions.
b. Mobile defense is normally employed by the
armored division when acting alone, or when its
sector is too large to permit employment of sus-
tained defense. Mobile defense is the defense of
an area or position in which maneuver is used
with organization of fire and utilization of the
terrain to take the initiative from the attacker. An
outpost system is established, behind which a
strong, mobile reserve is held to be used as a
counterattacking force. The outpost system is
often established well beyond the area or position
to be defended, thereby providing sufficient space
for maneuver by the defending force.

Section II. SUSTAINED DEFENSE

141. GENERAL
When the armored division engages in a sus-
tained defense, the reconnaissance battalion is
normally employed in one or more of the following
roles (fig. 54):
198
 TACTICAL
AIR

COVERING FORCE

(MAY BE PROVIDED
BY CORPS)

0 i
4o

GENERA;
A l 1
OUTPOST C}- W D - a -

oo6000
YARDS
COMBAT (MOREORLESS)
0i
OUTPOST ) |

800-2000

Figure 54. General concept of sustained defense.

199
 a. As all or part of the covering force for the
division. The reconnaissance battalion may well be
employed as a covering force in front of the gen-
eral outpost; as such it has the mission of provid-
ing early warning of the approach of a hostile
force and of inflicting the maximum delay on the
enemy. When employed as all or part of the cover-
ing force, the reconnaissance battalion is normally
supported by artillery and engineers. Execution
of this mission is discussed in paragraph 73.
b. As a general outpost for the division. When
employed as the general outpost for the armored
division, the battalion has the mission of giving
warning of an enemy approach, delaying and dis-
organizing the enemy, and deceiving him as to
the true location-of the main line of resistance.
The location of the general outpost is normally
prescribed by the division commander and should
deny the enemy ground-observed artillery fire on
the battle position. It should also afford good ob-
servation and fields of fire and, where practicable,
obstacles to the enemy advance. Formation and
employment of this type of security force are
discussed in paragraph 142.
c. As an antiairbornesecurity force. If an enemy
airborne threat exists, the reconnaissance battal-
ion may be employed in the rear of the armored
division as an antiairborne security force. This
method of employment is discussed in paragraphs
206-210.
d. Holding a sector of the MLR. When the
armored division is engaged in a sustained defense
as part of a corps, the sector assigned may be of

200
such width that the division will have difficulty
in holding the entire front in strength. The recon-
naissance battalion might then be used as a divi-
sion reserve or, more normally, be given a sector
on the main line of resistance. BecauSe of the
limited rifle strength of the battalion, its sector
normally is in one of the less critical portions of
the battle position or is reduced in width as com-
pared to the sector of an armored infantry bat-
talion.
e. As a flank security force. In a sustained de-
fense the battalion is frequently employed on one
or both flanks of the division. The battalion's mis-
sion is to secure the flank or flanks and also to
maintain contact with adjacent units. Flank se-
curity missions are discussed in paragraphs 75-78.

142. RECONNAISSANCE BATTALION ACTING AS A

GENERAL OUTPOST
a. When the armored division engages in a sus-
tained defense, the division commander normally
employs a general outpost. The mission of the
general outpost is to give information of the ap-
proach, location, and strength of the enemy, to
disorganize his advance, and to deceive him as to
the true location of the battle position.
b. The reconnaissance battalion may be employed
to form all or a portion of the general outpost.
When given this mission the battalion is normally
reinforced with medium tanks, armored infantry,
engineers, and direct-support artillery. To form a
general outpost the battalion is normally divided
into three echelons: a security echelon, a system

201
of supports, and a reserve. The security echelon
may consist of patrols, observation posts, and
other small security elements, which are sent out
from the various supports. The supports make
up the main body of the general outpost. They are
placed on critical terrain which controls the
enemy approaches into the outpost area. Extended
frontages are covered by increasing the intervals
between the supports; these intervals are covered
by observation and fire. The reserve is so located
as to be able to reinforce the supports, to counter-
attack, and to cover the daylight withdrawal of
the supports.
c. The battalion commander should make a map
and personal reconnaissance of the outpost posi-
tion. His plan of action is based on his mission and
his reconnaissance, and should include security
measures; disposition of companies on the posi-
tion; organization and coordination of fire; or-
ganization of the ground; means for delay, decep-
tion, and disorganization of the enemy; and
movement to successive positions in the rear. He
then designates the reconnaissance companies
which will form the supports; in addition, he
may designate some elements of the battalion as
the outpost reserve. The supports form their own
patrols and observation posts; these are coordi-
nated by the battalion commander. The supports
constitute the outpost's line of resistance; they
establish positions on the best available defensive
ground, covering likely avenues of approach. Each
support is assigned a definite sector, the bound-
aries of which are defined on the terrain. The
202
reserve, when used, occupies a central position
from which it can move rapidly to counterattack
or to reinforce the supports.
d. In the conduct of the defense, the patrols
and observation posts observe, report, and delay
the enemy's advance. They withdraw to the sup-
ports along preplanned routes of withdrawal.
After the security echelon has withdrawn, all
supporting weapons of the outpost system are
employed to inflict maximum losses upon the ad-
vancing enemy. Every effort is made to bring
about an early deployment of the enemy and to
force him to bring his artillery into action. When-
ever the opportunity exists, the reserve conducts
a counterattack to destroy the enemy.
e. The withdrawal of the general outpost must
be coordinated by the division commander, be-
cause it is essential that all divisional agencies
know when this force is withdrawn. It begins its
withdrawal to subsequent positions as soon as it
is apparent that a superior force is deployed for
action. Action upon each successive delaying posi-
tion is designed to delay the enemy as much as
possible and to cause him to deploy the maximum
number of units.

143. BOUNDARIES AND L!MITING POINTS IN

SUSTAINED DEFENSE
When the battalion is assigned a sector of the
battle position, its boundaries and limiting points
are assigned by higher headquarters. The battalion
commander in turn assigns defense areas to the
reconnaissance companies by indicating the gen-

203
eral position to be defended and by designating
boundaries between companies (fig. 55). He also
designates limiting points on the boundaries where
the company commanders are to coordinate their
defense. The limiting points are so fixed as to
assign frontages to the companies in accordance
with the terrain and avenues of approach. Com-
plete responsibility for any one avenue of approach
or critical terrain feature is given to only one
company. Boundaries are extended forward to
the extent of observation or to the range of the
weapons employed, whichever is greater. Boun-
daries are extended to the rear to the limit of
the company's defense area.

144. RECONNAISSANCE AND PLANNING FOR

SUSTAINED DEFENSE
a. In the sustained defense, orders to the battal-
ion commander designate the area to be defended,
giving boundaries and limiting points. Having re-
ceived his order, the battalion commander first
makes a map and personal reconnaissance. The
reconnaissance is as detailed as the time and situ-
ation permit and is made from two viewpoints:
from the viewpoint of disposition of friendly forces
and from the viewpoint of the enemy attacking
the selected position. The battalion commander
determines the likely avenues of enemy approach
and the critical terrain features. He should plan
to dominate all of these with strong positions.
b. Basing his action on the mission, orders from
higher headquarters, his reconnaissance, and the
available information of the enemy, the battalion
204
 - MINE FIELD

200-2 ARDS

POINTS

COMPANY MORTARS
MAY BE PLACED N
BATTERY

ALTERNATE
POSITION

Figure 55. The reconnaissance battalion holding a sector of

the front line in sustained defense.

205
commander forms an estimate of the situation. He
then makes his decision as to the number. of troops
to be placed in the main line of resistance, assign-
ment of defense areas to the companies, strength
and location of the reserve, and the measures
necessary for security. Successive reconnaissances
by the company commanders fix on the ground
the distribution of smaller units.

145. SELECTION OF POSITION FOR SUSTAINED

DEFENSE
a. The mission, situation (including enemy ca-
pabilities), and terrain limit the choice of loca-
tions where the defense is to be conducted. Higher
headquarters frequently orders the battalion to
defend a certain position, in which case the bat-
talion commander has little choice in the selection
of the battalion position. He does, however, deter-
mine his organization within the battalion pos'tion.
b. The position should be on commanding ter-
rain. The most important factors are observation,
fields of fire, concealment, obstacles, and routes
to the rear. The terrain to the front of the position
should canalize the enemy and offer him a mini-
mum number of approaches to the position. The
battalion commander must decide whether to es-
tablish his main defense on a forward or a reverse
slope, after carefully weighing the advantages of
each. Depending on orders from higher head-
quarters, the battalion may initially attack or
withdraw in order to gain a position from which
to conduct its defense; by so doing it may secure
the best ground available for the battle position.
206
146. DISPOSITION OF UNITS IN SUSTAINED DEFENSE
a. The battalion commander assigns a propor-
tionate share of the battalion mission to each of
the companies. The number of companies em-
ployed and the width of each company sector de-
pend on the width of the battalion sector, the
terrain, the existing road net, and the size of the
expected enemy threat. In assigning company
areas, the battalion commander must bear in mind
that he does not have the rifle strength of an
armored infantry battalion. However, he should
not hesitate to direct his company commanders
to dismount such personnel as may be necessary
to adequately man the battle position.
b. The battalion commander retains as large a
reserve as is possible consistent with the situation.
The primary mission of the battalion reserve is
to destroy enemy elements which have entered the
defensive positions. The position occupied by the
reserve should permit easy access to all parts of
the battalion defense area, should offer cover and
concealment, and should provide ample room for
dispersion. Firm standing for vehicles is essential.
The reserve also provides depth to the battalion
position and when given a blocking mission occu-
pies key terrain in the rear of the area so as to
block likely enemy penetrations. Alternate posi-
tions are selected which will block penetrations
that cannot be contained from the primary posi-
tion.

207
147. ORGANIZATION OF THE GROUND IN
SUSTAINED DEFENSE
Immediately upon the occupation of the posi-
tion, steps are taken to strengthen.the defenses
by emplacing weapons, preparing cover for indi-
viduals, clearing fields of fire, and erecting obsta-
cles. Measures for concealment and camouflage
are carried out concurrently. Obstacles, to include
mines, are located to stop or divert the enemy at-
tack and to hold the enemy in areas covered by
automatic weapons and tank guns. Obstacles
should be so placed that their removal by the
enemy can be prevented by machine-gun or rifle
fire. Supplementary positions are prepared to be
occupied in the event of an enemy attack from
another direction or to cover an avenue of ap-
proach not otherwise covered.

148. RESERVE IN SUSTAINED DEFENSE

The reserve is employed to block an enemy
penetration, or to counterattack and restore the
battle position after a penetration has been con-
tained or halted by other elements of the battalion.
The battalion commander must make counterat-
tack plans. These plans include the scheme of
maneuver, attack positions, routes to the attack
positions, probable objectives, and supporting
fires. They are disseminated to subordinate com-
manders as soon as possible; this is particularly
important to the commander of the reserve, be-
cause he must make detailed plans and a personal
reconnaissance of the various positions, routes,
208
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and objectives included in the counterattack plans.
The counterattack should be launched while the
enemy is attempting to reorganize and is most
successful when delivered against the flanks of
the penetration. When launched, the counterat-
tacks has first priority on all available fires (fig.
56).

149. FIRE PLAN FOR SUSTAINED DEFENSE

a. The battalion commander, in conjunction
with the artillery liaison officer, must work out a
fire plan to cover-
(1) Long-range fires. These are planned to
engage the enemy as early as possible,
to inflict casualties, to delay his advance,
to disrupt his organization, and to neu-
tralize his supporting artillery. They are
normally provided by the light and
medium artillery of the armored divi-
sion.
(2) Close defensive fires. These are planned
to destroy the integrity of the attacking
force before an assault is launched, by
inflicting the greatest number of casual-
ties possible, by disrupting command and
control and by denying observation.
These fires are delivered by all weapons
which can be brought to bear on the
enemy in his attack positions and until
he launches his assault.
(3) Final protective fires. These are planned
fires to break up the enemy assault by
210
 placing a band of concentrated fires just
in front of and across the main line of
resistance. They include machine-gun
final protective lines, mortar barrages,
artillery barrages, direct fire from tanks,
and intense rifle fire.
(4) Fires within the position. These are
planned to limit possible penetrations of
the battle position and to support coun-
terattacks. They are delivered by all the
weapons capable of firing into the pene-
trated area.
b. The battalion endeavors to stop the enemy
in front of the main line of resistance. All avail-
able fire power is concentrated on the enemy when
he attacks the battle position. Tanks in hull-
defilade positions cover the most likely avenues
of hostile mechanized approach. Machine-gun fires
are interlocking whenever possible. The recon-
naissance companies, 81-mm mortars cover posi-
tions that cannot be reached by flat-trajectory
weapons, and if practicable are placed in battery
under company control. Each unit entrusted with
the defense of an area or sector must defend it
until relieved by orders from higher headquarters.
Troops must be impressed with the fact that the
successful holding of their positions forms the
basis for successful counterattacks by the re-
serves in the rear.

150. SECURITY IN SUSTAINED DEFENSE

The foreground of the battle position is occu-
pied by combat outposts detailed from units hold-
211
 ing sectors of the battle position (fig. 54). This
security element is placed well forward of the
position, on the most favorable terrain, to give
early warning of enemy approach. Patrols and
listening posts may operate between defense
areas within the battle position to minimize the
possibility of enemy infiltration during hours of
darkness and periods of low visibility. Contact
with adjacent units is established and close liai-
son is maintained so that the battalion is kept
fully informed of developments in adjacent areas.
Every effort is made to deceive the enemy as to
the actual location of the battle position; this is
accomplished by concealment and camouflage and
by keeping movement within the position to a
minimum. Movement to the rear is restricted to
well-concealed routes and hours of darkness.

151. CONTROL IN SUSTAINED DEFENSE

Control is necessary for coordinated and effec-
tive action. The battalion commander positions
himself where he can best influence the course of
action. He is initially located at the battalion com-
mand post and then moves, as necessary, to any
place in the battalion area where he can best
direct the companies. Command and control are
exercised through messengers, radio, wire, and the
battalion staff. Sustained defense is one of the few
combat situations in which the battalion may
make extensive use of wire communication. For
a typical wire net see appendix II.

212
152. BATTALION ATTACHMENTS OR SUPPORT FOR
SUSTAINED DEFENSE
Although normally employed without attach-
ments, the battalion, when given a portion of the
battle position, may possibly be reinforced or sup-
ported by other units within the armored divi-
sion. These supporting units may include tanks,
armored engineers, and direct-support artillery.
a. Tanks may be attached to the reconnaissance
battalion when a definite threat from enemy armor
exists on the battalion front. This attachment in-
creases the battalion's fire power and shock effect,
and provides the battalion commander with a re-
serve with which to combat enemy armor. Nor-
mally, attached tanks operate under battalion con-
trol and should be used in mass at a critical time
and place. They may be further attached to the
companies on the main line of resistance when
their heavier armor protection and larger caliber
gun will permit the local defeat of enemy armor.
b. Armored engineers may be placed in sup-
part of the battalion in the sustained defense.
They assist in the defense by supervising the
erection of obstacles, laying mines, performing
demolition work, and giving technical advice.
Working parties of armored engineers must be
protected by elements of the battalion while they
are performing tasks assigned by the battalion.
c. Armored field artillery may be placed in
direct support of the reconnaissance battalion.
When artillery support is made available to the
battalion, it is immediately made available to all

213
units of the battalion capable of requesting and
adjusting fire. The direct-support artillery nor-
mally assigns a minimum of one forward observer
to each reconnaissance company; however, all
reconnaissance commanders should be capable of
requesting and adjusting artillery fire.
d. In the defense, organic or attached Army
aircraft may be used for reconnaissance to warn
of approaching hostile forces, for adjustment of
supporting fires, for liaison and messenger serv-
ice, and for emergency assistance in the relay of
radio communication.

Section III. MOBILE DEFENSE

153. GENERAL
a. The mobile defense is based on the estab-
lishment of an outpost system and a strong,
mobile reserve. The outpost system is composed
of observation posts (listening posts at night) and
strong points of varying strength, their strength
depending on their mission, the enemy, the te'r-
rain, and the troops available. The observation
posts and listening posts are sent out from the
strong points with the mission of observing
enemy activities and reporting these activities to
the proper headquarters, and of directing artillery
fire. The strong points are tactically located on
critical terrain features, covering likely avenues
of enemy approach; they are mutually supporting
in so far as possible, and have the mission of
deceiving, slowing, stopping, and repelling the
214
enemy. The reserve is held at the highest prac-
ticable headquarters, in the greatest possible
strength, as a counterattack force. It should be so
located in rear of the strong points as to facilitate
maneuver when it counterattacks to destroy any
enemy force which endangers the defensive
positions.
b. Troops engaged in the mobile defense are
usually positioned well in front of the area to be
defended, in order to insure that all critical ter-
rain and avenues of approach are covered. This
results in extended frontages, but at the same
time provides sufficient room for maneuver of the
defending forces. Thus the concept of mobile de-
fense provides for giving ground, if necessary,
rather than holding a fixed line. Because of its
great mobility and heavy fire power, the armored
division is ideally suited to employ mobile
defense.
c. The reserve is an extremely important ele-
ment of the mobile defense. It has the mission of
defeating the enemy attacking force; therefore it
must be relatively large and should consist of
combined arms teams heavy in tanks. It must be
employed aggressively, taking full advantage of
its mobility and fire power, to overwhelm the
enemy attacking force at the time and place the
commander has selected. When employed as a
counterattacking force it should be committed as
a unit and not piecemeal. Mine fields and obsta-
cles are utilized in accordance with the time
available, terrain, and orders from higher head-
quarters. However, no obstacles or other barriers

215
will be constructed that will hinder the maneuver
of the strong points or the reserve.
d. The armored division is frequently forced
to take up a mobile defense to gain time. This
may be caused by its arrival on the objective far
in advance of other troops, or because supplies
have failed to keep up with the advancing units.

154. MISSIONS OF RECONNAISSANCE BATTALION IN

MOBILE DEFENSE
a. When the armored division is engaged in a
mobile defense, the reconnaissance battalion is
frequently employed as a covering force beyond
and independent of the outpost system of the
higher command (fig. 57). This mission normally
requires the battalion to operate over such a 'wide
frontage that a reserve cannot be formed. When
the battalion is employed in this manner, it has
the mission of providing early warning of enemy
approach and disorganizing, deceiving, and in-
flicting the maximum delay on the enemy. Execu-
tion of this type of mission is discussed in para-
graph 73.
b. As in the sustained defense, the battalion
may also be used to secure rear areas and as an
antiairborne force. Principles of employment for
these types of missions are discussed in chapter 9.
c. When the battalion is given a sector in the
division or combat command mobile defensive
area, or if the battalion is forced to take up the
defensive while on a separate mission, it employs
the principles of mobile defense in the same man-

216
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217
ner as does a reinforced tank battalion (FM
17-33). Employment of the battalion under these
conditions is discussed in paragraphs 155-163.
d. During the conduct of a mobile defense by
the armored division, the reconnaissance bat-
talion may also be given a reconnaissance mission
to gain and maintain contact with an enemy force.
This mission may cause the battalion to deploy
to the front, flanks, or rear of the main defensive
area. Conduct of reconnaissance missions is dis-
cussed in chapter 4.
e. Upon completion of a reconnaissance or
covering force mission, the battalion may be as-
signed another such mission in a different sector
or may be placed in division reserve.

155. THE BATTALION HOLDING A SECTOR

Depending on its orders, plans of higher head-

quarters, the terrain, and the enemy situation, the
battalion usually employs one of the following
methods when acting as a part of a higher com-
mand's mobile defense:
a. Due to the normally wide frontage to be
covered in the mobile defense, the battalion com-
mander may frequently place all of the reconnais-
sance companies in the outpost system. In this
case the higher headquarters holds another force
as a mobile reserve.
b. If the assigned frontage does not require
employment of all the companies in the outpost
system, the battalion commander may hold a

218
small reserve. This reserve is used to strengthen
any part of the outpost system which may be
threatened. As in the above situation, a mobile
counterattacking force is held in reserve by the
higher commander.
c. Higher headquarters may assign a narrow
sector to the battalion, instructing the battalion
commander to furnish his own reserve. In this
case the battalion commander must decide how
much of his unit he must use to organize the
outpost system and still have enough in reserve
to provide him with a strong counterattacking
force (fig. 58).

156. RECONNAISSANCE FOR MOBILE DEFENSE

In mobile defense, the width of the area of re-
sponsibility assigned to the reconnaissance bat-
talion can be expected to greatly exceed normal
sustained defensive sector widths. The battalion
commander makes as complete and detailed a
reconnaissance of the area as the time and situa-
tion will permit. This should include a map, a
ground, and if possible an aerial reconnaissance.
From this reconnaissance the battalion com-
mander determines the critical terrain features
and the likely avenues of enemy approach. He
makes plans to place the strong points in his out-
post system on these terrain features and avenues
of approadh. The use of an Army aircraft mate-
rially assists the battalion commander in making
his reconnaissance and later in the supervision and
control of the companies.

219
 l- ---/ - !*--

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220
157. DISPOSITION OF UNITS IN MOBILE DEFESNE
Having completed his reconnaissance, the bat-
talion commander decides how much of his unit
will have to be employed in the outpost system. He
then subdivides the battalion sector into company
sectors. If the assigned frontage and the enemy
situation permit, he constitutes a reserve. How-
ever, if the frontage is extensive he may have to
assign sectors to each reconnaissance company
and hold no battalion reserve, if this action is in
accordance with the plan of the higher com-
mander.

158. ORGANIZATION OF GROUND FOR MOBILE

DEFENSE
Within the outpost system, critical terrain fea-
tures and avenues of approach - such as high
ground, defiles, and bridges-are held by strong
points of tanks and rifllemen. More critical ter-
rain features may be more strongly defended,
while others are lightly held or may be covered
only by observation. The size and strength of the
strong points depend on the importance of the
terrain and approaches that they dominate. They
may vary from a portion of a reconnaissance pla-
toon to a force of reinforced company strength.
The outpost system is so organized that it can
slow down, repel, or if possible destroy an enemy
threat. However, elasticity in organization of the
ground, provided by the selection and prepara-
tion of alternate positions, will permit temporary
withdrawals or shifting of forces to prevent their
capture or destruction by larger enemy forces

221
until such time as the position can be reinforced
or a counterattack launched by the reserve of the
higher headquarters. Strong points within -the
outpost system may or may not be mutually sup-
porting by fire, depending on the frontage to be
defended and the type of terrain. Mine fields and
extensive barriers are utilized in accordance with
the time available, the terrain, and orders from
higher headquarters. However, obstacles should
be so placed as not to interfere with the maneu-
ver of the reserve element.

159. FIRE PLAN FOR MOBILE DEFENSE

As soon as the battalion commander has selected
the general area that the outpost system will oc-
cupy, he works out a fire-support plan. Fire sup-
port should include long-range fires which are
usually controlled by combat command or division,
close defensive fires to support the outpost system,
and fires to support a counterattack. The plan in-
cludes detailed preplanned fires to cover the area
surrounding the battalion and gives particular
attention to enemy avenues ofrapproach. Each pre-
planned fire is lettered,. numbered, or otherwise
designated, so it can be easily called for by any
member of the battalion. The 81-mm mortars of
the. reconnaissance companies are integrated into
the fire plan and may be operated in battery within
the companies.

160. SECURITY, IN MQBILE DEFENSE

Security in the mobile defense is provided by
the' series of:obsefrvation posts and strong points
which occupy the key terrain features ann avenues
of approach. During daylight hours, these strong
points establish observation posts; during hours
of darkness, they establish listening posts. The
observation posts should be located on terrain
which affords excellent observation of enemy ac-
tivity. The listening posts are normally placed on
or near the likely avenues of approach. Elements
in the outpost system use the scout sections to
patrol between the strong points. If a battalion.
reserve is constituted, the scout sections of this
element may be used to patrol the interior of the
position and establish battalion observation posts.
Contact with adjacent units is established, and
Army aircraft may be used to patrol the entire
position during daylight hours. The battalion
commander should attempt to gain and maintain
enemy contact so as to be adequately informed of
any hostile movement toward his sector.

161. CONDUCT OF THE MOBILE DEFENSE

a._The observation posts or listening posts usu-
ally are the first ground elements to observe an
enemy advance; however, Army aircraft may give
the outpost system the first warning of an enemy
attack. As soon as the enemy comes within range,
he should immediately be brought under fire and
kept under fire. A proper fire plan will bring down
these long-range fires rapidly and effectively.
When the enemy attack is launched, the strong
point or points under attack make every effort to
delay the enemy force, cause it to deploy, stop it,
and if possible defeat it. If the enemy has attacked

223
in such strength that it appears likely that he will
penetrate the outpost system, the battalion com-
mander notifies the higher commander, who takes
such counteraction as is necessary. When the bat-
talion commander is able to hold out a small re-
serve, he commits this element to strengthen the
strong points under attack. If the battalion has
no reserve, elements of the battalion not in contact
with the enemy may be moved to contain the
enemy force until it is counterattacked by the re-
serve of the higher command.
b. If the reconnaissance battalion commander
has been given a comparatively narrow sector and
has been cautioned by the higher commander to
hold a strong reserve, this reserve is kept intact
and committed at the proper time and place as a
counterattacking force to destroy the enemy
threat. It should not be used in piecemeal strength-
ening of the strong points.
c. When the outpost system is attacked in such
strength that to continue to fight would mean
destruction, or if the enemy penetrates the defenses
of some other sector, it may be necessary for the
battalion outpost system to fall back to selected
positions which have been previously reconnoi-
tered. Here the defensive system is reorganized
in the same manner as it was in the initial posi-
tions and again is ready to combat the enemy force.
Giving up ground in this manner is not done indis-
criminately by individual strong points or by com-
panies, but is done as part of the higher com-
mander's over-all plan. Inasmuch as the original
outpost system is usually established well in front
224
of the final area to be defended, the only loss in
such a maneuver is a certain amount of ground.

162. RESERVE IN MOBILE DEFENSE

If the situation and mission allow the battalion
commander to hold a reserve for the primary pur-
pose of counterattacking, this element is the key
to the battalion defensive plan. The reserve should
be as large as possible, consistent with the situa-
tion, the frontage assigned the battalion, and the
troops available. It should be located in a position
from which it can rapidly move to any portion
of the battalion area. This position should provide
cover and concealment, good entrances and exits,
room for dispersal, and good standing for the vehi-
cles. An alternate position should be selected to
be occupied in the event enemy bombing or shelling
makes the primary position untenable.

163. COUNTERATTACK IN MOBILE DEFENSE

a. When the reconnaissance battalion is able to
hold out a strong reserve, detailed plans are pre-
pared to cover employment of the reserve for
counterattack against all possible types and direc-
tions of enemy attack. These plans include the
scheme of maneuver, supporting fires, control
measures, and necessary coordination. The plans
are disseminated to subordinates as early as pos-
sible in order to provide time for study and further
dissemination.
b. In the conduct of the counterattack, every
effort is made to strike the enemy from the flanks

225s
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or rear (fig. 59). Artillery and mortar fire is
placed on the enemy force in an effort to destroy
some elements, create confusion, and separate in-
fantry from tanks when the enemy employs the
two together. If the enemy succeeds in capturing
a portion of the defensive position, a counterat-
tack must be launched immediately. The enemy is
usually disorganized for a short period after seiz-
ing an objective and is most vulnerable at this
time. Any delay allows him to organize and rein-
force the position. This counterattack is a limited-
objective attack.
c. On occasion, the counterattack may be em-
ployed to strike the enemy while he is in his attack
positions. Counterattacks of this nature often so
disrupt the enemy that he is unable to launch a
planned attack. This type of counterattack nor-
mally is not beyond the range of the supporting
artillery.

227
 CHAPTER 8
RETROGRADE MOVEMENTS

Section i. GENERAL

164. GENERAL
a. A retrograde movement is any movement of
a command to the rear, or away from the enemy.
It may be forced by the enemy or may be made
voluntarily. It may be classified as a withdrawal
from action, a retirement, or a delaying action.
Each of these possesses characteristics of defen-
sive action, each contemplates movement to the
rear, and each is a variation of the same military
operation.
b. Retrograde movements require a well-defined
plan, executed with close control and supervision
by all leaders. The presence of hostile armor and
air increases the difficulties of executing these
movements. A successful retrograde movement is
usually covered by a mobile security force which
pays particular attention to flank security to avoid
envelopment. It is desirable to organize and occupy
rear positions prior to beginning the retrograde
movement. Free use of heavy fire power, and a
carefully executed plan for demolitions and the
use of smoke to delay the enemy, are essential.
228
165. PURPOSE OF RETROGRADE MOVEMENTS
a. Retrograde movements are initiated for one
or more of the following reasons:
(1) To disengage from battle.
(2) To avoid battle in a disadvantageous situ-
ation.
(3) To draw the enemy into a situation un-
favorable to him.
(4) To gain time without fighting a decisive
engagement.
(5) To conform to the movement of other
troops.
(6) To permit the employment of a portion
of the command elsewhere.
b. When operating as part of a larger force, the
reconnaissance battalion makes retrograde move-
ments only in conjunction with an over-all plan or
on specific orders from higher authority.

166. TYPES OF RETROGRADE MOVEMENTS

a. Retrograde movements may be classified as
withdrawal from action, retirement, or delaying
action.
b. Every retrograde movement usually starts
with a withdrawal from action. A withdrawal is
the movement, usually to the rear, by which a
force disengages from the enemy. If the purpose
of this movement is to refuse combat with the
enemy under existing conditions, it becomes a
retirement. If, on the other hand, the withdrawing

229
force plans to delay the enemy, by combat if
necessary, the operation becomes a delaying action.
c. Within a large command, the main body of
troops may be executing a retirement while its
security elements are fighting a delaying action
to cover that retirement.

167. EMPLOYMENT OF THE RECONNAISSANCE

BATTALION IN RETROGRADE MOVEMENTS
a. When the armored division engages in a ret-
rograde movement, the reconnaissance battalion
is frequently employed as a covering force for the
division. The battalion employs normal delaying
action tactics for this mission and may be rein-
forced by medium tanks, armored infantry, direct-
support artillery, and armored engineers. When
attached, the medium tanks and armored infantry
should be formed into tank-infantry teams which
are normally held in reserve as the battalion's
mobile counterattack force. Direct-support artil-
lery is employed in depth to support the battalion's
delaying action. Armored engineers are employed
to erect obstacles and also to assist in preparing
the next delaying position. For details of employ-
ment of the battalion as a covering force, see
paragraph 73.
b. Flank security is essential to a successful
withdrawal in order to prevent the enemy from
turning one or both flanks and thereby cutting
off and destroying the withdrawing force. The
reconnaissance battalion may often be employed
2ao30
by the division commander as a flank covering
force to secure one or both flanks of the division's
main delaying force. In planning and executing
a flank security mission during the division's
withdrawal, the battalion commander uses the
techniques described in paragraphs 75-78.
c. The reconnaissance battalion will seldom
conduct a retirement but more often will be em-
ployed as part of a retirement made by the entire
division (FM 100-5). When the armored division
is engaged in a retirement the battalion is nor-
mally used to protect the flanks of the retiring
column (pars. 75-78) orto protect the rear of the
division by conducting a delaying action (pars.
174-184).

168. LEADERSHIP IN RETROGRADE MOVEMENTS

Retrograde movements require constant con-
trol and supervision by commanders. Such move-
ments often have a detrimental effect on the
psychological outlook of the average soldier; to
counteract this effect, the needs and purposes of
the retrograde action should be thoroughly ex-
plained. Leaders must show great individual en-
thusiasm and initiative in the prompt execution
of orders. Attention must be given to the care of
the men, especially in the form of sufficient sup-
plies. Commanders must remain in forward posi-
tions where, by their presence and prompt actions,
they can do much to counteract the unfavorable
morale conditions which may be present in a retro-
grade action.

231
169. SECURITY AND CONTROL IN RETROGRADE
MOVEMENTS
In all retrograde movements it can be assumed
that the enemy will attempt to follow up and
strike the withdrawing forces. This necessitates
strong security detachments to guard the flanks
and rear. The enemy will take over ground pre-
viously occupied by the withdrawing force; there-
fore it is important that nothing be left behind
that will aid him. Control must be rigid to ensure
coordination and orderliness during the operation.
Every report must be verified and rumors must
be prevented. No part of the battalion must be
allowed to become disorganized. The presence of
commanders in forward positions will contribute
much to order and stability.

Section II. WITHDRAWAL

170. GENERAL

A withdrawal is an operation designed to break

contact with a hostile force by a planned, orderly
movement to the rear. The purpose of a with-
drawal is to preserve or regain freedom of action.

171. ORDERS FOR A WITHDRAWAL

The commander of a force executing a with-
drawal, in his order for the operation, must desig-
nate-
a. The location of the new position.
232
 b. Provisions for preparation and occupation of
the new position.
c. Zones or routes of withdrawal.
d. A covering force.
e. Times of withdrawal of the main force and
the covering forces and the time of occupation of
the new position.
f. Priority of withdrawal.

172. ASSIGNMENT OF ZONES AND ROUTES FOR

WITHDRAWAL
a. In a withdrawal, the reconnaissance battal-
ion is usually assigned a zone in which to move.
The boundaries of the zone extend back to include
the new position or the new assembly area. If more
than one unit of the higher command is using
routes in the zone of the battalion, the higher
headquarters may assign a route to the battalion.
b. In most cases the battalion commander as-
signs routes to his subordinate units. If enough
routes are available, he may assign a separate one
to each unit. These routes should extend as far to
the rear as possible, in order to speed the with-
drawal and to reduce the time length of each
column. It may be necessary, to insure control or
because of a limited road net, to reduce the num-
ber of routes used. However, multiple routes
should always be used if available, and control
points should be designated at which units using
the routes form the march column. The com-
mander must exercise strict control and super-

233
vision of the withdrawal; in order to maintain
the schedule prescribed.
c. A reconnaissance of the designated or se-
lected routes must be made to ensure that they are
adequate and well marked.

173. STRENGTH AND CONDUCT OF THE COVERING

FORCE FOR WITHDRAWAL
a. During a withdrawal, the reconnaissance
battalion is often employed as the covering force
for'the armored division or a combat command.
The strength of the covering force depends pri-
marily on-
(1) The number of troops ava'lable.
(2) The degree of enemy activity.
(3) The amount of front to b3 covered.
b. When employed as the covering forcej, the
battalion secures the withdrawal by fighting a de-
laying action (pars. 174-184).

Section III. DELAYING ACTION

174. GENERAL
a. A delaying action is a retrograde movement
by which a force seeks to delay the advance of a
superior enemy. The tactics employed are basic-
ally those of the defense, although the underlying
principle of a delaying action is to gain time
without fighting a decisive engagement.;
b. A delaying action in one position 'for a con-
siderable period of time requires the employment
234
of the principles of mobile defense. A delaying
action in successive positions is based on limited
resistance on each of these positions; this type of
action may be accomplished by defensive action,
offensive action, or a combination of both. The
defense on each position must force the enemy
to deploy early and expend time in preparing his
attack.

175. TYPES OF DELAYING POSITIONS

A delaying action may be conducted by the use
of either alternating delaying positions or succes-
sive delaying positions.
a. The use of alternating positions requires that
the battalion be divided into two elements of ap-
proximately equal size (fig. 60). The first element
occupies the first delaying position and conducts
a delaying action while the second element or-
ganizes and occupies the next delaying position.
The first element then withdraws on order through
the second element to the third delaying 'position.
This method has the advantage of allowing one
element to obtain some rest and resupply while
preparing the next delaying position. It has the
disadvantage of requiring the battalion to split
its force; therefore it is unable to concentrate the
bulk of its fire power on each delayirg position.
b. When the battalion is using successive delay-
ing positions, the battalion reserve usually or-
ganizes each subsequent delaying position (fig.
61). When the delaying force withdraws, either
it occupies the new position with the reserve, or
all or a portionifof it is constituted as the new
235
 SECURITY FORCELEFT TO COVER WHILE DELAYING
FORCE MOVES TO NEXT POSITION
FIRST DELAYING
POSITION

FIRST DELAYING
FORCE

SECOND DELAYIN
POSITION

SECOND DELAYING

THIRD DELAYING
POSITION

\\\ +
/ TO FOURTH
DELAYING POSITION

Figure 60. Use of alternatedelaying positions; the battalion

is divided into two elements of equal strength.

236
reserve. When there is no reserve initially, ele-
ments from the main delaying force may be sent
back prior to the withdrawal to select positions
and plan the organization of the next position.
Delaying action in successive positions has the

SECURITYFORCELEFT TO
COVERWHILEMAINBODYMOVES
TO NEXT POSITION
FIRST
DELAYING
POSITION E T_,E ,

\BATIuON

N/ FROMTHE RESERVE
/ EACH
ORGANIZE \
/ SUCCESSIVE
SECOND / POSITION \
DELAYING P SO

THIRD
DELAYING'
POSmTION __

Figure 61. Use of successive delaying positions; most of the

battalion is employed on each position.

237
advantage of allowing the battalion to concentrate
the bulk of its force on each delaying position. It
can be executed with a smaller force than can a
delaying action using alternating positions; how-
ever, troops are in constant contact with the
enemy and will get little or no rest.

176. RECONNAISSANCE AND PLANNING FOR

DELAYING ACTION
a. The force executing a delaying action has an
advantage in that it can pick the ground on which
to fight. It must make the best possible use of
terrain (fig. 62). The most important factors in
selecting a delaying position are observation and
fields of fire at long ranges. Delaying positions
should also be echeloned to the rear far enough
to force the enemy to reorganize, renew his ad-
vance, and reconstitute his attack at every posi-
tion. However, good pieces of terrain should be
utilized 'for delaying positions regardless of their
relative proximity. In selecting positions, there is
no substitute for ground reconnaissance. The bat-
talion commander should designate a staff officer
to look over the ground from the enemy point of
view. The most likely avenues of approach are
located, and plans are made to place troops to
control these avenues of approach. The reconnais-
sance to select successive delaying positions, in
accordance with the over-all plan, must be con-
ducted at the earliest opportunity.
b. Full use must be made of all natural obsta-
cles; such as steep slopes, rivers, swampi-afnid
thick woods. These are supplemented with all the
238
 BRIDGE IS PREPARED
FOR DEMOLITION

FORD IS MINEDE

I PSITON I
B, ,
=FORWARD ECHELON r[ _. I

SOME ELEMENTS OF .
MAY BE
RESERVE USED TO
PREPARE SECOND DELAYING
POSITION

D DELAYING

BATTALION TRAINS PIIO

MAYBE HELD IN T
REAR OF SECOND I
DELAYING POSITION
//

Figure 62. Organization of the ground in a delaying action.

239
artificial obstacles which can be constructed with
the available man power, materials, and time. Too
much reliance must not be placed in these obsta-
cles, because no ground is impassable to a well-
trained, determined, and aggressive enemy. The
enemy may attempt to gain surprise by attacking
over ground considered impassable. All obstacles
should be covered with fire.
c. The battalion commander must select routes
of withdrawal from successive delaying positions.
Whenever possible these should be concealed
routes so that movement by daylight will be
screened from enemy observation. Unless neces-
sary, main highways should not be used, because
they will be targets for enemy artillery fire and
strafing. Time permitting, subordinate command-
ers should reconnoiter the routes selected for
withdrawal. The battalion commander's recon-
naissance should include selection of positions
from which the security force will cover the
withdrawal of the main delaying force.

177. ORGANIZATION OF THE GROUND FOR

DELAYING ACTION
a. The battalion usually delays on an extended
front. Delay requires less depth of position, so
more frontage can be assigned. The battalion sec-
tor is divided into sectors of responsibility, which
are assigned to the companies. The width of the
company sectors depends on the terrain and road
net, the hostile threat, and the width of the bat-
talion sector. The battalion commander retains as
240
large a reserve as possible, consistent with his
mission and the situation.
b. The companies organize strong points of
tanks and riflemen, supported by the platoon mor-
tars, on the critical terrain features and avenues
of approach. These strong points are connected
by patrols and observation. Boundaries and limit-
ing points between companies should be so as-
signed that terrain features which control fire
and observation into a company's sector are as-
signed to that company only. Defense of each
definite avenue of approach should be assigned to
only one company. Boundaries should extend for-
ward of the position to the range of the weapons
employed or to the limit of observation, whichever
is greater. Command posts and supply, mainte-
nance, and medical installations should be located
farther to the rear than when the battalion is on
the offense, to insure continuous operation and
support during the critical period of the with-
drawal. If these installations are located forward
of the next delaying position, they should displace
to rear positions as soon as a withdrawal can be
foreseen. This displacement should be made during
a period of little activity. The command group
must remain forward where the battalion com-
mander can control and influence the action.

178. FIRE PLAN FOR DELAYING ACTION

The fire plan of the reconnaissance battalion in
a delaying action should cover the planned fires at
long ranges, close-in fires, and the fires to cover
plans for possible counterattack and withdrawal.

241
 The battalion commander should request long-
range artillery to fire on the enemy; at maximum
ranges. This will cause the enemy to maneuver
and deploy, thereby slowing, down his advance.
The close-in fire plan must cover 'all critical ter-
rain features and avenues of approach, from
direct-fire ranges to the maximum range of the
light artillery. The battalion commander should
work out the fire plan with the artillery liaison
officer and disseminate this plan to all company
commanders. Tanks in hull-defilade positions
cover the most likely avenues of hostile mecha-
nized approach. Machine-gun fires are interlock-
ing whenever possible. If necessary, fields of fire
are cleared to allow these weapons to deliver ef-
fective fire at maximum ranges. The 81-mm mor-
tars cover areas which cannot be covered by flat-
trajectory weapons, particularly positions which
might be used as attack positions by the enemy.

179. SECURITY IN DELAYING ACTION

a. In a delaying action, the battalion com-
mander must make a special effort to insure that
his security is adequate, especially on his flanks.
He must prevent the enemy from turning his
flanks or surprising him in position. If this hap-
pens, the battalion is unable to utilize its long-
range fires and may be forced to a decisive action,
which should be avoided except as a last resort to
accomplish the mission. Both flanks must be ade-
quately secured, and liaison must be established
with adjacent units. Durirg the withdrawal to
successive positions, each commander is respon-
242
sible for the protection of his own flanks and
rear.
b. Continuous reconnaissance by both ground
agencies and Army aircraft is the best source of
security. Security may also be provided by long-
range patrols operating to the front of the bat-
talion. Observation posts and listening posts give
an early warning of enemy approach. Army air-
craft can assist in securing the delaying position
by extending observation to the front and flanks.

180. CONDUCT OF THE DELAYING ACTION

a. Delaying positions should be continuously
improved as long as they are occupied. Mines,
obstacles, and warning devices are installed within
the time available, and the battalion commander
should request the attachment of engineers to
assist in this work. The withdrawal to the next
position is made under the cover of darkness if
possible and must be closely controlled and coor-
dinated by the battalion commander. Every effort
is made to deceive the enemy as to our intentions
and in particular to conceal the preparations for
the withdrawal to the next position. Withdrawals
during daylight hours may be by small groups;
this may prevent the enemy from ascertaining
that a withdrawal is in progress.
b. When the armored division is conducting a
delaying action, the reconnaissance battalion may
be employed as a covering force in front of the
division's initial delaying position. When given
this mission, the battal;on commander may uti-
lize either or both of the two types of delaying
243
 positions discussed in paragraph 175. When using
either of these two methods, the battalion com-
mander must form a portion of the battalion as a
security force to remain in contact with the enemy
and protect the withdrawal of the main body of
the battalion. This security force may consist of
an element from each front-line company in con-
tact with the enemy, left in place; or it may con-
sist of all or a part of the battalion reserve. The
security force, whether composed of elements of
front-line companies or elements of the battalion
reserve, should be under the command of one
person. This force has the mission of holding off
the enemy until the main body of the battalion
has reached the new position. The security force
may be required to conduct a counterattack in
order to allow the main body to disengage from
the enemy. In this withdrawal, the security force
fights a rear-guard action back to the new posi-
tion, utilizing every favorable piece of terrain. If
the battalion reserve is employed as the security
force, it normally is again placed in reserve as
it passes through the next delaying position.
c. The reconnaissance battalion may also be
used to protect the withdrawal of the division's
delaying force to the next delaying position. When
given this mission, the entire battalion may ini-
tially be held as the reserve of the delaying force.
As the withdrawal to the second delaying position
is made, the battalion is ordered to take over the
positions on the initial delaying position and
secure the withdrawal of the delaying force. To
accomplish this maneuver, it may frequently be

244
necessary for the battalion to launch a counter-
attack in order that the main delaying force can
successfully break contact and withdraw to the
next delaying position. This requires thorough
preplanning and coordination between the recon-
naissance battalion commander and the units
which make up the main delaying force. After
taking over the initial delaying position, the bat-
talion fights a rear-guard action back to the
second delaying position. In executing the rear-
guard action, the battalion commander must take
advantage of surprise, favorable terrain, obsta-
cles, fire, maneuver, and cover. He must person-
ally supervise the maneuver and actions of the
reconnaissance companies to insure that the
enemy is held in front of the second delaying
position until the main delaying force is organ-
ized and ready for combat. On passing through
the second delaying position, the battalion nor-
mally is again placed in reserve by the higher
commander.

181. COUNTERATTACK IN DELAYING ACTION

When a counterattack is required to destroy an
enemy penetration or to break contact, it should
be delivered by the battalion reserve against a
limited objective (fig. 63). The reserve is held
intact, and piecemeal commitment should be
avoided. Counterattack plans covering all logical
enemy actions are thoroughly preplanned and are
disseminated to all concerned. The reserve occu-
pies a position from which it can rapidly move to
any part of the delaying position. Every effort is
245
 J MAIN BODYOF A COMBAT
COMMANDWITHDRAWING
ENGINEERS
PREPARE
BRIDGE COMMAND
WITHDRAWING
FOR DEMOLITIONAND ASSIST
IN PREPARINGNEXT
DELAYINGPOSITION

BATTALION

BLOCKING

' UPP

HOLDINGFIRSTDELAYINS

IIR I

ENEMY ATTACK DOWN FORCESFIORD

nOAD HALTED BY
DEMOLITIONSAND FIRE
FROM RECONNAISSANCE
COMPANIES X

Figure 63. Counterattack by the battalion reserve in a

delaying action.

245
made to obtain surprise, and the counterattack is
directed against the enemy flanks and rear. In
event of an enemy penetration, the troops on
the delaying position attempt to eject the enemy,
supported by all available massed fires. If this
fails, the battalion commander must decide wheth-
er to counterattack with the reserve, continue
to fight on the position, or withdraw, whichever
is indicated by his mission.

182. COORDINATION AND CONTROL IN

DELAYING ACTION
Detailed coordination is necessary to prevent
confusion. The battalion commander assigns sec-
tors to the companies. Limiting points are desig-
nated for the purpose of coordination within the
position and to coordinate flank protection. This
is necessary to preserve the integrity of the posi-
tion and to prevent exposure of the flanks of ad-
jacent units to the enemy. Only the battalion com-
mander, acting under orders, is authorized to
order a withdrawal. The battalion commander
controls the action on the delaying position by his
presence and orders and by radio communication
with the remainder of his unit. During the with-
drawal to thenext delaying position, the battalion
commander personally supervises the actions' of
the security force that is left to protect the with-
drawal of the main body.

183. ORDER OF WITHDRAWAL

The battalion trains are usually the first ele-
ment of the battalion to withdraw. The movement

247
of the battalion trains should take place as soon
as the withdrawal to the next delaying position
can be foreseen. This movement should be con-
cealed from enemy observation. It should be made
during darkness if possible; if it is necessary for
the trains to move in daylight hours, they should
move by infiltration. The next element to with-
draw is the reserve,. followed by the forward
echelon and the main body. The last elements to
withdraw are the command group and the security
force which is left to protect the withdrawal of
the main body. It may be necessary for the bat-
talion reserve to launch a counterattack to assist
the main body in breaking contact. In this event
the reserve becomes the security force and with
the command group is the last element to with-
draw.

184. TIME OF WITHDRAWAL

The time of withdrawal is given by the bat-
talion commander, acting under orders from
higher authority. The time should be varied so
that a standard pattern is not set. If possible the
withdrawal is made during darkness or periods of
low visibility. Withdrawals at night require care-
ful planning and marking of routes so that con-
fusion does not result.

248
 CHAPTER 9

SPECIAL OPERATIONS

Section I. GENERAL

185. GENERAL
The general principles of employment for the
reconnaissance battalion are basic and remain the
same under virtually all conditions. However, due
to the enemy situation, the terrain, the weather,
and numerous other variables, the techniques of
applying these principles may vary. In special
operations, basic principles are applied to specific
situations and various techniques are employed to
accomplish the mission. The battalion commander
must realize that special operations require spe-
cial techniques, and he should be alert for any
opportunity to utilize the battalion's characteris-
tics to accomplish his mission.

Section II. ATTACK OF A RIVER LINE

186. GENERAL
a. During the course of normal security opera-
tions, the reconnaissance battalion is often con-
fronted with obstacles in the form of rivers and
streams. The fordable streams present no serious
problem but the larger, unfordable rivers do. As
249
 a rule the reconnaissance battalion does not en-
gage in a major river crossing as a separate unit;
in this type of crossing the battalion is normally
given a security role in the plan of attack of a
higher headquarters. This plan of attack may
place the battalion along the river line as a se-
curity force while the higher command assembles
for an assault crossing. In conjunction with this
mission, the battalion also reconnoiters the river
line for existing crossings or fords. After a cross-
ing has been made and a bridgehead established,
the battalion may be given the mission of forming
a security system around all or a portion of the
bridgehead or of reconnoitering to the flanks. The
higher commander might also use the reconnais-
san'ce battalion to deceive the enemy as to the
location of the main crossing. In this event the
battalion makes a feint at crossing the river at
some logical crossing site.
b. While engaging in a reconnaissance or se-
curity mission, the battalion may frequently at-
tack across the smaller fordable or unfordable
streams or rivers. The reconnaissance battalion
normally launches an attack of a river line by
either of two general methods-
(1) An attack on a broad front, using multi-
ple crossings to seize objectives which
develop the enemy situation and expedite
a security or reconnaissance miss on.
(2) An attack on a narrow front over only
one or two crossings in an attempt to
outflank the enemy's main position and
penetrate to his rear areas.
250
187. TECHNIQUE OF RIVER CROSSING
When the reconnaissance battalion launches its
own crossing of an unfordable river, the battalion
commander must first initiate a reconnaissance
of the river line to determine the point or points
for crossing. He is normally assisted in this task
by the attachment of engineer reconnaissance par-
ties and may be assisted in the actual crossing by
the attachment of engineer elements with assault
boats and rafts. Because of the limited number
of riflemen available for an assault crossing, every
effort should be made to effect surprise and there-
by to put the assault elements across without the
aid of supporting fires. The scout section personnel
of the various reconnaissance companies may be
dismounfted to give additional rifle strength to the
assault echelon. Artillery, if available, the 81-mm
mortars, and the light tank sections of the com-
panies, should be near the crossing site to give the
assaulting elements close fire support during the
crossing and while they are establishing them-
selves on the far side of the river. As early as
possible the battalion commander should attempt
to establish his lines of communication over a
bridge, either in his own crossing site or as close
to it as possible. If this is not possible, engineer
rafts are employed to cross tanks and armored
personnel carriers. To facilitate the main crossing
it may be of advantage to have a portion of the
battalion make a feint crossing at one or more
points in order to mislead the enemy.

251
 Section III. DEFENSE OF A RIVER LINE

188. GENERAL
a. When the armored division is engaged in the
defense of a river line, the division commander
may employ the reconnaissance battalion to secure
the near bank while all or a portion of the division
is held in a central location ready to counterat-
tack attempted crossings in force (fig. 64). The
battalion must cover all of the assigned river line
by observation and must place strong points at
the most logical crossing sites or fords. This is
essentially a covering force mission as discussed
in chapter 3.
b. The battalion may also be used as a covering
force on the far bank while the division prepares
the near bank for defense. This is an advance
covering force mission and is discussed in para-
graph 73. The battalion commander must thor-
oughly coordinate his final withdrawal across the
river to the near bank. This coordination should
include direct and indirect fire support from the
elements of the division holding the near bank
and should also insure that all elements of the
battalion are withdrawn prior to demolition of
the crossing sites.
c. During the course of normal security or
reconnaissance operations, the battalion might, for
various reasons, be ordered to halt the advance
and establish a defensive position on a river line.
This might occur while the battalion is on a sepa-
rate mission or is being employed on a flank se-
curity mission.
252
sacit w ~~~~~~

WM.~~~D
EN

253
189. BATTALION CONDUCT OF A
RIVER LINE DEFENSE

When the battalion is acting alone or is given

a portion of the higher command's defensive sec-
tor, the battalion commander should-
a. Establish reconnaissance patrols along both
banks, using only a small part of his force for
this mission. If possible, these elements delay the
enemy's approach to the far bank.
b. Organize strong points to cover the most
likely sites for crossings and hold the majority
of the battalion well behind the river as a coun-
terattacking force. This force strikes the enemy
when he is astride the river or soon after he has
partially crossed. This type of defense uses the
river to divide the enemy force, with the intent of
defeating him while so divided. Orders from
higher headquarters may indicate that the enemy
advance is to be stopped at the far bank. In this
case, the majority of the battalion is disposed on
or near the river in a sustained defense with
particular attention being given the likely crossing
sites. Because of the relatively small number of
organic riflemen, the former type of defense is
considered most appropriate for use by the bat-
talion.
c. Use attached engineer units to prepare fords
and bridges for destruction, and to demolish those
not being used by the elements operating on the
far bank. Routes of approach to attack positions
are prepared, mine fields are laid, and all possible
254
obstacles are constructed. Fire rafts, floating
mines, and like materials are prepared for use
against enemy assault bridges. If engineers are
not available, this work must be done by battalion
personnel.
d. Insure that all boats, ferries, and other craft
along both banks of the river within the assigned
sector, except those needed for local security, are
located and destroyed. All buildings on the far
bank which might furnish the enemy with mate-
rial for bridge construction are burned or other-
wise destroyed.
e. Cover with security detachments all bridges
and fords that have not been destroyed. When the
elements of the battalion on the far bank have
withdrawn, these crossings are demolished. A re-
sponsible officer is stationed at each crossing. He
constantly checks to make sure the prepared demo-
lition charges are ready, and detonates them if
the crossing is in danger of capture. This duty is
one of great responsibility. The officer gives
friendly security elements every chance to escape,
but cannot allow a pursuing enemy to enter the
defensive position. He acts upon his own initiative
in meeting the emergency and does not wait for
instructions from higher authority.
f. Use the elements of the battalion driven back
across the river to reinforce and extend the local
patrols on the near bank. Units that have been
cut off by a rapidly advancing enemy may be
withdrawn by boat. They should destroy any vehi-
cles they cannot evacuate.

255
 Section IV. COMBAT IN TOWNS

190. GENERAL
Towns normally offer good defensive positions;
therefore the reconaissance battalion avoids built-
up areas if at all practicable. However, it is im-
possible to avoid all villages and towns and still
establish an axis of supply. When possible, the
advance to the built-up area is a mounted move-
ment. This maneuver should be made boldly and
aggressively with all available weapons firing.
Smoke concentrations from the 81-mm mortars
may be used to screen the initial advance into the
town. Tanks normally lead, followed closely by
rifle squads mounted in their personnel carriers.
Once the built-up area has been reached, the rifle
squads dismount and work closely with the tanks.
The action in the built-up area is usually per-
formed by a number of small, independent teams,
each consisting of one or two tanks and all or a
portion of a rifle squad. Each element of the team
provides direct-fire support to the other. Indis-
criminate use of incendiaries and tracer ammuni-
tion causes fires which may interfere with the
action of friendly troops. High-trajectory weapons
must be used with caution, since combat in towns
is characterized by close contact action, poor com-
munication, and difficult liaison and control. For
further details, see FM 31-50.

191. FRONTAL ATTACK OF A TOWN

If reconnaissance has determined that a town
is only lightly held, the battalion may gain sur-
256
prise by making a rapid approach and entrance
with all automatic weapons and tank guns firing
at all suspicious positions. The direct fire is begun
as soon as the column comes within sight or range
of the town and is continuous as the column moves
into the built-up area and past the buildings. This
method of attack is normally employed during the
exploitation or pursuit phase of combat when it is
known that the enemy forces are disorganized and
unable to establish effective defensive measures.
It has the advantages of boldness and surprise
but should be used with caution when it is known
that the enemy has the facilities and necessary
time to organize the defense of a town.

192. ATTACK OF THE FLANK OR REAR OF A TOWN

If reconnaissance has determined that the
enemy has organized a town for defense, the bat-
talion should execute a covered maneuver to enter
the town from the flank or rear (fig. 65). The
element conducting the flanking movement is con-
sidered as the battalion's maneuvering force and
has the mission of preventing the escape of the
enemy, preventing reinforcements from entering
the town, providing direct-fire support for the as-
saulting troops, and protecting the assaulting
troops from counterattack. The assault into the
built-up area is initiated by elements from the
maneuvering force and is characterized by a
rapid, violent attack on a narrow front. As in the
frontal attack, all automatic weapons and tank
guns are fired during the approach and after en-
tering the town. Initially every effort is made to
257
 \h

MANEUVERING
FORCE

Figure 65. Attack of a small town from the flank and rear

258
avoid streets and roads by going through gardens
and over lawns on entering the built-up area. Such
action often bypasses enemy antitank weapons
and mines covering and blocking the main en-
trances to the town. After an entrance has been
forced, the action continues in the manner de-
scribed in paragraph 190. Those elements of the
battalion not employed in the maneuvering force
should be employed as a base of fire; the base of
fire provides both direct and indirect fire support
to the maneuvering force and may contain the
majority of the 81-mm mortars of the battalion.
The base of fire should be prepared to displace
forward rapidly after an entry into the town has
been secured by the maneuvering force.

Section V. NIGHT OPERATIONS

193. GENERAL
a. Night operations are characterized by an in-
crease in importance of preplanned fires, liaison,
and close fighting; a decrease in effectiveness of
aimed fire; and difficulty in maintaining direc-
tion. Morale of the troops involved in a night
operation is very important and may best be
strengthened by insuring that all members of the
unit involved have a thorough understanding of
the mission and the plan. Although movement of
both vehicles and personnel is difficult at night,
the surprise element is greatly increased. By em-
ploying armored vehicles at night, the attacker
makes full use of the psychological advantage he
possesses in night operations.

259
 b. When the reconnaissance battalion is em-
ployed on a security or defensive mission at night,
the principles of employment are the same as
those used in daytime operations except as af-
fected by the above characteristics of night op-
erations.
c. Due to the noise of tracked vehicles, a recon-
naissance mission at night is primarily accom-
plished by dismounted action (FM 21-75). Recon-
naissance at night by dismounted patrols is em-
ployed in order to-
(1) Develop the enemy situation.
(2) Capture prisoners.
(3) Determine routes of approach through
the enemy lines.
(4) Execute limited demolition in the enemy
front lines.
d. While engaging in normal reconnaissance
and security missions, or upon orders from higher
headquarters, it may be necessary for the recon-
naissance battalion to launch a coordinated night
attack. This type of attack is usually made to
capture an important terrain feature for future
operations, to avoid heavy casualties against a
stubbornly defended locality, or to exploit a
success.

194. NIGHT ATTACK

a. Because of the difficulties of maneuver at
night, the planning and preparation for a night

260
attack must be even more thorough than for a
coordinated daylight attack. It is desirable to
select an observation post from which the line of
departure, the objective, and the intervening ter-
rain can be seen; if possible, all personnel who
are to participate in the attack should view the
area from this point. As many commanders as
time permits should use Army aircraft to make a
personal reconnaissance of the attack area.
b. The battalion commander should confine the
attack to a limited objective and normally culmi-
nates the attack with a frontal assault rather than
a wide enveloping maneuver, which may be diffi-
cult to control. The elements of the plan are the
same as for a daylight attack. The plan should
be simple and detailed. Boundaries and objectives
should be as exact and definite as possible to assist
in maintaining direction of the attack.
c. Artillery support is desirable for a night at-
tack, and the battalion commander should request
sufficient artillery fires for the attack. The bat-
talion commander may consolidate the 81-mm
mortars of the various reconnaissance companies
to add to the fire support.
d. Higher headquarters may prescribe the time
for the attack, or the battalion commander may
set this time. The time of attack depends on the
mission. If the objective is to be organized and held,
the attack is normally launched in the early hours
of darkness. If the attack is to precede a main
attack at daybreak, it is usually initiated late at
night. These times of attack are merely guides;

261
 to insure maximum surprise, the time of a night
attack should be varied.
e. The battalion should be divided into a base
of fire (support), a maneuvering force, and if
possible a reserve. The maneuvering force should
be employed under one commander. ~The base of
fire should have fixed, preplanned fires for both
direct-fire and indirect-fire weapons, with a defi-
nite time or signal for lifting or shifting their
fire. The reserve is usually held in rear of the line
of departure until the maneuvering force has seized
the objective. It is then moved forward to aid in
the reorganization for defense, or continuation
of the attack. The battalion commander should
place himself in the best position to facilitate
over-all control of the attack.
f. The order should give detailed instructions
to all elements of the battalion participating in
the attack and should include time of attack, for-
mation, rate of advance, methods of marking
routes or zone of advance, methods of identifica-
tion, and detailed instructions to the battalion
reserve. It should also delegate responsibility for
organization of the objective.
g. Radio is the normal means of communication
in the night attack, but visual signals are also
used to insure control and coordination. To assist
in identification, luminous markers may be used
on both vehicles and individuals. Flares and other
illuminating devices are useful for both signaling
and illumination. All visual signals must be com-
mitted to memory and therefore should be rela-
tively simple.
262
 h. The night attack is usually the most difficult
of all forms of offensive action to control. Issu-
ance of a clear, concise order which is thoroughly
understood by all members of the command greatly
assists the battalion commander in maintaining
control. Precise boundaries and axes of advance
also assist in maintaining control. By use of white
phosphorus shells, the 81-mm mortars can mark
the objective and boundaries. Illuminating shells,
if available, may be used to keep the objective
in a cone of light. This partially blinds the enemy
on the objective and assists the assaulting troops
in maintaining direction. Changes in direction
should be avoided, and if foreseen should be based
on some prominent terrain feature (fig. 49). Other
means which assist the battalion commander are
the use of an azimuth for direction, use of inter-
mediate objectives, and closer formations.
i. One of the most important advantages of a
night attack is surprise. To obtain surprise, the
exact hour of the attack is kept secret until its
disclosure is necessary. All preparations for the
attack are made in concealed rear areas, in order
not to disclose to the enemy the locations or inten-
tions of the attacking force. Once the attack is
launched, secrecy is lost and surprise must come
from the speed and violence of the execution. To
maintain secrecy as long as possible, a night at-
tack is rarely preceded by an artillery preparation.
j. The maneuvering force is normally composed
of one or more reconnaissance companies. The
rifle strength of this force can be augmented by
dismounting personnel from the various scout

263
sections. There must be very close coordination
between the tank and rifle elements. The riflemen
normally are dismounted and either follow the
tanks or advance alongside the tanks. Riflemen
must be particularly alert for enemy troops armed
with hand-carried antitank weapons. The tank
element fires at automatic weapons and other ob-
stacles interfering with the progress of the infan-
try. The final move onto the objective must be
made with all possible speed. Supporting fires are
lifted or changed on signals from the commander
of the maneuvering force. Organization of the ob-
jective is preplanned and begins immediately after
arrival on the objective.

Section VI. ACTION ON ENCOUNTERING MINE FIELDS

195. GENERAL
Mine fields may be small, as in a road block, or
they may be extensive and cover broad fronts.
In either case, they are usually placed as obstacles
to slow the progress of advancing troops. A mine
field may be defended or undefended; when a de-
fended mine field is encountered, the defenders
must first be destroyed or neutralized. As soon as
the battalion encounters a mine field, an imme-
diate reconnaissance should be made to discover
a bypass. If a bypass cannot be found, a lane must
be cleared and marked through the field. Mines
are normally removed by personnel of the battal-
ion who have been trained in handling and remov-
ing mines. On occasion, armored engineers may
264
be attached to perform the actual removal of the
mines. See FM 5-31 for additional information.

196. UNDEFENDED MINE FIELDS

When an undefended mine field is encountered,
it should be outposted on the far side by dis-
mounted troops. Qualified personnel remove the
mines, covered by tanks in direct-fire positions.
Only sufficient mines are removed to provide a
safe path for the vehicles of the battalion to pass
through. The lane is marked with white engineer
tape, and the troops continue their advance. The
location of the mine field, its size, and the actions
taken to clear a path should immediately be re-
ported to higher headquarters.

197. DEFENDED MINE FIELDS

a. If the mine field is small and being employed
by the enemy as a block, a dismounted attack may
be launched to outflank the mines and attack the
enemy defenders from the flank. The tanks and
mortars furnish fire support for this maneuver.
As soon as the enemy is neutralized, a path is
cleared and a lane marked through the mine field.
b. To breach a broad, defended mine field, the
battalion commander must first decide where the
penetration is to be made. It should be made
where our troops have as much cover as possible
and where the battalion will be in the best posi-
tion to continue the action after passing through
the field. Smoke or darkness is usually necessary
for such an operation. Dismounted elements must
first establish a bridgehead beyond the field, sup-
265
ported by all direct and indirect fires available.
Qualified personnel can then move forward and
clear a lane through the field. Mechanical means
may be used to open a path but must be obtained
from a higher headquarters.

Section VII. ATTACK OF A DEFILE

198. GENERAL
Any terrain which canalizes an advance is a
defile for the force concerned. When the recon-
naissance battalion encounters a defile, immediate
detailed reconnaissance should be initiated. This
action should be standing operating procedure.
The reconnaissance patrols should make an effort
to determine the strength and dispositions of the
enemy force holding the defile, and the location of
obstacles-both man-made and natural. The use of
dismounted elements in this type of reconnais-
sance is frequent; however, reconnaissance by
fire (fig. 35) and observation from Army aircraft
should not be overlooked. A detailed study of
available maps and air photos also assists the
battalion commander in determining the topog-
raphy of the defile. When the defile is cut by more
than one road, consideration should be given to
avoiding the main road, since it is likely to be
more strongly defended.

199. LIGHTLY HELD DEFILE

If the reconnaissance determines that the defile
is undefended or only lightly held, the battalion
266
may proceed rapidly through the obstacle in
column. Every effort is made to pass the unit
through the defile as quickly as possible in order
that the minimum of time will be spent in the
restricted confines of the defile. This method is
used only when reconnaissance definitely indi-
cates that the enemy has not constructed man-
made obstacles on the route of advance through
the defile and has not emplaced antitank guns
within the defile. It can be used to penetrate a
defile held only by dismounted enemy elements;
however, the leading elements of the battalion
must take measures to protect themselves against
hand-carried antitank weapons. Boldness on the
part of all personnel in the leading elements, and
unrestricted use of all available fire power, de-
creases the effectiveness of enemy dismounted
elements.

200. DEFENDED DEFILE

a. The enemy normally defends a defile from
one or all of three positions: in front of the defile,
within it, or at the exit. If the flanks of the defile
are assailable, the battalion commander should
direct his main attack against one or both flanks
(fig. 66). The elements conducting this attack are
considered as the battalion maneuvering force
and are supported by a base of fire. Conduct of
this type of attack is discussed in chapter 5. Nor-
mally the flanks of a defile are unassailable; they
should then be masked with smoke or fire and a
penetration made. The most critical time for the
attacker is while he is within the defile. During

267
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268
this period, his actions are restricted and he is
more vulnerable to enemy artillery, air, and mor-
tars. Once in the defile, it is imperative that the
battalion commander use all available means to
overcome resistance and push the attack to the
limit.
b. Light tanks normally lead the movement into
the defile; they are followed closely by rifle
squads initially mounted in their armored per-
sonnel carriers. This maneuvering force attempts
to neutralize the enemy by use of all the tank fire
that can be brought to bear and by maneuvering
the now dismounted rifle squads to outflank or
qurround individual enemy emplacements. The
81-mm mortars are especially effective in this type
of operation and should be well forward in order
to rapidly concentrate their fire on targets of
opportunity. It is desirable for the leading ele-
ments of the maneuvering force to include per-
sonnel who are trained in the removal of mines
and demolitions.
c. The base of fire for the attack is formed from
all uncommitted elements of the battalion and
should render support by employing direct and in-
direct fire. This force should remain mobile and
be prepared to advance by echelon; thus the fire
support will be continuous and uninterrupted. If
necessary, the base of fire may also be used by
the battalion commander as a battalion reserve.

269
 Section VIII. OPERATIONS IN MOUNTAINS

201. GENERAL
Mountains greatly restrict the cross-country
mobility of the reconnaissance battalion. How-
ever, it will be found that the battalion can fre-
quently be employed to advantage in the valleys
and along the roads in mountainous terrain, exe-
cuting its normal missions (FM 70-10). In areas
where the armored division can be effectively em-
ployed, the battalion may be assigned security
missions. The battalion commander must realize
that combat in mountainous terrain will find the
battalion operating in defiles a large part of the
time. He must frequently use dismounted patrols
to check the high ground to each flank. Dismounted
action is used much more frequently than during
operations in normal terrain.

Section IX. OPERATIONS IN WOODS

202. GENERAL
a. Operations through a heavily wooded area
normally require a preponderance of foot troops.
Because of the limited rifle strength of the bat-
talion, it may be necessary to dismount personnel
from scout sections to bolster the dismounted ele-
ment. Tank elements should accompany the dis-
mounted troops through the woods if at all pos-
sible. When this is not feasible, the tanks should
provide direct-fire support from the edge of the
woods for as long as possible. Tree bursts make
270
artillery and mortars particularly effective, and
the battalion commander should make a complete
plan for use of these fires.
b. If the enemy is holding a cleared avenue, such
as a road running through the woods, the bat-
talion may employ an entirely dismounted ma-
neuvering force. This force makes a flanking move
through the woods so as to come out on the road
in rear of the enemy position (fig. 67). In such
an attack the tank elements are employed in an
aggressive secondary attack. When the maneuver-
ing force places small-arms fire on the enemy rear
and flanks, the tank element moves down the road
and attacks the position frontally.

Section X. COLD WEATHER OPERATIONS

203. GENERAL
a. The reconnaissance battalion must develop
and master certain winter warfare techniques be-
fore it can apply the usual principles of offensive
and defensive operations (FM 70-15). Mobility
of the battalion may be greatly reduced because
of deep snow. Extremely low temperatures neces-
sitate wearing bulky clothing, which to some ex-
tent restricts individual activity. When snow is
on the ground, it is difficult to obtain effective cam-
ouflage and surprise. Occasionally vapor clouds
form around vehicles; these clouds are easily seen
from long distances and often reveal the position
of an attacking force. Although progress may be
somewhat slower and more difficult, the general
principles of employment for the battalion remain
271
 DISMOUNTED TANK ELEMENTS ATTACK
MANEUVERING ON SIGNAL FROM MAN-
FORCE EUVERING FORCE

Figure 67. Attack of a defile in a heavily wooded area. The

base of fire provides fire support to both maneuvering
force and tank elements.

272
the same; however, objectives normally are lim-
ited. Vehicles should be used at every opportunity
-to fight from, for transportation, and for protec-
tion from the weather. Personnel and equipment
quickly become casualties of the cold unless con-
stant attention is given to preventive measures.
b. Thaws may appreciably reduce the traffic-
ability of much of the terrain. With proper train-
ing, the tank driver can learn to pick firm ground
and maintain his mobility; but the wheeled vehicles
must remain on firm roads. Care should be taken
to locate all installations on terrain not subject
to flooding by sudden thaws. Maintenance of all
types must be constantly stressed.

Section XI. DESERT OPERATIONS

204. GENERAL
For a detailed discussion of desert operations,
see FM 31-25. The lack of natural obstacles to
movement makes desert terrain most suitable
for the use of armor. Lack of concealment makes
it very difficult to hide the presence of armored
units, and extensive use of camouflage is necessary.
Surprise can sometimes be gained by night move-
ments, but is primarily accomplished by the rapid
mobility of the tracked and wheeled vehicles of
the battalion. The necessity for dispersion makes
control difficult, but this may be overcome by thor-
ough training in radio procedure and use of visual
signals. Tracked vehicles create large clouds of
sand and dust, this makes it necessary to have a
simple visual signal system for recognition. This

273
system may employ signal lamps, flares, or colored
smoke.
205. CONDUCT OF DESERT OPERATIONS
Because of the unlimited room for maneuver,
the reconnaissance battalion is normally given
security missions for the division or a combat
command. This type of mission usually requires
the battalion to operate over an extended frontage
to the flanks, rear, or front of the division. The
companies are given zones of action, and the mis-
sion is accomplished by a series of mounted patrols
and the use of observation posts on dominating
terrain features. Full use is made of the organic
Army aircraft to assist in the execution of re-
connaissance or security missions. Because of th2
great areas involved and the lack of major ob-
stacles to mechanized movement, the reconnais-
sance battalion may, on occasion, be reinforced
with additional supply vehicles and given a mis-
sion requiring movement over a long distance or
involving a relatively long period of time.

Section XII. ACTION AGAINST AIRBORNE ATTACK

206. GENERAL
a. Airborne attacks are delivered against rela-
tively undefended localities, utilizing the capa-
bilities of air movement to strike deep in rear
areas and to permit the selection of objectives
within wide geographical limits.
b. The basis for any defense against airborne
attack lies in a thorough knowledge by the de-
fender of the capabilities and limitations of air-
274
borne troops. This knowledge is gained by training
in airborne equipment, methods, and limitations.
The airborne force can be expected to have initial
numerical superiority, but the defending force is
initially much stronger in heavy supporting
weapons and transportation. The defender must
capitalize on this advantage by executing a rapid
counterattack, as in the conduct of a mobile de-
fense. The counterattack is delivered before the
hostile airborne force is organized and paves the
way for its ultimate destruction.
c. The division commander may frequently em-
ploy the reconnaissance battalion as an anti-
airborne force. The battalion's rapid mobility and
long-range communication facilities make it well
suited for employment on this type of mission.

207. RECONNAISSANCE FOR ANTIAIRBORNE

DEFENSE
Upon the receipt of orders directing the prepa-
ration of a defense against an airborne attack,
the commander of the reconnaissance battalion
should immediately reconnoiter the area he is re-
quired to defend. During this reconnaissance he
should determine the probable landing areas and
likely objectives of an airborne force; he also
contacts all service installations which may be in
his area in order to coordinate defensive meas-
ures. He should then select the terrain features
and roads which may be used in the establish-
ment of a warning system and in the movement
of defending forces. The battalion commander also
selects a position for the bulk of the battalion.

275
This position is usually centrally located and
should be so placed as to take maximum advantage
of the existing road net. It is occupied by all the
battalion less the elements employed in the warn-
ing system.

208. PLANS FOR ANTIAIRBORNE DEFENSE

a. Passive defensive measures are undertaken
upon completion of the commander's reconnais-
sance. These measures may be divided into two
groups. One group is designed to deny probable
landing areas to the enemy by the erection of
obstacles, such as poles or stakes, and by the min-
ing of these areas. The second group of passive
defense measures includes the selection of likely
objectives and the construction of defensive works
around these objectives. This includes the prepa-
ration of important bridges for demolition, with
the demolition switches located at a distance from
the bridges themselves.
b. The battalion commander makes a detailed
plan for the active defense of the area. This plan
covers the movement of the battalion to any of the
critical objectives within the sector. The battalion
should conduct rehearsals that require the opera-
tion of the warning system and the movement of
the defending forces. The plan also provides for
the rapid and timely dissemination of information
to all higher and lower headquarters as to the
location of the attacker and the operations of the
defending troops. The plan should provide for the
concentration of all elements of the battalion to
permit the rapid employment of the full weight
276
of the battalion against the enemy. The rehearsal
of the battalion in its plan of defense includes the
movement along previously reconnoitered routes
to all of the critical tactical objectives within the
area. These rehearsals should be held as often as
the situation permits.

209. WARNING SYSTEM FOR ANTIAIRBORNE

DEFENSE
a. The portion of the battalion employed as a
warning system should be as small as efficient cov-
erage will allow. Its mission is to give prompt
warning of the location and strength of the at-
tacking force. Observation posts and mobile
patrols, equipped with adequate radio communica-
tion and visual signal devices, should occupy domi-
nant terrain features and travel selected routes
to ensure complete coverage of the battalion sector
of responsibility.
b. On occasion the higher commander may use
the armored division to establish an antiairborne
defense. The reconnaissance battalion is normally
employed as the warning system in this type of
divisional employment.

210. CONDUCT OF ANTIAIRBORNE DEFENSE

a. The successful conduct of a defense against
an airborne attack depends upon the speed with
which the defending force is able to initiate its
defensive plans (fig. 68). Upon the receipt of an
alert from higher headquarters, the battalion
commander should require his troops to prepare

277
 2 Companies
A, o d CP e

3. Elementof C.-pan D .~1 W.... ~t

IIN-P~OrI~M

-0~~~~~~~~~~~~~~~~~~~:
(D.

Figure 68. Reconnaissance ba++.?;on organization for

anti-airbornedefense.

for action on a moment's notice. Vehicles are

manned, communication facilities are checked, and
subordinate commanders are briefed. After the
commander has insured the readiness of his unit,

278
he may permit a rotation of his personnel to allow
the maximum amount of rest commensurate with
the situation. The alarm which informs of actual
airborne landings may come through higher head-
quarters or, if the landings are within the bat-
talion area of responsibility, from the warning
system the battalion has established. Of imme-
diate concern to the battalion commander is the
exact location of the attackers. He must deter-
mine this through additional information sup-
plied by his warning system, or through additional
ground reconnaissance by elements sent out from
the central battalion position. These elements, if
employed, should be given a mission of reconnais-
sance rather than combat; they must not allow
themselves to be swallowed up by the landing
troops, who can be expected to be well armed with
hand-carried antitank weapons.
b. From information obtained through the
warning system, the battalion commander must
determine the location and possible objectives of
the hostile airborne troops. He must then move
his unit with all possible speed to place the en-
tire strength of the battalion against the airborne
enemy. His mission is to contain the enemy and
prevent him from reaching his objective, or, lack-
ing the forces to do this, to delay the enemy ad-
vance and attempt to disrupt the timetable of the
enemy action. The more rapidly the battalion can
deliver its initial action, the greater will be the
opportunity for success. Unwarranted delay will
permit the airborne units to increase their strength
of personnel, equipment, and position.
279
 CHAPTER 10

SUPPLY, MAINTENANCE, MEDICAL SERVICE,

ADMINISTRATION

Section I. GENERAL

211. LOGISTICS, GENERAL

a. Logistics (FM 17-CO) is the art of planning
and executing military movement, supply, main-
tenance, and evacuation.
b. Logistical support is a command responsibil-
ity, and this responsibility cannot be delegated.
The reconnaissance battalion commander is re-
sponsible for the logistical support of the bat-
talion and any attached units. He is assisted in
this function by the battalion S4 and the supply,
maintenance, and medical personnel of the bat-
talion. Each unit and organization commander is
responsible for all Government property under
his control and will enforce supply economy and
the conservation of equipment and material.
c. The battalion S4 plans, coordinates, and su-
pervises all supply, maintenance, and evacuation
activities within the battalion. The battalion S4
keeps the battalion commander advised on the
logistical situation within the battalion. In detail,
his duties include-
(1) Procuring and distributing supplies re-
quired by the battalion (normally, how-
280
 ever, medical, vehicular, and signal items
are actually procured by the battalion
surgeon, motor officer, and communica-
tion officer respectively; the S4 super-
vises and insures procurement of these
items).
(2) Coordinating logistical matters with the
division G4, the appropriate division spe-
cial staff officers of the technical serv-
ices, and other logistical personnel.
(3) Assisting company commanders in lo-
gistical matters.
(4) Recommending composition and move-
ment of battalion service elements to sup-
port the tactical plan.
(5) Allocating regulated items of supply in
coordination with the battalion S3.
(6) Recommending and disseminating, with-
in the battalion, logistical policies, pro-
cedures, instructions, and orders.
(7) Supervising administrative transporta-
tion within the battalion, and coordina-
ting with the battalion S3 in the plan-
ning and control of movements and
traffic.
(8) Supervising property accounting and
property records; maintaining records to
reflect the current logistical situation.
(9) Submitting logistical reports as directed.
(10) Supervising maintenance and repair of
equipment, supplies, and utilities.
(11) Furnishing transportation for the evacu-

281
 ation of prisoners of war, captured enemy
mat6riel, salvage, and the dead.
(12) Supervising food service activities in the
battalion.
d. Other supply personnel in the battalion in-
clude the following:
(1) Supply platoon leader. The supply platoon
leader is the principal assistant to the bat-
talion S4. He operates his platoon under
the direct control of the battalion S4. His
duties include the actual procurement,
movement, and distribution of most sup-
plies needed by the battalion. When the
battalion trains are divided into combat
and field trains, the supply platoon
leader normally operates with the bat-
talion field trains.
(2) Supply warrant officer. The warrant
officer in the S4 section is also an assis-
tant to the battalion S4. He maintains
the battalion supply records and assists
in the procurement, distribution, and
turn-in of supplies. Contact and liaison
are also a part of his duties.
212. SUPPLY, GENERAL
a. The impetus of supply is from the rear to
the front; that is, toward the point of consumption.
Each commander is responsible for making his
requirements known to higher headquarters in
sufficient time to permit furnishing the needed
supplies by normal methods.
b. Establishment of reserves of supplies in all
282
echelons-from the individual soldier and vehicle
to the highest units-assists in assuring combat
units of sufficient supplies regardless of the ir-
regularities of combat. Adequate supplies must be
carried without creating an excess that will hinder
the mobility of the unit concerned. This dispersion
which is characteristically of reconnaissance op-
erations has a tendency to separate units from sup-
ply sources. This requires that units and indi-
viduals be able to sustain themselves for limited
periods of time. In order to meet this requirement,
maximum flexibility of procedure must be allowed.
c. Advance planning is essential for success.
With respect to supply, it is mandatory. The S4
plans must be simple and continuous. The simple
plan is usually the best plan. Continuity of supply
requires constant future planning. Flexibility and
mobility in supply operations are necessary to
meet rapidly changing situations. A compromise
must be made in order to obtain both a reasonable
continuity and the necessary tactical mobility.
Advance planning, in br'ef, involves careful, logi-
cal, and meticulous coordination to insure success.
213. CLASSES OF SUPPLY
a. Supplies are divided into five major classes-
(1) Class I supplies consist of those articles
which are consumed by personnel at an
approximately uniform rate, irrespective
of local changes in combat or terrain con-
ditions. Rations are the principal class I
supplies. Using units normally obtain
rations by submitting a rat:on request to
the division quartermaster.

283
 (2) Class II supplies consist of supplies and
equipment for which allowances are
established by tables of organization and
equipment, tables of allowances, equip-
ment modification lists, or other lists or
letters which prescribe specific allowances
for a unit or for an individual. Examples
are clothing, weapons, mechanics' tools,
spare parts, and supplies for authorized
equipment.
(3) Class III supplies consist of fuels and
lubricants for all purposes except for op-
erating aircraft or for use in weapons
such as flame throwers. Examples are
such petroleum products as gasoline,
kerosene, fuel oil, lubricating oil, and
greases; and such solid fuels as coal,
coke, and wood.
(4) Class IV supplies consist of supplies and
equipment for which allowances are not
prescribed or which are not otherwise
classified. Examples are construction and
fortification materials. Class I, II, III,
and V items may be subject to class IV
issue when issued in excess of prescribed
allowances or for purposes not regularly
authorized.
(5) Class V supplies consist of ammunition,
explosives, and chemical agents. Exam-
ples are small-arms and artillery ammu-
nition; grenades and mines; explosives
such as dynamite, TNT blocks, fuzes,
blasting caps, and detonators; pyrotech-
284
 nics; and chemical agents (including
flame-thrower fuel).
(6) Class II A supplies (aircraft and aircraft
supplies and equipment) and class III A
supplies (aircraft fuel and lubricants)
which are required for the operation of
the battalion's organic Army aircraft are
obtained through the appropriate tech-
nical services of the division (FM 20-
100).
b, Within the armored division, class II and
class IV supplies are normally considered together.

Section II. SUPPLY

214. BATTALION TRAINS

a. The battalion S4 is responsible for the opera-
tion, security, and movement of the battalion
trains. Within the battalion the executive officer
normally coordinates logistical and personnel ac-
tivities; therefore the battalion S4 generally oper-
ates under his supervision.
b. The battalion trains normally consist of ele-
ments of the administrative, mess, and supply sec-
tions of the various reconnaissance company head-
quarters; the battalion supply platoon; the bat-
talion maintenance platoon; and the battalion
medical detachment. The battalion administrative
and personnel section normally operates in the
division adminstrative center. Because of the dis-
persion inherent to security and reconnaissance
285
 operations, the battalion trains are usually em-
ployed as a unit. However, when the battalion is
operating under control of one of the major sub-
ordinate-eopmmands of the division, the battalion
trains airepnormally subdivided into battalion com-
bat and battalion field trains. When so organized,
the battalion combat trains consist of those ve-
hicles of the battalion trains which are required
for the immediate support of the combat opera-
tions; while the battalion field trains consist of
those vehicles of the battalion trains which are
not required for the immediate support of com-
bat operations, and which are not included in the
battalion combat trains.
c. When the battalion is required to detach one
of the reconnaissance companies to reinforce other
elements of the division, a proportionate number of
ammunition and fuel and lubricants trucks should
be sent with this company. In addition, a medical
1/4-ton truck with litter rack normally accom-
panies the detached unit.
d. Depending on the situation and the existing
time and space factors, the organic cargo transpor-
tation of the reconnaissance companies may be
placed in the battalion trains or held under com-
pany control. Because of the dispersion which is
characteristic of most of the battalion's operations,
maintenance section and company cargo trucks are
very often held under company control. However,
when the organic company cargo trucks are held
under battalion control, they are initially placed
in the battalion field trains if the battalion trains
are so organized.
286
215. BATTALION COMBAT TRAINS

a. The battalion combat trains normally consist

of the following vehicles and personnel:
(1) The vehicles necessary to handle the
anticipated ammunition requirements for
the day's operation.
(2) The vehicles necessary to handle the an-
ticipated fuel and lubricants require-
ments for the day's operation.
'(3) Usually the major part of the battalion
maintenance platoon, but under some cir-
cumstances only the recovery section.
'(4) Normally the entire battalion medical de-
tachment, less a small element that may
operate with the battalion field trains.

b. The composition of the battalion combat

trains must be flexible, since certain situations de-
mand large quantities of fuel and lubricants but
relatively small quantities of ammunition. Con-
versely, other situations demand large quantities
of ammunition but relatively small quantities of
fuel and lubricants. Further, the tactical situa-
tion may be such that only medical facilities and
certain maintenance facilities are desirable in the
combat trains.
c. The battalion combat trains are controlled
by the battalion S4, and usually are moved by him
as directed by the battalion executive officer. The
resupply element of the battalion combat trains-
which consists primarily of the ammunition and

287
 iael and lubricants vehicles-is commanded by
either the supply platoon leader, the headquarters
and service company commanders, or another
designated officer or noncommissioned officer. The
maintenance elements are commanded by the bat-
talion motor officer, and the medical elements by
the battalion surgeon.
d. The battalion combat trains are normally lo-
cated to the immediate rear of the battalion com-
bat elements. This of necessity must vary with
the situation and the terrain. In a fast-moving
situation, the maintenance vehicles and supply ve-
hicles of the battalion combat trains normally
march at the rear of the battalion elements; medi-
cal service is scattered throughout the column, the
aid station traveling in the vicinity of the battalion
command post. In slow-moving situations, all ele-
ments of the combat trains usually move by bounds
in rear of the combat elements of the battalion.
In a static situation the battalion combat and field
trains may be combined to operate as unit trains
and are located well in rear of the combat elements
of the battalion. In this case, local terrain features
and existing buildings should be utilized to insure
concealment and, if possible, to enable the main-
tenance facilities to operate with lights.
e. The security of the battalion combat trains is
provided for the most part by their location with
respect to the combat elements of the battalion.
When the necessary protection cannot be insured
by their location, it may become necessary to at-
tach combat elements to the trains for security
purposes.
288
216. BATTALION FIELD TRAINS
a. The same flexibility of organization that ap-
plies to the battalion combat trains exists in the
composition of the battalion field trains. Thie bat-
talion field trains contain those vehicles which are
not necessary for the immediate support of the
combat elements. They normally consist of the
cargo trucks not being employed in the battalion
combat trains, a small part of the battalion mainte-
nance platoon, and a small part of the battalion
medical detachment. The organic cargo and kitchen
trucks of the reconnaissance companies may be
included in the battalion field trains.
b. The battalion field trains are usually under
the command of the battalion supply platoon lead-
er. When the battalion is operating under the con-
trol of a combat command, the battalion field
trains normally become part of the combat com-
mand trains; they are held under the control of
the combat command S4, who is responsible for
their movement and security. The technical and
logistical operation of the battalion field trains is
the responsibility of the battalion S4.

217. RESUPPLY OF THE RECONNAISSANCE

COMPANIES
a. Resupply of the reconnaissance companies is
normally accomplished during the hours of dark-
ness. The ammunition and fuel and lubricants
trucks which actually accomrplish the resupply to
the companies should be guided to the individual
combat vehicles in order that time and energy may

289
be conserved in handling these heavy items. Com-
bat vehicles should not be required to move to the
rear in order to be resupplied. To facilitate resup-
ply and ascertain the requirements of the com-
panies, the battalion S4 usually contacts each com-
pany at least once daily. Regardless of this con-
tact by the battalion S4, it is the responsibility of
each company commander to notify the battalion
commander, or his representative, of the exact
daily supply requirements for his company.
b. Reconnaissance companies are resupplied by
one of three methods:
(1) When all of the organic company cargo
trucks are held under company control,
they proceed to the battalion trains area
(or, if the trains are divided, to the bat-
talion combat trains area), refill, and
then return to the company.
(2) Trucks from the battalion supply platoon
may deliver supplies to the companies.
When resupply has been completed, the
trucks are dispatched back to the bat-
talion trains area or, if the trains are
divided, to the battalion combat trains
area.
(3) When the organic company cargo trucks
are held under battalion control, the
necessary trucks, battalion and/or com-
pany, are dispatched to each company
area and resupply is effected as above.
c. The platoons are resupplied either by send-
ing trucks loaded with one class of supply to each

.290
platoon in turn, or by sending trucks with mixed
loads (two or more classes of supply on the same
truck) to each platoon simultaneously. The former
affords the most control, but it requires more time
than the latter. Guides meet the resupply vehicles
and lead them to each tank or combat vehicle for
resupply.

218. RESUPPLY TO TRAINS, CLASS III AND

CLASS V SUPPLIES
a. The battalion S4 ascertains the resupply re-
quirements for the current period of operations,
and by using this information makes an estimate
of the requirements for the following period. When
the battalion trains are not divided into combat
and field trains, he then notifies the battalion sup-
ply platoon'leader to send the necessary cargo
trucks to the rear to obtain the resupply require-
ments for the coming period. The battalion supply
platoon leader then dispatches the empty trucks in
convoys, with protection if necessary, to division
or army supply installations, as directed, for refill.
The trucks then return to the battalion trains area,
where they remain until dispatched forward to
the companies by the battalion S4.
b. When the battalion is operating under the
control of a combat command, the battalion trains
are normally divided into combat and field trains.
The battalion field trains operate from the combat
command trains area, usually under the command
of the battalion supply platoon leader. When the
empty cargo trucks return to the battalion field
trains, the supply platoon leader obtains clearance

291
from the combat command S4 and then dispatches
the trucks, in convoys, to division or army installa-
tions for refill. The trucks then return to the bat-
talion field trains area, where they either revert
to the command of the supply platoon leader, be-
coming part of the battalion field trains, or are
dispatched forward to the battalion combat trains,
as directed by the battalion S4.
c. The battalion S4 resupplies the battalion com-
bat trains by instructing the battalion supply
platoon leader to send forward the necessary
loaded vehicles from the field trains area. The sup-
ply platoon leader, after receiving proper clear-
ance from the combat command S4, dispatches the
required vehicles to the battalion combat trains.
These trucks then become a part of the battalion
combat trains for resupply during the next period
of operations. The battalion S4 must also be pre-
pared to effect emergency resupply as the situation
demands, and must keep informed of the current
operation in order to increase the strength of the
combat trains in accordance with the requirements
of the reconnaissance companies.

219. RESUPPLY, CLASS I (RATIONS)

In combat, the ration truck normally moves as
a part of the battalion trains or, when the trains
are divided, with the battalion field trains. The
battalion draws rations in bulk from the division
class I supply point; these rations are normally
broken down into company lots in the battalion
trains (field trains) area. When the company
kitchen trucks are held with the reconnaissance
292
companies, each company picks up its rations at
the battalion trains area or, when the trains are
divided, at the battalion combat trains area. When
it is possible to feed hot meals and the kitchen
trucks are held under battalion control, rations
are issued to the kitchen trucks in the battalion
trains area (or in the battalion field trains area),
and the trucks are then sent forward to their in-
dividual companies. In certain instances when the
kitchen trucks are held under battalion control,
hot meals may be prepared and then carried for-
ward in heat-retaining containers. If it is not pos-
sible to feed hot meals, small-detachment type ra-
tions or individual combat type rations are sent
forward on supply trucks at the same time the
companies are resupplied with gasoline and am-
munition.

220. RESUPPLY OF WATER

The water truck normally travels with the bat-
talion trains or, when the trains are divided, with
the battalion field trains. Water is procured from
a division water supply point and is resupplied
to the combat elements of the battalion as re-
quired, normally at the same time other supplies
are being distributed. To speed delivery, a can-
for-can basis of exchange is normally employed.

221. RESUPPLY, CLASS II AND CLASS IV

Within the armored division, class II and class
JT are normally handled as a single class of sup-

293
ply. The reconnaissance battalion normally effects
resupply of class II and IV items during rest and
refitting periods; during combat, these items are
supplied in quantity only to fill emergency require-
ments. Essential organizational replacements of
battle losses or damaged items are obtained by
exchange or requisition at the appropriate divi-
sion service agency. In actual combat, the battalion
motor officer normally obtains replacements for
critically needed items of ordnance equipment, such
as vehicular spare parts, by direct exchange at the
supporting divisional ordnance unit. The battalion
surgeon obtains essential medical items from the
supporting divisional medical unit, and the bat-
talion communication officer obtains essential sig-
nal equipment from the supporting divisional
signal unit. Other class II and IV supplies, such as
quartermaster clothing and equipment, normally
are not procured during actual combat operations.

222. COMPOSITION OF VEHICULAR LOADS

When resupply vehicles are loaded at supply
points, each truck is normally loaded with only one
class of supply. After the trucks arrive at the bat-
talion trains area or, when the trains are divided,
at the battalion field trains area, mixed loads may
be formed in accordance with the anticipated re-
quirements of the combat elements. This insures
that the minimum number of trucks will be actu-
ally involved in the resupply of the combat ele-
ments. From the battalion trains area (or the field
trains area) the mixed loads are dispatched to
resupply the combat elements.
294
 Section III. MAINTENANCE AND VEHICULAR
EVACUATION
223. GENERAL
Maintenance is the care taken and work done
to keep any item of equipment in good condition.
Organizational maintenance is performed by
drivers, crewmen of vehicles, and organizational
mechanics. They must accomplish proper and fre-
quent lubrication, cleaning, adjustment, and re-
pair of vehicles and equipment. They must be con-
stantly on the alert for wear and tear which might
cause breakdowns. Defects must be repaired or
promptly reported to the next higher maintenance
organization for necessary repairs. The company
maintenance sections and the battalion mainte-
nance platoon perform all organizational and pre-
ventive maintenance and repair which can be
performed with the available time, tools, spare
parts, and skilled personnel. The battalion mainte-
nance platoon supports the company maintenance
sections by performing maintenance work and re-
pairs beyond the capabilities of the company main-
tenance sections. Field maintenance is performed
by division or army service units; they are respon-
sible for maintenance beyond the capabilities of the
battalion.

224. BATTALION MOTOR OFFICER

The battalion motor officer commands the bat-
talion maintenance platoon and operates it under
the supervision of the battalion S4. He keeps the
battalion S4 informed as to the current status of

295
vehicular maintenance within the battalion. The
warrant officer in the battalion maintenance pla-
toon assists the battalion motor officer in all func-
tions and duties assigned to him. The duties of
the battalion motor officer include-
a. Preparing the battalion plan for maintenance
support and vehicular evacuation, based on the
tactical plan.
b. Modifying the maintenance and vehicle oper-
ation plan to conform to changing tactical condi-
tions.
c. Executing the maintenance and vehicle evacu-
ation plan.
d. Maintaining continuous liaison with the com-
panies to insure efficient operation of the company
maintenance sections.
e. Maintaining continuous liaison with the sup-
porting ordnance unit to effect rapid return of re-
paired vehicles and to make known the vehicle
evacuation requirements of the battalion.
f. Maintaining the prescribed level of vehicular
spare parts within the battalion.
g. Coordinating the training of mechanics with-
in the battalion.
h. Exercising technical supervision of all vehicu-
lar maintenance within the battalion.

225. MAINTENANCE PROCEDURES

Each maintenance element within the recon-
naissance battalion performs preventive mainte-
nance and repair work within its capabiltIc-.

296
Company maintenance sections normally operate
in direct support of their companies. Vehicles
which cannot be repaired by the battalion main-
tenance platoon are normally evacuated to the divi-
sion ordnance maintenance battalion. When the
reconnaissance battalion operates directly under
divisional control, the battalion maintenance pla-
toon works directly with the division ordnance
maintenance battalion. When the reconnaissance
battalion is attached to a combat command, the
battalion deals directly with the ordnance mainte-
nance company supporting the combat command.

226. VEHICLE EVACUATION PROCEDURES

a. When the reconnaissance battalion is em-
ployed in offensive operations involving rapid
movement, vehicle evacuation is normally accom-
plished as follows:
(1) Company maintenance sections evacuate
disabled vehicles which they cannot re-
pair to the battalion axis of supply and
evacuation, and report their location and
condition to the battalion maintenance
platoon.
(2) If the disabled vehicle can be repaired by
the battalion maintenance platoon, it is
picked up by the recovery vehicles, towed
forward to the next battalion trains posi-
tion, and repaired at that location.
(3) If the vehicle cannot be repaired by the
battalion maintenance platoon and the
tactical situation permits, one or two men

297
 from the vehicle crew may be left with
the vehicle on the axis of supply and
evacuation. The location of the disabled
vehicle and its condition are reported to
the supporting ordnance unit, which is
then responsible for evacuating the ve-
hicle.
b. When the reconnaissance battalion is em-
ployed in slow-moving offensive operations or de-
fensive operations, vehicle evacuation is normally
accomplished in the follow;ng manner:
(1) The battalion platoon establishes a vehi-
cle collecting point (VCP) in a central
location, normally in the battalion trains
area.
(2) Companies evacuate disabled vehicles,
except tanks, to the battalion VCP. Tanks
are evacuated by the recovery vehicles
of the battalion maintenance platoon.
(3) The battalion maintenance platoon evacu-
ates' disabled vehicles that it is unable to
repair to the VCP of the supporting ord-
nance unit.

Section IV. MEDICAL SERVICE AND

PERSONNEL EVACUATION

227. GENERAL
a. Medical service and evacuation of personnel
casualties, for both the battalion and any attached
units, are the responsibility of the battalion com-
mander. He is assisted in carrying out these re-
298
sponsibilities by the battalion surgeon. The bat-
talion surgeon commands the medical detachment
and also gerforms the functions of a special staff
officer. As a staff officer the surgeon is responsible
to the commander for all matters pertaining to
the health of the command; he normally operates
under the supervision of the battalion executive
officer. The battalion surgeon makes timely inspec-
tions and submits practical recommendations for
improvement of sanitation within the battalion. He
also keeps the commander informed as to the health
of the command and the capabilities of the medical
detachment. The medical service corps officer, who
assists the battalion surgeon, is responsible for
supervising the administration of the detachment,
the establishment of the aid station, routine sani-
tary inspections, maintenance of vehicles and
equipment, procurement of supplies, and emer-
gency treatment of slightly wounded personnel.
b. Medical service must be continuous. The pri-
mary consideration in the processing of personnel
casualties is prompt medical treatment and evacu-
ation, if necessary, to installations with the proper
facilities for further treatment. First aid is usu-
ally rendered by the vehicular crew members, who
must be able to use the vehicular first-aid kits and
who must be trained in first aid for burns and vari-
ous types of wounds, controlling hemorrhage, pre-
vention and treatment of shock, and use of mor-
phine. Medical aidmen, riding in I1/,-ton trucks
equipped with litters, operate in support of each
reconnaissance company and supplement the first
aid given by the vehicular crews with necessary
299
emergency medical treatment. They also initiate
an emergency medical tag for each casualty, and
evacuate the casualties either to the battalion aid
station or to a predesignated casualty collecting
point to await further evacuation. Upon arrival at
the battalion aid station, the casualties are treated
and prepared for further evacuation to the rear, or
are returned to duty, as the situation warrants.
The emergency medical tag is completed in each
case, noting the additional treatment given at the
aid station. The disposition of each case is entered
in a log book maintained in the aid station.
c. The battalion aid station is established to pro-
vide a collecting point where casualties can be re-
ceived and treated to prepare them either for re-
turn to duty or for evacuation farther to the rear.
In offensive operations, the battalion aid station is
kept forward on the battalion axis of advance,
generally in the vicinity of the battalion command
post. In a penetration, the aid station moves by
bounds. In an exploitation, the aid station is nor-
mally located well forward in the column. In a
defensive operation, the battalion aid station is
kept to the rear, generally in the vicinity of the
battalion combat trains. The medical detachment
of the reconnaissance battalion has one short-
range radio for communication with the companies
and with the supporting armored medical com-
pany. The battalion may at times be extended be-
yond the range of this radio; in such instances the
battalion surgeon should utilize the long-range
radio of the battalion S4 for communication.
d. Medical support for the reconnaissance bat-
300
talion is furnished by a detachment from the divi-
sion armored medical battalion. When the bat-
talion aid station is located at a considerable dis-
tance from its medical support, ambulances from
the medical support unit should be attached to the
battalion. It is the responsibility of the support-
ing armored medical company to evacuate casual-
ties from the battalion aid station.

Section V. PERSONNEL AND ADMINISTRATION

228. GENERAL
The reconnaissance battalion comander is re-
sponsible for the personnel management and ad-
ministration of his battalion. The adjutant (S1)
is responsible for keeping the battalion com-
mander informed on matters pertaining to person-
nel management and administration, and assists
him in the supervision of the operation of these
activities. The details of personnel management
and administrative regulations will depend on the
standing operating procedures set forth by higher
headquarters and on those adopted within the unit
by the battalion commander.

229. ORGANIZATION AND OPERATION

OF THE S1 SECTION
The S1 normally maintains his office at the bat-
talion command post. The administrative and per-
sonnel section of the headquarters and service com-
pany is supervised by a warrant officer, who oper-
ates under the control of the S1. This section in-

30!
cludes an enlisted personnel management noncom-
missioned officer, personnel technicians, clerks, and
a driver. The personnel officer and his group nor-
mally operate in the division administrative center.

230. DUTIES OF THE BATTALION Sl (ADJUTANT)

The S1 (adjutant) has duties similar to those
outlined in FM 101-5 for the adjutant general and
for the G1 of the division and higher units. He is
also responsible for the supervision of those duties
charged to the personnel officer.
a. As adjutant, his duties include such adminis-
trative functions as-
(1) Authenticating all orders and. instruc-
tions except those pertaining to combat.
(2) Processing all official correspondence.
(3) Insuring that administrative and person-
nel records are maintained in accord-
ance with established policies and pro-
cedures.
(4) Accomplishing all functions not specifi-
cally the responsibility of another staff
officer, or as assigned by the commander.
b. As SI, his duties concern the following, as
discussed in succeeding paragraphs:
(1) Strength records and reports.
(2) Replacements.
(3) Discipline and law and order.
(4) Prisoners of war.
(5) Morale and personnel services.
(6) Personnel management and procedures.
(7) Miscellaneous administrative matters.
302
231. STRENGTH RECORDS AND REPORTS
The S1 maintains data from which to submit
periodic reports on unit strengths, location of
units, both battle and nonbattle casualties, cumula-
tive casualties by type, and prisoners of war.

232. REPLACEMENTS
The SI obtains replacements, and makes ar-
rangements for receiving and processing them. He
coordinates with S4 for supply and transportation
and with S3 for assignment.

233. DISCIPLINE AND LAW AND ORDER

a. The Si maintains statistics on absence with-
out leave, stragglers, awards and punishments,
venereal disease cases, and courts martial.
b. He coordinates the return of stragglers to
units.
c. He initiates the appointment of summary and
special courts martial and supervises the adminis-
trative processing of charges.

234. PRISONERS OF WAR

The SI prepares plans, and supervises the exe-
cution of plans, for the collection and evacuation
of prisoners of war. He must be careful to insure
that these plans conform to higher headquarters'
directives and announced policy for the handling
of prisoners of war, and that they are sufficiently
comprehensive to meet the needs of the battalion.
In this connection the Si must coordinate with the
following staff officers:

303
 a. S£, for estimates on the number of prisoners
anticipated and facilities for any interrogation
desired.
b. S3, for necessary guards for evacuation of
prisoners.
e. S4, for transportation from the battalion area
to the collecting point or enclosure announced by
higher headquarters, and in some instances for
rations, water, shelter, and medical service for the
prisoners.
d. Division G1, for policies on specific problems
encountered not covered in standing operating
procedures.

235. MORALE AND PERSONNEL SERVICES

a. The S1 coordinates the procurement from
higher headquarters of motion picture equipment
and other recreational material, and supervises
the scheduling of this material to personnel of the
battalion.
b. He handles quotas allocated by higher head-
quarters to rest camps, rest areas, and leave
centers.
c. He supervises the processing and administra-
tion involved in recommendations for, and award-
ing of, decorations and awards.
d. He keeps a constant check on the efficiency
with which unit mail clerks operate, with a view
to keeping mail service effective.
e. He assists the chaplain by keeping him in-
formed as to the tactical situation and other fac-
.tors which will affect his plans, and lends nonpro-
fessional aid to the chaplain.

304
 f. He insures the timely payment of troops by
the appointment of class A agent finance officers.
g. He coordinates the activities of the personnel
officer in matters of personnel management.
h. He obtains the services of the American Red
Cross field director for those members of the com-
mand who need emergency assistance in their per-
sonal affairs.

236. PERSONNEL MANAGEMENT AND PROCEDURES

The S1 ensures the practice of sound principles
of personnel management by-
a. Supervising the assignment of personnel in
accordance with the classification system.
b. Insuring the timely classification of enlisted
personnel in accordance with established proce-
dures.
c. Supervising the administrative processing of
reclassification papers on officers.
d. Making recommendations for reassignments
which will keep units properly provided with key
personnel and which will present opportunities
to deserving individuals.
e. Supervising the administrative processing of
recommendations for promotion.
f. Putting into effect higher headquarters' poli-
cies and procedures on rotation, redeployment, and
demobilization.

237. MISCELLANEOUS ADMINISTRATIVE MATTERS

a. The SI supervises the collection, evacuation,
and, in exceptional cases, burial of the dead (FM

305
 10-63). Collection of the dead is a command re-
sponsibility which rests with all elements of com-
mand. Evacuation is planned and coordinated with
the S4. Burial of the dead becomes a function of
the battalion if it becomes isolated from a higher
command. The S1 must follow the procedures
established in regulations and by higher head-
quarters with regard to identification, record-keep-
ing, locations, and handling of personal effects.
b. The S1 supervises the movement and internal
arrangement of the headquarters, coordinating
with the battalion executive officer for the general
location of the command post and with the S4 for
transportation.
c. He coordinates the arrangements for cere-
monies, and formulates and supervises plans for
the proper handling of distinguished visitors to the
battalion, coordinating with S2.

238. DUTIES OF THE BATTALION PERSONNEL

OFFICER
The battalion personnel officer is designated as
assistant adjutant. He is charged, under the super-
vision of the S1, with the preparation, mainte-
nance, and safekeeping of all records, documents,
correspondence, and statistics of a personnel and
administrative nature that are not required to be
kept at the command posts of the companies or
battalion (AR 345-5). Specifically, he is-
a. Responsible, under the Si, for the adminis-
tration of all company personnel records of which
he is custodian. These do not include basic company
records retained by company commanders.

306
 b. Charged with the custody of company funds
(TM 20-221) when the companies go into com-
bat or when, in the opinion of the battalion com-
mander, funds might be lost because of casualties.
He receipts for the funds and for all papers per-
taining to them. He has no authority to make dis-
bursements, and returns the funds to the perma-
nent custodians when the situation permits.
c. Charged with training replacement clerks for
battalion headquarters.

307
 CHAPTER 11

TRAINING

Section I. TACTICAL AND TECHNICAL TRAINING

239. TRAINING OBJECTIVES

Higher headquarters usually designate the
training objectives for the battalion. Training pro-
grams cover a definite period of time and usually
designate the specific training objectives. These,
in turn, indicate the subjects to be covered, the
standards to be reached, and the tests to be given.
The objectives of training programs are first, to
develop highly trained individual soldiers; second,
to train these soldiers as members of small-unit
teams; and third, to train these teams to function
effectively as part of a team of combined arms and
services. Armored training emphasizes the fol-
lowing:
a. Spirit of the offensive.
b. Thorough basic training.
c. Marches and bivouacs.
d. Tactics.
e. Gunnery.
f. Maintenance.
g. Radio discipline.
h. Specialist training.
308
240. LEADERSHIP TRAINING
Military leadership (FM 22-5) is the art of in-
fliducing and directing people to an assigned goal
in such a way as to command their obedience, con-
fidence, respect, and loyal cooperation. To insure
success under the most difficult conditions, leader-
ship training must be carried on vigorously during
all phases of training. The commander must train
all members of his unit so that they know the prin-
ciples, develop desirable traits, and practice sound
technique in order to achieve true leadership. The
development of leadership includes-
a. The analysis of leadership-
(1) What leadership is.
(2) Personal adjustment.
b. The techniques of leadership, emphasizing the
roles of the leader in the following:
(1) Setting the example.
(2) As commander.
(3) As an instructor.
(4) As a personnel technician.
(5) As a counselor.
(6) As the custodian of men's welfare.
c. The objective of leadership-military effi-
ciency-which includes-
(1) Proficiency.
(2) Discipline.
(3) Morale.
(4) Esprit de corps.
d. The special problems of leadership-
(1) Leader-subordinate relations.
(2) Combat leadership.
309
 (3) Minority problems.
(4) Selection, evaluation, and training of
leaders.

241. CONDUCT OF TRAINING

In the conduct of training, the most effective
means available must be utilized. Instructional
methods (FM 21-5) must be developed which will
produce highly trained combat units in the short-
est time possible.

242. UNIT TRAINING

Squad and section training is given only enough
time to develop well-trained crews. Since the pla-
toon is usually the smallest team of combined arms
within the battalion, it is the basic unit for all
training. Consequently, platoon training should
be emphasized and should be allocated as much
time as possible in order to develop each platoon
into a well-coordinated and highly efficient combat
team. Company training, which should result in the
development of well-coordinated company teams,
usually receives the second largest allocation of
time. Battalion training, as such, receives the least
amount of time. If the companies are well trained
and the battalion staff has been trained during the
company training period, battalion training will
consist mainly of training the companies to work
together; stress will be placed on field exercises to
develop the companies into a battalion team. In
all phases of training, previous phases are con-
tinued and amplified; platoon training, for exam-
310
pie, continues throughout company and battalion
training.

243. INTELLIGENCE TRAINING

a. Training programs list in detail the intelli-
gence subjects which should be included. The suc-
cess of intelligence operations in combat depends
in large measure upon the quality of training in
intelligence subjects within the battalion. A thor-
ough appreciation of combat intelligence by each
soldier is essential to obtaining information. The
battalion S2 should see that the attitude of all is
conducive to seeing, hearing, and reporting.
b. Intelligence training of all personnel in the
battalion includes proper message writing and
transmission of messages. Messages dealing with
the enemy should be specific; they should state the
size of the enemy forces observed, what the enemy
is doing, where the enemy was observed, and
when the observation was made. Each member
of the battalion should be well grounded in the
importance of enemy information. He must under-
stand clearly that the small items of information
which he reports as an individual are often pieces
of a larger picture of the enemy situation. Each
individual must feel his responsibility for report-
ing his share of the over-all picture of the enemy.
Proper training will show each soldier why infor-
mation is needed for making decisions and plans,
and for the execution of these plans. All individuals
should be trained in how information is obtained,
how it is reported, and how it is utilized by
commanders. Every opportunity must be used to
311
emphasize the importance of early reporting of
definite information.
c. The training and techniques used in report-
ing information should be complete. How and when
to report information, where to report it, what
information should be expedited, the necessity for
reporting information while it is still fresh-all
are items which must be covered to make the train-
ing complete. Stress is placed on the reporting of
exact locations and times events are observed.
Fast-moving warfare requires that emphasis be
placed on the time element in reporting. All mem-
bers of the battalion must realize that in reporting
vital information the fastest means of communi-
cation available should be used. All reports should
contain the place, source of information obtained,
location of observer, and authentication. There is
a vast opportunity for both training in and test-
ing the above procedures during field exercises.
d. Each individual in the battalion must real-
ize what information is of value to the enemy, and
the vital necessity for safeguarding military in-
formation must be stressed. Each individual should
be well aware of the possible effects of innocent
talk. Loose talk to women, civilians, strange
soldiers, and even among themselves, or while on
leave, may be the beginning of a chain of events
which ends in disaster. Training includes proper
disposition of letters, documents, maps, and orders
which may be of value to the enemy. Posters,
"don't talk" campaigns, and conferences are used
to emphasize the importance of secrecy.
e. As a very practical training aid for intelli-
312
gence personnel and maneuvering troops, a stand-
ard maneuver enemy-Aggressor-has been devel-
oped in its entirety (FMs 30-101, 30-102, 30-103
and 30-104). Aggressor has a distinctive uniform;
it has equipment made of pneumatic rubber, and
employs sound and flash simulators and demoli-
tions to represent artillery; and it has its own
tables of organization, tactical doctrine, and char-
acteristics. Since reconnaissance units are intelli-
gence gathering agencies, they should be instructed
in the order of battle, organization, equipment,
and tactics of Aggressor.
244. TRAINING IN MAP AND AIR PHOTO READING
a. Elementary map and air photo reading covers
the use of coordinates, scales, contours, and ridge
lines and the methods used for designating critical
areas. Concurrent training includes the use of
road maps, air photos, and other map substitutes.
Every effort must be made to keep this phase of
the training practical and at the same time inter-
esting. The use of conventional signs and military
symbols used on maps and overlays should be in-
cluded in this training. Training in the use of air
photos covers the different types of photos re-
quired for various operations, and the use of air
photos as supplements to maps. Critical interpre-
tation of air photos is to be left to those qualified
as photo interpreters. However, it should be
stressed that a quick inspection of photos may
indicate positive military information which may
be of great use to patrols and other small units.
b. Practical exercises are the means used to
develop awareness of the value of maps and air

313
photos. Interesting problems can be built around
the location of terrain features on maps, on the
ground, or on air photos. Problems should include
checking maps against the ground, and night
orientation. Inasmuch as maps are seldom com-
pletely accurate, the training should include the
requirement of constantly checking the maps to
discover the various discrepancies between the
map and the ground.

245. ARTILLERY REQUEST AND ADJUSTMENT

a. The reconnaissance battalion is usually de-
ployed over a wide area; consequently there is a
requirement for a larger number of field artillery
forward observers than can normally be furnished
by the direct-support artillery. All reconnaissance
commanders should therefore be qualified to adjust
artillery fires. This training is designed to supple-
ment the normal attachment of field artillery ob-
servers. The following example of a fire request
will be used as a guide for all fire requests made
by members of the reconnaissance battalion:
Identification of observer by radio call or
other means: WKS
Warning to the artillery that a fire mission
is to follow:
FIRE MISSION.
Grid direction to the target from
the observer: AZIMUTH 4200
Location of target: 53.2-86.4
Nature of target: INFANTRY
COMPANY IN OPEN
Control; WILL ADJUST.
314
 b. The observer will request adjustments exactly
as they appear to him. If it appears to the observer
that the next round should be moved 100 yards to
the right of the last round, the observer will cor-
rect RIGHT 100. If the correction is to be made to
the left, it will be made in a like manner. If the
observer wishes to have the next round fired 100
yards beyond where the last one hit, he will give
the correction ADD 100; or if he wishes the next
round to be 100 yards short of the initial round,
he will correct DROP 100. After the observer is
satisfied that the adjustment is correct, he will
command the artillery, FIRE FOR EFFECT. The
artillery will then fire to produce the desired effect
on the target. The above method of adjustment is
used in order to standardize fire adjustment pro-
cedures. For further details, see FM 6-135.

Section II. TACTICAL TRAINING - RECONNAISSANCE

BATTALION, ARMORED DIVISION
246. GENERAL
a. The battalion or final unit training period
is divided into four general parts: attack, defense,
security, and reconnaissance. A final period is in-
cluded for company and battalion tests, which
should be conducted by battalion or higher head-
quarters. All battalion supply and maintenance
echelons will participate in all battalion problems.
Procedures to be used in combat should be fol-
lowed.
b. Following the battalion-level tactical train-
ing, 78 hours (2 weeks) should be allowed for com-
315
bined training at the combat command level and
78 hours for combined training at the division
level.
c. The following subject schedule shows the pro-
gression and relative importance of each subject
to be covered during the tactical training of the
reconnaissance battalion. The hours shown are in-
tended as a guide only. They may be modified to
meet individual training situations; however, the
progression of subjects should be maintained. De-
letion of hours should be in proportion to the
original amounts stipulated.
Tactical Training-Reconnaissance Battalion,
Armored Division
P-Period.
H-Hours.
Training aids
P H Lesson Text references Area and equipment
1 23 Battalion in FM 17-35, chapter 5 Field Organic combat equip-
. Attack ment; expedients
for combat realism,
materials for cri-
tique.
(Artillery should be made available to the battalion for this exercise
to insure that the unit is familiar with the close coordination that is
necessary between the assault force and any supporting fires. The em-
ployment of company tank-infantry teams should be stressed in this
period. The period should also include marches and night operations.)

2 16 Battalion in FM 17-35, chapter 7 Field Organic combat equip-

Defense ment: expedients
for combat realism,
materials for cri-
tique.
(This exercise should be equally divided between the sustained defense
and the mobile defense. It should emphasize the reconnaissance, selection,
organization, and preparation of the ground for both types of defense.
The exercise should also stress the types of missions that will call for
the two types of defense, such as filling a gap between two armored'
infantry battalions and holding a portion of a higher command's outpost
system.)

316
 Training aids
P H Lesson Text references Area and equipment
3 39 Security FM 17-35, chapter 3 Field Organic combat equip-
Operations ment; expedients
for combat realism,
materials for cri-
tique.

(Greatest stress and the most time are given to this subject, because
security :nissions will be the type most often assigned to the reconnais-
sance battalion. All types of security should be covered, emphasizing the
following: flank security in static and mobile situations, delaying action,
counterreconnaissance supply route security, and antiairborne security
for the division.)

4 20 Reconnais- FM 17-35, chapter 4 Field Organic combat equip-

sance ment; expedients
Operations for combat realism,
materials for cri-
tique.

(This exercise should stress the battalion operating as a unit on a

reconnaisance mission. The situation should require the companies to
deploy their platoons and to fight to obtain information. It should include
the proper transmission of information from company to battalion and
from battalion to the next higher headquarters.)

.5 19 Tests FM 17-35 Field Organic combat equip-

ment; expedients
for combat realism,
materials for cri-
tique.

(This period is reserved for performance tests conducted by higher

headquarters. The problems and the tests should be as thorough as
possible.)

4 78 Combined FM 17-35 Field Organic combat equip-

Training, FM 17-100 ment; expedients
Combat for combat realism,
Command materials for eri-
Level tique.

(One 2-week field problem or two 1-week field problems, with the
battalion operating within the framework of a combat command, is
considered essential to the training program. Maintenance, supply, and
evacuation, as well as the tactical employment of the battalion, should
be stressed throughout the problem.)

317
 Training aids
P tH Lesson Text references Area and equipment
7 78 Combined FM 17-365 Field Organic combat equip-
Training, FM 17-100 ment; expedients
Division for combat realism,
Level materials for cri-
tique.
(A 2-week maneuver with the division should complete the training
for the reconnaissance battalion. Security and reconnaissance missions
should be stressed during this period.)

247. GUIDE FOR PREPARING BATTALION

TRAINING PROGRAM
a. The battalion training program given in the
previous paragraph should be used as a guide
only. Battalion training commences when all the
battalion units have completed their individual
and unit training. Battalion training is team train-
ing and if possible should be conducted in con-
junction with other members of the armored divi-
sion combined arms team.
b. This suggested training program is based
on periods of 3 or more days at a time being spent
in the field. The battalion staff must completely
preplan the training throughout the period, in
order that the battalion will proceed smoothly from
one operation to the next. Careful preplanning will
insure sufficient time for each phase to be exe-
cuted carefully and completely. There should be
sufficient time for correction of deficiencies and,
if necessary, repetition of the exercise. At every
opportunity concurrent training should be checked
and improved. This would include such details as
supervising the numerous road marches which nor-
mally occur during the training indicated in the
schedule.
318
 APPENDIX I

REFERENCES

SR 110-1-1 Index of Army Motion Pictures and

Film Strips.
SR 310-20-
series Index of Military Publications.
Dictionary of United States Military Terms for
Joint Usage.
FM 5-30 Land Mine Warfare.
FM 6-135 Adjustment of Artillery Fire by
Combat Soldier.
FM 10-63 Graves Registration.
FM 17-22 Reconnaissance Platoon and Recon-
naissance Company.
FM 17-32 Tank Platoon and Tank Company.
FM 17-33 Tank Battalion.
FM 17-50 Logistics, Armored Division.
FM 17-70 Signal Communication in the Ar-
mored Division.
FM 17-100 Armored Division and Combat Com-
mand.
FM 20-100 Army Ground Forces Light Aviation.
FM 21-5 Military Training.
FM 21-8 Military Training Aids.
FM 21-75 Combat Training of Individual
Soldier and Patrolling.
FM 22-5 Leadership, Courtesy, and Drill.
FM 25-10 Motor Transport.
319
FM 30-5 Combat Intelligence.
FM 30-10 Observation.
FM 30-20 Military Maps.
FM 30-25 Counterintelligence.
FM 30-101 The Maneuver Enemy.
FM 30-102 Handbook on Aggressor Military
Forces.
FM 30-103 Aggressor Order of Battle.
FM 30-104 Aggressor Army Representation.
FM 31-25 Desert Operations.
FM 31-35 Air-Ground Operations.
FM 31-50 Attack on a Fortified Position and
Combat in Towns.
FM 70-10 Mountain Operations.
FM 10-15 Operation in Extreme Cold.
FM 100-5 Field Service Regulations, Opera-
tions.
FM 100-10 Field Service Regulations, Adminis-
tration.
FM 101-5 Staff Organization and Procedure.
TM 20-221 War Department Accounting Instruc-
tions for Unit and Headquarters
Funds.
SR 320-5-1 Dictionary of United States Army
Terms.
SR 320-50-1 Authorized Abbreviations.
AR 345-5 Personnel Management, Personnel
Records.

320
 APPENDIX II
TYPICAL RADIO NETS AND WIRE SYSTEM

Figures 69 and 70 show the typical radio nets

used in the reconnaissance battalion; figure 71
shows a typical wire system. SCR and equipment
models numbers shown are those in present use.
See the latest T/O & E's and applicable technical
manuals for new equipment and its characteristics.

321
 Co A, Co B Co C Co D

STAFF, B1ATTALION COMMAND NET STAFF

f iR08 (VOICE) (528
TO SUPPORT
AIRCRAFT

DIV RCN DVCm

NET NETN
LN Oi 0 50 6 |

5(8) NET (C-W S2 EXO

REQUIREDo DIVADM
Co NET
MAINT

HEADQUARTERS.
BN COMD NET BN COMO

HO g SVC BN MAINT BN MAINT 0

Co

Figure 69. Typical radio nets, reconnaissance battalion

(voice).

322
Co A Co B Co C Co D

BATTALION COMMAND NET

(C-W)

BN S 3 BN CO
& CO MAINT HQ &
SVC Co
Figure 70. Typical reconnaissance battalion command net
(C-W).

323
 Zm
Z

o~
00Z

03

0~~~~~~~.

IL. -IC

SO, Z~~I
PE IA. 9.
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324~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~K

324
 APPENDIX III
RECONNAISSANCE BATTALION
COMMANDER'S CHECK LIST FOR
ESTIMATE OF THE SITUATION

Use this check list as a guide. Use only those

items which apply.

1. MISSION
What is my mission?
Do I need additional information?

2. SITUATION AND COURSES OF ACTION

a. Considerations.
Weather: Does it affect my mission; the ter-.
rain? If so, how?
Terrain: Is there sufficient maneuver room
for my vehicles?
Will the ground support tanks?
How do the critical terrain features affect
my mission?
What obstacles affect the accomplishment
ment of the mission? (Streams, steep
banks, woods, mine fields.)

325
 Enemy Situation: Where is the enemy? What
type of troops does he have? (Tank, anti-
tank, etc.)
My situation:What troops are available? (In-
fantry, tanks, artillery support, engineers.)
Are supplies adequate?
b. Enemy capabilities.
What can the enemy do to interfere (when,
where, what strength)?
Attack Yes No
Counterattack ? Yes No
Defend in strength? Yes No
c. My courses of action.

Organization Scheme of
for combat maneuver

PLAN A_____________ ------------- ------------

PLAN B_________---- ------------- ---- ____-___

PLAN C_________- _ ------------- -------------

3. CONSIDER EACH PLAN AGAINST THE

CAPABILITIES OF THE ENEMY
Such as-

Foremost capability- Secondary capability- Other capability-

enemy attack enemy counterattack enemy defense

PLAN A __________________________
PLAN B_________-------------___________
---
PLAN C --- ______

326
4. COMPARE THE PLANS, THEIR ADVANTAGES AND
DISADVANTAGES, AND SELECT THE BEST PLAN

Takes maximum ad-

vantage of charac-
Makes maximum use Takes best advantage teristies of troops
of terrain, weather of enemy situation assigned to me; fire
and capabilities power, mobility.
mass, surprise

PLAN A ______________ -----------------

PLAN B_________-_______________.
_ _ ______________
PLAN C_________ ._--_-_________------ -__-----_____ __

5. DECISION
My plan is-

What ___________________ ?

When ______________ ?
Where ______________ ?

How ____------------ ?
Why ___________________ ?

327
 APPENDIX IV

BATTALION ATTACK ORDER (CHECK LIST)

(Battalion commander omits heading and ending

in oral order.)
CLASSIFICATION
______ Reconnaissance Battalion
______ Place
______ Date and Time
Operation Order ______
Maps: Identify maps to be used.

1. GENERAL SITUATION
a. Enemy forces. Composition, dispositions, lo-
cation, movements, estimated strength, identifica-
tions, and capabilities.
b. Friendly forces.
(1) Situation and mission of the combat com-
mand or division and adjacent units.
(2) Covering forces and other security ele-
ments in the vicinity.

2. MISSION
a. A statement of the task which is to be accom-
plished by the battalion. Include, in so far as ap-
CLASSIFICATION

328
 CLASSIFICATION
propriate, who, what, where, when, how, and why.
b. Details of coordinationapplicable to the bat-
talion as a whole.
(1) Objective.
(2) Axis of advance.
(3) Attack position.
(4) Boundaries.
(5) Time of attack.
(6) Formation or order of march.

3. TASKS FOR SUBORDINATE UNITS

Note. Use a lettered subparagraph for instructions to
each subordinate tactical unit.
a. Reconnaissance company.
(1) Objectives.
(2) Axis or route of advance.
(3) Security, support, or other special mis-
sions.

* * * * * * *

d. Attached unit.
e. Reserve.
x. Instructions applicable to two or more units,
or to the entire battalion, which are necessary for
coordination or the general conduct of the opera-
tion.
CLASSIFICATION

329
 CLASSIFICATION
4. ADMINISTRATIVE AND LOGISTICAL MATTERS
Instructions concerning the aid station, resup-
ply, maintenance, evacuation (axis, VCP, or both),
special administrative details, and changes or ad-
ditions to standing operating procedure.

5. COMMAND AND SIGNAL MATTERS

a. Communication.
(1) Variance from current signal operation
instructions.
(2) Time radio nets open.
(3) Radio silence (if any).
(4) Visual or sound signals.
(5) Any special instructions.
b. Command post location.
(1) Axis of signal commnication (if applica-
ble).

(Battalion Commander's Last Name)

Grade
Annexes:
(List with title)
Distribution:

Official:
(Signed by S3,' last name only)
S3
CLASSIFICATION
l330
 APPENDIX V

SAMPLE ATTACK ORDER

Given below is an example of a battalion com-

mander's oral attack order. The overlay shown in
figure 72 is used in conjunction with this order;
sufficient copies of the overlay are prepared so
that a copy can be furnished each subordinate
commander. This type of order might be used by
the battalion commander in a fast-moving situa-
tion, such as an exploitation or pursuit.
"The only enemy locations known are shown on
the overlay. Enemy activity has been sporadic;
some traffic has been seen moving to the north
in our zone.
"The division continues the exploitation of its
zone to seize the crossings over the SUSQUE-
HANNA RIVER along the two axes shown on
the overlay.
"This battalion attacks at 0730 from TWO
TAVERNS to capture BONNEAUVILLE. Bat-
talion in column-Company B, Company C, Com-
pany D.
"Company A will support the attack from its
present position.
"Company B will lead the attack; follow axis
shown on overlay.

331
 CLASSIFICATIONw

64

BI( )1302~~~~~~~3

A3 302

000

302 XIS OF A

302 ~~~~~100530
DEC...

MAPi-USA-',i8:5O0,000, POLYCONIC
GETTYSBURG Sheet
DISTR: A
OFFICIAL:
/S/JONES
Ss3

CLASSIFICATION SMITH
W,WOULDBE SECRET IN THE FIELD LT COL

Figure 72. Overlay to accompany attack order.

332
 "Company C, follow Company B, prepared to
assist Company B by fire and maneuver.
"Company D, battalion reserve initially.
"Battalion trains remain in vicinity of HOFF-
MAN ORPHANAGE, move forward on order.
"Current SOI.
"I will be in rear of Company B. Check the time
with me-it is now 0530. Are there any questions ?"

333
 APPENDIX VI

ORAL WITHDRAWAL AND RELIEF ORDER ISSUED

BY THE BATTALION COMMANDER
IN CONJUNCTION WITH A MAP

"The 101st Armored Infantry Battalion has just

repulsed two enemy atacks at UNION MILLS.
"This battalion withdraws from its present po-
sition, without delay, and relieves the 101st Ar-
mored Infantry Battalion along the line CASH-
TOWN-GETTYSBURG-HIGHWAY 30 to SOUTH
BRANCH CONEWAGO CREEK, by 191200
October.
"Company A will cover withdrawal of battalion.
Occupy positions in rear of Companies D and B
in vicinity ST ANTHONY, ZORA, and MARIA
FURNANCE, and withdraw on my order. Upon
completion of withdrawal of remainder of battal-
ion, Company A will secure assigned sector.
"Company C will move via HIGHWAY 116 and
secure assigned sector, this company to have first
priority on HIGHWAY 116.
"Company D will move via HIGHWAY 116 and
secure assigned sector.
"Company B will move via HIGHWAY 15 to
GETTYSBURG, thence via HIGHWAY 30, and
secure assigned sector.
334
 "Company A, 1st Tank Battalion, attached effec-
tive upon withdrawal through front lines, assem-
bles vicinity battalion command post in battalion
reserve.
"Companies occupy positions on most favorable
ground in vicinity of indicated line.
"Battalion trains move to new location at ZIEG-
LERS GROVE.
"Battalion CP moves along axis HIGHWAY 15
to new location. I will be with the forward echelon.
Any questions?"

335
 APPENDIX VII

CHECK LIST FOR COUNTERATTACK PLAN

OR ORDER

1. Should any additional units be attached to ena-

ble accomplishment of the mission assigned in
the counterattack plan? (Tanks, engineers, etc.
Request only what you think absolutely essential.)
2. Should defensive positions be occupied to block
possible enemy approaches in conjunction with
counterattack plan?
3. In planning the scheme of maneuver, where
will you locate the following?
a. Objectives, if any.
b. The attack position.
c. The line of departure.
d. The direction of attack.
4. What mission will you assign the counterattack
force after completion of the counterattack?
5. What mission will you assign the overrun unit?
6. What mission will you assign the other front-
line units?
7. What is your artillery fire plan to support the
counterattack ?

336
8. How will you recommend that the following be
employed ?
a. Engineers.
b. Other attached units.
9. What other coordination is necessary?
10. What will be the location of the battalion
trains ?
11. Commanding officer of the counterattack unit
will report capture of objective by radio code
word and pyrotechnics.

337
 APPENDIX VIII

CHECK LIST FOR USE IN THE PREPARATION OF

RECONNAISSANCE INSTRUCTIONS
Note. See appendix IX, FM 17-22.

1. WHAT TO REPORT ABOUT THE ENEMY

a. Tanks and armored vehicles. Location, acti-
vity, number, type, direction and speed of move-
ment, armor and armament.
b. Antitank obstacles and defense works. Kinds
of weapons furnishing fire protection. Defensive
works, traps, demolitions, obstacles, land mines,
CP's, OP's, including activity around each. Give
location, type, extent, and progress of work, and
whether protected by fire.
c. Columns. Composition, formation, length,
speed, direction of movement, location of head of
column at a certain time. Column protection.
d. Troops. Give strength, composition, disposi-
tion, activity, direction and speed of movement,
location of flanks.
e. Identifications. Every identification of enemy
personnel and mat6riel will be reported. Reports
will include date, location, time, and name of unit
making capture or identification. All enemy insig-
nia and other distinctive markings, or a descrip-
tion thereof, will be reported.

338
 f._Aircraft. Give location of person observing
aircraft. Type, number, direction of flight, alti-
tude. If attacked give method (dive bombing,
strafing, low-level bombing).
g. Information required in shelling report
(SHELL REP). This form is used by individuals
and units to report enemy shelling. It contains
information to facilitate counterfire measures.
(1) Who is reporting.
(2) Your map location.
(3) Estimate direction of enemy guns by
sound, flash, smoke, or furrow (indicate
which).
(4) Estimated distance to or location of guns.
(5) Coordinates of area shelled.
(6) Area shelled from _______ to ________
(give time).
(7) Number, caliber, and type of guns firing.
(8) Number and type of shells.
(9) Nature of fire (counterbattery, harass-
ing, fire against observation posts, com-
mand posts, etc.).
(10) Damage.
(11) Flash-bang seconds.
h. Chemical agents. Type, method of projection,
whether high, medium, or low concentration.

2. WHAT TO REPORT ABOUT TERRAIN

a. Terrain features. Lakes and swamps-loca-
tion, size, passability to vehicles and foot troops.
Vegetation-nature, density, size of area, cover
available for vehicles and foot troops, passability

339
 to vehicles and foot troops. Rivers-width, depth,
bottom, velocity of current, types and condition of
banks, location of fords for vehicles and foot
troops, approaches to fords. Terrain obstacles
(steep slopes, broken ground, rocks, canals, ditch-
es, or any other nonmilitary obstacle) -description,
location, passability to vehicles and foot troops,
bypass routes.
b. Roads. Type, width, condition of shoulders,
traffic density.
c. Railroads. Gauge, condition of roadbed, size
spikes, traffic density; location of stations, spurs,
sidings; amount and type of rolling stock.
d. Bridges (both road and railroad). Location,
approaches, width and overhead clearance, num-
ber of spans, type and condition of floor and piers,
whether or not bypasses are practical. If possible,
tonnage load capacity.
e. Hills (both road and railroad). Length and
percent of grade.
f. Towns. Size, characteristics, approaches,
routes through, bypass routes.
g. Errors in maps. All errors in maps will be
reported immediately.

340
 APPENDIX IX

UNIT JOURNAL

A sample unit journal is shown in figure 73.

Principal features of this journal are as follows
(the numbers of the notes listed below correspond
to the encircled numbers on the sample journal):
1. The S3 section will keep one combined unit
journal for the battalion staff.
2. Each journal usually covers a period of 24
hours.
3. In the Time column will be entered the time of
receipt of an incoming message, or the time that
an outgoing message was transmitted or sent out.
4. Under Serial No. each entry will be numbered
consecutively, each new journal period starting
with No. 1. The copy filed in the unit journal file
bears the same serial number.
5. Under Time Dated will be entered the time that
the entry was originated by the sender.
6. Under Incidents, Messages, Orders will be en-
tered a brief synopsis of the oral or written mes-
sage, or incident. Such documents as orders will
be logged as shown by entry No. 12. A copy of
each message or document entered will be filed in
the unit journal file. The unit from which the
message was received or to which it was sent is

341
 zz ,,,

8
cn1fll l

e "Tw.I ·

w 0A
gr:".r ii~q

5u P~~~~~~~~

w :sx II: %i
I FIJI,. ~ ~ IIE1

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~~~~~~"

342~ ~ ~ 1
normally shown in abbreviated form; for example,
A/302 in the sample journal refers to Company
A, 302d Reconnaissance Battalion.
7. Symbols used in the Action Taken column are
M, put on situation map; S, disseminated to staff;
T, disseminated to troops (companies and other
subordinate units); F, copy filed in unit journal
file at time of entry.

343
 APPENDIX X
UNIT REPORT

This report, a suggested form for which is given

below, will be submitted in form and detail and
at intervals prescribed by the headquarters re-
quiring the report.
CLASSIFICATION
…_____Reconnaissance Battalion
Town, Coordinates, Country
Day Hour Month Year.
Unit Report No. ______
Period covered (Day, hour, month, year to Day,
hour, month, year).
Maps: (Country, state, scale, sheet of maps re-
ferred to in report.) (Omit subparagraphs not
applicable. Indicate detail on overlay where pos-
sible.)

1. ENEMY
a. Units in contact, to include-
(1) Enemy front lines or nearest elements.
(2) Defensive organization.
(3) New identifications.
b. Enemy reserves that can affect our situation.
c. Brief description of enemy activity during
CLASSIFICATION
344
 CLASSIFICATION
this period, to include-
(1) New enemy tacts, weapons, or mat6riel.
(2) Kind of resistance met-
(a) No resistance, light resistance, moder-
ate resistance, or stiff resistance.
(b) Road blocks, blown bridges, or other
obstacles such as dug-in positions or
pillboxes, plus type of fire covering
these obstacles.
(c) Small-arms, mortar, artillery, or AT
fire.
(d) Counterattacks, indicating size, time,
and nature of same, plus effect on our
operations.
(e) Patrols, indicating size, time, and na-
ture of same, plus their effect.
(f) Operations of enemy armor, infantry,
cavalry, or other combat arms.
(g) Air operations.

d. Brief estimate of-

(1) Enemy strength, to include approximate
number of enemy personnel and/or tanks,
AT guns, or other such weapons.
(2) Material means, such as ammunition,
gasoline, rations, etc.
(3) Morale, as determined from operations
against our unit or from other sources,
such as PW's, civilian reports, etc.
CLASSIFICATION

345
 CLASSIFICATION
(4) Probable knowledge of our situation, as
determined from enemy activity and re-
action to our operations, or from other
sources.
e. Conclusions.
(1) Courses of action open to the enemy
which can affect our mission, as deter-
mined by analysis of all considerations
of the enemy situation noted above.
(2) The earliest estimated time at which the
enemy can put each such course of action
into effect.

2. OWN SITUATION
a. Locations of our front lines or our most ad-
vanced elements.
b. Locations of-
(1) Battalion and company command posts.
(2) Each company, attached unit, and pla-
toon (when separated from unit).
(3) Battalion and company boundaries (when
applicable).
c. Locations of-
(1) Adjacent units, if known.
(2) Units in direct support, such as artillery
or engineers.
d. Brief description of our operations during
this period, to include-
CLASSIFICATION
346
 CLASSIFICATION
(1) Higher headquarters (division, combat
command, etc.) to which attached or
supporting.
(2) Mission (s) assigned the unit during this
period.
(3) Specific time-dates, axes of advance or
withdrawal, objectives.
(4) Delays encountered and brief reasons
therefor.
(5) Employment of the companies and at-
tached units in the scheme of maneuver.
(6) General summary of the battalion's over-
all operations.
e. Concise statement of the battalion's combat
efficiency, as determined from personnel strength,
tank strength, state of training, status of ammuni-
tion and other critical supplies, casualties, morale,
and esprit de corps.
f. Results of operations during this period,
based upon-
(1) Accomplishment of the battalion mission.
(2) Estimated effect upon the enemy's future
operations.

3. ADMINISTRATION
a. Personnel.
(1) Strength records and reports.
(a) Authorized and assigned strength.
(b) Special reports.
CLASSIFICATION

347
 CLASSIFICATION
(c) Unusual events which affect records,
such as inspections and loss of records.
(2) Replacements.
(a) Number needed.
(b) Critical shortage in certain MOS.
(c) Difficulties experienced with replace-
ments: quality, quantity, equipment,
etc.
(d) Casualties-battle and nonbattle.
(3) Discipline, law and order.
(a) Courts martial.
(b) Unusual nature of charges.
(c) New procedures or regulations.
(d) Stragglers, AWOL's, or deserters. Ac-
tion taken.
(e) Areas placed off limits, with reasons.
(f) Looting, pilfering, etc. Action taken.
(4) Prisoners of war.
(a) Number.
(b) Location of collecting points.
(c) Evacuation problems.
(d) Items of special interest about PW's:
morale, malnutrition, diseases, treat-
ment, etc.
(5) Burials and graves registration.
(a) Location of collecting points.
(b) Agency and location to which dead
were evacuated.
CLASSIFICATION
348
 CLASSIFICATION
(c) Number evacuated.
(d) Discrepancy between number killed
and number evacuated, with reasons.
(e) Any burials by battalion during period,
indicating where, why, whether friend-
ly or enemy, and whether all require-
ments were complied with.
(f) New procedures or instructions.
(6) Morale and personnel services.
(a) State.
(b) Factors contributing to present state.
(c) Morale activities making special con-
tribution.
(d) Leave or pass quotas: number, place,
utilization.
(e) Special reports concerning mail.
(f) Food.
(g) Leadership.
(h) Awards.
(i) Physical hardships.
(j) Status of supply and equipment.
(k) Chaplains.
(1) Policies and procedures which affect
morale.
(7) Civil affairs and military government.
(a) Evacuation of civilians in area.
(b) Displaced persons.
CLASSIFICATION

349
 CLASSIFICATION
(c) Whether civilian food, water, and
clothing adequate.
(d) New governments set up, appoint-
ments.
(e) Employment of local labor; contracts,
payment, numbers, etc.
(8) Procedures.
(a) Special problems on classification, re-
classification, assignment, reassign-
ment, promotion, separation, or yretire-
ment. Give names and events.
(b) New policies or procedures.
(9) Interior management, including changes
in operating procedure.
(10) Civilian employees, including government
employees or civilian technicians opera-
ting with battalion, and what they did.
(11) Miscellaneous. Unusual administrative
activities not covered above.
b. Logistics.
(1) Supply.
(a) Status of major items.
(b) Critical shortages (include number
requested, requisition number, and
date of requisition).
(c) Requisitions, requests, etc., submitted.
CLASSIFICATION
350
 CLASSIFICATION
(2) Evacuation and hospitalization.
(a) Number of casualties received in aid
station.
(b) Number of casualties evacuated.
(c) Number of casuaties returned to duty.
(d) Number of casualties on hand.
(3) Transportation.
(a) Status of cargo trucks.
(b) Major movements utilizing cargo
transportation.
(4) Service.
(a) Location battalion trains.
(b) Status of maintenance.
(c) Special operations of battalion main-
tenance platoon.
(5) Miscellaneous. Information not logically
a part of (1) through (4) above.

4. GENERAL
Pertinent comments not covered elsewhere. Em-
phasize items covered above which are particu-
larly important or critical.

Commander
Annexes
Distribution
Authentication

CLASSIFICATION

351
 INDEX

Paragraph Page
Action on the objective ---------- ___ 120 176
Adjustment, artillery -------------- _ 245 314
Adjutant --_----------------------_ 20, 228- 20, 301
238
Administration -------------------- 228-238 301
Administrative
March ---------- ....---------- 33, 37, 40, 40, 46, 52,
48, 49 64, 69
Section ------- …-----.---------- 11 12
Advance
Covering force …---------------- 72, 73 101, 103
Guard ----------------------- _ 48, 128 64, 184
Party -_ ____----
-- -____________ 58 82
Aid station ____…___--_____________ 12, 120, 15, 176,
227 298
Air
Attack, security against________ 48 64
Ground communication-see Com-
munication
Photo reading _----------_____ __ 244 313
Support, offensive operations_____ 110 161
Aircraft, Army-see Army aircraft
Alternating delaying positions _--___ 175 235
Antiairborne operations --___________ 141, 206 198, 274
Conduct - -_____________________ 210 277
Planning ______________________ 208 276
Reconnaissance --_____________ 207 275
Warning system -----…_--_ _____ 209 277
Areas, reconnaissance _…____________ 88 127
Armored
Division ____…_________________- 2 2
Engineers-see Attachments
Infantry-see Attachments

352
 Paragraph Page
Army aircraft …-----_____--
___-- ___ 19, 47, 19, 62,
48,58 64, 82
Counterreconnaissance --___----- 98, 99 142, 143
Delaying action ---___--___----- 179 242
Exploitation ------------- _----- 127 183
Liaison ___------_________------ 30 34
Mobile defense --_-___ --_______ 156, 160, 219, 222,
161 223
Offensive operations ----------- _ 107, 110, 157, 161,
114 168
Reconnaissance -------- _------- 93 139
Security missions _____________-69, 70, 73 94, 95, 103
Sustained defense ___-____----- _ 152 213
Arrangemerit, command post -------- 21 26
Artillery
Requests and adjustment-------- 245 314
Support _------------------------ 5 5
Exploitation _______________ 129 186
Mobile defense __--_-------- 159, 161, 222, 223,
163 225
Night attack --_------------ 194 260
Offensive operations -------- 110, 115 161, 169
Retrograde movements ---- __ 167, 178 230, 241
Security missions ---------- 70, 72, 95, 101,
73 103
Sustained defense ---_------ 152, 149, 201,210,
152 213
Assault --------------------------- 119 176
Assembly area --------------------- 103, 105, 153,155,
111 164
Attachment
Of battalion ------------------.. 7, 122 8, 179'
To battalion -------_----------- 3, 5 3, 5
Offensive operations ----- _-- 110 161
Retrograde movements ------ 167 230
River line operations ------ __ 187, 189 251, 254
Security missions ---------- 70, 72, 95, 101,
73 103
Sustained defense ---------- 142, 149, 201, 210,

353
 Paragraph Page
Attack-see Offensive operations
Position -_--__-- _____________-- 103, 111, 153, 164,
113 167
Authentication, communication ______ 27 32
Axes
Exploitation _________________-- 127 183
Offensive action ________________ 103 153
Pursuit _____________________-- 135 193
Security missions ____________-- 72, 76 103, 108
Base of fire ---------- _____________ 111, 115, 164, 169,
118, 119, 174, 176,
129, 192, 186, 257,
194, 200 260, 267
Battalion-see specific item; e.g., Com-
mander, Headquarters, Trains, etc.
Battle
Position -----_---____________-- 145 206
Reconnaissance -_______________ 84, 114 123, 168
Bivouac __…___-____ ______________- 56 79
Characteristics -______.. ________ 57 79
Communication __________-_____ 61 87
Departure_____________________ 62 88
Liaison________________________ 61 87
Occupation ____________________ 59 83
Security -____________________- 60 84
Selection __--_-- _______________ 58 82
Supply ________________________ 63 88
Boundaries
Delaying action ________________ 177 240
Sustained defense ____________… . 143 203
Breaching mine fields __…_____._____ 195-197 264
Burial ___________.__……__________ 237 305
Capabilities________________________ 5 5
'Casualties _________________________ 227 298
Characteristics
Attack objectives _______________ 104 154
Battalion -_____-_______________ 3, 4 3, 4
Battle reconnaissance __________… 84 123

354
 Paragraph Page
Bivouac _____________________…_ 57 79
Close reconnaissance __________… 85 124
Exploitation __________________ 123, 180
Night operations _______________ 193 259
Check list
Attack order _________________
- -app IV 328
Counterattack order __________… … app VII 336
Estimate of situation____________ app III 325
Reconnaissance instructions _____ app VIII 338
Cities, combat ___________________--__ 190-192 256
Class
I resupply _____________________ 219 292
II and IV resupply________--_--- 221 293
Classes of supply___________________ 213 283
Close
Column formation ____________
- -34 42
Reconnaissance ________________ 85 124
"Coiling up" _ 45, 130 58, 189
-_____________________
Cold weather operations ------------- 203 271
Column-see Marches
Combat
Command, attachment to --_--_-- 7, 122 8, 179
Towns ________________________ 190-192 256
Trains-see Trains
Command
Group ________________________ 14, 19, 15, 19,
76, 78 108, 115
Post --- _______________________ 14, 21, 15, 26,
78, 89, 115, 128,
111, 120, 164, 176,
127 183
Commander
Battalion _________________-.-_ 19, 47 19, 62
Headquarters and service company 20, 215 20, 287
Communication ___________________… 4, 22 4, 29
Air-ground ___________________… 26 31
Bivouac _______________________ 61 87
Equipment maintenance -------- 29 34
March -_______________________ 46 61

355
 Paragraph Page
Messenger --------------------- 25 30
Night attack ___________________ 194 260
Offensive operations ____________ 109 161
Officer ---------------------------- 20, 221 20, 293
Radio --------------------- ____23, app II 29, 321
Security ------ …---.---__--_---
_ 27 32
Training --_----_---- ___---____ 28 33
Visual ----------- _--_-----_-- _ 25 30
Wire -----------.-------- _____244, app II 30, 321
Company
Attachment of --_______________ 7 8
Headquarters and service___ ___- 11 12
Organization _________-________ 9 12
Supply procedures -. __________ 217 289
Composition
Combat trains ___________-_____ 215 287
Field trains _______-____________ 216 289
Vehicular loads -__-_-______ ____ 222 294
Conduct
Antiairborne defense __________- 210 277
Combat in towns________________ 190-192 256
Delaying action ________________ 180 243
Desert operations ____________-_ 204, 205 273, 274
Mobile defense ______________-__ 154 216
Offensive operations __________-_ 118, 119 174, 176
Reconnaissance _______________- 89 128
River line operations____________ 187, 189 251, 254
Sustained defense _____________… 142 201
Training -_____________________ 241 310
Continuation, offensive action________ 121 178
Control
Counterreconnaissance__________ 98 142
Exploitation ___________________ 131 189
March --______________________40, 43, 47 52, 56, 62
Night attack _________________-_ 194 260
Offensive operations ____________ 117 172
Operational ___________… -- -_ 7 8
Pursuit --_--------_ __________ 135 193
Reconnaissance ________________- 90 132

356
 Paragraph Page
Retrograde movements _-----____ 169, 182 232, 247
Sustained defense _____________… 151 212
Convoys, escorting _________________ 79 117
Coordination
Delaying action ________________ 182 247
Headquarters echelons ____ __.-- 16 17
Offensive operations ____________ 108 160
Counterattack
Delaying action --_____---- ____- 180 243
Mobile defense _________________ 163 225
Order check list--______________ app VII 336
Sustained defense _____________… 148 208
Counterreconnaissance _____________ 95 140
Conduct_______________________ 99 143
Control ___----- _______________ 98 142
Exploitation -__--______________ 122 179
Screens _______________________ 96 141
Sectors and zones ______________ 97 142
Covering force
Advance ___--_--_______--_____ 72, 73 103, 104
Delaying action -- ______________ 180 243
Missions --_-----_____--_-- ____ 67, 71, 93, 102,
75 107
Mobile defense ---_____-----__-- 154 216
Rear -- ___----- ____-_---------- 74 105
Retrograde movements ___-- _____ 167 230
Sustained defense ______________ 141 198
Withdrawal -__--______________ 173 234
Defended
Defile -200
________________________ 267
Mine field ___…___________--____ 197 265
Defense
Advance covering force---------- 73 103
Antiairborne-see Antiairborne
Mobile -_____---- _____--_---___140, 153- 198, 214
155
Conduct _---____-_--------- 161 223
Counterattack ___---------- 163 225
Disposition of units--------- 157 221

357
 Paragraph Page
Fire plan __________________ 159 222
Ground, organization _______ 158 221
Reconnaissance __________ 156 .219
Reserve ___________________ 162 225
Security ___________________ 160 :222
Purpose -______________________ 139 197
River line _____________________ 188 252
Sustained _____________________ 140, 141 .198
Attachments ______________ 152 213
Boundaries and limiting
points _________________ 143 i203
Control _________________ 151 212
Disposition of units _________ 146 207
Fire plan ___…_____________ 149 210
General outpost __________ 142 201
Ground, organization _______ 147 208
Planning and reconnaissance_ 144 204
Reserve ___________________ 148 208
Security __________.______ 150 211
Selection of position_________ 145 206
Types -_____-__-- _- -___________ 140 198
Defile; attack ____--_-- _____________ 198-200 266
Definitions
Attack terms __________________ 103 153
March ________________________ 32 38
Delaying action-see Retrograde move-
ments
Departure from bivouac_____________ 62 88
Desert operations __________________ 204 273
Direct-pressure force __________…____ 132-134, 190, 193
136
Discipline _--_--__________________ 233 303
March ---------------
…---.---_45, 47, 54 58,62,73
Disposition of units
Mobile defense _________________ 157 221
Sustained defense ______________ 146 207
Distances, march ___________________ 44 58
Double envelopment ________________ 101 145
Duties-see specific person

358
 Paragraph Page
Echelonsi of headquarters-see Head-
quarters
Economy force _ ___________________
- -- 3, 65 3, 90
Employment _______________________ 3, 6, 102 3, 6, 152
Encircling force ____________________ 132-134, 190, 195,
137, 138 196
Engineers-see Attachments
Envelopment ______________________ 101 145
Estimate of situation check list_______ app III 325
Evacuation
Personnel _____________________ 120, 227 .176, 298
Vehicles _______________________ 120, 223, 176, 295,
226 297
Executive officer ___________________16, 20, 47, 17, 20, 62,
215 287
Exploitation _______________________ 101, 122, 145, 179,
127 183
Characteristics ________________ 123 180
Control ___________…___________ 131 189
Flank security missions_________ 125 182
Objectives _______.. _ ________ 124 181
Reconnaissance missions _______- 126 182
Security __________ _ 128, 130 184, 189
Successive objectives __._.__ 129 186

Factors affecting employment 6 6

Field trains-see Trains
Filling a gap_-____._-_____-__-_- -_ 80-82 120
Fire
Plan-see Artilery support
Power ___________________--__- 4 4
First aid __________________________ 227 298
Flank
Attack of town …_______________
192 257
Guard ___-- ____---____--__-___ 48, 75, 64, 184
128
Security missions _____________… 67, 75, 93, 107,
78 115
Exploitation _______________ 125 182

359
 Paragraph Page
Operations ____-_--_------- 77, 78 111, 115
Plans --_--_--------------- 76, 78 108, 115
Retrograde movements ------ 167 230
Sustained defense ---------- 141 198
Flexibility ------------------------- 4 4
Offensive operations ------------ 117 172
Formations
March ------------------------ 34, 37 42, 46
Offensive operations ------------ 111 164
Pursuit ----------------------- 134 192
Forms of offensive action____________ 101 145
Forward echelon ----_..------------- 14, 21, 15, 26,
78, 89, 115, 128,
111,120, 164,176,
127 183
Frontages
Reconnaissance _-_------------- 87 126
Security missions _______________ 66 91
Frontal attack of town____________ 191 256

Gap, filling -______________--_----__ 80-82 120

General outpost, sustained defense___ 141, 142 198, 201
Ground organization-see Organization
Guarding lines of communication----- 79 117
Guide, preparing training program___-- 247 318

Halts, march --_--_--_------------- 45,47 58, 62

Exploitation ------------------- 130 189
Headquarters
And service company ----------- 11 12
Commander _-_--_--------- 20, 215 20, 287
_--_----------
Battalion -------- 10 12
Coordination between echelons ___ 16 17
Forward echelon ---------------- 14, 21 15, 26,
78, 89, 115, 128,
111, 120, 164, 176,
127 183
Command group --_-------- 14, 19, 15, 19,
76, 78 108, 115
Rear echelon ____________------- 15 16

360
 Paragraph Page
Impulses of the attack_______________ 101 145
Infantry-see Attachment
Infiltrating column _______________-_ 34 42
Information, reporting ___---________ 92, 243, 136,311,
app VIII 338
Initial point -------______8_________ 38 49
Instruction-see Training
Instructions, reconnaissance -----
_-__ 91 135
Intelligence
Officer ___-____________________ 20, 234 20, 303
Training --_--_________________ 243 311
Journal, unit ----
_--_____---- ______ app IX 341
Kitchens --
__-__________--
__ _______ 219 292
Law and order--____________________ 233 303
Leadership
Retrograde movements ----- ____ 168 231
Training ______________________ 240 309
Leapfrogging
Counterreconnaissance ---- ______ 96 141
Flank security missions---------- 77 111
Liaison (officer or agent)__----______ 30 34
Bivouac _------______------ ____ 61, 62 87,88
March___-.. _----___-------- __ 46 61
Offensive operations __---------_ 108 160
Security missions ____--------- _ 68 93
Lightly held defile ---- ____-------__- 199 266
Limitations __-----_______-- _ -______ 6 6
Limiting points, sustained defense_ _- 143 203
Line of departure -__________--_____ 103, 111 153, 164
Lines of communication, guarding____ 79 117
Listening posts-see Observation posts
Loads, composition --- ____---------- 222 294
Location, combat trains ___---- ______ 215 287
Logistics-see also Evacuation, Main-
tenance, Supply ______------- __- 211 280
Main line of resistance_ __------ ____ 141, 149 198, 210

361
 Paragraph Page
Maintenance_______________________
-223 295
Bivouac --_____________________ 64 89
Communication equipment _______ 29 34
Platoon ______________________ 11, 64, 12, 89,
214, 285, 295
223-226
Procedures -_____________---___ 225 296
Maneuvering force _______________-_ 111, 115, 164, 169,
118, 119, 174, 176,
129, 192, 186, 257,
194, 200 260, 267
Map
Reading _____________--_--_---- 244 313
Strip -_____________________--- _ 50 69
Marches ____________________------- 31 37
Columns, types ----- _-----_--_-- 34, 37 42, 46
Communication ______________-_ 46 61
Control -- …____________________
47 62
Definitions ____________________ 32 38
Discipline _____________________45, 47, 54 58, 62, 73
Distances _____________________ 44 58
Halts --_--_--_-- _____________- 45, 47 58, 62
Night _________________________ 52 72
Occupying area ______________-_ 59 83
Order _________________________ 36, 51 46, 70
Planning ___________________.-_ 35 44
Rate __________________________ 42 55
Route 39-41 49
Security ______________________ 48 64
Standing operating procedure ___ 53 73
Traffic control ________________ 40, 43 52, 56
Training ______________________ 55 75
Trains ________________________ 49 69
Types _________________________ 33 40
Warning order ----------- _----- 36 46
Means of communication-see Commu-
nication
Medical
Detachment --_--_------------- 12, 214 15, 285

362
 Paragraph Page
Service ______-- ________________ 227 298
Messengers ________________________ 25 30
Methods, resupply __________________ 217-222 289
Mine fields
Action against _-_______________ 195-197 264
Effect on employment -______-___ 6 6
Missions-see also specific type; e.g., 3,5 3,5
Covering Force, Reconnaissance,
Security, etc.
Mobile
Counterreconnaissance screen ___ 96, 97, 141, 142,
99 143
Defense-see Defense
Mobility___________________________
-4 4
Morale services -___---- __----__-- __ 235 304
Motor officer -----_-----__----_---- 20, 224 20, 295
Mountain. operations ______________… 201 270
Nets, radio ------------------------ app II 321
Night
Exploitation -__-- __________---_ 127 183
Marches _-----_---- ------ 52 72
Operations -------------------- 193 259
Reconnaissance -----_-----.--- _ 94 140
Objectives
Action on ---_________--___---- 120 176
Exploitation ___________________ 124 181
Flank security missions--___---- 76, 77 108, 111
March ---------------
___ _-_ -- _ 31 37
Offensive operations ____________ 103,104, 153, 154,
111 164
Pursuit -----_-----_-----_----- 135 193
Training __-__.________________ 239 308
Observation posts
Guarding lines of communication_ 79 117
Mobile defense _________________ 153, 160, 214, 222,
161 223
Security missions __..______.____ 70, 73 95, 103

363
Occupation Paragraph Page
Attack position ------ _______--- 113 167
Bivouac -- …__-----------__-----59 83
Offensive operations ___-- ________--_ 100 145
Communication ----- _---------_ 109 161
Conduct ----------------------- 118, 119 174, 176
Continuation --____-- __--- __---_ 121 178
Control and flexibility __--__--- _ 117 172
Coordination --------__.---_.-- _ 108 160
Defile __------------------____ _ 198 266
Definitions _----___-- ___-____…-_ 103 153
Forms -------- _-----__--_._-- _ 101 145
Night -------------- _---------- 194 260
Objectives --------------------- 104, 111 154, 164
Orders ------------------------ 112, apps 167, 328,
IV, V 331
Planning ------------- …----___ _ 106, 111 155, 164
Principles ----- _-----______--- _ 102 152
Reconnaissance ________________ 107 157
River line __----__--- __--__--_ _ 186 249
Supervision ---- __-----------__ _ 116 170
Supporting units ___…___________ 110 161
Open-column formation --___-- ______ 34 42
Operational control __---____-- __---_ 7 8
Operations -
Advance covering force --------- 73 103
And training officer--_______--- _ 20, 234 20,303
Antiairborne-see Antiairborne
Cold weather --__-______-- __.__ _ 203 271
Defensive-see Defense
Desert _-_----____--____ ____--_ 204, 205 273,274
Direct-pressure force __________… 136 193
Encircling force ---- ___-- ___-__ _ 137 195
Filling a gap __________________ 81, 82 120, 122
Flank security missions_______-- 77, 78 111, 115
Guarding lines of communication_ 79 117
Mountain ___--_____----------- _ 201 270
Offensive-see Offensive
Rear covering force ____________ 74 105

364
 Paragraph Page
Reconnaissance _________-- _____ 86, 89 125, 128
Woods -__________._.__-.-________ 202 270
Orders
Counterattack, check list ________ app VII 336
March ________________________ 36, 51 46, 70
Offensive operations ____________112, apps 167, 328,
IV, V 331
Reconnaissance -- ______.________ 91 135
Security missions -_____________ 70 95
Transmitting -_________________ 18 18
Warnings -____________________36, 62, 70 46, 88
Withdrawal ---- _______________ 171, 183, 232, 247,
app VI 334
Organization
Armored division _______________ 2 2
Battalion______________________ 8 10
Command post ______________-_ 21 26
Company -_____________________ 9 12
Ground
Delaying action -___________ 177, 180 240, 243
Mobile defense ____________ 158 221
Sustained defense _____________… 147 208
Headquarters __________________ 10 12
And service company________ 11 12
Medical detachment ____________ 12 15
Trains ________________________ 17 17
Organizational maintenance _________ 223 295
Outpost
General ... .______________
.. 141, 142 198, 201
System
Advance covering force_____ 73 103
Guarding lines of communica-
tion ----_________________ 79 117
Mobile defense ___..________ 153-155, 214,221,
157, 158 223
161
Patrols, security missions____________ 70, 73 95, 103
Penetration________________________ 101 145
Flank security force ___________ 75 107

365
 Paragraph Page
Personnel
Management ___________________ 228, 236 301, 305
Officer ________________________ 238 306
Services -----_---______________ 235 304
Phase lines ________________________ 40, 74, 52, 193
135
Planning
Antiairborne defense __________… 208 276
Delaying action -- ______________ 176 238
Filling a gap ____._____________ 81, 82 120, 122
Flank security missions _________ 76, 78 108, 115
March _______----------------- 35 44
Offensive operations ________ 106, 111 155, 164
Security missions ______________ 70 95
Supply _---___--- __-- ____---___ 212 282
Sustained defense ______________ 144 204
Positions, delaying action____________ 175 235
Preparation
March _____________-__-------- 35 44
Security missions ______________ 70 95
Training program ______________ 247 318
Principles of employment_-_________ 3, 6, 102 3, 6, 152
Prisoners of war____________________ 234 ' .' 303
Procedures
Evacuation of vehicles ________ - 226 297
Maintenance _______________ … 225 296
Personnel management _________ 236 305
Supply ___-__-- ________________ 217-222 289
Purpose
Defense _______________________ 139 197
Manual _______________________-
- 1 1
Retrograde movements _________ 165 229
Pursuit _____-____--_______________ 132, 133 190, 192
Control _ …_____________________ 135 193
Formations __…_…_______________ 134 192
Reconnaissance -_______________ 138 196
Radio ---______--------- __________23, app II 29, 321
Rate of march_------_____._________ 42 55
Rations, resupply __________________ 219 292

366
Rear Paragraph Page
Covering force _________________ 74 105
Echelon _______________________ 15 16
Guard --_------__---__--------- 48, 128 64, 184
Reconnaissance _____________________ 83 123
Antiairborne defense __________- 207 275
Area --____________________.--- 88 127
Army aircraft ___…__________--- 93 ' 139
Assembly area __--__________--- 105 155
Battle --__---_____-- ___--___--- 84, 114 123, 168
Bivouac ___…_________---------- 57 79
Close -_____--___--- ___---___--- 85 124
Conduct __--__---_- ._--------- 89 128
Control _______________--____--- 90 132
Defiles _________--___---____--- 198 266
Delaying action ________________ 176, 179 238, 242
Exploitation --__----__---- __--- 122, 126 179, 182
Frontages _----_----__---- __--- 87 126
Instructions -________---- ___--- app VIII 338
Missions __-_--_----- _--------- 65 90
Mobile defense __---__--- ____--- 154, 156 216, 219
Night --_-_-------------------- 94, 193 140, 259
Offensive action __-___---- ___--- 107, 121 157, 158
Operations --__----_----------- 86, 89 125, 128
Orders ____---__----- _--------- 91 135
Pursuit ___--____-------------- 133, 138 192, 196
River line operations___--___--- 186, 188 249, 252
Route __________----__--------- 38-41, 49, 127,
88, 172 233
Security missions --_----------- 70 95
Sustained defense ______-____--- 142, 144 201, 204
Zone -_____-- ___--------------- 88 127
References ------------------------- app I 319
Refueling-see Supply
Regulating point ____…_____--------- 59 83
Reinforced battalions ----__--------- 2 2
Reinforcement-see Attachments
Reorganization of objective ---_----- 120 176
Repair-see Maintenance
Replacements -- __----_------------- 232 303

367
 Paragraph Page
Report, unit ----------------------- app X 344
Reporting information _------------- 92, 243, 136,311,
app VIII 338
Reports on the objective __---_------ 120 176
Requests for artillery _________----_ 245 314
Reserve
Advance covering force--__------ 72 101
Counterreconnaissance missions__ 99 143
Delaying action --------- _-----__ 175,180, 235, 243,
181 245
General outpost ________________ 142 201
Guarding lines of communication_ 79 117
Mobile defense ________…________ 153, 155, 214, 218,
157, 221,223
161-163
Night attack ________---___----_ 194 260
Offensive operations .__-._____--_111, 115, 164, 169,
118 74
Reconnaissance missions ------- _ 89 128
Security missions ___---____-- __ 70 95
Sustained defense ____-_________ 142, 144 201,; 204
Responsibilities-see specific person or
unit
Resupply-see Supply
Retirement ----------------------- _ 164, 166 228, 229
Retrograde movements ___-__________ 164, 167 228, 230
Control ----___--- __---- ___---__ 169 232
Delaying action --_------___--__ 166, 174 229, 234
Conduct ___--__________--__ 180 243
Coordination and control---__ 182 247
Counterattack __--___---- __ 181 245
Fire plan ___-_____________- 178 241
Order of withdrawal________ 183 247
Organization of ground____ 177 240
Planning and reconnaissance_ 176 238
Security ____________…
-- -- _ 179 242
Time of withdrawal_________ 184 248
Types -___________________ 175 235
Leadership ------_________--___ 168 231

368
 Paragraph Page
Purpose _______________________ 165 229
Security_______________________
-169 232
Types_________________________ 166 229
Withdrawal ___________________ 166, 170 229, 232
Covering force _____________ 173 234
Orders ____________________ 171, 232, 334
app VI
Zones and routes___________ 172 233
River line
Attack ________________________ 186, 187 249, 251
Defense --____-- _______________ 188, 189 252, 254
Routes
March ___…____-_______________39-41, 88, 49, 127,
172 233
Withdrawal ___________________ 172 233
S1 _______________
…-------_-------_ 20, 20, 301
228-238
S2 --_-----------___ _______________ 20, 234 20, 303
S3 ------------- …------_________ ___ 20, 234 20, 303
S4 -------------------_------------ 20, 211, 20, 280,
214-218, 285, 303
234
Sample
Attack order __-_______________ app V 331
Withdrawal and relief order----- app VI 334
Scope of manual __________________- 1 1
Screen, counterreconnaissance _______ 96 141
Sectors, counterreconnaissance ---___- 97 142
Security
Bivouac --____-- ____-- ________- 60 84
Combat trains --___--_---____-- 215 287
Communication -__----__---_--- 27 32
Delaying action ________________ 179 242
Echelon, general outpost__--____ 142 201
Exploitation ___________________ 122, 128, 179, 184,
130 189
March --______________________ 48 64
Missions --____________________ 65 90

369
 Paragraph Page
Army aircraft ____-________ 69 94
Covering force-see Covering
force
Filling a gap--_--_--------- 80-82 120
Flank-see Flank security
Frontages ----------------- 66 91
Liaison -------------------- 68 93
Lines of communication ____-- 79 117
Objective -__--___---------- 120 176
Plans and preparations____ _ 70 95
Pursuit --_--_--_---------- 133 192
Zones _______--_--- _------- 67 93
Mobile defense ____…_----------- 160 222
Retrograde movements _______-- 169 232
River line operations_____------ 186, 188 249, 252
Sustained defense ______________ 150 211
Selection
Bivouac ____________________._ 57, 58 79, 82
Position for sustained defense_--- 145 206
Signal-see Communication
Single envelopment ________________- 101 145
Special operations -___._--_--_-- _--- 185 249
Staff -_______._______________--- 19, 20, 47 19, 20, 62
Standing operating procedure________ 53, 92 73, 136
Stationary counterreconnaissance
screen ___--___--_-- _------------ 96, 97, 141, 142,
99 143
Steps, planning attack _________----- 106 155
Strength records and reports_______-- 231 303
Strip map _________________________ 50 69
Strong points
Delaying action __________------ 177 240
Mobile defense ___-_--_--------- 153, 158, 214, 221,
160, 161 222, 223
River line defense _____--------- 189 254
Security missions _________---__ 70, 73 95, 103
Subject schedule ________________--- 246 315

370
 Paragraph Pag
Successive
Delaying positions -____________ 175 23.
Objectives -________________.____ 129 18(
Supervision
March ________________________ 47 6~
Offensive operations _______…__- 116 17(
Supply ____________________________ - 212 151
Bivouac _______________________ 63 8E
Class I ________________________ 219 292
Class II and IV_________________ 221 29?
Classes________________________ 213 283
Effect on employment-________ -- 6 6
Fuel on march-- ______________ -- 45 58
Officer ---------
___-- _________ 20, 211, 20, 280,
214-218, 285, 303
234
Platoon ----------------------- 11, 45, 12, 58,
214 285
Leader --__-_____-_____---- 211, 215, 280, 287,
216,218 289,291
Procedures ________________---- 217 289
Warrant officer ________________-- 211 280
Water __ _________ _______-- 220 293
Support-see Artillery and Attachment
Supports, general outpost ----------- 142 201
Surgeon --________-- ________------- 20, 221, 20, 293,
227 298
Sustained defense-see Defense
Tactical march _____________…___--_33, 38, 40, 40, 49, 52,
45, 48, 49 .58, 64, 69
Tank units-see Attachment
Technique
Operation, headquarters ___---- - 13 15
River crossing ----------------- 187 251
Terms
Attack ------------------------ 103 153
March -_---------------------- 32 38

371
 Paragraph Page
errain, effect on employment________ 6 6
:ime of withdrawal ________________ 184 248
'owns, combat in--_________________ 190-192 256
:raffic control ----_________________ 40 52
'raining
Artillery request and adjustment_ 245 314
Communication ______________-_ 28 33
Conduct -----------____________ 241 310
Intelligence ---------- __________ 243 311
Leadership ----------- _________ 240 309
Map and air phdto reading------- 244 313
March .----------
___ __________ 55 75
Objectives ___----------------- __ 239 308
Preparing program -_--___ ______ 247 318
Route reconnaissance __________… 41 53
Subject schedule _______________ 246 315
Tactical -----------
_--_________ 246 315
Unit --.----------------___ ___ ,242 310
Trains ---------- __________________ 17, 89, 17, 128,
214 285
Combat ---------.--- ___________ 215 287
Exploitation -- _________________ 127 183
Field ___-__.___________________ 216 289
March ----__ __________________ 49 69
Offensive action -_______________ 111 164
Resupply --_--_-- ______________ 218 291
Retrograde movements __________ 166 229
Transmitting
Information ___________________ 92, 243, 136,311,
app VIII 338
Orders --- _____________________ 18 18
Turning movement ________-________ 101 145
Types
Counterreconnaissance screens ___ 96 141
Defense -------- _______________ 140 198
Marches ---- ___________________ 33, 34 40, 42
Retrograde movements __________ 166 229
Undefended mine fields--____-__ _____ 196 265

372
Unit Paragraph Pag
Journal -__--_----------------_ app IX 34.
Report --_--------_----------- _ app X 34,
Training ---------------------- 242 31
Vehicular
Loads ------------------------- 222 29
Maintenance-see Maintenance
Visual signals ---------------------- 25 3(
Warning
Order -------------------- _____36, 62, 70 46, 8E
System, antiairborne defense ___ 209 277
Water, resupply -___ _-------------- 220 29[
Weather, effect on employment_ __--- 6 6
"Whip"-____________ _______-_---- 43 56
Wire --------_--.-----------_----- 24, app II 30, 321
Withdrawal-see Retrograde movements
General outpost ____________ 142 201
Woods, operations ------------------ 202 270
Zones
Counterreconnaissance__________
-97 142
Pursuit _-_.._________-_________ 135 193
Reconnaissance ---_-----______- 88 127
Security missions ______________67, 72-74, 93, 101,
81 105, 120
Withdrawal .- ________-_________ 172 233
* U. S. GOVERNMENT PRINTING OFFICE: 1951-922657

373