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Although Army leadership has proved itself to be adaptable and able to accomplish countless missions with increasing levels of success, weakness does exist in the way we prepare those same leaders for management responsibilities. In particular, the concern is that the Army's managers have no guide for the execution of their duties, and the assumption that being a good leader will make a good manager is a bad one. There are numerous applications for management in today's Army to include the developing Operational Career Fields, budget and procurement management, garrison activities, logistics sustainment, and acquisitions. The need for organization and planning in the above fields is the one common string that ties them together as a hotbed for management practices. This observation by no means is a recommendation to replace leadership in the above areas, but it does purport that there are additional requirements for officers and soldiers that go beyond influencing. These applications are bolstered when management and leadership work in conjunction to accomplish the myriad of complex tasks required of the Army's officers and soldiers.