TRADOC is a relevant and essential organization in today's Army. No other organization performs the functions that TRADOC accomplishes. Unfortunately, TRADOC is not operating as effective as it could be. Its process lines, or lines of command and control, are not firmly established. Additionally, TRADOC has a staff structure that is unlike any other structure in the Department of Defense. These seemingly unassuming criticisms hinder effective horizontal and vertical integration within TRADOC and throughout the rest of the Army and Department of Defense. As well as providing recommended solutions, this monograph carries it one-step further by explaining how to implement the recommendations as well. Having a solution without a viable plan to implement them may prove the recommendations as unfeasible. This is accomplished by exploring the history of TRADOC and the challenges in its development, then applying those lessons learned to the recommended solutions. The Parker Panel, Reorganization of 1972, and Operations Steadfast are summarized. Exploring the history of TRADOC also provides an explanation of why TRADOC has the mission and functions that it is charged with today. In establishing depth of analysis, TRADOC's current mission and functions will be derived from essential federal documents and regulations. The theoretical underpinnings are explained by using Frederick Taylor's Principles of Scientific Management and TRADOC's current major subordinate command and staff structures are dissected in order to describe process lines. Analyzing these aspects provides an explanation of the complexity of TRADOC's mission and functions along with the major subordinate command and staff structures to accomplish those functions and the ineffectiveness that has resulted. To overcome the current ineffectiveness, it is recommended that TRADOC establishes clear lines of command and control and changes the current staff structure to the structure of a G-staff. Establishing clear
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