This monograph examines a portion of how the Army fights with a smaller force and fewer supporting resources at the operational level. A possible way to employ scarce resources comes from centralizing critical resources and connecting them through information systems. These small, separate organizations operate with a core of full time employees and the ability to network into a much larger company. The monograph will look at traditional and virtual organization use in military and civilian organizations. First, this monograph explains the primary staff functions in a corps headquarters or a Joint Task Force (JTF). Next, an examination of recent business literature provides the theoretical basis of virtual organizations. Last, some proposed criteria show a way to measure corps/JTF staff operations for adaptability to virtualness. This will allow recommendation of staff positions or functions to become virtual modules. Extensive use of computers and information systems to distribute this knowledge within a corps can only represent a gain in efficiency. Faster and more open distribution allows subordinate commanders and their staffs access to raw intelligence or operational products that affect their areas. Consequently, this may provide a significant gain in satisfaction for the commander and his subordinate unit commanders. It is technologically feasible to add virtual modules to the Army corps or even a multi-service joint task force staff. These modules multiply the capabilities of the present staff structure. Evolutionary application of this capability to the old organizational structure does not exploit a force's ability to adapt. Commanders must continue to consider the desired results and success criteria. Technology can allow a force to dominate a battlefield, but success still relies on the interpersonal action of people and their analysis and belief about their current situation.

ADA 314301 Approved for public release; Distribution is unlimited. The opinions and conclusions expressed herein are those of the student-authors and do not necessarily represent the views of the U.S. Army Command and General Staff College or any other governmental agency. (References to these studies should include the foregoing statement.)