Page:John Banks Wilson - Maneuver and Firepower (1998).djvu/304

282 general, such efforts elicited favorable reports, finding the divisions to be adequate for atomic and conventional warfare. In particular, the command noted the new infantry division's flexibility, unity of command, mobility, and decisive combat power in terms of nuclear firepower. The infantry division, however, suffered from deficiencies in four areas—staying power, ground surveillance, artillery support, and staff organization. To correct these problems, the command made several recommendations: adding a fifth rifle company and a radar section to each battle group; eliminating the 4.2-inch mortar as an artillery weapon (but retaining some in the headquarters company of the battle group); reorganizing the artillery into one divisional composite battalion (one Honest John and two 8-inch howitzer batteries) and five 105/155-mm. howitzer battalions (two self-propelled and three towed); and bolstering the aviation company with an aircraft field maintenance element, an avionics repair team, and approach control teams. More staff officers were essential, particularly for the G–3 operation sections. The transportation battalion's truck company was found to be inadequate, and officers in the field suggested that all companies in the battalion be equipped with armored personnel carriers.

As in the development of the pentomic airborne division, rank structures also came under scrutiny. Because of the increased command responsibility, the Continental Army Command recommended that the commander of the headquarters company of the battle group be raised from a captain to a major and that commanders of the smaller artillery battalions be reduced from lieutenant colonels to majors. Compared to an infantry regiment, the new battle group lacked billets for majors, a circumstance that would adversely affect the career pattern of infantry officers.

On 29 December 1958 Deputy Chief of Staff for Military Operations Lt. Gen. James E. Moore approved the recommendations for reorganizing the infantry division with some changes. He rejected changes in the grades of the commanders of artillery battalions and the headquarters company of the battle groups and vetoed additional armored personnel carriers for the transportation battalion. He dropped an 8-inch howitzer battery from the composite artillery battalion, leaving it with only one 8-inch howitzer battery and one Honest John battery, and split the headquarters company of the battle group into two organizations, a headquarters company and a combat support company. All tactical support, including the radar section and the reconnaissance, heavy mortar, and assault weapons platoons, were to be contained in the battle group's combat support company to achieve improved command and control. A separate transportation detachment was added to provide third-echelon aircraft maintenance. With this guidance in hand, the Continental Army Command published new tables of organization for the division, without a change in its overall strength—13,748 of all ranks (Chart 32).

For the armored division, further tests led to a number of minor adjustments. These included moving the reconnaissance and surveillance platoon in the recon