Organization
The JNA consisted of the ground forces, air force and navy. It was organized into four military regions which were further divided into districts that were responsible for administrative tasks such as draft registration, mobilization, and construction and maintenance of military facilities. The regions were: Belgrade (responsible for eastern Croatia, Serbia and Bosnia and Herzegovina), Zagreb (Slovenia and northern Croatia), Skopje (Republic of Macedonia, Southern Serbia and Montenegro) and Split Naval Region. Of the JNA's 680,000 soldiers, more than 180,000 were conscripts.
In 1990, the army had nearly completed a major overhaul of its basic force structure. It eliminated its old divisional infantry organization and established the brigade as the largest operational unit. The army converted ten of twelve infantry divisions into twenty-nine tank, mechanized and mountain infantry brigades with integral artillery, air defense and anti-tank regiments. One airborne brigade was organized before 1990. The shift to brigade-level organization provided greater operational flexibility, maneuverability, tactical initiative and reduced the possibility that large army units would be destroyed in set piece engagements with an aggressor. The change created many senior field command positions that would develop relatively young and talented officers. The brigade structure had advantages at a time of declining manpower.
Read more about this topic: Yugoslav People's Army
Famous quotes containing the word organization:
“In any great organization it is far, far safer to be wrong with the majority than to be right alone.”
—John Kenneth Galbraith (b. 1908)
“I will never accept that I got a free ride. It wasn’t free at all. My ancestors were brought here against their will. They were made to work and help build the country. I worked in the cotton fields from the age of seven. I worked in the laundry for twenty- three years. I worked for the national organization for nine years. I just retired from city government after twelve-and-a- half years.”
—Johnnie Tillmon (b. 1926)
“Unless a group of workers know their work is under surveillance, that they are being rated as fairly as human beings, with the fallibility that goes with human judgment, can rate them, and that at least an attempt is made to measure their worth to an organization in relative terms, they are likely to sink back on length of service as the sole reason for retention and promotion.”
—Mary Barnett Gilson (1877–?)