Manual of
Military Training
(SECOND, REVISED EDITION)
BY
COLONEL JAMES A. MOSS
UNITED STATES ARMY
(Officially adopted by ONE HUNDRED AND FIVE [105] of our military schools and colleges.)
Intended, primarily, for use in connection with the instruction and training of Cadets in our military schools and colleges and of COMPANY officers of the National Army, National Guard, and Officers' Reserve Corps; and secondarily, as a guide for COMPANY officers of the Regular Army, the aim being to make efficient fighting COMPANIES and to qualify our Cadets and our National Army, National Guard and Reserve Corps officers for the duties and responsibilities of COMPANY officers in time of war.
Price $2.25
GENERAL AGENTS
GEORGE BANTA PUBLISHING COMPANY
Army and College Printers
MENASHA—WISCONSIN
Copyright 1917
By
Jas. A. Moss
| FIRST EDITION | |
| First impression (October, 1914) | 10,000 |
| Second impression (September, 1915) | 10,000 |
| Third impression (March, 1916) | 10,000 |
| Fourth impression (July, 1916) | 10,000 |
| Fifth impression (February, 1917) | 3,000 |
| Sixth impression (April, 1917) | 4,000 |
| SECOND EDITION | |
| First impression (May, 1917) | 40,000 |
| Second impression (August, 1917) | 30,000 |
| Third impression (November, 1917) | 50,000 |
| Total | 167,000 |
Publishers and General Distributers
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U. S. Cavalry Association.
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NOTE
In order to learn thoroughly the contents of this manual it is suggested that you use in connection with your study of the book the pamphlet, "QUESTIONS ON MANUAL OF MILITARY TRAINING," which, by means of questions, brings out and emphasizes every point mentioned in the manual.
"QUESTIONS ON MANUAL OF MILITARY TRAINING" is especially useful to students of schools and colleges using the manual, as it enables them, as nothing else will, to prepare for recitations and examinations.
The pamphlet can be gotten from the publishers, Geo. Banta Publishing Co., Menasha, Wis., or from any of the distributers of "MANUAL OF MILITARY TRAINING." Price 50 cts., postpaid.
Cover Insert Fig. I
Cover Insert Fig. II
Cover Insert Fig. III
PREFATORY
Not only does this manual cover all the subjects prescribed by War Department orders for the Junior Division, and the Basic Course, Senior Division, of the Reserve Officers' Training Corps, but it also contains considerable additional material which broadens its scope, rounding it out and making it answer the purpose of a general, all-around book, complete in itself, for training and instruction in the fundamentals of the art of war.
The Company is the basic fighting tactical unit—it is the foundation rock upon which an army is built—and the fighting efficiency of a COMPANY is based on systematic and thorough training.
This manual is a presentation of MILITARY TRAINING as manifested in the training and instruction of a COMPANY. The book contains all the essentials pertaining to the training and instruction of COMPANY officers, noncommissioned officers and privates, and the officer who masters its contents and who makes his COMPANY proficient in the subjects embodied herein, will be in every way qualified, without the assistance of a single other book, to command with credit and satisfaction, in peace and in war, a COMPANY that will be an efficient fighting weapon.
This manual, as indicated below, is divided into a Prelude and nine Parts, subjects of a similar or correlative nature being thus grouped together.
| [PRELUDE.] | The Object and Advantages of Military Training. |
| [PART I.] | Drills, Exercises, Ceremonies, and Inspections. |
| [PART II.] | Company Command. |
| [PART III.] | Miscellaneous Subjects Pertaining to Company Training and Instruction. |
| [PART IV.] | Rifle Training and Instruction. |
| [PART V.] | Health and Kindred Subjects. |
| [PART VI.] | Military Courtesy and Kindred Subjects. |
| [PART VII.] | Guard Duty. |
| [PART VIII.] | Military Organization. |
| [PART IX.] | Map Reading and Sketching. |
A schedule of training and instruction covering a given period and suitable to the local conditions that obtain in any given school or command, can be readily arranged by looking over the TABLE OF CONTENTS, and selecting therefrom such subjects as it is desired to use, the number and kind, and the time to be devoted to each, depending upon the time available, and climatic and other conditions.
It is suggested that, for the sake of variety, in drawing up a program of instruction and training, when practicable a part of each day or a part of each drill time, be devoted to theoretical work and a part to practical work, theoretical work, when possible, being followed by corresponding practical work, the practice (the doing of a thing) thus putting a clincher, as it were, on the theory (the explaining of a thing). The theoretical work, for example, could be carried on in the forenoon and the practical work in the afternoon, or the theoretical work could be carried on from, say, 8 to 9:30 a. m., and the practical work from 9:30 to 10:30 or 11 a. m.
Attention is invited to the completeness of the Index, whereby one is enabled to locate at once any point covered in the book.
ACKNOWLEDGMENT
The author wishes to acknowledge the assistance received in the revision of this Manual in the form of suggestions from a large number of officers on duty at our military schools and colleges, suggestions that enabled him not only to improve the Manual in subject-matter as well as in arrangement, but that have also enabled him to give our military schools and colleges a textbook which, in a way, may be said to represent the consensus of opinion of our Professors of Military Science and Tactics as to what such a book should embody in both subject-matter and arrangement.
Suggestions received from a number of Professors of Military Science and Tactics show conclusively that local conditions as to average age and aptitude of students, interest taken in military training by the student body, support given by the school authorities, etc., are so different in different schools that it would be impossible to write a book for general use that would, in amount of material, arrangement and otherwise, just exactly fit, in toto, the conditions, and meet the requirements of each particular school.
Therefore, the only practical, satisfactory solution of the problem is to produce a book that meets all the requirements of the strictly military schools, where the conditions for military training and instruction are the most favorable, and the requirements the greatest, and then let other schools take only such parts of the book as are necessary to meet their own particular local needs and requirements.
"MANUAL OF MILITARY TRAINING" is such a book.
Camp Gaillard, C. Z.,
March 4, 1917.
TABLE OF CONTENTS
| Par. No. | ||
|---|---|---|
| PRELUDE | ||
| OBJECT AND ADVANTAGES OF MILITARY TRAINING | ||
| Object of: Setting-Up Exercises, Calisthenics,Facings and Marchings, Saluting,Manual of Arms, School of the Squad,Company Drill, Close Order, ExtendedOrder, Ceremonies, Discipline—Advantages:Handiness, Self-Control, Loyalty,Orderliness, Self-Confidence, Self-Respect,Training Eyes, Teamwork, Heeding Lawand Order, Sound Body. | [1–23] | |
| PART I | ||
| CHAPTER I. | INFANTRY DRILL REGULATIONS—Definitions—GeneralRemarks—GeneralRules for Drills and Formations—Orders,Commands, and Signals—School of theSoldier—School of the Squad—School ofthe Company—School of the Battalion—Combat—Leadership—CombatReconnaissance—FireSuperiority—Fire Directionand Control—Deployment—Attack—Defense—MeetingEngagements—MachineGuns—Ammunition Supply—MountedScouts—Night Operations—InfantryAgainst Cavalry—Infantry Against Artillery—ArtillerySupports—Minor Warfare—Ceremonies—Inspections—Muster—TheColor—Manual of the Saber—Manual ofTent Pitching—Appendices A and B. | [24–710] |
| CHAPTER II. | MANUAL OF THE BAYONET—Nomenclatureand Description of the Bayonet—Instructionwithout the Rifle—Instructionwith the Rifle—Instruction without theBayonet—Combined Movements—FencingExercises—Fencing at Will—Lessons ofthe European War—The "Short point"—The "Jab." | [711–824] |
| CHAPTER III. | MANUAL OF PHYSICAL TRAINING—Methods—Commands—Setting-UpExercises—Rifle Exercises. | [825–860] |
| CHAPTER IV. | SIGNALING—General Service Code—Wigwag—TheTwo-Arm Semaphore Code—Signaling with Heliograph, Flash Lanterns,and Searchlight—Sound Signals—MorseCode. | [861–866] |
| PART II | ||
| COMPANY COMMAND | ||
| CHAPTER I. | GOVERNMENT AND ADMINISTRATIONOF A COMPANY—Duties andResponsibilities of the Captain and theLieutenants—Devolution of Work andResponsibility—Duties and Responsibilitiesof the First Sergeant and other NoncommissionedOfficers—Contentment andHarmony—Efficacious Forms of CompanyPunishment—Property Responsibility—Booksand Records. | [867–909] |
| CHAPTER II. | DISCIPLINE—Definition—Methods ofAttaining Good Discipline—Importance—SoundDiscipline—Punishment—GeneralPrinciples. | [910–916] |
| PART III | ||
| MISCELLANEOUS SUBJECTS PERTAINING TO COMPANYTRAINING AND INSTRUCTION | ||
| CHAPTER I. | GENERAL PRINCIPLES OF COMPANYTRAINING AND INSTRUCTION—Objectof Training and Instruction—Methodand Progression—Individual Initiative—TheHuman Element—Art of Instructionon the Ground—Ocular Demonstration. | [917–941] |
| CHAPTER II. | GENERAL COMMON SENSE PRINCIPLESOF APPLIED MINOR TACTICS—Artof War Defined—Responsibilitiesof Officers and Noncommissioned Officersin War—General Rules and Principles ofMap Problems, Terrain Exercises, theWar Game, and Maneuvers—Estimatingthe Situation—Mission. | [942–953] |
| CHAPTER III. | GENERAL PLAN OF INSTRUCTIONIN MAP PROBLEMS FOR NONCOMMISSIONEDOFFICERS AND PRIVATES—INSTRUCTIONIN DELIVERINGMESSAGES. | [954–958] |
| CHAPTER IV. | THE SERVICE OF INFORMATION—GeneralPrinciples of Patrolling—Sizes ofPatrols—Patrol Leaders—Patrol Formations—Messagesand Reports—Suggestionsfor Gaining Information about theEnemy—Suggestions for the Reconnaissanceof Various Positions and Localities—Demolitions—Problemsin Patrolling. | [959–1019] |
| CHAPTER V. | THE SERVICE OF SECURITY—Generalprinciples—Advance Guard—AdvanceGuard Problems—Flank Guards—RearGuard—Outposts—Formation of Outposts—Outguards—Flagsof Truce—DetachedPosts—Examining Posts—Establishingthe Outpost—Outpost Order—Intercommunication—OutpostProblems. | [1020–1079] |
| CHAPTER VI. | THE COMPANY ON OUTPOST—Establishingthe Outpost. | [1080] |
| CHAPTER VII. | THE COMPANY IN SCOUTING ANDPATROLLING—Requisites of a GoodScout—Eyesight and hearing—FindingWay in Strange Country—What to dowhen Lost—Landmarks—Concealmentand Dodging—Tracking—The Mouse andCat Contest—Flag Stealing Contest. | [1081–1090] |
| CHAPTER VIII. | NIGHT OPERATIONS—Importance—Trainingof the Company—IndividualTraining—Collective Training—Outposts. | [1091–1108] |
| CHAPTER IX. | FIELD ENGINEERING—Bridges—Corduroying—Tascines—Hurdles—BrushRevetment—Gabions—OtherRevetments—Knots—Lashings. | [1109–1139] |
| CHAPTER X. | FIELD FORTIFICATIONS—Object—Classification—HastyIntrenchments—LyingTrench—Kneeling Trench—StandingTrench—Deliberate Intrenchments—FireTrenches—Traverses—Trench recesses;sortie steps—Parados—Head Cover—Notchesand Loopholes—Cover Trenches—Dugouts—CommunicatingTrenches—Lookouts—SupportingPoints—Exampleof Trench System—Location of Trenches—Concealmentof Trenches—DummyTrenches—Length of Trench—Preparationof Foreground—Revetments—Drainage—WaterSupply—Latrines—Illuminationof the foreground—Telephones—SiegeWorks. | [1140–1172] |
| CHAPTER XI. | OBSTACLES—Object—Necessity for Obstacles—Location—Abatis—Palisades—Fraises—Cheveauxde Frise—Obstaclesagainst Cavalry—Wire Entanglements—Timeand Materials—Wire Fence—MilitaryPits or Trous de Loup—MiscellaneousBarricades—Inundations—Obstaclesin Front of Outguards—Lessons from theEuropean War—Wire Cheveaux de Frise—GuardingObstacles—Listening Posts—AutomaticAlarms—Search Lights. | [1173–1193] |
| CHAPTER XII. | TRENCH AND MINE WARFARE—AsphyxiatingGases—Protection againstGases—Liquid Fire—Grenades—Bombs—AerialMines—Winged Torpedoes—Bombsfrom Air-Craft—Protection against HandGrenades—Tanks—Helmets—Masks—Periscopes—Sniperscopes—Aidsto Firing—Mining—Countermining. | [1194–1211] |
| CHAPTER XIII. | MARCHES—Marching Principal Occupationof Troops in Campaign-PhysicalTraining Hardening New Troops—LongMarches Not to Be Made with UntrainedTroops—A Successful March—Preparation—Starting—Conductof March—Rate—MarchingCapacity—Halts—CrossingBridges and Fords—Straggling andElongation of Column—Forced Marches—NightMarches—No Compliments Paidon March—Protection on March—Fittingof Shoes and Care of Feet. | [1212–1229] |
| CHAPTER XIV. | CAMPS—Selection of Camp Sites—DesirableCamp Sites—Undesirable CampSites—Form and Dimensions of Camps—MakingCamp—Retreat in Camp—ParadeGround—Windstorms—Making Tent Polesand Pegs Fast in Loose Soil—Trees. | [1230–1240] |
| CHAPTER XV. | CAMP SANITATION—Definition—CampExpedients—Latrines—Urinal Tubs—Kitchens—KitchenPits—Incinerators—Drainage—AvoidingOld Camp Sites—ChangingCamp Sites—Bunks—Wood—Water—Rulesof Sanitation—Your Camp,Your Home. | [1241–1255] |
| CHAPTER XVI. | INDIVIDUAL COOKING—Making Fire—Recipes—Meats—Vegetables—Drinks—HotBreads—Emergency Ration. | [1256–1275] |
| CHAPTER XVII. | CARE AND PRESERVATION OFCLOTHING AND EQUIPMENT—Clothing—Pressing—RemovingStains—Shoes—Cloth Equipment—Washing—ShelterTent—Mess Outfit—Leather Equipment—Pointsto Be Remembered. | [1276–1320] |
| CHAPTER XVIII. | CARE AND DESCRIPTION OF THERIFLE—Importance—Care of Bore—Howto Remove Fouling—Care of Mechanismand Various Parts—How to Apply Oil—ArmyRegulation Paragraphs About Rifle—Nomenclatureof Rifle. | [1321–1343] |
| PART IV | ||
| RIFLE TRAINING AND INSTRUCTION | ||
| Object and Explanation of Our System ofInstruction—Individual Instruction—Theoryof Sighting—Kinds of Sights—PreliminaryDrills—Position and AimingDrills—Deflection and Elevation CorrectionDrills—Gallery Practice—RangePractice—Use of Sling—Designation ofWinds—Zero of Rifle—Estimating Distances—Wind—Temperature—Light—Mirage—CombatPractice—Fire Discipline—TechnicalPrinciples of Firing—BallisticQualities of the Rifle—Cone ofFire—Shot Group—Center of Impact—BeatenZone—Zone of Effective Fire—Effectivenessof Fire—Influence ofGround—Grazing Fire—Ricochet Shots—Occupationof Ground—Adjustment ofFire—Determination of Range—CombinedSights—Auxiliary Aiming Points—Firingat Moving Targets—Night Firing—FireDirection and Control—Distribution ofFire—Individual Instruction in Fire Distribution—Designationof Targets—Exercisesin Ranging, Target DesignationCommunication, etc. | [1344–1450] | |
| PART V | ||
| CARE OF HEALTH AND KINDRED SUBJECTS | ||
| CHAPTER I. | CARE OF THE HEALTH—Importanceof Good Health—Germs—The Five Waysof Catching Disease—Diseases Caught byBreathing in Germs—Diseases Caught bySwallowing Germs—Disease Caught byTouching Germs—Diseases Caught fromBiting Insects. | [1451–1469] |
| CHAPTER II. | PERSONAL HYGIENE—Keep the SkinClean—Keep the Body Properly Protectedagainst the Weather—Keep the BodyProperly Fed—Keep the Body Suppliedwith Fresh Air—Keep the Body wellExercised—Keep the Body Rested bySufficient Sleep—Keep the Body Free ofWastes. | [1470–1477] |
| CHAPTER III. | FIRST AID TO THE SICK AND INJURED—Objectof Teaching First Aid—Asphyxiationby Gas—Bite of Dog—Biteof Snake—Bleeding—Broken Bones(Fractures)—Burns—Bruises—Cuts—Dislocations—Drowning—ElectricShock—Fainting—ForeignBody in Eye, in Ear—Freezing—FrostBite—Headache—HeatExhaustion—Poison—Sprains—Sunburn—Sunstroke—Wounds—ImprovisedLitters. | [1478–1522] |
| PART VI | ||
| MILITARY COURTESY AND KINDRED SUBJECTS | ||
| CHAPTER I. | MILITARY DEPORTMENT AND APPEARANCE—PERSONALCLEANLINESS—FORMSOF SPEECH—DELIVERYOF MESSAGES. | [1523–1531] |
| CHAPTER II. | MILITARY COURTESY—Its Importance—Natureof Salutes and Their Origin—Whomto Salute—When and How toSalute—Usual Mistakes in Saluting—Respectto Be Paid the National Anthem,the Colors and Standards. | [1532–1575] |
| PART VII | ||
| GUARD DUTY | ||
| Importance—Respect for Sentinels—Classificationof Guards—General Rules—TheCommanding Officer—The Officer of theDay—The Commander of the Guard—Sergeantof the Guard—Corporal of theGuard—Musicians of the Guard—Orderliesand Color Sentinels—Privates of theGuard—Countersigns and Paroles—GuardPatrols—Compliments from Guards—GeneralRules Concerning Guard Duty—StableGuards—Troop Stable Guards—Reveilleand Retreat Gun—Formal Guard Mounting—InformalGuard Mounting. | [1576–1857] | |
| PART VIII | ||
| MILITARY ORGANIZATION | ||
| Composition of Infantry, Cavalry andField Artillery Units up to and Includingthe Regiment. | [1858] | |
| PART IX | ||
| MAP READING AND SKETCHING | ||
| CHAPTER I. | MAP READING—Definition of Map—Abilityto Read a Map—Scales—Methodsof Representing Scales—Construction ofScales—Scale Problems—Scaling Distancesfrom a Map—Contours—Map Distances—Slopes—Meridians—Determinationof Positions of Points on Map—Orientation—ConventionalSigns—Visibility. | [1859–1877] |
| CHAPTER II. | MILITARY SKETCHING—The DifferentMethods of Sketching—Location ofPoints by Intersection—Location ofpoints by Resection—Location of Pointsby Traversing—Contours—Form Lines—Scales—PositionSketching—OutpostSketching—Road Sketching—CombinedSketching—Points for Beginners toRemember. | [1878–1893] |
PRELUDE
THE OBJECT AND ADVANTAGES OF MILITARY TRAINING
[1]. Prelude. We will first consider the object and advantages of military training, as they are the natural and logical prelude to the subject of military training and instruction.
Object
[2]. The object of all military training is to win battles.
Everything that you do in military training is done with some immediate object in view, which, in turn, has in view the final object of winning battles. For example:
[3]. Setting-up exercises. The object of the setting-up exercises, as the name indicates, is to give the new men the set-up,—the bearing and carriage,—of the military man.
In addition these exercises serve to loosen up his muscles and prepare them for his later experiences and development.
[4]. Calisthenics. Calisthenics may be called the big brother, the grown-up form, of the setting-up exercise.
The object of calisthenics is to develop and strengthen all parts and muscles of the human body,—the back, the legs, the arms, the lungs, the heart and all other parts of the body.
First and foremost a fighting man's work depends upon his physical fitness.
To begin with, a soldier's mind must always be on the alert and equal to any strain, and no man's mind can be at its best when he is handicapped by a weak or ailing body.
The work of the fighting man makes harsh demands on his body. It must be strong enough to undergo the strain of marching when every muscle cries out for rest; strong enough to hold a rifle steady under fatigue and excitement; strong enough to withstand all sorts of weather, and the terrible nervous and physical strain of modern battle; and more, it must be strong enough to resist those diseases of campaign which kill more men than do the bullets of the enemy.
Hence the necessity of developing and strengthening every part and muscle of the body.
[5]. Facings and Marchings. The object of the facings and marchings is to give the soldier complete control of his body in drills, so that he can get around with ease and promptness at every command.
The marchings,—the military walk and run,—also teach the soldier how to get from one place to another in campaign with the least amount of physical exertion.
Every man knows how to walk and run, but few of them how to do so without making extra work of it. One of the first principles in training the body of the soldier is to make each set of muscles do its own work and save the strength of the other muscles for their work. Thus the soldier marches in quick time,—walks,—with his legs, keeping the rest of his body as free from motion as possible. He marches in double time,—runs,—with an easy swinging stride which requires no effort on the part of the muscles of the body.
The marchings also teach the soldier to walk and run at a steady gait. For example, in marching in quick time, he takes 120 steps each minute; in double time, he takes 180 per minute.
Furthermore, the marchings teach the soldier to walk and run with others,—that is, in a body.
[6]. Saluting. The form of salutation and greeting for the civilian consists in raising the hat.
The form of salutation and greeting for the military man consists in rendering the military salute,—a form of salutation which marks you as a member of the Fraternity of Men-at-arms, men banded together for national defense, bound to each other by love of country and pledged to the loyal support of its symbol, the Flag. For the full significance of the military salute see [paragraph 1534].
[7]. Manual of Arms. The rifle is the soldier's fighting weapon and he must become so accustomed to the feel of it that he handles it without a thought,—just as he handles his arms or legs without a thought,—and this is what the manual of arms accomplishes.
The different movements and positions of the rifle are the ones that experience has taught are the best and the easiest to accomplish the object in view.
[8]. School of the Squad. The object of squad drill is to teach the soldier his first lesson in team-work,—and team-work is the thing that wins battles.
In the squad the soldier is associated with seven other men with whom he drills, eats, sleeps, marches, and fights.
The squad is the unit upon which all of the work of the company depends. Unless the men of each squad work together as a single man,—unless there is team-work,—the work of the company is almost impossible.
[9]. Company Drill. Several squads are banded together into a company,—the basic fighting unit. In order for a company to be able to comply promptly with the will of its commander, it must be like a pliable, easily managed instrument. And in order to win battles a company on the firing line must be able to comply promptly with the will of its commander.
The object of company drill is to get such team-work amongst the squads that the company will at all times move and act like a pliable, easily managed whole.
[10]. Close Order. In close order drill the strictest attention is paid to all the little details, all movements being executed with the greatest precision. The soldiers being close together,—in close order,—they form a compact body that is easily managed, and consequently that lends itself well to teaching the soldier habits of attention, precision, team-work and instant obedience to the voice of his commander.
In order to control and handle bodies of men quickly and without confusion, they must be taught to group themselves in an orderly arrangement and to move in an orderly manner. For example, soldiers are grouped or formed in line, in column of squads, column of files, etc.
In close order drill soldiers are taught to move in an orderly manner from one group or formation to another; how to stand, step off, march, halt and handle their rifles all together.
This practice makes the soldier feel perfectly at home and at ease in the squad and company. He becomes accustomed to working side by side with the man next to him, and, unconsciously, both get into the habit of working together, thus learning the first principles of team-work.
[11]. Extended Order. This is the fighting drill.
Modern fire arms have such great penetration that if the soldiers were all bunched together a single bullet might kill or disable several men and the explosion of a single shell might kill or disable a whole company. Consequently, soldiers must be scattered,—extended out,—to fight.
In extended order not only do the soldiers furnish a smaller target for the enemy to shoot at, but they also get room in which to fight with greater ease and freedom.
The object of extended order drill is to practice the squads in team-work by which they are welded into a single fighting machine that can be readily controlled by its commander.
[12]. Parades, reviews, and other ceremonies. Parades, reviews and other ceremonies, with their martial music, the presence of spectators, etc., are intended to stimulate the interest and excite the military spirit of the command. Also, being occasions for which the soldiers dress up and appear spruce and trim, they inculcate habits of tidiness,—they teach a lesson in cleanliness of body and clothes.
While it is true it may be said that parades, reviews and other ceremonies form no practical part of the fighting man's training for battle, they nevertheless serve a very useful purpose in his general training. In these ceremonies in which soldiers march to martial music with flags flying, moving and going through the manual of arms with perfect precision and unison, there results a concerted movement that produces a feeling such as we have when we dance or when we sing in chorus. In other words, ceremonies are a sort of "get-together" exercise which pulls men together in spite of themselves, giving them a shoulder-to-shoulder feeling of solidity and power that helps to build up that confidence and spirit which wins battles.
[13]. Discipline. By discipline we mean the habit of observing all rules and regulations and of obeying promptly all orders. By observing day after day all rules and regulations and obeying promptly all orders, it becomes second nature,—a fixed habit,—to do these things.
Of course, in the Army, like in any other walk of life, there must be law and order, which is impossible unless everyone obeys the rules and regulations gotten up by those in authority.
When a man has cultivated the habit of obeying,—when obedience has become second nature with him,—he obeys the orders of his leaders instinctively, even when under the stress of great excitement, such as when in battle, his own reasoning is confused and his mind is not working.
In order to win a battle the will of the commander as expressed through his subordinates down the line from the second in command to the squad leaders, must be carried out by everyone. Hence the vital importance of prompt, instinctive obedience on the part of everybody, and of discipline, which is the mainspring of obedience and also the foundation rock of law and order.
And so could we go on indefinitely pointing out the object of each and every requirement of military training, for there is none that has no object and that answers no useful purpose, although the object and purpose may not always be apparent to the young soldier.
And remember that the final object of all military training is to win battles.
Advantages of Military Training
The following are the principal advantages of military training:
[14]. Handiness. The average man does one thing well. He is more or less apt to be clumsy about doing other things. The soldier is constantly called upon to do all sorts of things, and he has to do all of them well. His hands thus become trained and useful to him, and his mind gets into the habit of making his hands do what is required of them,—that is to say, the soldier becomes handy.
Handy arms are a valuable asset.
[15]. Self-control. In the work of the soldier, control does not stop with the hands.
The mind reaches out,—control of the body becomes a habit. The feet, legs, arms and body gradually come under the sway of the mind. In the position of the soldier, for instance, the mind holds the body motionless. In marching, the mind drives the legs to machine-like regularity. In shooting, the mind assumes command of the arms, hands, fingers and eye, linking them up and making them work in harmony.
Control of the body, together with the habit of discipline that the soldier acquires, leads to control of the mind,—that is, to self-control.
Self-control is an important factor in success in any walk of life.
[16]. Loyalty. Loyalty to his comrades, to his company, to his battalion, to his regiment becomes a religion with the soldier. They are a part of his life. Their reputation is his; their good name, his good name; their interests, his interests,—so, loyalty to them is but natural, and this loyalty soon extends to loyalty in general.
When you say a man is loyal the world considers that you have paid him a high tribute.
[17]. Orderliness. In the military service order and system are watchwords. The smooth running of the military machine depends on them.
The care and attention that the soldier is required to give at all times to his clothes, accouterments, equipment and other belongings, instill in him habits of orderliness.
Orderliness increases the value of a man.
[18]. Self-confidence and self-respect. Self-confidence is founded on one's ability to do things. The soldier is taught to defend himself with his rifle, and to take care of himself and to do things in almost any sort of a situation, all of which gives him confidence in himself,—self-confidence.
Respect for constituted authority, which is a part of the soldier's creed, teaches him respect for himself,—self-respect.
Self-confidence and self-respect are a credit to any man.
[19]. Eyes trained to observe. Guard duty, outpost duty, patrolling, scouting and target practice, train both the eye and the mind to observe.
Power of observation is a valuable faculty for a man to possess.
[20]. Teamwork. In drilling, patrolling, marching, maneuvers and in other phases of his training and instruction, the soldier is taught the principles of team-work,—coöperation,—whose soul is loyalty, a trait of every good soldier.
Teamwork,—coöperation,—leads to success in life.
[21]. Heeding law and order. The cardinal habit of the soldier is obedience. To obey orders and regulations is a habit with the soldier. And this habit of obeying orders and regulations teaches him to heed law and order.
The man who heeds law and order is a welcome member of any community.
[22]. Sound body. Military training, with its drills, marches, and other forms of physical exercise, together with its regular habits and outdoor work, keeps a man physically fit, giving him a sound body.
A sound body, with the physical exercise and outdoor life of the soldier, means good digestion, strength, hardiness and endurance.
A sound body is, indeed, one of the greatest blessings of life.
The Trained Soldier
[23]. Look at the trained soldier on the following page; study him carefully from top to bottom, and see what military training does for a man.
THE TRAINED SOLDIER
WHAT DO YOU THINK OF HIM, EH?
PART I
DRILLS, EXERCISES, CEREMONIES AND INSPECTIONS
CHAPTER I
INFANTRY DRILL REGULATIONS
(To include Changes No. 20, Aug. 18, 1917.)
DEFINITIONS
(The numbers following the paragraphs are those of the Drill Regulations, and references in the text to certain paragraph numbers refer to these numbers and not to the numbers preceding the paragraphs.)
(Note.—Company drills naturally become monotonous. The monotony, however, can be greatly reduced by repeating the drills under varying circumstances. In the manual of arms, for instance, the company may be brought to open ranks and the officers and sergeants directed to superintend the drill in the front and rear ranks. As the men make mistakes they are fallen out and drilled nearby by an officer or noncommissioned officer. Or, the company may be divided into squads, each squad leader drilling his squad, falling out the men as they make mistakes, the men thus fallen out reporting to a designated officer or noncommissioned officer for drill. The men who have drilled the longest in the different squads are then formed into one squad and drilled and fallen out in like manner. The variety thus introduced stimulates a spirit of interest and rivalry that robs the drill of much of its monotony.
It is thought the instruction of a company in drill is best attained by placing special stress on squad drill. The noncommissioned officers should be thoroughly instructed, practically and theoretically, by one of the company officers and then be required to instruct their squads. The squads are then united and drilled in the school of the company.—Author.)
DEFINITIONS
[24]. Alignment: A straight line upon which several elements are formed, or are to be formed; or the dressing of several elements upon a straight line.
Fig. 1
Note.—The line A-B, on which a body of troops is formed or is to be formed, or the act of dressing a body of troops on the line, is called an alignment.—Author.
[25]. Base: The element on which a movement is regulated.
[26]. Battle sight: The position of the rear sight when the leaf is laid down.
Fig. 2
Fig. 3
[27]. Center: The middle point or element of a command. (See [Figs. 2], [3] and [5].) (The designation "center company," indicates the right center or the actual center company, according as the number of companies is even or odd.—[Par. 298].)
[28]. Column: A formation in which the elements are placed one behind another. (See [Figs. 4], [5], [6].)
[29]. Deploy: To extend the front. In general to change from column to line, or from close order to extended order.
[30]. Depth: The space from head to rear of any formation, including the leading and rear elements. The depth of a man is assumed to be 12 inches. (See [Figs. 4], [5], [6].)
[31]. Distance: Space between elements in the direction of depth. Distance is measured from the back of the man in front to the breast of the man in rear. The distance between ranks is 40 inches in both line and column. (See [Figs. 4], [5], [6].)
| Fig. 4 | Fig. 5 | Fig. 6 |
[32]. Element: A file, squad, platoon, company, or larger body, forming part of a still larger body.
[33]. File: Two men, the front-rank man and the corresponding man of the rear rank. The front-rank man is the file leader. A file which has no rear-rank man is a blank file. The term file applies also to a single man in a single-rank formation.
[34]. File closers: Such officers and noncommissioned officers of a company as are posted in rear of the line. For convenience, all men posted in the line of file closers.
[35]. Flank: The right or left of a command in line or in column; also the element on the right or left of the line. (See [Figs. 2], [3] and [4].)
[36]. Formation: Arrangement of the elements of a command. The placing of all fractions in their order in line, in column, or for battle.
[37]. Front: The space, in width, occupied by an element, either in line or in column. The front of a man is assumed to be 22 inches. Front also denotes the direction of the enemy. (See [Figs. 2], [3] and [5]).
[38]. Guide: An officer, noncommissioned officer, or private upon whom the command or elements thereof regulates its march.
[39]. Head: The leading element of a column. (See [Figs. 4], [5] and [6].)
[40]. Interval: Space between elements of the same line. The interval between men in ranks is 4 inches and is measured from elbow to elbow. Between companies, squads, etc., it is measured from the left elbow of the left man or guide of the group on the right, to the right elbow of the right man or guide of the group on the left. (See [Fig. 3].)
[41]. Left: The left extremity or element of a body of troops.
[42]. Line: A formation in which the different elements are abreast of each other. (See [Figs. 2] and [3].)
[43]. Order, close: The formation in which the units, in double rank, are arranged in line or in column with normal intervals and distances.
[44]. Order, extended: The formation in which the units are separated by intervals greater than in close order.
[45]. Pace: Thirty inches; the length of the full step in quick time.
[46]. Point of rest: The point at which a formation begins. Specifically, the point toward which units are aligned in successive movements.
[47]. Rank: A line of men placed side by side.
[48]. Right: The right extremity or element of a body of troops.
[49]. Note. In view of the fact that the word "Echelon" is a term of such common usage, the following definition is given: By echelon we mean a formation in which the subdivisions are placed one behind another, extending beyond and unmasking one another either wholly or in part.—Author.
| BATTALION IN ECHELON | |
|---|---|
 COMPANIES UNMASKING WHOLLY |  COMPANIES UNMASKING IN PART |
INTRODUCTION
[50]. Object of military training. Success in battle is the ultimate object of all military training; success may be looked for only when the training is intelligent and thorough. (1)
[51]. Commanding officers accountable for proper training of organizations; field efficiency; team-work. Commanding officers are accountable for the proper training of their respective organizations within the limits prescribed by regulations and orders. (2)
The excellence of an organization is judged by its field efficiency. The field efficiency of an organization depends primarily upon its effectiveness as a whole. Thoroughness and uniformity in the training of the units of an organization are indispensable to the efficiency of the whole; it is by such means alone that the requisite team-work may be developed.
[52]. Simple movements and elastic formations. Simple movements and elastic formations are essential to correct training for battle. (3)
[53]. Drill Regulations a Guide; their interpretation. The Drill Regulations are furnished as a guide. They provide the principles for training and for increasing the probability of success in battle. (4)
In the interpretation of the regulations, the spirit must be sought. Quibbling over the minutiae of form is indicative of failure to grasp the spirit.
[54]. Combat principles. The principles of combat are considered in Pars. 50–363. They are treated in the various schools included in Part I of the Drill Regulations only to the extent necessary to indicate the functions of the various commanders and the division of responsibility between them. The amplification necessary to a proper understanding of their application is to be sought in Pars. 364–613. (5)
[55]. Drills at attention, ceremonies, extended order, field exercises and combat exercises. The following important distinctions must be observed:
(a) Drills executed at attention and the ceremonies are disciplinary exercises designed to teach precise and soldierly movement, and to inculcate that prompt and subconscious obedience which is essential to proper military control. To this end, smartness and precision should be exacted in the execution of every detail. Such drills should be frequent, but short.
(b) The purpose of extended order drill is to teach the mechanism of deployment of the firing, and, in general, of the employment of troops in combat. Such drills are in the nature of disciplinary exercises and should be frequent, thorough, and exact, in order to habituate men to the firm control of their leaders. Extended order drill is executed at ease. The company is the largest unit which executes extended order drill.
(c) Field exercises are for instruction in the duties incident to campaign. Assumed situations are employed. Each exercise should conclude with a discussion, on the ground, of the exercise and principles involved.
(d) The combat exercise, a form of field exercise of the company, battalion, and larger units, consists of the application of tactical principles to assumed situations, employing in the execution the appropriate formations and movements of close and extended order.
Combat exercises must simulate, as far as possible, the battle conditions assumed. In order to familiarize both officers and men with such conditions, companies and battalions will frequently be consolidated to provide war-strength organizations. Officers and noncommissioned officers not required to complete the full quota of the units participating are assigned as observers or umpires.
The firing line can rarely be controlled by the voice alone; thorough training to insure the proper use of prescribed signals is necessary.
The exercise should be followed by a brief drill at attention in order to restore smartness and control. (6)
[56]. Imaginary, outlined and represented enemy. In field exercises the enemy is said to be imaginary when his position and force are merely assumed; outlined when his position and force are indicated by a few men; represented when a body of troops acts as such. (7)
General Rules for Drills and Formations
[57]. Arrangement of elements of preparatory command. When the preparatory command consists of more than one part, its elements are arranged as follows:
(1) For movements to be executed successively by the subdivisions or elements of an organization: (a) Description of the movement; (b) how executed, or on what element executed.
(For example: 1. Column of Companies, first company, squads right. 2. March.—Author.)
(2) For movements to be executed simultaneously by the subdivisions of an organization: (a) The designation of the subdivisions; (b) The movement to be executed. (For example: 1. Squads right. 2. March.—Author.) (8)
[58]. Movements executed toward either flank explained toward but one flank. Movements that may be executed toward either flank are explained as toward but one flank, it being necessary to substitute the word "left" for "right," and the reverse, to have the explanation of the corresponding movement toward the other flank. The commands are given for the execution of the movements toward either flank. The substitute word of the command is placed within parentheses. (9)
[59]. Any movement may be executed from halt or when marching unless otherwise prescribed. Any movement may be executed either from the halt or when marching, unless otherwise prescribed. If at a halt, the command for movements involving marching need not be prefaced by forward, as 1. Column right (left), 2. MARCH. (10)
[60]. Any movement may be executed in double time unless specially excepted. Any movement not specially excepted may be executed in double time.
If at a halt, or if marching in quick time, the command double time precedes the command of execution. (11)
[61]. Successive movements executed in double time. In successive movements executed in double time the leading or base unit marches in quick time when not otherwise prescribed; the other units march in double time to their places in the formation ordered and then conform to the gait of the leading or base unit. If marching in double time, the command double time is omitted. The leading or base unit marches in quick time; the other units continue at double time to their places in the formation ordered and then conform to the gait of the leading or base unit. (12)
[62]. To hasten execution of movement begun in quick time. To hasten the execution of a movement begun in quick time, the command: 1. Double time, 2. MARCH, is given. The leading or base unit continues to march in quick time, or remains at halt, if already halted; the other units complete the execution of the movement in double time and then conform to the gait of the leading or base unit. (13)
[63]. To stay execution of movement when marching, for correction of errors. To stay the execution of a movement when marching, for the correction of errors, the command: 1. In place, 2. HALT, is given. All halt and stand fast without changing the position of the pieces. To resume the movement the command: 1. Resume, 2. MARCH, is given. (14)
[64]. To revoke preparatory command or begin anew movement improperly begun. To revoke a preparatory command, or, being at a halt, to begin anew a movement improperly begun, the command, AS YOU WERE, is given, at which the movement ceases and the former position is resumed. (15)
[65]. Guide. Unless otherwise announced, the guide of a company or subdivision of a company in line is right; of a battalion in line or line of subdivisions or of a deployed line, center; of a rank in column of squads, toward the side of the guide of the company.
To march with guide other than as prescribed above, or to change the guide: Guide (right, left, or center).
In successive formations into line, the guide is toward the point of rest; in platoons or larger subdivisions it is so announced.
The announcement of the guide, when given in connection with a movement follows the command of execution for that. Exception: 1. As skirmishers, guide right (left or center), 2. MARCH. (16)
[66]. Turn on fixed and moving pivots. The turn on the fixed pivot by subdivisions is used in all formations from line into column and the reverse.
The turn on the moving pivot is used by subdivisions of a column in executing changes of direction. (17)
[67]. Partial changes of direction. Partial changes of direction may be executed:
By interpolating in the preparatory command the word half, as Column half right (left), or Right (left) half turn. A change of direction of 45° is executed.
By the command: INCLINE TO THE RIGHT (LEFT). The guide, or guiding element, moves in the indicated direction and the remainder of the command conforms. This movement effects slight changes of direction. (18)
[68]. Line of platoons, companies, etc. The designations line of platoons, line of companies, line of battalions, etc., refer to the formations in which the platoons, companies, battalions, etc., each in column of squads, are in line. (19)
[69]. Full distance in column of subdivisions; guide of leading subdivision charged with step and direction. Full distance in column of subdivisions is such that in forming line to the right or left the subdivisions will have their proper intervals.
In column of subdivisions the guide of the leading subdivision is charged with the step and direction; the guides in rear preserve the trace, step, and distance. (20)
[70]. Double rank, habitual close order formation; uniformity of interval between files obtained by placing hand on hip. In close order, all details, detachments, and other bodies of troops are habitually formed in double rank.
To insure uniformity of interval between files when falling in, and in alignments, each man places the palm of the left hand upon the hip, fingers pointing downward. In the first case, the hand is dropped by the side when the next man on the left has his interval; in the second case, at the command front. (21)
[71]. Posts of officers, noncommissioned officers, and special units; duties of file closers. The posts of officers, noncommissioned officers, special units (such as band or machine-gun company), etc., in the various formations of the company, battalion, or regiment, are shown in plates.
In all changes from one formation to another involving a change of post on the part of any of these, posts are promptly taken by the most convenient route as soon as practicable after the command of execution for the movement; officers and noncommissioned officers who have prescribed duties in connection with the movement ordered, take their new posts when such duties are completed.
As instructors, officers and noncommissioned officers go wherever their presence is necessary. As file closers it is their duty to rectify mistakes and insure steadiness and promptness in the ranks. (22)
[72]. Special units have no fixed posts except at ceremonies.
Except at ceremonies, the special units have no fixed places. They take places as directed; in the absence of directions, they conform as nearly as practicable to the plates, and in subsequent movements maintain their relative positions with respect to the flank or end of the command on which they were originally posted. (23)
[73]. General, field and staff officers habitually mounted; formation of staff; drawing and returning saber. General, field, and staff officers are habitually mounted. The staff of any officer forms in single rank, 3 paces in rear of him, the right of the rank extending 1 pace to the right of a point directly in rear of him. Members of the staff are arranged in order from right to left as follows: General staff officers, adjutant, aids, other staff officers, arranged in each classification in order of rank, the senior on the right. The flag of the general officer and the orderlies are 3 paces in rear of the staff, the flag on the right. When necessary to reduce the front of the staff and orderlies, each line executes twos right or fours right, as explained in the Cavalry Drill Regulations, and follows the commander.
When not otherwise prescribed, staff officers draw and return saber with their chief. (24)
[74]. Mounted officer turns to left in executing about; when commander faces about to give commands, staff and others stand fast. In making the about, an officer, mounted, habitually turns to the left.
When the commander faces to give commands, the staff, flag, and orderlies do not change position. (25)
[75]. Saluting when making and receiving reports; saluting on meeting. When making or receiving official reports, or on meeting out of doors, all officers will salute.
Military courtesy requires the junior to salute first, but when the salute is introductory to a report made at a military ceremony or formation, to the representative of a common superior (as, for example, to the adjutant, officer of the day, etc.), the officer making the report, whatever his rank, will salute first; the officer to whom the report is made will acknowledge by saluting that he has received and understood the report. (26)
[76]. Formation of mounted enlisted men for ceremonies. For ceremonies, all mounted enlisted men of a regiment or smaller unit, except those belonging to the machine-gun organizations, are consolidated into a detachment; the senior present commands if no officer is in charge. The detachment is formed as a platoon or squad of cavalry in line or column of fours; noncommissioned staff officers are on the right or in the leading ranks. (27)
[77]. Post of dismounted noncommissioned staff officers for ceremonies. For ceremonies, such of the noncommissioned staff officers as are dismounted are formed 5 paces in rear of the color, in order of rank from right to left. In column of squads they march as file closers. (28)
[78]. Post of noncommissioned staff officers and orderlies other than for ceremonies. Other than for ceremonies, noncommissioned staff officers and orderlies accompany their immediate chiefs unless otherwise directed. If mounted, the noncommissioned staff officers are ordinarily posted on the right or at the head of the orderlies. (29)
[79]. Noncommissioned officer commanding platoon or company, carrying of piece and taking of post. In all formations and movements a noncommissioned officer commanding a platoon or company carries his piece as the men do, if he is so armed, and takes the same post as an officer in like situation. When the command is formed in line for ceremonies, a noncommissioned officer commanding a company takes post on the right of the right guide after the company has been aligned. (30)
ORDERS, COMMANDS, AND SIGNALS
[80]. When commands, signals, and orders are used. Commands only are employed in drill at attention. Otherwise either a command, signal, or order is employed, as best suits the occasion, or one may be used in conjunction with another. (31)
[81]. Instruction in use of signals; use of headdress, etc., in making signals. Signals should be freely used in instruction, in order that officers and men may readily know them. In making arm signals, the saber, rifle, or headdress may be held in the hand. (32)
[82]. Fixing of attention; a signal includes command of preparation and of execution. Officers and men fix their attention at the first word of command, the first note of the bugle or whistle, or the first motion of the signal. A signal includes both the preparatory command and the command of execution; the movement commences as soon as the signal is understood, unless otherwise prescribed. (33)
[83]. Repeating orders, commands and signals; officers, platoon leaders, guides and musicians equipped with whistles; whistles with different tones. Except in movements executed at attention, commanders or leaders of subdivisions repeat orders, commands, or signals whenever such repetition is deemed necessary to insure prompt and correct execution.
Officers, battalion noncommissioned staff officers, platoon leaders, guides, and musicians are equipped with whistles.
The Major and his staff will use a whistle of distinctive tone; the captain and company musicians a second and distinctive whistle; the platoon leaders and guides a third distinctive whistle. (34)
[84]. Limitation of prescribed signals; special prearranged signals. Prescribed signals are limited to such as are essential as a substitute for the voice under conditions which render the voice inadequate.
Before or during an engagement special signals may be agreed upon to facilitate the solution of such special difficulties as the particular situation is likely to develop, but it must be remembered that simplicity and certainty are indispensable qualities of a signal. (35)
Orders
[85]. Orders defined; when employed. In these regulations an order embraces instructions or directions given orally or in writing in terms suited to the particular occasion and not prescribed herein.
Orders are employed only when the commands prescribed herein do not sufficiently indicate the will of the commander.
Orders are more fully described in [paragraphs 378] to 383, inclusive. (36)
Commands
[86]. Command defined. In these regulations a command is the will of the commander expressed in the phraseology prescribed herein. (37)
[87]. Kinds of commands; how given. There are two kinds of commands:
The preparatory command, such as forward, indicates the movement that is to be executed.
The command of execution, such as MARCH, HALT, or ARMS, causes the execution.
Preparatory commands are distinguished by italics; those of execution by CAPITALS.
Where it is not mentioned in the text who gives the commands prescribed, they are to be given by the commander of the unit concerned.
The preparatory command should be given at such an interval of time before the command of execution as to admit of being properly understood; the command of execution should be given at the instant the movement is to commence.
The tone of command is animated, distinct, and of a loudness proportioned to the number of men for whom it is intended.
Each preparatory command is enunciated distinctly, with a rising inflection at the end, and in such manner that the command of execution may be more energetic.
The command of execution is firm in tone and brief. (38)
[88]. Battalion and higher commanders repeat commands of superiors; battalion largest unit executing movement at command of its commander. Majors and commanders of units larger than a battalion repeat such commands of their superiors as are to be executed by their units, facing their units for that purpose. The battalion is the largest unit that executes a movement at the command of execution of its commander. (39)
[89]. Facing troops and avoiding indifference when giving commands. When giving commands to troops it is usually best to face toward them.
Indifference in giving commands must be avoided as it leads to laxity in execution. Commands should be given with spirit at all times. (40)
Bugle Signals
[90]. Bugle signals that may be used on and off the field of battle. The authorized bugle signals are published in Part V of these regulations.
The following bugle signals may be used off the battlefield, when not likely to convey information to the enemy:
- Attention: Troops are brought to attention.
- Attention to orders: Troops to fix their attention.
- Forward, march: Used also to execute quick time from double time.
- Double time, march.
- To the rear, march: In close order, execute squads right about.
- Halt.
- Assemble, march.
The following bugle signals may be used on the battlefield:
- Fix bayonets.
- Charge.
- Assemble, march.
These signals are used only when intended for the entire firing line; hence they can be authorized only by the commander of a unit (for example, a regiment or brigade) which occupies a distinct section of the battlefield. Exception: Fix bayonet. (See [par. 355].)
The following bugle signals are used in exceptional cases on the battlefield. Their principal uses are in field exercises and practice firing.
Commence firing: Officers charged with fire direction and control open fire as soon as practicable. When given to a firing line, the signal is equivalent to fire at will.
Cease firing: All parts of the line execute cease firing at once.
These signals are not used by units smaller than a regiment, except when such unit is independent or detached from its regiment. (41)
Whistle Signals
[91]. Attention to orders. A short blast of the whistle. This signal is used on the march or in combat when necessary to fix the attention of troops, or of their commanders or leaders, preparatory to giving commands, orders, or signals.
When the firing line is firing, each squad leader suspends firing and fixes his attention at a short blast of his platoon leader's whistle. The platoon leader's subsequent commands or signals are repeated and enforced by the squad leader. If a squad leader's attention is attracted by a whistle other than that of his platoon leader, or if there are no orders or commands to convey to his squad, he resumes firing at once.
Suspend firing. A long blast of the whistle. All other whistle signals are prohibited. (42)
Arm Signals
[92]. The following arm signals are prescribed. In making signals either arm may be used. Officers who receive signals on the firing line "repeat back" at once to prevent misunderstanding.
Forward
Forward, MARCH. Carry the hand to the shoulder; straighten and hold the arm horizontally, thrusting it in the direction of march.
This signal is also used to execute quick time from double time.
Halt—arm held stationary
Double Time— arm moved up and down several times