32 training, directing, coordinating and controlling military forces to accomplish assigned, implied or inherent missions together with administrative responsibility for supply, health, welfare, morale, discipline, assignment and relief of personnel. 3.13 Exercise of Command in Battle. The art of command lies in conscious and skilful exercise of authority through visualisation, decision-making and leadership. Effective battle command demands timely and correct decisions based on the accurate and skilful judgement of battle situations. Effective decision-making combines judgement with information as an element of combat power. The commander must be able to perceive the plan being implemented and the critical junctures where his personal decision-making will facilitate success. Clear thinking and level-headedness in trying situations greatly help in recognising the practicability of possible courses of action before embarking upon one of them. 3.14 Leadership in Battle. Yet another essential quality of a commander is effective and enlightened leadership. He should be fully cognizant of the strengths and vulnerabilities of the force that he commands. Closely overseeing and monitoring critical junctures in battle, being up forward to read the situations, offering encouragement and making on-the-spot decisions, particularly in adverse situations are the hallmarks of good leadership. Military history is replete with excellent instances of how great battles were won because of inspiring and decisive leadership. 3.15 Command and Control. Command has two components – the commander and the C2 systems. Communication systems, surveillance systems and computer networks form the backbone of C2 systems and enable commanders to lead from any point on the battlefield. Reliable communications are central to such systems. Sound C2 should ensure unity of effort, provide for centralised direction and decentralised execution, provide an environment for applying common doctrine and ensure inter-operability. Centralised direction and de-centralised execution are two key prerequisites for successful C2. Centralised direction is provided by the national leadership at the national-strategic level. This is then converted to a joint-services plan cojointly by