Answer: The greatest combat power results when leaders synchronize combat support (CS) and combat service support (CSS) systems to compliment and reinforce one another. Topic:Battle Focused Training Question #6: Once soldiers and units have trained to the standard, how do they maintain proficiency? Answer: They maintain proficiency through sustainment training. Page 2 / 29 © Copyright 1999-2011 ArmyStudyGuide.com Version 5.3 Topic:Battle Focused Training Question #7: Which FM covers Battle Focused Training? Answer: FM 7-1.
What role does the HR Sergeant play in the Army Profession? The Human Resources Sergeant has a responsibility to ensure all other members of the Army are free of distractions and worries. They do so by providing support that affects Soldiers’ overall readiness and well-being. The HR Sergeant in an organization must ensure Soldiers are combat-ready. Primarily, they assist Soldiers’ develop their careers.
DoD Directive 1100.15 (1976) h. DoD Directive 1350.2 (1987) B. MILITARY AFFIRMATIVE ACTION PLANS (AAP) Definition of Affirmative Action Plan Service and or component document that may contain initiatives, processes, systems, activities, objectives, goals, and milestones that have been established to achieve the objectives of the EO program. The AAP is a management tool intended to assist in overcoming the effects of discriminatory treatment as it affects equal opportunity, upward mobility, and the quality of life for military personnel. 1. Affirmative Action Plan Development Process a.
; and 3. What is The Profession of Arms? Only after knowing these concepts we will be able to establish the importance of the relationship between the HR professional and The Profession of Arms, what is needed from the HR professional to validate this importance, and what can we, as HR leaders, do to prepare ourselves and our Soldiers for the now and the future. The first question I will answer to establish the importance of the HR professional is the one about the definition of The Profession of Arms. In accordance to the Army White Paper, The Profession of Arms (08 December 2013), The Profession of Arms is “a vocation comprised of experts certified in the ethical application of land combat power, serving under civilian authority, entrusted to defend the Constitution and the rights and interests of the American people.” The HR professional as a member of the Army abides by this concept, but as a member of the Army’s Force Sustainment Division (FSD) there is the aggregate responsibility of making sure that all other members of the Army are free of distractions and/or worries on their daily activities, so that they can focus full time on achieving those requirements needed to defend our country.
SUBJECT: "The Profession of Arms" White Paper Summary 1. Purpose: The purpose of "The Profession of Arms" White Paper is to define terminology and initiate a discussion about the Army as a profession. The White Paper describes how the army is a profession and the Soldier is a professional. Additionally, the paper describes the culture of the Army Profession, the Army Ethic, and the importance of trust in civil-military relations. The paper claims that it should be used a platform for military leaders to discuss, understand, and thereby maintain the Profession of Arms.
As a Seabee, it is my duty and responsibility to maintain the highest degree of integrity while serving my country with honor, courage, and commitment in the United States Navy. When I think of the word "integrity" as a person, I think naturally of pms checks. When we perform maintenance, we value the assurance that we have completed the check to the best of our ability, because the battalion relies on us to make sure the equipment has been inspected, both during PMS, and during prestart. As a member of naval mobile construction battalion eleven, I have been taught the importance of taking care of our civil engineer support equipment and ensuring the quality of their condition whenever we inspect and conduct maintenance on them. Every one of my shipmates' lives depends on my personal integrity in ensuring that our civil engineer support equipment are squared away.
How Professional Knowledge and Abilities Affect Career Success Edward Muna GEN 200 August 15, 2011 Heather Todd In a person’s career, the development of their professional knowledge and their abilities are important to be successful. Knowledge and abilities are gain through separate entities outside the organization. This paper will explain the Army’s Non-Commission Officer Education System and the levels offered through its Non-Commissioned Officers Academy, what each NCOES school offers, and how knowledge and abilities gained will affect a person’s career success. It will give a general understanding of the Army’s enlisted structure and the importance of the NCOES. Professional Organization The Army and its Non-Commissioned Officer Education System (NCOES) provides the Army’s leaders continuing professional knowledge through a solid foundation to build the skills needed to lead and train the Army of the future.
It is not possible to address every acceptable hairstyle, or what constitutes eccentric or conservative grooming. Therefore, it is the responsibility of leaders at all levels to exercise good judgment in the enforcement of Army policy. All soldiers will comply with the hair, fingernail, and grooming policies while in any military uniform or while in civilian clothes on duty. Leaders will judge the appropriateness of a particular hairstyle by the appearance of headgear when worn. Soldiers will wear headgear as described in the applicable chapters of this regulation.
Leadership/Command Philosophy and Interview Paper By Capt Lewis T. Griffin Applied Leadership and Command Section 176 06 September 2013 Air Command and Staff College Distance Learning Maxwell AFB, AL As a commander, it is exceedingly important to develop a leadership philosophy. This philosophy should differ from the unit’s mission statement. Where a mission statement articulates the overall purpose and objectives of the unit as a whole, a commander’s leadership philosophy serves more of a focus for the individuals within the unit. As stated by Col J. William Demarco, “it lets people know what you expect, what you value, and how you will act.”1 He goes on to say that “a well defined philosophy will act like a compass, keeping the commander on course.”2 Using this definition as a framework, I must use both my personality and the sum of my experiences both in life an in the military to put my own leadership philosophy into words. From there, I’ll describe a situation that presented the challenge of changing the culture of the personnel of a graduated squadron commander I had the honor of interviewing.
The military also tries to instill morals and values into their soldiers. The Army has Army values; loyalty, duty, respect, selfless-service, honor, integrity, and personal courage. Upholding these values has become a way of life for soldiers, including myself. Obligation/ Deontology C. D. Broad’s theory of deontology implies that each person has an obligation to be ethically and morally straight. I agree with this science of duty, although I do not follow deontology very strictly.