To standardize unit level maintenance procedures and policies. 4. Concept. This SOP will describe unit level maintenance procedures and policies. It will allow the commander and maintenance managers the flexibility they need in designing and implementing an effective maintenance operations plan that will ensure maximum operational readiness for the 871st Troop Command.
Discuss Lieutenant Colonel Yaron and Lieutenant Colonel Daniel interrelationship using Jung theory and the four (4) personality traits. Provide three (3) examples of how Lieutenant Colonel Yaron and Lieutenant Colonel Daniel personality and leadership style might enhance or hinder team performance for the complex military operation in this case study. Your assignment must: Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions. Include a cover
Leadership Essay Two: Why is a Philosophy of Leadership Important? LDSP 3000 Leadership Development Abstract Your personal leadership philosophy will define what you expect, what you value, and how you act. According to Colonel Maureen K. Leboeuf there are 7 elements to consider in developing a philosophy of leadership. Formally articulating your leadership philosophy will let others know what to expect from you as their leader. Vision, values, care of soldiers and families, leader development, change, diversity and humor are imperative to developing a credible leadership philosophy.
Soldiers Name Soldiers Rank Soldiers SSN Today's Date Your Unit Your Name and Rank Initial Counseling (Soldier's Name and Rank) this is your Initial Counseling as to what I as your (Your Position) expect from you and the standards you must maintain and uphold as a member of (Your Unit): *Appearance: State what your standards for appearance as far as personal hygene, uniform etc. are *Conduct/Military Bearing: State your standards. *UCMJ: Adress UCMJ, and local command policies. *Equipment: Accountability, serviceability, cleanliness etc. *PT/Training: What is your expectations.
I often have to deal with ever changing legislation such as the Joint Service Publications (JSP’s) regarding subjects taught at the training wing, as well as the JSP’s we have to work in line with the Royal logistic Corps Training and Development Team (TDT) which gives up to date changes regarding our codes of practice. some of my roles in teaching the CLM courses are teaching Military Discipline which gets updated regularly from the Army Act 2006, my other key area is Health & Safety which is governed by not only the Health and Safety at work Act 1974 (HASWA) but has its own JSP for the Ministry of Defence (MOD). (1.2) As with any organisation the MOD must comply with the Equality Act 2006, as for my role in promoting Equality and valuing Diversity as mentioned earlier the Royal Logistic Corps has a very versatile group with personnel from all over the commonwealth and also having many different religions. We adapt our lessons and exercises in line with the needs of personnel who may require a different learning style than that being used with extra time given to anyone that may have dyslexia or any other learning difficulty, if a soldier requires time off for religious beliefs they will be given extr concessions will also be made if a soldier wears headdress as part of their religion with time given before and after an event such as firing on a range where they must wear a helmet for safety reasons. Before all students arrive at the training wing they must be at a set standard as directed by the RLC which will include being at the right basic skills level for the course and at the right
USAREC whose motto is "To Provide the Strength," is basically the middleman that is hired by the seller (US ARMY) to deliver the message that the United States Army is looking to hire quality young women and men to serve in the Regular Army and Army Reserve. One of the avenues used by USAREC is the Advertising and Public Affairs Directorate that creates and executes advertising and public affairs programs to support all U.S. Army recruiting objectives. Among its many responsibilities are providing the link between the U.S. Army Recruiting
The United States Army Decision Making Style Leparis Johnson Zina Hampton MGT/350 Decision Style The decision style that the United States army uses is called collective-participative. The collective-participative decision making style allows leaders to gain the perspectives of his or her subordinates before making a decision. Outside information is considered but the decision is left totally up to the leader of the organization. With the collective-participative decision making style the leader is solely responsible for the outcome of his or her decision. Leaders that use the collective-participative style encourage their subordinates to give good ideas and strong knowledgeable advice to come up with a stellar decision.
Military Ethics Awareness Inventory Abstract This week’s team assignment was to find an organization and discuss how this organization differs or is the same ethically as other organizations. The team chose Harold’s Military experience with the Army and how ethical behaviors affect each individual soldier both professionally and personally. This paper discusses some of the Military and Army values and how unethical decisions or misconduct can affect an organization such as the Army. Military Ethics Awareness Inventory Ethics in the United States Army are very important including principles of conduct, behavior, and knowing the difference between right and wrong. An obligation of every Soldier is to protect the Constitution of the United States, fulfill one’s obligations as a citizen, and comply with local, state, and federal laws.
Process: embraces planning, design, development, and delivery of training programs 3. Output: Gathering data resulting from the training interventions 4. Outcomes: longer-term results associated with improvement in the corporation’s bottom line- its profitability, competitiveness, etc. D. TVS Model (1994) 1. Situation: collecting pre-training data to ascertain current levels of performance within the organization and defining a desirable level of future performance 2.
Michael Cuthbert MNGT 5590 Organizational Behavior Dr. George Hogan February 26, 2013 Case Study: Mission Command Assessment Team The Mission Command Assistance Team (MCAT) mission is to increase the training and readiness of FORSCOM units through assessing their mission command systems (MCS) networks and information systems (NIS) training and readiness, as well as assisting commander in training and mentoring their G6/S6 staffs and embedded Land War Net Forces. The MCAT mission enables commanders to certify proficiency in the set-up and operation of their mission command networks and information systems through focused training and readiness assessments and a comprehensive training and validation support plan. The specific systems that the MCAT focus on are G-6/S-6 Staff & Signal Processes, Network Operations, Warfighter Information Network – Tactical (WIN-T), Combat Net Radio (CNR), Spectrum Management, Information assurance Program, COMSEC Program, and the following applications (Battle Command Common Services (BCCS) & Battle Command Server (BCS), Command Post of the Future (CPOF), Help Desk operations, SharePoint, and Battle Command Sustainment Support System (BCS3)). The MCAT organization came into existence a little over two years ago because there was a need to help better prepare Brigade S-6 sections to deploy their Mission Command Systems. Brigade S-6 was going to Combat Training Centers (CTC) and failing badly when it came to deploying their systems.