...never change unless someone rewrites it to what they interpret it to mean. Same thing with church. You go to church on Sundays and listen to a preacher preach about the gospel but in all actuality he is preaching about his interpretation of the bible. Same thing with AR 670-1, especially with hairstyles. Hairstyles covered in AR 670-1 are written guidelines about the grooming standards of males and females in the Army. So are these written guidelines followed precisely or does someone interpret what they think it should be and enforce their opinion. In most all cases it is an enforced opinion. Someone may have the opinion that if you cant see skin on the side of the head then it isn't in regulation when in actuality it is as long as its a tapered appearance. So Where does it end? Why have a set standard if its not going to be a set standard. Is it an Army standard or someones standard? You can literally walk down a hallway and someone will say something about your hair then turn around and someone else will say something totally different about your hair. So there isn't a standard there are thousands of standards. With that being said, the guidelines state that Leaders 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 AR 670-1. Headgear will fit snugly and comfortably, without distorted or excessive gaps. Soldiers may not wear hairstyles that do not allow proper wear...
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...As a Non-commissioned Officer you can expect me to be a professional leader dedicated to taking care of soldiers, the mission, and the army way of life. You can expect me to use Army Regulations, Technical Manuals, and direct orders from my superiors as my guidance on what actions to take in each situation faced whether tactical or technical. I will not be afraid to make sound and timely decisions in the absence of my leadership’s orders. When left in charge I will take charge. My leadership can expect a top tier performer who strives to be one of the most competent Non-commissioned Officer’s within the unit. I will do this by adhering to the regulations, unit sop’s and any other guidance which governs my section. I will ensure my soldiers do the same, holding them to strict but attainable standards and expecting nothing less. I will teach, coach, counsel, and mentor these soldiers-teaching them what a leader is and grooming them to be leaders also. My peers can expect a trustworthy co-worker, who will help hold them up when they are down and embrace them when they are up. I will be understanding and considerate when dealing with my peers ensuring not to step into their areas of responsibility without cause. I will give them advice and instruction in areas they are not as strong in and lending help to their sections when the mission dictates a need for it. When they are out of the office I will take care of their soldiers and sections as if they are my own. My soldiers...
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...In every picture we saw, and interview with fellow service members we conducted, the beard was evident. It was a sign of respect and devotion to Islam, even the village elders in Afghanistan grew long beards and dyed them red to identify their leadership position. I put in a request to my boss, justifying my team have “relaxed grooming standards,” or the ability to grow facial hair. This initially was met with resistance because service members are known for being clean cut and properly dressed at all times. I assured him we would maintain pride and professionalism, and that the goal would be to develop rapport with members of the Afghan culture. Ultimately, my request was approved and it had a profound effect upon my organization; we were now viewed by the group commander in San Diego as empathetic individuals who could readily adjust our own standards to benefit relationships with our allies, while maintaining our expertise and professionalism. I perceived my organization’s leadership to be very hard headed and resistant to change. Upon approval, this changed and I had a restored faith in our adaptability as a force; we embedded culture into our team which is sometimes impossible within a military...
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...An NCO in my eyes is first most a leader, someone that has his soldiers back, there to protect and defend them, mentor them, and guide them into being NCO's themselves one day. As an NCO you need to be able to share your knowledge with younger soldiers, teach them the ways of the Army, let them not only learn from their mistakes, but from the ones we have made along the way as well. An NCO needs to be able to trust in his soldiers, but more importantly, soldiers need to be able to trust their NCO's. How can a soldier follow us into battle if they cannot trust us with the smaller things? How can a soldier turn to you in confidence with an issue that they have if they can’t even trust you, as an NCO, to have their back about something small or petty. As an NCO it is our job to instill that trust, to earn that trust, from our soldiers. We do that day in and day out. Not just by how we treat them, but by the things they see us do, the way that they see us handle adversity. In many ways being an NCO is like being a father. Soldiers look up to us for guidance, much like our children do. Soldiers look at how we handle situations, and they learn from that. They may not agree with us on the way that we think, but it is our job to show them the right way. I have looked up to my NCOs for guidance on many things, some simple, and some more complex. I feel an NCO should be that father figure, or older brother type, to our soldiers. Be there to help guide them. Every soldier looks at an NCO...
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...Black women take issue with new Army rule on hair By The Atlanta Journal-Constitution, adapted by Newsela staff May. 09, 2014 4:00 AM Jasmine Jacobs poses for a portrait at her home in Atlanta, April 2, 2014. Jacobs, six years into what she thought was a promising and long military career, said she was finally done in by the one thing that was always natural to her; her hair. Jacobs railed against a new policy that places heavy restrictions on how women can and cannot wear their hair in the military. ATLANTA—Jasmine Jacobs, a soldier in the Army National Guard, knew that however she decided to wear her hair, it had to be neat. So, four years ago, when she decided to stop straightening her hair and wear a more natural look, she figured it would make her a better soldier. It would require less care, especially on maneuvers and drills. “I never had anyone say anything to me about my hair,” Jacobs, 25, said. “It’s never been out of regulation or interfered with my headgear.” That changed in April when the Army issued rules about how women in uniform can wear their hair, along with regulations about tattoos. The rules ban certain hairstyles, including twists, large cornrow braids and dreadlocks, that are popular among black women. That hit a nerve already made sensitive by generations of debate within the black community over what is “good” or “bad” hair. 1 Petitioning The White House Jacobs, who wears two-strand twists, launched a White House petition to cancel the ban...
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...Army Regulation 670–1 Uniform and Insignia Wear and Appearance of Army Uniforms and Insignia Headquarters Department of the Army Washington, DC 10 April 2015 UNCLASSIFIED SUMMARY of CHANGE AR 670–1 Wear and Appearance of Army Uniforms and Insignia This rapid action revision, dated 10 April 2015-o Updates tattoo, branding, and body mutilation policy (para 3-3). o Updates initial entry determination authority on tattoos and brands for Active Army and U.S. Army Reserve Soldiers (para 3-3g(1)). o Authorizes wear of the Army combat uniform for commercial travel (para 3-7c). o Clarifies wear of Army uniforms at off-post establishments that primarily sell alcohol (para 4-3c(1), 5-3c(1), 6-3c(1), 11-3c(1), 12-3c(2), 13-3c(1), 14-3c(1), 15-3c(1), 16-3c(2), 17-3c(2), 18-3c(2), and 19-3c(2)). o Updates the authorization of shoulder sleeve insignia for current organizations (para 21-16a(12)). o Clarifies approval of shoulder sleeve insignia for current organization (para 21-16b). o Updates wear guidance of shoulder sleeve insignia-former wartime service for Operation Enduring Freedom (para 21-17b(13)). o Adds wear guidance of shoulder sleeve insignia-former wartime service for Operation Inherent Resolve (para 21-17b(16)). o Adds wear guidance of shoulder sleeve insignia-former wartime service for Operation Freedom’s Sentinel (para 21-17b(17)). o Clarifies approval of distinctive unit insignia (para 21-22b). o Updates wear guidance of overseas service bars for Operation...
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...Regional Slating for Intelligence Military Occupational Specialities A Square Peg in a Square Hole Master Sergeant Paul R Carey CMR 445 Box 231 APO AE 09046 +49 0152 0425 2074 paulrcarey@gmail.com In a May 2015 edition of the Marine Corps times, the acting undersecretary of defense for personnel and readiness stated “this is a moment that calls for revolutionary change in the human resources practice of the DoD”. This article, and several other publications, including “Bleeding Talent: How the U.S. Military Mismanages Great Leaders and Why It's Time for a Revolution” by Tim Kane, have long called for change within the military personnel slating system, and have attributed a disturbing loss of talent to this anachronistic human resources system. Nowhere is this more evident than in the intelligence occupational specialities within the Marine Corps, where a lack of technical expertise within its intelligence specialists and counterintelligence/human intelligence fields have made Marine Corps intelligence a well-rounded enterprise, but an enterprise lacking in depth and specialization. To solve this experience shortfall and give commanders the tactical and technical expertise in specific geographic regions, Marines in intelligence military occupational specialities should be exclusively assigned to a geographic region for their career. The Regional Cultural Language and Familiarization (RCLF) program officially stood up in October 2012 through the publication of MARADMIN...
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...According to the dictionary, discipline is: Training that is expected to produce a specific character or pattern of behavior, especially training that produces moral or mental improvement. Controlled behavior resulting from disciplinary training. A systematic method to obtain obedience. A state of order based upon submission to rules and authority. To train by instruction and control. Discipline is a learned behavior. It is much more than blind obedience and punishment. Rather, it is a state of order and obedience that is a result of regulations and orders. You must be disciplined to achieve your goals. Discipline is training that develops, molds, strengthens, or perfects mental faculties and character. It involves placing group goals above your own, being willing to accept orders from higher authority, and carrying out those orders effectively. Part of the job of a cadet is to make their fellow cadets aware of the purpose and meaning of discipline. Types of Discipline. Self Discipline. Self discipline is a willing and instinctive sense of responsibility that leads you to know what needs to be done. Getting to work on time, knowing the job, setting priorities, and denying personal preferences for more important ones all measure how self disciplined you are. This is the highest order of all disciplines because it springs from the values you use to regulate and control your actions. The ideal situation is to motivate cadets to willingly discipline themselves, and exercise...
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...HRM 6311 Final Project Human resource management continues to change as the nature of business changes. 20 years ago in the military, the primary focus was the accurate on time preparation of paperwork to include, evaluation reports, awards and orders to requisition and transfer equipment. There was a huge focus in the area of personnel management, which was mostly left to small team at local level. Lundy (1994) already believes that the personnel management role lacked strategic relevance because it was mainly an administrative-type role, whereas the modern concept of human resource management is much more strategic in scope. He states that human resource management came about due to a “change in the functions, boundaries, substance and objectives” of the original personnel management function (p. 693). A change came about within the military community when we became a nation at war for the past 12 years. As the strategic war fighting procedure changed so did the way our organization manages personnel. To have a successful operation, it is imperative that an organization has smart, self-motivated employees. In order to fill positions a carefully manage process must be used to advertise, recruit and select and retain these individuals. Human resource professional have to identify challenges, streamline their current HRM practices and determine if the methods employed are effective to current operations. Next, managers make recommendations to improve HR operations while being...
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...FM 999-3 Headquarters Department of the Army Counter-Zombie Operations at the Fireteam Level Table of Contents Page Preface ……………………………………………………………………………………………………………ii Introduction………………………………………………………………………………………………………iii CHAPTER 1 – THE ZOMBIE …………………………………………………………………………………..1-1 The Disease ……………………………………………………………………………………………1-1 Zombie Stages, Identification and Action ……………………………………………………..1-1 CHAPTER 2 – ZOMBIE FIGHTING EQUIPMENT …………………………………………………………..2-1 Protective Equipment ……………………………………………………………………………….2-1 Weapons Effective Against Zombies …………………………………………………………….2-2 Weapons Ineffective Against Zombies ………………………………………………………….2-3 CHAPTER 3 – THE FIRETEAM IN COUNTER-ZOMBIE OPERATIONS …………………………………3-1 Fireteam Formations and Individual Soldier Tasks ………………………………………….3-1 The Fireteam on Offense …………………………………………………..………………………3-3 The Fireteam on Defense ………………………………………………………………………….3-4 Joining or Rejoining Friendly Forces ……………………………………………………………..3-6 Chapter 4 – WEATHER AND TERRAIN ……………………………………………………………………..4-1 CHAPTER 5 – CIVILIAN CONSIDERATIONS ………………………………………………………………..5-1 APPENDIX A – APPROVED UNIFORMS AT THE ARMY ZOMBIE COMBAT SCHOOL ………………A-1 APPENDIX B – DISCLAIMERS AND NOTICES ……………………………………………………………..B-1 DISTRIBUTION RESTRICTION: Approved for public release, distribution is unlimited. iii FM 999-3 Preface FM 999-3 is the primary doctrinal reference on conducting fire team sized infantry operations in a Zombie infested environment in the United...
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...homosexuals from serving our country. However, they did consider sodomy a criminal offense. According to the “Article 125 of Uniform Code of Military Justice (UCMJ) prohibits all service members from engaging in sodomy. Service members found violating this article can be court-martialed and imprisoned if found guility.” (Alexander) Sodomy is defined as, “anal or oral copulation with a member of the same or opposite sex” (Sodomy). In 1778 the first solider, Lieutenant Gotthold Frederick Enslin, was discharged from the Continental Army for sodomy. The military’s main focus was on homosexual behavior, but eventually shifted to eliminate homosexual personnel all together. During this time, psychiatric evaluations were administered to prevent homosexuals from entering the military due to an alleged “medical” reason. In 1916, the Articles of War clearly forbid homosexuals from serving in the U.S. military. For the first time in 1942 the army included a clear definition of regulations for both homosexual and “normal” persons. This included distinct procedures for rejecting gay draftees. In 1981, the Department of Defense issued a new policy which indicated that determinedly homosexuals were unsuitable to serve. After this new policy became effective nearly 17,000 men and women were discharged...
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...Executive Summary In this report, I would state and analyze Procter and Gamble (P&G). In the beginning, P&G had just supply soap and candles to the Union armies, but now it has become to a global manufacturing, distribution, and marketing company focusing on providing branded products with superior quality and value. It provided over 300 brands reaching consumers in about 140 countries. P&G is focusing on provided fashion, high quality products for consumers. In order to satisfy consumers, P&G segment its consumers into different group, such as age, gender, ethnicity, material status, and low income consumers. With the segmentation, P&G could analyze what consumers’ demand. Human’s living standard is improved rapidly. People is getting to pay more attention on cleaning products to keep their bodies clean and looking good. Most of the people thought that beauty/feminine care products were just for females, but actually the number of men spending time in front of the mirror, grooming themselves had increased. With the growing trend for men to use beauty products, P&G started manufacturing more products for them and try to satisfy their needs. For example, they designed the products so that they would attract male consumers, by using dark colors for the packaging so that it looked more masculine. P&G is always try to satisfy needs of consumers. With a company which had more than 100 years history, P&G was strong in brand quality reputation, price competition, scales of economic...
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...* 1.0 EXECUTIVE SUMMARY Gillette has been the leading brand in men's grooming industry across the globe. With its wide range of products caters to the premium segment of the men's grooming market. It faces intense competition in the toiletries market whereas the competition in the razor market is not that intense. This case study aims at identifying the problems faced by Gillette in the toiletries market. We have suggested a plan for Gillette toiletries along with other suggestions for Gillette to face the competition in the near future and the long run. 2.0 SITUATIONAL ANALYSIS Of Gillette's recent moves, by far the riskiest is the toiletries line. Gillette's track record there is spotty, with successes in the 1960s and 1970s followed by a series of disappointments, such as a failed foray into European women's toiletries in the 1980s. But Gillette's strength is with men, and executives are convinced they can use their strong brand name as an umbrella for a wider range of men's products. The line includes 14 items, notably pre- and after-shaves and a gel shaving cream. The most innovative product: a gel-based deodorant that will roll on using a patented, sieve like delivery system. Will it work? Many outsiders are sceptical, citing Gillette's sorry record in toiletries. Besides, competition has become very stiff in the once fragmented men's toiletries business. Procter & Gamble now owns Old Spice and Noxzema, Colgate bought Mennen, and Unilever grabbed Faberge's...
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...Beer cans and old pizza cartons are stacked throughout the room. The fellow is usually wearing a crummy t-shirt with food stains all over it. This sad image is what some would say represents manliness. They couldn’t be more wrong. While many think that only effeminate men would take the time to care about cleanliness; manly men understand that taking pride in cleanliness develops one’s attention to detail, work ethic, and self confidence. Moreover, cleanliness facilitates the orderly development of one’s life. The History of Cleanliness While the meaning of all the virtues has changed overtime, the application of the virtue of cleanliness has perhaps fluctuated the most. We would probably be grossed out by Franklin’s standard of cleanliness, and today’s standard would likely have disturbed him. Historically and up through the present day, ideas of what constitutes “cleanliness” has varied greatly. For an ancient Egyptian or Babylonian, cleanliness meant showering with water from aqueducts or simply from servants pouring water on you. A soap made from ashes and animal fat was used. The Greeks created the first plumbed-in showers, and citizens showered outside at various spigots scattered throughout their cities. For an ancient Roman cleanliness meant rubbing his body with oil and dust and then adding a layer of perspiration from a day of work or play. After he had built up a...
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...Army Regulation 670–1 Uniforms and Insignia Wear and Appearance of Army Uniforms and Insignia Rapid Action Revision (RAR) Issue Date: 11 May 2012 Headquarters Department of the Army Washington, DC 3 February 2005 UNCLASSIFIED SUMMARY of CHANGE AR 670–1 Wear and Appearance of Army Uniforms and Insignia This rapid action revision, dated 11 May 2012-o Integrates the Program Executive Office Soldier products list guidance into the Uniform Quality Control Program (para 2-8). o Makes administrative changes (app A: marked obsolete forms and publications; corrected forms and publication titles; and corrected Web site addresses; glossary: deleted unused acronyms and corrected titles/abbreviations as prescribed by Army Records Management and Declassification Agency). *Army Regulation 670–1 Headquarters Department of the Army Washington, DC 3 February 2005 Effective 3 March 2005 Uniforms and Insignia Wear and Appearance of Army Uniforms and Insignia Corps of Cadets, United States Military Academy, only when their respective uniform regulations do not include sufficient guidance or instruction. It does not apply to generals of the Army, the Chief of Staff of the Army, or former Chiefs of Staff of the Army, each of whom may prescribe his or her own uniform. During mobilization, the proponent may modify chapters and policies contained in this regulation. History. This publication is a rapid action revision (RAR). This RAR...
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