...of not less than 72 semester hours in theological or related studies is required to work as a Navy Chaplain” (Navy). People who want to reach the position of Navy Chaplain they must first acquire a bachelor’s degree in a theological field and an ecclesiastical endorsement from a faith registered with the Department of Defense (Navy). After a religious degree is acquired, the person moves on to ODS (Officer Development School) located in Newport, Rhode Island. (Navy). ODS is a 5 week course that teaches an officer candidate how to lead the men and women of the Navy. Candidates are taught military indoctrination: military customs, courtesies, naval terminology, basic uniform assembly and requirements, inspection procedures, and training requirements. Damage control: dealing in the different types of damage, warfare, and nautical catastrophes. Firefighting techniques: Chemical, biological, and radiological warfare defense. Also allowing time to teach flood control and prevention. The Naval Leadership courses instruct and emphasize the importance of leadership attributes, motivation, team building, management strategies, decision making, and communication skills. When the sailor moves onto the Division Officer Course they learn about rank structure, performance assessments, classified material trafficking, pay and allowances. Next they learn the in’s and out’s of Military Law: Military code of conduct, the Geneva Convention and uniform code. Naval Warfare: Learning of equipment, shipboard...
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...Ethical Issues Within Organizations Introduction I have been afforded the opportunity to serve in two distinctly different organizations. In my full-time vocation, I serve as pastor of Seigle Avenue Presbyterian Church. In my part-time career, I am a military officer serving as a chaplain for the 145th Air National Guard. In this paper, I will discuss and examine the United States military and the standards of ethic and integrity within the organization. Specifically, I will the Air National Guard as a backdrop to determine conclusions, access organizational climate and provide feedback as it relates to ethics and integrity. Later in the paper I will name five steps leaders can consider to prevent, control or minimize destructive behaviors. Further, I will create clear distinctions between organizational compliance and organizational integrity and list elements that must be included to improve the integrity of the organization. Finally, I will share my opinion of my personal ethical stance; cultural relativist or universal ethicist. Upon defending my position, I hope to clarify my ethical stance and support this stance in my leadership as a military chaplain and officer. The United State Air Force In 1997, I was commissioned to serve in the Air Force National Guard in the rank of 1st Lieutenant. I joined the Air Guard because I wanted to serve in ministry beyond the local parish. Additionally, I embraced the core values of the Air Force and wanted the integration of those...
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...citizens to see it. In many cases the “offensive” object is not on government property but is rather a private display or decision. If this were ten years ago I might have argued that the issue was keeping the Church out of the State. However, more recently, the focus seems to be the other way around. Now more than ever, it seems that the focus needs to be on keeping the state out of the church setting. Consider these recent cases. In Houston there were five Christian Pastors that were served subpoenas by the city to turn over any sermons that specifically addressed homosexuality. The Houston, TX Mayor, Annise Parker, was quoted stating that all sermons were “Fair game” and all Pastors involved were fined for not following the Houston Rights Ordinance. In Idaho the owners of a small Christian Chapel were informed that their refusal to perform same-sex weddings violated the city’s non-discrimination ordinance. It is my opinion that when...
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...“Don’t Ask, Don’t Tell” policy is effective, yet others find it problematic. The policy has affected not only homosexuals wanting to serve our country, but also those attempting to find employment. Homosexuals serving in the military have been a long debated topic throughout U.S. history. As early as Revolutionary War times, the military did not exclude 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...
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...Chapter 7 Prevention of Sexual Harassment 7–1. Overview The prevention of sexual harassment is a commander’s responsibility. The EOA plays a pivotal role by assisting the commander with policy awareness, training, command climate assessments, complaints processing and overall advisory assistance concerning the prevention of sexual harassment. 7–2. Chain of command responsibilities Commanders and supervisors will— a. Ensure that assigned personnel (to include RC personnel under their jurisdiction) are familiar with the Army policy on sexual harassment. b. Publish and post written command policy statements for the prevention of sexual harassment. All statements will be consistent with Army policy. They will include the local command’s commitment to the Army’s policy against sexual harassment and will reaffirm that sexual harassment will not be tolerated. The statement will explain how and where to file complaints and will state that all complainants will be protected from acts or threats of reprisal. Each ACOM/ASCC/DRU, installation, separate unit, agency, and activity down to company, troop or battery level will publish a sexual harassment command policy statement. Units should coordinate these policy statements with the servicing staff judge advocate or legal advisor before publishing them. c. Continually assess and be aware of the climate of command regarding sexual harassment. Identify problems or potential problems. Take prompt, decisive action to investigate...
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... ARMY Magazine, March 2012. Created by: SAMANTHA S. SHIRLEY SGM, USA S-3 SGM, 86th ESB BLDG 21100, Room 3117 FT Bliss, TX 79918 COM: 915.741.4866 DSN: 312.711.4866 BB: 520.508.8370 NIPR: samantha.s.shirley.mil@mail.mil AKO: samantha.shirley@us.army.mil The NCO Creed No one is more professional than I. I am a Noncommissioned Officer, a leader of Soldiers. As a Noncommissioned Officer, I realize that I am a member of a time-honored corps, which is known as “The Backbone of the Army”. I am proud of the Corps of Noncommissioned Officers and will at all times conduct myself so as to bring credit upon the Corps, the Military Service and my country regardless of the situation in which I find myself. I will not use my grade or position to attain pleasure, profit, or personal safety. Competence is my watchword. My two basic responsibilities will always be uppermost in my...
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...and individual Soldiers must take to keep stress within an acceptable range. This does not mean that control and management are mutually exclusive terms. Management is, by definition, the exercise of control. Within common usage, however, and especially within Army usage, management has the connotation of being a somewhat detached, number–driven, higher echelon process rather than a direct, inspirational, leadership process. Stress is the body’s and mind’s process for dealing with uncertain change and danger. Elimination of stress is both impossible and undesirable in either the Army’s combat or peacetime missions Combat and Operational Stressors Combat and operational stress will affect you and your Soldiers throughout your military careers. But, as a leader you must learn and teach your Soldiers to recognize the symptoms, and take steps to prevent or reduce the disruptive...
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...Army Regulation 600–20 Personnel–General Army Command Policy Headquarters Department of the Army Washington, DC 6 November 2014 UNCLASSIFIED SUMMARY of CHANGE AR 600–20 Army Command Policy This administrative revision, dated 6 November 2014-o Updates Equal Opportunity Policy (paras 6-2c(8)(c) and 6-2c(8)(f)). This administrative revision, dated 30 October 2014o Updates summary of change bullet (para 2-8b). o Makes administrative changes (throughout). This rapid action revision, dated 22 October 2014-o Updates purpose (para 1-1). o Updates responsibilities for the ready and resilient campaign (paras 1-4a-d). o Directs readers to the Army Publishing Directorate’s “notes” page on AR 60020 for additional guidance on the Army Sexual Harassment/Assault Response and Prevention Program (para 1-4e(6)). o Clarifies the groups of personnel who must be informed of the Army’s accommodation of religious practices policies (para 1-4f). o Adds the categories “senior field grade officers,” “senior field grade warrant officers,” ”field grade warrant officers,” “company grade warrant officers,” “enlisted noncommissioned officers,” and “junior enlisted Soldiers” (table 1-1). o Adds policy that the senior commander is normally, but not always, the senior general officer at an installation (para 2-5b(4)(a)). o Adds policy for command responsibility for the Total Army Sponsorship Program (paras 2-5b(4)(a)16 and 2-5b(4)(c)8)...
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...Phillip D. Marks, Sr. Chaplain Samuel Smith PHIL 2306 April 19, 2016 Report on Human Conduct, Problem of Ethics – Chapter 10 The opportunity to read this chapter during such a historic and to some volatile period was amazing. In studying this chapter, it enlightened my scope and view of arguing perspectives from all sides. For so many years, and I’d ashamedly admit until I read this chapter, I too equated justice with fairness. It’s just so easy to state that when justice is served, everyone is treated fairly. However, that’s just not always the case. Fair treatment is relative, depending on one’s opinion or who it is that you’re speaking with. The text reads that justice is individualistic. In this nation, there is a tendency to group so many entities and operate through collectivism. Entire races, genders, and cultures are often thrown into the same barrel of idealism and many are judged based on the actions of one. When it comes to race relations, it is easy for one African American male to be harassed in a store or while driving, because there is a collectivistic view of all black males by some. Just when I thought my mind had expanded beyond the point on fairness, I was then presented with the argument of equal treatment. Another blanket statement quoted in the chapter is, “everyone should be treated equally.” At first glimpse, this is a plausible statement. But when you begin to peel the onion of what equal treatment looks like, it changes...
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...the International Committee of the Red Cross International Committee of the Red Cross 19 Avenue de la Paix 1202 Geneva, Switzerland T +41 22 734 6001 F +41 22 733 2057 E-mail: icrc.gva@icrc.org www.icrc.org Original German title: Es begann in Solferino ISBN 2-88145-058-X # International Committee of the Red Cross Geneva 1994 FOREWORD The ICRC takes pleasure in presenting this compendium of case studies of International Humanitarian Law (IHL), a collection of some 60 cases in which IHL is applicable, taken from a work entitled Es begann in Solferino by Mr. Horst Seibt, IHL expert, of the German Red Cross. With his kind permission, the ICRC has translated it and adapted it to the general plan of one of its recent publications, Basic Rules of the Geneva Conventions and their Additional Protocols. The analysis of case studies is (if I may be allowed the metaphor) a sort of obstacle race over IHL territory. It is the rider who, on completing his circuit faultlessly, realizes the majesty and beauty of horsemanship. And it is by overcoming all the difficulties of these cases that the importance of IHL, and its applicability to present conditions, will be realized and IHL better understood. The cases are admittedly difficult, but they can be an excellent means of individual training. They are especially intended for members of National Societies who are keen to improve their own knowledge and to be able later on to train qualified personnel, as provided for in Article 6 of...
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...Army Regulation 190–8 OPNAVINST 3461.6 AFJI 31-304 MCO 3461.1 Military Police Enemy Prisoners of War, Retained Personnel, Civilian Internees and Other Detainees Headquarters Departments of the Army, the Navy, the Air Force, and the Marine Corps Washington, DC 1 October 1997 UNCLASSIFIED SUMMARY of CHANGE AR 190–8/OPNAVINST 3461.6/AFJI 31–304/MCO 3461.1 Enemy Prisoners of War, Retained Personnel, Civilian Internees and Other Detainees This revision-o o o Establishes a multi-service regulation for all services (para 1-4a). Ensures compliance with DOD Directive 2310.1 dated August 1994 (para 1-4g). Establishes HQDA, Deputy Chief of Staff for Operations as the primary Army Staff responsibility for the Enemy Prisoner of War, Civilian Internee and Retained Persons Program (para 1-4c). Establishes a DD FORM 2745, Enemy Prisoner of War(EPW) Capture Tag (para 21b). Highlights Combatant Commanders, Task Force Commanders and Joint Task Force Commanders responsibilities (para 1-4g). Establishes procedures for conducting tribunals (para 1-6). Establishes Public Affairs policy (para 1-9). Establishes policy for EPW held aboard ship (para 2-1b). Updates OCONUS evacuation policy (para 2-3). Establishes the use of Health and Comfort Packs as a temporary substitution for Advance of Pay for short term operations (para 3-4h). Updates procedures for contracting EPW (para 4-22). Combines AR 190-8 and AR 190-57 (para 6-1). o o o o o o o o o Headquarters Departments of...
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...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 is effective 11 June 2012. The portions affected by this RAR are listed in the summary of change. Summary. This regulation prescribes Department of the Army policy for proper wear and appearance of Army uniforms and insignia, as worn by officers and enlisted personnel of the active Army...
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...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 is effective 11 June 2012. The portions affected by this RAR are listed in the summary of change. Summary. This regulation prescribes Department of the Army policy for proper wear and appearance of Army uniforms and insignia, as worn by officers and enlisted personnel of the active Army and the U.S. Army...
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...structure for similar or related ideas). (See Figure 2 for examples.) f. Avoid long, rambling paragraphs. If a paragraph’s longer than 20 lines, it should probably be restructured to include subparagraphs. g. Organize the material. Where the issuance templates don’t provide a specific structure, organize sections, enclosures, and appendixes so that earlier paragraphs serve to make later paragraphs clear. When possible, use paragraph headings to highlight important concepts so the reader can see at a glance what the paragraph’s about. Figure 1. Characteristics and Examples of Passive and Active Voice PASSIVE VOICE Frequently omits the doer of the action An information copy of the board meeting minutes must be forwarded to the members. A military chaplain of a particular religious organization may be appointed as a consultant. Frequently is longer and less direct; frequently includes a “by” phrase A written agreement will be executed by the parties. Implementing instructions will be issued by the DoD Components. ACTIVE VOICE Identifies the doer The Chair must forward an information copy of...
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...Army Regulation 350–1 Training Army Training and Leader Development Rapid Action Revision (RAR) Issue Date: 4 August 2011 Headquarters Department of the Army Washington, DC 18 December 2009 UNCLASSIFIED SUMMARY of CHANGE AR 350–1 Army Training and Leader Development This rapid action revision, 4 September 2011-o Implements the Don’t Ask, Don’t Tell Repeal Act of 2010 by deleting all references to developing and conducting training concerning the Army’s Homosexual Conduct Policy (paras 2-21p and 2-22k.) o Rescinds paragraphs 2-6r, 2-46ac, and G-14e.) 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 350–1 Headquarters Department of the Army Washington, DC 18 December 2009 Effective 18 January 2010 Training Army Training and Leader Development History. This publication is a rapid action revision (RAR). This RAR is effective 20 September 2011. The portions affected by this RAR are listed in the summary of change. Summary. This regulation consolidates policy and guidance for Army training and leader development and supports a full-spectrum, force protection, expeditionary Army. Applicability. This regulation applies to the active Army, the Army National ...
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