...the rules of what to do in just in case for: Vehicle Leak on land and in water Proper Shower facilities are placed in right areas to keep contaminating the Wetland Map layout of Boundaries’ to every platoon. Numbers to call the proper authorities. Identify what pyro you will be using and to handle them. The best ways to keep track of this through a Risk Management Work sheet day by day. The more you drive certain route you will change the terrain. 1. List the five Components of Fitness. A: CR Endurance, Muscular Strength, Muscular Endurance, Flexibility, and Body Composition 2. There are seven recognized Principles of Exercise; List at least five of them. A Regularity, Progression, Balance, Variety, Specificity, Recovery, and Overload 3. You are designing a fitness program for your Soldiers; list the Three Phases of Conditioning that you must consider A: Preparatory, Conditioning and Maintance 4. When we analyze our wartime mission, we must keep in mind the physical demands of our daily activities and functions. This is done by following the Seven-Step Planning Process. List in order the Seven-Step Planning Process. A: Analyzing the mission, Developing fitness objectives, Assessing the unit, Determining training requirements, Developing fitness tasks, Developing a training schedule, Conducting and evaluating training 5. List the three groups of Soldiers that may require a Special PT Program. A: PT Failures, Those overweight, or have a...
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...CHAPTER 6 URBAN OPERATIONS This chapter describes techniques, procedures and special considerations that are used by platoons and squads throughout the planning and execution of operations in a urban area. Section I. OFFENSE While operating in urban areas, the major offensive collective tasks at platoon and squad level are attacking and clearing buildings. This involves isolating the objective, suppressing the threat, advancing the assault element, assaulting the building, clearing the building, and consolidating and reorganizing the force. Regardless of the type of urban area or the structural characteristics, there are six interrelated requirements for attacking a defended building: • Isolation of the building or objective. • Supporting fires. • Tactical movement • Breaching. • Assaulting. • Reorganization. Proper application and integration of these requirements can reduce casualties and hasten accomplishment of the mission. The platoon leader, when developing the plan for an attack on an urban objective, must consider the type of building to be assaulted, the rules of engagement (ROE), and the nature of the surrounding urban area. These considerations will determine the method of execution. For example, medium-size towns have numerous open spaces, and larger cities have high-rise apartments and industrial and transportation areas that are separated by parking areas or parks. Increased fire support is required to suppress...
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...Impact of Transformational Leadership on Follower Development and Performance: A Field Experiment Author(s): Taly Dvir, Dov Eden, Bruce J. Avolio, Boas Shamir Source: The Academy of Management Journal, Vol. 45, No. 4 (Aug., 2002), pp. 735-744 Published by: Academy of Management Stable URL: http://www.jstor.org/stable/3069307 . Accessed: 13/10/2011 04:47 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www.jstor.org/page/info/about/policies/terms.jsp JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. Academy of Management is collaborating with JSTOR to digitize, preserve and extend access to The Academy of Management Journal. http://www.jstor.org c Academy of Management Journal 2002, Vol. 45, No. 4, 735-744. IMPACT OF TRANSFORMATIONAL LEADERSHIP ON FOLLOWER DEVELOPMENT AND PERFORMANCE: A FIELD EXPERIMENT TALY DVIR DOV EDEN Tel Aviv University BRUCE J. AVOLIO University of Nebraska BOAS SHAMIR Hebrew University In a longitudinal, randomized field experiment, we tested the impact of transformational leadership, enhanced by training, on follower development and performance. Experimental group leaders received transformational...
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...TA 600-BNCOC/05-002 THE ARMY TRAINING SYSTEM (TATS) COURSEWARE BNCOC SOLUTION TO PRACTICAL EXERCISES BASIC NONCOMMSSIONED COURSE PHASE I PREPARED BY UNITED STATES ARMY SERGEANTS MAJOR ACADEMY FORT BLISS, TEXAS 79918-8002 FOR THE ARMYY SCHOOL SYSTEM (TASS) INSTITUTIONS FIELDING DATE: OCT 04 THIS PAGE INTENTIONALLY LEFT BLANK BNCOC SOLUTION TO PRACTICAL EXERCISES PFN T321 T342 L327 L326 L330 L335 L328 L333 L336 L324 L338 L340 T323 W326 W332 T341 W323 W325 W321 W322 Table of Contents The Risk Management Process Cultural Awareness Considerations Enforce the Equal Opportunity Program Communicate Effectively in a Given Situation The Army Writing Style Develop Subordinate Leaders in a Unit Counsel Subordinates The Noncommissioned Officer Evaluation Reporting System Motivate Subordinates to Accomplish Unit Mission Ethical Behavior Apply the Ethical Decision-Making Method at Small Unit Level Develop a Cohesive Team Training Management at the Squad Level Intelligence and Electronic Warfare (IEW) Operations Establishment of a Check Point Casualty Evacuation Troop Leading Procedures Squad Tactical Operations Graphics and Overlays Plans, Orders, and Annexes THIS PAGE INTENTIONALLY LEFT BLANK U.S. ARMY SERGEANTS MAJOR ACADEMY (BNCOC) OCT 04 BNCOC SOLUTION TO PRACTICAL EXERCISES BNCOC BNCOC Stand Alone Common Core THIS PAGE INTENTIONALLY LEFT BLANK T321 PRACTICAL EXERCISE SHEET T321 Title Lesson Number/Title Introduction OCT 04 THE...
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...AFTER ACTION REVIEW SECTION I. ADMINISTRATIVE DATA Task(s) Task Number Task Title Taught or After Action Review Supported Task(s) Task Number Task Title Supported N/A NA Academic The academic hours to teach this class are as follows: Hours PEACETIME HOURS/METHODS 100 mins/CO/PE/ 20 minutes video Total Hours 2 hrs Test Lesson Type of Test: Brigade Certification Test Number Total Hours: 3 hours Prerequisite Lesson Number Lesson Title Lesson(s) None None Clearance There are no clearance or access requirements for this lesson. and Access References |NUMBER |TITLE |DATE |PARA/ | | | | |PAGE | | | | |NO. ALL | |TC 25-20 |A Leader’s Guide To After Action Reviews |Sept 93 |All | |TC 25-10 |A Leader’s Guide To Lane Training |Aug 96 |Chapter 5 | Student Provide Slides to students one day prior to the start of class. Students Study must be prepared to discuss the Slides during class. Scan TC 25-20. Assignments Instructor One instructor, familiar with TC 25-20, Requirements Additional...
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...widely by the senior leaders of the Army and everyone understood the importance of the issues in the FA. After twelve years of persistent conflict the Army Field Artillery Branch is declining at an alarming rate, there is a continuing deterioration in the Field Artillery skills from section and platoon level through command (FA Center of Excellence). In order for the Artillery to remain reliable and allow the maneuver commander supremacy on the battlefield they will need assistance from a competent higher Field Artillery Headquarters (DIVARTY). DIVARTY is critical for the future of the Army and will allow the Artillery to focus on its three main war fighting functions of fires- deliver fires; integrate all forms of Army, joint and multinational fires; and conduct targeting (ARDP 3.09). The (fire support observer controller (OC) team at a JRTC rotation in 2010 found was that the soldiers on the guns, as well as the officers in leadership positions, were unaware or untrained on the basic skills required to conduct delivery of fires. The majority of units observed at JRTC and NTC had significant problems with gunnery and crew task. The majority of units were not performing firing tasks, such as howitzer calibration prior to a rotation, and frequently shout out of the safety box (JRTC WFF Trends). The main reason for the continued degradation of these basic skills is that the fires battalions, and fire supporters have been used to fill...
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...Enforce Environmental Laws and Regulations Practical Exercise .Read the scenario. Using the information provided in the references and lesson, arrive with your best possible solution. You are a squad leader in “Sapper” platoon, Special Troop Battalion, 3rd Brigade, 10th Mountain Division. Your unit will deploy to Afghanistan to conduct operations in support of Operation Enduring Freedom. One of your critical tasks in preparing for your deployment is to train your squad on the laws and regulations that we must implement to protect our environment from being damage and contaminated. The 586th Assault Float Bridge (AFB) Company will conduct a five-day FTX in the Anatuvak training area of Camp Yukon. The unit will depart Fort Chilly and convoy 120 miles on limited-access highways. The commander establishes several rest areas and tactical refueling and maintenance points along the route. Reconnaissance team indicated the trip to take approximately 8 hours. Upon arrival at Camp Yukon, the unit will move into the Anatuvak training area and set up a bivouac site, preceded by their quartering party. During the FTX, the company will conduct tactical-bridging operations on the Yukon River. The FTX will involve normal operations (12 to 16 hours a day), with some night and limited visibility operations. The operations will include the use of pyrotechnics and blank munitions. The FTX will not include live fire due to budgetary constraints. The area has hills, wetlands, several winding...
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...PROCEDURES 1-144. Troop-leading procedures (TLP) provide leaders a framework for decisionmaking during the plan and prepare phases of an operation. This eight-step procedure applies the logic of visualize, describe, and direct to the plan and prepare functions of the operations process. Steps in the TLP include: -Receive the mission. -Issue a warning order (WARNO). -Make a tentative plan. -Initiate movement. -Conduct reconnaissance. -Complete the plan. -Issue the order. -Supervise and assess. 1-145. For a complete discussion on making a tentative plan, see Chapter 6. 28 March 2007 FM 3-21.8 1-29 Chapter 1 RECEIVE THE MISSION 1-146. Leaders receive their missions in several ways—ideally through a series of warning orders (WARNOs), operation orders (OPORD)s, and briefings from their leader/commander. However, the tempo of operations often precludes this ideal sequence, particularly at the lower levels. This means that leaders may often receive only a WARNO or a fragmentary order (FRAGO), but the process is the same. 1-147. After receiving an order, leaders are normally required to give a confirmation briefing to their higher commander. This is done to clarify their understanding of the commander’s mission, intent, and concept of the operation, as well as their role within the operation. The leader obtains clarification on any portions of the higher headquarters’ plan as required. 1-148. Upon receiving the mission, leaders perform an...
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...* Read the scenario. Using the information provided in the references and lesson, arrive with your best possible solution. You are a squad leader in “Sapper” platoon, Special Troop Battalion, 3rd Brigade, 10th Mountain Division. Your unit will deploy to Afghanistan to conduct operations in support of Operation Enduring Freedom. One of your critical tasks in preparing for your deployment is to train your squad on the laws and regulations that we must implement to protect our environment from being damage and contaminated. The 586th Assault Float Bridge (AFB) Company will conduct a five-day FTX in the Anatuvak training area of Camp Yukon. The unit will depart Fort Chilly and convoy 120 miles on limited-access highways. The commander establishes several rest areas and tactical refueling and maintenance points along the route. Reconnaissance team indicated the trip to take approximately 8 hours. Upon arrival at Camp Yukon, the unit will move into the Anatuvak training area and set up a bivouac site, preceded by their quartering party. During the FTX, the company will conduct tactical-bridging operations on the Yukon River. The FTX will involve normal operations (12 to 16 hours a day), with some night and limited visibility operations. The operations will include the use of pyrotechnics and blank munitions. The FTX will not include live fire due to budgetary constraints. The area has hills, wetlands, several winding streams, and one large river. Signs in the area identify and mark...
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...coherent and assured information and intelligence to support commander’s conduct of activities. Land, sea, air and space platforms have critical ISR roles in supporting operations in general. By massing ISR assets, allowing a period of immersion, developing layering and cross cueing of sensors, an improved clarity and depth of knowledge can be established.[1] ISR encompasses multiple activities related to the planning and operation of systems that collect, process, and disseminate data in support of current and future military operations.[2] Examples of ISR systems include surveillance and reconnaissance systems ranging from satellites, to manned aircraft such as the U-2, to unmanned aircraft systems such as the US Air Force’s Global Hawk and Predator and the US Army’s Hunter, to other ground-, air-, sea-, or space-based equipment, and to human intelligence teams. The intelligence data provided by these ISR systems can take many forms, including optical, radar, or infrared images or electronic signals. Effective ISR data can provide early warning of enemy threats as well as enable military forces to increase effectiveness, coordination, and lethality, and demand for ISR capabilities to support ongoing military operations has increased.[3] ISR concepts are also associated with certain intelligence units, for instance Task Force ODIN, ISR TF (Company+) in Bosnia, Kosovo and Afghanistan. In the United States, the similar entity is used within their Marine...
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...The U.S. Army's 25th Infantry Division, nicknamed "Tropic Lightning," is headquartered at Schofield Barracks, Hawaii and is assigned to the Pacific Command. The Division of nearly 17,000 soldiers stationed in Hawaii, at Fort Wainwright and Fort Richardson, Alaska, focuses primarily on training for low intensity conflicts throughout the Pacific region. However, the 25th ID is fully involved in the Global War on Terror and deploys units in support of Operation Enduring Freedom in Afghanistan and Operation Iraqi Freedom in Iraq. The Tropical Lightning Division underwent the Army's modular re-organization in 2006. The 25th Infantry Division now has four Brigade Combat Teams (BCT) and an Aviation Brigade. The 1st and 2nd BCTs have fielded the Stryker combat vehicle, and the 4th BCT is Airborne qualified. The division's shoulder patch, a lightning bolt superimposed on a taro leaf, was formally adopted in 1943. The colors of gold and red were those of the late Hawaiian monarchy. While soldiers over the years have jokingly nicknamed the patch the "Electric Chili Pepper" or the "Electric Strawberry," in 1953, the nickname "Tropic Lightning" was officially adopted. In 1921, the United States Army formed the Hawaiian Division to protect the islands and our growing interests in the Pacific region. On October 1, 1941, the Hawaiian Division was split to create the 24th and 25th Infantry Divisions. The 25th Infantry Division was stationed at Schofield Barracks, on the island of Oahu, Hawaii...
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...Decision-Making Making decisions within a group of individuals can be a tedious, complicated, and lengthy process. Employees often work within a group setting and make vital decisions that affect the entire company. Occasionally the intricacy of an issue calls for the expertise and opinions of those employees who are subject matter experts in order to make a sound decision. Participation within the group decision-making process improves individual commitment to these decisions. Decision-making is not an easy task; a group may separate and refuse to work together to reach consensus or the same group may form a group think and stick to a decision that is familiar to them that is mutually acceptable for all involved without considering any other alternatives that may be better for the organization. Awareness of group decision-making techniques can assist managers with effectively comprehending and steer group decision making processes. Describe the Group Decision-Making Process As individuals, people making thousands of decisions daily. While working in a group setting, the number of decisions these individuals make expands. Both the individual members of the group and the group as a whole are making decisions. Begin with thinking about the first decision people make each day. This decision is most likely influenced by one of the last decisions made the day before-what time to wake up! As simple as this may seem, choosing what time to get up immediately affects the...
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...The Critical tasks are; 1) Conduct unit operations a) 071-326-5502 Issue a Fragmentary Order b) 071-326-5503 Issue a Warning Order c) 551-88N-3043 Prepare for Unit Move d) 071-326-3013 Conduct a Tactical Road March e) 071-720-0015 Conduct an Area Reconnaissance by a Platoon f) 551-721-3348 Perform Duties as Serial/March Unit Commander g) 551-88N-3042 Plan Unit Move h) 091-CTT-4001 Supervise Maintenance Operations i) 159-200-2020 Integrate Threat Capabilities into Mission Planning. j) 181-101-4001 Conduct a Search/Seizure k) 551-721-4326 Perform Duties as Convoy Commander l) 181-101-2023 Enforce the Uniform Code of Military Justice (UCMJ) m) 181-105-2001 Enforce the Law of War and the Geneva and Hague Conventions n) 181-105-2002 Conduct Combat Operations According to the Law of War o) 224-176-2426 Enforce Compliance with Media Ground Rules p) 805C-PAD-2503 Enforce Compliance with the Army's Equal Opportunity and Sexual Harassment Policies q) 850-001-4001 Integrate Composite Risk Management into Mission Plans r) 805C-PAD-4359 Manage Soldier's Deployment Requirements s) 805C-PAD-4550 Prepare a Standing Operating Procedure (SOP) t) 805C-PAD-4597 Integrate Newly Assigned Soldiers u) 850-001-3001 Employ the CRM Process and Principles and Apply Them to Operations v) 850-001-2000 Employ the CRM Process and Principles and Show How They Apply to Performance of My Job/Assigned Duties 2) Guard detained prisoners of war a) 301-371-1052 Protect Classified Information...
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...Modern Military Leadership Oliver Maddox Baker College This essay will journey through the never ending evolution of military leadership and how it has evolved into what is used to lead the world’s best fighting force. Areas such as wartime, peacetime and the global war on terrorism leadership will be explored. Why has leadership changed over the years and what were the lessons learned in during the development of this modern day leadership, will be answered in this essay. They will hopefully take away a better understanding how and why military leaders lead the way that they do. According to (Laurence, 2011) Today’s military leaders, more so than political leaders and corporate executives, face overwhelming volatility, uncertainty, complexity, and ambiguity. In addition to the leadership demands posed by the in extremis conditions of warfare, the wars in Iraq and Afghanistan require cultural competencies as well. In the military one does not simply sign up to be a leader. For an officer, they have to first get a degree from a college and be accepted into a military officer program or graduate one of the vigorous military academies. The enlisted side of the military also has to attend and successfully graduate various leadership schools as they progress in rank. These schools are designed to prepare the enlisted member as they embark on the levels of Non-Commissioned Officer and Senior Enlisted Non-Commissioned Officer. From the first day of basic training, leadership...
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...E. H. HOLROYD Assignment 301 Task A New Staff Mentoring. Understanding Roles, Responsibilities and Relationships in Education and Training This leaflet is published to assist you in mentoring a new member of staff in your department. You should only use this leaflet as a guide and it does not replace the staff handbook in any way. Teaching/Training Role for Babcock Employees As an employee of Babcock you have Roles and Responsibilities in the education and training of members of Her Majesty’s Armed Forces. Roles: 1. Assessor. You will be required to carry out periodic diagnostic assessment of the students whilst undergoing instruction. 2. Communicator. Clear communication is the pathway to students, colleagues and other professionals understanding the subject. 3. Behaviour. Although military discipline is responsibility of the military it is your role to impart the appropriate behaviour and respect for others that the company expects. . 4. Individual Needs. During their time with you there may be occasions when a student shows need for a more individual programme of instruction. It is your role, as a teacher, to refer the student to the relevant support mechanism. 5. There are numerous support mechanisms available for the students. The list is not exhaustive but includes SAAFA, Padre, Platoon Staff, Soldiers Review Board, Services Education Centre etc. . 6. An important role for you as a teacher...
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