...get my squad prepared for the upcoming deployment I need to look at the METL and see what I can expect as far as daily operations. I know that I will need to implement a lot of cardiorespiratory endurance training based on the terrain. Muscular strength will still be a factor, but I will adjust the ratio of the program so as to put more of a focus on running, ruck marching, and buddy carry type exercises. Some objectives I would create would be ability group runs that increase by time and speed weekly. Ruck marches at distances starting at 3 miles with a 30 lb ruck to 12 miles with a 60lb ruck. Buddies carry drills that consist of fireman carries, log drills and litter runs. While this is being conducted I will monitor each soldier and identify specific problems that need to be worked on and adjust the training schedule accordingly. As far as the soldiers that are overweight they would conduct physical training with the platoon as well as take part in special population PT the same day. This would be emplaced to help push those soldiers to get within standards in accordance with AR600-9 that much faster. The overweight soldiers need a special separate plan to get where they need to be, but taking away from physical training that is imperative to the mission is a problem. That is why we would initiate a special population program at a different time. If I was a squad leader that inherits a squad that has overweight issues, I will first schedule an appointment for my squad to see...
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...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 RISK MANAGEMENT PROCESS T321 version 1 / THE RISK MANAGEMENT PROCESS This practical exercise requires you to apply the risk management process to a 10-mile cross-country forced march (dismounted). You must complete a risk management worksheet for this scenario IAW FM 100-14. Motivator Each year many soldiers receive...
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...2nd Squad Safety Brief * First off, if you are under 21, don't drink, if you're over 21, don't drink and drive. If you live in the barracks, make sure you only drink in your room and don't go outside of your room with alcoholic beverages. If anyone ends up having a party or a small get together and you witness someone underage drink, leave. If you are found taking part of underage drinking or providing alcohol to someone underage you will be punished under UCMJ. * Make sure you stay hydrated, and if you choose to drink, be sure you double the amount of water you drink, so you all come back on Monday for PT. Showing up hung over and unable to perform Monday morning for PT will be unsatisfactory. We will take you to the MP station and have you breathalyzed to see if you are drunk on duty. Men it's not worth it. * Don't beat your spouse and don't let your spouse beat you. If you and your significant other begin to have an argument, walk away. Your career is on the line and your chances coming out a victor after an altercation where MP's are involved, you will be sadly mistaken. Call your first line supervisor immediately and they will help you out. * Guests on post and at the barracks. If you call the front gate and sponsor someone coming on post you will be held accountable of their actions. Remember to abide by the rules for signing in guests at the barracks. Failure to do so will be lost of visitor privileges on post/barracks. * Be careful out there - travel...
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...Leader’s Book NAME INSERT YOUR NAME UNIT INSERT YOUR UNIT PHONE # INSERT YOUR NUMBER Creed of the Noncommissioned Officer Creed of the Noncommissioned Officer 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 watch-word. My two basic responsibilities will always be uppermost in my mindaccomplishment of my mission and the welfare of my soldiers. I will strive to remain tactically and technically proficient. I am aware of my role as a Noncommissioned Officer. I will fulfill my responsibilities inherent in that role. All soldiers are entitled to outstanding leadership; I will provide that leadership. I know my soldiers and I will always place their needs above my own. I will communicate with my soldiers and never leave them uninformed. I will be fair and impartial when recommending both punishment and rewards. Officers in my unit will have maximum time to accomplish their duties; they will not have to accomplish mine. I will earn their respect and confidence as well as those of...
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...Philosophy 1. The purpose of this counseling is to provide you with the information about my philosophy on leadership, standards and expectations. I have tremendous expectations of you as a Motor sergeant in this company. I am confident that you will not have any difficulty implementing and accomplishing what is expected as long as we work together as a team. Always remember, there is no “I” in “TEAM”! As a leader, I owe you the opportunity to perform to the best of your abilities. By the same token, I will not do your job for you. Always do what is right not what is easy and when no one is looking. 2. I am proud and honored to be your Motor Sergeant. My goal is to ensure this Team is the best MST in the Army (and I mean it)! Your job as a Squad Leader is tough and demanding. I understand this because I once was where you are today. 3. LEADERSHIP: Effective leadership can sometimes appear strange because there are no set rules or formula to guide you. Every soldier’s (regardless of rank) personality is different. Therefore, I place the utmost trust and confidence (until proven lost) in the abilities of my leaders and charge them to effectively lead, develop and take care of soldiers entrusted to them. I will delegate and give as much responsibility as any soldier can handle and is willing to accept. I manage by observing; asking questions, open communication, ensuring that the mission is understood, properly supervised (if necessary) and resources are available to accomplish...
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...For an example what made the Navy different from the Army in 1853 was that Commodore Perry was given permission to act as the Presidential authority while sailing to Japan; compared to Army General Ulysess S Grant during the Civil War. He needed permission from the President to even go through with his plans even though his decision was the same outcome. The battle field in recruiting can often fell like a Navy ship out at sea; but without the labeled trust like Commodore Perry had, you can only expect that the human Army nature of asking if it is ok from higher will diminish not only individuals but the...
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... It is recommended this video be shown at the beginning of the block of instruction, but stop it before showing the vignettes. By showing the first portion of the video at the beginning, the students will already be familiar with many of the concepts and terms you are going to be instructing. This should make the learning process easier for them during your instruction. After the block of instruction, and the practice exercise is completed, then show the vignettes. The responses from the group while stopping after each vignette for discussion will ensure learning occurred, and serve to clarify what constitutes sexual harassment in the student’s minds. The video facilitating guide is located enclosed immediately following this lesson plan. LEAD-IN: During recent years, the controversial subject of sexual harassment has been brought to the public’s attention by such events as the Clarence Thomas-Anita Hill hearings, the Tailhook Convention incident, Aberdeen Proving Grounds and reported incidents at various military installations around the...
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...DEPARTMENT OF THE ARMY ENTER UNIT NAME AFVB-XB-F 15 January 2012 MEMORANDUM FOR SUBJECT: Initial Counseling/ Philosophy 1. The purpose of this counseling is to provide you with the information about my philosophy on leadership, standards and expectations. I have tremendous expectations of you as a Bradley Gunner in this platoon. I am confident that you will not have any difficulty implementing and accomplishing what is expected as long as we work together as a team. Always remember, there is no “I” in “TEAM”! As a leader, I owe you the opportunity to perform to the best of your abilities. By the same token, I will not do your job for you. Always do what is right not what is easy and when no one is looking. 2. I am proud and honored to be your Section Leader. My goal is to ensure this section is the best Infantry Section in the Army (and I mean it)! Your job as a Bradley Gunner is tough and demanding. I understand this because I once was where you are today. 3. LEADERSHIP: Effective leadership can sometimes appear strange because there are no set rules or formula to guide you. Every soldier’s (regardless of rank) personality is different. Therefore, I place the utmost trust and confidence (until proven lost) in the abilities of my leaders and charge them to effectively lead, develop and take care of soldiers entrusted to them. I will delegate and give as much responsibility as any soldier can handle and is willing to accept. I manage by observing; asking questions...
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...MailOnline - Sports website of the year Home U.K. U.S. News Sport TV&Showbiz Femail Health Science Money Video Coffee Break Travel Fashion Finder Football Transfer News Cricket F1 Boxing Tennis Rugby Union Rugby League Golf Racing More Sports Fantasy Football Headlines Login DailyMail Tuesday, Aug 12th 2014 4PM 12°C 7PM 11°C 5-Day Forecast SuperBale! Bulked-up Real Madrid star eyes more glory ahead of his homecoming at Cardiff, the city where it all began 25 years ago LONDON, ENGLAND - JANUARY 19: Samuel Eto'o of Chelsea celebrates after scoring his team's third goal and completing his hat trick during the Barclays Premier League match between Chelsea and Manchester United at Stamford Bridge on January 19, 2014 in London, England. (Photo by Mike Hewitt/Getty Images)Liverpool consider shock swoop for former Chelsea star Eto'o as Rodgers looks to bolster striking options REVEALED: Find out who is the Premier League's most popular player when it comes down to shirt sales Man United BAN supporters from bringing in iPads and tablets into Old Trafford ahead of the new season FA facing new Wembley low with just 10,000 tickets sold for Norway friendly Khedira is NOT for sale: Ancelotti insists midfielder is going nowhere as Arsenal and Co are dealt transfer blow Drogba could miss the start of the season after picking up ankle injury Football - Tottenham Hotspur v FC Schalke 04 - Pre Season Friendly - White Hart Lane - 14/15 - 9/8/14 Tottenham Hotspur...
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...Middle East in support of combat operations. The way that Soldiers have trained has changed over that time. Training has shifted from a hands-on platform to more virtual world. Since the mid-2000s, the Soldiers of HHC, 710th BSB, 3/10 MTN have been prepared to execute combat operations based on the training that has been spearheaded by the Non Commissioned Officers (NCOs). Army Directorate Publication 7-0 (ADP 7-0) is a manual that describes the appropriate way to conduct unit training. According to ADP 7-0 “unit training is the Army’s life- blood and the NCOs are the primary trainers of enlisted Soldiers, crews, and small teams”. NCOs primary responsibility is to develop and conduct training for subordinates that support the unit training plan, coach other NCOs, advise senior leaders, and help develop junior officers (ADP 7-0, 2012). In addition, NCOs supervise weapon ranges, drivers training, and ensures the welfare of Soldiers are up to standard. The...
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...Global and Transnational Business: Strategy and Management Second Edition Global and Transnational Business: Strategy and Management Second Edition George Stonehouse Northumbria University David Campbell University of Newcastle-upon-Tyne Jim Hamill University of Strathclyde Tony Purdie Northumbria University Copyright # 2004 John Wiley & Sons Ltd, The Atrium, Southern Gate, Chichester, West Sussex PO19 8SQ, England Telephone (þ44) 1243 779777 Email (for orders and customer service enquiries): cs-books@wiley.co.uk Visit our Home Page on www.wileyeurope.com or www.wiley.com All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except under the terms of the Copyright, Designs and Patents Act 1988 or under the terms of a licence issued by the Copyright Licensing Agency Ltd, 90 Tottenham Court Road, London W1T 4LP, UK, without the permission in writing of the Publisher. Requests to the Publisher should be addressed to the Permissions Department, John Wiley & Sons Ltd, The Atrium, Southern Gate, Chichester, West Sussex PO19 8SQ, England, or emailed to permreq@wiley.co.uk, or faxed to (þ44) 1243 770620. This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold on the understanding that the Publisher is not engaged in rendering professional services...
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...National Anthem U1-C1-L8 American Military Traditions, Customs, and Courtesies 3 9 13 21 25 37 45 51 Unit 2 - Leadership Theory and Application Chapter 1: Being a Leader U2-C1-L1 Leadership Defined U2-C1-L2 Leadership Reshuffled U2-C1-L3 Leadership from the Inside Out U2-C1-L4 Principles and Leadership U2-C1-L5 Sexual Harassment/Assault Chapter 2: Leadership Skills U2-C2-L1 Steps from the Past U2-C2-L2 Roles of Leaders and Followers in Drill U2-C2-L3 Using Your Leadership Skills/Taking Charge 57 61 67 73 77 81 85 89 Unit 3 - Foundations for Success Chapter 1: Know Yourself – Socrates U3-C1-L1 Self Awareness U3-C1-L2 Appreciating Diversity through Winning Colors U3-C1-L3 Personal Growth Plan U3-C1-L4 Becoming an Active Learner U3-C1-L5 Pathways To Success (QBOL) Chapter 2: Learning to Learn U3-C2-L1 Brain Structure and Function U3-C2-L2 Left and Right Brain Functions U3-C2-L3 Learning Style and Processing Preferences U3-C2-L4 Multiple Intelligences Chapter 3: Study Skills U3-C3-L1 Thinking Maps U3-C3-L2 Reading For Meaning U3-C3-L3 Study Habits that Work for You Chapter 4: Communication Skills U3-C4-L1 The Communication Process U3-C4-L2 Becoming a Better Listener Chapter 5: Conflict Resolution U3-C5-L1 Causes of Conflict U3-C5-L2 Conflict Resolution Techniques Chapter 8: Making a Difference with Service Learning U3-C8-L1 Orientation to Service Learning...
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...Use these links to rapidly review the document TABLE OF CONTENTS Index to Consolidated financial statements Table of Contents UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 20-F (Mark One) o REGISTRATION STATEMENT PURSUANT TO SECTION 12(b) OR (g) OF THE SECURITIES EXCHANGE ACT OF 1934 OR ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended 30 June 2013 OR o TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 OR o SHELL COMPANY REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 Commission File Number 001-35627 MANCHESTER UNITED plc (Exact name of Registrant as specified in its charter) Not Applicable (Translation of Company's name into English) Cayman Islands (Jurisdiction of incorporation or organization) Sir Matt Busby Way, Old Trafford, Manchester, England, M16 0RA (Address of principal executive offices) Edward Woodward Executive Vice Chairman Sir Matt Busby Way, Old Trafford, Manchester, England, M16 0RA Telephone No. 011 44 (0) 161 868 8000 E-mail: ir@manutd.co.uk (Name, Telephone, E-mail and/or Facsimile number and Address of Company Contact Person) Securities registered or to be registered pursuant to Section 12(b) of the Act. Title of each class Class A ordinary shares, par value $0.0005 per share Name of each exchange on which registered New York Stock Exchange Securities...
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...Final Project Report Review/Updating Master Plan and Preparation of DPR for Solid Waste Management Plan for Bhopal city Submitted to: Bhopal Municipal Corporation (BMC) Prepared by: SENES Consultants India Pvt. Ltd. March 2012 Detailed Project Report – Review/Updating Master Plan & Preparation of DPR for SWM Plan for Bhopal city Table of Contents 1.0 1.1 1.2 2.0 2.1 2.2 2.3 2.4 3.0 3.1 3.2 3.3 3.4 3.5 INTRODUCTION .........................................................................................................1 Objectives of Study........................................................................................................ 1 Scope of Work ............................................................................................................... 2 DESCRIPTION OF STUDY AREA .............................................................................3 Demographic Features ................................................................................................... 6 Population Projections ................................................................................................... 6 Economy ........................................................................................................................ 7 Land use ......................................................................................................................... 7 ASSESSMENT OF EXISTING SOLID WASTE MANAGEMENT SYSTEM ..........8 Sources of Waste...
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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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