...DRILLS TERMS AND DEFINITIONS A. Drills – consist of certain movements by which a unit or individual are moved in an orderly, uniform manner from one place to another or from one formation to another. B. Ceremonies C. Element – an individual squad, section, platoon, camp or a larger unit forming a part of a next higher unit D. Formation – arrangement of an individual or unit in the prescribed manner. Kinds of Formation: 1. Line formation – formation by which elements are side by side of abreast with each other 2. Column formation – formation by which the elements are placed one behind the other E. Interval – space between elements in a line or lateral space between elements. Kinds of Interval 1. normal interval – (whole arm) 2. close interval – (elbow) 3. double interval – (both arms) F. Distance – space between elements in a column. G. Rank – a single line of individual or vehicle placed side by side facing one direction H. File – a single column of an individual I. Alignment – arrangement of individual or group in a straight line formation J. Cover – aligning yourself directly behind the man to your immediate small vehicle maintaining correct distance K. Flank L. Front M. Depth N. Base O. Centre P. Guide – an individual ahead or at the right of the formation designed to center direction and rate of marching Q. Cadence – correct step on marching R. Step – normal steps in marching S. Pace T. Piece – firearm used by an individual ...
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...The eminently qualified, Ronald Fowlkes is the current Business Development Manager for the public company, Eagle Industries Unlimited, Inc. Fowlkes is based out of St. Louis, MO--developing and servicing accounts across the continental United States. Furthermore, in this capacity, Fowlkes’ responsibility entails product selection for the evolution of sales, as well as product education for more than 150 sales personnel. These educational opportunities are based on an individual organization’s specific need. Fowlkes specialty lies in commercial products and law enforcement. Eagle Industries manufactures equipment products for the military, homeland security, and law enforcement agencies, featuring an extensive product line consisting of more...
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...Law Enforcement did not have probable cause to arrest Terry Ray Ayers. Furthermore, there were no exigent circumstances to utilize a tactical squad and arrest Ayers in a dramatic fashion that put his fiancée and three small children in danger. “A false arrest is a violation of the Fourth Amendment right against unreasonable seizure of persons” (Newman, 2006). The identification of Ayers by a witness through the use of a photo lineup is not enough evidence to arrest him. “Eyewitness misidentification occurs because the eyewitness’s memory is dynamic and prone to error” (Stenzel, 2017). This miscarriage of justice against Ayers and his family highlights the investigative errors of basing cases solely on fallible witness identification. Evidence...
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...President, Vice President, and District Managers. Middle Management are the functional managers of the organization. The Product line managers, department managers. First line manager are Unit mangers, team leaders and or supervisors of an organization. As planning in tails not only strategic planning performed by top Managers, but also tactical planning performed by Middle managers and operational planning performed by first line managers. Planning and Strategic management provides direction, encourages new ideas, and provides a sustainable competitive advantages. Three Types of Goals Important to the Strategy of an Organization. Goals are the end result of a plan, what the organization expects to accomplish of term objective. There are three types of goals important to the strategy of an organization. The first type of goal is called Strategic Goals. Strategic goals are planned by top level managers. Top level managers plan goals based on the organization objective. As in the case of Southwest top level mangers ensure that the airline is profitably, while maintain low fares and keeping passengers happy. The second Tactical goals are planned by middle managers. These goals focus on the actions needed to achieve the strategic goals set by top level managers. In the Case of Southwest Airlines, Middle Managers maintain low cost by limiting the turnaround time between flights. Middle Managers were also lowered cost by not...
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...Case Study Analysis MGT/488 William Funderburk Tyco International: A Case of Corporate Malfeasance Tyco International, having its former chief executive, Dennis Kozlowski and its former chief financial officer, Mark Swartz convicted of grand larceny, conspiracy, and fraud, had a long future of rebuilding trust ahead of them. Herein, several issues are discussed including, how the lack of corporate governance at Tyco contributed to its downfall will be discussed, how Dennis Kozlowski used organizational structure and controls to implement his strategic plan, the role of Tyco leadership in strategic implementation, and the role of strategic entrepreneurship in creating firm value at Tyco. “Corporate governance is the set of mechanisms used to manage the relationship among stakeholders that determines and controls the strategic direction and performance of organizations” (Hitt, Ireland, & Hoskisson, 2009, p. 276). Kozlowski and senior managers broke their fiduciary duty. Board member broke the duty of loyalty and senior manager broke their duty as agents of the Board of Directors. No approval of bonuses or loans was gained from the board, therefore breaching disclosure of all relevant information. The directors failed to monitor management, thereby failing to fulfill their duties of overseeing strategy and performance. Directors allowed wasteful spending of corporate funds in the form of bonuses and perquisites Kozlowski’s management plan...
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...involved in creating an effective strategy will all be examined. Three Types of Organizational Goals Organizations compose three levels of management- top, middle, and first-line. From these levels different types of goals are created, where they are originated by top management and are carried out by middle and first-line managers. Organizational goals consist of three types- strategic, tactical, and operational. The accomplishment of low-level goals leads to the attainment of high-level objectives, otherwise known as a means-end chain. First, strategic intents are formulated as the ultimate achievements desired and implemented by top management. Strategic objectives are usually developed to last over a two- to four-year period. Many goals exist, but the most common are market standing, innovation, productivity, physical resources, financial resources and action planning. For example, Wal-Mart's strategic objectives are "increasing comparable stores sales in the US, improving international returns and reducing expenses" (Woodard, 2013). Next, tactical objectives are formed to translate the strategic goals into action....
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...world in 70 countries, Boeing needs to have an accurate set of functions and a very thoroughly thought out management plan. Boeing makes advanced communication and information systems, military, as well as commercial air craft, provides NASA with launch vehicles and satellites. Boeing also worked with Lockheed Martin on building and maintaining the Space Shuttle since 1981. This partnership between Lockheed Martin and Boeing is called The United States Alliance. Boeings leaders created tactical, operational, and strategic plans that help them define and accomplish the goals they set. The factors that influence the operational, strategic, tactical, and contingency planning are issues that come from their ethical, social, and legal responsibilities. It is in this planning that a complex design that has to obey regulations, social influences, and laws while seeking a profitable operation. Management Planning With the ensuing difficulty of the 9/11 attacks in 2001, many people were questioning airline safety, safety in general in the skies, and aircraft sales. Boeing’s management had to reevaluate their business plan and rethink goals to face a new market place that had changed forever. Despite few vendors making aircraft, and with an ever-changing economic environment, Boeing had to change to keep up and to be successful. Management structure and organization must adapt its operational performance as the company spans itself across global market. A company’s structure and...
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...achieving tasks and objectives * determined and decisive; uses initiative to develop effective solutions to problems * reliable and dependable - high personal standards and attention to detail * methodical and rigorous approach to achieving tasks and objectives * entrepreneurial and pro-active - strong drive and keen business mind * identifies and develops opportunities; innovates and makes things happen * good strategic appreciation and vision; able to build and implement sophisticated plans * determined and decisive; uses initiative to meet and resolve challenges * strives for quality and applies process and discipline towards optimising performance * extremely reliable and dependable - analytical and questioning, strives for quality * methodical approach to planning and organising - good time-manager * excellent interpersonal skills - good communicator, leadership, high integrity * strong planning, organising and monitoring abilities - an efficient time-manager * self-driven and self-reliant - sets aims and targets and leads by example * good interpersonal skills - works well with others, motivates and encourages * high integrity, diligent and conscientious - reliable and dependable * self-aware - always seeking to learn and grow * seeks new responsibilities irrespective of reward and recognition * emotionally mature and confident - a calming influence * detailed and precise; fastidious and thorough ...
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...The Gallipoli Campaign of 1915, a battle during World War I, went very wrong. The Gallipoli campaign was a battle fought in the former Ottoman Empire, today known as Turkey with countries including Great Britain, Ottoman Empire, India, France, Ireland, New Zealand and Australia participating in it. Great Britain’s plan, a suggestion by the First Lord of the Admiralty, Winston Churchill, was to threaten Germany’s ally in World War I, the Ottoman Empire and get them out of the war. The hope was that while the Germans were already contending with Russian and French forces on two fronts, creating a third front would weaken the Germans. The execution however, did not go as planned as there were location errors, planning and tactical errors, mistakes...
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...by previous battles. Moreover the American and South Vietnamese forces were attacking the North Vietnamese in a city that was very well reinforced. This battle is important because it was the first time combat was carried out in an urbanized environment. The strategic value of Hue City is because it was a distribution point for resupply efforts. A railroad and major highway passed through the city, connecting the Marine Corps command at Da Nang to the Demilitarized Zone; the Perfume River was used by US Navy supply boats moving to and from the mouth of the river and the South China Sea. If the city fell to the North Vietnamese, the US effort in Vietnam would suffer a major blow. Additionally, our forces utilized the effects of combined tactical elements such as timing, heavy gunfire support, armor, communications, and geographic obstacles to help overcome the North Vietnamese in this momentous battle. The Battle of Hue City began on the night of January 30, 1968 during the Vietnamese lunar New Year, called Tet, a holiday and celebration in Vietnam. Because of this, many of the South Vietnamese military were on leave, and because a truce usually occurred with the New Year, the North Vietnamese prepared a surprise attack when they launched the Tet Offensive on the night of January 30, 1968. The North Vietnamese Army (NVA) commenced their attack around midnight and had seized most of Hue City. By the next morning on January 31, the...
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...was the founder and CEO of DHB Industries, a government supplier of body armor used by law enforcement. DHB Industries, formerly known as DHB Capital Group, started with the primary goal to “identify and then purchase small, underperforming companies and convert them into profitable operations by retooling their business models” (Knapp & Knapp, 2013, p.131). One of the first companies DHB Industries acquired after DHB’s securities were registered on the American Stock Exchange was Point Blank Body Armor, which was purchased out of bankruptcy for $2 million (Knapp & Knapp, 2013). DHB Industries’ primary operations soon became Point Blank Body Armor, aided by the terrorist attacks on September 11, 2001 and a spike in demand for tactical armor. Fraud was entrenched in the corporate culture at DHB. David Brooks was the ring leader of the fraud. Sandra Hatfield, the company’s Chief Operating Officer (COO), and Dawn Schlegel, the Chief Financial Officer (CFO) of DHB were also involved in Brooks’ plans to commit fraud. Three of the top officials in the company conspired to intentionally overstate inventories by millions of dollars...
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...methodology 60 Individuals within the research sample were all local and were readily available for questioning. The qualitative nature, small research area and research sampling implies that this research is neither fully complete, nor is it authoritative. Thus the research provides the reader with implications and possibilities as opposed to facts and truths. The researcher conducted a comparative analysis of the data retrieved from the semi-structured interviews. Very simple quantitative analysis and associated methods were applied. For example, if concrete data, numerical information is retrieved in meaningful amounts a quantitative analysis will be conducted. Conceivably, an interviewee may be aware of KM measures (cost savings, increased efficiencies) that impact the study that the researcher is currently unaware of. An example might be that X BDE from Y DIV saved a certain amount of money as a result of a KM initiative. A more appropriate measure might be tied to a training organization, such as a basic training unit, reporting increased transfer of training as a result of a KM initiative. Again, it is unlikely that quantitative data will be gleaned from the semi-structured interviews. An initial research assumption, which the researcher is now certain is factual, states that recorded, measurable, data associated with a repeatable KM initiative does not exist within Army tactical organizations. Second, as determined by Dr. Ward, quantitative analysis of KM processes in a much...
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...inform forward-thinking crime prevention”. There are five elements included in this definition: integrating information and operations; seeing the big picture; using cutting-edge analysis and technology; linking to performance of organization and adapting to changing positions(Uchida, 2009b). It is defined as a multi-disciplinary, law enforcement-based strategy that brings together advanced technologies, criminological theory, predictive analysis, and tactical operations that ultimately lead to results and outcomes-crime reduction, management efficiency, and safer communities(Uchida, 2009a). Compare and contrast the new technique and random patrols. From the early 1800s to the 1980s, patrol and criminal investigation dominated policing. Uniformed police patrolled the streets to prevent crime, to interrupt crimes in progress, and to apprehend criminals. However, research since the 1960s has shown the limits of both patrol and investigation for controlling crime. Patrol officers did not effectively prevent crime by questioning suspects, victims, and witnesses. In the 1990s, the police adopted predictive policing strategies in which police initiate action instead of waiting for calls. Patrol remains the backbone of police operations. It consumes most of the resources of police agencies. On patrol, a police officer makes regular circuits or passes through a specific area. Studies of foot patrol indicate that these patrols are costly and do not reduce crime. Because crime is not...
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...Introduction Information and communication technologies (ICT) refer to several forms of information exchange between two or more computers through any of the several methods of interconnection. These technologies provide speedy, inexpensive and convenient means of communication. The adoption of these technologies in many countries by different sectors of the economy have been found to have direct positive impact on the organizations's efficiency and have led to more rapid acceleration of development in these countries. In Nigeria, however, preliminary investigations show that only a few organizations in the economy have adopted the ICTs, but there has not been formal study to determine the level of adoption and impact on the efficiency of the organizations and the consequent effect on the nation's economy. This study, is therefore, designed to determine the level of adoption in the Nigerian organizations, and the impact on the operations of these organizations as well as investigating the factors responsible for the present level of adoption of these technologies in the organizations. Globalization of the social economy will further increase during the 21st century. The mission of international air transportation will become more important, and all airports around the world will have a significant role to play. Furthermore, it is predicted that air transportation demand in the world will double over the next 15 years. In the meantime, since the September 11, 2001 terrorist attacks...
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...Deep Smarts Situations Who is he? Another Situation Complex Situation Others could not diagnose Good Judgment Rapid Decision Is he Smart? Is he an emotional intelligent? Is he brilliant? Who is he? “Deep Smart” Smart” “Go To People” Dorothy Leonard & Walter Swap Authors William J. Abernathy Professor of Business Administration Emerita Harvard Business School Professor of Psychology emeritus and former Chairman of the Psychology Department of Tufts University Author: Dorothy Leonard • • • • William J. Abernathy Professor of Business Administration Emerita, joined the Harvard faculty in 1983 3 yrs of teaching at the Sloan School of Management, MIT Has taught MBA courses in managerial leadership, corporate capabilities, new product and process design, technology strategy and innovation management Also served as a Director of Research for the Harvard Business School and Director Journals Published of Research and Knowledge Programs for Harvard Business School's non-profit 36 organization, HBS Interactive Education Chapter Written – – – – M. A. Ph.D. M.A. B.A. Harvard University (Honorary), 1992 Stanford University, Stanford, CA, 1979 University of Virginia, Charlottesville, VA, 1968 Principia College, Elsah, IL, summa cum laude, 1963 • 20 • • Served as Board of Directors in – – American Mgmt Systems, Fairfax, VA – 1992-2004 Gannett Communications, 1997-99 Been in Advisory Boards of – – – – – Prod Dev & Mgmt Association...
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