...As a commander or XO, one of the difficulties in the military is filling unit vacancy slots or managing outgoing officers with incoming officers with as little a gap as possible to ensure continuity of the mission objectives. With budget cuts, manning guidance, and prior shortages of officers in the Reserves, The operating strength deviation is at a negative. This means there are more spaces than officers. There are several steps to consider when working with your S1 to decrease the underlap to as little as possible. First, Commanders must have a basic understanding of Force Structure Allowance (FSA) which is the sum of authorized spaces contained in MTOE units and TDA organizations, guided from the Army Manning Guidance by HQDA.2 (officer accession flow) . Operating Strength (OS) refers to those soldiers available to fill spaces in MTOE units and TDA organizations. The size of OS is affected by variations in total year end strength (ES) and total TTHS at the time. OSdeviation is the difference between OS and FSA and it will provide commanders with measurement of how much faces (OS) deviates from spaces (FSA) at any given time. Changes to either one affcets the OPsd at any time. The Office of Personnel Management Systems (OPMS) looks at needs of the Army and needs of officer corp and attempts to balance each year. FMSWeb. FMSWeb is key in how S1 accesses vacancies in the command for example. FMSWeb gets its info from TAADS. Unit strength based off PMAD (personnel...
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...JOB TITLE AGENCY BRANCH JOB ANNOUNCEMENT NUMBER SALARY RANGE OPENING DATE CLOSING DATE SERIES & GRADE POSITION INFORMATION NUMBER OF VACANCIES DUTY LOCATION(S) WHO MAY APPLY Maintenance Worker Commander, Navy Installations Command Athletics Division FFR15-888 $11.17/Hourly Tuesday September 8, 2015 Open Until Filled NA-4749-05 FLEX 1 Fleet Activities Yokosuka, Japan Applicants with SOFA sponsorship (Including applicants with current Military Spouse Preference, Family Member Preference, and current Federal employees). SUMMARY OF DUTIES AND RESPONSIBILITIES The incumbent sets up gym area for sporting events and performs other related duties as assigned. Serves as assistant to a higher grade maintenance worker/mechanic in maintaining all equipment and facilities in optimum operating condition. Operates a mower, weed eater and other equipment as necessary to prepare and maintain athletic fields and related facilities. Assists in the performance of one or more trade practices associated with occupations such as carpentry, plumbing, electrical, air conditioning, painting, and other related trades that include general maintenance, repair and/or alterations to doors, floors, floor covering, walls, ceiling, windows, electrical switches, receptacles and light fixtures, commodes, wash basins and showers. Assists in performing repair of recreation/mess equipment and appliances and other related maintenance and/or custodial duties. Assists in the performance...
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...members as well as military families. We must cater to both types of social groups. Working for a business that is on a military base, we have to know when they are being paid. This needs to be known so that we can schedule accordingly. Also the business needs to know the economy and the economic standing of the non-military that work on or near the base. This needs to be monitored so that we know when there will peaks and troughs. The management structure at Oasis Pizzeria and Sports Bar is a chain of command. We have operations supervisors, operations managers, facility managers, and a flight chief. All of which report to the squadron commander. Working on a militaty base has an endless amount of bosses. Say this because of the fact that not only do we have to work for the commander that is above us, we also have to work for all of the commanders that are on the base. In my personal opinion, this means that there are too many chiefs and never enough Indians. Everyone wants everything, and they want it all...
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...and control, show the Sicily Campaign suffered from a poorly communicated commander’s intent and demonstrated mutual trust did not exist between subordinate commanders. Next, comments will expose how the previous deficiencies led to subordinate commanders’ deficits in operational understanding. Finally, explanation will show how...
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...a sexual nature, so under work place harassment she can file her grievance as gender bias. Clearly, she is frustrated with management over what she deems as favoritism towards those of the opposite. Under Title VII of the Civil Rights Act of 1964, as well as other federal act (including the Equal Pay Act of 1963), employers are forbidden from discriminating against employees on basis of gender (Jentz & Miller, 2012). The Equal Employment Opportunity Commission (EEOC) is responsible for ensuring Title VII is enforced, victims of harassment must file a complaint with them first before proceeding with a legal actions against an employer. Military commanders don’t have jurisdiction over military spouses unless the transgression occurred on the military installation. The bank should refrain from contacting J.P. Jones’ commander because the only thing he/she can do is restrict the individual from having access to the installation. A commander’s authority over dependents and civilians is not as great as the “virtually absolute” authority over military members (Gittler, 2006). The Human Resource (HR) department has to show proof that policies and practices were in place to help prevent any form of harassment. Only if the employer can produce evidence of taking reasonable care to prohibit harassment does the employer have the possibility of avoiding liability through and affirmative defense (Jackson & Mathis, 2011). Reasonable care includes setting up a policy, providing training...
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...AU/SCHOOL/059/2001-04 AIR COMMAND AND STAFF COLLEGE AIR UNIVERSITY SQUADRON COMMAND: THE FIRST 90 DAYS by Eric N. Hummer, Major, USAF A Research Report Submitted to the Faculty In Partial Fulfillment of the Graduation Requirements Advisor: LTC Phil Chansler Maxwell Air Force Base, Alabama April 2001 Distribution A: Approved for public release; distribution is unlimited Report Documentation Page Report Date 01APR2001 Report Type N/A Dates Covered (from... to) Contract Number Grant Number Program Element Number Author(s) Hummer, Eric N. Project Number Task Number Work Unit Number Performing Organization Name(s) and Address(es) Air Command and Staff College Air University Maxwell AFB, AL Sponsoring/Monitoring Agency Name(s) and Address(es) Distribution/Availability Statement Approved for public release, distribution unlimited Supplementary Notes Abstract Subject Terms Report Classification unclassified Classification of Abstract unclassified Number of Pages 53 Classification of this page unclassified Limitation of Abstract UU Performing Organization Report Number Title and Subtitle Squadron Command: The First 90 Days Sponsor/Monitor’s Acronym(s) Sponsor/Monitor’s Report Number(s) Disclaimer The views expressed in this academic research paper are those of the author and do not reflect the official policy or position of the US government or the Department of Defense. In accordance with Air Force Instruction 51-303, it is not copyrighted...
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...These new Commanders come into their positions whether it be Group, Battalion or Company, and seek information and the ground truth from who? The answer is, the warrant officer that sits in the office next to theirs. These Commanders know that these individuals hold the knowledge and keys to success to obtaining their goals while in command. This is one of the reasons why you will see situations that were presented by the Cadre, regarding the Commander and SGM threatening to leave a brief because the warrant was not seeing as part of the Command Team. People who usually have a heartache with this question, are people that have not had a solid warrant, have no idea what a warrant brings to the table or even know exactly what the warrant officers job entails. These jaded individuals are on the outside looking in through a foggy glass window. The people who agree that warrants should be part of the Command Team, actually have had an experience of what the warrant can...
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...Caesar was a great military commander, and led many campaigns. This included: The Helvetic Campaign in 58 BC, The Belgic Campaign in 57 BC, The Venetic Campaign in 56 BC, and many others. The point of these campaigns was to get public and political attention. Caesar was also not afraid of danger or risk. For example, when he saw that young men were timid of a fight, he told them to go in the back and “let the rest of us” handle it. It is safe to say that he had a big ego that was not easily contained. Caesar bribed people into what he wanted, without getting fully reprimanded for it. It is one of those things where the townspeople hated him, yet they loved him. A situation that we discussed was the pirate ship murders. Caesar would not allowed to be taken as a joke, and definitely proved his point. He was a very powerful human being in the sense of he always got what he wanted. Even when he was captured, Caesar knew somehow he would get out. His ambition is what got him so far in his life. He strived for his success, no matter what the cost. For example, he married his daughters away for power. Who will ever know what actually went through his mind when he made moves like this. One thing is for sure – it all worked for him. Another standout point of Caesar was that he definitely kept his high standards. Although he was one of the biggest military leaders, he allowed other people to be put before himself. When one of his men was ridiculing a poor man for not having the correct...
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...Cpl. Hoy is a clear communicator, both with citizens, dispatch and his fellow officers. When Cpl. Hoy gives information or makes a decision there is never any ambiguity about what he is saying. Cpl. Hoy has a clear understanding about what information is important and where it needs to be in a report. I have noticed that Cpl. Hoy is usually able to communicate what he wants and needs from officers without having to resort to yelling or commanding. Cpl. Hoy is able to politely convey his message and then is able to get officers to respond accordingly. Sgt. Dixon wrote the following in Cpl. Hoy's Trakstar: On 12/04/17 Corporal Hoy had a counseling session with Officer C. Lowande in my presence. Corporal Hoy had backed C. Lowande on calls...
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...Based on principles of Mission Command, my organizational leader adhered to the philosophy of Mission Command by creating a shared understanding and by providing a clear commander’s intent during the Department of Veterans Affairs (DVA) Transformation Initiative. In 2012, the Department of Veteran Affairs, Veterans Benefits Administration moved from the Claims Process Improvement Model (CPI) into the new transformational model. This resulted in a complete overhaul of the Veterans Benefits Administration (VBA) disability claims processing model. The transformation of the claims processing model included three transformational initiatives, people, processes, and technology. Within the RO, the Veterans Service Center Manager (VSCM) is responsible...
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..................................................................................................... 5 1.2 Credits ........................................................................................................................................................... 5 2. ARMY WEIGHT CONTROL PROGRAM (AWCP) ........................................................................................ 6 2.1 References ..................................................................................................................................................... 6 2.2 Main Points ................................................................................................................................................... 6 2.3 Company Commander Responsibilities........................................................................................................ 6 2.3.1 General Requirements ............................................................................................................................ 6 2.3.2 When a Soldier Exceeds Both Height/Weight and Body Fat Requirements ......................................... 7 2.3.3 The First 6 Months of the AWCP .......................................................................................................... 7 2.3.4 After the First 6 Months in the AWCP...
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...Dacillo : we’re going through! Gabriel: We can’t make it sir! It’s spoiling for a hurricane Dacillo: I’m not asking you Lieutenant Berg! Throw on the power lights! Rev her up to 8500! We’re going through! *ta pocketa pocketa pocketa* *complicated dials* Dacillo : Switch on no. 8 auxiliary! SWITCH ON NO. 8 AUXILIARY! full strength in No. 3 turret! Relente: The old man’ll get us through! Gabriel: The old man ain’t afraid of hell! Constantino: Not so fast! You’re driving too fast! What are you driving fast for? Dacillo: Hmm? Constantino: you were up to fifty-five. You know I don’t like to more than forty! *steps* *driving sounds* Constantino: you’re tensed up again. It’s one of your days I wish you’d let Dr. Renshaw look you over *close door* *steps* Constantino: remember to get those overshoes while I’m having my hair done. Santiago: I don’t need overshoes *zip* Constantino: we’ve all been through that. You’re not a young man any longer *closing door of car* *engine sounds* Constantino: Why don’t you wear your gloves? Have you lost them? *steps* *driving sounds* Relente: It’s the millionaire banker, wellington McMillan Santiago: yes? Who has the case? Relente: Dr renshaw and benbow also Dr. Remington from New York and Dr Mitford from London. He flew over” *Door sound* Legaspi: Hello Mitty, We’re having the devil’s own time with McMillan, the millionaire banker and close personal friend of Roosevelt. Obstreosis of the ductal tract...
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...Sexual Harassment in the Military Anonymous SOC 402 CONTEMPORARY SOCIAL PROBLEMS & THE WORKPLACE Professor Douglas Nelson October 21, 2013 Sexual Harassment in the Military The topic of discussion is sexual harassment in the United States military. My paper will identify the scope and nature of this problem while specifying how it has affected the military as a whole. Additionally, I will identify how this problem can be either mitigated or solved utilizing a variety of social controls. Throughout this paper, I will support the fact that sexual harassment is an ongoing problem in the military and recommend changes that could provide potential social or economical benefits if implemented. The scope and nature of sexual harassment in the United States military is one of great magnitude because of the profound effect it has on the individual service member and the organization as a whole. “In a 1995 U.S. Department of Defense survey of active-duty men and women in the Army, Navy, Marine Corps, Air Force, and Coast Guard, 70.9 percent of female personnel and 35.8 percent of male personnel said that they had experienced sexually harassing behaviors in the previous 12 months” (Antecol & Cobb-Clark, 2001). While these statistics are almost 20 years old there is still relevance. A survey in today’s military might show results that reflect a decline in the percentages or occurrences;...
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...TRANSPORTATION AND TRAVEL 18. You are authorized to proceed on official travel in connection with emergency leave and upon completion of your leave and travel will return to home station (or location) designated by military orders. You are directed to report to the Aerial Port of Embarkation (APOE) for onward movement to the authorized international airport designated in your travel documents. All additional travel is chargeable to leave. Do not depart the installation without reservations or tickets for authorized space required transportation. File a no-pay travel voucher with a copy of your travel documents or boarding pass within 5 working days after your return. Submit request for leave extension to your commander. The American Red Cross can assist you in notifying your commander of your request...
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...According to Department of Defense of the Unites States, May 21, 2007 the Deputy Secretary of Defense and Executive Agent for Space recognized the Operationally Responsive Space (ORS) Office as a practical step to adjust space competences to be altering national security necessities and to be an agent for transformation across the public. ("Operationally responsive space,”) The Operationally Responsive Space (ORS) is relatively a new office. According to Plan for Operationally Responsive Space, Operationally Responsive Space (ORS) is defined as guaranteed space power concentrated on time satisfaction of Joint Force Commanders’ needs. Its reflects ORS as a subdivision of space actions intended to satisfy Joint Force Commanders’ (JFCs’) requirements, while also preserving the capability to address other users’ requests, for refining the receptiveness of space capabilities to meet national security requirements ("Plan For operationally," 2007). The ORS initiative will develop chances for integration and operational efficiencies desired to ensure affordable admission to the space-based capabilities that are relevant to fill the range with U.S diplomatic, information, military, and economics needs. According to Kirtland Air Force Base, article wrote by Sheila Rupp, Many government groups and agencies, to embrace all the military agencies, have been functioning together on the ORS effort," Dr. Sega emphasis. "The official stand-up of the joint ORS Office will be a significant step for...
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