...071-326-0501 Move as a Member of a Fire Team Conditions: In a designated position (other than team leader) in a moving fire team. Standards: React immediately to the fire team leader’s example. Perform the same actions as the fire team leader does in the designated position within the formation. Performance Steps 1. Fire team formations describe the relationship of the Soldiers in the fire team to each other. Standard fire team formations are the wedge (figure 071-326-0501-1), modified wedge (figure 071-326-0501-2), diamond (figure 071-326-0501-3), and file (figure 071-326-0501-4). a. Fire team wedge (figure 071-326-0501-1). This is the basic fire team formation which— (1) Is easy to control. (2) Is flexible. (3) Allows immediate fires in all directions. (4) Offers all round local security. Figure 071-326-0501-1. Fire team wedge STP 21-1-SMCT 18 June 2009 071-326-0501 3-165 Performance Steps b. Fire team modified wedge (figure 071-326-0501-2). When rough terrain, poor visibility, or other factors reduce control of the wedge formation, the sides are closed up to (almost) a single file. When moving in less rugged terrain and control becomes easier, resume your original positions. The modified wedge is also used for extended periods when traveling on roads or trails. The modified wedge— (1) Is easier to control in reduced visibility or rough terrain than are other formations. (2) Offers less flank security than a...
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...With the fear of not knowing anyone I entered in the first class of the Leadership and Organisation Dynamics. As not being a native English speaker I was worried that either the members of the groups will take me into their groups. As the class began my tutor John asked us to write our names in a tag and wear it, we were also required to sit in away so that we are facing each other in the class. John then asked to start the first activity which was to introduce the member sitting in front of each of the students. My mate sitting in front of me was Liam and he is working in hospital as a part time employee. On the other hand Abdul sitting next to me is doing HR as major. I felt that by undertaking this activity john was trying to develop our team or classmates and build strong relationship within our group. The activity enabled students get to know each other and It was about to think which group or people I would join for the group task. Finally at the end of the class john formed us in a small group and also helped us to understand the unit outline. Reflecting & Inferring By being a part of the introductory class I realised that we were all in the same track and therefore we needed to introduce ourselves so that we can all reach our task. The first task was to form PLG(Peer Learning Group) which did require us to know each other so that we are well fitted in a group. It was a challenge for me to meet the other member in the LLG. Although I knew Abdul before the situation which...
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...9 roles within a team, some of these roles include the plant, resource investigator, shaper, co-ordinator, monitor evaluator and more, I will be going into greater detail on each role throughout this task. Each one of these roles is essential to a working team and according to Belbin, every one of these characters are required for concentrated effectiveness and productivity. For example, in my football club some of these roles and personalities are often used to successfully win our upcoming games. Plant: The first team role to be identified was the plant; the role was called that because one such individual was “planted” in each team. They tended to be highly creative and good at solving problems in unconventional ways. For example, in my football team we do have such an individual, Raj, however he tends to solve problems in a more straightforward fashion rather than unconventional. Monitor evaluator: One by one, the other Team Roles began to emerge. The Monitor Evaluator was needed to provide a logical eye, make unbiased judgements where required and to weigh up the team’s options in an unemotional, calm way. For example, in my football club the club captain makes tough decisions by drawing up a formation for who plays in the upcoming game and unemotionally telling people they aren’t playing. Co-ordinators: Co-ordinators were needed to focus on the team’s objectives, draw out team members and delegate work appropriately. For example, in my football team, the club coach...
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...additional signs of the enemy's presence. • Cross roads and trails at places that have the most cover and concealment (large culverts, low spots, curves, or bridges). • Avoid steep slopes and places with loose dirt or stones. • Avoid cleared, open areas and tops of hills and ridges. Walking at the top of a hill or ridge will skyline you against the sun or moon, enabling the enemy to see you. 2) Low and High Crawl techniques… 3) Movement Within A Team: Movement formations are used for control, security, and flexibility. These formations are the actual arrangements for you and your fellow Soldiers in relation to each other. *Control Every squad and Soldier has a standard position. You must be able to see your fire team leader. Fire team leaders must be able to see their squad leaders. Leaders control their units using arm‑and‑hand signals. *Security Formations also provide 360‑degree security and allow the weight of their firepower to the flanks or front in anticipation of enemy contact. *Flexibility Formations do not demand parade ground...
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...COURSE OUTLINE MGMT/INTL 446 - Fall 2013 Date Topic Read Aug. 23 F Course introduction 26 M International HRM overview Ch. 1 28 W IHRM overview (continued) Last day to add/drop classes 30 F In-class exercise: Staffing a New Joint Venture Blackboard Sept. 2 M LABOR DAY HOLIDAY – NO CLASS 4 W The cultural context of IHRM Ch. 2 6 F The cultural context (continued) Research project team formation 9 M Select city assignments and oral presentation dates The organizational context Ch. 3 11 W The organizational context (continued) 13 F Homework 1 due: Quality Control at theHawthorne pg. 287-288 Arms 16 M Cross-border M&As, alliances, & SMEs Ch. 4 18 W Cross-border M&As, alliances, & SMEs (continued) QUIZ 1 20 F Homework 2 due: Strategic forecasts and staffing pg. 298-304 formulation 23 M Review for Exam 1 25 W EXAM 1 27 F Selected team oral reports 30 M Research Assignment 1 due In-class exercise: HR Planning Blackboard COURSE OUTLINE (continued) Date Topic Readg, Oct. 2 W Staffing, recruiting & selection Ch. 5 4 F Staffing, recruiting & selection (continued) 7 M Homework 3 due: Spanning the Globe pg. 282-286 9 W Performance management ...
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...baseball teams comprised of African American players who, after being rejected by “white baseball”, decided to start their own league. After the American Civil War, free African Americans pursued their dream of playing professional baseball. However, there was an unofficial ban on African Americans, which meant that they couldn’t play in major league baseball even if they were talented....
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...Performance preparation. There are many requirements needed in football to play the game successfully. Many of these requirements are skill related, such as passing. There are also many physical requirements such as having good cardiovascular fitness. A requirement such as cardiovascular fitness is essential in football as the pitch is between 100 yards (90m) and 130 yards in length (120m) and the width not less than 50 yards (45m) and not more than 100 yards (90m). And dependant on the position that performer could be running all over that pitch, for a long period of time. There are many requirements in my sport. Many of them are physical. Here is a list of all the physical components of my sport; * Speed- this is defined as the time taken to move a body part of whole through a movement over a pre- determined distance. In the position I play which is striker, you need speed to be able to get past defenders and to run and chase the ball if the midfielders pass the ball past the defenders. Although it is not just the strikers that use speed within the sport, it is utilized in every position. In general speed is used for chasing the ball down. It may not be physically running towards the ball, you may just be running back towards your own goal to defend it or in the opposite situation where the player could be running forward as quickly as he can to support the attackers. For example elite performers such as Luka Modric, who plays in midfield, have to utilize their speed...
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...I provide pertinent information that will make me value added towards my commander once in position. The training that I received will assist in advising my commander and subordinate leaders. The intent of this paper is to discuss my plans of how I will use some of the principles of mission command as a Battalion CSM in my upcoming duty assignment. As a future CSM, I plan to build a cohesive team with my commander, subordinate leaders, and Soldiers within my organization. A cohesive team starts with establishing trust amongst leaders. My boss’s confidence in me to do the right thing will leave one less concern for him to worry about. We will be one team! I understand that there will be times where we will disagree when it comes to issues and concerns pertaining to Soldiers, but no one else needs to know about those disagreements. I will earn his respect and make sure I treat everyone with dignity and respect. Next, I will coach and mentor the First Sergeants (1SG) within our organization so they will mirror my actions at their perspective company level. While building this team of trust throughout my organization, I will simultaneously reach out to unit leaders in the area and build that same trust with them. Once we build trust in support of each other, we can then foster an entire area that is pleasant to work in and discipline issues will not be a hot issue within our organization. I will assist in creating an atmosphere of shared understanding by first, understanding...
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...Overview Successful team-based organizations require leaders to be collaborative and empowering and to transform organizations from a traditional leadership environment to a shared leadership environment where the importance of empowering team members is recognized. This course covers twelve specific challenges that are identified under Course Topics below. These challenges prepare leaders to negotiate and facilitate the complexities of leading teams throughout their life cycle. Once leaders have faced these challenges, their capabilities will improve in specific management areas. Learning to use these new capabilities in a team environment will enhance a team leader's ability to self-assess and to select the most effective management style for a specific situation. Judging one management style relative to another is ineffective; instead participants learn to assess their own and others' management styles in order to enhance task performance. The challenges in leadership of teams covered in this course are easy to apply in any management situation and will enable formation of teams that organize faster, think collaboratively, and are productive. They help create an environment where leaders can successfully support their teams in a competent professional atmosphere. Participants learn how to manage a team by providing structure and developing trust during the life cycle of a project. The team development model employed allows teams to organize and execute complex projects...
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...Integrity is a key mark as a leader’s character.” (ADP 6-22 para. 26) To have integrity means that you do what is right morally and legally, regardless of the situation. You cannot maintain a successful organization without leaders that display integrity. Without it you have no accountability, no assurance that the obligations are being met. The only guarantee you have in an organization that lacks integrity is chaos. Army leadership also requires that “leaders” display the highest levels of discipline. “The preservation of order, prevention of all kinds of offenses and the faithful of every kind of duty without delay or interruption.” (Kautz’s Customs of the Service) Since the formation of the Continental Army, soldiers, non-commissioned officers and commissioned officers have operated under a set of values. Today we refer to these values as the “Army Values”. They serve as a base line for all members of the army to build their character from. The army currently has seven values which are: Leadership, Duty, Respect, Selfless Service, Honor, Integrity, and Personal Courage. Leadership is defined by Mariam Webster’s dictionary as “the position or function of a leader, a person who guides or directs a...
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...BRAND MANAGEMENT Fall 2014 WEDNESDAY 6:00 – 10:00 PM West L.A. Graduate Campus SYLLABUS 1 | Page Rapier @BCL@CC0C2FEF.docx Global Brand Management MKTG 680.23 Fall 2014 Wednesdays, 6:00 – 10:00 PM West L.A. Graduate Campus, Room TBD Stephen M. Rapier, Ph.D. Office Hours (By Appointment): Wednesdays, 5:00 – 5:45 PM E-mail address: stephen.rapier@pepperdine.edu Cell Phone# (310) 403-8271 Introduction Modern brands are a powerful force transcending the world’s borders, economies, and cultures. This course introduces the student to the global brand dynamic, and focuses on why a global brand is important, how to nurture and protect a global brand, global brand management, and the importance of the brand’s authenticity in the formation of the consumer’s brand trust and commitment. The students will draw on their oral and written presentation skills and will be highly involved in bringing the course material to life. Subject to availability, this course provides the opportunity for the student to apply course content to an assigned case/consulting client. Emphasis is placed on the practical application of branding concepts to global business. Prerequisites: MKTG 658 Marketing Management. Student Learning Outcomes Having successfully completed this course, students should at a minimum be able to: 1. Understand the nature, importance and context of a global brand strategy 2. Recognize that in many situations there is a range of alternatives which should be evaluated 3. Apply...
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...Riordan Manufacturing Team Strategy and Conflict Management plan MGT311 Abstract The purpose of this paper is to develop a usable plan to build teams and alleviate conflict that has arisen between to employees of Riordan Manufacturing. A number of possible solution types are presented and the most appropriate ones, for each set of circumstances, are chosen. The purpose of this exercise is to allow the study of particular situations in the classroom setting rather than attempting to learn from them is a business setting. Team Strategy Plan 1. Complete the following table to address the creation of teams at Riordan Manufacturing. Strategy | Strengths | Weaknesses | Problem Solving Team | Highly specific to one area or process. Uses team members that work in the same area to address a specific issue | Usually built for a specific single task and limited to single location. | Self-managed team | Team selects appropriate members. Group is functional in a particular area. Reduces need for supervisory positions. | Prone to conflicts within team. Power struggles. Conflicts reduce overall function. | Cross-functional team | Brings a broad number of members in from different work areas. Covers a large number of viewpoints. Allows sharing of information across work areas. | Takes time to build trust between work areas. Initial success usually takes longer. | Virtual team | Can bring in subject matter experts in from any location. No travel expense. Members are...
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...managers at all levels. Greater benefit is gained when an individual attends with one or more colleagues from their work unit, or employees from different organizational units who work together on a NASA Length of Course 5.5 days. The primary instructors are faculty from the Darden Business School at the University of Virginia. They assure that the Program's material is grounded in accepted business principles and that it is academically rigorous. To adapt business school material to the government, the Darden faculty is augmented with instructors from government organizations and with case studies drawn from NASA. The Program includes a discussion of articles to be read before the Program commences, lecture, in-class casework, and exercises to apply the material to the NASA environment. Four major areas are emphasized:Location Washington, D.C. metropolitan area. Travel information Meals and lodging provided; travel cost paid for by your Center. Who is Eligible NASA leaders at...
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...University of Phoenix Material Team Strategy Plan 1. Complete the following table to address the creation of teams at Riordan Manufacturing. Strategy | Strengths | Weaknesses | Expectations of goals | Good for measuring the objectives and enhance the competence a team. | If a team member fails to communicate or does not believe her or she is part of the group the team is likely to fail. | Open communication | Consistent communication leaves no team members guessing what he or she should do. | Lack of communication may lead to team member not doing the correct task. | Tem cohesiveness | Team is unified and works as if they are one person. | Conflict of personal interest may cause the a team not to integrate. | Resolving conflict | Teams who solve conflicts quickly and as a team are likely to succeed. | Clashing personalities could draw conflicts out longer average. | Consequences | Teams realizing consequences allow creativity within the group. | Team members who believe he or she is not accountable may omit themselves from the consequence. | 2. Identify the team formation strategy that is most suitable for Riordan Manufacturing, and provide the rationale for the decision. Your response should be at least 100 words. The diverse group of employees at Riodan Manufacturing Pontiac, Missouri will allow a team formation strategy called Six Hats. The concept behind Six Hats is each employee wears a different "hat" (role) in the team. Each of the Six Thinking Hats represents...
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...in smaller games, the number of players in each category may change, but by and large, the positions do not. The Goalkeeper The goalkeeper is the only player allowed to use his hands and that can only occur within the confines of the penalty area. There are never more that two goalkeepers on the field at any time — one on each team. The goalkeeper’s uniform is different from the rest of his team’s to make it obvious which player may use his hands. The jersey, often with long sleeves, is colored to clash with the others. And since the 1970s, goalkeepers have worn gloves to both protect their hands and enhance their grip on the ball. Some of the best goalkeepers in the world are Gianluigi Buffon of Italy and Iker Casillas of Spain. The Defenders A defender’s primary duty is to win back the ball from the opposition and prevent them from scoring. Teams play with anywhere from three to five at the back and each member of the defense tends to have a different, yet equally important duty. The defenders stationed in the center of the back line (known as central defenders or center backs) tend to be some of the taller and stronger members of the team since they so frequently have to win the ball in the air. They go forward very little, except on set pieces, and hold a position of great responsibility. The defenders on the flanks (known as wingbacks in five-player defenses, or fullbacks) are usually smaller, quicker, and better on the ball. Their job is to shut down attacks...
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