...watch on the likelihood of enemy contact and the requirement for speed. However, your unit is ability to move depends on your movement skills and those of your fellow Soldiers. Use the following techniques to avoid being seen or heard: • Stop, look, listen, and smell (SLLS) before moving. Look for your next position before leaving a position. • Look for covered and concealed routes on which to move. • Change direction slightly from time‑to‑time when moving through tall grass. • Stop, look, and listen when birds or animals are alarmed (the enemy may be nearby). • Smell for odors such as petroleum, smoke, and food; they are 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...
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...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 and obscure enemy observation and fires that may be covering the open terrain and spaces between buildings. Conversely, the centers of small- and medium-sized towns, with twisting alleys and narrow roads or adjoining buildings, provide the platoon and squad with numerous covered and concealed routes that could decrease fire support requirements. Platoon and squad leaders must consider...
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...killing of a group of marines. The film begins where all SEAL life begins, BUDs training and hell week. Although the glimpse into the training of the seals was brief, it opened the window into just mentally and physically tough America’s ultimate warriors are. From the repeated exposure to ungodly cold water, the team boat carries to the tactically operations; these men are tested every which way possible. We are introduced to our four main characters: Marcus Luttrell, Mike Murphy, Matt Axelson and Danny Dietz, as the group is experiencing the all too common down time between missions. Very quickly the action heats up as the four are briefed on their mission and begin preparations. The mission begins routinely enough as they are dropped into the mountains and hike their way to the observation point where they are to lay eyes on the village to make sure their target is there. It is here we get the first glimpse as to the groups toughness as this is no routine hike up the Appalachian Trail, but a rugged adventure carrying the full weight of all their gear. Upon reaching their vantage point, the four realize they can’t get good eyes on the target and have to move a...
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...explain the different responses taken by the different members of the team based primarily on the factors that influenced their perception, as shown in Exhibit 6-1 of the textbook. Let us start with Dodge’s reaction as he was the team foreman. In terms of his personal characteristics, we must say that he had the most experience as a firefighter, had the personality to analyze the fire in terms of winds, weather, vegetation conditions, and the blockage to the river, and lead the other firefighters, and was able to conclude early enough that the forest was a ‘death trap’ as he repeatedly warned the other members. When we describe the situational factors of Dodge’s escape as well as the target factors, we must mention mainly the size and proximity of the fire and the lack of time they had before the fire would reach them, so he quickly lit a escape fire and instructed the crew to follow him in an effort to save them. In fact, Dodge was the only one who concluded that they could not outrun the rapidly approaching fire so running on a rocky incline to get to the ridge was not the solution. Hellman, on the other hand, showed inexperience at the very beginning. He was commanded to lead the crew toward the fire by bringing up the rear of the marching line and to make sure the crew understood and followed Dodge’s order. However, when the foreman reorganized the group, he found a scattered and confused team without apparent member in charge. With much less training and a lack of leadership...
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...Benavidez herd there call and volunteered to help, getting on the next helicopter out. When they got there all of the team members were either dead or wounded and unable to move. He told the pilot to land in a nearby clearing where sergeant Benavidez would have to run about 75 meters under small arms fire to the crippled team. On his way over to them he was wounded in his right leg, face, and head. Even with those injures he took initiative in shuttling the team to the extraction aircraft, and directing fire to allowing the aircraft to land. As the enemy’s fire incises he raced to recover the body and classified documents on the dead team leader. When recovering the team leader sergeant Benavidez was brutally wounded by small arms fire and grenade fragments in the back. The aircraft pilot was mortally wounded and his helicopter crashed. Despite all of the injuries he sustained Sergeant Benavidez collected the documents and went back into wreckage to help the wounded out of the overturned aircraft, and gathered...
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...compare it to the perfect team member’s performance. Response officers: These are the men and women who respond to 999 calls they can be urgent or just silly calls everyone starts of here in the police force. its often considered the hard part of policing because it has such harsh shifts and typically the more dangerous role as well. They do house raids they have very mixed activities they can do different levels of driving for example pursuit driving class 1 and some plain clothes work. They can also be sent to assist ambulances in case of disorder. Safety neighbour teams: These are policemen or women who are responsible for looking after and patrolling a small geographic area the police need to know this area well so they know where they are and where the criminal might be or go if they did a runner. This group of police officers can conduct house raids in their designated area and will also do some work in plain clothes work as well. Traffic officers: Traffic officers are the police that provide road policing they use a special piece if tech it's called a ANPR automatic plate recognition camera it finds cars that have no insurance or outstanding ticket or violations. They are mainly responsible for the car pursuits because these men and women have trained and passed their level 1 or 2 pursuit driving class test. Most of the officers can drive fast cars motor cycles and hgvs in case they need to move them. FSU fire arms support unit: This is the fire arms support unit they...
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...Presentation 9 Compliance 10 Comprehensive Planning 10 Leadership Approval 12 The Plan Strategy 12 Team Structure 12 Figure 1: The Business Continuity Plan Team Organizational Chart 13 Emergency Management Team 13 Business Continuity Team 14 Business Unit Teams 15 Fly Out Teams 16 Fire Teams 16 The Four Phases of the Plan 16 Figure 2: The four phases of the Plan 16 Phase I - Appraisal 17 Phase II – Recovery Coordination 18 Phase III - Production 18 Phase IV – Site Restoration 19 Business Unit Plan Structure 20 Alternative Sites 21 Planning Refinement Recommendations 22 Risk Assessment 22 Business Impact Analysis 22 Emergency Response 23 Disaster Recovery 23 Testing and Restoration 24 Future State 25 Comprehensive Business Planning 25 ACP Workflow Planning 26 Awareness and Training 27 Maintaining Support 27 Projected Timeline 28 Figure 3: Projected Timeline 29 Tasks 29 Conclusion 30 Sources 31 Appendix A 32 Appendix B 34 Executive Summary Business continuity at Company has been undergoing a significant transformation from July to October of 2009. This analysis reviews that transformation in detail, covering the new technologies implemented, planning and team concepts, and the required next steps. These next steps are detailed in Appendix B at the end of the...
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...While our team was composed of completely different preference types (as classified by the Myers-Briggs Type Indicator), we believe that such varying opinions led to our group’s success in the Subarctic Survival Simulation. In fact, our group boasted the highest team percentage change in the activity—43 percent. The team percentage change represents the improvements made in the ranking of survival tools through our team’s discussion from our individual assessments. The change shows how the group’s gain score (24.4) relates to the average individual score (56.4). Additionally, our gain score was the highest in the class, further showing the strengths of our teamwork during the survival simulation. When assessing the overall effectiveness of our discussion, our team score of 32 must also be considered—it was tied with Team 5 for the lowest in the class, while our average individual score of 56.4 was second in the class ranking. When we compare our team’s average individual score to the best individual score on our team (30), we see that there is a significant difference. Clearly there was one team member who was more in-line with the expert rankings of the survival tools than the rest of the team. This difference of 26.4 points was by far the greatest spread in the class. When looking at this spread along with our team’s percentage change, we may also conclude that this person made a positive impact on our discussions by helping to improve the team’s overall score. ...
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...employees, inventory control, and bookkeeping amongst other things. After closely monitoring the sales and employees the newly hired bar steward made the board of directors aware of a particular employee. Items were missing after every shift. A special committee was directed to look into these actions and report back to the board with the findings. The committee took it upon themselves to fire the bar steward and continue to let the employees do as they wish. Initially the employee may have won the battle but did they win the war? Overview of the Organization and Case Study As with any organization politics are always a major factor. This was no different for an American Legion. While it serves as an organization for veterans and their families, their always seems to be a lack of effective communication. Problems arise within the organization that some may find irrelevant to their positions but regardless it sometimes moves it up to the board for a final decision to be made. The board of directors consists of a commander, vice commander and officers. All decisions regarding the legion and members must be passed through the approval of the board. The legion has principals of bureaucracy in which "organization based on formalized rules, regulations, and procedures, which make authority rational as opposed to charismatic or traditional" (Shockley-Zalabak, P., 2012. p.74). In this case study a drastic decision was made without going through the proper channels as individuals were...
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...is a good move, however, if the process of setting up the equipment, managing the security and providing training goes on too long, then it will start to negatively affect the company over-all. Currently there is concern if the technology will be delivered due to an unforeseen fire, this set back will be costly in time and work. Also, a second part of time being a risk is managing faulty or dying equipment. Home offices will take longer to assess and fix in the long run. IT staff will either have travel to employee’s homes, or employees will be held up having to come into the home office for repairs. The impact is serious due to the fact it would reduce the amount of work completed, uses valuable resources that are required on-site, or lead to cost of hiring a separate support staff for the telecommuters. Initial action is to move quickly in the areas that can be moved on quickly. Also, there are several team members who are done their parts, and several who are working on their parts alone. It is recommended that people be placed where there is a personnel shortage. This risk can also be prevented by managing the completion status of each item via milestone dates. The team member responsible is everyone on the project, with the PM as the lead. Strategies for preventing this risk is for the PM to reassess WBS, tweak people’s schedules, and get a confirmation from the company about delivery of equipment or find out how to cancel order and move...
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...Employee Retention Executive Leadership BY: Michael D. Jackson Assistant Fire Chief Department of the Air Force Mercury NV An applied research paper submitted to the National Fire Academy as part of the Executive Fire Officer Program March 1999 2 ABSTRACT Over the last five years (1993-1998), twenty-one members of the Range Complex Fire Department (RCFD) have left for various reasons. The problem is that because of a reduced personnel budget the department has not been allowed to replace all of the members that have left. The ensuing reduction in staffing has resulted in a fire station closure and a reduction in customer service. Operationally this reduction has resulted in increased response times, reductions of vehicle staffing and increases in overtime. The purpose of this paper was to identify why personnel were leaving the department and to suggest ways to improve employee retention. Descriptive and evaluative research methods were utilized to answer the following research questions: 1. 2. 3. Why have members left the Range Complex Fire Department? In general, why do employees leave the fire organizations they work for? What does the upper management team of the RCFD believe are the reasons personnel are leaving the department? 4. What retention programs are used by other federal fire departments? To identify why employees were leaving the RCFD nine interviews were conducted with former employees that had left the department in the last five years. A literature...
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...Leanne Snyder MFT5105: Reflecting Teams/Narrative Therapy Week 8 Northcentral University Dr. Asha Sutton March 9, 2015 When we look upon Narrative Therapy, we look at the person rather than the problem. This means separating the problem from the person or family. Narrative Therapists believe that people are the solutions to their own problems or issues. They also believe that people are special, and can find the answers to problems or issues that they are experiencing. In the video, “Escape from Bickering,” Dr. White interviews a family that has multiple issues with their son and daughter. Mike, the oldest, is the identified patient, as he has been locked up for a while in various group homes for setting fires since he was about 12 years old. His sister, Debbie, has been in a psychiatric hospital and group homes for suicidal tendencies. Mike and Debbie have not always gotten along or seen eye to eye as they fail to understand each other or their feelings. Dr. White continues to allow each to discuss how they feel, and to express their frustration to the other. Mike doesn’t understand why Debbie is always argumentative, and Debbie doesn’t understand why Mike likes to set fires. As Dr. White asks each member what they would like to address within this session, all but Mike wants to know about Mike’s fire setting. As Dr. White reflects this, he focuses more on Mike and Debbie’s relationship. He asks each one what they have noticed about the other over the years. Debbie...
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...Meyer, Dakota. Into the Fire. Random House: New York, NY, 2012. Character List: Dakota Meyer | Dakota Meyer is the protagonist, narrator and author of “Into the Fire”. He’s Team Monti’s sniper and is in charge of everything that has to do with combat. He is a Medal of Honor recipient for the courageous acts he demonstrated in Afghanistan. | Cpt. William Swenson | Swenson, a long-haired, quiet, border police advisor, is one of the main characters in the book. He and Meyer become very close and fight beside one another at during the events at Ganjigal. | Lt. Mike Johnson | Mike was the leader of Team Monti. He specialized in communications and was and advisor to improve leadership procedures of Afghan officers. He was stranded in a house in Ganjigal and killed. | Sgt. Aaron Kenefick | Kenefick was the staff NCO of Team Monti. There was some tension between him and Meyers until they spent some time in Dangham. Kenefick’s job was to bring order to the Afghan personnel and pay records. He was stranded in a house in Ganjigal and killed. | Doc Layton | Hospital man 3rd class Layton, was a laid back Navy corpsman. His job was to provide medical assistance to Team Monti. He was stranded in a house and killed. | Hafez | Hafez is the lead interpreter at Team Monti. He is the best warning system that they have. He is the unofficial 5th member if the Team and is loyal to the US. He has yet to find a way to America. | Setting: The story takes place along the Afghan-Pakistan...
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...Slateport City 4.6 The Road To Mauvile 4.7 The Electrifying Mauvile Gym! 4.8 Route 111 & 112 4.9 Fiery Path & Route 112 & 113 4.10 Fallarbor Town 4.11 Route 114 And The Meteor Falls 4.12 The Road To Verdanturf Town 4.13 Mt.Chimney 4.14 The Jagged Pass 1 4.15 The Hot Lavaridge City 4.16 The Interesting Desert 4.17 The Petalburg Gym 4.18 The Ocean Path 4.19 The Abandoned Ship 4.20 The Rest Of The Road 4.21 The New Mauvile 4.22 The Harsh Routes 118 & 119 4.23 The Weather Institute 4.24 The Rest Of Route 119 4.25 The Confusing Fortree City 4.26 Route 120 & 121 4.27 Lilycove City 4.28 Mt. Pyre 4.29 Route 123 4.30 Team Magma's Hideout 4.31 The Team Aqua Hideout 4.32 The Ocean Route 124 4.33 The Psychic Mossdeep City 4.34 The Space Center 4.35 The Water Routes (1) 4.36 Underwater Hideout 4.37 Saving.. The Pokemon World! 4.38 The Wanted Rayquaza 4.39 Sootoplis Gym At Last! 4.40 The Path To Victory Road 4.41 Victory Road 4.42 The Elite Four NEW! 4.43 The End? NEW! 4.44 The S.S Anne Trip NEW! 4.45 The Battle Frontier (UNCOMPLETED!) 5. FAQ 6. Pokedex 7. Contact Information 8. Credit & Thanks ------------------------------------------------------------------------------ 1 Introduction...
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...Delegating in the workplace CONTENTS BACKGROUND – Pages 4-5 KNOWING HOW TO PLAN IN THE WORKPLACE – Pages 6-16 ALLOCATING WORK TO MY TEAM MEMBERS – Pages 17- 21 UNDERSTANDING HOW TO IMPROVE THE PERFORMANCE OF A TEAM IN DELIVERING A PLAN – Pages 22-24 UNDERSTANDING HOW TO ORGANISE PEOPLE TO ACHIEVE AN OBJECTIVE- Pages 24-27 UNDERSTANDING HOW TO DELEGATE TO ACHIEVE WORKPLACE OBJECTIVES- Pages 28-32 GLOSSARY LFRS – Lancashire fire and Rescue service HFSC – Home fire safety check ADFs – Accidental dwelling fireS DSFs – Deliberate Secondary fires EVAs – Environmental Visual Audit CORVU - LFRS information system MOASIC – LFRS information system SOA – Targeted area (super output area) Sm – Station Manager Wm – Watch Manager Cm – Crew Manager CFS – Community Fire Safety KPIs – Key performance indicators IRS – Incident Recording System E71 – Blackburn Fire Station E70 – Accrington Fire Station E76 – Darwen Fire Station MFS – Mobile Fire Station E71P2 – Blackburn Fire appliance E71P1 – Blackburn Fire appliance INTRANET – LFRS Internet REDKITE – Training programme system BA – Breathing apparatus RTC – Road traffic collision BACKGROUND The name of the organisation I work for is Lancashire Fire and Rescue Service. LFRS has a number of aims which are split into our objectives, our priorities and our values. Our Objectives – Our specific measureable goals. To identify...
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