Army Boards Comprehension Questions (mixed subjects)

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A Soldier asks you about Von Stueben, what can you tell him about his position in the US Army?

America’s first inspector general, Baron Von Steuben, strongly influenced the shaping of the NCO corps in the Continental Army. He instituted the Regulations for the Order and Discipline of the Troops of the United States, commonly called the "Blue Book." Von Steuben’s opus officially established the structure of the NCO Corps within the American Army. Von Stueben taught the Continental Army: 1.A simplified but effective version of the drill formations and movements of European armies. 2.Proper care of equipment. 3.The use of the bayonet (a weapon in which British superiority had previously been marked). 4.He impressed upon officers their responsibility for taking care of the Soldiers. 5.Taught NCOs how to train and lead those Soldiers

Discuss concepts in FM 7-22.7: "Duties, Responsibilities and Authorities of NCO"

The NCO’s principle duty and responsibility is TRAINING. What are the two most important responsibilities of a Leader? 1. Mission Accomplishment and 2.Soldier Welfare. Name some basic responsibilities of a NCO: 1.-Maintaining discipline 2.-Maintaining government property 3.-Training soldiers 4.-Ensuring the welfare of the soldiers 5.-Executing the mission

What is the purpose of Nonjudicial Punishment?
RE: AR 27-10

Article 15 The purpose of Nonjudicial Punishment under Article 15 is to correct and reform soldiers, to preserve an offender’s record of service and to dispose of minor infractions in a manner requiring less time and personnel than a trial by court-martial. Three classifications of Article 15’s 1. Summarized 2. Company grade 3. Field grade

What is General Military Authority? Provide an example.

General Military Authority is authority extended to all soldiers to take action and act in the absence of a unit Leader or other designated authority. It originates in oaths of office, law, rank structure, traditions and regulations. This broad-based authority also allows Leaders to take appropriate corrective actions whenever a member of any armed service, anywhere, commits an act involving a breach of good order or discipline. For example, if you see soldiers in a brawl, you have the general military authority (and the obligation) to stop the fight. This authority applies even if none of the soldiers are in your unit.

What course of action should you take when your Soldier begins performing below his/her usual standards?

-Counsel about substandard performance -Attempt to define the problem with the Soldier -Afford opportunity and time to solve the problem -Make a written statement of counseling

What does AR 600-20 state about the NCO Support Channel?

A channel of communication that reinforces the Chain of Command. The Chain of Command supports the NCO Support Channel by legally punishing those who challenge a Sergeant`s authority NCO AUTHORITY As a noncommissioned officer, you must know what authority you have and where it comes from. You are also expected to use good judgment when exercising your authority. Authority is defined as the right to direct Soldiers to do certain things. Authority is the legitimate power of Leaders to direct Soldiers or to take action within the scope of their position. Military authority begins with the Constitution, which divides it between Congress and the President. The President, as commander in chief, commands the armed forces, including the Army. The authority from the Commander-in-Chief extends through the chain of command, with the assistance of the NCO Support Channel, to the squad, section or team Leader who then directs and supervises the actions of individual Soldiers.

Tell us about the position of the Sergeant Major of the Army.

Established in 1966, the Sergeant Major of the Army (SMA) is the senior enlisted position of the Army. The Sergeant Major in this position serves as the senior enlisted advisor and consultant to the Chief of Staff of the Army. The SMA provides information on problems affecting enlisted personnel and proposes solutions to these problems concerning standards, professional development, growth and advancement of NCOs, morale, training, pay, promotions and quality of life for Soldiers and family members. Using command information channels, the SMA keeps Soldiers current on important NCO issues and through the public media informs the American people of the Army mission, Soldiers’ accomplishments and future enlisted trends. The SMA directs NCO support channel activities through the major commands’ CSMs by using written and verbal communications. The SMA also presents the enlisted viewpoint to Congress, DA boards and committees, meets with military and civilian organizations to discuss enlisted affairs, and receives and represents Army enlisted personnel at appropriate ceremonies.

DEFINE Maneuvers:

Maneuvers are the movement of infantry forces to gain a position of advantage over the enemy and hold that advantage. Your Soldiers will have to know how to maneuver to attack enemy flanks, rear areas, logistics points, and command posts. In the defense, they will have to be able to maneuver to counterattack the enemy’s flank. Maneuver, when properly executed and supported by firepower, allows your Soldiers to close with the enemy and win the encounter.

DISCUSS Forms of Maneuver: RE: ADRP 3-90, FM 3-90.3

Forms of Maneuver Include: 1.ENVELOPMENT: an attacking force seeks to avoid the principal enemy defenses by seizing objectives to the enemy rear to destroy the enemy in his current positions. At the tactical level, ENVELOPMENTS focus on seizing terrain, destroying specific enemy forces, and interdicting enemy withdrawal routes 2.TURNING MOVEMENT: the attacking force seeks to avoid the enemy’s principle defensive positions by seizing objectives to the enemy rear and causing the enemy to move out of his current positions or divert major forces to meet the threat. A commander uses this maneuver to seize vital areas in the enemy’s rear before the main enemy force can withdraw or receive support or reinforcements. A Turning Movement differs from an Envelopment because the force conducting a Turning Movement seeks to make the enemy displace from his current locations, whereas an Enveloping Force seeks to engage the enemy in his current location from an unexpected direction. 3.FRONTAL ATTACK: an attacking force seeks to destroy a weaker enemy force or fix a larger enemy force in place over a broad front. At the tactical level, an attacking force uses a Frontal Attack to rapidly overrun a weak enemy force. A commander uses a Frontal Attack as a shaping operation in conjunction with other forms of maneuver to— –Clear enemy security forces. –Overwhelm a shattered enemy during an exploitation or pursuit. –Fix enemy forces in place as part of a shaping operation. –Conduct a reconnaissance in force. 4.PENETRATION: an attacking force seeks to rupture enemy defenses on a narrow front to disrupt the defensive system. A commander employs a Penetration when there is no assailable flank, enemy defenses are overextended and weak spots are detected in the enemy’s positions, or time pressures do not permit an Envelopment. 5.INFILTRATION: an attacking force conducts undetected movement through or into an area occupied by enemy forces to occupy a position of advantage in the enemy rear while exposing only small elements to enemy defensive fires. Infiltration occurs by land, water, air, or a combination. Moving and assembling forces covertly through enemy positions takes time. To successfully infiltrate, the force must avoid detection and engagement. A commander orders an Infiltration to move all or a portion of a unit through gaps in the enemy’s defenses to— –Reconnoiter known or templated enemy positions and conduct surveillance of named areas of interest and targeted areas of interest. –Attack enemy-held positions from an unexpected direction. –Occupy a support-by-fire position to support the decisive operation. –Secure key terrain. –Conduct ambushes and raids to destroy vital facilities and disrupt the enemy’s defensive structure by attacking his reserves, fire support and air defense systems, communication nodes, and logistic support. –Conduct a covert breach of an obstacle or obstacle complex.

What are the Duties, Responsibilities, and Authority of the NCO?

An NCO’s principle duty and responsibility is TRAINING. Additional responsibilities include: • Maintaining discipline • Maintaining government property • Ensuring the welfare of the Soldiers • Executing the mission • Training Soldiers and conducting daily Army business within established policy • Focusing on individual Soldier training • Dealing primarily with individual Soldier training and team leading. • Ensuring that subordinate teams, NCOs, and Soldiers are prepared to function as an effective unit and as team members.

–What is an Army Professional?

–How are Army Professionals developed?

–What is an Army Professional? An Army Professional Soldier is an expert, a volunteer certified in the Army Profession, bonded with comrades in a shared identity and culture of sacrifice and service to the Nation and the Constitution, who adheres to the highest ethical standards and is a steward of the future of the Army Profession. –How are Army Professionals developed? Professional Development programs (Self-Development, PME and PD); counseling and mentoring; when members are in a command climate with Leadership that promotes development. All true professions self-regulate and self-generate—they create their own expert knowledge, practical expertise, and ethic, all of which they continually adapt to future needs. The Army is over two centuries old, but it has been a military profession by today’s standards for only half of that time. It will only maintain its status as a profession with the American people if its military and civilian Leaders act as stewards of all resources, including priceless human resources.

One of your Soldiers arrives at PT and is clearly under the influence of alcohol. What dictates your next steps??

Event-Oriented Counseling: Article 112 Drunk on Duty of the Uniform Code Of Military Justice: Any member of the armed forces who, is found drunk on duty; may be punished under Article 112. Key Points of Discussion: Intoxication while on duty is unacceptable behavior that will not be tolerated. Your reckless behavior jeopardized your personal safety and the safety of those around you as well as the effectiveness of our unit to successfully accomplish the missions at hand. (I am recommending that the commander impose nonjudicial punishment for your misconduct) OR (You will receive corrective training as outlined in the plan of action).

You have just been appointed as the NCOIC for a Funeral Detail. What actions or steps do you take in order to execute your mission?

RE: Training Circular–TC 3-21.5 (FM 3-21.5) 20 JANUARY 2012 DRILL AND CEREMONIES: 14-3. Individual Responsibilities: The Casualty Assistance Center (CAC) provides burial honors, for deceased Army personnel, including active duty and retired personnel as well as eligible reserve components and veterans when requested by the family. Active Duty Soldiers will receive burial with full military funeral honors, to be provided by a nine-person funeral detail. Retirees are entitled to full military funeral honors, resource permitting, but as a minimum, will receive funeral honors consisting of two uniformed Soldiers to fold the flag and present it to the next of kin, and play "Taps." Eligible members of the reserve component and veterans will also receive funeral honors from a two-person detail. Medal of Honor recipients are entitled to full military funeral honors, regardless of status. A live bugler is preferred, however, if none is available, "Taps" may be played on a suitable recording device, but a live bugler is required for all active duty funerals. The family of the deceased (or its representative) may request another clergyman to officiate in lieu of a military chaplain. A civilian clergyman can conduct all religious elements of a military funeral or interment. The desires of the family are given the fullest consideration possible in the selection of elements involved, but the funeral is conducted as prescribed in this manual. The responsibilities of the individuals involved in a military funeral are as follows: a. Casualty Assistance Office. The Casualty Assistance Office provides funeral detail requirements and the CAO’s name and phone number to the funeral detail NCOIC. It also coordinates bugler commitments. b. Funeral Detail NCOIC. The funeral detail NCOIC— 1.Provides the name of the NCOIC and the bugler pick-up time to the casualty assistance office after notification of funeral detail. 2.Requests transportation for the funeral detail through the transportation division. 3.Coordinates specifics with the funeral home, clergy, and chapel concerned. 4.Coordinates the use of a portable CD player for playing "Taps," if needed. 5.Ensures all personnel participating in the funeral detail arrive at the designated place in sufficient time to make final coordination.

When can a Record APFT be done? What happens if a Soldier fails it? What happens if a Soldier fails it a second time?

RE: Army Field Manual 21-20, Physical Fitness Training…Chapter 14 Soldiers are required to take a physical fitness test at least twice per year. There are three events which are measured: push-ups, sit-ups, and a timed two-mile run. Soldiers are required to score a minimum of 60 points on each event (50 points per event in order to graduate Army Basic Training). The Army Physical Fitness Test (APFT) scores are also used in the Army Enlisted Promotion System. Soldiers who fail any portion of the APFT must re-take the entire APFT within three months (unless they have an approved medical profile). Soldiers who fail the APFT are flagged in accordance with Army Regulation 600-8-2, Suspension of Favorable Personnel Actions. Individuals who are flagged for APFT failure are not eligibile for promotion, reenlistment or enlistment extension

One of your Soldiers does not understand the RANGE CARD. How would you explain the range card to him?

Short Definition: A Range Card is a sketch of the terrain a weapon system has been assigned to cover by fire. It contains information that assists in: planning and controlling fires, rapid detection and engagement of targets, and orientation of replacement personnel or units. By using a Range Card, a gunner can quickly and accurately determine the information he needs to engage targets. Long Explanation: RE: FM 3-21.9 APPENDIX H….RANGE CARDS AND SECTOR SKETCHES The success of a defense depends on the positioning of Soldiers and weapons. To position their weapons effectively, Platoon Leaders must know the characteristics, capabilities, and limitations of their weapons, the effects of terrain, and the enemy. However, the Platoon Leader is not done after merely positioning his weapons. He must ensure that each weapon can effectively engage the enemy, and the sum of his weapons can effectively mass coordinated direct fires on the enemy. The Platoon Leader accomplishes this by making his Soldiers produce detailed range cards and by making his squad Leaders and section Leaders produce detailed, coordinated sector sketches. He personally inspects individual Soldier positions, reviews subordinate sector sketches, and coordinates with adjacent units to develop a detailed and accurate platoon sector sketch. Section I. RANGE CARDS: A Range Card is a sketch of the assigned sector that a direct fire weapon system is intended to cover. A Range Card aids in planning and controlling fires and aids the crews and squad gunners in acquiring targets during limited visibility. It is also an aid for replacement personnel or platoons or squads to move into the position and orient on their sector. The individual Soldier or gunner should make the Range Card so that he becomes more familiar with the terrain in his sector. He should continually assess the sector and, if necessary, update his Range Card. To prepare a Range Card, the gunner must know the following information. –Sectors of fire. –Target reference points. –Dead space. –Maximum engagement line. –Weapons or gunners reference point. –Weapons symbol, left and right limits, and north seeking arrow. H-1. SECTORS OF FIRE A Sector Of Fire is a piece of the battlefield for which a gunner is responsible. He may be assigned a primary and a secondary sector. Leaders use sectors of fire to ensure fires are distributed across the platoon’s area of responsibility. a. A Sector Of Fire is assigned to cover possible enemy avenues of approach. Leaders should overlap sectors to provide the best use of overlapping fire and to cover areas that cannot be engaged by a single weapon system. b. The Leader assigns left and right sector limits using prominent terrain features or easily recognizable objects such as large rocks, telephone poles, fences, or stakes. H-2. REFERENCE POINTS AND TARGET REFERENCE POINTS (TRP) Leaders designate natural or man-made features as Reference Points. A Soldier uses these reference points for target acquisition and range determination. Some reference points may also be designated as Target Reference Points. A TRP is an easily recognizable point on the ground (natural or manmade) used to initiate, distribute, and control fires. The company or battalion designates TRPs, and platoon and squad Leaders also should designate TRPs. TRPs always should be visible. These also may be useful as indirect-fire targets. a. The commander or platoon Leader designates TRPs used as indirect fire targets so that target numbers can be assigned. b. TRPs should be visible through all spectrums available to the unit. They must be easily identifiable to the defender during daylight. TRPs must be heated so they can be recognized with thermal sights, and they must have an infrared signature so they can be recognized through night vision devices. H-3. DEAD SPACE Dead Space is any area that cannot be observed or covered by direct-fire systems within the sector of fire. All Dead Space within the sector must be identified to allow the platoon Leaders and squad Leaders to plan indirect fires (mortars, artillery, MK19, or M203) to cover the area. The squad Leader must walk the engagement area to identify dead space for his M249s and M240B. When the vehicles are used in the defense, the section Leaders must walk the engagement area so gunners can detect dead spaces through their remote weapons sighting system. H-4. MAXIMUM ENGAGEMENT LINE (MEL) The Maximum Engagement Line-MEL is the depth of the sector and normally is limited to the maximum effective engagement range of the weapons systems. However, it can be less if there are objects that prevent the Soldier from engaging targets at maximum effective ranges of his assigned weapon. To assist in determining the distance to each MEL, the Soldier should use a map to ensure that the MELs are depicted accurately on the range card. Identifying the MEL will decrease ammunition expenditure during an engagement. H-5. WEAPONS REFERENCE POINT (WRP) The Weapons Reference Point-WRP is an easily recognizable terrain feature on the map used to assist Leaders in plotting the vehicle, squad, or weapon position. The WRP is used to assist Leaders in plotting positions and assisting replacement personnel in finding positions. H-6. Weapons Symbol, Left and Right Limits, and North Seeking Arrow. –Weapon Symbol. Indicates the type of weapon that the range card was designed for. –Magnetic North. Take the range card and orient it with the assigned sector of fire. Use a lensatic compass to determine magnetic north. Keep the range card oriented to the sector of fire and draw the magnetic north symbol in the appropriate direction in the Magnetic North box. –Left Limit and Right Limit. Left and Right Limits are imaginary lines from the gunner’s firing position to a designated point on the ground. Use terrain features when possible to designate left and right limits. Other recognizable objects such as a building or other man-made structures can be used. The area between the left and right limits depicts the gunner’s sector of fire or area of responsibility.

Can you discuss the Army Maintenance Levels System….RE:DA PAM 750-3 • 18 September 2013

1-4. Maintenance levels a. The Army Maintenance System, less aircraft, is a two-level system that consists of field and sustainment. Each unique level makes a different contribution to the overall system. b. The Field-Level Maintenance— (1) Is generally characterized by on-(near) system maintenance, often utilizing line replaceable units (LRUs) and component replacement, in the owning unit, using tools and test equipment found in the unit. (2) Is not limited to simply "remove and replace actions," but it also allows for repair of components or end items on-(near) systems. Field maintenance also includes adjustments, alignments, services, applying approved field-level modification work orders (MWOs), faults and failure diagnoses, battle damage assessment, repair, and recovery. (3) Always repairs and returns equipment to the user, and includes maintenance actions able to be performed by operators. C. The Sustainment-Level Maintenance— (1) Is generally characterized by "off system" component repair or end item repair and return to the supply system, or by exception, back to the owning unit. It is performed by national-level maintenance providers (including the Army Materiel Command (AMC) and installation director of logistics (DOL) maintenance activities). (2) Can be employed at any point in the integrated logistics chain. The intent of this level is to perform commodity oriented repairs on all supported items to return them to a national standard, provide a consistent and measureable level of reliability, and to execute maintenance actions not able to be performed at the field-level of maintenance.

What will you do when a Soldier fails weight/tape?

What will you do when a Soldier fails weight/tape? • Ensure Soldier receives nutritional counseling • Ensure Soldier is medically evaluated to determine if there is a condition involved. • Ensure Soldier is weighed and taped each month • Ensure Soldier is counseled each month on improvements/lack of • Conduct Supervised APFT, during normal PT hours and another session during duty hours. If Soldier shows no improvement over a determined period of time: • Flag Soldier with a DA Form 268 • Enroll Soldier in the AWCP • Continue to weigh/tape Soldier monthly and counsel on progress • If the Soldier is not at standard after 6 months, his separation process must be started. APFT-Army Physical Fitness Test AWCP- Army Weight Control Program

While getting ready to conduct an inspection, one of your Squad Leaders is unsure about inspections. What do you tell him are the two types of inspections?

Why do we have inspections? From long experience, the Army has found that some Soldiers, if allowed to, will become careless and lax in the performance of minor barrack duties in their unit. They become accustomed to conditions in their immediate surroundings and overlook minor deficiencies. Should a Soldier fall below the Army standard of performance, you can be assured that someone will notice those deficiencies immediately. Your superiors will order inspections to see that Soldiers have all the equipment and clothing issued to them and that it is serviceable. Inspections serve this practical purpose; they are not harassment. You will probably agree that inspections often correct small problems before they become big problems. Sharp appearance, efficient performance and excellent maintenance are important considerations that affect you directly. They are the earmarks of a good organization and one you should be a proud member of. First line Leaders should inspect their Soldiers daily and should regularly check Soldiers’ rooms in the barracks. First line Leaders should also make arrangements with Soldiers who live in quarters (on or off post) to ensure the Soldier maintains a healthy and safe environment for himself and his family. Types of Inspections: There are two categories of inspections for determining the status of individual Soldiers and their equipment: In-Ranks and In-Quarters. 1. An IN-RANKS INSPECTION is of personnel and equipment in a unit formation. The Leader examines each Soldier individually, noticing their general appearance and the condition of their clothing and equipment. When inspecting crew-served weapons and vehicles, the personnel are normally positioned to the rear of the formation with the operators standing by their vehicle or weapon. 2. Leaders may conduct an IN-QUARTERS (BARRACKS) INSPECTION to include personal appearance, individual weapons, field equipment, displays, maintenance and sanitary conditions. Organizations will have inspection programs that help determine the status and mission readiness of the unit and its components. These include Command Inspections, Staff Inspections and Inspector General Inspections.

EXPLAIN Under the Oak Tree Counseling:

Under the Oak Tree Counseling is a concept that is implemented throughout the Army community for its simplicity and effectiveness. Before periods of high-risk, such as weekends, holidays, passes, and leaves, first-line Leaders will meet with their subordinates to discuss their destinations, travel arrangements, and activities. The Leaders and the Soldiers will identify the potential safety risks involved and agree upon a plan to mitigate them. Should any subordinate decide to deviate from the plan or knowingly place themselves in risky situations, they become liable to punishment for disobeying orders.

What are the steps for Dead Reckoning?

1.Locate starting point on map 2.Determine the grid azimuth between the two points and convert it to a magnetic azimuth 3.Determine distance and convert pace count 4.Set magnetic azimuth 5.Pick an object in the distance along your azimuth.

What does ACADA stand for?

M22 Automatic Chemical Agent Detection Alarm ACADA Description: The M22 Automatic Chemical Agent Alarm (ACADA) is an automatic chemical agent alarm system capable of detecting, warning and identifying standard blister and nerve agents simultaneously. The M22 is man-portable, operates independently after system startup, provides an audible and visual alarm and provides communication interface to support battlefield automation systems. Mission: Provide detection and warning for nerve and blister agents. Capabilities: •Area Warning •Collective Protection Equipment (CPE) monitoring •Operation on and in vehicles •Provide simultaneous detection and warning of nerve and blister agents •Significantly more sensitive than M8A1 •Much less responsive to interferents than M8A1

Class III Leak is annotated how?

FLUID LEAKAGE. Wetness around seals, gaskets, fittings, or connections indicates leakage. A stain also denotes leakage. If a fitting or connector is loose, tighten it. If broken or defective, report it. Use the following as a guide: • Class I. Leakage indicated by wetness or discoloration, but not great enough to form drops. • Class II. Leakage great enough to form drops, but not enough to cause drops to drip from item being checked/inspected. • Class III. Leakage great enough to form drops that fall from the item being checked/inspected. Operation is allowable with Class I or II leakage except for brake system. Any brake fluid leakage must be reported. WHEN IN DOUBT, NOTIFY YOUR SUPERVISOR. When operating with Class I or II leaks, check fluid levels more frequently. Class III leaks must be reported immediately to your supervisor or to unit maintenance. Failure to do this will result in damage to vehicle and/or components. Use DA Form 2404 or DA Form 5988-E (automated) and report malfunctions to unit maintenance at once.


OPTEMPO is short for Operational Tempo. It is the pace at which an item of equipment is used for the purpose intended and is usually measured in miles/hours for ground equipment and flying hours for aircraft. Fluctuations in OPTEMPO, together with environmental factors and fatigue, may impact the life expectancy of equipment

Discuss WTBD

Discuss Warrior Tasks… WarriorTasks are those which Soldiers must be able to perform to fight, survive, and win in combat. The Army identified Warrior Tasks and Battle Drills (WTBD) that enhance a Soldier’s readiness to fight on the battlefield. –Warrior Tasks are a collection of individual Soldier skills deemed critical to Soldier survival. Examples include weapons training, tactical communications, urban operations, and first aid. –Battle Drills are group skills designed to teach a unit to react and survive in common combat situations. Examples included react to ambush, react to chemical attack, and evacuate injured personnel from a vehicle. WTBD increase the relevance of training to current combat requirements and enhance the rigor in training. The driving force behind the change comes from lessons learned. Standards remain constant but commanders must be aware that the enemy adapts quickly and Soldier training will change more rapidly because of current operational environments. The Warrior Tasks and Battle Drills, or WTBD, are fundamental combat skills in which all Soldiers, regardless of rank, component or Military Occupational Specialty, must maintain proficiency in order to fight and win on the battlefield. These skills are the building blocks of tactical training for all Soldiers during initial military training. Soldiers gain proficiency during advanced training in the school house and at units.

Discuss: Risk Analysis and Application to METT-T

Risk Analysis and Application to METT-T METT-T provides the basis upon which to build and carry out operational plans or orders in the application of military force. Mission, enemy, terrain, troops, and time (METT-T) define the operating environment. •Mission: The unit mission may require the platoon to provide continuous fire support to the supported force. This can be accomplished by moving one launcher forward with the advance element. •Enemy Situation: The enemy disposition of forces and the expected threat must be considered before executing the RSOP. Soldiers should know what to expect in terms of enemy activity. •Terrain and Weather: Terrain and weather affects time and distance relationships. It also can severely impact on command and control, trafficability, and the ability to conduct a thorough reconnaissance. •Troops: The availability of troops and their state of morale, rest, and training are important considerations. •Time: The amount of time available for reconnaissance will vary. Correspondingly, so will the level of detail of the reconnaissance.

What are the categories of sexual harassment and give some examples?

–Verbal – Examples of verbal sexual harassment may include telling sexual jokes; using sexually explicit profanity, threats, sexually oriented cadences, or sexual comments. –Nonverbal – Examples of nonverbal sexual harassment may include staring at someone (that is, "undressing someone with one’s eyes"), blowing kisses, winking, or licking one’s lips in a suggestive manner. –Physical Contact – Examples of physical sexual harassment may include touching, patting, pinching, bumping, grabbing, cornering, or blocking a passageway; kissing; and providing unsolicited back or neck rubs.

EXPLAIN the process and importance of ON-THE-SPOT-CORRECTIONS:

On-the-Spot Corrections. One of the most effective administrative corrective measures is On-The-Spot Correction. Use this tool for making the quickest and often most effective corrections to deficiencies in training or standards. Generally there is one of two reasons a Soldier requires an On-The Spot Correction. Either the Soldier you are correcting does not know what the standard is or does not care what the standard is. If the Soldier was aware of the standard but chose not to adhere to it, this may indicate a larger problem that his chain of command should address. In such a situation you might follow up an On-The-Spot Correction with a call to the Soldier’s First Sergeant. On the Spot Correction Guidelines: •The training, instruction, or correction given to a Soldier to correct deficiencies must be directly related to the deficiency. •Orient the corrective action to improving the Soldier’s performance in their problem area. •You may take corrective measures after normal duty hours. Such measures assume the nature of the training or instruction, not punishment. •Corrective training should continue only until the training deficiency is overcome. •All levels of command should take care to ensure that training and instruction are not used in an oppressive manner to evade the procedural safeguards in imposing nonjudical punishment. •Do not make notes in Soldiers’ official records of deficiencies satisfactorily corrected by means of training and instruction. Keeping a Soldier on track is the key element in solving performance problems. Motivated Soldiers keep the group functioning, training productive and ultimately, accomplish the training objectives and most importantly the mission. Some Leaders believe that Soldiers work as expected simply because that is their job. That may be true. But Soldiers and Leaders need a simple pat on back once in a while, for a job well done. You need to praise your Soldiers and let them know that you care about the job they are doing and you are glad they are part of the team. Soldiers not performing to standard need correction; use the on-the-spot correction tool. Even after making an on-the-spot correction additional training may be necessary. On the Spot Correction Steps: •Correct the Soldier. •Attack the performance, never the person. •Give one correction at a time. Do not dump. •Don’t keep bringing it up – when the correction is over, it is over. More often than not, your Soldiers do good things that deserve a pat on the back. In the same way you do on-the-spot corrections (but obviously for different reasons), praise your Soldiers’ good work by telling them the specific action or result observed, why it was good and encourage the Soldier to continue. Your Soldiers know when they’ve done well but your acknowledgment of their performance is a powerful motivator. It reinforces standards, builds Soldiers’ pride and lets them know you notice the hard work they do. It is also another indicator that you care about them. On-the-Spot Inspections. Making an informal, unscheduled check of equipment, Soldiers or quarters is called an on-the-spot inspection. Stopping to check the tag on a fire extinguisher as you walk through a maintenance bay is an example of an on-the-spot inspection. Another example is checking the condition of the trash dumpster area in back of the orderly room. For any inspection, the steps are the same. •Preparation •Conduct. •Follow-up.

Discuss the three types of duties: Specified, Directed, and Implied duties

Can you give/discuss examples of each???

What is a Specified Duty? Specified Duties are those related to jobs and positions. Directives such as Army regulations, Department of the Army (DA) general orders, the Uniform Code of Military Justice (UCMJ), Soldier’s manuals, Army Training and Evaluation Program (ARTEP) publications and MOS job descriptions specify the duties. For example, AR 600-20 says that NCOs must ensure that their Soldiers get proper individual training and maintain personal appearance and cleanliness. What is a Directed Duty? Directed Duties are not specified as part of a job position or MOS or other directive. A superior gives them orally or in writing. Directed duties include being in charge of quarters (CQ) or serving as sergeant of the guard, staff duty officer, company training NCO and NBC NCO, where these duties are not found in the unit’s organization charts. What is an Implied Duty? Implied Duties often support specified duties, but in some cases they may not be related to the MOS job position. These duties may not be written but implied in the instructions. They’re duties that improve the quality of the job and help keep the unit functioning at an optimum level. In most cases, these duties depend on individual initiative. They improve the work environment and motivate Soldiers to perform because they want to, not because they have to. For example, while not specifically directed to do so, you hold in-ranks inspections daily to ensure your Soldiers’ appearance and equipment are up to standards.


ACE stands for Ask, Care, and Escort. The purpose of ACE is to help Soldiers become more aware of steps they can take to prevent suicides and confident in their ability to do so. ACE encourages Soldiers to directly and honestly question any Battle Buddy who exhibits suicidal behavior. The Battle Buddy should ask a fellow Soldier whether he or she is suicidal, care for the Soldier, and escort the Soldier to the source of professional help. This training helps Soldiers avoid letting their fears of suicide govern their actions to prevent suicides. After ACE training, Soldiers should: 1.Feel increased individual and group responsibility for the well-being of others. 2.Have increased awareness of stigma and its negative effects on help-seeking. 3.Have increased knowledge and skills for identifying, intervening, and referring suicidal Warriors for help. 4.Have increased competence and confidence in the application of these skills. 5.Have increased knowledge of military and community resources for Warrior referrals. ACE training that provides Soldiers with the awareness, knowledge and skills necessary to intervene with those at risk for suicide. It includes suicide awareness, warning signs, risk factors and intervention skills development.

One of your Squad Leaders thinks that one of his Soldiers may have an alcohol or drug problem. What are some of the indicators that you would tell him to look for in his Soldier to see if he may have an alcohol or drug abuse problem?

Warning Signs: Dependence on alcohol or other drugs might occur gradually over time (months or years) or with a quick onset over the course of only a few weeks. The following are some of the potential indicators of substance abuse or dependence: •Physical – decreased physical capabilities, less energy, decreased appetite, nutritional deficiencies, increased injuries and falls, symptoms of alcohol or drug withdrawal (e.g., tremors [hands shaking], sweating, vomiting, hallucinations). Increased tolerance for alcohol or drugs (needing more of the substance to achieve the desired effect). •Psychological – denial of the problem, irritability, agitation, mood swings, anxiety, depression, difficulty concentrating, memory lapses, black outs, or efforts to stop using drugs or drinking. •Financial – difficulties with budgeting or with debts, inability to pay bills due to money spent on alcohol or drugs, borrowing money before pay day to buy alcohol or other drugs, or borrowing money to pay late bills. •Legal – encounters with law enforcement or the courts for drug-related offenses (e.g., driving under the influence, public intoxication, underage drinking, possession of drugs, assault, sexual assault, domestic violence, child abuse, or child neglect). •Work Performance – low motivation, poor morale, loss of interest, increased errors, faulty judgments, tardiness, increased sick days, and avoidance of others. •Relationships – strained, conflicted relationships or reports of physical abuse, domestic violence, separation, or divorce can be indicators of a substance abuse problem. Some substance abusers become isolated or withdrawn, whereas others become more social when under the influence of alcohol or other drugs, wanting to be the center of attention. •Behavioral Changes – changes in appearance (less attention to grooming or dress), excessive use of eye drops or breath mints, increased difficulties on the job and with relationships, and becoming more aloof or secretive. •Social Changes – efforts to seek out activities that involve alcohol or drugs. Note: These indicators can also be the result of other issues and may not necessarily be substance-abuse related. However, a combination of several of these indicators warrants further inquiry or assessment.

Expertise is based on knowledge. What EXPERT KNOWLEDGE FIELDS does the Army have? Describe each:

–THE MILITARY-TECHNICAL FIELD includes knowledge of Army force design, force generation, the effective and ethical use of landpower, integration of technology, and the conduct of military operations. –THE MORAL-ETHICAL FIELD includes knowledge of how the Army applies its landpower, which is often lethal, according to the American people’s ethical expectations and values. This field includes the legal and moral content of the Army Ethic and the cultural norms. The moral-ethical field includes shared and commonly agreed upon standards, beliefs, rules, and expectations that guide behavior and are passed from generation to generation. These expectations and values mold the development and actions of each Army professional and unit in both peace and war. –THE POLITICAL-CULTURAL FIELD includes knowledge of how Army professionals and units interact with unified action partners and civilian populations in all civil-military relations. –THE LEADER/HUMAN DEVELOPMENT FIELD informs how the profession inspires American citizens to a calling of service that develops their professional identity, talents, and certifies them in competence, character, and commitment. Critical within this field is the knowledge of Leader development.

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