Ar 600 8 2 Suspension of Favorable Personel Action

1. The rationale and history for the existence of such policies and guidance documents (Ref. 1.3, 1.4)

b. One of the most effective administrative corrective measures is extra training or instruction (including on-the-spot correction). For example, if Soldiers appear in an improper uniform, they are required to correct it immediately; if they do not maintain their housing area properly, they must correct the deficiency in a timely manner. If Soldiers have training deficiencies, they will be required to take extra training or instruction in subjects directly related to the shortcoming.

This article is designed to cover every case not elsewhere provided for in which any member of the armed forces is through the member’s own fault not at the place where the member is required to be at a prescribed time. It is not necessary that the person be absent entirely from military jurisdiction and control. The first part of this article—relating to the appointed place of duty—applies whether the place is appointed as a rendezvous for several or for one only.

equals, and chain of command to carry out their military duties adequately. a military member is required

Not only is it in the regulations but if soldiers decide to disobey direct orders during a deployment or during a combat mission they could put other soldiers’ lives in danger for no reason other than they decided they weren’t going to follow lawful orders. Even stateside in

• After all procedural steps are complete you will be put into a holding cell, do

Regular Armed Forces and members of the retired Reserve who retired after completing at least 20 years of active service; Section 12301(a) of Title 10 of the United States Code, which authorizes ordering all reserve component members to active duty in the case of war or national emergency; Section 12302 of Title 10 of the United States Code, which authorizes ordering any unit or unassigned member of the Ready Reserve to active duty; Section 12304 of Title 10 of the United States Code, which authorizes ordering any unit or unassigned member of the Selected Reserve and certain members of the Individual Ready Reserve to active duty; Section 12305 of Title 10 of the United States Code, which authorizes the suspension of promotion, retirement or separation rules for certain Reserve components; Section 12406 of Title 10 of the United States Code, which authorizes calling the National Guard into Federal service in certain circumstances; chapter 15 of Title 10 of the United States Code, which authorizes calling the National Guard and state military into Federal service in the case of insurrections and national emergencies; or any other provision of law during a war or during a national emergency declared by the President or Congress so long as it is in support of a contingency operation. See 10 U.S.C. 101(a) (13) (B).

This is an AF initiative to meet a total reduction of 4,500 civilian positions, in response

of Soldiers, Families, and Civilians, and to enable unit readiness. While the delegation of senior command authority is

unacceptable conduct and will not be tolerated” (para 3.) It also states in the overview that “The prevention of sexual harassment is a commander’s responsibility” (para 1.) This regulation is important because it gives clear information on where the Department of The Army stands on these matters. In section 7-7 “Techniques of dealing with sexual harassment”, the soldier is encouraged to handle the situation by using a “direct approach, Indirect approach, Third

Regulation 600–20 Army Command Policy, Section Four, in particular, outlines the commanders' responsibility to maintain proper

, for not more than 30 consecutive days; (B) if imposed by an officer exercising general court-martial jurisdiction or an officer of general or flag rank in command (i) arrest in quarters for not more than 30 consecutive days; (ii) forfeiture of not more than one-half of one month’s pay per month for two months; (iii) restriction to certain specified limits, with or without suspension from duty, for not more than 60 consecutive days; (iv) detention of not more than one-half of one month’s pay per month for three months; (2) upon other personnel of his command— (A) if imposed upon a person attached to or embarked in a vessel, confinement on bread and water or diminished rations for not more than three consecutive days; (B) correctional custody for not more than seven consecutive days; (C) forfeiture of not more than seven days’ pay; (D) reduction to the next inferior pay grade, if the grade from which demoted is within the promotion authority of the officer imposing the reduction or any officer subordinate to the one who imposes the reduction; (E) extra duties, including fatigue or other duties, for not more than 14 consecutive days; (F) restriction to certain specified limits, with or without suspension from duty, for not more than 14 consecutive days; (G) detention of not more than 14 days’ pay; (H) if imposed by an officer of the grade of major or lieutenant commander, or above (i) the punishment authorized under clause (A); (ii) correctional custody for not more than 30

Article 86 of the Uniform Code Of Military Justice. This Article covers Point and Place of Duty. That means from PT formation to COB that is where you will be. What a lot of Soldiers do not understand that includes appointments made by them or someone else.

The historical process of creating and implementation of the Military Decision Making Process has changed significantly since World War I. The US Army did not have a published staff doctrine or guidance to assist commanders in the decision making process. The Regulations for Field Maneuvers (1910), did not provide staff guidance. In 1914, the field service regulation (FSR) identified the need for decision making processes. The Staff Officer Field Manual (1932), complied principles, data, and information that was intended to guide the operations of staff of all units and territorial commands. The Staff Officer Field Manual (1932), was a detailed manual that explained staff functions and more complete commander estimates of implementation time.

Provide input and information on the processes, procedures and operations of their respective departments to ensure the best possible decision-making in the development and completion of Title VI Program.