Essay On Functional Competence

Although the training First Year Orientation Progam (FYOP) officer cadets receive is not exactly the same as that conducted at the now defunct Cornwallis training base, the principles remain the same. The biggest challenge observed in the early days of training was to get a group of people to act as one team. Each person arrived as an individual with their own set of values, behaviours and regional characteristics. These individuals were then subdivided into platoons, squads, or sections. During this integration process the instructors ensured stress levels remained consistently high through the use of yelling, inspections that found minute faults that were exacerbated through the dismantling of our bunk space, and decreased sleep. I now realize that these simulated or over exaggerated stresses are required to provide an indication of future tolerance for this in operations.

These seven Army values are taught to Soldiers in basic training and are reinforced through out a Soldier’s military career. They are expected to be followed in a peace time,

This essay addresses operational challenges and ways for improving functional training skills for progressive changes for all Soldiers of the California Army National Guard (CAARNG). By improving the current operational practices and providing continuous training that uses standardized approaches and practices for CAARNG NCO’s will assist in the development of inexperienced NCO’s and the retention of highly experienced NCO’s.

The climate is a contrast to the culture. In a zero (The Profession of Arms, 2010) culture, soldiers can feel that they are not trusted and this can create attitudes where transparency and open dialog are not encouraged (The Profession of Arms, 2010). As Human Resources, we want to help with this in providing the best service possible to our fellow soldiers so they will feel that they can be trusted and transparency is very much encouraged. We also want to provide a climate where the Army as an organization provides awards so that fellow soldiers do not feel like they cannot be trusted. Because this attitude does not help with the overall mission of the Army. Espoused Beliefs and Values (The Profession of Arms, 2010) is what the Army says is important through doctrine, and regulations. We

a. Through the publication of the Army White Paper, the Profession of Arms, the commanding general of TRADOC aims to open dialogue amongst the Army in order to discuss its role within a professional framework. The first segment of the article begins with the discussion of the United States Army as a “Profession of Arms.” The primary aspects of a genuine profession are that it generates uniquely expert work, it takes years of study and practice in order to be proficient, the organization and its members earn trust through its means of motivation and self-control (or ethic), and its motivation itself is intrinsic and inspirational. This article reminds us that the Army’s primary task is to defend our nation, meaning its Soldiers must be prepared

The United States Army is undergoing a period of transition as it seeks to build and maintain a flexible force. As a result, the organization is studying potential changes to its structure and composition of its brigade combat teams. As part of the ongoing analysis to explore alternatives between three-battalion and two-battalion brigade compositions, the organization is considering the possibility of examining the entire force in design and structure. The need for such changes has been fueled by the growing need for improvement of security forces as they tackle threats to national security. In addition to this, there have been various calls for initiatives that are geared towards changing the United States Army officer culture through management rather than understanding process. Through a process of understanding instead of management, the U.S. Army officer culture will shift from mere risk aversion to uncertainty intolerance.

This paper will discuss how a functional assessment is necessary to identify a target behavior. It will include methods of self recording, direct observation, and Functional Assessment Screening Tool (FAST). Furthermore, it will include the results to what is influencing the target behavior. It will include a hypothesized function of that behavior. Additionally it will include a treatment plan that can decrease the function of the behavior occurring.

The Army is in a period of transitioning to a new construct on how it trains and employs Brigade Combat Teams (BCTs). This new idea is called Regionally Aligned Forces (RAFs). The basic concept for RAFs is to align BCTs to a Combatant Commander (COCOM) for use as needed by that COCOM. By being aligned to a COCOM, the BCT and its respective Soldiers will receive specific region cultural and language training and also be provided specific training focus as determined by that COCOM. On a rotational basis units within those regionally aligned BCTs will deploy to their designated region to support the COCOM and in return the unit and Soldiers receive invaluable experiences and realistic training. This essay is to discuss how the Army’s move to RAFs is a great strategic move for the Army on many fronts. Listed are a few of the fronts that the transition to regionally aligned forces addresses. As the Army draws down its forces in Operation Enduring Freedom (OEF) it has to find ways to remain relevant and useful in a time of budget reductions, smaller conflicts and greater uncertainty across the Department of Defense (DoD). With the reduction in size of the Army and the contraction of forces stationed abroad, there needs to be a plan to address this cultural exposure our forces are losing. In addition, the Army needs to preserve the lessons learned over a decade at war and not fall back into a garrison mindset where realistic training becomes unrealistic and worthless.

By sending the junior officers to the training centers, the Army shapes an agile force that is able to synchronize and maximize the effects of their actions on the enemy. Having a basic knowledge of U.S. Strategy facilitates the understanding of their tactical and operational actions and their implications at the strategic level. By giving junior officers a basic understanding of the U.S. Army Training Strategy during their formal education process will enable them to become adaptive Army leaders that are well verse and ready to perform their mission in support of the nation. After attending the formal educational process, these trained Soldiers will continue to grow professionally at their operational assignments as part of the second tenant of leader

It has had time to fail on several occasions but most importantly, perfect its craft and come up with creative ways to make it better than it was. The Army has shaped millions of Professionals starting with World War I through now Operation Freedom’s Sentinel. With the pressure of these wars, Professional men and women composed of military, civilians and contractors have seen first-hand what creates a better workplace environment and what works against it. In order to support the culture of being theoretical and practical when it comes to continuously creating Professional leaders in the Army, they have to steadily self-assess and conduct testing operations to decide whether the results are worth meeting the standards of Profession and

Years of war has profoundly influenced our Army for the past decade. In face of so many challenges and failures, soldiers have demonstrated great strengths and resilience by determination and adaptability and in their dedication to service shown through many deployments. However soldiers have also struggled in some area to uphold the highest standards of our profession. Our leaders have assessed how years of conflict affected our military services, re-establish and revamp doctrine and our understanding of the Army Profession.

For instance, a 25Q MOS works on Satellite communications. The expectation for the Soldier in AIT is to complete a curriculum that includes Signal Theory, Basic Electronics, and operation and maintenance of all satellite equipment that the United States Army fields today. Before this Soldier even arrives at his or her first unit, this Soldier will have passed 3 different curriculums, qualifying him or her to serve in their prescribed role. The moment Soldiers enters their first field problem they participate in, the expectation of them is to perform their duties effectively. Any true professional should be able to put his or her training to use in everyday experiences on the job. Senior leaders utilize tools such as checklists, standard operating procedure manuals, and their own applied experiences to reinforce Soldiers strengths, and improve their weaknesses. Any profession provides this kind of feedback to all employees in order to encourage employees to grow in their careers. There is never a moment in a Soldier’s military career where their training comes to a halt; for many it has only just

According to NYHA, the classification places the individual into different categories based on limitations during physical activity (Classes of Heat Failure, 2015). Due to Ms. Griffin's physical activity description, I would classify her functional capacity assessment as a class four. I chose this class because she has symptoms even at rest. Ms. Griffin would also classify as a class D objective assessment. Also, due to her limitations and symptoms at rest.

The KMS contains learning documents from operations that are part of the core competencies and ensures that everyone has an understanding of the organization and its mission (Darling, Parry, & Moore, 2005). The goal is to foster an environment of learning and facilitated knowledge flow between all army units from the leaders to subordinates. However, one problem is that generals are held solely responsible to make sure all lessons are completed between commanders, staffs, and subordinates. It is imperative that all army units are onboard and using the system in order to collect accurate data to analyze on the four questions that are asked. It is also key that leaders correct any deficiencies from the training assessment and identify the strengths and performance of the both the individual soldiers and those who are in charge. The benefits of the system outweigh the areas that need improvement and are crucial as they provide a knowledge advantage on new military technologies and strategies. This system is also modular and highly adaptable and as new technological innovations are readily integrated into the

Training individuals, fire teams, and squads to become capable combat ready units requires complex instruction. However, for individuals to be able to perform as members of fire teams, squads, and platoons, hundreds of basic tasks must be learned first. Once the basic tasks have been learned and refined, individual soldiers are then trained in the basic tasks that are required as a fire team. This process continues on in the same manor until individuals are capable to execute combat operations as part of a maneuver task force. Every soldier within the task force relies on the idea that every individual is competent in each of the basic skills necessary for mission