The Case Of The 183rd Aviation Company

For an example, Lieutenant McDonough had to learn how to deal with enlisted men for the first time. His soldiers were used to a distant, unpresent platoon leader who left all the leadership to the non-commissioned officer, so when he arrived, they treated him like a the clueless officer that they had before him. McDonough had to earn trust with his men and show them that he was willing to go out on patrols with them and reprimand them if they were being insubordinate. He struggled with this balance of trust and authority especially with the new soldiers he was sent after losing some of his originals in battle. He knew he had to utilize his NCO platoon sergeant, Hernandez, but Hernandez felt usurped because, when the previous platoon leader was in charge, he had most of the command of the soldiers in battle, and Lieutenant McDonough seemed to have taken some of that from him. McDonough, although having done his job, had to make repairs to that relationship with his

When I went on mobilization to Fort Lewis, Washington and left my son in the care of my parents, I thought my parental duties would be set aside until I returned home. Unfortunately, the soldiers of 351st Ordnance Company would prove me wrong with their excessive alcohol consumption, commonly term “binge drinking,” and destructive behaviors. I would then spend the next year sharing the responsibility with four other junior noncommission officers in the task of taking care of soldiers. Despite the efforts of myself and the others we were not fully prepared to handle some of the outrageous events and lack of engagement from the leadership that would challenge us during the tour. My abilities as a junior noncommission officer and the understanding of leadership were redefined and I learned exactly what it meant to ensure soldiers have proper guidance, leadership, positive morale, and well-being.

I remember reporting to Ft Hood Texas in the middle of June 2011. I and my family had just completed the rigorous drive from Ft Campbell KY, which included a three-day layover in St. Louis MO to say hello to family and friends and to once again leave as swiftly as we had come. I reported to the 36th Engineer Brigade (Stay Rugged) headquarters were I was greeted by a tall and stout older gentleman, SGM (Sergeant’s Major) Lewis. I was due to report to the 8th Engineer Battalion as they were in need dire need of experienced 12B’s (Combat Engineers) but upon looking over my credentials he decided to keep me at HQ, and to complete this backdoor transaction by effectively swapping me for Specialist (SPC) Parker. I instantly felt dread crawl upon my skin as I was now committed to the S3 section of soldiers. This couldn’t be, I felt as though my talents were completely wasted performing administrative tasks and too make matters worse I had 1SG (First Sergeant) Sparger, I thought I had officially had front row seats on the bad luck train and I was the sole passenger, little did I know that this would catapult my military career further than I had hoped for

After recovering from an ischemic stroke just six months prior for reasons unknown and the only reason that I did not deploy with 3-509 Airborne. I was serving as the Battalion S-1 Non-Commissioned Officer in Charge (NCOIC) when an Individual Augmented (IA) tasking for SOJTF-A / NSOCC-A came from higher headquarters to our Brigade. I decided that I would apply for the tasking, not only because I met the qualifications at the time, but for reasons that I would probably never have a shot at an assignment like this in the future. After going head to head with my peers, I was hand selected by the 4th Brigade 25th Infantry Commander for the assignment. I packed my gear and headed down to Ft Benning CONUS replacement Center (CRC) to

Word had come down that there was going to be some Crew changes. All I wanted was to get off the Two Tank and I wanted off bad. SFC Moton like to joke around a little so when he told me I would was going to be his gunner on the four Tank. I just laughed and didn’t take him serious. I do remember standing in formation when he made the changes and if I could have jump for joy I would have. We stayed out in the Field a lot so eventually you get close with the guys you serve with. After training together in and out of the field for a couple of months I became solid with his commands, the teaching and his leadership style. It was important to know what each other was doing and thinking when your firing a 120mm cannon. I had come to really respect the man for teaching me what I needed to know and drilling me on my job Knowledge. And in Garrison how he always had on a press uniform, spit shined boots, even his motor pool coveralls where pressed. Yes, he was cool the man in my eyes. As time passed we became close and he would share these great stories about his military career and when he was a United States Army Recruiter and women. We always talked about women and the army but a lot about ladies. He liked for me to tell him about my time in Germany and the places I went and the different people. One time in the field when we was shooting Gunnery and I had to ask him why was it so

After 2 month of training we finally graduated from basic training.i had moved to my new station Alaska. i knew i need start all over again in Alaska. meet new people doing new job, and duke was not there so no body can

Thank you for your kind words. I am glad that I have served you well and that you have taken a few valuable lessons from me. Chief, I am only doing with you what I have done all my career and the things no one has done for me. Normally, must people in general (Navy/Civilian) start helping you with a task but yet I found anyone that will help finish the task until the end. On the other hand, I chose to be the opposite and I always finish what I start or when I help someone I will make sure that we (both) finish the task until the end. Therefore, never pick me to start a project because I will make you finish the project with me. :-)!

CW4 Gressard served as the E Company XO for over 10 months, previously as the Nights/NVG Platoon Leader for over a year. During his time as the XO he provided career guidance, leadership, and mentorship to over 70 junior Warrant Officers, 37 Department of the Army Civilians, 6 Allied Officers, 10 Contractors, the Company Commander and 2 First Sergeants. His leadership abilities and genuine care for the members of the company are directly reflected by the overwhelming success and proficiency of this company.

The Boeing complaint has created a huge conspiracy theory. As we speak, the NLRB is looking into whether Boeing chose to create a manufacturing plant for its new 787 airliner in South Carolina in effort to penalize its unionized workers in Everett, Wash., which would be completely illegal. The National Labor Relations Board (NLRB or Board) released a complaint attacking the Boeing Company that created a war throughout the airline industry and further out. The complaint claims that many violations against the NLRA have been arousing due to Boeing’s decision to create a non-union 787 airliner production line located in North Charleston, South Carolina. The board is days, if not months, away from retaliation or taking action against Boeing. There was a hearing held on June 14, but no one has heard an ounce of its outcome.

For the whole time he was commander, the U.S. went from one continuing resolution (CR) to the next. This caused great problems in a flying wing trying to decide where the money went and what the priority was for the money. He said the first thing he did was to consult with his prior commander to see how he handled the situation. After getting some ideas from him, he was able to come up with his own solution. He stated his first priority was to set down with wing leadership and make a list of the top priorities for the wing as well as group. After that, he set down with the sections to decide what the priorities of each section were. After comprising all the data, he sat down and decided what the priority of the squadron should be. He stated that one of the best things to happen to him was that not long after he arrived was that he showed credibility with the unit on some of the smaller issues that the unit faced. He stated that with the credibility he had got from the unit over the last year, he was able to tell the members where the money could go as well as what projects that would have to be put on hold without any serious

A1C Henderson has all the skills and leadership qualities required to thrive as a commissioned officer in the United States Air Force. As the comptroller squadron commander, I have personally witnessed A1C Henderson’s dedication to the wing by expending his time through selfless acts for others or the wing. During A1C Henderson’s tenure at Altus AFB, he has proven himself a capable leader, and potential future cadet. Beyond flawless mission support, he has balanced his personal education and community involvement with impeccable time management. Given A1C Henderson’s dedication to the mission, the Air Force and his local community, it is no surprise that he was selected for Senior Airman Below-the-Zone and Airman of the Quarter. He was

During 1933 ,Boeing 247 became the first of the modern airlines which also known as the first aircraft which is fully upgraded such as all metal(anodized aluminium) and had speacial features such as autopilot, trim tabs and de-icing boots for the wings. During February 8 1993, Boeing 247 flew for the first time and began air commercial services that year. The airliner began to developed in engines ,airframes and also cabin. The airliner was able to fly with one engine with the first twin-engined passenger transport. The airliner could carry about 13 passengers and travel about 155

JetBlue Airways, the latest entrant in the airlines industry has gone through the initial stages (entrepreneurial and collectivity) of the organizational life cycle rapidly under the successful leadership of David Neelman. JetBlue Airways is currently in the formalization stage of the life cycle where in it needs to create procedures and control systems to effectively manage its growth. Also as it proceeds to grow further to reach the elaboration stage, JetBlue needs to continue to align itself with the environment in order to maintain its sustained growth.

The airline industry can be considered an imperfect oligopoly. There are several large carriers that dominate long distance flights, and many small carriers that compete for short distance flights. Competition is fierce, and the return for most carriers is very low. Some airlines are trying to differentiate themselves, like JetBlue for example, by offering superior services at low prices. Other low cost airlines, like Southwest, offer low costs with no frills. Most airlines offer a frequent flyer programs in order to develop brand loyalty. In recent years there has also been several alliances formed between airlines. These alliances enable

The aviation industry has a major problem on its hands. The biggest problem with the industry as it stands is not necessarily the carbon footprint, though that is a major problem. The biggest dilemma is the face that jet fuel is not a renewable resource. Cars have it much easier than planes. Cars need far less energy to move than planes do, so they can run off of an electric motor. Planes on the other hand need a massive amount of energy that a battery just can’t provide. They need a fuel that will eliminate both their problems, lack of petroleum and pollution, at once. Many scientists agree that the best solution to both of these problems is using biofuels, fuel with a low carbon content, something that our fuels now contain vast quantities of. The need for a renewable and clean fuel source is imminent and biofuels, synthetic fuels, and cryogenic fuels are the fuels that the world aviation industry needs.