The Four Military Briefings And Steps

The situation in today 's Army is clearly much different from what existed years ago. Many changes have occurred, moving the Army 's EO program from a strictly educational and training initiative to a multifaceted management program with clear goals and objectives. These goals and objectives are also an integral part of human relations and are nurtured and developed through a professional military education system.

On January 1,1998, the six constituent municipalities amalgamated in individual municipality. Toronto is a major economic and financial center of Canada. Although amalgamated six municipalities and one borough led to a boarder land, it brought a series of problems ranging from financial to community service (Keil & Boudreau, 2005, p9). This briefing note will seek to address the amalgamation cannot result in saving cost and improving service efficiency for city of Toronto. It will suggest policy options that the municipality can collect property from the property. This briefing note will also propose that a wide range of tax systems should be established. This briefing note will also provide its recommendation as the establishment of a

The IPR allows civilian leadership to shape and provide clear and direct guidance at the strategic level to combatant commanders. While giving combatant commanders regularly scheduled contact with the Secretary of Defense, allowing for the continued reframing of the OE, problem and operational approach. This routine interaction facilitates dialogue, increases operational understanding, improves resource allocation and clarifies political objectives. Consequently, both the GEF and IPR help build a strong civilian and military relationship while allowing leaders to adapt quickly to unforeseen opportunities and challenges.

The ability to gather and disseminate information has continuously increased over the years with technological advancements allowing people to share almost limitless amounts of data and near-real time rates. Yet, all information isn’t relevant information. This creates a requirement to develop tools, systems, and processes to compile relevant data into information. The people and processes place information into a factual and meaningful context that creates knowledge. In order for the people properly share knowledge with each other efficiently, there must be a Knowledge Management Program. In this paper, I will cover how the 3rd Infantry Division manages knowledge to support mission command, and the conclusion of interviews of key personnel involved in the knowledge management within the 3rd Infantry Division.

One of the important ways of communicating is teaching, which is rich in verbal, written, and nonverbal communication. I have given on the job training and taught numerous classes in the military to soldiers including: basic skills, marksmanship training, weapons maintenance, first aid, self-aid and buddy care, land navigation, urban warfare-mount training (entering and clearing buildings), personal hygiene, Military Occupation Specialist (MOS), battle drills, Equal Employment Opportunity, and Sexual Harassment and Assault Prevention (SHARP). (Appendix The Operations Security (OPSEC) required the teaching of the following: identifying crucial information, analyze the threat, analyze vulnerabilities, assess the risks, and plan countermeasure application. As a drill sergeant, additional teaching was required to instruct Drill and Ceremony, combat battle drills, and further weapon maintenance. When I was assigned as the Assistant Convey Commander while deployed in Iraq my duties were comprised of teaching battle drills, rollover drills, vehicle recovery, reaction to Improvised Explosive Device (IED), reaction to small arms fire, and additional weapon maintenance. (Appendix) As Assistant Convoy Commander in Iraq I would instruct the Humvee driver with nonverbal gestures, as needed (due to the noise of the

This essay will explain the ways a staff NCO can anticipate the outcome of current operations to develop concepts for follow-on missions. It is critical in today’s Army that the staff NCO is able to effectively brief his or her commander on potential courses of action for current operations. Before a staff NCO is able to create courses of action against a potential threat, he or she must be able to anticipate the results on the battlefield. To win wars, commanders must be comprehensively informed and make decisions quickly. The commander relies on staff officers and NCOs to assist with the planning and developing of courses of action in regards to making these decisions.

As a senior leader in the military, it is important that I am able to communicate effectively. As with previous assignments, there is little doubt that in my next assignment I will be called upon to give a presentation concerning a strategic issue that my organization is involved with. In the last six months, I have been exposed to many different levels of issues affecting the United States. It will be up to me to communicate these strategic issues effectively in a variety of forums. As such, I believe a truly effective presentation must include several key elements to help the speaker prepare the presentation, stay organized, and ensure the message is focused on the audience. Three key elements that I believe are most important are to know your audience, know your material, and rehearse as much as possible before the presentation. In this paper, I will discuss these three elements,

Hi Camille, I'm so sorry to hear about your grandma. I'm sure that you guys when through a lot, especially during the entire year. I worked with many patient in Hospices care and what the dying person usually forgets is that the people they are leaving behing go through the same five stages of dying. It's called the griefing process. The first stage is dienial, the person refuse to listen to whatever the doctor have to say about their health. The second stage is anger, they are usaully emothional at this stage because they are angry at the suatuition. Third stage is the barging stage, they would start asking God for more time to attend significant events. The next stage is depression, this is were both the dying and griefying person wrong alot.

to get out of the station, and several men and women almost colliding with Rachel. Sara being the last in the line saw what was going on, and said “what the hell is going on here? I thought it was bad yesterday.”

combatant commanders and JTC must ensure all time psychological readiness on their force to participate in multinational partners. This readiness should focus in knowing their doctrine as well as existing and potential allies and partners doctrine. Furthermore, language barrier will be one future challenge to protect the U.S. national interest as a member of multinational alliance and coalition military force. Therefore, helping alliances and partners to be able to communicate effectively in English language. More importantly, conducting continuous joint training and exercises are helpful to mitigate these

The Advance Leader Course, helped us to develop skills to use Military Decision-Making Process (MDMP) efficiently. The MDMP is a very important tool for making critical decisions. It helps the decision maker to make on time and less risky decision but it does not affect someone’s leadership style at all. Moreover, from this course, we have developed our presentation skills: such

360 degree communication involves communicating up, down and all around with relevant others to help insure increased personal and organizational effectiveness.” (Myers, 2009). Maj Ferijah agreed on all aspects of the definition and went on to add that “as a soldier it is very important that you are politically sensitive to the current chain of command”, and that “you must completely understand your audience, especially when your briefing incoming VIP’s or local government officials. You will brief both completely different, you must understand what they expect to see and not surprise them with anything”. Maj Ferijah has a complete understanding of 360 degree communications and his observations were spot on.

2) Quick decision-making is needed and dealing with a lot of detail may jeopardize the success if the military

The Field Manual FM 3-24-2 represents a support system for the security agencies in understanding the environment where military operations are conducted. The Manual was developed by the United States in 2008 to create mutual understanding between the military forces and the operating environment. It is hoped by the United States the manual can contribute towards the future threats directed to the United States. The manual is motivated by prospects that the future confrontations are likely to be less conventional and, therefore, the military needs to be more aware of a structure focused on the restoration of services and negotiation of

One of the important ways of communicating is teaching, it is rich in verbal, written, and nonverbal communication. I have given on the job training and taught numerous classes in the military to hundreds of soldiers including: basic skills, marksmanship