US Navy Career Analysis

Selfishness, overblown sense of worth, and indecisiveness are certain traits that seem to appear more frequently in today’s leadership due to an ineffectual advancement process. The Navy’s advancement process consist of a standardized test, Navy wide rating quotas, and evaluations which may or may not accurately reflect the person’s being. Certain aspects of these rolls and processes need to be changed to more accurately reflect those qualities that are required to be an effective leader in today’s Navy.

The career I’ve chosen is the Marine Corps. No it wasn’t because of the Career Cluster Survey. The factors that I desire to be in the Marine Corps is courage and self confidence, pride of belonging, the challenge, leadership and management skills, physical fitness, travel and adventure, self reliance, self direction, self discipline, professional development and opportunities, financial security advancement and benefits, and educational opportunities. I would be enlisted in the Marine Corps. You can go also go as an officer in the Marines but I choose to enlist. Being enlisted means I would participate in, or support military operations, such as combat or training operations, or humanitarian or disaster relief. In the Marines, I’d want to be

As the recruiting goals in the Navy continue to increase it would seem as if the Navy’s numbers for First Term Sailor retention (Zone A up to six years) would increase also, this is not the case though. Senior Leaders need to be aware of the amount of Sailors that are discharging prior to or at their first term because it is causing the Navy to have a high turnover rate and not allowing for a strong fleet with continuity. This paper will discuss the attrition of first term Sailors, what is causing these Sailors to discharge early, and how the Navy can take a proactive approach to retain the best Sailors for the future of the Navy.

Summary: In America, there is a debate of whether the U.S. Navy is too small or it is fine as it is. Right now, the United States of America have two hundred seventy three active ships sailing the seven seas. Ben Carson and Wisconsin Gov. Scott Walker argue that the ships are severely low and that the number of ships is lowering down gradually coming closer to the number of ships the U.S. had in 1916 during World War One in which they had two hundred forty five ships in total. Although, some such as Peter Singer of the New America Foundation debate that the U.S. should be more focused on questions such as "what types of ships are they going to be and how are we going to pay for them?" rather than the question of how many. Despite the arguments

The United States Army is known as the senior and largest branch of the Armed Forces. It performs land-based operations along with assisting other branches of the service. Our modern army is descended from the Continental Army, which was formed on June 14, 1775 in order to fight in the Revolutionary War before the United States was an established country. Later, on June 3, 1784, the Congress of the Confederation created the United States Army to replace the dismantled Continental Army. There are differences of opinions as to when the official birthday of the Army is. Some consider 1784 as the start of our Army, while others say June 14, 1775 is the official birthday of the United States Army, (“The United States Army,” 2015). I agree with 1775

The Department of the Navy holds a long list of informal elements. From a particular use of language, to a diverse set of norms, to its use of long-held traditions and rituals. Rites of Passage are perhaps the most known of these informal elements. It can often be seen as a hot topic of discussion in leading news networks for apparent unethical behaviors. One of the most infamous and timeless traditions within the Department of the Navy is the initiation of the Chief Petty Officer, a feat many, if not all members wish to one day take part in. The 13th and Current Master Chief Petty Officer of the Navy, Mike Stevens had this to say about the enduring ritual (2015);

I possess the experience, skill sets, technical expertise, leadership experience, and drive to successfully serve as a 353T Military Intelligence Systems Maintenance/Integration Technician. Over the span of my career in the U.S. Army, I have attended and excelled in leadership and technical courses that have helped develop my skills as a leader and technician in my field. I have worked in multiple maintenance echelons that have expanded my knowledge as a maintainer.

Developing a skilled and reliable workforce is a very important task for the Department of Defense. In order to maintain or military

Team (RTT) to execute and provide comprehensive and objective assessments during RTT Assessments and Region Assessments visits of operational critical programs, such as Emergency Management, Fire and Emergency Services, Safety, ect., to include basic, intermediate, and advanced Naval Security Force (NSF) qualifications and proficiency at the eighteen (18) Commander, Navy Region Southeast (CNRSE) commands listed above. Also, provide Exercise Planning Support for with CNIC, USFF and CNRSE annual capstone Solid Curtain-Citadel Shield (SC-CS) Anti-Terrorism (AT) and HURREX-CG Emergency Preparedness exercise events of the Execution Phase of the Navy Warfare Training

I am excited about the opportunity to transition into either the Public Affairs or Intelligence communities. I became interested in serving in the Navy in middle school, as I watched my oldest brother work his way through the Naval Academy. When it came time, I applied and received an appointment. My time at the Naval Academy taught me many things about both how to be an effective Naval Officer as well as how far I can push myself professionally and personally. I chose aviation at service selection because it seemed to be the best fit for my personality.

IT3 Marchut demonstrated a superior level of technical expertise during CGC Sturgeon Bay’s 140’ Service Life Extension Program. IT3 Marchut traveled 165 miles to Coast Guard Yards Baltimore to disassemble the cutter’s IT infrastructure consisting of 24 CGSWIII workstations, a switch and server. Following strict inventory control procedures, IT3 Marchut satisfactorily transported over $38K in accountable property to an alternative work site based at Bayonne Military Ocean Terminal. IT3 Marchut than reconstituted CGC Strugeon Bay’s computer network enabling command oversight during the nine month structural refurbishment and replacement of unsupportable or maintenance-intensive equipment.

As a midshipman in the Buccaneer Battalion, I spent the last two years of my Naval ROTC career developing my technical skills to become a nuclear submarine officer. While seeking constant self-improvement is no simple feat, “strategic deterrence” through nuclear capability is a greater purpose that is worth the extra efforts.

I have wanted to go into the military since i was very young. Most children say that they want to be a firefighter or a doctor, but i said that i wanted to be in the military. I remeber looking at pictures and learning about military officers and i felt called to be one of those men. My decision and dreams never changed, as most childrens do when they realize the work required. But for reasons beyond my comprehension, my desire of a miltary life never wavered. Both of my parents' fathers served in the military, one n the Air Force and one in the Army. They told me stories of their days in the military, bragging of their different branhes and I took what they said and choose a school that woud lead to a career in neither of their branches.

I see several factors that will either help a sailor advance to the next rank or keep them in their present rank. Right now each rate currently uses a rate specific career path (ladder) that will assist Sailors in determining the best possible path of their own advancement while helping leadership determine if they are on track in the eyes of Big Navy and the immediate COC. Below are a few notes that will help support the leadership.

Supervisor Equipment Specialist, YC-1670-12, in Support Equipment at WR-ALC, Robins AFB GA. I led a team of 11 Equipment Specialist in maintaining their high rating in D200 file maintenance by ensuring they received the training needed to perform their jobs, having outside experts conduct inspections and conducted one on one inspection using Logistics Standardization and Evaluation Team (LSET) checklist. My team received an outstanding rating during the LSET inspection. I maintained training records on my entire team, scheduling them for necessary classes needed to keep their skills sharpened to perform their duties in supporting the Warfighter. I conducted quarterly and annual evaluations, briefing each team member on job performance.