Study0009 1

THE BASIC PHILOSOPHY AND GUIDANCE FOR EFFECTIVE WRITING AND SPEAKING ARE THE SAME. BOTH INVOLVE GETTING STARTED WITH THE COMMUNICATION, SUBJECT RESEARCH, SUPPORT SELECTION, AND ORGANIZING

ANY COMMUNICATION THAT RESULTS IN THE RECEIVER INTERPRETING YOUR MESSAGE AS YOU INTENDED

• 1. DIRECT
• 2. INFLUENCE
• 3. INFORM

• SENDING AUDIENCE: THE GROUP WE REPRESENT.
• RECEIVING AUDIENCE: THE GROUP WITH WHOM WE ARE COMMUNICATING.

• LIBRARY
• INTERNET
• REFERENCE BOOKS
• INDIVIDUALS

• ALMANACS
• DICTIONARIES
• ENCYCLOPEDIAS
• THESAURUSES
• E-RESOURCES

• DEFINITIIONS
• EXAMPLES
• COMPARISONS
• TESTIMONY
• STATISTICS

"THE BODY OF AN ANIMAL HAVING A HEAD(INTRODUCTION), BODY AND TAIL (CONCLUSION)

• 1 TOPICAL.
• 2 TIME OR CHRONOLOGICAL.
• 3 REASON - PROBLEM SOLUTION.
• 4 SPATIAL - GEOGRAPHICAL.
• 5 CAUSE AND EFFECT

BRAINSTORMING, WHERE YOU ALLOW YOUR UNORGANIZED THOUGHTS TO FLOW ONTO PAPER, CONNECTING LIKE ITEMS.

• SCRATCH
• FORMAL
• INFORMAL
• TALKING PAPER

THEY ARE EXAMPLES OF FLAWS OR FALLACIES IN LOGIC.

TRANSITIONAL DEVICES, CAN ASSIST YOUR AUDIENCE IN FOLLOWING YOUR TRAIN OF THOUGHT.

• DOUBLE SPACE TEXT
• MAIN POINTS ADEQUATELY SUPPORTED
• 12 POINT
• TIMES NEW ROMAN FONT
• ONE INCH MARGINS
• ALIGN TEXT TO LEFT

• 1. TECHNICAL ACCURACY AND COVERAGE
• 2. ARRANGEMENT AND FLOW
• 3. READABILITY AND MECHANICS

IT IS THE LEAST HOSTILE AND MOST INTIMATE FORM OF COMMUNICATING WITH AN AUDIENCE.

• 1. TECHNICAL ACCURACY AND COVERAGE
• 2. ARRANGEMENT AND FLOW
• 3. PRESENTATION AND DELIVERY

• PURPOSE
• MOTIVATION
• OVERVIEW

READABILITY AND MECHANICS

ORGANIZATION

• KEEP CHANNELS OPEN
• MAINTAIN AN ENVIRONMENT CONDUCIVE TO COMMUNICATION
• COMMUNICATE EFFECTIVELY

BY COMPLETING A SHORT, SELF-DIAGNOSTIC EXERCISE THAT REVEALS PERSONAL BUT APPLICABLE BARRIERS TO COMMUNICATING.

• ORGANIZATIONAL
• LANGUAGE
• MANAGERIAL
• PSYCHOLOGICAL

1. ESTABLISH AN ORGANIZATIONAL POLICY THAT DEFINES LINES OF RESPONSIBILITY AND AUTHORITY, ESTABLISHES COMMUNICATIONS CHANNELS, PROVIDES A CLIMATE FOR EFFECTIVE COMMUNICATION, AND KEEPS KEY PEOPLE INFORMED.

2. INCREASE SKILLS IN WRITTEN AND ORAL EXPRESSION

• THREE DIRECTIONS:
• UPWARD
• DOWNWARD
• LATERAL.

CAUSES A DELAY IN COMMUNICATIONS AND CREATES CHANCES FOR DISTORTION OF THE ORIGINAL MESSAGE.

THEY ARE THE MAIN CONTRIBUTORS TO LANGUAGE BARRIERS.

CONCRETE - REFERS TO OBJECTS THAT HUMANS CAN DIRECTLY EXPERIENCE. THEY USUALLY CONVEY THE SAME MEANING TO EVERYBODY.

ABSTRACT - IDEAS THAT CANNOT BE DIRECTLY EXPERIENCED; TENDS TO BE VAGUE AND OPEN TO INTERPRETATION.

• 1.)RESULT OF OUR SOCIAL INSTINCT TO BAND TOGETHER IN GROUPS.
• 2)CAN BIND PEOPLE TOGETHER BY ENHANCING UNIT MORALE. CAN ALSO TAKE ON A LIFE OF ITS OWN AND BECOME INDEPENDENT OF ORGANIZATIONAL OBJECTIVES.

• PREWRITING
• DRAFTING
• EDITING
• REVISING

• 1)SELECTING YOUR PURPOSE AND OBJECTIVE.
• 2)ANALYZING YOUR AUDIENCE.
• 3)RESEARCHING YOUR SUBJECT.
• 4)SELECTING A PATTERN.
• 5)OUTLINING

• INTRODUCTION
• BODY
• CONCLUSION
• TRANSITIONS
• SUPPORT

LOOK FOR BASIC GRAMMATICAL ERRORS AND CORRECT FORMAT. CHECK FOR COMPLETE PARAGRAPHS AND SENTENCES, THEN COMPARE IT TO YOUR OUTLINE TO ENSURE YOU HAVE INCLUDED ALL OF THE MAIN POINTS AND SUBPOINTS YOU INTENDED TO COVER.

REVISING IS A FINISHING STEP TO IMPROVE THE COMMUNICATION BASED ON THE EDITING PHASE AND THE FEEDBACK FROM THE REVIEWERS. YOU REVISE OR REWRITE YOUR DRAFT TO MAKE IT INTO A MORE FORMAL PRESENTATION.

ALL THE PARTS OF THE SENTENCE MATCHING IN NUMBER, VERB, POSSESSION, ETC.

• 1)SIMPLE SENTENCE-EXPRESSES ONE COMPLETE THOUGHT.
• 2)COMPOUND SENTENCE-UNION OF TWO OR MORE SIMPLE SENTENCES.
• 3)COMPLEX SENTENCE-SIMPLE WITH A DEPENDENT CLAUSE ATTACHED TO IT. 4)COMPOUND-COMPLEX-COMBINATION OF THE TWO.

• PUNCTUATION
• CAPITALIZATION
• ABBREVIATION

• Faulty order of sentence parts and misplaced modifiers(sentence parts are not in correct order).
• 2)Faulty Parallelisms (similar ideas or parts are not expressed in a Parallel Way)..
• 3)Faulty relationship of ideas (Reader cannot tell the relationship of sentence parts due to dangling modifier or omissions).
• 4. PRONOUN REFERENCE (Reader able to identify the noun that the pronoun refers to.)

• TOPIC SENTENCE
• SUPPORT SENTENCE
• CLOSING SENTENCE

ALL THE PARAGRAPH PARTS SHOULD BE ARRANGED SO THAT THEIR RELATIONSHIP IS CLEAR TO THE READER.

BUT, STILL, HOWEVER, NEVERTHELESS, AND YET.

THE SECOND PERSON IS THE PERSON SPOKEN TO; USING THE SECOND PERSON ALLOWS THE WRITER TO MAINTAIN SOME PERSONAL RELATIONSHIP WITH THE READER.

1)PAST-express actions or make a statement about something that happened in the past.

2)PRESENT-expresses action or makes a statement about something happening in the present time.

3)FUTURE-expresses action or make a statement about something happening at a future time.

IF THE SUBJECT ACTS OR IS ACTED UPON.

IF THE CONTROLLING IDEA IS SINGULAR, YOU KEEP ALL THE REFERENCES TO IT SINGULAR.

TO GET YOUR IDEAS DOWN ON PAPER SO YOU CAN REVISE AND EDIT.

• CONTENT
• ARRANGEMENT
• FLOW
• READABILITY AND MECHANICS.

CONCISE, WRITTEN STATEMENT OF A SINGLE IDEA OR A SINGLE ACCOMPLISHMENT AND THE IMPACT.

WORDING OF A TELEGRAM. WORD ECONOMIZING IS INTEGRAL TO SAVE MONEY WHILE INSURING MESSAGE MEANING; THE SAME CONCEPT TO DEVELOPING BULLET STATEMENTS.

• (SIB)SINGLE IDEA
• (SAB)SINGLE ACCOMPLISHMENT

• Single Accomplishment Bullet =Specific, Accurate, Concise.
• Single Accomplishment/Achievement and impact

IT SHOULD BE: SPECIFIC ACCURATE CONCISE.

EPR AWARD/DECORATION NOMINATION TALKING PAPER

• THREE:
• ACTION VERB BULLET
• MODIFIED VERB BULLET
• SPECIFIC ACHIEVEMENT BULLET

SINGLE IDEA BULLET.

• TALKING PAPER
• POINT PAPER
• BULLET BACKGROUND PAPER.

• EPRs
• AWARD/DECORATION NOMINATION PACKAGE.

• PREWRITING
• DRAFTING
• EDITING
• PRESENTING

• RHETORICAL QUESTIONS
• DIRECT QUESTIONS
• QUOTATIONS
• ILLUSTRATIONS
• STARTLING STATEMENT
• UNUSUAL OR DRAMATIC DEVICES
• REFERENCES TO THE IMPORTANCE OF THE THEME.

ONE REQUIRING NO ANSWER, IT IS USUALLY OBVIOUS.

PROVIDES THE AUDIENCE WITH A ROAD MAP OF THE INFORMATION THAT IS TO FOLLOW.

RESTATE THE MAIN POINTS, THE RELATIONSHIP BETWEEN POINTS AND THE SPECIFIC OBJECTIVE OF THE PRESENTATION.

TRANSITIONS AND INTERIM SUMMARIES.

• THREE:
• EYE CONTACT
• BODY MOVEMENT
• GESTURES

• QUALITY
• INTELLIGIBILITY
• VARIETY

• ARTICULATION
• PRONUNCIATION
• VOCAL PAUSES
• OVERUSE OF STOCK EXPRESSIONS
• SUBSTANDARD GRAMMAR

• RATE
• VOLUME
• FORCE
• PITCH
• EMPHASIS

One that exhibits a body of theory and specialized knowledge, is service oriented, and has a distinct subculture.

That approach leads to such conclusions and only doctors and not nurses are members of the medical profession and only officers and not enlisted are professionals in the POA. The vast majority of occupations and professions are distributed all along the great middle between the two extremes. The characteristics which determine an occupation's place on the Professions Continuum is not prestige or salary, but rather the three criteria. A century or two ago only a few recognized existed physician, professor, clergy, etc.) and now there's no need for the vacuum tube changer in today's computer systems (an important job only half a generation ago)

Coasting through a career; considering oneself only a technical expert; discrimination; ignoring direction from your superiors and then asking for forgiveness later; inflating EPRs; lack self development; neglecting weak skill area such as writing; only focusing upon one area of your job or responsibilities; poor attitude; purposely rushing to miss reveille and retreat; seeing discipline violations and not correcting; sexual harassment; shabby wear of the uniform; shying away from additional responsibility; taking advantage of no supervision; understanding role model responsibilities; using personal bias in the evaluation process; weak performance feedback; whining or complaining about everything.

Seriousness about commitment and obligation sworn to in oath of enlistment; association with those with very high standards; a sense of urgency; have worked under the leadership of several good professional supervisors; have patriotic undertones driving personality; view military service as serving a cause higher than self; see themselves as more than a technician; view themselves as professional.

Degraded mission effectiveness; decrease in organizational efficiency; lack of subordinate growth and development; no mentorship; perpetuates a "just a job" attitude; discipline and morale suffer.

If we all don't aspire to improve or enhance our level of performance and abide by the same core values and responsibilities, then there is no way the profession as a whole can advance along the continuum of occupations. In other words, a weak link here and a weak link there will cause the entire organization to lose status. A continual move toward professionalism helps increase public trust of the military.

Many enlisted members are assuming responsibilities once exclusively reserved for members of the officer corps. These increased responsibilities, both technical and supervisory, are being executed more capably because the enlisted individuals involved have a firm basis of professional understanding based upon increase levels of education.

Builds an appreciation of our membership in the POA. Provides information about events and issues that dictate military missions. It also teaches and reminds as about our history and culture. It provides the foundation for NCO mentorship.

• Enhancing our own security
• Promoting democracy abroad
• Bolstering America's economic prosperity

National Security Strategy primarily focuses on the myriad of military threats that the nation must confront

Berlin Airlift

Air Mobility Command-AMC

National Security Strategy is an extension of National Security. National Security is utilizing Air Mobility resources effectively by adhering to the National Security Strategy. This encourages prevention and limitations of terrorist activity.

• HOW CRUCIAL IS AN INTEREST TO THE US
• HOW VITAL IS AN INTEREST TO THE US
• WHICH BASIC INTEREST IS AT STAKE?

Strategists must weigh heavily the nation’s needs and interests. The process entails determining what interests and what national instruments of power are available and applicable.

• Survival
• Vital
• Major
• Peripheral

Strategy makers must match the instruments of power to the interests of the state. They must consider the interests and the instruments in existence to pursue those interests, which are matters of public policy choices. The choices are made in the political realm. Strategists must determine to what ends the allocation of scarce or abundant resources will be dispersed.

Military-EXTENT TO WHICH A NATIONS ARMED FORCES CAN BE EMPLOYED TO ACHIEVE NATIONAL ENDS. Economic-THE DEGREE TO WHICH THE US CAN MANIPULATE ECONOMIC ASSISTANCE IS LIMITED BY THE COMPARATIVELY SMALL AND STATIC SIZE OF ITS ASSISTANCE BUDGET. Diplomatic-ABILITY TO MEDIATE SUCCESSFULLY AND TO PRODUCE UNIQUE AND MUTUALLY ACCEPTABLE SOLUTIONS WITHOUT APPLICATION OF MILITARY OR ECONOMIC POWER.

When they have identified the various levels of intensity of basic threats.

• There are four distinct areas of importance in relation to how the national strategy process supports National Security.
• Objective and initiatives
• Developing military strategy
• Designing operational strategy
• Formulating battlefield strategy.

Defining the objective and initiatives.

Operational strategy employs the forces provided by military strategy.

Tactics govern the use of forces on the battlefield While grand strategy, military, and operational strategy bring forces To the battlefield.

National decisions are decisions about the content of grand strategy and the resources available to implement that strategy. These decisions are products of political processes within the Federal Government

• Employment
• Development
• Deployment

Coordination is geared primarily to relationships between instruments of power at the grand strategy level and refers to relationships within the military instrument of power. The strategists attempt to coordinate the elements of military strategy. The strategists must consider elements such as how should the risks be managed; should they prepare for the worst case or the most likely case; and can one prepare for both possibilities, or would that raise the specter of not being prepared adequately for either case.

They pose a heavy demand on the US forces and definitely drive most forces requirements.

• Halting the invasion
• Force buildup
• Counter offensive
• Ensuring postwar stability.

Anytime the use of military power by force is contemplated or activated.

The systematic use of terror or unpredictable violence against governments, publics or individuals To attain a political objective. Terrorism has been used by political organizations with both rightist and leftist objectives, by nationalistic and ethnic groups, by revolutionaries, and by the armies and secret police of governments themselves.

Japanese Red Army, Italy's Red Brigades, Ku Klux Klan, or Shining path of Peru

Drug trafficking is at the top of their list of illegal money raising activities, followed by robbery, extortion, kidnapping, blackmailing, and arms smuggling

The HIDTA is responsible for the production, manufacturing, distribution, transportation and chronic use of illegal drugs, as well as the attendant money laundering of drug proceeds.

Cocaine

Marijuana

Drugs, terrorism, and organized crime are far better financed and more disciplined than previously suspected. Drug cartels have the ability to move literally hundreds of billions of dollars in and out of legitimate financial systems. Organized crime groups, particularly in Russia, now have almost a choke hold on the country's vast natural resources, as well as their banks and media. Russia has been described recently by the press as a kleptocracy from top to bottom, a semi criminal State. And there are now various terrorist groups, including those being sponsored by Iran and Iraq, which are actively recruiting top nuclear scientists in their effort to obtain nuclear weapons. Unfortunately, these areas of concern can cause our economy to weaken financially and reduce National Security while placing the US in an extremely vulnerable position.

• Potential losses to US forces
• Damage to allied nations
• Escalation to a superpower confrontation

Biological and chemical weapons are easy to produce and easy to conceal.

Actions taken to achieve information superiority in support of national military strategy by affecting adversary information and information systems while leveraging and protecting our own information and information systems. This formulation is intended to encompass military and non-military actions as well as offensive and defensive aspects. It also encompasses all levels of war from the tactical to strategic, and applies to peacetime and wartime conditions.

The manipulation of electronic information systems to influence an adversary's perception and behavior. This might, for example, involve disabling military and civilian telecommunication systems through computer viruses or electromagnetic pulse devices. Infiltration is however, the "maneuver of choice" since an enemy, unaware that his information sources have been comprised, will continue to trust them, creating opportunities for deception. Offensive IW also emphasizes the use of direct broadcast satellites, the commercial media, and "visual stimulus and illusion" technologies such as holography to conduct propaganda and subversion.

An ability to detect and thwart attempts to tamper with one's own source of information. In military sphere, this entails assuring the integrity of command and control, communications, and intelligence systems. Critical elements of civilian infrastructure such as power grids, financial networks, and telecommunications, systems must also be protected.

The American information infrastructure, which the US defense communications depends, is highly vulnerable to INFILTRATION and SABOTAGE.

• Fragmentation of responsibility
• Technology
• Architectural framework
• People
• Facilities
• Data bases
• Network control
• Threat and risk
• Security in a global infrastructure.

• The key to protecting the nation's information infrastructure is to provide the ability to PROTECT the system from attack; DETECT an event when it is occurring and be able to decide if it is an attack, a failure mode, or an isolated hacker; and REACT to the event in a way that minimizes the impact and restores and maintains capability.
• Protect!
• Detect!
• React!

MOOTW focuses on deterring war, resolving conflict, promoting peace, and supporting civil authorities in response to domestic crisis.

Typically, MOOTW involves combat operations entailing protection of shipping, enforcement of exclusion zones, counter air interdiction and attack. MOOTW involving combat, such as peace enforcement, may have many of the same characteristics as war, including active combat operations and employment of most combat capabilities.

As in war, the goal is to achieve national objective as quickly as possible and conclude military operations on terms favorable to the United States and its allies. However, the purposes of conducting MOOTW may be multiple, with the relative importance or hierarchy of such purposes changing or unclear.

Overlapping operations of MOOTW is demonstrated when combat MOOTW and noncombat MOOTW is conducted simultaneously.

By eliminating the use of hostile forces ability to disrupt navigation signals.

Space forces provide military leaders, operators and planners with enormous force enhancement products and services that are essential in achieving rapid dominance of the battle space. Today's space systems provide key information via global communications, navigation weather, warning, and ISR to achieve full spectrum dominance across the range of military operations. In addition, space forces afford a commanding view of operations and provide an important military advantage.

Improve our ability to rapidly deploy light, lean and lethal elements of air and space forces anywhere on the globe, while providing predictability and stability for all airmen. To meet this challenge, the Air Force assigned people and equipment from active-duty, Air National Guard and Air Force Reserve units into Air Space expeditionary forces, two crisis-response air and space expeditionary wings and five lead mobility advantage.

To provide an integrated total force that is organized, trained and equipped to provide rapid responsive tailored air and space forces in support of the global engagement mission. It is designed to cope with the high tempo of operations experienced since the Gulf War.

Under the AEF concept almost all of the AF-active, Reserve, and guardwill be divided into 10 force packages, each with a cross-section of AF weapon system draw from geographically separated units. Each AEF will have about 175 aircraft, and each will be more formidable than the air force of most nations. These AEF packages will be able to respond within 72 hours of any unexpected contingency and will be trained and tailored to meet commanders' needs in a wide range of contingency operations. Each AEF will be on call to handle contingency operation for about 90 days every 15 months-two will be on call at all times; about half of each AEF to wait on call at home bases during the 90-day window and about half to deploy.

The Expeditionary Air and Space Force organization and its Air and Space Expeditionary Force tool support National Security by increasing morale and retention among airmen, decreasing the negative effect that high operations tempo has on airmen, and presenting an organized, trained and fully equipped force to deal with threats to National Security.

The purpose of joint operations is to combine forces and resources under organized leadership to maintain National Security. Joint warfare does not require that all forces participate in a particular operation merely because of their availability. Joint warfare operations were designed to ensure that military objectives are achieved in the most effective and efficient manner possible.

The principles of war are identified as the bedrock of US military doctrine.

The principles of war provide the basis for the fundamentals of joint warfare and for the services to develop their respective doctrine, tactics, techniques and procedures.

Operation "Vittles" underlined the importance and feasibility of sustained, round-the-clock mass movement of cargo by air. It brought experience in operational techniques, air traffic control, and maintenance and reconditioning of aircraft, and proved the need for larger cargo aircraft.

The air tactics and techniques initiated during that war were developed further in Korea, including the Air Force's first use of jet aircraft, the F-80 Shooting Star; to control air strikes efficiently, the system of tactical air control was developed.

LINEBACKER II, a very accurate and highly concentrated attack on sanctioned areas. The offensive played a key part in bringing about the North Vietnamese decision to sign the peace agreement on 15 Jan 1973.

Its swiftness, decisiveness and scope brought about the coalition's victory from the wise and appropriate application air power. Air power found, fixed, fought, and finished the Iraqi military.

The Aeronautical division of the US Army Signal Corps first enlisted man and one of aviation's earliest pioneers.

First enlisted man to lose his life in an air accident.

The first Black pilot and fighter pilot.

The first woman to enlist in the first minute of the first hour of the first day that regular AF duty was authorized for women.

The first woman to be promoted to the highest noncommissioned officer grade.

TO ADVISE AND ASSIST THE COS AND THE SAF IN MATTERS CONCERNING ENLISTED MEMBERS OF THE AIR FORCE. Represent the enlisted force at ceremonies and other social functions. Accompany the Chief of Staff on base visits and conducting additional visits on his own Representing the enlisted force on a variety of boards, including the Air Force Welfare, Uniform, Commissary, Army and Air Force Exchange services, Air Force Aid Society, and Outstanding Airmen of the Year boards. Serving as a point of contact for other services and civilian organizations on the issues that affect the enlisted force. Furthermore, legislatures and policy makers at all levels of government often solicit the CMSAF's point of view.

• Promoting health, morale and welfare.
• Maintaining discipline and standards.
• Preparing and presenting squadron training and information programs. Supervising care and upkeep of squadron dormitories.
• Monitoring unit administration.

Unity within an organization, pride in oneself in the organization.

The public will see the military as a well-disciplined organization capable of carrying out its mission, down to the last detail, no matter how trivial.

Teamwork development

It takes the cooperative effort by all members to reach a common goal requiring a great deal of discipline and practice.

• Salute it
• Place it in position of honor
• Never dip it to any person or object

Kindness and respect

It creates a barrier of effective communications that inhibits productive work and accomplishment of the mission.

Saluting is a significant symbol of the military profession recognized as a mark of a well-trained, disciplined military member. It serves as a greeting and as an acknowledgement of being a member of the profession of arms.

The first place of honor is always on the right and the second place is that of being in front or "going first"

• Exercise
• Nutrition
• Managing your weight and stress
• Not smoking
• Keeping current on immunizations and physical check-ups.

Beneficial changes occur in the heart, lungs, vascular system, and other tissues of the body. Your body becomes more efficient in moving air into and out of the lungs as your hearts' pumping efficiency increases with less effort. The blood and muscles are better in transporting and utilizing oxygen.

Stronger muscles, greater endurance of movement, improved alignment and muscle balance, heart rate, and better physique.

Producing a physical state of readiness by gradually increasing the breathing, heart rate, and body temperature to prime the muscles for upcoming activity...

It stands for Frequency, Intensity, and Time

The consistency of your blood thickens which causes the heart to work harder to pump thicker blood out to the body.

• Carbohydrates,
• proteins,
• fats,
• vitamins,
• minerals,
• and water

Decrease your calorie intake and increase you calorie output.

Stressful events themselves are not harmful; it is the inability to cope with too much stress that creates problems.

It can serve as a motivator or initiator for activity.

Lung disease, high blood pressure, cancers of the mouth, throat, and bladder, stomach ulcers, and birth defects

Living and working environments, inherited characteristics, and medical care you've received.

Eat healthy, exercise regularly, get plenty of sleep, abstain from smoking, and have effective methods for managing stress.

Your commitment to high degree of wellness will provide an example for subordinates to follow. As a supervisor you need to be out in forefront, leading the way for those you supervise.

We're better able to deal with stressful situations by first recognizing them and then managing our time and controlling our emotions when the situations occur.

Ethics is knowing the difference between right and wrong; ethics is what is used to determine what action to pursue; ethics are the standards by which we act; ethics are our behaviors; ethics are our adopted attitudes and beliefs.

• The Oath of Enlistment
• UCMJ
• Code of Conduct
• DOD reg. 5500.7-R, Joint Ethics Regulation

Unprofessional relations are deadly to the organizations, create distrust, destroy communication, foster disrespect, and distract from mission.

• Fraud is the deliberate attempt to deceive or deprive the AF of something of value.
• Waste is the extravagant, careless, or needless expenditure of AF resources. Abuse is the intentional wrongful or improper use of AF resources.

Integrity is essential. It's inner voice of self-control and starting point in everything we do in the AF.

No person of integrity tries to shift the blame to others. A person with integrity does not take credit for the work of others.

It is important to believe that the processes and people in place will do the right thing, that justice in the end will prevail, and that others will act responsibly in their actions. When we lose faith in these systems, we start to adopt a view that our way of doing things is better; we start to determine these systems for our own personal reasons; and our subordinate may be tempted to follow suit.

• Enlisted Evaluation System
• Decoration system
• Promotion system
• UCMJ
• Supervisors supervising their people properly
• Chain of command
• IG system

-Aftermath of Korean Conflict -1955,Executive Order 10631 -review done after Vietnam conflict -1977 Amended article V - In 1988 language was changed to become gender neutral

Parole is a promise by a prisoner of war to a captor to fulfill certain conditions, such as agreeing not to escape nor fight against once released, in exchange for such favors as relief from physical bondage, improved food and living conditions.

To gain favor in hopes of gaining military information.

• 1)Hostile government detention
• 2)Hostile government-sponsored terrorist detention
• 3)Independent terrorist group detention

-Even in captivity we are to carry out our responsibilities and exercise our authority. -Senior person, regardless of branch of service, must take control -Without discipline, camp organization, resistance, even personal survival may be impossible -Communication breaks down the barriers of isolation that the enemy may attempt to construct

A broad set of rules defining how war is fought. The rules are generalized rather than extremely specific, and are designed to apply to any armed conflict. Their purpose is to prevent unnecessary loss of lives or destruction of property on the battlefield.

-Noncombatants -villages, towns or cities -civilian and private property

-Firing on enemy soldiers after their offer surrender -using civilians as shields -using poison -altering weapons or ammo to cause undo suffering

You are not required to carry out the order; you are required to stop the act from occurring and report it to your chain of command.

• Leaders lead
• Leaders are not always on top
• leaders motivate others

Scores of assessments, evaluations, tests, indices, surveys ect.

Establish a "To Do" list and Prioritize your tasks

• Categorize your tasks by level of importance.
• A-have to do, ASAP
• B-not as urgent
• C-nice to do

To establish and focus on the 20% of the "80-20" Rule

It leads to efficiency and increased productivity

Don't concentrate on prettiness of your desk,think about the level of organization a structured work area contributes to productivity

By distributing a portion of your workload to others, you can delegate lower priority tasks that are challenging and an enhancement to subordinate training.

• Calendars
• Planners
• Organizers
• Personal digital assistants

The telephone

By properly managing our time, we make a positive impact on our work center effectiveness.

Programs offered through education services, with special emphasis on career development courses and the CCAF program.

Effective time management can improve our performance by helping to free up time that can be used to increase our knowledge about the AF as a profession and the role we play in it.

The reaction or wear and tear our bodies experience to an external demand place by our continually changing environment; it has physical and emotional effects on us creating positive and negative feelings or behaviors.

• GAS stands for General Adaptation Syndrome.
• The three stages are:
• Alarm reaction
• Resistance
• Exhaustion.

An individual's requirement for personal space to feel comfortable. If this space is frequently violated because of overcrowding, stress can result.

• Personal perception Social support Locus of control Behavior or personality types `A Aggressively struggle to achieve more in less time.
• `B Go with the flow.

• Job stressors Role stressors
• Environmental stressors
• Interpersonal stressors
• Leadership stressors
• Organizational structure and Change stressors

From the level of decision making and the magnitude of rules and regulations

If left undetected or addressed, they can build up and cause problems, either alone or in concert with organizational stressors.

any combination of physiological, psychological or behavioral outcomes

Alcohol consumption

It can impact quantity and quality of work produced, and result in abuse of equipment, waste of resources and supplies, low morale etc.

To promote individual and/or organizational health and to minimize individual and organizational distress.

To change your view of potential stressors, altering the response pattern and treating specific problems caused by stress.

Identify and avoid busy work, delegate or empower when possible, learn to say no, attempt to negotiate reasonable deadlines.

To help members adjust to and manage those stressors which cannot be removed.

• Reduction in tardiness and absenteeism
• Improvement in supervisor subordinate relationS
• Greater acceptance of change
• Greater ease in leading subordinates
• Greater buy-in to decisions made.

A specific type or pattern of behavior intended to ensure work center effectiveness and mission accomplishment brought about by a state of order and obedience.

Negative-a unit that experiences several disciplinary problems, mission effectiveness and team cohesion is endangered. positive: well-disciplined unit is likely to see mission carried out with minimal problems

Disciplinary status makes a statement about the health of a unit and the individual in the unit.

Decline in productivity due to members being impaired by the substance and effects and distractions resulting from the abuse.

The affected member spends more time away from the work center in order to take care of the problem. Thus making it more difficult in meeting suspense’s.

Others in the work center must do more to attempt to compensate for the person dealing with a substance abuse problem. They must work longer hours and morale begins to decline as workers feel overwhelmed.

Provide a personal example focusing on a potential safety mishap that could occur as a result of substance abuse.

Educate and explain policies Deglamorize the use of alcohol Lead by example

It provides the experts the information needed to help the person deal with the substance abuse problem. It also helps ensure the appropriate punitive measures are carried out.

Communication with the individual about the observed behaviors leading you to believe there may be a substance abuse problem, proper and timely referral to the proper agency, and direct involvement and genuine concern during the treatment phase.

A systematic approach to optimizing risk to support the best mission outcome.

• Accept no unnecessary risk
• Make risk decisions at the appropriate level
• Accept risk when benefits outweigh the cost
• Integrate ORM into AF doctrine at all levels

A comparison of time, money, quality, and perceptions should be made.

Step 3: analyze risk control measures

to identify as many hazards in the process as possible

Safety is one consideration in the ORM, but it is a continuous process designed to detect and assess risk using safety as one of the many considerations.

A person feels a need and sets a goal to fulfill that need. A person then acts in a way that will accomplish the goal. The behavior will provide feedback to help the person determine if the goal is being met or not. If the goal is blocked or not being met, a different set of behavior may be carried out in order to continue trying to attain the goal.

Understanding coping behavior will better prepare you to deal with the successes and failures of your subordinates.

Learning is the process that conditions us to react to a given situation or process a given set of information in a certain way. Learning helps us to gain an understanding of right and wrong and helps us to respond accordingly.

• Herzberg's theory asserts that job satisfaction and dissatisfaction are caused by different work related factors called hygiene’s. Worker dissatisfaction occurs when these hygiene’s are lacking.
• McClelland’s theory states that three critical needs, power, affiliation, and achievement may be fulfilled through the organization. The organization can place you in charge of something or someone -power, social and interpersonal activities satisfy the affiliation need, and reaching a goal fills the achievement need.

Motivation occurs because a person assigns meaning or value to what they see or perceive as a realistic outcome based on their behavior. This type of motivation is very strong because the value is often determined by the person who is doing the behavior instead of the person providing the reward.

Aspirations are a motivational force that play a role in our long term goals and have an interactive relationship with our needs and behavior in reaching that goal. Aspirations help us to learn things and better ourselves in our effort of goal attainment.

Personality motivates us and impacts how we are typically going to respond to any given situation. Our personality is made up by many traits and, often times, is determined by how others see us.

Webster's Dictionary defines team as, "a group organized to work together." Group dynamics is an ongoing process involving interaction of individuals within a team to achieve the desired objective.

Team goals are developed through a group process of team interaction and agreement in which each team member is willing to work toward achieving these goals.

Team members must actively participate, provide feedback and partake in the decision making process. Measure effectiveness by observing leadership being shared, conflict addressed, resources maximized and creativity encouraged.

Communicating effectively, conveying work center goals as team goals, and ensuring team members know their roles in and how they contribute to mission accomplishment.

Task elements are those actions associated with accomplishing the team’s specific task, solving a problem or accomplishing a goal.

Task elements are those actions associated with accomplishing the team’s specific task, solving a problem or accomplishing a goal.

The effort in which a team studies its own process of working together and acts to create a climate that encourages and values the contributions of team members.

To develop an exciting vision for the team to achieve. The objective will be accomplished through the cooperation of the team members.

Build commitment, trust and support for one another

PATIENCE

High level of interdependence among members; team members working on important tasks must have a commitment; and team work must be a critical aspect to achieve the desired result.

• FORMING
• STORMING
• NORMING
• PERFORMING

Forming stage. Behaviors are being cautious, exploring boundaries, being non-committal, having hidden agendas, having little to no group identity, forming cliques, and feeling a need to be liked.

Performing stage

disharmony brought about through differing behavior, aims, or methods

• During positive conflict, individuals with differing points of view and personalities show mutual respect for each other's thoughts and feelings. Positive conflicts result in positive outcomes.
• During negative conflict individuals often view others as adversaries. People become very concerned about protecting themselves and attempt to win at all costs.

Managerial behaviors cause conflict when the leader is not properly using the influence he or she has over others. The failure to make decisions or delegate at the appropriate times slow progress and creates an environment for disagreements and conflict.

Who you are dealing with; their traits and position. What is at stake The situation, urgency impacts your decision

It attempts to satisfy both parties. It makes the best use of sides, resources, talents, and ideas. It can result in a win position for both groups and in many cases the organization enjoys a more solid solution or outcome to the problem.

IT REQUIRES THE INDIVIDUALS TO IDENTIFY AND DEFINE THE ROOT CAUSE OF THE CONFLICT. IT AIDS IN GETTING PEOPLE TO FOCUS ON THE REAL ISSUE AND UNCOVER UNDERLYING FACTORS CONTRIBUTING TO THE SITUATION.

• Assertiveness is effective in overcoming barriers because assertive people personify strong self-esteem. They are often risk-takers and even-tempered. They don't allow someone else to control their future. Rather than consistently waiting for others to start resolving conflict their way, an assertive person puts control of the situation into his or her own hands. Assertiveness is not aggression because the individual is acting from differing points of view and aim to resolve the conflict for the betterment of the team rather than himself or herself.

By giving people a better understanding and appreciation for other positions and processes in the work center. This understanding helps the person see and accept differing points of view and lends itself to the individual being empathetic when dealing with others.

Conflict management improves efficiency and effectiveness by allowing workers to focus on their job. It fosters an environment of open communication where creative thinking occurs. This creativity and open communication helps in reaching organizational goals and building individual relationships within the work center.

Improper conflict management results in poor organizational performance because communication breaks down, improvement opportunities are lost, and morale decreases. Problems become more serious and more difficult to fix, resulting in time having to be taken from the job and used to resolve the conflict.

Attaining or surpassing of objectives and tasks dealing with mission accomplishment

• Personal relationships among supervisors and subord inates, supervisors and superiors, and supervisors and other supervisors.
• They affect and influence leadership under the following conditions:
• (1) a strong personality encounters a weak personality
• (2) someone with ambition deals with another who seems to lack ambition
• (3) expectations of each for the other
• (4) physical stature is unequal
• (5) when an aggressive person interacts with a passive person.

Some organizations such as fire departments require much more directive styles of leadership. More highly technical or research jobs may require more delegating or empowering.

The time an individual has to act can have a major impact on situational leadership. In an emergency situation, the supervisor would likely revert to more directive styles in order to save lives and resources. A supervisor with an urgent mission in a base exercise might be more demanding than someone planning next year's company picnic.

Outside influences include social issues and movements that will affect attitudes of subordinates and supervisors alike, environmental conditions, social unrest and current world events

Awareness of self involves your leadership inclinations and tendencies? How you prefer to lead subordinates?

Directing refers to the extent to which a leader engages in one-way communication. The supervisor spells out the follower's role and clearly tells the subordinate what to do, where to do it, how to do it, and when to do it, and closely supervises the subordinates performance. This doesn't mean the supervisor has to be short tempered or have a nasty attitude. Directive behaviors are those a leader will take to accomplish the task. In other words, they are task-oriented behaviors.

Low competence/high commitment: The D1 lacks or has little skill and knowledge to do the task, but is eager to try it anyway. For example, a subordinate diagnosed as a D1 could be compared to an individual who recently arrived at his first duty station. The person has a lot of enthusiasm for entering a new lifestyle and being part of the US military forces, but has none of the job skills necessary to be successful.

• COMPETENCE is the degree of knowledge or skills possessed by the subordinate. It is gained from education, training and/or experience. It should also include any transferable skills the subordinate may have such as abilities developed in other jobs which apply to the particular task at hand.
• COMMITMENT is a combination of both confidence and motivation. Confidence is a person's self-assurance that leads to the feeling of opinion that, "I can do a task well and without supervision!" Motivation is a person's interest and enthusiasm for doing a task.

SOME competence/low commitment

High competence/variable commitment

High competence/high commitment

Manger will exhibit more directive behavior; provide specific instructions, control task accomplishment, make most of the decisions and closely supervise workers. Using the S1 style assumes the leaders/managers/ supervisors, solve problems generally by themselves.

Manager still decides what the game plan will be and directs task accomplishment, but may consult with subordinates or ask for their ideas. The manager/leader/supervisor will be the one who identifies problems, sets goals and evaluates the work accomplished

Increase Supportive Behavior and a decrease in Directive Behavior. The leader/manager/supervisor using this style act toward subordinates with more two-way communication involving subordinates in problem solving, process improvement and decision-making. In addition, using this style involves discussing with the subordinate what needs to be done and allowing the individual to decide how, when, where, ect. To accomplish the job.

The Leader/manager/supervisor assigns responsibility to the subordinate and then backs off. Many refer to this as "Empowerment It's not the case that low direction and support means no direction and support

When you have a D1 (low competence/but motivated)Emergency situation Short timeline and your follower is a D2 or D3

Dealing with D2, a person with some competence, but not all the skills Working with D3 who is slipping or regressing because his skills are rusty, his attitude is poor or he's lost sight of the goal.

When the person has the skills needed to do a task, but is a little insecure or lacks confidence. It could also be used with someone who has the skills relevant to doing the task, but doesn't care.

With D4-motivated, confident, educated, experienced, self-directing, self-supporting persons- subordinates with high competence and high commitment. Other appropriate situations are with D3s, who have all the skills for the task , when you have long timelines, low stakes and built-in reinforcement

It cultivates overall positive behavior-Subordinates react to their supervisor's behavior. If provided specific goals and proper direction and support, they'll respond positively. Development-taking people through the Situation Leadership development process, you'll develop both their competence and their commitment.

Training and development of subordinates will be more organized. Production will be easier to manage because everyone will know the goals, understand what they need to do to reach those goals, and when they reach the D3 and D4 levels, will contribute more effectively and enhance mission accomplishment. Fulfillment of NCO responsibilities is easier making management of work-center more efficient.

The first objective is to provide appropriate and effective performance feedback. The second objective is to provide a long term record of subordinate performance for use in making personnel management decisions.

Conducting the initial, mid-course, or follow-up performance feedback is an example of the first objective. A completed EPR is an example of the second objective.

Helps you to deal with your subordinates because you know how you are likely going to respond to situations in your work center.

It can help in preventing problems such as boredom or complacency, by putting the right people into the right job. Along with interests, special skills or aptitudes should be considered before any job assignment is made.

Acquire biographical information by communicating with the subordinate and asking about interests, past experiences, previous employment, needs and values and their own expectations of the job and work center.

• 1. Activity oriented rather than result oriented
• 2. Subordinates may see job description as defining the limits of their job often refusing to do anything not listed in the description.

Performance standards need to be specific, observable, and measurable.

Determining the subordinate’s typical behavior will give the evaluator a more accurate picture to make decisions on. It also makes it easier to provide effective feedback because the supervisor will know the behavior and performance levels of the subordinate.

Pitfalls bring bias, closed mindedness and logical errors into the actual evaluation. These pitfalls essentially result in an unclear, inaccurate evaluation of the subordinate's performance.

They help start a new relationship off right. It provides the expectations and standards in which the subordinate will be measured by. This type of feedback sets the subordinate up for success by helping him adjust to his new environment.

It will let the subordinate know if they are meeting, exceeding, or failing to meet the standards that have been established. The session will also let the subordinate know why it is happening and a plan to continue or modify the behavior will be developed. This gives the subordinate the direction they need in order to be able to fully contribute to organizations processes.

When you determine the problem is too much for you to handle or you do not know enough about the issue to help the subordinate a make a solid informed decision, you should refer the person to the agency best able to help.

Performance feedback's main focus is how well the person is doing in regards to assigned tasks and FULFILLING THE ELEMENTS DEFINED IN THE JOB DESCRIPTION. COUNSELING SERVES TO ADDRESS JOB PERFORMANCE AS WELL as items such as personal issues, discipline problems, and career decisions.

It puts the responsibility for a solution on the shoulders of the subordinate. This is effective because if conducted properly, this approach usually results into a higher level of open, honest communication. The commitment of the subordinate is greatly increased because the often take pride in ownership of the solution that was developed.

It Provides guidance and direction for the subordinate resulting in them becoming a more well rounded and fully developed member of the Air force. Counseling fosters teamwork and opens the lines of communication necessary for a solid supervisor-subordinate relationship.

By building on their strengths to develop a good foundation of motivation. Building on strengths helps to minimize and eliminate weakness in subordinate.

It is helpful because it prevents complacency and boredom. It also helps you to make full use of your subordinates because they are able to learn about more areas within the work center and their career field.

You should make sure you are not over or under supervising; also you should maintain good situational awareness of the happenings with your subordinates and your work center.

• Knowledge
• Attitudinal
• Behavioral
• Group /Organizational

Effecting changes in a multitude of people. Changing the "but we've always done it this way!" mindset. Takes more time.

• There are 2 change cycles:
• DIRECTIVE (From the top down) and
• PARTICIPATIVE (From the bottom up).

Military managers would use directive change in most cases. However, participative change should be used whenever possible. In a work section comprising achievement-oriented individuals with a high degree of knowledge, the preferred method would be participative. Depending upon the situation and mix of people in your individual shops, you may have the opportunity to use both.

If you choose the wrong change cycle, it can tend to demotivate your subordinates. In highly-motivated, well-educated and task-oriented work section comprising seasoned hard-chargers, directive change may not be the best approach. In like fashion, participative change might never be realized among a work section staffed by one-stripers.

• Change sponsor
• Change agent
• Change target

There are four organizational norms. The technology norm includes computers, test equipment, weapons systems etc.; the task norm includes general procedures, job steps, checklists, etc.; the structure norm includes administrative procedures, evaluation systems, etc.; and people norm includes technical or leadership training, new jobs, etc

"Service before self" encourages faith in the system; "Integrity First" encourages responsibility and loyalty; "Excellence In all We do" encourages a quality effort.

• UNFREEZING-Creating need for change.
• CHANGING-moving the 4 organizational norms from old state to new. REFREEZING-locking-in the expected outcomes.

You have the responsibility to create a positive atmosphere through which each of your subordinates will feel that change is needed and will be supportive of the process. Concurrently, as NCO supervisors, managers and leaders, you must anticipate and deal with any resistance to change. In so doing, you must gain familiarity with and be able to identify each of the following six groups of personalities in your organization: the innovators, early adopters, early majority, late majority, late adopters, and the diehards. You must realize that people are your single greatest asset, and concentrate your efforts upon those who are willing to "get with the program".

The proper completion of Step 1 is very important because it breaks down the elements of the individual goal, and obstacle, identifies the problem that needs to be solved. By knowing what the problem is, those involved can begin to find a workable, permanent solution. As the problem is solved, work center personnel are able to focus on the job and mission accomplishment rather than the problem.

Facts are known truths (concrete information)used to make sound decisions. By gathering these facts and data early in the process, your are better equipped to make these sound decisions regarding possible solutions. You are better equipped to be more objective and empathetic towards the situation and the individual involved.

• BRAINSTORMING is very effective technique used to generate many possible solutions to a problem in a very short period of time.
• CREATIVE THINKING, like brainstorming, promotes freethinking of ideas by changing or recombining old ideas into new possible solutions to problems. These activities provide the problem solvers with material to work with.

If resources such as time, money, and material are available, a solution may be feasible. You must also ensure you have the authority to implement a solution in order for it to be a feasible proposal.

If you have more than one solution once you reach Step 5, you may want to get input from others to help choose the best solution. You can also consider combining the ideas to find the best solution.

Not following-up on the implementation of the solution could result in not ever determining if the solution chosen in Step-5 actually worked. It may also result in the loss of opportunities to learn from mistakes made because of poorly chosen solution or a needlessly costly implementation. Follow-up provides the definitive information you are looking for and expect to see.

By properly utilizing the problem solving process, you will be better able to resolve problems with your subordinates. This will result in your credibility being reinforced and open lines of communication between you and your subordinates. Using this process will also give you more experience that will help you to accept and handle increased levels of responsibility.

• Diagnosing
• Adapting
• Communicating

• Status of people
• Status of environment

• Morale
• Esprit de corps
• Discipline
• Proficiency

RESOURCE AVAILABILITY (human, financial, physical and information) LEADERSHIP ACTIONS (establish direction and priorities, creating policy, making decisions and providing information)

The Authoritarian leader exhibits a high task, low relationship style. This type of leader tends to be autocratic and rigid, allowing for little deviation from the schedule.

The Team leader exhibits a high task, high relationship style. This type of leader is not afraid to dive right in and usually leads by example.

Impoverished leader exhibits a low task, low relationship style. This type of leader is notorious for delegating, then disappearing, leaving subordinates to fend for themselves.

The country club leader. This type of leader uses reward power as the motivating force.

• Personal
• Position

• Coercive
• Connection
• Reward
• Legitimate

AFI36-2618 The Enlisted Force Structure

• Referent power
• Information power
• Expert power

• Integrity
• Commitment (Character traits)
• Mentoring (supportive relationship)

Mentoring; protégés

"Excellence in all we do" is most closely related to the technical proficiency tenet

When developing objectives, creating priorities and assigning tasks.

Strategic and operational

Operational planning, since it will be used most often by NCOs on a daytoday basis.

• Analyze the mission
• Establish goals
• Identify alternatives
• Select the best alternative
• Implement the plan

The Responsibility Center, an organizational department under the direct supervision of a single individual solely responsible for its activities, the Cost Center, the lowest level where supplies are used is usually the flight or work center in an organization.

Which organizational document lists the people assigned, projected losses and gains, and should accurately reflect the Unit Manning Document (UMD)

This document tells you the number of people authorized, the Air Force Specialty Codes (AFSCs), position numbers and total number assigned to your work center.

PME Courses

The process of dividing work into manageable sections and coordinating the results to serve a purpose.

• Job rotation
• Job enlargement
• Job enrichment

The practice of periodically shifting workers through a set of jobs in a planned sequence.

the process of upgrading the job-task mix in order to increase the potential for growth, achievement, responsibility and recognition

The allocation of wider variety of similar tasks to a job in order to make it more challenging

Organizational activities are regulated so that the elements of performance remain within acceptable limits

• Establish standards of performance
• Measure actual performance
• Compare performance standards
• Evaluate performance and take action

Leading involves harnessing our personal and professional traits to influence others to accomplish the mission.

In order for planning to be effective, it requires vision and the ability to communicate that vision to other people.

First, an understanding of the organizational structure and second, an ability to convince your people that cross utilization is best for them and the Air Force. In order for controlling to be effective, it requires an understanding of performance standards as they pertain to mission accomplishment and an ability to see what kind of controlling mechanisms are best. There is a balance between over-control and under-control. That balance is based on the dynamic relationship between people, mission, and the situation at hand.

The formation of a clique is the direct result of our social instinct to band together in groups. A clique can bind people together by enhancing unit morale. However, a clique can also take on a life of its own and become independent of organization objectives.

DEFINE THE SPECIFIC RESPONSIBILITIES FOR EACH RANK, RELATIONSHIP BETWEEN EACH AND HOW EACH RANK FITS INTO THE ORGANIZATION, AND THE CAREER PROGRESSION THROUGH THE ENLISTED RANKS.

LAYS THE FOUNDATION FOR EFFECTIVE DISCIPLINE.

ENGAGE IN ACTIVITIES THAT LET SUBORDINATES KNOW THE SUPERVISOR CARES ABOUT THEIR WELL BEING AND DEVELOPMENT.

COMMUNICATE EXPECTED STANDARDS AND BEHAVIORS TO SUBORDINATES. ENFORCE CONSISTENTLY AND FAIRLY.BE DIRECTLY INVOLVED IN PROFESSIONAL DEVELOPMENT AND BE A POSITIVE ROLE MODEL.

VERBAL OR WRITTEN COUNSELING. LETTERS OF ADMONISHMENT OR REPRIMAND. DOCUMENTATION

PROCESS OF GAINING AND MAINTAINING DISCIPLINE WITHIN YOUR ORGANIZATION.

PERSON NOT BELIEVING THAT THEY ARE CAPABLE OR IMPORTANT. OFTEN RESULTS IN A SELF-FULFILLING PROPHECY OF SORTS.EFFORT TO GET THEM TO SEE THEMSELVES IN A POSITIVE LIGHT, AND CHANGING THEIR BEHAVIOR

• SELF EFFICACY-DEGREE OF CONTROL PEOPLE FEEL THEY HAVE IN A GIVEN SITUATION.
• LOCUS OF CONTROL-WHETHER PEOPLE FEEL THE OUTCOMES OF THEIR BEHAVIOR ARE TRULY A RESULT OF THEIR ACTION.

WE USE VALUES TO PASS JUDGMENT AND MAKE DECISIONS. WE USE VALUES TO ASSESS THE ACTION OF OTHERS, DEVELOP POSTITIONS ON ISSUES, AND AVOID CERTAIN TASKS. VALUES ARE THE FOUNDATION OF OUR BEHAVIOR.

ROLE CONFLICT OCCURS WHEN A PERSON'S JOB ROLES OR RESPONSIBILITIES CONFLICT WITH ONE ANOTHER, OFTEN SEEN AT INTERMEDIATE LEVELS OF SUPERVISION. ROLE AMBIGUITY OCCURS WHEN AN INDIVIDUAL IS NOT PROVIDED ENOUGH INFORMATION ABOUT HIS OR HER ROLE TO PROPERLY PERFORM THE JOB.

ACTIONS TAKEN BY AN INDIVIDUAL TO DEPRIVE A PERSON OR GROUP OF A RIGHT BECAUSE OF COLOR, NATIONAL ORIGIN, RACE, RELIGION OR SEX. CAN BE OVERTLY, COVERTLY, INTENTIONALLY OR UNINTENTIONALLY.

ACTIONS BY AN INSTITUTION THAT THROUGH ITS POLICIES OR PROCEDURES, DEPRIVE A PERSON OR GROUP OF A RIGHT BECAUSE OF THAT PERSONS' OR GROUPS' COLOR, NATIONAL ORIGIN, RACE, RELIGION OR SEX.

• VERBAL
• NON-VERBAL
• PHYSICAL

SERVES AS A CATALYST FOR CONFLICT.

REDUCED WHEN DISCRIMINATORY ACTS ARE TAKING PLACE. PEOPLE FEEL FRUSTRATED, HELPLESS, AND UNACCEPTED.

PEOPLE WILL RESPOND BY NOT PERFORMING ASSIGNED WORK. IF THEY ARE COMPLETE THE WORK IS SUBSTANDARD.

IMPACT AN INDIVIDUALS ABILITY TO POSITIVELY INTERACT WITH THE REST OF THE TEAM. A CLIMATE OF HATE, FEAR AND DISRESPECT RESULTS IN DEGRADED QUALITY OF LIFE.

MUST ESTABLISH, COMMUNICATE AND ENFORCE POLICIES REGARDING HUMAN RELATIONS ISSUES. LEAD BY EXAMPLE AND FOSTER AN ENVIRONMENT OF OPEN AND HONEST COMMUNICATION AMONG THE MEMBERS.

MUST BE PREPARED TO TAKE ACTION AND GET THE UNACCEPTABLE BEHAVIOR TO STOP. MUST NOT IGNORE THE ACTS AND BE PREPARED TO PROVIDE INFORMATION UP THE CHAIN.

YOU ALLOW INDIVIDUALS TO REACH THEIR FULLEST POTENTIAL WHILE IN PURSUIT OF MISSION OBJECTIVES.

A COMPOSITE OF RACIAL, GENDER, ETHNIC, NATIONAL ORIGIN, CULTURAL, ATTITUDINAL, SOCIO-ECONOMIC AND PERSONAL DIFFERENCES.

• 1) LEARN TO UNDERSTAND AND RESPECT INDIVIDUAL DIFFERENCES
• 2)PROMOTE ASSERTIVENESS IN YOUR SUBORDINATES REGARDING THEIR FEELINGS
• 3)LEARN HOW OTHERS WANT YOU TO TREAT THEM
• 4) ACT AS A FORCE FOR ACCEPTANCE OF DIVERSITY.

PRIMARY-CHARACTERISTICS OVER WHICH WE HAVE NO CONTROL: AGE, ETHNICITY, RACE, GENDER AND PHYSICAL ABILITIES AND QUALITIES.

SECONDARY: EDUCATIONAL BACKGROUND, INCOME, AND MARITAL AND PARENTAL STATUS, RELIGIOUS BELIEFS AND WORK EXPERIENCE.

• PERSONAL BIAS
• STEREOTYPING
• PREJUDICE
• DISCRIMINATION
• COLLUSION

ENCOURAGING OPEN AND HONEST COMMUNICATION.

BEING OPEN MINDED, LISTEN TO OTHERS, ASK QUESTIONS ABOUT CULTURAL DIFFERENCES TO GAIN UNDERSTANDING.

DECREASED PRODUCTIVITY, CONFLICT, FAULTY COMMUNICATION, ACTS OF FAVORITISM AND DISSATISFIED WORKERS.

REDUCED CONFLICT, BETTER TEAMWORK, ENHANCED WORK RELATIONSHIPS, INCREASED PRODUCTIVITY, HIGHER LEVELS OF CREATIVITY AND INNOVATION.

GIVE EXPOSURE TO NEW INSIGHT AND WAYS TO DO THINGS.

ENSURES THE FAMILY IS CARED FOR IN THE MILITARY MEMBERS ABSENCE. CONTRIBUTES TO REDUCING STRESS AND ALLOW THE MEMBER AND FAMILY TO FOCUS ON THE TASKS NECESSARY.

ALLOWS SOMEBODY TO CARRY OUT VARIOUS ADMIN FUNCTIONS IN THE ABSENCE OF THE SIGNER.REDUCING STRESS AND ANXIETY.

BETTER ABLE TO PROVIDE GUIDANCE TO SUBORDINATES. BUILDS CREDIBILITY.

MEMBERS ARE RESPONSIBLE FOR PAYING THEIR DEBTS IN A PROPER AND TIMELY MANNER. MANAGE FINANCES IN A PROFESSIONAL ETHICAL, AND DOES NOT BRING DISCREDIT UPON THE USAF.

DETERMINE WHERE YOUR MONEY IS GOING.REDUCES STRESS AND HELPS YOU STAY FOCUSED ON JOB.

SET A POSITIVE EXAMPLE, BUILD CREDIBILITY AND ESTABLISH TRUST. REDUCES STRESS AND PROVIDES FOR A MORE PRODUCTIVE AND EFFECTIVE WORK CENTER.

• POOR COPING SKILLS
• LEGAL PROBLEMS
• SUBSTANCE ABUSE PROBLEMS
• FINANCIAL PROBLEMS
• JOB PROBLEMS
• RELATIONSHIP PROBLEMS
• SOCIAL ISOLATION AND PREVIOUS ATTEMPTS.

• THREATS OR STATEMENTS
• PREVIOUS ATTEMPTS
• PERSONALITY OR BEHAVIOR CHANGES
• DEPRESSION
• GIVING AWAY PERSONAL BELONGINGS
• DETERIORATION IN WORK PERFORMANCE
• SUDDEN ATTEMPT TO GET AFFAIRS IN ORDER.

BE CONCERNED, LISTEN. BE POSITIVE WITHOUT BEING CONDESCENDING, UTILIZE PEER SUPPORT FOR ENCOURAGEMENT AND ACCEPTANCE. GET THE PERSON TO THE PROPER REFERRAL AGENCY AS SOON AS POSSIBLE. DO NOT LEAVE THE PERSON ALONE.

VOTING PROVIDES A POSITIVE EXAMPLE AND LENDS CREDIBILITY TO YOU AS A LEADER.

LETS THEM KNOW YOUR FEELINGS AND CONCERNS ON ISSUES. EDUCATES THE OFFICIALS ABOUT THE ENVIRONMENT AND ISSUES SURROUNDING THE MILITARY.

BALANCE THE NEEDS OF THE UNIT IN TERMS OF SECURITY OF INFORMATION ALONG WITH FAIR AND EQUAL ACCESS BY THE MEDIA.

PREPARE YOU FOR ASSIGNMENTS OF INCREASING RESPONSIBILITY. HIGH UNIT MORALE AND BETTER PUBLIC UNDERSTANDING AND SUPPORT RESULT FROM POSITIVE ENCOUNTERS.

TO RESPONSIBLY MANAGE THE IRREPLACEABLE NATURAL AND CULTURAL RESOURCES IT HOLDS IN PUBLIC TRUST.

LEADS TO BETTER USE OF RESOURCES, MAINTAIN A SAFER, CLEANER WORK ENVIRONMENT.