Current guidance direct from the GEF/JSCP sets forth six specific areas in which a TCP must address. These requirements help the GCC staff develop their approach to the AOR. First, staffs must build a comprehensive theatre assessment that paints a clear picture of the current environment. Critical to this assessment is the identification of risks as they will keep playing moving forward and seek to mitigate future risks. Second, and only after a clear picture is painted for the commander, a mission statement will be published that provides detailed information on “what” will be achieved in the AOR. Thirdly, comes a posture plan which includes both technical and tactical information on “how” the mission statement will be achieved. Next,
In the case Morale v. Grigel, 422 F.Supp 988 (1976), the plaintiff James Morale, who is a student at New Hampshire Technical Institute, room was entered and searched by officials representing the dorm. There was no probable cause for them to enter his room, and while there they seized what they alleged to be “purple haze”. The court ruled that a check or search of a student's dormitory room is unreasonable under the Fourth Amendment unless NHTI can show that the search furthers its functioning as an educational institution. The search must further an interest that is separate and distinct from that served by New Hampshire's criminal law. Obviously, administrative checks of the rooms for health hazards are permissible pursuant to the school's
Northwestern spends too much on recruiting and education to see a majority of its employee leave before they are able to have a full career as a financial advisor. By paying their employees northwestern is able increase employee productivity, increase the employee’s lifespan at the company, which will increase the number of clients northwestern will have as well.
Point 2: What this area was like before the encampment, why was this area so important during the Revolutionary War: (Location to Philadelphia, supply lines, and topography of the land.)
The mission command philosophy helps commanders counter the uncertainty of operations by reducing the amount of certainty needed to act. Commanders can build teams and achieve their final goals through adapting the six principles of mission command to warfighting situation. I analyzed and compared the performance of General Sherman and General Hampton in four of six mission command principles.
GMFC is hoping to open a new plant within the United States that would specialize in recreation vehicles. Management would like to open the factory of 500 employees as a nonunion plant but they are worried that the United Automobile Workers (UAW) and other unions will attempt to unionize. There are many benefits to keeping the plant union-free such as, higher profits, flexible policies to better serve employees, and higher productivity. This paper will look at specific recommendations GMFC can do to prevent unionization at the new plant and still be competitive in the industry.
MSG Peek demonstrated exceptional leadership in developing a Theater Health Services Policies Document which enabled two realistic field training exercises. He also mentored of eight Field Grade Officers through complex clinical operations resulting in a more efficient team prepared for contingency operations. His efforts led to 30th MEDCOM’s validation to assume theater medical mission
The operational requirements of the Army during overseas contingency operations have been extensive. The Army Force Generation (ARFORGEN) Model has proven effective in sustaining persistent mission requirements by ensuring units are operationally prepared to deploy. Commanders and Senior Non Commissioned Officers (SNCO) have responded professionally to the ARFORGEN process by building and maintained cohesive units ready to meet the stringent demands of COIN operations. U...
LM06, Strategic Planning Student Guide. (2013). Maxwell-Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC).
GMFC Company has many divisions and more than 50,000 employees. Initially, the company health care proposal had a lifetime advantage of $2 million per enclosed employee or dependent. However, the company only extends coverage to dependents enrolled to a degree program. Subsequently, the coverage benefits individuals up to the age of 22 years. However, PPACA required GMFC to alter its coverage to house new advantages and age limit demands. According to GMFC, changing the current plan coverage to accommodate age limit requirements and new benefit will lead to additional cost. Therefore, the company is considering abandoning health care coverage and subscribing to federal penalties. If GMFC adopts such an action, employees will purchase insurance
Sir, I am honored by the privilege to once again serve in 4th Armored Brigade Combat Team (ABCT). Over of the last 30 days, I had an opportunity to reconnect, and reflect on the current state of the Brigade. The 4th ABCT has a rich history of success and glory. It is my goal to put in place the systems and practices for this great organization to exceed all past and present accomplishments. As a result of my assessment, I identified three areas of focus that will improve our organization: a unit vision, a change in organizational culture and climate, and building organizational teams. I have no doubt that with the implementation of these three areas of focus, I will be the transformational leader that 4th ABCT needs as we prepare for the upcoming National Training Center (NTC) rotation and tackle the task of the Regionally Aligned Forces (RAF) mission.
The objective of paying our employees is to increase employee satisfaction and loyalty. Northwestern sends too much on recruiting and education to see a majority of its employee leave before they are able to have a full career as a financial advisor. By paying their employees northwestern is able increase employee productivity, increase the employee’s lifespan at the company, which will increase the number of clients northwestern will have as well.
(1) The Center on the Social and Emotional Foundations for Early Learning, or CSEFEL, is a training model designed to provide teachers with curricula and skills to promote social-emotional learning in their preschool classrooms in order to prevent challenging behaviors (CSEFEL, n.d.). I interviewed Dr. Mary Louise Hemmeter, who is the principle investigator at CSEFEL at Vanderbilt University. This center works with child care programs, preschools, and Head Start programs to prepare children for the transition into kindergarten, where self-regulatory and social-emotional skills are necessary (Hemmeter, Ostrosky, & Fox, 2006). This program promotes social-emotional skills for all children in the classroom to prevent challenging behaviors, and
The most effective commanders through their leadership build cohesive teams. Mutual trust, shared understanding, and accepting prudent risk serve as just a few principles for mission command. Mutual trust is the foundation of any successful professional relationship that a commander shares with his staff and subordinates. The shared understanding of an operational environment functions, as the basis for the commander to effectively accomplish the mission. While my advice for the commander on what prudent risks to take may create more opportunities rather than accepting defeat. Incorporating the principles of mission command by building cohesive teams through mutual trust, fostering an environment of shared understanding, and accepting prudent risk will make me an effective adviser to the commander, aid the staff during the operations process, and provide an example for Soldiers to emulate.
The Technical Escort Unit (TEU) now provides the Department of Defense and other federal agencies to include the Secret Service and the Federal Bureau of Investigation with an immediate response capability for chemical and biological warfare material. Its mission is to provide a global response for escorting, packaging, detection, rendering-safe, disposing, sampling, analytics, and remediation missions. This does not only include chemical weapons for which it was originally created, but now incorporates biological weapons, state sponsored laboratories, small independent laboratories and small non-weaponized radioactive materials. Most recently, they have been task organized to assist Brigade Combat Teams (BCT) as a force multiplier; the objective of this is to give the Battle Field Commander instant on the ground intelligence regarding Chemical, Biological, Radiological and Nuclear (CBRN) hazards within their Area of Operations (AO). With this new mission with the BCT, the TEU is becoming an expeditionary force.
BASF is one of the world's largest chemical companies. It was established in 1865 with the main product was coal tar based dyestuff. It has six main categories of products, which are oil and gas, chemicals, agricultural products, plastics and fibers, dyestuff and finishing products, and consumer products. The structure of the company is presented by three-dimensional matrix consisting of operating, regional and functional divisions. Since 1960, the company began to expand its operation at a global level through acquisition. In Southeast Asia, the company has over 30 companies in 16 countries through the region of which 12 have the production facility. Headquarter for the region is located in Singapore.