Prior to this current position, I was professor at the Academic Department in the Peruvian Army War College. This school performs two programs: the Command and Staff Program, and the High Command College course to Colonels; an equivalent to the US Army War College.
As a professor, I was responsible for planning, teaching, and assessing the performance of majors and lieutenant colonel students of the Command and Staff Course. I was part of the readers committee for students who wanted to pursue their Master of Military Science degree as well. Additionally, I worked for the Quality Management Department of the School and I designed a Model of Quality Management which was established as a official model of the School in March 2016.
During out
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It means writing, speaking, listening, reading, and comprehension of data in English as second language. It is a critical competency to me because as a staff officer I should provide clear direction communicating how and what to do in order to achieve a mission, ensuring higher headquarter and subordinates a clear understanding of my thought and guidelines.
As a staff officer, it is vital to increase my Executive competency: planning and direction skills will enable to provide accurate plans and orders; developing Leadership and team building skills allow me to create a positive environment motivating and influencing people to do what is necessary to achieve a desired outcome; decision making and judgment; and Resources management are important to develop as well.
Since I have a genuine desire to study, I plan to organize dairy schedule to read and reflect in detail all information I will receive. Additionally, I will take advantage of workshops CARL/LRC offers. mentoring and counseling sessions will be useful along my learning
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in Management I began before coming to the U.S.; I wish to continue teaching at postgraduate level to share new knowledge and to make contributions to the Army. Also, I hope to back to the U.S. to take the Army War College Course or National Defense University.
Long term - 3 years until retirement. I expect to continue teaching during my out of duty hours and working at the Peruvian Ministry of Defense or Joint Command Staff.
SAMS will be a challenge for me, as well as for everyone who could be classmate. I am conscious that because English is my second language, it can often take longer to read and translate texts, however I have been attracted by challenges that made me to develop more efficiently while I am under academic stress.
AMSP is going to be a step/stage for me to develop strategic level planning skills and to improve operational level planning abilities I learned and developed before. I am sure AMSP will help me to extend my understanding on how to plan multinational operations and other kind of military operations in complex
Hogan, D. (2004). Centuries of Service. Retrieved September 11, 2009, from the Center of Military History website
Introduction. Common Attributes of military leaders are just that, common. The accomplished Generals, Colonels and Majors that contributed to the most successful wars of our country have been molded a certain way. They are molded through vigorous training both in scholastic training and in the field along with rigorous mentorship. Colonel Lewis McBride was a rare exception to the rule. As a renowned Chemical museum curator so distinctively puts it, he was, without a doubt, one of the most interesting and industrious officers in the history of the US Army Chemical Corps.
The SPCC is targeted to commissioned officers in grades 0-5 (Lieutenant Colonel) or 0-6 (Colonel) who have been centrally selected to command TO&E (Troops, Organization & Equipment) Sustainment Units. This course provides training in modular force operations for newly selected command designees, enabling them to function effectively throughout their command tour. The focus is current and emerging sustainment doctrine and leadership topics for commanders. Training received during the SPCC at Fort Lee is intended to complement the Pre-Command Course (PCC) program of instruction (POI) at Fort Leavenworth, KS; making training consistent at both locations.
Stewart R. W. (2005). American Military History (Vol. 1). The United States Army and the
The United States Army has been a leader in military prowess on the world stage since its inception in 1775, and with such a record, it is reasonably assumed that there must be solid foundation within the organization working to maintain the high level of performance. The Noncommissioned Officer Corps is one institution within the Army that serves as a large portion of this foundation that makes it the fighting force that it has always been, and the noncommissioned officers have been an integral piece since the very inception of the Army. The Prussian General Friedrich Wilhelm von Steuben, organizer of the Noncommissioned Officer Corps, encapsulated this idea when he coined the noncommissioned officer (NCO) as the backbone of the Army. (Arms, 1991) In an Army that is continuously adjusting to world around it while maintaining its status as the military leader to all other nations, the Noncommissioned Officer Corps has always provided the platform for continuity through a growing rank system based on its original core, an evolving training program to develop effective leaders, and a creed that moves us forward while remembering the rich history of the corps that came before us.
Kelly Boian, MAJ, “Major General Melvin Zais and Hamburger Hill” (United States Army Command and General Staff College) 35-42
A military officer must manage pieces of one of the largest organizations in the United States government - an organization that accounts for the third largest piece of the American budget and is comprised of 1.3 million active sailors, soldiers, airmen, and marines, many of whom are tasked with being deployable to any location within 48 hours. This is only possible through concise, professional communication on the part of every service member, especially
The Army requires its members to adhere to prolonged training and learn specialized skills. From the moment a soldier transitions from the civilian sector into the Army, he is indoctrinated with training. Regardless of rank, the Army demands each soldier to be technically proficient and mentally competent in order to be qualified in a respective Military Occupation Specialty. As a soldier progresses in his military career, he is required to continue his education and training. Army leaders are expected and required to continue developing their skills through academic studies, operational experience, and institutional training. An opposing view argues that anyone can learn these skills; however, statistics show less than 0.5% of the population serves in the armed forces, indicating a soldier is a rare mix of intelligence and character.1 These lessons are necessary qualifications to achieve what General Martin Dempsey describes as “effectiveness rather than efficiency.”2 Much like the profession of medicine which must heal, the media which must provide truth, and law which must provide justice, the profession of arms must provide secur...
Patton started his military career in 1902 when he wrote to Senator Thomas R. Brad for appointment to the US Military Academy (General George). With a fear of not passing the exam to enter the Academy, because of not doing well in reading and writing, he applied to other university’s that offered Reserve Officer’s Training...
1. The Philippine Military Academy, as a premiere military institution in the Southeast Asia, bears the task of producing quality military officers and efficient leaders for the Philippine government. As such, the recruitment of cadets for the academy is no simple endeavour. Cadet applicants are screened and subjected to several recruitment requirements to determine their suitability for the academy. More often they are referred to as the “cream of the crop.”
As our forefathers before us stated, ‘‘No one is more professional than I. I am a Noncommissioned Officer, a leader of soldiers. As a Noncommissioned Officer, I realize that I am a member of a time honored corps, which is known as “The Backbone of the Army (“The NCO Creed written by SFC Earle Brigham and Jimmie Jakes Sr”). These words to the Noncommissioned Officer should inspire us to the fullest with pride, honor, and integrity. The NCO creed should mean much more than just words whenever we attend an NCO’s school.
CF02,Full Range Leadership Development. (2012). Maxwell Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC)
Kaufman, Roger and Zahn, Douglas. Quality Management Plus: The Continuous Improvement of Education. Corwin Press, Inc.: Newbury Park, California, 1993.
Competency also embodies the Understanding Competencies and Competency Modeling ― Page capacity of transfer skills and abilities from one area to another.
2. Bell, Sandra F., Gabrielle M. Anderson, Herbert I. Dunn, Brian G. Hackett, and Joseph W. Kirschbaum. "Military Education: DOD Needs To Enhance Performance Goals and Improve Oversight of Military Academies." . GAO, Sept. 2003. Web. 13 Feb. 2011. .