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68 Cards in this Set

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104.1 Discuss the shipboard organizational structure and the duties, responsibilities and authority of:
a. Commanding Officer - CO
a. Commanding Officer - CO- The responsibilities of the CO are absolute until he is relieved by competent authority. May delegate authority to subordinates, but such delegation does not relieve him of his continued responsibility for the safety and efficiency of the entire command. The CO must exert every effort to maintain his command in a state of maximum effectiveness for war service. CO’s position is quasi-judicial. It is legislative, judicial, and executive. His power is authoritarian and complete. He has the ultimate responsibility for the ship and everything pertaining to the ship. Power is vested to the CO by the UCMJ to impose limited punishment. This power may not be delegated.
104.1 Discuss the shipboard organizational structure and the duties, responsibilities and authority of:
b. Executive Officer - XO
b. Executive Officer - XO- Direct rep of the CO in maintaining the military and general efficiency of the ship. All department heads, other officers, and enlisted personnel are under the Ox’s orders in all matters pertaining to operation and maintenance of the ship and to the preservation of good order and discipline. Arranges and coordinates all ship’s work, drills and exercises, the personnel organization, policing of the ship, and inspections. XO sits as head of the planning board for training.
104.1 Discuss the shipboard organizational structure and the duties, responsibilities and authority of:
c. Command Master Chief - CMC
c. Command Master Chief - CMC- Principal enlisted advisers to commanding officers. Have the responsibility of keeping the CO up to date on situations, procedures, and practices that affect the welfare, morale, and well being of the enlisted crew.
104.1 Discuss the shipboard organizational structure and the duties, responsibilities and authority of:
d. Department Head - DH
d. Department Head - DH- Representative of the CO in all matters pertaining to the department. Conforms to the policies and complies with orders of the CO. Reports to the CO for the operational readiness of the department. Reports to the XO for admin matters and keeps the XO informed of reports made to the CO.
104.1 Discuss the shipboard organizational structure and the duties, responsibilities and authority of:
e. Division Officer - DO
e. Division Officer - DO- Responsible under the dept head for the proper performance of the duties assigned his division and performance of his subordinates. Enlisted person’s major link in the Chain of Command.
104.1 Discuss the shipboard organizational structure and the duties, responsibilities and authority of:
f. Leading Chief Petty Officer - LCPO/Leading Petty Officer - LPO
f. Leading Chief Petty Officer - LCPO/Leading Petty Officer - LPO- Senior petty officer assigned to the division/dept. Assists the div/dept in the administration, supervision, and training of the div/dept.
104.1 Discuss the shipboard organizational structure and the duties, responsibilities and authority of:
g. Work Center Supervisor
g. Work Center Supervisor- Senior petty officer in charge of a maintenance group. Responsible to the dept head via the divo for 3-M system operation within the work center.
104.1 Discuss the shipboard organizational structure and the duties, responsibilities and authority of:
h. Damage Control Petty Officer - DCPO
h. Damage Control Petty Officer - DCPO- Responsible for damage control functions of the division and related equipment.
104.1 Discuss the shipboard organizational structure and the duties, responsibilities and authority of:
i. Command Career Counselor - CCC
i. Command Career Counselor - CCC- Responsible for Retention training, Career Training and assisting the crew in conversions and career paths.
104.1 Discuss the shipboard organizational structure and the duties, responsibilities and authority of:
j. Ship’s 3-M Coordinator
j. Ship’s 3-M Coordinator- Responsible to the CO for the completion of all Maintenance and the training and testing of all maintenancemen.
104.1 Discuss the shipboard organizational structure and the duties, responsibilities and authority of:
k. Ombudsman
k. Ombudsman - Liason between the CO and the family/dependants of all personnel.
104.1 Discuss the shipboard organizational structure and the duties, responsibilities and authority of:
l. Financial Specialist
l. Financial Specialist- Advise cremembers in budgeting, savings, and basic money management.
104.1 Discuss the shipboard organizational structure and the duties, responsibilities and authority of:
m. Drug and Alcohol Program Administrator - DAPA
m. Drug and Alcohol Program Administrator - DAPA - Advises the CO and XO on all matters concerning the Navy Drug and Alcohol Program. Provides onboard screening, education, prevention, counseling, aftercare, and referrals.
104.1 Discuss the shipboard organizational structure and the duties, responsibilities and authority of:
n. Quality Assurance Coordinator
n. Quality Assurance Coordinator - Assigned to assure the prevention of defects in maintenance and work.
104.1 Discuss the shipboard organizational structure and the duties, responsibilities and authority of:
o. Medical Department
o. Medical Department- Responsible for the health and well-being of the entire crew and any other persons embarked onboard.
104.1 Discuss the shipboard organizational structure and the duties, responsibilities and authority of:
p. Safety Officer
p. Safety Officer- Responsible to the CO for the identifying safety problems and training the crew on proper safety procedures for all evolutions. Investigates all mishaps and provides a Mishap report to the NAVSAFCEN via the CO.
104.1 Discuss the shipboard organizational structure and the duties, responsibilities and authority of:
q. Divisional Safety Petty Officer
q. Divisional Safety Petty Officer- Responsible to the Safety Officer for identifying safety problems and completing safety mishap reports.
104.1 Discuss the shipboard organizational structure and the duties, responsibilities and authority of:
r. Security Manager
r. Security Manager- Responsible for the safe handling of all sensitive material.
104.2 Discuss the purpose of a shipboard battle organization in relation to the following:
a. Command and Ship Control
a. Command and Ship Control- To provide central decision making point during battle situations. To provide for the orderly movement of the ship during battle.
104.2 Discuss the purpose of a shipboard battle organization in relation to the following:
b. Operations Control
b. Operations Control- To provide a capability for detection, communications, electronic warfare, electronic repair, and ship handling/maneuvering during battle conditions.
104.2 Discuss the purpose of a shipboard battle organization in relation to the following:
c. Weapons Control
c. Weapons Control- To provide offensive/defensive weapons capability during battle conditions.
104.2 Discuss the purpose of a shipboard battle organization in relation to the following:
d. Engineering control
d. Engineering control- To provide propulsion and maneuverability during battle.
104.2 Discuss the purpose of a shipboard battle organization in relation to the following:
e. Damage Control
e. Damage Control- To provide damage repair capability during battle conditions.
104.2 Discuss the purpose of a shipboard battle organization in relation to the following:
f. Primary Flight Control
f. Primary Flight Control- To provide a capability for offensive and defensive actions, emergency situations, or the debarkation of troops during an amphibious assault.
104.2 Discuss the purpose of a shipboard battle organization in relation to the following:
g. Mine Countermeasures Control
g. Mine Countermeasures Control- To provide standards for combatting mines.
104.2 Discuss the purpose of a shipboard battle organization in relation to the following:
h. Debarkation Control
h. Debarkation Control- To provide orderly debarkation of troops/equipment during an amphib assault
104.3 State the purpose of the following bills:
a) Administrative
a) Administrative - Establishes uniform policy for assignment of personnel, berthing, maintenance, visiting, recall and zone inspections.
104.3 State the purpose of the following bills:
b) Operational
b) Operational - Sets forth policies and procedures in such areas as the boat bill, cold weather, darken ship EMCON, etc…
104.3 State the purpose of the following bills:
c) Emergency
c) Emergency - Provide and organize prescribed procedures and assign responsibilities for controlling the effects of major emergency or disaster suffered by the ship.
104.3 State the purpose of the following bills:
d) Special
d) Special - Assign responsibility for a promulgated procedures for defense against sneak/swimmer attack, evacuate civilians, prisoner of war, etc.
104.3 State the purpose of the following bills:
e) Battle
e) Battle - Assign personnel and stations necessary to fight the ship.
104.3 State the purpose of the following bills:
f) Watch quarter and station bill
f) Watch quarter and station bill - Each person in the division is listed by billet number displaying his assignments for battle, watch, operational, and emergency bills
104.4 State the purpose of the following reports:
a) 8 O’Clock reports
b) 12 O’Clock reports
a) 8 O’Clock reports - Reports received shortly before 1830 (Underway) by the Executive Officer from the department heads.

b) 12 O’Clock reports - Reports received by the OOD (Inport) and delivered by messenger of the watch prior 1200. Reports include aviation fuel, boat, chronometer, draft, fuel & water, magazine temp, muster report.
104.5 Discuss the purpose and general rules for counseling:
a. Personnel
b. Performance
a. Personnel
There are times when a person has special problems that will require special help. These problems should be handled by specialists such as the chaplin, legal, and/or medical officer. Effective personal counseling will recognize situations in which referral is necessary. Your first duty in counseling is to recognize whether the problem is beyond your ability to help or not. This can be determined during counseling.

b. Performance
Counsel your personnel on a regular basis to let them know how they are doing and where they need to improve.
104.6 Describe the effects of enlisted evaluations on the following:
a. Types of discharges
a. Types of discharges
The basis for determining the type of discharge received by the member is called the type discharge. Honorable requires at least an average of 2.7, conduct 3.0 average, otherwise a "general" discharge is awarded.
104.6 Describe the effects of enlisted evaluations on the following:
b. Advancement
b. Advancement
Single most important factor in determining who will be selected for advancement. Eval marks are as follows:
4.0 = Early Promote
3.8 = Must Promote
3.6 = Promotable
3.4 = Progressing
2.0 = Significant Problems
104.6 Describe the effects of enlisted evaluations on the following:
c. Good conduct awards
c. Good conduct awards
There can be no performance mark below 2.0 in any trait subsequent to, (after), 1 January 1996.
The member can have no convictions by court martial, no prior Non-Judicial Punishment (NJP), and no civil convictions or offenses involving moral turpitude (shameful acts).
The award is given every 3 years. Before 1996, the award was given for every 4 years service.
104.6 Describe the effects of enlisted evaluations on the following:
d. Eligibility for reenlistment
d. Eligibility for reenlistment
A member with marks under 3.0 will not normally be able to reenlist. Decision weights on the discretion of the CO.
104.6 Describe the effects of enlisted evaluations on the following:
e. Assignment
e. Assignment
Certain assignments require good evaluations. Some of these assignments may be Instructor duty, Recruit Company Commander, Formal Schools, etc. However, an overall 3.0 average is required and approval is at the discretion of Naval Military Personnel Command (NMPC).
104.7 Explain the use of the following:
a. Naval message
b. E-mail
a. Naval message
The principal means by which commanders communicate is the Naval message. Messages are written thoughts, ideas, or information expressed briefly and to the point. It is transmitted electronically to avoid delays to that of the normal mailing system.

b. E-mail
The method of corresponding electronically by computers. E-mail can be used within individual activities and between activities.
104.8 Explain the purpose of the following message components:
a. Date Time Group
a. Date Time Group
Includes the date and time expressed in Greenwich Mean Time. The DTG is expressed in 6 digits. The first 2 digits being the day. The next 4 digits being the time, followed by a zone suffix, usually expressed in Zulu, or Greenwich time. The last part is the date and year.
For a message that is sent out on 31 October 1998 at 0800 Zulu time, the DTG would be as follows: 310800ZOCT98.
104.8 Explain the purpose of the following message components:
b. From line
b. From line
The first line of the address component and contains the originator or drafter's plain language address. Note: a message MUST have only ONE originator.
104.8 Explain the purpose of the following message components:
c. To line
c. To line

Contains the address of the person or command who the message is going to.
104.8 Explain the purpose of the following message components:
d. Info line
d. Info line

Contains the addresses of those who you would like to look at or send the message for information purposes.
104.8 Explain the purpose of the following message components:
e. Classification/
declassification line
e. Classification/
declassification line

The first line of text which must give the message's classification. It is listed as Top Secret, Secret, or Confidential.
104.8 Explain the purpose of the following message components:
f. Standard Subject Identification Code(SSIC)
f. Standard Subject Identification Code(SSIC)
The 4 or 5 digit number that stands for the subject of a document. SSIC's are required on all Navy and Marine Corps messages. The use of SSIC's provides a tested method for filing correspondence documents consistently and retrieving them quickly. There are 14 SSIC groups dealing with particular subjects.

Example, the "1000" series deals with personnel matters.
104.8 Explain the purpose of the following message components:
g. Subject line
g. Subject line
The main topic of the message is listed here.
104.8 Explain the purpose of the following message components:
h. Passing instructions
h. Passing instructions
Navy automated message processing system relay for the most part on certain elements at the beginning of the text such as flagwords, codewords, subject lines, and outgoing or incoming message references. These guides assist in the automatic internal routing of messages.
104.8 Explain the purpose of the following message components:
i. Reference line
i. Reference line
An alternative to repeating lengthy reference material within the text of a message. References are always lettered and used in the order that they are referred to. They are written:
"As per reference (a), ....."
104.8 Explain the purpose of the following message components:
j. Amplifying information line
j. Amplifying information line
Used to amplify or supplement the data text.
104.8 Explain the purpose of the following message components:
k. Narrative information line
k. Narrative information line
Used to provide amplifying information which pertains to the data text.
104.8 Explain the purpose of the following message components:
l. Text
l. Text
That part of the message known as the "body" or that part which contains the thought or idea the drafter desires to communicate; the reason for the existence of all other parts of the message.
104.9 Explain what each of the following enlisted service record pages are and what entries are made on each:
a. Page 2
b. Page 4
c. Page 13
a. Page 2
Record of Emergency Data; Used as a reference for beneficiary data should the servicemember die while on active or reserve duty.
b. Page 4
Enlisted Qualifications History. It is a chronological history of occupational and training related quals, awards, and commendations. Entries made as events occur.
c. Page 13
Administrative Remarks; Serves as a chronological record of significant misc. entries which are not provided for elsewhere or where detailed information may be required to clairify entries elsewhere in the service record.
114.10 State the purpose and discuss the contents of the Enlisted Distribution Verification Report(EDVR).
A monthly statement of an activity's enlisted personnel. Lists all individuals assigned and provides a summary of the present and future manning status. Used heavily by the Command Master Chief and detailers for billet assignment. Gives the individual's name along with his rate, date assigned, Naval Enlisted Classifications (NECs), billet assigned to, date reported, projected rotation date, etc.
104.11 Explain the use of a Report and Disposition of Offense(s)(NAVPERS Form 1626/7).
Court Memorandum; Page 7 of the enlisted service record. It shall be used to record court-martial and nonjudicial punishment which affect pay.
104.12 Define the following in reference to a personal misconduct determination:
a. In line of duty
b. Not in line of duty, not due to member’s own misconduct
c. Not in line of duty, due to member’s own misconduct
a. In line of duty - servicemember suffered significant injury that may cause him to miss 3 months of military duty and may have incurred a permanent disability.
b. Not in line of duty, not due to member’s own misconduct - Determination would occur when misconduct is not involved, but an injury or disease is contracted by a servicemember which falls within one of four other exceptions to the LOD presumption (desertion; UA; confinement as a result of a civilian conviction; or confinement pursuant to sentence by a general court-martial that included an unremitted dishonorable discharge.
c. Not in line of duty, due to member’s own misconduct - A determination of “misconduct” always requires a determination of “not in the line of duty.”
104.13 Discuss the purpose of the Command Managed Equal Opportunity (CMEO) Program in relation to:
a. Command Training Team
a. Command Training Team - Every command with 50 or more permanently assigned personnel is required to have a CTT to present command specific training, Navy Rights and Responsibilities (NR&R) workshops, annual sexual harassment training, and other EO training as may be required. Members shall be appointed in writing and shall complete with 6 months, the formal CTT Indoc course.
104.13 Discuss the purpose of the Command Managed Equal Opportunity (CMEO) Program in relation to:
b. Command Assessment Team
b. Command Assessment Team - Every command with 50 or more personnel is required to have a CAT to conduct command assessments. The XO chairs the CAT which includes the CMC, CCC, PO, LO, CMEO Officer, CTT leader and at least one dept head. The CAT meets quarterly (minimum)
104.13 Discuss the purpose of the Command Managed Equal Opportunity (CMEO) Program in relation to:
c. Navy Rights and Responsibilities (NR&R) Workshop
c. Navy Rights and Responsibilities (NR&R) Workshop - Is conducted by the CTT for all personnel within 90 days of check-in and annual refreshers in conjunction with the command assessment.
104.13 Discuss the purpose of the Command Managed Equal Opportunity (CMEO) Program in relation to:
d. Command Assessment
d. Command Assessment - Command assessment are required within 6 months following change of command and at minimum annually thereafter.
104.13 Discuss the purpose of the Command Managed Equal Opportunity (CMEO) Program in relation to:
e. Plan of Action and Milestone (POA & M)
e. Plan of Action and Milestone (POA & M) - Personnel are routinely informed of the status resulting from the annual command assessment.
104.13 Discuss the purpose of the Command Managed Equal Opportunity (CMEO) Program in relation to:
f. Immediate Superior in Command
f. Immediate Superior in Command - COMPHIBGRU ONE; ISICS are required to inspect EO as a special interest item during subordinate command inspections.
104.14 Discuss the concept of Operational Risk Management (ORM)
Is a decision making tool used by people at all levels to increase operational effectiveness by anticipating hazards and reducing the potential for loss, thereby increasing probability of a successful mission.
b. Increases our ability to make informed decisions by providing the best baseline of knowledge and experience available. c. Is an effective tool for maintaining readiness in peacetime and success in combat without infringing upon the prerogatives of the Commander.
104.15 Explain the following as they apply to ORM:
a. Identifying hazards
a. Identifying hazards
Begin with an outline or chart of the major steps in the operation or operational analysis. Next, conduct a preliminary hazard analysis by listing all of the hazards associated with each step in the operational analysis along with possible causes for those hazards
104.15 Explain the following as they apply to ORM:
b. Assessing hazards
b. Assessing hazards
For each hazard identified, determine the associated degree of risk in terms of probability and severity. Although not required, the use of a matrix may be helpful in assessing hazards.
104.15 Explain the following as they apply to ORM:
c. Making risk decisions
c. Making risk decisions
Develop risk control options. Start with the most serious risk first and select controls that will reduce the risk ot a minimum consistent with mission accomplishment. With selected controls in place, decide if the benefit of the operation outweighs the risk. If risk outweighs benefit or if assistance is required to implement controls, communicate with higher authority in the chain of command.
104.15 Explain the following as they apply to ORM:
d. Implementing controls
d. Implementing controls
The following measures can be used to eliminate hazards or reduce the degree of risk. These include: Engineering controls, administrative controls, and personnel protective equipment.
104.15 Explain the following as they apply to ORM:
e. Supervising
e. Supervising
Conduct follow-up evaluations of the controls to ensure they remain in place and have the desired effect. Monitor for changes which may require further ORM. Take corrective action when necessary.