Wisconsin brought forth 91,379 soldiers for the Union Army, and these men were organized into 53 Infantry Regiments, 4 Calvary Regiments, a company of Berdan’s shooters, 13 light artillery batteries and 1 unit of heavy artillery. The First Wisconsin Infantry Regiment, 3 months, was assembled in Milwaukee, Wisconsin and was rallied into State Service on April 27, 1861 then left for Harrisburg, Pennsylvania on June 9, 1861 (Wisconsin in the Civil War 2012), John C. Starkweather was the Colonel. As they arrived at Allatoona, Georgia Colonel Starkweather was told he and his regiment has to report to General Patterson in Chambersburg, Pennsylvania. Starkweather’s regiment arrived on the 12th and departed on the 16th in order to move on to Hagerstown,…
Major Jack Eric recently graduated from the Command and General Staff College and was assigned to 1st Armored Division at Fort Bliss, Texas. There were no available key development jobs, so he would spend the next six to eight months in the division G3 shop. He did not mind the time on division staff. He thought it would be a good opportunity to prepare for an S3 or XO job when one opened in the subordinate brigades. The division was scheduled to deploy to Afghanistan in January and that would give him four months to get prepared on the staff.…
Although the program brought anxieties to the managers, however, it was received and it is now being used on more than five hundred managers in that directorate. The Army 360 Feedback Assessment (peers to peers, subordinates to leaders, and leadership to subordinates) evaluation report is something the Army had incorporated into the offices’ evaluation report system. The 360 Feedback Assessment is similar to the 360 degree evaluation used in the Lancashire County Council. The Army 360 Feedback Assessment allows five peers of equal rank/ grade, five subordinate employees and five leaders to evaluate an officer based on their proficiency.…
The Tennessee National Guard Adjutant General visits with Troopers deployed to Joint Task Force Guantanamo, Oct. 19-20 on U.S. Naval Station Guantanamo Bay, Cuba. “It was different than what I expected it to be,” said U.S. Army Maj . Gen. Terry “Max” Haston, the Adjutant General for Tennessee National Guard. “It’s a world of its own.…
1. Purpose: To gain knowledge in the importance of HR Systems throughout the Army 2. Facts: a. Personnel readiness management is the analyzing of personnel strength data in order to determine the deployable readiness, projecting future tasks, and assessing current individual readiness. Strength reporting is turning a by name roster in order to monitor deployable and non-deployable Soldiers, the HR will ensure it goes up the chain of command, and make decisions based on the situations that arise. b. Personnel Asset Inventory (PAI) ensures the accountability of all Soldiers are being maintained correctly.…
CSM Clark is a Soldier’s Soldier who has redefined his subordinates understanding of the profession of arms. Throughout his career he has empowered junior leaders to lead from the front, and has directly influenced the professional and martial development of the battalion through his stewardship of reconnaissance and sniper program, and the Expert Infantryman's Badge program. Due to his personal guidance and dedication, both Infantry Battalions have provided critical Infantry skill-sets to the 50th IBCT, and produced over 30 EIB holders in the past 5 years. Throughout all of his duty assignments CSM Clark's personal example has been central to his ability to lead and facilitate a climate that holds a "can do" attitude. He places the mission first, and is a tireless advocate for the families that stand behind the Soldiers of the New Jersey Army National Guard.…
VA Rating Decision, dated 17 March 2015, indicates the applicant’s PTSD diagnosis was upgraded to a 50 percent disabling rating. 5. APPLICANT-PROVIDED EVIDENCE: DD Form 293, dated 31 August 2015; DD Form 214, dated 18 October 2006 and 16 May 2002; VA Medical Center, dated 15 June 2009 and 31 August 2015; VA Rating Decision, dated 2 October 2009, 8 August 2013, and 17 March 2015; Memorandum (Request for Chapter 10), dated 15 September 2006; and Character References time five (5). 6. POST SERVICE ACCOMPLISHMENTS: None submitted with the application.…
The 4th Armored Brigade Combat Team (4ABCT) proud tradition of excellence throughout its history took a turn for the worse with its recent deployment and redeployment issues from Afghanistan. An organizational change within 4ABCT is paramount in order to return to its storied heritage of excellence by being a contributing member of the division. In order to complete the change from its current state to a well-respected unit, I would execute a blended version of the seven-step vision process with John Kotter’s eight-stage model to create successful and lasting change. First, I would begin with conducting an initial assessment of the brigade prior to taking command, which is the first step in the seven-step vision process. From this initial…
The Veterans’ identifiable data will be excluded from the data collection process. Furthermore, data will be kept in an electronic password-protected document in the Care Coordination Service drive at the Michael E. DeBakey Veterans Medical Center Transfer Center. Measures are Percent of patients discharged who had a follow-up visit/ phone call with a primary care within 48 hours, percent of discharges where critical information is transmitted at the time of discharge to the next site of care, percent of discharges with a specific clinical condition readmitted for any cause within 30 days of discharge, percent of discharges with readmission for any cause within 30 days, and Emergency Room Visits within 30 Days of Hospital…
Duty performance: Thurman, your performance for this month has been exceptional. The reason I say that is because you have done anything above and beyond the regular tasks that is given and expected of all soldiers. I would like to see you creating opportunities to prove yourself to be more deserving of a promotion. There are other soldiers in our company with the same rank as you that are fighting for the same promotions and waivers as you, so in order to get progress you have to give more while at work. But do not be discouraged, you have been doing well at accomplishing tasks that are thrown at you.…
PTSD is one of the leading diagnostic that veterans are applying for second to loss of limbs while in combat. Because little things can trigger PTSD most veterans have a hard time adjusting to everyday life. For example, Fourth of the July is hard on veterans because of fireworks and the smell of gun powder. Veterans must undergo psychological exams and along with combat history to increase the service connected. “The military doctors who prepare the case for the Physical Evaluation Boards pick only one condition for the service member 's rating, even though many of the current injuries are much more complex.”…
The Human Resources Sergeant plays an indispensable role in the Army Profession of Arms. We have to understand that the core responsibility of our role in the Profession of Arms is gained through first learning about the Profession of Arms. The Human Resources Sergeant in the Profession of Arms has to balance several roles such as an HR Sergeant in the Profession of Arms, leadership role and also supporting the Army’s culture. Through it all, one should have many attributes of a great professional leader, leadership skills and the “Be, Know, Do” qualities to even be considered a professional Army leader. The Importance of Human Resources Sergeant in the Profession of Arms The U.S. Army is a great organization and is even more dignified…
Direct Leadership Versus Organizational Leadership The United States Army defines leadership as "the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization" (Department of the Army, p. 1). While all levels of Army leadership are interconnected there are various levels of leadership recognized within the Army. The three tiers of leadership are direct, organizational, and strategic.…
Over the last 1.5 years, the 4th Armored Brigade Combat Team (ABCT) has undergone significant change. Following a nine month deployment to Afghanistan, the Brigade appears to be overcome by stress, fatigue, leadership, and ethics issues. While many might categorize these as normal post deployment occurrences, they appear to run much deeper. The events of the previous deployment coupled with the death of the Brigade Commander, Brigade Sergeant Major and a Battalion Commander appear to be the critical events that triggered the downward slide of the Brigade.…
The Ability to follow orders and accomplish assigned tasks with the Military today is essential. No matter the mission there are always direct tasks and implied tasks within the scope of the Army’s mission and all these tasked must be completed in a timely and efficient manner. Our professionalism and dedication to duty is measured by our ability to not only complete the assignments given to us but with a high level of competency and to or above the standards set forth. Following Orders and Completing Tasks to Standard This essay is about the importance of following orders as well as completing tasks to standard and why it is necessary and a fundamental part of all military operations.…