Reading...
Play button
Play button
Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
130 Cards in this Set
- Front
- Back
|
WHAT ADP/ADRP COVERS ARMY LEADERSHIP?
|
ADP/ADRP 6-22.
|
|
|
WHAT IS LEADERSHIP?
|
LEADERSHIP IS THE PROCESS OF INFLUENCING OTHERS BY PROVIDING PURPOSE, DIRECTION, AND MOTIVATION TO ACCOMPLISH THE MISSION AND IMPROVE THE ORGANIZATION.
|
|
|
WHAT IS AN ARMY LEADER?
|
AN ARMY LEADER IS ANYONE WHO BY VIRTUE OF ASSUMED ROLE OR ASSIGNED RESPONSIBILITY INSPIRES AND INFLUENCES PEOPLE TO ACCOMPLISH ORGANIZATIONAL GOALS.
|
|
|
HOW CAN LEADERS MITIGATE RESISTANCE?
|
LEADERS CAN MITIGATE RESISTANCE BY ANTICIPATION WHAT OTHERS VALUE, THEIR REACTIONS TO INFLUENCE, THEIR SHARED UNDERSTANDING OF COMMON GOALS, AND THEIR COMMITMENT TO THE GENERAL ORGANIZATION OR THE PURPOSE OF THE MISSION AND THEIR TRUST IN THE ORGANIZATION AND THE LEADER.
|
|
|
WHAT IS COMMAND?
|
COMMAND IS THE AUTHORITY THAT A COMMANDER LAWFULLY EXERCISES OVER SUBORDINATES BY VIRTUE OF RANK OR ASSIGNMENT.
|
|
|
WHAT IS MISSION COMMAND?
|
MISSION COMMAND IS THE EXERCISE OF AUTHORITY AND DIRECTION BY THE COMMANDER USING MISSION ORDERS TO ENABLE DISCIPLINED INITIATIVE WITHIN THE COMMANDERS INTENT TO EMPOWER AGILE AND ADAPTIVE LEADERS IN THE CONDUCT OF UNIFIED LAND OPERATIONS.
|
|
|
WHAT CONVEYS THE EXPECTATIONS THAT THE ARMY WANTS LEADERS TO MEET?
|
THE LEADERS REQUIREMENTS MODEL CONVEYS WHAT EXPECTATIONS THE ARMY WANTS LEADERS TO MEET.
|
|
|
WHAT ARE THE LEADER ATTRIBUTES?
|
THE LEADER ATTRIBUTES ARE CHARACTER, PRESENCE, AND INTELLECT.
|
|
|
WHAT ARE THE THREE CATEGORIZES OF COMPETENCIES?
|
THE THREE COMPETENCIES ARE LEADS, DEVELOPS, AND ACHIEVES.
|
|
|
THE CATEGORY OF LEADS ENCOMPASSES FIVE COMPETENCIES. WHAT ARE THEY?
|
THE FIVE COMPETENCIES ARE LEAD OTHERS, EXTEND INFLUENCE ABOVE THE CHAIN OF COMMAND, LEAD BY EXAMPLE, COMMUNICATE, AND BUILD TRUST.
|
|
|
WHAT IS THE PURPOSE OF ADP 6-22, ARMY LEADERSHIP?
|
THE PURPOSE OF ADP 6-22 IS TO ESTABLISH THE FUNDAMENTAL PRINCIPLES BY WHICH ARMY LEADERS ACCOMPLISH THEIR MISSIONS AND CARE FOR THEIR PEOPLE.
|
|
|
WHAT ADP/ADRP COVERS TRAINING UNITS AND DEVELOPING LEADERS?
|
ADP/ADRP 7-0 COVERS TRAINING UNITS AND DEVELOPING LEADERS.
|
|
|
WHO IS RESPONSIBLE FOR TRAINING UNITS AND DEVELOPING LEADERS?
|
COMMANDERS ARE RESPONSIBLE FOR TRAINING UNITS AND DEVELOPING LEADERS.
|
|
|
WHERE DOES TRAINING BEGIN?
|
TRAINING BEGINS IN THE GENERATING FORCE.
|
|
|
WHERE DO SOLDIERS BUILD ON FUNDAMENTAL SKILLS, KNOWLEDGE, AND BEHAVIORS, WHICH WERE DEVELOPED IN INSTITUTIONAL TRAINING?
|
SOLDIERS BUILD THESE SKILL IN OPERATIONAL ASSIGNMENTS.
|
|
|
WHAT IS THE ARMY'S INSTITUTIONAL TRAINING AND EDUCATION SYSTEM WHICH PRIMARILY INCLUDES TRAINING BASE CENTERS AND SCHOOLS THAT PROVIDE INITIAL TRAINING AND SUBSEQUENT PROFESSIONAL MILITARY EDUCATION FOR SOLDIERS, MILITARY LEADERS, AND ARMY CIVILIANS?
|
THE INSTITUTIONAL TRAINING DOMAIN.
|
|
|
WHAT ARE THE TRAINING THAT ACTIVE ORGANIZATIONS UNDERTAKE WHILE AT HOME STATION, AT MANEUVER COMBAT TRAINING CENTERS, DURING JOINT EXERCISES, AT MOBILIZATION CENTERS, AND WHILE OPERATIONALLY DEPLOYED?
|
THE OPERATIONAL TRAINING DOMAIN.
|
|
|
WHAT IS PLANNED, GOAL-ORIENTED LEARNING THAT REINFORCES AND EXPANDS THE DEPTH AND BREADTH OF AN INDIVIDUAL'S KNOWLEDGE BASE, SELF-AWARENESS, AND SITUATIONAL AWARENESS COMPLEMENTS INSTITUTIONAL AND OPERATIONAL LEARNING; ENHANCES PROFESSIONAL COMPETENCE; AND MEETS PERSONAL OBJECTIVES?
|
THE SELF DEVELOPMENT TRAINING DOMAIN.
|
|
|
WHAT PROCESS DO COMMANDERS APPLY TO UNIT TRAINING AND LEADER DEVELOPMENT?
|
THE OPERATIONS PROCESS.
|
|
|
WHAT ARE THE STEPS IN THE OPERATIONS PROCESS?
|
THE STEPS ARE PLAN, PREPARE, EXECUTE, AND ASSESS.
|
|
|
WHAT ARE THE 11 ARMY PRINCIPLES OF UNIT TRAINING?
|
-COMMANDERS AND LEADERS ARE RESPONSIBLE FOR TRAINING.
-NONCOMMISSIONED OFFICERS TRAIN INDIVIDUALS, CREWS, AND SMALL TEAMS. -TRAIN TO STANDARD. -TRAIN AS YOU WILL FIGHT. -TRAIN WHILE OPERATING. -TRAIN FUNDAMENTALS FIRST. -TRAIN TO DEVELOP ADAPTABILITY. -UNDERSTAND THE OPERATIONAL ENVIRONMENT. -TRAIN TO MAINTAIN. -TRAIN TO SUSTAIN. -CONDUCT MULTI-ECHELON AND CONCURRENT TRAINING. |
|
|
WHAT DOES M.E.T.L. STAND FOR AND WHAT IS IT?
|
M.E.T.L. STANDS FOR MISSION ESSENTIAL TASK LIST. M.E.T.L. REPRESENTS THE DOCTRINAL FRAMEWORK OF FUNDAMENTAL TASKS FOR WHICH THE UNIT IS DESIGNED.
|
|
|
WHAT ARMY REGULATION PRESCRIBES THE POLICIES FOR COMPLETING EVALUATION REPORTS THAT SUPPORT THE EVALUATION REPORTING SYSTEM (ERS)?
|
AR 623-3.
|
|
|
WHAT DA PAMPHLET PRESCRIBES THE PROCEDURES FOR COMPLETING EVALUATION REPORTS THAT SUPPORT THE EVALUATION REPORTING SYSTEM (ERS)?
|
DA PAM 623-3.
|
|
|
WHAT DOES THE EVALUATION REPORTING SYSTEM (ERS) IDENTIFY?
|
THE ERS IDENTIFIES OFFICERS AND NON-COMMISSIONED OFFICERS WHO ARE BEST QUALIFIED FOR PROMOTION AND ASSIGNMENTS TO POSITIONS OF HIGHER RESPONSIBILITY. ERS ALSO IDENTIFIES SOLDIERS WHO SHOULD BE KEPT ON ACTIVE DUTY, THOSE WHO SHOULD BE RETAINED IN GRADE, AND THOSE WHO SHOULD BE ELIMINATED.
|
|
|
UNDER THE ERS A SOLDIER IS EVALUATED ON PERFORMANCE AND POTENTIAL. IN THIS SYSTEM, WHAT THREE KINDS OF EVALUATIONS ARE GIVEN?
|
THE THREE KINDS OF EVALUATIONS ARE DUTY EVALUATIONS, SCHOOL EVALUATIONS, AND DA EVALUATIONS.
|
|
|
DA EVALUATIONS FOCUS ON AN INDIVIDUAL SOLDIER'S POTENTIAL. THEY ARE JUDGEMENTS ON THEIR ABILITY TO PERFORM AT CURRENT AND HIGHER GRADES, AND THEY ARE ALSO MADE TO JUDGE WHETHER AN OFFICER OR NCO SHOULD BE RETAINED AND GIVEN GREATER RESPONSIBILITY IN THEIR PRESENT GRADE. IN MAKING DA EVALUATIONS, WHAT THREE FACTORS ARE CONSIDERED?
|
THE THREE FACTORS THAT ARE CONSIDERED ARE DUTY PERFORMANCE, ARMY REQUIREMENTS FOR LEADERS, AND LEADERSHIP QUALIFICATIONS.
|
|
|
WHAT IS THE BASIC STRUCTURE OF THE ERS?
|
THE ERS ALLOWS THE RATER TO GIVE SHAPE AND DIRECTION TO THE RATED OFFICER OR NON-COMMISSIONED OFFICER'S PERFORMANCE, PROVIDES A CHAIN OF COMMAND EVALUATION OF A SOLDIER'S PERFORMANCE AND POTENTIAL, AND ALLOWS THE ENTIRE EVALUATION REPORTING PROCESS TO BE REVIEWED.
|
|
|
WHAT IS THE ERS PROCESS DESIGNED TO DO?
|
THE ERS PROCESS SETS OBJECTIVES FOR THE RATED SOLDIER THAT SUPPORTS THE ORGANIZATION'S OVERALL ACHIEVEMENT OF THE MISSION, REVIEW THE RATED SOLDIER'S OBJECTIVES, SPECIAL DUTIES, ASSIGNED TASKS, OR SPECIAL AREAS OF EMPHASIS AND UPDATE THEM TO MEET CURRENT NEEDS. iT ALSO PROMOTES PERFORMANCE RELATED COUNSELING TO DEVELP SUBORDINATES AND BETTER ACCOMPLISH THE ORGANIZATION'S MISSION WHILE EVALUATING THE RATED LEADER'S PERFORMANCE. THE ERS ASSESS THE RATED LEADERS POTENTIAL AND ENSURES A REVIEW OF THE ENTIRE PROCESS.
|
|
|
WHAT WILL A RATING CHAIN OF AN NCO CONSIST OF?
|
THE RATING CHAIN WILL CONSIST OF THE RATED INDIVIDUAL, THE RATER, THE SENIOR RATER, AND THE VIEWER.
|
|
|
CAN AN NCO THAT IS ON A RECOMMENDED LIST FOR PROMOTION OR FROCKED TO ONE OF THE TOP THREE NCO GRADES (1SG, SGM, OR CSM) AND IS SERVING IN AN AUTHORIZED POSITION FOR THE NEW GRADE, RATE ANY NCO UNDER THEIR SUPERVISION, IF AFTER THE RATER'S PROMOTION HE/SHE WILL BE SENIOR IN PAY GRADE OR DATE OF RANK TO THE RATED NCO?
|
YES.
|
|
|
WHAT IS AN NCOER?
|
RATING CHAIN MEMBERS USE THE DA FORM 2166-8 TO PROVIDE DA WITH PERFORMANCE AND POTENTIAL ASSESSMENTS OF EACH RATED NCO. THE DA FORM 2166-8 ALSO PROVIDES EVALUATION INFORMATION TO ENSURE THAT SOUND PERSONNEL MANAGEMENT DECISIONS CAN BE MADE AND THAT AN NCO'S POTENTIAL CAN BE FULLY DEVELOPED.
|
|
|
HOW MANY TYPES OF NCOERS ARE THERE?
|
THERE ARE 7 TYPES OF NCOERS.
|
|
|
WHAT ARE THE 7 TYPES OF NCOERS?
|
THE 7 TYPES OF NCOERS ARE:
-ANNUAL -CHANGE OF RATER -COMPLETE THE RECORD -60 DAY RATER OPTION -60 DAY SENIOR RATER OPTION -RELIEF FOR CAUSE -TEMPORARY DUTY, SPECIAL DUTY, OR COMPASSIONATE REASSIGNMENT |
|
|
WHAT IS THE MINIMUM PERIOD OF TIME FOR RATER QUALIFICATIONS?
|
THE MINIMUM PERIOD OF TIME IS 3 MONTHS.
|
|
|
WHAT IS THE MINIMUM PERIOD OF TIME FOR SENIOR RATER QUALIFICATIONS?
|
THE MINIMUM PERIOD OF TIME IS 2 MONTHS.
|
|
|
WHEN WILL A MEMBER OF AN ALLIED FORCE MEET SENIOR RATER QUALIFICATIONS?
|
THEY WILL NEVER MEET SENIOR QUALIFICATIONS.
|
|
|
WHAT FORM IS USED FOR THE NCO COUNSELING/CHECKLIST RECORD?
|
DA FORM 2166-8-1 IS USED FOR THE NCO COUNSELING/CHECKLIST RECORD.
|
|
|
WHAT ARE SOME OF THE USES FOR NCOERS?
|
THE INFORMATION IN EVALUATION REPORTS, THE ARMY'S NEEDS, AND THE INDIVIDUAL SOLDIER'S QUALIFICATIONS WILL BE USED TOGETHER AS A BASIS FOR SUCH PERSONNEL ACTIONS AS SCHOOL SELECTION, PROMOTION, ASSIGNMENTS, MILITARY OCCUPATIONAL SPECIALTY (MOS) QUALIFICATIONS, COMMAND SERGEANT MAJOR (CSM) DESIGNATION, AND QUALITATIVE MANAGEMENT.
|
|
|
WHAT IS A RATING SCHEME?
|
A RATING SCHEME IS THE PUBLISHED RATING CHAIN OF THE NCO'S RATING OFFICIALS, SUCH AS THE RATER, THE SENIOR RATER, AND THE REVIEWER.
|
|
|
WHAT FORMS ARE USED FOR THE NCOER?
|
THE FORMS THAT ARE USED ARE DA FORM 2166-8 (NCO EVALUATION REPORT) AND DA FORM 2166-8-1 (NCO EVALUATION COUNSELING/CHECKLIST REPORT).
|
|
|
WHAT IS THE MINIMUM TIME PERIOD BEFORE THE INITIAL COUNSELING MUST BE DONE?
|
THE INITIAL COUNSELING MUST BE DONE WITHIN THE FIRST 30 DAYS OF THE RATING PERIOD, EFFECTIVE DATE OF LATERAL APPOINTMENT TO CORPORAL, OR PROMOTION TO SERGEANT, THE RATER WILL CONDUCT THE FIRST COUNSELING SESSION WITH THE RATED NCO.
|
|
|
THE INITIAL COUNSELING IS SLIGHTLY DIFFERENT THAN FUTURE COUNSELING SIN THAT IT PRIMARILY FOCUSES ON WHAT AREAS?
|
THE INITIAL COUNSELING COMMUNICATES PERFORMANCE STANDARDS TO THE RATED NCO. IT SHOULD SPECIFICALLY LET THE RATED NCO KNOW WHAT IS EXPECTED DURING THE RATING PERIOD. THE RATER SHOWS THE RATED NCO THE RATING CHAN AND COMPLETE DUTY DESCRIPTION, DISCUSSES THE MEANING OF THE VALUES AND RESPONSIBILITIES CONTAINED ON THE NCOER, AND EXPLAINS THE STANDARDS FOR SUCCESS.
|
|
|
WHO IS THE LAST INDIVIDUAL TO SIGN THE NCOER?
|
THE RATED INDIVIDUAL IS THE LAST TO SIGN THE NCOER.
|
|
|
DOES THE RATED NCOS SIGNATURE MEAN THAT THE RATED NCO APPROVES THE BULLETS/COMMENTS ON THE NCOER?
|
NO, THE RATED SOLDIER'S SIGNATURE WILL ONLY VERIFY THE ACCURACY OF THE ADMINISTRATIVE DATA IN PART I, TO INCLUDE NON RATED TIME; THE RATING OFFICIALS IN PART II; THE APFT AND HEIGHT AND WEIGHT DATA; AND THAT THE RATED SOLDIER HAS SEEN THE COMPLETED REPORT.
|
|
|
ARE NCOERS REQUIRED FOR POWS?
|
NO.
|
|
|
WHAT ARE THE PARTS OF THE NCOER?
|
THERE ARE 5 PARTS TO AN NCOER:
PART I - ADMINISTRATIVE DATA. PART II - AUTHENTICATION. PART III - DUTY DESCRIPTION. PART IV - ARMY VALUES AND NCO RESPONSIBILITIES. PART V - OVERALL PERFORMANCE AND POTENTIAL. |
|
|
WHAT IS THE MINIMUM TIME REQUIREMENT FOR THE REVIEWER?
|
THERE IS NO MINIMUM TIME REQUIREMENT.
|
|
|
ARE HAND WRITTEN COMMENTS ALLOWED ON THE NCOER?
|
NO WRITTEN COMMENTS ARE ALLOWED ON THE NCOER.
|
|
|
WILL ANY REFERENCES BE MADE IN AN NCOER TO AN INCOMPLETE INVESTIGATION (FORMAL OR INFORMAL) CONCERNING A SOLDIER?
|
NO.
|
|
|
RATING AN NCO'S FEARS, INNER FEELINGS, ENTHUSIASM, AND OVERALL CONFIDENCE FALLS INTO WHICH VALUES/NCO RESPONSIBILITY BLOCK?
|
THESE TOPICS FALL UNDER PHYSICAL FITNESS AND MILITARY BEARING.
|
|
|
IS THE USE OF DA FORM 2166-8-1 MANDATORY FOR COUNSELING ALL NCOS IN THE RANKS OF CPL THROUGH CSM?
|
YES.
|
|
|
WHO RECEIVES AN NCOER?
|
ALL NCOS RECEIVE AN NCOER.
|
|
|
WHAT ANNOTATION WILL BE MADE ON THE NCOER FOR A NCO'S PERFORMANCE AS A MEMBER OF A COURT MARTIAL?
|
NO ANNOTATION WILL BE MADE.
|
|
|
WHAT NCOER IS USED UPON THE REMOVAL OF AN NCO FROM A RATABLE ASSIGNMENT BASED ON THE DECISION BY A MEMBER OF THE NCO'S CHAIN OF COMMAND?
|
RELIEF FOR CAUSE.
|
|
|
WHAT REGULATION PRESCRIBES THE POLICY AND PROCEDURES GOVERNING ENLISTED PROMOTIONS AND REDUCTIONS?
|
AR 600-8-19.
|
|
|
WHAT SHOULD YOU LOOK FOR WHEN RECOMMENDING AN INDIVIDUAL FOR PROMOTION?
|
OVERALL PERFORMANCE, ATTITUDE, LEADERSHIP ABILITY, AND DEVELOPMENT POTENTIAL.
|
|
|
WHAT IS MEANT BY INEFFICIENCY?
|
A DEMONSTRATION OF CHARACTERISTICS THAT SHOWS THAT A PERSON CANNOT PERFORM DUTIES AND RESPONSIBILITIES OF THE GRADE AND MOS.
|
|
|
WHAT MUST BE DONE FOR SOLDIERS (SGT AND BELOW) WHO MEET ADVANCEMENT OR PROMOTION ELIGIBILITY, WITHOUT WAIVER, BUT ARE NOT RECOMMENDED FOR PROMOTION?
|
THE INDIVIDUAL SHOULD BE COUNSELED. THIS COUNSELING SHOULD BE DIRECTED TOWARDS THOSE AREAS IN WHICH THE SOLDIER NEEDS TO IMPROVE IN ORDER TO QUALIFY FOR THE NEXT HIGHER GRADE.
|
|
|
WHAT IS THE PURPOSE OF THE SECONDARY ZONE?
|
THE SECONDARY ZONE (SZ) PROVIDES INCENTIVES TO THOSE WHO STRIVE FOR EXCELLENCE AND WHOSE ACCOMPLISHMENTS DEMONSTRATED CAPACITY FOR LEADERSHIP, AND MARKED POTENTIAL WARRANT PROMOTION AHEAD OF THEIR PEERS.
|
|
|
NAME 5 REASONS THAT A SOLDIER MAY BE ADMINISTRATIVELY REDUCED.
|
THE 5 REASONS THAT A SOLDIER MAY BE ADMINISTRATIVELY REDUCED ARE:
-ERRONEOUS ENLISTMENT GRADE. -MISCONDUCT. -INEFFICIENCY. -APPROVE FOR DISCHARGE FROM SERVICE UNDER OTHER THAN HONORABLE CONDITIONS. -FAILURE TO COMPLETE TRAINING (I.E. OCS, FLIGHT SCHOOL). |
|
|
WHAT ARE THE 3 WAYS THAT A SOLDIER CAN BE REDUCED FOR MISCONDUCT?
|
THE 3 WAYS ARE:
-ARTICLE 15. -COURT MARTIAL. -CONVICTION BY A CIVIL COURT. |
|
|
WHAT ARE THE NORMAL TIS AND TIG REQUIREMENTS FOR PROMOTION TO PFC?
|
TIS - 12 MONTHS.
TIG - 4 MONTHS. |
|
|
WHAT ARE THE NORMAL TIS AND TIG REQUIREMENTS FOR PROMOTION TO SPC?
|
TIS - 24 MONTHS.
TIG - 4 MONTHS. |
|
|
WHAAT ARE THE OBJECTIVE OF THE ARMY PROMOTION SYSTEM?
|
THE OBJECTIVES OF THE ARMY PROMOTION SYSTEM ARE TO FILL REQUIREMENTS WITH THE BEST QUALIFIED SOLDIERS, TO PROVIDE AN EQUITABLE AND JUST SYSTEM THAT WILL OBJECTIVELY CONSIDER ALL QUALIFIED SOLDIERS, AND TO RECOGNIZE THE BEST QUALIFIED SOLDIER AND THEREBY ATTRACT AND RETAIN THE HIGHEST CALIBER SOLDIER FOR A CAREER IN THE ARMY.
|
|
|
WHAT IS THE MAXIMUM NUMBER OF WAIVERS THAT MAY BE REQUESTED WHEN RECOMMENDING A SOLDIER FOR PROMOTION?
|
2 IS THE MAXIMUM NUMBER OF WAIVERS.
|
|
|
WHO HAS THE AUTHORITY TO ADMINISTRATIVELY REDUCE SOLDIERS IN THE GRADES E-2 THROUGH E-9?
|
E-4 AND BELOW: COMPANY COMMANDER OR HIGHER.
E-5 THROUGH E-6: BN COMMANDER (O-5 OR ABOVE). E-7 THROUGH E-9: BGD COMMANDER (O-6 OR ABOVE). |
|
|
WHAT ARE THE 3 LEVELS OF PROMOTION?
|
THE 3 LEVELS OF PROMOTION ARE:
-UNIT -SEMI-CENTRALIZED -DA CENTRALIZED |
|
|
PROMOTION TO SGT/SSG REPRESENTS WHAT LEVEL OF PROMOTION?
|
IT REPRESENTS THE SEMI-CENTRALIZED LEVEL
|
|
|
AN ADMINISTRATIVE REEVALUATION MAY BE REQUESTED AT ANY TIME FOR SOLDIERS WHO BELIEVE THEY HAVE INCREASED THEIR LATEST PROMOTION SCORE BY _ OR MORE POINTS.
|
20 OR MORE POINTS.
|
|
|
HOW MANY "ZONES" ARE THERE FOR PROMOTION TO SGT AND SSG?
|
THERE ARE 2 ZONES: PRIMARY AND SECONDARY.
|
|
|
IN THE EVENT THAT YOU HAVE 20 OR MORE POINTS TO ADD, WHEN ARE YOU ELIGIBLE FOR PROMOTION USING THE NEW POINTS?
|
YOU ARE ELIGIBLE ON THE FIRST DAY OF THE THIRD MONTH AFTER THE REQUEST FOR REEVALUATION WAS RECEIVED BY THE PSC.
|
|
|
WHAT ARE THE TIS AND TIG REQUIREMENTS FOR PROMOTION TO SGT?
|
TIS-36 MONTHS (PZ); 18 MONTHS (SZ)
TIG-8 MONTHS (PZ); 4 MONTHS (SZ) |
|
|
WHAT ARE THE TIS AND TIG REQUIREMENTS FOR PROMOTION TO SSG?
|
TIS-84 MONTHS (PZ); 48 MONTHS (SZ)
TIG-10 MONTHS (PZ); 5 MONTHS (SZ) |
|
|
WHO HAS THE AUTHORITY TO PROMOTE SOLDIERS IN THE GRADES FROM E-2 THROUGH E-9?
|
E-4 AND BELOW - UNIT COMMANDER
E-5 THROUGH E-6 - BATTALION COMMANDER (O-5 OR ABOVE) E-7 THROUGH E-9 - THE COMMANDERS OF THE ARMY COMMAND (ARCOM), GENERAL OFFICER COMMAND (GOCOM), RESERVE SUPPORT COMMAND (RSC), AND A COMMANDING GENERAL OF A COMMAND OUTSIDE THE OCONUS. |
|
|
WHAT IS A "TOTAL" REEVALUATION?
|
A "TOTAL" REEVALUATION INCLUDES THE ENTIRE PROCESS - FROM THE COMMANDER'S RECOMMENDATION TO THE PROMOTION BOARD AND ADMINISTRATIVE POINTS.
|
|
|
WHAT IS THE TIME REQUIREMENT FOR BOARD APPEARANCE FOR THE SGT BOARD AS OF THE FIRST DAY OF THE BOARD MONTH?
|
PZ - 34 MONTHS TIS, 6 MONTHS TIG
SC - 16 MONTHS TIS, 4 MONTHS TIG |
|
|
WHAT IS THE TIME REQUIREMENT FOR BOARD APPEARANCE FOR THE SSG BOARD AS OF THE FIRST DAY OF THE BOARD MONTH?
|
PZ - 82 MONTHS TIS, 8 MONTHS TIG
SC - 46 MONTHS TIS, 5 MONTHS TIG |
|
|
WHEN MAY A SOLDIER REQUEST A TOTAL REEVALUATION?
|
A SOLDIER MAY REQUEST A TOTAL REEVALUATION 6 MONTHS AFTER THE LATEST BOARD APPEARANCE, REEVALUATION, OR RE-COMPUTATION.
|
|
|
WHEN IS A SOLDIER PROMOTED TO PV2?
|
A SOLDIER IS PROMOTED TO PV2 WHEN THEY HAVE COMPLETED 6 MONTHS OF ACTIVE FEDERAL SERVICE, UNLESS STOPPED BY THE COMMANDER.
|
|
|
WHAT ARE THE 2 TYPES OF PROMOTION POINTS REEVALUATION?
|
THE 2 TYPES OF PROMOTION POINTS REEVALUATION ARE: ADMINISTRATIVE AND TOTAL.
|
|
|
WHAT IS THE COMPOSITION OF THE PROMOTION BOARD?
|
THE PROMOTION BOARD MUST HAVE AT LEAST 3 VOTING MEMBERS AND ONE RECORDER WITHOUT A VOTE.
|
|
|
WHAT ARE THE 3 TYPES OF PROMOTION POINT WORKSHEETS?
|
THE 3 TYPES OF PROMOTION POINTS WORKSHEETS ARE: INITIAL, REEVALUATION, AND RE-COMPUTATION.
|
|
|
WHAT IS THE NCOES REQUIREMENT FOR PROMOTION TO SGT?
|
THERE IS NO NCOES REQUIREMENT.
|
|
|
WHAT IS THE NCOES REQUIREMENT FOR PROMOTION TO SSG?
|
THE NCOES REQUIREMENT IS WLC.
|
|
|
WHAT IS THE NCOES REQUIREMENT FOR PROMOTION TO SFC?
|
THE NCOES REQUIREMENT IS ALC.
|
|
|
WHAT IS THE NCOES REQUIREMENT FOR PROMOTION TO MSG?
|
THE NCOES REQUIREMENT IS SLC.
|
|
|
WHO SITS ON A PROMOTION BOARD?
|
THE BOARD MAY BE COMPRISED OF ALL OFFICERS, ALL NON-COMMISSIONED OFFICERS OR MIXED. IN ALL CASES, MEMBERS MUST BE A SENIOR IN GRADE TO THOSE BEING CONSIDERED FOR PROMOTION.
|
|
|
WHAT IS THE DA FORM 3355?
|
DA FORM 3355 IS THE PROMOTION POINT WORKSHEET, WHICH MUST BE COMPLETED BEFORE EACH INITIAL BOARD, REEVALUATION AND RE-COMPUTATION OF PROMOTION POINTS.
|
|
|
SOLDIERS ARE REQUIRED TO HAVE THEIR PROMOTION POINTS RECOMPUTED HOW OFTEN?
|
SOLDIERS SHOULD HAVE THEIR PROMOTION POINTS RECOMPUTED AT LEAST ONCE A YEAR.
|
|
|
WHO IS THE PRESIDENT OF THE BOARD?
|
THE SENIOR MEMBER OF THE BOARD.
|
|
|
WHEN SHOULD SOLDIERS BE RECOMMENDED FOR PROMOTION?
|
SOLDIERS SHOULD BE RECOMMENDED ONLY AFTER THEY DEVELOP THE SKILLS AND ABILITIES NECESSARY TO PERFORM THE DUTIES AND RESPONSIBILITIES OF THE NEXT HIGHER GRADE.
|
|
|
WHAT IS THE MAXIMUM NUMBER OF POINTS POSSIBLE ON THE PROMOTION POINT WORKSHEET (DA FORM 3355)?
|
THE MAXIMUM NUMBER OF POINTS IS 800.
|
|
|
WHAT FIELD MANUAL COVERS COUNSELING?
|
FM 6-22, APPENDIX B COVERS COUNSELING.
|
|
|
WHAT ARE SOME TECHNIQUES LEADERS MAY USE DURING THE DIRECTIVE APPROACH TO COUNSELING?
|
TWO TECHNIQUES ARE CORRECTIVE TRAINING AND COMMANDING.
|
|
|
WHAT ARE THE 5 CHARACTERISTICS OF EFFECTIVE COUNSELING?
|
THE 5 CHARACTERISTICS OF EFFECTIVE COUNSELING ARE:
-PURPOSE -FLEXIBILITY -RESPECT -COMMUNICATION -SUPPORT |
|
|
WHAT ARE THE 3 APPROACHES TO COUNSELING?
|
THE 3 APPROACHES TO COUNSELING ARE:
-DIRECTIVE -NON-DIRECT -COMBINED |
|
|
EXPLAIN THE ADVANTAGES OF DIRECTIVE COUNSELING.
|
-QUICKEST METHOD
-GOOD FOR PEOPLE WHO NEED CLEAR, CONCISE DIRECTION -ALLOWS COUNSELORS TO ACTIVELY USE THEIR EXPERIENCE |
|
|
EXPLAIN THE DISADVANTAGES OF DIRECTIVE COUNSELING.
|
-DOESN'T ENCOURAGE SOLDIERS TO BE PART OF THE SOLUTION
-TENDS TO TREAT SYMPTOMS, NOT PROBLEMS -TENDS TO DISCOURAGE SUBORDINATES FROM TALKING FREELY -THE SOLUTION IS THE COUNSELOR'S, NOT THE SUBORDINATES |
|
|
EXPLAIN THE ADVANTAGES OF NON-DIRECTIVE COUNSELING.
|
-ENCOURAGES MATURITY
-ENCOURAGES OPEN COMMUNICATION -DEVELOPS PERSONAL RESPONSIBILITY |
|
|
EXPLAIN THE DISADVANTAGES OF NON-DIRECTIVE COUNSELING.
|
-MORE TIME CONSUMING
-REQUIRES THE GREATEST COUNSELOR SKILL |
|
|
EXPLAIN THE ADVANTAGES OF COMBINED COUNSELING.
|
-MODERATELY QUICK
-ENCOURAGES MATURITY -ENCOURAGES OPEN COMMUNICATION -ALLOWS COUNSELORS TO ACTIVELY USE THEIR EXPERIENCE |
|
|
EXPLAIN THE DISADVANTAGES OF COMBINED COUNSELING.
|
-IT MAY TAKE TOO MUCH TIME FOR SOME SITUATIONS
|
|
|
WHAT ARE THE 3 MAJOR CATEGORIES OF DEVELOPMENTAL COUNSELING?
|
THE 3 MAJOR CATEGORIES ARE:
-EVENT -PERFORMANCE -PROFESSIONAL GROWTH |
|
|
WHAT ARE SOME EXAMPLES OF EVENT COUNSELING?
|
-INSTANCES OF SUPERIOR OR SUBSTANDARD COUNSELING
-RECEPTION AND INTEGRATION -CRISIS -REFERRAL -PROMOTION -SEPARATION |
|
|
WHAT AREAS WOULD YOU COVER IN A RECEPTION AND INTEGRATION COUNSELING?
|
-CHAIN OF COMMAND
-ORGANIZATIONAL STANDARDS -SECURITY AND SAFETY CONCERNS -NCO SUPPORT CHANNEL -ON AND OFF DUTY CONDUCT -PERSONNEL/PERSONAL AFFAIRS/INITIAL AND SPECIAL CLOTHING ISSUE -ORGANIZATIONAL HISTORY, STRUCTURE, AND MISSION -SOLDIER PROGRAMS WITHIN THE ORGANIZATION, SUCH AS SOLDIER OF THE MONTH/QUARTER/YEAR, AND EDUCATIONAL AND TRAINING OPPORTUNITIES -OFF LIMITS AND DANGER AREAS -FUNCTIONS AND LOCATIONS OF SUPPORT ACTIVITIES -ON AND OFF POST RECREATIONAL, EDUCATIONAL, CULTURAL, AND HISTORICAL OPPORTUNITIES -FOREIGN NATION OR HOST NATION ORIENTATION OTHER AREAS THE INDIVIDUAL SHOULD BE AWARE OF AS DETERMINED BY THE LEADER |
|
|
WHAT ARE THE 4 STAGES OF THE COUNSELING PROCESS?
|
THE 4 STAGES ARE:
-IDENTIFY A NEED FOR COUNSELING -PREPARE THE COUNSELING -PERFORM THE COUNSELING -FOLLOW UP |
|
|
WHAT ARE THE STEPS REQUIRED TO PREPARE FOR COUNSELING?
|
THE 7 STEPS TO PREPARE FOR COUNSELING ARE:
-SELECT A SUITABLE PLACE -SELECT A TIME -NOTIFY THE SUBORDINATE WELL IN ADVANCE -ORGANIZE THE INFORMATION -OUTLINE THE COUNSELING SESSION COMPONENTS -PLAN YOUR COUNSELING STRATEGY -ESTABLISH THE RIGHT ATMOSPHERE |
|
|
A COUNSELING SESSION CONSISTS OF WHAT 4 BASIC COMPONENTS?
|
A COUNSELING SESSION CONSISTS OF:
-OPENING THE SESSION -DISCUSSING THE ISSUES -DEVELOPING A COURSE OF ACTION -RECORDING AND CLOSING THE SESSION |
|
|
WHAT IS COUNSELING?
|
COUNSELING IS THE PROCESS USED BY LEADERS TO REVIEW WITH A SUBORDINATE HIS OR HER DEMONSTRATED PERFORMANCE AND POTENTIAL.
|
|
|
WHAT ARE SOME COUNSELING TECHNIQUES LEADERS MAY EXPLORE DURING THE NON-DIRECTIVE OR COMBINED COUNSELING APPROACHES?
|
SOME COUNSELING TECHNIQUES ARE:
-SUGGESTING ALTERNATIVES -ADVISING -RECOMMENDING -PERSUADING |
|
|
HOW MANY HUMAN NEEDS ARE THERE?
|
THERE ARE 4 HUMAN NEEDS.
|
|
|
WHAT ARE THE HUMAN NEEDS?
|
THE 4 HUMAN NEEDS ARE:
-PHYSICAL -SOCIAL -SECURITY -HIGHER (RELIGIOUS) |
|
|
WHAT IS TACT?
|
TACT IS A KEENS SENSE OF WHAT TO DO OR SAY IN ORDER TO MAINTAIN GOOD RELATIONS WITH OTHERS AND TO AVOID OFFENSE.
|
|
|
WHAT IS THE OBJECTIVE OF COUNSELING?
|
THE OBJECTIVE OF COUNSELING IS FOR ONE PERSON TO HELP ANOTHER.
|
|
|
WHAT ARE THE 7 STEPS OF PROBLEM SOLVING?
|
THE 7 STEPS OF PROBLEM SOLVING ARE:
-IDENTIFY THE PROBLEM -GATHER INFORMATION -DEVELOP CRITERIA -GENERATE POSSIBLE SOLUTIONS -ANALYZE POSSIBLE SOLUTIONS -COMPARE POSSIBLE SOLUTIONS -MAKE AND IMPLEMENT A DECISION |
|
|
WHAT IS COMMUNICATIONS?
|
COMMUNICATIONS IS THE FLOW OR EXCHANGE OF INFORMATION AND IDEAS FROM ONE PERSON TO ANOTHER.
|
|
|
DOES FAULTY COMMUNICATION CAUSE MOST PROBLEMS?
|
YES.
|
|
|
LEADERS SHOULD SEE TO DEVELOP AND IMPROVE WHAT 3 LEADER COUNSELING SKILLS?
|
COUNSELING SKILLS THAT LEADERS SHOULD SEEK TO IMPROVE ARE:
-ACTIVE LISTENING -RESPONDING -QUESTIONING |
|
|
TO INSURE THAT THEY UNDERSTAND THE MESSAGE SENT TO THEM, THE RECEIVER SHOULD SEND WHAT BACK TO THE TRANSMITTER?
|
FEEDBACK SHOULD BE SENT TO THE TRANSMITTER.
|
|
|
WHAT ARE THE QUALITIES OF AN EFFECTIVE COUNSELOR?
|
THE QUALITIES OF AN EFFECTIVE COUNSELOR ARE:
-RESPECT FOR SUBORDINATES -SELF AWARENESS -CULTURAL AWARENESS -EMPATHY -CREDIBILITY |
|
|
IN COMMUNICATIONS, YOUR EXCHANGE OF INFORMATION HAS 3 IMPORTANT PARTS. WHAT ARE THEY?
|
THE 3 IMPORTANT PARTS OF COMMUNICATION ARE:
-MESSAGE -CONTENT -CONTEXT |
|
|
NAME SOME GOOD CONDITIONS THAT MAKE FOR GOOD CONDUCT.
|
SOME GOOD CONDITIONS THAT MAKE FOR GOOD CONDUCT ARE:
-HIGH PERFORMANCE STANDARDS -LOYALTY TO SUPERIORS AND SUBORDINATES -COMPETITIVE ACTIVITIES -TOUGH TRAINING -OPEN CHANNEL OF COMMUNICATION |
|
|
WHAT COURSE OF ACTION SHOULD A SUPERVISOR TAKE WHEN A SUBORDINATE HAS BEEN PERFORMING BELOW HIS/HER USUAL STANDARDS?
|
A SUPERVISOR SHOULD:
-COUNSEL ABOUT SUBSTANDARD PERFORMANCE -ATTEMPT TO DEFINE THE PROBLEM WITH THE SOLDIER -AFFORD OPPORTUNITY AND TIME TO SOLVE THE PROBLEM -MAKE A WRITTEN STATEMENT OF COUNSELING |
|
|
WHAT ARE THE STRESSES THAT INFLUENCE BEHAVIOR?
|
THE STRESSES THAT INFLUENCE BEHAVIOR ARE:
-FEAR -HUNGER -ILLNESS -ANXIETY -FATIGUE |
|
|
BY NEGLECTING THE WELFARE OF YOUR SOLDIERS, YOU WILL PROBABLY DO WHAT?
|
BY NEGLECTING THE WELFARE OF YOUR SOLDIERS, YOU WILL PROBABLY LOSE THEIR RESPECT AND LOYAL COOPERATION.
|
|
|
WHAT FORM IS USED FOR COUNSELING?
|
DA FORM 4856E IS USED FOR COUNSELING.
|
|
|
WHEN IS THE DIRECTIVE APPROACH IN COUNSELING MOST LIKELY TO BE USED?
|
THE DIRECTIVE APPROACH IN COUNSELING IS MOST LIKELY USED WHEN TIME IS SHORT, THE LEADER KNOWS WHAT TO DO, AND WHEN THE COUNSELED SOLDIER HAS LIMITED PROBLEM SOLVING ABILITIES.
|
|
|
IS IT A REQUIREMENT FOR LEADERS TO COUNSEL HIS/HER SUBORDINATES?
|
IT IS A REQUIREMENT FOR LEADERS TO COUNSEL SUBORDINATES. IF LEADERS DO NOT COUNSEL SUBORDINATES, THEN THEY ARE NEGLIGENT IN THE SOLDIER'S PERFORMANCE OF DUTIES.
|
|
|
IS PERFORMANCE COUNSELING LIMITED TO BAD PERFORMANCE?
|
PERFORMANCE COUNSELING IS SHOULD INCLUDE BOTH BAD AND GOOD PERFORMANCE.
|
