SGM/CSM

Unity of command will further solidify the importance and use of the chain of command and eliminate confusion on who the employees

I asked Chief McKinley what positions he felt were the most influential in the department. Chief McKinley believes that Sergeants and Field Training Officers (FTO) are the two most important roles in the department. Both positions are leadership positions and set the culture for the department. Sergeants work closing with patrol and have an influence over them, whether they want to admit it or not. Sergeants must be aware that officers look to them for guidance and mimic their attitude. This is why it is imperative for Sergeants to display a professional attitude at all time. The same can be said for Field Training Officers. FTO 's are responsible for laying the ground work as the example of how to act with the public, suspects, victims, and fellow employees. Both positions must be professional at all times.

was responsible for. Allowing the DCO to function as deputy commander is vital to ensuring

Corporal Cencich has my utmost support and highest recommendation for selection as Division non- commissioned officer of the quarter. Through this period, Corporal Cencich has executed his duties superbly. During Integrated Training Exercise (ITX) 3-15, Corporal Cencich served as the fire support team chief, Kilo Company, 3d Battalion 8th Marines. While serving as the team chief, he conducted 500 calls for fire resulting in the safe and accurate firing of over 5,000 artillery rounds. Responsible for the team’s communication and observation suite, a value exceeding $100,000, Corporal Cencich ensured 100% accountability throughout training despite directly participating in multiple company and battalion exercises aboard Marine Air Ground

those leadership traits we learned as NCO’s. I have seen, and heard, too many times about fellow 150A’s that take a very hands off approach to leadership when they go to the company level as platoon leaders. I feel this happens because those individuals now think they don’t have to work as hard anymore simply because they are now a warrant officer, when it is the exact opposite. As a warrant officer you are now looked upon as the subject matter expert not only by your Soldiers, but your NCO’s and commander. As an NCO Soldiers look to you as someone whom sets the example on what to do, this is exponentially truer as a warrant officer. Furthermore,

The Warrant Officer Branch is like an officer but no degree is required to become a Warrant Officer. Warrant officers are labeled as subject matter experts (SME) in their field. According to Army (2011), "The Army Warrant Officer (WO) is a self–aware and adaptive technical expert, combat leader, trainer, and advisor. Through progressive levels of expertise in assignments, training, and education, the WO administers, manages, maintains, operates, and integrates Army systems and equipment across the full spectrum of Army operations. Warrant officers are competent and confident warriors, innovative integrators of emerging technologies, dynamic teachers, and developers of specialized teams of soldiers. They support a wide range of Army missions throughout their career. Warrant officers in the Army are accessed with specific levels of technical ability. They refine their technical expertise and develop their leadership and management skills through tiered progressive assignments and education” (WO program, para. 1).

Part of that Triad of Leadership duty for the First Sergeant was to ensure the cadre positions were filled with the best and finest Soldiers available to take on the challenge. This task allowed me to examine administration packages to include NCOERs, individual essays on why the cadre member wanted to be part of the staff, and administrative requirements for the position. I wanted all of my cadre members to embrace the challenges and commitments to the Warrior Ethos; “No Soldier Left Behind.” If I felt that my cadre did not meet the standards, the cadre was not selected for the

Command and Control in such a way is a very self-controlled discipline system in organisation. In the London riot case, I in my view could not think that it could work anyway better, then it is working at the moment. I in my view think it actually is very well despite the escalation and a lot of damage that was done. Several of the services had to go through challenging situations and even though they went through a lot of challenging situations, they somehow still managed to uphold developments and be organised. Due to all the squads had strategic commanders which literally obtain authority over the lower ranks officers and this can potentially lead, giver instructions, instruct, guide or finally coach them where essential.

In 2013, the Army’s promotion process for Warrant Officers selected for Chief Warrant Officer Three were very easy. There was a basic list of accomplishments that needed to be met and the promotion was all but guaranteed. Now that the Army is in a drawdown stage, the promotion requirements have changed with regards of promoting Chief Warrant Officer Two’s to the rank of Chief Warrant Officer Three. Now in 2015, there has been additional requirements such as diverse positions, Professional Military Education (PME), Civilian Educational Degree’s required, duty performance to include soldier task and requirements and even strict evaluation requirements. With these changes, it is allowing a lot less to be promoted as well as putting some into the category of two time pass over’s and having to retire from the military. This process is helpful for those who entered the military during the surge and have less than stellar records, however makes it challenging for those who are in duty positions where they cannot complete the necessary requirements for the advancement of this new promotion

NonCommissioned Officers are the backbone of the Marine Corps.   Each leader is very different from the other.   Some Marines enjoy being a corporal only because of the increase in rank and pay.   A few become the tactless leaders junior Marines try to avoid.   Fortunately, many others strive to become the leader that other Marines wish to emulate.   They know what it means to be a good leader.   Those Marines have the traits of a leader and they get to know their Marines

SGMS has $8.1B of debt and $-1.7B of equity by 2016Q2, with a D/E ratio of -4.9x. The company recently named Kevin Sheehan, the former CEO and president of Norwegian Cruise Line (NCLH) as its new chief executive and president on Aug 5, 2016, the day of the quarterly conference call. Current CEO Gavin Isaacs will become vice chairman of the board. Kevin has a different background from the gaming industry but has experiences in dealing with high leverage. The big change of the management team shows the company’s intention of delevering the company as quick as possible.

Mission accomplishment demands that officers and NCOs work together to advise, assist and learn from each other. Responsibilities fall into two categories: command and individual. Individual responsibility as a noncommissioned officer means you are accountable for your personal conduct. Soldiers in the Army have their own responsibilities. For example, if you write a check at the commissary, it is your responsibility to have sufficient funds in the bank account to cover the check. Individual responsibility cannot be delegated, it belongs to the soldier that wrote the check. Soldiers are accountable for their actions, to their fellow soldiers, to their leaders, to their unit and to the United States Army. As a leader you must ensure that your soldiers understand clearly their responsibilities as members of the team and as representatives of the Army.

Special Forces Warrant Officers are considered subject matter experts in all aspects of Special Operations. At the team level, Warrant Officers are responsible for operations and intelligence fusion, planning at all levels of the operational continuum, integrating emergent technologies, and future operations planning. After the completion of team time, Warrant Officers may serve in staff positions, or on specialty teams.

The company I choose to summarize current SCM practices and to make specific technology recommendations on how to improve them as a company is Target. Target is one of the biggest U.S. retailing store in the world along with the big juggernaut Wal-Mart. The company was created in 1903 by John Dayton and from then to now the goal of Target was and still is to fulfill the needs and fuel the potential of their guests. To be more specific, to make Target the people 's preferred shopping destination in all channels by delivering outstanding value, continuous innovation, and exceptional experiences—consistently fulfilling our Expect More. Pay Less. ® Brand promise. Target was the first company to really implement technology in their grand scheme of supply chain management. They introduced UPC bar code packaging to its company. UPC bar codes consist of 12 numerical digits that are uniquely assigned to each trade item. Along with the related EAN barcode, the UPC is the barcode mainly used for scanning of trade items at the point of sale. This feature helped put Target at the top of its competition by improving the management of its inventory and made decreased the time of the customers to wait on their items being checked out.

Commanders set overall policies and standards, but all leaders must provide the guidance, resources, assistance and supervision necessary for soldiers to perform their duties. Mission accomplishment demands that officers and NCOs work together to advise, assist and learn from each other. There are two categories a Noncommissioned Officer’s responsibilities fall under: command and individual responsibilities. Command responsibility refers to collective or organizational accountability and includes how well the unit performs their missions. For example, a company commander is responsible for all the tasks and missions assigned to the company; his superiors hold him accountable for completing them. Commanders give military leaders the responsibility for what their sections, units, or organizations do or fail to do. NCOs are therefore responsible to fulfill not only their individual duties, but also to ensure that their team and unit are successful. The amount of responsibility delegated to you depends on your mission, the position you hold and your own willingness to accept responsibility. Individual responsibility means you are accountable for your personal conduct. Soldiers in the Army have their own responsibilities. Individual responsibility cannot be delegated; it belongs to the soldier that wrote the check. Soldiers are accountable for their actions, to their fellow soldiers, to their leaders, to their unit