Candidate Weber displayed a sense of nervousness while initially briefing his fire team. He stumbled over his words at the onset of his brief. SNC used phases such as, “I would like…” when giving orders which showed a lack of confidence. Prior to planning he did not take to time to recon the surroundings. Upon execution, SNC’s ability to lead and confidence strengthened he appeared much more clam. He positioned himself well around the fire team to ensure orders were received accurately. This also enabled him to monitor the security and progress of the task. SNC’s was penalized 60 seconds as a result of a team member touching a red area. SNC remained focused and he quickly revised his plan to remedy the situation and keep pushing. Candidate…
Candidate Miller struggled to deliver a five paragraph order that was in accordance with the OSMEAC format. Although SNC was able to brief some of the information he received from the instructor, he only mentioned "mission" and "signal" before briefing the sub-paragraphs. Additionally, SNC delivered the order with choppy, mumbled phrases and utilized excessive filler words. Candidate Miller displayed minimal confidence, and although he briefed a scheme of maneuver prior to execution, it was clear that he was making it up as he briefed. The tasks he gave to his fire team also lacked clarity and gave the impression they had not been thought through. During the execution, SNC used phrases that displayed lack of assertiveness such as "we should…
2) Determine ability to follow instructions-Mr. Mabry had difficulty following instructions and completing multi-step instructions characterized by reports of errors found in his completed contract work.…
This case deals with the unstable work environment at the RRC Operations office in particular between Monique Ricard and Brian Coffey. Brian's work habits are poor and are becoming a detriment to office workflow. Now Monique must decide what to do with the employee whether to discharge, request a transfer or request a continuation of his probationary period.…
Once Carl hired the new trainees, he needs to prepare a time schedule and checklist for each trainee. Carl should have made sure the applications were complete along with the transcripts. Carl should have completed each file alphabetically. Yet Carl failed to inspect the applications and transcripts to verify the information was correct and complete. Carl should have contacted the trainees to make sure they went to the clinic for their mandatory drug tests and physicals within ten business days of the hire date. As the new campus recruiter, Carl should have communicated with the new hires throughout the process of finalizing their paperwork for employment. The moment he hired the trainees, the training room should have been reserved for the orientation in June. New orientation manuals and policy booklets should have been ordered for the fifteen new…
This case is talking about an executive retreat. It was introduced by John Matthews who was a executive had been selected to attend the two-and-a-half-week retreat. The retreat was more like a competition about academic and athletic. The team members should not only get know each other and cooperate with teammates but also need to compete with others. The whole participants were broken into five groups and their aim was to win the competition. There are several sessions about academic and athletic that the participants should complete. After the introduction part the case showed the experience of John. Before the group meeting John was wondering and worried about this retreat. When he was taking the first group meeting, he tried to learn the backgrounds of other team members. And the he paid more attention to learn about his team leader. Besides introducing the team leader the case also showed the retreat’s theme was Think-Communicate-Cooperate. It meaned people who attend this retreat should think less about themselves and try to communicate and assistant to others. And then John showed his recollections of the members in his group individually. There are twelve members in his group. Everyone in his group had different characteristics. After group meeting they set up four basic goals about this retreat. In the second part of this case was a chart of first day’s seating arrangement and their performance of the first few days. Even though the first days’ results were not very good, the whole group still worked on their original goals. In the last part of the case was another chart that showed the last few days seating arrangement and the group performance about this whole retreat. Their goals made before the retreat almost all defeated. Even though John thought he improved, the whole group failed. Question 1…
SNC began the brief with Situation containing elements from Orientation and Execution added in. During the execution SNC gave specific individuals tasks based upon their capabilities as well as covering how each of the tasks would build upon one another ultimately leading to mission accomplishment. SNC is able to speak in a manner with authority while maintaining confidence and remaining calm. SNC recognized right away that he had chosen the incorrect plank to begin the execution and made the change immediately. When one of the FT members was timed out for 60 seconds, SNC did not hesitate to continue on without his assistance. SNC placed himself directly into the friction making decisions and executing right along with his FT members. After…
Candidate Flack displayed solid command presence as he appeared comfortable by giving a clear and concise brief that included detailed orders to his team. His tone was filled with enthusiasm and excitement by speaking loud throughout the exection, in combination with constant use of hand/arm signals. Candidate Flack had his team moving at a good pace during movement toward the objective; however, he was not keeping a good eye on the location of his team members. Candidate Flack heard the sound of the enemy coming from the right of his team and changed their formation while changing their direction of movement toward the sound of the enemy. Upon receiving fire from the enemy, the ADDRAC was announced and he directed buddy rushing. Initially…
Candidate Phillips conducted a five paragraph order brief, which covered all information and guidelines pertaining to the OSMEAC with the exception of the Command and Signal paragraph. SNC also failed to brief the Command sub-paragraph but did follow the five paragraph order format; however, he initially lacked confidence during the brief. SNC showed signs of nervousness in which he kept forgetting what to say and paused in between the brief making it distracting to listen to. The information that was briefed was accurate, based on the evaluator’s brief. SNC was able to develop an initial plan at the start of the mission. SNC was not able to adjust due to the intensity of the mission in which SNC asked his fire team for suggestion before implementing…
Candidate Baca briefed a complete operations order but with a sub-standard level of confidence. He stumbled over his words and failed to articulate his mission statement in a coherent manner. He did include detailed tasks to his subordinates for his initial plan, but then micromanaged their movements during execution. Candidate Baca spent time telling his fire team members where to place hands and feet during their attempted crossing of the obstacle and he wasted significant time deciding on a course of action next. He later realized that his plan was not working and that he had not made any progress in achieving his objective. He then asked for his subordinates help and then integrated their advice into his own plan in order to develop a plan…
Candidate Aleman briefed an average order that had brief periods of confidence and other periods of uncertainness. When transitioning to the execution phase, Candidate Aleman often froze and became indecisive when faced with the challenge of having his subordinates removed due to penalties. Due to the many penalties his team sustained, a significant period of time was wasted waiting on candidates to return to the exercise. Candidate Aleman did remain the obvious leader of the team during the entire period and used his subordinates effectively to accomplish the goals he set. Halfway through the exercise, Candidate Aleman decided to shift away from his plan when he lost confidence in it; he was making progress but one of his subordinate fell…
I am sure that you enjoyed the service on this morning. I will not be before you long but I just wanted to talk Just Because.…
Ms. Velez was instructed to file documents in the office in order. She was required to arrange files in alphabetical order. The customer presented difficulties identifying letters and required the evaluator assistance by spelling the words out loud. She shown confusion during the activity and was not able to accurately organized the files as directed.…
Candidate Weight ensured that security was posted prior to briefing his team leaders. His brief delivery was quiet and unsure, with frequent pauses. He did not mention Attachments/Detachments and did not provide a solid mission statement, but rather stated a basic idea of what needed to be accomplished. His scheme of maneuver gave his team-leaders a rough idea of what he wanted to have happen, but he did not provide his team-leaders with tasking statements or provide coordinating instructions. Following his brief, his team-leaders were still unclear of the plan and requested that he clarify and provide more detail on several parts of his brief. SNC took a long time to get his teams into formation and started into execution. During execution,…
A situation that required critical thinking and reasoning that could have been handled better of personnel management in the workplace selecting the right person for the job. The team constructed of six personnel and the situation required only four. Management not paying attention to the personnel that is on leave and would not be present for the additional events happening that week. Management could have used critical thinking and adjust the personnel to fill in the position for the missing personnel to cover down on the events. Management ignored the requirement for the events and…