“How To Use Your Chain Of Command" Why it is important to follow proper instruction procedures in the military is for many reasons. As a soldier it is our responsibility to not only follow instruction/orders‚ but to execute the command. Not following orders can result into consequences not only for the soldier whom committed not following instructions‚ but also it can put others at risk too. Like your N.C.O. in charge of you‚ to your Team Leader‚ to your Section Sergeant‚ to your Platoon Sergeant
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purpose of the Chain of Command is to install structure‚ discipline and respect into newer enlisted soldiers. Each branch has its own secretary that assigns forces under their jurisdictions to unified and specific combatant commanders they perform missions and report back to their chain of command. The chain of command starts with the Commander-in-Chief (the U.S. President) and works its way down to the lowest ranking private in the Army. Within the military‚ the chain of command is a method for
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roles for any organizational structure. Chain of Command The role of the organizational structure is to set up a chain of command or reporting structure among workers. Chain of command refers to the hierarchy or rank of various employees. For example‚ vice presidents usually report to the president‚ directors report to vice presidents‚ and managers’ report to directors. Managers often have coordinators or analysts working under them. Chain of command allows companies to assign a supervisor for
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firm to perform a SWOT analysis in order to assess its current position in its industry. Citibank‚ like any other firm‚ has strengths‚ weakness‚ opportunities‚ and threats to consider in order to compose an effective plan for the future. Identifying the strengths of a company can give that company focus to know which areas it should continue to build on in order to pursue competitive advantages. Although Citibank has many strengths‚ its three major strengths are: diverse range of products‚ global reach
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How does the Citibank budgeting process work? Is this a Participative process? Citibank applies two management processes to control its international branches: sovereign risk limits review and operating budget review. Its budgeting process is a bottom-up. Although it starts from the headquarters’ instructions which guide the timing‚ format and issues needed to be addressed‚ budgeting is not obliged to attain specific targets. The corporation’s long-term goals are shared. Some international branches
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There are a lot of reasons for the rank structure and the chain of command. Every reason that I am going to explain in this essay is very important. I am going to separate them into two paragraphs. The first paragraph will be about the importance of the rank structure and why the rank structure is in place. The second paragraph will be about the importance of the chain of command and why the chain of command is set into place. The rank structure goes back to the 1700’s. The rank structure was
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1. EXECUTIVE SUMMARY The opening of Citibank Express Service in the departure side of the airports will provide great convenience for Citibank customers (especially business customers and holiday makers). Citibank Express Service which features new product promotions and an online banking facility will offer high accessibility and convenience to Citibank customers when they are at the airports waiting to board their flights. Citibank Express Service will serve better existing customers‚ attract
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Case 6: CitiBank 1. On a social standpoint‚ CitiBank is faced with more of their customers expanding their businesses globally and becoming e-enabled. Hence‚ CitiBank had to adapt to this new social trend by shifting to e-space. For instance‚ sophisticated‚ corporate customers wanted to collect payments online and have access to more efficient Web-enabled financial processes. Politically‚ regulators who became more cautious about privacy issues and wanted banks to be able to quickly identify
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Case 1: Citibank Indonesia 1. Citibank’s budgeting process is based on a bottom-up method. It is not compromised of specific goals to be attained by individual operating units‚ but is composed for the corporation as a whole. Citibank was aiming for long-term goals‚ which call for profit growth of 12-15% per year‚ 1.25% return on assets‚ and 20% return on equity. These standards are set for the entire company‚ and individual sectors‚ such as international branches‚ usually set their own higher goals
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1. Analysis of Budget Process at Citibank Direction and control of Citibank’s international branches are conducted via two formal management processes. Each year‚ top management sets sovereign risk limits for its independent branches based on proposals by country managers. Country managers may choose to operate with self-imposed limits below this upper guideline. Following‚ there is the budget setting process‚ where headquarters only provides administrative guidelines but not specific targets‚ with
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