ALS DL Test 2 PDF 2 Part A Questions & Answers Solved 100%

responsibilities of a 'Supervisor of Airmen - AnswerSupervisors of Airmen are professionals who understand and effectively apply leadership and management concepts to train and develop their people. They manage human resources by providing ethical guidance and assisting to resolve personal and professional issues. While adhering to the United States Air Force Core Values and applying an understanding of human behavior, they mold their people into a cohesive team capable of meeting any challenge. Supervisors of Airmen oversee various programs, ensuring their sections or work centers can adapt to an ever-changing global environment. Air Force supervisors of Airmen possess strong interpersonal skills to lead their people, manage change, promote transformation, and execute directions. They are committed to the profession of arms, inspire a willingness to do what's right, and manage processes that will ensure the Air Force remains the world's premier air, space, and cyberspace force Standards and Discipline - AnswerDiscipline is not a term used solely in the military. Olympic athletes, military heroes, and great leaders all possess the discipline to maintain a lifestyle conducive to achieving their goals and self-actualization. They devote themselves to their life's calling, often without ego or a strong need for external influence. Discipline enables them to adhere to their own set standards. Discipline is necessary for a military to function properly and professionally. The ultimate goal is for all Airmen to be self-disciplined to uphold our Core Values, United States Constitution, and bring honor to our Nation. Discipline is necessary to guarantee fairness, accountability and mission success Standards - AnswerWithout standards it would be difficult to perform your job. Standards are the foundation for expectations. Standards are "morals, ethics, or habits established by an authority, custom, or an individual as acceptable behavior."ii Now, take these attributes into consideration of your role as a supervisor. One of the standards your supervisor will likely have for you is your ability to set standards for your subordinates. The Air Force Instruction 1-1, Air Force Culture, Air Force Standards, serves as a guide for supervisors on setting appropriate standards for your Airmen. When you establish standards, you will need to keep four attributes in mind: - Answerachievable/attainable specific (clearly defined) observable (behavior can be seen) measurable (using quality, quantity, and timeliness) Standards - Answerare morals, ethics, or habits established by an authority, custom, or an individual as accepted behavior. When you establish a standard, make sure you have the authority to do so. You can gauge your level of authority by checking the standard against some other authority (AF Instructions, commander policy, etc.) - AnswerLast but not least, remember that you must "exceed the standards and expectations levied upon airmen, epitomize excellence, and lead by example through exhibiting professional behavior, military bearing, respect for authority, and the highest standards of dress and appearance."5 Your ability to demonstrate strict adherence to standards will likely reduce the amount of discipline you must administer. Once you've decided the standard is necessary, proper, and effective, you can rely on Articles 91 and 92 of the UCMJ to back up your authority to ensure compliance with the standard, as these articles provide authority to noncommissioned officers in the US military. NCO Authority - Answeris defined as "the right to act and command", and is complimented by three legal sources found within the UCMJ: Article 91, Article 92, and Article 7. One of the three legal sources of your NCO Authority is Article 91 of the UCMJ - Answer"Insubordinate conduct toward a warrant officer, noncommissioned officer, or petty officer." This article ensures others obey NCOs' orders and protects NCOs from assault, insult, or disrespect. The second source of your legal authority from the UCMJ is Article 92 is entitled - Answer"Failure to obey an order or regulation." This article covers anyone who 1) has a duty to obey an order; 2) has knowledge of the order and 3) violates or fails to obey the lawful order or regulation. Before flexing this "muscle" of the UCMJ, consider that if the accused attempted the task, but was unable to complete it due to lack of training or ability, you should not pursue disciplinary or punitive actions One more article that will provide you legal authority as an NCO is Article 7, - Answer"Apprehension." As an NCO, the UCMJ authorizes you to apprehend individuals in certain situations. If you truly believe a crime is about to happen, (drinking and driving, fighting, sexual assault, etc.) try and stop it from happening without placing yourself into jeopardy. Using your rank/authority, order the individual to turn over the keys, go back to his or her room, or separate the Airmen quarreling. If the Airmen disobey your direct order, you have the authority to "quell quarrels, frays, and disorders among persons subject to [the UCMJ] and to apprehend persons subject to [the UCMJ] who take part therein.7 To apprehend someone, you must verbally inform the person you are apprehending him or her, and clearly inform the individual why you are doing so. Discipline - AnswerThe purpose of discipline is to develop people who are able to control themselves and do what is right all the time, every time. Your job as a supervisor is to create and maintain good order and discipline. Unfortunately, most people hear the word discipline and immediately think "trouble" or "punishment." Discipline is different from these terms because discipline is not just redirecting someone; - Answerwhen effective, discipline involves correcting, training, nurturing, and advising. Proper discipline shows a person where they failed, how to correct the behavior and encourages them to retry with success. Sometimes, this does involve administrative action or punishment; however, most often it is a lower level of correction. Preventive - AnswerPreventive discipline stops a problem from happening before it starts. Examples of preventive discipline are: initial feedbacks, safety briefings before three-day weekends, rewards, and training/education. Preventive measures emphasize communication of standards, two-way communication, and encouraging each person to do his or her best. They promote an environment of understanding and allow for clarification of standards, as needed. You must be professionally familiar with your subordinates to establish this type of environment. Corrective Discipline - AnswerCorrective (or rehabilitative) discipline restores discipline and/or improves performance. These are the measures you take once someone falls below standards and you must return him or her to the level of acceptability (the standard.) Some of your options for corrective discipline are: counseling, admonishment, and reprimand. Remember the reason for discipline is to bring behavior back within acceptable measures, so only take the amount of force necessary to correct the behavior without breaking the airman's will to improve. Progressive Discipline Process (PDP) - AnswerAs the name implies, the PDP is a progressive approach to discipline. The PDP is a foundational tool to use with wisdom and discretion. When an airman's performance falls below the standard/line of acceptability (LOA) you must apply the PDP (see Figure 6) to ensure compliance and maintain discipline. Progressive discipline is the goal; however, there may be times when an Airman's behavior indicates the need for more severe action. For example, an alcohol related incident, assault, DUI, etc. may lead directly to an Article 15, UIF or a punishment (loss of rank, pay, etc.) IMPORTANT NOTE: AFGM 4 to AFI 36-2406, 17 September 2014 states: - AnswerFor the purpose of documenting sex-related offense(s), a punitive administrative action is defined as a Letter of Reprimand. This is a new update and all other concepts of the PDP remain unchanged. Counseling - AnswerCounseling (whether verbal or written) is the first step in the PDP because it encourages two-way communication. This two-way communication is vital to effective discipline, because it allows you to explain to the airman what he or she did wrong and quickly correct the behavior before it deteriorates further. It allows the subordinate to explain his or her perception of the standard, explain why he or she failed to meet it, and recommend a rehabilitative course of action to ensure future success. A Letter of Counseling (LOC - Answeris merely the recording of an infraction. It's a formal way of describing an acceptable behavior so that the receiver cannot fail to understand it. According to AFI 36-2907, - Answerthe purpose of individual counseling is to help people use good judgment, assume responsibility, and solve their own problems. Remember when you use counseling, the goal is to help the individual, not make him or her feel worse about failing. When you counsel, show genuine concern for the person and his or her development. Be specific, be honest, and be tactful/sensitive as needed. If you are counseling a subordinate on an issue you lack experience in dealing with or you are uncomfortable discussing it then you should consider referring your Airman to the appropriate outside agency who can assist him or her. Remember, you are not a licensed counselor. If you determine that counseling is not effective or it is not the proper level of discipline to administer based on your Airman's behavior(s) you may need to administer an admonishment or reprimand. - AnswerQuite often a letter of counseling, admonishment or reprimand will be enough to change your Airman's behavior and get them on the right track. If you're not sure which method is best in a particular situation, consult your supervisor, other experienced NCOs, or your first sergeant for advice. Remember to administer Progressive Discipline fairly amongst your Airmen. Admonishments and Reprimands - AnswerWhen counseling fails, or if it is not the appropriate first step in the PDP, admonishments and reprimands are also effective administrative corrections. To be effective, you must apply these disciplinary tools equitably to your subordinates. Know that your people will notice when you deviate from your own "standard" for discipline. If you're not sure which method is best in a particular scenario, consult with your supervisor, other experienced NCOs, and perhaps even your first sergeant. A Letter of Admonishment (LOA) is more severe than a LOC. It's used to document clear violations of standard - AnswerA Letter of Reprimand (LOR) is more severe than a LOA. It's also used to document clear violations of standard and is used for more serious offenses. UIFs and Control Rosters - AnswerIf discipline (counseling, admonishment, and reprimand) has failed to correct an individual, or the behavior is severe enough to warrant increased actions, four additional options are available to the airman's commander. Only the last two options of the PDP are considered punishment, so enlisted personnel may not administer them; they are reserved for commissioned officer/commander use only. The Unfavorable Information File (UIF - Answerprovides commanders with an official repository of substantiated derogatory data concerning an Air Force member's personal conduct and duty performance. If establishing a UIF fails to yield results, the last stop before nonjudicial punishment is the control roster. It is a listing, maintained by the MPF, showing base personnel who, due to their on-and/or off-base conduct, require special attention or observation. Placing a member on a control roster is a rehabilitative tool, giving the member a chance to improve his or her conduct. Immediate commanders have authority to place an airman on the control roster, but there is never a requirement to do so. - AnswerControl roster actions are purely at commander discretion, and the observation period is six months. Hopefully the airman will realize he or she is in desperate need of correction and will turn oneself around before nonjudicial punishment becomes necessary. Nonjudicial Punishment (NJP - AnswerNonjudicial punishment, or NJP, works in conjunction with the Uniform Code of Military Justice (UCMJ) to allow an individual to accept punishment in lieu of trial by courts martial. As such, it is one of the commander's most valuable tools for maintaining good order and discipline. While you are not expected or required to know each article of the UCMJ, you should be very familiar with the legal process and military justice system. Prior to offering nonjudicial punishment (also known as Article 15), commanders should consider factors such as the nature of the "Throwing the Book" offense, the circumstances, the offender's age, rank, record, and the maximum sentence that a courts-martial could impose for the infraction. - AnswerAlthough it falls in the "punishment" range, NJP is a rehabilitative tool because it promotes positive behavior changes without the disgrace of a courts-martial conviction. Punishment usually consists of removal of liberties, pay, or privileges. While enlisted personnel are not authorized to punish, we can (and likely will) be expected to provide input to the commander on an Airman's behalf to help ensure the commander makes an appropriate decision for the Airman when he or she is considering NJP. Documentation - AnswerIn accordance with AFI 36-2907, Unfavorable Information File (UIF) Program, you can document LOCs on an AF Form 174, Record of Individual Counseling, or using letterhead stationery. There is no specific format for LOCs, but they (and all other written discipline) should accurately reflect the dates, facts, recommended improvements, and any other significant data. When writing LOCs, LOAs and LORs, consult with your unit first sergeant and/or base legal office, as there are particular comments and formats for these documents that include Privacy Act and usage statements. (If you fail to include all the mandatory verbiage, your documentation may be useless if further corrective measures occur.) Also, if an airman continues to have disciplinary problems, you must coordinate through your chain of command to the commander so he or she can ensure certain documents are filed in the UIF, if it is already established. In 2007, the Air Force again improved the EES by creating streamlined feedback and evaluation forms. The newly revised Performance Feedback Worksheet (PFW) feedback areas mirrored the performance areas on the newly revised EPR. The Performance Feedback Worksheet introduced in 2007 eliminated the sliding scale previously used by supervisors to assess subordinate performance. Additionally, the Air Force added Fitness as an evaluation area on the EPR. Lastly, the Air Force mandated the use of digital signatures on all EPRs except referral EPRs. - AnswerThe Enlisted Evaluation System continued to evolve and adapt to the changing needs of the Air Force. In early 2012, the Air Force field-tested a new performance feedback worksheet to assess how supervisors interact and provide feedback to their Airmen. The Air Force determined the 2007 performance feedback worksheet was supervisor driven and did not allow Airman to formally assess themselves before and during performance feedback sessions. July 2014, the Air Force mandated the use of the Airman Comprehensive Assessment (ACA). Whether an Airman has a UIF or not - Answerensure that you include your commander support staff and first sergeant when you administer discipline to ensure it becomes part of the airman's official record. Whatever level of leadership issues written disciplinary actions, ensure the following criteria are stated: - AnswerWhat the member did or failed to do, citing specific incidents and respective dates The expected improvement Further deviations may result in more severe actions The individual has three duty days to submit documents to the initiator for his/her consideration (due process). This ensures fairness to the Airman, and also gives the initiator the "full story" to help him/her make an informed decision for the document's disposition That all supporting documents from the individual will become part of the official The Enlisted Evaluation System - AnswerThe Air Force designed the Enlisted Evaluation System to improve the reporting and evaluation process for our Airmen. When the Air Force became a separate service in 1947, squadron commanders had tremendous power over the careers of enlisted members assigned to their squadrons. During this time, squadron commanders gave Airmen simple character and efficiency ratings. These one-word evaluations could make or break an enlisted Airman's career. When a vacancy existed in a particular grade, the squadron commander determined who would fill the vacancy. The commander had legitimate power to promote enlisted members to any grade and could just as easily demote an individual down to the rank of private. By the early 1960s, the Air Force developed an Airman Performance Report (APR) patterned after the officer rating system. In 1970, these performance reports were included as a factor in the new Weighted Airman Promotion System (WAPS). One of the criticisms of the APR was that ratings were often inflated. In early 1988, the Air Force formed a working group to study the APR. The working group identified two basic problems: most Airmen did not view the APR as a feedback device, and rating and endorsement inflation had limited the APR's ability to provide sound information to promotion boards - AnswerThe working group made three recommendations: include a performance feedback system as part of the evaluation system, improve the utility of the performance report, and streamline the administrative procedures so supervisors can spend more time doing their primary jobs. These recommendations led to formal feedback and the Enlisted Evaluation System described in AFI 36-2406. By the 1990s, the Air Force had eliminated the APR and transitioned to the Enlisted Performance Report (EPR). While EES has evolved over the decades, one thing remains constant - AnswerEES is only effective if supervisors uphold the Core Values and perform their supervisory responsibilities as outlined in AFI 36-2618, The Enlisted Force Structure and AFI 36-2406, Officer and Enlisted Evaluation Systems. As NCOs and leaders, we are responsible for supervising, developing, mentoring, and leading our Airmen. We owe it to them to provide them with performance feedback and accurate, honest performance evaluations. Remember, you are the primary mentor for your Airmen. Supervisors - Answerare a person of any rank that directs the activities of an individual or team and is usually responsible for the productivity of that team. Reporting officials - Answerare the official in your chain of command designated by management to provide performance feedback and initiate performance reports. Rater - Answeris a term that can be used interchangeably with the term reporting official. Purpose The Enlisted Evaluation System has four purposes. - AnswerThe first is establish performance standards and expectations for ratees, provide feedback on how well the rate is meeting those expectations, and to provide direction on how to better meet those established standards and expectations. The second purpose is to provide a reliable, long-term, cumulative record of performance and promotion potential based on that performance. The third purpose is to provide senior NCO evaluation boards, the Weighted Airman Promotion System (WAPS), and other personnel managers with sound information to assist in identifying the best-qualified enlisted personnel for promotion, as well as other personnel management decisions. The fourth purpose is to document in the permanent record any substantiated allegation of a sex-related offense against an Airman, regardless of grade, that results in conviction by courts-martial, non-judicial punishment, or other punitive administrative action. For the purpose of documenting sex-related offenses, a punitive administrative action is defined as a Letter of Reprimand. Sex-related offenses include crimes such as rape, sexual assault, stalking, sexual contact, indecent viewing, and sexual assault of a child. See the specific UCMJ punitive articles for additional information. Benefits - AnswerThe impacts of EES create benefits for you, your Airmen and the Air Force. Above all, you benefit by getting to know the Airmen you supervise. The EES process requires you to sit down and talk to your Airmen on a regular basis; getting to know them is inevitable. The benefit in knowing your Airmen is that it allows you to get the best possible performance from them. By getting to know your Airmen, you can begin to understand the complicated and diverse issues they face in life and while serving in the Military. Your Airmen benefit because they have a supervisor who is shows they care about their growth and development. When your Airmen know how much you care, they will be more motivated to accomplish the mission regardless of the circumstances Impact Promotions - AnswerEPRs are an important factor in determining the future of an enlisted member's career. EPRs are a permanent part of a member's personnel record. EPRs provide history of past performance, and identify Airmen who are ready for increased responsibility. The Weighted Airman Promotion System factors in the overall EPR ratings as part of the composite score. Because of this, it is critical that supervisors rate their subordinates accurately and honestly. The EES can differentiate between good and great performers...but only if supervisors do their part. Productivity - AnswerAs a supervisor, you are responsible for helping your Airmen achieve their full potential. The EES is your opportunity to raise your Airman's productivity by clearly telling them the areas where they need to improve as well as challenging them to continually grow and develop their strengths. When you share this type of information with your Airmen, they are more likely to strive for excellence. Each step of the evaluation process should reflect an accurate assessment of your Airman's productivity. Airmen will usually produce according to the standards and expectations you set when they know that you will follow through. Conversely, when supervisors fail to give feedback to Airmen, productivity and morale can decline. Decorations - Answer3) Decorations: According to AFI 36-2803, Air Force Military Awards and Decorations Program, "Copies of performance reports (i.e., EPRs/OPRs) covering the award period are mandatory to justify all decoration recommendations for the Meritorious Service Medal Developmental Special Duties (DSD) - AnswerEvaluations (EPRs) are an important part of the developmental special duty process. Commanders review the EPRs and personnel records of their best performers to determine whom to nominate for critical special duty positions such as Military Training Instructor, PME instructor, Technical Training Instructor, etc. These developmental special duties are instrumental in molding and mentoring our Airmen, while also providing a developmental career path for those nominated and selected for a Developmental Special Duty. Supervisors who honestly and accurately capture an Airman's performance enable the Developmental Special Duty process to fill vital leadership and development positions. Force Management - AnswerThe Air Force uses Force Management programs to balance the force. The EES is a tool, which promotion boards use to select the right Airmen for promotion to higher rank and increased responsibilities. EES also provides valuable performance indicators during retention boards held as part of Force Management programs. Accurate performance evaluation and ratings enable Force Management programs to keep our best Airmen. Of course, this only happens if supervisors make honest and accurate evaluations of their Airmen's duty performance and breadth of experience. If a supervisor fails to honestly and accurately evaluate their Airmen several things can happen. First, undeserving Airmen remain in the service and/or move to positions of leadership and increased responsibility. Second, deserving Airmen may not increase in rank and responsibility and ultimately could decide to separate from the Air Force. When you establish standards for your Airman consider existing Air Force standards outlined in various AFIs such as; AFI 36-2618, The Enlisted Force Structure, AFI 1-1, Air Force Standards, AFI 36-2903, Dress and Personal Appearance of Air Force Personnel, AFI 36-2905, Fitness Program, AFI 36-206, Personal Financial Responsibility, just to name a few. Additional sources for standards include The USAF Core Values, policy letters, and duty/career field specific instructions. - AnswerBefore you write down your standards, ensure you review Sections VI. through VIII. of the Airman Comprehensive Assessment. These sections tell you the areas of performance you will measure for your Airmen. Create standards to cover these areas and discuss the word pictures (few Airmen, majority of Airmen, some Airmen, and very few Airmen) with your Airmen during their performance feedback session. Job Descriptions (Key Duties, Tasks, and Responsibilities on AF FM 910 - AnswerAFI 36-2406 establishes the below criteria for writing a job description for your Airmen on their performance evaluation; however, you should also include the job description on the initial feedback form. • Comments in bullet format are mandatory • Limit text to four lines • Enter information about the position the rate held in the unit and the nature or level of job responsibilities. • The job description must reflect the uniqueness of each ratee's job • Be specific--include level of responsibility, number of people supervised, dollar value of resources accountable for/projects managed, etc. • Make it clear; use plain English