ARI Research Note 86-20

LEADERSHIP JOB DIMENSIONS AND COMPETENCY REQUIREMENTS goFOR COMMISSIONED AND NONCOMMISSIONED OFFICERS

Remediation of Inadequacies in Existing Data Bases

00

M. Reid Wallis, Arthur L. Korotkin,

Kerry Yarkin-Levin, F. Mark Schemmer, and Michael D. Mumford

I Advanced Research Resources Organization

for

Leadership and Management Technical Area

William W. Haythorn, Chief

MANPOWER AND PERSONNEL RESEARCH LABORATORY

Newell K. Eaton, Acting Director

• .... •

1, %J1 U. S. Army

Research Institute for the Behavioral and Social Sciences

February 1986

Aplprovea for pubic raleas; distrioutio-i unlhmnted.

j, J
U. S. ARMY RESEARCH INSTITUTE

FOR THE BEHAVIORAL AND SOCIAL SCIENCES

4: A Field Operating Agency under the Jurisdiction of the

Deputy Chief of Staff for Personnel

AM. DARRYL HENDERSON SCOL, IN

EDGAR M. JOHNSON CoL, nin

Technical Director Commanding

VP..

•*:- iThis report. as submitt'ed byv the contractor, hats been 'cleared fer release to Defense Technica Infofmotion Center

(DTIC) to comply with regulatory requirements. It has been given no primary distribution othet than to DTIC

and will be available only through DTIC or other reference services such as the National Technical Information

Service (NTIS). The vicws. opinions, and/or findings contained in this report ore those of the author(s) and

should not be construed as an official Depoitmeru of the Army position, policy, or decision, unless so designated

by other official documentation.
, "UNCLASSIFIED

SECURITY CLASSIFICATIO14 OF THIS PAGE (~

RNSTRUCTIONS N1REPORT DOCUMENTA OMPLETING FORM

1. REPORT NUMBER AD- -i DTALOG NUMBER

ARI Research Note 86-20 __ __

4. TITLE (and Subtitle) 5. TYPE OF REPORT & PERIOD COVERED

LEADERSHIP JOB DIMENSIONS AND COMPETENCY REQUIRE- Final Report

MENTS FOR COMMISSIONED AND NONCOMMISSIONED December 82 - January 85

OFFICERS: Remediation of Inadequacies in Existing 6. PERFORMING ORG. REPORT NUMBER

Data Base

7. AUTHOR(e) 8. CONTRACT OR GRANT NUMBER(s)

M. Reid Wallis, Arthur L. Korotkin, Kerry Yarkin- MDA 903-83-C-0062

Levin, F. Mark Schemmer, and Michael D. Mumford

9. PERFORMING ORGANIZATION NAME AND ADDRESS 10. PROGRAM ELEMENT, PROJECT, TASK

AREA & WORK UNIT NUMBERS

Advanced Research Resources Organization 2Q263743A794

"4330 East-West Highway, Suite 900,

A: iethesda, Maryland 20814

11. CONTROLLING OFFICE NAME AND ADDRESS 12. REPORT DATE

U.S. Army Research Institute for the Behavioral February 86

and Social Sciences, 5001 Eisenhower Avenue, 13. NUMBER OF PAGES

Alexandria, VA 22333-5600 49

14. MONITORING AGENCY NAME & ADDRESS(If different from Controlling Office) I5. SECURITY CLASS. (of this report)

Unclassified

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Approved for public release; distribution unlimited.

17. DISTRIBUTION STAT A4ENT (of the abatract entered In Block 20, If different from Report)

IS. SUPPLEMENTARY NOTES

William W. Haythorn, contracting officer's representative

19. KEY WORDS (Continue on reveree aide If nceesaa.y and Identify by block number)

"Leadership

Job Analysis

Job Dimensions and Competency Requirements

0 20. ABSTRACT (Conlus a revqrse sv It neew yi ard Idetlily by block number)

The objective of this research note is to identify non-technical leadership

job dimensions and the assorted competencies needed for commissioned and noncommissioned officers. In order to meet this objective, the note develops a

comprehensive job analysis data base for the description of Army leadershiprelated job tasks. The leadersilip knowledge, skills, abilities, and other characteristics (KSAOs) associated with successful performance were determined in

order to develop a comprehensive model of generic job dimensions and skill

requirements.

DDO FORM

JAD N " 147 EDITION OF I NOV 65 IS OBSOLETE UNCLASSIFIED

SECURITY CLASSIFICATION OF THIS PAGE (When Data Entered)

I..
9 S

TABLE OF CONTENTS

Page

INTRODUCTION ........................ ............ 1

Research on Job Dimensions and Competency Requirements ......... 3

Overview of theRemediation Effort ...............................

. PROCEDURES ......................................................... 6

Literature Search ......... ....... ................................ 6

Development of Survey Instruments ........... .............. 7

Data Collection ............................ 9

Data Analysis ......... ........... 18

RESULTS .............................. . . .................... ... .20

Officer Task Data ............................................... 20

NCO Task Data ................................................ . 20

CONCLUSIONS ........................ .. .... ............ 2....21

REFERENCES ........................................................ 22

APPENDIX A: Final Officer Task List ........... A-1

APPENDIX B: Final Noncommissioned Officer Task List ............. B-1

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+S.. . .....

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LIST OF TABLES

Pag~e

1. Panels of Officer, Ft. Lewis .................................. 10

2. Panels of NCOs, Ft. Lewis ..................................... 12

3. USASMA Task Lists ................................ . ..... ...... 14

4. Officer Sample, Ft. Polk ................................... 015

5. The Degree to Which the Task Lists Cover the

Leadership Aspects of Selected Positions - Commissioned Officers ................................. 16

6. NCO Sample, Ft. Polk ......... ..... ...............

7. The Degree to Which the Task Lists Cover the

Leadership Aspects of Selected Positions - Noncommissioned Officers ........... ..... .................... 19

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I NTRODUCTION

S&Commissioned Army officers receive formal leadership training from

various schools in the Army educational system as they advance in grade

and experience. In fact, leadership training often begins prior to

commissioning, either at West Point, Reserve Officer Training Corps

(ROTC), or in Officer Candidate School (OCS). Leadership courses are

*. included in the curricula of the Officer Basic Course (OBC) attended

soon after commissioning. Located at branch schools, OBC is designed to

prepare officers to serve in the qrade of lieutenant and to fill company

grade positions. The Officer Advanced Course (OAC) is attended after

three and one-half to six years of commissioned service. This course is

also taught at branch schools and is designed to prepare an officer to

serve in staff positions up to division level and to command a company

size unit. The Combined Arms and Services Staff School (CAS 3 ) course

will soon be attended by all officers who have seven to nine years of

commissioned service. It is taught through a combination of correspondence courses and resident instruction at the school located at Ft.

Leavenworth, Kansas. CAS 3 is designed to prepare all officers to serve

on division and corps level staffs. The Command and General Staff

College (CGSC) course is for selected officers with between 11 and 15

years of commissioned service. It is designed to prepare officers to

command battalions and to serve on brigade, division, and corps

staffs. Finally, the Senior Service College (SSC) course is offered at

either the Army War College (AWC), or its equivalent, to selected officers who have served between 17 and 22 years. It is designed to prepare

the officer to fill senior staff positions in both the Army and the

National Defense establishment.

Noncommissioned officers are also afforded leadership training

throuqhout their careers. Noncommissioned officers are provided an

opportunity to attend the Primary Noncommissioned Officer Course (PNOC -

combat arms) or the Primary Technical Course (PTC - other than combat

*• arms) and the Basic Noncommissioned Officer Course (BNOC - combat arms)

or the Basic Technical Course (BTC - other than combat arms). Enlisted
persons in grades E4 and E5 attend the non-MOS specific PNOC course, a

field-oriented course built around basic soldier skills and tasks. It

is designed to develop leadership abilities required by small units in

various field situations. Noncommissioned officers in grades E5 and E5

(promotable) may attend the BNOC, which is designed to develop skilllevel-3 weapons systems and equipment experts who can train subordinates

to maintain, operate, and employ weapons and equipment. Noncommissioned

officers in grades E6 and E6 (promotable) in all MOSs are eligible to

attend the Advanced Noncommissioned Officer Course (ANOC) designed to

develop the supervisory skills and knowledge needed to perform the duties of platoon sergeant or to assume comparable responsibilities. The

Senior Noncommissioned Officer Course (SNOC) is open to first sergeant

designees (E7s) and to first sergeants (E8s) who have been in their job

for less than one year, and provides training in the most critical tasks

of the first sergeant position. Finally, the Sergeants Major Academy

trains E8s and E9s for positions of highest noncommissioned officer V.-;

responsibility throughout the Army and Defense establishment.

In recent years, the Army has recognized the need to coordinate

leadership training, both for commissioned and noncommissioned officers;

the Center for Army Leadership has been given this responsibility. The

effort includes identification of the specific leadership skills and

* competencies required at each of the various grade levels from sergeant

through colonel. While it is postulated that there is a set of "generic skills" required for effective leader performance, which remain

the same or are at least similar from level to level, the profile of

generic skills (i.e., which skills are most critical) for the different

levels nay not be identical. As the profile changes among grade levels,

the training that individuals receive for their roles at higher grade

levels could be based on these identified needs. This would provide

progressive development in leadership skills, with each course and/or

assignment serving as a foundation for the requirements of the next

level. Such training could be expected to provide minimum repetition and

maximum job-level specificity.

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Variations in skill requirements from level to level are not only a

result of differing magnitudes of resources available, but also of

qualitative changes in the problem solving processes required at the

various levels. It should be possible to develop a taxonomy for Army

leader development by examining the progression of duties and problem

solving processes required from grade level to grade level in terms not

only of the specific skills needed by incumbents, but also in terms of

the generic leadership skills and their contribution to more general

problem-solving processes. Thus, the major objective of this research

was to identify the non-technical leadership job functions and associated competencies needed at different organizational levels.

Research on Job Dimensions and Competency Requireme;ts

"A substantial amount of work has already been performed at company

grade levels for both commissioned officers (officers) and noncommissioned officers (NCOs) relative to non-technical leadership job func-

• •tions and associated competencies. The present research effort attempted to extend this work to more senior officer levels and to encompass NCOs within a total model that can serve as the basis for development of leader assessment and training packages and as a guide to manSagement of a total leader development system. In order to meet these

* objectives, the present research sought to accomplish the following:

,> * Develop a comprehensive job analysis data base for selected

duties and positions, and develop more general functional

leadership job performance dimensions (JPDs).

* Determine empirically the leadership knowledges, skills, abilities and other characteristics (KSAOs) associated with successful

performance of the previously determined job dimensions.

. Develop a comprehensive leader development model that specifies

"generic job dimensions and competencies or generic skill re-

*' quirements relevant to officer and NCO positions at specified

levels, and compare the characteristics of these job dimensions

and competencies within and between duty positions/grade levels.

V

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The following duty positions were included in the research:

Department of the Army Staff Officer (06, 05)

Brigade Commander (06)

Battalion Commander Division Staff Officer (05, 04)

Brigade Staff Officer (04, 03)

Company Commander (03)

Battalion Staff Officer (04, 03, 02)

Platoon Leader (01, 02)

First Sergeant (E8)

Master Sergeant (E8)

Platoon Sergeant (E7)

Sergeant First Class (E7)

Squad Leader (E6)

Staff Sergeant (E6)

Fire Team Leader (E5)

Sergeant (E5)

Overview of the Remediation Effort

The Statement of Work for Contract MDA-903-83-C-0062 specifies that

job analysis research is required for jobs at the more senior levels for

commissioned officers and that "The (existing) data for noncommissioned

officers will prove adequate for the present purpose." It was assumed

that job analysis work underway in U.S. Army, Europe (USAREUR) and the

"Continental United States (CONUS) covering NCO positions would provide

the necessary data base for identifying the competencies or generic

"skills associated with NCO functions. However, the work being done in

USAREUR and CONUS on NCO job functions was not completed in time for

utilization in this project. Therefore, it was necessary to find other

sources of task data for NCOs and to verify the task lists for both

officers and NCOs to determine the adequacy of the data base before the

development of job performance dimensions (JPDs) commenced. The current

project was concerned only with common, non-technical leadership tasks

A and hence contbon, non-technical leadership JPDs. By definition, a JPD

is a cluster of work-related tasks which together describe an aspect,

portion, or dimension of a job. The major purpose of the task lists was

"a' 4

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........................ . .. . . . ..

b. . . . . . . . . . . . . . . . . . . . . '' 5 . . . . . .
to provide a rational basis for development of the JPDs. This report

"will describe the sources of job analysis data and the procedures used

to revise, update, clarify, and verify this data for use as the basis

for developing JPDs.

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PROCEDURES

Literature Search

Extensive prior research provided a wealth of job task data for

grades E5 through E8 and 01 through 06. Hebein, Kaplan, Miller,

Olmstead, and Sharon (1984) identified leadership tasks, skills, and

functions performed by NCOs in USAREUR. The Soldier Support CenterNational Capital Region maintains lists of tasks (Comprehensive Occupa-

"tional Data Analysis Programs (CODAP), 1981, 1982) performed by all

skill levels. While these lists are not limited either to tasks involving leadership or to those performed only by NCOs, they do include both

of these categories. Army Field Manual No. 22-600-20, The Noncommissioned Officer Guide (1980), discusses the primary duties or tasks of

"the NCO.

Batia and Kaplan (1981) extrapolated a list of NCO non-MOS specific

leadership tasks for platoon sergeants, section leaders and squad leaders from a list of similar tasks for first sergeants developed by the

U.S. Army Sergeants Major Academy. It was that list which ultimately

-. • provided the core of NCO leadership tasks utilized in this research. The

list was expanded to include E5 tasks as well as tasks for all NCO

grades from the other sources described above. Details of this expanO sion will be discussed in a later section of this report.

Sources for leadership tasks performed by officers were even more

plentiful than were those for NCOs. Buchanan, Layton, and Schaefer

(1978) performed a management study at the company level in which they

listed the management or leadership duties performed by officers assigned to companies. Stewart, Christie, and Jacobs (1976) identified

the leadership tasks performed by company commanders in a USAREUR research project. HumRRO Division #4 reported on a study performed in

1970 to identify the knowledges and skills (many of which were tasks)

needed by Operations and training and by Logistics Staff Officers to

. successfully carry out their duties. Tasks performed by all principal

staff officers at the division, brigade, and battalion level were

reported by Baker (1970). In order to design a curriculum for the

new Combined Arms and Services Staff School, the new faculty conducted a survey to learn which tasks performed by majors serving in staff
positions; this list was published in 1982. Korotkin, Hadley, Davis,

and Marsh (1976) reported on a set of duty modules with supporting tasks

for five branches for officers in grades 01 through 06. Thie tasks,

"which were verified and listed in a task data bank, were not limited to

those pertaining to leadership but were those common across branches for

various duty positions.

The Review of Education and Training for Officers (RETO) per:;c-,rmed

in 1978 expanded the earlier work of Korotkin et al. to widen the list

of duty modules to include all officer duty positions. As a ;',-•.ut of

the RETO study, the recommendation to continue the developm&-r.c of duty

modules until all branches and all officer duty positions ;-ere included

was modified and implemented to the extent that the Soldier Support

Center-National Capital Region, which already had the mission of maintaining a CODAP task data bank for enlisted persons, was given the additional mission to create a CODAP task data bank for all officer

positions. While not yet complete, these CODAP task lists for officers

in grades 01 through 06 were made available for this research. The

Korotkin et al. task data bank became the vehicle for constructing a

leadership task list for officers.

Development of Survey Instruments

Officer task instruments. A task list survey instrument for officers was developed as follows:

The 1,648 tasks contained in the 161 officer duty modules compiled

for ARI in earlier research (Hadley, 1979) were scrutinized by a subject

matter expert (SME) to extract all tasks involving leadership with some

cormonality across branches, but not technical in nature. The first

rtentative list to be verified by incumbents contained 285 leadership

tasks selected from the ARI duty modules.

The 104 duty modules developed by the RETO study group were next ex-

* anmined by the SME to extract additional coiauon, non-technical leadersnip

"tasks that did not duplicate tasks already compiled from the ARI "duty

module" task data bank. Seventeen new tasks were added to the tevtative

list as a result of this step.

7
Finally, the CODAP task lists of common tasks for field grade and

company grade officers were examined by the SME to find additional

common, non-technical leadership tasks not already found in the other

sources for inclusion in the tentative comprehensive task list. Sixteen

tasks for company grade officers and 72 tasks for field grade officers

were added to the tentative list of leadership tasks.

Three members of the research staff, including the SME, reviewed

this tentative list of 390 tasks to eliminate redundancies and combining

tasks, where appropriate, to achieve a common level of specificity. The

panel was able to reduce the number of leadership tasks to 183, which

were divided into 112 tasks thought to be common across officer grade

levels, 66 tasks thought to be unique to field grade officers, and five

tasks thought to be unique to company grade officers.

Three separate survey instruments for officers were prepared. The

first contained only the 66 tasks thought to pertain exclusively to

field grade officers, the second contained the five tasks thoi ht to

pertain only to company grade officers, and the third instrument listed

those 112 tasks thought to apply to all officer grade levels. Instruc-

-* tions were prepared for the moderator who was to discuss these tentative

"lists with SMEs in the field, together with an outline of the procedures

to be followed by panelists and an explanation with examples of what is

meant by a leadership-related task.

NCO task instruments. Concurrent with the development of the task

list and survey instrument for officers by the contractor, ARI was

developing a tentative list of common, non-technical, leadership-related

tasks for NCOs in grades E5 through E7. Two associates of the COTR and

an SME provided by the contractor analyzed the results of a test of

methodologies conducted at Ft. Devens, Massachusetts, and combined, reworded, added and eliminated leadership tasks which had been extracted

from the CODAP lists of common tasks for grades ES, E6, and E7, retaining separate lists by grade levels. The resultant tasks were typed

on individual cards, and a set of six card stacks were prepared, one for

each grade level. The E5 card stack contained 284 tasks, the E6 stack

188 tasks, and the El stack 180 tasks. Instructions were prepared for

8

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the staff member who was to collect data and a separate set of instructions was prepared for each incumbent who was to participate as a panel

member in the field verification.

Data Collection

Officer task data from Ft. Lewis, Washington. The tentative lists

of common, non-technical leadership related tasks for officers were

addressed by six panels of incumbents at Ft. Lewis, Washington. The

composition of the six panels is shown in Table 1.

Followinq an explanation of the purpose of convening the panel by a

member of the research team, each panelist briefly outlined his/her

principal duties. A second member of the research team recorded these

duties. Panelists were told that following a detailed examination of

the task list, the list of duties presented orally by them would be

examined to determine whether all facets of the job were covered by the

written task list in front of them.

The panel then discussed each of the 183 tasks on the three task

lists to determine its applicability, commonality, and correct

wording. Redundancies were noted, and closely related tasks were combined where appropriate. Following this discussion of the task lists,

the notes taken during each panelist's outline of the duties associated

*I with his/her position were read and each panelist was asked whether the

task lists adequately covered the non-technical, leadership-related

parts of the job. As a result of these discussions, 38 tasks were

deleted from the list of tasks common across grade levels; one task was

moved from the unique-to-field-grade list to the unique-to-company-grade

list; five tasks were moved from the common-across-grade-levels list to

the uni que-t3-company-grade list, 22 tasks were added to the common task

list based on the recommendations of panelists; and 11 tasks were reS.04 worded or combined into others. The task list emerging from these

discussions contained 156 tasks for officers in grades 0-1 through 0-

6. The research staff retained a code that would identify the origin of

each task (from a list unique to certain officer grades or common across

grades) but the former three lists were combined into a single task list

following the visit to Ft. Lewis.

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Table 1

* Panels of Officers, Ft. Lewis

Panel # Grade Duty Position

1 0-6 Infantry Brigade Commander

1 0-5 Deputy DISCOM Commande2 0-2 Infantry Brigade Si

2 0-4 Infantry Brigade S2

S2 0-4 Infantry Brigade S3

2 0-3 DISCOM S4

3 0-5 infantry Battalion Commander

3 0-5 Artillery Battalion Commander

44 3 0-4 Infantry Brigade Executive

Officer

4 0-2 Infantry Battalion Si

4 0-3 Infantry Battalion S3

4 0-3 Tank Battalion S3

4 0-2 Support Battalion S2/S3

;.5 0-3 Infantry Headquarters and

Support Company Commander

5 0-3 Infantry Headquarters

A Company Commander

5 0-3 Rifle Company Commander

5 0-3 Tank Company Commander

5 0-3 Artillery Service Battery

Commander

0-3 Artillery Headquarters

Battery Commander

6 0-2 TOW Platoon Leader

6 0-1 Rifle Platoon Leader

6 0-2 Field Artillery Targeting Officer

6 0-1 Rifle Platoon Leader

6 0-2 Field Artillery Brigade

Support Officer

10

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NCO task data from Ft. Lewis, Washington. The stacks of task cards

for NCOs were addressed by six panels of NCOs at Ft. Lewis, Washington,

as shown in Table 2.

One panel of E8 incumbents and one panel of E7 incumbents sorted the

stacks of task cards applicable to each grade level, E5 through E7,

according to the criteria of importance, frequency, and level of difficulty, with a five-point rating soale for each criterion and recorded

their results on an answer sheet provided.

Analysis of the NCO data collected at Ft. Lewis failed to reveal any

selection pattern among panelists. This result can be attributed partly

to the composition of the review panels, which were predominately maintenance, finance, military police and medicine. In addition, the CODAP

common tasks from which the tasks were extracted tended to be more tech4 nical and more specific than the common leadership tasks developed for

4 USASMA. A decision was made to develop a new set of task lists for NCOs

based on the USASMA lists already addressed by three successive panels

of incumbents and SMEs, and at about the same status relative to verification as the officer task lists following the visit to Ft. Lewis.

The USASM;'-, task lists had been developed initially for tasks per-

'• Formed by first sergeants. Then tasks performed by platoon sergeants,

:4: section sergeants, and squad leaders had been extrapolated by a SME and

the lists subjected to scrutiny by a series of SMEs. A military expert

on the contractor's research staff screened the tasks on the CODAP

IV p -intouts for each NCO grade, and compared the list with the USASMA

list for that same grade. Any tasks on the CODAP printout but not on

"the USASMA task lists, and which appeared to have merit, were added to

the USSMA lists. The USASMA task list for squad leaders (E6) was expanded to incluae tasks for assistant squad leaders (E5). Any tasks

picked up in this maniner were examined to see whether an appropriate

task should be extrapolated for other NCO levels. The reverse proc-

* esa was •sed develop the USASMA task lists: a first sergeant's, platoon

sergeant's and section sergeant's tasks might be extrapolated from a

11
Table 2

Panels of NCOs, FT. Lewis

Grade Level

of Task List

Panel # Grade Duty Position Addressed

1 E-7 Chief, Control Section E-7

. E-7 Chief, Finance section E-7

I E-7 Chief, POL Section E-7

I E-7 Platoon Sergeant E-7

1 E-7 Operations Sergeant E-7

2 E-7 NCOIC DX Activity E-6

2 E-7 Treatment PH Sergeant E-6

2 E-7 Engineer Platoon Sergeant E-6

2 E-7 Medical Company Technician E-6

3 E-7 Aircraft Maintenance Platoon Sergeant E-5

3 E-7 Transportation Platoon Sergeant E-5

3 E-7 Law Enforcement Command S-3 Sergeant E-5

"3 E-7 Correctional Custody Facility First E-5

Sergeant

4 E-3 NCOIC Military Pay Section E-7

4 E-8 First Sergeant, Finance Unit E-7

4 E-8 Operations Sergeant, Construction E-7

Engineering Battalion

4 E-8 Assistant Operations Sergeant, E-7

Maintenance Battalion

5 E-8 Maintenance Control Sergeant E-6

5 E-8 Operations Sergeant, Medical Battalion E-6

5 E-8 Food Service Supervisor E-6

5 E-8 Operations Sergeant, Maintenance E-6

Battalion

6 E-8 First Sergeant, Maintenance Battalion E-5

6 E-8 S2/S3 Section Sergeant, Maintenance E-5

Battalion

6 E-8 Provost Sergeant, Correctional Facility E-5

12
squad leader's task picked up from the CODAP task list. The same result

might occur from picking up a section sergeant's or platoon sergeant's

task from the CODAP task list. Simultaneously, the SME attempted to

eliminate redundancy, achieve similar specificity of statement, and

combine closely related tasks. As a result of this process

additions/deletions were made in the USASMA task lists (Table 3).

Officer task data from Ft. Polk, Louisiana. Fifty-nine officers

stationed at Ft. Polk addressed the non-technical leadership-related

task list for officers. The characterization of the officer sample is

shown in Table 4.

Respondents were given task lists reflecting the results of the Ft.

Lewis panel discussions, containing 156 leadership-related tasks. They

were requested to read through the list of tasks, mark all tasks applicable to their curre;it duty position, indicate the percentage of their

non-technical leadership tasks covered by the list, and list any tasks

that should be added.

Table 5 reflects the coverage of !ladership tasks afforded by the

officer task list. Respondents recommended that 38 tasks be added to

the consolidated list of officer leadership tasks.

NCO task data from Ft. Polk, Louisiana. As shown in Table 6, 46

NCOs completed questionnaires listing the non-MOS specific leader tasks

"performed by NCOs in grades E5 through E8.

Like the officers, NCOs were assembled in a theater. Unlike the

officers, they were given lists containing only those tasks from the amended USASMA lists applying to their own grade; they were not given

consolidated lists of tasks for all NCO grades. They were, however,

"given an additional list of those tasks applicable to first sergeants

(ES) since the task lists for Els, E6s, and ESs rated those tasks as

"Not Applicable" in many cases to their grade. Respondents read through

the list of tasks, marking all tasks applying to their current position,

,'• indicating the percentage of their non-MOS specific leadership tasks

covered by the list, and listing any tasks that should be added. In

addition, E7, E6, and E5 respondents were instructed to turn to the

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Table 4

Officer Sample, Ft. Polk

Number of Duty Number of Type of Number of

Grade Officers Position Officers Duty Officers

06 2 Command 33 Combat 29

05 9 Staff 26 Combat Support 14

04 7 TOTAL 59 Combat Service

Support 16

03 22 TOTAL 59

"02 12

01 7

TOTAL 59

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Table 6

NCO Sample, Ft. Polk

Number of Duty Number of Type of N,:mber of

Grade Incumbents Position Incumbents Duty Incumbents

E-8 12 Command 27 Combat 12

Supporta

E-7 12 Staff 19 Combat Support 15

E-6 5 TOTAL 46 Combat Service 13

Support

E-5 17 Unknown 6

TOTAL 46 TOTAL 46

aComm•and support positions for NCOs are construed to be those of ist

Sergeant, Platoon Sergeant, Squad Leader, or Fire Team Leader or their

equivalent as contrasted with a supervisory position in a staff section.

17

'o.4
first sergeant's task list each time the term "Not Applicable" appeared

beside a task number on their list. They were to read the first sergeant's task bearing the same number, to see if they agreed that the

task did not apply to them. If they agreed, they did nothing. If they

did not agree, they were to circle that task number on their own task

list.

Table 7 reflects the NCO evaluation of degree of coverage of nonMOS-specific leadership tasks afforded by the amended USASMA task list

for various grade levels. Only one NCO listed any additional tasks; he

suggested five tasks be added to the list to make it more comprehensive.

Data Analysis

Officer task data. An analysis was made of the responses by offi-

*1 cers to the survey conducted at Ft. Polk. At least four officers responded positively to each of the 156 tasks on the officer task list.

The 22 tasks receiving a relatively small positive response were examined individually to determine the reason for the small participation by

incumbents. All 22 tasks were somewhat esoteric (e.g., #7, "Perform

"appellate functions for Article 15 appeals"), but were important enough

for those who do perform the task to warrant their retention on the

list. No tasks were deleted as a result of the analysis. However, 19

tasks labeled "field grade only" were changed to the "common" category,

two tasks were changed from "field grade only" to "company grade only," and five tasks in the "company grade only" category were moved into the

"common" category.

NCO task data. The survey instruments completed by NCO incumbents

were analyzed following the collection effort at Ft. Polk. If no more

than one respondent in a grade level indicated that a task was applicable to his/her position, the task was deleted from the list for that

grade. If two or more respondents in a grade level indicated that a

task on their own task list or on the first sergeant's task list was

performed by them, the task was retained or added for that grade. As a

result of this procedure, no tasks were added or deleted from the E8 task list; 17 tasks were added and no tasks were deleted from the E7

tasklist; 15 tasks were added and 35 tasks were deleted from the E6 task

list; and 30 tasks were added and two were deleted from the E5 list.

18
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19
RESULTS

Following the field verification and analysis of the lists of

2 common, non-technical , leadership tasks for officers and of non-MOSspecific leader tasks for NCOs, a panel of experts was convened to

consider the additional tasks recommended by incumbents for inclusion in

the tasks l ists and further refine the task 1lists based on their own

judgment. The panel was composed of six retired Army colonels--four

from combat arms, one from ccmbat support, and one from combat seivice

support--and two psychologists on the research team.

2' Officer Task Data

Panelists reviewed each task on the consolidated list for officers. They divided some tasks into two or more tasks combined some into

a single task by rewording, eliminated some tasks because of redundancy,

and added 20 tasks recommended by incumbents who had been surveyed at

Ft. Polk. The final leadership task list for officers containing 163

separate tasks is presented in Appendix A.

NCO Task Data

The task lists for N.COs remained separate through field verification: one each for E8s, E7s, E6s, and E5s, to preserve compatability

*with the USASMA list from which they were derived. Prior to being

addressed by the SME panel, the four separate task lists were combined

into a single list. The SME panel that had already examined the task

list for officers next addressed the combined list of NCO tasks. Of the

~1 ~ 304 tasks on the USASMA list, 88 were deleted by rewording and combining

into other similar or related tasks. One task was added by the SME

panel from the list of five recommendations of an incumbent, resulting

in a total of 217 tasks on the final task list presented in Appendix B.

02

•,-,20

,,.: ,,a

a- . *. **

a.* . " .*i•.
4.1

CONCLUS IONS

Although the population was relatively small for both officers and

NCOs, the analysis of the data collected tended to confirm the validity

of the task lists. This confirmation was weakest for first lieutenants

'in staff positions and second lieutenants in the position of platoon

leader for officers, and for master sergeants and sergeancs (E5) in

staff positions and Platoon Sergeants, Section Sergeants and Squad

Leaders in command support positions for NCOs.

At least some of the low incumbent ratings were due to misinterpretation of the question: "What percentage of your non-technical leadership tasks are covered by this list?" At least three respondents are

known to have added the number of tasks which they had circled on the

list and divided by the total number of tasks on the list. It is assumed that other respondents interpreted the question in a similar

fashion. It can also be assumed that due to inexperience, second lieutenants and sergeants (E5) had greater difficulty distinguishing between

leadership and non-leadership related tasks they perform. The sources

of the task lists (ARI "Duty Modules," RETO "Duty Modules," CODAP task

lists (over 90% complete for company grade officers), the USASMA list of

non-MOS specific leader tasks for NC~s compiled in 1981, and the CODAP

* task data bank which has been in use by the Akmy for over ten years and

is periodically updated) augmented by suggested additions from survey

participants and scrutinized by a panel of experts, would hold up on

their own even without the field verification which, overall, confirmed

their validity.

21

".* i~.

,:..... † † † † † †. * U:' '*

I,*.Nt.' Nt N7 - ** .. *. . .. * 3⁄4 ~ ' ' '
REFERENCES

Baker, R. A. (1970). Combat job requirements for principal staff personnel: Division, brigade, and battalion (December). Alexandria,

VA: Human Resources Research Organization.

Batia, S., & Kaplan, A. (1981). 1CO non-MOS specific leader tasks

(December). Alexandria, VA: Human Resources Research Organization.

Buchanan, W. J., Layton, R. H., and Schaefer, R. L. (1978). Company

level management study. Ft. Hood, TX: 2nd Armored Division.

Combined Arms and Services Staff School. (1982). Task list - CTSB recommendations. Ft. Leavenworth, KS.

Comprehensive Occupational Data Analysis Programs. (1981). Commissioned/warrant officer company grade common tasks (JuneT.

Alexandria, VA: Soldier Support Center-National Capital Region.

41 Comprehensive Occupational Data Analysis Programs. (1981). Commissioned/warrant officer field grade common tasks (June).

Alexandria, VA: Soldier Support Center-National Capital Region.

Comprehensive Occupational Data Analysis Programs. (1982). CODAP information, E6 data (December). Alexandria, VA: Soldier Support Center-National Capital Region

Comprehensive Occupational Data Analysis Programs. (1982). CODAP infor-

"mation, E7 data (December). Alexandria, VA: Soldier Support Cen- ter-National Capital Region.

Comprehensive Occupational Data Analysis Programs. (1982). Skill level

MIX,3 1 and 2 common task list based on CODAP information (December).

Alexandria, VA: Soldier Support Center-National Capital Region.

Field Manual No. 22-600-20. (1980). The Army noncommissioned officer

guide (March). Washington, DC: Headquarters, Department of the

Army.

Hadley, H. I. (1979). Army officer duty module manual. Alexandria, VA:

U.S. Army Research Institute for the Behavioral and Social Sciences.

*.: Hebein, J., Kaplan, A., Miller, R., Olmstead, J., & Sharon, B. (1984).

NCO leadership: Tasks, skills and functions. Appendices E and F.

Alexandria, VA: Defense Technical Information Center, Defense

Logistics Agency.

FIumRRO Division #4. (1970). Knowledges and skills inventory of the S-3

operations and training and the S-4 logistics officer. Alexarhra, VA: Human Resources Research Organization.

22

I~c A.21⁄2 k. A A . . I
Korotkin, A., Hadley, H. I., Davis, W. P., & Marsh, C. N., Jr. (1976).

Management system development (Final Technical Report) (January).

Washington, D.C.: American Institutes for Research.

Review of Education and Training for Officers Board, Office of the Chief

of Staff of the Army (1978). Revised list of Army officer duty

modules (January). Washington, D.C.: Department of the Army.

Stewart, S. R., Christie, C. I., & Jacobs, T. 0. (1976). Leadership

"tasks performed by U.S. Army company commanders in Europe.

Alexandria, VA: Human Resources Research Organization.

ýN

% 23

.' 4'
VI

S ~APPENDIX A

ii• Final Officer Task List

'21

.A-I
Officer Leadership Tasks

No Code* Task Statement

1. c. Assume responsibility for performance of command and

take action to solve problems.

"2. c. Represent commander and act for him in his absence.

3. c. Review, interpret directives, orders and information.

"4. c. Apply directives, orders and information.

5. a. Appoint investigating officers, boards and members of

courts-martial.

6. c. Review and take action on findings of investigating

officers, courts and boards.

7. C. Issue formal admonitions and reprimands and exercise

authority of non-judicial punishment under UCMJ.

8. a. Perform appelate functions for Article 15 appeals.

9. c. Prefer court martial charges.

10. c. Recommend actions to be taken under the provisions of

the UCMJ.

11. c. Review complaints and suggestions and take corrective

action.

12. c. Represent superior and organization in contacts with

news media.

13. c. Schedule, plan and/or conduct appointments, conferences,

and meetings.

14. c. Prepare and present briefings.

15. c. Advise commander/staff on matters within my purview.

'*1 16. c. Plan, control, and take part in community and public

relations activities such as parades, demonstrations,

displays and civic assistance.

*Code: a. Task unique to field grade officers.

b. Task unique to company grade officers.

c. Task common to both field and company grade officers.

.,, A-2
17. c. Issue guidance, train in proper procedures, and evaluate

results.

18. c. Motivate subordinates and evaluate their job

performance.

19. c. Review studies, plans, orders, reports and

correspondence prepared by assistants and approve,

disapprove or refer to supervisor with recommendation.

20. c. Organize personnel and other resources into functional

elements to accomplish mission.

21. c. Establish time requirements for developing a master

schedule.

22. c. Establish priorities and production controls to

distribut, workload and optimize use of facilities.

23. c. Plan assignment of work to organizational elements.

24. c. Plan and allocate ADP equipment utilization time for

supported units and activities.

25. c. Interpret output of a management information system.

26. c. Operate a system for filing, retrieval, display, and

reporting of information.

27. c. Employ OR/SA methodologies such as simulation models,

statistical analyses, network portrayals, gaming and the

like for identifying solutions to complex problems.

28. a. Develop and implement management analysis methods.

29. c. Develop and implement standards of performance and

conduct.

30. c. Develop and implement procedures for work measurement

and simplification.

31. c. Make managerial studies for improved efficiency of

operation.

32. c. Develop budgets and cost estimates for overall projects

and included work packages.

33. c. Prepare directives for development and preparation of

colmmand operating program and budget, and concomitant

budget execution review.

34. c. Modify and up-date plans, schedules, and budgets on

basis of program evaluation and review.

A- 3
35. c. Develop plans, sequence key events and activities, coordinate interdependent networks and identify critical paths.

36. c. Develop personnel plans, programs and directives

Y,• concerning training, organization and manpower.

1 37. c. Develop plans, programs and directives concerning maintenance systems.

*. 

38. c. Evaluate budgetary constraints and other matters of risk and sensitivity for the decision-maker.

39. c. Conduct and review studies and surveys of organizations, manpower, space and equipment to assist in management improvements.

40. c. Design and control formats for receiving reports and statistical summaries of operations. 47. c. Prescribe and review standing operating procedures for

internal functioning.

42. c. Prepare studies, plans or correspondence for a superior.

43. c. Arrange for headquarters facilities and support services.

44. c. Establish and operate a suspense system.

45. c. Place demands upon a system for filing, retrieval, display and reporting of information,

46. c. Screen incoming correspondence and distribute for action

or information.

47. c. Report and investigate safety violations, accidents and "irregularities, and take corrective action.

48. a. Process and accommodate visitors to headquarters.

"49. b. Administer unit funds.

50. c. Authenticate orders and official correspondence.

51. c. Conduct personnel administrative programs such as decorations and awards, billeting, promotions and

separations.

52. b. Perform maintenance record administration in unit.

53. c. Initiate concept documents in concert with the TRADOC

comnunity.

A-4
54. c. Conduct concept organizational equipment and material

evaluations.

55. c. Recommend development, acquisition, rejection or

revision of concepts and associated equipment.

56. c. Attend meetings and conferences related to test concept

and evaluation and observe demonstrations and tests.

57. c. Counsel and assist subordinates on personal affairs, job

performance, professional development and disciplinary

matters.

58. c. Coordinate personnel selection and career development.

59. c. Guide personnel management operations of subordinate

personnel section or special staff.

60. c. Recommend/assign personnel to key positions.

61. c. Establish procedures for safeguarding classified

information.

N. 62. c. Arrange for health, legal and religious services.

63. c. Encourage personnel to take full advantage of

recreational facilties, Post Exchange, mess and club

services.

64. c. Conduct a reenlistment program.

65. c. Conduct race relations and equal opportunity programs.

66. c. Conduct an alcohol and drug abuse program.

67. b. Operate corrective treatment and rehabilitation program,

with aid of professional specialists, including

"counseling, training and vocational work tailored to

individual needs.

68. c. Develop and conduct crime prevention or reduction

,. •: program.

69. c. Review MP blotters, obtain pertinent information fror

other reports and sources and take appropriate action.

70. C. Determine and coordinate intelligence requirements for

combat patrols, long-range patrols, ground surveillance, "radar activity and other forms of ground reconnaissance

and surveillance.

71. c. Determine intelligence and security requirements of rear

area.

A-5
72. c. Establish procedures for local security, camouflage,

cover, concealment, dispersion and NBC protection.

73. c. Keep abreast of NBC activities in actual or simulated

combat operations and post and display NBC tactical

information.

74. c. Interpret and apply specialized tables and instruments

pertaining to delivery systems and effects of nuclear •,*'. weapons.

75. c. Inspect and evaluate facilities and activities for

counter-intelligence security.

76. b. Assess friendly and enemy activities in area of

operations for the application of PSYOP capabilities.

77. c. Plan/employ surveillance radar, sensing devices, and

"other measures to establish local security.

78. c. Develop logistic requirements for supported and/or

subordinate units and activities.

79. c. Provide logistic support for supported units and

activities.

80. c. Establish and organize special ammunition supply points,

including safety and security arrangements.

81. c. Conduct chemical combat service support operations.

82. c. Carry out nuclear weapons emergency procedures to

recover nuclear items and minimize hazards in event of

an accident.

83. c. Issue guidance for the requisitioning, movement,

storage, security and issuing of supplies.

V. 84. a. Plan, coordinate, establish and operate supply, storage

and distribution facilities.

2. 85. c. Control distribution of scarce and controlled items.

W 86. c. Operate food service facility.

-: 87. c. Plan and coordinate assignment and employment of

subordinate maintenance unit and sites and facilities -' for them.

'I 88. b. Establish and operate an office, motor pool or

comparable field facility for dispatch of vehicles and

displaying the status of vehicles.

89. c. Allocate and coordinate transportation.

.A-6
90. c. Make plans and preparations for movement of unit by rail

or ship and for its on-shore deployment and field set- •: up.

91. c. Inspect condition and verify quantities of

organizational equipment, weapons, and supplies.

92. c. Establish and spot-check inventory and stock control procedures.

"93. c. Establish safeguards against pilferage and other

hazards.

94. c. Assume responsibility for the care, security, and

maintenance of facilities, grounds, and installation

property in unit custody.

95. c. Assign maintenance priorities.

96. c. Conduct or arrange for maintenance inspections.

97. c. Establish and operate special security measures for the

security of and access to ADM and associated classified

material.

98. c. Plan/arrange for, and carry out construction,

alteration, maintenance, and repair of installation's

"physical plant and facilities.

99. c. Plan and prepare units of instruction, P01, lesson

plans, training aids and make arrangements for physical * facilities.

100. c. Coordinate instructional substance, coverage and phasing

with others concerned.

101. c. Arrange for military personnel educational

opportunities.

102. c. Formulate training goals, policies and programs.

"103. c. Conduct specialized training (ceremonies, counterintelligence, EW, NBC, etc.).

104. c. Request training areas, ranges and other training

facilities.

105. c. Request school allocations to meet needs of unit.

V 106. c. Plan and participate in ROTC summer camp training v':" activities.

107. c. Assist designated reserve component units with the

preparation and conduct of training.

A- 7
108. c. Accompany Army reserve component unit commander and

staff on inspections and assist in handling remedial

actions for surfaced problems.

109. c. Conduct physical training.

110. c. Manage range firing.

111. c. Conduct inspections to evaluate unit's performance of

mission, compliance with policies and regulations, state

of morale, discipline and readiness, and condition of

equipment and facilities.

112. c. Determine operational readiness requirements and

evaluate readiness status of unit.

113. c. Ensure unit proficiency in basic soldier skills (handto-hand combat, map reading, first aid, weaponry, drill

and ceremonies).

114. c. Plan and coordinate training exercises.

115. c. Evaluate relevant factors including mission, enemy,

terrain, and troops; reconnoiter physically or by use of

maps and photos and make an estimate of the situation.

116. c. Coordinate operations planning within staff and with

"higher, lower and supporting organizations.

117. c. Plan/recommend disposition and employment of unit.

S118. c. Issue operations order to carry out unit's mission.

119. c. Evaluate plans of subordinate units and take action to

correct deficiencies.

120. c. Evaluate operation's progress and modify orders as the

situation warrants.

121. c. Check personnel, weapons, equipment and supplies and

prepare for futher operations.

122. c. Coordinate/ensure overall security of command.

123. c. Coordinate employment of vehicles, cotmunications, and

other equi--nent for command group during field

exercises.

124. c. Arrange and control liaison with other headquarters.

125. c. Coordinate signal intelligence and sensor activities.

126. c. Coordinate logistical matters within staff and with

higher, lower, and supporting organizations.

* A-8

- . ,". .. ,..' . .. .- • .'." ,,,- - " " " - ' 'S . ' •. ""
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127. C. Coordinate explosive ordnance disposal (EGO) plans and

operations with others concerned.

128. c. Plan and coordinate actions concerning refugee handling

and control of civilian population in theater of

operations.

129. c. Coordinate/control subordinate combat service support

unit operations.

130. c. Coordinate actions with friendly units and civil

authorities.

131. c. Coordinate air defense support and observation plans

with supported unit and other fire support units.

132. c. Coordinate air-ground recognition, identification, and

forward air-control procedures.

0 133. c. Control tactical elements in motor movements and in

3⁄4 occupation, organization, preparation and improvement of

positions.

134. c. Issue guidance for establishment and operation of

headquarters command post and Tactical Operations Center

(TOC).

135. c. Establish and operate tactical operations center (TOC) .-. to include a fire support coordination center.

136. c. Reconnoiter and select observation positions, areas or

routes of responsibility and fire positions.

.J -

137. c. Determine capabilities and requirements for overall fire

support.

138. c. Develop and coordinate support plans such as fire

support, intelligence collection, nuclear employment, ,'.'.•etc.

139. c. Control employment of unit's organic fire support

weapons.

140. c. Plan for/employ nuclear rounds when authorized.

141. c. Plan tactical engineer work such as pioneering, field

fortifications, demolitions and mine laying.

142. c. Perform tactical engineering work such as pioneering,

field fortifications, demolitions and mine laying.

143. c. Determine communications requirements and capabilities

and plan for their employment.

SA-9
144. c. Train subordinate commanders how to develop/improve

morale and esprit in their units.

145. a. Supervise nuclear surety (PRP).

146. a. Plan/monitor professional association activities (AUSA,

Division Assoc., etc).

147. c. Ensure that multi-echelon training contributes toward

demonstrated competence and confidence of soldiers in

themselves, one another, their leaders and their units.

148. c. Conduct periodic assessments of status of

training/professional development of officers/noncommissioned officers and design a training program to

',. sustain strengths/overcome identified deficiencies.

149. c. Prepare dependents of Army personnel for prolonged

absences of sponsors to ensure that basic family

survival needs are established beforehand.

150. c. Develop a work climate that permits rapid development of

junior officers and non-commissioned officers, and which

"encourages the best to opt for a career in the Army.

"151. c. Resolve conflicts between subordinates.

152. a. Establish programs that serve the needs of families

within the organization.

153. c. Plan/attend social functions with peers, superiors, and

subordinates.

154. c. Participate in leadership and tactical training

seminars.

155. c. Discharge sub-standard soldiers administratively from

the Army.

156. c. Establish programs to enhance the authority of noncommissioned officers.

157. c. Conduct financial management at unit level (TUFMIS).

158. c. Conduct organizational supply and maintenance management

training (OWS and OSMS).

159. c. Praise and censure subordinates as appropriate.

160. a. Plan/coordinate/host training meetings.

161. c. Supervise an on-the-job training (OJT) program.

,., A- 10

A.-
162. c. Plan/conduct the Army Test and Evaluation Program

(ARTEP) for unit.

163. c. Maintain accountability of equipment at all times by use

of hand receipts, inventories and provision of secure

storage areas.

""-

t.

qt•°

0=

N" •
I b

'-.

S~APPENDIX B

S~Final Noncommissioned Officer Task List

",-.."

t'**-

-'4•

44* ,

'-4.

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NCO Task Lists

Yx' No Code* Task Statement

1. E8,E7,E6,E5 Insure suspenses are met.

2. E8,E7,E6,E5 Reco"rend approval/disapproval of leave and pass

requests.

3. ES,E7,E6,E5 Prepare/maintain/monitor duty rosters.

4. E8,E7,E6,E5 Review and annotate promotion eligibility roster.

5. E8,E7,E6,E5 Supervise/serve as Charge of Quarters (CQ).

6. E8,E7,E6,E5 Maintain/monitor bulletin board.

"7. E8,E7,E6,E5 Receive/monitor and route correspondence.

8. E8,E7,E6,E5 Answer/refer inquiries concerning personnel actions.

9. E8,E7,E6 Monitor/analyze contents of communications (correspon-

•'. dence, messages, directives, etc.) for action to be

taken.

10. EB,E7,E6,ES Conduct both formal and informal counseling sessions and

prepare and maintain counseling records.

11. E8,E7,E6,E5 Review/monitor/report and correct unit Personnel Information Roster.

12. E8,E7,E6,E5 Answer/refer pay inquiries from service members.

13. E8,E7,E6,E5 Supervise the inprocessing/outprocessing of personnel.

14. E8,E7,E6,E5 Initiate administrative action on AWOL soldiers.

15. E8,E7,E6,E5 Conduct personnel asset inventory with commander.

16. E8,E7,E6,E5 Prepare/maintain unit alert roster.

17. E8,E7,E6,E5 Control unit personnel visiting Personnel Actions Center

(PAC).

18. E8,E7,E6,F5 Screen Leave and Earnings Statement (LES) for potential

. pay problems.

*Code: Grades to which tasks apply are based on a survey of 12-E8s, 12-E7s,

V 5-E6s, and 17-ESs. None of the ESs in the survey sample were from the combat

arms. In all cases where tasks are applicable to grade E5, they should

probably be assumed to apply to grade E6 as well.

B-2
19. E8,E7,E6,E5 Maintain unit standing operating procedures (SOP), e.g.,

draft changes and corrections and pcst.

20. E8,E7,E6,E5 Prepare and maintain status reports, boards and

charts.

21. E8,E7,E6,E5 Consolidate/prepare recurring reports.

22. E8,E7,E6,E5 Prepare military correspondence (draft, assemble, check

content, format, accuracy, etc.).

23. E7,E6,E5 Brief subordinates on precautions for using high voltage

equipment and treat casualties for shock and burns, if

required.

"24. E8,ET,E6,E5 Develop inspection checklists.

25. ES,E7,E6,E5 Supervise/use the functional files maintained at the

unit.

26. E8,E7,E5 Monitor fund drive collections.

27. E8,E7,E5 Prepare sick slips (DA Form 689).

- 28. E8,E7 Supervise/contribute to preparation of daily staff

journal/unit historical report.

29. E8,E7,E6,E5 Initiate/monitor requests for orders.

30. E8,E7,E6,E5 Prepare assigned area for inspection and assist

commander in the conduct of inspections. Record

*l inspection results.

31. E8,E7,E6,E5 Maintain special activities calendar.

32. E8,E7,E6,E5 Recommend individuals for personnel actions (promotion,

reassignment, reduction, flagging action, etc.).

33. E8,E7 Supervise unit clerk.

34. E8,E7 Check log of incoming/outgoing correspondence to PAC.

"35. E8,E7,E6,E5 Monitor/maintain suggestion program.

36. E8,E7,E6,E5 Supervise requisition/maintenance of publications and

blank forms.

37. E8,E7,E6,E5 Supervise maintenance of limited military publications

library.

38. E8,E7,E6 Supervise transmittal of documents to Finance (leaves,

allotment, pay elections, etc.).

B-3
39. E8,E7,E6 Supervise/prepare and maintain reading files.

40. E8,E7,E6 Supervise maintenance of leave control log.

"41. E8 Supervise unit mailroom operations.

42. E8 Supervise the preparation and maintenance of SlDPERS

"transactions, records, and reports.

43. E8 Supervise preparation and maintenance of Personnel Data

"Cards (DA Form 2475-2).

"44. E8,E7,E6 Prepare After-Action Reports.

45. E8,E7 Conduct a fire prevention program to include SOPs,

drills, firefighting equipment.

46. E8,E7 Draft messages (DD Fcrm 173).

47. E8,E7,E6,E5 Conduct meetings (briefings, discussions, seminars,

* etc.).

48. E8,E7,E6,E5 Participate in meetings (staff, commander, council, promotion boards, courts martial, etc.).

49. E8,E7,E6,E5 Check area of responsibility and equipment for unsafe

condition/fire hazards and correct/report unsafe

conditions/safety violations.

50. E8,E7 Evaluate/monitor effectiveness of troop mess facility

(sanitation, food preparation, etc.).

51. E8,E7,E6,E5 Evaluate effectiveness of unit supply (economy,

accountability, etc.).

52. E8,E7,E6,E5 Arrange for transportation of personnel and equipment.

53. E8,E7,E6,E5 Monitor the requisitioning, use and return of protective

clothing and safety gear.

54. E8,E7,E6,E5 Monitor/coordinate resupply operations.

, 55. E8,E7,E6,E5 Determine supply requirements.

56. E8,E7,E6,E5 Counsel soldier on the procedure he/she must follow to

be relieved from pecuniary liability.

h 57. E8,E7,E6,E5 Review and make recommendations regarding reports of

survey and statements of charges.

58. E8,E7,E6,E5 Control/monitor equipment usage.

59. E8,E7,E6,E5 Conduct physical inventories (installed property,

equipment, supplies, ammunition, etc.).

VI

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,.. , ..
60. E8,E7,E6,E5 Conduct/monitor inventory of absentees' personal effects

"and military equipment.

61. E8,E7,E6,E5 Inspect basic loads.

62. EB,E7,E6,E5 Maintain hand receipts.

63. E8,E7,E6,E5 Monitor ration records and reports.

64. E8,E7,E6,E5 Enforce standards of military discipline, courtesy, and

dress.

65. E8,E7,E6,E5 Monitor troop health and welfare and advise superior of

problem areas.

66. E8,E7,E6,E5 Determine projects and details for extra duty

"p ersonnel

67. E8,E7,E6,E5 Brief newly assigned personnel on mission and

policies.

68. E8,E7,E6,E5 Recommend judicial (courts martial) and non-judicial

(Article 15) action to commander.

69. E8,E7,E6,E5 Visit personnel in hospital/confinement.

70. E8,E7,E6,E5 Recommend and initiate non-punitive (letters of

reprimand, admonishment, etc.) disciplinary measures.

71. E8,E7,E6,E5 Protect the rights of an accused or suspected

individual.

S72. E8,E7,E6,E5 Explain local laws, regulations, customs, and civilianmilitary relations (e.g., Status of Forces Agreement,

city status, off-limit establishments, etc.) to

personnel.

"73. E8,E7,E6,E5 Inspect individual and organizational equipment for

serviceability.

74. E8,E7,E6,E5 Review/prepare/forward accident reports.

75. E8,E7,E6,ES Assist in development of junior officers.

*1 76. E8,E7,E6,E5 Recommend pretrial confinement.

S 77. E8,E7,E6,E5 Train/form and march unit for drill and ceremonies.

78. E8,E7,E6 Plan/coordinate ceremonies.

79. E8,E7 Prepare and post summary of non-judicial punishment

.N. administered Form (DA Form 3743R) on bulletin board.

B-5
80. ES,E7 Monitor administrative preparation of record of

proceedings under Article 15, UCMJ.

81. E8,E7,E6,E5 Plan/organize unit recreation activities.

82. E8,E7,E6,E5 Research manual for courts martial.

"83. E8,E7,E6,E5 Monitor Unit Fund Council meetings and functions.

84. EB,E7,E6,E5 Determine or assist commander to determine criteria for

probable cause for search and seizure.

85. E8,E7 Supervise the preparation of sworn/unsworn statements.

86. E8,E7,E6,E5 Supervise occupation and restoration of bivouac area.

87. E8,E7,E6,E5 Supervise local area security.

"88. E8,E7,E6,E5 Implement tactical cover and deception plans (noise,

light, litter discipline, camouflage, etc.).

89. E8,E7,E6,E5 Organize/supervise the MUAA/IUA (trains) area.

90. E8,E7,E6 Direct coordination and preparation of advance party.

91. E8,E7,E6,E5 Train for or erect/inspect/repair field

fortifications.

92. E8,E7,E6,E5 Plan/implement field sanitation activities.

93. E8,E7,E6,E5 Evaluate operations orders for impact on unit

capabilities.

S94. E8,E7 Plan command post (CP) general location.

95. E8,E7 Prepare/monitor unit tactical feeding plan.

"96. EB,E7,E6,E5 Decontaminate equipment.

97. E8,E7,E6,E5 Monitor use of unit radio during NBC

survey/monitoring.

98. E8,E7,E6,E5 Train for/conduct tactical ground movements.

*1 99. E8,E7,E6,E5 Prepare loading plans and spot check loaded vehicle for

compliance with vehicle loading plans.

100. E8,E7,E6,E5 Supervise handling of prisoners of war and refugees.

101. E8,E7,E6,E5 Develop, implement, and monitor human relations

program.

-$. 102. E8,E7,E6,E5 Support and coordinate post/community details.

G-6

LN **.*
"103. E8,E7,E6,E5 Instruct personnel on standards, traditions, and

division of duties in Army.

104. E8,E7,E6,E5 Monitor guard mounts and guard performance, instruct

personnel on guard duties, conduct guard mount, post and

inspect sentinels.

105. E8,E7,E6,E5 Counsel and assist personnel with personal problems.

106. E8,E7,E6,E5 Recommend approval/disapproval of personnel actions (DA

Form 4187).

107. E8,E7,E6,E5 Evaluate and counsel military personnel on job

performance (good or bad).

108. E8,E7,E6,E5 Counsel/assist personnel concerning personnel actions.

109. E8,E7,E6,E5 Prepare EER/SEER and review for accuracy and

completeness.

110. E8,E7,E6,E5 Make appointments for enlisted personnel (medical,

chaplain, IG, AER, etc.).

111. E8,E7,E6,E5 Recommend personnel for administrative elimination.

112. E8,E7,E6,E5 Recommend personnel for special/additional duties.

113. E8,E7,E6,E5 Recommend duty assignment and changes in utilization of

personnel.

114. E8,E7 Review/correct unit manning report.

115. E8,E7,E6,E5 Monitor/implement/supervise unit weight control

program.

116. E8,E7 Supervise the unit enlisted sponsorship program.

117. E8,E7,E6,E5 Counsel personnel on SQT (e.g., preparation, scoring,

importance, etc.).

118. E8,E7,E6 Prepare/review enlisted personnel rating scheme.

411 f9. E8,E7 Recommend personnel for MOS reclassification.

120. E8,E7,E6,E5 Provide input to TOE/TDA changes.

. *121. E8,E7,E6,E5 Write/provide input for recommendations for

awards/decorations and monitor program.

122. E8,E7,E6,E5 Prepare/review military personnel job descriptions.

123. E8,E7,E6,E5 Write letters of welcome to newly assigned personnel.

"124. E8,E7,E6 Provide input to manpower survey documentation.

B-7
-. %

m 125. E8,E7,E6,E5 Establish work priorities and distribute workloads.

126. E8 Prepare/review civilian evaluation reports..

127. E8,E7,E6,E5 Promote understanding and compliance with orders.

128. E8,E7,E6,E5 Talk to dependent wives, husbands (requests, NEO

procedures, etc.).

129. E8,E7,E6 Provide personnel services.

130. E8,E7,E6,E5 Apply motivational (rewards and punishments)

techniques.

131. E8,E7,E6 Supervise/monitor conduct of counseling in the unit.

132. E8,E7,E6,E5 Assist/counsel in career planning and personal

development.

133. E8,E7,E6 Conduct NCO calls.

134. E7,E6,E5 Instruct personnel in combat patrol techniques.

135. E8,E7,E6,E5 Recommend personnel to attend service schools/additional

for specialized training.

136. E8,E7,E6,E5 Provide input to training schedules.

-, 137. E8,E7,E6,E5 Plan/provide input for unit NCO training.

* 138. E8,E7,E6,E5 Develop/supervise/conduct physical fitness

training/program.

139. EB,E7,E6,E5 Monitor subordinates' attainment of DA minimum civilian

education goals.

.1 140. E8,E7,E6,E5 Instruct NCO's on relationship between soldiers'

manuals, SQT's, and ARTEP's.

141. E8,E7,E6,E5 Critique deficiency of enlisted instructors.

142. E8,E7,E6,E5 Evaluate training effectiveness to determine if

commanders' training objectives are met.

143. E8,E7,E6,E5 Implement/conduct training to correct individual/unit

deficiencies.

144. E8,E7,E6,ES Supervise/conduct training rehearsals and both classroom

"and outdoor/field type training.

"145. E8,E7,E6,ES Designate personnel to attend unit training.

146. E8,E7,E6,E5 Review training performance objectives.

B-8
147. E8,E7,E6,E5 Provide input to unit Master Training Forecast.

148. E8,E7,E6,E5 Organize/monitor/implement unit SQT study program.

149. E8,E7,E6,E5 Plan use of available training time.

- 150. E8,E7,E6,E5 Plan, coordinate, and supervise/conduct unit and

individual training.

151. E8,E7,E6,E5 Establish performance objectives based on commander's

and SQT training guidance.

152. E8,E7,E6,E5 Instruct subordinates in the basic military skills,

e.g., firing and maintenance of TOE weapons, map reading, first aid, communications, etc.).

153. E8,E7,E6,E5 Designate and train enlisted training instructors.

154. E8,E7,E6,E5 Determine and coordinate required support for

['1 training.

155. E8 Determine priorities of tasks selected for training in

unit.

156. E8,E7,E6,E5 Draft/review a training outline.

157. E8,E7,E6,E5 Implement an on-the-job (OJT) training program.

158. E8,E7,E6,E5 Incorporate multi-echelon collective training in

training program (e.g., concurrent training).

159. E8,E7,E6,E5 Conduct training briefings.

160. E8,E7,E6,E5 Record results of training.

161. E8,E7,E6,E5 Inspect unit buildings and grounds.

162. E8,E7,E6,E5 Supervise and monitor cleaning and lubrication of

equipment.

163. E8,E7,E6,E5 Instruct personnel in vehicle operator maintenance

techniques and spot check vehicles for preventive

maintenance indicators.

-A 164. E8,E7,E6,E5 Check/monitor unit vehicles, equipment, and area for

hazardous/unsafe conditions and correct/report safety

program violations.

165. E8,E7,E6,E5 Spot check/monitor vehicle trip tickets and dispatch records.

166. E8,E7,E6,E5 Supervise/monitor personnel performing preventive *, maintenance.

B-.9
167. E8,E7,E6,E5 Review operational readiness status of unit vehicles and

equipment.

168. E8,E7,E6,E5 Establish maintenance priorities.

169. E7,E6,E5 Review maintenance/repair work assignments and prepare

work schedules.

170. E7,E6,E5 Initiate Equipment Improvement Recommendations (EIR).

171. E7,E6,E5 Prepare both serviceable and unserviceable equipment for

turn-in and initiate requests for issue/turn-in.

172. E8,E7,E6,E5 Review/revise maintenance SOPs, inspection checklists,

modification work orders (MWOs), records, logbooks, and

prepare inspection reports.

173. E7,E6 Process maintenance/calibration requests/work orders and

coordinate workload with supporting unit.

174. E8,E7,E6,E5 Install, maintain, regulate and operate/supervise

operation of generators.

175. ES,E7,E6,E5 Correct/report security violations.

176. E8,E7,E6,E5 Supervise/monitor key control.

177. E8,E7,E6,E5 Insure personally owned high dollar value items are

registered by serial number.

178. E8,E7,E6 Handle the receipt, storing, access, and destruction of

classified materials in accordance with regulations.

179. E8,E7,E6,E5 Insure that privately owned weapons are secured in

accordance with local directives.

180. E8,E7,E6,E5 Safeguard "for official use only" and other classified

material.

181. E8,E7,E6,E5 Conduct physical security inspections and determine unit

physical security requirements.

182. E8,E7 Prepare/maintain/review security access roster.

183. E8,E7,E6,E5 Conduct arms room inspections and inventories of

• anmmunition.

184. E8,E7 Recommend suspension/revocation of security

clearances.

185. E8,E7,E6,E5 Collect/report information of potential intelligence

value.

q~B- 10

I k
186. E8,E7,E6, Conduct unit physical security training.

187. E8,E7,E6,E5 Implement/enforce unit comnmunications security procedures.

188. E8,E7,E6,E5 Develop and enforce unit safety program.

189. E8 Establish and operate field ration mess.

190. E8,E7,E6,E5 Emplace/recover or supervise the emplacement and

recovery of field expedient warning devices.

191. E8,E7 Supervise establishment and operations of a unit motor

pool.

192. E8,E7,E6,E5 Evacuate/supervise evacuation of sick and injured to aid

station.

193. E8,E7,E6,E5 Train for/establish a tactical bivouac.

194. EB,E7,E6,E5 Train for/conduct rear area protection operations.

195. E8,E7,E6,E5 Train for/conduct civil disturbance operations.

196. E8,E7,E6,E5 Disseminate intelligence and weather data to

subordinates and support elements.

197. E8,E7,E6,E5 Train for/establish observation and listening posts.

* g198. E7,E6,E5 Train for/conduct day and night surveillance.

199. E8,E7,E6 Train for/occupy and secure company CP.

200. E8,E7,E6,E5 'Train for/assist in site reconnaissance, selection and

improvement. ,201. E,E7,E6,E5 Supervise operations in an EW environment.

202. E8,E7,E6,E5 Supervise operations in an NBC environment.

203. E8,E7,E6,E5 Train for/implement/supervise unit defensive posture.

204. E8,E7,E6,E5 Train for/identify opposing force (OPFOR) weapons and

*i equipment.

205. E8 Develop plan for medical support.

206. E8,E6 Prepare operations estimate.

207. E8,E7,E6 Request/provide/supervise provision of PLL to elements

at worksite.

208. E7,E6,E5 Train in range estimation and adjustment of fire.

B-il

~ý g- '5
209. E8,E7,E6,E5 Train for/supervise/Implement response to air/ground

attack.

210. E8,E7,E6,E5 Treat/supervise the treating of drinking water.

211. E8,E7,E6,E5 Provide/insure laundry exchange.

212. E8,E7,E6 Perform command and liaison visits.

213. E8,E7,E6,E5 Train/organize for combat operations.

214. E8,E7,E6 Implement and monitor Personnel Reliability Program

(PRP).

215. E8,E7,E6,E5 Instruct members of crew served weapons and vehicles in

the operation and maintenance of their equipment.

216. E8 Train and certify personnel for NBC weapons logistical

movement.

217. E8,E7,E6,E5 Monitor energy conservation program.

WI.

B -12

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