- AMERICAN INST FOR RESEAC WASHINGTON oC F/6 5/I ARMY OFFICER DUTY MODULE MANUAL. CU) OCT 75 H I NADLEY DAHCI9-75-C-OO6

UNCLASSIFIED ARI-RN-79"31 NL

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Research Note 79-31 ' l

ARMY OFFICER DUTY MODULE MANUAL

)Harry I. Hadley

American Institutes for Research

LEADERSHIP AND MANAGEMENT TECHNICAL AREA

It2Dh1Af l

U. S. Army

Research Institute for the Behavioral and Social Sciences

October 1975

Approved for public release; distribution unlimited.

(reprinted Decemb" 1979 )
c,-z.

U. S. ARMY RESEARCH INSTITUTE

FOR THE BEHAVIORAL AND SOCIAL SCIENCES

A Field Operating Agency under the Jurisdiction of the

Deputy Chief of Staff for Personnel

FRANKLIN A. HART

JOSEPH ZEIDNER Colonel, US Army

Technical Director Commander

Research accomplished

for the Department of the Army

American Institutes for Research

NOTICES

OISTRIBUTION Primary distribution of this report has ben made by ARI. Please address correspondence

concerning distribution of reports to: U. S. Army Research Institute for the Behaioral and Social Sciences.

ATTN: PERI-TP, 5001 Eisenhower Avenue, Alexandria, Virginia 22333.

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FINAL DISPOSITION: This report may be destroyed when it is no longer needed. Please do not return it to

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

NOTE The findings in this report are not to be construed as an official Department of the Army position,

unless so designated by Other authorized documents.
Unclassified

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I. SUPPLEMENTARY NOTES

Research monitored technically by Francis F. Medland, ARI

19. KEY WORDS (Continue on reverse side It neceea en ed Identify by block number)

Officer Personnel Management Systems (OPMS), Job content description,

Duty Modules, Armor Branch

20. A"rlTq ACT m Ieem It m Ma h meIdeit by block nmber)

A unique personnel management system concept, the Duty Module, clusters

tasks together statistically and logically so that jobs can be represented in

a more specific manner than an MOS and with greater simplicity than task

descriptions. This manual explains the steps already taken in developing duty

modules and indicates the procedures for describing jobs in the rest of the

Army branches, as well as procedures for reviewing and updating a duty module

system.

DO JA 1473 or ow, meSISOUmLETE Unclassified

SECUMrY CLASSIrICATION OF THIS PAGE (Whn Date zirs [ _/ ,-
A complete set of Duty Module and Job Description material assembled

by the Army Research Institute for the Behavioral and Social Sciences

(All) to support a number of R&D efforts consists of the following nine

volumes:

1. Army Officer Duty Nodule Manual. ARl Research Note 79-31, October

1975.

2. Duty Nodule Methodology for Officer Career Management System Development: Catalogue of Army Officer Duty Modules. AR Research Note 79-32,

October 1975. AoC/ ,

3. Duty Module Methodology for Officer Career Management System Developr sent:j Task Data Bank Index. ARI Research Note 79-33, November 1975.

4. Duty Module Methodology for Officer Career Management System Development: Task Data Bank, Task List. ARI Research Note 79-34, October 1975.

,/ 5. Results of Field Survey to Evaluate an Experimental Set of Officer

Duty Modules. ARI kesearch Note 79-35, January 1974.

6. Development of Criteria Dimensions for Evaluation of Performance and

Career Development of Entry-Level Officers, ARI Research Note 79-36,

November 1974.

%:47. Duty Module Relationship to Training and Experience Requirements in

Career Development and Alternate Specialty Selections. ARl Research Note

79-37, February 1975.

Design and Validation of Additional Duty Modules for Engineer and

Ordnance Officer Positions, ARI Research Note 79-38, February 1975.

p5[9. Duty Module Methodology for Officer Career Management System Development, ARI Research Note 79-39, January 1976.

The set of duty modules and job descriptions contained in these nine

volumes was developed by the American Institutes for Research (AIR) to

meet a requirement for job information in an AR research contract being

executed by Educational Testing Service (ETS). This contract was part

of the ARI research program on Career Progression (Information) Systems.

These duty modules, developed for use in a career information system,

have proved to be highly valuable for meeting a number of other research

and developmental objectives.

The duty module concept evolved from interactions between the American

Institutes for Research (AIR) and U. S. Army Research Institute for the

Behavioral and Social Sciences (ARI). These interactions emerged from

the AIR "Taxonomy" contract which was originally initiated and supported
by the Defense Advanced Research Projects Agency (DARPA). At the time

monitorship of that contract was transferred from Air Force to Army,

ARI was given the responsibility for redirecting the effort from an

emphasis on experimental psychology principles to the field of personnel

psychology. ARI proposed the development of a job taxonomy, based

on a component of a duty position assignable to a single individual.

This component could be considered as a building block for job reengineering, useful for constructing TDA's or TO&E's, for tracking

career progression of individuals, and for providing career information

to Army personnel. It was hoped that such a job component would

provide a common language as a basis for combining manpower requirements

and resources, with the integration of training and career progression,

into a single self-consistent operating system. AIR, continuing under

contract supervision by ARI, developed this concept further and began

referring to these job components as duty modules.

The reader is particularly urged to note that these duty modules

were not specifically developed for use in developing or evaluating

either school programs of instruction (POI) or the achievement of OJT

objectives.

Current ARI research efforts are modifying and evaluating the

duty module concept in order to provide a job component measure that is

appropriate for use as a data element of a Training Information Feedback

System (TIFS). The final form of this data element will reflect a

greater concern for criticality of tasks and for the feasibility of

defining criterion referenced standards corresponding to these tasks.

... ....
ARMY OFFICER DUTY MODULE MANUAL

Introduction

a. Development of the officer Duty Module concept.

The U.S. Army has developed an experimental system to improve

communication among personnel resource planners, personnel assignment

officers and manning table designers, and to facilitate the development

of a common data bank of information on officer jobs. This new system

has modular work activity descriptions that are Based upon clusters of

tasks. These task clusters have been given the.name "Duty Modules".

An example of a Duty Module is shown in Inclosure 1, Appendix A. Whtile

the concept is adaptable to other large organizations and to jobs held

by civilian and enlisted personnel as well as officers, development of

the system to date has been directed toward support of the. Army's officer

Corps generally, and particularly, the Officer Personnel Management

System (OPMS).

A Duty Module, as the term is used herein, is a codifiable

cluster of related tasks that tend to go together, occupationally and

organizationally, in meaningful ways. In terms of relative size, a Duty

Module is thought of as being smaller than an MOS and larger than a

single task statement. To be useful in personnel management, each. task

cluster, oe Duty Module, must be a coherent, distinctive and relatively

self-contained segment of a significant work activity. By and large,

each Duty Module should be applicable to a number of different duty positions and a wide variety of personnel. Properly composed and standardized

Duty Modules become usable as "plug-in" units, like building blocks, for

describing Job requirements of manning table positions and qualifications

and capabilities of personnel in a common language. To a far greater degree

than either officer MOS or single task statements, Duty Modules also show

the full interrelationship among jobs, including both the similarities and

the differences.

The Duty Modules developed to date have been built up primarily

from detailed field job analysis .of representative positions filled by
Infantry, Armor, Quartermaster, Engineer, and Ordnance officers. The

positions analyzed were in Grades 0-1 through 0-6 and in a wide variety

of field and DA units.

b. Applications of Duty Modules in officer personnel management.

When fully developed, a complete set of officer Duty Modules

offer almost unlimited possibilities for improving the efficiency and

'efficacy of the Officer Personnel Management System. If Job requirements

and personnel qualifications were stated in terms of interrelated Duty

Modules, that is, if manning table positions were coded in terms of Duty

Modules and officer personnel skills, knowledges, abilities, and job

experience were coded in like terms, almost all personnel programs could

b e significantly improved. Programs such as selection for school,

assignment of personnel to duty, design of officer training courses,

performance appraisal, determining promotion potential, classification

of positions, and officer career management could be improved. For

example, requisitions currently tend to be annotated with requirements

that are so specific that they do not allow for the flexibility needed in

carrying on the officer assignment project, while officer qualifications

.are often stated in such general terms that they do not fully allow for

meaningful selection of officers. The use of Duty Modules on manning

tables would tend to improve the statement of realistic job requirements,

while the use of the same Duty Modules to earmark the officer would tend

to make an individual officer's skills more usable and more valuable.

Likewise, the existence of a common language, in the form of Duty Modules,

could improve and make most personnel actions fairer to the individual and

more efficient for the Army.

These improvements, however, await the completion of the balance

of Duty Modules necessary to cover the whole Army officer corps, and the

Jobs that these officers fill. To date, only a representative sample of

positions that Infantry, Armor, Quartermaster, Engineer, and Ordnance

officers fill have been analyzed and converted to Duty Modules. Other

officer Branch positions such as Field Artillery, Signal, Military Police,

Adjutant General, etc. are yet to be covered. In addition, a small sample

of positions were studied in eacth of the original 47 OPMS Specialty Areas

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to test the applicability of the concept to a wide variety of specialties.

It is probable that coverage in these OPMS Specialties is insufficient

for operational use. It is certain that many Branches, such as Field

Artillery and Adjutant General, have not been surveyed in any systematic

way and need to be analyzed before anything approaching a complete set

of officer Duty Modules can be developed and put into operation. A

listing of Duty Modules developed to date is shown in Inclosure 2,

Appendix A by title and broad functional area. The full catalog of Duty

Modules developed to date are contained in Reference 13.

c. Purpose and Scope of Manual.

The purpose of this manual is to explain the steps that have

been taken in developing the Duty Modules so far produced, and integrating them into the basics of an operational system, and to indicate the

procedures necessary to complete the coverage of the rest of the Army.

Additionally, procedures necessary to review and update the Duty Modules

system, once basic coverage is completed, are provided.

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SECTION I

Dterminlng Job Requirements Through Job Analysis

a. General.

Well over half the Army's budget expenditures go to the personnel

and training areas. In the future, this proportion may go even higher,

and improving personnel and training programs may become even more important than in the past.

The majority of programs in both military personnel management

and military training are anchored in what are called job requirements.

The concept of job requirements comes directly from the Army's stated

mission, and from the expression of this mission in numerous, detailed

tables of organization and tables of distribution. In both the personnel

and training systems the method employed to gather relevant facts concerning the requirements of the jobs in various units is called job analysis,

or sometimes erroneously, task analysis. Strictly speaking, task. analysis

is a product of job analysis not the process of analyzing jobs, but the. two

terms are often used interchangeably. In job analysis the work activity .

required by a position is broken down into task statements, and the skills,

knowledges, and abilities and other qualifications required for successful

performance of the job are recorded. The task statements and the qualifications needed are then combined into what is called a job schedule.

Job data can then be grouped in various ways depending on the use to-wkich

the job analysis material is to be put.

Since the scope and inclusiveness of job analysis can vary

widely depending on the use to which the material will be put, many types

and kinds of job analysis may. be on-going at any one time in an organization

as large as the Army. For example, extremely detailed job analysis may be

conducted to determine training curricula for an occupational training

course. A more general type of job analysis may be conducted to classify

positions which may be associated with a piece of new equipment. And, an

even less specific type of job analysis could be conducted to select personnel to attend a new career course or a civilian college. Whether job

4

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data gathered for a specific purpose or program has utility in another

program or for another purpose must be decided on an individual basis by

the program manager. Generally speaking, a program of multiDurpose job

analysis (in which the needs of all users are satisfied) is not feasible.

Reference 5 in Appendix B discusses this problem more fully. In any case,

if job data in suitable form and detail and of recent compilation are

available, as is usually the case, a program of job analysis must be set

up.

b. Selecting and Training Job Analysts.

Job analysts must be thoroughly familiar with the Army, particularly its organization and mission. In addition they need to be familiar

with, but need not be expert in, the job area in which the analysis is to

take place. They must have a good ability to interview job incumbents and

write up work activity in clear, concise language. For analyzing officer

jobs, it is highly preferable that Army officers, either active duty or

retired be used. While this would appear to bring about a Uigher manpower

cost, the higher output per man day resulting from the use of officers

usually negates any original cost disadvantage. The selection and training of the job analysts used to produce the current officer Duty Modules

is fully explained in Reference 5, Appendix B. Reference 5 also shows

the actual results of specific field job analysis on selected Infantry

and Quartermaster jobs.

Normally, about a one-week training course is needed for wellselected potential job analysts. There are a variety of methods for

teaching job analysis. A particularly good method is fully explained In

References 10, 11, and 12, which give specific training procedures for

Functional Job Analysis. As most new job analysts have difficulty in

mastering the use of action verbs to express specific wor. activities, it

is well to secure copies of Reference 16 for their use. These definitions

of action verbs, compiled by the U.S. Navy, are extremely helpful to the

new analyst.

The form used to gather job analysis data for the current

officer Duty Modules is shown at Inclosure 3, Appendix A. ThIs form is a

• a 5..
modified version of the basic Functional Job Analysis CJAI referred to

above, and was found to be widely useful and capable of eliciting the job

requirements data needed to formulate duty modules. At Inclosure 4,

Appendix A, is an interview guide sheet to assist the new job analyst in

gathering information about officer duties and tasks. These forms are

fundamental to analyst training.

c. Selecting Representative Units, Positions, and Incumbents.

The selection of the proper number and Und of positions to

represent an area of jobs under study depends in large part on the type of

area. If a whole Officer Branch such as Field Artillery or an entire large

OPMS Specialty, such as Combat Comunications-Electronics is to be undertaken, a sample of at least 100 positions may be found to be necessary to

portray the full range of differing positions and grades. If a smaller

Branch such as Finance or a less diverse OPMS Special Area such as Aviation

Materiel Management is to be studied, a sample of 50 positions, or even

less, may be adequate. In either case, it is best to obtain a list of

positions which represent the job area to be studied from experts in the.

field. These can be found in the applicable Army Service School or the

concerned officer assignment section in the Military Personnel Center at

DA. The basic, uncut list of positions should exemplify the full range

and diversity of jobs in the area under study, and should indicate all grades

In which a position is authorized.

Once the basic job list is compiled, units in whict the positions

exist in reasonable numbers should be listed opposite each position. The

units then should be studied to determine whicL are doing a normal, representative mission; which. are as fully staffed as possible; and which are

readily available to the job analyst without placing undue burden on the

unit. From the gross list of representative positions and units, the job

analysis program manager should then select as many positions, grades, and

units as his job analysis budget will allow. A trained job analyst should

be able to average a job interview and writeup each work day, not counting

travel time, time spent in entering and clearing a post, and time spent

briefing the local commanding officer and other interested officers.

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Selecting an individual incumbent for a position where more than

one officer is performing an identical job should be left to the Job

analyst on the spot, who can consult with the unit commander to arrange the

best incumbent possible. From the point of view of the job analysis,

neither the best officer nor the poorest officer should be interviewed, but

one who performs at the mid-level. From the viewpoint of the unit, often

.the most available officer will be suggested. While it is generally not

necessary to use up the time of the most essential officer in the unit,

it is absolutely necessary that the incumbent chosen be fully knowledgeable of the position requirements, have had at least six months experience

on the job in a variety of different unit postures or commitments, and

have sufficient verbal skills to express the intricacies of the job and its

requirements in relatively untechnical language.

The procedures used for selecting positions, units, and incumbents

and for determining sample size for job areas already covered by officer

Duty Modules are portrayed in detail in References 5 and 8.

d. Conducting Field Job Analysis.

Field job analysis can be conducted at any time for wkich- clearance to visit a desired unit can be obtained. It is preferable to reacha

unit after it has finished such phases as maneuvers and battalion tests,

and avoid units when they are in such stages or in last minute preparation

for them. Officer job analysts can be scheduled in and out of units as

individuals, and do not need group effort or field supervision. Individual

arrangements for entering and clearing a post, briefing concerned officers,

and scheduling interviews are usually best left to the job analyst who can

accommodate himself to the wishes and problems of the unit commander.

It is necessary, however, that the job analyst have in his possession a

letter that authorizes his presence, explains the program, and has been

sent through appropriate channels to the concerned unit. If at all possible,

the job analyst should interview an incumbent and write up the job the same

day. Experience has shown that in no case should the analyst try and do up

four or five interviews before writing up the individual jobs. Job interview notes, taken in the haste of an interview, have a tendency to get cold

and meaningless rather rapidly unless transcribed onto the finished form

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with dispatch. Trips of over two or three weeks are usually undesirable

as it results in the analyst trying to handle too many Jobs of too great a

variety in too short a period.

All field Job analysis schedules should be reviewed by a competent professional job analyst. Review should be done to insure clarity,

specificity in use of language, completeness of the forms, and overall

value of the job information. Review of job schedules should be accomplished umediately after the job analyst turns his work. in so that any

nqeded corrections or modifications can be made while the job is still

"fresh" in the mind and notes of the analyst, ot the incumbent, in case

it is necessary to recontact him. Both the analyst and the reviewer should

record their opinions as to the value and validity of the job schedule so

that it can subsequently receive more or less weight in the formulation of

task statements and Duty Modules.

e. Recording and Filing of Job Schedules.

The job schedule reviewer or the job analysis program manager

should register in all job schedules and code them for filing either under

the tOS which covers the job or other position designation being used. This

allows for checking the coverage to ascertain if an appropriate spread of

jobs by MOS and grade is being secured. A form which. has been found useful

for recording in job schedules as they pass review is shown at Inclosure 5,

Appendix A.

Decidtng when positron coverage ts'sufficient is largely a matter

of judgment. If a position exists in a wide spread of grades and units,

then at least one job schedule in each grade should be secured, and alternate

job schedules secured in units where there is reason to believe the joh

may vary considerable. For example, in MOS 7010, Engineer Staff Officer,

it was found desirable to get job schedules for each. of the grades of

Lieutenant, Captain, Major, Lieutenant Colonel, and Colonel, and to get

supplementary schedules for the grades of Major and Lieutenant Colonel in

widely different Engineer units. If forced to restrict the amount of

coverage, generally the most valuable coverage in the officer area is obtained in Jobs graded Captain, Major, and Lieutenant Colonel, omitting the

8
Lieutenant positions which tend to be overspecialized or largely assistant

functions, and the Colonel jobs where the requirements may be largely

managerial.

Any serious gaps in the desired coverage during the direct

observation-Interview phase of the field job analysis should be carefully

noted by the project manager so that the shortcomings can be taken into

account during the verification phase which will be discussed in a subsequent section.

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SECTION II

OestQning and Drafting Job Content Modules

a. Analyzing Field Job Schedules and Task Writing.

If the field job analysis has been done in a proper manner, and

high quality job schedules are available, the formulation of job content

mqdules is a relatively straightforward task. Task statements, suitable

for use in the job content modules will be found to exist in the detail

of duties and tasks contained In the job schedules. These tasks can be

clustered into a draft Duty Module based primarily on occupational

similarity and to a lesser extent on organizational association. The

clustering of tasks can be done by job analysts assisted by subject matter

experts on an empirical basis or, if sufficient assignment data in the job

area are available on computer tapes, an obverse cluster system can be

employed. The obverse cluster system of task grouping is based on the

probability that the tasks will be assigned to the same person on the job,

and is more fully explained in Reference 17. If assignment data are not

available in computerized form, however, task clustering can be satisfactorily accomplished by a knowledgeable, experienced group.

It should be born in mind that tasks need to be clustered both.

vertically and horizontally. Vertical clustering is inherent in the

Duty Module form itself (see Inclosure 1). It is apparent that all job

content module tasks need to be written at the "journeyman" or "doer"

level, e.g., "Prepare SOP for survey unit operations". It Is obvious that

at different vertical levels, usually expressed by grade in the manning

table, an individual could be assisting in this task, doing this task by

himself, supervising the person doing the task, or directing that the task

be done by others as as part of a broader function. All of these possibilities are provided for by the columns on the right hand side of the

Duty Module form. A Colonel in charge of survey operations would check

that he directs this task to be done; a Lieutenant Colonel might check that

he supervises the preparation of SOPs as part of his staff function; a

Major on the same staff might check that he both. supervises and rewrites

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SOPs for survey operations; a Captain might check that he writes an SOP

for survey operations of his unit; and a Lieutenant might check that he

assists in the preparation of survey SOPs by gathering and forwarding

data to the unit commander. This vertical task clustering is an example

of the modularity of the tasks in the job content modules. The same task

applies basically to a hierarchy of personnel, and the varying action

taken is accounted for by the right hand columns without having to write

five separate tasks.

Horizontal task clustering is more difficult, and a considerable

amount of experience and job knowledge is necessary. Essentially, it is

a process of combining or consolidating tasks which are sufficiently related, occupationally and organizationally, that they can be performed by

the same individual without extensive additional training. An example may

serve to clarify the point. Take the task quoted above: "Prepare SOP for

survey unit operations". SOPs are written for combat, communications,

operations, intelligence, logistics, and many other types of unit operations.

If the group of job analysts and subject matter experts decide that all SOP

writing can be done by an individual qualified to write any SOP without

extensive additional training, then the task would be written: "Prepare

SOP for unit operations". If the group decides that an individual must be

trained in engineering survey operations to be able to write an engineering

survey unit SOP, then the task would be written: "Prepare SOP for engineer-,

Ing survey unit operations". If, after thorough consideration, the group

decides that an individual who can write SOPs for engineering survey units

could also write SOPs for other survey units Csuch as Artillery Survey Unitsl

but not for unrelated units, then the task would be written as originally

quoted.

Each task prepared must be considered to determine whether it is

unique to a single job in a single unit, common to a number of jobs in the

same unit which are in the job hierarchy, and common to a number of other

jobs in other related units. The wider the applicability of a task, and.in

turn a job content module, the more modular It becomes.

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b. Examining Other Material Relevant to Job Requirements.

Unless the group preparing the Job content modules is highly

knowledgeable in the subject matter of the area in which they are working,

it is desirable that material collateral to the JoBL analyses should be

examined. Such material can include technical manuals, training literature, manning tables, doctrinal plans, assignment records, equipment

specifications, and related staff studies. Collateral material Is extremely useful in helping to decide how broadly a task, and the combination of tasks making up a job content module can be stretched, both vertically and horizintally. A basic set of procedures for formulating and

editing task statements is contained in Reference 12 and another for

combining them into larger entities such as job content modules is explained in Reference 4.

c. Criteria for Formulating Job Content Modules

There is no single set of fixed criteria by which. all job content modules can be judged. The Army is so complex an organization, and

the officer corps so filled with personnel who have been selected and

trained for their adaptability, that the number of factors which come into

play on job assignments and unit missions and the amount of variance in

these factors prohibits the use of any inflexible standards. The preparation of high quality Duty Modules is still an art as opposed to a hard

science.

Nevertheless, rules and broad guidelines to assist the module

writer can be stated, and will prove useful if it Is kept in mind that

they are not universal guages which will fit all situations encountered in

officer personnel management. Within this context, the following guidelines can be useful in the complex process of formulating job content modules

out of Job analysis task data.

1. Each Job content module must be meaningful to the personnel

who will be using it; the trainers, the assignment officers,

the manning table makers, etc.

2. A job content module should be as independent as possible of

.other modules. It should not require additional explanatory

material to differentiate it from other modules or to explain

its meaning.

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3. A job content module should be of reasonable length, generally

not more than one page. Most of the modules written to date

(see Reference 13) contain between 10 and 20 task statements.

Less tasks than 10 usually indicates that the module can be

combined successfully with another. More than 20 tasks

usually indicates that the module is so broad that it breaks

naturally into submodules which begin to be treated separately.

4. Job content modules must be written to cover all regular

duties of a position or group of positions. However, additional duties which many junior officers perform and which_ are

not necessarily associated with a particular position Ce.g., Savings Bond Officer, Range Officer, Voting Officer, etc.) need

not be included in the modules.

5. The key to the significant skills involved in a job content

module is in the selection of a specific action verb for each.

task statement and for the overall module. Vague, generalized language such as "is responsible for" should be avoided.

6. Avoid using verbs whkch show level of skill rather than action

taken. Verbs such. as "directs", "supervises", and "assists"

are column headings on the Duty Module form and indicate the

level of skill to be checked by various job incumbents. They

are not appropriate for the task statements themselves.

7. Generally, do not write modules which have tasks crossing

over major Army functions such as combat, supply, administration, and intelligence. Modules which have a combination of

dissimilar functions lose their modularity, or "plug-in" value for use with a variety of positions. Most positions will

need more than one module to adequately describe the duties

performed and skills required.

8. Use technical job language and standard abbreviations to the

extent that they are understood and accepted by informed

military personnel who are not necessarily experts in narrow

job areas.

9. It is not necessary that a position incumbent must perform all tais--' in a module before it applies to his position. On

the other hand, if a position only requires one or two of the

tasks in a 15 task module, it is doubtful that it should be

used to classify that position.

10. A good rule of thumb as to the amount of training time needed

before a task cannot be added to a module but must go into 

a new module is the amount of OJT or school training needed to

teach the task. If it takes more than 20-30 days OJT or

school training for a job incumbent who can perform the first

12 tasks of a module to learn the 13th task being considered,

it is probable that a new module should be started or the

task should be combined with a different module.

* 

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k
SECTION III

Field Verification of Draft Duty Modules

a. General.

The material that a job analyst gathers from a Job incumbent in

a field unit regarding his job or from an engineer who is designing a new

piece of equipment is basic to the formulation of Duty Modules. However,

as the job analyst seldom interviews more than one or two incumbents in

a single position, the information he secures is often.biased by the

uniqueness of that particular incumbent, his unit, and that particular

location. The resulting modules which are formulated from these data,

called job content modules, are subject to the same bias and need to be

checked against other incumbents in other units who hold the same position.

This process is called field verification and results in turning the job

content modules into full fledged Duty Modules useable Army-wide.

b. Selecting a Field Verification Job Sample.

Contrary to field job analysis which is conducted on-the-spot in

the field, field verification is conducted from a central location and

questionnaires are mailed out to job incumbents in a variety of units

throughout the Army. The number of incumbents surveyed can vary considerably based upon the incidence of that position in the troop basis and the

number of qualified job incumbents available for survey., It should be

understood that a position is considered to be a single line on a manning

table, not an MOS. Thus, Infantry Light Weapons Platoon Leader in the

grade of First Lieutenant is a position, while Infantry Unit Commander,

MOS 1542, is an MOS which covers a variety of positions in a variety of

grades. The process of field verification is one in which positions with

the same titles, but in different units, are checked to determine if the

job content modules need to be modified. Occasionally, particularly in

TDA units, the same position will have the identical grade and MOS but

have a slightly different title, e.g., in one unit a position may be called

"Deputy Director of Education" and in another unit "Assistant Director of

Education". In cases such as these the position should be considered as

identical for field verification purposes.

- 14-
The number of field positions needed for verification of the Job

content module or modules which have been prepared to describe the position

is a matter of judgment. As a general rule, a minimum of three identical

positions should be surveyed in different units to verify the Job content

modules. However, where more positions exist in units that will be surveyed anyway, it is desirable to increase the number of field verifications

to five or even ten. Where a large segment of the Army is being surveyed,

such as a major Branch, it may be desirable to select representative units

of that Branch, and then survey all officer personnel in those units.

This will insure that the original set of positions selected in the field

job analysis is revalidated, and that the job content modules do, indeed,

cover the duties and tasks of the officers of that Branch.

If possible, a minimum of three identical or similar units in

different locations, or in a different state of readiness, should be

selected. Their manning table or tables should then be examined and compared with the manning table of the unit in which the field job analysis

was done to select eithedthose partfdblar positions that are desired,

or to prepare a list of all officer positions that are available for survey. Care should be taken that positions with identical titles, but

different grades, are treated as separate positions.

c. Application of Job Content Modules to Job Incumbents.

After the positions for the field verification survey are selected,

a package of one or more job content modules needed to correctly describe

the position should be assembled for each planned job incumbent. The

different job content modules selected will be based primarily on the results of the original field Job analysis, i.e., those modules which were

written up based on the field interviews. However, it should be kept in

mind that many positions contain duties that are common to other, seemingly

dissimilar, positions, and that these duties have been described in job

content modules developed in previous work, and are already contained in

the data bank.

It is apparent from the above that a fairly good knowledge of the

positions and units being surveyed, and of the Duty Modules already in the

data bank, are necessary to comp4le a set of Duty Modules for a particular

- 15 -

[
position. An examination of Inclosure 6 brings out this point; it is part

of a package used to verify the position of Tank Platoon Leader. It can

be seen that five job content modules were selected to cover the position.

Of these five, the first three, O-A-10, O-A-11, and O-E-1 cover duties

and tasks which are common to a greater or lesser extent to the position

of all platoon leaders throughout the Army as they deal with normal company

level administration, training, and equipment maintenance. The last two

Job content modules, O-U-1 and O-U-6, are specific to the duties and

tasks of Infantry and Armor platoon leaders, and would not be included in

a survey of other platoon leaders such as those of truck platoons.

After the proper job content modules are selected for a position,

a standard explanatory memorandum, a set of instructions for filling out

the forms, an identifying cover sheet, and a catalog list of all Duty

Modules by title are assembled and included with the job content modules.

These are contained in Inclosure 7 and show detailed information which must

be sent to each respondent. Inclosures 6 and 7 are a complete set of.

sample materials for a field verification of Tank Platoon Leader. The

instruments are then placed in a brown envelope with the applicable position title marked on the outside.

Each unit being surveyed should have a contact officer who receives, distributes, and collects the completed forms. A sample explanatory letter to the Contact Officer is at Inclosure 8 and explains his

part in the field verification. A complete set of all Duty Modules is

sent to the Contact Officer, so that any job incumbent being surveyed

who feels his job is not fully described can study all other Duty Modules

to see if they pertain to his position. This prevents the field verification from being biased by the job incumbent only answering what he received.

The Contact Officer collects all forms and returns them to the central

office.

As more than one unit is usually being surveyed at one time, it

is desirable that each Duty Module form, cover sheet, and outside envelope

be marked in the upper right hand corner with an identification number to

indicate the position being surveyed, and the post and unit to which the

-16-

.K- 1
form was sent. This simplifies the assembly and analysis of the forms when

they are returned.

d. Refinina Tasks and Modules.

After the field verification forms are returned, it is necessary

to analyze the responses to see if they differ significantly frdm the data

compiled in the field job analysis. Corrections, additions, or other

changes to the job content modules can then be made as required. In cases

of minor word changes or updating of procedures, the changes can be made

in the modules based on the judgment of the job analyst who originally

formulated the job content modules. In cases of major discrepancy, or

cases in which changes are evident but there is'no central tendency, it is

preferable to either assemble a panel of job knowledge experts to study

the needed changes, or to have an experienced job analyst reinterview new

incumbents in the same position. Generally, changes to the job content

modules can be made on the basis of the predominant trend of the majority

of responses. References 6 and 8 give in detail the procedures for conducting field verification of job content modules.

Once the job content modules are revised in accordance with the

field verification, they become full-fledged Duty Modules and should be

added to the duty module catalogue.

- 17 -
SECTION IV

Establishing a Duty Module Data Base

a. General.

After the job content modules have been field verified and such

modifications as are deemed appropriate made, a set of Duty Modules re-

,sults. In order for these Duty Modules to be fully useful they have been

organized into functional groups in the Duty Module catalog. However, as

the number of Duty Modules and tasks grows, it becomes apparent that a

more sophisticated system is desirable to locate and cross-compare tasks

and modules with new additions or modifications to the bank. As the data

bank grows it will also become desirable to computerize it so that much of

the tedious work of sorting and comparing can be computer programmed.

Consequently, a coded index of the current Duty Modules and tasks has been

prepared. See Reference 18. The procedures for using, preparing, and

continuing this coded index are given below.

b. Using the Data Bank Index.

The index has been constructed so that the tasks for the current

duty modules are accessible as new officer positions are analyzed and

new Duty Modules prepared. When appropriate, existing task statements

should be used to describe new positions, to insure standardization, and

facilitate the full application of the Duty Module concept. The following procedure is suggested:

1. Determine the object, that is, the thing most related to

the activity of a newly written task statement. The object

has been referred to in this manual as the "key word group."

2. Find the key word group (in caps) in the index, then follow

down the entries in the object category until you find the

modifiers (also in caps) which are the same as, or similar

to, those of the task statement in question.

3. Be certain that the verb (in lower case) in the index is the same as that in the task statement.

4. Once all of the potential entries and their task numbers

have been identified, the task statement in question may

be checked against the Task Data Bank. The Data Bank contains complete tasl statements of all of the current Duty

- 18 -
Module tasks in numerical order. Tasks can be found from

the task numbers obtained from the index.

5. Comparison of the task statement in question with the task

already in the bank will determine:

a. the "approved" formulation of the task statement where

there is a match, or

b. that none of the present tasks in the bank fit the new

statement.

Besides using the task data bank index when contemplating new or

revised Duty Modules to accommodate new positions, the index can also be

used to check internal consistency of task statements. For the most

efficiency, however, computer programs should be designed to handle this

exercise. When such programs exist, purification of the data bank and its

modules and tasks can be carried on routinely, possibly in conjunction

with periodic review of the data bank. This is discussed further in the

next Section.

c. Key Word Coding and Indexing.

The Duty Module data bank coding index covers the existing fieldvalidated task statements, of which there are approximately 1700. The

completed task data bank index consists of close to 4000 task entries listed

in alphabetical order. Each entry is paired with a number permitting

reference to the full task statement as given in the Task Data Bank List,

Reference 14. Tasks have been made, through indexing and numbering, more

independent from the Duty Modules in which they are located. However, the

task list and associated index have been assembled with no regrouping of

the existing Duty Modules or tasks. Additions can be made to Duty Modules

or to tasks and new or more specific Duty Modules can be annexed, numbered,

and indexed as they evolve.

Key words to be indexed in each task are determined by locating

the focus of the action in each task statement. In almost all cases this

focus is found to be the word or words which describe the thing, event,

concept, service, organization, or element upon which the action of the

task statement is performed. As an illustration, examine the following

task statement: "0245 Prepare and present operations briefings". Applying

- 19 -
the task data bank index system to this task yields an entry as follows:

OPERATIONS BRIEFINGS, prepare and present 0245

The words "operations briefings" describe the event that the activity of

the task statement is performed upon. This phrase, then, becomes the "key

word group" for this task and is the primary element for categorization.

Key word groups may or may not be followed by intermediate sections set off

by comnas from the key word group and the verb. These are secondary desciptions--meaningful, bt, ion-key, modifiers of the key phrase.

It has been found in most instances that the more specific the

key word group is, the easier the task is to find. For this reason, the

action of the sentence itself (the verb) is not suitable for inclusion in

the key word group or for use as a key word since verbs tend to be limited

in number and somewhat general in nature in officer tasks. For example,

the verbs "prepare", "establish", and "monitor" appear in many task statements, but by themselves do not aid in differentiating the task from others.

If there is more than one word used as the focus for the activity

of the task (i.e., if there are descriptors or modifiers contained in the

key word group), the phrase may be treated as a whole and individual words

will not receive separate index entries. For instance, the word "briefings"

in the above example does not receive a separate index entry; adding the

specific type of briefings makes the index entry far more meaningful and

useful for field application.

Key word groups should contain as few words as possible, but these

words must be specific enough to provide access to only a limited number of

tasks. If "briefings" had stood alone as a key word"group", the index

would have listed dozens of entires. Locating and examining each of these

entries for applicability would be impracticable.

The specificity of the key word group is dependent on the context in which the task is set. As an example, consider the index entries

of the following two task statements:

0240 Determine operational readiness requirements and

readiness status of unit.

- 20 -

W ..
0241 Recommend allocation of and authority for use of

critical command resources such as replacements,

special ammunition, and aircraft.

Index entries for 0240 are as follows:

OPERATIONAL READINESS REQUIREMENTS, UNIT, determine 0240

READINESS STATUS, UNIT, determine 0240

Words within the key word group "operational readiness requirements" are

not indexed further, i.e., "readiness requirements" and "requirements" do

not receive entires. The word "unit" becomes a secondary descriptor that

is set off by commas from the key word group. In the same way, "readiness

status" is not further indexed under "status," and it carries the secondary

descriptor of "unit." The inclusion of such secondary descriptors if related to the specificity of the modifiers retained in the key word group.

The context, then, determines both the words included in the key word group

and any secondary descriptors which are included as part of the index entry.

In task 0241, the type of resources is specified in words which

may be idiosyncratic to the analyst who collected data for job descriptions. Hence the word which would provide most immediate access to this

task is "resources." The index entries for 0241 read:

RESOURCES ALLOCATION, recommend 0241

RESOURCES USE AUTHORIZATION, recommend 0241

In this case there might be a tendency to use the single word "resources"

for the key word group, following it with a descriptor to be set off by

commas. However, it is "resources allocation" and "resources use authorization" that are being recommended by the officer, not simply "resources."

Both 0240 and 0241 illustrate another principle governing the

formulation and indexing of task entries. An index entry is generated for

* each meaningful word group that describes the object of the task activity.

Thus, both "operational readiness requirements" and "readiness status"

receive entries. Likewise, in task 0244 the entire list of objects receives entries. "Prepare studies, reports, records, and correspondence
pertaining to operations." This generates key word groups of OPERATIONS CORRESPONDENCE, OPERATIONS RECORDS, OPERATIONS REPORTS, and OPERATIONS STUDIES.

Overuse of commas should be avoided. Within the key word group,

words which help to specify the object upon which the verb is acting are

not separated by commas. Specifiers which follow the key word group are

set off by commas from the verb. Consider the following tasks:

0459 Conduct local defense measures.

0467 Plan and implement local security, local defense

and camouflage of tactical signal center.

Both of these tasks receive entries under defense:

DEFENSE, LOCAL, plan and implement 0467

DEFENSE MEASURES, LOCAL, conduct 0459

In task 0467, the key word "group" is defense since it is defense which is

being planned and implemented. The specific type of defense is further

described by the word "local," which becomes a secondary descriptor set off

by commas. In contrast, the action performed by the verb in task 0459 applies to the key word group "defense measures." Defense specifies the kind

of measures being conducted and does not need to be set off with a comma.

The focus of the task statement may not always be a description

of the object, thing, or event upon which the action of the task statement

is performed. In this case, the most meaningful object related to the

action or verb is selected for the key word group in order to provide a

significant and accessible index entry. Task 0411 reads: "Coordinate base

and facility engineering planning with other staff and other headquarters

or departments concerned." Here the verb is "coordinate" and the elements

being coordinated are staff and appropriate organizations. An index entry

concerned with staff or with coordination does not allow easy accessibility

to this task statement and its associated Duty Module. It is the subject

the coordinating officer is concerned with which provides the key: facility

engineering planning." The index entry thus becomes:

FACILITY ENGINEERING PLANNING, CONCERNED

ORGANIZATIONS, coordinate with 0411

-22-
As a general rule, the coded entry is formulated entirely from

the language of the task. However, the logical index entry derived from a

task taken out of the context and language of the Duty Module may occasionally become meaningless and inaccessible. In this case the overall subject

given for the associated Duty Module can be added to the key word group

or modifier. Task 0659 illustrates this indexing principle:

Evaluate progress, test results, and reports and

order or recommend appropriate actions, such. as

changes to pilot models.

If they were consistently used as key word groups, the words "progress,"

"test results." "reports," and "actions" would provide an index user with

a long list of numbers corresponding to tasks that have been indexed only

in the same general terms. Access to the task itself (or a similar one)

would involve looking up each of the numbers given. If the word "report"

had been used consistently as a key word "group," for Instance, finding

a similar task would involve a search of close to 150 tasks concerned with

different varieties of reports. An attempt has been made in the task Indexing and coding process to insure that the tasks stand alone, independent

of the Duty Modules in which they are presently located. For the task 0659,

the Duty Module subject may be summarized as "research, development, and

engineering." The index entries for the task in question acquire this as

part of the key word group to make the task more accessible:

RESEARCH, DEVELOPMENT, AND ENGINEERING ACTIONS, order or

recommend

DEVELOPMENT, AND ENGINEERING PROGRESS, evaluate

DEVELOPMENT, AND ENGINEERING REPORTS, evaluate

DEVELOPMENT, AND ENGINEERING TEST RESULTS, evaluate

These do not then receive separate entires, such as

ACTIONS, RESEARCH, DEVELOPMENT, AND ENGINEERING, order

or recommend

To cross index in this manner would generate extensive lists of general key

words, providing a cumbersome index that would be less useful.

- 23 -
The index entry may be modified from the initial task statement

in another instance. Usually in officer tasks the verb assumes minor importance since most of the functions are supervisory and administrative in

nature. However, when the verb provides the key to the task, it may be

converted to a noun which serves as the key word "group." An appropriate

verb is then added to complete the task entry. To illustrate:

0205 Brief on ground reconnaissance and surveillance.

is entered in the index as follows:

GROUND RECONNAISSANCE BRIEFINGS, present 0205

SURVEILLANCE BRIEFINGS, present 0205

Determining the significance and utility of modifiers and key

word groupings requires basic knowledge of task analysis and of military

organization, phraseology and tasks, and reflects to some degree the judgment of the coder. Reliability can be established by having two groups of

coders index an identical sample of tasks. Problem cases should be referred

to subject matter experts and key word groups determined by them. It is

suggested that this procedure be followed to establish some measure of

consistency in any indexing of future Duty Modules. Before indexing new

task statements the indexer or coder should determine key word groups for

a sample of AIR-indexed task statements to experience the AIR-established

level of specificity and the types of decisions on key word groups that

have been fairly consistently used in the index to this date.

The numbering device for task statements was constructed so that

newly established and field-verified tasks and modules might be added with

ease to the task data bank and index. Tasks receive four digit numbers in

chronological order as they are entered into the Task Data Bank Task List.

Similar tasks which are determined to be identical in content and are rewritten or edited to read the same are assigned the same number, regardless

of the other numbers in the Duty Module they may be associated with. There

exists, then, no relationship between Duty Modules-and the assigned numbers;

numbers are related only to discrete tasks.

- 24 -

#
Index entries are alphabetized in such a way as to maintain the

integrity of key word groupings. When there are key word groups that are

the same (compare sample index entries 6-7 and 15-16 [Inclosure 9]).

Following these key word groups which have no modifiers are task entries

with modifiers set off by commas (see samples 7-8 and 13-14 [Inclosure 9]).

The next type of entry includes key word groups which have the same initial

word as the preceding type of entry, where this word is part of the whole

'object and is not set off by commas (see samples 9-10 and 13-14 [Inclosure

9]). Variations in similar key word groups are listed alphabetically.

- 25 -
SECTION V

Additions, Revisions, and Modifications to Duty Modules and Tasks

a. Periodic Review of Data Bank.

In order for a job/personnel classification system to be of value,

it is essential that it be kept up to date. This statement would be agreed

to by nearly all commanders and personnel managers. The problem lies in

the execution of this aim; for not only do personnel seem to be constantly

changing, jobs also seem to undergo rapid and extensive.change. People

change their skills, knowledges and abilities through job experience, training, formal schooling, hobbies, career desires, and a host of other factors.

Jobs also seem to change extensively through reorganization, command prerogative, efficiency studies, changing equipment and work environments, new

concepts, and many additional forces. Suffice it to say that a system of

Duty Modules, if it is to be useful to commanders and personnel and training

managers must be periodically reviewed and updated.

As the Duty Module Data Bank stands now, of course, there remain

large areas of basic coverage that need to be completed before a full set

of job requirements is on hand and in organized form. Branches such as

Field Artillery and Signal have not been sampled, and many OPMS Specialties

have been only lightly touched. This basic coverage of Army officer jobs

should be completed to provide a full data bank. However, updating the

material already in the Duty Module catalogue is equally important if the

system is to be a viable one. A formal system for review and updating the

Duty Modules should be established involving the DA, FORSCOM, TRADOC, AMC,

and the major field commands. Review and updating should be scheduled on

a periodic basis, probably as frequently as every six months, to insure that

commanders and program directors can rely on the currency and validity of

the job Information.

b. Determining the Need for New or Modified Duty Modules and Tasks.

While job requirements, particularly in the officer area, can

change due to a variety of reasons, there are some factors that play such

a major role in job content and Qrganization that they will almost always

cause job changes whenever they themselves change.

- 26 -
Primary among these factors is the tssuance of new equipment to

an experimental or standard field unit. One has only to look back at the

introduction of guided and ballistic missiles to combat units and the coming

of computers to administrative and logistic units to appreciate the scope

of job change that can be caused by new equipment. Determining job requirements for new equipment is complicated, however, by the absence of field

units to survey prior to the time that the new job classifiers are needed.

The techniques outlined in Sections I through IV above are not completely

applicable when no standard field unit is available to survey. Rather,

the job analyst must seek data from the equipment specifications of the design

e,igineers, and the tests and evaluations of the experimental units of TECOM.

Ideally, the development of job requirements should be written into the

RDT&E cycle so that the development of a personnel sub-system is. co-terminate

with the development of other equipment sub-systems, such as training, supply,

and maintenance. If this were done, Duty Modules for the job changes associat:-d with a particular piece of equipment would be developed by the contractor along with the equipment itself on a fully integrated basis. If

this is not possible, or if there is no major contractor, job analysts

should examine engineering specifications throughout the life cycle development of the equipment, analyze experimental unit experience in employing the

equipment, and develop the required tasks and Duty Modules so as to be ready

prior to the time the equipment is introduced to regular field units.

Organizational chances are of almost equal occurrence in causing

job changes. The impact of changing the division slice, or reorienting th4

support services for the field Army are obviously a major determinant of /

job requirements. Here again, ideally, the development of new and revise

tasks and Duty Modules should be incorporated in the reorganization effort

from its inception. Indeed, it is difficult to see how organizational /I

changes of a qualitative nature can be accurately portrayed without new iob

classifications. However, aside from major reorganization of units, sm~ller,

day-to-day changes in manning table slots can and do cause significant/

changes in job duties and qualifications. Expanding a unit in size ca result in splitting a duty among different positions; consolidating sections

of a unit can, conversely, cause broadening of the duties and tasks of one

- 27 -
or more positions. Ideally, such changes in job requirements as are required

should be drawn up by the manning table proponent to accompany and reflect

the organizational changes. Barring this, a job analyst can examine the

units and jobs concerned and record the necessary revisions or modifications

to the job data bank.

Changes tn doctrine or policy can also have significant effect on

officer job classifications. Decisions made at the Departmental level on

career management, assignment policy, promotion, officer schooling, and

many other areas may require minor or substantial modifications to the job

structure. Such modifications should be considered along with the proposed

doctrinal changes, and personnel management officers alerted to prepare the

necessary revisions to the data bank.

Lastly, comes a host of orders and changes which are implemented

by lower and upper echelon commanders and managers which can cause noticeable changes in related job requirements. Programs such as supply economy,

maintenance modifications, soldier suggestions, manpower and budget economy,

and the resulting field orders or changed ARs can establish new positions,

abolish old jobs, and change previous job requirements to an extent that

necessitates job description changes.

c. Gathering Job Requirements Data for Changing Jobs.

As indicated above, the ideal system for gathering job requirements information needed to modify the Duty Module Data Bank is to have the

development of such data built into the program causing the change. This

insures that the needed personnel sub-system will be ready on time and in

tune with the modification which is changing the jobs. If this is not done,

the job analyst, while he can develop new and modified tasks and Duty

Modules after the change has been fully implemented, may be unable to make

a contribution to the efficiency of the new system or take into full account

the best interests of the officer personnel affected.

If the equipment, doctrinal, or organizational change is a major

one, usually entire new Duty Modules will need to be developed and old ones

weeded out. If the change is a more modest one, it is possible to save time

-28-
a.nd expense by using the current Duty Modules as a starting point to deteitmine needed modifications. Engineering specifications, or the job experience

of personnel experimenting with or testing the new concept or equipment

can be matched with related, existing Duty Modules to determine where individual tasks need to be amplified, omitted, or modified. The survey techniques outlined in Section III above can be beneficially applied in situations

of this sort and the expense of a full-scale field-job analysis, verification,

and codification avoided. If actual job incumbents do not exist, a panel of

subject matter experts can be substituted as the source for identifying

Duty Module and task changes.

d. Searching the Current Data Base.

It is important to keep in mind that the entire concept of Duty

Modules is one of interchangeability of Duty Modules across jobs. Therefore,

new tasks must be compared against the existing task list (see Reference 14)

so as to avoid duplication. Likewise, the current Duty Modules should be

carefully examined to determine relevancy to the new job requirements-(see

Reference 13). In introducing job changes to the system, the job analyst

or program manager wi11 almost always_ ethe option of either stretching

a current Duty Module to accommodate a new task or tasks, or writing a new

module. There is no hard and fast rule to determine when either case

should obtain. In new equipment the tendency, generally, is toward adding

new modOles so that personnel trained in the equipment can be earmarked in

the personnel system. In the case of organizational and doctrinal changes,

the tendency generally is in the direction of adapting the current modules

to accommodate the new tasks, so that current personnel are not left with

an outmoded classification. In either case, a thorough knowledge of the

contents of the current Duty Module Data Base is needed to determine the

proper entry of new job data.

e. Adding or Deleting Duty Modules or Tasks.

Tasks in Duty Modules and whole Duty Modules should be deleted

from the data bank and the task list when they become outmoded or obsolete.

However, care should be taken that they are not deleted on the basis of

their no longer being required for a particular position, if the Duty Module

is classifying more than that position. All positions need to be checked

-29-
before deleting a whole Duty Module. Consideration should also be given to

the need for the task or, Duty Module proposed for deletion In manning

tables which remain in the troop basis even though there are no active

troop units in the force structure.

Additions to the Duty Module Data Bank should be made sufficiently

in advance of the need for the classifier in the field to accommodate planning manning tables, training courses, and reclassification of advance party

personnel. When the added tasks and modules are required because of new

equipment entering the Inventory, it may be desirable to put provisional

tasks and Duty Modules into the bank. These can be verified later when field

units are activated.

As the tasks within a Duty Module have no particular sequence, new

tasks can be added at the end of a module and given a new number without

reference to the numbers of the other tasks in the Duty Module. The complete task list (Reference 14) is needed to determine the next sequential

number available for a new task. The next available number should be used,

regardless of which module the task is going into. If a task is being

deleted, the task list should be annotated to indicate that the number has

been deleted from the bank and the number not used again. If an entire new

Duty Module is being added, a block of new numbers can be used from the end

of the task list. The modules in the data bank are arranged into functional

groups, however, and any new Duty Module should be added to the data bank

(Reference 13) in the appropriate functional group to assist in finding

related modules within the catalog. If a number of new modules are being

added which comprise a major addition, consideration should be given to

adding a new functional group. Here again, as there is no logical sequence

to the functional groups in the catalog, the new function can be added at

the end of the catalog. The added Duty Modules can be numbered in accordance

with either a new functional group or as an addition to an existing functional

group, as the case warrants.

" 30 -
SECTION VI

Appendix A Inclosures

Inclosure 1 Sample Duty Module Format

Inclosure 2 Catalogue List of ArnW Officer Duty Modules

Inclosure 3 Job Analysis Schedule Format

Inclosure 4 Job Analysts Interviewer's Guide Sheet

Inclosure 5 Format for Registry of Officer Job Schedules

Inclosure 6 Duty Modules for Tank Platoon Leader, Lieutenant

Inclosure 7 Instructions for Participating in Duty Module

Field Verification Survey

Inclosure 8 Sample Letter to Field Contact Officer

Inclosure 9 Sample Task Data Bank Index Entries

- 31 -
SECTION VI

Aftendix B References

1. Miller, Robert B. and Fleishman, Edwin A. Technical Research Memorandum, "Development of a Taxonomy of Human Performance: Design

of a Systems Task Vocabulary," U.S. Army Behavior and Systems

Research Laboratory, Office, Chief of Research and Development,

Department of Army, March 197WT

2. Stephenson, Robert W. Briefing Supplement, "Plans for a Comparison

and Integration of the Task Inventory and Requirement Planning

Approaches to Clustering Work Activities and Survey Design,"

American Institutes for Research, Washington, D.C., June 1972.

3. Stephenson, Robert W. and Fleishman, Edwin A. Technical Research

Note 244, "A Taxonomic Base for Future Management Information and

Decision Systems: A Common Language for Resource and Requirement

Planning," U.S. Army Behavior and Systems Research Laboratory,

Office, Chief of Research and Development, Department of Army,

October 1972.

4. Stephenson, Robert W., Hadley, Harry I., and Davis, Warren P., Col.USA

(Ret.). Technical Report, "A Comparison of Officer Job Content

Modules with Activity Groupings Implicit in Course Design,"

American Institutes for Research, Washington, D.C., August 1973.

5. Hadley, Harry I. Technical Report, "The Design of a System of Job

Analysis for Duty Positions that Infantry and Quartermaster

Officers Fill," American Institutes for Research, Washington, D.C.,

December 1973.

6. Sitterson, John D., Jr. and Wintersteen, Joseph 0. Technical Report,

"Results of Field Survey to Evaluate an Experimental Set of

Officer Duty Modules," American Institutes for Research,

Washington, D.C., January 1974.

7. Sitterson, John D., Jr., Davis, Warren P., and Korotkin, Arthur L.

Technical Report, "Development of Criteria Dimensions for Evaluation of Performance and Career Development of Entry-Level

Officers," American Institutes for Research, Washington, D.C.,

February 1974.

8. Korotkin, Arthur L. and Davis, Warren P. Technical Report, "Design and

Validation of Additional Duty Modules for Engineer and Ordnance

Officer Positions," American Institutes for Research, Washington,

D.C., February 1975.

9. Korotkin, Arthur L. and Davis, Warren P. Technical Report, "Duty Module

Relationship to Training and Experience Requirements in Career

Development and Alterntte Specialty Selections," American Institutes for Research, Washington, D.C., February 1975.

-32-
10. Fine, Sidney A. and Wiley, Wretha W. Methods for Manpower Analysis

No. 4, "An Introduction to Functional Job Analysis. A Scaling

of Selected Tasks from the Social Welfare Field," The W. E. Upjohn

Institute for Employment Research, Washington, D.C., September 1971.

11. Fine, Sidney A. Methods for Manpower Analysis No. 7, "Functional Job

Analysis Scales. A Desk Aid," The W. E. Upjohn Institute for

Employment Research, Washington, D.C., April 1973.

12. Fine, Sidney A., Holt, Ann M., and Hutchinson, Maret F. Methods for

Manpower Analysis No. 9, "Functional Job Analysis. How to

Standardize Task Statements," The W. E. Upjohn Institute for Employment Research, Washington, D.C., October 1974.

13. Davis, Warren P., Hadley, Harry I., Conn', Joseph B., Marsh, Curtis N.,

Wallis, Matthew R., and Korotkin, Arthur L. Duty Module Methodology for Officer Career Management System Development,

"Catalogue of Army Officer Duty Modules," American Institutes

for Research, Contract DAC19-75-C-0026 with U.S. Army Research

Institute for the Behavioral and Social Sciences, Washington,

D.C., October 1975.

14. American Institutes for Research, Duty Module Methodology for Officer

Career Management System Development, "Task Data Bank Task List,"

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

Sciences, Washington, D.C., October 1975.

15. Army Job Analysis Manual I, "A Job Analysis Method for Specialist,

Technical and Porfessional Positions," Systems Development Branch,

Research and Development Division, The Adjutant General's Office,

Department of Army, Washington, D.C., March 1960.

16. "Glossary of Action Verbs Used in Naval Occupational Analysis," Naval

Personnel Research and Development Laboratory, Washington Navy

Yard, USN, January 1971.

17. Edison, William and Eastman, Robert. "Cluster Analysis of Occupational

Data with Focus on Tasks Rather than People," Memorandum, U.S.

Arnly Research Institute for the Behavioral and Social Sciences,

Washington, D.C., September 1973.

18. American Institutes for Research, Duty Module Methodology for Officer

Career Management System Development, "Task Data Bank Index,"

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

Washington, D.C., October 1975.

- 33 -

V -
Fqafn I3 ~Um ,, ,,.,,y . ,.11851 flE ,,Identification No.

Dem: October 1975 Code: (11 l (43) (2)1 (1)1(0

DUTY MODULE O-EE-11i

Conducts engineering surveys j

1156 Prepare SOP for survey unit operations.

1157 Study maps or photos, and available survey records, of area

to be surveyed, and make physical reconnaissance.

1158 Plan survey and organize survey team accordingly.

1159 Determine established benchmarks or other survey control

.point to be used, physically locate or establish, and

verify.

1160 Perform survey operations in the field, employing transit,

theodolite and level, and trigonometric calculations.

1161 Issue instructions to survey team and inspect their work.

1162 Verify own and subordinates' survey accuracy by proper

closure on control point, independent survey, or other

techniques.

1163 Produce survey data by use of photogrammetric techniques.

1164 Establish additional survey control points for use by other

engineer and artillery units and provide horizontal and

vertical survey control data to them.

1165 Check existing maps and marked photos for accuracy by comparison against verified survey data.

1166 Prepare survey records and reports, and correspondence and

memoranda concerning survey matters.

(0) (1) (2) (3) (4)

1. 00MODULE AND TASKS APPLY Not Little Several Majority All of

TO YOUR POSITION: I~lfiCblo applicability of taSks of tasks to4its

a. In actual or simulated comiat

oaratione and aupoort?

b. in parson and other than a?

2. PERCENT OF TOTAL TIME SPENT (0) (1) (2) (3) 14) IS) (6)

ON THIS DUTY MODULE Not aIplMirble 1-9% 10-29% 30-49% 60-69% 70-09% 90-100%

a In actual or simulated combat i

osartiana and suoport b. In garison and other than a?

to) 1 1) 14l

3( RELATIVE CRITICALITY OF THIS Not Least (2) (3) The most PART (MOOULE) TO ENTIRE JOB aplicable critical Average Critical critical

a. In actual or simulied combat

alrotoon and ou=or? [

6. In garrison and Other than,?

Inclosure1 - 34 -
AMERICAN INSTITUTES FOR RESEARCH Project 51200 October 1975

CATALOGUE LIST OF ARMY OFFICER DUTY MODULES

(BY AREA)

A. COMMAND MANAGEMENT, GENERAL MANAGEMENT, AND ADMINISTRATION

O-A-i Performs unit administration

O-A-2 Performs general administration

O-A-3 Exercises military command authority

O-A-5 Supervises a staff section, detachment, or office

O-A-6 Performs headquarters management staff functions

O-A-7 Performs special staff administrative and adjutant type

functions

O-A-8 Directs, coordinates, and supervises a staff

O-A-9 Performs executive staff secretariat functions

O-A-1O Counsels and evaluates subordinates as troop leader and

takes action on personal problems O-A-il Supervises troop appearance and care and maintenance of

materiel and facilities in unit

O-A-12 Performs overall programming evaluation and review staff

work

O-A-13 Performs management analysis staff functions

B. PERSONNEL

0-B-i Performs manpower management staff functions

0-8-2 Performs personnel management staff functions

O-B-3 Performs staff functions pertaining to personnel services

O-B-4 Performs officer personnel management functions at departmental level

O-B-5 Directs or coordinates postal services for an installation

or command

C. INTELLIGENCE

O-C-i Performs combat intelligence staff functions

O-C-2 Performs counterintelligence and security staff functions

in a general staff or coordinating staff

0-C-3 Performs foreign area strategic intelligence staff functions

O-C-5 Performs aerial surveillance staff functions in a general staff or other coordinating staff

O-C-6 Performs intelligence staff functions concerning ground

reconnaissance and surveillance

0-C-7 Directs and conducts operations of counterintelligence unit

0-C-8 Conducts military intelligence collection operations in

the field

Inclosure 2
D. OPERATIONS AND PLANS (STAFF)

O-D-1 Performs operations staff functions in a General Staff

or other coordinating staff

O-D-2 Performs operations planning staff functions in a General

Staff or other coordinating staff

0-0-3 Performs air support staff functions in a General Staff

or coordinating staff

O-D-4 Coordinates fire support for unit tactical operations

O-D-6 Directs school troop unit operations at a service

school center

E. ORGANIZATION, TRAINING

O-E-1 Trains troops and/or civilian employees in units and

activities

O-E-2 Performs training staff functions

O-E-3 Performs force development functions in general staff or

other coordinating staff

F. LOGISTICS (STAFF, CONSUMER UNITS, AND COMPOSITE COMBAT SUPPORT

COMMAND)

O-F-i Performs supply operations at consumer unit level

O-F-2 Performs supply staff functions

.O-F-3 Performs equipment maintenance and readiness staff functions

in a general staff or other coordinating staff

0-F-4 Performs transportation staff functions in a general staff

or other coordinating staff

O-F-5 Performs logistical services staff functions in a general

staff or other coordinating staff

O-F-6 Performs staff functions pertaining to motor vehicle maintenance and operations

O-F-7 Performs general logistics staff functions

O-F-8 Performs staff functions concerning procurement of materiel

O-F-lO Reviews, processes, and coordinates military construction

budgetary planning and programming at Major command or

departmental level

O-F-li Plans, staffs, and coordinates military base and facility

engineering requirements

O-F-12 Directs and controls operations of a combat support command

or comparable composite combat service support organization

G. COMMUNICATIONS AND ELECTRONICS

O-G-1 Serves as Battalion or Brigade Communications Officer

O-G-2 Performs communications-electronics (CE) staff functions

O-G-3 Directs and controls operations of mobile communications

O- support unit

-36-

I. -
O-G-5 Establishes and controls mobile area signal center

0-6-6 Manages communications-electronics facilities and services

at major command post or operations center

0-6-7 Directs and controls fixed telecommunications center

0-6-8 Establishes and controls communications-electronic services

for military posts and comparable fixed installations

H. CIVIL-MILITARY AFFAIRS

0-H-1 Performs civil-military staff functions

-H-2 Plans and controls civil affairs operations

O-H-3 Plans and coordinates psychological warfare operations

0-H-4 Performs attache type intelligence functions

I. COMPTROLLERSHIP AND PROGRAM/PROJECT/PRODUCT MANAGEMENT

0-1-1 Performs program and budget staff functions

0-1-3 Conducts cost studies and analyses of financial management

0-1-6 Develops and designs budgetary methods and procedures for

financial management systems

J. ARMY AVIATION

O-J-1 Performs Army aviation staff functions

0-J-2 Pilots rotary wing aircraft

0-J-3 Pilots fixed wing aircraft

O-J-4 Directs and controls Army aircraft maintenance

O-J-5 Performs Army aviation safety duties

K. RESEARCH, DEVELOPMENT, TEST, AND EVALUATION

O-K-1 Performs staff functions pertaining to research, development, test, and evaluation of new equipment and materiel

O-K-2 Conducts service or operational test and evaluation of

new equipment and materiel

O-K-3 Coordinates test and evaluation of new equipment and

materiel

O-K-6 Coordinates or conducts research, development, and

engineering for developmental materiel or system

O-K-7 Performs or assists in overall life-cycle management of

special materiel project or product

L. OPERATIONS RESEARCH AND SYSTEMS ANALYSIS

O-L-1 Performs operations research analysis

M. ADP MANAGEMENT AND PROGRAMMING

O-M-1 Performs ADP staff functions

- 37-
N. EDUCATION, INSTRUCTION

0-N-1 Prepares and conducts formal instruction in a school

O-N-2 Conducts ROTC activities at civilian education institution

O-N-3 Prepares doctrinal or formal instructional publications

0. INFORMATION ACTIVITIES

0-0-1 Performs public information staff functions

0-0-2 Assembles and prepares materials for command information

or troop information activities

0-0-4 Manages television or radio station of the Armed Forces

Radio and Television SErvice

P. AUDIO-VISUAL ACTIVITIES

0-P-1 Manages various audio-visual services for a major installation

or activity

O-P-2 Produces taped television or motion picture films for

instructional or information purposes

U. TACTICAL DIRECTION OF COMBAT UNITS

0-U-I Directs and controls employment of Infantry and Armor

maneuver

-U-2 Directs and controls mortars

O-U-3 Directs and controls tactical employment of reconnaissance

and scout unit

O-U-4 Directs and controls heat seeking type air defense weapons

(Redeye)

-U-5 Directs and controls antitank elements

O-U-6 Participates individually and directly in ground combat

W. MISCELLANEOUS

0-$-1 Provides personal assistance to general officer

O-11-2 Directs and leads honor guard unit and performs staff

functions pertaining to ceremonies

O-W-4 Performs unit liaison activities

O-W-S Performs Inspector General stoof functions

O-W-6 Performs military history staff functions

0-W-7 Provides advice and assistance for Army reserve components

O-W-9 Represents US forces in military standardization activities

with other countries

X. INDIVIDUAL FUNCTIONS AND SPECIAL QUALIFIERS

O-X-2 Participates in airborne operations as a parachutist

(MOS SQI prefix 7)

-X-3 Performs specialized nuclear weapons effects analysis

(MOS SQI prefix 5)

- 38 -
AA. AIR DEFENSE ARTILLERY

O-AA-1 Directs and controls employment of light air defense

artillery weapons

O-AA-2 Directs and controls HAWK type air defense launchers and

missiles

BB. FIELD ARTILLERY

O-BB-l Directs and controls employment of field artillery cannon

firing battery

O-BB-4 Performs field artillery reconnaissance and survey

O-BB-5 Performs fiL1d artillery target acquisition

CC. MILITARY POLICE, LAk ENFORCEMENT, CRIMINAL INVESTIGATIONS

O-CC-1 Serves as Provost Marshal

0-CC-2 Controls and participates in military police operations'

O-CC-4 Directs and operates a military confinement facility

O-CC-5 Directs, controls, and participates in operation of

criminal investigation unit

O-CC-6 Directs and operates criminal information center or system

EE. ENGINEERING

O-EE-1 Directs .and controls combat engineer unit

O-EE-2 Directs and controls portable bridging

O-EE-3 Directs and controls mobile water supply point unit operations

O-EEr4 Directs and employs atomic demolitions (ADM)

O-EE-5 Serves as engineer staff officer

O-EE-7 Directs and controls engineer construction or heavy equipment

unit

O-EE-8 Designs, plans, and monitors construction projects for

military engineer units

O-EE-9 Directs and controls facilities engineering services for

an installation

O-EE-10 Prepares terrain study material

O-EE-ll Conducts engineering surveys

O-EE-12 Manages field production or revision of topographic and

photographic military maps

O-EE-13 Performs on-site supervision of engineer contract construction

projects, and related contract administration

O-EE-14 Coordinates military construction activities in an engineer

district

O-EE-15 Provides resident engineer district representation and

services at a military installation

O-EE-16 Conducts engineer oriented strategic studies and analyses

O-EE-17 Plans, constructs, and maintains military pipeline system

-39-
FF. LOGISTICAL SERVICE OPERATIONS (SPECIALIZED)

O-FF-1 Manages installation commissary

O-FF-3 Manages officers' open mess

O-FF-4 Performs food service and advisor staff functions

O-FF-5 Directs and controls operation of mobile field laundry

and bath units

O-FF-6 Directs and controls support service unit or activity

0-FF-7 Performs purchasing and contracting functions under the

Armed Services Procurement REgulations

O-FF-8 Directs and controls field mortuary and cemetary activities

O-FF-9 Manages materiel supply control for one or more commodities

within an organization or activity

0-FF-1O *Performs staff and operating functions concerning property

disposal

O-FF-11 Performs contract administration functions under the Armed

Services Procurement Rdgulations

0-FF-12 Coordinates materiel production and procurement activities

for a major project or program

O-FF-13 Oversees contractor-operated munitions plant

0-F-14 Directs a unit engaged in explosive ordnance disposal

operations

O-FF-15 Performs explosive ordnance disposal staff functions

O-FF-16 Directs and controls chemical combat support

O-FF-17 Performs chemical staff functions in a combat or combined

arms organization

GG. TRANSPORTATION (OPERATIONS AND SPECIALIZED FUNCTIONS)

O-6G-I Coordinates military passenger traffic and movement

operations

O-GG-2 Performs staff management and coordination of military

cargo shipments to and from overseas

O-GG-3 Coordinates cargo handling operations at military ocean

terminal

O-GG-4 Directs or coordinates operations of deployable water

terminal operating unit

O-GG-5 Directs and controls operations of amphibious truck unit

O-GG-6 Directs and controls operations of transportation truck

unit

O-66-7 Performs highway traffic engineering staff functions

HH. SUPPLY AND MAINTENANCE SUPPORT OPERATIONS

O-HH-1 Directs parachute maintenance and aerial delivery equipment

support

O-HH-2 Directs and controls petroleum supply unit

O-HH-3 Directs and controls supply unit or activity

O-HH-6 Supervises division heavy drop support O-HH-8 Directs and controls repair of non-missile equipment

-40-
O-HH-9 Supervises storage and warehouse operations

0-HH-1O Directs and controls support maintenance for.artillery

missile systems

O-HH-11 Directs and controls machine shop and metal-working

0-HH-12 Directs and controls special ammunition combat service

support operations

0-HH-13 Exercises staff supervision and technical control over

maintenance support operations

0-HH-14 Performs technical parts supply staff function

O-HH-15 Manages parts supply activities or units

0-HH-17 Directs and controls conventional ammunition supply and

storage operations

0-HH-20 Coordinatet large-scale bulk POL movement and storage

operations

II. FINANCE

0-11-1 Performs finance and accounting functions

0-11-2 Performs financial services staff functions for a deployable command

KK. CRYPTOLOGY, SPECIALIZED SIGNAL INTELLIGENCE AND SECURITY

OPERATIONS, AND ELECTRONIC WARFARE

O-KK-l Directs and conducts ground signal surveillance, intercept,.

intelligence, and related electronic warfare operations

O-KK-2 Directs and conducts airborne signal intelligence operations

O-KK-3 Directs, conducts, and/or performs specialized cryptologic

functions

O-KK-4 Performs functions concerning Electronic Warfare (EW) in

a general staff

41 - 41I-
Flese fill In the identification Information requested below for each officer

Interviewd. The information will be used for research purposes onl and vwill not

become a part of aw personnel or official file.

1. ]leO . . . . . . * . * * . * * . .* * * .

3. hifn: e . . . e e. . .. . . . . . .

M.Uit Identification: . ......

5 Station: Zip Code . . .

6. Position Title: Grade

7. Office Telephone: 'Area Code. . . Phone Thber . . . Extension

8. What is your im aryMOS: . . . . . . . . . . .

9. wt is your duty MOS: . . . . . . . . . . .

10. Total years active commissioned serv.ce: . . . . .

11. Total nuber of months in present position: . . .. . .

12. Date of interview: . . . . . . . . . . . . . .

13. Name of analyst: . .. . . . . . . . . .. .

Signature of' Analyst. .. .

Initials of RevIewer:

JTob 6ehedule Nmber

Inclosure 3

- 42 -

L Al
OFFICER'S ACTIVITIES ARD RESPONSILIIES

1. Position SUinary:

2. Detailed Duties and Tasks Performed:

Use additional sheets as needed.
077CER JOB QTZALM'CATIONS

* IATON =U DESPABLE

1. Civiliu [High schoo [ 2 zs co. I" . " ( (

2. nJTAt fwasAdv Br C S SSC Other ..... ( ( ) AFSC

S* S IAL SKD.LS

1. LAuS,, MoC I Fl. ,n. . ( (

•2. Prfix digit skMils

,. o,..s.. . . . . . .

Sp. Forces . ( ) ( )

Airborne * * * * *

Electronic Varfare , o. , -i . .. ( ) C )

Advisor . . . . . .. .. . . .. ( ) ( ) * * . * . * * * ( ) ( ) A~~C5 * * .. . . . . . . . . . . * * ( ) C )

Military Assistance .... * ( ) )

Flight E aminer pe' . . . ( ) ( )

Race relations * * * . * Raner Ranger*o * . . .. .. . . ( ) ( )

,. . ... *. ).,-, ( ) Ranger/Parachutist . . ) ( )

-44-
JOB QUArMCAON

C. PIUSAL P DESMIABX

1. Aperane & be.rang (Des.cribe bel) ....... ( ) ( )

2. Age__ _ _ . C

3. itbnic . . .. () ( )

D. Job Experience and Training

I. TroopDuty .. . . . . . . ( ) ( )

2. Staff Duty Level ' . .. . ( ) ( )

3. M0" Prerequisite j " e) i .. .. )

iOccupational Training Specif)yC

E. Status

1. Comudssion Sorc at a ff 0 7

2. Branch B " -anch'

3. Grade ( ( )

I.Marital Status pecIfy " . ( ) )

-. 45 -
W7fU JOB QULL'=ATINS

jr. Units of UBae nsMIWIt

1. Gad.:osition Incu.'vent I Suvervisoll

2. Schlean of hat: (Check below or judge equivalency if required)

CI BN I BdI Crvs I Arr.7 114&j C•Rd jDa Staff J join t...

3. U er of Persons Directly Supervised:

10-1 12-h 15-9 110-20

h, Financial or Fiscal: (Tangible Property)

} $i-I,0COO $iOO 0,000 - $I,O00,OO

502000 1oo000o0

5. Disciplinary Authority UCK1

t0k I AW-15 ISFECTAL C0C.R

6. Promotions and Reductions:

NO0X I E-1 to E-3 j E.-4 B -5 1 F-6 &E7

7. Signatory Authority:

Z 9 S 1' S FO IGSA

8. Other: (Describe)

, 46 -
Cff7ERR JOB QUkLIF OATIONS

0. Mental Skills

1. Written Expression:

I ield Kassaces -Orders & ports ISOP'IS IS af Studi.es

Situation Estimates

2. Oral Expression:

Orders & Rsioorts I Peer Cs= ere -M !orn'-.a rie~in g Lecture~s

3. Mathematical Logic:

Whole Nwwners I Fractions Geor-etr, ITripg o; Statistics

Theoretical Eouationr

[. Problem Solving:

[Routine Scheduli! I I-mrovisations 1 Trouble ShooTinz

Analysis 1- SynthesisI

5. Social Contacts:

Intraservice I nterservice i Civiian _Di~i

.natic

- 47 -
CWICU CUMEE DMVLOPWNT FACT'ORS

A. Not factors inl your current aAlomsnt do you beleve will be beneficial

to your caweer development?

B. What now skills were developed, or what skills that you already possessed

were considerably enhanced, by performance in your current position?

C. Nhat new job interests were developed, or what old job interests that

you already possessed were considerably enhanced, by performance in

your current position?

-48-

A
W'FICE CAM D LOPM FACTORS

D. What job experience vould you recomend your replacement have before entering the job?

E. Is there any part of your current job that you find more satisfying than

another purt; if so, what purt?

F. (1) From a career development standpoint what job would you consider to be

most desirable for your next assignment?

(2) What Job would you consider to be least desirable for your next assignment?

(3) What factors entered into your decision in replying to (1) and (2) above?

. 49 -

I1
6. OFFICER CAREER DEVELOPKEIT FACTORS

1. What factors in this position are critical to successful performance

of the job?

(a) Critical Duties

(b) Critical skills and knowledges

(c) Other critical qualifications

2. In which of the new 47 OPHS Specialties would you place this job?

3. Do you feel that DA Pam 600-3 (the OPMS Green Pamphlet) placed your

primary MOS in the proper Specialty?

If not, what Specialty would you suggest?

4. Do the required duties, skills, and knowledges of your current position

relate to your:

Primary Specialty?

Alternate Specialty?

Both?

Neither?

S. In personally evaluating the Army, yourself, and the OPMS Specialties,

what do you feel your primary and alternate Specialties should be?

Primary Specialty?

Alternate Specialty?

- 50 -
6. What specialized civil or military schooling have you had which contribute directly to performance of your current position? Please be

specific as to courses, where possible.

7. What skills learned on previous assignments that you have had contribute directly to performance of your current position?

8. Overall, do you believe your previous schooling and assignments have

adequately prepared you for your current position?

- 51 -
COWNTS SECTON

A. Geaeal Cinsts of the Ianbent:

B. Cousnents of the Analyst:

-52-
INTERVIEWER'S GUIDE SHEET

1. PLANNING

a. Determine need for a plan and its objectives

b. Select or prepare plan

c. Evaluate and test plan

d. Request new guidance

6. Modify plan

2. INFORMATION GATHERING

a. Observe personnel and operations

b. Perform operation personally

c. Query superiors, subordinates, and experts

d. Study technical source data

e. Synthesize information

3. CONTROLLING

a. Prepare and issue orders

b. Obtain feedback on results

c. Make timely modifications

d. Counsel subordinates

e. Observe and train subordinates on the job

4. DOING

a. Review and authenticate reports

b. Coordinate outside of own unit by personal contact

c. Lead, command, and manage personnel

d. Perform additional details and duties

e. Operate equipment

f. Prepare estimates, letters, regulations, and orders

g. Teach at formal school or provide unit instruction

h. Prepare and coordinate staff studies

i. Brief senior officers

Inclosure 4

-53 -

[
S. ORGANIZING

a. Establish mission and organize work force into an official unit

b. Receive mission from higher authority and organize unit

c. Interpret and apply policies received from higher authority

d. Propose reorganization to higher authority

6. POLICY SETTING

a. Establish and promulgate full range of policies to guide subordinate units

b. Establish precedents and procedures for unit operations

c. Interpret and apply policies receivedjfrom higher authority

d. Coordinate proposed policy and recomend modifications

- 54 -
'-,

-JL

uiJ

co

(.)

-i

Li.

co

LU CDI- 2

oC

CDl

I.-j

LI

-CD

*1 ~Inclasure 5 -5
MN Uty MOW OunMy rwwn 11111974) kdemifiatimn No.

Do. October 1975 Codw

DUlY MODULE O-A-I

Counsels and evaluates subordinates as troop leader and takes action on personal problems ~£ t i

0076 Interview, consult, and counsel subordinates concerning

personal problems, performance and career development,

or for other leadership purposes.

0077 Investigate and seek information to counsel, advise, or

assist subordinates.

0078 Pursue follow-up actions to help resolve personal problems

of subordinates, coordinating with any other authorities

concerned.

0079 Evaluate subordinates.

i II i I i

(03 11) (2) (3) (4

1. 0 MODULE AND TASKS APPLY Not Little Several MaIorAt l

TO YOUR POSITION: a licable a ,llicabillty of taks of Ililt, k

a. In ctlual or simufttd cOel|-1 orang(.om and suoor _

b. In garriso and other then &?

2. PERCENT OF TOTAL TIME SPENT () (13 (2) (3) (41 (5) )

ON THIS DUTY MOOULE! Not appliabla 1-9% 10-29% 30-49% 60-40% 70-89% 90-100%

a. In atual or simulated ca

orteom and supon?

6. In garriaon and Other than a?

(03 (II I41 3. RELATIVE CRITICALITY OF THIS Not Least (2) (3) The oat

PART (MODULE) TO ENTIRE JOB Ialicable critical Average Crit,es critical

a. con~tions In o at and sormuletd combat support ?

b. In gerreon NOd other thin 11

Inclosure 6 - 56 -
AIR Duty Module Survey Form o;w@1974) Idsmfication No.

Dao October 1975 Code:

DUTY MODULE O-A-11 (9 (411121 (2) 111 10

Supervises troop appearance and care and maintenance of materiel

and facilities in unit

0080 Operate "motor stables" or similar activity ror care

and maintenance of vehicles, aircraft and associated

equipment.

0081 Monitor care and maintenance and security of weapons and

other equipment.

0082 Monitor care, security and maintenance of facilities,

grounds, and installation property in unit custody.

0083 Monitor dress and appearance of subordinate personnel and

care and maintenance of their individual uniform clothing

and equipment.

0084 Perform maintenance record administration in unit.

0085 Inspect troops, equipment and facilities.

i

t I I

(0) (1) (21 (21 (41

1. 00 MOOULE AND TASKS APPLY Not Little Several MajOrity All of

TO YOUR POSITION: aP1licabll aPOsitabillty of task _,, tasikt s

a. In actual or simulated combat

opertions am sulpoort

b- In garrison and other then a?

2. PERCENT OF TOTAL TIME SPENT (01 (1 (21 (3) 141 (I1 (W

ON THIS DUTY MODULE: Not spDll.ale 1-9% 10-29% 30-46% 10-6% 11-111% 90-100%

* a. in actual or simulated combat roperations and support?'-- -

b. in garrison and othna? -

(0) 1 IA) 1. RELATIVE CRITICALITY OF THIS Not Least (2) I31 The meet PART IMODULE) TO ENTIRE JO0 apois,caaie critical Avoeg, Crit,cal critcal

a In actual of simulated combat

operations and support? ._._.

In J artis_-, an other 0_ I 

-- --" m'""' '* '* .. ..... .. gar iso I n .d .. r .... a . . . ... . . . . . I i . .. N Ii II IIl i i a
AIR Duty Module Surm Form inswie No. N__fl__on 

0e: October 1975 Code:

DUTY MODULE O-E-1 .*6 W 1 .31

rains troops and/or civilian employees in units and actiVities

0277 Prepare training schedules in accordance with training

programs and directives.

0278 Prepare lesson plans for training.

0279 Arrange for training areas, training materials and aids.

0280 Teach formal classes by lecture.

0281 Conduct group instruction.

0282 Conduct demonstrations.

283 Conduct individual on-the-job training.

0284 Conduct practical applicatory team training.

0285 Manage range firing.

0286 Conduct physical training.

0287 Conduct unit operational training exercises.

0288 Monitor and inspect training.

289 Test and evaluate training status and proficiency.

0290 Post training records, training publications, and submit

training reports.

Li

(0) (1) (2) (3) (4)

1. 00 MOOULE AND TASKS APPLY Not Little Severe# MAOrt All of

TO YOUR POSITION: PmIkaICS 110lca48billtV of tlir of tIs* talk,

SIn acual or si ulatad combat

awations amd swooon?

b. In gwrlon and other tnan a?

2. PERCENT OF TOTAL TIME SPENT (0) II) (2) (3) I4 (1) (6)

ON THIS DUTY MODULE- Not t-,#le - 10-20% 30-4 50-% 90-1

a. In actual at simulated Combat

(0) * (1)()

a. In actual or sitmulated cobat owelsona aNd Support' _____ _____

b. In pliarson and other than a:

- 1 L
AIR Duty Module Survey Form Rav9741 Identiffmio.t No.

Doe: October 1975 Code:

DUTY MODULE O-U-1 (6) (,11 (3) 42 (110

Directs and controls employment of Infantry and Armor maneuver

unit 8 ai

0787 Interpret orders, obtain intelligence and other information

pertaining to mission.

0788 Evaluate relevant factors including mission, eneny, terrain

and troops, reconnoiter physically or by use of maps and

photos, and make estimate of situation.

0789 Plan disposition and employment of unit.

0790 Arrange for and coordinate fire support.

0791 Issue orders to carry out unit's mission.

0792 Inform own, superior, subordinate, and adjacent units on

situation.

0793 Coordinate actions with friendly units and civil authorities

0794 Evaluate operations progress and modify orders as the

situation warrants.

0795 Check personnel, weapons, equipment and supplies, and prepare for further operations.

0796 Plan and employ communications.

0797 Employ surveillance radar, sensing devices and take other

measures to establish local security.

0798 Employ and coordinate use of rotary wing aircraft in

tactical operations.

0799 Assign personnel to duty, inspect work, train in proper

procedures and provide leadership.

0800 Employ armor vehicle launch bridge.

(01 (II (21 (3) (4)

1.DO MODULE AND TASKS APPLY Not Little Several Majoriw All of

TO YOUR POSITION: applicabla opplIcability of tasks of tasks tasks

a. In actual or simulated combat

ooerations and suppon?

b In garrison and other then s?

2. PERCENT OF TOTAL TIME SPENT (0I 1l) (2) (31 (4) (5) (61

ON THIS DUTY MODULE, Not eoplicable 1-9% 10-29% 30-49% 50-60% 70-119% 90-100%

a. In actual or simulated combat

oOerations and sup ort?

t In garrison and other than a?

.RELAAVE CRITICALITY OF THIS Not Least (2) 131 The most

PART (MODULE I TO ENTIRE JOB Ootpliaole critical Averae Crilticl critical

a In actual or simulated combat

oerations and support? ....

b In garrnson and other than -

- 59 -
AIR Duty Module Survey Form 74 i u No._______

De: October 1975

DUTY MODULE O-U-6 (o (411(3) t2 ,,,t

Participates Individually and directly in ground combat

0832 Fight enenW at close range with individual weapons or

in hand-to-hand combat.

0833 Employ night vision equipment in reconnaissance and target

identification.

0834 Sense effect of fire, and adjust fire accordingly.

0835 Drive vehicle in combat when regular operator Is incapacitated or unavailable.

0836 Employ first aid.

'0837 Operate crew-served weapons when regular crew Is depleted.

0838 Operate field telephone and voice radio.

0839 Serve in patrols as required by the tactical situation.

I b

(0) (1) (2) (3) f4l

1. DO MODULE AND TASKS APPLY Not L1ittl Seral MajorI All of

TO YOUR POSITION: I014.2We ! Allilly Of tol o talkS taIMk

a. In acua or simulated ~ombat

0101tio and suppon? ,.

b. In Wrvisn and other than a?

2. PERCENT OF TOTAL TIME SPENT (0) 11) (2) (3) (4) (61 (6)

ON T1IS DUTY MODULE: Not bollitaIb 1-% 10-29% 30-4% 10-41% 70-410% 90-100%

In actual or simulated combet I

ndtraof Vicn - - T

b. In garriona otlrthen a?

(0) * (1) (4) 3. RELATIVE CRITICALITY OF THIS Not (2)1 (3 The meet PART (MODULE) TO ENTIRE JOB- _miam e,. s Al WO Critical critica a. In aclul or simuleteld combat

amt ani aort? ?

IL In & Oter than Iwon 

- 60 -

L
AMERICAN INSTITUTES FOR RESEARCH -IN THE BEHAVIORAL SCIENCES

691 3301 New Mexico Avenue. NW. Washington, OC 20016 202/S664MM

Project 51200 October 22, 1975

MEMORANDUM FOR: ARMY OFFICERS PARTICIPATING IN DUTY MODULE FIELD SURVEY

This field survey is part of a research project being conducted by

the American Institutes for Research (AIR) on contract for the U.S. Army Research Institute- for the Behavioral and Social Sciences. AIR is

developing an experimental concept, revolving around the use of "Duty

Modules," for describing and grouping work activities of Army personnel.

A Duty Module consists of a cluster of related tasks, comprising a

distinctive and relatively self-contained component of a job. An officer's

duty position usually will contain several Duty Modules, each describing

a specific cluster of tasks. Similar task clusters found in different

positions are described in a common Duty Module. It should be possible

to describe the significant duties of any given position by using a distinctive combination of Duty Modules, like building blocks.

After a thorough study of the job content of Army positions, research

analysts have developed a number of experimental Duty Modules for certain

categories of officer positions. As a participant in the survey phase

of this project, you. will be asked to identify and evaluate Duty Modules

applicable to your position and to answer some questions about how they

relate to your position.

The data you provide are for research purposes only and will not in

any way become part of your DA personnel files; do not include your name.

Your cooperation in this research for the Army is appreciated..

Instructions follow on the next page.

! -
INSTRUCTIONS

Ptoject Materials

Attached are the following project materials. Please examine and check

them against the list below.

A. COVER SHEET. This is divided into two parts: Part I, for you to

provide identification data; and Part II, for you to fill out after

reviewing attached Duty Module Forms. In the right corner of this sheet

is an Individual Survey Identification Number assigned to your forms.

On the back is space for any comments.

B. CATALOGUE LIST OF OFFICER DUTY MODULES. This is a list of experimental Duty Modules for various functions in a variety of officer

positions.

C. DUTY MODULE FORMS. These are a group of experimental Duty Modules

in field survey form which have been attached by the contractor to

survey your position. In the top right corner, each Duty Module form

should have the same Identification Number as your Cover Sheet.

Procedure

1. Fill in Part I of your Cover Sheet. Please type or print legibly.

2. Look over the Catalogue List of Officer Duty Modules to familiarize

yourself with the kinds of Duty Modules therein and to identify

tentatively those applicable to your position, subject to the more detailed examination in the steps below.

3. Examine all the Duty Module Forms already attached for you, to see

if they apply to your position and cover its significant functions.

If a Duty Module is not applicable in any significant degree to your

current position in 'eTther (a) actual or simulated combat operations or

(b) garrison or other circumstances, then print "NOT APPLICABLE" in large

letters across the face of the form and disregard the rest of that form.

4. If you consider other Duty Modules necessary to cover the significant

functions of your position, then select them from the Catalogue .Jst

of Duty Modules, insofar as applicable. (In considering modules with

overlapping content, use only the one that fits best. Do not seek modules

for minor common activities or miscellaneous duties not integral to your

position..) If Duty Modules in the Catalogue List are not available to you,

list on the back of your Cover Sheet any additional Dut-"iodules you would

need. Similarly, you can also use that space to describe any further Duty

Module requirements of your position beyond the Duty Modules in the

Catalogue List.

5. Fill out each Duty Module Survey Form which is applicable to your

position (either on the basis of present job performance or estimated

requirements under operational conditions), as follows:

- 62 -
a. For each listed task applicable to you, mark an "X next to it

in the appropriate right-hand column. Make no mark for a task which does

not apply to your position. (Note: In the column headings, "supervise"

means person-to-person, continuous supervision of immediate subordinates,

as in the relationship of a rating officer to rated officer. "Direct"

means actively directing from one echelon higher than "supervising," as

in the usual relationship of an indorsing officer to rated officer.)

b. If changes or additions to the task statements are needed, please

write any suggestions on the face or back of the Duty Module forms.

c. Fill out also the lower portion of each Duty Module Survey Form,

by placing an "X" in the appropriate box on each line. There are two lines

per question. See below.

(1) Notice that each of the three qufstion items relates to two

different circumstances - (a) "In actual or simulated combat operations

and support," and (b) "In garrison and other than a." In many cases your

answers may be quite different under these two different circumstances.

(2) If your position is in a non-deployable unit and would not

involve actual or simulated combat operations, then for Question 1, Line

a, simply mark Block I (indicating little or no applicability), and disregard Line a of Questions 2 and 3. Conversely, if the module applies

only in actual or simulated combat operations or support, never otherwise,

simply mark Block 1 of Question 1, Line b, and disregard Line b of

Questions 2 and 3.

(3) In answering Question 2 (Time Spent on Module), you should

reflect your own actual performance when applicable, but if the module

would apply to your position in combat operations you will have to estimate that time, if you can, on the basis of experience and training.

(4) In answering Question 3 (Relative Criticality of Module),

only one of your modules should be marked as "least critical" and one as

"most critical".

6. Go back to the Cover Sheet and complete Part II as indicated. Use

the back of the Cover as needed.

- 63 -
COVER SHEET

Individual Survey Identification Number

PART I--IDENTIFICATION DATA, TO BE COMPLETED BY INCUMBENT AS HHS[ STEP:

(Please print or use typewiter; legible entries are essential.)

Position title

Organization/unit . ....

Station ... .. Zip code

Your-grade ._. Your branch Your primary OPMS Spec.

Position grade Pos. branch Pos. OPMS Spec.

TOE No. or TDA No. _

Date

PART II--TO BE FILLED OUT BY INCUMBENT ON COMPLETING DUTY MODULE FORMS:

1. Did you obtain and attach any additional Duty Modules selected from the Catalogue

List?

a. No

b. Yes- , I added the following _(List by module number).

2. Did you mark "Not Applicable" on any Duty.Modules initially issued to you?

a. No

b. Yes , the following (List by module number).

3. Do the attached Duty Modules (including any you added but excluding any marked "Not Applicable") fit your position (primary duty assignment) and reasonably

describe the essentials of the duties indicated? (See Note below*)

a. Yes

b. No (If "No", explain on back of this sheet.)

4. What estimated percentage of your total working time is accounted for by your

attached Duty Modules?

a. In actual or simulated combat operations and support? %

(Omit a if it is inapplicable or you feel unable to estimate.)

b. In garrison and other than a? %

5. Besides the Duty Modules attached, do you still need other Duty Modules to cover

the significant duties of your position (primary assignment)? (See Note below*)

a. No __ the attached Duty Modules suffice.

b. Yes , I need other modules, which I indicate on the back of this sheet.

*Note: In your analysis, ignore minor local variations, miscellaneous minor common

tasks such as PT, and extra duties not integral to the position, such as serving as

duty officer, on special projects, etc.

-64 -
AMERICAN INSTITUTES FOR RESEARCH Project 51200

October 1975'

CATALOGUE LIST OF ARMY OFFICER DUTY MODULES

(BY AREA)

A. COMMAND MANAGEMENT, GENERAL MANAGEMENT, AND ADMINISTRATION

O-A-i Performs unit administration

O-A-2 Performs general administration

O-A-3 Exercises military command authority

O-A-5 Supervises a staff section, detachment, or office

O-A-6 Performs headquarters management staff functions

O-A-7 Performs special staff administrative and adjutant type

functions

O-A-8 Directs, coordinates, arid supervises a staff

O-A-9 Performs executive staff secretariat functions

O-A-lO Counsels and evaluates subordinates as troop leader and

takes action on personal problems

O-A-lI Supervises troop appearance and care and maintenance of

materiel and facilities in unit

O-A-12 Performs overall programming evaluation and review staff

work

O-A-13 Performs management analysis staff functions

B. PERSONNEL

O-B-1 Performs manpower management staff functions

O-B-2 Performs personnel management staff functions

O-B-3 Performs staff functions pertaining to personnel services

0-8-4 Performs officer personnel management functions at departmental level

O-B-5 Directs or coordinates postal services for an installation

or command

C. INTELLIGENCE

O-C-1 Performs combat intelligence staff functions

O-C-2 Performs counterintelligence and security staff functions

in a general staff or coordinating staff

O-C-3 Performs foreign area strategic intelligence staff functions

O-C-S Performs aerial surveillance staff functions in a general

staff or other coordinating staff

O-C-6 Performs intelligence staff functions concerning ground

reconnaissance and surveillance

O-C-7 Directs and conducts operations of counterintelligence unit

O-C-8 Conducts military intelligence collection operations in

the field

In"lmosure 2

- 65 -
D. OPERATIONS AND PLANS (STAFF)

O-D-1 Performs operations staff functions in a General Staff

or other coordinating staff

O-D-2 Performs operations planning staff functions in a General

Staff or other coordinating staff

0-0-3 Performs air support staff functions in a General Staff

or coordinating staff

O-D-4 Coordinates fire support for unit tactical operations

O-D-6 Directs school troop unit operations at a service

school center

E. ORGANIZATION, TRAINING

O-E-l Trains troops and/or civilian employees in units and

activities

O-E-2 Performs training staff functions

O-E-3 Performs force development functions in general staff or

other coordinating staff

F. LOGISTICS (STAFF, CONSUMER UNITS, AND COMPOSITE COMBAT SUPPORT

COMMAND)

O-F-l Performs supply operations at consumer unit level

O-F-2 Performs supply staff functions

O-F-3 Performs equipment maintenance and readiness staff functions

in a general staff or other coordinating staff

O-F-4 Performs transportation staff functions in a general staff

or other coordinating staff

O-F-5 Performs logistical services staff functions in a general

staff or other coordinating staff

O-F-6 Performs staff functions pertaining to riaotor vehicle maintenance and operations

0-- 7 Performs general logistics staff functions

O-r-8 Performs staff functions concerning procurement of materiel

O-F-lO Reviews, processes, and coordinates military construction

budgetary planning and programming at Major command or

departmental level

O-F-ll Plans, staffs, and coordinates military base and facility

engineering requirements

O-F-12 Directs and controls operations of a combat support command

or comparable composite combat service support organization

G. COMMUNICATIONS AND ELECTRONICS

O-G-l Serves as Battalion or Brigade Communications Officer

0-6-2 Performs communications-electronics (CE) staff functions

0-6-3 Directs and controls operations of mobile communications

support unit

- 66 -
O-G-5 Establishes and controls mobile area signal center

0-6-6 Manages communications-electronics facilities and services

at major command post or operations cetiter

O-G-7 Directs and controls fixed telecommunications center

O-G-8 Establishes and controls communications-electronic services

for military posts and-comparable fixed installations

H. CIVIL-MILITARY AFFAIRS

O-H-1 Performs civil-military staff functions

.0-H-2 Plans and controls civil affairs operations

O-H-3 Plans and coordinates psychological warfare operations

O-H-4 Performs attache type intelligence functions

I. COMPTROLLERSHIP AND PROGRAM/PROJECT/PRODUCT MANAGEMENT

0-1-1 Performs program and budget staff functions

0-1-3 Conducts cost studies and analyses of financial management

0-1-6 Develops and designs budgetary methods and procedures for

financial management systems

J. ARMY AVIATION

O-J-1 Performs Army aviation staff functions

O-J-2 Pilots rotary wing aircraft

O-J-3 Pilots fixed wing aircraft

O-J-4 Directs and controls Army aircraft maintenance

O-J-5 Performs Army aviation safety duties

K. RESEARCH, DEVELOPMENT, TEST, AND EVALUATION

O-K-l Performs staff functions pertaining to research, development, test, and evaluation of new equipment and materiel

O-K-2 Conducts service or operational test and evaluation of

new equipment and materiel

O-K-3 Coordinates test and evaluation of new equipment and

materiel

O-K-6 Coordinates or conducts research, development, and

engineering for developmental materiel or system

0-K-7 Performs or assists in overall life-cycle management of

special materiel project or product

L. OPERATIONS RESEARCH AND SYSTEMS ANALYSIS

O-L-1 Performs operations research analysis

M. ADP MANAGEMENT AND PROGRAMMING

O-M-1 Performs ADP staff functions

. 67 -
N. EWICATION, INSTRUCTION

0-N-1 Prepares and conducts formal instruction in a school

0-N-2 Conducts ROTC activities at civilian education institution

0-N-3 Prepares doctrinal or formal instructional publications

0. INFORMATION ACTIVITIES

0-0-1 Performs public information staff functions

0-0-2 Assembles and prepares materials for command information

or troop information activities

0-0-4 Manages television or radio station of the Armed Forces

Radio and Television SErvice

P. AUDIO-VISUAL ACTIVITIES

0-P-1 Manages various audio-visual services for a major installation

or activity

O-P-2 Produces taped television or motion picture films for

instructional or Information purposes

U. TACTICAL DIRECTION OF COMBAT UNITS

0-U-1 Directs and controls employment of Infantry and Armor

maneuver

0-U-2 Directs and controls mortars

0-U-3 Directs and controls tactical employment of reconnaissance

and scout unit

O-U-4 Directs and controls heat seeking type air defense weapons

(Redeye)

0-U-5 Directs and controls antitank elements

O-U-6 Participates individually and directly in ground combat

W. MISCELLANEOUS

O-W-1 Provides personal assistance to general officer

O-W-2 Directs and leads honor guard unit and performs staff

functions pertaining to ceremonies

O-W-4 Performs unit liaison activities

0-W-5 Performs Inspector General staff functions

O-W-6 Performs military history staff functions

0-W-7 Provides advice and assistance for Army reserve components

O-W-9 Represents US forces in military standardization activities

with other countries

X. INDIVIDUAL FUNCTIONS AND SPECIAL QUALIFIERS

O-X-2 Participates in airborne operations as a parachutist

(M1S SQI prefix 7)

O-X-3 Performs specialized nuclear weapons effects analysis (MOS SQI prefix 5)

- 68 -
AA. AIR DEFENSE ARTILLERY

O-AA-l Directs, and controls employment of light air defense

artillery weapons

O-AA-2 Directs and controls HAWK type air defense launchers and

missiles

BB. FIELD ARTILLERY

O-BB-1 Directs and controls employment of field artillery cannon

firing battery

0-85-4 Performs field artillery reconnaissance and survey

O-BB-5 Performs field artillery target acquisition

CC. MILITARY POLICE, LAW ENFORCEMENT, CRIMINAL INVESTIGATIONS

O-CC-1 Serves as Provost Marshal

O-CC-2 Controls and participates in military police operations

O-CC-4 Directs and operates a military confinement facility

0-CC-5 Directs, controls, and participates in operation of

criminal investigation unit

O-CC-6 Directs and operates criminal information center or system

EE. ENGINEERING

O-EE-1 Directs and controls combat engineer unit

O-EE-2 Directs and controls portable bridging

O-EE-3 Directs and controls mobile water supoly point unit operations

O-EE-4 3irects and employs atomic demolitions (ADM)

O-EE-5 Serves as engineer staff officer

O-EE-7 Directs and controls engineer construction or heavy equipment

unit

O-EE-8 Designs, plans, and monitors construction projects for

military engineer units

O-EE-9 Directs and controls facilities engineering servi:es for

an installation

O-EE-1O Prepares terrain study material

O-EE-11 Conducts engineering surveys

O-EE-12 Manages field production or revision of topographic and

photographic military maps

O-EE-13 Performs on-site supervision of engineer contract construction

projects, and related contract administration

O-EE-14 Coordinates military construction activities in an engineer

district

O-EE-15 Provides resident engineer district representation and

services at a military installation

O-EE-16 Conducts engineer oriented strategic studies and analyses

O-EE-17 Plans, constructs, and maintains military pipeline system

- 69
FP. LOGISTICAL SERVICE OPERATIONS (SPECIALIZED)

O-FF-I Manages installation commissary

O-FF-3 Manages officers' open mess

0-FF-4 Perfoms food service and advisor staff functions

0-FF-5 Directs and controls operation of mobile field laundry

and bath units

0-FF-6 Directs and controls support service unit or activity

0-FF-7 Performs purchasing and contracting functions under the

Armed Services Procurement REgulations

0-FF-8 Directs and controls field mortuary and cemetary activities

0-FF-9 Manages materiel supply control for one or more commodities

within an organization or activity

0-FF-10 Performs staff and operating functions concerning property

disposal

0-FF-11 Performs contract administration functions under the Armed

Services Procurement Regulations

0-FF-12 Coordinates materiel production and procurement activities

for a major project or program

0-FF-13 Oversees contractor-operated munitions plant

0-FF-14 Directs a unit engaged in explosive ordnance disposal

operations

O-FF-15 Performs explosive ordnance disposal staff functions

0-FF-16 Directs and controls chemical combat support

0-FF-17 Performs chemical staff functions in a combat or combined

arms organization

GG. TRANSPORTATION (OPERATIONS AND SPECIALIZED FUNCTIONS)

O-GG-1 Coordinates military passenger traffic and movement

operations

O-GG-2 Performs staff management and coordination of military

cargo shipments to and from overseas

O-GG-3 Coordinates cargo handling operations at military ocean

terminal

O-GG-4 Directs or coordinates operations of deployable water

terminal operating unit

O-GG-5 Directs and controls operations of'amphibious truck unit

O-GG-6 Directs and controls operations of transportation truck

unit

0-66-7 Performs highway traffic engineering staff functions

I1*. SUPPLY AND MAINTENANCE SUPPORT OPERATIONS

0-HH-1 Directs parachute maintenance and aerial delivery equipment

support

O-HH-2 Directs and controls petroleum supply unit

O-HH-3 Directs and controls supply unit or activity

0-HH-6 Supervises division heavy drop support

O-HH-8 Directs and controls repair of non-missile equipment

- 70 -
0*H-9 Supervises storage and warehouse operations

O-HH-lO Directs and controls support maintenance for artillery

missile systems

0-HH-11 Directs and controls machine shop and metal-working

0-HH-12 Directs and controls special ammunition combat service

support operations

0-11-13 Exercises staff supervision and technical control over

maintenance support operations

0-11-14 Performs technical parts supply staff function

O-H-15 Manages parts supply activities or units

0-HH-17 Directs and controls conventional ammunition supply and

storage operations

0-HH-20 Coordinates large-scale bulk POL movement and storage

operations

II. FINANCE

0-11-1 Performs finance and accounting functions

0-11-2 Performs financial services staff functions for a deployable comnand

KK. CRYPTOLOGY, SPECIALIZED SIGNAL INTELLIGENCE AND SECURITY

OPERATIONS, AND ELECTRONIC WARFARE

O-KK-l Directs and conducts ground signal surveillance, intercept,

Intelligence, and related electronic warfare operations

O-KK-2 Directs and conducts airborne signal intelligence operations •O-KK-3 Directs, conducts, and/or performs specialized cryptologic

functions

O-KK-4 Performs functions concerning Electronic Warfare (EW) in

a general staff

-71-

I'
DEPARTMENT OF THE ARMY

UAL ARMY ARCK INtrMrf, FOR Tke .lAVIO@,,L AN140 0 CMI W

01 WRL3S4 aOULUARM

AAJNST9. V104041A slos

803JIT: Avmor Dty Naetle Fiel4 Vafe tAo 8avey

Major John W. O'Reilly, APT Field Unit, P.O.Box 605T, Fort Bliss, Texas 78916

ARl Field Unit-Ft. Hood, HQ, MASS.R, ATT: =HI-OH (Mr. Gividen) Ft.HoodTex 76549

-Dr. Donald F. Haggard, Field Technical Chief, USA Research Institute, Edan

Research Unit, Bld 24,23, Fort Kn=, Kentuck 40121

1. The US, Armr Research Institute for the BehS,1.ral and Social Sciences

(ARU) is conducting research, under the sp of SPER, to su;ot

career development requirements for the Officer Personnel Management System

(OMPIS). One aspect. of this research is concerned with a more detailed

identification of the elements of an officer's Job. Initial job a=y3i3

research has been copleted for Infantry, QUArtermaster, Engineer and Ordnance.

This present efffort is concentrated on Armor officer-. The proJect has nov

reached the field verification stage.

2. Under separate mailing, packages containing the szvey items have been

.dispatched to you (listed on Inclosure 1).

3. Inclosure 2 is a 3ample copy of the instructions given to each resmondent. It is included as the cover for each packet of Duty Modules describing duty positions.

4. We have identified the units to be surveyed that are located at your

station. Should there be an error in a unit designation or should the

designated unit be unavailable for survey, its packet of surveys should be

givan to a similar unit for completion.

3. Each survey packet contains questionnaires, an infor-ation sheet, irdividual idertification sheet and selected modules to describe a position.

.These packets are assembled by organizations; it is anticipated that they

will be delivered to the major organizations listed, for further distribution to the lover level units within the organization.

6. The Duty Module catalog should be made available to the inc-bents in

order that those officers requiring additional module coverage may lock

at the catalcg and select whatever modules they. require. Since modules

mst not be removed from the book we have included additional coples of

modules that you may provide to those desirirg 'them. Should you require

additional copies, request them from the ARI point of contact.

Inclosure 8

- 72 -
PERI-M

SU&YECT: Armor Duty Module Field Verification Survey

T. The completed survey packets should be returned to the folloving address:

The American Institutes for Research

3301 New Mexico Avenue, N.W.

Washington, D.C. 20016

Attn: Comunicatons Research Group

Point of contact within ARI is Mr. Frank Medland (AUTOVON 224 4071).

W. C. MAUS

Col GS

Commander

Inclosures

-___ ___ - 73 -
SAWLE INDEX ENTRIES

1. OPERATING BUDGET PREPARATION DICTIVES, prepare

2. OPERATION CONTINGENCY PLANS, prepa

3. OPERATIONAL ANALYSES, ADP SYSTEMS, prep"re

4. OPERATIONAL INSTRUMENTS, BETWEEN STAFFS, coordinate and transmit

5. OPERATIONAL READINESS TESTS, conduct or arrange

6. OPERATIONS, advise

7. OPERATIONS, control

8. OPERATIONS, SHOP, control

9. OPERATIONS, UNIT, coordinate

10. OPERATIONS BRIEFINGS, prepare and present

11. OPERATIONS ESTIMATES, prepare and publish

12. OPERATIONS ORDERS, prepare and publish

13. OPERATIONS ORDERS, MOVEMENT PORTIONS, prepare

14. OPERATIONS ORDERS EXECUTION, monitor

15. OPERATIONS PLANNING, advise on

16. OPERATIONS PLANNING, coordinate

17. OPERATIONS PLANS, prepare and publish

Inclosure 9

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