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38P Personnel Officer Course > Block 1 > Flashcards

Block 1 Flashcards

1
Q

Directorate of Airman Force Developement

AF/A1D

A

It defines institutional competencies and leadership attributes Airmen must possess in order to become effective members of the AF’s total force (active, guard reserve, civilians, contractors augmentees)

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2
Q

Directorate of Force Management Policy

AF/A1P

A

This directorate is responsible for developing objectives, performing analysis and developing force management policies to effectively shape and balance the AF’s total force.

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3
Q

Directorate of Plans and Integration

AF/A1X

A

This directorate is responsible for ensuring the AF/A1’s strategic goals are effectively aligned with high level guidance.

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4
Q

The Senior Leader Management Offices

DPE/DPG/DPO/DPS

A

Serve as the focal points for all matters affecting General Officers (GO), members of the senior executive service and Civilian Strategic Leader Program, colonels, and chief master sergeants.

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5
Q

Air Force Personnel Center (AFPC)

A

Implementing policy guidance received from or through deputy Chief of Staff, Manpower, Personnel and Services, AF/A1.

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6
Q

Tier 0 support

A

Is considered “customer self-service”. This tier is for customers to find the answer to their questions on a self-help basis.

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7
Q

Tier 1 support

A

This tier of support is for those customers who are attempting to accomplish Personnel actions that occur often and at most locations.

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8
Q

Air Reserve Personnel Center (ARPC)

A

ARPC implements personnel policy for AF reserve members.

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9
Q

A Major Command (MAJCOM)

A

Is organized to provide guidance and support to all units assigned to it. Each MAJCOM has its own unique mission.

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10
Q

A1 division

A

Focuses on providing strategic advisory services concerning manpower, personnel and services to, and acting as advocates for,the MAJCOM commanders. (each MAJCOM has one)

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11
Q

MAJCOM A1 structure

A

Consists of three divisions: Personnel (A1K), Manpower and Organization (A1M), and Readiness and Integration (A1R).

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12
Q

Senior Leadership Management Office (A1L)

A

Provides oversight and guidance for senior leader management to include General Officers, Senior Executive Service civilians, colonels, and chief master sergeants.

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13
Q

Air Reserve Components (ARC)

A

The ARC provides operational capabilities and strategic depth to meet US defense requirements across the range of military operations.

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14
Q

Traditional Reservist

A

They make up the majority of the Reserves manning and serves as the foundation of the Air Force Reserves unit program.

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15
Q

Air Reserve Technicians (ART)

A

Work full time in duel roles as civilians and Reserve Airmen to ensure unit readiness and training continuity.

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16
Q

Air National Guard

A

The ANG consists of federally recognized organized militia of the States and territories, including Guam, the Virgin Islands, Puerto Rico, and the District of Columbia.

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17
Q

Classic Associate

A

A host RegAF unit retains principal responsibility for a weapon system which it shares with one or more associate ARC units.

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18
Q

Active Associate

A

A host ARC unit has principal responsibility for a weapon system which it with one or more Associate RegAF unit.

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19
Q

Operation Control

A

OPCON gives a commander direction over all aspects of military operations to accomplish the mission(s) assigned to the command. OPCON is transferable to commanders at or below combatant command level.

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20
Q

Administrative Control

A

ADCON is exercising authority regarding administrative matters over subordinates or other organizations.

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21
Q

The Resource Management Section (FSR)

A

Reports to the commander/director and supports the entire FSS
- Private Organizations: FSR Ensures private Organizations operate on an AF installation within established policies and guidelines.

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22
Q

Force Development Flight (FS)

A

Provides all elements of voluntary education, training and professional development. These functions are supported with professional and recreational library services for the installation.

             - The education and training section (FSDE)
             - Airmen Leadership School (FSDA)
23
Q

Identify basic facts related to Wing 38P Functional Areas

A

In addition to the FSS activities discussed above, our personnel officers may serve at the wing level as the Equal Opportunity (EO), Protocol, Executive Officer, Section Commander, or Sexual Assault Response Coordinator (SARC) officers.

24
Q

Protocol mission

A
  1. Generate the best possible positive impression to guests.
  2. Create a distraction-free environment for commanders and their guests enabling our visitors to conduct their business effortlessly under pleasant circumstances.
25
Q

Protocol Operations

A

Includes planning, scheduling, coordinating, and conducting DV special events.

26
Q

Institutional competencies

A 
Embodies Airman culture
Communicating
Leading people
Fostering collaborative relationships
Employing military capabilities
Enterprise perspective
Managing organizations and resources
Strategic thinking
27
Q

Personal competencies

A

There are two personal competencies:
Embodies Airman culture
Communicating

28
Q

People/team competencies

A

There are two people/team competencies:
Leading people
Fostering Collaborative Relationships

29
Q

Organizational Competencies

A

There are four organizational competencies: Employing Military Capabilities, enterprise perspective, Managing organizations and resources, and strategic thinking .

30
Q

Four FS Enduring Principles

A
  1. Manpower, Personnel, and Services lifecycle
  2. Combat support (CS) Core Processes and CS Capabilities
  3. Force Support Capabilities
  4. Force support knowledge, skills, and abilities (KSAs)
31
Q

Define

A

Depicted as the circle in the lifecycle model, “define” is the foundation for all of the other elements.

32
Q

Deliver

A

This is where Airmen are contributing to the AF mission. It effectively classifies Airmen and assigns them to organizations where their required skills are utilized.

33
Q

Combat support construct

A

Core process - sustaining and recovering the force

Core effect - a sustained force

34
Q

Force support capabilities

A

Spring and balancing the force- is accomplished by analyzing the needs of the AF, balancing those needs with capabilities, retaining Airmen, and transitioning Airmen according to the needs of the AF

35
Q

Force Development

A

It consists of three principle areas (training, education, and experience)

36
Q

Personnel Readiness and Accountability

A

This capability builds a system which ensures deploying personnel are eligible to deploy, are prepared for development, and are properly accounted for during deployment.

37
Q

Lodgment of forces

A

This capability provides an environment where Airmen can rest and recuperate to perform at any level. It strongly considers the rest factor, sanitation, fire, and ground safety as enabler for sustainment.

38
Q

Keeping Airmen fit to fight

A

Fitness designs exercise programs (directed and self-directed), procured equipment, and maintains equipment, providing for mental and physical health maintenance, stress relief, sanitation, and healthy diversions from combat activities.

39
Q

Alternative resource sourcing

A

These alternative resource enable FS to offer programs, maintain service standards, have consistent program execution, and provide backfill options during crisis or contingency deployments.

40
Q

Hosting official functions

A

FS plans, schedules, coordinates, and conducts distinguished visitor actions and special events.

41
Q

Building a sense of community

A

This strengthens communities through programs that developed Airmen, civilians, dependents, and retirees by promoting individual development and family unit

42
Q

Infant to teenager development

A

The primary effect is to generate a sense of well-being that family members are well cared for, thus enabling the Airmen to clearly focus on training and mission accomplishment.

43
Q

8 critical KSAs

A
  • Advisor skills
  • Analysis/continuous process improvement (CPI)
  • Creative thinking
  • Critical thinking
  • Customer service
  • Future thinking
  • Performance measurement
  • Project Management
44
Q

Career path pyramid

A

The pyramid shows progression through a variety of jobs. The pyramid should be used as a deliberate career planning guide by senior leaders, commanders, supervisors, and individuals in conjunction with other planning tools, to include AFI assignments

45
Q

MyVector

A

This tool is an enterprise solution that supports the AFs goal to provide a standardized process available to all Airmen for career development and mentoring.

46
Q

Professional developement

A

The completion of professional military education, relevant advanced academic degree, supplemental and continuing technical training and education facilitate this professional development.

47
Q

Force support development team

A

DTs will identify the education, training and experiences appropriate for developing officers to their fullest potential

48
Q

DTs roles and responsibilities

A
  • Select candidates for key FSS leadership positions (commander/director)
  • identify candidates for developmental education (air war college)
  • determine developmental assignments (identify candidates/positions)
49
Q

Airmen development plan

A

This is a web-based tool that facilitates the force development process for officers (2Lt through Lt Col) and civilian equivalents.
- help articulate to the right people i.e. Reviewing official, development team, and AFPC.

50
Q

Professional Continuing Education (PCE)

A

The objective of PCE is to equip individuals with the tools, techniques and theories necessary to think critically, be creative, measure performance, analyze complex issues, and project visionary collaborative solutions.
- current, relative, and effective for our manpower, personnel, and services professionals.

51
Q

Air Force Inspection System (AFIS)

A

The principle of the AFIS is for units to focus on mission readiness and on building a culture of disciplined compliance in which every Airman does his/her Jon right the first time and when no one is looking.

52
Q

Management inspection

A

The purpose of the MI is to inspect the performance of the organization in respect to the authority granted (i.e. Mission Directive) to perform the mission and the respective outputs and /or outcomes of the products produced and/or services provided.

53
Q

Unit Effectiveness Inspection (UEI)

A

The principles of the UEI is to focus on identifying areas where the risks from undetected non-compliance are greatest-helping the wing commander identify blind spots, poorly focused or misaimed sensors in his/her commanders Inspection program (CCIP).

38P Personnel Officer Course (3 decks)

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