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PDG 2017 E-8-2s > Chapter 9 > Flashcards

Chapter 9 Flashcards

1
Q

How does EPME complement training, experience and other educational programs

A
  1. A continuum of learning via progressive courses on developing leadership, Airmanship and military professionalism
  2. Professional education at critical career points
  3. Increased supervision, leadership and management preparation
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2
Q

Who provides EPME program development, faculty development and operational program management for EMP and advises AF and other key leaders on AF and Joint PME issues and policies

A

The Thomas N Barnes Center for Enlisted Education, EPME academic Affairs

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3
Q

What is the Academic Affairs Mission

A

To provide the most respo0nsive and relevant continuum of enlisted education to develop the most adaptable, capable and willing enlisted leaders

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4
Q

What is Academic Affairs Vision

A

To instill AMN with a warrior ethos and a passion for leading the cause of freedom

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5
Q

What do the principal instructional methods for the NCOA intermediate Leadership Experience and SNCOA Advanced Leadership Experience include

A
  1. Experiential Activates
  2. Problem centered leadership laboratories
  3. Personal reflection
  4. Guided discussion
  5. Case study analysis
  6. Writing assignments
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6
Q

The _____ is accredited through the Southern Association of colleges and schools

A

The CCAF

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7
Q

Do graduates of resident and nonresident AF SNCOA NCOA and ALS receives college credits with the CCAF

A

Yes

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8
Q

What is the first level of resident EPME that enlisted Amn attend

A

ALS

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9
Q

What is the resident ALS mission and goal

A

To prepare SrA to be professional warfighters able to supervise and lead AF teams that employ air, space and cyberspace power by helping them understand expectations inherent in their position and the need for professional development

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10
Q

Resident ALS must be completed in resident o be eligible for promotion to what rank

A

SSgt

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11
Q

SrA typically attend ALS between their ____ and ____ year of military service

A

Third sixth

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12
Q

What four attributes does resident ALS provide graduates

A
  1. Expeditionary Amn
  2. Supervisors of AMN
  3. Professional Amn
  4. Supervisory communicators
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13
Q

Resident ALS graduates earn ____ semester hours of college credit with the CCA

A

10 Semester Hours

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14
Q

Five stateside NCOs are operated by the Thomas barns center and one is operated by the ANG, who operates the four overseas

A

Three are by PCAF and one by USAFE

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15
Q

What is the mission of NCOA

A

To prepare junior enlisted leaders to be adaptable for current and future leadership and management challenges in order to operate critically in complex and ambiguous environments

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16
Q

What are the two components of NCOA

A

NCOA distance learning and NCOA intermediate Leadership experience

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17
Q

NCO distance learning provides foundational junior NCO institutional competency development and is approximately ____ contact hours

A

75

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18
Q

NOCA Intermediate Leadership experience is a ____ hour course

A

160 hour

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19
Q

The AF established the SNCOA in 1972 to enhance development of SNCOs through PME what is its current annual enrollment

A

Up to 2,250 AF SNCOS navy and coast guard chief petty officers, army and marine sergeants major and internal SNCOS

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20
Q

what is the mission of the SNCOA

A

To develop joint and coalition senior enlisted leaders to influence mission success in dynamic service environments

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21
Q

What are the two components of SNCOA

A

SNCOA Distance Learning and SNCOA Advanced Leadership experience

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22
Q

The SNCO DL course provided foundational SNCO institutional competency development and is approximately ____ contact hours

A

75

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23
Q

How long is the in resident course

A

200 hours

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24
Q

What four attributes does the SNCOA focus on

A
  1. Military Professional
  2. Leader and manager
  3. Joint warfighter
  4. Senior communicator
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25
Q

AF in resident SNCOA gradates earn ____ hours

A

13 Semester Hours

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26
Q

The ____ was first launched in 2004 as an eight day resident course taught at the AF SNCOA

A

CMSgt Leadership course

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27
Q

What is the mission of the CMSgt Leadership Course

A

To provide CMSgt with the education to bridge operational to strategic perspectives of the AF

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28
Q

What is the vision of the CMSgt Leadership course

A

To develop CMSgts into strategic level leaders and to inspire them to effectively lead, manage and mentor today AMN

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29
Q

What are the four modules of the CMSgt Leadership Course

A
  1. Senior Enlisted Leader
  2. Senior Enlisted Manager
  3. Strategic Communication
  4. National Security
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30
Q

What do students completing the EMPME distance learning courses gain

A

Additional knowledge about there increasing respoiinsiblites as supervisors, leaders and managers

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31
Q

What are the three EPME distance Learning courses

A
  1. ALS, Course 3
  2. NCOA, Course 15
  3. SNCO, Course 14
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32
Q

What are the four core attributes of ALS distance learning Course 3

A
  1. Professional Amn
  2. Expeditionary Amn
  3. Supervisor of AMn
  4. Supervisory communicator
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33
Q

ALS DL course 3 is administered by the ____ and managed by the ____

A

AF Career Development Academy Barnes center for Enlisted Education

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34
Q

ALS DL course 3 Graduates Earn ____ CCAF semester hours of college Credit

A

Eight

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35
Q

What are the four core attributes of NCOA Distance Learning course 15

A
  1. Military Professional
  2. Operational Airman
  3. Unit Manager
  4. Managerial Communicator
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36
Q

NCOA Distance Learning Course 15 Graduates earn ____ CCAF semester hours of college credit

A

Nine

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37
Q

EPME Distance Learning Course 3, 15 and 14 are only available for reserve and guard personnel T/F

A

False

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38
Q

Which EPME DL course is self paced interactive multimedia instruction for SNCOS

A

SNCOA DL Course 14

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39
Q

SNCOA DL course 14 must be completed between 15 and 18 years of military service to be eligible for promotion and reenlistment T/F

A

False (Between 12 and 18)

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40
Q

SNCO DL course 14 graduate earn ____ CCAF semester hours of college credit

A

Four

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41
Q

What web based course gives SNCO a more comprehensive joint education to prepare them for assignments to joint billets at the Senior Enlisted L:eader or command SEL level

A

Senior Enlisted Joint PME

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42
Q

What does the Senior Enlisted Joint PME course prepare enlisted personnel to do

A

To effectively operate as part of a future joint force and to supervise multiple service members

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43
Q

Who may enroll in senior enlisted joint PME

A

All active duty, reserve or guard enlisted personnel in the grade of E-6 to E-9

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44
Q

You must complete rank required service EPME prior to enrolling in senior enlisted Joint PME T/F

A

True

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45
Q

What are the two Senior Enlisted joint PME Courses

A
  1. SEJPME I

2. SEJPME II

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46
Q

What are the SEJPME I and IIs learning areas and objectives

A
  1. National strategic Overview
  2. Joint Interagency, intergovernmental and multinational capabilities
  3. Foundations of Joint operations
  4. Joint Force Leadership
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47
Q

Enlisted force development is a _____ approach to developing innovative AMN who lead in a rapidly evolving global environment and accomplish the AF mission

A

Life Cycle

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48
Q

What is the most important issue when developing AMN

A

Ensuring they take full advantage of functional and institutional opportunities

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49
Q

How does the AF develop AMN as technical experts

A

Functionally, through career filed progression planning

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50
Q

What educational opportunities’ exist to enhance an amns knowledge of capabilities

A

EPME, Developmental education, civilian education and other self improvement programs

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51
Q

What is the enlisted force development panel responsible for

A

Guiding enlisted force development efforts

52
Q

The enlisted force development panel is co chaired by the CMASAF and the

A

Director, Force Development (AF/A1D)

53
Q

Who else is on the enlisted force development panel besides the two co chairs and a strategic advisor

A
  • CCM from COCOM and MAJCOM levels
  • CMSgts from the AFRC and ANG
  • Career filed managers
  • Representatives from AETC Air university Second AF BMT and headquarters AF
54
Q

Who attends the enlisted force development panel as a strategic advisor

A

A Former CMSAF

55
Q

When did Force Development and the vice chief of staff approve enlisted development teams for all AFSCs

A

August 2012

56
Q

In 2010 who recommended initiating enlisted development teams

A

The enlisted Force Developmental panel

57
Q

Career fields us Enlisted development teams (EDT) to help ____ eligible personnel for critical leadership and developmental positions

58
Q

What interactive tool helps senior AF leaders understand the EFD enterprise and specific aspects of training, education and experience

A

The EFD Strategic Visual Mapping Tool

59
Q

The enlisted Career Path ____ helps AMN understand current and future opportunities for continuum development

60
Q

In ascending order, name the six leadership roles on the Enlisted Career Path Pyramid

A
  1. Supervisor
  2. NCOIC
  3. Section/Flight Chief
  4. Superintendent
  5. Manager
  6. Chief
61
Q

_____ competencies prepare AMn to operate successfully across the array of the AF tasks and requirements and form the framework for force development

A

Institutional

62
Q

What do institutional competencies provide for consistency across the AF

A

A common language and a set of priorities

63
Q

Institutional competencies apply across a few occupations, functions and organizational levels T/F

64
Q

Name the AFs three categories of institutional competencies

A

Personal, people/team and organizational

65
Q

_____ competencies are institutional competencies applied in face to face and interpersonal relationships, directly influencing values and human behaivior

A

Personal competencies

66
Q

Do Airmen learn personal competencies at the strategic or tactical level

A

Tactical level

67
Q

Personal competencies are vital for individual contribution, building cohesive units and _____ im3mediate subordinates

A

Empowering

68
Q

The personal category of intuitional competencies includes embodies Airman culture and communicating

69
Q

What are the four sub competencies of the institutional competency Embodies Airman Culture

A
  1. Ethical Leadership
  2. Followership
  3. Warrior Ethos
  4. Develops Self
70
Q

Amn exhibit the Ethical Leadership institutional sub competencies when they promote AF core values through goals, actions and referent behaviors. Name three other ways.

A
  1. Maintain checks and balances on self and others
  2. Develop trust and commitment through words and actions
  3. Exhibit accountability of areas of responsibility operations of and personal actions
71
Q

What institutional sub competency exhibits hardiness of spirit, despite physical and mental hardship

A

Warrior ethos

72
Q

The develops self institution sub competency understands an values the role of follower in mission accomplishment T/F

73
Q

Speaking and writing is a sub competency of the communication instructional competency name the other sub competency

A

Active listening

74
Q

If an amn adjusts their communication approach based on the unique operational environment and audience needs, what institutional sub competency are they employing

A

Speaking and writing

75
Q

The institutional sub competency, active _____, fosters the free exchange of ideas in an atmosphere of open exchange

76
Q

Give two definitions of the institutional sob competency, followership

A
  • Understands and values the role of followership in mission accomplishment
  • Seeks command, guidance and or leadership while giving unbiased advice
  • aligns priorities and actions with chain of command guidance for mission accomplishment
  • exercises flexibility and adapts quickly to alternating role as follower/leader
77
Q

Which category of institutional competencies involves more interpersonal and team relationships

A

People/Team

78
Q

How many institutional competencies are in the people/team category

A

Two (Leading people and fostering collaborative relationships

79
Q

The people./team category of institutional competencies contains six sub competencies T/F

A

False (There are five)

80
Q

Develops and inspires others, and diversity are two sub competencies of the Leading People name the third

A

Takes Care of People

81
Q

A leader who uses feedback ,coaching, mentoring and delegating to help and motivate others to improve skills and performance, exhibits which institutional sub competency

A

Develops and inspires others

82
Q

Leaders employ the diversity institutional sub compomptancy by showing respect for others in certain situations and treating people equally T/F

83
Q

Name one way Amn apply the institutional sub competency, takes care of people

A
  1. People first- attend to the well being of fellow amn and their families
  2. Integrates wellness into mission accomplishment and creates an environment where Amn always take care of each other
  3. establishes work life balance through time management and setting clear expectations and priorities
84
Q

What are the two sub competencies of the intuitional competency, fostering collaborative relationships

A
  1. Builds Teams and Coalitions

2. Negotiating

85
Q

If a leader sees and attends to the interests, goals and values of individuals and institutions, which institutional sub competency is he applying

A

Builds Teams and Coalitions

86
Q

Name four ways Amn display the negotiating institutional sub competency

A
  1. Comprehend the underlying principles and concepts applied through negotiation
  2. Attain desired mission outcomes while maintaining positive, long term relationships with key individuals and groups
  3. Reduce tension or conflict between people using appropriate interpersonal styles and methods
  4. Persuade and influence others, build consensus, gain cooperation and effectively collaborate
87
Q

Managing Organizations and resources is one of the organizational institutional competencies. Name the other three

A
  1. Employing military capabilities
  2. Enterprise perspective
  3. Strategic Thinking
88
Q

Name sixe of the 13 organizational institutional sub competes

A
  1. Operational and strategic art
  2. Unit, AF, Joint and Coalition capabilities
  3. Non adversarial Crisis Response
  4. Enterprise Structure and relationships
  5. Government Organization and processes
  6. Global, regional an cultural awareness
  7. Strategic communication
  8. Resource stewardship
  9. Change Management
  10. Continuous Improvement
  11. Vision
  12. Decision Making
  13. Adaptability
89
Q

Which institutional sub competency uses innovation and technology to employ lethal and non lethal force and expertly integrates and leverages doctrine, concepts and capabilities within an effects based approach to operations

A

Operational and Strategic Art

90
Q

Which institutional sub competency considers and applies AF capabilities across Air, space and cyberspace

A

Unit, AF, Joint and Coalition capabilities

91
Q

A leader who understands the national security implications of peacekeeping operations, humanitarian relief operations, and support of foreign and domestic civil authorities, displays which institutional sub competency

A

Non Adversarial Crisis Response

92
Q

Leaders exhibit the enterprise structure and relationships institutional sub competency by understanding the organizational structure and relationships between the AF, DoD joint Staff, COCOM, defense agencies and other defense structure elements. How else do they display this subomptnency

A

By comprehending how their unit or function fit into the parent organization and how the parent organization relates to its external environment

93
Q

Which institutional sub competency develops language skills and seeks to understand foreign cultural, religious, political, organizational and societal norms and customs

A

Global, regional and cultural awareness

94
Q

How is the institutional sub competency, government organization and process, defined

A
  1. essential operating features and functions of the AF , DoD national security structure, other related executive branch functions and congress including organization and leadership
  2. Roles of member committees and staff
  3. Authorization, appropriation and budget processes
  4. Acquisition policy and procedures
  5. interdependencies and relationships
95
Q

Leaders applying the institutional sub competency, strategic communication, formulate the institutional ____ telling the AF story

96
Q

In addition to implementing best practice management techniques throughout the organization, what is the second definition of their institutional sub competency, resource stewardship

A

Identifies, acquires, administers and conserves finical, informational, technological, material, warfare and human resources needed to accomplish the mission

97
Q

Leaders who display the institutional sub competency, change management, perceive ____ and risks before or as they emerge

A

Opportunities

98
Q

List one definition of the institutional sub competency, continuous improvement

A
  1. Originates actions to improve existing conditions and processes, using appropriate methods to identify opportunities, implement solutions and measure impact
  2. Supports ongoing commitment to improve processes, products, services and people
  3. Anticipates and meets the needs of internal and external stakeholders
99
Q

Vision involves taking a long term view and building a shared vision that clearly defines and expresses a future stat. It also formulates effective plans and strategies to consistently achieve goals and maximize mission accomplishment. What are to other definitions

A
  1. Providing innovative and creative insights and solutions for guiding and directing organization to meet intuitional needs
  2. Anticipating potential threats, barriers and opportunities while encouraging risk taking
100
Q

Decision making as an institutional sub competency, identifies, evaluates and assimilates data from multiple streams and differentiates information according to its use. It also uses information to influence actions and decisions and analytic methods to solve _____ and develop ____

A

Problems and alternatives

101
Q

Making sound, well informed and timely decisions despite conditions of ambiguity risk and uncertainty defines the continuous improvement institutional competency T/F

102
Q

A leader who maintains effectiveness while experiencing major changes in work environment or task displays which institutional sub competency

A

Adaptability

103
Q

as americas guardians what isa her AF mission

A

To deliver sovereign options fro the defense of the US and its global interests to fly and fight in air space and cyberspace

104
Q

Who shares the AF duty to defend the Holland and assure allies while dissuading getting and defeating enemies

A

ALL US MILITARY SUERVICES

105
Q

No profession asks more of its members then profession of arms T/F

106
Q

In what three ways is the AF perspective different from that of other military services

A

Airpower is

  1. applied differently Athena other forms of military poower
  2. Is flexible applied independently or jointly withothe forms of military power
  3. Can be most effective if applied fro the right reasons, in the right concentration and at the right time and place to achieve effects on the battleeildd
107
Q

why must airpower be applied by those who appreciate its breadth and scope

A

AF force are employed differently, in deferent mediums at different speeds and closer rates over greater distances than other military forces

108
Q

What common goal do all Awn share

A

To accomplish the. mission

109
Q

In addition to ther knowledge skills and abilities, what do Awn contribute to mission accomplishemnt

A

Air mindedness - a nunquie manner of effectively approaching the mission

110
Q

Airmen must build _____ leaders who understand the complexity of expeditionary orations and successfully applying airpower in unilateral, joint or coalition operations

A

Warrior Leaders

111
Q

Who must understand and articulate the full AF capabilities required to support t the AF mission and meet us national security objecitves

A

Each airman

112
Q

What is the central focus of profession of arms

A

Warfighting

113
Q

What is the warrior ethos

A

a mindset that builds confidence, commitment and teamwork o accomplish the mission

114
Q

What three characteristics of all airmen usually surface in times of great difficulty or unforeseen circumstances

A

Valor, courage and sacrafice

115
Q

______ is the ability to resolutely face danger or hardship and the willingness to take step outside your comfort szone in unexpected situations

116
Q

Valor can only be domeontrsated on the battlefield T/F

117
Q

Courage is the ability to face fear, danger or adversary and comes in what three forms

A

Personal physical and moral

118
Q

Define personal courage

A

Doing what right even at the risk of your career

119
Q

Risking yourself for another or for the mission in battle or in everyday life, is an example of what form of courage

A

Physical courage

120
Q

What is moral courage

A

Standing by the core values even if itisnt popular

121
Q

____ is the willingness to gies ones life time or comfort to meet the needs of others

122
Q

Who was posthumously awarded the AF cross for his extraordinary heroism during operation Enduing Freedome when he moved 10 gravely wounded Americans from the burning fuselage of a downed Helicopter

A

SrA Jason D Cunninghman and AF pararescumenan

123
Q

The AF cross was awarded ore extraordinary ____ displayed by he US and foreign military personnel and Sicilians

124
Q

How many airmen have been award the AF cross the services highest award

A

22 only 2 since veietnman

125
Q

What is the Airmans unifying professional purpose

A

To fly. ,might and win wheel remaining true to the legacy of valor and devotion

PDG 2017 E-8-2s (19 decks)

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