OSB Flashcards
Who is the MINISTER OF DEFENCE
Richard Marles (2024)
What is the DEFENCE WHITE PAPER 2016
A document representing the government’s commitment to the safety of Australia and its people, aiming to keep nation safe and protect our way of life.
It sets out a comprehensive, responsible long term plan for Australia’s defence
Outlines the governments plan to enhance defence capability, deepen international security partnerships, collaborate with the defence industry and science technology research partners.
Who is the CHIEF OF DEFENCE FORCE
Angus Campbell (2018)
Who is the CHIEF OF ARMY
Simon Stuart (2024)
Who is the CHIEF FINANCE OFFICER
Steve Groves (2024)
What is the OFFICER SELECTION BOARD
Assessment which aids in identifying suitable applicants
Tests competitiveness for vacancies
Suitability is based on leadership, teamwork and individual abilities
Performed in front of the president of DF, specialist officer and psychologist
Comprised of written exam, oral presentation, group exercise, interview and practical
What is your PERIOD OF SERVICE
All candidates who are appointed or enlisted into the Army Reserve may undertake volunteer service until the age of 65 (Compulsory Retiring Age) subject to the requirements of the Army and suitability for further service. Members may transfer out of the active Army Reserve at any time.
Outline MILITARY TRAINING
Specialist Service Officer First Appointment Course (Parts 1 + 2)
Location: Royal Military College – Duntroon, Canberra, ACT.
Duration: 25 days
You will learn fundamental knowledge of leadership, command and control, unit and personnel administration, basic military skills and the ideals of officer behaviour and attitudes necessary for future employment
What is the role of the Australian Royal Army Pay Corps?
The role of the Royal Australian Army Pay Corps (RAAPC) is to provide finance and pay services essential for the day-to-day management of the Army and its soldiers.
The Royal Australian Army Pay Corps is responsible for:
A.providing advice to commanders on management of public monies
B. preparing budgets, financial statements, cash flow analysis, accrual accounting, costing and financial analysis
C. development and implementation of financial management systems
D. deploying as financial advisers on exercises and military operations
E. training and development of personnel
F. providing advice and assistance on management of non-public monies
G. auditing of non-public monies accounts and the conduct of fraud investigations
H. providing advice and assistance to units and members on pay and allowances.
What is the motto of Australian Royal Army Pay Corps?
Integrity
VALUES of ARMY
The Australian Army is a national institution, a professional fighting force and a force for good.
Army personnel do the right thing. Hold themselves to the highest ethical standards through self-discipline and personal accountability. They set high standards and live the following values:
Service: The selflessness of character to place the security and interests of our nation and its people ahead of my own.
Courage: The strength of character to say and do the right thing, always, especially in the face of adversity.
Respect: The humanity of character to value others and treat them with dignity.
Integrity: The consistency of character to align my thoughts, words and actions to do what is right.
Excellence: The willingness of character to strive each day to be the best I can be, both professionally and personally.
Why join the army
Personal values align with the army values of service, courage, respect, integrity and excellence.
Service is especially important as it strengthens the other values.
What is the DF DISCIPLINE ACT (1982)
Civilian law + military law
Follow all commands given at any time which could invole risk
Offences military in nature or civil in a military environment
Prosecuted in military discipline system
Maintain command and operational effectiventess
What is OPERATIONAL SERVICE
Possibility of deploying to or near war zones (if hostilities)
Engage in direct action against an enemy force
Deploy to unstable areas where risk of violence is high (peacetime)
Engage in offensive or defensive action for protection of self and others
Major exercises
Search and rescue
Natural disaster relief
Why join the ADF
Passion for the outdoors (camping, sailing, hiking)
Enjoy challenging myself (ADF great place to provide challenge within safe and controlled environment)
Give back to country
What is UNRESTRICTED SERVICE
Mandatory
Must be available to move or deploy overseas
Can’t have civil or criminal restrictions
CHALLENGES during training
Unknown
Full on learning
New learning - style and topic
Physical
Changing of mindset
How to OVERCOME CHALLENGES
Form routine
Form habits
Set goals
Endeavour to make connections
Embrace challenges
Personal QUALITIES
Deligent
Hard working
Motivated
Dedicated
Cooperative
Leadership
Pride
Benefits of enlistment
Pride of being able to serve Sense of family Do what you love for a living Train to reach full potential Travel Equal opportunities Active Medical and dental Accommodation
Why be an OFFICER
Greater opportunities
Be able to lead
Sense of challenge
ROLE and RESPONSIBILITY of officer
Leader - take control of situations, command people and resources
Training and mentoring
Coordinating
Formulate strategies
Lead operations
~~~
Current in service RIFLE
F88 AUSTEYR (Used 2009 - 2016)
Calibre: 5.56 mm
Weight: 4.8 kg
Length: 790 mm
Rate: 680 - 850 rpm
Easy maintenance
Enhanced F88 (replaced F88 Austeyr in 2016)
When have you worked in a TEAM ENVIRONMENT
Church Youth Community
ROKA
Work - Finance department.
I’ve held a few leadership roles throughout my life. I was a youth leader for the church community and I represented over 200 young adults in church congregation.
I also had a leadership role during my service at ROKA. I was a sergeant looking after a section of 16 people from various walk of life. I really appreciated the fact that people’s perception and experience to the life can be very different to one another. It gave me an opportunity to appreciate my life more and to better understand of others.
What are the pre-enlistment FITNESS requirements
Pushups - 15
Sit-ups - 45 (feet held)
Beep test - 7.5
What is ARMY SWIM TEST?
Swim 30 metres
Tread water for 2 mins
How have you been TRAINING
Attending Peloton virtual classes every morning for weight training
Spin biking every morning
Commute to work on my bike
Pushups, sit-ups at home
Taking my dog a walk both morning and evening for an hour
Drugs tolerance
Zero tolerance for non-medical use
Misuse of prescribes and non prescribed drugs is not permitted
Personnel may be required to provide urine specimen for urinalysis
POSITIVES of joining the army
Diversity Opportunity Structure Develop a variety of skills Lifestyle and career Sense of family Fitness Pride
NEGATIVES of joining the army
Reduced flexibility
Miss family and events
Move often - reduced roots
Qualities of a GOOD LEADER
Adaptable Take risks Believe in yourself Good communication Make hard choices Self-sacrifice Show respect Show empathy Know the team Clear focus Push people to be their best Recognise achievements of team
Qualities of a GOOD MANAGER
Good management skills Coaching Seek response and feedback Resolve conflicts Delegate Raise moral Clear Plans Engage Communicate
Describe LEADERSHIP
Member of the team Possesses control Strives to motivate and inspire Lead by example Create and share a vision
Leaders have people who follow them
Describe MANAGEMENT
Controls team
Isn’t necessarily a part of the team
Creates goals
Can manage from afar
Managers have people who work for them
Whats the DIFFERENCE between leadership and management
Leaders have people follow them, managers have people who work for them
POSITIVE aspects of being a leader
Create vision Create culture Bring energy and passion Lead by example Opportunities Respect
NEGATIVE aspects of being a leader
Responsibility
Stress
Can’t control all
Isolation
What are the types of LEADERSHIP STYLES
Transformational Transactional Autocratic Laissez-faire Democratic Bureaucratic Charismatic Situational
Visionary
Facilitative
Team
Strategic
Transformational leadership
Often considered most desirable
Inspire through effective communication and creating an environment of intellectual stimulation
Motivate others to do more than originally intended and thought possible - raise one another to higher levels of morality and motivation
Set more challenging expectations and typically achieve higher performance
Statistically have more committed and satisfied followers
Transactional leadership
Focus on group organisation, establishing clear chain of command and using reward and punishment approach
Leaders offer an exchange - reward good, punish bad
+ve good for short term
-ve employees unlikely to reach full creative potential
Autocratic leadership
Extreme version of transactional - rule with iron fist
Significant control over staff and rarely consider worker suggestions or share power
+ve suited to routine or limited skill environments / jobs
common in military organisations
-ve rarely appreciated by staff
high turnover and absenteeism
lack creativity due to strategic direction
Boss centered - leader holds authority and responsibility
Leaders make decisions without consulting subordinates
Reach decisions, communicate to subordinates and expect prompt implementation
Little or no flexibility
Guidelines, procedures and policies are additions of autocratic leader
Laissez-faire leadership
‘Let them do’ or ‘let it be’
Hands-off approach, allowing employees to get on with tasks as they see fit
+ve effective in creative jobs or experienced employees
gives authority to employees
-ve least satisfying and least effective style
Important leaders monitor performance and communicate expectations to prevent work standards slipping
Democratic leadership
Leaders ask for input from team before making decision
+ve higher levels of job satisfaction
better creativity
one of most prefered styles
entails fairness, competence, creativity, courage,
intelligence and honesty
-ve slower
not good if quick decision-making is crucial
Subordinates involved in making decisions - headship centered on subordinates contributions
Leader holds final responsibility but can delegate authority to others
Communication is active upward and downward
Bureaucratic leadership
Ensure people follow the rules and carry out tasks by the book
Often implemented in highly regulated or administrative environments, where adherence to the rules and a defined hierarchy are important
+ve works well in health and safety
-ve stifle innovation and creativity in agile, fast-paced
Charismatic leadership
Rely heavily on positive charm and personality of leader
Leader manifests revolutionary power
+ve transformation of followers’ values and beliefs.
-ve less favourable as success closely linked to
presence of the leader
removal of leader leaves a power vacuum
Situational leadership
Theory that best leaders utilise range of different styles depending on the environment
Factors - worker seniority, business process performed
and complexity of tasks
-ve difficult to gauge what style is most suitable
hold up decision-making processes
Strategic leadership
Leader is head of organization - not limited to those at top
Fills gap between need for new possibility and need for practicality by providing a prescriptive set of habits
Using well considered tactics to communicate a vision for an organization
Manages, motivates and persuades staff to share vision, and can be important tool for implementing change or creating structure
Facilitative leadership
People centered, quality and results driven process of developing and supporting a culture in the workplace that facilitates goal achievement through effective relational processes
Important to effective group process, teamwork, culture and change management in the workplace.
Dependent on measurements and outcomes - not skill
Effectiveness of group is directly related to efficacy of its process
If group is high functioning, the facilitative leader uses a light hand on the process.
If group is low functioning, the facilitative leader will be more directives in helping the group run its process
Involves monitoring of group dynamics, offering process suggestions and interventions to help the group stay on track.
Visionary leadership
Motivated by what team can become
Not bogged down with technical details, big picture people intent to usher in new eras of innovation and development
Transform their visions into realities
Describe how POSTINGS and DEPLOYMENTS work
Reflect need to fill current vacancies as well as rotate personnel through operational, staff and training appointments.
Aim to be sufficiently long (3 years) for personnel to develop an understanding of job (develop sound technique, procedures and doctrine). Contribute to job satisfaction, family welfare and domestic stability.
Normally experience a number of moves - removal leave, financial and accommodation assistance.
Factors taken into consideration = personal preferences, family welfare and compassionate circumstances
Personal preferences cannot be overriding influence on selection of posting
Deployment occurs on regular basis in response to peacekeeping, exercises and natural disasters etc.
Outline RELIGIOUS and CULTURAL concerns
ADF is not obliged to provide facilities or time off for religious purposes
Wherever possible opportunities are provided for requests of time or facilities for religious purposes.
DRESS - required to adhere to policies (due to safety) but flexible in allowing variations
TATTOOS AND JEWELLERY - requests will be considered and waivers may be granted
DIETARY - every effort made to provide flexibility but not always possible
Outline policy on TATTOOS and BRANDING
Prohibited on face, including scalp, ears, and neck and the hands
Permitted on other parts of body unless it’s considered offensive
Outline policy on DRESS and GROOMING
Each service has uniform, hair neat natural, etc
Regulations foster qualities of teamwork and esprit de corps and allow identification.
Gives sense of belonging and being part of organisation
Promote confidence and pride in military amoung community
Outline the ADFs regulation of LIFESTYLE
Regulations can affect areas such as:
- recreational use of drugs
- consumption of alcohol
- unacceptable behaviour
- unreasonable debt
Many practices banned or regulated by ADF are legal under civil law or socially acceptable
Maintains communities high expectations of ADF and its members
