MILITARY COURTESY AND DISCIPLINE

MILITARY DISCIPLINE - is the state of order and obedience among personnel in a military organization. It
is characterized by the men's prompt and willing responsiveness to orders and unhesitating compliance
to regulations.

MILITARY COURTESY - are the acts of politeness, civility and respect that personnel in the military
organization accord to one other. Just like in the civilian world, military courtesy serves to smooth the
personal relationship among men in the profession of arms. As a soldier, you must be thoroughly
familiar with the different forms of military courtesy.

CUSTOMS OF THE SERVICE – it is the body of unwritten or common law of the armies, navies and air
forces.

MORALE – the term may be defined as the mental state and spirit of an individual or unit.

EFFICIENCY – it is the ability to accomplish successfully an assigned task in the shortest possible time
with the least confusion. Efficiency requires interest, resourcefulness, and proficiency.

THE SALUTE

Salute will be exchanged between officers and enlisted personnel. Military personnel under arms will
render the salute prescribed for the weapon with which they are armed. Military personnel in civilian
clothes will render salute with each other upon recognition. Covered or uncovered, salute is rendered in
the usual manner. A person running will come to a walk before saluting. Organization and detachment
commanders salute officers of higher grades by bringing the organization to attention before saluting
except when in the field. The smartness with which the officer or soldier gives the salute is held to
indicate the degree of pride he has in his military responsibilities.

A. Who and What are entitled to Salute

1.) Commissioned Officers (both male and female) of the Armed Forces of the Philippines.

2.) Commissioned Officers (both male and female) of the Armed Forces of Allied Nations.

3) Civilian high officials or foreign dignities during military honors rendered for them.

4) Colors and standard not cased.

B. When to Salute

1) Reporting to an officer.

2) Meeting an officer
3) When the national color passes by

4) When the national anthem is being played. (Outdoor only)

5) Raising and lowering of flag.

6) After conversing with an officer.

C. When not to Salute:

1. An enlisted man in ranks and not in attention comes to attention when addressed by an officer.

2. Individuals at work do not salute

3. When actively involved in games

4. in churches, theaters or public assemblies

5. When on the march in combat and other combat conditions

6. Sentinel armed with pistol does not salute after challenging.

7. Driver of a vehicle in motion is not required to salute

8. When indoors, except when reporting to an officer

Military personnel in uniform are always required to salute all persons who are entitled to such
courtesy whenever they meet and recognized them. Saluting, however, is not necessary when riding
public conveyances such as trains and busses or when inside public places such as theaters and
restaurants or during situations when a salute is manifestly in appropriate or impractical.

General Rules for Saluting

Following are the rules to observe when saluting:

a. Saluting distance is the distance of recognition. Usually it does not exceed 30 paces. The salute is
rendered and the hand is held in position until the officers saluted has passed or after the salute is
returned

b. A salute must always be returned by the officer entitled to it, unless he is in the formation of other
officers. In which case, only the most senior or the marcher returns it.

c. The salute must never be rendered in a casual or perfunctory manners, nor with pipe, cigar or
cigarette held in the mouth or in the right hand. It is only rendered at a halt or a walk. If running, a
soldier comes to a walk before saluting. When mounted on a horse, he brings the horse to a walk and
salute.

d. When several are in a group, not in formation, all rise and salute. When in formation, only the
commander or the most senior salutes.
e. The salute is made whether a headgear is worn or not.

f. A soldier salutes an officer if he meets and recognizes him inside a military camp even though they
are both in civilian clothes or when either one of them is in uniform. When both or each of them are in
civilian clothes and they meet outside of camp, a courteous "Good Morning, Sir" or other greeting will
do.

g. The salute is rendered only once if the officer remains in the immediate vicinity and conversation
takes place, the junior must again salute the officer when he leaves or dismiss him.

h. Unlike Navy personnel, soldiers never salute with the left hand. When a soldiers hold something on
his right hand, he transfer it to the left and salute. When it is impractical to burden both hands, he
simply greets the officer as he meets him.

i. The salute is always executed while looking at the person being saluted. It is always best to
accompany such courteous gesture with "Good Morning, Sir" or some appropriate greetings.

j. Enlisted Personnel salute other enlisted personnel only in formation when rendering reports.

k. Whenever a soldier is in doubt, as to whether a salute is appropriate or not-HE SALUTE

Titles of Commissioned Officers

1. Lieutenants are addressed officially as lieutenants

2. Other officers are addressed or referred to by their titles

3. Ma‟am will be used in addressing a female officer

4. All chaplains are officially addressed as chaplain regardless of their military grade

5. Women officers of the Technical service as well with those WAC are addressed by their titles.

Titles of Cadets Cadets are addressed as “cadet”

Titles to Non Commissioned Officers

1. Sergeant Majors are addressed as “Sgt Major”

2. A First Sergeant is addressed as “F/Sgt”

3. Sergeants are addressed as “Sgt”

4. Corporals are addressed as “Cpl

COURTESIES RENDERED BY JUNIORS TO SENIORS

When reporting to a superior officer, the junior (unless under arms) removes his headdress, knocks and
enters when told to do so. Upon entering, he marches up to within about 2 paces of the officer’s desk,
halts, salutes and reports.

Courtesies Exchanged when an Officer Addresses a Soldier

During conversations, salutes are exchanged, conversation is completed and salutes are again
exchanged.

MILITARY TABOOS

1. Uniform must not be defamed

2. Never slink under cover to avoid retreat

3. Offer no excuses

4. Use of third person by an officer is of poor taste

5. Servility is scorned

6. Avoid praising your commander to his face 7. Old man to be spoken with care

8. Avoid going over the officers head

9. Harsh remarks are to be avoided

10. Avoid vulgarity and profanity

11. Excessive indebtedness to be avoided

MILITARY LEADERSHIP

Military Leadership - is the process of influencing men in such a manner as to accomplish the mission.

Leadership Traits - personal qualities that are a direct value to the Commander in gaining the willing
obedience, confidence, respect and loyal cooperation of his men in accomplishing a mission.

Leadership Principles - fundamental guidelines for the selection of appropriate action and orders in the
proper exercise of the Command.
Command - authority which an individual in the Military service lawfully exercises over subordinates by
virtue of Ranks and assignments or position.

Leadership - refers to that process whereby an individual directs guide, influences or control the
thoughts, feeling or behavior of other human being.

BASIC RESPONSIBILITIES OF A COMMANDER

1. Accomplishment of the Mission

2. Welfare of the men

CONCEPT OF MILITARY LEADERSHIP

1. Leadership is not inherent - It depends upon traits that can be developed and upon the application of
techniques that can be learned. It is an art that can be acquired, cultivated and practice by anyone
having the mental and physical ability and moral integrity expected from a commissioned officer.

2. Self-Improvement

3. It is essential that the student grasp this concept of leadership to that the leader does, say and think.

4. Effective leadership is a totality which is a result of everything the leader does in every aspect of his
job and in his daily living.

LEADERSHIP TRAITS (TRAITS OF A GOOD LEADER)

When a study of the personalities of a group of successful leaders was conducted some time ago,
fourteen (14) traits were identified as common to the as common to the group. The personalities of
subordinates and the situation will have a direct effect on which traits the leader must apply.

1. Bearing - a man’s bearing is his general appearance, carriage, deportment and conduct. The bearing of
the leader establishes the standard which affects subordinates, peers and superiors. His carriage should
be upright, his general appearance and condition of his clothing and equipment exemplary. His
appearance and manner should reflect alertness, energy, competence and confidence.

2. Courage - a mental quality that recognize fear of danger or criticism, but enables a man to proceed in
the face of it with calmness and firmness. It is a quality of mind that gives a man control over fear,
enabling him to accept responsibility and act properly in a threatening situation.

3. Decisiveness - a positive approach, little waste of time, objectively, timely analysis and sound
evaluation of opinions made by others all contribute to the development of decisiveness in the leader.
4. Dependability - the certainly proper performance of duty; a quality the leader must develop. A
dependable leader can be relied upon to carry out any activity with willing effort.

5. Endurance - the mental and physical stamina measured by the ability of withstand pain fatigue, stress
and hardship is a kin to courage.

6. Enthusiasm - display of sincere interest and zeal in the performance of duties. This requires the leader
to be optimistic and cheerful.

7. Initiative - initiative or taking action in the absence of orders, often required of leaders. Men develop
respect and trust for a leader who meets new and unexpected situations with prompt action.

8. Integrity - the uprightness and soundness of moral principles, the quality of truthfulness and honesty
describe integrity. A leader who proves himself unreliable or of questionable integrity has no place in
the military.

9. Judgment - the ability to logically weigh facts and possible solution on which to be sound decision.
Anticipation of situation avoidance of hasty decisions and the application of common sense will insure
success in most situations which the leader is confronted.

10. Justice - giving every his due; being equitable, impartial and consistent in bestowing awards and
punishment. Justice involves the comparing of a rewards and the meeting out of the punishment, in
accordance with the merit of the case. Firmness and fairness, without favoritism is an essential Quality
of a leader.

11. Knowledge - acquired the information including knowledge of the job and knowledge of the men.
Knowledge is power, nothing will attract confidence and respect more quickly and more demonstrated.
Knowledge is the ability to create self-confidence within the leader himself.

12. Loyalty - the quality of faithfulness to country, the Army, seniors, subordinates and peers. The
confidence and respect that can be gained from superior and subordinate is immeasurable.

13. Tact - the ability to deal with others in a respectful manner. The leader who displays tact in dealing
with superior and subordinates encourages courteous treatment in return.

14. Unselfishness - the unselfish leader is one who avoids providing his own comfort and personal
advancement at the expense of others.

PRINCIPLES OF LEADERSHIP

The principles of Leadership guide all leaders, it is based on a common sense approach to accomplishing
the mission. If the leader understand the Principles and recognizes the necessity for a working
knowledge of human behavior in order to apply these principles, he will have the basic tools to be an
effective leader.
1. Know yourself and Seek Self-Improvement - Honest self-evaluation to determine his own strengths
and weaknesses is of paramount importance to a leader. Through this process be can determine his
capabilities and limitations.

a. Analyze yourself objectively to determine your strong and weak personal qualities. Strive to overcome
the weak ones and further strengthen those in which you are strong.

b. Solicit, when appropriate, the honest opinions of your contemporaries or superiors as to how you can
improve your leadership ability.

c. Profit by studying the causes for the success or failure of other leaders, past and present.

d. Develop a genuine interest in people; acquire the human touch.

e. Master the art of effective writing and speaking

2. Be Technically and Tactically Proficient - A leader must demonstrate to his men that he is qualified to
lead his unit. He must be competent in combat operations and training as well as in the technical and
administrative aspect of his duties.

a. Seek a well-rounded military education by supplementing attendance at service schools with

3. Seek Responsibility and Take Responsibility for your Action - Armed with the knowledge gained from
honest self-evaluation and with the sound technical and tactical foundation required to perform his job,
the leader must take initiative to accomplish his units‟ mission. By seeking responsibility, he develops
himself, professionally and increases his leadership ability.

a. Learn the duties of your immediate senior and be prepared to accept his responsibilities.

b. Seek diversified leadership positions that will give you experience in accepting responsibility.

c. Take every opportunity that offers is increased responsibility.

d. Perform every act, large or small, to the best of your ability. Your reward will be increased
opportunity to perform bigger and more important task.

e. Accept just criticism and admit mistakes.

4. Make Sound and Timely Decisions - The leader must be able to make rapid estimate of the situation
and arrive at a sound decision. He must be able to reason under the most trying conditions and decide
quickly what action is necessary to take advantage of opportunity as it occur.

a. Develop a logical and orderly thought process by constant practice in making objective estimate of the
subject.

b. When time and the situation permit, plan for every possible event that reasonably can be foreseen.

c. Consider the advice and suggestions of your subordinates when possible before making decisions.

d. Announce decisions in time to allow subordinates to make necessary plans.

e. Encourage concurrent estimates and planning in your unit.

a. Be physically fit, well groomed, and correctly dressed.

b. Master your emotions. The leader who is subject to uncontrolled burst and anger or to period of
depression will be less effective as a leader.

c. Maintain an optimistic outlook. Develop the will to win by capitalizing on your unit‟s capabilities. The
more difficult the situation, the more you must display an attitude of calmness and confidence.

d. Conduct yourself so that your personal habits are not open to censure.

e. Exercise initiative and promote the spirit of initiative in your subordinates.

6. Know Your Men and Look out for Their Welfare - Of equal importance to understanding himself is the
requirement for the leader to know and understand his men. It is not enough just to know your manes,
marital status, hometown and other such data. The leader must understand what makes his men tick-
their values, ideas, attitude.

a. See the members of your command and let them see you; be friendly and approachable.

b. Develop a knowledge and understanding of your subordinates.

c. Concern yourself with the living conditions of the members of your unit.

d. Help your men get needed support from available personal services.

e. Provide the spiritual welfare of your command by supporting religious activities.

7. Keep your Men Informed - This will encourage initiative, improve teamwork and enhance morale. In
the past, soldiers did not expect to be told why they were required to perform task. They expected the
fact that their leader and they performed as required. By keeping them informed, you will reduce fear
and rumors.

a. Explain why task must be done and how you propose to do them whenever possible.

b. Assure yourself by frequent inspections that immediate subordinates are transmitting necessary
information to the men.

c. Be alert to detect the spread of rumors. Stop rumors by replacing them with the truth.

d. Build morale and esprit de corps by publicizing information concerning success of your unit.

e. Keep your unit informed about current legislations affecting their pay, promotion, privileges and other
benefits.

8. Develop a Sense of Responsibility in Your Subordinates - Another way to show your men that you are
interested in their welfare is to give them the opportunity for professional development. Delegation of
authority commensurate with responsibility develops mutual confidence and respect between the
leader and his subordinates.

a. Operate through the chain of command.

b. Tell your subordinates what to do, not how to do it. Hold them responsible for the results.

c. Give your men frequent opportunities to perform duties of the next higher echelon.

d. Be quick to recognize your subordinates accomplishment when they demonstrate initiative and
resourcefulness.

e. Correct errors in the use of judgment and initiative in such a way as to encourage the man. Avoid
public criticism or condemnation.

9. Ensure that the Task Is Understood, Supervised and Accomplished - Your men must know what is
expected of them and must be informed of specific task requirements through clear, concise orders. Be
sure that you are understood by communicating with your subordinates. Men respond quickly

to orders which are clear and concise. Do not overtake and order by giving too many details.

a. Be sure the need for an order exists.

b. Use the established chain of command.

c. Through study and practice, develop the ability to think clearly and issue clear, concise positive orders.

d. Encourage subordinates to seek immediate clarification of any point in your orders or directives they
do not understand.

e. Questions your men to determine if there is any doubt or misunderstanding as to the task to be
accomplished.

10. Train Your Men as a Team - Issuing clear, concise orders and checking on their execution is only part
of being a successful leader. Your men must be well trained if they are to accomplish any mission. It is
the leader’s duty to train the members of his unit so they will be tactically and technically proficient and
so that they work as a team. Teamwork is a key to mission accomplishment. It start in the smallest unit
and carries through to the largest organization.

a. Provide the best available facilities for team training and make maximum use of communication
exercises and realistic tactical problems.

b. Insure that all training is meaningful and their purpose is clear to all members of the command.

c. Acquaint each element of your unit with the capabilities and limitations of all other elements, thereby
developing mutual trust and understanding.

d. Insure that each subordinate leader understands the mechanics of tactical control for his unit.

e. Base team training on current and probable realistic conditions.

11. Employ Your Unit in Accordance With its Capabilities - Good training prepares a unit for its job. The
leader must know what his unit is trained to do, as well as its capabilities. He must employ the unit
within its capabilities. Men get satisfaction from performing task which are reasonable but challenging,
but become dissatisfied if they are given task which they consider too easy or too difficult to accomplish.

THE LEADERSHIP INDICATORS

Morale – the state of mind of an individual. It depends on his attitude toward everything that affects
him and his fellow soldiers, his leaders and Army life in general morale is closely related to satisfying
man needs.

Esprit De Corps – the loyalty to pride in, and enthusiasm for the unit as shown by its members. Esprit De
Corps is the unit spirit. It is the common spirit reflected by all members of a unit and provides group
solidarity.

Discipline – the attitude that insures prompt obedience to order and the initiatives of appropriate action
in the absence of order.

Proficiency – the technical, tactical, and physical ability to do the job well. Unit proficiency is the sum of
the skills of all men in the unit welded together by the leader into smooth functioning team.

An effective Leader is one who follows the principles of leadership with an awareness of the forces
which are influencing booth his behavior and that of his men. He understands himself, his men, his job,
and the situation.

LEGAL BASIS

Republic Act 9163 is an act establishing the National Training Program (NSTP) for the tertiary level
students, amending for the purpose Republic Act No. 7077, Presidential Decree No. 1706.

Specific Provisions of the Fundamental Law Pertinent to R. A. 9163

1. Sec 2. R. A 9163 hereby affirms the prime duty of the government to serve and protect its citizens. In
turn, it shall be the responsibility of all citizens to defend the security of the state and in the fulfillment
thereof, the government may require each citizen to render personal, military or civil services.

2. The National Training Service Training Program (NSTP) forms part of the curricula of all baccalaureate
degree courses and at of least two (2) year technical – vocational courses. The course shall be a
requisite for graduation, consisting of the following service components.

a. Reserve Officer’s Training Corps (ROTC), which is hereby made optional and voluntary upon the
effectivity of this Act. b. Literacy Training Services; and c. Civic Welfare Training Service

3. Sec. 15(4) of Batas Pambansa Bilang 323 likewise provides that it is the duty and responsibility of
students to participate actively in civic affairs and be involved in the promotion of the general welfare of
the people particularly in the social, economic and cultural development of the community and in the
attainment of a just, compassionate and orderly society.
B. Implementing Rules and Regulation of RA 9163:

Pursuant to Section 12 Republic Act No. 9163 otherwise known as the National Service Training
Program (NSTP) Act of 2001, the Commission of Higher Education (CHED), Technical Education and Skills
Development Authority (TESDA), and Department of National Defense (DND), in consultation with
concerned government agencies, the Philippine Association of State Universities and Colleges (PASUC),
Coordinating Council of Private Educational Association of the Philippines (COCOPEA), Non-government
Organizations, hereby jointly issue, adopt and promulgate the following Implementing Rules and
Regulations to implement the provisions of this Act.

1. Sec 1, Rule I, IRR to R. A. 9163 (Guiding Principle). While the prime duty of the government is to
serve and protect its citizens, in turn, it shall be the responsibility of all citizens to defend the security of
the state, and in the fulfillment thereof, the government may require each citizen to render personal
military or civil service.

2. Sec 2. Rule I, IRR to R. A. 9163 (Role of the Youth)

a. In recognition of the vital role of the youth in nation building, the state shall promote civic
consciousness among them and shall develop their physical, moral, spiritual, intellectual and social
being. It shall inculcate the ideals of patriotism, nationalism, and shall advance their involvement in
public and civic affairs.

b. As the most valuable resources of the nation, they shall be motivated, trained, organized and
involved in military activities, literacy service, civic welfare programs and other similar endeavors in the
service of the nation.

3. Sec. 4, Rule III, IRR to R. A. 9163 (Coverage)

a. All incoming freshmen students, male and female, starting School Year (SY) 2002 –2003, enrolled in
any baccalaureate and in at least two (2) year Technical – Vocational or associate courses, are required
to complete one (1) NSTP component of their choice as a graduation requirement.

b. All higher and technical-vocational educational institutions must offer at least one (1) of the NSTP
components.

1). State Universities and Colleges (SUCs), shall offer the ROTC Program and at least one (1) other NSTP
component.

2) The Philippine Military Academy (PMA), Philippine Merchant Marine Academy (PMMA), Philippine
National Police Academy (PNPA), and other SUCs of similar nature, in view of the special character of
these institutions, are exempted from the NSTP.

3) Private higher and technical-vocational education institutions with at least 350 midshipmen may offer
the ROTC Program and consequently establish/maintain a Department of Military Science and Tactics
(DMST), subject to the existing rules and regulations of the Armed Forces of the Philippines (AFP).
4. Sec. 6 Rule III, IRR to R. A. 9163 (Duration/ Equivalent Course Unit):

a. Each of the aforementioned NSTP components shall be undertaken for an academic period of two (2)
semesters. It shall be credited for three (3) units per semester, for fifty four (54) to ninety (90) training
hours per semester.

b. A one (1) summer program in lieu of the two (2) semester program may be designed, formulated
and adopted by the DND, CHED and TESDA, subject to the capability of the school and the AFP to handle
the same.

5. Sec. 11, Rule V, IRR to R. A. 9163 (Organization of NSTP Graduates):

a. Graduates of the CWTS and LTS components of the NSTP shall belong to the National Service Reserve
Corps (NSRC) and could be tapped by the state for literacy and civic welfare activities, through the joint
efforts of DND, CHED and TESDA, in coordination with DILG, DSWD and other concerned agencies/
associations.

b. The CHED, TESDA and DND, in consultation with other concerned government agencies, shall issue
the necessary guidelines for the establishment, organization, maintenance and utilization of the
National Reserve Corps.

c. Graduates of the ROTC program shall form part of the Citizen Armed Force, pursuant to R. A. 7077,
subject to the requirements of DND.

6. Sec. 13, Rule VI, IRR to R. A. 9163 (Transitory Provisions):

a. Male students who are currently enrolled but have not taken any of the Military Service (MS), Civic
Welfare Service (CWS) or Law Enforcement Service (LES) programs shall be covered by the NSTP law.

b. Male students who have completed two (2) semesters of the Expanded ROTC (E-ROTC) National
Service Program) are deemed to have complied with the NSTP law.

c. Students who are not covered by Section 13 of this Rule and have taken only one (1) semester or
Basic ROTC or E-ROTC/ NSP, shall be take one more semester of any NSTP components to qualify for
graduation purposes.

d. Students who want to qualify for enlistment in the Reserve Force or attend the Advance ROTC
program shall undertake a special program for this purpose.

TRAINING STAFF
COL REDENTOR L MOJARES OS (GSC) PA

(Superintendent)

COL EDMUNDO G PERALTA INF (MNSA) PA

(Commandant)

LTC ROMEO O DELGADO (INF)

(Assistant Commandant)

1LT JULIUS E TIBAY PA (RES)

(Tactical Officer)

PFC Rex F Ubina (Inf) PA

(Chief Clerk)

TSg Shem A Castel (Inf) PA

(Senior Tactical NCO)

PFC Benlouie S Publariz (Inf) PA (Assistant Tactical NCO)

(Graduate Military Assistant)

SSg Emilio Tao-Tao PA (Res)

Sgt Mark Anthony A Antipas PA (Res)

Cpl Deejay D Canindo PA (Res)

Cpl Kurt Daryl V Aplal PA (Res)

Cpl Peter A Papasin PA (Res)

Cpl Jeffrey C Papasin PA (Res)

Cpl Maria Connie T Cagaitan PA (Res)

Pvt Van Britz M Pasanting PA (Res)

CDT LTC Enerson M Camino 1CL

(Corps Commander)
ELEVEN (11) GENERAL ORDERS

Of a Sentry

1. To take charge of this post and all government properties in view.

2. To walk my post in military manner, keeping always on alert and observing everything that takes place
within sight or hearing

3. To report all violation of orders I am instructed to enforce

4. To repeat all calls from my post more distant from the guardhouse than my own.

5. To quit my post only when properly relieved

6. To receive, obey, and pass onto the sentinel who relieves me all orders from the commanding officer,
officer of the day, and non-commissioned officers of the guard only.

7. To talk to no one except on the line of duty.

8. To give an alarm in case of fire or disorder

9. To call the commander of the guard in any case not covered by instruction.

10. To salute all officers, colors and standard not case.

11. To be especially watchful at night during the time of challenging, to challenge all person on or near
my post and to allow no one to pass without proper authority.