Mil Req For Po 3 & 2 14504 PDF
Mil Req For Po 3 & 2 14504 PDF
Mil Req For Po 3 & 2 14504 PDF
TRAINING
COURSE
JUNE 2001
Military Requirements
for Petty Officers
Third and Second
Class
NAVEDTRA 14504
PREFACE
By enrolling in this self-study course, you have demonstrated a desire to improve yourself and the Navy.
Remember, however, this self-study course is only one part of the total Navy training program. Practical
experience, schools, selected reading, and your desire to succeed are also necessary to successfully round
out a fully meaningful training program.
COURSE OVERVIEW: Military Requirements for Petty Officers Third and Second Class,
NAVEDTRA 14504, covers the knowledge required of Sailors of the U.S. Navy and Naval Reserve.
Designed for individual study rather than formal classroom instruction, the course provides basic
information in regard to Petty Officers Third and Second Class Naval Standards which are listed in the
Manual of Navy Enlisted Manpower Personnel Classifications and Occupational Standards, NAVPERS
18068.
This self-study course is organized into subject matter areas, each containing learning objectives to help you
determine what you should learn along with text and illustrations to help you understand the information.
The subject matter reflects day-to-day professional military knowledge.
THE COURSE: This self-study course is organized into subject matter areas, each containing learning
objectives to help you determine what you should learn along with text and illustrations to help you
understand the information. The subject matter reflects day-to-day requirements and experiences of
personnel in the rating or skill area. It also reflects guidance provided by Enlisted Community Managers
(ECMs) and other senior personnel, technical references, instructions, etc., and either the occupational or
naval standards, which are listed in the Manual of Navy Enlisted Manpower Personnel Classifications
and Occupational Standards, NAVPERS 18068.
THE QUESTIONS: The questions that appear in this course are designed to help you understand the
material in the text.
VALUE: In completing this course, you will improve your military and professional knowledge.
Importantly, it can also help you study for the Navy-wide advancement in rate examination. If you are
studying and discover a reference in the text to another publication for further information, look it up.
Published by
NAVAL EDUCATION AND TRAINING
PROFESSIONAL DEVELOPMENT
AND TECHNOLOGY CENTER
Sailors Creed
I am a United States Sailor.
I will support and defend the
Constitution of the United States of
America and I will obey the orders
of those appointed over me.
I represent the fighting spirit of the
Navy and those who have gone
before me to defend freedom and
democracy around the world.
I proudly serve my countrys Navy
combat team with honor, courage
and commitment.
I am committed to excellence and
the fair treatment of all.
ii
TABLE OF CONTENTS
CHAPTER
PAGE
1-1
2-1
3-1
Career Information...............................................................................................
4-1
5-1
6-1
7-1
8-1
Glossary ...............................................................................................................
AI-1
APPENDIX
I
INDEX
............................................................................................................................. INDEX-1
iii
ASSIGNMENTS
The text pages that you are to study are listed at
the beginning of each assignment. Study these
pages carefully before attempting to answer the
questions. Pay close attention to tables and
illustrations and read the learning objectives.
The learning objectives state what you should be
able to do after studying the material. Answering
the questions correctly helps you accomplish the
objectives.
assignment
https://www.advancement.cnet.navy.mil/
Grading by Mail: When you submit answer
sheets by mail, send all of your assignments at
one time. Do NOT submit individual answer
sheets for grading. Mail all of your assignments
in an envelope, which you either provide
yourself or obtain from your nearest Educational
Services Officer (ESO). Submit answer sheets
to:
COMMANDING OFFICER
NETPDTC N331
6490 SAUFLEY FIELD ROAD
PENSACOLA FL 32559-5000
Answer Sheets: All courses include one
scannable answer sheet for each assignment.
These answer sheets are preprinted with your
SSN, name, assignment number, and course
number. Explanations for completing the answer
sheets are on the answer sheet.
COMPLETION TIME
iv
E-mail:
Phone:
n314.products@cnet.navy.mil
Comm: (850) 452-1001, Ext. 1749
DSN: 922-1001, Ext. 1749
FAX: (850) 452-1370
(Do not fax answer sheets.)
Address: COMMANDING OFFICER
NETPDTC N314
6490 SAUFLEY FIELD ROAD
PENSACOLA FL 32509-5237
grading,
or
E-mail:
Phone:
fleetservices@cnet.navy.mil
Toll Free: 877-264-8583
Comm: (850) 452-1511/1181/1859
DSN: 922-1511/1181/1859
FAX: (850) 452-1370
(Do not fax answer sheets.)
Address: COMMANDING OFFICER
NETPDTC N331
6490 SAUFLEY FIELD ROAD
PENSACOLA FL 32559-5000
COMPLETION CONFIRMATION
After successfully completing this course, you
will receive a letter of completion.
ERRATA
If you are a member of the Naval Reserve, you
may earn retirement points for successfully
completing this course, if authorized under
current directives governing retirement of Naval
Reserve personnel. For Naval Reserve
retirement, this course is evaluated at 8 points.
(Refer to Administrative Procedures for Naval
Reservists on Inactive Duty, BUPERSINST
1001.39, for more information about retirement
points.)
Student Comments
Course Title:
NAVEDTRA:
14504
Date:
SSN:
Command/Unit
Street Address:
City:
State/FPO:
Zip
Privacy Act Statement: Under authority of Title 5, USC 301, information regarding your military status is
requested in processing your comments and in preparing a reply. This information will not be divulged without
written authorization to anyone other than those within DOD for official use in determining performance.
vii
CHAPTER 1
LEADERSHIP, SUPERVISION, AND TRAINING
Basically the world has three types of people:
those who make things happen, those who watch
things happen, and those who dont know whats
happening. Todays petty officer must work diligently
to stay away from the last group and should direct all
energy toward the first two groups. As a leader, you
must look and listen to what is happening within your
work environment; then, at the right time, you must
make things happen.
The purpose of this chapter is to help you build a
base for self-development. Thus, you can use this
information in building your own leadership style. The
first section of this chapter tells you about the basics of
leadership. The second section explains the
relationship between leadership and human behavior.
Why is this chapter so important? Because the
Navy needs professional leaders who have high
standards, who are highly skilled in their roles, and
who are willing to study and learn to achieve their full
potential. Being a Navy leader has always been a
tough, demanding, but rewarding job because of the
high standards and responsibilities involved. The
challenges facing todays leader are greater than ever
before.
FUNDAMENTALS OF LEADERSHIP
Learning Objectives: Identify the fundamentals of
leadership. Recall the Navys policy to provide leader
development opportunities and training. Recognize the
relationships between leadership and people.
We need men and women who by their
personal integrity, their sense of moral
purpose, and their acceptance of the
requirement for hard work will exemplify the
best in the leadership traditions of the Navy and
of our country.
Admiral Arleigh A. Burke (USN RET)
(Former Chief of Naval Operations,
1955-1961)
Fundamentals of leadership is another term for
basic principles of leadership. These terms are used
interchangeably in many books. They boil down to the
art by which a leader influences people to work toward
a specific goal. The art of influencing involves
1-1
REVIEW QUESTION
Q1.
2.
Motivational theory
3.
4.
Principles of supervision
LEADERSHIP CONTINUUM
It is the Navys policy to provide appropriate
leader development opportunities and training for all
personnel throughout their careers. Leader
development is the responsibility of the individual,
each Navy command, and the Navy training
establishment.
P e r s o n a l l e a d e r s h i p d eve l o p m e n t i s t h e
responsibility of everyone in the Navy. Individuals
who want to get ahead must actively seek to develop
themselves as leaders. Seniors must be conscious that
they are models and must actively guide and encourage
leadership development in junior personnel.
Q2.
2.
3.
4.
do nothing else
1-2
LOYA LTY TO TH E CH A I N OF
COMMANDThey remain faithful to the chain of
command. They know they cannot expect loyalty from
subordinates without being loyal to both subordinates
and superiors. Simply stated, we can depend on them to
support all levels of the chain of command.
ACCOUNTABILITYThey are accountable,
and that quality forms the cornerstone of leadership.
They make decisions, good or bad, and accept the
responsibility and consequences for those decisions.
FOLLOWERSHIP
To lead, you must first be able to follow: for
without followers, there can be no leaders.
Navy saying
One point we often overlook concerning
successful leaders is they were successful followers
before they became successful leaders.
Understanding the followership role will allow
you to function more effectively when you become a
leader. To understand the relationship between
followership and leadership, you should recognize the
following facts:
1. Followership and leadership are not opposites.
The idea that followership is the reverse or
opposite of leadership is wrong. For example, if a
leader is decisive, the reverse says that the follower is
indecisive; or if the leader is organized, that the
follower is disorganized. The list is unending, but you
can see that leadership and followership are not
opposites.
2. Leaders perform both roles at the same time.
A leadership role and a followership role can be,
and usually are, performed simultaneously. In
providing guidance for the worker, a supervisor is
functioning as a leader. At the same time, a leader may
1-3
1-4
AS
YOUR
RES P ONS IBILITIES
IN CRE A SE ,
YOUR
ABILITY
TO
CO MMUNICATE
CLEARLY
AND
EFFECTIVELY ALSO MUST INCREASE. The
basic requirement for effective communication is a
good knowledge of the language of your rating. Use
appropriate and accepted language in speaking and in
writing. Remember that the basic purpose of all
communication is understanding. To lead, supervise,
and train others, you must be able to speak and write so
that others can understand exactly what you mean.
A s e c o n d r e q u i r e m e n t f o r e ff e c t ive
communication in the Navy is the use of common Navy
terminology. The Navy has standardized some terms to
ensure efficient communication. For example, port,
starboard, bow, stern, overhead, and deck are Navy
terms used for specific purposes. When a situation
calls for the use of standard Navy terminology, use it.
Another requirement of effective communication
is the ability to use technical terms correctly. The
correct use of technical language will help you to
receive and pass along information accurately and to
exchange ideas clearly with others. If you cannot
understand the precise meaning of the technical
language of your work, you will be at a disadvantage
when you try to read official publications about your
work. You also will be at a great disadvantage when
you take the advancement examination for the next
higher rate. Although you always should use technical
terms correctly, make a special effort to do so when
dealing with lower-rated personnel. Since you are their
leader, they look to you for guidance and direction and
will imitate you. Act, talk, and give directions as if you
were on the receiving end instead of the giving end.
Q4.
True
2.
False
Initiative
2.
Dedication
3.
Accountability
4.
RELATIONSHIP BETWEEN
LEADERSHIP AND HUMAN
BEHAVIOR
Learning Objective: Recognize the five basic levels of
human need.
Are leadership and human behavior related? The
two are definitely related. Actually, human behavior
dictates the way you lead your people and also
determines your success. Without an understanding of
human behavior, you cannot be as successful as you
could be as a leader.
As a petty officer and a leader, study your
personnel; try to get to know and understand them.
Peoples needs or desires dictate how they act at
specific times. For example, suppose one morning you
notice one of your technicians seems depressed. You
know that is not the Seamans normal behavior. As a
leader you should call your technician aside, show
your concern, and try to help solve the problem, if there
is one. However, do not assume total responsibility for
the problem.
Your concern for your people is important. If you
keep the lines of communication open between you
and your Sailors, you cannot help but succeed as a
leader. A Sailor with an unresolved problem will not
work to full potential.
1-5
1-6
Q6.
Esteem
2.
Safety-security
3.
Survival
4.
Self-actualization
Wants
2.
Thought processes
3.
Skills
4.
Emotional makeup
LEADERSHIP/SUPERVISORY SKILLS
Learning Objectives: Recall the process used to
translate work requirements into assignments and
specific tasks for work center subordinates. Recall how
1-7
REVIEW QUESTION
Q7.
Poor communication
ASSIGN TASKS
2.
3.
4.
COORDINATE MATERIAL
AND SAFETY REQUIREMENTS
Once you, the leader, have planned and organized
events needed to accomplish a task, then you must
make sure all required materials are available and
safety precautions will be observed. Having to stop
work while you track down a certain part or piece of
equipment frustrates you, your workers, and your
superiors and causes unnecessary delays.
Do not trust your memory on technical matters,
especially when they involve safety. During this part of
the planning phase, refer to appropriate checklists,
technical manuals, technical orders, or instructions to
make sure work meets all safety requirements and
personnel accomplish all required steps. Make sure all
required safety checks are up to date on all necessary
equipment in accordance with command and Navy
instructions and policies. The 5100 series of OPNAV
instructions provide detailed information relating to a
wide range of safety concerns.
When getting materials for a job, make sure items
subject to shelf-life restrictions are current. A
shelf-life item is one you must use or discard within a
certain time. Shelf-life dates appear on the containers
of these items. Do not use materials with expired
shelf-life dates.
THE PROPER TOOL FOR THE JOB
As you train your workers, insist upon the proper
use of the proper tool for any given job. A knife blade is
not a good screwdriver; wrenches are not good
hammers; and screwdrivers are dangerous when used
as chisels or pry bars. Using a tool in an inappropriate
way can cause injury to the worker and damage to the
tool and the work piece. You are responsible for the
well being of the personnel assigned to you as well as
1-8
PROGRESS CHECKS
STATUS REPORTING
Be on time
Be accurate
Be brief
Be gone
REVIEW QUESTION
Q8.
gone
2.
courteous
3.
formal
4.
forceful
PERFORMANCE FEEDBACK
Performance feedback is evaluative information
about how a job is performed. The most important
performance feedback is POSITIVE FEEDBACK.
When your people do a good job, tell them. You may be
unable to recommend them for a medal or letter of
1-9
Flag LOA
Flag LOC
Navy Achievement Medal (NAM)
Navy Commendation Medal (NCM)
Sailor of the Month, Quarter, or Year
(SOM/SOQ/SOY)
SECNAVINST 1650.1 and local instructions
detail the requirements for application and submission
1-10
REVIEW QUESTIONS
Q9.
Q10.
2.
Promising an award
3.
4.
Positive
2.
Constructive
3.
Evaluative
4.
Disciplinary
EVALUATING PERFORMANCE
One of the hardest tasks you will undertake as a
new petty officer is the evaluation of people who just
weeks ago were your peers. You somehow must put
aside friendships and dislikes and present an honest,
professional opinion of a persons ability to perform
assigned tasks. When doing that, take note of the
successes, failures, and complexity of the tasks. Was
Seaman Jones work exceptional because of a 100
percent success rate on easy jobs? While Seaman
Smith was successful only 80 percent of the time, he
was performing tasks normally done by a petty officer.
When comparing a persons performance to that of
others, you will have to consider those facts.
Your supervisors will occasionally call upon you
(or you may find it necessary) to discuss the
performance of your subordinates with your
supervisors. Generally, that will happen on two
occasions. First, your supervisors may request input
for a formal performance evaluation or to clarify a
workers ability. When that situation arises, be
completely honest with yourself and those you are
evaluating. Dont let personal feelings and attitudes
blur your professional judgment. Differences of
opinion do not necessarily mean poor performance.
Avoid reporting minor problems you can correct
yourself through counseling and leadership. Second,
you will need to seek help from your supervisor on
occasions when you are unable to correct a
performance or behavioral problem. You also will need
to provide a performance evaluation to your superiors
Q11.
1-12
Personal
2.
Career
3.
Performance
4.
Improvement
PERSONNEL QUALIFICATION
STANDARDS
Personnel Qualification Standards (PQS) is a
compilation of minimum knowledge and skills
necessary to qualify for a specific watch station,
maintain specific equipment, or perform as a team
member within a unit. The PQS program is not a
stand-alone training program but provides a key
element of a well-structured and dynamic unit-training
program (OPNAVINST 3500.34). PQS is used in the
aviation and surface communities, but is not applicable
to nuclear propulsion or the fleet ballistic missile
weapons systems.
It is the individual Sailors responsibility to
maintain and complete the sign-off pages of PQS sheets.
Your responsibility will be to help guide the individual
through the program. This guidance involves keeping an
accurate record of their progress through a point system.
There are two methods of record keepinghard copy
(chart) and automated data processing (computer). Each
method is valid, and the method used is dictated by the
command. Regardless of which method is used, the
same information is entered for tracking the individuals
progress. For detailed information, consult the
Personnel Qualification Standards (PQS) Management
Guide, NAVEDTRA 43100-1.
CONTINUOUS IMPROVEMENT
Increased readiness
Improved sustainability because of extended
time between equipment failures
Greater mission survivability
Better justification for budgets because of more
efficient operations
Streamlined maintenance and production
processes
The essential ingredient of continuous
improvement success is leadership involvement.
Management controls the process that accomplishes
the mission. Quality, however, is in the hands of the
workers who do the job. Leaders, therefore, must drive
out the natural fear of change and innovation that is
part of most peoples basic psychology. Total quality
leadership requires acceptance and a total effort from
the top down.
1-13
REVIEW QUESTION
Q12.
2.
REVIEW QUESTION
Q13.
Training
3.
2.
Scheduling
4.
3.
Production
4.
Administration
TRAINING SUBORDINATES
Learning Objectives: Recall the duties and
responsibilities of the training petty officer. Recognize
the importance of training subordinates. Recall
instructional methods and techniques. Recall the
procedures for using training aids. Recall the command
training team (CTT) process.
Have you ever asked yourself, What is the best
and most effective way to train my people? Well, a
good way to start is to review the guidelines and
training policies stated in OPNAVINST 3120.32,
Standard Organization and Regulations of the U.S.
Navy, chapter 8.
RESPONSIBILITIES OF A TRAINING
PETTY OFFICER
As a petty officer second class, you are required to
be able to perform the duties and responsibilities of a
training petty officer. This assignment most likely will
be a collateral duty. You will assist in administering
training within your assigned area. Some of the duties
and responsibilities of a training petty officer are as
follows:
Assist in planning, developing, and coordinating
the training program.
Develop monthly training schedules.
Provide and/or assign instructors to give
training.
1-14
REVIEW QUESTION
Q14.
2.
3.
4.
INSTRUCTIONAL METHODS
AND TECHNIQUES
All methods of instruction can be classified as
telling, lecturing, or discussing; showing or
demonstrating; or any combination of these. Often the
best way of teaching combines the various methods.
You must decide which methods to combine and the
emphasis to place on each unless the curriculum itself
dictates the combination needed. In making that
decision, consider (1) the nature of the trainees, (2) the
subject matter, and (3) the time limitations.
Lecture Method
The lecture is still the most frequently used method
of instruction. However, presenting a lecture without
pausing for interaction with trainees can be ineffective
regardless of your skill as a speaker. The use of pauses
during the lecture for direct oral questioning creates
interaction between instructor and trainee.
Unfortunately, when classes are large, the instructor
cannot possibly interact with all trainees on each point.
The learning effectiveness of the lecture method has
been questioned because of the lack of interaction.
However, its use continues as a means of reaching a
large group at one time with a condensed, organized
body of information. Providing trainees with lesson
objectives before the lecture will enable them to listen
more effectively. It will help them to take concise, brief
notes concerning the objectives, rather than writing
feverishly throughout the lecture.
The lecture method will be presented first because
the techniques involved serve as the basis for other
methods of training. Those techniques apply not only
to lectures but also to many other kinds of
presentations in which oral explanations play a
secondary, but important, role. Every method depends
on oral instruction to give information, to arouse
1-15
Discussion Method
Discussion methods are effective in getting the
trainees to think constructively while interacting with
the rest of the group. Conduct discussions with large or
small groups; however, small groups are more
desirable. You can control and direct a small group
more easily than you can larger groups of 10 or more
trainees. If a group is extremely large, break it into
smaller groups or teams with a discussion leader for
each team.
The use of the terms class discussion and directed
discussion in this text refers to methods in which you
facilitate verbal exchange in the class. To use these
methods, first lay a suitable foundation for the
discussion by asking one or more challenging
questions. Then stimulate the trainees to discuss the
basic questions; finally, guide the discussion to a
logical conclusion.
In the directed discussion, you act as the chairman
or moderator. As a result of your questions,
suggestions, and redirection of ideas, the trainees in the
class become genuinely interested in exploiting all
angles of the central problem. They forget the normal
classroom restraints and begin to talk to each other as
they would when carrying on an ordinary conversation.
A true class discussion requires a trainee-to-trainee
interchange of ideas. An instructor-to-trainee
interchange of ideas during a typical
question-and-answer period is not a class discussion.
To conduct a class discussion, you must make
more extensive and more thorough preparations than
you would for a lecture. Although the trainees supply
the ideas, you must have a thorough knowledge of the
subject matter to be able to sift out pertinent ideas. Be
aware of ideas that may lead the trainees off on a
tangent; steer the discussion away from those ideas.
Demonstration Method
Use the demonstration or doing method to
teach skills. Demonstrate, step-by-step, the
procedures in a job task, using the exact physical
procedures if possible. While demonstrating, explain
the reason for and the significance of each step. To be
effective, plan the demonstration so that you will be
sure to show the steps in the proper sequence and to
include all steps.
If you must give the demonstration before a large
group or if the trainees might have trouble seeing
because of the size of the equipment involved, use
enlarged devices or training aids. When practical,
allow trainees to repeat the procedure in a hands on
practice session to reinforce the learning process. By
immediately correcting the trainees mistakes and
reinforcing proper procedures, you can help them learn
the task more quickly. The direct demonstration
approach is a very effective method of instruction,
especially when trainees have the opportunity to repeat
the procedures.
T E C H N I QU E S
USED
IN
THE
DEMONSTRATION METHOD.The basic
method of instruction for teaching skill-type subject
matter is the demonstration-performance method of
instruction. This method is recommended for teaching
a skill because it covers all the necessary steps in an
effective learning order.
The demonstration step gives trainees the
opportunity to see and hear the details related to the
skill being taught. Those details include the necessary
background knowledge, the steps or procedure, the
nomenclature, and the safety precautions. The
repetition step helps the average and slow learners and
gives the trainees an additional opportunity to see and
hear the skill being taught. The performance step gives
all trainees the opportunity to become proficient. In
short, this method is recommended because it leaves
nothing to chance.
For convenience, the techniques for imparting
skills are presented in steps, rather than activities.
When setting up an instructional plan, understand that
you dont have to follow these steps in the sequence
presented; instead choose the steps in the sequence
best suited to the needs of the trainees. Although you
will always include a demonstration step and a
performance step, you must use judgment in selecting
techniques to make the various steps effective.
1-18
Yes or no
2.
Thought provoking
3.
Closed ended
4.
Intimidating
Q16.
REVIEW QUESTION
Q17.
1.
Telling
1.
True
2.
Lecturing
2.
False
3.
Demonstrating
4.
Discussing
TRAINING AIDS
To get the best results from training aids, use the
following procedures:
COMMAND SIZE
CTT
50 100
101 200
201 300
301 above
12 months
2.
18 months
3.
24 months
4.
30 months
SUMMARY
1-20
REVIEW ANSWERS
A1.
A2.
A3.
A4.
A5.
A6.
A7.
A8.
A9.
A10.
A11.
A12.
A13.
A14.
A15.
A16.
A17.
A18.
1-21
CHAPTER 2
MILITARY JUSTICE AND BEARING
Ever since the beginning of navies, there have been laws peculiarly
applicable to the sea and seafaring people.
Rear Admiral Albert E. Jarrell, USN
2-1
Withholding of Privileges
The temporary withholding of a privilege is
another nonpunitive measure. Supervisors can use this
measure to correct minor infractions of military
regulations or performance deficiencies. A privilege is
a benefit provided for the convenience or enjoyment of
an individual. Some examples of privileges that we can
withhold as nonpunitive measures are special liberty,
exchange of duty, special command programs, the use
of base or ship libraries, base or ship movies, base
parking, and base special services events.
The final authority to withhold a privilege rests
with the authority that grants the privilege. Thus, at
times you only can recommend the withholding of a
privilege through your chain of command. However,
when you think it is necessary, you should make the
recommendation. The action could correct a minor
infraction, thereby increasing the efficiency of your
division.
Extension of Working Hours
Deprivation of normal liberty as a punishment,
except as specifically authorized under the UCMJ, is
illegal. Supervisors cannot deny personnel normal
liberty as a punishment for any offense or for poor
performance of duty. However, supervisors can require
personnel to perform tasks efficiently and in a timely
manner. Thus, naval personnel are not receiving
punishment when they have to remain on board outside
of normal working hours to complete work
assignments, perform additional essential work, or
maintain the required level of operational readiness.
Supervisors must inform their superiors when they
intend to direct subordinates to work beyond normal
working hours. Remember that the work must be
essential, must have a readiness requirement, or must
be work that should have been finished during the
normal workday.
REVIEW QUESTIONS
Q1.
Q2.
2-2
True
2.
False
True
2.
False
REPORTING VIOLATIONS
The hardest job for a PO to do is to place a person
on report. After that happens, the petty officer always
wonders if there could have been another way to handle
the situation. One of your duties as a PO is to start
disciplinary action wherever and whenever the need
arises.
Every petty officer is an important part of the
disciplinary chain of command. You must show
offenders that the command will punish improper
conduct, especially cases of willful violation.
Your responsibility as a petty officer never ends. It is
a 24-hour-per-day duty that can be very trying at times.
For example, when people are ashore winding down
after a long period at sea, a demanding fleet exercise, or
even actual combat, rivalries sometimes form. Rivalries
are healthy until the Sailors imbibe in too many spirits or
carry the rivalry too far. These situations rarely occur;
but when they do, responsible petty officers must act. If
you are the senior petty officer present when a fight
breaks out in a liberty boat or when a brawl involving
enlisted personnel starts in town, you must help in
quieting the disturbance, whether an officer is present or
not. If you face such a situation and you do your job to
the best of your ability, you can be proud.
If an enlisted person violates a regulation in the
presence of both an officer and a petty officer, the petty
officer should correct the person. Failing to correct the
person could result in a reprimand for the petty officer.
Figure 2-1 shows three official sources for basic
disciplinary laws. The UCMJ is an appendix of the
Manual for Courts-Martial.
2-3
True
2.
False
2-4
Figure 2-2. Report and Disposition of Offense(s), NAVPERS 1626/7 (Rev. 8-81).
2-5
True
2.
False
2.
3.
4.
2-6
2.
3.
4.
Courts-Martial
Based on article 16 of the UCMJ, courts-martial
are of three typessummary, special, and general. The
captain decides the type of court-martial to award
based on the nature, time, and place of the offense.
A summary court-martial (SCM) consists of one
c o m m i s s i o n e d o ffi c e r. I f t h e r e i s o n l y o n e
commissioned officer with the command, that officer
acts as the summary court officer. A summary court
can award any sentence that may be given at mast. It
also can award the additional punishments of
confinement for 1 month, hard labor without
confinement for 45 days, restriction for 2 months, or
forfeiture of two-thirds pay per month for 1 month.
A special court-martial (SPCM) consists of not
less than three members. The accused can request that
enlisted personnel serve on the court. In that event,
enlisted personnel make up at least one third of the
court membership. The accused has the right to consult
with a defense counsel and to request that the court
consist of only the military judge. A SPCM may award
a more severe punishment than a SCM. For example, it
can award a bad-conduct discharge, confinement for 6
months, loss of two-thirds pay per month for 6 months,
and hard labor without confinement for 3 months.
A general court-martial (GCM) consists of a
military judge and not less than five members. As in a
special court-martial, the accused may request that
enlisted personnel serve on the court. Under the
conditions described for a SPCM, the accused may
request that the court consist of only a military judge. A
GCM can award any punishment not forbidden by the
UCMJ, including death when specifically authorized
for the offense.
All accused persons have the right to be
represented before special and general courts-martial
by defense counsel. This counsel may be a civilian
attorney, at the expense of the accused, or a military
attorney detailed to represent the accused.
REVIEW QUESTION
Q7.
1.
Accuser
2.
Accused
3.
Executive officer
4.
Commanding officer
2-7
Q8.
1.
True
2.
False
UNIFORMS
2-8
S t a n d a r d n av y b l u e r a t i n g b a d g e s h ave
embroidered backgrounds and are worn on navy blue
uniforms. You may wear navy blue badges mounted on
fabric which matches the fabric color and cleaning
characteristics of the uniform on which it is worn.
Rating badges with white backgrounds match the
fabric of uniforms on which they are worn. Colors of
the eagle, specialty mark, chevrons, and service stripes
for prescribed uniforms and components are described
in table 2-1.
2-9
Uniform
Navy Blue
White/Silver
Chevrons Service
Stripes1
Scarlet/Gold2
White
Blue
Blue
Summer White
White
Blue
Blue
Winter Blue/
Winter Working Blue
Navy Blue
White
Scarlet
Dungaree
Blue Chambray
Dark Blue
Pea Coat
Navy Blue
White
Scarlet
Overcoat
(E-4/E-5/E-6 Women)
Navy Blue
White
Scarlet
Cap Devices
Collar Devices
Petty officers in paygrades E-4 through E-6 wear
pewter miniature collar devices on collar tips of the blue
windbreaker and the blue raincoat. The collar device
depicts a perched eagle over chevrons indicating the
wearers rate. Center the insignia 1 inch from the front
and lower edges of the collar and place the vertical axis
of the insignia along an imaginary line bisecting the
angle of the collar point, as shown in figure 2-5. The
perched eagles face toward the front (inward).
You are already familiar with the cap device for E-l
through E-6 personnel. It consists of an oxidized,
silver, spread eagle, with oxidized silver block letters
USN placed horizontally between the wing tips and
centered above the eagles head.
This device is worn on the womens combination
hat, garrison cap, and beret. It also is worn on the
tropical helmet.
Service stripes are worn on Dress Blue/Service
Dress White uniforms for men and Service Dress Blue
only for women.
1
2-10
Q9.
True
2.
False
GROOMING STANDARDS
Learning Objective: Recognize the regulations
concerning male and female grooming standards.
Grooming standards are based on several
elementsincluding neatness, cleanliness, safety,
military image, and appearance in uniform. The
standards are not intended to be overly restrictive or
designed to isolate Navy men and women from society.
The limits are reasonable; they ensure that personal
appearance contributes to a favorable military image,
yet they allow a degree of individuality. The seeming
difference between the policy on grooming for male
and female members is simply recognition that there is
a difference between the sexesmustaches and
sideburns for men, longer hair and cosmetics for
women.
GROOMING STANDARDS FOR MEN
Hair will be neat and clean and present a groomed
appearance. Hair above the ears and around the neck
will be tapered from the lower hairline upward at least
3/4 inch. Hair on the back of the neck may not touch the
collar. Hair will be no longer than 4 inches and
groomed so that it does not touch the ears or collar,
extend below the eyebrows when headgear is removed,
or interfere with proper wearing of the headgear. The
primary consideration is a neatly groomed hairstyle in
relation to the individuals type of hair.
2-11
REVIEW QUESTION
Q10.
True
2.
False
SUMMARY
This chapter has covered the Navys view of
discipline as a method of training that corrects, molds,
strengthens, or perfects mental faculties and character.
The general authority and organizational authority of a
petty officer was explained as well as what a lawful
order means. You have seen how unique the Navy is in
giving you added responsibility and letting you
develop to the fullest. You know how to report a
violation properly by using the report chit. You have
seen the processing of a chit through the chain of
command, and you are aware of the importance of the
rights of the accused.
You should understand that along with your
responsibility you need to use good judgment when
reporting major offenses. Some ideas were presented
on how to correct minor violations through counseling,
extended working hours, or the temporary loss of
special privileges.
No matter what your position, as a petty officer,
you are a disciplinarian for the Navy. You will use at
one time or another every form of discipline to get the
job done. How you fare will depend on your approach.
As a petty officer, you have the responsibility to help
maintain good order and discipline within the Navy.
When you place a person on report, you are stating that
all other methods to maintain good order and discipline
have failed. That means the only action left is for the
command to take appropriate disciplinary action
2-12
REVIEW ANSWERS
A6.
A7.
A1.
A2.
A3.
A8.
A9.
A10.
A4.
A5.
2-13
CHAPTER 3
QUALITY OF LIFE
Motivation
Retention
PROGRAMS
Learning Objectives: Recognize the purpose of the
personal excellence program. Recognize how to help
shipmates in regard to personal financial management.
Recognize programs available in the quality of life
initiative. Recall the purpose of the casualty assistance
calls officer. Recall the military cash awards program.
Recall the Navys family housing policy. Recall the
equal opportunity and human rights elements of
leadership programs and policies.
When individuals use their full potential, the Navy,
in turn, reaches its goal of improved combat readiness
and capability. The Navy encourages people to use
their potential by instilling a sense of pride and
professionalism as well as the desire for personal
excellence. The Navy achieves its goal through people
like you who work to improve and develop individual
leadership and counseling skills. Good leadership and
counseling results in personnel stability and improved
communications.
The quality of life initiative has the following
major programs:
Personal Excellence
Family Support
Equal Opportunity
Navy Alcohol and Drug Abuse
Health and Physical Readiness
Navy Family Housing
Management
Order and discipline
Acceptance of responsibility
Authority and accountability
Pride and professionalism
3-1
3-2
REVIEW QUESTION
Q1.
True
2.
False
Health/Fitness
Q2.
3-3
12th
2.
8th
3.
6th
4.
4th
Q3.
Navy values
2.
self-worth
3.
responsible citizenship
4.
FINANCIAL RESPONSIBILITY
Financial management is the responsibility of every
Sailor in the Navy. As a second class petty officer, you
will have many occasions to counsel and advise your
people on their personal financial management,
responsibilities, and debts. In todays society, finance is
very complex and difficult even for experienced wage
earners. If a person does not manage money wisely, the
repercussions can be devastating and cause a bad credit
rating that could last for years. In addition, indebtedness
is a prosecutable offense under the UCMJ.
You can help your people gain knowledge about
finances that will help them balance their income,
savings, and spending. Navy men and women should
adopt a system of accounting to keep their financial
matters straight. Many of our young, inexperienced
Sailors do not effectively manage their money. Many
coming straight out of school to the Navy have not had
to deal with earning and budgeting.
Every command assigns financial counseling as a
collateral duty to a qualified Sailor. These Sailors
attend a financial counseling training session given by
the Navy to provide them with knowledge and tools to
help Sailors budget and manage their money. The
Basic Military Requirements (BMR), NAVEDTRA
14277, has a very comprehensive section on financial
management. You should review the BMR material to
reacquaint you with facts that will help you when
counseling, advising, and training your people on
financial affairs. Some of the information may be
elementary to you. However, because many young
Navy members often do not grasp these facts, they get
into financial trouble. If you are thoroughly familiar
with these basics, you will be in a better position to
help your shipmates with their financial management.
Keep in mind, the Family Support Program also
provides financial counseling and classes for Sailors
and their spouses. Encourage your people in need of
personal financial help to seek counseling. The Navy
OPNAVINST 1754.1A
The Navy family matters! Healthy families
contribute to combat readiness and career retention. To
promote high-quality family life in the Navy, the CNO
set up the Family Support Program in 1979. The
programs mission is to increase readiness and
r e t e n t i o n o f s e r v i c e m e m b e r s b y p r ov i d i n g
information, resources, and services that support and
enrich the lives of Navy families as well as single
Sailors. The Family Support Program includes Family
Service Centers, the Family Advocacy Program,
Family Home Care Programs, and the Casualty
Assistance Calls Program.
Family Service Centers
All bases with 500 or more active-duty members
have installation Family Service Centers (FSCs). They
are located throughout the United States and at many
overseas locations. FSCs offer a variety of programs
for single and married Sailors and their families. While
individual FSCs will tailor services and programs to fit
the needs of the local military community, all centers
offer 13 core programs. These programs fall into one of
three areas: (1) information and referral, (2) education
and training, and (3) counseling.
I N F O R M AT I O N A N D R E F E R R A L .
Resources for the family are abundant. Often
active-duty members and families require assistance in
obtaining specific information about relocating to a
new duty station and establishing themselves in the
military community. Each FSC has an information and
referral specialist who provides assistance and makes
specific referrals for services and programs available
on base and in the civilian community. FSCs also have
3-4
3-5
Q4.
100
2.
500
3.
1,000
4.
1,500
Q5.
True
2.
False
3-6
Policy
Q6.
True
2.
False
1.
OPNAVINST 5354.1D
As a petty officer, you are in charge of maintaining
good morale. You can only achieve this by treating all
people equally and by giving everyone an equal chance
to learn new skills and benefit from the many
opportunities available in the Navy. The Navys Equal
Opportunity (EO) Program assures that Navy
personnel have equal access to the opportunities and
rewards of the Navy organization. The EO Program
guarantees the rights of equality of opportunity and
treatment for all, regardless of race, ethnicity, religion,
gender, or national origin within constraints of the law.
3-7
3-8
3-9
REVIEW QUESTIONS
Q7.
Q8.
On or off duty
2.
On base/ship
3.
Off base/ship
4.
True
2.
False
PERSONAL EXCELLENCE
PROGRAMSHEALTH AND FITNESS
Learning Objectives: Recognize the petty officers
responsibility in the Navys drug and alcohol abuse
prevention and control program. Recall the programs
for counseling and treating personnel with drug and/or
alcohol problems. Recall indicators of a potential
suicide. Recognize health and physical readiness
program initiatives.
NAVY ALCOHOL AND DRUG ABUSE
PROGRAM
Drug and alcohol abuse is costly in terms of
lost m an-hours and unne c es s ar y
administrative and judicial processing.
Additionally it is a critical draw down of
morale and esprit de corps. It undermines the
very fiber of combat readiness, safety,
3-10
Q9.
2.
3.
4.
3-11
3-12
Sick bay
2.
ATF
3.
ARC
4.
SUICIDE PREVENTION
The Navy is very aware that at times our shipmates
may be unable to deal with the stress and pressure of
Navy life. Some of our shipmates or family may turn to
abusive relief, such as drugs and/or alcohol. However,
that behavior contributes to the problem; it does not
solve the problem. When there seems to be no relief
from stress and pressures, they may succumb to the
idea of suicide to end their pain.
The Navy has a very aggressive program to
identify potential suicide patients. Sailors are provided
training periodically, especially around holidays, on
what to look for when evaluating someone suspected
of having suicidal thoughts. Supervisors and
instructors who deal with young Sailors are especially
t r a i n e d i n t h e o b s e r va n c e o f t h i s b e h av i o r.
Additionally, specific information for Medical Corps
personnel on suicide evaluation can be found in
NAVMEDCOMINST 6520.1. Some common
behaviors or symptoms of suicide and the intensity of
risk associated with each are shown in table 3-1.
Here is a list of conditions that may help you make
a positive evaluation of a potential suicide. They are in
no special order and are not of equal weight, but the
more of these symptoms the individual exhibits the
more likely he or she is suicidal.
1. Means. Is a suitable suicidal tool available to
the person? This factor carries double weight if the
person frequently mentions that he or she has the means.
2. Previous attempt. Recent studies corroborate
that approximately 75 percent of accomplished suicides
have made a previous attempt.
3-13
BEHAVIOR OR
SYMPTOM
INTENSITY OF RISK
LOW
MODERATE
HIGH
Depression
Mild
Moderate
Severe
Isolation/withdrawal
Vague feeling of
depression; no
withdrawal
Some feeling of
helplessness, hopelessness,
and withdrawal
Hopeless, helpless,
withdrawal, and
self-deprecating
Daily functioning
Coping strategies
Generally constructive
Predominately
destructive
Significant others
None or positive
attitude toward
Life style
Stable
Moderately stable or
unstable
Unstable
Alcohol/drug use
Infrequently to excess
Frequently to excess
Continual abuse
None or of low
lethality
None to multiple
attempts of high lethality
Disorientation/
disorganization
None
Some
Marked
Hostility
Little or none
Some
Marked
Suicidal plan
Vague, fleeting
thoughts but not plan
Frequent thoughts,
occasional ideas about a
plan
Frequent or constant
thought with a specific
plan
3-14
3-15
REVIEW QUESTIONS
Q11.
Q12.
(a) 60
(b) 40
2.
(a) 50
(b) 30
3.
(a) 40
(b) 20
4.
(a) 30
(b) 25
75%
2.
85%
3.
95%
4.
100%
SUMMARY
This chapter introduces the Navys people
programs that address quality of life issues. The main
thrust of these programs is to help the Navy reach its
goal of sustained combat readiness and capability
using all its human potential.
By design, the various programs give all Navy
personnel the chance to develop their capabilities to the
maximum. In turn, this maximum development
promotes sound leadership and strengthens the chain
of command. The entire Navy benefits when people
perform at their best.
3-16
REFERENCES
Assignment and Utilization of Navy-Managed Military
Family Housing, OPNAVINST 11101.13J, Chief of
Naval Operations, Washington, DC, 1992.
Military Cash Awards for Military Personnel for
Suggestions, Inventions, Scientific Achievements
and Disclosures, OPNAVINST 1650.8C, Chief of
Naval Operations, Washington, DC, 1988.
Department of the Navy (DON) Policy on Sexual
Harassment, SECNAVINST 5300.26C, Secretary
of the Navy, Washington, DC, 1997.
Family Advocacy Program, OPNAVINST 1752.2A,
Chief of Naval Operations, Washington, DC, 1996.
Family Advocacy Program, SECNAVINST 1752.3A,
Secretary of the Navy, Washington, DC, 1995.
3-17
REVIEW ANSWERS
A1.
A2.
A3.
A4.
A7.
A8.
A9.
A10.
A11.
A12.
A5.
A6.
3-18
CHAPTER 4
CAREER INFORMATION
The U.S. Navy is a highly complex organization. It
is complex not only because of its ships and
sophisticated equipment but also because of its Sailors
and their many occupational fields. As a Sailor and a
future petty officer, your leadership will help to keep
our Navy the greatest Navy in the world.
Nowhere in society today can you advance as fast
and as far as you can in the Navy. The opportunities for
you to have a successful naval career are limited only
by your abilities and efforts. This chapter is designed to
get you started on the path to a rewarding naval career.
The first section of this chapter deals with the Navy
enlisted classification structure. This system is
covered because it provides the framework for your
career development. The next sections contain
information on duty assignments to special programs
and projects and the enlisted warfare specialist
program. The last section provides information on
enlisted service records.
You might be asking yourself, why do I need to
know this information? The answer is simplemany
Sailors know little about the administrative details that
affect their careers. The information contained in this
chapter is vital to a successful naval career. It deals
with the factors used, in part, to determine where you
will be assigned, when you will advance, and what
special programs you are qualified to enter.
If you have any questions, contact your leading
petty officer, division or department career counselor,
command career counselor, or educational services
officer (ESO). Because of frequent changes to
personnel policies by both the Navy and the
Department of Defense, some of the information
provided here may have changed by the time you
receive this course.
Q1.
THE NAVY ENLISTED
CLASSIFICATION STRUCTURE
2.
3.
4.
4-1
GENERAL CATEGORIES OF
PERFORMANCE
The following quality-standard categories of
performance are considered by the commanding
officer and, if needed, by the board in their evaluations
and recommendations:
Financial responsibility
Sobriety
Leadership
Military/personal conduct
Performance of duty
Willful racism, sexism, or acts that deny equal
opportunity to others
Appearance and compliance with Navy fitness
standards
FUNCTION OF THE REVIEW BOARD
If the board determines that the performance of a
petty officer is below standard in one of the above
groups, it will take one or more of the following actions:
1. Advise the petty officer that it would be to his or
her personal benefit to request a transfer to the
Fleet Reserve, Navy Retired List, or Naval
Reserve Retired List.
2. Process the petty officer for administrative
separation.
3. Enter a letter of warning into the permanent
service record of the petty officer. (The member
would then require approval from the Chief of
Naval Personnel before reenlistment or
extension of current service or before other
appropriate administrative action.)
4. Recommend denial of reenlistment. (The
member would then require approval from the
Chief of Naval Personnel before reenlistment or
extension of current service or before other
appropriate administrative action.)
In addition, members under Petty Officer Quality
Control Program review will be informed by letter via
their commanding officers. All subsequent requests for
reenlistment or extension would be submitted directly
to the members commanding officer. If a service
member objects to a decision to deny reenlistment, the
commanding officer will forward a denial of
reenlistment recommendation to CHNAVPERS
(PERS-83). The affected service member shall be
provided the opportunity to make a statement.
CHNAVPERS (PERS-8) will make the final
determination of reenlistment eligibility.
4-2
REVIEW QUESTION
Q2.
2.
3.
4.
4-3
Be a U.S. citizen
Be serving on active duty in the regular Navy,
Naval Reserve, or TAR Program at the time of
application. If selected, personnel must remain on
active duty until appointment is tendered
Q3.
12 years
2.
16 years
3.
20 years
4.
24 years
QUALIFICATIONS
For details and the most up-to-date eligibility
requirements, consult the following communityspecific instruction. The instructions are Enlisted
Surface Warfare Specialist Qualification, OPNAV
1414.1; Enlisted Aviation Warfare Specialist
Qualification Program, OPNAV 1414.2; Enlisted
R e q u i r e m e n t s f o r S u b m a r i n e Q u a l i fi c a t i o n ,
4-5
Q4.
Command instruction
2.
NAVSEA instruction
3.
CNO instruction
4.
OPNAV instruction
Immediate supervisor
2.
Yourself
3.
Authorized personnel
4.
Department head
4-6
Figure 4-5. Dependency Application/Record of Emergency Data (page 2), NAVPERS 1070/602.
4-7
Figure 4-6. Enlisted Qualifications History (page 4), NAVPERS 1070/604, Sections 1 and 2.
4-8
Figure 4-7. Enlisted Qualifications History (page 4), NAVPERS 1070/604, Sections 3 and 4.
Figure 4-8. Enlisted Qualifications History (page 4), NAVPERS 1070/604, Sections 5 and 6.
4-9
Figure 4-9. Enlisted Qualifications History (page 4), NAVPERS 1070/604, Sections 7-10.
Figure 4-10. Enlisted Qualifications History (page 4), NAVPERS 1070/604, Section 11.
4-10
Figure 4-11. Enlisted Qualifications History (page 4), NAVPERS 1070/604, Section 12.
4-11
BENEFITS OF RETIREMENT
Retirement benefits available at the conclusion of a
Navy career are superior, in many respects, to similar
plans in civilian life. On a day-to-day basis, the most
important difference is that service members pay
nothing toward the accumulation of their benefits.
Retired personnel and their dependents may be
entitled for life to many of the same medical services
provided their active-duty counterparts. However,
these benefits have been severely curtailed during
recent years. Retirees and their dependents also have
the privilege of making purchases in commissaries,
exchanges, and ships service stores. Retired members
have the privilege to use U.S. armed forces base
facilities subject to the availability of space and
facilities, the capabilities of the command, and any
overseas agreements.
Retired personnel often do not realize that they
may be entitled to many benefits from the Department
of Veterans Affairs (VA) and from the state in which
they reside. These benefits may include employment
counseling, home and farm loans, unemployment
compensation, burial rights, and VA benefits for
veterans with disabilities.
TRANSFER TO FLEET RESERVE
A transfer to the Fleet Reserve requires that you
complete 2 years at your duty station and submit the
application no sooner than 12 months or later than
6 months before your requested transfer date. Send
applications for Fleet Reserve to the Chief of Naval
Personnel (PERS-273). Submit NAVPERS 1830/1 in
quadruplicate and NAVPERS 1070/621 (Agreement to
Extend) or NAVPERS 1070/622 (Agreement to Recall
or Extend Active Duty) as appropriate. Refer to
MILPERSMAN, article 3855180, for more detailed
information.
REVIEW QUESTION
Q6.
4-12
2.
3.
4.
SUMMARY
REFERENCES
4-13
REVIEW ANSWERS
A1.
A2.
4-14
A3.
A4.
A5.
A6.
CHAPTER 5
UNITED STATES MILITARY ORGANIZATION
I can imagine no more rewarding career. And any man who may be asked
in this century what he did to make his life worthwhile, I think can respond with
a good deal of pride and satisfaction: I served in the United States Navy.
President John F. Kennedy
5-1
REVIEW QUESTION
Q1.
2.
II
3.
III
4.
IV
DEPARTMENT OF DEFENSE
The President, as the Commander in Chief, heads
the military chain of command within the Department
of Defense (DoD). The Commander in Chief is kept
abreast of all matters affecting the ability of the DoD to
defend the United States and its allies. Figure 5-1
shows the DoD chain of command.
PRESIDENT
(COMMANDER IN CHIEF)
SECRETARY OF DEFENSE
DEPUTY SECRETARY OF DEFENSE
UNDER
SECRETARY
AND
ASSISTANT
SECRETARIES
OF THE ARMY
CHIEF
OF
STAFF
ARMY
UNDER
COMMANDANT
SECRETARY
CHIEF
OF
AND
OF
MARINE
ASSISTANT
NAVAL
CORPS
SECRETARIES OPERATIONS
OF THE NAVY
UNDER
SECRETARY
AND
ASSISTANT
SECRETARIES
OF THE
AIR FORCE
CHIEF
OF
STAFF
AIR FORCE
OFFICE OF THE
SECRETARY OF DEFENSE
INSPECTOR GENERAL
UNDER SECRETARIES
ASSISTANT SECRETARIES
OF DEFENSE
AND EQUIVALENTS
ARMY
MAJOR
COMMANDS
AND
AGENCIES
MASTER
CHIEF
PETTY
OFFICER
OF THE
NAVY
MARINE
NAVY
CORPS
MAJOR
MAJOR
COMMANDS
COMMANDS
AND
AND
AGENCIES
AGENCIES
AIR FORCE
MAJOR
COMMANDS
AND
AGENCIES
DEFENSE AGENCIES
CENTRAL COMMAND
EUROPEAN COMMAND
PACIFIC COMMAND
SOUTHERN COMMAND
SPACE COMMAND
SPECIAL OPERATIONS COMMAND
STRATEGIC COMMAND
TRANSPORTATION COMMAND
U.S. JOINT FORCES COMMAND
COMMANDANT,
MARINE CORPS
5-2
MRLf0501
5-3
5-4
Q2.
5-5
2.
3.
4.
Secretary of Defense
5-6
5-7
5-8
2.
3.
4.
5-9
REVIEW QUESTION
Q4.
Office of Information
2.
3.
4.
5-10
5-11
2.
3.
4.
5-12
5-13
Q6.
N ava l S p e c i a l Wa r f a re C o m m a n d .
Commander, Naval Special Warfare Command
(COMNAVSPECWARCOM) prepares forces to carry
out maritime special operations missions. The
command develops special operation doctrine,
strategy, and tactics in support of naval operations.
Military Sealift Command.Commander,
Military Sealift Command (COMSC) is operated by
the Navy for all armed services. The command consists
of ships, tankers, and commercial vessels manned by
civil service and contract personnel. The prime
mission of COMSC is to provide immediate sealift
capability in an emergency. The ships of this command
transport service personnel, their dependents, combat
troops, and material throughout the world.
U.S. Naval Forces Europe.Commander in
Chief, U. S. Naval Forces Europe (CINUSNAVEUR)
consists of forces assigned by CNO or made available
from either the Pacific or Atlantic Fleet to operate in
the European theater.
U.S. Naval Forces Central Command.
Commander, U. S. Naval Forces Central Command
(COMUSNAVCENTCOM) consists of forces
assigned from other major operating forces including
certain Marine Corps detachments. The area of
responsibility as of June 1998 is the Arabian Gulf and
most of the Middle East.
Atlantic Fleet.Commander in Chief, U.S.
A t l a n t i c F l e e t ( C I N C L A N T F LT ) p r ov i d e s
interoperable, trained, and combat-ready naval forces
to the Atlantic theater and other U.S. unified
commanders. The Atlantic Fleet is composed of ships,
submarines, and aircraft operating throughout the
Atlantic Ocean and the Mediterranean Sea.
Pacific Fleet.Commander in Chief, U.S. Pacific
Fleet (CINCPACFLT) provides interoperable, trained,
and combat-ready naval forces to the Pacific theater
and other U.S. unified commanders. The U.S. Navys
Pacific Fleet covers more than 50 percent of the earths
surfaceencompassing just over 100 million square
miles. Each day, Pacific Fleet ships are at sea in the
Q7.
Mediterranean
2.
Middle East
3.
4.
South America
Southeast Asia
2.
Arctic Ocean
3.
U. S. west coast
4.
5-14
5-15
5-16
5-17
Q9.
CHNAVPERS
2.
CNET
3.
DIRSSP
4.
COMNAVDOCCOM
COMNAVSEASYSCOM
2.
COMNAVSUPSYSCOM
3.
COMNAVFACENGCOM
4.
COMSPAWARSYSCOM
Q11.
1.
CHNAVPERS
2.
BUMED
3.
DIRSSP
4.
CNET
COMNAVSAFECEN
2.
COMNAVSECGRUCOM
3.
COMNAVSPACECOM
4.
ONI
5-18
5-19
REVIEW ANSWERS
A1.
A2.
A3.
A4.
A5.
A6.
A7.
A8.
A9.
A10.
A11.
5-20
CHAPTER 6
SAFETY AND HAZARDOUS MATERIALS
INFORMATION FOR THE PETTY OFFICER
Personnel safety is the responsibility of all hands.
Without personnel safety, many injuries and deaths
would occur. The Navy has lost many man hours and
good people because safety procedures were not
practiced continuously. As you study this topic, you
will see the various aspects of personnel safety.
Personnel safety is important to each of us, and this
topic explains why.
SAFETY
Learning Objectives: Recognize the necessity for
work center and job site safety. Recall how to perform
duties of a divisional safety petty officer. Recall the
purpose and function of the commands safety council.
Recall how to conduct safety awareness training.
Identify the procedures to audit the tag-out log.
...out of this nettle, danger, we pluck this
flower, safety.
William Shakespeare
Henry IV, I.3
Safety rules and regulations concern all of us,
regardless of the job to which we are assigned. All
types of tasks, from the simplest to the most hazardous,
have safety regulations. We often will not observe
safety precautions unless we are fully aware of the
dangers involved. Therefore, as a petty officer, you are
responsible for ensuring that other personnel are aware
of the dangers and know the safety precautions to
combat these dangers.
ORGANIZATIONAL SAFETY
RESPONSIBILITIES
Ultimate responsibility for the safety of the unit
lies with the commanding officer, and each individual
plays a part in that safety. The commanding officer can
enhance the safety program of the ship or unit, but you
are also important to the success of the program.
Specific safety responsibilities of the commanding
officer, safety officer, department and division safety
officers, and master-at-arms/safety force can be found
in Basic Military Requirements, NAVEDTRA 14277.
You may be involved in the program at many different
levels. For example, you may be assigned the duty of
division safety petty officer early in your career. Later,
you may be responsible for training others in safety.
Division Safety Petty Officer
The division safety petty officer reports directly to
the division safety officer in all matters concerning
division safety. In performing this duty, the division
safety petty officer is responsible for the following:
Becoming thoroughly familiar with all safety
directives and precautions concerning the
division
Conducting assigned division mishap prevention
training and maintaining appropriate records
REVIEW QUESTION
Q1.
True
2.
False
REVIEW QUESTION
Q2.
REVIEW QUESTION
Q3.
1.
Executive officer
1.
2.
2.
3.
3.
4.
All hands
4.
Safety Council
Individual Responsibilities
6-2
Promoting Safety
Why do we always promote safety? The Navy
wants to keep you as safe as possible for as long as
possible. Thats where the safety program comes in.
By promoting safety on and off the job, you improve
your chances of living a long life and having a fulfilling
naval career.
You can promote safety within your division in
various ways. One way is through the use of posters. A
picture is said to be worth a thousand words; but, in this
case, a picture may be worth a thousand lives. Use
posters as safety reminders. Change or rotate safety
posters regularly to different workspaces to draw
attention to them. When personnel see the same posters
in the same place for months, they start to view them as
part of the bulkhead. They then begin to ignore the
posters; write on them; and cover them with notices,
schedules, and watch bills.
Warning and caution signs are also effective in
promoting safety. For example, figure 6-1 shows signs
indicating the type of personal protective equipment a
person should use when involved in a potentially
hazardous operation. Other signs are shown in figures
6-2 and 6-3.
Another helpful method of promoting safety
within a division is periodic safety patrols or
inspections made by the division safety petty officer.
CAUTION
EAR PROTECTION
MUST BE WORN
IN THIS AREA
EAR PROTECTORS
CAUTION
EYE PROTECTORS
CAUTION
RESPIRATORS
MUST BE WORN
IN THIS AREA
CAUTION
FACE SHIELDS
MUST BE WORN
IN THIS AREA
RESPIRATORS
FACE SHIELDS
CAUTION
HAND
PROTECTION
MUST BE WORN
IN THIS AREA
CAUTION
HARD HATS
REQUIRED IN
THIS AREA
FOOT PROTECTION
CAUTION
EYE PROTECTION
MUST BE WORN
IN THIS AREA
FOOT
PROTECTION
MUST BE WORN
IN THIS AREA
HARD HATS
HAND PROTECTION
MRP3f0601
6-3
CAUTION
DANGER
CAUTION
DANGER
CAUTION
DANGER
NEODYMIUM LASER
DO NOT AIM AT PERSONNEL
OR AT FLAT GLASS SURFACES
DANGER
DANGER
EXPLOSIVE
VAPORS
NO SMOKING
OR OPEN FIRE
WA R N I N G
DANGER
PERSONNEL ARE CAUTIONED TO GUARD
AGAINST POISONOUS EFFECTS OF SMOKE PIPE
GASES WHILE SERVICING EQUIPMENT ALOFT.
WHEN SERVICING EQUIPMENT IN THE WAY
OF SMOKE PIPE GASES USE OXYGEN BREATHING
APPARATUS AND A TELEPHONE CHEST OR
THROAT MICROPHONE SET FOR COMMUNICATION
WITH OTHERS IN WORKING PARTY.
OBTAIN NECESSARY EQUIPMENT BEFORE
GOING ALOFT.
MRP3f0603
6-4
REVIEW QUESTION
Q4.
Posters
2.
Caution signs
3.
Inspections
4.
Tag-out Logs
Tag-out logs are used to control the entire tag-out
procedure. The number of tag-out logs required depends
on ship size. For example, a minesweeper may only
require one tag-out log for the whole ship, while a major
surface combatant may require a separate log for each
department. Individual force commanders specify the
number of logs that various ship classes must maintain
and what areas of the ship must maintain them.
On ships maintaining more than one tag-out log,
authorizing officers must exchange information
concerning tag out actions. When a tag out affects
other authorizing officers, the initiating party obtains
verbal permission from those officers to tag out the
system or equipment in question before the tag out is
authorized. Examples of systems that may require such
coordination are ship service electrical distribution,
hydraulics, air, ventilation, and air conditioning chill
water systems.
The tag-out log is a record of authorization of each
effective tag out action. It contains the following
documents:
6-5
Q6.
True
2.
False
2.
3.
4.
HAZARDOUS MATERIALS
Learning Objectives: Define hazardous material and
recall the sources of information for using, handling,
and disposing of hazardous material. Recognize the
importance of instructing personnel in work-related
6-6
Corrosive Material
REVIEW QUESTION
Oxidizers
Q7.
Aerosols
Compressed Gases
Separate directives cover some materials
considered hazardous. They include mercury; asbestos;
propellants; bulk fuels; ammunition; medical waste; and
chemical, biological, and radiological materials.
Afloat units turn in used or excess HAZMATS to
Public Works Centers or other shore collection sites.
The shore site then restores, recycles, or disposes of the
used or excess hazardous materials.
Occupational Safety and Health Administration passed a regulation that requires all
civilian and military employees of the federal
government to comply with what regulation?
1.
2.
3.
4.
HAZARDOUS MATERIALS
INFORMATION SYSTEM
REVIEW QUESTION
Q8.
True
2.
False
6-8
C H L O R I NAT E D - C L E A N I N G
SOLVENTS.Chlorinated-cleaning solvents can be
highly toxic if used improperly. They may be irritating
to the skin and toxic if ingested. Toxic vapors may cause
damage to the lungs, eyes, and nervous system when the
vapors are present in confined spaces, in spaces with
inadequate ventilation, or when the vapor concentration
is increased by heating. Solvents decompose at high
temperatures and produce gases more toxic than the
solvents themselves. Solvents react with alkalies,
oxidizers, and powdered metals to produce toxic gases.
Common types of chlorinated-cleaning solvents
are trichloroethane (inhibited methylchloroform),
trichloroethylene, tetrachloroethane, and
tetra-chloroethylene (perchloroethylene, dry-cleaning
solvent). Because of the extreme dangers involved, the
Navy severely restricts the use of these solvents. For
detailed restriction information on solvents, refer to
NSTM, chapter 670, section 3.
6-9
Q9.
Neoprene gloves
Safety goggles that will protect against splashes
or a face shield
Q10.
Coveralls
Make sure work areas in which you use
chlorinated-cleaning solvents have proper ventilation.
For enclosed spaces, an air change every 3 minutes is
recommended. Consult the gas-free engineer to
determine if the ventilation is adequate.
O R G A N I C - C L E A N I N G S O LV E N T S .
Organic-cleaning solvents include toluene, xylene,
some alcohols, acetone, methyl ethyl ketone, ethyl
acetate, dry-cleaning solvent (PD-680, Type II),
kerosene, petroleum, ether, turpentine, morpholine,
and other related compounds. These compounds are
highly flammable and moderately to highly toxic.
Some also cause corrosion. Inhalation of concentrated
vapors may cause dizziness, nausea, or vomiting.
Stow organic-cleaning solvents in a flammable
liquid storeroom, or flammable liquid lockers,
according to OPNAVINST 5100.19 (Series), Chapter
C23, Appendix C23-C. Keep the solvents away from
heat, open flames, or spark-producing devices. Stow
them away from oxidizers, such as calcium
hypochlorite, sodium nitrate, and hydrogen peroxide.
2.
3.
4.
True
2.
False
Q11.
Neoprene gloves
1.
True
Coveralls (recommended)
2.
False
6-10
Q12.
Q13.
True
2.
False
True
2.
False
6-11
REVIEW QUESTIONS
Q14.
Q15.
One
2.
Two
3.
Three
4.
Four
True
2.
False
1. Individual protection:
Chemical:
3. Shipboard systems:
Biological:
2. Collective activities:
6-13
Radiological:
2. Collective activities:
previously in effect).
2. Collective activities:
REVIEW QUESTION
Q16.
2.
3.
4.
PERSONNEL DECONTAMINATION
STATIONS
To instruct personnel on entering, exiting, and
personal cleaning in the CPS decontamination station,
we must review the basics of the procedure. If you
work at a command with nuclear facilities, you will be
trained in further detail by qualified personnel. For the
situation of nuclear attacks and blasts, review the basic
information contained in the Basic Military
Requirements, NAVEDTRA 14277.
Personnel decontamination stations differ
somewhat from ship to ship, but the basic requirements
of the stations are the same. Each decontamination
station is divided into two parts: (1) a contaminated or
unclean section containing a washing area and (2) a
6-14
REVIEW QUESTION
Q17.
One
2.
Two
3.
Three
4.
Four
6-15
REVIEW QUESTIONS
Q18.
6-16
True
2.
False
Q19.
True
2.
False
SUMMARY
The Navy has gone to great expense to train people
like you to safely operate and maintain its ships.
Without you and your shipmates, we would not have a
Navy. In this chapter, you have been given information
about personnel safety. Safety is not automatic; you
must practice it constantly. The Navy still has injuries,
but they are less frequent than in the past because crew
members now practice good safety habits.
6-17
REVIEW ANSWERS
A1.
A9.
A10.
A11.
A12.
A2.
A3.
A4.
A13.
A5.
A14.
A15.
A16.
A17.
A18.
A19.
A6.
A7.
A8.
6-18
CHAPTER 7
SUPPLY PROCEDURES
When a piece of equipment becomes inoperative
because of a broken part, you must replace the broken
part. If you do not have a replacement or spare part, you
must order one from supply.
What must you do to obtain materials from the
supply department? What forms are used to requisition
materials? As a petty officer, you should be able to
answer those questions. Why is that so important?
Because as a petty officer, you may be the work center
supervisor responsible for maintaining the equipment
within your center.
The purpose of this chapter is to help you become
familiar with the workings of the supply department.
By understanding how the supply department works,
you can use the Navy supply system to help you carry
out your duties more effectively. You will be provided
information on material identification (that is, national
stock number format, etc.), requisition documents, and
material expenditures.
This chapter is not intended to make you an expert
in the area of supply. Rather, it is designed to give you a
basic understanding of supply matters to improve your
supervisory abilities.
The following definitions of the basic supply terms
should help you understand the material in this chapter:
CONTROLLED EQUIPAGEItems requiring
special management control because the material is
essential to the protection of life or is relatively
valuable and can be converted easily for personal use.
LOGISTICSThe science of planning and
carrying out the movement and maintenance of
military forces. In its most comprehensive sense,
logistics involve those aspects of military operations
that deal with the following areas:
1.
2.
3.
4.
7-1
Q 5330-00-010-4960-X3
GROUP 53
Hardware
and
abrasives
5305
5306
5307
5310
5320
GROUP 48
Valves
GROUP 40
Rope,
cable,
chain,
and
fittings
Screws
Bolts
Studs
Nuts and washers
Rivets
MRP3f0702
Stores Account
Cognizance Symbol
Material Control Code
7-2
NICN
CODE
0108-LF-504-2201
LF
1234-LK-YA1-2345
LK
0530-LP-485-0000
LP
REVIEW QUESTIONS
Q1.
Q2.
APPLICATION
Cog I stock
number for forms
Aircraft change kit
numbers
Cogs OI and OP
stock numbers for
publications
2.
3.
4.
13
2.
3.
4.
COGNIZANCE SYMBOLS
A cognizance (cog) symbol is a two-character,
alphanumeric code (for example, 1H, 2T, 6T, and 9Z).
This symbol identifies and designates the cognizant
inventory manager who exercises supply management
over specific categories of material. Although not part
of the stock number, the cognizance symbol may be
prefixed to the stock number in some supply
publications and allowance listings (for example, 2T
1350-00-123-4567). However, the cognizance symbol
is not prefixed to the stock number on supply
documents, forms, or records.
The first numeric character of the cognizance
symbol denotes the stores account of the item. Briefly,
the numerical characters indicate the following:
1, 3, 5, 7
7-3
2, 4, 6, 8
OTHER SOURCES OF
IDENTIFICATION DATA
0, 8A
Yes
2.
No
SPECIAL MATERIAL
IDENTIFICATION CODE
Special material identification codes (SMICs) are
assigned to certain items to ensure their technical
integrity. Because of the nature of these items, they have
stricter requirements regarding procurement, issue and
receipt, inspections, tests, storage, and handling. An
example would be items specially designed,
manufactured, and tested for use in nuclear reactor
plants, which require special handling, machining, and
so forth, before being installed and used.
A SMIC is a two-digit alpha or alphanumeric code
(for example, 5330-00-010-04960-X3). NAVSUP
P-485, appendix 9L, lists and explains the SMICs
currently authorized.
NOMENCLATURE
As part of the federal catalog system, each item of
supply is assigned an official government name.
Personnel frequently refer to material by trade names
or common terms, rather than the official name.
Referring to an item by its common term is not wrong.
However, only the official name of an item should be
used when recording or requisitioning supplies.
7-4
Management List-Navy
Office supplies
2.
3.
4.
SUPPLY PUBLICATIONS
When you turn in a requisition for supplies, you set
in motion a long chain of events involving movement
of materials, maintaining stock records, and
procurement actions. Because of this chain of events,
you (the requisitioner) must supply accurate
information to ensure prompt results from the
requisition.
7-5
MSN
SH
Q
U UI UNIT PRICE
P
S
L
C
S
E
C
R
C
MCD-NAVY
CS MMC IR RRC SMCC
D
M
L
ITEM NAME
DE
CO
SE
RA
PH
EL
F
L
CU IFE
CO
RI
TY
DE
RE
CL
PA
AS
RA
CO
SIF
BIL
GN
I
I
IZA TY C CAT
IO
NC
OD
N
MA
E
E
CO
TE
SY
DE
RI
M
AL
BO
L
MA
ISS
NA
GE
RE UE,
ME
ST RE
NT
RI PA
CT IR
CO
IO
A
DE
N
ND
SP
C
/
OD OR
EC
E
IAL
RE
QU
MA
DE
ISI
TE
MI
TIO
R
I
LIT
AL
N
AR
CO
IZA
N
T
TIO
EN
N
T
CO
CO
DE
DE
TIO
SU
QU
QU
ISI
OF
CE
AC
SO
UR
SOS A
SE
PP
LY
AN
N
T
AD
LIM ITY
VIC
IT
P
E
OF ER
CO
U
NI
ISS
DE
T
UE
PA
CK
ER
MB
NU
K
ST
OC
NA
DE
CO
NA
TIO
N
TIO
AC
A
C
T
P PHRASE STATEMENT
C
MRP3f0703
COLUMN TITLE
ACTION CODE
NATIONAL STOCK NUMBER
SOURCE OF SUPPLY
ACQUISITION ADVICE CODE
QUANTITY PER UNIT PACK
UNIT OF ISSUE
(LIMIT)
UNIT PRICE
SHELF LIFE CODE
SECURITY
CLASSIFICATION CODE
REPAIRABILITY CODE
COGNIZANCE CODE (SYMBOL)
DATA PRINTED
A one-position alpha code that designates the type of action
required by the file maintenance computer to
enter/update/delete data in various cyclic or master files
A 13-digit number that uniquely identifies an item of supply
The routing identifier of the managing activity, which is a
potential source of supply
A code indicating how (as distinguished from where) and
under what restrictions an item will be acquired
A code representing the number of units of issue included in
the first tie, wrap, or container in which the NSN is prepared
for shipment
The abbreviations printed represent determinate amounts or
quantities that have been established as standards of
measurement for issue of materials or supplies
The dollars and cents of the item per unit of issue (For
material control code A and acquisition advice code L,
prices are estimated.)
A code indicative of the interval of shelf-life time (based on
established technical factors) beyond which the item may not
be satisfactory for use (See NAVSUPINST 4410.52 for
further guidance.)
A code indicative of the degree of security assigned an item
A one-position code that indicates whether or not an item is
repairable (Repairability code for Navy-managed items is the
material control code [MCC].)
A code designating a segment of material for management
by a specific inventory manager and the funding involved;
that is,odd digit for Navy stock fund (NSF), even digit for APA
7-6
COLUMN TITLE
MATERIAL CONTROL CODE
(MANAGEMENT)
ITEM NAME
PHRASE CODE
PHRASE STATEMENT
DATA PRINTED
A code used to indicate a reporting segment,
interchangeability grouping, specialized distribution channel,
and so forth, as applied to the NSN for logistic management
purposes (This code is the special material identification
code [SMIC].)
A code that indicates restrictions on issuing or instructions
for requisitioning, item repair/overhaul, turn-in, exchange, or
disposal
A code indicating that an item represents or contains
peculiar material requiring special treatment, precautions, or
management control
A code indicating the degree of demilitarization required and
indicating when demilitarization is not required or when
demilitarization requirement has been determined by the
inventory control point (ICP)
The approved name of the item as established by the
federal catalog system (The length of an item name has
been restricted to its first 19 characters because of space
limitations.)
A code assigned to a phrase used in the management list to
denote changes or relationships between NSNs and
reference data; for example, technical document number
and qualitative expressions
A series of phrases to denote changes or relationships
between NSNs and information-type data
MCRL PART I
REF. NO.
FSCM
RNVC
NSN
55599
556
556-012-001
556-1137
556-1182
556-2332
556-35-1246FW160P
2
556-3541
556-3541-1
62983
24161
16665
46859
46859
46859
2
2
2
2
2
2
4320-00-057-0782
3030-00-269-9669
5950-00-237-7237
5841-00-323-0747
5365-00-323-0749
5305-00-433-9273
01351
46859
46859
2
2
2
3020-00-967-4607
5365-00-514-0363
5365-00-200-5226
MRP3f0704
7-7
MCRL PART II
NSN
4320-00-057-0782
5365-00-200-5226
5950-00-237-7237
3030-00-269-9669
5841-00-323-0747
5841-00-323-0749
5305-00-433-9373
5365-00-514-0363
3020-00-967-4607
REF. NO.
55599
556-3541-1
556-012-001
556
556-1137
556-1182
556-2332
556-3541
556-35-1246FW160P
2
FSCM
RNVC
62983
46859
16665
24161
46859
46859
46859
46859
2
2
2
2
2
2
2
2
01351
2
MRP3f0705
7-8
SCHED
REMOVAL
COMP
CARD
CODE
COG
SYMBOL/
MAT'L
CONTROL
CODE
NATIONAL
STOCK
NUMBER/
NAVY ITEM
CONTROL
NUMBER
SPEC.
MAT'L
IDENT
CODE
SHIPPING
CODE
MOVEMENT NOTES
PRIORITY
DESIGNATOR
L
S
I
S
R
C
C
O
G
M
C
C
NSN/NICN
SMIC
R
L
C
S
E
C
SHPG
CODE
M
P
D
7E
2R
2R
2R
2R
2R
7H
6A
H
H
H
H
E
H
H
Q
1325-LL-HDZ-0925
1560-00-076-4591
1630-00-085-2625
6610-00-086-1632
5865-00-100-7298
5865-00-117-4136
1010-00-381-0658
4935-00-412-5854
D
I
I
I
I
I
D
D
U
U
U
U
U
U
U
U
N00163
W20203
W20243
N00207
C20079
XX
N00189
N00612
13
13
13
13
13
13
13
06
7H
1440-00-421-4388
N00109 03
N60701
Y
*
GT
LC
FZ
FE
BA
NOTES
WISSA
DMISA
HI-BURNER
CLAMP
CTNR 7835002
SEE SP4423.39
FIRM ITEM
REDSTRIPE
MRP3f0706
SHIPPING INSTRUCTIONS
UNIT IDENTIFICATION
CODE/FEDERAL SUPPLY CODE FOR
MANUFACT.
SHIPPING
CODE
SHIPPING
INSTRUCTIONS
UIC/FSCM
C44100
SHIP TO:
CDR DCASR NEW YORK
C/O TREADWELL
CORPORATION
RAILROAD STREET
THOMASTON, CONN 06787
Q81412
SPECIAL MARKINGS:
FOR OVERHAUL AND
REPAIR ON CONTRACT
N00104-71A-0174
MRP3f0707
7-9
MRP3f0708
7-10
MILITARY STANDARD
REQUISITIONING AND ISSUE
PROCEDURE
REVIEW QUESTIONS
Q5.
Q6.
True
2.
False
True
2.
False
MATERIAL PROCUREMENT
Learning Objectives: Recognize the procedures to
requisition supplies and material through the Navy
supply system. Recall the purpose of MILSTRIP.
Recognize the documents used to order material. Recall
the purpose of UMMIPS. Recall how the priority
designator is determined. Recognize the purpose of the
various types of CASREPs. Recall the purpose of MTR
items.
Once you have determined that a replacement part
is required and you have its NSN, you are ready to
order the part. In the Navy, this process is called
procurement.
2. DD Form 1348
3. DD Form 1348-6
4. DD Form 1149
Under certain circumstances, requisitions may be
submitted either by message or by letter.
The following paragraphs describe the purpose
and basic requirements for the forms just mentioned.
Complete information concerning the preparation of
these documents is contained in NAVSUP P-485.
NAVSUP Form 1250-1 (fig. 7-9) is used as a
consumption document by all forces and as a
MILSTRIP requisitioning/issuing document by
nonautomated ships of the submarine forces. The
form is used primarily for procuring materials or
services. Submarine tenders or bases also use the
form as an invoice for materials supplied to supported
units of the fleet. NAVSUP Form 1250-1 was
developed to meet two needs: (1) to improve
7-11
MRP3F0709
Figure 7-9. Single Line Item Consumption/Requisition Document (Manual), NAVSUP Form 1250-1.
7-12
MRP3f0710
7-13
MRP3f0711
Figure 7-11. DoD Single Line Item Requisition System Document (Manual), DD Form 1348.
7-14
MRP3f0712
Figure 7-12. Single Line Item Non-NSN Requisition (Manual), DD Form 1348-6
MRP3f0713
7-15
REVIEW QUESTIONS
TABLE RELATING F/AD AND UND TO PRIORITY DESIGNATORS
Q7.
1.
Q8.
Q9.
F/AD
2.
Issuing material
3.
4.
DD Form 1348
2.
DD Form 1348-6
3.
DD Form 1149
4.
2.
DD Form 1348
3.
DD Form 1348-6
4.
DD Form 1149
Force/Activity Designator
A F/AD is a Roman numeral (I-V) that identifies
and categorizes a force or activity on the basis of its
military importance (fig. 7-14). NAVSUP P-485
outlines the assignment of F/ADs.
IV
A (Unable to perform)
01
02
03
07
08
B (Performance impaired)
04
05
06
09
10
C (Routine)
11
12
13
14
15
MRP3f0714
DEFINITION
1. Requirement is immediate.
2. Without the material needed, the
activity is unable to perform one or
more of its primary missions.
3. The condition noted in definition 2
has been reported by established
casualty reporting (CASREP)
procedures (explained later).
III
PRIORITY DESIGNATOR
Requisitioning material
II
1. Requirement is immediate or
known to be required in the
immediate future.
2. The activitys ability to perform one
or more of its primary missions will
be impaired until the material is
received.
1. Requirement is routine.
Priority Designator
The PD is a two-digit number (01, the highest, to
15, the lowest). The PD is determined by using the
table of priority designators (fig. 7-14). The table is
easy to use. For example, if your activity is assigned an
F/AD of II and your requirement is of a routine nature,
the priority to be assigned would be 12.
7-16
REVIEW QUESTIONS
Q10.
Q11.
True
2.
False
01
2.
11
3.
13
4.
15
CASUALTY REPORTING
The casualty report (CASREP) is designed to
support the Chief of Naval Operations (CNO) and fleet
commanders in the management of assigned forces.
The effective use and support of Navy forces requires
an up-to-date, accurate operational status for each unit.
An important part of operational status is casualty
information. The CASREP system contains four types
of reports: initial, update, correct, and cancel. These
reports are described in general in the following
paragraphs. CASREPs are not a substitute for, but are
in addition to and complement, 3-M data. For more
complete information on the preparation and
submission of CASREPs, see Operational Reports,
NWP 10-1-10.
Initial Casualty Report (INITIAL)
An INITIAL CASREP identifies the status of the
casualty and any parts or assistance needed.
Operational and staff authorities use this information
to set priorities for the use of resources.
Update Casualty Report (UPDATE)
A unit uses an UPDATE CASREP to submit
changes to previously submitted information.
7-17
True
2.
False
SUMMARY
7-18
REVIEW ANSWERS
A1.
A3.
A5.
A7.
A8.
A9.
A10.
A11.
A12.
A2.
A4.
A6.
7-19
CHAPTER 8
MILITARY RESPONSIBILITIES AND DUTIES
As a vision for the future, let me just say we will steer by the stars and not the wake.
And I see four stars of equal magnitude in the constellation that will guide us:
operational primacy, teamwork, leadership and pride.
Admiral J. Johnson
Chief of Naval Operations
8-1
8-2
Watch Standing
You must think about your appearance before you
take over any watch. While on watch, you are a direct
representative of the commanding officer. Your hair
should be properly maintained to Navy grooming
standards and you should wear a neat uniform.
While on watch, you must ensure that the
quarterdeck area or gangway is clean, neat, and not
occupied by unauthorized personnel. The first place a
visitor sees when boarding your ship is the quarterdeck
area. A visitors first impression may strongly
influence thoughts about the entire ship or the Navy in
general. Always do your best to give everyone who
crosses your quarterdeck a good first impression of
your command.
When assigned as the POOW, you will have the
following duties, responsibilities, and authority:
Assist the OOD and the junior officer of the
watch (JOOW) and supervise and instruct
sentries and messengers.
REVIEW QUESTIONS
Q1.
Q2.
One
2.
Two
3.
Three
4.
Four
2.
3.
4.
8-3
8-4
8-5
12. Absentees
13. Personnel arrests/suspensions
During the morning watch (0800-1200), the ships
casualty alarms are tested to make sure they operate
properly. The procedure is normally kept in a notebook
in the quarterdeck area. It explains how to properly pass
the word for the test and what alarms are tested. Some
ships do not test all alarms every day. They test different
alarms on various days. However, all alarms must be
tested before getting under way. Make sure you log the
testing of alarms in the ships deck log, along with the
time of the test and the name of the alarm tested. When
the alarms are tested, they must have the proper sound. If
they do not have the proper sound, notify the OOD, who
will, in turn, have you notify the division that is
responsible for the repair work. All the alarms MUST
work properly because they are the primary means of
notifying the crew when something is wrong.
Each day the POOW having the midwatch enters
the status of the ship (moored, anchored, in dry dock,
etc.), location, services being received, ships present,
and senior officer present afloat (SOPA). Subsequent
watches make the entry moored as before or
whatever is appropriate. The following sample entries
are provided as guidance for making entries in the log.
They are not all-inclusive, nor are they in the only
acceptable style. Any entry that is complete, accurate,
clear, and in standard Navy phraseology is acceptable.
Remember one important thing about the logyou
can put too little in the log but never too much. For a
more complete listing of sample entries, see
OPNAVINST 3100.7B, Preparing, Maintaining, and
Submitting the Ships Deck Log.
DAILY INITIAL WATCH ENTRIES-IN PORT
00-04
4. Official visits
00-04
8-6
CBR ATTACK
1440 Set material condition ________________ and
CBR condition ____________.
1450 Set CBR condition __________________.
COLLISION
1350 Held collision drill.
00-04
00-04
AMMUNITION
1400 C o m m e nced
ammunition.
loadi ng
(t ransfe rring)
DAMAGE
1605 RA D M
Ja c k
FRO ST,
US N,
COMCRUDESGRU 4, came aboard to return
the official call of the commanding officer.
PERSONAL FLAGS
1200 RADM Water T. DOOR, USN, COMCARGRU
3, broke his flag in this ship.
8-7
SEA/WEATHER
1130 Visibility decreased to 1 mile because of (fog)
(heavy rain). Commenced sounding fog signals
and stationed (extra lookouts) (lookouts in the
eyes of the ship). Winds southeast 25 knots. Sea
southeast 8 feet and increasing.
ABSENTEES, RETURN OF
8-8
SPECIAL COURTS-MARTIAL
1000 The Special Court-Martial, CDR Jane B. DOE,
USN, senior member, appointed by CO USS
FORRESTAL (CV 59) ltr 3100, serial 102, of 5
January 1991, met in the case of SA Jack R.
FROST, USN, 999-99-9999.
PASSENGERS
1000 Mr. Water T. DOOR, Civilian Technician,
embarked for transportation to GUAM, M.I.
Authority: CNO msg 051120Z JAN 91.
NOTE: All passengers should be logged in and out.
PATIENTS
1306 Transferred LT Mary N. CHRISTMAS to U.S.
Naval Hospital, Yokosuka, Japan, for treatment.
Diagnosis: ___________________.
NOTE: The names of patients transferred with
expected length of absence over 30 days or when ship
is sailing outside of continental U.S. waters should be
logged. Diagnosis should be included, if known.
PERSONAL EFFECTS
1300 Personal effects of the late GM1 Able B.
SEA MA N , U SN , 888-88-888 8, wer e
inventoried and forwarded to _____________.
SHORE PATROL
DEATHS
LEAVE
INJURIES
8-9
Q3.
Q4.
Q5.
At sea
2.
In port
3.
4.
Naval courts
2.
Admiralty proceedings
3.
Civilian courts
4.
OOD
2.
JOOD
3.
POOW
4.
CDO
OT H E R L O G S , R E C O R D S , A N D
REPORTS.Besides the ships deck log, you will
have other logs, records, and reports to keep track of or
initial when they are presented to you upon completion
of a specific event. Remember, when a log is presented
8-10
Security
In recent years we have increased security in the
Navy because of an upswing in terrorism and the
success by some countries to obtain our secrets. It is
estimated that Russia has more than 4,000 intelligence
officers gathering information. These Russian officers
work hard and are dedicated to obtaining our secrets
and undermining our armed forces. In recent years we
have become more aware of secret intelligence
gathering and spying by the Peoples Republic of
China. We are ever on the alert of Mid-East factions
exporting terrorist actions to the United States and our
other interests around the world. In the world of
terrorism and intelligence gathering there is no
nationality, country, or state of which we do not remain
cautious and ever vigilant.
How can you do your share to prevent security
breaches from happening within your unit? It is not an
easy job. All hands have to take an active part, or the
efforts are wasted. When you stand duty as the POOW,
you play an important part in the security of your ship
or unit. A list of personnel who are authorized to work
in the various departments is kept in the quarterdeck
area. These people may be shipyard personnel, civilian
vendors, or even personnel attached to a repair facility.
Limiting access on a need-to-know basis is the key
to security, whether aboard a ship or at a shore station.
With people going and coming all the time, it is hard to
keep track of them. Some people require escorts and
some do not. What and who determine the rules? This
decision is governed by instructions and is enforced by
the OOD or the security force. The level of security of
the command is determined by the sensitivity of various
parts of the command and/or the state of prevention,
such as sabotage, attacks by terrorists, and so forth.
It was mentioned earlier in this chapter that the
quarterdeck area should be clear of extra people all the
time. This effort will cut down on the opportunity for
unauthorized persons to come aboard. Watch standers
have the responsibility to account for all personnel who
cross the quarterdeck. All persons coming aboard your
unit should show proper identification. If they do not
have proper identification, deny them access and
contact the OOD for guidance. OPNAVINST 5510
series gives further details dealing with security.
What should you do when an unauthorized person
gains entrance to your ship or unit? You should sound
the proper alarm and pass the word following
instructions concerning unauthorized visitors aboard
your unit or ship. Remember, if you are in doubt as to
Self-defense
Defense of property involving national security
Defense of property not involving national
security but inherently dangerous to others, such as the
theft of operable weapons or ammunition
Prevention of the commission of a serious
offense involving violence and threatening death or
serious bodily harm
Authorized detention, apprehension, and escape
prevention of a person likely to cause death or serious
bodily harm to another
Direction by lawful order of a superior authority
Details of the above circumstances can be found in
OPNAVINST 3120.32.
WAT C H - TO - WAT C H
WEAPONS
TURNOVER.Having stood your watch, it is now
time to be relieved as POOW. Besides passing along all
the necessary information to your relief, you now have
to turn over your weapon to your relief as well. In the
quarterdeck area or nearby, you should find a logbook
that is used to record passing of the custody of your
weapon and the ammunition provided for it to your
relief. Usually there are three magazines with your
pistol. Two of the magazines, each containing five
rounds, are in pouches attached to the pistol belt. The
third magazine is empty and is in the pistol to protect
internal parts of the pistol from the weather, dirt, and
dust. Remember, a dirty weapon can jam when firing
and cause serious injury to you.
If the pistol has a lanyard attached to it, keep the
lanyard around your neck until your relief has positive
control of the pistol. Then remove the lanyard from
around your neck and place it around the neck of your
relief. This effort prevents the pistol from being
dropped and damaged. Verify the serial number of the
pistol with your relief. Also count the ammunition by
looking at the side of the magazine where there are
small openings to make sure that all the rounds are
there. If there are five rounds in a magazine, you will
see the brass casing of the bullet in the third opening
from the bottom of the magazine.
8-12
REVIEW QUESTIONS
Q6.
Q7.
Information
2.
Knowledge
3.
Security force
4.
MAA force
2.
3.
4.
8-13
8-14
Q8.
Q9.
1.
Weapons handling
2.
Refueling
3.
Diving operations
4.
Mess operations
1.
2.
Meal hours
3.
General drills
4.
Weather
To seafarers the state of the weather is of greater
importance than it is to most people ashore. The
elements affect us all at one time or another. They can
be very pleasant or they can be devastating for all
concerned. As the POOW, you will have to know
8-15
1013 MILLIBARS
OR
29.92 INCHES
AT SEA LEVEL
MILLIBARS
1050
1047
1044
1041
1038
1035
1032
1029
1026
1023
1020
1017
1014
1011
1008
1005
1002
999
996
993
990
987
984
981
978
975
972
969
966
963
960
957
954
951
948
31.0
30.9
30.8
30.7
30.6
30.5
30.4
30.3
30.2
30.1
30.0
29.9
29.8
29.7
29.6
29.5
29.4
29.3
29.2
29.1
29.0
28.9
28.8
28.7
28.6
28.5
28.4
28.3
28.2
28.1
28.0
NAME
A D D I T I O NA L W E AT H E R - R E L AT E D
RESPONSIBILITIES.In addition to the assistance
you may provide during heavy weather, you will have
other POOW responsibilities concerning weather.
Some of those responsibilities are the measuring of
temperature, atmospheric pressure, and wind speed.
You also must have a working knowledge concerning
weather flags and pennants.
MRP3F0503
MRP3F0502
8-16
MRP3F0504
30
330
60
300
90
270
WIND DIRECTION
12
240
210
180
150
0
10
20
80
70
30
WIND SPEED
KNOTS
60
PPKKKYYY
SSRRRMMMP
XXXZZZBBBS
P
SSRRRMMMP
QWWW
XXXZZZBBBS
PPKKKYYYQQ
SSRRRMMMP
XXXZZZBBBS
PPKKKYYY
SSRRRMMMP
XXXZZZBBBS
SSRRRMM
XXXZZZBBBS
PPKKKYYY
MMMP
SSRRR
XXXZZZBBBS
90
40
50
MRP3F0505
SMALL CRAFT
GALE
STORM
34 - 47
48 - 63
HURRICANE
DAYTIME
SIGNALS
NIGHT
LIGHT
SIGNALS
WIND SPEED
(KNOTS)
UP TO 33
64 - UP
LATITUDES
SURFACE WIND
SPEED (kts)
PRECEDENCE
All Latitudes
0-33
34 and greater
every 6 hours
every 3 hours
Priority
Immediate
8-18
REVIEW QUESTIONS
Q10.
Q11.
Q12.
True
2.
False
True
2.
False
Small craft
2.
Gale
3.
Storm
4.
Hurricane
Environmental Protection
What does environmental protection mean? It is
the protecting of our planet from pollution. How is
pollution caused? It is caused by the changes in
chemical, physical, or biological conditions in the
environment that harmfully affect the quality of human
life. Pollution also affects animal and plant life and can
even destroy well-developed cultures. Records of
pollution date as far back as the ancient city of Troy. As
early as 1273, the first smoke abatement law was
passed in England. It is said that in 1306 a man was
executed in London for breaking the law against
burning coal. By the 1850s our country already was
suffering from pollution associated with the industrial
revolution. In the Chicago Sanitary and Ship Canal the
scum was so thick in places that a person could walk on
the water.
Today we can no longer breathe clean air in most
large cities, and we can no longer see the bottom of the
harbor in most ports. However, we have brought this
problem on ourselves. The Navy is very strict about
pollution. Naval personnel have received disciplinary
action for pumping pollutants into a harbor or river.
As the POOW, you should be concerned with
pollution of all kinds. While on watch, take note of any
8-19
Q14.
True
2.
False
60
2.
30
3.
20
4.
15
SECTION LEADER
Each division has a duty section leader, also called
a duty representative (duty rep), who is the senior petty
officer. On a small ship, you as a petty officer may be
assigned the duties of a section leader. However,
depending on the size or class of ship, you may not be
assigned as a section leader until you become a second
class petty officer. Aboard larger ships with large
8-20
REVIEW QUESTIONS
Q15.
Q16.
2.
3.
4.
Apprehending violators
2.
3.
4.
MASTER-AT-ARMS
The chief master-at-arms (CMAA), often called
the sheriff, is responsible to the executive officer for
maintaining good order and discipline. Personnel of
the MAA rating usually fill this billet on larger ships.
On ships not having a CMAA, a chief petty officer
from another rating usually will be appointed by the
commanding officer and will be assigned CMAA as a
collateral duty. If you are not part of the MA rating and
are assigned to the MAA force, your tour of duty
usually will be 6 months.
If you are assigned as an MAA, your job will
require tact, a lot of common sense, and thorough
knowledge of Navy and command regulations.
Remember, an MAA is much like a police officer and,
as such, must be courteous and friendly and must
enforce regulations without favor to anyone.
SHORE PATROL MISSION AND DUTIES
During your career, you will normally have the
opportunity of being assigned to shore patrol (SP)
duties. SP may be for a tour of duty or it may be for
24 hours or less. Your primary mission will be to
preserve order among members of the armed forces
who are on leave or in a liberty status. You should
8-21
8-22
8-23
2.
3.
4.
8-24
8-25
8-26
10
11
12
13
= SQUAD LEADER
SQUAD LINE
13
12
11
10
SQUAD IN COLUMN
MRP3F0509
8-27
COLUMN OF TWOS
SINGLE FILE
10
12
11
NO. 2 MEMBER
NO. 1 MEMBER
STANDS FAST
NO. 2 POSITION
NO. 4 MEMBER
NO. 3 MEMBER
TO NO. 2 POSITION
6
7
NO. 3 POSITION
13
8
9
10
NO. 4 POSITION
11
12
NO.6 MEMBER
MOVE UP TO ABREAST
OF NO. 3 POSITION
(FILLED BY NO. 5 MEMBER)
NO.5 MEMBER
TO NO. 3 POSITION
13
NO. 5 POSITION
MRP3F0510
members (now the right and left front members) step off
at the same time. Figure 8-9 shows this movement. The
number one member marches forward. The number two
member pivots to the half right on the ball of the right
foot and steps off on the left foot, takes two steps, and
pivots to the half left when the right foot hits the ground.
The number two member now follows in file and at a
normal distance behind the number one member.
The remaining odd- and even-numbered members
step off in pairs, execute the same movements as
numbers one and two, and follow in file at a normal
distance.
NOTE
Many commands contain the words from
and to, and they may be confusing. Therefore,
remember that when going from a large number
of files to a small number of files, the command
contains the word from.
TO DISMISS THE SQUAD: A squad not under
arms is dismissed by the single command
DISMISSED. The command is given only when the
members are at attention.
8-28
1
2
3
4
5
10
10
12
11
12
13
MRP3F0511
REVIEW QUESTIONS
Q18.
Q19.
2.
Platoon headquarters
3.
Guide
4.
25
2.
30
3.
35
4.
40
8-29
CEREMONIES
You should review the numerous types of
ceremonies covered in Drill and Ceremonies Manual
and Interior Guard Manual, SECNAVINST 5060.22.
However, a few general guidelines are presented here.
For a ceremony, your division should fall in to
formation just as if they were to be inspected. Your
department head generally will be out in front of the
formation and will require a report. The department
head will call the department to attention and say
division officers report. At the appropriate time you
should salute and reply with division, no authorized
absences (or the number of absentees). The
department head will return your salute. The
department head will place the department at ease,
parade rest, or attention at the appropriate times.
Usually at ceremonial events, the national anthem
is played. In this event, you will place the division at
attention (if not already at attention) and salute the flag
on the first note of the anthem.
REVIEW QUESTIONS
Q20.
QUARTERS
Quarters are a little more informal than an
inspection. You still need to have the division fall in to
ranks of two or four. When the division officer
approaches, have the division come to attention. The
command will be Division, ATTENTION TO
QUARTERS. Salute the division officer and greet him
or her with Good morning sir/maam. The division
officer will then return your salute; at that time give the
command Division, STAND AT EASE. You will then
inform the division officer of the disposition of the
division, and he or she will sign the muster report. The
division officer will then pass on any word received at
officers call. At this time, if he or she desires to inspect
the division, you should call the division to attention.
Give the command OPEN RANKS, then UNCOVER,
and TWO (if required). You should follow the division
officer during the inspection and record any
deficiencies he or she may notice. At the conclusion of
the inspection, give the commands COVER, TWO, and
CLOSE RANKS. If the division officer desires, he or
she may go over the discrepancies found during
inspection with the division or with the leading petty
officer. At the conclusion of quarters give the
command DISMISSED.
Q21.
2.
On your right
3.
On your left
4.
True
2.
False
SUMMARY
8-30
REFERENCES
Basic Military Requirements, NAVEDTRA 14277,
Naval Education and Training Professional
Development and Technology Center, Pensacola,
FL, 1999.
Department of the Navy Correspondence Manual,
SECNAVINST 5216.5D, Department of the Navy,
Office of the Secretary, Washington, DC, 1998.
Drill and Ceremonies Manual and Interior Guard
Manual, SECNAVINST 5060.22, Chief of Naval
Operations, Washington, DC, 1991.
Manual for Courts-Martial, U.S. Government Printing
Office, Washington, D.C., 1998.
Preparing, Maintaining, and Submitting the Ships
Deck Log, OPNAVINST 3100.7C, Chief of Naval
Operations, Washington, DC, 1994.
Quartermaster, NAVEDTRA 14220, Naval Education
and Training Program Management Support
Activity, Pensacola, FL, 1995.
Standard Organization and Regulations of the U.S.
Navy, OPNAVINST 3120.32C, Chief of Naval
Operations, Washington, DC, 1994.
United States Navy Uniform Regulations, NAVPERS
15665I, Bureau of Naval Personnel, Washington,
DC, 1995.
8-31
REVIEW ANSWERS
A1.
A2.
A3.
A4.
A5.
A6.
A7.
A8.
A9.
A10.
A11.
A12.
A13.
A14.
A15.
A16.
A17.
A18.
A19.
A20.
A21.
8-32
APPENDIX I
DOSIMETERAn instrument that measures and
indicates the amount of x-rays or radiation absorbed
in a given period.
CONSTRUCTIVEPromoting improvement or
development.
AI-1
MAT E R IAL
S AF ETY
DATA
SHEET
(MSDS)Manufacturers information providing
safety, fire, chemical, storage, disposal, and health
data for specific chemicals.
SHIPS HA ZA R D OU S MATER IA L LI S T
(SHML)A record of the hazardous material
authorized aboard U.S. Navy ships.
NONCONSUMABLEItems requisitioned on an
as-needed basis, i.e., specific repair parts and
equipment.
TOXICPoisonous.
AI-2
INDEX
A
general, 2-1
organizational, 2-1
fraternization, 3-10
sexual harassment, 3-9
G
Grooming,
Housing, 3-6
individual, 8-25
squad, 8-26
INDEX-1
Leadership
redress of grievances/complaints of
wrongs, 2-6
followership, 1-3
fundamentals, 1-1
general, 2-1
organizational, 2-1
INDEX-2
tasking, 1-8
Uniforms, 2-8
T
Tag-out procedures, 6-5
Training subordinates, 1-14
W
Warfare specialist designation, 4-5
aids, 1-19
INDEX-3
Assignment Questions
ASSIGNMENT 1
Textbook Assignment: Leadership, Supervision, and Training, chapter 1, and Military Justice and Bearing,
chapter 2.
1-1.
1-2.
1-5.
1.
2.
3.
4.
1-6.
1-7.
1-8.
Initiative
Dedication
Accountability
All of the above
Poor communication
Failure to advance in rate
Misinterpretation of official publications
All of the above
1-9.
wants
ideas
whims
needs
1.
2.
3.
4.
Five
Six
Three
Four
1.
2.
3.
4.
Esteem
Safety-security
Survival
Self-actualization
1.
2.
3.
4.
Wants
Thought processes
Skills
Emotional makeup
gone
courteous
formal
forceful
Positive
Constructive
Good
Praise
4400
5100
6100
11200
1.
2.
3.
4.
Directing
Planning and organizing
Rewarding and disciplining
Setting goals
20% to 30%
40% to 50%
60% to 70%
80% to 90%
1.
2.
3.
4.
1. Be a good listener
2. Keep the individuals problem
confidential
3. Help the individual grow in selfunderstanding
4. All problems are solvable in one session
1.
2.
3.
4.
Self-directed
Nondirected
Undirected
Informal directed
Minimum
Maximum
Intermediate
Expert
1.
2.
3.
4.
Telling
Lecturing
Facilitating
Demonstrating
Chart only
Computer only
Either 1 or 2 above
Sign-off page
1.
2.
3.
4.
Yes or no
Thought provoking
Closed ended
Intimidating
Telling
Lecturing
Demonstrating
Discussing
1. True
2. False
1. True
2. False
1.
2.
3.
4.
1. True
2. False
1-34. A Navy command with 130 assigned
personnel is required to have how many
people appointed to the command training
team?
1.
2.
3.
4.
12
13
14
15
5
2
3
4
General
Punitive
Nonpunitive
Physical
1
2
3
4
1. True
2. False
1-42. EMI can NOT be assigned and conducted
on the Sabbath.
1.
2.
3.
4.
1. True
2. False
1-43. Authority to assign EMI may be delegated
to which of the following lowest levels?
1.
2.
3.
4.
E-6
E-7
Junior officer
Department head
1. True
2. False
1-49. When an enlisted person violates a regulation
in the presence of both an officer and a petty
officer, who is responsible for correcting the
violator?
1.
2.
3.
4.
1. True
2. False
1-45. From the list below which is NOT
an example of a privilege?
1.
2.
3.
4.
Master-at-arms
Officer
Petty officer
Chief petty officer
Base parking
Base or ship library
Normal liberty
Exchange of duty
1. True
2. False
1-51. When placing a person on report, you
may orally notify the chain of command
(COC).
Command officer
Division officer
Petty officer assigning the task
Subordinate performing the task
1. True
2. False
1-52. The results of a preliminary inquiry of an
alleged offense are given to which person?
1.
2.
3.
4.
Accuser
Executive officer
Master-at-arms
Command master chief
1. True
2. False
1-59. While in uniform women may wear
both a necklace and a choker.
1. True
2. False
1-60. When are sea-bag inspections required
for all E-3 and below personnel?
1
45
115
138
1.
2.
3.
4.
Accuser
Accused
Executive officer
Commanding officer
1. True
2. False
1-62. How far from the front and lower edge
of the collar is the collar device placed?
1. 1/2 inch
2. 3/4 inch
3. 1
inch
4. 1 1/2 inches
Annually
Biannually
Upon transfer
Upon check in at a new command
1. 1/2
2. 3/4
3. 1
4. 1 1/4
1/2
3/4
1
1 1/2
ASSIGNMENT 2
Textbook Assignment: Quality of Life, chapter 3, and Career Information, chapter 4.
2-1.
2-6.
1. True
2. False
2-2.
2-3.
2-8.
12th
8th
6th
4th
2-9.
Education
Health/fitness
Citizenship
All of the above
Navy commands
Public/private sector organizations
School or youth organizations
All of the above
Responsibilities
Teamwork
Patriotism
All of the above
1.
2.
3.
4.
1.
2.
3.
4.
2-5.
2-7.
Management
Motivation
Retention
All of the above
1.
2.
3.
4.
2-4.
1. True
2. False
Navy values
Self-worth
Responsible citizenship
Both 2 and 3 above
Rate knowledge
Rate skills
Basic competencies
Advanced competencies
1. True
2. False
1740.5
5100.1
5500.5
6100.1
1.
2.
3.
4.
1. True
2. False
Military bases
Civilian community agencies
Both 1 and 2 above
Seagoing commands
1.
2.
3.
4.
Personal problems
Financial problems
Marital problems
All of the above
1.
100
2.
500
3. 1,000
4. 1,500
1.
2.
3.
4.
1. True
2. False
1.
2.
3.
4.
1. True
2. False
2-22. The Family Home Care (FHC) Program
allows spouses of Navy members to provide
day care for children in their homes.
1. True
2. False
1. True
2. False
1. True
2. False
1. True
2. False
2-30. Final responsibility for the effectiveness
of the command assessment team remains
with what person?
1. Commanding officer
2. Executive officer
3. Command Managed Equal
Opportunity Officer
4. Command master chief
1. True
2. False
2-26. Officers must have a minimum of how many
years of service to be a casualty assistance
calls officer?
1.
2.
3.
4.
1
2
3
4
On or off duty
On base/ship
Off base/ship
All of the above
1. True
2. False
2-33. Although the common application of
fraternization applies to the officer-enlisted
relationship, fraternization also includes
improper relationships between officer
members and between enlisted personnel.
NADSAP
DAPA
NDAC
FSC
1. True
2. False
2-34. Fraternization is punishable as an offense
when it is prejudicial to good order and
discipline or brings discredit to the naval
service according to which document?
1. Naval Regulations
2. Ships Organizational and Regulation
Manual
3. Uniform Code of Military Justice
4. NAVSEAINST
2-35. Conduct that is fraternization is excused
when which, if any, of the following
conditions is met?
1. True
2. False
Deglamorization of alcohol
Prevention of alcohol abuse
Intervention for treatment
All of the above
Sick bay
Alcohol Treatment Facilities (ATFs)
Alcohol Rehabilitation Centers (ARCs)
All of the above
1.
2.
3.
4.
1. 75%
2. 85%
3. 95%
4. 100%
2-48. Concerning back injuries (a) what
percentage of all service members are
affected and (b) what percentage of lost
workdays are experienced annually due
to back injuries?
1.
2.
3.
4.
1. True
2. False
2-44. Counseling and assistance centers and
residential rehabilitation centers are
available to help personnel who continually
fail to conform to Navy PRT standards.
1.
2.
3.
4.
(a) 60%
(a) 70%
(a) 80%
(a) 90%
(b) 10%
(b) 20%
(b) 40%
(b) 50%
1. True
2. False
1.
2.
3.
4.
(b) 40
(b) 30
(b) 20
(b) 25
11
CNOINST 1650.8
NAVAIRINST 1650.8
NAVPERINST 1650.8
OPNAVINST 1650.8
One
Two
Three
Four
1. True
2. False
2-53. Every Sailor, with the receipt of permanent
change of station (PCS) orders, receives
direction to check in with Housing Referral
Services (HRS) before contracting for
community housing.
1. True
2. False
2-54. HRS provides members with a list of
units/agents on the sanction list and
members may enter into contract with
agents on the sanction list.
1. True
2. False
1.
2.
3.
4.
12
24
36
48
52
1. True
2. False
2-61. Navy Special Warfare community personnel
can carry both the DV and PJ designator.
1. Dependency Application/Record
of Emergency Data
2. Naval History Form
3. Enlisted Qualifications History
4. Certificate of Release or Discharge
from Active Duty
None
2
3
4
1.
2.
3.
4.
Command instruction
NAVSEA instruction
CNO instruction
OPNAV instruction
1. True
2. False
1. True
2. False
Left side
Left side under the separator
Right side
Right side under the separator
Separator
Naval History Form
Career Performance Data
Certificate of Release or Discharge from
Active Duty
1.
2.
3.
4.
13
15
20
25
30
ASSIGNMENT 3
Textbook Assignment: Military Organization, chapter 5.
3-1.
3-2.
V
II
III
IV
3-7.
Executive
Legislative
Judicial
Congressional
3-8.
3-9.
3-5.
Land
Special
Air
Joint
1947
1949
1950
1951
President
Joint Chiefs of Staff
Secretary of Defense
Department of the Army
Nine
Six
Five
Four
1. True
2. False
3-4.
3-3.
3-6.
1.
2.
3.
4.
14
August 7, 1798
April 30, 1789
July 1, 1776
October 13, 1775
1. Office of Information
2. Office of the General Counsel
of the Navy
3. Office of Program Appraisal
4. Office of Legislative Affairs
1.
2.
3.
4.
1. True
2. False
financial management
shipbuilding and logistics
research, engineering, and systems
manpower and reserve affairs
1. True
2. False
1. True
2. False
1. True
2. False
3-22. The U. S. Naval Forces Central Commands
area of responsibility includes which of the
following areas?
1.
2.
3.
4.
15
Mediterranean
Middle East
Continental United States
South America
Mediterranean
Middle East
Cuba
Antarctica
1.
2.
3.
4.
Southeast Asia
Arctic Ocean
U. S. west coast
Both 2 and 3 above
1.
2.
3.
4.
1.
2.
3.
4.
COMNAVSUPSYSCOM
COMNAVSEASYSCOM
COMNAVFACENGCOM
COMSPAWARSYSCOM
1.
2.
3.
4.
3-33.
COMSPAWARSYSCOM
COMNAVSUPSYSCOM
COMNAVAIRSYSCOM
COMNAVFACENGCOM
COMNAVSEASYSCOM
COMNAVSUPSYSCOM
COMNAVFACENGCOM
COMSPAWARSYSCOM
1. True
2. False
1.
2.
3.
4.
DIRSSP
COMNAVSUPSYSCOM
COMSPAWARSYSCOM
COMNAVDOCCOM
COMSPAWARSYSCOM
DIRSSP
COMNAVFACENGCOM
COMNAVAIRSYSCOM
16
DIRSSP
COMNAVDOCCOM
COMNAVCOMTELCOM
COMNAVMETOCCOM
DIRSSP
COMNAVDOCCOM
COMNAVSEASYSCOM
COMSPAWARSYSCOM
COMNAVSEASYSCOM
COMNAVMETOCCOM
COMNAVFACENGCOM
COMNAVSECGRUCOM
ONI
COMNAVSECGRUCOM
CNET
COMNAVSPACECOM
1.
2.
3.
4.
3-36. What command is responsible for shorebased education and training of Navy,
certain Marine Corps, and other personnel?
1.
2.
3.
4.
CHNAVPERS
BUMED
DIRSSP
CNET
1.
2.
3.
4.
COMNAVSAFECEN
COMNAVSECGRUCOM
COMNAVSPACECOM
ONI
COMNAVLEGSVCCOM
COMNAVDOCCOM
CHNAVPERS
BUMED
1. True
2. False
3-43. What is the largest government agency
in the United States?
3-38. What command oversees DoN's intelligence and security requirements and
responsibilities?
1.
2.
3.
4.
COMNAVSAFCEN
COMNAVSECGRUCOM
COMNAVSPACECOM
ONI
DIRSSP
COMNAVLEGSVCCOM
COMNAVSECGRUCOM
COMNAVSAFCEN
1.
2.
3.
4.
COMNAVSECGRUCOM
COMNAVSAFCEN
COMNAVLEGSVCCOM
ONI
17
DoD
DoN
USN
CNO
1.
2.
3.
4.
1. True
2. False
3-52. What agency is responsible for polygraph
research, education, training, and
examinations?
1.
2.
3.
4.
1.
2.
3.
4.
18
ASSIGNMENT 4
Textbook Assignment:
4-1.
Safety and Hazardous Materials Information for the Petty Officer, chapter 6, and
Supply Procedures, chapter 7.
4-5.
1.
2.
3.
4.
1. True
2. False
4-2.
4-3.
4-6.
Monthly
Bimonthly
Annually
Biannually
One
Two
Three
Four
4-4.
4-7.
4-8.
Every 2 weeks
Every 3 weeks
Monthly
Quarterly
19
4-9.
4-10.
2.
3.
4.
4-12.
4-15.
4-16.
4-17.
4-18.
20
True
False
50
100
150
200
670
660
631
630
Neoprene gloves
Safety splash goggles
Protective coveralls
All of the above
week
2 weeks
month
quarter
1 minute
2 minutes
3 minutes
4 minutes
4-11.
4-14.
One
Two
Three
Four
4-19.
4-20.
4-24.
One
Two
Three
Four
1.
2.
3.
4.
4-21.
4-22.
One
Two
Three
Four
4-26.
4-27.
4-28.
9
11
12
13
21
Federal catalog
Navy supply
Local supply
National supply
One
Two
Three
Four
expendable items
replacement items
controlled equipage
consumable items
4-23.
One
Two
Three
Four
Department of Defense
North Atlantic Treaty Organization
Both 1 and 2 above
United Nations
4-29.
4-30.
4-33.
LF
LK
LP
LL
4-35.
Five
Two
Three
Four
4-36.
1
7
3
9
1.
2.
2.
3.
True
False
4.
22
True
False
True
False
4-37.
4-32.
9
11
12
13
4-31.
4-34.
4-38.
2.
3.
4.
4-39.
2.
3.
4.
4-42.
4-43.
4-44.
4-46.
True
False
23
True
False
11
13
15
19
Seven
Five
Three
Four
4-45.
True
False
True
False
4-40.
4-41.
True
False
4-47.
4-48.
2.
3.
4.
4-51.
4-53.
4-54.
4-55.
True
False
1.
2.
3.
4.
4-56.
50
60
70
80
A
B
C
D
24
CNO
NAVSEA
NAVSUP
Activity requisitioning the material
True
False
4-50.
DD Form 1348
DD Form 1348-6
DD Form 1149
All of the above
4-49.
4-52.
01
11
13
15
4-57.
4-58.
4-59.
True
False
1.
2.
3.
4.
Resubmission
Correction
Cancellation
None
25
DD Form 1149
CASREP
NAVSUP Form 1250-1 or
DD Form 1348
Message report
ASSIGNMENT 5
Textbook Assignment: Military Responsibilities and Duties, chapter 8.
5-1.
1.
2.
3.
4.
5-2.
5-5.
At sea
In port
On watch on the bridge
On watch in battle conditions
5-6.
5-7.
5-9.
26
Naval courts
Admiralty proceedings
Civilian courts
All of the above
1.
2.
3.
4.
5-8.
5-4.
OOD
JOOD
POOD
CDO
1. True
2. False
0800 - 1200
1200 - 1600
1600 - 2000
2000 - 2400
1. True
2. False
5-17. Which naval authority has defined the term
deadly force?
2000 - 2400
1600 - 2000
1200 - 1600
0000 - 0400
1.
2.
3.
4.
Security log
Passdown log
Visitors log
Deck log
1.
2.
3.
4.
One
Two
Three
Four
SECNAV
NAVSEA
OPNAV
NAVPERS
Shore Patrol
Base police
Security Alert Team
Roving patrol
27
First
Second
Third
Fourth
1.
2.
3.
4.
Two is sounded
Anthem is played
Flag or pennant is displayed
Visitor is piped over the side
Payday
Saturday
Sunday
Any holiday
1.
2.
3.
4.
sight visit
call
look and see
informal request
Thermometer
Aneroid barometer
Wind vane
U-tube manometer
0.05
0.02
0.03
0.04
End
Start
Either 1 or 2 above
During
28
30.30
29.92
28.32
25.92
A.
B.
C.
D.
1.
2.
3.
4.
Figure 5A
IN ANSWERING QUESTIONS 5-32 THROUGH
5-35, REFER TO FIGURE 5A. SELECT THE
CORRECT WIND SPEEDS FOR EACH OF THE
FOLLOWING WARNINGS.
60
30
20
15
Moored
Under tug support
At sea
Piloted through narrow waterways
A
B
C
D
5
2
3
4
1.
2.
3.
4.
A
B
C
D
A
B
C
D
Red
Orange
Black
Black and white
A
B
C
D
29
LPO
OOD
CDO
Department duty officer
1. True
2. False
5-48. Enlisted shore patrol personnel should
apprehend an officer only when situations
offer no alternative.
5-42. Which, if any, of the following responsibilities belong to the police petty officer?
1. True
2. False
1. Apprehending violators
2. Keeping the quarterdeck clear
of unauthorized personnel
3. Serving as court liaison
4. None of the above
1. True
2. False
5-50. A squad at full strength normally consists
of how many personnel?
1. 1 month
2. 3 months
3. 6 months
4. 12 months
1.
2.
3.
4.
10
11
12
13
1.
2.
3.
4.
One
Only two
Two or more
Only three
1. True
2. False
One
Only two
Two or more
Only three
1. 30
2. 60
3. 120
4. 240
1. True
2. False
30
1. 15
2. 30
3. 60
4. 120
1.
2.
3.
4.
15
20
25
30
25
30
35
40
1.
2.
3.
4.
31
45 degrees
50 degrees
65 degrees
90 degrees