Careers In The Military, Audio :: Essays Papers

Careers In The Military, Audio The occupation of an audio engineer can encompass many different areas of music production. From recording bands in the studio, synchronizing audio to film, sound reinforcement, to even developing the latest technology in the audio field. The possibilities are broad and seemingly endless. It is a field that is constantly changing, and qualifications are always increasing. Many don’t realize the commitment, drive, hard work and dedication involved with becoming successful in the field. As well as having the patience and reserve to take the time to get the proper training and gain experience. In audio engineering learning the ropes and basics is the most important part of the job, because they become the foundation of everything that the work in based on. Once one achieves these skills the field of careers available to them can encompass many different areas of the business and society, including the military. Since the Department of Defense is so huge (and active) these days the job opportunities it provides are broad and many. Are there job opportunities in the Department of Defense for audio engineering? Since there really are no books that go into this topic I took the opportunity to interview a person who is in such a position. I was referred to Master Sergeant Michael E. Riley, an audio engineer for the United States Air Force Band of the Rockies. His titles include Premier Band Craftsman/Audio and NCOIC/Audio support. MSgt. Riley is a native of Rochester, New York and had been heavily involved in music as a musician (clarinet) since high school. In 1987, he was accepted into SUNY College’s accredited Sound Recording Technology program and studied under Ros Ritchie. After graduating he worked as a recording engineer and freelance musician. In 1993 he â€Å"auditioned† to be an audio engineer for the Band of the Rockies, after which he was accepted. He chose to make this his career and is now in his tenth year with the organization. The United States Air Force band of the Rockies consists of nine performing groups, these include a marching band, concert band, the Rampart Winds (wood wind quintet), The Falconaires (big band jazz), Solar Winds (clarinet quartet), Stellar Brass (brass quintet with percussion), Blue Steel ((rhythm and blues), and Wild Blue Country (county/blue grass).

Army Regulation Essay

Chain of command a. The chain of command assists commanders at all levels to achieve their primary function of accomplishing the unit’s assigned mission while caring for personnel and property in their charge. A simple and direct chain of command facilitates the transmittal of orders from the highest to the lowest levels in a minimum of time and with the least chance of misinterpretation. The command channel extends upward in the same manner for matters requiring official communication from subordinate to senior. b. Commanders are responsible for everything their command does or fails to do. However, commanders subdivide responsibility and authority and assign portions of both to various subordinate commanders and staff members. In this way, a proper degree of responsibility becomes inherent in each command echelon. Commanders delegate sufficient authority to Soldiers in the chain of command to accomplish their assigned duties, and commanders may hold these Soldiers responsible for their actions. Commanders who assign responsibility and authority to their subordinates still retain the overall responsibility for the actions of their commands. c. Proper use of the chain of command is vital to the overall effectiveness of the Army. Commanders must acquaint all their Soldiers with its existence and proper function. Effective communication between senior and subordinate Soldiers within the chain of command is crucial to the proper functioning of all units. Therefore, Soldiers will use the chain of command when communicating issues and problems to their leaders and commanders. Open door policies Commanders will establish an open door policy within their commands. Soldiers are responsible to ensure that the commander is made aware of problems that affect discipline, morale, and mission effectiveness; and an open door policy allows members of the command to present facts, concerns, and problems of a personal or professional nature or other issues that the Soldier has been unable to resolve. The timing, conduct, and specific procedures of the open door policy are determined by the commander. He or she is responsible for ensuring that Soldiers are aware of the command’s open door policy. Performance counseling Commanders will ensure that all members of their command receive timely performance counseling. Effective performance counseling of officers, noncommissioned officers (NCO), enlisted Soldiers, and DA civilian employees helps to ensure that they are prepared to carry out their duties efficiently and accomplish the mission. AR 623–3 and AR 690–400 contain counseling requirements in conjunction with the evaluation reporting systems. Unit commanders will determine the timing and specific methods used to provide guidance and direction through counseling. FM 6–22 provides advice and makes suggestions concerning effective counseling. Providing regular and effective performance counseling to all Soldiers, not just those whose performance fails to meet unit standards, is a command function. All commanders will ensure that their subordinate commanders have implemented and are maintaining an effective performance counseling program. Staff or technical channels Staff or technical channels may be used for sending reports, information, or instructions not involving variations from command policy and directives. Command of installations, activities, and units a. Responsibility. The senior regularly assigned United States Army officer present for duty normally has responsibility for the command of units, platoon level and above, except as shown in paragraphs 2–8a, 2–15, and 2–16. b. Command of installations. Command of Army installations is subject to policies, procedures, and regulations promulgated by HQDA. (1) Command of Army installations is exercised by a senior commander (SC). The SC is designated by senior Army leadership. The SC’s command authority over the installation derives from the Chief of Staff, Army (CSA) and Secretary of the Army’s (SA) authority over installations. This is a direct delegation of command authority for the installation to the SC. The SC’s command authority includes all authorities inherent in command including the authority to ensure the maintenance of good order and discipline for the  installation. (2) Army installations are identified in one of two categories as follows: (a) Installations managed by Installation Management Command (IMCOM). Installations that are managed by IMCOM are discussed in paragraph b(4)(e), below. (b) Installations not managed by IMCOM. Installations that are not managed by IMCOM are discussed in paragraph 2–5b(4)(f), below. (3) Joint bases. Army installations designated for management under Department of Defense (DOD) Joint Basing 6 AR 600–20 †¢ 18 March 2008  Guidance shall be operated in full compliance with DOD requirements. In the event of a discrepancy between this regulation and the DOD policies or procedures for Joint basing, the DOD policies or procedures take precedence. (4) Roles and responsibilities. (a) Senior commander. The SC is normally the senior general officer at the installation. The SC’s mission is the care of Soldiers, Families, and Civilians, and to enable unit readiness. While the delegation of senior command authority is direct from HQDA, the SC will routinely resolve installation issues with IMCOM and, as needed, the associated ACOM, Army service component command (ASCC), or direct reporting unit (DRU). The SC uses the garrison as the primary organization to provide services and resources to customers in support of accomplishing this mission. All applicable commands support the SC in the execution of SC responsibilities; therefore, the SC is the supported commander by the IMCOM region director (RD), the garrison and tenants. The SC— 1. Normally is a dual-hatted position. When this occurs the commander exercises discrete authorities as the SC and as a mission commander. The SC responsibilities and authorities are installation focused; the responsibilities and authorities as the mission commander are mission focused. 2. Can, in rare cases, be an HQDA-appointed civilian versus a uniformed SC, who will assume the SC roles and responsibilities with the exception of UCMJ and command authority. In these instances, the individual will be referred to as the senior manager. Prior to the appointment of the senior manager, command and UCMJ authorities for the installation will be specified. 3. Is responsible for synchronizing and integrating Army priorities and initiatives at the installation. On IMCOM managed installations there is a requirement for a strong collaborative relationship between the SC and the IMCOM RD. The SC commands the installation but funding of almost all installation activities flows through the RD. 4. Assumes the duties and responsibilities of the installation commander where that title is mentioned in U.S. Code or DOD or Army policies and regulations. 5. Assumes the duties and responsibilities of the senior mission commander where that title is mentioned in Army regulations except for regulations involving operational duties and responsibilities. Mission commanders will retain operational duties and responsibilities. 6. Unless prohibited by law or regulation, the SC may delegate, as necessary, assigned duties and responsibilities to the garrison commander (GC). Such delegation shall be made in writing and specifically state the duties and responsibilities so delegated and the termination date of the delegation. 7. Establishes installation priorities among all resident and supported units. 8. Prioritizes base operations support consistent with HQDA priorities and approved common levels of support (CLS) bands. 9. Oversees the CLS services and capabilities provided to customers. Ensuring that those services are provided within the HQDA guidance, designated priorities, and approved CLS bands and coordinates with the IMCOM RD to change HQDA approved CLS from green, amber, or red. 10. Approves and submits the installation master plan consistent with HQDA long-range plans and goals through the ACOMS, ASCCs or DRUs, and IMCOM. For IMCOM installations the SC collaborates with the IMCOM RD before the SC submits the installation master plan. 11. Approves the military construction, Army (MCA) and military construction, Army Reserve (MCAR) project priority list at the installation level. For IMCOM installations the SC collaborates with the IMCOM RD before the SC  approves the MCA and MCAR project priority list for the installation. The U.S. Army Corps of Engineers executes MCA/MCAR projects for the Army. 12. Reviews and approves the prioritization of Family and installation programs. For IMCOM installations the SC collaborates with the IMCOM RD before the SC approves Family and installation programs for the installation. 13. Installation force protection (FP) is as follows: (a) continental United States (CONUS) SC: as directed by U.S. Army North (USARNORTH) and in coordination with the installation management headquarters (IMCOM and Non- IMCOM), oversees FP on the installation; (b) outside continental United States (OCONUS) SC: in coordination with the ASCC and IMCOM is responsible for FP oversight on the installation. 14. Is normally designated as a General Court-Martial Convening Authority (GCMCA). The GCMCA orders will specify the appellate and review channels for SC GCMCA actions. 15. The appellate and review authority for administrative actions taken by the SC pertaining to individual Soldiers and DA Civilians will flow through ACOM, ASCC, or DRU channels unless otherwise specified in Army regulations. The terms â€Å"next superior authority,† â€Å"next higher authority,† â€Å"next higher commander,† and â€Å"next higher headquarters† as used in other Army regulations, mean ACOM, ASCC, or DRU commander or headquarters. 16. Serves as the senior Army representative to the surrounding community. 17. Senior rates the GC. (b) Garrison commander. The GC is a military officer, lieutenant colonel or colonel, selected by HQDA. The GC commands the garrison, is the SC’s senior executive for installation activities, is rated by the IMCOM RD, and is senior rated by the SC. The GC is responsible for day-to-day operation and management of installations and base support services. The GC ensures that installation services and capabilities are provided in accordance with HQDA AR 600–20 †¢ 18 March 2008 7  directed programs, SC guidance, CLS, and IMCOM guidance. The GC provides additional service support in accordance with HQDA directives and provides reimbursable services in accordance with memorandum of understanding or agreement (MOU/MOA). The GC is responsible to deliver Family and  installation programs, coordinates and integrates the delivery of support from other service providers, and obtains SC approval of the installation master plan. The GC may be appointed as a Summary Courts-Martial Convening Authority or the Special Courts-Martial convening authority for the installation and its support area; in rare cases the GC may be appointed as GCMCA. In some cases, the senior official on an installation may be the garrison manager. A garrison manager (the civilian equivalent of a GC has the same responsibility and authority as the military counterpart with the exception of UCMJ and command authority. Prior to the appointment of the garrison manager, command and UCMJ authorities for the garrison will be specified. The GC responsibilities are— 1. Represents the Army and the installation in the surrounding community as directed by the SC. 2. Approves and issues garrison policies in accordance with respective Army regulations, or installation level policies involving tenant units as directed by the SC. 3. Approves and issues policies for IMCOM civilian workforce. 4. Develops and implements the Force Protection Program. 5. Supports mobilization station requirements. (c) The ACOM, ASCC, or DRU on IMCOM managed installations. 1. Provide to IMCOM a prioritized list of MCA/MCAR projects and requirements that impact subordinate units to support the development of the military construction (MILCON) program and the program objective memorandum. 2. Provide IMCOM with subordinate mission priority requirements for MILCON and base operations. 3. Identify to IMCOM, through the CLS process and other requirements development processes, the required levels of garrison support needed to meet mission requirements. Also, identify to IMCOM any support requirements not included in CLS services. Collaborate with IMCOM in developing garrison support requirements that are applicable to all garrisons. 4. Evaluate the effectiveness of installation services and support and participate in the prioritization of these services and support. 5. Responsible for mobilization of subordinates as specified in AR 10–87. 6. Provide prioritization requirements for information technology and training enabler support to IMCOM. 7. Responsibilities for FP are: (a) OCONUS: The Geographic Combatant commander exercises Combatant Command (Command Authority) (COCOM) authority over all aspects of FP in the AOR and delegates authority for FP as deemed appropriate and necessary. This includes all aspects of FP on Army installations without exception; (b) CONUS: Commander, USNORTHCOM has tactical control (for FP) over all DOD personnel and assets in the AOR. USARNORTH is designated as USNORTHCOM’s ASCC; the authority to execute the FP mission in CONUS is delegated from Commander, USNORTHCOM; (1) USARNORTH has direct command and control authority over commands when executing FP responsibilities for installations/facilities (FP reporting commands/SCs when executing FP responsibilities for installations/facilities); (2) USARNORTH has a supported/supporting relationship with commands not executing responsibilities for installations/facilities (FP supporting commands). (d) Assistant Chief of Staff for Installation Management. The ACSIM is the proponent for all Army installations and in this capacity is responsible for installation policy development and implementation Armywide. The ACSIM does not exercise command authority over Army installations. 1. The ACSIM ensures that real property accountability and reporting is implemented at all installations (see AR 405–45). 2. The ACSIM manages HQDA level MILCON in accordance with HQDA priorities and guidance. 3. The ACSIM is the proponent for environmental policy Armywide. (e) Installation Management Command. The ACSIM is dual-hatted as the Commander of IMCOM. IMCOM is a DRU reporting to the ACSIM as described in AR 10–87. IMCOM manages Army installations assigned to it. IMCOM executes installation readiness missions, provides equitable services and facilities, optimizes resources, sustains the environment, and enhances the well-being of the military community. IMCOM is accountable for the efficient delivery of installation services and support. The IMCOM is responsive to ACOMs, ASCCs, and DRUs through a supporting to supported relationship. 1. IMCOM commands the garrisons assigned to it. 2. IMCOM and its subordinate organizations are supporting commands to the SC  on IMCOM installations. There is a requirement for a strong collaborative relationship between the SC and the IMCOM RD. The SC commands the installation but funding of almost all installation activities flows through the RD. 3. The relationship between IMCOM and the commands of tenant organizations is analogous to the â€Å"supporting to supported† command relationship described in Joint Doctrine. 4. The IMCOM RD rates the GC. 5. IMCOM ensures compliance with HQDA directed programs and CLS bands. IMCOM staffs and coordinates with 8 AR 600–20 †¢ 18 March 2008  HQDA funding requests for garrison support requirements identified by ACOM, ASCC, or DRUs that are not included in CLS services. 6. There is a difference between command relationship in CONUS and OCONUS for IMCOM installations. These relationships are depicted in figure 2–1..

Gender Bias

A large amount of early research has been conducted on the biological differences between males and females; however, focus has shifted to environmental and social factors that may influence the gender gap in STEM subjects. The Eccles et al. Value Model, developed in 1983, considers motivational factors related to decisions regarding educational and career choices. Some of these factors include self perceptions, social variables and environmental factors Oacobs 2005, AAIJW 2005).American culture and society may influence how students view themselves, inherently contributing to the gender gap found in the STEM areas. According to the American Association of University Women (AAUW), many studies have confirmed the negative impact that stereotypes have on students (Hill, C. et al. 2010). Gender differences within math and science develop early in adolescence (Sleeker & Jacobs, 2004). There are many stereotypes and social stigmas that contribute to the reasons that boys may perform bette r in STEM fields than girls. One common stereotype the arts.The cultural stereotype may encourage girls to believe that math and science are not intended for them and in turn affect activities and career aspirations (Cvencek et al. , 2011). The Implicit Association Test was developed to â€Å"measure implicit attitudes and beliefs that people are unwilling or unable to report† (Project Implicit, n. d. ). Approximately 70 percent of IAT tests revealed stereotypes associating science with males more than females (Nosek et al. , 2009). Researchers at the University of Washington adapted the IAT to conduct a study on children ages six to ten years old.The test focused on gender identity, math-gender stereotype, and math self-concept. The results showed that by second grade, girls showed a weaker identification with math than boys, confirming the stereotype that math is for boys Cvencek et al. , 2011). Another study utilized the IAT to contrast science and liberal arts, and found that women who associated males with science were least likely to pursue science, and males with similar stereotypes were more likely to pursue science (Smyth, n. d. The study validated the link between stereotyping and self- efficacy. This is evidence that American culture may influence the way children view themselves related to subjects learned in school. Fear of poor performance in the classroom may also contribute to lack of interest in math and science. A study onducted in 2010 by the AAUW, focused on college students with similar math abilities and divided them into two rooms. The first room was advised that men outperform women on the test, while the second room, was told there was no distinction in performance. Gender Bias A large amount of early research has been conducted on the biological differences between males and females; however, focus has shifted to environmental and social factors that may influence the gender gap in STEM subjects. The Eccles et al. Value Model, developed in 1983, considers motivational factors related to decisions regarding educational and career choices. Some of these factors include self perceptions, social variables and environmental factors Oacobs 2005, AAIJW 2005).American culture and society may influence how students view themselves, inherently contributing to the gender gap found in the STEM areas. According to the American Association of University Women (AAUW), many studies have confirmed the negative impact that stereotypes have on students (Hill, C. et al. 2010). Gender differences within math and science develop early in adolescence (Sleeker & Jacobs, 2004). There are many stereotypes and social stigmas that contribute to the reasons that boys may perform bette r in STEM fields than girls. One common stereotype the arts.The cultural stereotype may encourage girls to believe that math and science are not intended for them and in turn affect activities and career aspirations (Cvencek et al. , 2011). The Implicit Association Test was developed to â€Å"measure implicit attitudes and beliefs that people are unwilling or unable to report† (Project Implicit, n. d. ). Approximately 70 percent of IAT tests revealed stereotypes associating science with males more than females (Nosek et al. , 2009). Researchers at the University of Washington adapted the IAT to conduct a study on children ages six to ten years old.The test focused on gender identity, math-gender stereotype, and math self-concept. The results showed that by second grade, girls showed a weaker identification with math than boys, confirming the stereotype that math is for boys Cvencek et al. , 2011). Another study utilized the IAT to contrast science and liberal arts, and found that women who associated males with science were least likely to pursue science, and males with similar stereotypes were more likely to pursue science (Smyth, n. d. The study validated the link between stereotyping and self- efficacy. This is evidence that American culture may influence the way children view themselves related to subjects learned in school. Fear of poor performance in the classroom may also contribute to lack of interest in math and science. A study onducted in 2010 by the AAUW, focused on college students with similar math abilities and divided them into two rooms. The first room was advised that men outperform women on the test, while the second room, was told there was no distinction in performance.

Descriptive Speech Essay

Well i choose to save one of the most important things to me as a tattoo. As you may now i have a huge passion for dancing and i love to have this passion in me forever. I have a tattoo of a music note that represents dancing because music is very essential to dance. I choose this topic because i like to share with you my own method of remembering moments forever and because this tattoo is very unique. Body: The tattoo i am talking about is my second tattoo, localized in my left foot very near to my ankle. It has the size of a quater, so it can be consider small. The tattoo is the musical note â€Å"sol† and has two loops: the superior one which is thinner than the second loop that is below. I choose the musical note â€Å"sol† because dance is the light that brightens my days just like the sun give us light everyday. Inside the lower loop, which is the thick one, it has a black small outlined heart.This heart has the size of a tictac and represents my love and passion to music and to dance. Below the second loop with the heart there is the continuation of the musical note which is a black small and round curve that forms a filled black circle. Now i will show you a picture of my actual tattoo. (Picture of the tattoo) Conclusion: Well like i said, my tattoo is the musical note sol, that has two loops one thin and the other one thick. Also it has a heart inside the thick loop and is all black. I did this tattoo represents my love and passion to dance. I would like to finish reading you this great quotes.

Recovery for Athletes Essay Example | Topics and Well Written Essays - 250 words

Recovery for Athletes - Essay Example These are all necessary for them to maximize performance. The chosen article entitled â€Å"Using Recovery Modalities between Training Sessions in Elite Athletes Does it Help? Authored by Anthony Barnett, highlights the wide range, evidenced-based recovery modalities for enhancing between-training session recovery among elite athletes and presented the efficacy for each recovery modality to reduce the severity and period of exercise-induced muscle injury, as well as, delayed onset muscle soreness (DOMS). The said modalities are as follows: First is the massage, which is used in the training of athletes and have been known to decrease oedema and pain; Second is the active recovery, a technique based on post exercises to remove lactate; Third is the cryotherapy is used actively to treat acute traumatic injury and considered appropriate as a recovery modality of post-train- modality following training and competition; Next is the contrast temperature that utilizes water immersion alter nating the warm-to-hot and cold water; Another is the hyperbaric oxygen therapy, which involves the whole-body exposure to pressure >1 atmosphere while breathing the 100% oxygen.

Potent and specific genetic interference by double-stranded RNA in Essay

Potent and specific genetic interference by double-stranded RNA in Caenorhabditis elegans - Essay Example Notably, this reflects limited interference activity. To achieve a commendable effect, there should be a high dose of the injected RNA. In an endogenous activity, an antisense-sense mixture has the capacity to produce interference that is very effective. In the development of a dsRNA (double-stranded RNA), the evident feature is the potency of the antisense-sense mixture in the interfering activity. Placing the double-stranded structure in cis has no effect on the potent activity of the interference. That is, double-strand sequences that are positioned on level 3 or 5 of a single-strand segment are not able to trigger interference. Using unc-54, fem-1 and hlh-1 to assess the target uniqueness of the effects of dsRNA, the results include (1) progeny broods with a null-mutant phenotype are produced and (2) the single RNA threads with no important interference. At cellular levels, the effects of interference of dsRNA can also be examined. Fractions of the Derived fluorescent protein (GFP) decrease when they are injected with dsRNA and the same is explained by in the figure above and

Memorandum For A Workplace Essay Example | Topics and Well Written Essays - 500 words

Memorandum For A Workplace - Essay Example Not many people take pleasure in receiving criticism, but participants concur that everybody can minimize its sting. To avoid this I as an HR consultant for this company is advising few suggestions by which we all can lessen its severity: Think about the starting place of Criticism. Is this a person whose estimation you esteem Is the intention to assist you improved, or only to make you sense like a bum Is the opponent conversant about the subject he or she is criticizing you on The third and the very most important concern is the increasing noise at workplace including dinning hall and washrooms. Keep in mind, sound is what we listen to. Noise is not a needed sound. The dissimilarity between sound and noise relies upon the listener and the conditions. Noise can promote irritation, strain and obstruction with speech communication which s the main apprehension in noisy offices. If you are conversing with your workmate and if you notice any one or all of the following change, it means that the workers in our office are facing listening problems: The above-mentioned three concerns are from now on being observed at strict measures. Not obeying them means going against the rules and regulation, for which extreme measures might be taken later on. If noticed, these are beneficial for all of us as successful employee's of this organization and as well gives a better impression to visitors. Furthermore, I as an HR Manag