TUX 101 Module 2 SLP

TUX 101 Module 2 SLP
What does it mean to be successful? In your essay, describe the characteristics of “success.”
Assignment Instructions: This assignment will focus on using resources to develop evidence-based arguments to support your position on a particular topic. In a two-page paper, make an argument, with the two provided articles that would support this article, and use APA style to appropriately cite the paper in your text.Think through the topic and then determine your personal opinion, stance, or point of view on the issue. A well-organized essay has a beginning, in which the writer states the main point (thesis); a middle, where the main point is supported using three or more supporting points; and a conclusion. Before submitting, be sure to read through the essay and make any revisions, including those for correctness in grammar, punctuation, and spelling. Be sure to include at least two references.
Assignment Instructions: This assignment will focus on using resources to develop evidence-based arguments to support your position on a particular topic. In a two-page paper, make an argument, with the two provided articles that would support this article, and use APA style to appropriately cite the paper in your text.Think through the topic and then determine your personal opinion, stance, or point of view on the issue. A well-organized essay has a beginning, in which the writer states the main point (thesis); a middle, where the main point is supported using three or more supporting points; and a conclusion. Before submitting, be sure to read through the essay and make any revisions, including those for correctness in grammar, punctuation, and spelling. Be sure to include at least two references.
Notes for the Writer at Superior papers: Please try to use the full two pages for this essay. I have attached the two documents in PDF format. Thank you for your hard work ?______________________________________________________________________________________________________________________________Report Information from ProQuestAugust 08 2015 03:33_______________________________________________________________08 August 2015 ProQuestTable of contents1. Characteristics of success……………………………………………………………………………………………………………. 1Bibliography…………………………………………………………………………………………………………………………………… 408 August 2015 ii ProQuestDocument 1 of 1Characteristics of successAuthor: Weiner, HarveyProQuest document linkLinks: Linking ServiceFull text: Q How does my approach to a job search effect a recruiter or a prospective employer’s impression ofme as a candidate?A An astute recruiter/interviewer visualizes an applicant first as a candidate, then as an employee. By observingyour behavior and comparing it to that which we know to be successful characteristics in others, we may beable to predict your on-the-job performance. Here are several traits you must demonstrate throughout theinterviewing process:Tenacity – You get people to speak with and meet with you. Nobody wants to employ an executive who gives upafter just one try.Realistic – You do your homework, know when to charge and when to back off. Nobody wants to employsomeone who perpetually runs at full tilt over cliffs.Focused — concentrate on specific targeted opportunities. Use a rifle rather than a buckshot approach. Focustells a prospective employer you will not waste his or your time on insignificant busy work.Self-reliant – Eager to take on new challenges, you wake early, get the jump on others, seek opportunities forgrowth and don’t wait for someone to tell you what to do next.Resilient — Mistakes are inevitable and educational. If turned down do you find out why and learn from theexperience? Winners demonstrate the ability to grow from adversity. They strive not for perfection but forexcellence.Selective — You’re not content to simply accept the first job you hear about. You energetically work at pursuingand getting the right job. This tells us you won’t jump at just any opportunity that comes your way later or makegut-feel decisions which may prove costly to your employer.Persuasive – You know your strengths and have the ability to sell yourself. By relating anecdotes which provideevidence of experience you convince others of your ability to apply skill and knowledge to addressing theirneeds.Ethical – You won’t accept an offer, then leverage a better deal elsewhere.A good recruiter is always on the lookout for candidates who have responsibly thought through the job-changeprocess and can articulate why they are the best qualified to fill a particular search. In fact, the process itself canprovide opportunities for a candidate to demonstrate competencies.Q As search chairman for our club, I was astounded at some of the things applicants say. Please share sometips in your column that might help management candidates maximize their performance and minimizemistakes.A Smart job seekers are informed job seekers. Before interviewing, at the minimum, you must learn somethingabout the employer, their expectations and the job. When asked “Why are you interested in working here,”you’d better be ready with a good answer.Some hiring authorities define their role as “screening out” applicants. Sure, it’s a negative approach but it doessave lots of time. So if you’re less prepared than others you won’t stand a chance. Talk to colleagues, pastemployees, and current department heads.Find out why the job is available. Ask to see the last two fiscal year’s financial statements, secure Chamber ofCommerce materials. Tour the area and the club before the interview so you can make some informedobservations.08 August 2015 Page 1 of 4 ProQuestHere are some of the most outrageous questions I’ve actually heard. This is, unfortunately, far from acomprehensive list. They just keep coming:What psychiatric care benefits do you have available?What is the president’s zodiac sign?How do you feel about the manager putting together his own Saturday morning foursome?What is your policy regarding the manager drinking on the property?What hours do you expect me to work?Can my children enter club tournaments?When will I be eligible for my first vacation?Do you mind if I wear slippers in the office?How do you feel about a manager getting divorced after he’s been here a year or two?What is the club’s policy regarding the manager being away frequently to attend to trade association business?Just how many committee meetings do you expect the manager to attend?How high could the food cost go before you worry?How many warnings would I get before being fired?What color is the manager’s car?Q I seem to keep making the same mistakes over and over again. What can I do to break this cycle?A Mental health professionals say a sure sign of illness is when a person does exactly the same thing over andover again and expects different results each time. A lesson tends to be repeated until learned. It may bepresented to you in various forms until you have learned it. But, once learned, you move on to the next lesson.Learning does not end. Everything we do in life contains lessons. If you are alive, there will always be morelessons to learn. Doesn’t that beat the alternative?AuthorAffiliationThe Career Doctor is recruiter Harvey Weiner, president of Dallas-based Search America, specialists in privateclub management selection and recruitment. Send your confidential questions in writing to: Harvey Weiner, TheCareer Doctor in care of Club Management Magazine, or Search America, 5908 Meadowcreek Drive, Dallas,TX 75248, (972)2333302. Fax (972)233-1518. E-Mail: [email protected]Publication title: Club ManagementVolume: 76Issue: 1Pages: 22Number of pages: 1Publication year: 1997Publication date: Jan/Feb 1997Publisher: Club Managers Association of AmericaPlace of publication: St. LouisCountry of publication: United StatesPublication subject: Clubs, Food And Food IndustriesISSN: 00099589Source type: Trade Journals08 August 2015 Page 2 of 4 ProQuestLanguage of publication: EnglishDocument type: PERIODICALProQuest document ID: 197831757Document URL: http://search.proquest.com/docview/197831757?accountid=28844Copyright: Copyright Finan Publishing Company, Inc. Jan/Feb 1997Last updated: 2012-04-27Database: ProQuest Central08 August 2015 Page 3 of 4 ProQuestBibliographyCitation style: APA 6th – American P sychological Association, 6th EditionWeiner, H. (1997). Characteristics of success. Club Management, 76(1), 22. Retrieved fromhttp://search.proquest.com/docview/197831757?accountid=28844_______________________________________________________________Contact ProQuestCopyright Ó 2015 ProQuest LLC. All rights reserved. – Terms and Conditions08 August 2015 Page 4 of 4 ProQuest
______________________________________________________________________________________________________________________________Report Information from ProQuestAugust 08 2015 03:34_______________________________________________________________08 August 2015 ProQuestTable of contents1. Romanian Tactical HUMINT Operations: Characteristics of Success…………………………………………………. 1Bibliography…………………………………………………………………………………………………………………………………… 608 August 2015 ii ProQuestDocument 1 of 1Romanian Tactical HUMINT Operations: Characteristics of SuccessAuthor: Liebl, Richard BProQuest document linkAbstract: The ability to build rapport and establish close personal relationships as well as operate with littledirect supervision often depends on the maturity of the individual. […]selection and training gives RomanianHCT operators an advantage that makes them successful, but these alone are not the sole factor contributing totheir success. […]the combination of a hospitable social culture and adaptability rounds out the characteristics ofRomanian HCTs, making them true experts in the field.Links: Linking ServiceFull text: HeadnoteThe views expressed in this article are those of the author and do not reflect the official policy or position of theDepartments of the Army and Defense, or the U.S. Government.IntroductionSince September 11, 2001, Romania has emerged as a steadfast ally of the U.S. in the fight against terrorism.Romanian forces deployed as early as 2002 and have distinguished themselves as being professional, tacticallyproficient and have provided a myriad of support to the coalition. One area where Romania has particularlyexcelled is in the field of tactical human intelligence (HUMINT) collection.Intelligence has been described as the “life blood” in the fight against terrorism and Romania is helping toprovide that “life blood’ in the form of tactical HUMINT to commanders in the field. In Afghanistan, Iraq, and theBalkans, Romanian Military Intelligence (MI) HUMINT Collection Teams (HCTs), have helped fill criticalshortages in tactical HUMINT and have distinguished themselves as being outstanding in the field. Both U.S.and Coalition partners have requested the support of Romanian HCTs to support their operations and they haveproven to be so capable that Romanian teams in Kosovo work directly in support of the U. S. -led task force.Today, the Romanian Armed Forces continues to invest in the development and expansion of this nichecapability.Why are the Romanians so successful at tactical HUMINT collection? What characteristics make themsuccessful? These are intriguing questions that are not readily identifiable and quantifiable. That said, there aresome general characteristics that do contribute to the success of Romanian HCTs. This article is an attempt tohighlight some of those key characteristics.Training – The Basis for SuccessIntelligence training, by its very nature, is a sensitive subject and this is not an attempt to provide detailedinformation on the training developed and employed by Romanian HCTs. In general terms however, RomanianMI views tactical HUMINT as a “highly qualified intelligence operation” and requires “highly trained operators” toperform the mission. These HCTs are viewed as an elite formation within the Romanian Armed Forces anddraw many of its operators from the reconnaissance and airborne ranks.In a somewhat novel approach, training for the HCTs begins with the premise that each HUMINT operator is a“unique, highly skilled asset.” Operators receive entry-level training in the same skills required of other eliteSoldiers within the Romanian Armed Forces. After this common training, Soldiers destined for other elite unitsattend advanced training in Special Forces, airborne, or reconnaissance, while HUMINT operators attend basicand advanced level training in HUMINT operations. HCT personnel then attend specialized training focusing onlanguage skills; cross cultural communications; detailed area studies, and advanced skills training. Having asolid background in airborne, reconnaissance, and small unit tactics and techniques makes the Romanian08 August 2015 Page 1 of 6 ProQuestHUMINT operator more self-confident and self-reliant and enhances the operator’s confidence in his or herabilities to perform the mission.Maturity and life experienceIndividual maturity of the Romanian HUMINT operator also factors into their success. The average operator is inhis late 20s or 30s and has generally been recruited from the ranks as an noncommissioned officer or juniorofficer. Most come from operational units; many have already experienced operational tours in theater. Onlyafter a rigorous pre-screening and selection program do candidates attend the Romanian Intelligence TrainingCenter. The Romanian MI Directorate looks for maturity and “life experience” when selecting their operators.The ability to build rapport and establish close personal relationships as well as operate with little directsupervision often depends on the maturity of the individual.Thus, selection and training gives Romanian HCT operators an advantage that makes them successful, butthese alone are not the sole factor contributing to their success. Much of the success enjoyed by the HCTs canloosely be attributed to factors that make up the “national character” of the people themselves.Hospitable Social CultureSocial characteristics of a culture are a complex subject. In general, those characteristics are often developedas a consequence of larger environmental demands; the nation’s evolution determined by both internal as wellas external factors. These factors shape the national character of a people and in Romania’s case, some ofthese factors have indirectly contributed to their success in their ability to perform HUMINT missions. Althoughthese characteristics are generalizations and do not apply to each and every individual, they do factor into thepersonalities of the Romanian HCT operators.The HCTs are adept at building camaraderie in professional and inter-personal relationships. RomanianHUMINT teams in the field are able to quickly establish rapport with the local populace, a critical skill forHUMINT operators. When queried as to why this is so, many operators attribute it to their being “a Latinpeople.” To better understand this statement, it is necessary to understand a bit of the history of Romania.Dacia, as the ancient territory of Romania was called, flourished from the first century B.C. to the first centuryA.D., under the leadership of a series of successful rulers. Dacia entered into conflict with the expanding RomanEmpire, engaging it in two fierce wars (101-102 A.D. and 105-106 A.D.), before being conquered by the Romanarmies led by Emperor Trajan. Dacia was integrated into the Roman Empire between 106 and 271 A.D. and theDacian population adopted the vulgate Latin language of the Romans. A Daco-Roman population formed whichsimultaneously received the Christian religion and formed the basis of the present day Romanian people.Emperor Aurelian, facing the onslaught of the barbarian invasions, withdrew the Roman military garrisons andcivil administration south of the Danube in 271 A.D. The Daco-Roman population remained in villages andterritorial communities. These communities survived successive invasions and continued organized life duringeight centuries of barbarian migrations across their lands. The assimilation of the Dacians into Roman cultureand the subsequent “Romanization” of the Dacians set Romania apart from its neighbors in Eastern Europe.Often described as a “Latin island surrounded by a sea of Slavs”, throughout its history Romania hasmaintained its Latin-based culture.It is this “Latin” influence that makes the Romanians generally a warm and personable people, a trait that hasserved the Romanian HUMINT teams well. The ability to establish and foster inter-personal relationships withtheir contacts in the field can, of course, be attributed to their training, but the persuasive influence of Romania’s“Latin” heritage cannot be discounted. Romanian HCTs are successful in establishing themselves with the localpopulation. They quickly adapt to the local style of dress, improve upon their fledgling language capabilities,mingling with the locals as much as possible given force protection considerations, and take every opportunityto establish contact.Many HCT operators easily blend into the areas where they are currently operating, having physicalcharacteristics that allow them to look similar to persons from the area, no small factor when working to08 August 2015 Page 2 of 6 ProQuestestablish rapport. In one instance, a Romanian HCT operator in Afghanistan looked so much like the locals thathe was mistaken for one of the local cleaning personnel assigned to the base.The “Latin” influence in the Romanians also makes them less averse to cultural norms such as physical contactbetween men. The willingness to engage in close physical proximity to their male contacts, in a maledominatedsociety, helps them to communicate on a social level that many Americans would finduncomfortable. Romanian HUMINT operators will often embrace their contacts, reflecting the cultural norms ofthe region. Thus, the ability of Romanian HCT teams to build rapport, win the confidence of their contacts, andconvince them to provide information is largely a result of their cultural affinity to build close personalrelationships.Adaptability- “Learn or Perish” MentalityAs mentioned, throughout history Romanians have learned to adapt to the changing forces surrounding them,adopting at times both passive acquiescence and active resistance in order to preserve themselves. Thischaracteristic has become, over time, an integral part of the national psyche. Mental agility, adaptability, andimprovisation prevail in the Romanian mindset. In the Romanians, their instincts for adaptability and flexibilitywere honed by life under the brutal police state of Nicolae Ceausescu. It developed in the people a naturaltendency to be observant, to be adaptable in order to survive under a harsh totalitarian regime.One observation made is that Romanian HCTs are able to quickly ascertain and exploit the local operationalenvironment to their success. The Romanian HCTs appear to be able to quickly comprehend the “informal”networks that exist, who the key individuals and leaders are, both formal and informal within a community, andthen work to exploit this understanding. This innate ability to understand complex webs of family, tribal,business and criminal networks, alliances and associations can be indirectly attributed to their own “nationalexperiences” under the harsh conditions of Ceausescu’s regime. In a totalitarian regime, the ability tounderstand who has control and influence can mean the difference between life and death. Having historicalinsights and experiences of living in such an environment has clearly benefited the Romanian HCTs.Romanian HCT personnel also always appear eager for new missions, especially when working alongsideAmericans. They readily accept additional missions, adjust to the requirements of new assignments, and acceptuncertainty as an inherent part of their work. New training opportunities are welcomed and even informalexchanges of information and experiences are frequently sought by them from their American colleagues.Romanian HCT personnel are quick studies when it comes to assimilating new materials. They rapidly adapt tonew guidance, incorporating U.S. best practices and lessons learned quickly into their own protocols andprocedures. They also take responsibility for disseminating the knowledge gained from U.S. training to otherswithin their own units, thereby providing a multiplier effect for U.S. training programs within the Romanianmilitary. Mission-oriented lessons learned are also quickly absorbed. After action reports are scrutinized,adjustments to procedures are made and resultant information made available to other Romanian units, not onlywithin their own command structure, but to other Romanian units.ConclusionA Romanian general once described the HCTs by saying “We have a National Treasure – our HUMINT teams.”They have certainly proven themselves to be an invaluable asset to Romanian defense capabilities and animportant contributor to the global war on terrorism. Romanian HUMINT expertise has proven so pervasive thatRomania has become the internationally recognized leader for the North Atlantic Treaty Organization (NATO).Allied Command Transformation Headquarters has approved the establishment in Romania of a NATOHUMINT Center of Excellence.The success of the HCTs can be attributed to both tangible factors such as training, but also to certain culturaland social characteristics that lend themselves to HUMINT collection. Training Romanian personnel with thebasic combat skills provides them with a strong tactical background and makes them capable, confidentSoldiers first. It also instills in the individual the confidence that they are highly trained Soldiers and that self-08 August 2015 Page 3 of 6 ProQuestconfidence reflects in the conduct of their HUMINT collection mission. Maturity and “life experience” alsofacilitate the establishment of rapport and confidence building required to establish positive relations withcontacts and sources.Finally, the combination of a hospitable social culture and adaptability rounds out the characteristics ofRomanian HCTs, making them true experts in the field. The opportunity will now exist, through the NATOCenter of Excellence for HUMINT, for Romania to share its wealth of experience in the training of other NATOand coalition partners.AuthorAffiliationby Lieutenant Colonel Richard B. LieblAuthorAffiliationLieutenant Colonel Richard B. Liebl is the Army Attaché to Romania. He has held a variety of leadershippositions throughout his Army career ranging from Infantry Platoon Leader to Special Forces CompanyCommander. His last assignment prior to serving as the Army Attaché was as the Chief of the Office of DefenseCooperation, U.S. Embassy, Zagreb, Croatia. His military education includes the Infantry Officer Basic andAdvance Courses, Ranger School, Pathfinder School, Air Assault School, Special Forces Detachment OfficerQualification and the Jumpmaster course. LTC Liebl conducted Foreign Area Officer training in the Netherlandsand attended advanced civil schooling at Indiana University where he earned an MA in West European Studies.LTC Liebl is a graduate of the Belgian Command and Staff College.Subject: Armed forces; Military personnel; Skills; Training; Roman civilization; Personal relationships; Latinlanguage;Location: United States–US, RomaniaPublication title: Military Intelligence Professional BulletinVolume: 33Issue: 2Pages: 33-36Number of pages: 4Publication year: 2007Publication date: Apr-Jun 2007Year: 2007Publisher: Superintendent of DocumentsPlace of publication: Ft. HuachucaCountry of publication: United StatesPublication subject: MilitarySource type: Trade JournalsLanguage of publication: EnglishDocument type: FeatureDocument feature: PhotographsProQuest document ID: 1016232639Document URL: http://search.proquest.com/docview/1016232639?accountid=2884408 August 2015 Page 4 of 6 ProQuestCopyright: Copyright Superintendent of Documents Apr-Jun 2007Last updated: 2012-06-29Database: ProQuest Central08 August 2015 Page 5 of 6 ProQuestBibliographyCitation style: APA 6th – American P sychological Association, 6th EditionRichard, B. L. (2007). Romanian tactical HUMINT operations: Characteristics of success. Military IntelligenceProfessional Bulletin, 33(2), 33-36. Retrieved fromhttp://search.proquest.com/docview/1016232639?accountid=28844_______________________________________________________________Contact ProQuestCopyright Ó 2015 ProQuest LLC. All rights reserved. – Terms and Conditions08 August 2015 Page 6 of 6 ProQuest