AFP CORE VALUES

The AFP Core Philosophy is a set of values and standards of conduct that guides an individual soldier live his life,
perform his duties and strengthen his commitment to the service.

THE OPERATIONAL IMPERATIVE

The Armed Forces of the Philippines (AFP) exists to conduct operations in defense of the sovereignty and integrity
of the Republic of the Philippines and to support all initiatives for national development. Within the AFP, the Philippine Army
is the largest of the armed services and is tasked to organize, train, equip and provide ground forces for the conduct of prompt
and sustained security operations, independently or jointly with the other armed services, to achieve the define mission
whether in war or in peace
The AFP core values and its standards of conduct is an essential weapon of individual soldiers in carrying out his
missions which are to defend the sovereignty and integrity of the Republic and to support all initiatives for national
development
CORE VALUES
The AFP core philosophy focuses on values that are the basis of the soldiers’ daily existence. It is the foundation of all his acts
and deeds. These are the ties that bind. With the country moving forward in nation building, these values have shown their
enduring quality and have provided the soldier with time-tested tools for the future.
1. LOVE OF THE COUNTRY
It is the foremost nature of an Army soldier to love his country. The country is the land of his birth, the cradle of his people.
It is for the country that soldier willingly commits to a life of service. This is the highest value that the Filipino soldier
possesses. It is not measured by money or rank or possessions and it endures through him and is kept alive by those after
him. It is the energy that drives the soldier as the defender of national sovereignty. He stands by his oath of service with a
stout heart, knowing that even if he is ultimately left standing alone or when dying in the battlefield, he rests content with
the thought that his reason for existence has been fulfilled. It is this love of country that pervades every citation of valor for
deserving soldiers, valor that further uplifts the spirit of the nation.
2 VALOR
Valor flows naturally from one’s love of the country. It is the ability to overcome fear in carrying out one’s mission. Courage
is beyond bravery. It is pursuing a mission against all odds. It is calculating but not suicidal. With courage you do what is
right. Captain Conrado D Yap, awardee of the Medal of Valor showed how.

It is also means moral courage in continuing the fight for a principled cause. Indeed, it was both the physical and moral
courage of the Filipino soldier, whose fierce resistance against subjugating powers in the past and despite enemy’s superior
arms and number, which defined the road map to independence and to freedom. Such courage beyond measure exhibited
by valiant Filipinos rebelling against Spanish, American and Japanese forces determined the course of Philippine history and
provided an important role.
In shaping the Filipino soldier’s identity. Even beyond valor, one could also see the strong sense of honor that resonated with
the call to arms in the past.
Your valor will allow you to do the following:
1. Control your fear in physical and moral context. 3. Confront problems and do what you believe is
right.
2. Take responsibility for your actions, mistakes and decisions. 4. Report successes and failure with equal candor.

3. HONOR
Honor is the Military crowning value, the hallmark of military conduct, the quality of the soldier’s consciousness of personal
dignity and self worth. From prelude and campaign to the aftermath, the soldier carries his honor in meeting the military
imperative:
“On April 1990, Capt Arturo B Ortiz, as Commander of five 12-man joint teams of SF and CAFGU elements initiated
a raid against a large CT camp of about 300 NPA rebels in hinterlands of Murcia, Negros Occ . Under cover of darkness, Capt
Ortiz led his troops in a grueling 11-hour cross- country foot march and dangerously scaled a 1,000-foot steep cliff to infiltrate
the enemy territory. Disregarding personal safety, he darted to one team to another, directing their line of fire. Risking the
cross fires, rushed towards a group of hysterical women and children and ensured their safety. Leads his men in hot pursuit
against rebels, the troops overwhelmed the enemy and completely overran the 28-hut NPA training camp. The 2 hour gun
battle resulted in 84 Terrorists killed, 8 captured, and several other wounded. Only one was wounded on the government
side.”
No matter the arena, honor is respected in one’s self as in the other. In outward form, honor is seen in cleanliness
of the person, courtesy manner, decency in daily living and prudence in the use of personal or country resources. It shows in
the candor, frankness in speech as well as in action. When one leads an honorable life, he is supposed having a good
reputation; differed to because of his credibility and sincerity; and emulated for his uprightness and transparency in all his
dealings. An individual soldier with honor does the following:
Develop and maintain a keen sense of ethical conduct.
Adhere to the public code of professional Philippine Army values.
Identity with the ideals embodied in the Philippine Army values.

4. LOYALTY
Loyalty underlies the soldier’s Oath of Service. It demands obedience to the legal prerogatives of duly constituted authority
in the pursuit of the nation’s interest, observance of the Chain of Command and compliance with orders to the best of one’s
ability as all orders must be obeyed. Loyalty while itself a cause, reaps the harvest of military unity. It foster cohesion, sincere
concern for the welfare of each member of the Army and those they work with, and is best expressed in each member’s
adherence to the military value system as herein explained, just as he is bound to follow the rule of law and the declared
policies and principles of the country. An individual soldier of loyalty displays the following:
Put obligations in correct order:
o the Constitution, the Philippine Army, the unit and finally, self.
Show faithfulness to unit and comrades by finishing all tasks with them.
Carry out tough orders without expressing personal criticism.
Defend soldiers against unfair treatment.

5. DUTY
Duty is service plain and simple. Actual duty means being constantly alert, all senses employed and used whether in the
garrison or in the field. Duty means fulfilling your obligation. The exacting standard of duty also requires that those in
command positions discharge their responsibilities to the fullest.
Expressing the value of duty means, at a minimum, doing the following:
Carrying out the requirements of the position to the best of your ability.
Fulfill legal, civic and moral obligations.
Sacrifice personal time in pursuit of excellence

6. SOLIDARITY
Solidarity is camaraderie at the visible level and internally being aligned with the Philippine Army’s goals, vision and programs
for reform. Solidarity binds the Army to oneness with the aspirations of the rest of the country in the manner of a Filipino
proud of his country.
STANDARDS OF CONDUCT
Pursuit of Excellence – Each soldier strives to perfect his craft to achieve his mission. He should have full knowledge of his
job, has proficiency in training and in combat, in peacekeeping and in the implementation of national policies for
development.
Pride in Uniform – The military uniform reflects not only the personality of the individual soldier but also that of the whole
organization. It is the responsibility of the soldier to take extra care and use of his uniform and all insignias he carries on them,
for it is in this simple ritual that the soldier is set apart from the rest.
Discipline – A soldier is a model of self-discipline. Discipline is equally vital to preservation of life as much as to the success
of military operations and demands unconditional compliance as its foremost aspect. It can preserve your life thus it is
enforced by those in authority and must be followed without reservation.
Professionalism – Professionalism in the military career stands for commitment, knowledge and skills and is better expressed
in one’s attention to duty with the required discipline and competence. It gives rise to impartiality, objectivity and non-
partisanship that are necessary to support common goals for the welfare of the population.
Adherence to law – All soldiers are both citizens and military personnel, hence are subject to the same law and shall uphold
the same as part of their duty of service to the country. In case of conflict, the higher military standard of conduct required
under the same set of circumstances in either system, is always paramount.
Deference to Authority – Authority within the military is evident in the Chain of Command, starting with the Non-
Commissioned Officer in the most vital role as implementer and the succession of Commanding Officer before him through
which the commands are progressively issued and implemented. Deference to civil authority is likewise required as a function
of soldier’s responsibility.
APPLICATION
The primary responsibility for instilling and reinforcing the values and standards of conduct is vested in the military leadership.
Officers and NCOs in command and control positions must therefore commit these values to memory and be in a position to
explain the same when asked.
The soldier is well aware of the ways of the world and constantly employs his knowledge of human nature when faced with
situations not specifically met in his training courses. Values are inculcated by observation and practice over time. Thus, it is
expected that constant review of one’s self in the dynamism of daily life will guide the correct application of the foregoing
values and standards of conduct in military life, for this code to endure and be relevant for the decades ahead.
LEGAL BASIS

SCOPE

SPECIFIC PROVISIONS OF THE FUNDAMENTAL LAWS AND REPUBLIC ACTS

SECTION 4, ARTICLE II OF THE CONSTITUTION

The constitution provides that the prime duty of the government is to serve and protect the people. The government may
call upon the people to defend the state and in the fulfillment thereof all citizen may be required, under conditions provided
by law, to render personal or military service.

SECTION 38, ARTICLE VII, REPUBLIC ACT # 7077

Reserve Officers Training Corps (ROTC) States that, military training for students enrolled in colleges, universities and similar
institution of learning is mandatory pursuant to the provisions of the National Defense Act of the 1935 and 1987 constitution.

COMMONWEALTH ACT # 1
Commonwealth act #1, otherwise known as National Defense Act, was the very first statutory enactment by the
commonwealth government on 23 December 1935. This act required the compulsory military training of all college students.

EXECUTIVE ORDER # 207

Executive Order # 207, was issued by President Manuel L Quezon requiring all college students to the compulsory courses of
military instruction pursuant to commonwealth act # 1.

PRESIDENTIAL DECREE # 1706

The National Defense Act was amended in 1980 by Presidential Decree # 1706 ( The National Service Law) which directs that
military service will no longer be compulsory, but leaving the National Service or training to be in effect. Military Training
Service(MTS), Civic Welfare Service(CWS), and Law Enforcement Service(LES) make up the National Service Program.

REPUBLIC ACT # 9163

Republic Act # 9163 makes ROTC optional and requires male and female students taking Baccalaureate degree and at least
two(2) year vocational/technical or associate courses
 MILITARY COURTESY AND DISCIPLINE
(Handouts)

1. INTRODUCTION:

Military discipline is necessary to ensure orderly and effective group action. This is commonly known as
teamwork. Teamwork is particularly important in military operations where its presence or lack of it may spell the difference
between victory or defeat.

With discipline, everybody learns a sense obligation to himself and to his group, to his superiors and to the
entire organization where he belongs. He also realizes that he is a member of a team, organized., trainees and equipped for
the purpose of engaging and defeating the enemies of the estate.

Really, all aspects of military life is affected by discipline. We hear of “fire discipline”, “water discipline”,
“supply discipline”, etc.,

II. BODY:

MILITARY DISCIPLINE is the state of orders and obedience among personnel in a military organization. It is
characterized by the men'’ prompt an dwelling responsiveness to orders and unhesitating compliance to regulations. Men
who pursue to military profession have willingly subordinate their will for the good of the group and must learn to abide with
the rules of military discipline. This soldiery conduct and professional attitude was best expressed by President Charles de
Gaulle, the notable French statesmen in military leader said:

“ Men who adopt the profession of arms submit their own free will to a law of perpetual constraint. At
their own accord they reject the right to live where they choose, to say what they think, to dress as they like. From the
moment they become soldier, it needs but an order to settle them on this place, to move them to that, to separate them
from their families and dislocate their normal lives. On the world d of command, they must rise, march, run endure bad
whether, go without sleep or food, be isolated in some distant post, work till they drop in their tracks, if their ashes are
scattered to the four winds, that is all part and parcel of their job”.

2. CREATING A CLIMATE OF DISCIPLINE

Favorable climate of discipline may be created in unit by a leader by:

a. TRAINING:

Through training a soldier learns to work in Other soldiers so that as a team can accomplish increasingly
difficult tasks as a manner in which they can take pride. Through training, particularly in military drills, group members learn
to unify their actions into a single effort to accomplish the group mission. Training also develops in the individual the habit
of prompt obedience to al orders. Often, it is too late to learn discipline in the battlefield where a breach of it may cause
lives or material loss. Therefore, everybody must learn discipline during training.

b. JUDICIOUS USE OF PUNISHMENT AND REWARD

The best kind of discipline is that which exacts obedience by appealing to reason and that which
makes use of the so called “positive incentives” – reward. IN rewarding promotions or military awards, a leader,
however must see to it that they are only given to those who deserve them.
There may be times wherein punishment of individuals for breach of discipline may be necessary.
This should only be resorted to reform or eliminate those are unfit to serve in the organization. Here ate some guidelines to
observe when administering punishment:

 Punish only the guilty person. Avoid giving mass punishment. Pinpoint those responsible for the offense and punish
them for their act. It is always better to fail in punishing the guilty person to punish the innocent.
 Impose the punishment promptly.
  Make it the guilty person realize his mistakes. The procedure is, first inform the offender what his mistakes are in
why he is about to be punished; second, give him the punishment; and third, tell him again why he is punished.
 Impose punishment appropriate for the offense. Only punishment authorized by law should be given. Do not give
overly harsh punishment which offend the dignity of the individual.
 Unlike giving awards which should be done in public: punishment should be administered in private.

c. INSTILLING A SENSE OF CONFIDENCE AND RESPONSIBILITY

By instilling a sense of confidence and responsibility among his subordinates, a leader succeeds in creating
a climate of discipline in his unit. A confident and responsible soldier realize that he has an obligation not only to himself but
to the soldiers in the organization. He knows that violation of the rules of discipline will not only reflect him as an individual
but also discredit, if not cause irreparable damage, to his unit. Take the case of an irresponsible soldier who lacks “fire
discipline”. Perhaps, if he realizes that his being “trigger happy” in the battlefield will not only endanger his life but also that
of his entire platoon, he will appreciate more the value of discipline.

MILITARY COURTESY:

Military Courtesy are the acts of politeness, civility and respect that personnel in the military organization
accord to one another. Just like in the civilian world, military courtesy serves to smooth the personal relationship among men
in the profession of arms. As a soldier, you must be thouroughly familiar with the different forms of military courtesy. Learn
to practice them wholeheartedly and insist that your fellow soldiers do the same.

1. THE SALUTE.

The salute is the most important and most common form of all military courtesies. It is a time honored
tradition of the profession of arms, practiced in all military organizations in the world. The manner an individual executes
the salute is an indication of his attitude towards his duties as a military man and existing state of morale and discipline in his
unit. A sloppishly and grudgingly rendered salute or a childish pretense not to notice anyone to whom a salute is due, shows
neglect or ignorance of the individual duties, his lack of confidence and ability to perform them, his lack of pride in his team
and his possession of a stubborn and defiant character making him unsuited to cooperate with others in a common effort.
When you salute or return a salute smartly, you clearly mark yourself as a soldier who has pride in yourself and your
organization.

a. PERSONS ENTITLED TO THE SALUTE.

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

1)Commissioned Officers (both female and male) of the Armed Forces of the Philippines.
2)Commissioned Officers (both male and female) of the Armed Forces of Allied Nations.
3)Civilian high officials of foreign dignitaries during military honors rendered for them.

b) GENERAL RULES FOR SALUTING.

Following are the general rules to observe when saluting:

Saluting distance is the distance of recognition. Usually it does not exceed 30 paces. The salute is rendered and 1)the hand
is held in position until the officer saluted has passed or after the salute is returned.
2)A Salute must always be returned by the officer entitled to it, unless he is in the formation of other officers. IN which case
only the most senior or the marcherer returns it.

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

5)When several soldiers are in a group, not in formation, all will rise and salute. When in formation only the commander or
the most senior salutes.

6)The salute is made whether a headgear is worn or not.

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

8)The salute is rendered only once if the Officer remains in the immediate vicinity and no conversation take space, the junior
must again salute the officer when he leaves of dismiss him.

9)Unlike Navy Personnel, soldiers on his right hand. When a soldier hold something on his right hand, he transfer it to the
left and salute. When it is impractical to unburden both hands, he simply greets the officer as he meets him.

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

11)Enlisted Personnel salute other enlisted personnel only in formation when rendering reports.
12)Whenever a soldier is in doubt, whether a salute is appropriate or not – HE SALUTES!

13)HONORS TO THE NATIONAL COLORS AND ANTHEM

Whenever the national Anthem is played or when the uncased colors pass by, come to
attention, face the flag and render a smart salute. When no flag is near during the playing of the Anthem, face the source of
music and salute. Vehicles in motion are brought to a halt. Troops aboard the vehicles need not embark. Together with the
driver, they remain seated at attention and do not salute. It is acceptable however, for the driver to disembark and standby
the door of the vehicle and to salute during the ceremony. These courtesies to the National Colors and Anthem are also
rendered in respect to the flag and anthem of other friendly countries during official occasions.

2) COURTESY CALLS

Whenever reporting to new units, whether in the garrison or in the field, it is customary
and very necessary that you make a courtesy call to your immediate commanders. Your immediate commander may include
your Platoon Commander,. If you are an NCO, it is also necessary that you should call on your Company First Sergeant and
battalion Sergeant Major. Do not wait until you are called to present yourself. Make an appointment with the unit adjutant
together with the other newly appointed personnel at the earliest possible time. Courtesy calls, which are often done during
office hours, give newly reported soldier the opportunity to know and also be known by the seniors they are going to work
with in the unit.

3) FORMS OF ADDRESS

a. Addressing Seniors

It is a long-standing soldiery tradition in the Military Service that when enlisted personnel
and junior officers address to senior officers, they us e the word “Sir” before or after the statement they make.
 Example: “Aye, aye, Sir!” and Sir, Lieutenant Vargas Reports for duty.” When a marked
disparity of ranks exist, as in the case of Lieutenant and a Colonel, it is also customary for the junior to speak to the senior in
the third person, for example, “Sir does the Colonel wish to be briefed of the progress of the operation noe?” However, when
close association of friendship between the officers would make this mode address inappropriate, or when the senior
indicates that he would prefer the junior to abandon this formality, the direct approach may be adopted. The word “Sir,”
however, is never omitted. It is an important word in conversation with a senior officer.

b. Addressing Juniors

When speaking to juniors, you must address them by proper titles and names to promote
subordination and respect. Formality in speaking to subordinates Is never wrong. Whereas, when you speak to your men in
formally, you run the risk of being too familiar to them and you are reliable to compromise your position. Be wary of over-
casual use of first names or nicknames. Likewise, never allow disrespectful reference to any absent person, particularly your
senior, on the part of your subordinates.

4) OTHER FORMS OF COURTESY

Here are other forms of military courtesy which you mar observe:

a. Avoid undue familiarity with your senior NCOs or officers even when they seem
to encourage it. As much as possible do not go their place entertainment and recreation.
b. Never enter an Officers Club even at the invitation of a misinformed officer.
Tactfully refuse his invitation. In the same manner, officers should not hang around NCO’s clubs.
c. When walking with a senior, walk on his left and try to keep in step with him.
Give him the priority in entering any conveyances (bus, train, ferryboat, etc.,). Likewise allow him to disembark ahead.
d. When in a hurry and you wish to pass an officers from behind, salute and ask
permission to go ahead by saying “By your leave, Sir” or and say “Permission to go ahead, Sir.” You may proceed when he
returns your salute and say “Permission granted” or “Carry on.”
e. When your commanding Officer says “I desire” or “I wish rather than “I orders
you to do such-and-such,” this desire or wish should be carried out with all authority and power of an order.

CUSTOMS AND TRADITION OF THE SERVICE

Customs of the service are the long established practices or usage in the Armed Forces of
the Philippines that have, by reason or constant and repeated observance, acquired the character of unwritten norms of
conduct.

Most of the customs and traditions of the service are embodied in regulation while others
are simply adopted to supplement the pleasantness of military life.

1. EDUCATION AND TRAINING

Education and training are normal standards for commission in the military service. A
commission carries the obligation to observe the customs and traditions if the Armed Forces. Among these traditions is the
acceptance of an Office as gentlemen.

A gentleman conduct himself with dignity and grace. He shows self confidence and poise
developed as a result of discipline. However, this does not follow automatically. There a re certain effort to be done, largely
in the field of social relations.

An Officer shows breeding, and is therefore considered a gentlemen in his conduct and
in all his dealings. He knows that:

a. Being late for any engagement is the height of bad manners.

 b. An Officer of the Armed Forces is expected to behave and conduct himself with
dignity and restraint.
c. It is bas taste to address a woman by her first name or nickname unless she has
indicated otherwise.
d. An Officer always asks to be permitted to smoke in the presence of a woman
specially in a room or in a n automobile.
e. If a officer invites a friend to his club, he should be out of sight only when
necessary.
f. An Officer always stands when introduced to a woman, clergyman, or an old
man.
g. It is not polite to compliment a person in a company because the others might
feel slighted.
h. An Officer must be careful in speaking about his wife, to people who have not
met her specially, she is referred to as my wife or her first name.

Lady Officers in the Armed Forces must observe that : Woman normally stand when an
older woman enters the room unless there are more than a dozen person inside the room.

2. INTRODUCTIONS

Introduction is the act of formally making persons known to each other. It is the art of
presenting one person to another. It follows either of the two types: self-introduction (or introducing one self), and
introduction by a third person.

WHEN TO INTRODUCE

1. It is the duty of the host or hoists to introduce al his guests to the honor.
2. At formal dinners, every gentleman, is introduced to the lady as he paired with, except when the
introduction would be impractical.
3. Strangers when seated next to each other at a table should introduce themselves to each other.
4. When talking a house guest not known to your neighborhood, he should be introduced to all close
acquaintances at a party.

WHEN NOT TO INTRODUCE:

1. The younger person is always introduced to the older.

2. An Officer is always presented to a lady regardless of his rank.
3. A woman need presented to any officer regardless of his rank or to any man, except to the President, a royal
personage or a church dignitary.

HOW TO INTRODUCE:

In introduction, the words “introduce” and “ “present” are equally proper. However, the latter is more formal.

1. “Gen Cruz, may I present (introduce) Col Reyes.”

2. “Mr. President, I have the honor to present Mrs. Cruz”>

GENERAL INTRODUCTION:

“Gen Cruz, Col Reyes.”

(The first name is spoken with a slightly rising inflection ; the second is said as a mere
statement of fact)
WHAT TO SAY WHEN INTRODUCED:

Under all possible circumstances, persons introduced to each other should say, “How do
you do?”

1. A member of the reigning family is addresses, “Your Royal Highness.”

2. A foreign ambassador is addressed, “Your Excellency”
3. A judge, doctor, or bishop is addressed, “Judge, “Doctor” or “Bishop”,
respectively
4. A Senator is addressed, “Senator” even if he is no longer in office.
5. An ex-president is introduced as Mr. President”
6. Repetitions such as “Gen Cruz, Col Reyes; Gen Cruz” should be avoided.

HANDSHAKES IN INTRODUCTION:

1. Gentlemen always shake hands with each other when introduced.

2. It is very rude to look into the countenance of the person whose hand one takes.
A smile rendered during the hand-shake is very polite act.
3. The general rule is: a woman has the privilege of offering to shake hands with a
gentlemen. However, she should not embarrass a man who has offered his hand.

3. GREETINGS:

A greeting is nothing more than a brief expression of thought or salutation of a meeting.

HOW TO AKNOWLEDGE GREETINGS:

“How are you?” is the most appropriate greeting.

HOW TO EXPRESS GREETINGS:

1. A “how are you?” greeting is correctly answered by “all right, thank you.”
2. “Good morning” and “ goof evening” are acknowledge by the same greetings.
3. Other greetings may be acknowledges by a bow.

a. Formal bow. This is done by joining the heels together with a graceful bend over
from the heels and neck.
b. Ordinary bow. An ordinary bow is similarly executed as the formal bow but more
with ease.
c. Lady’s bow. This is done by slightly inclining the head and with a smile as if to
say “I am glad to see you.”

4. In a public place, when a man greets a woman be gestures by half rising and
bowing gracefully.
5. Greetings are also acknowledged by lifting or tipping the hat.

MISCELLANEOUS RULES ON GREETINGS:

1. It is customary in Europe (but the opposite in the United States) for a lady to
bow first.
2. It is preferable to greet someone familiar to your that to ignore an acquaintance.
3. It is a breach of manners to fail to acknowledge another’s bow
4. Similarly a blank stare showing unrecognition is insulting.
5. Except in wedding, greeting are not dome in church or places of worship. When
necessary they should be done in low tones.
 4. CONVERSATION:

Conversation is more on a exchange of ideas and an Officer must not take advantage of
the situation to display his wit or oratorical talent.

ADVANCED PREPARATION FOR CONVERSATION:

Making a brief mental outline of what to say and do before actually engaging in a
conversation is desirable in the sense that it instills a feeling of confidence.

SUBJECT FOR CONVERSATION:

There are practically unlimited subjects for conversations. Care must be taken in choosing
subjects which are interesting and appealing to all persons engaged on the conversation. Controversial subjects which may
embarrass or irritate the personal feelings of anyone should be avoided.

When a conversation begins t become dull and interesting, a good conversationalist

should be able to introduce subjects that will create new interest to keep the conversation lively. The new subject, however,
should gave a bearing on the on the conversation and must not be made to appear as suddenly dropping the previous topic.

Subjects such as details of illness, earnings, age, family affairs, etc., are not desirable in
polite conversation.

HOW TO START A CONVERSATION:

A conversation may be started by making a general statement or putting up a question.

These are means of drawing a person to bring out his opinion and break the monotony of silence.

RULES TO FOLLOW IN CONVERSATION:

1. An Officer should think before staring to speak.

2. An Officer should be calm.
3. An Officer should never rush a conversation: he must be a good listener and wait
for his turn to speak.
4. It is rude for an Officer to talk while someone is speaking or to raise his voice to
force the others to listen to him. Should a situation arise in which he accidentally starts talking at the time with another, it is
polite to excuse himself and give way to the other speaker.
5. A glib talker can be as boring as a man of silence.

5. THE OFFICER;S CODE:

OFFICIAL STATEMENTS:

An Officer’s official statement, whether written or unwritten is accepted without

reservation. Making false official statements knowingly is not only contrary to military ethics but is also punishable under the
Articles of War.

RESPONSIBILTIIES:
It is an officer’s duty to prepare himself professionally for higher responsibilities. The rank
of an officer carries with out commensurate responsibilities. When an officer accepts a commission, it is also his duty to
prepare himself for higher responsibilities. When an officer accepts a commission, it is also his duty to prepare himself for
higher responsibilties.
TACT AND FORESIGHT:

An Officer must not only be discreet in the exercise of his duties but must be prepared to
perform his task skillfully under all circumstances.

PERSONAL APPEARANCE:

An Officer must at all times appear neat and clean. Nothing destroy the respect and
confidence of subordinates than the shabbiness of their superiors.

Familiarity referred to here may not be the same as in other countries. IN some armed
Forces, soldier address their superiors by their first names or nicknames, but the manner of conversation is not that breeds
familiarity of facile relations.

WELFARE OF THE ENLISTED MEN:

The welfare of the enlisted men and their families should be the paramount concern of
an officer.

6. PRIVILEGES OF AN OFFICER:

a. Military personnel are required to extend unfailing obedience and loyalty to

senior commissioned and non-commissioned officers. Obedience should be shown with respect and courtesy.

b. A senior officer is normally addressed by the use of the word “Sir”.

For example: “Sir, a messenger wants to see you,” ‘Sir do you wish to attend the
conference tomorrow?” :”Yes, Sir”.

In continental Europe, the address by rank is the accepted practice. IN French,

Switzerland, Belgium, and Spain for example. A senior officer is addressed “Mon Colonel”. “Mi Colonel”, Mon Capitaine”,
“Mi Captian”, and “Yes, my Colonel.”

“Monsieur”, the equivalent of “Sir” is never used. IN the Israel Defense Force, juniors
officers and enlisted men can address their superiors by their nicknames but always in a respectful manner.

c. A senior officer is accorded the place of honor. In walking or riding, a junior sit,
walks, or rides at the left or behind thew senior officer.

d. Courtesy demands that an officer use polite words in a well modulated tone to
convey an order. The use of the phrase, ‘I wish” or “I desire partakes of the full force of a direct order.

e. An officer enjoys the reputation of being a good credit risk. He is expected to

settle all accounts promptly.

7. CALL DURING NEW YEARS DAY:

One of the beautiful traditions of the Armed Forces is the New Year’s Call rendered by
Officers on their Commanding Officer usually prescribes the time of this call.

8. WELCOME FOR NEWLY ARRIVED OFFICER:

A New arrival, after the prescribed call on the Commanding Officer, should be presented
to the members of the Post at its first social gathering.
 9. GROUP ACTIVITIES:

An Officer actively participates in al athletic , social, civic and cultural activities of his unit.

10. THE OFFICER’S DEPORTMENT:

a. The officer’s uniform should reflect the dignity of his Armed Forces,. Under no
circumstances must his uniform be dishonored. A military men in uniform should behave with dignity expected of him.
b. Learning or sitting on desks is unmilitary. It is always proper to stand erect and
sit only when invited to do so.

11. COURTESIES TO THE NATIONAL ANTHEM:

a. THE NATIONAL ANTHEM

1) The National Flag shall be displayed in all public officer buildings, official
residence, and public squares, and shall be raised at sunrise and lowered at sundown. It should be on the mast at the break
of the day., should remain flying thorought the day, but shall not stay flying after the sun has actually set, except when
specifically prescribed. The flag-staff must be straight, tapering slightly and gently at the end.
2) The flag should never be used to return to salute of any individual or
organization. It should never be dipped by way of compliment or salute to or from for any person.
3) The only flag that float above the National Flag is a church pennant to symbolize
“God above country.”
4) The flag, if flown from a flagpole, should have its blue field on top in time of
peace and red fields on top in time of war. If in a hanging position, the blue field should be to the right. (left of the observer))
in time of peace and red field to the left of the observer in time of war.
5) In hoisting the Flag, it should be raised clear to the top end of the flagpole which,
if planted the ground, should be at a prominent place and higher that the roof of the principal building in the compound of
such height as would give the flag a commanding, position within the compound. If the pole is attached to a building, it
should be on the top of its roof, and if placed at a win down, it must project at an angle pointing upward.
6) When the National Flag is used together with the flag of the Armed Forces or civil
organization or with that of another nation, it must always be above or on the right of the other flag. When the National l
Flag is displayed in a parade with those of foreign nations. It shall always be in front of the center of the line of the other
flags.
7) The flag shall be displayed on Independence Day (June Twelfth), on National
Heroes Day, on Rizal Day (December thirtieth) of each year, and on such other historic or special occasions as the President
may designate, not only in all office buildings, official residence, public squares, and institution of learning, but, whenever
practicable, also in all private buildings and homes from sunrise to sunset.
8) On national Holidays of his country and other historical or special occasions, any
alien whose country is a t peace with the Philippines may display the flag of his nation on any building or property owned or
rented by him without simultaneously displaying the flag of the Philippine However, if the alien is locate in a building or other
buildings or other property owned or rented by the Philippine Government, the flag of the Philippines shall always be
displayed when that of his country is displayed. When so displayed the flag of the alien’s country should at least be the same
size as the Flag of the Philippines which shall be placed on the right of the former (left of the observer the flag).
9) When raising or lowering the flag, no part thereof should be touched the ground
while the National Anthem is being played, the people salute. Moving vehicles should stop, and the passengers should alight,
stand at attention, uncover and salute.
10) The Flag may be hoisted at half-mast as sign of morning. To display the Flag at
half-mast, it must first be hoisted to full mast, allowing it to fly where for a moment before bringing it to half-mast. From
this position it may be raised but not lowered. To lower the Flag at sunset or at any other time when ordered., it must again
be hoisted t o full-mast before bringing it down.
11) The flag shall never be festooned, and shall always hang with nothing to cover
its surface. It shall always occupy the highest place of honor and shall not be places under any picture, or below a person.
 12) The Flag shall never be used as a staff or whip, covering for tables or for curtain
of doorways. However, the flag may be used by the Armed Forces to cover the casket of their honored dead, including
deceased civilians who rendered services in the military or civil office of great responsibility. The white triangle of the sun
and stars will cover the head end of the casket, the blue strips to the right, the red to the left and of the deceased, with both
colors evenly divided on each side of the casket. Th flag should not be lowered to the grave or allowed to touch the ground.
Wreaths of flowers should not be placed on top of the flag – shrouded casket. A small cross of flowers may be placed over
the flag as a symbol for ‘God above the country.”
13) No imprint shall be made on the flag nor shall it be marked by advertisement,
or any manner discrete. It shall not be used as a pennant in the hood or any part of a motor vehicle except in celebration of
the Independence Day, 12th of June, or on such other patriotic occasions as the President may designate.
14) When the flag is used for unveiling ceremonies, it should not be allowed to touch
the ground but should be carried afloat to wave out, forming a distinctive feature of the ceremony. The flag shall never be
used as covering doe thew statue.
15) A National Flag worn out through fair wear and tear, should not be thrown on a
garbage heap or used as rag. It should be reverently burned to avoid misuse or desecration thereof.

b. THE NATIONAL ANTHEM:

1. The National Anthem should not be played except on public acts of Official or
semi-official character or in formal civic ceremonies. People in the immediate vicinity, if outdoors, should face the band;
uncover, stand at attention, and salute.
2. Whenever a band is present during the lowering of the flag, the national Anthem
should be played by the band. The Flag should be lowered slowly in such a manner the termination of the lowering coincide
with the last note of the music. Anyone present should face the flag, stand at attention and salute. If the National Anthem
is played indoors, everyone should stand at attention and face the band.
3. The national Anthem should not be played or sung mere recreation, amusement
or entertainment purposes in social gathering purely private in nature or at a political or partisan meetings or places of
hilarious or vacuous amusement. It should however, be sung in schools so that the children may known it by heart.

c. MANNER OF SALUTING:

1. Members of the Armed Forces of the country and those belonging to semi-
military and police organization in uniform should adopt the military salute provided in their regulations.
2. Civilian, if outdoors, should stand at attention and if wearing hats, should
uncover and hold the hats over their hearts. Complete silence should be observed and no person should be allowed to walk
around while the ceremony is going on.

END

MILITARY LEADERSHIP

LESSON PURPOSE: To provide the students with the concept and fundamentals and skills that would enable them to
succesfully interact with individuals and groups and imfluence them to accomplish a task or unit mission while providing
their well-being.

LESSON OBJECTIVE: To enable the students to explain and interrelate the fundamentals, principles, attributes, values
factors ans styles of leadership.

A. Leadership is generally definded as the art of influencing other to accomplish the the assigned task or
mission.

B. The traditional principles of leadership are excellent guidelines to officers and men who handle leadership
positions.
 11 PRINCIPLES OF LEADERSHIP

1. Know yourself and seek self improvement. In order to know yourself, you have to understand your Be, Know and
Do attributes> Seeking self improvement as a leader means continually strengthening your attributes.

2. Be Technically and Tactically proficient. As leaders, you must be proficient with each weapon, vehicles and piece
of equipment in your unit. You should have the technical knowledge to perform job tasks. Having the technical knowledge to
operate and maintain your equipment, you must also know how to use it for tactical advantage over the enemy.

3. Seek responsibility and take responsibility for your actions. A leader has the responsibility to make good soldier
out of the people in his unit, even problem soldiers. He also has the individual obligation to accomplish all assigned tasks to
the fullest of one’s capability. A Leader also has responsibilities towards his subordinates and superior and also to this unit.
There are numerous other responsibilities and the leader has to carry out all these as a professional soldier.

4. Make Sound and Timely Decision. As a leader, you must continually analyze the situation, identify problems and
their real causes, make decisions and plans.

5. Set an Example. Leaders teach subordinates the right things by showing them and not only by telling them.

6. Know your men and look after their welfare. A leader should understand human nature. As Leaders, we
would always be dealing the followers, peers, seniors and other people whose support we need to accomplish our mission.
And we must be able to motivate these people to support us.

7. Keep your men informed. The leaders must realize the importance of clear open communication so that soldiers
can accomplisih their mission as a team and use initiative in the absence of orders.

8. Develop a sense of responsibility. It is the leaders job to develop subordinates in a way develop them as leaders. A
leader should know how to assign responsibilities to subordinates and hold them accountable.

9. Ensure that the task is understood, supervised and accomplished. Through open and clear communication, the
leader should ensure that the task is understood by the subordinates. From these, the leader must maintain a grasp on the
situation and see to it that the plans ans policies are implemented properly.

10. Train your men as a team. The leader should ensure a union of thought and information among all
members of his unit. Generally a smoothly functioning team more readily accomplished tasks or mission than an individual.

11. Employ your men in accordance with their capabilities. Capabilities are developed by good leadership and training.
The leader then employs the unit successfully according to their capabilities.

C. The four (4) factors of leadership are the follower, the leader, communication and situation.

1. The firt major factor of leadership is the follower, Different men require different leadership styles.
2. You, the leader are the second major factor of leadership. You must have an honest understanding of
who who you are, what you know, and what you can do.
3. Communication, The third major factor of leadership is communication, A leader leads by two-ways
communication. He teaches, couches, counsels, persuades and punishes through verbal and non-
verbal communications.
4. The fourth major factor of leadership is the situation, All situation are different. A leadership action
or style that worked in one situation. With one group of men or other key people may not work in
another situation.

D. the four (4) values that make up the professional ethics are loyalty to the ideals of the nation, loyalty to the unit,
personal responsibility and selfless service.

1. Loyalty to the ideals of the nation. This value implies recognition that you exist solely to serve and
depend the nation. It represent answer loyalty directed upward through the chain of command, and
 accepts at proper and fitting the subservience to civilian control. It demands total adherence to the spirit
and loyalty and letter of the lawful order, to the fullness of one’s comprehensive of that order.

2.Loyalty to the unit. This implies a two-way obligation between those who lead and those who are
led, an obligation to conserve lives, to be considerate of the well-being of one’s subordinates and comrades,
to instill a sense of devotion and pride in the unit, and to develop the cohesiveness and loyalty that mold
individuals into effective fighting organizations.

3.Personal responsibility. This value equate to the individual obligation to accomplish all assigned tasks to
the fullest of one’s capability, to abide by all commitments. Be they formal or informal and to seize
opportunity for individual growth and improvement: This value also requires us a willingness to accept full
responsibility not only for our own action but also for the action of those in our charge.

4.Selfless service. This means that you as a leader must At all times put the needs and goals of the nation.
The unit , and your men ahead of your personal needs and interest, leaders are not given authority, status,
and position as a personal reward to enjoy in comfort. These were given to you so that you may be of
greater service to your subordinates, your unit and your country.

E. There are four (4) qualities or traits of character which must be valued by all men, The more you build those
traits in your self and other. The more successful leader you would be.

1. Courage it comes in two (2) forms . Physical – courage is over coming fears and bodly harm and doing
your duty. Moral courage, on the other hand, is over coming fears other than bodily and to do what is
ought to bge done. It is the courage to stand firm on your values, your moral principle and comviction.

2. Candor is being frank, open honesty, and sincere with your soldiers, seniors and peers. It is an
expression of a personal integrity

3. Competence is proficiency in require professional knowledge, judgement and skill s.

4. Commitment means the dedication to carry out all unit.

F An ethical dilemma occurs when two or more values collide or conflict. When you find your self in an ethical
dilemma, the leader must search for the morally RIGHT thing to do. The right thing to do is the moral action that best serve
the ideals of the Philippines and your soldiers. The “highest moral good” is what professional ethics are all about.

Pressures to be unethical, come from many directions.

It can come from:

1. Pressure from self interest

2. Pressure from a peer
3. Pressure from subordinates
4. Pressure from a senior

G. The Ethical Decision Making Process. Regardless of the source of the pressure to act unethically you usually know in your
heart the right thing to do. The real question is whether or not you have the character to live by professional values when
under pressure. If you have the values embodied in the Professional Ethics, the right thing to do in most situation will normally
be clear and you will do it.

The ethical reasoning process is an excellent way to think through all factors of an ethical dilemma and arrive at a
course of actions that will lead to the highest moral good. Once you have analyzed all the factors and forces involved, the
concept of the highest moral good clarifies your thinking on the right thing to do.

The forces that influence the ethical reasoning process and should therefore be considered are:
 1. Legal standard - formal regulatory standard contained in LAW
2. Basic National Values – values established in the constitution and other documents and traditions that provide
the foundation for required behavior of Filipinos.
3. Traditional Values – values established as standard of required behavior for all men.
4. Actual Values – values actually functioning in the local unit that produce standards governing day-to-day
behavior.
5. Individual Values - values held by the individual involved in the situation.
6. Institutional Pressure - Elements of institutional policies, procedures, operations and other aspects which
influence the ethical behavior of soldiers.

H. A trait is the a distinguishing quality or characteristic of a person. Character is defined as the sum total of an individual
‘ s personality traits and the link between the person’s values and his behavior.

The following are traits that a leader should possess. There

Is no formula that show’s which traits is more important than the next one. But a leader should seek to develop these traits
in himself and among his sun ordinates:

1. Assertiveness – Taking charge when necessary, making your ideas known, helping to define the
problem and getting others do the right thing to solve the problems.
2. Bearing – A person’s general appearance, carriage, deportment and conduct.
3. Confidence – The assurance that you and your men will be successful in whatever you do.
4. Coolness under stress – A confident calmness in looks and behavior.
5. Courage – Mental quality that recognizes fear of danger or criticisms, but enable a man to proceed
in the face of it with calmness and firmness.
6. Creativity – Demonstrated by thinking of new and better goal , ideas. Program as solution to
problems.
7. Decisiveness – The leader should be able to make decision promptly and to state them in a clear,
forceful manner.
8. Dependability – The certainty of proper performance of duty.
9. Empathy or Compassion – Is being sensitive to the feelings, values, interest and well-being to
others.
10. Endurance – The mental and physical stamina measured by the ability to with stand pain, fatigue,
stress and hardship.
11. Enthusiasm – The display of sincere interest and real in the performance of duties.
12. Flexibility – The capability to make timely and appropriate changes in thinking, plans and methods,
when you see, or when others convince you that there is a better way.
13. Humility – Admitting weaknesses or imperfections in your character, knowledge and skill, it is
acknowledging mistake and taking appropriate action to correct those mistakes.
14. Initiative – Taking action in the absent of orders.
15. Integrity – The uprightness and soundness of moral principles, the quality of truthfulness and
honesty.
16. Judgement – The ability to logically weigh facts and possible solution on which to based sound
decision.

17. Justice – Timely and fair disposition of cases.

18. Knowledge – The leaders should develop a program of learning to keep himself abreast of current
development in his specialty, command policies, and development in local and world communities,

19. Loyalty – The quality of faithfulness to country, the army seniors, subordinate and peers

20. Maturity – Refers to sense of responsibility a person has developed. He does not make impulse
decision based on child – like emotional desires or feelings.
 21. Self-discipline – Forcing your self to do your duty what you ought to do – regardless of how or
unwilling you may be.

22. Self-Improvement – Shown by reading, studying, seeking challenging assignment, and working to
strengthen beliefs, values, ethic, character ,knowledge and skills.

23. Sense of humor – Shown by not tak8ing your self too seriously and by contributing to laughter and
morale of people around you.

24. Tact – The ability, to deal with others is a respectful manner.

25. Unselfishness – A leader who avoid providing for his own comfort and personal advancement at
the expense of other.

26. Will – The perseverance to accomplish a goal, regardless of seemingly insurmountable obstacles.

I. Human nature is the common set of qualities shared by all human beings. As leader, we should examine and
understand some aspect of human nature that are important.

1. The potential for good and bad behavior. All people have the potential for good and bad behavior. One
of your most important job as leader is to suppress the bad, bring out the good and direct that good
behavior to the accomplishment of unit mission. Most people want to do the right thing but,
unfortunately, ,many lack the morale fiber or character to behave well under temptation or stress. A
leader must realize this and know the condition that bring out the good and bad in people. He can then
encourage good and suppress the bad.
2. Fear – Fear is a dangerous emotion. If not controlled, it can lead to cowardly behavior in individual or
to panic in a unit. What is important is how a person handle fears. A leader can do many things to
counteract and other types of stress by building confidence and competence in your men.

There are emotion that contribute to fear and there are also emotion that combat fear.

3. Human needs - Human needs are an important parts of human nature. People all over the world have,
more or less, similar needs. A leader must understand this needs because there are powerful forces in motivating soldier.

We have hierarchy of need according to Maslow and they are as follows:

a. Physiological needs
b. Security needs
c. Social needs
d. Esteem
e. Self-Actualization

J. An effective unit is a group of men who know themselves and each other well: care about each other; share mutual
trust, respect, confidence, and understanding; and worked as a disciplined team to accomplish common proposes. It is a
leader’s job to make his unit effective and he can do it by discipline and cohesion.

The interacting parts of a unit are equipment, men, structure, mission and leader.

K. The three (3) overall types of leadership action skills are providing direction, implementing and motivating.

1. Leadership that provides direction includes setting goals, problem-solving, decision making and
planning. These are the thinking skills of leadership.
 2. Leadership that implements includes communication, coordination, supervision and evaluation.
These are the implementing skills necessary to achieve goals.

3. Leadership that motivates includes applying the principle of motivation such as aligning unit and
individual goal and rewarding behavioral that leads to the achievement of unit standards and goals. It also includes teaching
and counseling. These are the skill necessary to influence human nature and to guide motivated people to carry out plans
and programs.

L. There are three (3) basic leadership styles:

1. Authoritarian – A leader is using these style when he tells his subordinates what he wants done
and how he want it done, without getting there advice or ideas.

2. Participative – The leader involves one or more subordinates in determining what to do and how
to do it.

3. Delegative – The leader delegates decision-liking authority to a subordinate or group of

subordinates.

Situation where a leadership style is normally appropriate:

Authoritarian – You have all the information to solve the problem.

- You are short on time

- Your subordinates are motivated

Participative – You have part of the information to solve the problem or accomplish the mission.
- Certain key subordinate and other people have some of the information.

Delegative– When certain key subordinates are able to analyze a problem or situation and to determine
what means to be done how to do it.

“ I CAN”

Figure it out for your self, my lad

You’ve all that the greatest men have had;
Two arms, two hand, two legs, two eyes,
And brain to use if you would be wise.
With these equipment they all begun
So start for the top and say, I can.
Look them over, the wise and great,
They take their food from common plate,
And similar knives and forks their use
With similar laces they tie their shoes.
The wold considers their brave and smart.
But you’ve all they had when they made their start
You are the handicap you must face.
You are the one who must choose your places.
You must say where you want to go
How much you will study the truth to know
Good has equipped you for life, but he
Let you decide what you want to be.
Courage must come from the soul within,
 Demand must furnish the will to win.
So figure it out for yourself my lad,
You were born with all that the great have had.
With your equipment they all began,
Get hold of yourself and say, I can.

THE BOSS AND THE LEADER

The boss drives subordinates; the leader coaches them.

The boss depends upon authority; the leader on good will.
The boss says “ I “; the leader “we”.
The boss fixes the blame for the breakdown: the leader
Fixes the breakdown
The boss knows how it is done; the leader shows how.
The boss says “Go”; the leader says “let’s go!

M. Leadership Action Skill

1. Leadership that directs.

a. Problem solving.

(1) Identify the people

(2) Gather information
(3) Develop courses of action
(4) Analyze and compare courses of action
(5) Make a decision; select a course of action
(6) Make a plan
(7) Implement the plan

b. Determine the Nature of Problem

(1) Personnel reconnaissance and face to face

communication.
(2) Seek feedback from subordinates.
(3) Learn to identify real problems.
(4) Consider all anoles.
(5) Learn to seek accurate info that leads to the
Cause of the problems.
(6) Use best judgment and educate assumptions
About the causes of the problem.
(7) Do not attack the symptoms of the problem
Instead look for the underlying problem.

c. Flexibility of Mind

The ability to make appropriate changes in decision and plans require a certain flexibility of mind, a crucial treat of
a good problem solver and planner.

d. Objective and Intuition

Intuition. It is the aspect of the mind that tells you what “feels” right or wrong. It flows from your instinct treat a
good problem solver and planner.
 Planning Training

3 Primary Parts:

-Planning
-Conducting
-Evaluating

e. Organizing - Is the process of creating and maintaining the condition necessary for effectively executing plans.
This is an important part of detailed planning.

Three (3) Steps:

(1) Determine all tasks - timing of all tasks and conditions. Use “backward planning”.
(2) Set-up a structure to accomplish all tasks and set priorities.
(3) Allocate resources.

f. Goal Setting.

Set the Direction of the Unit.

- Goals should be realistic and attainable.

- Goals should lead combat readiness
- Subordinate should involved
- Goals should establish, as a minimum for training, maintenance of discipline,
morale, cohesion, development of subordinates.
- A program or set or policies should be develop to achieve each goal.

2. Leadership that implements.

a. Communication – is the exchange or flow of information and ideas from one person to another.
b. Effective Commo occurs only if the receiver understand the exact info or idea that the sender intend
to transmit.
c. If the receiver provide feedback to the sender on his understanding of the message, the feedback is
the beginning of another communication.
d. Process of person to person communication.

Message – the concept, idea, information of feeling in your mind.

Content - The actual world or symbols.
Context – The way you deliver the message, your tons of voice, the look in you eye, your state of
emotion ( anger, fear, uncertainly or coolness or confidence). It include what it said; it includes
shades of ,meaning and emphasis and it even includes ambiguities into which men can read what
ever fits their preconception best. This subtler form of commo between the leader and led is all the
more persuasive because it is largely unconscious and therefore neither analyzed by both parties
which effect the leader is likely to communicate a great deal done he intends.

e.Barriers to effective Commo.

(1) Physical Barrier – Noise of battle distance and other physical factors that distract the
attention of the center or receiver.
Hard to read message, in correct use of words and abbreviation.
Failure to pronounce word clearly/correctly and verbal or written messages that are unclear or too long.

(2) Psychological Barrier- Frame of reference through which a person sees or hears.
 (a) Difference in Rank
(b) Failure to listen.
(c) Tendency to smoothen information or to keep what one knows to one’s self.
(d) Lack of trust, respect and confidence,

f. Guidelines on how to overcome physical and psychological barrier.

(1) Sense what senior, subordinate and fears need to know to do there job
(2) Understand how stress affect communication.
(3) Teach and demand accurate reporting
(4) Aim at your target before you shoot your message.
(5) Use several channel of commo and repeat important commo.

(a) Announcement
(b) Chain of command
(c) Information Groups
(d) Informal Conversation of feedback session.
(e) Communicate to key subordinate leader at one time.
(f) Ensure that all men are completely informed on the object.
(g) Conduct of personnel reconnaissance.
(h) Ensure that accurate commo / info flow laterally on well as up and down

g. Coordination – Is defined as and bring into a common action, movement or condition; to regular and
combine in harmonious action.”
h. Supervision – Is defined as keeping a grasp on the situation and ensuring the plan and policies are
implemented properly.”
(1) Over supervision – stifles initiatives, breeds

MILITARY LEADERSHIP

INTRODUCTION:

The history of warfare teaches us the quality of Leadership exercised within a military unit very frequently
determines the failure of that unit in its assigned mission.

Leadership involves the personal relation of one person to another, the ability of a Commander to use his personality
to directly influence his subordinates to accomplish a mission.

There are many definition of the term Leadership. This definition have two common elements. The accomplishment
of a mission or task and the influence of one man, the Leader, on another man or group of men. If this definitions are
combined into one which directly applies to Military Leadership, we say that:

1. Definition of Terms:

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

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

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

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

2. Basic Responsibilities of a Commander

a. Accomplishment of the Mission

b. Welfare of the men

3. Concept of Military Leadership

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

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

d. Effective leadership is a totally which is a resultant of everything the leader

does in every aspect of his job and in his daily living.

4. Conceptual Framework of Leadership

a. Leadership cannot be manifested in a vacuum; they must a group situation

interaction between the leaders and the member of the group. The
group moves in the direction indicated by the leader.

b. Leadership in a narrower sense of any contribution to the establishment and

attainment of the purpose of the group. The leader may be a group
whom the other follows because of the demonstrated mastery of
social relationship of the group and as such become the center of the
living of the group.

c. Leadership is also conceived as a quality which a member of the group may

display in varying degrees rather than something that he either has
completely or does not have at all. In other words, leadership is
processed to some degree by any member of the group regardless of
his formally designated office of position. Thus, it is difficult to
speak of a leadership of a group. Example: Basketball

d. Leadership is a quality of a group of activity, a person cannot be a leader apart

from the group. It is the contribution that and individual makes in a
group situation, a group and its leadership are mutually dependents.
A group must have leadership, unit must be established, otherwise,
The group remains a more collection of individuals. The essence of
leadership is interpersonal influence. It is process of function
rather an exclusive attribute of an exclusive role. It is rarely
assumed by one individual rather it is taken at one time or another by
another individual; implying that leadership is transferable.

5. Theories of Leadership
Source of Leadership:

1. Tradition

a. Doctrine that makes heredity the major qualification for leadership. Being born of loyalty
and trained in royal ways. Example: King of England

b. The doctrine of Leadership by the eldest. It is expected that the oldest of the group being the most
experienced is the fittest to govern.

2. Magical Powers

a. Theory of Cultural determination - Leader are created by social situation. Example: Knight in Shinning Armor

b. Leadership is providential - It arises only out of certain men who are natively endowed by their
creator with wisdom, goodness and valor. Those who have it will eventually and inevitably emerge into
positions of leadership and those who do not predestined to be follower.

c. Accident - Leadership fall into the laps of those who simply happen to be is the right place at the right
time. They do not necessarily have the nature endowment.

d. Prestige - To have been a leader attained prestige in the minds of ones associates.

e. Conditioned needs - This source of Leadership is basically psychological. The used

drive or desire or ambition of the leader dominate and the corresponding needs, drive desire or ambition of the
follower to be submissive. (Example: I”ll be the one)

f. Specific Skills - The source of leadership refer to those people who prefer to posses specific skills in
the particular job. Example: (The television series “A” team )

g. Personal Characteristics - Like intelligence, scholarship or knowledge, speed of design vitality,

self -confidence and social adoption.

6. Attitudes

- This individual predisposition to act in the certain way.

- A manner of action, feeling or thinking that show one’s disposition, opinion etc.
- A body posture showing or meant to show a mental state emotion or mod.

7. Significant Facts about Attitude

a. An attitude is learning: not inherited

b. Environment id the principal source of attitude
c. Ready made attitude are often adopted by others.
d. Attitude maybe based solely on the dramatic experience
e. Attitudes develop quickly
f. Attitude are long lasting
g. Attitude are interrelated
h. Behavior steams from attitudes
i. Individual attitudes differ

* Lack of satisfaction of this need result in the inability. To function

effectively or in the other extreme is hostility on aggression.

* The key to real motivation lies in providing the needs that may be easily
satisfied and these are the need for esteem and the need for self
 actualization once the simple, lower level needs are satisfied the workers
want to satisfy their higher need one of which is to obtain respect of others
and the other, the need to realized one’s potential to the fulled . It must be
understood that once satisfied no longer motivates.

8. Leadership Traits (Traits of a Good Leader)

* When a study of the personalities of a group of successful leaders was

conducted some times ago, fourteen (14) traits were identified as common to the
as common to the group.

* Although these traits are a good guide for the desirable personality
development of a leader, the mission, the personalities of subordinates and the
situation will have a direct effect on which traits the leader must apply.

a. Bearing - A man’s bearing is his general appearance, carriage,

deportment and conduct. The bearing of the leader establishes
the standard which affect subordinates, peers and superiors.
His carriage should be upright , his general appearance and
condition of his clothing and equipment exemplary. His
appearance and manner should reflect alertness, energy,
competence and confidence. (transparency # )

b. Courage - Is a mental quality that recognize fear of danger or criticism,

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

c. Decisiveness - A positive approach, little waste of time, objectively,

timely analysis and sound evaluation of opinions made by
others all contribute to the development of decisiveness in the
leader.

d. Dependability - The certainly proper performance of duty, is a quality

the leader must develop. A dependable leader can be relied
upon to carry out any activity with willing effort.

e. Endurance - The mental and physical stamina measured by the ability of

withstand pain fatigue, stress and hardship is a kin to courage.
(transparency # )

f. Enthusiasm - Is the display of sincere interest and zeal in the

performance of duties. This requires the leader to be
optimistic and cheerful. (transparency # )

g. Initiative - Initiative or taking action in the absence of orders, is often

required of leaders. Men develop respect and trust for a leader
who meets new and unexpected situations with prompt action.

h. Integrity - The uprightness and soundness of moral principles, the

quality of truthfulness and honesty describe integrity. A
leader who proves himself unreliable or of questionable
integrity has no place in the military.

i. Judgment - Is the ability to logically weigh facts and possible solution on

 which to be sound decision. Anticipation of situation
avoidance of hasty decisions, and the application of common
sense will insure success in most situations which the leader is
confronted.

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

k. Knowledge - Acquired the information including knowledge of the job

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

l. Loyalty - Is the quality of faithfulness to country, the Army, seniors,

subordinates and peers. The confidence and respect that can
be gained from superior and subordinate is immeasurable.

m. Tack - Is the ability to deal with others in a respectful manner. The

leader who display tact in dealing with superior and subordinates encourages courteous
treatment in return.
(transparency # )

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

* The fourteen (14) traits alone mean little unless applied in an effective manners.

9. Techniques of a Good Leadership

a. Understanding your man

1. Study the problem of personal adjustment.

2. Be familiar with the psychological principles of human behavior
that make each one of us a unique person.
3. Analyze your men objectively and without personal bias.

b. Aim for Military Efficiency

1. Proficiency concentrate in increasing our physical, mental and

technical capabilities.

2. Discipline prompt and willing obedience to all orders both for

yourself and your men.

3. Morale watch over your subordinates state of mind and feelings.

10. Principles of Leadership

* The principles of Leadership guide all leaders. This guidance is not new.
 It is based on a common sense approach to accomplishing the mission. If the leader understand the
Principles and recognizes the necessity for a working knowledge of human behavior in order to apply this
principles, he will have the basic tools to be an effective leader.

a. Know Yourself and Seek Self-Improvement - Honest self evaluation to determine his own strengths and weaknesses is of
paramount importance to a leader. Through this process be can determine his capabilities and
limitations.

* Some techniques for applying this principles are:

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

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

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

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

5. Master the art of effective writing and speaking

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

* The application of this principles can be enhanced through the use of these techniques:

1. Seek a well rounded military education by supplementing attendance at service schools with independent
reading, research and study.

c. Seek Responsibility and Take Responsibility for your Action -

Armed with the knowledge gained from honest self evaluation and with the sound technical and tactical
foundation required to perform his job, the leader must take initiative to accomplish his units mission. By
seeking responsibility, he develop himself, professionally and increases his leadership ability.

* These techniques may be used to assist in applying this principles:

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

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

3. Take every opportunity that offer is increased responsibility.

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

5. Accept just criticism and admit mistakes.

d. Make sound and Timely Decisions - The leader must be able to make a rapid estimate of the situation and arrive at a
sound decision. He must be able to reason under the most trying conditions and decide quickly what action
is necessary to take advantage of opportunity as the occur.
 * The following techniques can assist the leader in the application of this principle:

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

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

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

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

5. Encourage concurrent estimates and planning in your unit.

e. Set the Example - A leader must be a good example for his men in integrity, courage, administrative knowledge,
professional competence, personal appearance and personal conduct. Moreover, he must set the personal
and professional standard for his performance.

* Some techniques for the application of this principles are:

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

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

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

4. conduct yourself so that your personal habits are not open to censure.

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

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

* By using this techniques, the leader can improve his application of this principle:

1. See the members of your command and let them see you; be friendly and approachable.
2. Develop a knowledge and understanding of your subordinates.

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

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

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

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

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

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

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

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

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

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

* Some techniques for applying this principle are:

1. Operate through the chain of command.

2. Tell your subordinates what to do, not how to do it. Hold them responsibility for results.

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

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

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

i. Insure that the Task Is Understood, Supervised and Accomplished - Your men must know what is expected of them and
must be informed of specific task requirements through clear, concise orders. Be sure that your are
understood by communicating with your subordinates. Men respond quickly to orders which are clear and
concise. Do not overtake and order by giving too many details.

* To apply this principles, use these techniques:

1. Be sure the need for an order exist.

2. Use the established chain of command.

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

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

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

* Some methods of applying this principle are:

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

2. Insure that all training is meaningful and its purposes is clear to all members of the command.

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

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

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

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

* To help yourself in the application of this principle:

1. Keep yourself informed as to the relative operational effectiveness of your command.

2. Be sure that task assigned to subordinates are reasonable. Do not hesitate to demand their utmost in an
emergency.

3. Analyze all assigned tasks. If the means at your disposal are inadequate, inform your immediate commander
and request the necessary support.

4. Assigned task equitably among the elements of your unit.

5. Use the full capabilities of your unit before requesting assistance.

INTRODUCTION TO BASIC INTELLIGENCE

INTRODUCTION

In a country like the Philippines, where serious internal security threats thrive, notably, the Communist Terrorist
Movement (CTM), the Southern Philippines Secessionist Groups (SPSGs) and other anti-government groups as well as
potential external enemies with possible intentions inimical to national security, the crucial role played by army intelligence
in safeguarding internal and external security cannot be overemphasized. The number, readiness, mobility and deployment
of army forces in the country make it ideally suited to serve as primary instruments of national resolve during peace, crisis
and war. Army intelligence is likewise considered a vital factor in the framing of national policies and defense plans, not to
mention the formulation of tactics and strategy that determine the conduct of war against various local threat groups, where
sound and accurate intelligence is a potent weapon. Army intelligence is a supporting arm that when properly understood
and confidently used by army commanders considerably increases success at all levels.
DEFINITION OF TERMS

INFORMATION - Is an assimilation of data that has been gathered, but not fully correlated, analyzed, or interpreted.
While not fully analyzed or correlated, information still has significant value to tactical commanders and plays a key role in
threat warning and target acquisition. In military parlance, combat information is “unevaluated data, gathered by or provided
to the tactical commander which, due to its highly perishable nature or the criticality of the situation, cannot be processed
into tactical intelligence in time to satisfy the user’s tactical intelligence requirements.”
INTELLIGENCE is the product resulting from the collection, exploitation, processing, integration, analysis, evaluation,
and interpretation of available information concerning areas and threat groups. Integration and analysis, combined with
thorough understanding of mission requirements, convert information into usable intelligence. Thus, intelligence is the
product we derive from analyzing all available and relevant information.
INTELLIGENCE OFFICER. A Staff Officer responsible to the commander for the collection of intelligence from which
the commander needs to formulate his plans and makes decisions. His primary function is to keep the commander informed
about the enemy and of the area of operations. He also assists the commander in the formulation and supervisions of
counterintelligence activities within the command
INTELLIGENCE CYCLE – It is the process in which information is processed in order to obtain the production of
intelligence may be divided into four phases: (1) Planning of the collection effort, (2) Collection of information, (3) Processing
of collected information into intelligence, (4) Dissemination and use of the intelligence produced. All four of these phases
may take place concurrently. ; if one fails, the entire intelligence effort will fall. We can compare the intelligence process to
a cycle; hence the descriptive title ---"The Intelligence Cycle".

COUNTER-INTELLIGENCE. Counter-intelligence is that aspect of intelligence, which comprises civil and military
measures, including the collection, processing, and distribution of information, and executive actions, designed to counter
enemy, or to prevent sabotage or subversive activities. Counter-intelligence is inseparable from intelligence. By its very
nature, counter-intelligence makes valuable contributions to the overall production of intelligence.

THE FOUR (4) AXIOMS OF INTELLIGENCE

Intelligence axioms are facts that require no proof because the truth of these statements is obvious.

1. AXIOM NO 1 - Intelligence is crucial to internal security. It can provide us with advanced warning of
insurgent activities. Intelligence can also provide detailed knowledge of insurgent organizations, personnel, plans and tactics.
In short, intelligence provides the information which the government and the Armed Forces as a whole need to act upon.

2. AXIOM NO 2 - Intelligence is essential to all types of operations. This axiom means that the government of
a nation should initiate a carefully planned, fully coordinated and intensely executed program to maintain or restore internal
security. This overall program contains three (3) basic types of operations, namely:

A. Internal Defense Operations - It is directed against armed insurgents, secessionist movements, as

well as the ultra-rightists, their organizations, methods, motives, their support system to include their human and material
resources.

B. Internal Development Operations - This is undertaken to improve the political, economic and
social aspects and environments within a nation thereby alleviating causes of dissatisfaction by the people towards the
government. One of the best examples of this kind of operation is the civil military operations and the Special Operations
Team concept adopted by the Armed Forces in its latest drive against insurgency.

C. Psychological Operations - This is conducted to influence the attitude and behavior of all groups
within the populace thereby obtaining the maximum support for the government.

Intelligence provides all the information where all these operations must be planned, implemented
and evaluated if the government is to be successful.

3. AXIOM NO 3 - Intelligence is the responsibility of all government agencies. As the nature of subversive
insurgency requires a thoroughly controlled and coordinated effort on the part of the government, all government agencies
should contribute to the intelligence efforts to collect the detailed information and produce a comprehensive intelligence
that are required for internal defense, internal development, and psychological operations.

4. AXIOM NO 4 - Intelligence of the government must be superior to that of the enemy. The struggle between
subversive insurgent organization and that of the constituted government of a nation has sometimes been called the
"intelligence war". However, the government's intelligence must surpass the intelligence of the subversive insurgents to be
able to win every battle and consequently win the war of insurgency in the country

BASIC PRINCIPLES OF INTELLIGENCE OPERATIONS.

Certain basic principles guide the conduct of intelligence operations regardless of requirements or available
intelligence means or environmental conditions at a particular time or place. Although the principles complement each other
and are mutually dependent, in some situations they conflict. Thus, the application of the principles in any given situation is
a matter of judgment and one or more principles may be reemphasized because of existing circumstance.

1. Intelligence Is Continuous.
The basic principles of intelligence operations are that all intelligence activities follow a simple cycle, which
is continuous. At the same time that new information is being collected in response to direction, other information is being
processed and intelligence is being used.
2. Intelligence Operations and Tactical Operations are Interdependent.
Intelligence operations are an integral part of the operation of all units. The degree of success achieved in
accomplishing a tactical mission is, in large part, proportional to the quality of available intelligence in the effectiveness with
which is used. Tactics and strategy are the same time the cause in effect of intelligence operations. Staff officers preparing
operational orders/plans for issue and those responsible for intelligence operation must work as one team with responsibility
for intelligence coordination resting jointly upon intelligence and other staff sections.
3. Intelligence must be Useful.
Intelligence produced only for the sake of increasing knowledge is merely interesting. Useful intelligence enhances
understanding of the problems to be solved and results in assisting the commander's problem is essential to determine what
intelligence is useful.
4. Intelligence must be Timely.
The best intelligence is worthless if it does not reach the user in time for appropriate consideration or action. Some
sacrifice of completeness and accuracy may have to be accepted because the situation requires a decision before complete
intelligence can be produced. If this occurs, the user must be advised of the loss of completeness and accuracy.
5. Intelligence Operations must be Flexible.
Standard procedures must make intelligence operations more effective; however, procedures must be responsible
to changes to meet existing requirements under any situation. Intelligence operations are based on reason and sound
judgment. Procedures, which do not readily adapt to a given situation, are generally discarded.

6. Intelligence Operations Require Imagination and Foresight.

Policies or procedures, which limit imagination or initiative, are avoided. All intelligence personnel and
agencies are exploited to insure that all available information is processed to produce intelligence for the user. Acceptance
and satisfaction with continuance of the current situation can only lead to disaster.
7. Intelligence Requires Constant Security Measures.
Security measures are necessary to insure that unauthorized personnel are denied of information and intelligence produced.
However, it is imperative that a distinction be made between security and secrecy. Secrecy connotes to hide from or conceal
information or intelligence. The free and complete exchange of information by intelligence processing agencies is vital to
permit production of the best and most timely product. Security measures must not deter dissemination of information or
intelligence to those who have a "NEED TO KNOW".
 SOURCES OF INTELLIGENCE

Intelligence sources vary greatly in capability, method, sophistication, and utility. All have limitations as well. As a
rule, however, the utility of the source is not a function of its sophistication; the best intelligence often can come through the
simplest collection means. To be effective, intelligence must use all available sources; it cannot simply concentrate on the
most familiar. Furthermore, army intelligence must be ready to function in an environment where only human intelligence
is available.

1. Counter-intelligence. Counter-intelligence (CI) is that aspect of intelligence, which in peace or war is

concerned with the detection, prevention, and neutralization of espionage, sabotage, subversion, or other inimical activities
of a hostile state and also of local dissident groups or individuals, by planning and developing suitable countermeasures to
thwart such activities. It is also the activity or activities collectively organized by an intelligence service aimed at obstructing
the enemy’s source of information through concealment, use of codes, cryptography, censorship, disinformation, trickery
and deception.

2. Imagery Intelligence. Imagery intelligence (IMINT) is the product of imagery analysis. Imagery is derived
from, but is not limited to, radar, photographic, infrared, optical, and electro-optical sensors. IMINT and imagery systems
increase the commander’s ability to quickly and clearly understand the area of operation (AO) and area of interest (AI). IMINT
is an important source of intelligence for IPB, targeting, terrain and environmental analysis, and battle damage assessment
(BDA). IMINT is often the primary source of intelligence for the physical damage assessment portion of BDA. IMINT is also
subject to some limitations. Since most imagery requires ground processing and analysis, IMINT may be unable to respond
to time-sensitive requirements. Imagery collection may also be hampered by adverse weather and the vulnerability of the
platform. As with other intelligence sources, IMINT is subject to threat attempts at deception. IMINT is most effective when
used to cue other collection systems or to verify information provided by other sources.

3. Human Intelligence. Human intelligence (HUMINT) is a category derived from information collected and
provided by human sources. Tactically, it is represented by interrogation of enemy prisoners of war and civilian detainees,
translation of captured enemy documents, long range surveillance operations, patrols, observation posts, liaising with local
military or paramilitary forces and the local populace, and most importantly, reports from friendly troops.

4. Open Source. Open source intelligence is information of potential intelligence value that is available
through the general public.

5. Signals Intelligence. Signals Intelligence (SIGINT) results from collecting, locating, processing, analyzing,
and reporting intercepted communications and non-communications emitters. SIGINT provides the commander with
valuable, often near real time intelligence and targeting information on enemy intentions, readiness status, and dispositions
by intercepting and locating enemy command, maneuver, fire support, reconnaissance, air defense, and logistics emitters.
SIGINT operations require efficient collection management and synchronization to effectively overcome and exploit enemy
efforts to protect his critical communications operating procedures, encryption, and deception.

LEVELS OF INTELLIGENCE
Army forces are prepared to operate at the strategic, operational and tactical levels of conflict. Thus, army
intelligence provides evaluated intelligence on enemy capabilities and intentions to support planning and operations at all
levels of conflict.
1. Strategic Intelligence. Strategic intelligence is required for the formation of policy and military plans at
national and international levels. At the strategic level, intelligence is oriented toward national objectives and supports the
formulation of policies and determination of priorities. Strategic intelligence focuses first on discerning the capabilities and
intentions of existing and potential enemies as well as considering the strategic intentions of friendly nations and other
potential multinational partners. Strategic intelligence plays a central role in identifying an enemy’s center of gravity.
2. Operational Intelligence. Operational Intelligence is required for planning operations within areas of
operations. It concentrates on intelligence collection, identification, location and analysis to support the operational level of
warfare, which includes identifying an enemy’s operational critical vulnerabilities. Furthermore, it assists the commander in
deciding how best to employ forces while minimizing risk.
 3. Tactical Intelligence. Tactical Intelligence is required for planning and conducting tactical operations at the
unit level. It is concerned with the effects weather or terrain will have on enemy and friendly operations. It focuses on a
potential enemy’s capabilities, his immediate intentions and the environment. Tactical intelligence, when exploited, should
result in an encounter with an adversary. It is oriented more toward combat than long-range planning. Far more than any
other level, tactical intelligence support is the primary focus of army intelligence. With this type of intelligence, the
commander can formulate an effective tactical plan. In counterinsurgency situation, tactical intelligence should also include
information on the population, their attitudes, religious and political affiliations, and economic backgrounds.

GEOGRAPHICAL AREA INTELLIGENCE OPERATIONS.

The commander's need of information from different geographic areas varies with the echelon of command.
Generally, the area of a higher commander includes that of his subordinate commanders. A commander’s intelligence
operations are concerned with definite geographic areas known as "areas of influence" and "areas of interest".

1. Area of Influence. The area of influence is that portion of the area of operations or zone of action in which
the commander, by means available to him can influence operations. The assigned or assumed zone normally limits the width
and depth of the area. Although differing friendly and enemy situations, a convenient reference for its forward extent is the
maximum effective range of weapons. Thus, in a situation in which the battalion commander has direct support artillery, or
priority of fires of the other artillery, the range of such weapons the forward extent of the battalion commander's area of
influence; lacking such support the maximum effective range of the heavy mortar applies.

2. Area of Interest. A larger area of concern to the commander is the area of interest. While the area of
influence is relatively measurable, a similar "rule of thumb" cannot be readily applied to defining the area of interest. By
definition, the area of interest includes the area of influence; areas adjacent thereto; areas occupied by the enemy which, if
employed in the area of influence, could jeopardize the accomplishment of the mission, and extend into enemy territory at
least as far as the objectives of current and planned operations.

MAP READING
INTRODUCTION:
Map is a graphical representation of the earth's surface drawn to scale, as seen from above. It uses colors, symbols,
and labels to represent features found on the ground. The ideal representation would be realized if every feature of the area
being mapped could be shown in true shape. Obviously this is impossible, and an attempt to plot each feature true to scale
would result in a product impossible to read even with the aid of a magnifying glass.
Purpose. A map provides information on the existence, the location of, and the distance between ground features,
such as populated places and routes of travel and communication. It also indicates variations in terrain, heights of natural
features, and the extent of vegetation cover. With our military forces dispersed throughout the world, it is necessary to rely
on maps to provide information to our combat elements and to resolve logistical operations far from our shores. Soldiers and
materials must be transported, stored, and placed into operation at the proper time and place. Much of this planning must
be done by using maps. Therefore, any operation requires a supply of maps; however, the finest maps available are worthless
unless the map user knows how to read them.
Categories:
1. Scale. Because a map is a graphical representation of a portion of the earth's surface, it is important to
know what mathematical scale has been used. You must know this to determine ground distances between objects or
locations on the map, the size of the area covered, and how the scale may affect the amount of detail being shown. The
mathematical scale of a map is the ratio or fraction between the distance on a map and the corresponding distance on the
surface of the earth. Scale is reported as a representative fraction with the map distance as the numerator and the ground
distance as the denominator.
 Small.
 Those maps with scales of 1:600,000 or smaller are used for general planning and for strategic
studies
 The standard small-scale map is 1:1,000,000.
 This map covers a very large land area at the expense of detail

Medium.
 Those maps with scales larger than 1:600,000 but smaller than 1:75,000 are used for operational
planning
 They contain a moderate amount of detail, but terrain analysis is best done with the large-scale
 The standard medium-scale map is 1:250,000.
Large.
 Those maps with scales of 1:75,000 and larger are used for tactical, administrative, and logistical
planning
 These are the maps that you as a soldier or junior leader are most likely to encounter
 The standard large-scale map is 1:50,000;

2. Types:
a. Planemetric Map. This is a map that presents only the horizontal positions for the features
represented. It is distinguished from a topographic map by the omission of relief, normally represented by contour lines.
Sometimes, it is called a line map.
b. Topographic Map. This is a map that portrays terrain features in a measurable way (usually
through use of contour lines), as well as the horizontal positions of the features represented. The vertical positions, or relief,
are normally represented by contour lines on military topographic maps. On maps showing relief, the elevations and
`contours are measured from a specific vertical datum plane, usually mean sea level.
c. Photomap. This is a reproduction of an aerial photograph upon which grid lines, marginal data,
place names, route numbers, important elevations, boundaries, and approximate scale and direction have been added.
d. Joint Operations Graphics. These maps are based on the format of standard 1:250,000 medium-
scale military topographic maps, but they contain additional information needed in joint air-ground operations. Along the
north and east edges of the graphic, detail is extended beyond the standard map sheet to provide overlap with adjacent
sheets. These maps are produced both in ground and air formats. Each version is identified in the lower margin as either Joint
Operations Graphic (Air) or Joint Operations Graphic (Ground). The topographic information is identical on both, but the
ground version shows elevations and contour in meters and the air version shows them in feet. Layer (elevation) tinting and
relief shading are added as an aid to interpolating relief. Both versions emphasize air landing facilities (shown in purple), but
the air version has additional symbols to identify aids and obstructions to air navigation.
e. Photomosaic. This is an assembly of aerial photographs that is commonly called a mosaic in
topographic usage. Mosaics are useful when time does not permit the compilation of a more accurate map. The accuracy of
a mosaic depends on the method employed in its preparation and may vary from simply a good pictorial effect of the ground
to that of a planemetric map.
f. Terrain Model. This is a scale model of the terrain showing features, and in large-scale models
showing industrial and cultural shapes. It provides a means for visualizing the terrain for planning or indoctrination purposes
and for briefing on assault landings.
g. Military City Map. This is a topographic map (usually at 1:12,550 scale, sometimes up to 1:5,000),
showing the details of a city. It delineates streets and shows street names, important buildings, and other elements of the
urban landscape important to navigation and military operations in urban terrain. The scale of a military city map depends
on the importance and size of the city, density of detail, and available intelligence information.
h. Special Maps. These are maps for special purposes, such as traffic, communications, and assault
maps. They are usually in the form of an overprint in the scales smaller than 1:100,000 but larger than 1:1,000,000. A special
purpose map is one that has been designed or modified to give information not to create confusion.
MARGINAL INFORMATION
A map could be compared to any piece of equipment, in that before it is placed into operation the user must read
the instructions. It is important that you, as a soldier, know how to read these instructions. The most logical place to begin is
the marginal information and symbols, where useful information telling about the map is located and explained. All maps are
not the same, so it becomes necessary every time a different map is used to examine the marginal information carefully.

1. Sheet Name. The sheet name is found in bold print at the center of the top and in the lower left area of the
map margin. A map is generally named for the settlement contained within the area covered by the sheet, or for the largest
natural feature located within the area at the time the map was drawn.

2. Sheet Number. The sheet number is found in bold print in both the upper right and lower left areas of the
margin, and in the center box of the adjoining sheets diagram, which is found in the lower right margin. It is used as a reference
number to link specific maps to overlays, operations orders, and plans. For maps at 1:100,000 scale and larger, sheet numbers
are based on an arbitrary system that makes possible the ready orientation of maps at scales of 1:100,000, 1:50,000, and
1:25,000

3. Series Name. The map series name is found in the same bold print as the sheet number in the upper left
corner of the margin. In the new series, the name given to the series is generally that of a major political subdivision. A map
series usually includes a group of similar maps at the same scale and on the same sheet lines or format designed to cover a
particular geographic area. It may also be a group of maps that serve a common purpose, such as the military city maps.

4. Scale. The scale is found both in the upper left margin after the series name, and in the center of the lower
margin. The scale note is a representative fraction that gives the ratio of a map distance to the corresponding distance on the
earth's surface. For example, the scale note 1:50,000 indicates that one unit of measure on the map equals 50,000 units of
the same measure on the ground.

5. Series Number. The series number is found in both the upper right margin and the lower left margin. It is a
sequence reference expressed either as a four-digit numeral (1501) or as a letter, followed by a three- or four-digit numeral
(S711, S701, etc). In the regional grouping of allied mapping projects, our map series was designated “S”.

6. Edition Number. The edition number is found in bold print in the upper right area of the top margin and
the lower left area of the bottom margin. Editions are numbered consecutively; therefore, if you have more than one edition,
the highest numbered sheet is the most recent. Military maps are now published by the ISAFP, but older editions of maps
may have been produced by the US Army Map Service, or AFP Mapping Center (AFPMAC). The credit line, telling who
produced the map, is just above the legend. The map information date is found immediately below the word "LEGEND" in
the lower left margin of the map. This date is important when determining how accurately the map data might be expected
to match what you will encounter on the ground.

7. Index to Boundaries. The index to boundaries diagram appears in the lower or right margin of all sheets.
This diagram, which is a miniature of the map, shows the boundaries that occur within the map area, such as provincial and
city boundaries.

8. Adjoining Sheets Diagram. Maps at all standard scales contain a diagram that illustrates the adjoining
sheets. On maps at 1:100,000 and larger scales and at 1:1,000,000 scale, the diagram is called the index to adjoining sheets.
It consists of as many rectangles representing adjoining sheets as are necessary to surround the rectangle that represents the
sheet under consideration. The diagram usually contains nine rectangles, but the number may vary depending on the
locations of the adjoining sheets. All represented sheets are identified by their sheet numbers. Sheets of an adjoining series,
whether published or planned, that are at the same scale are represented by dashed lines. The series number of the adjoining
series is indicated along the appropriate side of the division line between the series.

9. Elevation Guide. This is normally found in the lower right margin. It is a miniature characterization of the
terrain shown. The terrain is represented by bands of elevation, spot elevations, and major drainage features. The elevation
guide provides the map reader with a means of rapid recognition of major landforms. The guide is developed exclusively for
a particular map. It may not fit with the guide of adjoining map whose elevation guide is developed independently on the
basis of each map’s terrain characteristics.

10. Declination Diagram. This is located in the lower margin of large-scale maps and indicates the angular
relationships of true north, grid north, and magnetic north. On maps at 1:250,000 scales, this information is expressed as a
note in the lower margin. In recent edition maps, there is a note indicating the conversion of azimuths from grid to magnetic
and from magnetic to grid next to the declination diagram. Ideally, diagram can be used within 5 years from date imprinted
therein. The diagram should not be used beyond 10 years; updated diagram should be obtained from our topographic unit.

11. Bar Scales. These are located in the center of the lower margin. They are rulers used to convert map
distance to ground distance. Maps have three or more bar scales, each in a different unit of measure. Care should be exercised
when using the scales, especially in the selection of the unit of measure that is needed.

12. Contour Interval Note. This note is found in the center of the lower margin normally below the bar scales.
It states the vertical distance between adjacent contour lines of the map. When supplementary contours are used, the interval
is indicated. In recent edition maps, the contour interval is given in meters instead of feet.

13. Spheroid Note. This note is located in the center of the lower margin. Spheroids (ellipsoids) have specific
parameters that define the X Y Z axis of the earth. The spheroid is an integral part of the datum.

14. Grid Note. This note is located in the center of the lower margin. It gives information pertaining to the grid
system used and the interval between grid lines, and it identifies the UTM grid zone number.

15. Projection Note. The projection system is the framework of the map. For military maps, this framework is
of the conformal type; that is, small areas of the surface of the earth retain their true shapes on the projection; measured
angles closely approximate true values; and the scale factor is the same in all directions from a point. The projection note is
located in the center of the lower margin.

16. Vertical Datum Note. This note is located in the center of the lower margin. The vertical datum or vertical-
control datum is defined as any level surface (for example, mean sea level) taken as a surface of reference from which to
determine elevations. Map readers should habitually check the vertical datum note on maps, particularly if the map is used
for low level aircraft navigation, naval gunfire support, or missile target acquisition.

17. Horizontal Datum Note. This note is located in the center of the lower margin. The horizontal datum or
horizontal-control datum is defined as a geodetic reference point (of which five quantities are known: latitude, longitude,
azimuth of a line from this point, and two constants, which are the parameters of reference ellipsoid). These are the basis for
horizontal-control surveys. The horizontal-control datum may extend over a continent or be limited to a small local area. Map
readers should habitually check the horizontal datum note on every map or chart, especially adjacent map sheets. This is to
ensure the products are based on the same horizontal datum. If products are based on different horizontal-control data,
coordinate transformations to a common datum must be performed. UTM coordinates from the same point computed on
different data may differ as much as 900 meters.

18. Control Note. This note is located in the center of the lower margin. It indicates the special agencies involved
in the control of the technical aspects of all the information that is disseminated on the map.

19. Preparation Note. This note is located in the center of the lower margin. It indicates the agency responsible
for preparing the map.

20. Printing Note. This note is also located in the center of the lower margin. It indicates the agency responsible
for printing the map and the date the map was printed. The printing data should not be used to determine when the map
information was obtained.

21. Grid Reference Box. This box is normally located in the center of the lower margin. It contains instructions
for composing a grid reference.
 22. Unit imprint and Symbol. The unit imprints and symbol is on the left side of the lower margin. It identifies
the agency that prepared and printed the map with its respective symbol. This information is important to the map user in
evaluating the reliability of the map.

23. Legend. The legend is located in the lower left margin. It illustrates and identifies the topographic symbols
used to depict some of the more prominent features on the map. The symbols are not always the same on every map. Always
refer to the legend to avoid errors when reading a map. Symbols of all features presented on a map should appear in the
legend or they should be labeled, in position. Or a note referring thereto, should be seen on the margin of the map.

Topographical map

STANDARD COLORS OF TOPOGRAPHIC SYMBOLS

a. Black. Indicates cultural (man-made) features such as buildings and roads, surveyed spot elevations, and all
labels.
b. Red-Brown. The colors red and brown are combined to identify cultural features, all relief features, non-
surveyed spot elevations, and elevation, such as contour lines on red light readable maps.
c. Blue. Identifies hydrographic or water features such as lakes, swamps, rivers, and drainage. Features that
constitute obstacles are included in this group.
d. Green. Identifies vegetation features with military significance such as woods, orchards, and vineyards.
They are features that will affect troop movement.
e. Brown. Identifies all relief features and elevation, such as contours on older edition maps, and cultivated
land on red-light readable maps.
f. Red. Classifies cultural features, such as populated areas, main roads, and boundaries on older maps.
Usually combined with brown, and screen is used to vary tonal shades.
g. Purple. Indicates new information superimposed on an existing map. Sometimes, maps with this color are
referred to as Magenta Map.
h. Other. Occasionally other colors may be used to show special information. These are indicated in the
marginal information as a rule.

GRID COORDINATES.
Division of the earth’s surface into 6-degree by 8-degree quadrangles, and covered these with 100,000 meter squares.
The military grid reference of a point consist of the numbers and letters indicating in which of these areas the point lies, plus
the coordinates locating the point to the desired position within the 100,000-meter square. The next step is to tie in the
coordinates of the point with the larger areas.
 GRID LINES. Division of the 100,000-meter square; the lines are spaced at 10,000 or 1,000 meter intervals. Each of
these lines is labeled both ends of the map with its false easting or false northing value, showing its relation to the origin of the
zone.
GRID SQUARES. The North-south and the east-west grid lines intersect at 90* forming grid squares. Normally the size
of one of these grid squares on large-scale maps is 1,000 meters (1 kilometer)
GRID COORDINATES SCALE. The primary tool for plotting grid coordinates is the grid coordinates scale. The grid
coordinates scale divides the grid square more accurately than can be done by estimation and the result are more consistent.
When used correctly, it provides less chance of errors.

SCALE AND DISTANCE.

A map is scaled graphic representation of a portion of the earth’s surface. The scale of the map permits the user to
convert distance on the map to the distance on the ground or vice versa. The ability to determine distance on a map, as well as
on the earth’s surface, is an important factor in planning and executing military missions.

Representative Fraction- The numerical scale of a map indicates the relationship of distance measured on a map
and the corresponding distance.
Example:
The map scale is 1:50,000
RF = 1/50,000
GRAPHIC (BAR) SCALES. A graphic scale is a ruler printed on the map and is used to convert distances on the map to
actual ground distances. The graphic scale is divided into two parts. To the right of the zero, the scale is marked in full units to
measure and is called the primary scale. To the left of the zero, the scale is divided into tenths and is called the extension scale.
Most map have three or more graphic scales, each using a different unit of measurement. When using the graphic scale, be
sure to use the correct scale for the unit of measure desired.

Graphic (bar) scale

DIRECTION.
Military personnel need a way of expressing direction that is accurate, is adaptable to any part of the world, and has
a common unit of measurement. Directions are express as units of angular measurement.
1. Degree. The most common unit of measurement is the degree (O) with its subdivision of minutes (‘) and
seconds (“).
1 degree – 60 minutes 1 minute – 60 seconds
2. Mil. Another unit of measurement, the mil (abbreviated m), is mainly used in artillery, tank, and mortar
gunnery. The mil express the size of an angle formed when a circle is divided into 6,400 angles with the vertex of the angles at
the center of the circle. A relationship can be established between degrees and mils. A circle equals 6,400 mils divided by 360
degrees or 17.78 mils. To convert degrees to mils, multiply degrees by 17.78.
 3. Grad. The grad is a metric unit of measurement found on some foreign maps. There are 400 grads in a circle
(90 degree right angle equals 100 grad). The grad is divided into 100 centesimal minutes (centigrade) and the minute into 100
centesimal seconds (milligrads).

BASE LINES.
In order to measure something, there must be a starting point or zero measurement.
To express direction as a unit of angular measure, there must be starting point or zero measure and a point of reference. These
two points designates the base or reference line. There are three base lines – true north, magnetic north, and commonly used
are magnetic and grid.

a. True North. A line from any point on the North Pole. All lines of longitude are true north it is usually
represented by a star.
b. Magnetic North. The direction to the north indicated by the north seeking needle of a Magnetic
North is usually symbolized by a arrow head
c. Grid North. The north that is established on the grid lines by the map. The grid north may be a GN
or the letter y

Three types of North

AZIMUTH.
An azimuth is defined as the horizontal angle measured from a north base line. This north base line it could be true
north or grid north. The azimuth is the most common direction. When using an azimuth, the point from which it originates is
the center of an imaginary circle and it is divided into 360 degrees.
a. Back azimuth.
b. Magnetic azimuth. The magnetic azimuth is determined by using magnetic instruments, such as
lensatic and M-2 compasses.
c. Field expedient methods. Several field expedient method to determine direction.
GRID AZIMUTH.
When an azimuth is plotted on a map between two points. A (starting point) and point B (ending point), the points are
joined together by a straight line. A protractor is used to measure the angle between grid north and the drawn line, and this
measured azimuth is the grid azimuth
PROTRACTOR.
There are several types of protractors – full circle, half circle, square and rectangular. All of them are divide the circle
into units of angular measures, and each has scale around the outer edge and an index mark. The index mark is the center of
the protractor circle from which all direction are measured
DECLINATION DIAGRAM
1 Declination – is the angular difference between true north and either magnetic or grid north. There are two
declinations, a magnetic declination and a grid declination.
 2 Diagram – shows the angular relationship, represented by prongs, among these three north. The angles
between the prongs, however, are seldom plotted exactly to scale. The relative position of the direction is obtained from the
diagram, but the numerical value should not be measured from it.
3. Location. A declination diagram is a part of the marginal information under the lower margin on larger maps.
On the medium scale maps, the declination information is shown by a note in the map margins.
4. The grid magnetic angle. The G-M angle value is the angular size that exists between grid north and magnetic
north and the year it was prepared. It is an arc indicated by a dashed line, which connects the grid north and magnetic north
prongs. This value is expressed to the nearest ½ degree, with mil equivalent shown to the nearest 10 mils. The G – M angle is
important to the map reader/land navigator because it will affect the accuracy of navigation skills in the field.
5. Grid Convergence. An arc indicated by a dashed line connects the prongs for true north and Grid north. The
value of the angle for the center of the sheet is given to the nearest full minute with its equivalent to the nearest mil. These
data are shown in the form of a grid-convergence note.
6. Conversion. There is an angular difference between the grid north and the magnetic north that is caused by
the attraction of the earth magnetic field (Northern Canada) on all compasses. Since the location of these magnetic field does
not correspond exactly with the grid-north lines on the maps, a conversion from magnetic to grid or vice versa.

WAYS OF LOCATING POINTS

1. Intersection
Intersection is the location of an unknown point by successively occupying at least two (preferably three)
known positions on the ground and then map sighting on the unknown locations. It is used to locate distant or inaccessible
points or objects, such as enemy targets, danger areas, and so forth. There are two methods of intersection
a. Map and compass method.
1) Orient the map using the compass
2) Locate and mark using the compass
3) Determine the magnetic azimuth to the unknown position using the compass.
4) Convert the magnetic azimuth to grid azimuth.
5) Draw a line on the map from your position on this grid azimuth.
6) Move to a second known point and repeat steps 1, 2, 3, 4, & 5.
7) The location of the unknown position is where the lines cross on the map. Determine eight
digit-digit grid coordinates to the desired accuracy.

b. Straight edge Method. (When compass is not available).

1) Orient the map on a flat surface by the terrain association method
2) Locate and mark your position on the map.
3) Lay a straightedge on the map with one end at user’s position (A) as a pivot point; rotate
the straightedge until the unknown point is sighted along the edge.
4) Draw a line along a straightedge.
5) Repeat the above steps at position (B) and check for accuracy.
6) The intersection of the lines on the map is the location of the unknown point (C). Determine
the grid coordinates to the desired accuracy.
2. RESECTION
Resection is the method of locating one’s position on a map by determining the grid azimuth to at least two
well-defined locations that can be pinpointed on the map. For greater accuracy, the desired method of resection would be to
use three well-defined locations
a. Map and Compass Method
1) Orient the map using the compass.
2) Identify two or three distant location on the ground and mark them on the map.
3) Measure the magnetic azimuth to the known position from your location using a compass.
 4) Convert the magnetic azimuth to a grid azimuth.
5) Convert the grid azimuth to a back azimuth. Using a protractor scale the back azimuth on
the map from the known position and a third position if desired.
6) The intersection of the lines is your location. Determine the grid coordinates to the desired
accuracy.

b. Straight edge method

1) Orient the map on a flat surface by the terrain association method
2) Locate at least two known distant location or prominent features on the ground and mark
them on the map
3) Lay a straightedge on the map using a known position as a pivot point. Rotate the
straightedge until the known position on the map is aligned with the known position on the ground.
4) Draw a line along a straightedge away from the known position on the ground toward your
position.
5) Repeat 3 and 4 using a second known position.
6) The intersection of the lines on the map is your location. Determine the grid coordinates to
the desired accuracy.

3. MODIFIED RESECTION
Modified resection is the method of locating one’s position on the map when the person is located on a linear
feature on the ground, such as road, canal, stream, etc. The steps are as follows.
a. Orient the map using a compass or by terrain association
b. Find a distant point that can be identified on the ground and on the map.
c. Determine the magnetic azimuth from your location to the distant known point.
d. Convert the magnetic azimuth to a grid azimuth.
e. Convert the grid azimuth to a back azimuth. Using protractor, scale the back azimuth on the map
from the position back toward your unknown position.
f. The location of the user is where the line crosses the linear features. Determine the grid coordinates
to the desired accuracy.
4. POLAR PLOT
A method of locating or plotting an unknown position from a known point by giving a direction and a distant
along that direction line is called a polar plot or polar coordinates. Three elements must be present when using polar
coordinates.
a. Present known location on the map.
b. Azimuth (grid or magnetic)
c. Distance (normally in yards or meters).

Introduction to Signal Communications

GENERAL

The word “Signal” is derived from the Latin word “signum”, meaning mark or sign. It is a means of transmitting
information in accordance with certain pre-arranged system or code in cases where direct verbal or written statement is
unnecessary, undesirable, or impractical. Signal Communications is the method or means of conveying information of any
kind from one person or place to another except by direct conversation. Means of Communications is the medium by which
a message is conveyed from one person or place to another. The facility (personnel and equipment), necessary to provide
signal communications by any particular means is referred as the Agency of Communications
MEANS OF SIGNAL COMMUNICATIONS

1. RADIO - is the principal means of communications of tactical units.

 Portable – those that can be carried by an individual and can be operated while moving.
 Transportable – those than can be moved from one place to another normally by a team of
men but cannot be operated while moving.
 Vehicular – those that are normally installed in vehicles and obtain power from the vehicle’s
battery.
 General – can be operated both on ground and vehicle.
 Powered by any of the following: Direct Current Sources such as :Dry Cell, Vehicular Battery,
Generator ; and Alternating Current Power Source

Advantages Disadvantages

 Speed of installation  Least secured means of communications.

 Most flexible means of communications  Subject to interference both man-made and
 No fixed circuits required. natural like atmosphere,
 Can span great distances. terrain and man-made sources
Retransmission/repeater can be used to  Radio operations require common
increase range and overcome obstacles. frequency, compatible equipment and
 Can provide communication across common range.
impassable terrains.
 Require minimum manpower and space for
equipment
 Integrates with wire system

2. WIRES AND CABLES – includes the use of field wire, combat wire and drop wire. Is one of the most
dependable communication means.

 Interconnects closely located activities.

 Uses field wire and cable, telephones and switchboard to provide
person-to-person conversation.
 Extends subscriber equipment from multi-channel terminals.
 Integrates with radio system.

Advantages Disadvantages

 More secure than radio  Wire requires more time, personnel and
 Reduces the probability of interception equipment to install and maintain.
 Commercial circuits can be exploited  Loss of signal over long distances without
 Desirable in defensive operation repeaters.
 Back up for radio  Subject to wire tap
 Not mobile

3. AUTOMATION– a method of sending, receiving, processing or storing information by automated capability

usually in digital or analog form. Main features:
  Capable of transmitting large volume of information at real time message delivery speeds.
 Can transmit page copies, audio files, video display, programmable outputs and formats, stored
data.

Advantages Disadvantages

 Speed  Requires quality telecommunications

 Accuracy path for quality resolution, complex
 Improved text and video display maintenance
 Programmable output and format  Needs controlled environment
 Store large amount of data  Susceptible to electromagnetic pulse
 Secure (EMP), power fluctuations, induced
viruses and magnetic disturbances.

4. VISUAL AND SOUNDS – concerned with communications of information’s using still photographs,
graphics, illustrations, sounds and signaling.

Available to all units

Numerous means (flags, lights, panels, arm and hand signals, bells, sirens, etc
Advantages Disadvantages
 Easily misunderstood
 Use to mark locations  Vulnerable to interception. Enemy may
 Good for passing info to large number and use same signal for deception
to isolated units, passage of line and link-  Restricted use during poor visibility or
up operations combat noise
 No power requirement  Sounds easily confused with other
battlefield noise

5. MANUAL – methods of sending, receiving or storing documents by physical capabilities.

 Assets in all units

 Reliable and Flexible
 Most secure means available to all units
 Types: messenger ; Modes: motor, air and foot

Advantages Disadvantages
 Handles long messages or large size maps  Requires more time to deliver and
 Handle high volume routine messages and acknowledge
information  Subject to enemy action
 Constrained by weather, terrain and
time

6. TRAINED ANIMALS – have been used in sending messages even during the ancient times. Dogs, parrots,
pigeons, other animals could be trained to carry messages over some considerable distances.
 7. SNAIL MAIL- is resorted to if there is enough time and the message contained therein is not classified.
Classified messages could be sent thru mail in cryptographic form.

8. E-MAIL - in computer science, abbreviation of the term electronic mail, method of transmitting data or text
files from one computer to another over an intranet or the Internet. E-mail enables computer users to send messages and
data quickly through a local area network or beyond through a nationwide or worldwide communication network. E-mail
came into widespread use in the 1990s and has become a major development in business and personal communications.

E-mail users create and send messages from individual computers using commercial e-mail programs or
mail-user agents (MUAs). Most of these programs have a text editor for composing messages. The user sends a message to
one or more recipients by specifying destination addresses. When a user sends an e-mail message to several recipients at
once, it is sometimes called broadcasting.

9. CELLULAR PHONES – the cellular mobile telephone is one of the latest innovations in digital telephony. It is
very portable that the 10 year old child can carry it. Any subscriber can call a desired party anywhere in the world thru satellite
transmission system. This system offers pre-programmed features never before imagined by inventors on the onset of the
20th century. Cellular telephones work by transmitting radio signals to cellular towers. These towers vary in their capability to
receive cellular telephone signals. Some towers can receive signals from distances of only 1.5 to 2.4 km (1.0 to 1.5 mi), while
others can receive signals from distances as far as 48 to 56 km (30 to 35 mi). The area a tower can cover is referred to as a
cell.

RADIOTELEPHONE PROCEDURES

Radio Telephony is a system of telecommunications that is normally used for short distance tactical communications
and between mobile and air units.

A. PROWORDS (Procedure Words) - Are pronounceable words or phrases which have been assigned meanings
and used in radiotelephony to facilitate message or traffic handling

PROWORDS MEANINGS
ALL AFTER Portion of the message to which I have reference is all that which follows.

ALL BEFORE portion precedes

WORD AFTER word … follows

WORD BEFORE word …precedes

OVER this is end of my transmission to you and response is necessary.

OUT this is the end of my transmission and no answer is required

ROGER I received your last transmission satisfactorily

WILCO WILCO; I received your signal, understood and will comply.

CORRECT or as used in message ending, correction follows

WAIT I must pause for few seconds

WAIT –OUT I must pause longer than a few seconds

BREAK I hereby indicate the separation of the text from the other portion of the message

READ BACK report this entire transmission back to me exactly as received

SAY AGAIN report all your last transmission

 MORE TO FOLLOW transmitting station has additional traffic

AUTHENTICATE the station called will reply to the challenge

B. VOICE PROCEDURES

1. Listen before transmitting to avoid interference with other traffic.

2. Speak in natural phrases, not word by word.
3. Speak slowly, clearly and distinctly.

C. PHONETIC ALPHABET & NUMERALS

Letter Phonetic Spoken as Letter Phonetic Spoken as

A ALFA AL FAH N NOVEMBER NO VEM BER

B BRAVO BRA VOH O OSCAR OSS CAH

C CHARLIE CHAR LEE P PAPA PAH PAH

D DELTA DELL TAH Q QUEBEC KEH BECK

E ECHO ECK OH R ROMEO ROW ME OH

F FOXTROT FOKS TROT S SIERRA SEE AIR RHA

G GOLF GOLF T TANGO TANG GO

H HOTEL HOH TELL U UNIFORM YOU NEE FORM

I INDIA IN DEE AH V VICTOR VIK TAH

J JULIET JEW LEE ETT W WHISKEY WISS KEY

K KILO KEY LOH X X-RAY ECKS RAY

L LIMA LEE MAH Y YANKEE YANK KEY

M MIKE MIKE Z ZULU ZOO LOO

NUMERALS
To
distinguish
numerals
0 Zero ZE-RO 5 Five FI-YEV from
words
1 One WUN 6 Six SI-KIS
similarly
2 Two TOO 7 Seven SEV- EN

3 Three TREE 8 Eight A-YIT

4 Four FOW – ER 9 Nine NIN – ER

pronounced, the prowords “FIGURES” may be used preceding such numbers. Decimal point is to be spoken as “DAY-SEE-
MAL”
 D. RADIO NET/CALL SIGN

RADIO NET - An organization of stations capable of direct communications on a common frequency for a
specific purpose

CALL SIGN - is a combination of characters (letter and number) or pronounceable words that identifies a
communication facilities, command, authority, activity, or unit.

E. RADIO CHECK

RADIO CHECK - what is my signal strength and readability.

REPORT OF SIGNAL STRENGTH AND READABILITY

STRENGHT READABILITY
Your signal is very
5 LOUD 5 CLEAR Excellent quality.
strong
Your signal strength is
4 GOOD 4 READABLE Quality is satisfactory
good
The quality of your
Your signal strength is
3 WEAK 3 UNREADABLE transmissions is so bad
weak
that I cannot read you
Having trouble reading
Your signal strength is
2 VERY WEAK 2 DISTORTED you because your signal
very weak
is distorted
At times your signal
strength fades to such
WITH Having trouble due to
1 FADING extent that continuous 1
INTERFERENCE interference
reception cannot be
relied upon
 BASIC UNIT FORMATIONS

Formations are arrangements of elements and soldiers in relation to each other. Squads use formations for control
flexibility and security. Leaders choose formations based on their analysis of the factors of METT-T.

a. Wedge Formation- The wedge is the basic formation for the fire team. The interval between soldiers in the
wedge formation is normally 10 meters. The wedge expands and contracts depending on the terrain. When rough terrain,
poor visibility, or other factors make control of the wedge difficult, fire teams modify the wedge. The normal interval is
reduced so that all team members can still see their team leader and the team leaders can still their squad leader. The sides
of the wedge can contract to the point where the wedge resembles a single file. When moving in less rugged terrain, where
control is easier, soldiers expand or resume their original positions. (Figure 2-.4)

b. File
Formation. When the
terrain precludes use of the
wedge, fire teams use the file
formation (Figure 2-5).

SQUAD FORMATIONS

Squad
formations describe the
relationships between
fire teams in the squad. They
include the squad column and
squad line. A comparison of the
formations is in Figure 2-10, page 2-31.

a. Squad Column. The squad column is the squad’s most common formation. It provides good dispersion
laterally and in depth without sacrificing control, and facilitates maneuver. The lead fire team is the base fire team. When the
squad moves independently or as the rear element of the platoon, the rifleman in the (rail fire team provides rear security
(Figure 2-7).

b.
Squad
Line. The squad
line provides
maximum
firepower to
the front
(Figure 2-8).
When a squad
is acting as the
base squad, the
fire team on
the right is the base fire team.

c. Squad File. When not (raveling in a column or line, squads travel in file. The squad file has the same
characteristics as the fire team file. If the squad leader desires to increase his control over the formation, exert greater morale
presence by leading from the front, and be immediately available to make key decisions, he will move forward to the first or
second position. Additional control over the rear of the formation can be pro-vided by moving a team Ieader to the last
position. (Figure 2-9.)
PLATOON FORMATIONS

b. Platoon-Line, Squads-on-Line. This formation allows the

Platoon formations include delivery of maximum fire to the front but little fire to the flanks (Figure 2-
the platoon column, the 12). This formation is hard to control, and it does not lend itself well to
platoon line (squads on line or rapid movement. When two or more platoons are attacking, the company
in column), the platoon vee commander chooses one of them as the base platoon. The base platoon’s
and the platoon wedge. The center squad is its base squad. When the platoon is not acting as the base
leader should weigh these platoon, its base squad is its flank squad nearest the base platoon. The
machine guns can move with the platoon, or they can support by fire from
carefully to select the best
a support position (not shown). This is the basic platoon assault formation.
formation based on his
mission and on METT-T
analysis. A comparison of the
formations is in Figure 2-17,

a. Platoon Column. This

formation is the platoon’s
primary movement formation
(Figure 2-11). It provides good
dispersion both laterally and
in depth, and simplifies
control. The lead squad is the
base squad.
 b. Platoon-Line, Squads-in-Column. The platoon leader can use this formation when he does not want to
deploy all personnel on line, and when he wants the squads to react to unexpected contact (Figure 2-13). This formation is
easier to control, and it lends itself better to rapid movement than the platoon-line or squads-on-line formation; however, it
is harder to control than and does not facilitate rapid movement as well as a platoon column. When two or more platoons
are moving, the company commander chooses one of them as the base platoon. The base platoon’s center squad is its base
squad. When the platoon is not the base platoon, its base squad is its flank squad nearest the base platoon.

c. Platoon Vee. This formation has two squads up front to provide a heavy volume of fire on contact (Figure
2- 14). It also has one squad in the rear that can either over watch or trails the other squads. This formation is hard to control;
movement is slow the platoon leader designates one of the front squads to be the platoon’s base squad.
 d. Platoon Wedge. This formation has two squads in the rear that can over watch or trail the lead squad
(Figure 2-15). It provides a large volume of fire to the front or flanks. It allows the platoon leader to make contact with a
squad and still have one or two squads to maneuver. The lead squad is the base squad.

c. Platoon File. This formation may be set up in several methods. One method is to have three-squad files
follow one another using one of the movement techniques. Another method is to have a single platoon file with a front
security clement (point) and flank security elements. This formation is used when visibility is poor due to terrain, vegetation,
or light conditions. (Figure 2-16.)The distance between soldiers is less than nor-mal to allow communication by passing
messages up and down the file. The platoon file has the same characteristics as the fire team and squad files.