ocs required knowledge

8/12/2019 OCS Required Knowledge

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OCS Honor Code

An Officer Candidate will not lie, cheat, or steal, nor

tolerate those who do.


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The Untruthful Officer

The untruthful officer trifles with the lives of his

countrymen and the honor and safety of his country

General Douglas MacArthur


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Duty, Honor, Country

Duty, Honor, Country. Those three hallowed words

reverently dictate what you ought to be, what you c

be, what you will be. They are your rallying oints! tbuild courage when courage seems to fail" to regainfaith when there aears to be little cause for faith"

create hoe when hoe becomes forlorn.

General Douglas MacArthur


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Rules of Thumb for Living Honorably

#. Does this action attemt to deceive anyone or all

anyone to be deceived$

%. Does this action gain or allow the gain of a rivileor advantage to which & or someone else would nototherwise be entitled$

'. (ould & be satisfied by the out come if & were onthe receiving end of this action$


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Officers Code of Honor

)very officer holds a secial osition of moral trust a

resonsibility. *o officer will ever violate that trust o

avoid his resonsibility for any of his actionsregardless of the ersonal cost. An officer is first anforemost a leader of men. He must lead his men by

e+amle and ersonal actions. He cannot manage hcommand to effectiveness ... they must be led" and

officer must therefore set the standard for ersonalbravery and leadershi. All officers are resonsible f

the actions of all their brother officers. Thedishonorable acts of one officer diminishes the cors


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the actions of the officer must always be above

reroach.


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eneral Orders

#. & will guard everything within the limits of my os

and uit my ost only when roerly relieved.

%. & will obey my secial orders and erform all myduties in a military manner.'. & will reort violations of my secial orders,

emergencies and anything not covered in myinstructions to the Commander of the -elief.


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OCS !lma "ater

ar across the Chattahoochee, to the /atoi.

OC0 our Alma Mater, 1enning2s ride and 3oy.

orward ever, bac4ward never, faithfully we strive.To the orts of embar4ation, follow me with ride.(hen it2s time and we are called to guard our

country2s might.(e2ll be there with our heads held high, in eacetim

and in fight.5earning ever, failing never, to guard the memory,

the call is clear, we must meet the tas4 for-))DOM20 *)6)- -))7


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Leadershi# DimensionsA. Army 6alues! 8rinciles or ualities intrinsically

desirable.

#. 9oyalty : 1ear true faith and allegiance to the /.0Constitution, the Army, and other soldiers.%. Duty : ulfill your obligations.

'. -esect : Treat eole as they should be treated.;. 0elfless 0ervice : 8ut the welfare of the *ation, th

Army, and your subordinates before your own.. 8ersonal Courage : ace fear, danger, or adversity

?hysical@moral.


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1. -euired Attributes! fundamental ualities and

characteristics.#. )motional

a. 0elf Control B Always in control of emotions

regardless of the situation. Gives subordinatesersective at all times. nows how to send theintended message with the intended amount of

emotion, is cool:headed.b. 1alance B Dislays the right amount of emotion f

the situation, self:control allows for balance and givethe leader the ability to lead and motivate in the

toughest of circumstances.c. 0tability B 0teady, levelheaded and calm in the fa

of the most difficult situations.


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%. Mental

a. (ill B (ill gives the soldier or leader the drive tocontinue, regardless of the situation or the condition

The inner drive that enables us to drive on and

comlete the mission.b. 0elf Disciline B 0elf:disciline gives the leader thability to master his own imulses. 9eaders must th

clearly in order to act resonsibly. 0elf:disciline is tlynch in that allows this to haen.

c. &nitiative B &nitiative is the ability to act when theis none or little guidance. The leader who dislays

initiative is a self:starter and has the ability to seereuirements that are not always selled out. Clear

understanding of the commanders intent allows a


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leader to e+ecute initiative to accomlish a mission.

d. Eudgment B Ma4e the best decision for the situatiGood 3udgment means the ability to 3uggle informat

that may or may not be clear, analyFe and comare

courses of action and come to the best decision for situation.e. 0elf Confidence B The faith that the leader will ac

correctly and roerly given a situation. The ability ma4e an attemt. Cometence gives leaders

confidence, and the more confident the morecometent they become.

f. &ntelligence B The ability to thin4, learn and reflec&ntelligence comes from the ability to combine

4nowledge from study, s4ills from e+erience and ha


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the ability to reflect on the ast and learn from it.

g. Cultural Awareness B 0ensitivity to the culturalbac4grounds of soldiers. 0ensitive to the culture of t

country you are in and aware of the differences.

9eaders must ta4e advantage of these differences aidentify commonalities in order to build cohesiveteams.

'. 8hysicala. Health itness B )verything you do to maintain go

health. Healthy soldiers erform better under stressand leaders must be healthy in order to lead soldier

in the most stressful times.b. 8hysical itness B 0et the standard. 9eaders must

maintain the highest level of hysical fitness since u


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readiness begins with hysical fitness. A unit that is

not fit will no endure the hardshis of combat,regardless of branch or 3ob.

c. Military 1earing B 9oo4 and act li4e a soldier. no

how to wear the uniform and wear it with ride. Meeheight@weight standards and always carry yourself asoldier.

C. -euired 04ills

#. &nterersonala. Communicate B Transmitting a message in a clear

concise manner so the intended receiver understandit. 1eing able to communicate verbally and in writing

b. 0uervise B Chec4 and rechec4, find the balance


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between over suervision and not suervising enoug

0uervision within the san of control.c. Counsel B The ability to outline a lan for the unit

the subordinate to reach an individual or unit goal.

/ltimately resulting in a lan of action or a road mafor imrovement.%. Concetual

a. Critical reasoning B 8roblem solving, understandisituations, finding causes and arriving at 3ustifiable

solutions.b. Creative thin4ing B Thin4ing outside the bo+, find

new solutions to old roblems or creative solutions tnew roblems.

c. -eflective thin4ing B Oen to feedbac4 from all


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sources, be able to listen and use the feedbac4. The

ability to ta4e information, assess it and aly it tobehavior to e+lain why things went well or wrong.

d. )thical reasoning B Define the roblem, 4now the

relevant results, develo and evaluate courses ofaction, and choose the course of action that bestreresents the Army values.

'. Technicala. now euiment B now your euiment and how

to oerate it. /nderstand the concets behind theeuiment and how its used.

b. Oerate euiment B 0et the e+amle and learn toerate the euiment you and your soldiers are

resonsible for.


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;. Tactical

a. now doctrine B /nderstand the art and science odoctrine.

b. ield craft B now and ass on the s4ills reuired

sustain in the field.c. Tactical s4ills and training B 1e the rimary trainefor individuals and teams. )+ercise this by using the

san of control and train as you fight.

D. Actions!#. &nfluencing

a. Communicate B Ma4e your subordinates understayou by using a variety of means. The resonsibility

rests with the leader to ma4e subordinates


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understand.

b. Decide B /se of the roblem solving stes. &dentiroblems, identify facts@assumtions, generate

alternatives, analyFe and comare alternatives,

decide, e+ecute then evaluate@assess results.c. Motivate B Give subordinates the will to accomlisthe mission by roviding direction and urose.

)mower subordinates and use ositive reinforcemeas situation dictates.

%. &mrovinga. Develo eole B The ability to train and reare

subordinates to assume ositions of greaterresonsibility.

b. 1uild teams B Training small teams is the


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cornerstone of the Army team. Getting eole to wo

together, e+ecute thoroughly and uic4ly, thrive onchallenges and learn from e+erience is how we bui

teams.

c. 9earn from e+erience B 9oo4 at situations ande+eriences and learn from them, do not ma4e thesame mista4e twice. Teams are learning organiFatio

and leaders are the teachers that enable the team tlearn.

'. Oeratinga. 8lanning B A lan is a roosal on how to e+ecute

mission or directive. 1e able to lan for both secifieand imlied missions. /se reverse lanning, starting

with the desired end state and wor4 towards the tim


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now.

b. 8rearation B (hen leaders lan subordinatesreare. 9eaders give their soldiers the time to

reare with good use of warning orders and

information udates. Must use rehearsals to allow fothis to haen.c. )+ecuting B The act of accomlishing the mission

standard and on time, including the ability to changwith changing situations and adat to these changes

d. Assessing B The ability to see through the battlefclutter and get a true read on what went right and

wrong, and most imortantly how to correctwea4nesses.


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The $$th %nfantry Regiment Crest

The shield is blue, the &nfantry color and carries the

castle from the (ar with 0ain in # and 0antana

arrow for the regiments camaign against theComanche2s, Cheyennes and iowa2s in #>;. Thecrossed 4amilan and bolo reresent engagements

against the Moros of Mindanao and the iliinos of t6isayas during the (ar with 0ain in #. The cros

of the ancient 9ords of Dun commemorates thecrossing of the Meuse -iver near Dun during ((& a

the embattled artition reresents the siege ofChattanooga in #='.


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The History of the $$th %nfantry Regiment

8resident Abraham 9incoln constituted the ##th

&nfantry on ' May #=#. &t fought in such battles as

0hiloh, Chic4amaugua, Murfreesboro, the 1attle ofAtlanta and the march through Georgia. 1etween #and #%I, JThe (andering ##thJ made % changes

station, including seven years of foreign service. ro#I; to ##', the regiment was stationed in the we

serving in the nearly destroyed city of 0an ranciscofollowing the earthua4e of #I= and guarding the

border in the southwest during the trouble with 8an6illa and his outlaw army. &n Aril ##, the regime

sailed for rance and later 3oined the


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regiment too4 art in the 6osges Mountains, 0t. Mih

and Meuse:Argonne offensives, orchestrating a brillicrossing of the Meuse -iver. The ##th &nfantry

returned to )uroe, landing at *ormandy in Euly #;

and fighting its way across rance as art of 8attonfamed Third Army. During the 1attle of the 1ulge, th-egiment conducted a night river assault across the

-hine -iver, giving General 8atton a divisionbridgehead over the -hine two days ahead of Marsh

Montgomerys famous crossing. The -egimentreturned to the /nited 0tates and underwent severa

changes from #


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at ort Carson, Colorado. &n Euly #=, the ##th

&nfantry deloyed for action in 6ietnam and oeratein Cam 9o, Dong Ha, and Kuang Tri he 0ahn. The

-egiment returned to ort Carson in August #>% as

art of the ;th &nfantry Division, where it stayed unEanuary #; when it was deactivated. On #; Augus#>, student battalions of the 0chool 1rigade at o

1enning were redesigned as #st, %nd and 'rd1attalions, ##th &nfantry. On ebruary ##, the

0chool 1rigade was redesigned as the ##th &nfantry-egiment.

Lor more history of OC0 6isit the OC0 History

(ebsite at www.ocshistory.com

Th T L di & d
http://www.ocshistory.com/http://www.ocshistory.com/


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The Troo# Leading &rocedures

# -eceive the mission! Get the orders for what the

unit is to do.

% &ssue the (arning Order! Alert subordinates so tcan begin to reare for the mission.' Ma4e a tentative lan! Decide on a general Jball

ar4J lan.; &nitiate *ecessary Movement! 0tart troos towar

the location where the action is to ta4e lace.


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= Comlete the 8lan! Ad3ust the tentative lan to fi

in the secific details of the mission.> &ssue the Comlete Order! )+lain the lan to

subordinates and chec4 for understanding.

0uervise! Continuously chec4s on the action ta4lace and ma4e necessary ad3ustments.

Th ' ti t f th Sit ti


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The 'stimate of the Situation

Detailed mission analysis ?ste #.

0ituation and courses of action ?ste %.

AnalyFe courses of action wargame ?ste '.Comare courses of action ?ste ;Decision ?ste


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The (ive &aragra#h O#eration Order

TA0 O-GA*&AT&O*

#. 0&T/AT&O*

a. )nemy orces.b. riendly orces.c. Attachments and Detachments.

%. M&00&O*'. )N)C/T&O*

a. Concet of Oeration#. Maneuver

%. ires'. Counter Air Oerations

;. &ntelligence

< )lectronic (arfare


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. &nclude additional subaragrahs as reuired

b. Tas4s to Maneuver /nits

c. Tas4s to Combat 0uort /nitsd. Coordination &nstructions;. 0)-6&C) 0/88O-T


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Schofield)s Definition of Disci#line


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Schofield s Definition of Disci#line

The disciline which ma4es the soldiers of a free

country reliable in battle is not to be gained by hars

or tyranical treatment. On the contrary, suchtreatment is far more li4ely to destroy then to ma4ean Army. &t is ossible to imart instruction and to g

commands in such a manner and such a tone of voias to insire in the soldier no feeling, but an intense

desire to obey, while the oosite manner and tone voice cannot fail to e+cite strong resentment and a

desire to disobey. The one mode or the other ofdealing with subordinates srings from a

corresonding sirit in the breast of the commander

He who feels the resect which is due to others can


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He who feels the resect which is due to others can

fail to insire in them regard for himself while he whfeels and hence manifest disresect towards others,

esecially his inferiors, cannot fail to insire in them

hatred for himself.

MG Eohn M. 0chofield

Soldier)s Creed


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Soldier s Creed

& am an American 0oldier.

& am a warrior and member of a team. & serve the

eole of the /nited 0tates and live the Army 6alue& will always lace the mission first.& will never accet defeat.

& will never uit.& will never leave a fallen comrade.

& am discilined, hysically and mentally tough,trained and roficient in my warrior tas4s and drills.

always maintain my arms, my euiment, and myse& am an e+ert and & am a rofessional.

& stand ready to deloy engage and destroy the


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& stand ready to deloy, engage, and destroy the

enemies of the /nited 0tates of America in closecombat.

& am a guardian of freedom and the American way o

life.& am an American 0oldier.


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&roffer o '-cuses .!rmy Officer)s uide/


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&roffer o '-cuses .!rmy Officer s uide/

*ever volunteer e+cuses or e+lain a shortcoming

unless an e+lanation is reuired. The Army demand

results. More damage than good is done by rofferinunsought e+cuses.

History of OCS


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History of OCS

The idea for the modern Officer Candidate 0chool fo

&nfantry was conceived in Eune #',when a lan fo

an officer:training rogram was submitted to the Chof &nfantry by 1rigadier General 9. 0ingleton,Commandant of the &nfantry 0chool, ort 1enning,

Georgia. *o action was ta4en until Euly #;I, when1rigadier General Courtney Hodges, Assistant

Commandant of the &nfantry 0chool, submitted arevised lan. The new rogram went into effect in Eu

#;#, as the &nfantry, ield Artillery, and CoastalArtillery Officer Candidate 0chools. Other branches

later followed with their own Officers Candidate

0chools. On 0etember %>, #;#, the first &nfantry


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, , y

OC0 class graduated #># second lieutenants out of %I; men who started the #>:wee4 course.

The man credited with establishing the format,disciline, and code of honor still used in OC0 todaywas General Omar 1radley, then Commandant of th

&nfantry 0chool. As the Commandant of the &nfantry0chool, General 1radley emhasiFed rigorous trainin

strict disciline and efficient organiFation. These tenremain the base values of todays Officer Candidate

0chool.

1etween Euly #;# and May #;>, over #II,III

candidates were enrolled in ;; &nfantry OC0 classe


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y

of these aro+imately => ercent werecommissioned. After (orld (ar &&, &nfantry OC0 wa

transferred to ort -iley, ansas, as art of the Grou

General 0chool. All other Officer Candidate 0choolswere discontinued.

On *ovember #, #;>, the &nfantry OC0 rogram wdiscontinued. The final class graduated only


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had been reduced to two rograms! &nfantry and ie


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g y

Artillery. During the height of the 6ietnam Conflict,&nfantry OC0 was one of five rograms and roduce

>,III officers annually from five battalions at ort

1enning. Towards the end of the conflict OC0 wasreduced to two rograms, &nfantry and emale OC0&nfantry OC0 was reduced to two battalions and

resently maintains one battalion.

&n Aril #>', a 1ranch &mmaterial Officer Candidat0chool was created to relace branch secific course

and the length of the course was reduced to #; weeOC0 for female officer candidates remained at ort

McClellan, Alabama until December #>=, when it

merged with the branch immaterial OC0 rogram at


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ort 1enning, Georgia.

Todays officer candidates enter the school from

throughout the force. OC0 continues to rovidecommissioned officer to the total force for all si+teenbasic branches of the Army.

On Eune #%, # to further integrate the Army, the

Army *ational Guard OC0 8hase &&& candidates begatraining alongside their active duty counterarts at

ort 1enning. Officer Candidates from the *ationalGuard and Army -eserve conduct the final hase of

training before commissioning during their two:wee

annual training eriod. Over =


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trained for the Army in the first year, with similarnumbers being trained in subseuent years.

The mission of OC0 remains" to train selectedersonnel in the fundamentals of leadershi" basicmilitary s4ills" instill rofessional ethics" evaluate

leadershi otential" and commission those whoualify as second lieutenants in all si+teen basic

branches of the Army.

ocs required knowledge

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