The West Indies Yacht Club Resort: When Cultures Collide
EQUAL OPPORTUNITY FOR SOLDIERS Paulette Mills Sherry Hoying Organizational Behavior 18 June 2003 EQUAL OPPORTUNITY FOR SOLDIERS Introduction: I. The Army’s Equal Opportunity Program and Policy A. The Army Equal Opportunity Program 1. When and why the program was founded 2. Changes to the Equal Opportunity Program B. The Main objective of the Equal Opportunity Program 1. The America’s Army 2. Commanders, Leaders, and Soldiers 3. Sexual Harassment C. Consideration of Others 1. Methodology 2. What is Consideration of Others? D. Equal Opportunity Complaint Procedures 1. Time Limit for Complaints 2. Other Agencies F. Religious Accommodation G. Summary Conclusion: The equal opportunity (EO) program formulates directs and sustains a comprehensive effort to maximize human potential and to ensue fain treatment for all based solely on merit, fitness, and capability, which supports readiness. This philosophy is based on fairness, justice, and equality. EO is a responsibility of leadership and a function of command. Specifically, the goals of this program are to: (1) provide EO with military personnel, civilians and family members both on and off post and within the limits of the laws of localities, states, and host nations. (2) Create and sustain effective units be eliminating discriminatory behaviors of practices that undermine team work, mutual respect, loyalty and shared sacrifice of men and women of America’s Army. EQUAL OPPORTUNITY FOR SOLDIERS The Army’s equal opportunity program was born response to violent confrontations that erupted between racial and ethnic groups at posts and installations in the continental United States (COUS) and at overseas location in 1969 and 1970. Many believed that these violent eruptions were in response to earlier race riots that had taken place in almost every major city across the country. After numerous reports, task force studies, and soldiers’ surveys, the one issue that permeated all findings was the actual or perceived issue of discrimination. Soldier’s morale was at an all time low, and a significant failure of communication existed across racial lines. These issues seriously jeopardized mission affective ness and adversely undermined the Army’s combat readiness. The earliest attempt to institutionalize equal opportunity in the Army probably began with President Truman’s executive order to desegregate the services in 1948. However, the 22 years that follower saw no significant, deliberate, well-conceived plan or program to check systemic discrimination and other forms of unequal treatment. Since 1970, the Army has been engaged in a long-range program designed to ensure and improve combat readiness through an effective equal opportunity program. Today, many changes have occurred moving the Army’s equal opportunity (EO) program from a strictly educational and training initiative to a multifaceted management program with clear goals and objectives. Today’s Army EO program addresses not only the long-term and sometimes inherent problems of discrimination but, also attempts to clarify and provide guidance to commanders on other issues related to religious accommodations, affirmative actions, unit cohesion team building and fair treatment. These issues are in integral part of Army leadership and are nurtured and developed through a professional military education system. Ultimately, what commanders and subordinate leaders do today will determine the Army’s continued success for years to follow. Today’s commanders have a better historical perspective in the potential price that is paid when issues of discrimination and unfair treatment are not swiftly addressed and dealt with. The America’s Army America’s Army serves as the nation’s leader in equal opportunity. This success comes from total commitment to the ideals upon which our country was founded. Leaders must continue their strong leadership in this area to ensue equal opportunity for all. To accomplish this, we the Army’s senior leadership reaffirm our commitment to these principles and will work to ensure the equal opportunity and freedom from sexual harassment are standard in America’s Army. People are the cornerstone of readiness. Sophisticated weapon systems and modern technology are of little value without a dedicated, trained team of professional soldiers and civilians. They must know they will be treated fairly and with dignity and respect in all aspects of performing the mission. They have a right to expect form their leadership an environment in which their efforts can be fully directed towards mission accomplishment and not detracted by unequal treatment. Leaders are expected to enforce Army standards. Commanders, Leaders and Soldiers Soldiers, family members and civilian co-workers are protected under the EO program.