with leaders of professional training groups
Topic: Organization procedure
professional and official
training of permanent staff
academy.
Lesson leader:
Head of the 102nd department, Colonel Paukov A.B.
1. General requirements for the organization of professional and job training
2Organization of combat training –purposeful
activity
commanders (chiefs) and bodies
management (headquarters), aimed at
construction
process
training
subordinate troops and their bodies
management, as well as training
combat training activities.
3Organization of professional and official
training includes:
making a decision on combat training in training
year;
planning
professional and official
preparation;
coordination
developed
documents
And
submitting them for approval;
staging
(clarification)
tasks
And
finishing
necessary planning documents (or extracts from
them) to subordinates;
control
organization and progress of professional and official
preparation,
grade
her
results,
dissemination of best practices in troop training;
security
professional and official
preparation;
management
professional and official
preparation.
4Planning
professional and official
preparation
on
new
training
year
(period
training)
must
be
completed
V
month,
previous
the beginning
educational
of the year
(period
training), until the 25th.
Planning
professional and official
preparation for the next month in structural
Academy units must be completed before 29
dates (for March - until February 27).
Schedule
classes
By
professional training with officers is compiled
for a month by the head of the training group and approved
immediate superior.
5Plan
personal
preparation
on
half year
is being developed
personally
everyone
officer
And
approved by the immediate superior.
Shape
professional and official
preparation
officers
is
performance
individual task.
Subjects
individual
tasks
is being developed
For
everyone
officer
his
immediate supervisor for the period of training.
The content of an individual task can
be: writing an essay, developing a report,
preparing a lecture for classes in the PDP system, etc.
6I APPROVED
Deputy Head of the Academy
Colonel
S. Chistyakov
"_____" September 2015
PLAN
personal training of Colonel A.B. Paukov
for the winter period of study 2015/2016 academic year
Subject of study, topics studied (questions) to complete tasks
preparation
Term
execution
Mark
direct
boss about quality
execution
I.Improving professional training
Tactical training
Topic No. 1: "
»
Topic No. 2: "
»
Special training
Topic No. 1
December
January
II. Preparing for upcoming classes
1. Preparation for IMZ with officers on the topic: “
2. Preparation for IMZ with sergeants on the topic: “
3. Preparing for a demonstration lesson
»
»
February
March
April
III. Further development of job and special responsibilities
IV. Improving methodological skills and preparing for the upcoming lesson (event)
1. Development of methodological recommendations
2. Development of reference plans and outlines
7Accounting
results
professional and official
preparation - there is a reflection of quantitative and qualitative
indicators of implementation of training plans for units and levels
training
subordinates.
Accounting
includes
V
myself
collection,
systematization,
storage,
update
And
analysis
data,
revealing the degree of preparation personnel and divisions.
Accounting is divided into operational and periodic.
Operational accounting consists of daily recording and
processing
results
execution
plans
professional training and mastering the personal training program
composition.
Periodic accounting consists of summarizing the results
operational accounting with subsequent analysis and conclusions for
specified period of time during the academic year (week, month,
quarter, half year, year).
Responsibility
behind
conducting
documents
accounting
By
professional training - for group leader
8Summing up
results
professional and official
training aims to solve the following problems:
analysis
completeness
And
quality
execution
plans
professional and job training during the period of study,
academic year;
definition
actually
achieved
level
military professional preparedness of personnel.
Summing up
results
professional and official
preparation should include:
collection, processing and analysis of information about the status and
performance results of subordinates;
development of materials and documents for summing up
professional and job training per month, period
training, academic year;
organization
summing up
results
professional training.
9Main
V
activities
boss
units during preparation and conduct
summing up professional and official
preparation is:
analysis of the positive and disadvantages of problem solving
identifying tasks that are not fully completed,
poor quality
And
reasons
reduced
results
completing each task;
objective
grade
achieved
level
professional and job training;
objective assessment of the state of departments according to
private areas of daily activities,
directly affecting the condition and level of their
professional and job training.
102. ORGANIZATION OF CLASSES ON
PROFESSIONAL OFFICE
PREPARATION
11Classes - a generalized name for forms
training of military personnel (except
exercises,
competitions
(competitions),
independent
preparation).
Main
the content of the classes is the transfer
the information manager of the trainee, her
assimilation,
A
Also
education
techniques
actions.
12When preparing a lesson, the leader must:
understand the task, purpose, form (method) of the lesson, its
topic and time;
assess the situation (tasks facing students,
composition of trainees and their level of training, duration
classes, time of year, weather conditions, location,
possibilities of educational and material base, consumption rates
resource of weapons, military and special equipment,
technical means training, ammunition, simulation
funds, etc.);
develop and make a decision on the preparation and conduct
classes
(define
educational
goals,
idea
classes,
organization of its implementation and support, measures for
preventing death and injury to personnel;
questions on which to organize a competition during the lesson
between students);
13develop educational and methodological documents for conducting
lessons - lesson plan or outline;
personally prepare for the lesson, organize
training of your assistants (instructors) and trainees;
prepare (select) a venue or area, taking into account
plan
carrying out
classes,
define
necessary
safety requirements;
prepare material support for the lesson, visual
manuals, technical training aids, necessary equipment And
weapons;
approve the lesson plan (outline) for the lesson
immediate superior;
if necessary, prepare and hand over the task to the trainees
(initial situation) for their preliminary preparation;
On the eve of the lesson, check with your assistant your readiness
personnel and equipment, technical training aids,
educational and material base for the lesson;
report (at the time established by the senior superior) on
readiness for the lesson.
14Plans (plan - notes) for the first week
classes of the new academic year (study period)
(when conducting classes on professional readiness - for the first two weeks)
approved no later than three days before
beginning of the year (study period).
In preparation for training camps, plans
(plan - notes) of classes are approved a week in advance
before the start of collection.
15During the lesson, the leader is obliged to:
ensure the active work of all trainees in
mastering the content of practiced training
questions,
production
necessary
skills
And
skills;
strictly
monitor compliance with requirements
safety defined by statutes, courses,
relevant instructions and guidelines, and
also classes established by the leader;
organize
monitoring students' learning
educational material and, in accordance with the results
control, adjust the course of the lesson.
16Immediately before the start of class
the manager must:
check the availability of personnel, readiness of equipment
and educational and material base, equipment of personnel
and its appearance;
make sure
in the performance of tasks by students
preparation for class;
define
organizational
And
technical
measures to ensure safety and appearance
personnel briefing;
define
procedure for monitoring their
execution,
actions
V
possible
emergency
situations, first aid;
personally verify the creation and provision of safe
conditions for conducting the lesson, students’ assimilation
safety requirements and their possession of sufficient
practical skills in their implementation.
Glukhov E.A., Lieutenant Colonel of Justice, Candidate of Legal Sciences, teacher of the SPVI VV of the Ministry of Internal Affairs of Russia.
Law in the Armed Forces. 2014 No. 11.
Any purposeful activity must have a specific result as a goal. The activities of the state in building a military organization are aimed at achieving the goal of military security, which is defined as a state of protection of the vital interests of the individual, society and the state from external and internal military threats associated with the use of military force or the threat of its use, characterized by the absence of a military threat or the ability resist her. It is for the purpose of organizing this state of security of vital interests and preventing military threats that the structure, composition and number of components of a military organization are built. It is understood that military formations must, according to their combat capabilities, prevent military threats or protect against them in the relevant directions and areas of military operations. Consequently, their staffing, structure, weapons - all this is planned depending on the combat missions assigned to the military formation. This means that, for example, there is no tank company on staff and there should not be a navigator position or an acoustician position.
The organizational structure of military units is created on the basis of dividing all tasks into a series of clearly defined job responsibilities and functions. Each position is assigned responsibility for performing a specific task and is provided with the necessary management tools. In the governing documents, the responsibilities of officials are defined in such a way that they are all parts of the overall task of a military organization: technical specialists ensure readiness for the use of weapons, staff officers plan and implement combat and mobilization tasks, training officers are called upon to support high level moral and psychological state of personnel, etc. For example, in the Charter of the Internal Service of the RF Armed Forces, the issues of ensuring combat readiness are given first place for each official. At the same time, specialization and specification of responsibilities for positions leads to more effective ways fulfillment of each part of the overall mission of the military organization.
Therefore, one should agree with the opinion of a number of scientists that a military position determines the nature of the performance of official duties in the implementation by a military personnel of the tasks and functions of the state in the field of defense and security, duties and rights, responsibility, as well as the basic requirements for his professional training.
The activities of a serviceman are subordinated to the achievement of a specific goal and are determined by his belonging to the Armed Forces of the Russian Federation. Each serviceman is a member of that large group of people, which is united under the concept of “Armed Forces”, and, therefore, his entire service should be aimed at ensuring those functions and tasks for which they are created.
In accordance with Part 2 of Art. 10 of the Federal Law “On Defense” The Armed Forces are intended to repel aggression directed against the Russian Federation, to armedly defend the integrity and inviolability of the territory, as well as to carry out tasks in accordance with international treaties. In accordance with Art. 16 of the Charter of the Internal Service of the Armed Forces of the Russian Federation, the protection of state sovereignty and territorial integrity of the Russian Federation, ensuring the security of the state, repelling an armed attack, as well as performing tasks in accordance with the international obligations of the Russian Federation constitute the essence of the military duty of a serviceman.
As you can see, the essence of a serviceman’s military duty is derived from the functions of a military organization to protect the Fatherland. Therefore, all types of military activity of a serviceman must, first of all, contribute to maintaining a high level of combat readiness and combat capability of the military formation in which he is serving. Based on this, one of the basic principles of organizing combat training is to teach troops what is necessary in war. All military activities have the goal of preparing every soldier, unit and unit for conducting real combat operations. A serviceman must know his combat mission in war time, his duties in the position that he will occupy in wartime, and in peacetime prepare for their implementation.
Combat training is the main type of training of formations and military units of the Armed Forces, is carried out both in peacetime and in wartime and constitutes the main content of the activities of commanders (commanders, chiefs) and troops (forces) in peacetime. Each branch of the Armed Forces and branch of the armed forces, troops not included in the branches and branches of the armed forces, have their own characteristics of organizing and conducting combat training activities. Their specific content is formed in the relevant governing documents, including combat manuals. Through combat training, a high level of combat readiness and combat capability of subunits, military units, formations and their command and control bodies is achieved, and the required level of professional training of military personnel is ensured.
It is important to note that there are a number of features in military activity depending on the type, branch of the military or service in which military personnel serve, and most importantly, depending on the position held. One serviceman, according to his combat mission, must hold the defense line with a machine gun together with his unit, someone must shoot down enemy planes, someone must launch missiles from the depths of the sea, etc. Accordingly, different categories Military personnel have different responsibilities and must have different combat training programs. You need to learn what will be useful in war, and not everything in a row.
However, in peacetime the army begins to engage in activities that have little effect on the performance of combat missions or even distract from their implementation. I will reveal an open secret by telling you about the usual events for the army that occupy a large number of service time of military personnel, but they are unlikely to increase the combat readiness of a military formation and have little connection with those tasks that are defined as basic for military organizations by federal legislation. This includes thorough cleaning of the territory, giving all the snowdrifts on the territory a part of a rectangular shape, and military service by athletes in sports units, who see their military uniform several times during their entire service and do not participate in combat training activities, spending all their time in sports activities , etc.
Over more than 20 years of military service, the author has never been able to understand how grandiose parades increase the combat readiness of troops. Entire months of time are spent preparing for them, while for the sake of drill training, military personnel stop engaging in other subjects of combat training, servicing weapons and equipment, leave their permanent deployment points and conduct drill drills in any weather. Naturally, the combat readiness of regular units is disrupted. How, for example, can weapons and military equipment be kept in constant readiness for use (the obligation is provided for in Article 16 of the RF Armed Forces), if most of the units to which these weapons and equipment are assigned have left for a tent city in the Moscow region to prepare for the parade?
This is how it describes more than month-long training to the parade of the Kostroma Airborne Regiment in the Moscow region, Lieutenant General Lebed A.I.:
“Teaching a line of 22 people to walk beautifully and harmoniously is a task of increased complexity, especially at the beginning, when the lines wriggle like snakes; the barrels of the machine guns, despite all the explanations, stick out in different sides; the left flank relative to the right flank moves up to 2.5 meters in one direction or another, forward or backward. And everyone needs to be given a chin, toe, trunk, elbow. Achieve uniformity and monolithicity, send out two, three, then five and finally ten ranks.”
After passing through the solemn march, the general describes his memories as follows:
“From the turn to the command “at ease” - 32 seconds. There was a feeling of some wild discrepancy between the enormity of the work done, the funds spent, the number of people involved, the hassle of this half a minute. I shook off this feeling as an obsession and hurried to the regiment.”
From a military-political point of view, holding a military parade with the participation of several thousand military personnel and law enforcement officers does not have the effect of increasing combat readiness. Currently, military units and subunits do not use squares, cohorts and boxes to move on the battlefield, marching pace and evenness in the ranks are not required in modern wars, so long-term training of parade crews will not be useful to them during military operations. The parade is more of a solemn and pompous show that has a patriotic and educational effect.
Next, we should focus on conducting drill reviews, with which, as a rule, any inspection of a military unit begins. The one who served in the formations and military units certainly imagines this process: checks appearance by unit and on the scale of a military unit, subjective determination by commanders of which serviceman’s hairstyle is neat and short and which is not, checking the completeness of duffel bags and commander’s bags, determining in what order colored pencils should be placed in it, and training for ceremonial marching , and then - walkthroughs with a song... Moreover, great emphasis is placed on this element of inspection of the military unit and a lot of time is spent on preparing for the drill review; disciplinary action for non-uniform tags and for chevrons sewn several millimeters below or above the required distance, etc. However, for some reason neither inspectors nor commanders take into account that the document regulating the procedure for conducting drill inspections - the Drill Regulations of the Armed Forces of the Russian Federation - was approved by order of the Minister of Defense of the Russian Federation and applies only to military personnel of this military department, but is used in all other military departments; that duffel bags are not required according to the allowance standards for military personnel performing military service under a contract, but at all inspections they are required to have them and not just to have them, but to have them fully equipped; that a serviceman should not be able to sing well and have an ear for music, but a grade is given for passing the unit with a song, etc. This state of affairs is more reminiscent of drill and formalism than training in the interests of increasing combat readiness; it does not reflect real assessment serviceman precisely as a defender of the Fatherland.
According to the authors, the criteria for grading individual training of military personnel have long been inconsistent with the level of ability of this serviceman to perform the function for combat purposes, for which, in fact, he exists. Let us explain what we are talking about using the example of an assessment of an officer-teacher of humanities at a military university. Below are some examples of defects in assessing the single training of such an officer.
According to the provisions of the order of the Russian Ministry of Defense dated May 30, 2000 No. 277, permanent officers of the university are checked in the following disciplines: tactical training, military special training, fire training, methodological training, general military regulations of the RF Armed Forces, public and state training, drill training, physical Preparation. Let us recall that the job descriptions of teachers do not include items on commanding military teams, planning and directing combat operations, organizing military operations, etc. The positions of officer-teachers do not relate to command positions and, according to their purpose, teachers are required to engage in educational, scientific and methodological training.
However, during all inspections of individual training of officers at a military university, teaching officers pass standards for tactical, military special, fire, and physical training based on the same criteria as the commanders of units of a military educational institution. The question arises: should a teacher of humanities know the tactics of defensive combat no worse than a regiment commander? Or show and teach units by example correct execution shooting from various types of weapons, performing physical exercises?
No, of course, any serviceman must, if necessary, be able to shoot from standard weapons, know the requirements of general military regulations in relation to his activities, and be fit for military service for health reasons. But why are the evaluation criteria and requirements for passing standards in training subjects the same for different officers holding different positions?
It never occurs to anyone that a regiment commander should be able to personally do a simple medical operation to remove appendicitis, but here's the boss medical service must have a great understanding of tactics, because he must pass tactical training tests. In this regard, I would like to cite the example of officers of the military prosecutor's office and military investigative bodies who do not take tests in tactics or driving combat vehicles, but perform exactly the function for which their military positions were created.
As for physical training, which is now so popular in the army, I will note the following. As stated in paragraph 4 of the Manual on physical training in the internal troops of the Ministry of Internal Affairs of Russia, the main goal of physical training in the internal troops is to ensure the necessary level of physical fitness of military personnel to perform service, combat and other tasks in accordance with their purpose. But what is surprising here is the same standards for passing physical training for a cadet company commander and an officer-teacher, if these officers are in the same age group. And if the first one must periodically be present, and even carry out morning physical exercises, mass sports work, showing by example how to do the exercises, then there is no need for the officer-teacher to teach the fulfillment of physical standards to military personnel (with the exception of teachers of the department of physical training and sports).
The existence of sports companies in the Armed Forces of the Russian Federation, military personnel who spend their entire service at sports training camps and competitions, also raises questions. As assistant commander of the formation legal work, the author came across a case where two military athletes did not appear for years at the military unit in which they were enrolled, but their entire absence was officially confirmed by telegrams from higher command with demands to send them to training camps in the Moscow region. Perhaps these athletes are doing a good job, winning medals and sports titles, but why are they called military personnel, receiving military ranks and support from the military department? What is their contribution specifically to strengthening combat readiness and protecting the Fatherland?
Further about public and state preparation. The topic of social and state training is repeated from year to year, it does not particularly broaden one’s horizons, but when checking, it is required to present a handwritten note (for some reason, the inspectors like the notes written by hand, and not printed, so they see that the person personally wrote down and thought about topic of the lesson) notes with topics about glorious battles Russian army. Of course, it won’t be any worse for anyone if an officer can show off this kind of knowledge, but why waste time writing this information in a notebook and presenting it to the inspector, especially if the officer himself is a candidate of historical sciences? But it is necessary, the requirements for all officers are the same.
All information that comes to us from outside can be divided into that which we need in army life from the point of view of the individual specific tasks facing us, and that which we can easily do without. Accumulating knowledge for the sake of knowledge itself without pursuing any practical goals is an activity that only distracts from the performance of functional duties.
So, in fact, only one of the subjects submitted for testing the individual training of military personnel, especially officers - special training - reflects their knowledge and ability to perform official duties. But not much time is allocated to studying special training in combat training programs for officers. The rest of the subjects (fire, combat, physical social and state training, general military regulations, RCBZ) are more indicative of the serviceman’s ability to perform general duties, which, of course, are also important, but do not reflect the specifics of the serviceman’s combat mission and his ability to perform specific tasks in that military the position he holds.
It should be noted here that according to Art. 6 of the Federal Law “On the System civil service Russian Federation" military service represents the professional service activity of citizens in military positions or non-military positions in cases and under the conditions provided for by federal laws and (or) regulatory legal acts of the President of the Russian Federation. The main thing in the above wording of the law is that military service is defined as a professional activity. As noted in the legal literature, professional activity presupposes that a person has the appropriate vocational education and corresponding specialization, determining the person’s competence in the relevant field or issue.
All of the above examples indicate the bureaucratization of the military organization, where a significant discrepancy has arisen between its goals laid down in legislation and the reality of its functioning. The bureaucratization of a military organization is one of the typical manifestations of the substitution of the goals of its creation for the goals that arose from the leadership of the organization, due to which the military organization begins to work for itself, ignoring the tasks for which it was created. Management in such conditions is essentially isolated from real life army, has little idea of the true state of affairs in it, and therefore is not able to develop the correct personnel policy and purposefully act in accordance with it, often creating, if not arbitrariness, then ineffective management.
So, for example, from the analysis of paragraph 7 of the Procedure for organizing and conducting certification of military personnel undergoing military service under a contract in the Armed Forces of the Russian Federation, and paragraph 12 of the Manual on physical training in the Armed Forces of the Russian Federation in their interrelation, it follows that a serviceman who has not passed the positive assessment of physical fitness, he may be early dismissed from military service if he fails to fulfill the terms of the contract for military service (subparagraph “c” of paragraph 2 of Article 51 of the Federal Law “On Military Duty and Military Service”). Of course, these orders do not unequivocally prescribe the dismissal of military personnel for poor physical fitness, but the direction of action is shown to commanders and certification commissions dependent on them, and in practice such dismissals occur. The author sees a double standard and an artificial exaggeration of one of the subjects of study (physical training) over other subjects of study, because Not a single other manual (neither on NBC protection, nor on fire training, etc.) recommends submitting military personnel who fail in these subjects to certification commissions with a view to their dismissal. But according to a message from the head of the department of physical training and sports of the Russian military department, Colonel Alexander Shchepelev, dated June 30, 2009, the Ministry of Defense intends to dismiss military personnel who do not pass physical training tests.
The author does not at all call for stopping physical training altogether and not taking tests in this subject. Indeed, with the approach shown above, in practice, poor students in physical training, those who work exemplarily in weapons and equipment, managers of departments, and who have a high level of knowledge in their position, are fired. In an era of reduction in the size of the Armed Forces of the Russian Federation and the difficult state of affairs with their housing provision, the dismissal of a serviceman without 20 years of military service under a negative article removed the issue of his housing provision from the military department and was beneficial to him.
I think that M.I. Kutuzov, given his disability and excess weight, would not have passed the physical training tests and would have been dismissed as not fitting into the new look of the Armed Forces. The level of physical fitness of a military personnel is not an end in itself, but a way to successfully complete a task, primarily derived from job responsibilities. By the way, Qualification requirements the professional knowledge and skills of military personnel necessary to perform duties in military positions do not contain requirements on the level of their physical fitness.
To summarize this article, I believe that there is a need to change the approach to organizing the daily activities of troops and to review and exclude those activities that do not lead to an increase in the combat readiness of units and subunits, and sometimes simply distract personnel from performing their functional duties (cleaning up territories, digging ditches, repairing premises, etc. In addition, it is necessary to normatively establish additional distinctions when assessing different categories of military personnel.It is unacceptable when the same requirements are presented to the platoon commander and to the senior officer of the General Staff of the RF Armed Forces in terms of the list of military training subjects for passing and evaluation criteria.
Bibliography:
Koryakin V.M., Kudashkin A.V., Fateev K.V. .
Lebed A.I. It's a shame for the country. Kirov: “Vyatka”, 1995.
Spektor A.A., Tumanov E.V. Scientific and practical commentary on Federal law dated May 27, 2003 No. 58-FZ “On the civil service system of the Russian Federation” (item-by-item). M.: YURKOMPANI, 2009.
Clause 6 of the Military Doctrine of the Russian Federation, approved by Decree of the President of the Russian Federation of February 5, 2010 No. 146.
Approved by Decree of the President of the Russian Federation of November 10, 2007 No. 1495 “On approval of general military regulations of the Armed Forces of the Russian Federation” // SZ RF. 2007 N 47 (part I) art. 5749.
Koryakin V.M., Kudashkin A.V., Fateev K.V. Military administrative law (military administration): textbook. M.: For the rights of military personnel, 2008.
Order of the Minister of Defense of the Russian Federation dated May 30, 2000 No. 277 (as amended on August 19, 2009) “On approval of the Instructions on the procedure for conducting inspections of military educational institutions of the Ministry of Defense of the Russian Federation” // The document was not published.
Approved and put into effect by order of the Ministry of Internal Affairs of Russia dated May 19, 2005 No. 395 // The document was not published.
In the Armed Forces, in accordance with the Manual on physical training, approved by order of the Russian Ministry of Defense dated April 21, 2009 No. 200, all military personnel except age groups divided into three more categories depending on the type or type of troops, without taking into account the specifics of the military position. In the internal troops of the Russian Ministry of Internal Affairs there is not even such a distinction.
The head of the department of physical training and sports of the military department, Colonel Oleg Botsman, spoke about the existence of four sports companies in the Armed Forces of the Russian Federation // http://ria.ru/interview/20130924/965468256.html.
RCBZ - radiation, chemical and biological protection.
Federal Law of May 27, 2003 No. 58-FZ (as amended on July 2, 2013) “On the public service system of the Russian Federation” // Ross. gas. 2003. May 31.
Spektor A.A., Tumanov E.V. Scientific and practical commentary on the Federal Law of May 27, 2003 No. 58-FZ “On the civil service system of the Russian Federation” (item-by-item). M.: YURKOMPANI, 2009.
Approved by Order of the Minister of Defense of the Russian Federation dated February 29, 2012 No. 444 “On the procedure for organizing and conducting certification of military personnel serving under contract in the Armed Forces of the Russian Federation” // Ros. gas. 2012. June 1.
Approved by order of the Minister of Defense of the Russian Federation dated April 21, 2009 No. 200 (as amended on July 31, 2013) // Ross. gas. 2009. July 10.
Federal Law of March 28, 1998 No. 53-FZ (as amended on July 21, 2014) “On military duty and military service” // SZ RF. 03/30/1998, No. 13, art. 1475.
You may not be a military pro, but you must be an athlete // Independent Military Review. 2009. July 3.
Approved and put into effect by order of the Minister of Defense of the Russian Federation dated August 6, 2012 No. 2195 “On measures to implement in the Armed Forces of the Russian Federation Resolution of the Government of the Russian Federation dated December 29, 2011 No. 1198” // Ros. gas. 2012. October 3.
personnel official replacement position
Professional service and physical training is carried out at the place of service of employees in order to improve their professional knowledge and skills necessary to perform job duties, including in conditions associated with possible application physical force, special means and firearms, and includes the following types:
1. Legal training.
2. Service training.
3. Fire training.
4. Physical training.
Organizational and methodological support for professional service and physical training, monitoring its condition is carried out by personnel departments together with legal (legal) and other departments in the areas of operational and service activities.
Professional service and physical training is organized and carried out in the bodies, organizations and divisions of the Ministry of Internal Affairs of Russia. Classes on professional service and physical training for managers (supervisors) can be conducted separately.
In legal training classes, the Constitution of the Russian Federation, generally recognized principles and norms are studied international law, related to the activities of internal affairs bodies, legislative and other regulatory legal acts of the Russian Federation, constituent entities of the Russian Federation in the field of internal affairs, regulatory legal acts of the Ministry of Internal Affairs of Russia in the relevant areas of operational and official activities.
Methodological support for legal training is carried out by the Contractual Legal Department of the Ministry of Internal Affairs of the Russian Federation, legal (legal) divisions of bodies, organizations and divisions of the Ministry of Internal Affairs of Russia.
In service training classes, issues related to the implementation of the legislation of the Russian Federation and other regulatory legal acts, personal safety measures for employees when performing operational and official tasks, as well as other issues related to the activities of internal affairs bodies, based on their practical application, are studied.
Methodological support for service training in the areas of operational and service activities is carried out by the relevant divisions of the central apparatus of the Ministry of Internal Affairs of Russia, the ministries of internal affairs in the republics, the main departments (directorates) of the Ministry of Internal Affairs of Russia in other constituent entities of the Russian Federation, the transport departments of the Ministry of Internal Affairs of Russia in federal districts, East Siberian, Transbaikal linear departments of the Ministry of Internal Affairs of Russia for transport.
During fire training classes, practical skills in handling firearms are formed and practiced, tactics for using weapons in the course of operational activities, safety measures when handling weapons, their material parts, and issues of preventing deaths and injuries of employees associated with inept handling are studied. with a firearm.
In physical training classes, motor qualities and skills necessary in everyday activities and in extreme situations, practical skills in personal safety and the use of combat techniques (including in personal armor, summer (winter) uniforms, against the background of physical and mental stress) in conditions as close as possible to real situations of forceful combat with actively resisting offenders using special means and service weapons.
The organization and conduct of classes, a list of control standards and exercises, assessment of the level of fire training and physical fitness of employees are determined by the instructions on the organization of fire and physical training in internal affairs bodies.
During classes in the system of professional service and physical training:
1. Professional knowledge and skills of employees are improved according to their special training to actions in conditions involving the use of physical force, special means and firearms.
2. Topography issues, including the use of navigation systems, are studied to the extent necessary to perform operational and service tasks, taking into account the specifics of the units; engineering training; providing first aid to victims of crime, administrative offenses and accidents, as well as persons who are in a helpless state or in a state dangerous to their life and health; the procedure for employees to act in direct preparation for transfer and transfer to work in wartime conditions in accordance with the topics developed by the Directorate for the Organization of Mobilization Training of the DGSK of the Ministry of Internal Affairs of Russia; and also training in civil defense is organized in accordance with the Regulations on the organization of training of the population in the field of civil defense.
During drill inspections during the transition to wearing summer (winter) uniforms, open citywide (garrison) parades of police outfits for the service of protecting public order, classes in the system of professional service and physical training, compliance with the rules of wearing the established uniform and items of equipment is checked , as well as practicing drill techniques.
Classes on professional service and physical training are conducted in the forms of a permanent seminar, lecture, practical lesson(training before joining the service, training, modeling situations of operational activities, training camp, methodological and demonstration classes).
Professional service and physical training of employees is organized weekly during official time (within the normal duration of official time). In departments of bodies, organizations and divisions of the Ministry of Internal Affairs of Russia, whose employees carry out shift duty, training in the system of professional service and physical training can be organized outside the normal duration of service time with the provision of appropriate compensation in the prescribed manner.
Employees arrive for professional service and physical training classes in casual uniforms, dressed according to the season (with the exception of employees of special technical events units and operational search units). The dress code is determined by the persons conducting the classes.
Classes in professional service and physical training begin in departments of bodies, organizations and divisions of the Ministry of Internal Affairs of Russia in February, and in educational institutions Ministry of Internal Affairs of Russia - simultaneously with the beginning of the school year. Classes in types of professional service and physical training continue throughout the year and can be conducted on a single day of classes.
To organize classes in professional service and physical training, the heads (chiefs) of the body, organization and division of the Ministry of Internal Affairs of Russia issue an order in which:
1. A brief analysis of the results of employee training in the past academic year, shortcomings in training, and ways to eliminate them are reflected.
2. Objectives for the new academic year are determined based on priority areas the fight against crime, the level of professional training of personnel and the operational situation in the region.
3. The days of the week (month) are established for classes in types of professional service and physical training according to the approximate calculation of hours for the academic year (for legal training - at least 30 hours, for service training - at least 30 hours, for fire training - at least 20 hours, for physical training - at least 100 hours), the number and composition of training groups, their leaders.
To organize and conduct classes in professional service and physical training, training groups are created taking into account the job categories and specialization of employees. Heads of training groups are appointed from among the heads (chiefs) of departments of bodies, organizations and divisions of the Ministry of Internal Affairs of Russia.
Professional service and physical training of managers (chiefs) of bodies, organizations and divisions of the Ministry of Internal Affairs of Russia is carried out, including at permanent seminars. Organizational and methodological support for the activities of permanent seminars is carried out in the central office of the Ministry of Internal Affairs of Russia - the DGSK of the Ministry of Internal Affairs of Russia, in other bodies, organizations and divisions of the Ministry of Internal Affairs of Russia - the corresponding personnel departments.
The head of the permanent seminar in the central office of the Ministry of Internal Affairs of Russia is determined by the Minister of Internal Affairs of the Russian Federation. In other bodies, organizations and divisions of the Ministry of Internal Affairs of Russia, permanent seminars are headed by heads (chiefs) of bodies, organizations and divisions of the Ministry of Internal Affairs of Russia.
Conducting professional service and physical training of the heads of line departments of the Ministry of Internal Affairs of Russia in transport, with the exception of the East Siberian and Transbaikal line departments of the Ministry of Internal Affairs of Russia in transport, and territorial bodies of the Ministry of Internal Affairs of Russia at the district level, is carried out, including at training camps in the Ministries of Internal Affairs for republics, main departments (directorates) of the Ministry of Internal Affairs of Russia for other constituent entities of the Russian Federation, transport departments of the Ministry of Internal Affairs of Russia for federal districts, East Siberian, Transbaikal linear departments of the Ministry of Internal Affairs of Russia for transport. Organizational and methodological support is provided by the chiefs of staff.
To study the most important topics, training sessions may be held for certain job categories of employees. Organizational and methodological support in the areas of operational and service activities is carried out by the relevant divisions of the territorial bodies of the Ministry of Internal Affairs of Russia at the district, interregional and regional levels.
An approximate list of topics on legal and service training in areas of operational activity is annually developed and sent to:
1. Subdivisions of the central apparatus of the Ministry of Internal Affairs of Russia to the bodies, organizations and divisions of the Ministry of Internal Affairs of Russia - until November 1, with simultaneous submission of topics and control tests on legal and service training to the DGSK of the Ministry of Internal Affairs of Russia.
2. Ministries of Internal Affairs for the republics, main departments (directorates) of the Ministry of Internal Affairs of Russia for other constituent entities of the Russian Federation, transport departments of the Ministry of Internal Affairs of Russia for federal districts, East Siberian, Transbaikal linear departments of the Ministry of Internal Affairs of Russia for transport to line departments of the Ministry of Internal Affairs of Russia for transport and territorial bodies of the Ministry of Internal Affairs of Russia at the district level - until December 1, after clarification and addition of the list of topics, taking into account the specifics of the performance of official duties by various official categories of employees, priority areas of combating crime in a particular region.
The heads of training groups, taking into account the recommended topics and the specifics of the operational and service tasks performed in a particular region, draw up a schedule of classes on professional service and physical training for the study group for the quarter (in educational institutions - for an academic semester) in accordance with Appendix No. 4. Schedule of classes on professional service and physical training is approved by the heads (chiefs) of bodies, organizations and divisions of the Ministry of Internal Affairs of Russia or their deputies responsible for the direction of the official activities of employees included in the training groups.
Heads (chiefs) of bodies, organizations and divisions of the Ministry of Internal Affairs of Russia, depending on the specifics of the performance of official duties of subordinate employees, as well as the complex of tasks to be solved and the level of preparedness of employees, have the right to redistribute study time between the studied issues of the topics of service training classes without compromising the quality of professional knowledge received by employees and skills.
When conducting classes, it is prohibited to use topics that do not correspond to the specifics of the operational and service activities of the unit.
Heads of training groups organize and provide education and training for employees, personally conduct classes on types of professional service and physical training, monitor attendance at classes, check the level of professional knowledge, skills and abilities of employees, maintain planning, accounting and reporting documentation on types of professional service and physical training. preparation.
Heads (chiefs) of bodies, organizations and divisions of the Ministry of Internal Affairs of Russia, their deputies responsible for the activities of the divisions, monitor the organization of employee training, participate in conducting classes, consider at least once every six months at operational meetings the issue of the state of professional service and physical training of personal composition in connection with the indicators of their operational and service activities, give an assessment to the head (chief) of a subordinate unit (training group) for the state of professional preparedness of personnel, take measures to develop the educational and material base, its equipment and equipment.
To conduct classes on professional service and physical training, depending on the specifics of the topic being studied in mandatory employees of appropriate qualifications are involved, including management and inspectors of higher divisions, teaching staff of educational institutions, specialists from law enforcement agencies, and other federal executive authorities.
Professional training units, and in their absence, personnel units, together with interested units of bodies, organizations and divisions of the Ministry of Internal Affairs of Russia, exercise control over the organization of training of employees in accordance with the areas of their operational and service activities, maintaining planning, accounting and reporting documentation on issues of professional service and physical training, take part in the established procedure and within their competence in inspections, control and targeted checks of the activities of bodies, organizations and divisions of the Ministry of Internal Affairs of Russia, as well as in organizing and conducting final classes to determine the level of professional preparedness of employees, participate in the work of commissions for issuing ( securing) firearms to personnel, including permanent carrying and storage.
The level of professional preparedness of employees is checked:
1. When training employees on training sessions during the academic year, during their survey (testing) at training and briefings before entering the service.
2. During inspections, control and targeted checks of the activities of bodies, organizations and divisions of the Ministry of Internal Affairs of Russia in the course of checking their staffing.
3. When conducting final classes to determine the level of professional preparedness of employees at the end of the academic year.
When inspecting, control and targeted checks of the activities of bodies, organizations and divisions of the Ministry of Internal Affairs of Russia during the verification of their staffing, the state of professional service and physical training of employees is mandatory. Legal and service training is assessed by representatives of departments of bodies, organizations and divisions of the Ministry of Internal Affairs of Russia in the relevant areas of operational and service activities.
Checking the level of professional preparedness of employees during inspections, control and targeted checks, and conducting final classes is a test of their professional suitability to act in conditions associated with the use of physical force, special means and firearms.
During an inspection (control check) on legal and service training in educational institutions of the Ministry of Internal Affairs of Russia, professional training centers, at least 50% of permanent employees, as well as at least 50% of cadets (listeners) of an educational institution of higher professional education of the Ministry of Internal Affairs of Russia with third to fifth years, at least 50% of students in training groups (platoons) completing training at the vocational training center under initial training programs. In other bodies, organizations and divisions of the Ministry of Internal Affairs of Russia, at least 30% of the list of employees is subject to testing.
The percentage of employees involved in testing for fire and physical training is determined by the instructions for organizing fire and physical training in internal affairs bodies.
During the control inspection, the professional service and physical training of employees is checked in the bodies, organizations and divisions of the Ministry of Internal Affairs of Russia that received unsatisfactory assessments during the inspection for professional service and physical training in general or for certain types.
Targeted inspections of the organization of professional service and physical training, the provision of practical and methodological assistance are carried out during the academic year in accordance with the work plans of bodies, organizations and divisions of the Ministry of Internal Affairs of Russia, as well as as necessary.
The academic year ends with final classes to determine the level of professional preparedness of employees with mandatory testing of professional knowledge, skills and abilities by type of professional service and physical training.
Final classes are held in the fourth quarter of each year (in educational institutions of the Ministry of Internal Affairs of Russia - at the end of the academic year) by commissions of bodies, organizations and divisions of the Ministry of Internal Affairs of Russia and are mandatory. 100% of employees who have completed initial training are subject to testing during final training.
Final classes for deputy heads of divisions of the central apparatus of the Ministry of Internal Affairs of Russia, heads (chiefs) of other bodies, organizations and divisions of the Ministry of Internal Affairs of Russia are organized and conducted by the DGSK of the Ministry of Internal Affairs of Russia during the period of the collegium of the Ministry of Internal Affairs of Russia to summarize the operational and official activities of internal affairs bodies for the year.
Commissions are created to determine the level of professional preparedness of employees.
Final classes to determine the level of professional preparedness of employees are a test of their professional suitability to act in conditions associated with the use of physical force, special means and firearms. The results of the final classes are taken into account when assigning qualification titles in accordance with the Instructions on the procedure for assigning qualification titles to employees of internal affairs bodies of the Russian Federation, approved by Order of the Ministry of Internal Affairs of Russia dated January 10, 2012 No. 1.
The level of professional knowledge, skills and abilities by type of professional service and physical training for each category of employees is determined:
1. For legal training - on control tests (at least twenty questions), including the provisions of the Constitution of the Russian Federation, legislative and other regulatory legal acts of the Russian Federation in the field of internal affairs, regulatory legal acts of the Ministry of Internal Affairs of Russia regulating their operational and official activities, a practical solution legal situations (tasks).
2. For job training - according to control tests (at least twenty questions) that determine the level of knowledge, skills and abilities necessary for the employee to perform official duties, including solving two or three introductory tasks. Taking into account the specifics of the operational and official activities of employees, introductory tasks include, among other things, practical issues on drawing up (filling out) formalized forms, the algorithm of actions at the scene of an incident, the use of special and forensic equipment in solving and investigating crimes.
3. On fire training - on control tests (at least twenty questions), including the legal basis for the use of weapons and ensuring the personal safety of an armed employee, shooting rules, material and tactical and technical characteristics of firearms, ammunition (hand fragmentation grenades), safety measures when handling them, delays in firing and ways to eliminate them, as well as the practical implementation of one of the standards for fire training and control exercises.
4. In terms of physical fitness - according to the level of proficiency in combat techniques, as well as the results of meeting control standards.
Legal training testing is a test of knowledge of the Constitution of the Russian Federation, legislative and other regulatory legal acts of the Russian Federation in the field of internal affairs.
Control tests for legal and service training are developed taking into account the specifics of the operational and official activities of employees by the relevant units of the territorial bodies of the Ministry of Internal Affairs of Russia at the district, interregional and regional levels, for fire training - by professional training units and are sent to subordinate units by December 1.
When the legislation of the Russian Federation and regulatory legal acts of the Ministry of Internal Affairs of Russia regulating the direction of operational and official activities change, control tests are adjusted.
The results of training and the level of preparedness of employees are recorded in logs of class attendance and progress in professional service and physical training.
§ 2. Organization of combat training in a unit, subdivision and analysis of its results
Combat training is one of the main types of training of the Armed Forces of the Russian Federation, which is a purposeful, organized process of military training and education of personnel, coordination (combat coordination) of units, military units, formations and their command and control bodies (headquarters) to perform combat and other tasks in in accordance with their purpose. Combat training is the main content of the daily activities of commanders, command and control bodies (headquarters) and troops. It is carried out both in peacetime and in wartime and is determined by the state’s needs for well-trained military personnel, units, units and formations capable of successfully performing the tasks assigned to them.
The purpose of combat training is to ensure constant combat readiness of troops, achieve, maintain and improve the required level of military-professional training of personnel, their physical endurance, coherence of crews, crews, units, units and their command and control bodies (headquarters) to perform combat and other tasks in accordance with their purpose.
The direction of combat training is determined based on the fundamental provisions of the Military Doctrine of the Russian Federation, the Fundamentals (Concept) of the state policy of the Russian Federation on the construction and training of the Armed Forces, taking into account trends in the development of military art. It is built on a strictly scientific basis using the experience of wars, armed conflicts and exercises, prospects for the development of organizational forms and technical equipment of troops, as well as the experience of training armies of foreign states.
The main tasks of combat training are:
Maintaining high constant combat readiness of units and units to carry out combat missions (missions as intended);
Instilling in officers, warrant officers, sergeants (sergeants major) solid professional knowledge and skills, developing their commanding qualities, pedagogical skills in training and educating subordinates, as well as skills in managing crews, crews, units, units, formations and fire when performing assigned tasks and their further improvement;
Training military personnel to independently and as part of crews, crews, units perform their official and special duties during the performance of combat (special) missions and the skillful use of standard weapons and military equipment for combat purposes;
Coordination of crews, crews, units, units and formations, improvement of their field training; mastering new types of weapons and military equipment, instilling in personnel knowledge and skills in carrying out their maintenance and maintaining them in readiness for combat use, and meeting safety requirements;
Preparation of units and subunits for participation in armed conflicts and actions as part of joint (multi-departmental) groups to maintain (restore) peace and security;
Verification during training of existing statutory provisions on the organization and conduct of combat, development of new methods of combat use of troops;
Coordination of command and control bodies (headquarters) of units and units, training them in the ability to control troops in different conditions conditions and carry out measures to ensure the survivability of control bodies (headquarters);
Training military personnel to strictly and accurately comply with the requirements of laws and general military regulations of the Armed Forces of the Russian Federation; instilling in personnel high moral and combat qualities, a sense of responsibility for the defense of the Fatherland, vigilance, discipline, diligence, and military camaraderie;
Developing among personnel high psychological stability, courage and determination, physical endurance and dexterity, ingenuity, the ability to overcome the difficulties of combined arms combat, the ability to endure physical and psychological stress in difficult environmental conditions;
Training military personnel to comply with the norms of international humanitarian law and rules of conduct during warfare (during armed conflicts);
Ensuring reserve training; development of means and techniques for improving methodological systems of training and education, individual methods taking into account the specifics of troops, the peculiarities of training military specialists of various profiles;
Further development and specification of the content of training and education in accordance with ongoing changes in the life of society and its Armed Forces, taking into account the improvement of weapons and military equipment, methods of combat operations, and the need to constantly increase combat readiness.
The following basic requirements are imposed on combat training:
Achieving the required result (level) of training, i.e. clear determination by commanders (chiefs) of the goals and objectives of combat training and ensuring the required training results for military personnel, troops and command and control bodies (headquarters) at all stages of their training;
Consistency in the training of all categories of trainees. It means coordination of training of military personnel, troops and command and control bodies (headquarters) on goals, objectives, content of training, place and time of events, ensuring joint training of military branches and special troops;
Rational use of the educational material and technical base for combat training and the cost-effectiveness of conducting combat training activities, i.e. operation of combat training facilities with maximum load, their uniform loading throughout the academic year (training period), their timely maintenance and improvement, comprehensive economic justification for the feasibility and necessity of conducting combat training activities at training material and technical base facilities;
Introduction of advanced, scientifically based training methods into the combat training process, representing active and purposeful use of new effective forms, methods and means of training, constant improvement of combat training methods.
When organizing and conducting combat training events, the following principles are strictly observed:
Compliance with the direction of training and education of the state ideology, the provisions of the Military Doctrine of the Russian Federation;
Ensuring constant combat readiness of units and units to carry out combat missions as intended, regardless of the duration of their training;
Teach troops (forces) what is necessary in war;
Each commander (chief) trains his subordinates;
Visibility and maximum approximation training for real combat situations; systematic and consistent learning, i.e. learning “from simple to complex.” This principle in the practice of troops is implemented in three directions: structural, organizational and methodological.
A. The structural direction involves building combat training “from the soldier,” that is, the first stage of training should be individual training. After this, the coordination of squads (crews, crews), platoons, companies (batteries, battalions, divisions), and regiments is carried out sequentially. Coordination of a larger military formation should begin only after the coordination of the units included in its composition has been completed.
B. The organizational direction presupposes a clear division of the functions of officials and control bodies at various levels in organizing and managing combat training. Squad (crew, crew) commanders, platoon and company commanders are the immediate leaders of combat training. Battalion (division) commanders are the organizers of combat training. The regimental control level is also entrusted with methodological guidance and comprehensive provision of combat training. In this case, the center of combat training is the company (battery).
B. The methodological direction of combat training means the consistent formation of knowledge, skills and abilities in trainees. At the same time, knowledge is transferred (communicated) in the form of lectures, conversations, stories, film and video screenings and practical actions of troops. Skills are developed through training, training, shooting, and driving exercises. Skills are formed mainly in those forms of training where the main method is practical work. This primarily applies to tactical and tactical-special exercises and exercises. Thus, a story, demonstration, training, exercise, practical work act as a methodological basis for the implementation of the principle “from simple to complex.”
When organizing and conducting combat training events, the following principles are observed:
Scientific nature of teaching;
Collective and individual approach to learning;
Consciousness, activity and independence of students;
Unity of training and military education.
A high level of combat training is achieved:
Knowledge by commanders (chiefs) of the real state of troop training;
Timely and specific formulation of tasks;
High-quality and targeted planning of combat training activities;
Continuous, flexible and operational management of combat training, personal participation of commanders (superiors) in planning combat training activities and training subordinates;
Strict implementation of the daily routine, plans and schedules of classes, excluding disruptions and postponements of classes, separation of personnel from combat training;
Timely preparation and comprehensive provision of classes, the right choice forms and methods of training, using recommendations from military pedagogy and psychology;
The applied nature and practical orientation of training for military personnel;
Effective use of educational material and technical base, its development, improvement and maintenance in good condition;
Skillful organization and conduct of methodological work in military units, constant search for new forms and methods of training military personnel, improving the methodological skills of training leaders, generalization and dissemination of best practices in training military personnel;
Purposeful and continuous educational work and skillful organization of competition during classes; constant monitoring of the progress of unit training and the effective work of management bodies (headquarters) in providing assistance to subordinates; analysis of achieved results and timely summing up of results with each category of trainees;
Comprehensive logistical support for combat training, full provision of established standards of allowance to military personnel.
Combat training includes: single (individual) training of military personnel; preparation (coordination) of units (military formations), units and formations; preparation (coordination) of management bodies (headquarters).
Single preparation- training of sergeants and soldiers after their arrival at the unit (training unit). The purpose of single-unit training is to give military personnel the knowledge, instill skills and abilities (master military specialties) necessary to perform duties in combat, when handling weapons, military equipment and performing daily service. Single training of sergeants and soldiers, including those serving under contract and female military personnel, includes:
Initial (combined arms) training of military personnel, including those who entered military service under a contract for the positions of sergeants and soldiers;
Acquisition of knowledge, skills and abilities for the position held (military specialty);
Studying the basics of training and education of personnel, developing leadership qualities among sergeants; admission of sergeants and soldiers to independent work on equipment, carrying out combat duty (duty) as part of crew shifts;
Preparation and passing tests for assignment (confirmation) of class qualifications, mastering a related specialty; preparation for actions as part of duty shifts, crews, teams, units (military formations).
Individual training- maintaining and improving, during the coordination of crews, crews, units (military formations), the knowledge, skills, professional skills and qualities of officers, warrant officers, sergeants and soldiers necessary for them to perform official and special duties in accordance with their position. The goal of individual training for military personnel is their complete and high-quality mastery of training programs, official and special responsibilities for their positions, and the achievement of the highest qualifications.
Individual training is provided:
Officers, warrant officers, sergeants - in the system of commander training, during planned classes and training with weapons (weapons), on combat and special equipment, simulators and other objects of the educational material and technical base;
Soldier - during scheduled classes and training in subjects of study in the scope of general military training and training in a military specialty.
Training of crews, crews, units (military formations) and military units is carried out in order to ensure their constant readiness to conduct combat operations in any situation in accordance with their combat mission. It is carried out during their sequential coordination (combat coordination) in conditions as close as possible to combat ones.
Coordination is the training of military personnel in coordinated actions as part of duty shifts, crews, crews, teams, units (military formations) with subsequent training as part of a military unit and formation to perform combat (special) missions as intended.
Training of management bodies (headquarters) is carried out in order to ensure their readiness to plan combat operations, train troops and control them in any situation, as well as resolve issues of interaction and comprehensive support. This training includes: individual training of officers and warrant officers of the control body (headquarters); training of support units of the management body (headquarters); coordination of combat command and control groups and the command and control body (headquarters) as a whole.
Combat training system is a set of interrelated elements that form a certain integrity and unity, functioning in the interests of training and military education of military personnel, coordinating command and control bodies and troops for conducting combat operations or performing other tasks in accordance with their purpose.
The elements of the combat training system are:
Central bodies of the Ministry of Defense of the Russian Federation, defining the goals, objectives, structure and main content of combat training;
Military command and control bodies (services, branches, military districts, formations, formations) directly responsible for managing combat training, the conduct of its activities and its comprehensive support;
Crews, crews, units, units, formations and their control bodies (headquarters) with whom training is carried out;
Organization of training;
Subjects of training, i.e. a set of tasks, techniques, standards, the implementation of which is trained by military personnel, units, units, formations and their command and control bodies;
Forms and methods of training military personnel, coordinating units, units, formations and their command and control bodies;
Training material and technical base for combat training;
Material, logistics, financial, technical support for combat training activities.
All elements of the combat training system are interconnected and organically interact with other training and support systems of the Armed Forces of the Russian Federation.
The most important condition for the effective functioning of the combat training system is the skillful and competent application of forms and methods of training for various categories of military personnel, taking into account the peculiarities of the functioning of military collectives.
The form of training represents the organizational side of the educational process. It depends on the purpose, the composition of the trainees and determines the structure of the lesson, the place and duration of training issues, the role and specifics of the activities of the leader, his assistant and trainees, the use of elements of the training material and technical base, training and combat equipment. Forms of training are divided into general and specific.
General forms of training can be classified according to the following criteria:
a) according to the focus of training - theoretical and practical;
b) on the organization of students - collective, group, individual;
c) by location - classroom and field;
d) according to place in the service process - educational-planned, service-planned, off-duty.
Curriculum-planned forms of training are typical for theoretical, practical and training sessions, live firing and missile launches, exercises, and war games conducted during scheduled classes. Service-planned forms of training are implemented on park maintenance (park) days and days of routine maintenance, during scheduled safety briefings, special briefings and meetings. Extra-curricular (extra-curricular) - when organizing classes in technical circles, at conferences, various kinds of competitions, competitions, etc.
The main forms of training are:
Seminar;
Conversation (story-conversation);
Class-group lesson;
Self-training;
Show activity;
Briefing (instructional session);
Training (training);
Staff training;
Command and staff training;
Tactical flight;
Group exercise;
Tactical drill;
Loss (situational loss) of actions;
Tactical (tactical-special) occupation;
Instructor-methodological lesson;
Comprehensive training;
Complex lesson;
Field exit;
Command post exercise;
Tactical (tactical-special) exercise;
Combat training launch;
Control lesson (test lesson);
Competition (competition).
Each form of conducting classes provides one or more teaching methods. Training methods are techniques and methods by which the transfer and assimilation of knowledge, the formation of skills and abilities, the development of high moral and combat qualities of personnel are achieved, coordination (combat coordination) of crews, crews, units, military units and their command and control bodies is ensured ( headquarters).
In combat training, the following training methods are used in various combinations:
Oral presentation of educational material;
Discussion of the material being studied;
Display (demonstration);
Exercise;
Practical work (in the field, in parks);
Self-training.
The teaching methods indicated are general. They are used in training military personnel of all branches of the Armed Forces of the Russian Federation, military branches and special forces. The specifics of the activities and training of military personnel of various categories and specialties, units, units, formations, command and control bodies (headquarters) determine the use of combat training and special training methods in practice. They are interconnected with general methods that form the basis of the corresponding methods for mastering a particular military specialty.
Each form and method of teaching and upbringing corresponds to different types of activities. They depend on the subject of training, targets, educational issues, category of students, educational and methodological support and material support. The choice of form and method of training depends on the level of training of personnel, the topic and purpose of the lesson, the availability and condition of the educational material and technical base.
Specific forms of training are associated with the specifics of the activities and training of military personnel of various categories and specialties, units and determine the use of special training methods in the practice of combat training.
The organization of combat training is a purposeful activity of commanders (chiefs) and command and control bodies (headquarters), aimed at building the process of training subordinate troops and their command and control bodies, as well as preparing combat training activities.
Combat training is organized based on the requirements:
Laws of the Russian Federation;
Decrees of the President of the Russian Federation concerning issues of military development and functioning of the Armed Forces;
Resolutions and orders of the Government of the Russian Federation defining (clarifying) certain issues of the activities of the Armed Forces;
Orders and directives of the Minister of Defense of the Russian Federation concerning issues of training the Armed Forces and their performance of tasks as intended;
General military regulations of the Armed Forces of the Russian Federation;
Combat manuals and manuals;
Organizational and methodological instructions for the training of troops in the academic year, regulations, manuals, instructions, programs and training courses for various categories of military personnel, units, which determine the tasks of combat training and requirements for it, the organization and content of combat training, as well as issues of its comprehensive provision;
Orders on combat training of commanders-in-chief of types (branches) of troops, commanders of troops of military districts, commanders (commanders) of associations (formations, units); orders and instructions for conducting inspections, final inspections and control classes; collections of standards for combat training.
The head of combat training is the commander. Commanders (chiefs) of all levels carry out the management of combat training personally, through subordinate headquarters (services) and combat training bodies.
Organization of combat training includes:
Making decisions on organizing combat training;
Combat training planning; coordination of developed documents and submitting them for approval;
Setting tasks and communicating the necessary planning documents (or extracts from them) to subordinates;
Monitoring the organization and progress of combat training, assessing its results, promoting best practices in troop training; management organization.
When organizing combat training, the state of combat training of troops is taken into account. This involves clarifying the topics of classes in individual subjects of training, the number of trainings, exercises performed for each category of trainees, as well as the redistribution of training time on poorly mastered subjects and topics of classes, other combat training activities, taking into account the tasks facing the units (units, formations).
When organizing combat training, such indicators as the staffing of units (units) with personnel, military equipment and weapons are taken into account; the level of general education and pre-conscription training of military personnel; the availability and timing of the entry into service of new military equipment and weapons, which make it possible to better plan the main activities, rationally distribute training time, develop the most acceptable forms and methods of training, as well as effectively and efficiently distribute ammunition, motor resources and other material and technical means.
The presence, throughput and removal of field educational material and technical base facilities largely determine not only the quality of training, but also the consumption of motor resources, fuels and lubricants, and other material and monetary resources. When organizing combat training events, such forms and methods of conducting training sessions are used that would make it possible to minimize the time spent on transitions (moving) during training. The time spent traveling to training facilities and moving when changing training places is used to conduct incidental training and work on individual issues and standards for combat training.
Analysis and correct use the results of inspections, final checks and control exercises when organizing combat training allows commanders (chiefs) to consolidate the achieved results, determine ways to eliminate shortcomings and rise to a higher level in combat proficiency.
Making a decision to organize combat training begins with understanding and assessing the initial data and defining the plan and consists of studying the governing documents and tasks set by senior commanders; analysis of the results of current and final control, reports and proposals of subordinates; assessing the conditions for organizing and conducting combat training in the current academic year or training period; clarifying the degree and quality of staffing of subordinate troops with personnel, weapons, combat and special equipment; analysis of the state and capabilities of the educational material and technical base, the availability of financial resources for organizing and conducting combat training events, and living conditions. Commanders (chiefs) must begin this work in advance at all levels of command, without waiting for the order of the Minister of Defense of the Russian Federation on the training of the Armed Forces, organizational and methodological instructions for training troops in the academic year, the decision of the senior commander and the order of the commander of the military district, the decision on the organization combat training of the immediate superior.
Based on the results of understanding and assessing the initial data, appropriate conclusions are drawn and specific activities are outlined that must be taken into account when organizing combat training (Diagram 1).
Scheme 1. Sequence of the commander’s work in making a decision on combat training
In relation to units, the plan for organizing combat training defines: the main focus in training troops and their command and control bodies in the current year (training period); the order, methods and sequence of training (coordination) of military units (units, military personnel), command and control bodies (headquarters); basic issues of troop training management.
Subsequently, the commander informs the officers directly subordinate to him about the instructions he has received from senior commanders, announces the plan and assigns tasks to the chief of staff, deputies, and chiefs of the military branches and services for their preparation of proposals. The commander's instructions must be fairly specific and targeted. The degree of detail depends on how fully the initial data is understood, and on the preparedness of management officers. Hearing of proposals can be carried out both at a meeting and individually. The content of proposals should reflect issues related to the most important combat training activities.
Based on an understanding of the requirements of the governing documents, a comprehensive assessment of conditions, plans and consideration of proposals, the commander makes a decision on the organization of combat training, which is the basis of planning.
The decision to organize combat training reflects: goals and objectives of combat training and methods of their implementation; the procedure for preparing subordinate troops and their command and control bodies to carry out combat missions as intended and training personnel; measures to comprehensively provide combat training; activities for the management of training, education and strengthening of discipline.
The goals and objectives of combat training are determined based on the requirements of governing documents, specific tasks facing the unit (unit), taking into account real conditions organization and implementation of combat training in the current academic year (training period). Specific and realistic goals and objectives not only determine the objectivity of planning, but also serve as a clear guideline indicating the main directions of activity of commanders and superiors of all levels.
When determining the procedure for preparing subordinate troops and their command and control bodies to carry out combat missions for their intended purpose and training personnel, first of all, the timing and procedure for working out issues of personnel actions on combat alert, bringing subunits and units to various degrees of combat readiness are outlined.
In the future, the sequence and timing of individual training and coordination of units and units will be clarified; conducting live firing; number and types of combat training competitions; the procedure for the withdrawal of units (units) to training centers is outlined; the procedure for joint training, including with units and units of other types and branches of the military.
When determining measures for the comprehensive provision of combat training, the procedure for using the facilities of the training material and technical base, including those of other departments, the expenditure of motor resources, ammunition, imitation, money allocated for combat training is outlined, the order of construction and improvement of training facilities and the order of their assignment to units.
When determining issues of combat training management, measures are determined to provide assistance to subordinate units and exercise control. A special place is given to demonstration, methodological and control classes, summing up and setting tasks, and the work of integrated control and assistance groups.
The commander announces the decision made to his deputies, staff, heads of military branches and services and sets tasks for the immediate development of planning documents.
Combat training planning consists of the collective work of commanders (chiefs) and staffs to determine and coordinate in detail the place and time of combat training activities and its comprehensive provision, with a graphical display of the most optimal system of sequential training of personnel, coordination of troops, command and control bodies, for the conduct of combat operations in various environmental conditions, studying standard weapons, military and special equipment, methods of using them in battle. The basis for planning combat training is the decision to organize combat training.
Planning must be real, simple, visual and provide: an integrated approach to solving combat training tasks; maximum use of educational and training facilities and high intensification of classes; using the experience of wars and armed conflicts, achievements of domestic science and technology, advanced experience in the methodology of organizing and conducting classes and exercises.
Planning documents should be convenient for everyday use as a working document. When developing plans, all activities are mutually linked and coordinated with each other, and it is planned that they will be carried out evenly throughout the entire academic year. The number of planned events and activities, as well as their sequence, should be based on the level of training of the troops and the actual availability of time.
Coordination of combat training activities with the activities that determine the daily activities of the troops means careful coordination of ongoing combat training activities with the tasks that are carried out by the troops on a daily basis. These include: combat duty, guard, internal and garrison services; holding park days; placing equipment into storage; daily maintenance of weapons and equipment; performing necessary household and other work. The tasks performed by the troops in their daily activities should not complicate or disrupt the implementation of planned combat training activities.
In a military unit, planning begins with the receipt of combat training guidelines within the time frame established by the commander (commander, chief) and must be completed no later than November 15. All combat training planning documents must be developed taking into account the provisions of the standard month.
Training plans are approved: military units - before November 15; battalions and their equals - until November 20. Class schedules in companies (batteries) are approved and communicated to personnel by November 25.
The system of work of the commander of a military unit and headquarters when developing planning documents for the new academic year provides for a certain sequence of their organizational and practical activities and includes a number of interrelated stages.
First stage - assessment of the state of combat training of a military unit (units), completeness and quality of problem solving in the current academic year.
Second phase - studying and in-depth understanding of the tasks set by the Minister of Defense of the Russian Federation, the commander-in-chief (commander) of a branch (branch) of troops, the commander of a formation, the commander of a formation for the new academic year.
Third stage - determination of initial data for planning.
Fourth stage - developing a plan for training a military unit in the new academic year.
Fifth stage - announcement to the main officials of the military unit management and unit commanders of the plan for preparing the unit in the new academic year and setting planning tasks.
Sixth stage - organization and development of planning documents, their approval.
Seventh stage - reconciliation of plans and their approval.
Plans, after approval by a superior commander (chief), are mandatory for implementation by all personnel and become a program of actions coordinated by commanders, headquarters and services in terms of tasks, time and means. All adjustments to the plan are carried out only with the permission of the person who approved it.
Combat training activities are planned on the basis of the order of the formation commander “On the results of troop training in the __ year and tasks for the __ year” and the division training plan. The regiment is developing: a combat training plan; order “On the organization of combat training, internal and guard services for __ year (training period”; calendar plan of main events for the month; summary schedule of classes for the month (week); schedule of classes for commander training with training groups of officers and warrant officers.
The training plan for a military unit includes the following sections:
1. Mobilization preparation:
1) according to the plan of the senior superior;
2) according to the plan of the commander of the military unit.
2. Combat training:
1) according to the plan of the senior superior;
2) according to the plan of the commander of the military unit: training of personnel; training of governing bodies; preparation of units (units).
III. Activities of daily life and activities: ensuring combat duty; training management activities; training activities; work in departments; work with personnel; restoration and repair of weapons and military equipment; capital construction, repair and redeployment of military units and units; other events.
IV. Reporting procedure and deadlines.
The following annexes are being developed for the regiment training plan:
Composition of training groups and calculation of hours for command training of officers and warrant officers;
Calculation of hours for self-training of officers and warrant officers;
List of topics, their content, distribution of reinforcement means and consumption of motor resources for tactical (special tactical) exercises and training;
List of training sessions for specialists and their timing; list and timing of competitions, competitions, reviews and competitions;
List and timing of sporting events;
Calculation of allocation of motor resources for training;
Calculation of ammunition allocation for preparation;
Calculation of provision of preparation activities with fuels and lubricants.
The work of planning combat training in a regiment begins with the preparation of a plan form, in which the activities carried out by senior commanders are first entered. It is advisable to include these events and the timing of their implementation sequentially in all sections of the combat training plan, after which the chief of staff, based on the commander’s decision, clarifies the timing of tactical (special tactical) and other exercises, the sequence of training topics in training subjects. The chief of staff carries out this work with the involvement of deputies, heads of military branches and services, who, together with the headquarters, develop the relevant sections of the plan, taking into account their specialty.
At the same time, deputy commanders, heads of military branches and services, and other officers involved in planning, based on the decision of the commander and instructions from the chief of staff, complete the development of the relevant sections of the military unit training plan and its annexes. With the development of one or another section of the plan, as a rule, corresponding applications are developed in parallel (Scheme 2).
D 
The detailed development of a combat training plan begins with the clarification and development of the “Combat and mobilization readiness” section, which is usually developed personally by the commander with the involvement of the chief of staff.
Scheme 2. Algorithm for developing a combat training plan and appendices to it (option)
The direct development of subsequent sections of the plan and its annexes is carried out by officers allocated for this purpose under the leadership of the chief of staff, who organizes and coordinates the work of all executors.
The officers assigned to develop the plan and its annexes, based on the decision of the commander and the instructions of the chief of staff, make the necessary calculations, coordinate the planned activities, and make entries in the prepared forms of the plan and its annexes. In addition to staff officers, officers from the military branches and services are involved in developing individual sections of the plan and appendices to it.
The development of sections of the plan usually begins with checking the completeness of the measures previously included in them from the decision of the commander and senior commanders, and identifying missing measures.
The development of the “Personnel Training” section is carried out on the basis of the calendar of an approximate typical month. At the same time, commander training is planned on certain weeks and days of the month, freeing up the rest of the time for exercises, shooting, and trips to training centers.
Fire, tank-infantry, fire and unit control training are planned on the days of commander training.
In the future, tests and independent work of officers are planned.
Planning for the training of warrant officers is carried out in the same sequence as for officers.
The training of sergeants is planned only in the training plans of regiments and their peers. At the same time, training sessions are usually planned before the start of each training period. When planning the training of female military personnel, it is necessary to take into account that the training of female specialists holding the positions of officers and warrant officers should be carried out in classes in the appropriate groups for command training of officers and warrant officers. For women holding sergeant and enlisted positions, special training sessions must be planned as part of regular units.
Simultaneously with the second section of the combat training plan, the application “Composition of training groups, list of topics and calculation of hours for command training of officers and warrant officers” is being developed. Then, in accordance with the command training programs, the relevant commanders develop a thematic calculation of hours in training subjects for each category of trainees. After the development of this application, the application “List of gatherings of specialists and their timing” is being developed.
The section “Training of command and control bodies (headquarters)” is developed by the chief of staff with the involvement of assistant chiefs of military branches and services, and in the unit - personally by the chief of staff of the unit. Simultaneously with the development of this section, an application is being developed with a list of topics and the distribution of reinforcement equipment for command post exercises and training.
The development of the section “Training of units (units)” must begin with planning activities carried out by senior commanders, tactical (tactical-special, special) training for all units and subunits, including military branches. In this case, special attention is paid to planning tactical live-fire exercises. Subsequently, measures are determined for the training of military branches and educational work; driver training and marching; conducting drill reviews, mass sports performance reviews; competitions and competitions in combat training.
Fire training planning is carried out in units where fire training activities for units are specified. They are closely linked to tactical (tactical-special) training.
Planning of technical training is carried out only in terms of combat training of the battalion and its equal units by the deputy commander for weapons, indicating standards and practical work.
Planning of vehicle driving training is carried out by the deputy unit commander for weapons together with officers of subordinate services. He, together with headquarters officers, is developing an appendix to the plan “Calculation of the need for ammunition and motor resources for combat training.”
In parallel with the development this section Appropriate applications are being developed according to the plan.
The section “Events of daily life and activities” is developed by the chief of staff and deputy commanders with the personal participation of the commander. At the same time, the activities and terms of work of unit management officers are first determined to monitor and assist commanders of subordinate units in organizing and conducting classes and exercises, strengthening discipline, comprehensively ensuring the training and education process, etc. These activities are planned so that they are carried out purposefully, taking into account the importance of the tasks being solved in the unit (subunits), and are carried out, as a rule, by complex groups under the leadership of the commander or his deputies.
In addition to plans for the academic year (period), the regiment develops a calendar plan for the main events for the month, which not only specifies the timing of individual events, but, most importantly, details the procedure for ensuring the main events, and sometimes additional events are planned in order to ensure the high-quality implementation of the main tasks of the month.
The calendar plan for the main events contains the main tasks and activities that ensure their implementation for a given month, indicating specific deadlines, responsible performers, involved units, locations, and is developed on the basis of the unit preparation plan. The peculiarity of this document is that it includes only those events in which several units, services participate, or the preparation and implementation of which require the direct participation of commanders and staffs.
In addition, the following are being further developed: a work plan to strengthen discipline and improve the service of troops; plan for the construction and improvement of educational material and technical base; plan for technical training (additional training) of drivers and other automotive service specialists; plan for comprehensive counteraction to foreign technical intelligence; training plan for class specialists; plan for rationalization and inventive work.
The heads of the military branches and services of the unit develop service work plans for the academic year, which reflect: the activities of senior commanders and the work procedure of departments (services) for their implementation; activities of the head of the military branch (service) for the training of subordinate units and units in their specialty; timing of tactical (tactical-special) exercises and training, control exercises with subordinate units; thematic calculation of hours for individual companies (platoons) and equal units of military branches and special forces for the period of training according to the service profile; timing and procedure for attracting units of military branches to combined arms tactical exercises; timing of entry to the training grounds and organization of training at them; thematic calculation and timing of the command training of your subgroup, demonstration, instructor-methodological and other classes with officers of the military branches (sergeants) in the specialty, organization of self-training with them; the procedure for training high-quality specialists for the service; the procedure for logistical, technical and financial support for combat training activities of service units, the creation and improvement of educational and material base for the service profile; measures to strengthen discipline and improve the service of troops; management of training and education of subordinate units.
the following are being developed: a battalion training plan; composition of training groups and calculation of hours for command training of officers; schedule of classes on commander training with training groups of officers, warrant officers, sergeants; calendar plan of main events for the month; summary schedule of classes for the week.
The training plan for a battalion and its equivalent units is a long-term planning document, drawn up for the training period and includes the following sections:
I. Combat and mobilization readiness:
1) according to the plan of the senior superior;
2) according to the plan of the commander of the formation (military unit).
II. Mobilization and combat training.
III. Mobilization preparation:
1) according to the plan of the senior superior;
2) according to the plan of the battalion commander.
IV. Combat training:
1) according to the plan of the senior commander: training of management bodies; commander training; tactical (special tactical) exercises, etc.;
2) according to the plan of the battalion commander: commander training; single (individual) training; training of units; competitions, shows, competitions.
V. Activities of daily life and activities: ensuring combat duty (duty); training management activities; other events.
The section “Combat and mobilization readiness” includes the procedure and timing of combat readiness classes with battalion personnel, combat readiness training, activities to study mobilization resources, the procedure for monitoring the state of combat and mobilization readiness in battalion units (checking the availability, condition and accounting of weapons and military equipment, materiel; training of officers, warrant officers, sergeants).
The section “Mobilization and combat training” includes the timing, procedure for training, command and methodological classes conducted in the battalion (its equal unit); single (individual) training; training of units (coordinating units, performing firing (launching) and driving exercises, live firing, tactical exercises, tactical drills on materiel during a field trip); competitions, competitions and competitions and planned costs.
The section “Events of everyday life and activities” includes activities to ensure combat duty (duty), the timing of activities for the management of combat training: summing up and setting tasks for combat training, conducting control classes, tests and drill reviews, control and final inspections, control and assistance measures, other activities.
Thematic calculation of hours for the training period is developed in accordance with the combat training programs of various categories of military personnel in all subjects of training.
The composition of training groups and calculation of hours for command training of officers includes: composition of training groups; general and thematic calculation of hours for subjects of study separately for each of them. In the battalion and its equal units, only a group of platoon commanders is created with the involvement of warrant officers holding officer positions.
General and thematic calculation of hours for command training is developed on the basis of command training programs for officers and warrant officers.
The schedule of command training classes with training groups of officers, warrant officers, and sergeants is drawn up for each month of training separately for each category of trainees.
The calendar plan of main events for the month and the summary schedule of classes for the week are documents of current planning.
The calendar plan for the main events for the month is essentially an extract from the training plan for the battalion (its equal) for the month and has the same sections. In it, based on the calendar plan of the main events for the month of the regiment (equal to it), extracts from the schedule for the allocation of training objects and the schedule of orders, the timing, time and form of carrying out the planned events are specified.
To organize daily quality control of the educational process and assist subordinates in preparing and conducting classes in formations and military units, a consolidated schedule of classes for the week is worked out. It is compiled by commanders and superiors who have subordinate military units, subdivisions, services, after receiving extracts from the calendar plan and work schedule. They indicate the main activities (classes) of combat training that require control, support, assistance from the relevant commanders (superiors), as well as classes conducted by them personally and their immediate subordinates.
In the company and its equal units, based on the training plan of the battalion and its equal units and the consolidated training schedule, a training schedule for the week is developed. It is the main document defining the organization and course of combat training in training groups and units. All training programs and plans are implemented through class schedules.
The training schedule for each platoon and its equal units must define:
In columns 1 and 2 - the date and time of classes;
In column 4 - the subject of combat training, numbers and names of topics and classes, forms (method) of classes, numbers of standards;
The remaining columns contain locations, lesson leaders, governing documents and material support for the lessons, and a note about the lesson.
In addition to scheduled classes with unit personnel, the schedule includes training, independent training, summing up and setting tasks, and instructor-methodological classes with sergeants.
The training schedule also indicates the preparation and performance of service by units in uniform, the time of combat duty and other events carried out within the units, including park and maintenance days, maintenance of weapons and equipment, chores and washing in the bathhouse.
When conducting classes as part of a unit with the involvement of officers, this category of military personnel is also indicated in the training schedule.
The class schedule is drawn up personally by the unit commander and approved by the senior commander no later than Friday of the current week.
Planning for combat training for the next month must be completed: in a military unit - before the 25th; in the unit - until the 29th (for March - until February 27).
In order to improve the methodological skills and performance of commanders in military units, a system of work for officials (standard month) for organizing planned daily activities, including combat training, has been introduced.
The first week is organizational. Certain events are held in military units: classes in commander training, tactical (tactical-special) training (Monday - warrant officers and sergeants, Tuesday - battalion commanders (group leaders), Wednesday - company commanders, Thursday - platoon commanders, commander and instructor-methodological classes; drill reviews, work of complex commissions).
In full-strength and reduced-strength military units, additional work is carried out in units to provide assistance in organizing and conducting combat training, educational and mass sports activities.
The second week is mobilization week. In military units of reduced strength the following activities are carried out: command (mobilization) training, training, command post and mobilization exercises; work in the troops, monitoring and providing assistance in conducting combat training classes, performing mobilization week events:
The first day - mobilization training classes for all categories of officers;
The second day is the study of mobilization resources, clarification of registration, the work of officers in military commissariats, military construction and training military units;
The third day is the work of representatives of military commissariats in recruited military units;
Days four and five - study of combat and mobilization readiness documents, combat documents;
The sixth day is work based on mobilization deployment and combat coordination.
The following events are carried out in full-strength military units: command (mobilization) training, training, command post and mobilization exercises; scheduled combat training classes; Wednesday, Thursday - mobilization days; Friday - study of combat missions.
The third week is planning; for formations, military units - park.
In military units the following is carried out: conducting classes on commander training with department officers; conducting (participating in conducting) command post exercises (staff training); development of calendar plans for the next month; management and control over the development of plans for major events and weekly training schedules in companies, checking combat training records; execution of current documents, submission of reports, reports, applications to the relevant authorities:
The first day - classes on the safety of military service, holding inspections of weapons and military equipment, parks, missile and artillery weapons depots and military-technical equipment;
Second, third and fourth days - implementation of activities for the maintenance of weapons and military equipment, improvement of parks and warehouses;
Fifth day - Conducting technical (special) training classes for all categories of military personnel (with drivers - driver’s day);
The sixth day is summing up the quality of the work performed, summing up the results of the park week.
In military units of permanent readiness, scheduled combat training sessions are additionally conducted;
The sixth day is a park (park and economic) day.
Fourth week - control classes. Practical work in units to strengthen military discipline and service of troops, logistics, improvement of educational material and technical base; work of complex groups; analysis of the state of implementation of combat training plans, strengthening military discipline, providing assistance to units; summing up work in departments over the past month, setting tasks.
In military units: control classes in the main subjects of combat training with all categories of military personnel; command lessons with commanders and their deputies; summing up the results of combat training, military discipline, military service, operation of weapons and military equipment; setting goals for the next month.
The practical activities of officials in planning daily activities for the week begin on Wednesday, when, based on the instructions of the formation commander, the monthly plan-calendar of main events, the headquarters of the military unit, together with the deputy unit commanders, heads of branches and services, and chiefs of staff of battalions (divisions), develop proposals for the commander of a military unit to make a decision on organizing daily activities (combat training) and clarifying the action plan for the next week.
The headquarters of the military unit (on a standard piece of Whatman paper) is developing a plan for a consolidated schedule of classes and main events of the military unit for the next week.
In the plan for the consolidated schedule of classes and main events of the military unit at next week proposals are reflected: on the distribution (redistribution) of daily pay between departments; as assigned by the duty unit; on the distribution of educational and material base facilities for conducting combat training classes, conducting control, instructor and methodological classes by the commander of a military unit, his deputies, heads of military branches and services; according to the work procedure of the heads of military branches and unit services in units to check the status of reserves and resources (one or two days a week in a company); the date and time of washing personnel in the bathhouse, the places and times of events common to the unit and units (evening checks, park days, sports festivals, conferences, common days of sergeants, drivers, etc.) are determined, as well as units allocated for performing household work, on combat duty.
Prepared proposals for planning the coming week with a consolidated schedule of classes and main events of the military unit of the current week are presented on the same day by the chief of staff to the commander of the military unit for development of a decision and consideration of planning documents.
On Thursday Every week, the commander of a military unit holds a meeting with his deputies, heads of military branches and services, commanders of battalions (divisions), and individual companies (batteries). The chief of staff announces the plan for organizing the daily activities of the coming week. Deputies commander of a military unit, heads of military branches and services report the results of the military unit’s activities this week on their issues and proposals for organizing their work for the coming week.
Concluding a meeting to plan the coming week, the commander of a military unit, as a rule, sums up the results of the current week; gives instructions for organizing daily activities for the coming week and approves planning documents.
At the end of the meeting, commanders of battalions (divisions), heads of military branches and services convey the instructions of the commander of the military unit to the commanders of companies (batteries), individual platoons and hand over to them extracts from the combat training plans of the military unit, battalions (divisions) updated following the results of the meeting for drawing up training schedules .
On Friday every week, the commanders of individual units in the tactical class of the unit headquarters under the leadership of the chief of staff (deputy chief of staff) of the unit, and the commanders of linear companies (batteries) in the corresponding premises of the battalions (divisions) under the leadership of the chiefs of staff of the battalions (divisions) personally draw up and write a schedule of classes for the coming week.
In the tactical classroom of the headquarters of a military unit, the premises of battalions (divisions), control copies of the necessary reference literature (combat training programs, shooting courses, driving courses, manuals on types of support, general military regulations, manuals, manuals, training methods for subjects of study and other documents) for drawing up a class schedule.
Company commanders arrive to draw up schedules with their literature. Before starting work, the chief of staff of the unit (deputy chief of staff), the chiefs of staff of battalions (divisions) are obliged to: check the availability of officials and their readiness for work; check the availability of literature from unit commanders and its compliance with control copies; convey the instructions of the unit (battalion) commander; clarify the topic and time of control, instructor and methodological classes conducted by the unit commander, his deputies, heads of military branches and services; update (clarify) the work hours of military unit officials to check the condition, maintenance, accounting, storage, conservation and operation of weapons and military equipment, inventories and their consumption; clarify the activities of educational work, options for morning physical exercises for each day of the week, the content of physical training, the time and content of mass sports work; clarify the topics of instructor-methodological and demonstration classes with sergeants, training with personnel in the morning, as well as the time for washing personnel in the bathhouse.
Unit commanders, based on the instructions of the military unit commander, specified daily activities, and the requirements of combat training programs using educational literature, personally develop training schedules for subordinate units. At the end of the work, unit commanders submit training schedules to the chief of staff of the military unit (chief of battalion staff) for verification, coordinate them with officials of the military unit and submit them for approval to the relevant commanders and superiors. Approved class schedules are posted by the outcome of Friday of each week at unit locations.
The class schedule is the law; changes to this document can be made only in exceptional cases with the personal permission of the commander of the military unit by crossing out the planned event and writing a new one at the bottom of the class schedule form, with each change certified by the signature of the commander of the military unit.
The commander of a military unit, deputy commanders, heads of military branches and services develop personal work plans for the month (week). They usually indicate: activities carried out by the senior manager, indicating the timing, place and method (form) of carrying out the activities; events personally carried out in subordinate units, indicating the timing, place and method (form) of carrying out the events; individual training activities (including self-training) indicating specific activities and deadlines.
Personal plans must comply with the plan for the daily activities of the military unit and the plans for the daily activities of subordinate units. They are signed by officials and approved by immediate commanders (chiefs).
After the development of planning documents is completed, all planned activities are carefully checked and agreed upon with each other, after which the developed documents are submitted for approval and approval to the relevant commanders (chiefs).
During approval, the following is checked: compliance of the developed planning documents with the established sample forms; completeness of coordination of plans with relevant officials; completeness and quality of planning, compliance of goals and objectives in planning documents with the plan for the preparation of the unit, announced by the unit commander; mutual consistency of planned activities in terms of timing, location, responsible persons, involved forces and means; the reality of plans with verification of calculations and justifications for planned activities, as well as other issues at the discretion of the unit commander.
During the coordination, all planning issues are finally (if necessary) resolved, the role and place of each manager in performing the most important tasks is clarified. Coordination of planning documents is carried out under the direct supervision of the commander. At the same time, during the coordination and approval of planning documents, the commander checks the readiness of his deputies, heads of departments and services, and commanders of subordinate units to solve the tasks set for the new academic year.
After completing the approval of planning documents, the commander sums up the planning results, evaluates the work carried out by the relevant officials and, if necessary, sets tasks for finalizing the developed documents. Approval of planning documents is carried out immediately after summing up the planning results or at another designated time.
Tasks for combat training are set in part by the order “On the organization of combat training, internal and guard services for the __ academic year (training period); other orders (instructions) of the unit commander.
The heads of military branches and services set tasks for subordinate units and services in relation to the deadlines indicated above.
The unit headquarters, no later than the 20th day of each month, sends to the units extracts from the schedule for the allocation of training facilities at the training grounds and the schedule of assignments.
Objectives are set (clarified), as a rule, simultaneously with summing up the results. They should not repeat the provisions set out in the guidance documents, but develop them in relation to the unit, subdivision and specific situation. Objectives must be specific, justified and realistically feasible, provide for consolidation of the achieved positive results, elimination of shortcomings that occurred in this unit, and determine the next milestone in the training of personnel of the unit (unit) indicating specific deadlines, quantitative and qualitative indicators.
When setting tasks, the commander determines:
Combat training activities that should be paid special attention to in a given academic year (training period);
The procedure for preparing the unit (units);
Timing for the withdrawal of units to training grounds to practice combat training missions and training ground work;
What exercises, classes and in which units will be conducted by the commander, where and within what time frame will the commander’s integrated group work to provide assistance and monitor the progress of combat training;
What and by whom measures should be carried out to comprehensively ensure the progress of combat training and the timing of their implementation;
The sequence and timing of the implementation of activities for the organization of combat training determines in detail: the procedure for training officers, warrant officers, sergeants and units, including which and to whom additional topics and classes should be trained, specifies the number of hours for their implementation;
Forms and methods of educational work in departments;
The sequence of use by units of training material and technical base facilities, compliance with safety requirements when conducting combat training activities;
The procedure for organizing and conducting inventive and rationalization work; procedure for control and assistance.
In addition, the unit commander can monthly and weekly clarify tasks on the main subjects of training, conducting classes with certain categories of military personnel, on the standards for the consumption of material resources in tactical (special tactical) classes and exercises, complex training, and on other issues.
Unit commanders set tasks according to training subjects, topics and combat training standards. The following is usually indicated:
The procedure for conducting command training with sergeants;
Timeframe for coordinating departments;
Clarified content of lesson topics and standards;
What classes, exercises and in which units will be conducted by senior commanders (chiefs);
What topics (standards) should be further developed with lagging units (military personnel);
The procedure for working out issues of moral and psychological preparation during training sessions, exercises and training;
The procedure for conducting field trips and testing sites.
Combat training management- this is the purposeful activity of command and control bodies and officials in planning, organizing combat training, providing assistance and monitoring the organization of combat training in subordinate troops and their command and control bodies; monitoring the progress of combat training activities; generalizing the experience of combat training and bringing it to the attention of military command and control bodies and troops, taking into account combat training activities and reporting on them; regulation of training and military education of military personnel, coordination of units, units and their governing bodies.
Commanders (chiefs) of all levels exercise leadership over combat training personally and through subordinate command and control bodies (headquarters). It must be specific and ensure the complete and high-quality implementation of combat training programs and plans.
Requirements for combat training leadership:
Compliance of the content of combat training with the provisions of the Military Doctrine of the Russian State;
Strict and full adherence to the principles of military training and education;
Accounting for achievements military science, experience of wars and armed conflicts, best practices in organizing and conducting combat training events for troops;
Effective use and development of educational material and technical base for combat training.
The main activities of combat training management are:
Monitoring the progress of combat training and providing assistance to subordinate commanders and units;
Purposeful preparation of commanders and staffs to lead combat training;
Organization of work to improve (confirm) class qualifications;
Organization of competitions, competitions (competitions) among military personnel and units according to tasks and standards;
Constant study and prompt implementation of best practices in teaching practice;
Continuous improvement of the training material and technical base and timely introduction of the latest training tools into combat training practice;
Accounting and reporting, timely and objective summing up of combat training.
An important element in the management of combat training is monitoring its progress and providing assistance to subordinates. The purpose of control and assistance is to provide the commander (chief) with objective data reflecting the readiness of subordinate troops and their command and control bodies to carry out combat missions, the level of training of personnel, the real state of affairs in combat training, the state of discipline and service of troops in all units and training of commanders (chiefs), organization, planning, conduct and comprehensive provision of combat training events and other issues.
The main content of the work on control and assistance is: checking the implementation of the plan and combat training programs, the coverage of training for all categories of military personnel; checking and evaluating the organization and methodology of conducting classes and exercises, the level of training of personnel and the coherence of units, studying the results of monitoring the progress of combat training, determining the causes of identified deficiencies and providing assistance to subordinates in organizing and carrying out work to eliminate them; developing measures and planning the work of services to eliminate deficiencies that require a decision from the head who organized the inspection; training unit commanders in the organization and methodology of solving assigned tasks through the preparation and conduct of targeted instructor-methodological and demonstration classes, joint practical work on the preparation and conduct of basic troop training activities; control over the elimination of discovered deficiencies.
Commanders (chiefs) are required to constantly monitor the implementation of assigned tasks by subordinate units and the quality of the educational process. Control is carried out through the planned work of senior commanders in units, subunits, as well as based on reports received from subordinate commanders and superiors.
Control measures are reflected: in the training plans of units - for the academic year; in the calendar plan of main events - for a month; in the work plans of complex groups - for the duration of their work.
In the battalion, control measures are reflected: in terms of combat training of the battalion (its equal) - for the period of training; in the calendar plan of the main combat training events - for a month. Unit commanders draw up personal work plans for the month (week), which are approved by their immediate commanders (supervisors).
The battalion commander must check the quality of training monthly in at least 2 units, the company commander (his equal) - weekly in at least 1 squad, platoon and equal units. When checking the organization and progress of training, the status of combat training records must be checked. The results of checks are recorded in combat training logs.
Monitoring the progress of combat training is divided into current (daily) and periodic.
Current (daily) control serves to ensure the quality of the educational process, adjust the training process, and prevent negative phenomena in combat training. Contents of current monitoring: checking the readiness of the main combat training activities, preparing leaders for the next training sessions; checking the organization, methodology and progress of classes; checking the quality of military personnel’s mastery (practice) of topics, educational tasks and standards during classes; checking the serviceability and efficiency of use of educational material and technical base; hearing from subordinate commanders (chiefs) about the implementation of combat training activities and readiness for training the next day.
It is advisable to carry out daily (current) monitoring of the progress of combat training in accordance with the consolidated training schedule, as well as the personal work plans of the commander and other command officers of the unit.
Periodic control is organized in order to check the level of training of personnel in individual subjects of training, job and special responsibilities, the training of units as a whole, after working out individual sections of programs (completion of coordination stages), training units, introducing best practices and the requirements of governing documents into the training process. Contents of periodic control: checking the level of training of personnel for combat duty; test (control) classes (exercises); final (control) checks; checking the organization of training and commissioning of newly arrived recruits, graduates of training centers, military personnel serving under contract, officers - graduates of military educational institutions, officers called up from the reserve, and military personnel transferred from other branches of the Armed Forces of the Russian Federation; checking the fulfillment of individual tasks by officers; monitoring the implementation of best practices; taking tests on knowledge of combat training guidelines.
The level of readiness of units and subunits to perform combat missions is checked during combat training classes, and the level of professional training of personnel is checked during control classes.
The level of readiness of units and subunits of constant readiness to perform combat missions is checked: during the exercises of subunits, units and formations; in training; at live shooting.
Exercises during final (control) inspections are carried out with a battalion and its equal units on complex topics, with a company and its equal units on one of the topics. The unit or unit is brought to these exercises in full force with standard weapons, military equipment and established reserves of materiel. At the discretion of the person leading the inspection, some restrictions may be introduced.
Control exercises are an effective means of checking the quality of personnel’s assimilation of the main topics of training programs and increasing the personal responsibility of commanders for the level of training of subordinate units.
During control classes, personnel are checked on the implementation of combat training tasks, exercises and standards in accordance with the requirements of orders and directives of the Minister of Defense of the Russian Federation, directives of the General Staff of the Armed Forces of the Russian Federation, organizational and methodological instructions of the commanders-in-chief (commanders) of the branches of the Armed Forces (branches) troops, special troops) for training troops for this year, programs, courses, manuals, charters, instructions and collections of standards.
Control classes are conducted by commanders, heads of military branches and services upon completion of individual training of soldiers and combat coordination of units. Control exercises to check the coherence of the battalion and its equal units are conducted by the commander of the formation, company and its equal units - the unit commander.
In order to improve the quality of training of troops for exercises, part of the tactical combat exercises immediately preceding company, battalion and similar tactical (special tactical) exercises are conducted on equipment together with reinforcement units as control exercises by senior commanders.
The work of senior managers in subordinate units for the purpose of control and assistance is, as a rule, planned in a comprehensive manner. For these purposes, complex groups are created from officers of command and control bodies (headquarters), heads of military branches, special troops and services. In the course of their work, they must: teach commanders effective management methods, mastering new equipment and weapons, improving training methods and educating subordinates. The duration of the group’s work in the unit is up to a week.
Before working in subordinate units of senior managers and complex groups, a plan for their work is developed. It defines: purpose and objectives; composition of the complex group; terms and duration of work; the composition of the units involved in the inspection; issues of organizing combat training that are subject to study and testing; basic issues of assistance; the procedure for training and work of the leader and group in the troops (work plan); the procedure for recording the results and summing up the work of the complex group.
Based on the plan, a work plan for the integrated group is drawn up, specified by place, time and tasks to be solved, targeted training is carried out to check the readiness of officers to complete the task assigned to them, personal work plans are approved, linked to the daily routine of the unit.
The developed plan should take into account as much as possible the activities carried out by the units, and not only eliminate their disruptions and postponements, but also provide assistance in their preparation and implementation. If necessary, work plans may additionally include activities and classes that need to be carried out in this department by the senior manager in order to train subordinates or eliminate existing deficiencies. It is imperative that assistance be provided for the most important events of a typical month or week.
During training, instructive sessions are held with officers, during which the following are explained: the goals, objectives and work plan of the group; analysis of the state of affairs in a particular department and unresolved issues; the procedure for checking, assessing and providing assistance on the organization, conduct and comprehensive provision of combat training. At the end of the training, the group leader sums up the results and sets tasks for further training of officers.
In preparation for work, officers are required to study the methodology for conducting those classes and activities that they will conduct during control and provision of assistance. Each group member, preparing for work, must prepare plans for upcoming classes in the departments.
Officers who will conduct classes during control and assistance are required to: understand the purpose of the class, with which unit it is being conducted and on what topic, the state of the units, their composition and the tasks to be solved; study the program, a collection of standards for the subject of training and draw up a list of questions and practical tasks, taking into account what military personnel must know and be able to perform; determine the methodology for conducting the lesson, think through its organization and order of conduct; determine training places, their number and assistants; determine the necessary safety requirements; when assigning a task to the commanders of units (subunits), indicate: place, time, procedure for conducting the training, material support, readiness time. If necessary, individual assignments can be issued to those being tested (trainees).
Preparation for work on control and assistance is completed by checking readiness for it. The main task of the readiness check is to determine the degree of readiness of the officers of the integrated group to work in the units and to give permission for admission to work as part of the commission. During this stage, interviews should be conducted with all members of the complex group and, if necessary, tests should be taken to test their knowledge of charters, governing documents, and readiness to work. Based on the results of the interview or tests, a conclusion on admission to work is given.
The results of the work of the complex group are reflected in reports (reports) or acts, which indicate: the degree of implementation of combat training programs and plans, the level of training of military personnel and the coherence of units, shortcomings that occurred and their causes, conclusions on the organization of combat training in a given unit, as well as results of work on other issues, measures to eliminate identified deficiencies with determination of deadlines for their implementation.
Measures to eliminate deficiencies that cannot be eliminated during the work period, and the timing of their implementation, are included in the corresponding unit preparation plans.
The study, generalization and implementation of advanced training experience consists of the purposeful daily work of commanders (commanders, chiefs), control bodies (headquarters) to identify new, advanced methods and ways of organizing the training and education of officers, warrant officers, sergeants, soldiers and the use of new methods, methods training and education through demonstration, instructor-methodological classes, meetings and methodological conferences (seminars) on current issues of combat training, development of teaching aids and recommendations. Carrying out such events helps to establish common views on the methodology for preparing and conducting classes and exercises in a given unit or formation.
Taking into account the results of combat training is a reflection of quantitative and qualitative indicators of the implementation of personnel training plans and the level of training of troops. Accounting includes the collection, systematization, storage, updating and analysis of data that reveals the level of training of units, units and formations. It must provide a comprehensive analysis of the state of the level of training and coherence of units, the progress and quality of the educational process in order to prepare the necessary decisions and recommendations in the process of command and control of troops to maintain and improve their combat readiness.
Accounting is divided into operational and periodic.
Operational accounting consists of the daily recording and processing of the results of the implementation of combat training plans and the assimilation of the training program by personnel. It includes accounting for the combat training of soldiers (sailors) and sergeants (foremen) of a platoon (equal unit), warrant officers (midshipmen), and unit officers.
Periodic accounting is a generalization of the results of operational accounting with subsequent analysis and conclusions for a specified period of time in the academic year (week, month, quarter, half-year, year).
The main accounting document for the combat training of a unit (battalion, company, platoon and equal units) is the combat (commander) training log, which is maintained during the academic year. The logs are kept for a year and destroyed at the end of the year.
In a platoon and its equal units, combat training and its results are recorded in a combat training log, with details specific to each serviceman.
In a company and its equal units, records of combat training and its results are kept in the combat training log of the company and its equal units for squads (crews, crews) and platoon. In addition, notes are made on the conduct (performance) of classes (events) in the class schedule.
In a battalion and its equal units, combat training and its results are recorded for the platoon, company and equal units. In addition, the command training of officers and warrant officers is taken into account in the command training logs.
In part, combat training and its results are recorded for companies, battalions and equal units. In addition, the command training of officers and warrant officers is taken into account in the command training logs. In the combat training plan of the unit and the calendar plan of the main events, notes on completion are made.
Responsibility for maintaining accounting documents in a unit, battalion and equal units rests with the headquarters, and in a company and equal units - with the commander; for commander training - for the leader of a command training group.
Personal records of officers' training are maintained at headquarters; personal records reflect the results of commander training, final checks, exercises, completion of individual assignments and other indicators of officers' performance of service.
Reporting on the results of combat training is a system of reporting and information documents and activities that provides commanders and control bodies with timely and objective data on the progress and quality of troop training. It provides for specificity, efficiency, and continuity of troop training management and includes: reports on the results of combat training for the winter training period and the academic year; reports (acts) on the results of inspections in accordance with the instructions on the procedure for inspections; reports on the implementation of training plans; reports on the readiness and conduct of basic combat training activities carried out personally by commanders; current (including formalized) reports using computer centers, telephones and other communication equipment.
The results of control in the unit are recorded in the combat training log, summarized by headquarters and reported to the commander for decision-making.
Unit commanders report weekly to their subordination on the quality of implementation of planned activities and the coverage of personnel in combat training.
Based on the results of the control, commanders (chiefs) conduct both general reviews and reviews with individual categories of personnel, at which positive experiences, shortcomings, their causes and ways to eliminate them are discussed.
The battalion commander (and his peers) reports monthly on the completion of assigned tasks, the results of personnel training, class attendance, and unit evaluations in training subjects for the month to the unit commander.
The unit commander (and his peers) monthly analyzes the degree of completion of assigned tasks, the level of training of units, the quality of the educational process and the coverage of personnel in combat training, and shortcomings in combat training. Monthly, to the extent established by the formation commander, reports on this, indicating the grades assigned during control classes. Based on the final data for the training period and academic year, submits a written report to the formation commander.
Each service must know the state of training of the units directly subordinate to it, and according to the profile of its specialty - for all units. For this purpose, the order of reports by service is established and accounting forms are developed.
educational work is organized:
a) with deputy company commanders (and their equals) for educational work in military units - once a month for at least 4 hours;
b) with deputy battalion commanders (and their equals) for educational work, battalion psychologists in formations - 2 times during the training period for 4 hours;
c) with deputy commanders of regiments (and their equals) for educational work, with officials of educational work bodies of regiments, formations, associations and military educational institutions - once during the training period for at least 4 hours.
The training of officials of educational work bodies of directorates (departments) of branches and branches of the Armed Forces, military districts (fleets), main and central directorates of the Ministry of Defense is carried out in the professional training system.
Officers appointed to positions in educational bodies undergo additional training (retraining) in their specialty.
Topic No. 9: “Organization of educational work in a unit, division. Basic forms and methods of educational work of an officer"
Lesson No. 1: “Goals and objectives of educational work in the unit. The procedure for organizing and conducting educational activities in the department. Basic forms and methods of educational work of an officer. Long-term and current planning of educational work in the department"
1. Goals and objectives of educational work in the unit.
2. The procedure for organizing and conducting educational activities in the department.
3. Basic forms and methods of educational work of an officer.
4. Long-term and current planning of educational work in the department.
Goals and objectives of educational work in the unit.
Basic principles of the education system:
Compliance of the goals and objectives of education with the requirements of society, military service, and the ideals of a spiritual and moral person;
Correspondence of educational influences (influences) to the personal example of the commander (chief), the level of his cultural and moral development;
Correspondence of means and methods of education to its goals and objectives;
Compliance of educational activities with individual and
collective characteristics of military personnel, their level of development;
Compliance of the results of the education system with the set goals and objectives.
Basic principles of education:
State-patriotic and professional orientation;
Education in the process of military activity;
An integrated approach to the education of military personnel;
A demanding and respectful attitude towards soldiers while relying on the positive in the individual;
Individual and differentiated approach;
Unity, consistency and continuity in education.
State-patriotic;
Military;
Moral;
Legal;
Economic;
Aesthetic;
Physical;
Ecological.
State-patriotic education personnel is aimed at the formation and development of an individual who has the qualities of a citizen - a patriot of Russia and is capable of successfully fulfilling professional duties in peacetime and wartime.
The main ways of state-patriotic education are:
Resolving the contradictions in the process of forming a patriotic citizen, taking into account the conditions of the modern period of Russian statehood;
Improving education in the spirit of friendship of the peoples of the Russian Federation;
Education of military personnel on the heroic traditions of the peoples of Russia and the Armed Forces:
Traditions include:
Devotion to the Motherland and love for it (patriotism);
Constant readiness to defend the Fatherland;
Loyalty to the military oath, military duty;
Loyalty to military comradeship;
Respect for the commander and protection of him in battle;
Loyalty to the Battle Banner.
In Russia, the banners of units and ships were introduced by Peter I. He determined their sizes, design, and introduced the oath under the banner. It was determined that the banners would serve for five years. Paul I ordered to serve the banners indefinitely.
Creative use of the educational potential of various religious denominations.
Military education consists of a systematic and purposeful influence on the spiritual and physical development of military personnel in the interests of their training as armed defenders of the Fatherland.
The main ways of military education are:
Implementation of the inextricable unity of the process of education and training of military personnel;
Compliance with strict statutory order in the organization of all service and everyday life in military units (units);
Ensuring the safety of military service and moral and psychological support for each military personnel in various types of military activities;
Simulation of real conditions and environment of modern combat in educational process;
Ensuring the personal integrity of all categories of officials;
Use of the system of military rituals established in the Armed Forces;
Moral education is considered as an influence on the consciousness, feelings and will of military personnel in order to form in them the necessary moral traits and qualities.
The main ways of moral education are:
Arming military personnel with knowledge of society's requirements for them
professional and moral character, ensuring the social significance of their military service;
Stimulating the need for moral self-improvement of military personnel, their desire for a positive moral ideal;
Ensuring the flexibility of educational influences, their improvement in accordance with the achieved level of moral maturity of military personnel;
Purposeful organization of morally significant activities of military personnel, in the process of which the personal meaning of moral principles and norms is formed, realized and experienced;
Application of methods, forms and moral incentives of education that encourage moral feelings and responsibility;
Analysis and consideration of public opinion, socio-psychological climate, individual characteristics of soldiers.
Legal education represents a purposeful, systematic impact on the consciousness and psyche of military personnel in the interests of forming in them stable legal views and ideas, beliefs and feelings, instilling in them a high legal culture, skills and habits of legal behavior.
The main ways of legal education are:
Organization and content of legal propaganda;
increasing theoretical and methodological training military personnel on legal issues;
Mobilization of personnel for active participation in the legal educational process;
Generalization and dissemination of best legal experience;
Monitoring the strict and precise observance of law and order, military discipline and disciplinary practices.
Economic education is to form in them a system of economic knowledge, skills, abilities and personal qualities necessary for the successful performance of official duties.
The main ways of economic education are:
Creation of economic knowledge schools in military units for
Formation of a careful attitude towards military equipment, weapons and military property, rational use of material, technical and educational means;
The use of various economic incentives in educational work with various categories of military personnel;
Propagation of economic knowledge on various economic issues of the unit’s life;
Training military personnel in the ability to foresee and assess the economic consequences of their activities and ensure the economic security of military service.
Aesthetic education is aimed at the diversified development of the emotional and sensory sphere (sense of beauty) of the spiritual world of military personnel.
The main ways of aesthetic education are :
Formation of an aesthetic attitude towards the military environment, towards subjects and objects professional activity;
Instilling an aesthetic attitude towards military uniforms and equipment, knowledge of their history;
Acquaintance with the artistic and creative life of the army and navy, their artists, writers, composers and poets;
Introduction to military issues in theatre, cinema, literature, painting.
Physical education promotes health promotion and hardening, the formation of strong-willed, fighting and psychological qualities.
The main ways of physical education are:
Organization of planned physical training of various categories of military personnel;
Carrying out sports events;
Organization of active leisure for personnel on weekends and holidays;
Propaganda healthy image life;
Popularization of the best sports achievements.
Environmental education aimed at developing among military personnel environmental thinking, the necessary economic, legal, moral, aesthetic views on nature and the place of man in it for the purpose of environmental protection and safety.
The main ways of environmental education are:
Explanation of the causes of the negative environmental consequences of military activities and the possibilities for their prevention;
Involving warriors in practical activities for nature conservation;
Improving environmental training of personnel.
Implementation of the content of education involves A complex approach , providing for the unity and consistency of all its components.
Goals of educational work:
Formation and development of the qualities and relations of a patriotic citizen among personnel.
Development of the spiritual component of the combat potential and military professionalism of the army, its use in the interests of strengthening the country’s defense capability;
Formation of a developed and highly moral personality as a defender of the Fatherland;
Ensuring that military personnel consciously and conscientiously fulfill their military duty.
Education of military personnel as citizens of a legal and democratic state;
Education of each military personnel and preparation of them for various types professional activity or to any specific;
Taking into account and, if necessary, adjusting the personal goals of military personnel - both declared in words and actually implemented during their studies and service.
The main objectives of the education system are:
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