CV: Manager

As a Brigade Commander I am the officer in command of a military unit. Typically, the commanding officer has ultimate
authority over the unit, and is usually given wide latitude to run the unit as he sees fit, within the bounds of military law. In this
respect, commanding officers have significant responsibilities: the use of force, finances, equipment, the Geneva
Conventions, duties (to higher authority, mission effectiveness, duty of care to personnel), and powers (for example,
discipline and punishment of personnel within certain limits of military law).
Brigade Commander: Provides guidance and direction; delegates responsibilities to commanders and staff to execute
assigned missions. Serves as a standard bearer (leads by example). Builds an effective chain of command and develops a
positive command climate. Communicates intent and empowers subordinates to act appropriately to accomplish missions.
Supervises the Brigade XO, Battalion commanders. Directs and supervises the long - range planning of major events and
activities. Delineates responsibilities and expectations. Sets suspenses and enforces standards. Implements cadre guidance.
Supervises and evaluates the execution of plans.
Usually, there are more officers than command positions available, and time spent in command is generally a key aspect of
promotion, so the role of commanding officer is highly valued, and in theory, only goes to the best officers.

The Dean is the executive head of the faculty concerned and, as academic leader, is responsible for the strategic positioningand pursuit of strategic goals as derived from Military Academy Plan. The successful accomplishment of these aims requires the appropriate service delivery by the relevant support service environments. The exercise of leadership and managerial responsibility includes: positioning the faculty within national education policy, positioning the faculty within the core business of Military Academy with regard to research, teaching and community interaction, drawing up a business plan for the
faculty and facilitating, in consultation with the management of academic departments and centres, a process for carrying an action plan into effect through which the faculty's contribution to the realisation of the strategic goals of the Academy may be
implemented, achieving the financial management target of the faculty, marketing the faculty nationally and internationally,
and ensuring the wellbeing of staff and students. The Dean, in consultation with the Vice-Rector (Learning and Teaching) and
with the support of the service divisions reporting to the Vice-Rector, is responsible for the effective and correctly focused
implementation in the faculty of the teaching and learning policy and strategy of the Academy, and for establishing the
necessary structures that will ensure that the academic offering of the faculty is both relevant and of a high quality. More
specifically it includes the management of the following: overall planning, development, renewal and changing of academic
programmes to ensure meaningful academic outcomes, quality, effectiveness and financial viability, and obtaining the
necessary approval of the Faculty Board, the Academic Planning Committee and Senate, the process of programme
accreditation, optimising the through-put rate of undergraduate and postgraduate students, the faculty's Committee for
Learning and Teaching and the programme committees, external assessment (in a cycle as determined from time to time) of
all departments in the faculty and admission of students with a reasonable potential for success.