Summing up the activities of military personnel and military teams- this is a systematic analysis of the fulfillment of the goals and tasks set for combat and state-legal training, the fulfillment of the obligations assumed in combat competition, and the ongoing educational and social-legal work.

The Armed Forces of the Republic of Kazakhstan have a clear procedure for analyzing and summing up the results of combat training, the state of discipline and combat competition.

Summing up the results of combat and state-legal training, the state of military discipline is carried out:

- in the department, crew, calculation - daily, at the end of the day;

- in a platoon - once a week, at the end of the week;

- in the company (battery) once a week.

In addition, in accordance with the requirements of the order of the Minister of Defense of the Republic of Kazakhstan No. 620 dated September 3, 2010, D-3 dated February 22, 1997, D-2 dated January 22, 2001, summing up the results of the combat competition is carried out:

- in calculation, crew, department - weekly;

- in a platoon - 2 times a month;

- in a company, line battalion - monthly;

- in a separate battalion, regiment, formation - quarterly and for the period of training.

Fulfillment of obligations on tasks and standards is assessed and reviewed with the personnel immediately upon completion of their development in the course of planned combat training.

Summing up the day , for a week, analyzing the course of the combat competition, commanders and educational bodies mobilize personnel not only to fight for the final result (mastery of weapons and military equipment, overlapping standards, saving fuel and lubricants, etc.) but constantly taking care of the moral impact on personal compound.

When analyzing the course and results of combat training, the state of military discipline, it is not a statement of facts that is important, but a deep analysis of all the activities of personnel related to the fulfillment of obligations undertaken, the attitude to study and service to military discipline, participation in public work.

Summing up involves the creation in military teams of an atmosphere of high integrity, exactingness, criticality, combined with an atmosphere of goodwill and faith in the strength and capabilities of each soldier. Therefore, in addition to showing the quantitative results of the combat and MSP, the following should be comprehensively assessed: the cohesion of the collective, comradely mutual assistance, and the participation of soldiers in public work.

Summing up is interconnected with the most important task of commanders and educators to provide moral and material incentives to servicemen. Establishing an inextricable link between the contribution of soldiers to the conscientious fulfillment of military duty and the measure of encouragement is of great educational importance. Timely and worthy encouragement of a conscientious warrior, an advanced team means to recognize their creative approach to business, give them new strength, inspire them to achieve higher results in study and discipline.

The Armed Forces of the Republic of Kazakhstan define various forms of material and moral incentives for advanced soldiers and military collectives.

For example, in accordance with the requirements of the directive of the Minister of Defense D-2, the winners of the combat competition must be encouraged and awarded:

1. soldiers, cadets, sergeants, foremen, contract servicemen, ensigns, officers - in accordance with the provisions of the Disciplinary Charter;

2. Crews, crews, squads, platoons and their equal subdivisions - with passing pennants of the battalion (division) at the end of the month;

Second study question

Combat training management is in the continuous purposeful activity of commanders, commanders (chiefs) and command and control bodies in organizing combat training, comprehensively ensuring its activities; carrying out a set of measures to prevent the death and injury of personnel when handling weapons, ammunition and weapons and military equipment when performing exercises in fire training and driving combat (wheeled) vehicles, conducting technical specifications (TSU); study, generalization and implementation of best practices; development and improvement of SBA; control and assistance to subordinates in conducting classes, summing up the results of combat training.

The management of training and indoctrination must be specific and ensure the full and high-quality implementation of programs and plans for the training of troops.

Requirements for the leadership of combat training:

compliance of the content of combat training with the provisions of normative legal documents regulating the organization and implementation of service and combat activities of internal troops;

strict adherence to the principles of military training and education;

taking into account the achievements of military science, the experience of wars and armed conflicts, best practices in organizing combat training events;

effective use and development of UMB combat training.

The main activities of combat training management are:

analysis and assessment of the state of training of subordinate troops;

organization of combat training;

control over the course of combat training and assistance to subordinate commanders and military units (subdivisions);

purposeful training of commanders (chiefs) and command and control bodies for directing 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 operational implementation of advanced experience in the practice of troop training;

methodical work;

construction and improvement of UMB, timely introduction into the practice of combat training the latest tools learning;

accounting and reporting, timely and objective summing up of the results of combat training.

Work on the implementation of control and assistance to the troops.

Purpose of control and assistance is to provide the commander (commander, chief) with objective data reflecting the readiness of subordinate troops and their command and control agencies to perform tasks for their service and combat mission, the level of training of personnel, the real state of affairs in combat training, training of commanders (commanders, chiefs ), management bodies of the organization, planning, comprehensive support, conducting combat training events and other issues.

The main content of the work on control and assistance is: verification of the implementation of the plan and programs of combat training, coverage of training for all categories of military personnel; checking and evaluating the organization and methods of conducting classes and exercises, the level of training of personnel and the coherence of subunits, military units, formations and their command and control bodies; studying the results of control over the course of combat training, determining the causes of discovered shortcomings and assisting subordinates in organizing and carrying out work to eliminate them; training commanders, command and control bodies of formations, formations, military units and divisions of the organization and the methodology for solving assigned tasks by preparing and conducting targeted instructor-methodical and demonstrative classes, joint practical work on preparing and conducting basic troop training events; control over the elimination of discovered deficiencies.

Commanders (commanders, chiefs), command and control bodies carry out constant monitoring of the performance of subordinate formations (military units, subunits) of the tasks and quality educational process. Control is carried out through the planned work of senior commanders in formations (military units, subunits), as well as according to reports received from subordinate commanders and superiors.

Control measures are reflected in: plans for training troops; in the plan-calendar of the main events - for a month; personal work plans of officials.

When checking the organization and course of classes, the state of accounting for combat training is necessarily checked. The results of the checks are recorded in the combat training logs.

Control and assistance to troops in the organization of combat training with control exercises are carried out in the course of work of target and complex groups:

the commander of the troops of the association - in each formation, military unit directly subordinate to him - during the academic year;

commander of a formation (brigade) - in each military unit during the training period;

commander of a military unit - in each unit during the training period.

The leading staff of associations, formations and military units takes a personal part in organizing combat training and conducting exercises with the personnel of the troops. To control the implementation of the norms for conducting classes at the headquarters, an appropriate plan is developed, which is stored with the documents of the combat training plan, extracts from the plan - with officials.

Officials conduct classes:

commander of the troops of the association, commander of the formation - 4-6 hours per month;

deputy commander of the troops of the formation (commander of the formation) - 6-8 hours per month;

heads of services of the management of an association (compound, military unit) - 8-10 hours per month;

commander of a military unit - 2-3 hours a week;

deputy commanders of a military unit - 3-4 hours a week;

battalion commander and his deputies - 4-6 hours a week.

The battalion commander checks the quality of the training every month in at least two subunits, the company commander - weekly in at least one platoon.

Control over the course of combat training is subdivided into current (everyday) and periodical.

Current (everyday) control serves to ensure the quality of the training process, correct the training process, and prevent negative phenomena in combat training.

Contents of the current control: checking the readiness of the main activities of combat training, training leaders for the next classes; checking the organization, methodology and course of classes; checking the quality of assimilation (working out) by military personnel of topics, educational tasks and standards in the course of classes; verification of the serviceability and efficiency of the use of UMB; hearing subordinate commanders (chiefs) on the implementation of combat training measures and readiness for classes the next day.

Day to day (current) control over the course of combat training, it is advisable to carry out in accordance with the consolidated schedule of classes, as well as the personal work plans of the commander and other officers of the formation and military unit.

Periodic control organized in order to check the level of training of personnel in individual subjects of training, official and special duties, the training of units as a whole, after working out individual sections of the programs (completion of the stages of coordinating units and military units).

The content of periodic control: checking the level of training of personnel for combat service; test (control) classes (exercises); final (control) checks; verification of the organization of training and commissioning of newly arrived reinforcements, graduates of training military units, graduate officers of the VOUVPO; checking the performance of individual tasks by officers; control over the implementation of best practices, acceptance of credits based on knowledge of guidance documents on combat training.

Checking the quality of the implementation of plans and programs of combat training is carried out constantly, without disturbing the course of the educational process. Identified deficiencies are eliminated on the ground with the provision of practical assistance c. Generalization of the experience of combat training and bringing it to the bodies of military command and control.

The study, generalization and implementation of advanced training experience consists in the purposeful daily work of commanders (commanders, chiefs), management bodies to identify new, advanced methods and methods for organizing the training and education of officers, warrant officers (warrant officers), sergeants (foremen), soldiers (sailors) and the application of new methods, ways of teaching and educating by holding demonstrations, IMZ, meetings and methodological conferences (seminars) on topical issues combat training, development teaching aids and recommendations.

The holding of such events contributes to the establishment of common views on the methodology for preparing and conducting classes and exercises in each military unit, formation.

Accounting for the results of combat training- there is a reflection of quantitative and qualitative indicators of the implementation of training plans and the level of training of troops. Accounting includes the collection, systematization, storage, updating and analysis of data that reveal the degree of training of subunits, military units and formations.

Taking into account the results of combat training, a comprehensive analysis of the state of the level of training and coherence of formations, military units and subunits, the progress and quality of the educational process is provided in order to prepare the necessary decisions, 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 in the daily recording and processing of the results of the implementation of 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, subunits, warrant officers (midshipmen), officers of command and control bodies and subunits.

Periodic accounting - summarizing the results of operational accounting with subsequent analysis and conclusions for a specified period of time of the academic year (week, month, quarter, half year, year).

The main accounting document for combat training is a journal of combat (commander) training, which is maintained during the academic year (training period). The logs are kept for the next year and destroyed at the end of it.

In a platoon, combat training records are kept in the combat training record book with specific details for each serviceman and for squads (crews, crews).

In a company, combat training records are kept in the company combat training register for squads, platoons and command training of sergeants. In addition, marks are made on the conduct (fulfillment) of classes (events) in the class schedule.

In a battalion, combat training records are kept for platoons and companies. The commander's training of platoon commanders is recorded in the register of commander's training.

In a military unit, combat training records are kept for companies and battalions. The command training of management officers, battalion commanders, company commanders and their deputies, ensigns (midshipmen) is recorded in the registers of commander training. A record is kept of the training of female servicemen of the department of the military unit. In the plan of main activities, marks are made on the implementation of activities.

In the event that a military unit ( separate battalion) organizationally consists of companies (platoons), a combat training register is kept for both the battalion and the military unit.

At the formation headquarters, combat training records are kept for battalions and each military unit, as well as for the training of formation management officers, commanders of military units and their deputies, warrant officers, female servicemen of the formation management and units included in the formation management. In the plan of the main activities, marks are made on the implementation.

In the combat training department of the association, the main tasks of accounting for combat training are the collection, generalization and statistical processing of data for analyzing the state of troop training. The department summarizes data on the state of preparation of each formation, military unit, battalion for each subject of study.

Combat training reporting is a system of reporting and information documents and activities that provides commanders and command and control agencies with timely and objective data on the progress and quality of troop training. It includes:

reports on the results of combat training for each period of training and academic year;

reports (acts, explanatory notes, summary sheets) on the results of checks and inspections;

reports on the implementation of troop training plans;

reports on the readiness and conduct of the main activities of combat training;

current (including formalized) reports.

The reporting system should exclude duplication of information submitted to the same authority. It is established by orders and instructions of senior commanders (chiefs).

The commanders analyze the degree and quality of the implementation of the training schedule, the training plan for the troops of the formation (combat training plan for the formation, military unit) and report in the established order on command: platoon commander - daily, company commander - weekly; commander of a battalion, military unit, formation - monthly.

In addition, the commander of a military unit, on the basis of the final data for the period of training and the academic year, submits a written report to the commander of the unit (commander of the troops of the association). The unit commander monthly analyzes the state of combat training of military units and subunits, the degree of fulfillment of the assigned tasks and reports, in the amount established by the unit commander, the results of the month and the results of inspections carried out during the reporting period.

Each administration, department (department), service summarizes information on the state of combat training in its specialty for all military units, subdivisions according to their subordination. To do this, the order of reports on services is established and accounting forms are developed.

Summing up the results of combat training, setting tasks.

The results of combat training are summed up:

in divisions - at meetings with officers, warrant officers, sergeants of the division, at a general meeting of personnel: in a battalion, company - a month in advance, in a platoon - after the lesson;

in a military unit, formation - at a service meeting with officers, a general meeting of personnel - monthly, for the period of study and academic year;

in the association - at a service meeting with management officers - for the period of study and the academic year.

When summarizing the results, the main directions in combat training are also determined and tasks for the next period are set.

The timing and time of summing up and setting goals are indicated in the planning documents. For their implementation, headquarters (departments) draw up plans that indicate the place, time, uniform, who is involved, as well as who speaks and on what issue, a list of visual aids is given.

The plan is signed by the chief of staff and approved by the commander of the troops of the formation (commander). Summing up materials and setting tasks should be formalized:

in a company, battalion - in the workbook of the company commander, battalion;

in a military unit, formation, association - in the matter of combat training, which are stored during the year as reporting documents.

When summing up the results of combat training, the commander:

evaluates the degree of implementation of the plan and combat training programs;

analyzes the quality of working out the topics covered, standards, the coverage of personnel by training, the results of combat training in the main subjects of training (estimated indicators of command training, training of command and control bodies, formations, military units and subunits);

indicates the shortcomings and their causes, positive aspects in training and indoctrination, notes those who have distinguished themselves and lagged behind in the past period, the most instructive measures of combat training;

clarifies the procedure for the exit of military units (subunits) to training centers, to landfills, consumption of motor resources, material support;

evaluates the state of leadership in combat training, indicates: who, when and where provides assistance or controls the quality of the training;

communicates the topics of the IMZ with officers, non-commissioned officers and the deadlines for submitting plans for conducting classes for approval;

draws conclusions based on the results of combat training and sets tasks for the next stage of training.

The results of combat training are reflected in orders for a unit (combination, military unit) on the results of combat training in the past training period (academic year) and tasks for a new training period (new academic year), on the results of service and combat activities and analytical references (reviews) .

Information on the analysis of the state of combat training is issued:

in a military unit - per month, academic period, academic year;

in conjunction - per month, academic period, academic year;

in the association - for the academic period, academic year.

In addition, reporting documents on combat training are:

summary statements overall results inspections, final and control checks for the last 5 years (with details: in an association - up to a military unit; in a unit - up to a battalion, separate company; in a military unit - up to a company, a separate platoon), command training of officers;

statements of results of training of class specialists;

information about UMB facilities with the necessary technical documentation, extracts from orders on assigning these facilities to military units (subdivisions);

control copies teaching materials on subjects of study;

log book of orders, directives, orders for combat training received from a higher headquarters.

Methodical work- this is a set of measures aimed at improving the methodological training of officers, warrant officers and sergeants in the training and education of subordinates and, on this basis, improving the quality and effectiveness of classes, the effectiveness of combat training.

Methodological work is organized and directed by the commanders of the troops of associations, commanders of formations and military units.

Measures of methodological work are reflected in planning documents.

The main content of the methodological work is: development and implementation in the practice of training personnel of methodological manuals, practical recommendations, standard (reference) notes, private methods; generalization and implementation of advanced experience in training and education of military personnel; establishing unity in the understanding and application of the forms and methods of teaching and education in the learning process, organizing methodological conferences, UMS, methodological meetings and discussions; conducting instructor-methodical and demonstration classes, open lessons, assisting young commanders in their development on issues of training and education using the latest achievements of pedagogical science and scientific and technological progress in general.

Measures of methodological work are reflected in the combat training plan for the year as a separate section and are specified for the period of training.

The main forms of methodical work in formations and military units of internal troops are:

UMS and methodical meetings, scientific-practical (methodical) conferences and seminars;

meetings of the methodological council (in training military units) and methodological meetings at which issues of teaching and upbringing methodology are considered;

methodological classes: instructor-methodical, open, demonstrative and trial, briefings, as well as lectures, reports and messages on the methods of training and education, general and military pedagogy and psychology;

development of teaching materials;

conducting pedagogical (methodological) experiments, studying advanced pedagogical experience experience of service and combat activities of the troops and the introduction of their results into the process of combat training.

In order to generalize and transfer the experience of methodological work, as well as to create the necessary conditions for preparing leaders for classes in formations and military units, methodological centers, offices, classes, and corners are being created. Their equipment must be continuously updated, reflect the successes of officers in improving the methods of training and education of personnel, provide conditions for their practical use by class leaders, and contain the necessary materials for preparing for classes.

In the methodical office (class) of the regiment (battalion) are:

military, technical and pedagogical literature, thematic selections from magazines and newspapers, methodological developments, teaching aids, stands and posters on the methodology of training and education;

sample abstracts, outline plans and methodological developments by topic;

options for the provisions for holding competitions for the best specialist (crew, crew, military outfit, unit, etc.);

stands and posters on combined arms disciplines, special, technical and tactical-special training;

materials on the history of the development of domestic, foreign science and technology and novelties on these issues; technical training aids.

Conclusion

The presented material of the lecture allows us to conclude that combat training is the most important condition for increasing combat readiness, successfully solving the tasks of strengthening military discipline and the statutory order, which can be solved only with a clear and organized activities all officials, the ability to make informed decisions, including on single and individual training of military personnel

The teacher reminds the topic and learning questions of the lesson. Evaluates the quality of the training issues worked out during the lesson, after which he indicates that combat training – this is a purposeful, organized process of military training and education of personnel, coordination (combat coordination) of subunits, military units, formations and their command and control bodies to perform service-combat (combat) tasks in accordance with their purpose. This will preserve the combat capability of the personnel and fulfill the assigned tasks. Then he evaluates the work of cadets, noting the positive aspects and shortcomings identified in the course of the lesson.

Designed by:

Associate Professor of the Department of Population and Territory Protection

colonel of the internal service D. V. Savelyev

TOPIC No. 29: "METHODOLOGY FOR ORGANIZING THE RESULTS OF BATTLE AND
STATE-LEGAL TRAINING, STATE OF MILITARY
DISCIPLINES IN THE DIVISION.
Study questions:
1. Requirements of guidance documents on the organization of debriefing on
combat training and GPP, the state of military discipline in the unit.
2. Organization of debriefing of military discipline in the unit.
3. Methodology for preparing and conducting a debriefing on combat and GPP,
state of military discipline in the unit.
1)
2)
3)
4)
5)
6)
7)
8)
9)
Decree of the President of the Republic of Kazakhstan dated January 19, 1993 No. 1084 “On the establishment of the institute of deputy commanders (chiefs) in
ViSPR Armed Forces of the Republic of Kazakhstan";
Directive of the Ministry of Defense of the Republic of Kazakhstan dated November 27, 1995 No. 27 “On the introduction and organization of state-legal training in the Armed Forces
RK";
Order of the Ministry of Defense of the Republic of Kazakhstan dated 03.09.2010 No. 620 “On the organization of the VSPR in the Armed Forces of the Republic of Kazakhstan”;
Order of the Ministry of Defense of the Republic of Kazakhstan dated 08.10.2010 No. 771 “On measures to further improve the system of work on
strengthening military discipline and law and order in the Armed Forces of the Republic of Kazakhstan in the light of the requirements of the President of the country -
Supreme Commander of the Armed Forces of the Republic of Kazakhstan”;
Order of the Ministry of Defense of the Republic of Kazakhstan dated November 28, 2010 No. 926 “On approval of the structure and activities of the psychological
work"; Order of the Ministry of Defense of the Republic of Kazakhstan dated December 20, 2012 No. 984 “On the organization of ideological work in the field
countering religious extremism in the Armed Forces of the Republic of Kazakhstan”;
Order of the Ministry of Defense of the Republic of Kazakhstan dated February 21, 2013 No. 73 “On approval of the Strategy for the development of ideological work in the Armed Forces of the Republic of Kazakhstan”;
Charter of the Internal Service of the Armed Forces of the Republic of Kazakhstan dated 2007;
Military Doctrine of the Republic of Kazakhstan from 2011;
Law of the Republic of Kazakhstan dated April 5, 1999 “On Defense and Armed Forces of the Republic of Kazakhstan”;

The first question: Requirements of the governing documents for the organization
summing up the results of combat and GPP, the state of military discipline in
subdivision.
Summing up the results of the activities of military personnel and military
teams is a systematic analysis of the performance
set goals and objectives for combat and state-legal training, fulfillment of the obligations assumed for
combat competition, ongoing educational and social and legal work.
Summing up
combat and
state legal training,
state of the military
disciplines
held:
in the department, crew, calculation daily, at the end of the day;
in a platoon - 1 time per week and per month;
in the company (battery) - once a week and for
month.

Fulfillment of obligations UNDER TASKS AND REGULATIONS
assessed and reviewed with personnel
immediately after the end of their working out during
planned combat training.
Summing up the results for the day, week, analyzing the course of the combat competition,
commanders and educational bodies mobilize personnel not
only to fight for the final result (mastery of weapons and combat
technology, overlapping standards, saving fuel and lubricants
materials, etc.) but constantly take care of the moral and psychological
impact on personnel.

When analyzing the course and results of combat training, the state of military discipline
what is important is not a statement of facts, but a deep analysis of all the activities of a personal
composition related to the fulfillment of the undertaken obligations, attitude to study and
service to military discipline, participation in public work.
Summarizing
suggests
Creation of an atmosphere of high integrity in military collectives,
exactingness, criticality in combination with the situation
benevolence and faith in the strength and capabilities of each warrior.
Therefore, along with showing the quantitative results of the combat and GPP should
be fully evaluated:
team cohesion,
comradely mutual assistance,
participation of soldiers in public work.

Summing up is interconnected with the most important task of commanders and educators
moral and material incentives for servicemen.
In accordance with the orders of the Minister of Defense, the winners of the combat competition
should be encouraged and rewarded:
soldiers, cadets, sergeants, foremen, contract servicemen,
officers - in accordance with the provisions of the Disciplinary Charter;
crews, crews, squads, platoons and equal units - by passing
pennants of the battalion (brigade) at the end of the month;
companies and their equal units - challenge prizes and diplomas of the military
parts based on the results of the period of study and the academic year.
Increasing the educational role of summing up is associated with generalization and
dissemination of best practices, which is a great
mobilizing force and an effective means for pulling up lagging warriors and
units to the advanced level.

Duties of the Deputy Commander for Educational and
social and legal work on the preparation and conduct of summarizing
results:
1) carries out work to educate military personnel in the spirit of devotion to the President
Republic of Kazakhstan, the Government and people of Kazakhstan, friendship of peoples,
military partnership, strict observance of the laws of the Republic of Kazakhstan, military oath, military
charters, conscious obedience to commanders (chiefs) and respect for them.
A separate section provides for measures to unite and strengthen
military collective, prevention of hazing, constantly
is engaged in self-education, studies military pedagogy and psychology;
2) carries out active work on the formation of a healthy public opinion to
any facts of insulting and humiliating people, the creation of a united front of protest and
fight against unacceptable and alien to the Armed Forces of the Republic of Kazakhstan
crimes;
3) studies business and moral qualities, requests, moods, marital status
every soldier, sergeant, officer and, in accordance with this, organizes and conducts
educational and individual educational work;

4) constantly identifies specific individuals from among the soldiers, sergeants, officers
prone to violation of statutory relationships, requiring deep and
operational individual study and impact;
5) as necessary, analyzes the socio-psychological structure
military collective, taking into account its abilities. Constantly monitors
public opinion, mood, traditions, habits of individual warriors, cares
about their correct formation;
6) conducts personally educational work on the role of friendship and military partnership and
maintaining high combat readiness of the unit;
7) constantly organizes the work of the asset to implement the decisions of the meetings,
the formation of military personnel responsibility for strict compliance with the requirements
laws, military oath and military regulations, the prevention of drunkenness and hazing
relationships;
8) regularly organizes question and answer evenings, days of legal studies
(evenings), with the participation of military lawyers, doctors, with the involvement of staff officers and
educator officers;

The second question: Analysis of the state of military discipline in the company and summarizing
the results of the work to strengthen it.
With the personnel of the company at the end of the week in
scheduled time commander
company sums up the work to strengthen
military discipline at a meeting (conference)
military personnel.
Guided by the analysis of the state of military discipline and
disciplinary practice, conclusions from the results of combat and
state-legal training, combat competition, commander
company makes a report "On the state of military discipline in the company and
the results of the work to strengthen it”.

The report must:




study.

10.

4. Name the names of the military personnel who are an example in the implementation
Military oath, providing significant assistance to commanders in maintaining
statutory order, comrades in the service, mastering military specialties,
irreconcilably related to the shortcomings, unworthy behavior of colleagues.
5. Bring to the attention of all personnel the names of the military personnel who
showed nothing - neither good nor bad. Pedagogically correct and tactfully persuade
them to increase their activity, explain to them how to choose the right life
position.
6. Name the units (platoons, squads, crews, crews) in which
military discipline, law and order and service of the troops do not fully meet
statutory requirements.
Pay special attention to the departments in which long time(specify which one)
these requirements are poorly met.
Point out the characteristic shortcomings of each of these units:
1) in the performance of combat duty;
2) in relation to personnel to equipment and weapons, their study, development and
savings;
3) in serving on guard, daily duty;
4) in the internal order, the implementation of the daily routine;
5) in observance of the statutory rules of relations between servicemen;
6) fulfillment of the class schedule;
7) for other parameters.

11.

The report must:
1. Outline how the requirements of the Minister of Defense are being met in general
Republic of Kazakhstan, other senior commanders and chiefs on issues
strengthening military discipline and improving the service of troops in a week, their
influence on the solution of tasks of combat readiness, combat duty, combat
study.
2. Based on the criteria for evaluating discipline in the unit, give
assessment for each platoon and squad (crew, crew).
3. Mark units (platoons, squads, crews, crews) in
which tasks are better solved, the statutory order is maintained, no
gross violations of military discipline, there was a healthy moral and psychological atmosphere, friendship and military partnership. Wherein
highlight those units in which these issues have been for a long time (indicate
which) are resolved positively.
Name their commanders and tell about the methods of their work.
Give an assessment of the asset (based on the results of the month) to strengthen military discipline.

12.

7. Conduct an in-depth analysis of the causes of incidents and crimes, if they
took place, gross disciplinary offenses.
Name the names of the military personnel who committed them (ensure that
each soldier, having heard his last name, stood up and took a combat stance),
to report to all personnel how and why his act had a negative impact on
combat readiness.
Announce that the discipline of named military personnel is assessed
"unsatisfactory".
Specially disclose cases of the use of obscene words that have taken place,
nicknames, nicknames, distortion of military ranks, rudeness and familiarity.
In conclusion, summing up, one should encourage those who distinguished themselves, note in
the worst side of the guilty.
At the end of the summing up, a specific assessment of units and private
composition, the commander determines specific tasks for each platoon, squad,
crew, crew, individual soldiers (whose discipline is assessed
“unsatisfactory”) to eliminate deficiencies and activities that should
conduct subordinate commanders in the interests of strengthening military discipline and
law enforcement.

13.

The company commander analyzes:
The level of performance discipline among sergeants,
timeliness and quality of execution of orders and orders
senior leaders;
the role of sergeants in maintaining the statutory order in
unit, compliance with the uniform and daily routine;
participation of sergeants in disciplinary practice, their compliance with
legality and statutory requirements in relations with subordinates.
The company commander evaluates the personal discipline of the sergeants, the contribution
each sergeant in the education of personnel and the strengthening of discipline,
encourages the best sergeants for maintaining a high military
discipline in the department and success in combat and state-legal
preparation.
Periodically, at a meeting of non-commissioned officers,
exchange of experience in strengthening military discipline.

14.

With the officers of the company, analysis of the state of discipline and summing up the work on it
reinforcements are held weekly at a service meeting, usually before
debriefing with the personnel of the company.
At the meeting, the company commander:
hears reports from platoon commanders on the state of discipline in the platoon
and the work done to strengthen it;
evaluates the state of military discipline in platoons and determines their places
in the mouth;
evaluates the work of each officer to strengthen military discipline;
evaluates personal discipline, notes omissions and shortcomings in work
officers to strengthen military discipline;
analyzes the disciplinary practice of officers, their compliance with
legality and statutory requirements in relations with subordinates;
evaluates the participation of officers in educational activities, their
individual work with subordinates;
promotes good practice in strengthening discipline and
order;
determines measures to strengthen discipline in the company and sets tasks
officers.

15.

When summing up the results of a combat competition in combat and state-legal training, the deputy company commander for the VSPR is obliged to:
Remind the tasks that were set for this month.
Analyze the implementation of these tasks by sections:
1) Combat and state-legal training:
what topics have been worked out over the past month;
what results have been achieved;
which of the servicemen, squads, platoons reached best results, (reason);
which of the military personnel, platoon squads did not fulfill their obligations
(cause).
2) The state of military discipline compared to the previous
month:
give a general assessment of the state of military discipline compared to the previous one
month;
show the best squads, platoons and soldiers, methods of work of platoon commanders,
achieved positive results;
disclose the number and nature of violations of military discipline, who and in what
conditions they committed, name undisciplined warriors and show what harm
they brought the cause of combat readiness by their violations;
determine the places of platoons according to the state of military discipline.

16.

3) State of guard and internal service:
note how the soldiers of the platoon served on guard and daily duty;
show the best warriors serving vigilantly and without comment;
to prove the soldiers who negligently performed their duties on guard (daily
attire), reveal the main reasons for their actions;
determine the places of departments, platoons for serving on guard and daily allowance
attire.
4) The state of internal order in the company:
show the attitude of military personnel to maintaining internal order;
mark the best warriors who distinguished themselves in inducing and maintaining the internal
order;
note the worst warriors who are negligent in maintaining internal order and
the main reasons for this situation;
determine the location of the offices to maintain internal order.
5) Condition educational work in the mouth:
what kind educational activities were carried out over the past week, month;
which military personnel showed activity and diligence during their conduct;
evaluate the work of the company's assets.
6) Final part:
determine the places of platoons, departments for the past week, month;
mark the best warriors and encourage;
set tasks for the next week, month.

17.

According to the results of the combat competition for the month, and
special numbers of wall and
photo newspapers, combat leaflets, bulletins of the advanced
experience.
Conclusion

With the personnel of a company (equal to it), the results are summed up at the end of each week by category: with officers and warrant officers (midshipmen), sergeants (foremen), with all personnel. The report “On the state of military discipline in a company (equal to it) over the past week and the results of work to strengthen it” is usually made by the company commander (equal to her) or his deputy for educational work.

The report must:

1. Describe how, on the whole, the requirements of the Minister of Defense of the Russian Federation, other senior commanders and chiefs on strengthening military discipline and improving the service of troops in a week are being fulfilled, their influence on the solution of tasks of combat readiness, combat duty, and combat training.

2. Based on the criteria for evaluating discipline in the unit, give an assessment to each platoon and squad (crew, crew).

3. Mark the units (platoons, squads, crews, crews) in which tasks are better solved, the statutory order is maintained, there are no gross violations of military discipline, a healthy moral and psychological atmosphere has developed, friendship and military partnership. At the same time, highlight those units in which these issues have been resolved positively for a long time (indicate which one). Name their commanders and tell about the methods of their work. Give an assessment of the editorial board (based on the results of the month) of the wall newspaper on strengthening military discipline.

4. Name the military personnel who are an example in the performance of military duty, providing significant assistance to commanders in maintaining the statutory order, comrades in the service, mastering military specialties, irreconcilably related to the shortcomings, unworthy behavior of colleagues.

5. Bring to the attention of all personnel the names of servicemen who did not show themselves in any way - neither good nor bad. Pedagogically correct and tactfully convince them to increase their activity, explain to them how to choose the right position in life.

6. Name the units (platoons, squads, crews, crews) in which military discipline, law and order and service of the troops do not fully meet the statutory requirements. Particularly indicate the units in which for a long time (indicate how long) these requirements are poorly met.

Point out the characteristic shortcomings of each of these units:

In carrying out combat duty, guard and internal services;

In relation to personnel to equipment and weapons, their study, development and conservation;

In the internal order, the implementation of the daily routine;

In compliance with the statutory rules of relations between military personnel;

In the implementation of the class schedule;

For other options.

7. Conduct an in-depth analysis of incidents and crimes, if any, gross disciplinary offenses. Name the names of the servicemen who committed them (ensure that every serviceman, having heard his last name, stood up and took a combat stance), bring to the personnel: how and why his act had a negative impact on combat readiness. Announce that the discipline of the named servicemen is assessed as "unsatisfactory". To reveal in particular cases of the use of obscene words, nicknames and nicknames, distortion of military ranks, rudeness and familiarity.

In conclusion, summing up, one should encourage those who distinguished themselves, and note those who were guilty for the worse.

Upon completion of the summing up, the announcement of specific assessments to units and enlisted personnel, the commander determines specific tasks for each platoon, squad, crew, calculation, individual soldiers (sailors) to eliminate shortcomings and measures to be taken in the interests of strengthening military discipline and law and order.

After determining specific tasks, the commander proceeds to assess the personal discipline of sergeants (foremen) and their work to strengthen military discipline and law and order.

In doing so, he analyzes:

1) the level of executive discipline among sergeants (foremen), the timeliness and quality of executed orders and instructions from senior commanders;

2) personal exemplification of the sergeant (foreman) composition in fulfilling the requirements of the charters and their functional duties;

3) there have been cases of biased reports or concealment of facts of violation of military discipline among subordinates;

4) the role of sergeants (foremen) in maintaining the statutory order in the unit, observing the uniform and daily routine;

5) participation of sergeants (foremen) in disciplinary practice, their observance of the law and statutory requirements in relations with subordinates;

6) the work of sergeants (foremen) in instilling in subordinates a love for service, meeting their needs and requests, training and education.

In conclusion, summing up the results with the sergeants (foremen), the commander sets specific tasks to strengthen military discipline and law and order among his subordinates, draws Special attention on the commanders of lagging squads, crews, calculations, and at the same time evaluates the personal discipline of each and his work to maintain the statutory order in the unit.

After determining specific tasks, the commander releases the sergeant (foreman) staff and evaluates the work of the foreman with junior commanders, the completeness of his performance of official duties, points out shortcomings, and sets tasks for the next week.

The personal discipline and work of the senior technician of the company (if any) is also evaluated, especially in preventing accidents and damage to weapons, military equipment fulfillment by personnel of safety requirements in the operation, repair and maintenance of machines.

Having released the ensigns, the commander evaluates the work of the officers. At the same time, he announces an assessment of the personal behavior of each officer. First, the work of platoon commanders is assessed, and then the work of deputy company commanders (equal to her). The places of platoons in a company (equal to it) are brought up, omissions and shortcomings in strengthening military discipline among subordinates are noted. An assessment is given of the use of disciplinary practice by officers in the interests of strengthening military discipline. In conclusion, the company commander (equal to her) sets tasks that relate to the personal work of officers.

Summing up the results of military discipline and law and order in the company for a month can be carried out at a general meeting of the military personnel of the company (with the invitation of senior commanders). At the meeting, a resolution is adopted, which determines measures to strengthen military discipline for the next month.

Company commanders (who are equal to them) should have a special notebook with materials for analyzing and summing up the results of military discipline.

It is impossible to analyze and evaluate the state of military discipline in subordinate units by the number of disciplinary sanctions imposed on military personnel . This undermines the authority of demanding, strong-willed commanders.

It is advisable to analyze the state of law and order and military discipline in the unit according to the proposed methodology on a weekly basis on Fridays, with the subsequent completion of the conclusions and planned activities at the meeting.

The depth, comprehensiveness and systematic analysis of the rule of law and military discipline makes it possible to correctly see and evaluate the results of educational work, its positive and negative sides, the prospects and tendencies of the struggle for its further strengthening and order in the subunits.

3.6. Basic forms and methods
study of individual psychological
features of military personnel

End of work -

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UDC 355:37:159 LBC 68.43+88.4 O–75 Reviewers: V. I. Golikov, Ph.D. history Sciences, Associate Professor, Head of the Institute of Military

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With the personnel of the company, batteries, the results are summed up at the end of each week by category: with officers and ensigns, non-commissioned officers, with all personnel. The report "On the state of military discipline in the company over the past week and the results of work to strengthen it" is, as a rule, the company commander. The report must:

Outline how the Secretary of Defense's requirements are being met in general Russian Federation, other commanders and chiefs on issues of strengthening military discipline and improving the service of troops in a week, to determine their influence on the solution of tasks of combat readiness, combat duty, and combat training.

Assess the state of discipline in each platoon and squad (crew, crew)

Mark the units (platoons, squads, crews, crews) in which tasks are better solved, the statutory order is maintained, there are no gross violations of military discipline, a healthy moral and psychological atmosphere has developed, relations of friendship and military partnership At the same time, highlight those units in which these issues for a long time (indicate which one) they decide positively to name their commanders and tell about the methods of their work. Assess the work of the editorial board (at the end of the month) of wall newspapers to strengthen military discipline.

To name the servicemen who are an example in the implementation of the Military Oath, who provide significant assistance to commanders in maintaining the statutory order, comrades in the service, mastering military specialties, who are uncompromisingly related to the shortcomings and misbehavior of colleagues.

Bring to the attention of all personnel the names of servicemen who did not show themselves in any way - neither good nor bad. Pedagogically correct and tactfully convince them to increase their activity, explain to them how to choose the right position in life.

Name the units (platoons, squads, crews, crews) in which military discipline, law and order and service of the troops do not fully meet the statutory requirements. Particularly indicate the units in which for a long time (indicate how long) these requirements are poorly met. Point out the characteristic shortcomings of each of these units:

in the performance of combat duty;

in relation to personnel to equipment and weapons, their study, development and conservation;

in serving on guard, daily duty;

in the internal order, the implementation of the daily routine;

in observance of the statutory rules of relations between military personnel;

in the implementation of the class schedule;

by other parameters.

Conduct an in-depth analysis of incidents and crimes, if any, gross disciplinary offenses. Name the names of the servicemen who committed them (each serviceman, having heard his last name, must stand up and take a combat stance), report to all personnel how and why his act had a negative impact on combat readiness. Announce that the discipline of the named servicemen is assessed as "unsatisfactory". To reveal in particular cases of the use of obscene words, nicknames, nicknames, distortion of military ranks, rudeness and familiarity.

In conclusion, summing up, one should encourage those who distinguished themselves, and note those who were guilty for the worse.

At the end of the summing up, the commander determines the specific tasks for each platoon, squad, crew, calculation, individual soldiers (whose discipline is rated "unsatisfactory") to eliminate shortcomings and measures to be taken by subordinate commanders in the interests of strengthening military discipline and law and order.

Bringing military personnel of the Armed Forces of the Russian Federation to disciplinary responsibility

Disciplinary responsibility - legal responsibility arising for the commission of a disciplinary offense by military personnel and exercised by the authority of the commander (chief) in an official manner in accordance with the rules of the Disciplinary Charter of the Armed Forces of the Russian Federation.

Military personnel bear disciplinary responsibility for:

Misdemeanors related to violation of military discipline or public order (Federal Law "On the Status of Military Personnel");

Misdemeanors related to the violation of moral norms and military honor(Article 23 of the UVS of the Armed Forces of the Russian Federation).

Stages of bringing military personnel to disciplinary responsibility.

detection and suppression of a disciplinary offense;

appointment of proceedings;

conducting proceedings on the fact of a disciplinary offense;

consideration collected evidence and making a decision to impose a disciplinary sanction;

imposition of disciplinary action.

Before bringing a serviceman to disciplinary responsibility, it is necessary to make sure that his offense contains the composition of a disciplinary offense, which is characterized by a combination of elements (signs) provided for by law that indicate the object, objective side, subject and subjective side of this type of offense.

The object of a disciplinary offense is those social relations that are regulated by the rules of military discipline, or relations in the sphere of public order.

The objective side of a disciplinary offense is expressed in certain actions, inaction, which are socially dangerous and illegal.

The subjective side is expressed in the mental attitude of the offender to his unlawful act and its consequences. This is the fault of the serviceman, which is a necessary condition for disciplinary responsibility.

A serviceman may be brought to disciplinary liability only if all the elements of the disciplinary offense in their totality are present.

The means of coercion when bringing to disciplinary responsibility is a disciplinary sanction.

Disciplinary action- these are measures of influence enshrined in the DU of the Armed Forces of the Russian Federation, applied by commanders to a serviceman in the process of bringing to disciplinary responsibility. Only direct superiors and superiors specified in the section “Imposition of disciplinary sanctions in special cases” of the Administrative Directorate of the Armed Forces of the Russian Federation can impose a disciplinary sanction. The disciplinary power granted to junior superiors always belongs to senior superiors. If the commander (chief), due to the severity of the misconduct committed by the subordinate, considers the disciplinary power granted to him insufficient, he initiates a petition to impose a penalty on the guilty person, the authority of the senior commander (chief). The commander (chief), who has exceeded the disciplinary power granted to him, bears responsibility for this. A senior commander has no right to cancel or reduce a disciplinary sanction imposed by a junior commander, due to the severity of the sanction, if the latter did not exceed the authority granted to him. The senior commander has the right to cancel the disciplinary sanction imposed by the junior commander, if he finds that this sanction does not correspond to the gravity of the misconduct committed, and to impose a more severe sanction.

Conditions for the application of disciplinary liability:

Disciplinary responsibility can and should be used only in the interests of the service to maintain military discipline and statutory order;

only those commanders (chiefs) who use disciplinary rights in relation to violators of military discipline can be brought to disciplinary responsibility;

disciplinary liability is exercised to the extent and within the limits determined by the charter.

For violation of military discipline or public order, a serviceman personally bears disciplinary responsibility.

For the correct and lawful application of disciplinary responsibility, military legislation establishes an appropriate procedure for disciplinary action. The RF Armed Forces Command, in particular, defines specific rules for imposing disciplinary sanctions, which boil down to the following:

a serviceman who has committed a disciplinary offense may be subject to only those disciplinary sanctions that are determined by the Department of Defense of the Armed Forces of the Russian Federation, corresponding to the military rank of the guilty person and the disciplinary power of the commander;

haste should not be allowed when imposing a penalty. The decision to hold accountable is taken, as a rule, in a day, but no later than 10 days from the day when the commander became aware of the misconduct committed.

A serviceman who considers himself innocent has the right to file a complaint within 10 days from the date of imposition of a disciplinary sanction. Enforcement of the imposed penalty when filing a complaint is not suspended until an order is issued by the senior commander (chief) to cancel it. The decision to impose a disciplinary sanction must be preceded by an investigation that is conducted in order to identify the perpetrators, identify the causes and conditions conducive to the misconduct.

Analysis of disciplinary offense

1. Objective characteristic offense and the circumstances of its commission:

the time and duration of the acts allegedly regarded as misconduct;

place of the studied action;

those present at the time of the offense (witnesses, victims, participants);

the essence of the probable offense: what rule was violated, what activity it relates to, what technical means and material values ​​were used, whether there was material or other damage, its type and magnitude;

when and how it became known about the misconduct;

who committed the offense; what should be done to identify the persons involved in the misconduct.

2. Preparation for a comprehensive study of misconduct:

what questions should be answered;

what data about the personality of a serviceman, his condition and relationships with colleagues is advisable to have in the course of studying the misconduct;

whom to involve to clarify the circumstances and essence of the misconduct;

how, at what time should a diagnostic conversation be held with the alleged violator of military discipline.

3. Moral and psychological characteristics of the misconduct: a) motives and degree of guilt:

Intentional, willful, malicious violation military order;

negligence (negligence, negligence, hindsight, forgetfulness);

strong emotional excitement (fear, indignation, resentment, offended sense of honor and personal dignity, desire to avoid unpleasant experiences);

exceeding the limits of necessary defense;

ignorance of the order of service, provided that the serviceman is obliged and could study the relevant requirements;

b) extenuating circumstances:

fuzzy leadership, errors in setting the task and organizing activities by the boss;

lack of control, connivance, low demands, impunity;

the presence of shortcomings in the study of charters, in legal propaganda;

weak work in the unit, low team cohesion, lack of public opinion condemning violations of military discipline;

the presence in the subdivisions of negative traditions corresponding to the content of this offense, the influence negative example;

c) aggravating circumstances:

the offense was not committed for the first time;

violation of military discipline took place during the performance of official duties;

the offense was committed while intoxicated;

there was complicity in a group misconduct;

there are significant negative consequences of misconduct.

4. Moral and psychological consequences of misconduct and reaction to it:

a) to whom and what kind of moral and psychological damage was inflicted by this misconduct, what effect did the misconduct have on the intra-collective status of a serviceman and his relations with colleagues, what changes exist or are possible in connection with the misconduct in the system of discipline of the personnel of the unit, in the climate of the military collective;

b) the internal reaction of a serviceman to the offense he committed: satisfaction with the achievement of the set goal and the result obtained, remorse, remorse, a sense of shame, guilt and regret, an overly emotional reaction (suffering, experiencing the irreversibility of the deed, fear of punishment);

c) collective-group reaction to misconduct:

condemnation of misconduct by personnel;

the misconduct in the unit was treated indifferently, they did not pay attention to it;

there are signs of sympathy, pity, an increase in the intra-collective status of a serviceman;

misconduct can become an example for others, provoke similar or other violations of discipline.

5. Conclusions and data for decision making:

the severity of this violation of the order (insignificant, gross, close to an offense);

causes of misconduct, including psychological: indiscipline, socio-psychological instability, negative emotional condition;

under what conditions the offense could have been prevented; whose fault he was not warned;

what shortcomings in the system of discipline, in work with this serviceman revealed a misdemeanor; what impact and for what specific purposes should be exerted on this soldier; what needs to be done to eliminate the negative consequences of misconduct.

If in the course of the proceedings it turns out that the misconduct of a serviceman contains elements of a crime, the commander of the unit notifies the military prosecutor, if necessary, initiates a criminal case and begins an inquiry.

In accordance with the requirements of Art. 49 of the Administrative Code of the Armed Forces of the Russian Federation, for the purpose of public condemnation of violations of military discipline or public order, misconduct by military personnel by decision of the commander (chief) can be considered and discussed:

a) soldiers and sailors - at meetings of personnel;

b) sergeants and foremen - at meetings of sergeants and foremen;

c) warrant officers and warrant officers - at meetings of warrant officers and warrant officers;

d) female military personnel - at meetings of female military personnel in military ranks (positions) not lower than the military rank (position) of a female military personnel whose offense is being discussed;

e) officers - at officer meetings.

Bringing to disciplinary responsibility a serviceman standing in the outfit. According to Art. 89 DU of the RF Armed Forces imposition of a disciplinary sanction on a serviceman who is part of the daily outfit (carrying combat duty), for misconduct committed by him during his service, is carried out after changing from the outfit or after replacing him with another soldier, but not earlier than in a day.

Bringing to disciplinary liability a serviceman who is in a state of intoxication. In accordance with Art. 90 of the Administrative Code of the Armed Forces of the Russian Federation, the imposition of a disciplinary sanction on a serviceman who is in a state of intoxication, as well as the receipt of any explanations from him, is postponed until he sobers up,

According to Art. 91 of the Administrative Code of the Armed Forces of the Russian Federation it is forbidden to impose several disciplinary sanctions for the same offense or to combine one penalty with another, to impose a penalty on the entire personnel of the unit instead of punishing the direct perpetrators, and also to subject the disciplinary sanction - arrest without determining its term. When imposing a disciplinary sanction, the commander must not humiliate the personal dignity of a subordinate and allow rudeness.

The imposition of a disciplinary sanction is announced:

soldiers and sailors - personally in front of the ranks;

sergeants - personally, at a meeting or in front of the ranks of sergeants;

warrant officers - personally at a meeting of warrant officers, as well as at a meeting of warrant officers and officers;

officers - in person or at a meeting.

In addition, disciplinary sanctions may be announced in the order. It is prohibited to announce a disciplinary sanction to commanders in the presence of their subordinates.

When a disciplinary sanction is announced, the following shall be indicated:

the reason for the punishment;

what is the violation of military discipline or public order.

A disciplinary sanction imposed on a serviceman is carried out, as a rule, immediately and only in exceptional cases no later than one month from the date of its imposition. After the expiration of one month, no execution is carried out, but a record of it in the service card is kept. In the latter case, the person through whose fault the imposed penalty was not enforced shall be liable.

Measures to prevent disciplinary offenses:

a reminder to servicemen of their duties and military duty (Articles 48, 83 of the Administrative Code of the Armed Forces of the Russian Federation, Articles 26, 75 of the Criminal Code and the Constitutional Court of the Armed Forces of the Russian Federation);

removal from office (Article 50 of the RF Armed Forces);

replacement of a serviceman who is part of the daily outfit on combat duty (Article 89 of the Duty Code of the RF Armed Forces):

placement of a serviceman who has violated military discipline or public order and is in a state of intoxication, in a guardhouse or in a cell for temporary detainees (Article 90 of the Duty Code of the Armed Forces of the Russian Federation, Article 26 of the Criminal Code and the Constitutional Court);

termination of vacation, business trips, dismissals (Articles 26, 79 of the Criminal Code and the Constitutional Court);

disciplinary detention (Articles 26, 75 of the Criminal Code and the Constitutional Court of the Armed Forces of the Russian Federation);

the use of weapons as a last resort (Article 9 of the RF Armed Forces DU, Art. 79 of the Criminal Code and the Constitutional Court of the RF Armed Forces).

Despite the fact that the choice of measures to prevent disciplinary offenses depends on many specific circumstances, the purpose of their application is general - to stop the violation of military discipline and public order, to prevent severe consequences and restore the statutory order. In this they differ from disciplinary sanctions, which are applied as a punishment for an already committed offense.