MR for CPO
Chapter 3

Chapter 3 covers leadership, supervisory responsibilities, authority and leadership styles.

• CPO are considered operating management. They supervise goal completion.

• Plans are methods devised to achieve a goal.

• All plans fall into one of three general groups.
- single use plans
- standing plans
- strategic plans

• Normally you will be involved in single-use plans.

• Standing plans are those used by the Navy for recurring or long-range activities.

• Strategic plans involve activities that will take place in 2-5 years.

• Policies are broad general statements of expected behavior.

• Procedures are detailed standing plans. They define the exact steps in sequence personnel should take to achieve the organization objective.

• Rules and regulations are standing plans that specifically state what personnel can and cannot do in a given circumstance.

• Programs are single-use plans that state a specific goal and give the major steps required.

• Budgets are planned revenue and expenditures of money, time, personnel, equipment, and so forth, expressed in numerical terms.

• Management by Objectives (MBO) is a term for the type of management most commands use. MBO means that supervisors and subordinates take part in setting overall goals for the organization. Each individual has a responsibility for meeting a major area of the goal. • Effective goals for work requirements should meet four criteria:
1. Be behavior specific - specify the necessary action to take.
2. Me measurable – specify criteria or check-points for accomplishing the goal.
3. Be realistic but challenging – test your ability, but have at least a 50% chance of attaining the goal.
4. Be time-phased – provide a time schedule or deadline for reaching the goal.

• A person is not qualified until the required entries have been made in their service record.

•Know these:

• Feedforward control is a way of trying to anticipate problems and make adjustments before the problems occur.

• Concurrent control involves making changes while an event is taking place.

• Feedback involves making corrections after an event has happened.

• On pages 3-7 through 3-10 you will find information on the Gantt chart, PERT and CPM. Review these pages and be able to identify all three charts.

• Types of organizations:

• Line organizations refer to the major departments responsible for accomplishing the mission of the command. Normally the departments are Deck, Engineering Operations, Weapons or Combat Systems and Air.

• Staff organizations refer to personnel who advise, counsel, and serve the line departments.

• Functional organizations refer to special departments such as Medical, Safety, Legal, and Administrative Department.

• The chain of command is the order of authority among Navy members. The chain of command begins with the commanding officer and flows down to the seaman recruit.

• Unity of command is the order of control of an organization.

• Specialization refers to the division of work. Work centers are highly specialized ratings.

• Delegation of Authority:

• Always delegate authority to the lowest level competent to handle the specific responsibility.

• Even if you delegate authority for a task, you still have the final responsibility for the completion of that task.

• Most authority in the Navy is delegated.

• Line authority is the authority you have over subordinates in your chain of command.

• Staff authority is the right of staff to counsel, advise, or make recommendations to line personnel, ie: A chief from another work center or division could advise and/or counsel someone from your work center on getting a haircut.

Leaderhship Power

• Coercive power results from the expectation of a negative reward if your wishes are not obeyed.

• Legitimate power comes from the authority of your rate and position in the chain of command.

• Informational power depends on your giving or withholding of information or having knowledge that others do not have.

• Referent power derives from your subordinate’s identification or association with you

Leadership Styles

• Coercers expect subordinates to do the job the way the leader tells them to do it. They expect immediate compliance and obedience to orders and are very controlling.

• Authoritarian leaders are firm but fair. They tactfully provide clear direction but leave no doubt about what is expected or who makes the final decisions.

• Affiliators have a leadership style where the people are the leader’s first concern.

• Democratic leaders rely on participation of the group. They base decisions on the consensus of opinion of the entire group.

• Pacesetter leaders would rather do the job themselves. They set high standards, and lead by example. Pacesetters do not delegate.

• Coach- in this style of leadership, leaders are concerned with the development of the subordinates.

Total Quality Management(TQM)

• TQM focuses on the process by which work gets done. The direct benefits of TQM are as follows:
- increased pride of workmanship among individual workers.
- Increased readiness
- Improved sustainability cause by extended time between equipment failures
- Better justification for budgets because of more efficient operations
- Streamlined maintenance and production processes

• The essential ingredient of TQM success is leadership involvement.

• Review Chapter 3 MR for CPO

| MR CPO Ch. 2 |MR CPO Ch. 3 |MR CPO Ch. 4 |MR CPO Ch. 5|
| MR CPO Ch. 6 |MR CPO Ch. 7 |MR CPO Ch. 8 |MR CPO Ch. 9|
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