MR for CPOChapter 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.
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.
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 subordinates identification or association with you
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 leaders 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
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