• Home
  • Download PDF
  • Order CD-ROM
  • Order in Print
ORGANIZATIONAL CULTURES AND NORMS
DEVELOPMENT OF OTHERS

Military Requirements for Chief Petty Officer
Page Navigation
  54    55    56    57    58  59  60    61    62    63    64  
Management and Supervisory Skills Maintaining an effective and efficient work center or division requires five management and supervisory skills. Those skills are a concern for standards, a concern for efficiency, planning and organizing, supervising for effective performance, and monitoring. Develop these skills in super- vising your people. CONCERN FOR STANDARDS. —Emphasize the importance of doing a job right and enforce high standards by doing the following: • Ensuring  tasks  are  done  safely  and according to regulations • Seeing that required documentation is updated • Being intolerant of poor performance CONCERN FOR EFFICIENCY. —Define and organize each task to best use your work center’s or division’s time and resources as follows: • Identify  inefficiencies. • Improve the efficiency of existing systems. • Delegate tasks to improve efficiency. • Encourage superiors to use efficient ways to accomplish tasks. • Build preparations for inspections into the day-to-day routine of the work center or division. PLANNING AND ORGANIZING.  —Take the following steps to carefully and systematically develop thorough and specific plans and schedules: • Set priorities, goals, and deadlines. • Develop detailed, step-by-step plans. • Develop  schedules  that  optimize  the allocated manpower. • Coordinate schedules with others. • Anticipate obstacles and plan accordingly. Use the skills of planning and organizing to determine the status and impact of your division work on the work of other divisions. Become proficient in your planning of divisional work by applying the strategic, standing, and single-use plans discussed earlier in this chapter. Become efficient at setting goals, and then analyze your plans to reach those goals by using the SWOT analysis. SUPERVISING FOR EFFECTIVE PER- FORMANCE. —Get the best results from your subordinates by coordinating their actions. Set challenging standards and demand high levels of performance; then supervise your subordinates’ performance as follows: • Set and clearly communicate your expec- tations for the level of performance in your work center or division. • State  up  front  the  consequences  for violations of conduct or nonperformance. • Hold subordinates accountable for poor performance. • Match people and jobs to get the best performance. • Promote cooperation and teamwork for effective  performance. MONITORING.  —Develop the habit of routinely gathering information and keeping track of ongoing work to monitor work center progress by doing the following: • Observe procedures and processes. • Monitor  records,  equipment,  and resources. • Ask questions to assess the readiness of your subordinates. Monitoring is a control function of manage- ment, as previously discussed in this chapter. You can use inventory control, one of the six types of quality control, or a control method such as the POA&M, the Gantt chart, CPM, or PERT to help you in monitoring. Effective Leadership To be an effective leader requires certain skills. The Navy has identified six skills effective leaders 3-18







Western Governors University

Privacy Statement
Press Release
Contact

© Copyright Integrated Publishing, Inc.. All Rights Reserved. Design by Strategico.