• Identify the differences between the real
and ideal situation.
• Determine if the gap between the real and
ideal is large enough to require corrective
measures.
• Make a commitment to change if so
required.
• Set the goals for accomplishing the change.
• Develop a single-use plan to implement the
change.
After your goals for the work requirements
are set, you should review them to ensure they
will be effective. Effective goals for work require-
ments should meet four criteria:
1. Be behavior specific—specify the necessary
action to take
2. Be measurable—specify criteria or check-
points for accomplishing the goal
3. Be realistic but challenging—test your
ability, but have at least a 50-percent
chance of being attained
4. Be time-phased—provide a time schedule
or deadline for reaching the goal
Priorities
You should now have determined your
division or work center work requirements by
using the real-ideal model. The next step is to
prioritize the work requirements. To determine
priorities, ask the question What is the purpose
of my division? Then use the answer to this
question to set your number one priority.
Next, at the top of a sheet of paper, write two
headings: ROUTINE and NONROUTINE. In the
routine column, list tasks that take place on a
recurring basis. In the nonroutine column, list
tasks that do not occur often and need your
special attention. Within each column, label each
task Important, Urgent, or Important/Urgent as
appropriate. Important/urgent tasks require
immediate attention; do those first. Do the Urgent
tasks next and the Important tasks last. Some
tasks may not fit any of the categories; do those
tasks when you have time.
You have now divided all tasks into two
columns and prioritized them. Which tasks do you
do? You do only those which require your special
skills. Delegate the tasks in the routine column
to subordinates. Delegate those in the nonroutine
column if possible; however, monitor job progress
closely.
Ensure you have trained your subordinates
before delegating any work to them. When you
delegate work, let your subordinates know you
are available to help with any problems.
STRENGTHS, WEAKNESSES,
OPPORTUNITIES, AND THREATS
(SWOT)
You can use the strengths, weaknesses,
opportunities, and threats (SWOT) analysis to
help you determine the needs of the division. The
objective of the SWOT analysis is to help you
identify those areas in which the division (1) needs
improvement (2) has available opportunities and
(3) must overcome certain obstacles.
To perform a SWOT analysis, first take an
objective look at your division. Make a list of its
strengths. Those are the areas in which the
division does a good job. Second, make a list of
the division’s weaknesses. Those are the areas in
which the division needs to improve. Third, make
a list of opportunities. Those are areas that could
help the division, such as unfilled school quotas,
surplus supply funds, personnel due to report, and
maintenance availabilities. Last, make a list of
threats. Those could be upcoming inspections,
personnel losses, and cuts in funding. Perform the
SWOT analysis before the beginning of each
quarter, and then use it in developing your short-
range plans.
STAFF
Every job the Navy has requires people. Each
person is important to the overall mission of the
Navy. Therefore, the staffing of personnel is an
important part of your job. In determining
personnel needs and qualifications to keep your
division running smoothly, remember that people
are your most important resource.
Personnel Needs
You will assist the division officer in reviewing
the ship manning document to determine future
manning requirements. Since your command may
periodically request additional billets to cover
personnel shortages, be sure to document your
division’s personnel requirements to justify those
requests.
3-5
