LEADERSHIP AND ADMINISTRATIVE
Upon completion of this chapter, you should be able to do the following:
Define leadership responsibilities.
Describe the procedures to design
Explain the responsibilities for completion of
tasks on a work center schedule.
Describe various forms of work center tasks.
Identify various forms of subordinate develop- 10.
Describe work center stability and requirements.
Explain how to write enlisted performance
Explain the duties and responsibilities of the
leading petty officer (LPO).
Explain the responsibility of signature by
Describe the procedure of preparing routine
naval correspondence and messages.
As a first class petty officer, you will use your
leadership skills in carrying out your administra-
tive responsibilities. You will use your ability as a
leader to motivate and counsel your personnel to
ensure they complete work center tasks. Your many
such as planning,
managing, and evaluating, will also require your
This chapter describes your leadership respon-
sibilities as they relate to your administrative
responsibilities. It explains how to assign tasks,
manage personnel, and complete important docu-
ments, such as the enlisted evaluation report. In
addition, it explains the various types of naval
correspondence you must prepare and the naval
writing standards you should follow. The chapter
begins by discussing your work center
MANAGING THE WORK CENTER
The work center that has a high degree of
morale, good maintenance of equipment, and
clean spaces has personnel with good leadership
and management qualities. To manage your own
work center efficiently, you also must have those
qualities. You must manage personnel, material, and
time properly to ensure your work center meets the
deadlines set for the completion of tasks.
WORK CENTER PERSONNEL AND
You have many resources to help you accomplish
tasks; the most important are the personnel and
materials within your own division. To use personnel
and materials to the greatest advantage, you must
interact with your people and be familiar with your
material resources. Therefore, do not confine
yourself to the office. Spend a little time in your
office in the morning and afternoon to carry out
your administrative duties, but spend the rest of your
time in the work area.
Assessment of Personnel and
You should assess your divisions personnel and
material readiness daily and in more detail
weekly. These assessments help you to know your