they were capable of accomplishing. At that pointthe goal has become the personal goal of yoursubordinates.Your second job is to work with yoursubordinates to set a goal. Goals should berealistic and attainable. When subordinatesparticipate in goal setting, they help to set thestandards and criteria you will use to evaluate theirperformance in reaching that goal.Advantages and DisadvantagesMBO provides some advantages over othertypes of management styles. It involves subor-dinates in setting goals, forces leaders to focus onimportant objectives, increases communication,and establishes measurable performance goals.However, MBO also has some disadvantages.An organization can use it only in certainsituations. It requires more time to use, increasespaperwork, and may overlook objectives thatcannot be measured. In addition, MBO will workonly if top leaders support it and peoplecommunicate as required. When leaders don’tsupport MBO, the disadvantages can cripple anorganization.DETERMINING WORKREQUIREMENTS ANDSETTING PRIORITIESOne of the most difficult and often overlookedjobs of the chief petty officer is to determinedivisional work requirements and priorities. Youwill find the work requirements in your division’sstrategic plans, rules and regulations, and single-use plans. Once you have determined the require-ments, you must determine the tasks needed tocomplete them. Then you will set priorities basedon the order in which the division needs tocomplete each task.Determining Work RequirementsTo determine work requirements, you need astarting point to establish what your division ispresently accomplishing (the real situation) inrelation to what the division should be accom-plishing (the ideal situation).The work requirements your division shouldbe accomplishing are outlined in your command’sstrategic, standing, and single-use plans. Youshould compare these work requirements to whatyour division is currently accomplishing. You mayfind your division is not following the workrequirements outlined in your command’s variousplans. In this case, you need to revise thedivision work requirements to conform to thecommand’s plans. Or you may find your divisionhas the correct work requirements, but the goalsfor those requirements are not being met. In thiscase, you need to revise the division’s goals foraccomplishing the work requirements.The real-ideal model (fig. 3-2) is a flow chartyou can use in setting new goals for your division’swork requirements. The exact sequence of settinggoals for work requirements should be done inthe following order:Recognize the real situation in yourdivision.Review strategic, standing, and single-useplans to determine the ideal situation foryour division.Figure 3-2.-Real-ideal model.3-4
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