organizational objective. Examples are an
electrical tag-out procedure, a maintenance
requirement card (MRC), or a command check-
in/out sheet. Ensure personnel comply with your
divisions established procedures, and submit
requests for correction whenever a procedure
becomes outdated or is in error.
RULES AND REGULATIONS. Rules and
regulations are standing plans that specifically
state what personnel can and cannot do in a given
circumstance. Commands use them to ensure
personnel adhere to policy. Navy Regs, SORN,
and command regulations fall into this category.
Although you should enforce rules and regula-
tions, you dont have to place everyone who
violates a rule or regulation on report. As a chief
petty officer, you have some latitude in applying
corrective measures, depending on the severity of
Single-use plans are those used for short-range
nonrecurring activities. You should excel in this
area of planning. Make short-range planning a
part of your daily activity. Use strategic plans and
standing plans to determine short-range planning
requirements. Short-range plans should include
monthly, weekly, and daily plans. Types of single-
use plans you will develop include programs,
projects, and budgets.
PROGRAMS. Programs are single-use plans
that state a specific goal and give the major steps,
the timing of those steps, and the resources
required to meet the stated goal. Examples of
programs include the Personal Excellence Program,
the National Apprenticeship Program, and the
Overseas Duty Support Program.
PROJECTS. Projects are the separate tasks
you must plan to meet program goals. When you
make plans to paint divisional spaces, you are
planning a project required to meet the goals of
the Habitability Program. When you fill out a
training schedule, you are planning a project
required to meet the goals of your command training
Become familiar with the Navys programs.
Doing so can help you to lead and manage your
work center more efficiently because you will be
aware of what is expected of you. You will also
have steps to follow in reaching program goals.
You can then devise projects to meet those goals,
BUDGETS. Budgets are planned revenue
and expenditures of money, time, personnel,
equipment, and so forth, expressed in numerical
terms, usually by category and over a period of
time. Most people think of budgets only in relation
to money. You should think of a budget as a
detailed plan of how you will use all of your
When you plan a project, make a budget of
the time allowed, the personnel assigned, and the
material resources and funding required.
MANAGEMENT BY OBJECTIVES
Management by objectives (MBO) is a fancy
term for the type of management most commands
use. MBO means supervisors and subordinates
take part in setting overall goals for the organiza-
tion. Each individual has a responsibility for
meeting a major area of the goal. The command
expresses that responsibility as those steps it
expects individuals to take in meeting those goals.
The command then uses those expectations as a
measuring device to gauge the successful
completion of the job.
The Navy Leader Development Program
(NAVLEAD) is based on MBO. It teaches Navy
leaders to set goals. The leaders use management
and supervisory skills, outlined later in this
chapter, to achieve desired results in the work
center or division.
The purpose of MBO is to set clearly defined
goals that all participants can easily understand.
MBO helps managers plan, define jobs, motivate
subordinates, interact with subordinates, evaluate
worker performance, and link command objectives
to division or work center objectives.
MBO is based on two basic principles. The
first is that if you get people committed to a goal,
they are more willing to work toward that goal.
The second is that if you allow people to set the
goal, they will do everything possible to achieve
As a manager, your first job is to get people
committed to a goal through joint decision
making. When done correctly, your subordinates
will have a personal interest in accomplishing the
goal. The goal will no longer be just what the chief
wants to do, but what your subordinates told you