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with your division’s  established  procedures,  and  submit requests  for  correction  whenever  a  procedure becomes outdated or is in error.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  don’t  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 the infraction. Single-Use Plans 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 program. Become familiar with the Navy’s 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 resources, 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. Objectives 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. Basic Principles 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 that goal. 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 3-3