ACTIVITIES.  —Your  subordinates  expect you to control their work by comparing it to a set standard. When they know you will exercise that control, they will try to meet that standard. TIMELINESS. —Since managers need time to take corrective action when tasks deviate from the normal standard, subordinates must make a timely report of those deviations. The “timeliness” of reports depends on the amount of time a manager designates  as  adequate—it  could  range  from minutes to months. Therefore, when designing your control system, specify the amount of time you consider to be timely. EFFECTIVENESS. —Control systems may involve additional cost. You should work to reduce the cost of your control system, while still retaining an effective system. Additional costs could result from the need for additional people, material, equipment, or time. Evaluate your control system to eliminate or modify needless costs . ACCURACY. —Your control system monitors progress and serves as the basis for corrective action. Therefore, you should ensure it provides you with accurate information from which to make decisions. Be aware that since people are human, errors will occur in the reporting process. Also realize some people will present information in a manner that will reemphasize the negative while accentuating the positive. People usually present information in that manner to try to make themselves look good. ACCEPTANCE. —People usually resist con- trol. The strongest resistance comes when people perceive the control to be excessive. Excessive control gives the impression you do not trust your subordinates. To avoid resistance, explain the purpose of the control system to your subordinates. Make them feel they have an interest in the success of the system. By explaining the purpose and generating interest in the control system, you have a greater chance of convincing subordinates to accept it. ORGANIZATION Organization is the process of arranging material and personnel by functions to attain the objective of the command. Organization establishes the working relationships among command personnel and establishes the flow of work, It promotes teamwork and identifies the authority, responsibility, and accountability of individuals within the command. An in-depth discussion of organization is well beyond the scope of this text. Therefore, this chapter will touch on only a few basic ideas and concepts of which you should be aware. Those ideas and concepts include types of organizations, organizational concepts, delegation of work, and authority and power. Types of Organization Of the many different types of organization used today, the Navy uses three specific types: line, staff, and functional. LINE. —Line organizations refer to the major departments responsible for accomplishing the mission of the command. These departments are usually Deck, Engineering, Operations, Weapons or Combat Systems, and Air. STAFF. —Staff organizations refer to person- nel who advise, assist, counsel, and serve the line departments. Staff usually does not have authority over line departments. Examples of staff include the Supply Department, 3-M Coordinator, educa- tional services officer (ESO), and drug and alcohol program  advisor  (DAPA). FUNCTIONAL. —Functional organizations refer to special departments that are neither line nor staff. Usually a functional organization starts out  filling  a  staff  function  and  becomes  so important to the success of the command that it is given special status. The manager has the authority to ensure all parts of the command perform as necessary to carry out that function. Examples of functional organizations include the Medical,  Safety,  Legal,  and  Administrative Departments. Organizational Concepts At certain times you must report items such as personnel readiness or material readiness to higher authority. The method used to make these reports will vary from command to command. However, certain basic concepts are common to all methods: the chain of command, unity of command, span of control, and specialization. CHAIN OF COMMAND.  —The  chain  of command is the order of authority among Navy 3-11