safety record also shows success. Success is the easiest foundation on which to build morale. CHAIN OF COMMAND An important yet often abused ingredient in a military organization is the chain of command. Your division should understand early that the chain of command serves everyone. It provides a method of showing respect to the next senior person in the chain as well as a method of maintaining the integrity of the organization. There are situations, such as emergencies or when the next senior is not available, when bypassing the  chain  is  unavoidable.  However,  intentionally bypassing the chain may cause several detrimental results. Bypassed persons may think or feel the superior does not have confidence in them. That may make them hesitant to act in a similar situation. Instruct and guide your personnel, but never cut them out of the chain of command. Conflicting commands and contradictory priorities will result in confusion in the ranks. These factors have negative results toward achieving your division goals and eventually your command’s mission. You will find that once you have established where in the chain of command decisions are made, your sailors will understand what their objective is. They will respond by using the chain of command as it is intended. DIVISION OFFICER’S DUTIES For this text the term division refers to the basic administrative personnel unit. Personnel are organized into divisions in aircraft squadrons, aboard ship, and at shore activities. The Standard Organization and Regulations of the U.S. Navy (SORN), OPNAVINST 3120.32B, lists the specific duties of a division officer. The commanding officer assigns the division officer to command a division unit. The division officer reports to the department head on assigned duties. Your objective as a senior or master chief assigned as a division officer is to help fulfill the mission of the command. To fulfill that objective, you must use your leadership and management skills to ensure the goals of your department and your division are met. TRANSLATING POLICY INTO REQUIREMENTS Policies are conceived by the senior leadership as a statement of what action is to be taken under a predetermined set of circumstances. Policies govern the affairs of the Navy. Policies state requirements that are not open to interpretation. You must make sure your subordinates obey those requirements. You can translate policies to your division and assure compliance with set policies by doing the following: Knowing  which  policies  are  in  effect  and enforcing them Setting an example Explaining policies to your division in simpler terms at division training sessions or at quarters DIVISION ADMINISTRATION The division officer is accountable for managing the affairs of your division to successfully accomplish the mission of your division. You are responsible for all activities  of  your  division,  like  training  and maintenance. You are also responsible for managing the many types of correspondence, reports, and records required about your division’s performance and achievements. COMPUTERS If you cringe at the thought of using “the computer,” don’t be concerned. As computers become more common in the workplace, both ashore and afloat, they will absorb a large portion of the administrative files and records you will need to perform your duties. Therefore, you need to know how the following common computer programs can help you: Word processing –You can use word processing programs to create and edit documents or letters. Some include a spell checker and a thesaurus to help you produce high-quality correspondence, reports, and other documents. Message writing – Message writing programs can help you create and edit standard Navy messages including  the  following:  General  Administrative (GENADMIN), Casualty Report (CASREP), Situation Report (SITREP), and Status of Resources and Training System (SORTS). Database –With the help of a database, you can create, search, manipulate, and print electronic files. Some documents you might maintain with a database include schooling records, the division officer’s notebook, the  recall  bill,  personal  qualification standards (PQS), and training records. 3-3