THE MANAGEMENT PROCESS 1. 2. 3. 4. 5. 6. 7. 8. LEARNING OBJECTIVES Upon completion of this chapter, you should be able to do the following: State the purpose of delegating authority and responsibility for departmental functions to subordinates. State the need for assigning responsibility for accomplishment of department work schedules. Assess the need for providing task performances to division chiefs. Describe the methods used to assign responsibilities for accomplishment of unit work schedules. Describe the requirements needed to apply appropriate techniques for fiscal responsibility, production,  efficiency,  and  personnel administration. Identify  the  procedures  for  establishing departmental timelines. Explain work requirements from command or departmental instructions and documents. Determine progress of overall department work efforts. 9. 10. 11. 12. 13. 14. 15. 16. 17. Identify  work  requirements  from  operational schedules. Describe the procedures used to coordinate work scheduling at the departmental level. Describe the procedures used to coordinate work requirements within and between department lines. State the need for coordinating department work with other departments. Recognize the status and impact of department work on other departments. Describe  department  material  and  personnel readiness. Define department work requirements. Assess the need to prioritize overall work. Identify the need to monitor policy being developed at subordinate levels. Senior or master chiefs, regardless of the billet they are filling, must be able to continually translate missions, projects, and tasks into action by their subordinates. This chapter describes the process by which this is done. There is no set form, procedure, or order of solution that can apply equally to all situations. The procedures in this chapter are intended to make sure no essential aspects of a problem are overlooked. The outcome of your planned action is the final measure of its success. LEADERSHIP The following is the Navy’s definition of leadership: the art of influencing people to progress toward the accomplishment of a specific goal. Leadership, then, is the art of accomplishing the Navy’s mission through people. It consists of such qualities as intellect, understanding, and moral character. These qualities allow a leader to inspire and motivate a group of people to do the very best they can. To be truly effective, a good leader must set a personal example and demonstrate moral responsibility. Leadership is an integral part of good management. Good leadership provides the motivating force that leads to coordinated action and unity of effort. Personal leadership is fused with authority and a leader must encourage, inspire, teach, stimulate, and motivate all individuals of the organization. The leader encourages personnel to perform their respective assignments well, enthusiastically, and as a team. Leadership must ensure equity for each member of the organization. Concerning 4-1 CHAPTER 4