It  identifies  the  responsibility,  authority,  and accountability of individuals within the framework of the unit. The organizational structure of any military unit depends largely on that unit’s mission. An effective military organization exhibits three basic features: A general structure designed to carry out the goals of the organization in the most effective and efficient way possible Essential  functions  that  delineate  specific responsibilities for appropriate segments of the organization A  clear  definition  of  individual  duties, responsibilities, relationships MISSION authority, and organizational The mission is a statement of the command’s task together with its purpose. A command receives its mission in one of two ways. First, it may receive specific orders or instructions from higher authority. Second, it may receive broad instructions from higher authority as they apply to an existing situation. Typically command goals are chosen to direct the unit’s efforts toward the readiness of the command to perform its mission. DEVELOPING DEPARTMENTAL POLICY Policies are an expression of top management’s attitudes toward specific actions or events. Policies are determined through a simple problem-solving process: what needs to be done, how it should be done, who needs to do it, and so forth. Departmental or division policies must not conflict with established policies of higher authority and must be understood by all personnel affected by it. You, as a senior or master chief, will help your department head in developing the departmental policies that steer your department toward the ultimate goal of mission readiness. In developing policy on the function of your department, your experience will provide valuable insight into what areas need attention. An old Navy saying goes, “It isn’t courteous to change the set of the sail within 30 minutes after relief of the watch.” It is a mistake for a department head to make sweeping changes of established departmental policy immediately upon taking charge. It is up to you, as the senior or master chief, to advise the department head if the policies that are in place need changing. SETTING GOALS “Be flexible” is probably the last cliche you want to hear from your superiors when faced with multiple conflicting  goals.  In  a  changing  environment  be prepared to redirect your priorities and the assets that are available to you toward accomplishing those goals which are most pressing. Setting goals is one method of providing program and technical direction at the department level. There are any number of theories on how to accomplish your goals. You should use the methods that are most successful for you. The procedure for making these goals work can be as simple or as complex as the outcome demands. You should understand before continuing that goals are abstract. A goal isn’t an action, but a means of measuring the outcome of a task. Goal setting is based on the following theory: 1. 2. 3. 4. 5. To 1. 2. 3. 4. 5. 6. You must want to accomplish the goal. You must be realistic in setting your goal. You must commit to achieving your goal. You must put your goal in writing. You must review your progress. set goals, take the following steps: Determine your goal(s). List the key activities required to achieve your goal(s). Rank the key activities. Select measurable results which will show your progress in reaching your goal(s). List resources required to reach your (time, people, material, and money). Determine realistic completion dates. goal(s) MEASURING SUCCESS Mission or task accomplishment is the bottom line in evaluating how your division or department measures its success. How well or how professionally the job was done is a leading indicator of success. The result, the measurement of success, maybe tangible or intangible. An informal slap on the back combined with a “well done” is as much a measure of success as receiving an outstanding grade on an inspection. Showing consistent improvement in an area of deficiency or an improved 3-2