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
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