IMPLEMENT AND FOLLOW UP activities, and the work for which each activity is responsible. Put the solution into effect. No problem is solved until action is taken. After all that work making a decision, do not let your work be wasted. Follow up. Get feedback on the progress of your solution. You may need to review and revise your solution as it progresses. Also, failure to follow up shows a lack of interest. Your subordinates may wonder why they should be interested in the plan. ORGANIZING Organizing is analyzing the mission, determining the jobs, setting up the structure, and assigning personnel. Since planning and organizing overlap, saying precisely when planning stops and organizing starts is nearly impossible. The basic procedure of organizing consists of considering mission and resources, putting them in order, and carrying out plans. Factors considered include functions, operations, tasks, material, manpower, money, space, and time. You have four major tasks: set up a structure, determine procedures, establish requirements, and allocate resources. Organizing  is  based  on  mission  objectives. Different  missions  require  different  types  of organization. The mission, however, does not tell you what specific functions, operations, and tasks will be required. It is simply a short statement of the end results expected and is reduced to the following three areas: 1. Functions–General types of work that must be performed to accomplish the mission 2. Operations–Specific jobs that must be done to perform a function 3. Tasks–Individual jobs required to complete an operation The important thing for you to remember is to break the mission down into the functions, operations, and tasks needed to accomplish it. Then group them by similarities of required skills and equipment. The project concept discussed under planning now comes into play. Once you have grouped the various elements of the mission, you must develop an organizational structure based on that grouping. This structure will provide the channel through which orders will travel, and it will determine the assignment of responsibility and authority. The typical organizational chart is a graphic representation of a unit’s structure. It shows the lines of authority and responsibility, the relationships between GOALS AND OBJECTIVES Objectives provide both direction and destination to our efforts. Many managers make decisions without first identifying the goals or objectives and planning the best route for attaining them. For  our  purposes,  goals  and  objectives  are essentially the same. An objective is the desired end result of your efforts. It should be consistent with your unit mission. Objectives can be stated in broad terms (overall objectives) or be precise (specific objectives). You reach overall objectives through setting and attaining subobjectives specific strategies, policies, programs, and so forth. To determine objectives, you first must define your unit’s overall mission. Your unit’s intended function or purpose is its mission. Areas that need objectives include, but are not limited  to,  work  performance,  worker  attitudes, retention, productivity, material, and finances. CONTROLS What are controls? Controls are everywhere. The governor on an engine, a fire alarm, a circuit breaker, and extra military instruction (EMI) are all examples of controls. You exercise control when you, the manager, take steps to ensure you reach your goals. To achieve control, you must monitor work progress and correct deviations from established standards. Controls can be total or partial. A smoke detector is a familiar partial control system. It announces the presence of smoke but does nothing to correct the problem. A high-pressure safety valve on a boiler is a total control system. It detects excessive pressure in the boiler and corrects the problem by releasing steam until pressure reaches an acceptable level (established standard). Although  controlling  concerns  every  facet  of management, planning and control are intimately related. Sound planning determines the direction of an organization. Good plans establish appropriate controls to keep the organization on track. 4-13