executive  officers  and  above.  Those  officers  are responsible for setting the direction and vision of the command. In short, they set the major goals the  command  is  to  accomplish. Middle  management  is  composed  of  department heads.  The  department  heads  determine  which elements  of  their  department  are  required  to  meet each  of  the  specific  goals  set  by  upper  manage- ment. Department heads also assist in coordinating action between their divisions or interaction with other departments. Operating-level  management  is  composed  of division  officers  and  chief  petty  officers.  Personnel at that level are responsible for fulfilling the super- visory  function  of  management.  The  operating level of management is responsible for taking the goals   and   determining   a   plan   of   action   to accomplish the goals. The operating level is also responsible for ensuring the workers accomplish the  goals  in  a  timely  manner.  The  elements  of management chief petty officers are involved in include  planning,  staffing,  controlling,  organizing, and leading. PLANS Plans are methods devised to achieve a goal. They are like road maps—they set the course the command  will  follow.  All  levels  of  management are involved in one type of planning or another. At the chief petty officer level, you will probably be  involved  in  only  one  type  of  planning. All  plans  fall  into  one  of  three  general  groups: strategic  plans,  standing  plans,  and  single-use plans. Although you will normally be involved in single-use  plans,    understanding  all  levels  of planning will help you meet your planning require- ments. Strategic Plans Strategic plans involve activities that will take place  in  2  to  5  years.  The  type  commander (TYCOM) or higher authority uses the strategic plans of an organization to set its organizational mission  and  objectives.  The  commanding  officer may set additional organizational objectives such as  receiving  the  Golden  Anchor  Award  or  pass- ing  the  operational  propulsion  plant  examination (OPPE)  with  no  discrepancies. ORGANIZATIONAL   MISSION.   —The organizational mission states the intended purpose of  the  command.  The  Ship’s/Command’s Organization  and  Regulation  Manual  (SORM) contains  the  organizational  mission. ORGANIZATIONAL   OBJECTIVES.   — Organizational  objectives  are  long-range  objec- tives. They serve as the goals for management in achieving  the  organizational  mission.  The  type commander  or  squadron-level  commanders  set organizational   objectives.   You   can   find   those objectives   in   your   command’s   five-year   plan, yearly schedule, and quarterly schedule. Examples of   organizational   objectives   are   the   board   of inspection and survey (INSURV), the operational propulsion   plant   examination   (OPPE),   the operational   readiness   inspection   (ORI),   and deployment  schedules. You  can  use  those  long-range  objectives  to assist you in planning your work center objectives. An example of a work center objective is preparing for an upcoming board of inspection and survey (INSURV)  visit. As  a  work  center  supervisor,  you  will  probably discover  an  upcoming  inspection  the  month  before it  occurs.  You  could,  however,  find  out  the approximate  date  of  the  inspection  2  or  more years in advance so that you could begin correcting or documenting discrepancies. That type of planning eliminates crisis management. Standing  Plans Standing  plans  are  those  the  Navy  uses  for recurring  or  long-range  activities.  They  include United   States   Navy   Regulations,   1990   (Navy Regs), Standard Organization and Regulations of the  U.S.  Navy  (SORN),  SORM,   S E C N AV instructions,  OPNAV  instructions,  captain’s  night orders,  technical  manuals,  and  so  forth.  Chief petty  officers  use  standing  plans  to  determine routine work requirements within the division or work  center. POLICIES.   —Policies  are  broad  general statements   of   expected   behavior.   You   should become  familiar  with  the  command  policies  stated in the SORM. You could be tasked with helping the  division  officer  develop  divisional  policies. Divisional policies involve areas such as the com- mand  sponsor  program,  extra  military  instruction (EMI),  extension  of  work  hours,  and  routing  of request  chits.  As  a  general  rule,  your  division  will already have division and command policy state- ments;  your  job  is  to  ensure  your  subordinates carry  out  those  policies. PROCEDURES.  —Procedures  are  detailed standing  plans.  Procedures  define  the  exact  steps in sequence personnel should take to achieve the 3-2