organizational   objective.   Examples   are   an electrical   tag-out   procedure,   a   maintenance requirement  card  (MRC),  or  a  command  check- in/out sheet. Ensure personnel comply with your division’s   established   procedures,   and   submit requests   for   correction   whenever   a   procedure becomes  outdated  or  is  in  error. RULES AND REGULATIONS. —Rules and regulations  are  standing  plans  that  specifically state what personnel can and cannot do in a given circumstance.   Commands   use   them   to   ensure personnel  adhere  to  policy.  Navy  Regs,  SORN, and command regulations fall into this category. Although  you  should  enforce  rules  and  regula- tions,   you   don’t   have   to   place   everyone   who violates a rule or regulation on report. As a chief petty officer, you have some latitude in applying corrective measures, depending on the severity of the  infraction. Single-Use Plans Single-use plans are those used for short-range nonrecurring activities. You should excel in this area  of  planning.  Make  short-range  planning  a part of your daily activity. Use strategic plans and standing  plans  to  determine  short-range  planning requirements.  Short-range  plans  should  include monthly,  weekly,  and  daily  plans.  Types  of  single- use  plans  you  will  develop  include  programs, projects,  and  budgets. PROGRAMS. —Programs are single-use plans that state a specific goal and give the major steps, the   timing   of   those   steps,   and   the   resources required  to  meet  the  stated  goal.  Examples  of programs include the Personal Excellence Program, the  National  Apprenticeship  Program,  and  the Overseas  Duty  Support  Program. PROJECTS. —Projects are the separate tasks you must plan to meet program goals. When you make  plans  to  paint  divisional  spaces,  you  are planning a project required to meet the goals of the  Habitability  Program.  When  you  fill  out  a training  schedule,  you  are  planning  a  project required to meet the goals of your command training program. Become  familiar  with  the  Navy’s  programs. Doing so can help you to lead and manage your work center more efficiently because you will be aware  of  what  is  expected  of  you.  You  will  also have  steps  to  follow  in  reaching  program  goals. You can then devise projects to meet those goals, BUDGETS.  —Budgets are planned revenue and   expenditures   of   money,   time,   personnel, equipment, and so forth, expressed in numerical terms,  usually  by  category  and  over  a  period  of time. Most people think of budgets only in relation to  money.  You  should  think  of  a  budget  as  a detailed  plan  of  how  you  will  use  all  of   your resources, When  you  plan  a  project,  make  a  budget  of the  time  allowed,  the  personnel  assigned,  and  the material  resources  and  funding  required. MANAGEMENT  BY  OBJECTIVES Management  by  objectives  (MBO)  is  a  fancy term  for  the  type  of  management  most  commands use.  MBO  means  supervisors  and  subordinates take  part  in  setting  overall  goals  for  the  organiza- tion.  Each  individual  has  a  responsibility  for meeting a major area of the goal. The command expresses  that  responsibility  as  those  steps  it expects  individuals  to  take  in  meeting  those  goals. The command then uses those expectations as a measuring   device   to   gauge   the   successful completion  of  the  job. The   Navy   Leader   Development   Program (NAVLEAD)  is  based  on  MBO.  It  teaches  Navy leaders  to  set  goals.  The  leaders  use  management and   supervisory   skills,   outlined   later   in   this chapter,  to  achieve  desired  results  in  the  work center  or  division. Objectives The purpose of MBO is to set clearly defined goals that all participants can easily understand. MBO helps managers plan, define jobs, motivate subordinates,  interact  with  subordinates,  evaluate worker  performance,  and  link  command  objectives to  division  or  work  center  objectives. Basic  Principles MBO  is  based  on  two  basic  principles.  The first is that if you get people committed to a goal, they are more willing to work toward that goal. The second is that if you allow people to set the goal, they will do everything possible to achieve that  goal. As a manager, your first job is to get people committed   to   a   goal   through   joint   decision making. When done correctly, your subordinates will  have  a  personal  interest  in  accomplishing  the goal. The goal will no longer be just what the chief wants to do, but what your subordinates told you 3-3