ACTIVITIES.   —Your   subordinates   expect you  to  control  their  work  by  comparing  it  to  a set standard. When they know you will exercise that control, they will try to meet that standard. TIMELINESS. —Since managers need time to take  corrective  action  when  tasks  deviate  from  the normal standard, subordinates must make a timely report  of  those  deviations.  The  “timeliness”  of reports  depends  on  the  amount  of  time  a  manager designates   as   adequate—it   could   range   from minutes  to  months.  Therefore,  when  designing your control system, specify the amount of time you  consider  to  be  timely. EFFECTIVENESS.  —Control  systems  may involve  additional  cost.  You  should  work  to reduce the cost of your control system, while still retaining  an  effective  system.  Additional  costs could result from the need for additional people, material,  equipment,  or  time.  Evaluate  your control  system  to  eliminate  or  modify  needless costs . ACCURACY.  —Your  control  system  monitors progress  and  serves  as  the  basis  for  corrective action. Therefore, you should ensure it provides you  with  accurate  information  from  which  to make  decisions.  Be  aware  that  since  people  are human, errors will occur in the reporting process. Also realize some people will present information in a manner that will reemphasize the negative while  accentuating  the  positive.  People  usually present information in that manner to try to make themselves  look  good. ACCEPTANCE. —People usually resist con- trol. The strongest resistance comes when people perceive  the  control  to  be  excessive.  Excessive control gives the impression you do not trust your subordinates. To  avoid  resistance,  explain  the  purpose  of  the control system to your subordinates. Make them feel  they  have  an  interest  in  the  success  of  the system.  By  explaining  the  purpose  and  generating interest in the control system, you have a greater chance  of  convincing  subordinates  to  accept  it. ORGANIZATION Organization  is  the  process  of  arranging material  and  personnel  by  functions  to  attain the  objective  of  the  command.  Organization establishes  the  working  relationships  among command  personnel  and  establishes  the  flow  of work,  It  promotes  teamwork  and  identifies  the authority,  responsibility,  and  accountability  of individuals  within  the  command. An in-depth discussion of organization is well beyond  the  scope  of  this  text.  Therefore,  this chapter will touch on only a few basic ideas and concepts  of  which  you  should  be  aware.  Those ideas  and  concepts  include  types  of  organizations, organizational concepts, delegation of work, and authority  and  power. Types  of  Organization Of  the  many  different  types  of  organization used  today,  the  Navy  uses  three  specific  types: line,  staff,  and  functional. LINE. —Line  organizations  refer  to  the  major departments  responsible  for  accomplishing  the mission of the command. These departments are usually Deck, Engineering, Operations, Weapons or  Combat  Systems,  and  Air. STAFF. —Staff  organizations  refer  to  person- nel who advise, assist, counsel, and serve the line departments. Staff usually does not have authority over line departments. Examples of staff include the Supply Department, 3-M Coordinator, educa- tional  services  officer  (ESO),  and  drug  and  alcohol program   advisor   (DAPA). FUNCTIONAL.  —Functional  organizations refer to special departments that are neither line nor staff. Usually a functional organization starts out   filling   a   staff   function   and   becomes   so important to the success of the command that it is  given  special  status.  The  manager  has  the authority  to  ensure  all  parts  of  the  command perform as necessary to carry out that function. Examples of functional organizations include the Medical,   Safety,   Legal,   and   Administrative Departments. Organizational Concepts At certain times you must report items such as  personnel  readiness  or  material  readiness  to higher authority. The method used to make these reports  will  vary  from  command  to  command. However,  certain  basic  concepts  are  common  to all  methods:  the  chain  of  command,  unity  of command,  span  of  control,  and  specialization. CHAIN  OF  COMMAND.   —The   chain   of command  is  the  order  of  authority  among  Navy 3-11