members. The chain of command begins with the commanding officer (CO) and flows down to the seaman  recruit.  All  members  use  the  chain  of command when they communicate about orders, responsibilities,  reports,  and  requests  from  higher to lower authority or lower to higher authority. Members  also  use  the  chain  of  command  when they  communicate  with  others  who  have  the  same level of authority, such as a counterpart in another division. UNITY OF COMMAND. —Unity of command is the order of control of an organization. It gives one  person  control  over  one  segment  of  the organization.  It  ensures  that  a  person  reports directly  to  and  receives  orders  from  only  one individual. The person in control issues all orders and receives all reports from his or her segment of the organization. To ensure all personnel know whom   they   direct   and   to   whom   they   report, commands   should   have   clearly   set   lines   of authority. Use   of   the   chain   of   command   and   an organizational chart will help you maintain unity of  command.  Be  sure  you  clarify  your  position both  to  your  superiors  and  subordinates. SPAN  OF  CONTROL.   —Span   of   control refers to the ideal number of people one person can  effectively  supervise.  The  ideal  number  is based  on  the  scope  of  the  assigned  functional responsibilities  and  the  time  available  to  the supervisor. Normally a supervisor is responsible for  at  least  three  but  not  more  than  seven  people. SPECIALIZATION.  —Specialization  refers to the division of work. The organizational chart normally  shows  the  division  of  work.  Work centers are highly specialized by ratings. Divisions usually contain personnel in similar ratings, and departments  contain  personnel  in  ratings  that perform  similar  tasks. Delegation of Authority The  American  citizens  delegate  authority  to the President, who, in turn, delegates authority down the chain of command to you. You delegate authority to the lowest level competent to handle the   specific   responsibility.   Although   you   may delegate authority for a task, you have the final responsibility  for  the  completion  of  that  task. When  you  delegate  authority  to  your  subor- dinates, let them make their own decisions about how to handle problems that arise. If they make wrong  decisions,    they  will  learn  from  their mistakes.  However,  encourage  and  train  your subordinates to come to you if they need help in making  a  decision.  Since  you  are  training  your subordinates  to  fill  a  higher  position  of  authority, help  them,  but  do  not  do  the  delegated  work yourself. WHY   YOU   SHOULD   DELEGATE.   — Delegating  allows  you  to  accomplish  more  than if you try to complete every task yourself. It allows you  to  focus  your  attention  where  it  is  most needed  and  to  train  and  develop  subordinates. Delegation   also   allows   you   to   make   good decisions   outside   your   area   of   expertise.   For example, because of specialization, you may not have  the  knowledge  level  required  to  make  the correct  decision  about  how  to  complete  a  task. In that case, you would be wise to delegate the task and have the subordinate report back to you with  alternative  courses  of  action.  You  would  then review the alternatives and make your decision based  on  the  information  presented. FAILURE TO DELEGATE.  —Many super- visors  fail  to  delegate,  or  they  delegate  poorly. Some people refuse to delegate because they feel more powerful when they make all the decisions. Others  avoid  delegating  because  they  think  subor- dinates  might  exercise  poor  judgement.  Some supervisors  have  a  fear  of  letting  subordinates make decisions they will be responsible for. Some supervisors are afraid the subordinate will be more effective  and  thus  threaten  their  position.  Still other supervisors do not believe subordinates want the   opportunity   to   have   more   authority   and decision-making  responsibility. Make   sure   you   train   your   subordinates through  delegation  of  authority.  Both  you  and your subordinates will be happier and have more time. SUBORDINATES’  ROLE  IN  DELEGA- TION.  —When  you  delegate  the  authority  to complete  a  task,  your  subordinates’  role  is  to accept that authority. Along with that authority, they  must  accept  the  additional  responsibility  and accountability  that  go  with  it. Subordinates  sometimes  are  unwilling  to accept  authority  for  the  following  reasons: • They don’t want to risk making a decision. • They have a fear of being criticized. 3-12