Chapter 2 LEADERSHIP AND ADMINISTRATIVE RESPONSIBILITIES

1. 2. 3. 4. 5. CHAPTER 2 LEADERSHIP AND ADMINISTRATIVE RESPONSIBILITIES LEARNING OBJECTIVES Upon completion of this chapter, you should be able to do the following: Define leadership responsibilities. Describe the procedures to design center schedule. 6. a work 7. Explain the responsibilities for completion of 8. tasks on a work center schedule. 9. Describe various forms of work center tasks. Identify various forms of subordinate develop- 10. ment. Describe work center stability and requirements. Explain how to write enlisted performance evaluations. Explain the duties and responsibilities of the leading petty officer (LPO). Explain the responsibility of signature by authority. Describe the procedure of preparing routine naval correspondence and messages. As a first class petty officer, you will use your leadership skills in carrying out your administra- tive responsibilities. You will use your ability as a leader to motivate and counsel your personnel to ensure they complete work center tasks. Your many administrative tasks, such as planning, managing, and evaluating, will also require your leadership ability. This chapter describes your leadership respon- sibilities as they relate to your administrative responsibilities. It explains how to assign tasks, manage personnel, and complete important docu- ments, such as the enlisted evaluation report. In addition, it explains the various types of naval correspondence you must prepare and the naval writing standards you should follow. The chapter begins by discussing your work center responsibilities. MANAGING THE WORK CENTER The work center that has a high degree of morale, good maintenance of equipment, and clean spaces has personnel with good leadership and management qualities. To manage your own work center efficiently, you also must have those qualities. You must manage personnel, material, and time properly to ensure your work center meets the deadlines set for the completion of tasks. WORK CENTER PERSONNEL AND MATERIAL You have many resources to help you accomplish tasks; the most important are the personnel and materials within your own division. To use personnel and materials to the greatest advantage, you must interact with your people and be familiar with your material resources. Therefore, do not confine yourself to the office. Spend a little time in your office in the morning and afternoon to carry out your administrative duties, but spend the rest of your time in the work area. Assessment of Personnel and Material Readiness You should assess your division’s personnel and material readiness daily and in more detail weekly. These assessments help you to know your 2-1