of   subordinate   unified   commands.   (A   unified commander   may   set   up   subordinate   unified commands.) In exercising operational command, a   unified   commander   takes   notice   of   the knowledge  and  responsibilities  of  assigned  service component   commanders. The  responsibilities  of  the  commander  of  a unified  command  include  the  following: · Maintaining the security of the command and  protecting  the  United  States,  its possessions, and its bases against attack or a  hostile  outbreak · Carrying out assigned missions, tasks, and responsibilities · Assigning tasks to, and directing coordina- tion   among,   subordinate   commands   to ensure  unity  of  effort  in  the  accomplish- ment  of  assigned  mission(s) Component  Command A  component  command  consists  of  the  com- ponent  commander  and  those  people,  units, detachments,   organizations,   or   installations assigned   to   the   operational   command   of   the unified   commander. A component commander advises the unified commander  about  the  proper  assignment  of  the component   to   achieve   the   unified   operational mission.   A   component   commander   may   have assignments to missions or tasks not within the scope  or  authority  of  the  unified  commander. However,  these  missions  and  tasks  should  not conflict with, but should contribute to, the overall mission  of  the  unified  command. SPECIFIED  COMMAND A  specified  command  is  a  command  with  a broad continuing mission. It is normally made up of  forces  from  only  one  service  but  may  include units  and  staff  representation  from  other  services. The  authority  that  sets  up  a  specified  com- mand appoints the specified commander and the force  structure.  This  authority  also  assigns  the missions  and  defines  the  commander’s  general geographic   area   of   responsibility.   Figure   1-1 shows  the  position  of  the  commander  in  the  chain of  command. Units of other services assigned to a specified command   normally   know   the   purpose   and duration of the assignment. Such assignment, in itself, does not change the specified command to a unified command. If, however, the assignment is major and of long duration, a unified command is  normally  setup  instead  of  a  specified  command. The commander of a specified command has the same responsibilities as the commander of a unified  command;  however,  the  specified  com- mander  cannot  set  up  subordinate  unified commands. The specified commands are the Strategic Air Command (SAC) and the U.S. Forces Command (USFORCOM). SUMMARY Organization is not a new concept. Initially, you learned that, in its simplest form, organiza- tion  is  the  orderly  arrangement  of  assets.  As  a master  or  senior  chief  petty  officer,  you  should understand  the  organization  of  our  Navy. The DOD is the largest United States govern- ment  agency.  It  consists  of  the  Office  of  the SECDEF;  the  Departments  of  the  Army,  Navy, and Air Force; the JCS; the unified and specified commands;  and  other  agencies  set  up  by  the SECDEF. The  heads  of  the  Departments  of  the  Army, Navy,  and  Air  Force  are  each  responsible  for preparing  their  forces  for  war. The members of the Joint Chiefs of Staff are the principal military advisors to the President, the National Security Council, and the SECDEF. They  are  subject  to  the  authority  and  direction of  the  President  and  the  SECDEF. The  United  States  Military  Establishment  must bean efficient team of land, naval, and air forces to  defend  and  protect  our  nation.  To  this  end, the President sets up unified commands to bring about  unity  of  effort  among  the  services. REFERENCES Functions  of  the  Department  of  Defense  and  Its Major  Components,  Department  of  Defense Directive   5100.1,   Department   of   Defense, Washington,   D.C.,   1987. United States Government Manual,  Office of the Federal   Register,    National   Archives   and Records   Administration,   Washington,   D.C., 1986. 1-9