It   identifies   the   responsibility,   authority,   and accountability  of  individuals  within  the  framework  of the unit. The organizational structure of any military unit depends largely on that unit’s mission. An effective military  organization  exhibits  three  basic  features: A general structure designed to carry out the goals of the organization in the most effective and efficient  way  possible Essential   functions   that   delineate   specific responsibilities  for  appropriate  segments  of  the organization A   clear   definition   of   individual   duties, responsibilities, relationships MISSION authority,  and  organizational The mission is a statement of the command’s task together  with  its  purpose.  A  command  receives  its mission in one of two ways. First, it may receive specific orders or instructions from higher authority. Second, it may receive broad instructions from higher authority as they apply to an existing situation. Typically command goals are chosen to direct the unit’s efforts toward the readiness of the command to perform its mission. DEVELOPING  DEPARTMENTAL  POLICY Policies are an expression of top management’s attitudes toward specific actions or events. Policies are determined  through  a  simple  problem-solving  process: what needs to be done, how it should be done, who needs to do it, and so forth. Departmental or division policies must not conflict with established policies of higher authority and must be understood by all personnel affected  by  it. You, as a senior or master chief, will help your department  head  in  developing  the  departmental policies  that  steer  your  department  toward  the  ultimate goal  of  mission  readiness.  In  developing  policy  on  the function  of  your  department,  your  experience  will provide valuable insight into what areas need attention. An  old  Navy  saying  goes,  “It  isn’t  courteous  to change the set of the sail within 30 minutes after relief of the watch.” It is a mistake for a department head to make sweeping changes of established departmental policy immediately upon taking charge. It is up to you, as the senior or master chief, to advise the department head if the policies that are in place need changing. SETTING GOALS “Be flexible” is probably the last cliche you want to hear from your superiors when faced with multiple conflicting   goals.   In   a   changing   environment   be prepared to redirect your priorities and the assets that are  available  to  you  toward  accomplishing  those  goals which  are  most  pressing. Setting  goals  is  one  method  of  providing  program and technical direction at the department level. There are any number of theories on how to accomplish your goals.  You  should  use  the  methods  that  are  most successful for you. The procedure for making these goals  work  can  be  as  simple  or  as  complex  as  the outcome  demands. You should understand before continuing that goals are abstract. A goal isn’t an action, but a means of measuring the outcome of a task. Goal setting is based on the following theory: 1. 2. 3. 4. 5. To 1. 2. 3. 4. 5. 6. You must want to accomplish the goal. You must be realistic in setting your goal. You must commit to achieving your goal. You must put your goal in writing. You must review your progress. set goals, take the following steps: Determine  your  goal(s). List the key activities required to achieve your goal(s). Rank the key activities. Select measurable results which will show your progress in reaching your goal(s). List resources required to reach your (time, people, material, and money). Determine  realistic  completion  dates. goal(s) MEASURING SUCCESS Mission or task accomplishment is the bottom line in evaluating how your division or department measures its success. How well or how professionally the job was done is a leading indicator of success. The result, the measurement of success, maybe tangible or intangible. An informal slap on the back combined with a “well done” is as much a measure of success as receiving an outstanding  grade  on  an  inspection.  Showing  consistent improvement  in  an  area  of  deficiency  or  an  improved 3-2