THE MANAGEMENT PROCESS 1. 2. 3. 4. 5. 6. 7. 8. LEARNING  OBJECTIVES Upon completion of this chapter, you should be able to do the following: State  the  purpose  of  delegating  authority  and responsibility  for  departmental  functions  to subordinates. State  the  need  for  assigning  responsibility  for accomplishment  of  department  work  schedules. Assess the need for providing task performances to division  chiefs. Describe the methods used to assign responsibilities for  accomplishment  of  unit  work  schedules. Describe  the  requirements  needed  to  apply appropriate  techniques  for  fiscal  responsibility, production,   efficiency,   and   personnel administration. Identify   the   procedures   for   establishing departmental  timelines. Explain  work  requirements  from  command  or departmental  instructions  and  documents. Determine progress of overall department work efforts. 9. 10. 11. 12. 13. 14. 15. 16. 17. Identify   work   requirements   from   operational schedules. Describe the procedures used to coordinate work scheduling  at  the  departmental  level. Describe the procedures used to coordinate work requirements within and between department lines. State  the  need  for  coordinating  department  work with  other  departments. Recognize the status and impact of department work  on  other  departments. Describe   department   material   and   personnel readiness. Define  department  work  requirements. Assess the need to prioritize overall work. Identify  the  need  to  monitor  policy  being  developed at  subordinate  levels. Senior or master chiefs, regardless of the billet they are  filling,  must  be  able  to  continually  translate missions,  projects,  and  tasks  into  action  by  their subordinates. This chapter describes the process by which this is done. There is no set form, procedure, or order of solution that can apply equally to all situations. The procedures in this chapter are intended to make sure no  essential  aspects  of  a  problem  are  overlooked.  The outcome of your planned action is the final measure of its  success. LEADERSHIP The  following  is  the  Navy’s  definition  of  leadership: the art of influencing people to progress toward the accomplishment of a specific goal. Leadership, then, is the art of accomplishing the Navy’s mission through people.  It  consists  of  such  qualities  as  intellect, understanding, and moral character. These qualities allow a leader to inspire and motivate a group of people to do the very best they can. To be truly effective, a good leader  must  set  a  personal  example  and  demonstrate moral  responsibility.  Leadership  is  an  integral  part  of good  management. Good leadership provides the motivating force that leads  to  coordinated  action  and  unity  of  effort.  Personal leadership is fused with authority and a leader must encourage,  inspire,  teach,  stimulate,  and  motivate  all individuals of the organization. The leader encourages personnel  to  perform  their  respective  assignments  well, enthusiastically, and as a team. Leadership must ensure equity for each member of the organization. Concerning 4-1 CHAPTER  4