IMPLEMENT  AND  FOLLOW  UP activities,  and  the  work  for  which  each  activity  is responsible. Put the solution into effect. No problem is solved until  action  is  taken.  After  all  that  work  making  a decision, do not let your work be wasted. Follow up. Get feedback on the progress of your solution. You may need to review and revise your solution as it progresses. Also, failure  to  follow  up  shows  a  lack  of  interest.  Your subordinates may wonder why they should be interested in the plan. ORGANIZING Organizing  is  analyzing  the  mission,  determining the  jobs,  setting  up  the  structure,  and  assigning personnel.  Since  planning  and  organizing  overlap, saying precisely when planning stops and organizing starts is nearly impossible. The  basic  procedure  of  organizing  consists  of considering mission and resources, putting them in order,  and  carrying  out  plans.  Factors  considered include  functions,  operations,  tasks,  material, manpower, money, space, and time. You have four major tasks: set  up  a  structure,  determine  procedures, establish  requirements,  and  allocate  resources. Organizing   is   based   on   mission   objectives. Different   missions   require   different   types   of organization. The mission, however, does not tell you what specific functions, operations, and tasks will be required. It is simply a short statement of the end results expected and is reduced to the following three areas: 1.  Functions–General  types  of  work  that  must  be performed  to  accomplish  the  mission 2. Operations–Specific jobs that must be done to perform  a  function 3. Tasks–Individual jobs required to complete an operation The important thing for you to remember is to break the mission down into the functions, operations, and tasks needed to accomplish it. Then group them by similarities of required skills and equipment. The project concept discussed under planning now comes into play. Once you have grouped the various elements of the mission, you must develop an organizational structure based on that grouping. This structure will provide the channel through which orders will travel, and it will determine  the  assignment  of  responsibility  and authority. The typical organizational chart is a graphic representation of a unit’s structure. It shows the lines of authority and responsibility, the relationships between GOALS AND OBJECTIVES Objectives  provide  both  direction  and  destination  to our efforts. Many managers make decisions without first identifying the goals or objectives and planning the best route for attaining them. For   our   purposes,   goals   and   objectives   are essentially the same. An objective is the desired end result of your efforts. It should be consistent with your unit  mission.  Objectives  can  be  stated  in  broad  terms (overall objectives) or be precise (specific objectives). You  reach  overall  objectives  through  setting  and attaining  subobjectives  specific  strategies,  policies, programs, and so forth. To determine objectives, you first must define your unit’s overall mission. Your unit’s intended function or purpose is its mission. Areas  that  need  objectives  include,  but  are  not limited   to,   work   performance,   worker   attitudes, retention,  productivity,  material,  and  finances. CONTROLS What  are  controls?  Controls  are  everywhere.  The governor on an engine, a fire alarm, a circuit breaker, and extra military instruction (EMI) are all examples of controls.  You  exercise  control  when  you,  the  manager, take  steps  to  ensure  you  reach  your  goals.  To  achieve control, you must monitor work progress and correct deviations  from  established  standards. Controls can be total or partial. A smoke detector is a  familiar  partial  control  system.  It  announces  the presence  of  smoke  but  does  nothing  to  correct  the problem.  A  high-pressure  safety  valve  on  a  boiler  is  a total control system. It detects excessive pressure in the boiler and corrects the problem by releasing steam until pressure  reaches  an  acceptable  level  (established standard). Although   controlling   concerns   every   facet   of management,  planning  and  control  are  intimately related. Sound planning determines the direction of an organization.  Good  plans  establish  appropriate  controls to keep the organization on track. 4-13