Maintenance/Material Control Most aircraft squadrons have an allowance for an AK1. When assigned to the squadron material control, the first class is the senior supply representative on board with a variety of duties and responsibilities. On the   other   hand,   material   control   in   the   aircraft intermediate  maintenance  department  (AIMD)  involves complex  operations. Because   the   duties   are complicated, most AIMDs have an AKC assigned as the material control supervisor. This is a challenging billet, and the manner in which the functions of this billet are performed directly affects the aviation mission of a ship or station. Instructor Billets The Aviation Storekeeper class A school, located at Naval Technical Training Center (NTTC) Meridian, Mississippi, has instructor billets normally filled by AK2s,  AK1s,  and  AKCS.  The  Naval  Aviation Maintenance Training Group (NAMTG) has several billets for AKCs in its detachments who teach Naval Aviation  Maintenance  Program  (NAMP)  supply procedures. There are additional billets at advanced AK and Shipboard Uniform Automated Data Processing System (SUADPS) courses located at Fleet Training Center,   Norfolk,   Virginia,   and   Service   School Command,  San  Diego,  California. Staff Billets The term staff is used here to cover several similar duty assignments, not all of which would be strictly classified as duty with a staff. It includes the following activities that usually have billets for the AK1 or AKC: l l l l l l Flag   administrative   units   of   the   air   type commanders  and  the  air  training  commanders Flag administrative units of fleet air commanders Staff of fleet air wings and carrier air groups Defense  Accounting  Office,  Norfolk  and  San Diego Headquarters,  Naval  Supply  Systems  Command Naval missions, naval attaches, and military assistance  advisory  groups  (MAAGs) KNOWLEDGE  AND  SKILLS A  major  concern  of  personnel  management  is  the assignment of personnel to jobs they are capable of doing  and  are  interested  in  performing.  This  involves recognizing that individuals use a basic knowledge, skill, or ability in performing each task and that each person’s capabilities should be fully used. In dealing with these dynamic aspects of an organization, you are not  expected  to  be  a  management  engineer.  However, as a senior petty officer, you should be able to exercise your  leadership  responsibilities  in  dealing  capably  with human  relations.  In  this  sense,  leadership  can  be defined  as  the  capacity  to  direct  or  influence  the behavior of others toward specific goals. In carrying out this  mission,  you  are  not  only  responsible  for  the assignment of duties and the delegation of authority, you must also see that the work is done. This requires certain knowledge  and  skills. The  following  paragraphs contain information about the knowledge and skills required of you as a supervisor and manager. Knowledge Successful  supervision  demands  a  vast  amount  of knowledge.   The   wide   variety   and   complexity   of assignments require the supervisor to have considerable technical  knowledge.  Most  senior  AKs  have  acquired knowledge  through  experience,  on-the-job  training,  or by reading instructions and procedures. It is inevitable, however, that supervisors will be given some tasks for which  their  training  and  experience  are  inadequate.  In these situations supervisors must be dependent upon the knowledge and abilities of others, and upon their own leadership. You as the supervisor must know the mission of the organization  of  which  you  are  a  part.  With  this knowledge,  you  can  set  objectives  to  fully  support  the mission. You also need to have a clear understanding of the specific role your group must play in attaining the basic  goals.  Planning,  organization,  directing,  and problem solving should be done with both the general and specific aims of the organization clearly in mind. Few traits are of more importance in a successful supervisor   than   a   thorough   knowledge   of   the subordinates as individuals. The supervisor needs to be aware  constantly  of  the  fact  that  individuals  are  different and that this fact cannot be overlooked. It is particularly dangerous for a supervisor to fall into the habit of stereotyping   people. Skills As   the   supervisor,   the   biggest   part   of   your responsibilities will be guiding and directing others as they perform their assigned tasks. Your value to the 1-2