you with a solid foundation of knowledge on which to build. Refer to military requirements training manuals for additional information on supervision and training. SUPERVISION As a division supervisor, you must be aware of the greater scope of your duties and responsibilities. You must  also  learn  and  practice  the  characteristics  of  a good  supervisor,  continuing  this  process  as  you  attempt to  master  all  phases  of  supervision  and  management in  the  combat  systems/weapons  division. This  section  discusses  many  of  the  elements  that you  will  encounter  as  a  combat  systems/weapons  super- visor, including general management, and supervisory duties and responsibilities. GENERAL   MANAGEMENT As  an  FC1  or  FCC,  you  will  normally  be  a  work- center  supervisor  or  a  division  supervisor.  In  either position, you will be confronted with the many respon- sibilities of management. Your primary job will be to ensure that the work center functions smoothly. The  prime  objective  of  a  combat  systems/weapons supervisor  is  to  maintain  control  of  complex,  costly electronic  systems  and  equipment  through  a  sound maintenance  management  program.  The  supervisor must be aware of the alternatives that are available to make  a  maintenance  management  program  perform most effectively and efficiently. You  and  your  maintenance  personnel  must  meet both  technical  and  military  requirements.  The  skills required to manage a maintenance shop are not acquired overnight.  You  will  need  to  spend  time  and  effort  to develop  the  management  ability  necessary  to  accom- plish all your division’s goals. The problems and responsibilities that a work center or  division  supervisor  must  face  are  similar  to  those encountered in other fictional areas of any command. For  example,  increasing  productivity  while  reducing cost  is  a  goal  of  all  supervisors. While  technological  growth  has  eased  the  burden and  increased  the  effectiveness  of  supervisors  and managers in many aspects of command operations, it has  sometimes  turned  the  combat  systems/weapons supervisor’s  job  into  an  overwhelming  problem.  You may  be  responsible  for  maintaining  a  multimillion- dollar resource ashore or at sea, Your  division  will  have  to  keep  high-cost,  highly sophisticated electronic systems and equipment in the highest  possible  state  of  readiness  under  a  variety  of working conditions. No matter how well designed the equipment is, its value to the command lies in the abil- ity of the maintenance supervisor to provide the maxi- mum amount of uptime. A supervisor may face some of the following prob- lems  every  workday: Procedural changes: What improvements could be realized by minor modifications to existing procedures? Future  requirements:  Will  future  system  de- mands  affect  present  resources? System  downtime:  Is  the  amount  of  downtime the  system  suffers  reasonable,  given  the  per- sonnel and material assets available? Training  requirements:  Have  all  technicians acquired the highest level of technical compe- tence? If not, can the on-site training program bring them up to speed? New  personnel:  Is  the  in-house  training  pro- gram  adequate  for  new  personnel? Material  assets:  Will  the  material  assets  be  ade- quate  for  any  upcoming  deployment? If  the  supervisor  has  reasonable  and  well-docu- mented answers to these questions, it is likely that he is  effectively  managing  the  work  center  instead  of merely  supervising  it.  Good  management  and  good supervision are inseparable for the control, operation, and  financial  budgeting  of  division  assets.  The  right 3-2