a. b. Cooperation  with  management. Cooperation  with  supervisors  on  other  ships or in other departments, divisions, or work groups  of  your  ship. In the course of a routine equipment overhaul, you will often have to deal with numerous people in work centers or units of the repair activity. It is particularly essential,  therefore,  that  you  develop  a  rapport  with  the management  and  supervisory  personnel  of  the  repair activity. 4.  Development  of  morale:  The  esprit  de  corps  of a group and their willingness to work toward common goals depend, to a great extent, on your leadership. A group with high morale is a producing group. 5,  Training  and  development  of  subordinates:  A good  division  supervisor  is  invariably  a  good  teacher and leader and is a developer of personnel. One of the greatest contributions you can make as a supervisor is the  development  of  your  people.  You  should  ensure  that at  least  one  trained  person  is  ready  to  assume  responsi- bility as supervisor if the need were to arise. It is a sign of good leadership when you can take leave and have the division continue to run smoothly. Do not be afraid to teach every phase of your own work to at least one or two subordinates. And since much of your time will involve teaching, you should try to improve your teach- ing ability. 6. Records and reports: Chapter 2 discussed some of  the  records  and  reports  with  which  you  will  be associated. Keeping records and preparing reports are not tasks that you will always enjoy doing, yet they are a vital part of your work. Make it a point to keep neat, accurate records and get reports out on time. Paperwork may seem to be a waste of time, but in the long run, you will realize how much your success as a division super- visor depends upon your ability to handle paperwork properly. 7.   Balanced   supervision:   Major   duties   and   re- sponsibilities  must  be  balanced.  You  must  pay  the proper amount of attention to each phase of your job. Do not emphasize production at the expense of safety or training. Also, do not become so concerned with the human element that production is neglected. Keep up with  paperwork  as  it  occurs;  then,  you  can  maintain control of your workday and will never need to neglect your more-active duties to attack a stack of papers. In always attempting to place the proper emphasis on each of your responsibilities, you will be practicing balanced supervision. RESPONSIBILITY   TO   USERS Your  responsibility  to  users  is  twofold.  First,  you must ensure that all equipment is ready for maximum use  at  all  times.  Second,  you  and  your  division  per- sonnel should be a source of technical knowledge and training for all users. Having the most up-to-date combat systems/weap- ons  equipment  is  of  no  value  to  the  Navy  unless  the equipment is operating at peak efficiency at all times. Many initial equipment casualties turn out to be oper- ator  errors.  An  unusually  high  incidence  of  operator errors may indicate inadequate training. The problems associated with inadequate training usually occur because of one or more of the following circumstances: A  large  number  of  new  personnel A  new  system  being  operated The  installation  of  new  equipment Any  operations  following  an  extended  in-port period The effects of the first three of these circumstances may  be  eliminated  with  an  adequate  shipboard  training program to supplement formal off-ship team training. Since you have the technical expertise, you should as- sist in (or provide) the technical training necessary to operate  the  combat  systems/weapons  equipment  cor- rectly.  By  doing  so,  you  will  simplify  both  your  job and the job of your division personnel. Problems that result from an extended in-port period are usually caused by forgetfulness. Since this is part of human nature, you cannot correct it; however, if the problem  continues,  you  should  make  the  appropriate 3-4