operators  have  earned  their  amateur  radio  licenses  from the Federal Communications Commission. The amateur radio operators, using their amateur stations on Navy radio frequencies, receive training in naval  communications  procedures  and  practices. Besides assisting in emergency situations, MARS operators also create interest and furnish a means of training  members  in  naval  communications.  You  can find detailed information about the MARS program in U.S. Navy-Marine Corps Military Affiliate Radio System (MARS) Communications Instructions, NTP 8. NAVAL   COMMUNICATIONS MANAGEMENT As radiomen advance, they can expect to assume additional authority and responsibility. A first class or chief will most likely be placed in charge as a watch supervisor, leading petty officer or chief, or even as a division officer. These are only a few of the many leadership positions to which they might be assigned. In summary, eventually, a career Radioman is going to be  a  manager. The Navy has conducted extensive studies to pinpoint problems in the area of communications organization  and  management.  These  were  done  to allow  communications  personnel  to  take  corrective action on the problem areas. Use of sound managerial principles helps us accomplish our mission. All  levels  of  management  require  an  evaluation standard. Managers are then able to properly evaluate specific communication systems or components. Such an  evaluation  provides  a  basis  for  comparison  of equipment,  personnel,  and  even  complete  facilities. This  evaluation  forms  the  basis  for  establishing additional standards and guidelines. A continuing evaluation requires data collection via a system of feedback reports from all managerial levels. EVALUATING PERFORMANCE Effectiveness of naval communications is the first consideration   in   the   management   of   any communications  facility.  The  overall  capability  must be  viewed  in  relation  to  each  functional  unit.  Standards of  performance  can  be  established  and  control  elements determined.  An  evaluation  of  the  entire  system  must  be completed by the highest level of command. Each operational unit must be scrutinized by the chief or first class  in  charge. 2-6 Establishing Standards Standards of performance must be established to determine the effectiveness of operations and service provided  against  customer  requirements  and  system capability. Standards must be established for internal functions as well as for overall system performance. After  performance  standards  are  established,  the  control elements and manner of control can be determined. It is most important that performance standards be established in the general areas of reliability, speed, security and economy. These areas can be broken down into standards for internal operation, equipment, personnel, maintenance, supply, and so forth. Realistic  standards  of  performance  must  be established.  This  allows  maximum  use  of  resources without overcommitment. The standards must be compatible  with  command  requirements  and  within resource  capability.  The  standards  must  also  be  flexible enough  to  allow  for  changing  operating  conditions. Skill  levels  and  manning  levels  change  constantly. Equipment status and configurations are never stable. Operating  conditions  and  commitments  change  from day to day. Therefore, each communications facility manager   must   establish   flexible   standards   to accommodate changing requirements and situations. Management Responsibilities Mid-management radiomen must realize the need for progressively improving standards. The following points  may  assist  mid-management  radiomen  in improving standards within their division: l l Overcoming  Resistance—  The practice of relying  on  past  performance  as  a  basis  for establishing standards is often sound. With an organized  effort,  however,  conditions  can  be changed   to   improve   performance.   If   the personnel responsible for better performances participate in the organized effort, the problem of  resistance  to  higher  standards  is  often eliminated. Improving  Conditions—  Owing to the rapid growth   and   change   in   the   character   of communications   systems,   considerable managerial effort must be devoted to improving the effectiveness of operations and service. The essential approach to this type of problem can be summarized in a sequence of three stages: — Discovery of the problems; that is, what part of an existing condition needs improving;