Diagnosis  to  determine  what  changes  are needed   to   bring   about   the   needed improvement;  and Remedial action; that is, implementing the necessary changes. Responsibility—  Responsibilities  must  be established   in   accordance   with   the organizational structure and be clearly defined. Organizational Considerations— Leading radiomen   must   realize   that   the   existing organizational  structure  may  be  a  contributing factor to poor personnel performance. In such instances,  recommendations  to  realign  the organizational  structure  must  be  seriously considered. Conservation  of  Personnel  Resources—  The communications facilities manager must be constantly  aware  of  the  need  to  conserve personnel  resources  at  all  levels.  Conservation of  personnel  resources  is  accomplished  by evaluating personnel requirements properly and by  using  available  personnel  effectively  through proper training and assignment. GENERAL ADMINISTRATION A   communications   facility   should   function effectively and efficiently. This is normally the result of the senior supervisor’s ability to set up and manage the  organization. Good   supervisors   retain   open   minds.   They recognize  the  need  for  change  and  implement  those changes   as   required.   They   acquire   a   thorough knowledge of the functions performed by their area of responsibility and understand how it relates to the overall mission. Only then can they plan a rational approach  to  correct  a  problem  or  make  positive changes. Although the current structure and methods may meet the objectives of the division, a periodic review should still be conducted. The goal is to develop more efficient office methods, techniques, and routines. Procurement of state-of-the-art equipment may require a complete evaluation and reorganization of divisional workflow and workspace layout. To plan properly, the supervisor must know the following information: WHAT work is to be done; WHY the work is to be performed; l l l l WHEN the work is to be performed; HOW the work is to be accomplished; WHERE the work is to be performed; and WHO is responsible for completing the work. PERSONNEL  MANAGEMENT Good managerial traits and supervisory abilities are prerequisites for the first class or chief petty officer who is required to function as a front line supervisor and manager. The RM1 or RMC will normally be the RM supervisor  and  will  have  many  managerial  and supervisory responsibilities added to those present at the junior petty officer level. Supervision involves working with people, and a major responsibility of a supervisor is production. A good supervisor knows how to get a job done by getting the most out of personnel. However, the desire to attain an acceptable production level must not be at the expense of personnel assets. People have the right to be treated as individuals and respected as such. If treated in any other reamer, no amount of pressure will create  a  permanent  increase  in  production  levels.  While you want to achieve a high level of production, you also want your personnel to produce willingly and be interested in their work. OFFICE MANAGEMENT The physical location of a communications office is  normally  predetermined  by  higher  authority. Furthermore, the space allotted to the various sections is  usually  determined  by  competent  engineers  based  on available space. After discussing the matter with the senior  petty  officers  in  the  division,  the  division  officer or  division  chief  usually  determines  the  physical location of furniture and equipment. When the office layout is being planned, primary consideration must be given to proper flow of paper and work,  the  physical  location  of  workspaces,  and  the internal communications of the division. Secondary factors to be considered are the number of personnel to be accommodated, safety standards, security  of  classified  material,  structural  location  of electrical outlets, and physical locations of bulkheads and  passageways. Paper  and  Work  Flow Good  paper  flow  is  the  smooth  movement  of paperwork from one desk or individual to another. As much as possible, the paperwork should flow in one direction through various sections with no reversals or 2-7