The advantages and disadvantages of the various courses  of  action  should  be  considered,  RPs should not hesitate to ask pertinent questions, so that the objectives and courses of action are clear to everyone present. Suggestions by RPs should be  encouraged  and  given  careful  consideration. SELECT  AND  DEVELOP  THE  BEST COURSE  OF  ACTION.—  After   the   various courses of action have been considered, the most desirable one should be selected and developed. The best course of action to take is obviously the one   that   will   most   effectively   accomplish   the mission of the CRP. Managers must ensure that the  course  of  action  selected  meets  established requirements and is compatible with the command mission. DEVELOP AN ALTERNATE PLAN.— The development  of  an  alternate  plan  will  provide CRP managers with another approach should the primary  plan  prove  to  be  ineffective.  The  alter- nate   plan   must   be   as   carefully   selected   and developed  as  was  the  primary  plan. TEST  BOTH  PLANS  FOR  COMPLETE- NESS.— Once the plans are selected, each detail of  both  the  primary  and  alternate  plans  should be  scrutinized  by  CRP  managers.  If  any  aspect appears  to  be  inadequate  or  faulty,  further  refine- ment  or  development  may  be  necessary. Planning  never  ends.  CRP  managers  will  have to  make  adjustments  continuously  to  changing  re- quirements   or   fluctuating   resources.   Proper planning is essential to CRP management as well as to management in general. Organizing Organizing involves a detailed analysis of the status  of  all  aspects  of  the  Command  Religious Program  (CRP).  The  process  of  organizing  con- sists  of  analyzing  the  mission,  determining  the jobs,  structuring  the  workload,  and  initially assigning the personnel. Planning and organizing necessarily overlap. Since planning never really ends, it is sometimes difficult  to  determine  when  organizing  actually begins. The important thing for the RPC or RP1 to remember is that it DOES begin. The purpose of  organizing  is  to  align  the  functions,  operations, and tasks required to carry out the mission with the available material, manpower, money, time, and facilities. Once  the  mission  and  goals  of  the  CRP  are established,  the  following  fundamentals  should be  applied  to  help  accomplish  the  objectives: Unity  of  Command Span  of  Control Delegation  of  Authority UNITY   OF   COMMAND.—   Unity  of  com- mand  may  be  defined  as  a  oneness  of  purpose behind one leader. The RPC or RP 1 must ensure that assigned personnel understand and use the chain  of  command  in  such  a  way  that  unity  of command is enhanced. Subordinates must under- stand who is in charge. A clear line of authority is  essential  to  good  morale. SPAN  OF  CONTROL.—  This refers to the number  of  personnel  that  can  be  effectively  super- vised  by  the  RPC  or  RP1.  The  span  of  control is often limited unknowingly by supervisors who are  trying  to  control  too  much  of  the  work  or trying  to  supervise  too  many  people.  In  each  of these instances the supervisor may be unable to meet  other  managerial  requirements  or  produc- tion  deadlines  because  of  the  limited  amount  of time he or she has for each task. The supervisor also needs to represent the office at meetings and conferences and to perform various other official duties.  These  demands  upon  the  supervisor’s  time may further limit the number of people he or she can supervise. DELEGATION  OF  AUTHORITY.—  Since the  span  of  control  is  often  limited,  the  RPC  or RP1  should  delegate  assignments  and  the  com- mensurate  authority  for  getting  the  job  done  to junior supervisors, whenever practical. The lead- ing RP should bear in mind, however, that while authority  can  be  delegated,  responsibility  cannot. Delegation  of  authority  will  help  guide  and develop junior supervisors for their future role as senior EPs. Every supervisor in the Navy today was  at  one  time  a  subordinate. Coordinating Coordination  highlights  the  team  concept  in efforts to reach objectives. If actvities outside the Command   Religious   Program   are   affected   by CRP  activities—and  they  often  are—these  out- side  activities,  agencies,  offices,  or  persons  should be  made  aware  of  the  goals  of  the  CRP. 5-2