Coordinating efforts among assigned person- nel involves aligning resources with tasks (objec- tives) at the right time, in the right place, and in the  right  amount  in  order  to  achieve  unity  of effort.   the   responsibility   of   coordination   rests with the leading RPC or RP1.  Supervisor should encourage   assigned   personnel   to   immediately report  any  difficulty  encountered  in  accomplishing CRP objectives. This will maintain the integrity of the chain of command as well as promote the concept  of  a  team  effort. Directing Directing  is  the  step  in  programs  management in  which  all  the  efforts  of  planning,  organizing, and  coordinating  are  put  into  operation.  This  step will also serve to remind staff personnel of their work  assignments,  as  task  statements  will  be repeated. If  proper  planning,  organizing,  and  coordi- nating were not accomplished prior to the direct- ing  step,  this  fact  will  become  apparent  very  soon. Subordinates  may  become  confused  if  directions are given inconsistent with the original planning, organizing,   and   coordinating   efforts. Unforeseen  problems  may  arise  that  could make direction difficult, if not impossible. If such difficulties do arise, implementation of the alter- nate  plan  may  be  necessary. Directives  may  be  given  either  orally  or  in writing.  Some  workers  may  have  difficulty  in understanding  and  following  oral  directions, especially  if  they  are  newly  assigned  or  untrained. In  these  cases,  and  where  directions  must  be followed  explicitly,  it  will  be  imperative  to  give precise  written  instructions.    Such  cases  would  in- clude  rigging  for  divine  services,  preparing  supply requisitions,    watch-standing   procedures,   and other similar assignments. Oral  directions  may  be  used  to  clarify  a written  order  or  directive,  to  give  assistance,  to initiate  action  in  an  emergency  situation,  to  ob- tain immediate compliance when needed, and to afford   subordinates   the   opportunity   to   ask questions.   Effective   oral   directing   adds   the personal  touch  to  supervision  and  serves stimulate the initiative of assigned personnel well  as  to  promote  fovorable  attitudes. Controlling to as Controlling  is  the  process  of  determining whether   or   not   the   actual   operation   of   the Command  Religious  Program  is  proceeding toward  objectives  according  to  plan.  Controlling involves establishing a system of checks on certain key   operations   and   procedures   to   enable   the supervisor to immediately identify any mistakes, deviations,  or  potential  problem  areas;  to  ascer- tain  progress;  and  to  determine  whether  or  not the  CRP  objectives  are  being  met.  This  system may involve testing, checking, inspecting, verify- ing, guiding, and/or limiting. Controlling may be characterized by many forms, and the objectives of controlling may be reached by various means, but  generally  a  four-step  process  is  effective. First, the RPC or RP1 should visualize where, and to what extent, controls will be needed to keep CRP  operations  on  the  planned  course.    Then  a determination  must  be  made  as  to  the  use  of control  devices,  such  as  charts,  graphs,  a  work order, a performance standard, an inspection, or an examination. Whatever the form of the control device,  its  purpose  is  to  portray  a  clear  picture of  CRP  progress  toward  planned  objectives. Second,  the  RPC  or  RP1  should  analyze  the information  taken  from  the  control  device(s)  to determine   CRP   progress   toward   objectives.   If there is a deviation from the program as originally planned,   the   leading   RP   should   attempt   to determine  what  caused  the  deviation.  Several adverse factors may affect this deviation: (1) The plan   is   faulty.   To   improve   this   situation,   re- planning, or implementation of the alternate plan may be necessary. (2) Subordinates are failing to complete assignments. To improve this situation, closer  supervision,  guidance,  and  direction  may be called for. If neglect of assigned tasks is becom- ing   habitual,   disciplinary   measures   may   be necessary. (3) Expected resources have not been received. To adjust to this situation, the RPC or RP1 may need to identify alternate resources or adjust  some  phases  of  the  plan  accordingly. Third,  after  determining  what  problem(s) exist, the RPC or RP1 should decide what action is  necessary  to  correct  the  course  of  the  CRP toward the planned objectives. It is possible that new instructions, directions, or assignments will have   to   be   given   in   order   to   accomplish   the correction. Fourth,  controls  are  reestablished  and  the cycle  begins  anew. The  leading  RP  should  ensure  that  controls are  kept  as  simple  as  possible,  yet  functional. Checks should be made frequently to ensure that there is no duplication of controls (more than one control  to  accomplish  the  same  goal). Performance standards are perhaps one of the most   common   and   effective   control   devices, 5-3