result in personal growth through trial and error. Whenever  constructive  criticism  is  necessary,  it should be offered in private. Conversely, a good time to give praise would be at morning quarters or  at  an  awards  ceremony. PERSONNEL   DUTIES.—   All RPs are ex- pected to perform the duties of their rating at their present paygrade and are responsible for the re- quirements of all lower paygrades. This is a good and  necessary  condition  of  naval  organization,  but it should be remembered that everyone has special talents  and  preferences.  A  good  supervisor  always learns what each person likes to do well enough to  put  extra  effort  into  the  task.  Of  course,  not all  assignments  can  be  made  on  this  basis. However,  if  individuals  are  able  to  work  at  the things they do well and enjoy doing, the quality and quantity of their work will improve, and the office  morale  will  improve  as  well. Religious Program Specialists will most likely be  required  to  stand  watches  outside  the  office of  the  chaplain.  This  may  be  particularly  true aboard   ship.   Fire   watches,   security   patrols, quarterdeck  watches,  shore  patrol  duties,  damage control  or  fire-fighting  teams,  and  other  duties will be required of RPs from time to time. Also, RPs  (especially  those  in  paygrades  E-3  and  below) will  be  required  to  perform  messman  duties,  serve as  compartment  cleaner,  or  serve  on  working parties  outside  the  department  as  division  officers may  direct. PERSONNEL   TRAINING.—   As   office manager, the leading RP should determine what training and experience assigned personnel have had  as  soon  as  possible. One  of  the  requirements  of  the  office  staff, and particularly the leading RP, is to establish a training  program.  A  much  more  effective  train- ing  program  can  usually  be  developed  if  each  staff member   is   given   the   opportunity   to   offer suggestions as to the training needed. In this way, it will be a group effort, and each person will have made a contribution to the total training program. It  will  also  be  necessary  to  maintain  training records.  Chapter  10  of  OPNAVINST  3120.32, Standard  Organization  and  Regulations  of  the U.S. Navy  (SORM), should be checked to deter- mine  the  proper  procedures  for  maintaining  train- ing  records. Since  transfers,  leave,  or  hospitalization  would necessitate changes of personnel within an office, a good manager will occasionally rotate assigned personnel in the various jobs. This is a vital step in preventing office routine from breaking down when  a  key  person  is  absent.  This  practice  will also give individuals an insight into the way each task  contributes  to  the  overall  operation  of  the office. The leading RP should be prepared for the unexpected   by   cross-training   personnel   so that  they  are  able  to  replace  each  other  and, should  it  become  necessary,  be  able  to  assume temporarily  the  responsibilities  of  the  leading  RP. Office  Organization  and Office Facilities Personnel should have a clear understanding of   their   job   assignments   and   the   authority commensurate with each job. Co-workers may be required to help each other from time to time, and personnel may need to be reassigned if the work load  changes  substantially. If  a  new  office  is  being  set  up,  immediate decisions   will   have   to   be   made   regarding assignments.  In  an  office  already  in  operation, very few changes may need to be made in duties until the leading RP has been in charge for some time  and  has  become  thoroughly  familiar  with  the operation  of  the  office. One  method  that  has  proven  to  be  quite effective in ensuring that each individual clearly understands  the  job  description  is  to  “put  it  in writing.”   A  written  job  description  for  each person in the office will ensure that all personnel are  fully  cognizant  of  their  responsibilities. Written  job  assignments  will  also  contribute  to a   smooth   and   orderly   transition   when   an individual  is  relieved  or  rotated  to  another  assign- ment. In addition, it will assure that those tasks that must be performed on a regular basis are not overlooked.  In  most  instances,  a  formal  memo- randum  is  not  necessary  to  establish  the  re- quirements of a particular job; a list of those tasks that are required by that job is usually sufficient. The list should be placed on the desk leaf of the desk where the work must be done. The leading RP should also keep a copy of the list so that it can  be  referred  to,  if  necessary. When duties are being assigned, it is best to give similar or related tasks to the same person. The   proper   combination   of   duties   speeds   up operations by eliminating wasted motion, and it can also improve accuracy. The work load should be divided as fairly as possible. Past experience and  various  studies  indicate  that  an  uneven  work load lowers morale and thereby decreases office productivity. There may be times when a person seems  to  be  overloaded,  but  closer  observation 3-2