COMMAND

The element of command basically means to take charge. The results of your area of responsibility depend upon the actions you take and how well you carry out your assignment.

Decisions

One of the most significant indications of command is the power to make decisions. The individual exercising command not only is allowed to make decisions, but is expected to make them. As a supervisor, you must learn what types of decisions are within your responsibility. You must then exercise sufficient self-discipline to make those decisions necessary and to abide by the consequences. It is a serious mistake to try to make decisions that are beyond your authority, but it is equally serious to refuse to stand up to your responsibilities when decisions are required of you.

Coordination

Coordination is the effort that ties work functions together to make the operation run smoothly. Even

when you have only one or two individuals working under your supervision, you must still coordinate the work assignments. Keep in mind the various operations that you and the others are performing and make sure that each function is completed within the proper time. You may also have special job assignments and must make sure they are not forgotten or neglected.

CONTROL

Controlling is another term for directing. This is ensuring that all parts are directed toward achieving the goals. Not only do you determine what your assigned personnel should do, you must also inform them of your plan and make sure that they comply with your decision and that their efforts produce the required results toward carrying out your mission.

Supervision

To exercise control properly, you must become an expert in time management. Know what is going on at all times. As a supervisor, you maybe performing work in one area, while at the same time, observing what your assigned personnel are doing. For anew supervisor, this may be difficult at first, but it is essential to your job. Just the fact that you show an interest and that you are paying attention to what your personnel are doing has a beneficial effect on the atmosphere and morale of the unit.

Performance Evaluation

Establish a clear concept in your mind of what you can expect from each individual. When a performance evaluation is prepared, some of the following questions may apply: How much output can I reasonably expect from each individual? What quality of performance is necessary for the task? Is quality or quantity more important in this task? What do I know about the personalities and work habits that will enable me to assist them in performing the best job they can?

When an individual's performance is below standard evaluate the procedures and consider why this is so and what can be done to improve it.

Counseling

You should use counseling for both negative or positive performance. Most personnel tend to do their best work when they feel the supervisor trusts and respects them.

Perform counseling sessions periodically. Before conducting adverse counseling, always make sure that you have all the facts. Counseling should be used to improve an individual's performance. It never hurts to ask questions before you comment. The answers may change the nature of your remarks considerably. Again, it is a good idea to keep the situation as casual as possible and avoid an attitude of accusation.

When possible, avoid using the type of criticism that ^{merely condemns.} Even when you see one of your workers performing a task entirely wrong, keep in mind

your purpose is not merely to stop that worker, but at the same time, show the worker the correct procedures to follow.

After counseling, you should follow through to make sure that your directions are being followed. Your kindness and friendliness in offering criticism should not be taken as an indication of weakness but should be understood as a firm purpose to reach the goal of your assigned mission. Expect cooperation from your personnel. Usually that expectation on your part is enough to ensure compliance with your instructions, but if you find your directions have been disregarded take action promptly.

TRAINING

As supervisor, one of your most important administrative duties will be to plan and direct straining ^program. The Navy training program develops the knowledge and skills of personnel needed to support its missions. It also acts as a tool for personnel to advance in rate.

RESPONSIBILITIES

The Chief of Naval Operations (CNO) is responsible for training naval personnel. The CNO also directs various commands and offices to provide resources required to implement the training program.

The Assistant Chief of Naval Operations (ACNO) (Air Warfare) is responsible for establishing policy, requirements, and priorities of aviation training. The ACNO is also responsible for developing aviation training plans.

The Chief of Naval Personnel (CNP) is the head of Bureau of Naval Personnel (BUPERS). The CNP participates in the following: . Personnel and training planning . Development and rewiew of Navy training plans

l Meeting personnel inventory and skills requirements to support introduction of new systems and equipment

l Perform task analysis as specified by the CNO in support of new systems and aviation training requirements

The Commander, Naval Air Systems Command initiates development of recommended Navy training plans for new weapons systems and components.

TheChief of Naval Education and Training (CNET) provides formal training for the operating forces. It also provides necessary planning, programming, and budgeting for manpower and training resources.

The Commander, Naval Air Force Atlantic/Pacific (COMNAVAIRLANT/COMNAVAIRPAC) is responsible for the following

l Supervising, coordinating, and directing internal aviation technical and management training programs for all squadrons and units.

l Providing on-site training and management assistance to all Navy and Marine aviation units through the aviation maintenance management teams.

The commanding officer is responsible for training personnel under his or her command. Specific organizational training is delegated to the department heads such as the suply Officer.

Within a supply division, the AK1 may be assigned as the training petty officer (TPO). The TPO is the backbone of all division personnel qualification programs. The AKC is responsible for planning and directing personnel training and training junior officers in the division.