Chief Leadership

Front 1

Top-level management is composed of

Back 1

executive officers and above

Front 2

Middle management is composed of

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department heads

Front 3

Operating-level management is composed of

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division officers and chief petty officers

Front 4

plans involve activities that will take place in 2 to 5 years

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Strategic

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Organizational objectives are

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long-range objectives. They serve as the goals for management in achieving the organizational mission.

Front 6

INSURV

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inspection and survey

Front 7

OPPE

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operational propulsion plant examination

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ORI

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operational readiness inspection

Front 9

plans are those the Navy uses for recurring or long-range activities. They include
United States Navy Regulations, 1990 (Navy
Regs), Standard Organization and Regulations of the U.S. Navy (SORN), SORM, SECNAV
instructions, OPNAV instructions, captain’s night
orders, technical manuals, and so forth.

Back 9

Standing

Front 10

are broad general statements of expected behavior

Back 10

Policies

Front 11

are detailed standing plans. Define the exact steps in sequence personnel should take to achieve the organizational objective

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Procedures

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plans are those used for short-range nonrecurring activities.

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Single-use

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are single-use plans
that state a specific goal and give the major steps,
the timing of those steps, and the resources
required to meet the stated goal.

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Programs

Front 14

are the separate tasks you must plan to meet program goals.

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Projects

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are planned revenue and expenditures of money, time, personnel, equipment, and so forth, expressed in numerical
terms, usually by category and over a period of time.

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Budgets

Front 16

means supervisors and subordinates take part in setting overall goals for the organization. Each individual has a responsibility for
meeting a major area of the goal.

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Management by objectives (MBO)

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MBO is based on two basic principles

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1. that if you get people committed to a goal, they are more willing to work toward that goal.
2. that if you allow people to set the goal, they will do everything possible to achieve
that goal.

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MBO provides some advantages

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- involves subordinates in setting goals
- forces leaders to focus on
important objectives
- increases communication
- establishes measurable performance goals.

Front 19

MBO disadvantages

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- can use it only in certain
situations.
- more time to use
- increases paperwork
- may overlook objectives that
cannot be measured

Front 20

Effective goals for work requirements should meet four criteria

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1. Be behavior specific
2. Be measurable
3. Be realistic but challenging
4. Be time-phased

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SWOT

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strengths, weaknesses,
opportunities, and threats

Front 22

is a way of trying to
anticipate problems and make adjustments before the problems occur.

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Feedforward control

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involves making changes
while an event is taking place.

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Concurrent control

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involves making corrections after an event has happened.

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Feedback

Front 25

PERT

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performance evaluation and review techniques

Front 26

shows planned and accomplished work in relation to each other and in relation to time.

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Gantt chart

Front 27

uses a line chart to show the
relationship of tasks and the time required to complete each task.

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PERT

Front 28

The CPM and PERT have three
major differences.

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1. CPM only requires
a one-time estimate.
2. CPM includes a cost estimate as well as normal and crisis time estimates.
3. CPM is based on the
assumption that you have at least some experience with the work needed to complete each component task.

Front 29

organizations refer to the major departments responsible for accomplishing the
mission of the command.

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Line organizations

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organizations refer to personnel who advise, assist, counsel, and serve the line
departments

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Staff organizations

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organizations refer to special departments that are neither line nor staff.

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Functional organizations

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refers to the ideal number of people one person can effectively supervise.

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Span of control

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is the authority you have over subordinates in your
chain of command.

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Line authority

Front 34

is the right of staff to counsel, advise, or make
recommendations to line personnel.

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Staff authority

Front 35

Examples of staff organizations with
functional authority include

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the Legal, Equal
Opportunity, and Safety Departments

Front 36

power stems from your use of positive and negative rewards
to influence subordinates

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Reward

Front 37

power results from the expectation of a negative reward if your wishes are not obeyed

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Coercive

Front 38

power comes from the authority of your rate and position in the chain of command.

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Legitimate

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power depends on your giving or withholding of
information or having knowledge that others do
not have.

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Informational

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power derives from your subordinates’ identification or association with you

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Referent

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comes from your knowledge in a specific area through
which you influence others

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Expert power

Front 42

In this style of leadership,
subordinates are expected to do the job the way the leader tells them to do it

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COERCER.

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leaders are firm but fair. They tactfully provide clear
direction but leave no doubt about what is expected or who makes the final decisions.

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Authoritarian

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leaders consider concern for subordinates and personal popularity as the most important aspect of their job.

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Affiliator

Front 45

leaders believe subordinates should take part in the decision-making process.

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Democratic