LEADERSHIP

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LEADERSHIP

• LEARNING OBJECTIVES
• LEADERSHIP

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LEADERSHIP MRCPO CHAPTER THREE

• Who is responsible for setting the divisions
  goals?
• Division Officer
• Who is responsible for supervising goal
  completion?
• Division CPO (YOU)

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LEADERSHIP

• Management begins at what level within the Navy
  structure?
• Chief Petty Officer Level
• Who is considered top level management and what
  is their responsibility?
• XO and above, set the direction and vision of the
  command

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LEADERSHIP

• Department Heads make up the middle management
  level and determine which divisions are
  responsible for meeting specific goals.
• Who is considered the operating-level
  management?
• DOs and CPOs. Chiefs are responsible for
  planning, controlling, organizing, and leading.
  We take the goals and determine the plan of
  action required to complete the mission.

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LEADERSHIP

• What is the definition of a plan?
• Methods devised to achieve a goal.
• They fall into three groups, describe them..
• 1..Strategic Plans Take 2-5 years to achieve,
  set by TYCOM or higher.
• 2..Standing Plans Used for recurring or long
  range activities. (Navy Regs, SORM, OPNAV, SECNAV
  instructions)
• 3..Single-Use Plans used for short-range
  nonrecurring activities.

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PLANS

• What states the intended purpose of a command?
• The Organizational Mission contained in the ships
  SORM. (falls under Strategic Plans)
• Organizational Objectives are considered
  Long-range goals.

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PLANS

• Policies are broad statements of expected
  behavior. These fall under Standing Plans.
• What is considered a detailed Standing Plan?
• Procedures ( Think Maintenance)
• Rules and regulations also fall under the
  Standing Plan rule

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MANAGEMENT

• What is the term used for the type of management
  most commands use?
• Management by Objectives (MBO)
• MBO is based on two basic principles, name them
• 1..If you get people committed to the goal, they
  are more willing to work toward that goal.
• 2..If you allow people to set the goal, they will
  do everything to achieve it.

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MANAGEMENT

• List some disadvantages to MBO?
• Can only be used in certain situations. Requires
  more of your time, and could overlook some
  objectives that cant be measured.
• What is the most difficult job you will have as
  the division CPO?
• Determining divisional work requirements and
  priorities

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MANAGEMENT

• Where can you find the work requirements for your
  division
• In your commands strategic, standing, and
  single-use plans.
• What analysis can you use to help determine the
  needs of the division?
• The SWOT,,,Strengths, weaknesses, opportunities,
  and threat analysis.

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LEADERSHIP

• What is the most important element of leadership?
• THE PEOPLE, they are your most important
  resource.
• Know their personal needs, qualifications, and
  weaknesses.

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LEADERSHIP

• What is another term for monitoring?
• Controlling
• List different types of control
• Feedforward, anticipate the problem and make
  adjustments before it occurs (Planned Maintenance
  System is an example)

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LEADERSHIP

• Concurrent is what type of control?
• Making changes when the event is happening.
• Feedback Used to make the change after the event
  has occurred.
• List some examples of Feedback Control
• Evaluations, inspections, and COs mast.

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LEADERSHIP

• What is a method used to ensure that your
  customers (yes we all have them) receive a
  product that meets performance expectations?
• Quality Control
• Quality Control involves setting standards and
  then evaluating them, inspecting parts/services
  to meet the standards, using statistics to
  determine if our product meets the standards,
  inspections to evaluate or compare our goals for
  quality.

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LEADERSHIP

• What type of quality control uses inspections to
  identify potential defects when the work is
  taking place?
• Concurrent Quality Control
• What type of quality control is an inspection for
  defects?
• Feedforward Quality Control
• Describe Feedback Quality Control
• Used after the task is completed

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Leadership

• What will you use when the number of items
  produced is too large for an inspection of each
  one?
• Statistical Analysis
• What is small groups of workers in each division
  looking for ways to reduce defects, rework, and
  downtime considered?
• Quality Circles

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Leadership

• What is the theory of doing the job right the
  first time called?
• Zero Defect Theory
• When supervisors encourage workers to stop work
  and find a solution to a problem and suggest
  methods of improvement.

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LEADERSHIP

• List two ways you can achieve control
• Measurable Control determines the quality and
  quantity of the work output. You use budgets,
  audits, Gantt charts, evaluations, ect (Think of
  a POA M, Critical Path Method (CPM).
• Which measurable control method is used to budget
  time, people, and resources?
• POA M

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LEADERSHIP

• What tool can you use to show you planned and
  accomplished work in relation to time and each
  other?
• Gantt Chart
• The Gantt Chart is useful in planning and
  controlling operational level task

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GANTT CHART
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METHODS OF CONTROL

• What does the term PERT stand for?
• Program Evaluation and Review Technique, uses a
  line chart to show relationship between
  time/task.
• What does CPM stand for?
• Critical Path Method, different from PERT as it
  focuses on both time and cost.

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Leadership

• Nonmeasurable control is used to measure
  performance when you are accomplishing other
  task..Involves discussions, reports, evaluations,
  inspections, and observance of work.

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EFFECTIVE CONTROL

• List elements you will need in order to have
  effective control
• Activities (you set the standard and the workers
  aim to achieve the standard)
• Timeliness (amount you deem necessary to get the
  mission accomplished)
• Effectiveness (work to achieve cost set, even to
  work under cost)
• Accuracy (monitor progress and take corrective
  actions)
• Acceptance (dont be too excessive with your
  control)

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ORGANIZATIONS

• List the three specific types of organizations
  within the Navy structure.
• Line Major departments (Deck, Engineering, Ops,
  Air)
• Staff Personnel that advise and assist the line
  departments. (Supply, ESO, DAPA)
• Functional Special ones not either of the two
  above. (Medical, dental, legal and Admin)

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LEADERSHIP (ARE YOU READY)

• What is considered the order of authority within
  the Navy?
• Chain Of Command
• Describe Unity of Command..
• Order of control within your organization
• Describe Span of Control..
• Ideal number of people you can effectively
  supervise

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DELEGATION

• When you delegate authority to your subordinates,
  you are letting them do what?
• Make their own decisions on how to handle
  problems.
• What do you accomplish when you delegate?
• You can now focus on training and developing
  subordinates, focus on the areas that are
  problematic, and you can now make good decisions
  outside your area of expertise.

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AUTHORITY AND POWER

• Define Power..
• Your ability to influence people toward your
  organizational objective..
• Never exceed your limits.

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AUTHORITY

• Authority only exist when?
• The subordinates accept the idea that the
  supervisor has the authority over them.
• Various types of authority exist in the Navy,
  they are?
• Line authoritydirectly related to your COC.
• Staff authoritythe right to counsel, advise or
  make recommendations
• Functional Authoritygranted due to area of
  specialtylegal, EO and Safety

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POWER

• Describe Reward Power
• Stems from your use of positive and negative
  rewards to influence your people.
• What is Coercive Power?
• Negative rewards when wishes are not obeyed.
  (Not the preferred method)
• Legitimate power is?
• Comes with the position of your rate and position
  you are in the Chain Of Command.

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POWER

• Informational Power is used when you give or
  withhold information that someone else does not
  have.
• Referent Power is when your subordinates identify
  or associate with you.
• Expert Power comes from your knowledge

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LEADERSHIP THEORY

• Describe Theory X
• You assume that people are lazy and must be
  coerced, controlled, directed or led. Using this
  theory involves threats to motivate personnel
• Theory Y assumes that people like to work. Given
  the right work environment the mission will be
  accomplished.

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LEADERSHIP

• Leaders have six tasks that will affect their
  subordinates, what are they?
• Listen to help with problems
• Set goals, have long/short range plans
• Give direction about the who, what, when, where
  for each task
• Provide Feedback
• Reward/discipline as necessary
• Develop your Sailors

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STYLES

• Describe each style listed
• COERCER
• My way or the highway, obedience, controlling
• AUTHORITARIAN
• Firm but fair, clear direction, use influence as
  the key way to lead

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STYLES

• AFFILIATOR
• People first concern, very popular, avoid
  conflicts in order to not cause hard feelings
• DEMOCRATIC
• Relies on group participation, use group
  consensus, not necessary to give specific
  direction or close supervision, listen to
  subordinates, reward average performer, rarely
  gives negative feedback or punishment

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STYLES

• PACESETTER
• Rather do the job themselves, set high standards,
  lead by example (loners), have trouble delegating
• COACH
• Concerned with subordinates development, have
  high standards but cant communicate them, have
  Sailors set their own goals, give solutions to
  each plan rather than clear, concise
  instructions.

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STYLES

• Which style of leadership just discussed is most
  effective in time of war?
• Coercer
• You would use the authoritarian style in what
  situations?
• Prior to inspections, not good for counseling

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STYLES

• What role is best suited to the Counselor?
• Affiliator style, not good when in the work
  center and a tight deadline is looming.
• What situations would you not use the democratic
  role?
• When preparing for an inspection, drills, combat

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STYLES

• Use the Pacesetter style in what arena?
• Working in a new work center or teaching.
• The coach style is also used to help learn new
  procedures.
• What determines your leadership styles?
• Motives, experiences, past/present supervisors,
  jobs, organizational culture and norms.

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Management and Supervisory Skills

• What skills are needed to have an effective
  workcenter?
• Concern for standards and efficiency, planning
  and organizing, supervising for effective
  performance, and monitoring.

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LEADERSHIP

• What skills has the Navy determined identify an
  effective leader?
• Commitment to command mission, self-image as a
  leader, good communication, influence ability,
  good Sailor development, concern for your Sailors

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LEADERSHIP

• List good personal characteristics a successful
  CPO should exhibit.
• Concern for achievement, analytical problem
  solving, interpersonal awareness, initiative,
  persistence and assertiveness

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MANAGEMENT

• Define TQM
• Total Quality Management is the focus on the
  process by which work gets done.
• Benefits are increased pride, readiness,
  streamlined maintenance, efficient operations
  with the right budget, increased times between
  equipment failure.

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TQM

• Focuses on procedures and processes that get the
  work done using quality management.
• Establishes a good customer-Supplier relationship
• UTILIZES LEADERSHIP INVOLVEMENT