RECOGNIZE ABILITY.- This helps in assigning members to the job they are capable of doing. As the member's ability progresses, reassign him or her to the next level of responsibility.

SET GOALS.- You should set goals that are meaningful and realistic. Goals may be set for an individual member or for the team. Set the goals just above the level the member is achieving. If the goals are too low, there is no challenge. If they are too high, members will likely reject them.

ACKNOWLEDGE ACHIEVEMENT.-

Achievements of the members should be recognized. This is not only for the one or two outstanding members of the team but is also for the achievement of others. The following is a list of some positive results from recognizing achievements: . It provides the new member with the needed boost toward increased responsibility. . It develops initiative. . It challenges the good performer to maintain the same level or improve performance.

TRAINING

Each new representative manning the contact point requires immediate training. The extent of training needed depends upon the other training received and previous experience of the member. Consider the following factors concerning the extent of training you should provide to members.

l Members who completed AK A school should have a good basic knowledge of the job but will need indoctrination on local procedures.

l The member who had the same experience in an identical or similar contact point would have the same training needs. . Members who do not have the basic training or

experience must receive all the training requirements to qualify for the job.

When basic training is needed by the new member, do it immediately. You can determine the extent of training new members need by reviewing their service record, training record, and conducting personal interviews.

The training sessions are used to accomplish the following results: . Stimulate the trainees to develop a selfevaluation process. . Make trainees aware of their lack of knowledge. l provide needed knowledge. l Encourage a mutual exchange of ideas and

knowledge.

A few well-chosen questions can usually start the process of self-evaluation. Then, if trainee participation is encouraged, he or she will provide the topic for the future training sessions. However, the members must know what they are expected to do and then be afforded the opportunity to do it.

Upon completion of training, provide a follow-up interview for each member. This is just as necessary as the training step, from both the viewpoint of the supervisor and the new member.

BUDGETING

The budget process is the final phase of the integrated multiphased process for the establishment, maintenance, and revision of the defense program and budget. The annual budget expresses the financial requirement necessary to support the approved defense program developed during the planning and _{programming phase.} Annual budget estimates, therefore, define what the Department of Defense (DOD) expects to accomplish with the resources _{quested for that year.} This information gives the

Secretary of Defense and the President of the United States an idea of the impact that current decisions have on the current defense posture.

The budget plan in the Navy begins when the Comptroller of the Navy issues a call for budget estimates to applicable commands. These commands include the following: s Chief of Naval Operations (CNO)

Commandant of the Marine Corps Various naval offices and bureaus

Navy systems commands Fleet commands Other commands that report to the CNO

ASHORE

In the supply department ashore, civilian personnel perform the budget process. Budget execution/ administration at the shore activity level is primarily oriented toward measuring the activity's performance against its previously submitted budget plan. Major claimants/subclaimants are responsible for preparing operating budget estimates for higher authority. They also issue specific planning data and budgetary guidelines to their shore activities. The activities use the guidelines for submitting operating budgets based on the guidance published annually in the office of the Comptroller of the Navy. Commanding officers prepare operating budgets based on this guidance. The size of the activity determines the method commanding officers use to develop the budget. In huge activities where there are sizable cost centers, it maybe necessary to develop the estimates in the cost centers. In a smaller activity, it may be feasible and economical to develop the operating budget in the budget office.

The development of a local operating budget is a process of determining requirements at the lowest echelon. his level may be at the cost center or subcost renter.

AFLOAT

The fleet commanders are major claimants. They

provide the designated expense limitation holders and responsibility y centers under their command with instructions and guidance for budget preparation and submission. If your input is required, it will be formatted according to the instruction.

SUMMARY

In this chapter we discussed _{your role and} responsibilities as an AK supervisor. We also discussed the skills and knowledge required of a supervisor. You must have greater skills and knowledge than the personnel you supervise to be able to assess the efficiency of the work center. Since work environment changes, your leadership behavior and skills may also require changes to maintain its effectiveness. To cope with changes, you must play a role in doing the changes.

There are various management techniques that you may use. To be effective, use the one that will promote production and personnel welfare and support the overall mission of your command.

The efficiency of a work center depends upon the performance of its personnel. A work center with well-trained personnel results in improved production of both quantity and quality. You must have a training program in place to develop your personnel to the highest level of performance. Each completed training session must be recorded in the individual's record for future reference.

The material control or supply department work centers are customer-oriented areas. The AK supervising these are as must be aware of the customer's needs to provide the best service. To help you improve customer service, we discussed the check list that you can use to identify the items that need improvement.

Very few AK supervisors will be directly involved with the command's budget process. However, you should be familiar with the overall budget development process in case your services are needed to develop them. Inmost cases, you will only need to provide input for the command's budget process. This input may include the annual budget needed to sustain operations of your work center or needed material for supply department stock When performing the budgeting process, follow the instructions and guidance provided by your fleet commander or major claimant.