GENERAL ADMINISTRATION

A communications facility should function effectively and efficiently. This is normally the result of the senior supervisor's ability to set up and manage the organization.

Good supervisors retain open minds. They recognize the need for change and implement those changes as required. They acquire a thorough knowledge of the functions performed by their area of responsibility and understand how it relates to the overall mission. Only then can they plan a rational approach to correct a problem or make positive changes.

Although the current structure and methods may meet the objectives of the division, a periodic review should still be conducted. The goal is to develop more efficient office methods, techniques, and routines. Procurement of state-of-the-art equipment may require a complete evaluation and reorganization of divisional workflow and workspace layout. To plan properly, the supervisor must know the following information:

WHAT work is to be done;

WHY the work is to be performed;

l WHEN the work is to be performed;

l HOW the work is to be accomplished;

l WHERE the work is to be performed; and

l WHO is responsible for completing the work.

PERSONNEL MANAGEMENT

Good managerial traits and supervisory abilities are prerequisites for the first class or chief petty officer who is required to function as a front line supervisor and manager. The RM1 or RMC will normally be the RM supervisor and will have many managerial and supervisory responsibilities added to those present at the junior petty officer level.

Supervision involves working with people, and a major responsibility of a supervisor is production. A good supervisor knows how to get a job done by getting the most out of personnel. However, the desire to attain an acceptable production level must not be at the expense of personnel assets. People have the right to be treated as individuals and respected as such. If treated in any other reamer, no amount of pressure will create a permanent increase in production levels. While you want to achieve a high level of production, you also want your personnel to produce willingly and be interested in their work.

OFFICE MANAGEMENT

The physical location of a communications office is normally predetermined by higher authority. Furthermore, the space allotted to the various sections is usually determined by competent engineers based on available space. After discussing the matter with the senior petty officers in the division, the division officer or division chief usually determines the physical location of furniture and equipment.

When the office layout is being planned, primary consideration must be given to proper flow of paper and work, the physical location of workspaces, and the internal communications of the division.

Secondary factors to be considered are the number of personnel to be accommodated, safety standards, security of classified material, structural location of electrical outlets, and physical locations of bulkheads and passageways.

Paper and Work Flow

Good paper flow is the smooth movement of paperwork from one desk or individual to another. As much as possible, the paperwork should flow in one direction through various sections with no reversals or criss-crossing. Figure 2-2 shows the ideal communications space layout with sequential workflow. Placing related tasks in adjacent spaces reduces distance and increases efficiency of operations. This ultimately increases the work accomplished.

Workflow affects the placement of sections within the division and the location of desks, files, and other equipment. Changes should only be made to improve workflow. Deviations from approved methods can result in loss of time and motion and cause delays in completion of work assignments.

Physical Factors

The physical layout of workspaces should be reviewed when:

There is evidence of improper workflow;

The number of personnel or office procedures change;

The volume of work increases or decreases;

Figure 2-2.-Ideal communications space layout.

l New equipment is ordered or is to be installed; or

. There is a change in allotted space.

Before actually moving personnel or equipment, it is a good idea to draw a scale model of the anticipated layout. You can then evaluate the idea and judge its effectiveness.

In evaluating an office layout, you should consider the following factors:

Office congestion;

Personnel supervision;

Use of space;

Volume of work versus people; and

Office appearance.

Internal Communications

A large portion of communications office work consists of receiving, distributing, and filing communications, reports, instructions, and records. Another major portion of the work is the disposition of correspondence. When handling correspondence, the supervisor must establish standard procedures. Once decided, these procedures should be conveyed both vertically and horizontally. Vertical communications are routed up and down the chain of command. Horizontal communications are routed to other divisions and departments.

Vertical communications can be either formal or informal. Formal information usually consists of office procedures, watches, schedules, job instructions, and written orders. Formal communications are handled to ensure wide dissemination and accuracy of information, to avoid distortions, and to provide a permanent record. Informal information is usually passed orally and provides guidance and instructions on work assignments.

Horizontal communications can be either formal or informal. Personnel holding parallel positions (two watch supervisors for instance) can sometimes resolve problems through informal communications without involving higher authority. On the other hand, formal communications must be used when the subject requires approval through the chain of command. Formal communications may be in the form of station directives, administrative procedures, or station watch bills.