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person knows the equipment and its capabilities and  the  personnel.  Don’t  put  the  person  in  an impossible position by demanding more than can be done. But once a schedule is established, leave the  details  of  meeting  the  schedule  to  your  expert. Give  aid  in  matters  where  you  have  more knowledge and experience. Expect a high level of performance, but if emergencies arise, such as a breakdown  of  machinery,  give  the  support  your people  need  in  obtaining  repairs  or  making emergency   arrangements.   Insist   that   your subordinates  take  good  care  of  the  machinery,  but be  certain  you  know  the  facts  before  you  start assigning  any  blame  for  a  mishap. In  supervising  the  barbershop,  you  should make  certain  the  required  sanitary  regulations  are observed and the haircut schedule is adequate to meet  the  requirements  of  the  commanding  officer. Direct  responsibility  for  matters  such  as  main- taining  an  adequate  stock  of  supplies  and  the  per- formance  of  each  barber  should  belong  to  the petty officer who is in charge of the barbershop. Here  again,  unusual  problems  or  difficulties should  be  of  concern  to  you,  as  the  supervisor, and  these  problems  should  receive  your  immediate attention.  The  important  thing  to  remember  is that  you  must  always  act  promptly.  Never  let  a problem go unsolved even if the best you can do at  the  moment  is  to  provide  only  a  temporary solution. Follow through later on to discover the correct  ultimate  solution,  and  see  that  the  solu- tion  is  adopted. In  your  supervision  of  the  retail  activities under   your   control,   the   importance   of   main- taining strict control over all the retail functions cannot  be  overemphasized.  This  does  not  mean that  you  should  try  to  supervise  all  the  operations directly, but you must impress upon your subor- dinates  that  they  are  required  to  follow  correct procedures.  By  observation  and  inspection,  you must ensure that proper accountability is main- tained.  One  of  your  most  important  controls  is that  of  auditing  the  ship’s  store’s  records  and returns. A thorough discussion of the auditing of returns  will  be  provided  to  you  in  chapter  7  of this training manual. In  your  duties  as  a  supervisor,  you  will probably  discover  that  providing  good  customer service  is  one  of  the  most  important  aspects  of your  job.  You  will  have  significant  responsibilities for making certain the enlisted personnel who man the   points   of   contact   with   the   customers— barbershop,  laundry,  ship’s  store,  tailor  shop— are  aware  of  the  importance  of  providing  the best  possible  customer  service,  The  success  of any ship’s service division in improving the general morale  of  all  shipboard  personnel  is  dependent to a considerable degree on the face-to-face rela- tionships  between  the  custodians  or  operators  and the   customers.   You,   as   leading   petty   officer, should  encourage  ship’s  service  personnel  to respond to each customer’s needs as they would wish others (the DK, for example) to respond to their  needs.  You  should  always  try  to  instill  in your  people  a  sense  of  pride  in  performance.  A more  detailed  discussion  of  the  importance  of effective  customer  service later  on  in  this  chapter. Maintaining a Suitable Span of Control to  the  Navy  appears In all the activities you supervise, a principle of  good  organization  that  you  should  use  is  the maintenance  of  a  suitable  span  of  control.  This principle   implies   that   the   greater   number   of people that one person must supervise, the more difficult  it  will  be  for  that  person  to  supervise effectively. A common rule you should use is that your  immediate  supervision  should  not  extend over  more  than  eight  persons  or  less  than  four persons.  However,  the  type  of  work  being  done, the  capacity  of  a  given  supervisor,  and  the relationships   between   a   supervisor   and   the subordinates   are   all   factors   that   enter   the picture. The location of subordinates in relation- ship to the supervisor is also a consideration. Your layout   should   permit   you   to   have   frequent personal  contact  with  those  you  directly  super- vise. There  is  also  a  time  element  involved  with supervision.  As  was  mentioned,  you  should  assign responsibilities  and  delegate  authority  as  much  as possible without losing control of policy and pro- cedures.  Generally,  your  span  of  control  should allow  your  subordinates  to  perform  most  of  the routine work. This technique provides you wit h the  time  to  supervise  your  people,  to  perform any  work  that  is  beyond  the  capacity  of  your subordinates,  or  to  complete  any  work  that has  been  assigned  to  you  by  your  seniors. Evaluating the Work of Your Personnel As  a  supervisor,  you  will  be  expected  to evaluate the quality and quantity of the work that is performed by your personnel. Most supervisors you may ask will probably tell you that the fair 3-18

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