requirements  of  your  particular  ship’s  service office  or  activity.  You  should  carefully  examine the relationships that exist among the functions, the   physical   environment,   and   the   personnel associated   with   your   own   ship’s   service   or sales operation. Can you rearrange any of these elements to make your operation more efficient? What sort of limitations are you absolutely stuck with?  (Can  you  work  around  them?)  Whenever you  are  adapting  an  existing  organizational  struc- ture to fit the special needs of your ship’s service or sales operation, you should keep in mind that planning is always the key to good organization. ORGANIZATION  PLANNING Organization  planning  is  a  process  of  identify- ing and grouping duties to be performed, defining and   delegating   authority,   assigning   respon- sibilities,  and  creating  relationships  that  enable your personnel to work together effectively to do the  best  possible  job  for  your  ship.  In  good organization planning, two major factors of your organization   are   involved:   (1)   the   mechanical aspects  and  (2)  the  dynamic  aspects.  You,  as  a manager,  must  consider  them  both. Mechanical Aspects The  mechanical  aspects  of  organization planning  deal  exclusively  with  your  organization’s structure.  They  are  the  more  or  less  “static” aspects  of  your  organization  which  you  can immediately  identify  and  put  down  on  paper. First,  determine  what  functions  and  tasks  you need  to  have  performed.  Now,  arrange  these  func- tions and tasks in groups of responsibilities that you can assign to different individuals. Now you can design an organization chart that will show a logical arrangement of all of your groups. You now  have  a  “picture”  of  all  the  mechanical aspects  of  your  organization  for  which  you  are responsible. Dynamic Aspects The dynamic aspects of organization planning are  those  that  deal  with  human  relations.  They are  those  aspects  that  give  consideration  to  in- dividual personalities, abilities, and interests so that  the  organization  allows  personnel  to  work together  effectively  and  harmoniously.  You  can tailor  human  relations  to  your  organizational needs  by  applying  leadership  and  personnel management  principles.  For  an  in-depth  study of these dynamic aspects, read Human Behavior, NAVEDTRA   10058-C. PRINCIPLES  OF  ORGANIZATION The mission assigned to an activity determines the  functions  and  tasks  to  be  performed.  In planning   your   organization’s   structure,   you should  keep  these  principles  in  mind: .  Missions,  functions,  and  tasks  should  be clearly  stated  and  understood  by  those  responsible for  fulfilling  them. l   The   organizational   structure   should be   as   simple   as   possible   and   the   number   of organizational  components  should  be  kept  to  a minimum. .  No  organizational  component  should  be set  up  unless  it  has  a  distinct  job  to  perform. .   The   organizational   structure   should   be flexible   enough   to   meet   new   and   changing conditions. The  following  sections  briefly  discuss  some techniques  that  you  can  use  to  prepare  various organization charts and to determine the assign- ment  of  functions  and  tasks.  We  will  deal  with the   principles   of   personnel   management   and leadership later in the chapter. ORGANIZATION    CHARTS There  are  three  basic  types  of   organization charts:  structural,  functional,  and  billet  assign- ment or position. The main purpose of preparing organization charts is to use them as management tools.  Some  of  the  uses  of  these  tools  are  as follows: To  provide  a  clear  picture  of  what  an organization  is  doing To  portray  lines  of  authority,  respon- sibility,  and  communication To indoctrinate and train newly assigned personnel 3-2