THE NAVY YEOMAN This training manual (TRAMAN) is prepared to help  you  to  meet  the  professional  qualifications  for advancement to Yeoman (YN) first class and chief. It is designed for use by members of both the Regular Navy and  Naval  Reserve.  As  the  leading  chief  petty  officer, you are directly responsible for the smooth operation of the   office.   This   chapter   acquaints   you   with   the administrative  support  of  operations  and  the  elements that  aid  in  the  development  of  high  morale.  However, before  we  discuss  administrative  support  of  operations and morale, we will briefly discuss the sources of the material and the scope of this TRAMAN. The  occupational  standards  (OCCSTDs)  that  were used as a guide in the preparation of this manual are contained in the Manual of Navy Enlisted Manpower and  Personnel  Classifications  and  Occupational Standards, NAVPERS 18068F. Volume I of NAVPERS 18068F  contains  the  OCCSTDS  that  express  the  Navy’s requirements  for  enlisted  skills  as  determined  by manpower  management.  These  requirements  form  the basis for advancement, training, and distribution of personnel, and thus are the foundation of the Navy Enlisted  Occupational  Classification  System.  These requirements are categorized as follows: l  Naval  standards  (NAVSTDs)  are  skills  and knowledges, other than those defined by OCCSTDs, that  are  essential  to  the  overall  effectiveness  of  enlisted personnel  in  the  performance  of  their  duties.  They encompass military requirements, are essential virtues of pride of service in support of the oath of enlistment, and   ensure   the   maintenance   of   good   order   and discipline.  Further,  the  NAVSTDs  are  basic  skills  and knowledge   necessary   for   the   well-being   of   Navy personnel,  and  they  contribute  directly  to  the  mission  of the Navy. .  OCCSTDs  are  minimum  standards  that  represent the lowest level of skill required to function effectively at  a  given  level  of  responsibility  to  fulfill  Navy  needs. OCCSTDs  are  phrased  in  the  language  of  task statements.  They  define  what  enlisted  personnel  must do in their rate or rating (performance factors). They are based  on  the  rationale  that  the  knowledge  required  to perform a task is inherent to the proper performance of the task. The specific knowledge required to perform a task is derived from task analysis data collected by the Chief  of  Naval  Education  and  Training  (CNET). TRAMANs   such   as   this   one   and   advancement examinations are based on the OCCSTDs. The  scope  of  this  manual  revolves  around  two central  points.  These  points  are  the  OCCSTDs,  as described  previously,  necessary  for  advancement  to YN1 or YNC and the leadership skills necessary to attain managerial competency as an office manager or an administrative assistant. Along with the discussion of professional and leadership skills, ideas are presented in both  areas  for  your  consideration  as  you  assume  your role at the middle management level. This manual is a companion  manual  to  the  Yeoman 3,  NAVEDTRA 10298, and the  Yeoman 2, NAVEDTRA 10299. It is essential that you be familiar with the  Yeoman 3  and Yeoman  2 manuals if you are to derive the most benefit from this Yeoman 1 & C manual. Mastery of the knowledge and leadership skills discussed  previously  will  enable  you  to  become  a capable supervisor and a more valuable asset to the Navy. Your contribution to the Navy depends upon your willingness   and   ability   to   accept   increasing responsibilities  as  you  advance  in  rate.  When  you assume the duties of a YN1 or YNC, you are accepting the responsibility for the work of others. As a result, you should strive to improve your leadership ability and technical knowledge through study, observation, and practical application. LEADERSHIP  AND  COMMUNICATION Your responsibilities for military leadership are about the same as those of petty officers in other ratings. Your responsibilities for technical leadership are special to your rating and are directly related to the nature of your  work.  As  an  office  supervisor,  managing  and staffing your office is important. It is a job that requires a special kind of leadership ability that is developed by personnel  who  have  a  high  degree  of  technical competence  and  a  deep  sense  of  personal  responsibility. Both  officers  and  enlisted  personnel  expect  you  to translate general orders given by officers into detailed, practical,  on-the-job  language  that  can  be  understood and  followed  by  relatively  inexperienced  personnel.  In dealing with your juniors, it is up to you to see that they 1-1 CHAPTER 1