answers  to  questions  such  as  those  mentioned  will significantly enhance a command’s ability to carry out its  mission. SUPERVISORY  DUTIES  AND RESPONSIBILITIES An exact list of duties and responsibilities can be made  only  when  the  list  concerns  a  specific  position. However, the following duties and responsibilities are typical  of  a  combat  systems/weapons  supervisor: Keeping   maintenance smoothly  and  efficiently. Promoting   teamwork. Maintaining discipline. Maintaining high morale operations   running Getting the right person on the job at the right time. Maintaining the quality and quantity of work. Checking and inspecting jobs and personnel. Preventing  accidents  and  controlling  hazards and hazardous material. Using  and  storing  materials  economically. Maintaining  good  housekeeping  on  the  job. Keeping  records  and  preparing  reports. Planning and scheduling work. Training personnel. Procuring  supplies  and  equipment  to  perform the  work. Inspecting,  caring  for,  and  preserving  equip- ment. Giving  orders  and  directions. Maintaining  liaison  with  other  units,  depart- ments, and divisions. In  addition  to  the  aforementioned  typical  duties  and responsibilities,  the  following  seven  major  areas  are common to all supervisory   positions: 1.  Production:  The  supervisor  is  responsible  for ensuring  that  all  work  is  done  properly  and  on  time. This is true both in the office and in the work center. To  meet  these  goals,  the  supervisor  must  function  in three main ways: a. b. c. Organize and plan the workload to ensure maximum production with minimum effort and  confusion. Delegate the authority for completing work assignments,  keeping  in  mind  that  the  final product  is  the  responsibility  of  the  super- visor. Control the workload and see that all work is  completed  correctly. 2. Safety, health, and physical welfare of subordi- nates: Safety and production go hand in hand. The safe way is the efficient way. When work center personnel are  absent  because  of  injury,  they  are  nonproducers. A good supervisor stresses safety to the crew; sets an example by working safely; teaches safety as an integral part of each job; and, most of all, plans each job with safety in mind. A good supervisor does not wait until after  an  accident  happens  to  start  a  safety  program. Showing concern over the health and physical welfare of  your  crew  will  pay  off  in  increased  production.  It will add to their feelings of trust and confidence in you as a division supervisor and will increase the amount of respect they have for you. 3.   Development   of   cooperation:   Developing   co- operation   among   the   members   of   your   division   is paramount  to  effective  production.  Some  supervisors, however, tend to overlook the need for cooperation in two  other  directions: 3-3


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