you with a solid foundation of knowledge on which tobuild. Refer to military requirements training manualsfor additional information on supervision and training.SUPERVISIONAs a division supervisor, you must be aware of thegreater scope of your duties and responsibilities. Youmust also learn and practice the characteristics of agood supervisor, continuing this process as you attemptto master all phases of supervision and managementin the combat systems/weapons division.This section discusses many of the elements thatyou will encounter as a combat systems/weapons super-visor, including general management, and supervisoryduties and responsibilities.GENERAL MANAGEMENTAs an FC1 or FCC, you will normally be a work-center supervisor or a division supervisor. In eitherposition, you will be confronted with the many respon-sibilities of management. Your primary job will be toensure that the work center functions smoothly.The prime objective of a combat systems/weaponssupervisor is to maintain control of complex, costlyelectronic systems and equipment through a soundmaintenance management program. The supervisormust be aware of the alternatives that are available tomake a maintenance management program performmost effectively and efficiently.You and your maintenance personnel must meetboth technical and military requirements. The skillsrequired to manage a maintenance shop are not acquiredovernight. You will need to spend time and effort todevelop the management ability necessary to accom-plish all your division’s goals.The problems and responsibilities that a work centeror division supervisor must face are similar to thoseencountered in other fictional areas of any command.For example, increasing productivity while reducingcost is a goal of all supervisors.While technological growth has eased the burdenand increased the effectiveness of supervisors andmanagers in many aspects of command operations, ithas sometimes turned the combat systems/weaponssupervisor’s job into an overwhelming problem. Youmay be responsible for maintaining a multimillion-dollar resource ashore or at sea,Your division will have to keep high-cost, highlysophisticated electronic systems and equipment in thehighest possible state of readiness under a variety ofworking conditions. No matter how well designed theequipment is, its value to the command lies in the abil-ity of the maintenance supervisor to provide the maxi-mum amount of uptime.A supervisor may face some of the following prob-lems every workday:Proceduralchanges:What improvements couldbe realized by minor modifications to existingprocedures?Future requirements: Will future system de-mands affect present resources?System downtime: Is the amount of downtimethe system suffers reasonable, given the per-sonnel and material assets available?Training requirements: Have all techniciansacquired the highest level of technical compe-tence? If not, can the on-site training programbring them up to speed?New personnel: Is the in-house training pro-gram adequate for new personnel?Material assets: Will the material assets be ade-quate for any upcoming deployment?If the supervisor has reasonable and well-docu-mented answers to these questions, it is likely that heis effectively managing the work center instead ofmerely supervising it. Good management and goodsupervision are inseparable for the control, operation,and financial budgeting of division assets. The right3-2
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