Coordinating efforts among assigned person-
nel involves aligning resources with tasks (objec-
tives) at the right time, in the right place, and in
the right amount in order to achieve unity of
effort. the responsibility of coordination rests
with the leading RPC or RP1. Supervisor should
encourage assigned personnel to immediately
report any difficulty encountered in accomplishing
CRP objectives. This will maintain the integrity
of the chain of command as well as promote the
concept of a team effort.
Directing is the step in programs management
in which all the efforts of planning, organizing,
and coordinating are put into operation. This step
will also serve to remind staff personnel of their
work assignments, as task statements will be
If proper planning, organizing, and coordi-
nating were not accomplished prior to the direct-
ing step, this fact will become apparent very soon.
Subordinates may become confused if directions
are given inconsistent with the original planning,
organizing, and coordinating efforts.
Unforeseen problems may arise that could
make direction difficult, if not impossible. If such
difficulties do arise, implementation of the alter-
nate plan may be necessary.
Directives may be given either orally or in
writing. Some workers may have difficulty in
understanding and following oral directions,
especially if they are newly assigned or untrained.
In these cases, and where directions must be
followed explicitly, it will be imperative to give
precise written instructions. Such cases would in-
clude rigging for divine services, preparing supply
requisitions, watch-standing procedures, and
other similar assignments.
Oral directions may be used to clarify a
written order or directive, to give assistance, to
initiate action in an emergency situation, to ob-
tain immediate compliance when needed, and to
afford subordinates the opportunity to ask
questions. Effective oral directing adds the
personal touch to supervision and serves
stimulate the initiative of assigned personnel
well as to promote fovorable attitudes.
Controlling is the process of determining
whether or not the actual operation of the
Command Religious Program is proceeding
toward objectives according to plan. Controlling
involves establishing a system of checks on certain
key operations and procedures to enable the
supervisor to immediately identify any mistakes,
deviations, or potential problem areas; to ascer-
tain progress; and to determine whether or not
the CRP objectives are being met. This system
may involve testing, checking, inspecting, verify-
ing, guiding, and/or limiting. Controlling may be
characterized by many forms, and the objectives
of controlling may be reached by various means,
but generally a four-step process is effective.
First, the RPC or RP1 should visualize where,
and to what extent, controls will be needed to keep
CRP operations on the planned course. Then a
determination must be made as to the use of
control devices, such as charts, graphs, a work
order, a performance standard, an inspection, or
an examination. Whatever the form of the control
device, its purpose is to portray a clear picture
of CRP progress toward planned objectives.
Second, the RPC or RP1 should analyze the
information taken from the control device(s) to
determine CRP progress toward objectives. If
there is a deviation from the program as originally
planned, the leading RP should attempt to
determine what caused the deviation. Several
adverse factors may affect this deviation: (1) The
plan is faulty. To improve this situation, re-
planning, or implementation of the alternate plan
may be necessary. (2) Subordinates are failing to
complete assignments. To improve this situation,
closer supervision, guidance, and direction may
be called for. If neglect of assigned tasks is becom-
ing habitual, disciplinary measures may be
necessary. (3) Expected resources have not been
received. To adjust to this situation, the RPC or
RP1 may need to identify alternate resources or
adjust some phases of the plan accordingly.
Third, after determining what problem(s)
exist, the RPC or RP1 should decide what action
is necessary to correct the course of the CRP
toward the planned objectives. It is possible that
new instructions, directions, or assignments will
have to be given in order to accomplish the
Fourth, controls are reestablished and the
cycle begins anew.
The leading RP should ensure that controls
are kept as simple as possible, yet functional.
Checks should be made frequently to ensure that
there is no duplication of controls (more than one
control to accomplish the same goal).
Performance standards are perhaps one of the
most common and effective control devices,