operators have earned their amateur radio licenses from
the Federal Communications Commission.
The amateur radio operators, using their amateur
stations on Navy radio frequencies, receive training in
naval communications procedures and practices.
Besides assisting in emergency situations, MARS
operators also create interest and furnish a means of
training members in naval communications. You can
find detailed information about the MARS program in
U.S. Navy-Marine Corps Military Affiliate Radio
System (MARS) Communications Instructions, NTP 8.
As radiomen advance, they can expect to assume
additional authority and responsibility. A first class or
chief will most likely be placed in charge as a watch
supervisor, leading petty officer or chief, or even as a
division officer. These are only a few of the many
leadership positions to which they might be assigned.
In summary, eventually, a career Radioman is going to
be a manager.
The Navy has conducted extensive studies to
pinpoint problems in the area of communications
organization and management. These were done to
allow communications personnel to take corrective
action on the problem areas. Use of sound managerial
principles helps us accomplish our mission.
All levels of management require an evaluation
standard. Managers are then able to properly evaluate
specific communication systems or components. Such
an evaluation provides a basis for comparison of
equipment, personnel, and even complete facilities.
This evaluation forms the basis for establishing
additional standards and guidelines. A continuing
evaluation requires data collection via a system of
feedback reports from all managerial levels.
Effectiveness of naval communications is the first
consideration in the management of any
communications facility. The overall capability must
be viewed in relation to each functional unit. Standards
of performance can be established and control elements
determined. An evaluation of the entire system must be
completed by the highest level of command. Each
operational unit must be scrutinized by the chief or first
class in charge.
Standards of performance must be established to
determine the effectiveness of operations and service
provided against customer requirements and system
capability. Standards must be established for internal
functions as well as for overall system performance.
After performance standards are established, the control
elements and manner of control can be determined.
It is most important that performance standards be
established in the general areas of reliability, speed,
security and economy. These areas can be broken
down into standards for internal operation, equipment,
personnel, maintenance, supply, and so forth.
Realistic standards of performance must be
established. This allows maximum use of resources
without overcommitment. The standards must be
compatible with command requirements and within
resource capability. The standards must also be flexible
enough to allow for changing operating conditions.
Skill levels and manning levels change constantly.
Equipment status and configurations are never stable.
Operating conditions and commitments change from
day to day. Therefore, each communications facility
manager must establish flexible standards to
accommodate changing requirements and situations.
Mid-management radiomen must realize the need
for progressively improving standards. The following
points may assist mid-management radiomen in
improving standards within their division:
Overcoming Resistance The practice of
relying on past performance as a basis for
establishing standards is often sound. With an
organized effort, however, conditions can be
changed to improve performance. If the
personnel responsible for better performances
participate in the organized effort, the problem
of resistance to higher standards is often
Improving Conditions Owing to the rapid
growth and change in the character of
communications systems, considerable
managerial effort must be devoted to improving
the effectiveness of operations and service. The
essential approach to this type of problem can be
summarized in a sequence of three stages:
Discovery of the problems; that is, what part
of an existing condition needs improving;