becomes keen. The main thing to remember is that you
cannot rise by putting others down. If you try to do so,
your unkind actions will ultimately cause you to fail in
In addition to being cooperative personally, a good
supervisor may sometimes have to encourage
cooperation on the part of other supervisors. In the long
run, the person who is able to foster and maintain
harmony in all relationships is the one who will be
assigned to the Navys key jobs.
ACHIEVING TEAMWORK WITHIN
YOUR OWN SHOP
Even in primitive times, people banded together. To
have a working band or team, you should know and
appreciate the psychological rewards that a group must
provide in order to hold its members:
A feeling of security.
A feeling of belonging.
A feeling of being somebody within the group.
A feeling of pride in the group.
A feeling of recognition from outside the group.
(The harder it is to get into the group, the more
important the members feel.)
A feeling of accomplishment. (The group is
attaining common goals.)
A satisfaction of certain needs (advancement,
pride in work, acquiring new skills, and so on)
while attaining the goals of the group.
A good leader encourages these feelings, since the
stronger these psychological rewards, the stronger will
be the group. Some supervisors achieve such a strong
feeling of group pride that their personnel actually feel
privileged to work in the group. The people we supervise
are human beings with individual differences. They
usually produce only to the extent that they feel like
producing, and their will to produce is based primarily
on the ability of their supervisors to win their
cooperation. Good leadership is reflected in this ability
to get cooperation; and cooperation, in turn, is a
reflection of the respect the personnel have for their
supervisors. Teamwork or cooperation, then, is based on
good human relations.
When you walk into any shop or office, you can
almost feel whether or not the spirit of cooperation is
present. If it is there, you can see it in the faces of the
people, in the appearance of the work space, in the
reception you receive, and in the way the work is
Poor cooperation and poor management are indicated
whenever bickering, jealousy, and friction are present.
Low production is the inevitable result. Frequent
accidents, indifference, sloppy work, griping, complaints
and grievances, criticism of the unit, buck-passing, loafing,
many requests for transfer, poor planning, and poor
training or indifference to trainingall these danger signals
indicate lack of cooperation and poor management.
ELEMENTS TO CONSIDER IN
Developing cooperation within your group is
largely a matter of adapting your behavior to meet the
varying situations you encounter dailyand in going out
of your way to show a willingness to cooperate. You
cannot simply order cooperation.
Resistance to Change
People resist change. Even when the change is
clearly for the better, people persist in clinging to the old
way. Remember, unless ordered by higher authority,
changes must not be too fast. They should be properly
timed and, if possible, explained before they are placed
When you think you need to correct a mistake a
worker is making, unless safety is involved, make the
correction through those who deal directly with the
individual. Remember the worker takes orders from an
immediate supervisor, and that supervisor may have
valid reasons for having the individual perform in a
Delegation of Authority
Good supervisors soon learn to delegate work. They
develop their subordinates and get them to do all the
routine work. These supervisors then have time required
to handle personnel problems, study, and do the
necessary planning and creative work. Those who do not
learn the knack of delegation may develop ulcers and
may also have an uncooperative group!