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Navy Staffs

Journalist 1 & C - Advanced manual for Journalism and other reporting practices
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CHAPTER  1 PUBLIC AFFAIRS OFFICE MANAGEMENT There are many senior JO assignments in the Navy in which you may be called upon to manage your own shop. A JO1 at a small shore installation, for example, may be the managerial backbone of a collateral duty public  affairs  officer  (PAO)  who  can  devote  only  a fraction of his time to public affairs. The same JO1 may perform in an independent duty billet where he will be expected   to   perform   the   duties   and   assume   the responsibilities of a PAO. Practically every senior JO is called, at one time or another, to take charge of the office when the PAO is absent. As a JO1 or JOC, you must be ready to step in and effectively manage a public affairs office, either as the lone administrator or as the PAO’s assistant. Managing  a  public  affairs  office  entails  several things, such as administration and file maintenance, per- sonnel   training,   and   even   developing   standard procedures for telephone etiquette and taking mess- ages. It is a subject so broad that this manual cannot adequately cover it all in one or two chapters. However, the   following   pages   provide   the   basic   tools   and knowledge for you to grow as a public affairs office manager and leader. MANAGEMENT  TOOLS Learning  Objective:  Recognize  the  administrative  tools of  managing  a  public  affairs  office. Whether you serve in an independent duty billet or work  for  a  full-time  1650  PAO,  the  following  three essentials  are  necessary  for  you  to  set  up  a  successful public  affairs  office: . The authority to do the job . The support of the officer in command and his staff . The resources to do the job AUTHORITY Your primary authority for doing the job is Depart- ment of the Navy Public Affairs Policy and Regulations, SECNAVINST  5720.44A.  (This  publication  will  subse- quently be referred to by its short title, PA Regs.) PA Regs has been issued as an instruction from the Secretary  of  the  Navy  (SECNAV)  who,  by  law  and regulation, is responsible for relationships with the Navy’s  publics.  It  not  only  provides  policy  guidance,  but also  outlines  regulations  and  recommends  general practices and procedures for the conduct of a public affairs program. It contains much of the authority you need to perform your job, and in addition, it provides a wealth of information and practical guidance. Furthermore, there are usually instructions issued by area, fleet or force commanders which implementor supplement the basic provisions in  PA Regs. RESOURCES As the office manager or administrative assistant to the  PAO,  you  will  be  responsible  for  managing resources-manpower,  funds,  supplies  and  equipment– that  are  budgeted  for  public  affairs. Although your authority to do the job originates from outside the command and is delegated to the officer in command, the means for you to do the job must come from within. Individual commands must use their own funds  for  supplies,  equipment  and  the personnel engaged in public affairs work. STAFF  ORGANIZATION payrolls  of Learning Objective:  Identify the organization of a Navy staff and its functions. A  large  percentage  of  public  affairs  assignments  for senior JOs is with major staffs. You should become familiar with basic staff organizational procedures and the duties of key staff officers and divisions. You must know how the PAO and his staff fit into a command organization. The modern staff organization is the evolution of centuries   of   experience   of   military   commanders. Activities  are  divided  into  functional  areas.  Responsi- bilities  and  relationships  are  refined  so  that  most military staff organizations today conform to a similar pattern. 1-1







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