Maury (AGS 16) - Naval Cruise Book

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EXECUTIVE DEPARTMENT 29

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f ? ? ' 5? ' .fft I U f t f i il ' f ' % 4 Cf ■ ' • 1-5 ' -iEI t { V I - ' ( firj( floH ' — l.e]t to Right: Lattimore, N. (n) SDi, Fields. H. ' l. SDi. Hicks, J. F. SHi, Price, S. R. SKC, .ink, A. B, SKC, ONeil, H. P. ENS, Flamand, P. J. LCDR, Pajak, T. (n) CHPCI.K, Davis, W. M. SDC, Garcia, A. (ii) SK2, Harris, L. B. Jr. SH2, Slierba, . . M. AK3, Stafford, R. A. SK2, Moore. H. K. SK2. Second Rou ' — .(• to Right: Wise, A. E. ■S DIVISION SN. Hosman, F. J. SN, Long, F. B. SKSN. Carey, F. J. SK3, Simpkins. J. N. SD2. Jackson, P. L. SN, Johnson, C. (n) TN, Barker, R. R. SHSN, Sullivan, P. J. SKG2. Milesky, J. G. SH3, Jones, J. (n) SN, Howe, H. H. SKSN, Brady, R. F. SN, Watson, H. A. SH3, Gordon, R. H. SA, Blair, J. J. TN. Third Rou ' — Left to Right: Devera, M. (n), SD3, Claudio, P. (n) TN, Hughes, C. (n), SD3, .Seaton, J. A. TN, Rothhaus, C. L. Jr. SN, Harrica, J. E. SN, White, S. A. TN, Peeler, R. F. SN, Brown, R. A. SK3, Winter, G. J. DK3. Gatlin, J. (n) SD3, Price, V. W. SD3, Woodward, L. L. SH3, Paugh, R. L. SK3, Reidelbach, R. L. SKSN, Peterson, D. R. SKSN, Jones, O. T. SD2, Mc- Donald, E. C. TN. ? I tf 1 JL ' I TT7 COMMISSARY SECTION OF THE •S ' DIVISION First Row— Left to Right: Pugh, J, W. SN, Duffy, B. (n) CS3, Woodbury, C. H. CS2, Walton, E. O. CSi, Kennedv, L. (n) CSC, ONeil, H. P. ENS, Flamand, P. J. LCDR, Pajak, T. (n) CHPCLK, La Pointe, A. J. CSi, Kujawski, C. C. CS3, Barron, A. D. SK3, Bogoian, C. (n), CSSN, Penkala, K. J. SN. Second Row— Left to Right: Kennedv, J. E. SN, Roller, G. G, Dupuis, R. L. CSSN, Crotty, R. (n) SN, Summers, L. B. GSSN, Burney, C. W. SN, Bolduc, t. R. CSSN. 28

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What makes a Navy ship run, what pro- vides the spark that drives the men and machines to that extra effort that disregards personal comforts and regiUar hours? It is hard to put into words. It is partly military discipline, it is partly a vast amoimt of tech- nical experience and efficiency that the Navy as a whole has developed throtigh the years, it is partly the traditions and cus- toms of the service that place service before self. This heritage of service, this way of life for the ship and her men, are spelled out in Navy Regulations and in scores of instructions, manuals and directives that govern the smallest details of the Navy Way of doing things. In all of these, the written and unwritten laws and rules, the Commanding Officer is responsible for his ship, his men and every- thing they do. He is responsible not only to his military superiors but also to that tra- dition of service and accomplishment that each Navy man acquires as a liner part of himself through years of acceptance of re- sponsibility and devotion to duty. But as the Navy assigns to the Command- ing Officer the ultimate responsibility for his ship, it also provides a crew of officers and men trained in the many skills required to run the highly technical and complicated business that the operation of a modern Navy ship has become. These officers and men are organized into Departments and Divisions according to their particular knowledge and abilities and each person shares a measure of the responsibility and work according to his rating and experi- ence. It is a finely balanced team. It has to be. As a link between the Commanding Offi- cer with his ultimate authority and the Departments and Divisions that accomplish the multitude of detailed tasks, is the Exec- utive Department, the management group. Under the Executive Officer, who is second in Command, the Executive Department 30 coordinates and directs the daily functions of the ship ' s company in support of the Captain ' s and the Navy ' s policies and the requirements of the ship ' s operations. The Exec writes the Plan of the Day, the orders and memorandums that specify what is to be done, by whom, and when. He calls the signals so that each Department and man will know what to do. He is the gen- eral manager of the business of running a ship. And the good management of a ship, like that of any good sized business organiza- tion, requires a myriad of records, orders and memoranda. In charge of the paper work are the yeomen and the personnel- men in the Captain ' s Office and the Ship ' s Office. Through these pass more than 3,000 incoming and outgoing pieces of official mail each year, including a host of publi- cations and directives that must be dis- tributed, complied with and filed. Careful personnel records must be kept on nearly 400 men. Daily, weekly, monthly, quarterly and annual reports must be prepared on a multitude of subjects. The Plan of the Day and many orders and memoranda on the daily running of the ship must be prepared. Recreation and liberty lists must be assem- bled. The lights burn late in the offices and the steady clatter of the yeomen ' s typewrit- ers keeps the work flowing smoothly. To assist the commanding and executive officers in the maintenance of order and discipline is the duty of the master at arms force. These men hold reveille and taps and help to see that the ship is kept clean. They are the police force of the ship. Another important duty for them is the supervision of the messcooks, those much maligned men who wait on tables, clean the mess decks, peel the spuds and wash the dishes. Good management and administration is the key to success. The white collar brigade ' s position on the Maury team was well played.