West Virginia Code of State Rules › Agency 141 - Adjutant General › Title 141 - LEGISLATIVE RULE ADJUTANT GENERAL › Series 141-31 - Introduction To Officer Personnel Management System (OPMS) › Chapter 3 - MANAGEMENT FUNCTIONS OF OPMS › Section 141-31-3-3 - PLANNING

Current through Register Vol. XLI, No. 28, July 12, 2024
a. Planning is a
				  continuous process by which managers select, define, and implement programs and
				  objectives as well as the policies, directives, and procedures for achieving
				  them. To be effective, planning should occupy a large part of the time of the
				  career manager. The manager must decide the type and amount of planning that he
				  will reserve for himself and the quantity and type to be delegated to
				  subordinates. In many instances, the most important plan begins with the
				  decision to delegate proper planning responsibilities to subordinates.
				  Essential to all plans is the clear recognition of the parameter/limitations
				  which the Career Manager must operate and the objectives and scope of his
				  operatin.
b. Planning Objectives:
				  The identification of objectives is an initial step in planning. Objectives
				  indicate where primary emphasis is to be placed and what is to be accomplished.
				  All objectives change from time to time as a result of changing environment or
				  shifts in command policy. A principal objective of a successful career manager
				  should be to provide efficient, timely, and accurate officer personnel
				  management and administration to both the command individual
				  interests.
c. Scope of Planning:
				  Most implicit in all planning activities are the restrictions imposed by
				  regulations, directives of higher headquarters, and the commanders concerned.
				  The scope of operations need not be written in detail but all supervisors must
				  thoroughly understand the limitations within which plans must operate and the
				  framework of the organizations involved both above and below.
d. Type of Plans: All plans are usually
				  divided into categories of times and purpose. Even though plans deal with
				  future events involving situations predictable within a year or a few years at
				  most, the successful career manager, in dealing with the military careers of
				  officers, must be able to plan many years in advance in order to properly guide
				  the individual careers of officers in many various technical fields.
e. Standing Operating Procedures (SOP): This
				  publication becomes the Standing Operating Procedures for implementation of
				  OPMS for all units in the WVARNG. Subordinate headquarters will issue written
				  instructions relating to this SOP in order to properly implement local
				  requirements not specifically covered in this publication. These directives
				  should lend themselves to definite and/or standardized procedures without loss
				  of effectiveness. They must be made available to, and studied by, all personnel
				  concerned with the officer corps career program of the state. They must also
				  allude the following objectives:
(1) Simplify,
				  facilitate, and expedite functions of the WVARNG OPMS.
(2) Relieve Career Managers at all levels of
				  the necessity of repetitious decisions concerning routine procedures.
(3) Clearly define duties and
				  responsibilities of the various functions of all positions involving WVARNG
				  OPMS.
(4) Function as a control
				  device in the timing and scheduling of work flow.
(5) Provide an authoritative reference
				  concerning answering of questions about OPMS in the WVARNG.
(6) Promote teamwork and understanding
				  throughout the system.