Management Succession

DOE-STD-1051-93

When on-site support departments report to someone other than the

maintenance division manager, they should be responsive to direction from the

maintenance division manager. The relationships between maintenance

management and support groups located on site should be clearly defined and

understood.

Committees and Task Forces

Committees and task forces can be used effectively to bring together

personnel from multiple disciplines to review or investigate a specific issue or

problem. Committees and task forces should have a clearly defined charter and

objective and should be chaired by a senior individual with proven leadership

capabilities and appropriate experience in the area under investigation.

Recommendations from committees or task forces should be provided to line

management. Line management is responsible for evaluating and appropriately

acting on recommendations made by committees.

The use of committees and task forces to manage or coordinate

responsibilities that should be assigned to individual managers can dilute

authority and accountability; therefore, committees should be used with

prudence.

2.3.2 Management S uccession

Succession Planning

Capable individuals should be available to fill vacancies that occur in key

management positions. "Human Resources," Section 3, of these guidelines

provides information on the development of such individuals.

Temporary Replacements for Key Positions

All maintenance departments should designate individuals within their

functional groups who will serve as temporary replacements if the key

supervisor or manager is unavailable. Managers and their subordinate

supervisory personnel should ensure their designated replacements are capable of

performing adequately in the temporary position.