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An idea to examine the often confusing chain-of-command cross links within MFI. Although MFI tries to maintain a "hands off" mentality when dealing with individual members and cells, by default there is a need for some "order out of chaos" when the middle and upper managers come into play. Without some guidelines and minimal requirements, MFI would probably self destruct into anarchy. Even so, most things we require are very loosely required, creating interesting challenges for our managers that help keep things together.

Chain of Command Concepts

• Definition: The orderly line of authority within the ranks (or levels of authority).
• How might we improve our current "chain" fuctionality? Consider these thoughts and concepts, some of which are inspired by FEMA Incident Command System (ICS) training materials.
• A leader must always take responsibility for the actions of those working below him/her.
• While responsibility can never be delegated, authority and tasking should be delegated wherever appropriate.

Unity of Command

• Definition: Every individual has a designated supervisor (superior) to whom he/she reports and receives orders from.
• This principle clarifys reporting relationships and eliminate confusion caused by multiple, conflicting directives and orders.
• Managers at all levels MUST be able to monitor, direct, and control the actions of all personnel under their supervision.

Manageable Span of Control

• Span of control is key to effective and efficient chain of command management.
• Normally the span of control of any supervisory individual should range from three to seven subordinates.

Specific MFI Challenges

• Volunteer Staff will sometimes NOT be available when needed. Real-Life (RL) has a nasty habit of getting in the way of even the best intentions. This creates a real problem for members with problems needing addressed and day-to-day operations.
• Multiple Hats:
  • The same individual often has multiple cross-linked, parallel, and sometimes flip-flopped chains of command due to members pulling multiple MFI jobs.
  • It is possible to have one reporting structure for Zone Reporting, another for Academy Staff, another for MFMC, another for SOC, etc.
  • There is the very real possiblity that your superior in one path will be reporting to you in another.
  • Care must be taken to ONLY direct subordinates actions within the specific chain of command for that particular path over which they have authority to control.