to become efficient on the job. This situation may
be fueled by jealousy on the part of the super-
visor who reasons that I had to learn it the hard
way, so they can too.” This type of supervisor
needs to learn that subordinates who are taught
to be effective on the job can only serve to make
the supervisor’s job easier.
HIGH TASK/HIGH PERSONNEL
Many of the following characteristics are ap-
parent in HIGH TASK/HIGH PERSONNEL
managers.
Loyalty
A senior RP who is a HIGH TASK/HIGH
PERSONNEL maaager is loyal to both the
command and subordinates in that the assign-
ment, mission, and goal are always kept before
all concerned. This manager never loses sight of
his or her responsibility for the well-being of
subordinates. Subordinates of this manager will
always have the opportunity to seek guidance or
advice when it is needed.
Attention to Detail
The HIGH TASK/HIGH PERSONNEL
manager studies each assignment thoroughly by
breaking it down into component parts and then
studying each detail. In this way, assignments can
be properlly delegated if necessary, difficulties can
be dealt with before they become real problems,
and operations can be made to run smoothly—
all because this manager has a keen eye for detail.
Teamwork
The HIGH TASKIHIGH PERSONNEL
manager is always a strong advocate of teamwork.
Through teamwork, the workers can see how their
efforts, regardless of how small or seemingly in-
significant, contribute to the accomplishment of
the overall mission.
Rapport with Subordinates
The HIGH TASK/HIGH PERSONNEL
manager usually has good rapport with subor-
dinates and is usually fair and impartial to all
assigned personnel; consequently, the morale of
the subordinates is high and they are more pro-
ductive. This is an area, however, that must be
monitored closely by managers. Senior RPs can
place themselves in an awkward and compro-
mising position through overt fraternization with
subordinates. Fraternization and rapport with
subordinates are two entirely different things. As
a consequence of fraternization, the subordinate
may become a close friend of the senior member
and in the process lose respect for the authority
position of that person. Then, if a situation arises
where a reprimand must be given or strict
authority needs to be imposed, the effectiveness
of the senior’s authority maybe diminished, and
the subordinate may feel confused and be-
trayed—” I thought the chief was my friend; now
he is putting me on report for being UA for 2
hours!” Respect., consideration, and fairness are
the basis of good rapport with subordinates and
can be extended and exercised by the supervisor
even while the supervisor remains in firm control
of the operation.
The Confidence of Others
An RPC or RP1 who is an effective manager
and has the respect and admiration of others will
be a welcome asset in any command. If the
chaplain. and commanding officer know that the
chief or first class RP can be relied upon for timely
completion of any assignment, then this person
will be viewed as a valuable team member who
will contribute to the success of the Command
Religious Program and the command mission.
Efficiency
Whenever the RPC or RP1 manager possesses
all the characteristics mentioned abovee, the result
will usually be a highly competent and effective
chief or first calss petty officer. Commanding
officers will note superior performance and make
appropriate recognition. Also, such efficiency is
likely to be reflected in the amount and caliber
of work produced personnel assigned to the
HIGH TASK/HIGH PERSONNEL manager.
Commanding officers and chaplains will realize
that not only can the chief or first class RP be
expected to do a good job, but so can the RPs
supervised by this individual.
CONSISTENCY OF STYLE
As noted above, most managers devebp one
of these four managerial styles. Although slight
deviations may occur from time to time, generally
the managerial style adopted when a member is
first advanced to petty officer will be the style
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