LOW TASK/HIGH PERSONNEL

Teamwork The LOW TASK/LOW PERSONNEL manager is not a good organizer, hence he or she seldom benefits from the concept of teamwork. This manager does not perceive teamwork as being either good or bad, but adopts an attitude that finds expression in the instruction “just get it done and don’t bother me.” Rapport with Subordinates The LOW TASK/LOW PERSONNEL manager seldom enjoys good rapport with other RPs. Subordinates may go to great lengths to avoid contact with this manager, and the manager may often be a topic of discussion when not in the presence of subordinates. The Confidence of Others Before long, the chaplain and others in authority will notice that the LOW TASK/LOW PERSONNEL manager is lagging behind in leadership, productivity, and the proper manage- ment of the Command Religious Program. Reprimands from superiors and poor perfor- mance evaluations will most likely fallow. Efficiency Because the Low TASK/LOW PERSON- NEL manager is apathetic toward both task accomplishment and personnel needs, inefficiency and poor individual productivity usually result. This manager ignores suggestions to improve efficiency offered by others and insists on doing things in the same way he or she has always done them—and then attempts to shift the responsi- bility to someone else if the desired results are not achieved. LOW TASK/HIGH PERSONNEL Many of’ the following characteristics are apparent in LOW TASK/HIGH PERSONNEL managers. Loyalty This is an area in which confusion often exists. Sometimes assignments must be done over because of apathy or failure on the part of a manager who has adopted the LOW TASK/ HIGH PERSONNEL style. Occasionally, this 5-5 manager may appear to take issue with the com- mand while trying to protect assigned personnel. Attention to Detail This is an area in which a LOW TASK/HIGH PERSONNEL manager often needs to improve. This manager frequently fails to pay attention to detail or to closely analyze a situation or an assign- ment. Sometimes this manager simply forgets. Listening The LOW TASK/HIGH PERSONNEL manager is usually a good listener when a subor- dinate seeks advice or brings a problem to the manager’s attention. However, this manager usually remains on the defensive and feels ill at ease when in the presence of someone of higher authority. Teamwork The LOW TASK/HIGH PERSONNEL manager is usually a strong supporter of team- work and works hard to see that subordinates get involved with operations. However, this manager sometimes delegates too much authority and, in some cases, tries to place responsibility for mission accomplishment or failure on subordinates. Rapport with Subordinates The LOW TASK/HIGH PERSONNEL manager will make every effort to accomplish rapport at all costs. Subordinates may soon feel that this management style is weak and may seek the leadership image in another senior RP if one is assigned. This manager often fraternizes with subordinates and feels highly protective of them, sometimes at the expense of task accomplishment. The Confidence of Others The LOW TASK/HIGH PERSONNEL manager usually fails to win the confidence of the chaplain, commanding officer, and others in authority. Too many failures, too many poor products, and too many assignments being late create a poor image of this manager. Efficiency Efficiency is not usually the strong suit of the LOW TASK/HIGH PERSONNEL manager.