to become efficient on the job. This situation maybe fueled by jealousy on the part of the super-visor who reasons that I had to learn it the hardway, so they can too.” This type of supervisorneeds to learn that subordinates who are taughtto be effective on the job can only serve to makethe supervisor’s job easier.HIGH TASK/HIGH PERSONNELMany of the following characteristics are ap-parent in HIGH TASK/HIGH PERSONNELmanagers.LoyaltyA senior RP who is a HIGH TASK/HIGHPERSONNEL maaager is loyal to both thecommand and subordinates in that the assign-ment, mission, and goal are always kept beforeall concerned. This manager never loses sight ofhis or her responsibility for the well-being ofsubordinates. Subordinates of this manager willalways have the opportunity to seek guidance oradvice when it is needed.Attention to DetailThe HIGH TASK/HIGH PERSONNELmanager studies each assignment thoroughly bybreaking it down into component parts and thenstudying each detail. In this way, assignments canbe properlly delegated if necessary, difficulties canbe 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.TeamworkThe HIGH TASKIHIGH PERSONNELmanager is always a strong advocate of teamwork.Through teamwork, the workers can see how theirefforts, regardless of how small or seemingly in-significant, contribute to the accomplishment ofthe overall mission.Rapport with SubordinatesThe HIGH TASK/HIGH PERSONNELmanager usually has good rapport with subor-dinates and is usually fair and impartial to allassigned personnel; consequently, the morale ofthe subordinates is high and they are more pro-ductive. This is an area, however, that must bemonitored closely by managers. Senior RPs canplace themselves in an awkward and compro-mising position through overt fraternization withsubordinates. Fraternization and rapport withsubordinates are two entirely different things. Asa consequence of fraternization, the subordinatemay become a close friend of the senior memberand in the process lose respect for the authorityposition of that person. Then, if a situation ariseswhere a reprimand must be given or strictauthority needs to be imposed, the effectivenessof the senior’s authority maybe diminished, andthe subordinate may feel confused and be-trayed—” I thought the chief was my friend; nowhe is putting me on report for being UA for 2hours!” Respect., consideration, and fairness arethe basis of good rapport with subordinates andcan be extended and exercised by the supervisoreven while the supervisor remains in firm controlof the operation.The Confidence of OthersAn RPC or RP1 who is an effective managerand has the respect and admiration of others willbe a welcome asset in any command. If thechaplain. and commanding officer know that thechief or first class RP can be relied upon for timelycompletion of any assignment, then this personwill be viewed as a valuable team member whowill contribute to the success of the CommandReligious Program and the command mission.EfficiencyWhenever the RPC or RP1 manager possessesall the characteristics mentioned abovee, the resultwill usually be a highly competent and effectivechief or first calss petty officer. Commandingofficers will note superior performance and makeappropriate recognition. Also, such efficiency islikely to be reflected in the amount and caliberof work produced personnel assigned to theHIGH TASK/HIGH PERSONNEL manager.Commanding officers and chaplains will realizethat not only can the chief or first class RP beexpected to do a good job, but so can the RPssupervised by this individual.CONSISTENCY OF STYLEAs noted above, most managers devebp oneof these four managerial styles. Although slightdeviations may occur from time to time, generallythe managerial style adopted when a member isfirst advanced to petty officer will be the style5-7
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