Poor performance and inefficiency on the part of the manager has the effect of encouraging subor- dinates  to  be  similarly  inefficient.  “I  do  my  job as well as the chief does his” may express the feel- ing of subordinates toward this manager, and may be  a  fact  as  well. HIGH   TASK/LOW   PERSONNEL Many of the following characteristics are ap- parent   in   HIGH   TASK/LOW   PERSONNEL managers. Loyalty The   HIGH   TASK/LOW   PERSONNEL manager  usually  accepts  orders  from  those  in command without question and with every inten- tion of getting the job done regardless of the time and   effort   involved.   However,   this   manager usually has a very rigid and subjective opinion of what  command  loyalty  should  entail. This manager is often harsh and demanding toward  subordinates,  especially  when  there  are signs of poor performance. Very little praise for a job  well  done  is  likely  to  be  given  to  his  or  her subordinates. Attention to Detail When receiving assignments and during daily operations,  the  HIGH  TASK/LOW  PERSON- NEL  manager  is  likely  to  be  most  attentive  to detail.  When  a  slight  deviation  or  error  in  per- formance   by   a   subordinate   is   noticed,   this manager  is  extremely  critical  and  short-tempered. Rather  than  allowing  the  subordinate  to  grow through  trial  and  error,  the  manager  shows dissatisfaction,  reassigns  the  subordinate,  and personally  performs  the  operation. Sometimes when interpreting assignments, this manager tends to become overbearing and harsh rather  than  remaining  calm  and  giving  the assignment  in  a  pleasant  tone  of  voice,  which would  make  subordinates  feel  more  at  ease. Listening The   HIGH   TASK/LOW   PERSONNEL manager is not likely to be a good listener when managing  subordinates.  The  statement  “I  don’t want to hear it” is a favorite of this manager. In this case, subordinates soon become reluctant to bring  any  type  of  problem  to  this  manager’s attention, reasoning   that   their   pleas   would probably  fall  on  deaf  ears  anyway. Teamwork The   HIGH   TASK/LOW   PERSONNEL manager  usually  promotes  teamwork  of  a  sort. However,  a  true  sense  of  teamwork  may  not develop,  because  this  manager  may  not  feel obligated  to  assist  subordinates  who  experience difficulty  in  certain  endeavors.  Suppose,  for example,  that  Chief  X  supervises  five  RPs,  two of whom are Seaman Y and Seaman Z. Seaman Y  types  well,  but  has  poor  telephone  etiquette. Seaman  Z  makes  a  fine  receptionist,  but  types poorly.  Instead  of  helping  the  seamen  in  the  areas in which they are weak, this manager may say, “Seaman Y, since you type well, you type all the letters, but stay away from the receptionist’s desk. That’s Seaman Z’s job. And Seaman Z, don’t you touch the typewriter; just stick to the receptionist duties!” This manager occasionally uses isolation as  a  disciplinary  measure.  This  type  of  super- vision,  while  sometimes  justified,  would  not  be conducive  to  good  teamwork. Rapport with Subordinates “I  am  your  LPO,  and  I  am  not  here  to  win a  popularity  contest.”  Does that sound familiar? The  HIGH  TASK/LOW  PERSONNEL  manager may actually convey such an impression to subor- dinates, making it clear that the development of rapport  does  not  really  matter.  In  any  case,  no doubt  exists  in  anyone’s  mind  as  to  who  is  in charge. The Confidence of Others Because   the   HIGH   TASK/LOW   PERSON- NEL manager is normally a high achiever, he or she can usually win the confidence of the chaplain and command leaders through high productivity. However,  because  a  short  temper  is  sometimes displayed   in   dealing   with   subordinates,   or   a general  lack  of  regard  for  them  is  shown,  con- fidence in such a person as a personnel manager may  be  lacking.  Personnel  assigned  to  this manager may not be able to win the confidence of outsiders. For example, it maybe said that “the Chief  is  capable,  but  those  other  RPs  are  poor performers.” Efficiency The   HIGH   TASK/LOW   PERSONNEL manager   is   often   a   fine   performer;   however, assigned  personnel  may  not  be  sufficiently  trained 5-6