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.