yet  they  are  one  of  the  most  misunderstood  and misused.  A  performance  standard  may  be  defined as  a  mutual  understanding  between  supervisor  and subordinate  as  to  what  constitutes  acceptable  per- formance  of  a  given  task  or  operation.  The performance  standard  describes  what,  how  much, and  how  well  work  is  to  be  performed.  Properly used,  it  is  an  excellent  means  of  controlling  the quality  and  quantity  of  work  to  be  performed. The following section addresses managerial styles and their characteristics. MANAGERIAL  STYLES Most  managers  will  develop  a  personalized managerial style soon after being placed in a position  of  greater  responsibility.  The  style developed by these managers might have been influenced  by  the  following: Formal  managerial  training,  such  as Leadership  and  Management  Education and  Training  (LMET) The  examples  set  by  other  managers The examples set by authority figures earlier  in  the  manager’s  life Of the three major influences on the develop- ment of a managerial style listed above, the last is  often  the  most  influential.  The  subordinate  may wonder,  “Why is the boss always grouchy?” or express surprise that “The boss is really showing an interest in me and has offered to assist if any problems  should  arise.”  If the RPC or RP1 is fre- quently in a grouchy mood, this person may have been  reared  in  an  atmosphere  where  parents  or others  in  authority  were  grouchy  (whether  real  or perceived).  On  the  other  hand,  managers  who show real concern for assigned personnel may be reflecting  the  atmosphere  they  have  been  exposed to in their homelife. It is important to note that managers can choose a positive leadership ap- proach,  such  as  the  HIGH  TASK/HIGH  PER- SONNEL style. This is one of four managerial styles  to  be  considered  in  this  section. LOW TASK/LOW PERSONNEL A  manager  who  has  adopted  the  LOW TASK/LOW  PERSONNEL  style  of  management will not normally be advanced very high in the Navy.  The  following  characteristics  are  apparent in  LOW  TASK/LOW  PERSONNEL  managers. Loyalty The  LOW  TASK/LOW  PERSONNEL  man- ager is usually deficient in the area of loyalty. This deficiency may be characterized by failure to set the  proper  example  for  subordinates  in  the following  two  areas. PUNCTUALITY.— The  LOW  TASK/LOW PERSONNEL  manager  may  display  an  indif- ferent  attitude  in  regard  to  reporting  for  work  on time.  Since  there  is  little  striving  for  efficiency, assignments  are  not  always  completed  on  time. MILITARY APPEARANCE.— Because  of general  apathy,  the  LOW  TASK/LOW  PER- SONNEL manager may not give attention to his or her appearance. Sometimes uniform regula- tions and grooming standards are not taken seriously. The   LOW   TASK/LOW   PERSONNEL manager tends to side with subordinates whenever there  is  dissatisfaction  with  command  policies,  but on the other hand, this manager sometimes uses command  authority  to  threaten  subordinates  who step out of line. In essence, the LOW TASK/ LOW  PERSONNEL  manager  is  frequently  incon- sistent  regarding  programs  and  personnel management. Attention to Detail The   LOW   TASK/LOW   PERSONNEL manager  usually  misses  out  on  the  finer  details of any discussion or assignment and often fails to think things through. Without proper thought and analysis on the part of this manager, it follows that  chaplains,  division  officers,  and  other  super- visors  will  have  to  repeat  themselves  many  times to ensure that the assignment or objective is understood. Also, this manager never bothers to take notes for reference purposes and is, therefore, poorly prepared to brief subordinates or to make pro- gress   reports. Listening The   LOW   TASK/LOW   PERSONNEL manager  is  not  in  the  habit  of  listening  closely  to those in higher authority or to subordinates. Chaplains and subordinates alike may have to repeat  themselves  several  times  because  this manager is not a good listener and will miss many details  related  in  discussions. 5-4