The above models of two individuals [Fig. 2.1 & 2.2] are simplifications, however, they illustrate that the levels should not be viewed as simple pigeonholes into which one places others. Seeing each individual as a “wrinkled, plastic onion” highlights the fact that people are indeed complex, unique, and capable of a range of individual behavior from numerous levels. The key in determining the functioning level of an individual is to observe the stimulus and response. For example, if the two individuals in Figure 2 were approached in the work-professional area by a manager using an open, participatory, non-directive style, (what has been commonly misconstrued to be Theory & management), this “stimuli” will produce shockingly different behavior.  

            The Egocentric sees a weak-kneed leader deserving no respect – “after all life is a jungle, is this a hero, a leader worthy of my pride?”. In the best case the subordinate will ignore this weak leader and in the worst case may well decide to “take the fool for a ride.” On the other hand, the Personalistic individual sees a truly enlightened manager – not driven by power, authority, rules, and desires for production. The manager is a person who is open, cares for others, and who can be accepted by the group. Someone who will, in return, support and shelter the group from organizational unpleasantries. In the first case, the style of management is clearly not congruent with the subordinates’ level of existence. Just as clearly the individual, manager, and the organization will not benefit from this situation. The second case shows a more congruent style, the subordinate and manager will relate well, but the organization in the long run may no benefit.

           The behavioral region of concern to management is a small portion of the total individual’s psychology, the work-professional area. Most individuals within this area will function consistently from a single level over a significant period of time. The manager must seek clues to and adjust the style of management to be congruent with the individual’s level. In addition, the manager should not be  dismayed if change (hopefully upward progression to next level) occurs and how to readjust the management style in light of this. Beyond providing a congruent managerial style and accomplishing the organizations goals for productivity, it is management’s responsibility to provide each subordinate with at least the opportunity for growth. In summary, management’s responsibility is threefold in our view:

 -          Task orientation – “get the job done.”

 -          Develop the group as the working unit through providing congruent management.

  -          Provide opportunity for individual growth.

          Management’s function is to accomplish the organization objectives through others by providing the management style the individual wants (not what management wants to force on them) in a manner that will allow the opportunity for individual growth.

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