Remaining in the ENTRY style, the manager begins to assign individual work assignments within the unit. The assignments are non-threatening, in-line with previous work done by that person, and presented in a one-on-one basis from the ENTRY style. The ENTRY management style requires a degree of task structure, schedule, and supervision to be present in the relationship. The ANALYSIS process continues until the manager has sufficient clues to begin to change the management style for that individual to a congruent style.

THE MOVE TO CONGRUENCY

            The manager in the ANALYSIS phase looks for the clues each individual in the work group gives in response to the ENTRY style stimulus. Over a period of time a pattern of responses will develop that are indicative of that persons level in the work-professional situation. The manager than moves to an individual, one-on-one style that is congruent with the level.

            The gradual transfer from the ENTRY to CONGRUENCY style of management is made to gain the full benefits of congruent management within the work group. The ENTRY management style is essentially neutral and does not realize the full potential of the work group. The manager who has made the transition to CONGRUENCY can expect positive results in:

- Improved group productivity through better individual performances and
  Focus on organization objective.

- Improved group and interaction - a better organizational climate for all.

- Improved opportunity for individual "growth" through personal,
  psychological development - a movement to higher levels of existence.

            The manager who, for whatever reason, is unwilling or unable to accept the initial ENTRY style and continues with a personally comfortable, monolithic management style can expect none of these benefits. In fact, such management is having a negative effect on many of these managed.

            The full impact of the Congruent Management Strategy requires that all four phases be implemented - from ENTRY to ANALYSIS to CONGRUENCY to GROWTH. It is the fourth or GROWTH phase that is concerned with the subordinate and managements responsibility to provide at least the opportunity for personal growth and development.

MANAGEMENT RESPONSIBILITY FOR GROWTH

            Individual growth can be intrasystemic which enhances the behavior of the current level, or intrasystemic which is progression to the next level. Intrasystemic growth has been the concern of personnel specialists [4, 5]. We believe that intrasystemic growth is a management responsibility and important to overall organizational health.

            Intersystemic growth requires both the individual potential and the proper environment. Management has no way to test (except in obvious, extreme cases) for the individual potential and, therefore, must always assume it to exist. The organization and its management has a responsibility to both the individual and society to structure the work experience so there is the opportunity for growth. Any organization or management unwilling to do this is consciously or unconsciously, overtly or covertly:

- denying individuals their right to fulfill their potential.

- failing to meet the obligation all organizations have within society to not
  limit or negatively impact the human potential of its members.

- failing to release the full potential of its employees in the organization's own
   interest.

MANAGEMENT FOR GROWTH

The management style, for Intersystemic growth must contain the following aspects:

1. Congruency of style with level of the managed.

2. Introduction of dissonance into the situation.

3. Presentation of a model of the next level's behavior.

            Congruent management must basically be maintained or the managed will be alienated or psychologically distant from the manager. Dissonance is then introduced to cause a questioning of the fundamental values, perceptions and behaviors of the operant level. Initially the degree of dissonance is small. Simultaneously, the manager introduces a model of the next level. The subordinate responses are observed throughout the process with special concern for negative responses to the dissonance-model aspects. Both the negative responses and nature of the dissonance-model are level dependent - see Table II. Upon the appearance of negative responses the manager reduces the amount of dissonance-model by moving back toward the CONGRUENCY style. However, the GROWTH phase is a never ending management activity requiring the continuous introduction of dissonance-model. A positive response to the GROWTH phase is the gradual acceptance of values, perceptions, and behaviors of the next level.

MANAGEMENT RE-ENTRY

            In the very real situation where a manager has been using a monolithic style, certain to be inappropriate to one or more levels of subordinate, there is the requirement for RE-ENTRY. In a manner similar to ENTRY, RE-ENTRY is made through the initial style of Polite Open Authoritarian (POA) management, the adoption of POA for RE-ENTRY will allow for establishment of a viable of a relation with all but the Saintly (D-Q) and Personalistic (F-S) levels. The return to POA will not be easy or conflict free for the other levels (C-P, E-R, A'-N', B'-O'). However, after the initial period of RE-ENTRY the manager-managed relations will become viable and productive.

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