Adizes management styles
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Action and result oriented. Typically has a broad technical knowledge. | Action and result oriented. Typically has a broad technical knowledge. | ||
| − | Needs performance and has difficulty leaving work. Committed, but can be poor at delegating and prefers to complete the work himself<ref name="Adizes,I (2004)">Management/Mismanagement styles: how to identify a style and what to do about it, The Adizes Institute Publishing, | + | Needs performance and has difficulty leaving work. Committed, but can be poor at delegating and prefers to complete the work himself<ref name="Adizes,I (2004)">Management/Mismanagement styles: how to identify a style and what to do about it, The Adizes Institute Publishing, 45-62</ref>. |
==='''The administrator (pAei) vs. The Bureaucrat (-A--)'''=== | ==='''The administrator (pAei) vs. The Bureaucrat (-A--)'''=== | ||
| − | Punctual and rule-oriented. “The guardian of the system”. Thoughtful | + | Punctual and rule-oriented. “The guardian of the system”. Thoughtful<ref name="Adizes,I (2004)">Management/Mismanagement styles: how to identify a style and what to do about it, The Adizes Institute Publishing, 73-89</ref>.. |
==='''The Entrepreneur (PaEi) vs. The Arsonist (--E-)'''=== | ==='''The Entrepreneur (PaEi) vs. The Arsonist (--E-)'''=== | ||
| − | Curious and questions the company's approach and the efficiency and effectiveness of tasks | + | Curious and questions the company's approach and the efficiency and effectiveness of tasks <ref name="Adizes,I (2004)">Management/Mismanagement styles: how to identify a style and what to do about it, The Adizes Institute Publishing, 103-127</ref>. |
==='''The integrator (I) vs. the Super Fellower (---I)'''=== | ==='''The integrator (I) vs. the Super Fellower (---I)'''=== | ||
| − | Sees collaboration opportunities. Practice and socially oriented with a focus on conflict management | + | Sees collaboration opportunities. Practice and socially oriented with a focus on conflict management<ref name="Adizes,I (2004)">Management/Mismanagement styles: how to identify a style and what to do about it, The Adizes Institute Publishing, 145-157</ref>.. |
== Management styles in practice == | == Management styles in practice == | ||
Revision as of 22:06, 13 February 2022
Contents |
Abstract
Adizes believes that the perfect team includes all four roles in what he calls a "PAEI profile". There must be balance in a team, which is why all four roles must be represented by one or more people [1]. A person may have multiple roles in him, but may not hold all four leadership roles at one and the same time. Each profile has its own strength which is unique to this particular type of profile. Typically, the profiles will be ech others opposites which can cause difficulties both in the team. Adizes describes that the perfect team is not entirely without problems, but if all four roles are present, the perfect balance is achieved. [2]. Adizes believes that it requires a certain understanding of the roles you don't possess yourself to be able to work with leaders with other strengths and that's the only way a good management team is formed.
Ichak Kalderon Adizes
Ichak Kalderon Adizes is a North Macedonian business consultant, professor and known as one of the world's leading experts in management and business development. He was born in Macedonia and later moved to Israel, where he grew up [3]. Ichak Adizes works with management, mismanagement, leaders and teams. In his theory, he works with four management roles / styles, which are very different from each other, but which are all necessary in a fundamental management team.
Management styles
Theory
The producer (Paei) vs. The Lone Ranger (P---)
Action and result oriented. Typically has a broad technical knowledge. Needs performance and has difficulty leaving work. Committed, but can be poor at delegating and prefers to complete the work himself[2].
The administrator (pAei) vs. The Bureaucrat (-A--)
Punctual and rule-oriented. “The guardian of the system”. Thoughtful[2]..
The Entrepreneur (PaEi) vs. The Arsonist (--E-)
Curious and questions the company's approach and the efficiency and effectiveness of tasks [2].
The integrator (I) vs. the Super Fellower (---I)
Sees collaboration opportunities. Practice and socially oriented with a focus on conflict management[2]..
Management styles in practice
- How is the theory applied in practice?
- Adizes theory can improve project management
Mismanagement
- The perfect team and conflicts by differences management roles.
- A missing role.
Ineffective and inefficient organisations
Bibliography
- ↑ Dehkordi,R et.al(2018). "Investigating the decision-making practices of the research and education managers of Shahrekord University of Medical Sciences based on the PAEI model of Adizes theory"
- ↑ 2.0 2.1 2.2 2.3 2.4 Management/Mismanagement styles: how to identify a style and what to do about it, The Adizes Institute Publishing, 45-62
- ↑ https://www.linkedin.com/in/ichakadizes/
