Itzhak adizes functions p a e i. Adizes codes: the ABC of leadership and the formation of success. Sprint lifecycle

Chapter 6 Advice paEi and PaEi Communication "Slow down so I can understand you faster" This Hebrew proverb means, "It's easier to feed a man with a teaspoon than with a fire hose." Since E tries to do a week's work in a day, his tongue cannot keep up

The Yitzhak Adizes model is associated with building a “correct” management system. The main idea is to ensure effectiveness and efficiency in the short and long term of the organization's existence.

Management is a process carried out by people to ensure that a company is efficient and effective in the short and long term. This is the ultimate goal.

For this four functions are requiredmanagement:

1. Production of results - (P) roducing. The function provides effectiveness in the short term. It is aimed at satisfying the client (task completion) at a given time. You can evaluate this feature by measuring the number of people who return to purchase your competitive products or services. What should be done?
2. Administration - (A) dministrating. The function provides efficiency in the short term. It is necessary in order to keep order in organizational processes. The company must do the right things in the right sequence with the right intensity. This function is needed to answer the question: How should it be done?
3. Entrepreneurship - (E) ntrepreneuring. The function is aimed at determining the direction that the organization should follow. The person performing this function must be able to act proactively in an environment of constant change, which ensures effectiveness companies in the long term. This function is needed to answer the question: When/why should this be done?
4. Integration - (I) integrating. Integration aims to create an atmosphere and value system that will encourage people to act together and will not allow anyone to become indispensable, will allow to weave the goals of each into the goals of the group and make individual risks group, which will ensure viability and efficiency organizations in the long term. This function is needed to answer the question: Who should do it?

The performance of each of these functions is necessary, and together they are sufficient for the successful flow of the management process. Lack or, conversely, an excess of any of these functions adversely affects the performance of the team.

For the company to be profitable in the short and long term, successful completion of all four functions is required. If one or more functions fail, we are faced with a predictable, reproducible pattern of mismanagement. It will be the same in all organizations of the world.

A good manager should have at least the most basic skills to perform each of the functions. However, one person cannot fulfill all these four roles at the same time. If you try to combine all four roles, management errors will occur.

A manager can combine several roles, but not all four at the same time. It is possible to single out the “correct” (owns all the roles at the required minimum level) and the “wrong” manager (he is not able to perform some roles at all).

Successful management is possible only when separate functions are performed by different people. Team members should complement each other, its members should take different approaches, and not copy each other. They must be tolerant of differences in style and opinion among team members, and thus biased approaches will be balanced.

Organizational management arises where there is a problem that cannot be solved by 1 person. As soon as such a task becomes clear, it begins to determine the behavior of the group.

The team should not have a leader, it is necessary solidarity. To successfully complete the tasks, there must be interaction on equal terms, and not leadership and subordination. This is due to the fact that the team has a variety of needs that require a variety of personal qualities from the leader. Therefore, it is necessary to talk about management teams, and not about individual leaders. Based on these functions, team roles are allocated.

Team roles in the Yitzhak Adizes model.

Producer (Paei).

Ensures the creation of the product necessary to meet the needs of customers. Likewise, the manager-producer must at least satisfactorily cope with administration, entrepreneurship and integration. ManagerP-type must have two properties:

• Must know the needs of customers, why they come to him; what is the peculiarity of its market segment.

• Must have an understanding of the technology (know how to create what customers come for).

The production manager should not deviate from the work performed until the customer's need is satisfied and the task is not completed in full. Therefore he must be knowledgeable and purposeful.

Administrator (paei).

Pays attention to details, organizes the production process, makes sure that the personnel follow the established methods and procedures. He makes sure that the organization does what it needs to do and does it effectively, analyzes achievements and plans them in order to succeed again and again.

• He always knows what is happening at a given time, follows the details. This is a very organized person who worries about getting the job done and getting it done.

• Methodical and likes to keep the work environment well organized and thought out. He has a linear way of thinking.

• Evaluates new ideas, asks questions, tries to find pitfalls. This allows you to solve problems before they develop into a crisis, reduces costs and losses.

BUT: The administrator does not produce what the organization exists for.

Entrepreneur (paEi).

Determines the direction that the organization should take, anticipating the environment in advance.

• Must be a creative person, capable of charting new directions and inventing strategies.

• Must have a willingness to act, go forward and take risks.

• Not only represents the desired goal, but able and willing to take risks with what he has, in order to get what he desires.

• Able to transform the emerging idea into achievable results.

This role is closely related to the P-role (manufacturer), which should be sufficiently strong for the entrepreneur.

Integrator (paeI).

Performs an integration function in the organization.

Integration- the function of development and encouragement of the need for association. It makes the organization viable, and therefore effective in the long run. Integration creates an atmosphere, a system of moral and behavioral norms that encourage teamwork, thereby ensuring the interchangeability of people. It means the need to bring people together in order to reach agreement and provide collective support for ideas and their implementation.

If this function is performed successfully, people will learn to work in a team, and not alone and will be able to complete any task, compensate for the missing or underdeveloped skills of each other. To integrate means to ensure that the organization does not perceive itself mechanically, but is aware of its organic integrity. It can be emotional or spiritual. Its driving force is a sense of belonging and a need for unity. Integration is of two types:

1. Active. The integrator participates in the integration process without being a member of the group itself.
2. Passive. In this case, the integrator itself is included in the group.

Management involves active integration. The integrator has the most pronounced creative abilities compared to other managers. He has to make decisions based on more diffuse and less structured information.

An integrator subtly feels other people, empathizes with them and is capable of deductive thinking - he understands how what is said differs from what a person wants to say. The Integrator is unique in that it not only creates continuity relationships in the organization for the future, but also ensures continuity in the present.

Conclusion

We can see that this team role model is based on the 4 functions outlined by Yitzhak Adizes. The implementation of these functions ensures a successful management process in the short and long term. Team roles are closely related to these 4 functions.

The functional substantiation of roles is the strength of this model. This model differs from other models in that there is no imbalance between those who govern and those who are governed.

In our opinion, this concept is sufficiently developed and can be effectively applied in organizations. However, in our opinion, it will not be the optimal model for building teams that solve non-management tasks.

Feb 13 Ideal managers for big sales. PAEI code and test. Adizes Method

Hello dear friends. People often ask me: how to competently select employees for the sales department, find people who will really show results. You can find some of my answersIn contact with . But in this article, I want to tell you about the management code that Yitzhak Adizes developed. I myself use this code and PAEI test in my work with corporate clients and in my sales.

For example, a question from the field of management: is it possible to make a good seller - who sells best of all - be made the head of the sales department? Or is it better to let him continue to do sales - what he is good at - and find an outsider to replace the leader? These and similar questions will be discussed today.

Itzhak Adizes - Mendeleev from management

If you are an experienced manager, then - I am almost 100% sure - you have heard about the materials of Itzhak Adizes, and perhaps even use some of them in your work. If you are not yet familiar with the works of Itzhak Adizes, I hope that after reading this article, you will be motivated to study them. Moreover, there are really serious reasons for this.

The first reason is that Yitzhak Adizes is called by some media "Mendeleev from management." If Mendeleev discovered the table that we all know well, then Itzhak Adizes invented the management codePAEI (Producer, Administrator, Entrepreneur, Integrator). These are four roles, four functions that every manager must perform - a leader, a manager. Next, I will talk about each role, how to pass the PAEI test, which determines which functions prevail, and how this can be applied in your situation. The Adizes methodology is taking root quite firmly, including in the largest companies around the world.

And the second thing that makes me especially sympathetic is that he has a very interesting approach and attitude to the existing, so to speak, classical school of management, management textbooks. Adizes constantly criticizes them, says that this is all wrong, that it needs to be done differently. And one day - my acquaintance with Adizes began with the book "New Reflections on Management" - when I saw the very first paragraph in this book, the following words hooked me:

Contrary to popular belief, I don't think Harvard University offers the best management program. Moreover, I believe that there is no worse place for mastering this science. ... The ideal place to develop managerial skills is... an ordinary restaurant. If you succeed in running such a business, then you can do anything.

PAEI Code

Let's deal with you now with the PAEI code, the Yitzhak Adizes code, the management code. As I said, for every leader - if you are a leader, or aspire to become one - you must implement 4 functions. And each of us, each of your company, implements these functions to some extent.

Perhaps when I describe these roles, you will recognize yourself - or someone from your team. This is good. At the end of the article, I will tell you how to more clearly assess what your role is by taking the PAEI test.

P(producer) - producer of results/quality

This is a result oriented person. If we look at you now, abstractly - as if in a person there is only a function P(producer) developed, and the rest are not developed - then we can say about such a person that this is a person obsessed with results who wants to get them here and now.

He is only interested in results. He does not have time to deal with the team, select people. He is a workaholic himself, works hard to get results. He has no time to study. He has no time to develop - and develop the team. There is no time to generate any ideas for the future either. He just wants to make the result here and now.

A(administrator)

This is a person who is obsessed with processes. To ensure that everything is clear, according to standards, according to all the rules that apply in the company.

He loves meetings that have to start and end on time. He is not particularly interested in the results - he is interested in that everything is done right, everything is in order, everything is clear.

E(entrepreneur) - entrepreneur, idea generator

It is a generator of innovation. He is constantly coming up with something. He invents excitedly, so much so that he does not have time to implement the old, as he already comes up with something new.

Accordingly, this chaos that it generates often prevents colleagues from working productively. But he is an innovator.

I(integrator)

This is a person who cares more about the corporate climate. That people work comfortably in the company, get along with each other, hear each other. It creates a comfortable environment in the company.

Management Vitamins

The PAEI formula is sometimes also referred to as management vitamins. This means that, as in the body, certain vitamins must be present for normal functioning, so that we can live normally, not get sick. As soon as there is a shortage of some vitamin, problems immediately begin. It's the same in a company. If any element is missing from the PAEI code, illnesses begin. The company begins to develop more slowly, sales begin to decline, staff turnover increases, and so on. If a vitamin is missing, this is a gap that must be closed. To do this, you must, first of all, understand that this needs to be corrected and work on it.

Is it possible to become an ideal manager?

What do you think, is it possible to make such a leader, in which all 4 functions will be at the maximum? Yitzhak Adizes, as the author of such a methodology, was asked this question repeatedly.

He replies: it's out of the question. Forget those traditional, classic management textbooks that say, “Upgrade yourself, develop yourself, all competencies, become the perfect manager.”There are no perfect managersin nature, according to Adizes. But!Can make the perfect team.

For example, let's say you have developed the P(producer) function and the E(entrepreneur) function. And someone, another person, your partner, a member of your team, has developed the A (administrator) and I (integrator) functions. You will complement each other perfectly. You will have an excellent team, where each of you will be strong in your own direction.

Why can't all competencies be upgraded equally? The fact is that each role from the PAEI code implies certain personal qualities. For example, E(entrepreneur) is an innovator, a generator of ideas. He likes to approach issues globally, think strategically. And A (administrator) is an administrator, on the contrary, he does not need to think strategically. He monitors the order, the processes, so that everything is carried out clearly. He has attention to detail - such a feature. Therefore, as you understand, thesethe properties of our character do not allow us to equally pump competencies. But what is important, you can create the team of your dreams if you select the right people.

For example, when I passed the PAEI test, I found that my vitamins P (producer) and E (entrepreneur) predominate. And I understand that in order to strengthen my team, I need people who will have more vitamins A (administrator) and I (integrator) than me.

Thus, dear colleagues, the conclusion that we draw from the PAEI formula is that it is impossible to pump all the competencies, but this is not necessary to create a team. The task is to find people who will complement your competencies.

PAEI test. How to choose an effective seller?

Now back to the question that I raised at the beginning of the article. For example, if we want to find an effective seller in the sales department. Which of the four PAEI roles do you think should predominate in order for a person to be prone to effective sales? Of course, so that it gives you results. As I wrote in the article - For business, the main thing is the result. Of course, such an employee should have a key role P (producer). Therefore, you can, when hiring an employee in the sales department, conduct a PAEI test, according to Adizes. And look at what roles the candidate has developed. And if he has developed the role of P (producer) - then this is an additional criterion, an additional plus to taking an employee to the sales department.

I pay attention: testing according to Adizes (PAEI test), like any other, should not be the only assessment criterion when hiring an employee to the sales department. Rather, it is an auxiliary tool that you use along with the interview, assessment center and other methods that you use in your company.

Out of curiosity, you can evaluate your current employees, ask them to take the PAEI test, and see what function is expressed by top salespeople.

Should a good salesperson be promoted to department head?

The second question that I raised at the beginning of the article is whether it is worth transferring a good salesperson to the head of the sales department. This question can also be answered by taking the candidate through the PAEI test. As we found out earlier, if a person sells well, he probably has a well-developed P (producer) function. He gets results here and now.

And if you want a person to be an effective leader, what function should he develop? Will the P(producer) function be enough for him to effectively manage the sales department?

Of course not enough. Moreover, the P(producer) function fades into the background here. What do you need from a sales manager? Especially if your sales department is rather big?

This, on the one hand, is A (administrator) - administration. Compliance with clear rules and regulations. On the other hand, it is I(integrator). Ability to create a good, productive atmosphere within the team. By the way,function I(integrator) for any leader should be one of the leading. It is important.

The E(entrepreneur) function is an idea generator. The head of the sales department does not really need it, especially if the company has marketers, there is a general director.

So, we found out that the A(administrator) and I(integrator) functions are more important for the head of the sales department. This is important to understand when you are thinking about whether to transfer a good manager to the head of the sales department.

And if you want to improve the sales skills of your employees, I recommend our . They are developed individually for each company and help increase sales, increase motivation, increase the rate of change in the company.

Results

“…the ultimate goal of the management process is to make the organization effective and efficient in the short and long term - no more and no less. If we ensure the effectiveness and efficiency of the organization in the short and long term, this is enough for the well-being and success of any organizational structure, whether it be a marriage union, government, multinational corporation or candy store.

Itzhak Adizes proceeds from the fact that an employee must be efficient. To achieve maximum efficiency, an employee must fulfill four roles. The leader should arrange employees and set tasks for them, based on his type (what a person is naturally inclined to), then he will be most successful. If an employee needs to perform an administrative function, and his A indicator is low, this means that he needs to be either trained or transferred to other tasks that correspond to his personal profile.

Employee roles:

• producer (P, producer) – producing results.
• administrator (A, administrator)– organization of optimal order in processes.
• entrepreneur (E, entrepreneur)– generation of innovative ideas, new trends.
• integrator (I, Integrator) – harmonization of relations in the team and the development of ties between people.

According to the initial letters of these four English words, the model of employee types (as well as management styles, leadership styles) forms the abbreviation PAEI.

With this test, HR can determine an employee's individual leadership style. You will find a description of leadership styles that corresponds to your PAEI code in private access.

Usually, when testing the leadership style (management style), we use this test with an assessment of 360 degrees: it is filled in by the tested leader, a subordinate of this leader, the head of the tested and an employee of an adjacent unit. The results will impress you!

It should be remembered:

• No managers are equally successful in all four roles.
• Even if such a manager were found, he would not be able to equally well fulfill these roles at the same time.

No living person behaves like a full-fledged PAEI. The ideal leader I. Adizes calls the "Book Manager". The four roles are in conflict with each other, and no one is able to play these roles at the same time. If a person tries to become a perfectly balanced leader, he will not achieve the result.

A person cannot be successful in all PAEI roles, as these roles involve incompatible personality traits. The Administrator and the Entrepreneur are in conflict because A is conservative and wants control, while P wants change.
The Producer and the Entrepreneur also have to conflict, since one is focused on short-term goals and requires an immediate reaction to their decisions, and the second requires time to develop.

Adizes' takeaway is that instead of looking for the perfect leader (perfect in all four roles), we need balanced management teams made up of complementary managers.

Adizes believes that a successful leader should develop two functions, one of which is I (integrator).

Based on the combination of four functions, each manager has a personal PAEI code, which characterizes his individual management style and allows him to give recommendations on the development of managerial competencies.