1. Dr. Ichak Aidzes, Ph.D. (1979)

2.  Introduction
 Mismanagement Styles
 What to do about it
 Introduction to Adizes Management Method
 Review

3.  Management has to perform four roles:
 Producer
 Administrator
 Entrepreneur
 Integrator

4.  high energy, active people with knowledge of the chosen field.
 like to be busy all the time, and their interests are overwhelmingly
concrete.
 love to attain tangible results, and to attain them often.
 feel highly rewarded every time they can declare a task complete.
 have little patience with future-oriented tasks and wild brainstorming.
 much more interested in getting a task done than they are in ensuring
that their colleagues are happy with the way it got done.
 responsible for driving many organizational achievements
 Help to stop talking about solutions and start implementing on them.

5.  quiet, cautious people who are less concerned with what we
should do than how we should do it.
 extremely uncomfortable with ambiguity or uncertainty, and
they are made uneasy by unstructured environments.
Unplanned activities feel distressingly chaotic to them.
 prefer to construct a system of routines and conventions for
smooth and least disruptive operations.
 bring stability and order to collective activities.
 slow and careful in decision-making because they track each
detail to make certain it is handled properly.
 may say “no” to new proposals as a reflex, in order to slow
things down so they can think further.

6.  Self-starters and dreamers.
 energized by novel challenges, exciting opportunities,
new possibilities and future achievements.
 scan the environment constantly for changes, in their
drive for novelty.
 love aligning themselves with new developments
 track activities at a very high level of abstraction,
looking for trends and anomalies.

7.  team-builders.
 manage the interpersonal, interdepartmental, supplier and client
relationships that allow the organization to function together as
one organic whole.
 attend to peoples’ needs, views, motivators, complaints and
conflicts to foster a constructive working environment.
 help people focus on shared goals.
 less concerned about formal roles and titles, and more concerned
that people pull together, each and all doing whatever it takes to
achieve their collective mission.
 The measure of an Integrator’s success is his or her ability to take a
vacation.

8.  Each role is necessary and the four together are sufficient for good
management.
 If any one role is not performed, a certain pattern of mismanagement
can be identified.
 These characters are allegorical. The Adizes Methodology holds that
under normal circumstances, all people are able to operate in all four
management modes. However, we are naturally strongest in only one of
the four styles, almost from birth.
 A secondary style develops as we mature, and by adulthood we are
usually very capable in our second mode. A third style can be learned
with more effort, and in our weakest style we can function but will almost
always benefit from some help.
 Teaming up with someone whose style profile complements ours is the
only way to address all four horizons of concern with equal competence.

9.  In problem solving, each role focuses on
different imperatives:
 P: What?
 A: How?
 E: When?
 I: Who?

10.  Style: a repetitive set of behaviors that predictably occur in response to
specific situations
 P---: The Lone Ranger
 -A--: The Bureaucrat
 --E-: The Arsonist
 ---I: The superfollower
 ----: The Deadwood
 PAEI: The textbook Manager

11.  Courtship. Would-be founders focus on ideas and future possibilities,
making and talking about ambitious plans. Courtship ends and infancy
begins when the founders assume risk. (paEi)
 Infancy. The founders' attention shifts from ideas and possibilities to
results. The need to make sales drives this action-oriented, opportunity-
driven stage. Nobody pays much attention to paperwork, controls,
systems, or procedures. Founders work 16-hour days, six to seven days a
week, trying to do everything by themselves. (Paei)
 Go-Go. This is a rapid-growth stage. Sales are still king. The founders
believe they can do no wrong. Because they see everything as an
opportunity, their arrogance leaves their businesses vulnerable to
flagrant mistakes. They organize their companies around people rather
than functions; capable employees can--and do--wear many hats, but to
their staff's consternation, the founders continue to make every decision.
(PaEi)

12.  Adolescence. During this stage, companies take a new form. The
founders hire chief operating officers but find it difficult to hand
over the reins. An attitude of us (the old-timers) versus them (the
COO and his or her supporters)hampers operations. There are so
many internal conflicts, people have little time left to serve
customers. Companies suffer a temporary loss of vision. (pAEi)
 Prime. With a renewed clarity of vision, companies establish an
even balance between control and flexibility. Everything comes
together. Disciplined yet innovative, companies consistently meet
their customers' needs. New businesses sprout up within the
organization, and they are decentralized to provide new life-cycle
opportunities. (PAEi)

13.  Stability. Companies are still strong, but without the eagerness of
their earlier stages. They welcome new ideas but with less
excitement than they did during the growing stages. The financial
people begin to impose controls for short-term results in ways
that curtail long-term innovation. The emphasis on marketing and
research and development wanes. (PAeI)
 Aristocracy. Not making waves becomes a way of life. Outward
signs of respectability--dress, office decor, and titles--take on
enormous importance. Companies acquire businesses rather than
incubate start-ups. Their culture emphasizes how things are done
over what's being done and why people are doing it. Company
leaders rely on the past to carry them into the future. (pAeI)

14.  Recrimination. In this stage of decay, companies conduct witch-
hunts to find out who did wrong rather than try to discover what
went wrong and how to fix it. Cost reductions take precedence
over efforts that could increase revenues. Backstabbing and
corporate infighting rule. Executives fight to protect their turf,
isolating themselves from their fellow executives. Petty jealousies
reign supreme. (-A-i)
 Bureaucracy. If companies do not die in the previous stage--maybe
they are in a regulated environment where the critical factor for
success is not how they satisfy customers but whether they are
politically an asset or a liability--they become bureaucratic.
Procedure manuals thicken, paperwork abounds, and rules and
policies choke innovation and creativity. Even customers--
forsaken and forgotten--find they need to devise elaborate
strategies to get anybody's attention. (-A---)

15.  Death. This final stage may creep up over several years, or it
may arrive suddenly, with one massive blow. Companies
crumble when they cannotn generate the cash they need;
the outflow finally exhausts any inflow. (----)
 http://adizes.com/corporate_lifecycle.html

16.  Management versus Mismanagement styles
 Good Manager:
 A well-rounded person
 Knows Himself
 Accepts Himself
 Identifies Excellence in Others
 Accepts differences of Opinion
 Can Manage Conflict
 Creates a Learning Environment

17. E
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A
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18. Goals:
1. Solve the actual organizational and managerial problems
2. Establish team building
3. Provide for individual growths
4. Provide for managerial training