How to solve the crisis of mismanagement

How to solve the

Mismanagement Crisis

Ichak Adizes

1979

3/7/2015 1(c) Sachidananda

About the Author

3/7/2015 (c) Sachidananda 2

Source: http://www.independent.com/news/2010/jun/29/master-management-life-and-career/

Source: http://www.adizes.com/ and http://www.ichakadizes.com/

• One of the Top 30 Thought Leaders in the United

States

• 17 honorary doctorates from universities in 10

countries

• Was a tenured faculty at UCLA, and a visiting

professor at Stanford, Tel Aviv

• Founder of the Adizes Institute

• 17 books published in 26 languages

• The current book was his 3rd book

Ichak Adizes

“The history of Adizes dates back to the spring of 1966, when a young Ichak

Adizes, as part of his doctoral dissertation, studied the Yugoslav industrial

democracy-management system. This democratic approach to management stood

in stark contrast to the top down management approach used in the United States,

and it was by studying these two approaches and evaluating their relative

strengths and weaknesses that the Adizes® Methodology was first conceived.”

http://www.independent.com/news/2010/jun/29/master-management-life-and-career/

http://www.adizes.com/

http://www.ichakadizes.com/

Management RolesThe necessary and sufficient roles to be performed for long

term effectiveness and efficient operation of theorganization:

• The Producer (P): Manager is expected to achieve resultsor produce services equal to or better than those of thecompetition.

• The Administrator (A): Manager schedules, coordinatesand verify implementation. They see to it that the systemworks as it was designed to work

• The Entrepreneur (E): Manager has to generate his/herown plan of action, be a self-starter, be creative toindentify new course of action and be willing to take risks

• The Integrator (I): the manager would have to ensure thathe/she is dispensable, i.e. the system would continue towork even in the managers’ absence.


Mismanagement styles

• P_ _ _ : The Lone Ranger

• _ A _ _ : The Bureaucrat

• _ _ E _ : The Arsonist

• _ _ _ I : The Superfollower

• _ _ _ _ : The Deadwood

• P A E I : The Textbook Manager


Person’s Style

Subordinates


Lone Ranger:Style: Go-fors

Promoted: allways available

Praises: Results

Not informed: what they could really

do

Dysfunctional: wait to be given –

horse around till then

Bureaucrat:Style: yes-yes people

Promoted: donot violate rule

Praises: Process; results ?

Not informed: Org transgressions

Dysfunctional: beat the sys to

show it can be controlled

Arsonist:Style: Claques

Promoted: follow dir enthusiastically

Praises: appearance of hard work

Not informed: why shouldn’t be

done

Dysfunctional: excuses for lack of

performance

Superfollower:Style: “sunshine spreaders”

Promoted: If they get along

Praises: Getting along

Not informed: true feelings if it

destroys consensus

Dysfunctional: create rumors to get

attention

Deadwood:Style: Deadwood

Promoted: do nothing

Praises: add to glory

Not informed: anything

Dysfunctional: nothing done, get

out while they still can

Textbook Manager:Style: Varying

Promoted: managerial quality, good

team members

Praises: Process and results

contribute

Not informed: everything

Dysfunctional: all

observable/constructively treated

Time Management, Staff Meetings and

Managerial Practice


Lone Ranger:FIFO (self); arrive late & leave early

(sub);

group meetings are rare – prefers 1-

on-1;

Latest crisis sets agenda;

Training – do as I do;

Systemic management – time

consuming;

Annoyed by Conflict;

Resists change – no time! Accepts if

produces results promptly;

Cherishes technical info;

Creativity dispersed through the org;

Bureaucrat:Self & Sub: arrival/departure on

dot;

Freq/Regular meetings with good

attendance, has long detailed

agenda;

Detailed discussion, top-down;

Overdone training;

Enjoys control and procedures;

Conflict: Ignores/Fights;

Resists change (threat to control);

Administrative – doesn't share

info;

Dispersed -Suffocated by

creativity; -

Arsonist:Self (random) Sub: (long hours)

Freq and impromptu

Frequent – latest idea

1-to-many, top-down, sketchy,

Training not at expense of pet

project

Avoids/Abhors any systems

Conflict – prod subordinates (src-

self)

Thrives on change (self); resists

others

Info of Oppt/Threat, doesn't share.

Creativity – monopoly of selfSuperfollower:Appropriately (self); with him (sub)

Meet: Regular as expected

Desired, freewheeling, agenda-

anyone

Interpersonal training

Suspicious of system

Likes conflict if he can resolve it

Change – accepts if augments him

Info- who stands where on what issue

Creativity – integrated by him

Deadwood:As needed for survival(self), as

they wish(sub)

Meet Regular but rare, low

attendance, past irrelevant

success

Some1 talks, few listen

Train: motion w/o substance

SysMan: Ritual w/o reality

Fears conflict – misunderstanding

Any info got – wont be shared

No focus on creativity

Textbook Manager:Needed by the job (self/sub)

Regular & impromptu, as needed

Voluntary, strategic-planning

agenda, any1 with sig and relevant

contribution

Train: learn from one another

SysMan: acknowledge and

practices

Conflict: statesman like effort 2

resolve

Introduces change cautiously

Info located where needed, shares

Encouraged - Constructive/action-

oriented

Attitude towards Other

Managers


Others

StyleP,_,_,_ _,A,_,_ _,_,E,_ _,_,_,I _,_,_,_

P,_,_,_ AppreciatesQualifies

Criticism

Qualified

ApprovalAccepts

Uses,

exploits

_,A,_,_ Disrespects Approves Abhors Dislikes Adapts to

_,_,E,_ Avoids Abhors Resents Plays up toScared stiff

of

_,_,_,IDisrespects

or IgnoresSuspicious Likes Suspicious Likes

_,_,_,_ Despises Ignores Ignores LikesComfortable

with

PAEIQualified

Approval

Org Passages


paEi Courtships Courting the idea of an org

Paei Birth Infant org

PaEi Childhood Go-Go org

pAEi Teenage years Adolescent org

PAEi Maturity Prime org

PAeI Middle age Stable org

pAeI Twilight years Aristocratic org

-A-i Retirement Early Bureaucracy

-A-- Senility Bureaucracy

---- Death Bankruptcy

Org aging = f ( time, market share, functionality of org structure)

Org Lifecycle


Key to fix


Aspiration Rate

=

Desired Conditions

Expected

Conditions

- 1


QUESTIONSTHANK YOU

How to solve the crisis of mismanagement

Leadership & Management

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