How to solve the mismanagement crisis

21 Jan 2012

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How to solve the mismanagement crisis

  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. (----) 
  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 i A P
  18. Goals: 1. Solve the actual organizational and managerial problems 2. Establish team building 3. Provide for individual growths 4. Provide for managerial training