PAEI
The four roles an organization must perform to be healthy, are known individually as the (P), (A), (E), and (I) roles of management.
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The four roles an organization must perform to be healthy, are known individually as the (P), (A), (E), and (I) roles of management.
Last updated
ROLES OF MANAGEMENT: The four roles an organization must perform to be healthy, are known individually as the (P), (A), (E), and (I) roles of management. These four roles make the organization effective and efficient in the short and long term. Because they are in conflict with one another, an organization must continuously seek to balance these roles in a way that best serves the organization within the context of events taking place in its industry (external factors), and it's evolving lifecycle location (internal factors).
(P)RODUCER: The role of management that helps make the organization effective in the short term by making the organization more functional. The (P) role is what gets things done in an organization.
(A)DMINISTRATOR: An essential role in all Adizes sessions, including Synerteams. The Administrator’s responsibilities include scheduling meetings, ensuring that notes are taken and that decisions are documented and communicated to relevant people, securing the proper form and setting for a meeting, and taking care of time (e.g., length of breaks, collecting fines from people who are late to the session).
(E)NTREPRENEUR: The management role that helps make an organization effective in the long term by making the organization more proactive through creative thinking, seeing the big picture, and imagining what the future will bring.
(I)NTEGRATOR: The role of management that makes an organization efficient in the long term by making the organization more organic, raising the organization’s awareness of its own interdependency. The (I) role is strengthened through personal relationships and the understanding that the organization will succeed or fail as one.
COMPLEMENTARY TEAM: A team in which the various members have different strengths and weaknesses but together fulfill all (PAEI) roles of management.
MISMANAGER: A manager with one or more gaps in his (PAEI) code. A gap in the code implies that the manager does not understand or respect the need for that perspective. For example, a Charismatic Guru with the code (P-EI) is a mismanager because he has a gap in the (A) role.
LONE RANGER: A mismanagement style with the code (P---). This mismanagement style strictly focuses on the what and little else. Lone Rangers are achievement-oriented and like to get things done. They are known as hard workers and straight shooters. They tend to favor the solution that is easiest to implement and not necessarily the solution that solves it. The Lone Ranger is also often labeled a workaholic.
BUREAUCRAT: The mismanagement style with the code (-A--) strictly focuses on how something is done. Bureaucrats are highly risk-averse and slow in decision-making because of paralysis due to over-analysis.
ARSONIST: A mismanagement style with the code (--E-). This mismanagement style strictly focuses on the big picture questions of “why not” and “by when.” Arsonists are highly change-oriented and like taking risks. They make decisions quickly and do not like to get bogged down in details.
SUPER FOLLOWER: A mismanagement style with the code (---I). Super Followers are strictly focused on the who in a situation. They are very politically sensitive, and value consensus above all. They do not lead but rather wait for consensus to be formed and then follow.
DEADWOOD: A mismanagement style with the code (----). This style solely focuses on survival. Deadwood does not resist change but, at the same time, does nothing to contribute to the change effort. Deadwood is typically correlated with people who “have no problems.”
