LogoLogo
  • What is Adizes?
    • Adizes Institute
    • Adizes Organizational Therapy
    • Dr. Ichak Adizes
  • 🅰️Dictionary of Terms
    • PAEI
    • capi
    • Organizational Lifecycle
    • Formula Of Success
    • Change Map
    • Decision Making Process
    • Adizes Organizational Transformation
    • 🤝Symbergy
  • 🔠Wiki
    • 8-step Decision-Making Process
    • a
    • Abnormal Problems
    • Accept (a decision)
    • Accommodate
    • Accumulate
    • Accountability (Managerial)
    • Administrator
    • Adolescence; Adolescent Organization
    • AED (Adizes Executive Dashboard)
    • Affair
    • Allocated Expenses
    • Aristocracy; Aristocratic Organization
    • Arrest
    • Arsonist
    • Attribution Analysis Spreadsheet
    • Authorized Power (ap)
    • Backup Behavior
    • Behavioral Curve
    • Benevolent Prince
    • Best in Class
    • Black Book
    • Blue Book
    • Blue Internal Profit Center
    • Brackets
    • Bureaucracy; Bureaucratic Organization
    • Bureaucrat
    • Caminando y Hablando
    • Cascade
    • Cascaded Syndag
    • Chain of Causality
    • Charges to/from
    • Charismatic Guru
    • Christmas Tree
    • Client
    • Client Interface
    • Colleague
    • Column 0
    • Column 1
    • Column 2
    • Column 3
    • Column 4/5
    • Column 6
    • Committee
    • Complementary Team
    • Conceptual Foundations
    • Conduit
    • Constraint Goal
    • Constructive Conflict
    • Consultant
    • Contribution to/from
    • Cost to/from
    • Courtship
    • Creative Contributor
    • Deadwood
    • Death
    • Decentralization
    • Defreeze
    • Dog and Pony Show
    • Delegation
    • Deliberate
    • Demagogue
    • Democraship
    • Destructive Conflict
    • Deterministic Goal
    • Developmental POC
    • Dialectic Convergence
    • Dotted Line
    • Dotted-Line Reporting
    • Dramatic Reading
    • Driven Force
    • Driving Force
    • Early Bureaucracy
    • Entrepreneur
    • Executive Committee
    • Imperatives of a Decision
    • Implementor
    • Make (a decision)
    • Participative Organizational Council (POC)
    • Participative Organizational Council POC), Developmental
    • Phase 0
    • Phase I
    • Phase II
    • Phase III
    • Phase IV
    • Phase V
    • Phase VI
    • Phase VII
    • Phase VIII
    • Phase IX
    • Phase X
    • Phase XI
    • Page
    • Recrimination
    • Responsibility
    • Roles of Management
    • Synerteam
    • Take (a decision)
    • Yellow Internal Service Center
    • Witch-Hunt
  • 📖Library
    • Books by Dr. Ichak Adizes
      • 🧠The Ideal Executive: Why You Cannot Be One and What To Do About It
        • Introduction
          • Organization of the book
        • 1. Barking Up The Wrong Tree
          • A Corporate Fairy Tale (The Outdated Paradigm)
          • What is "Management"?
          • The Fallacy
        • 2. The Functionalist View
          • The Tasks of Management
          • The (PAEI) Code
          • The (P)roducer – (Paei) style
          • The (A)dministrator - (pAei) style
          • The (E)ntrepreneur – (PaEi) style
          • The Integrator – (paeI) style
          • Summing up the Functionalist View
        • 3. What Causes Mismanagement?
          • The Myth Of The Perfect Manager
          • (PAEI) Incompatibilities
          • The impossible dream
        • 4. Mismanagement Styles
          • Confronting the Inevitable
          • The Lone Ranger (P---)
          • The Bureaucrat (-A--)
          • The Arsonist (--E-)
          • The SuperFollower (---I)
          • The Common Denominator
        • 5. Working Together
          • A complementary team
          • The Bad News
        • 6. Can We Talk?
          • A Window on Managerial Styles
          • The Inevitability of Miscommunication
          • Translator Needed
        • 7. Constructive Conflict
          • Good Conflict, Bad Conflict
          • Honoring Diversity
          • Back to the Paradigm
        • 8. Structuring Responsibilities Right
          • Organizational Ecology
          • Why Structure Matters
          • Structuring for Accountability
          • Back to the Functionalist View
          • A template for Good Structure
        • 9. Matching Style to Task
          • Diagnosing a Type
          • Coding Jobs: A Basic Template
          • The Complementary Team Jigsaw Puzzle
        • 10. The Right Process: the Dialogue
          • The Managerial Tower of Babel
          • Dealing with a (P) – A (P)roducer or Lone Ranger
          • Dealing With an (A) – An (A)dministrator or Bureaucrat
          • Dealing With an (E) – An (E)ntrepreneur or Arsonist
          • Dealing With an (I) - an (I)ntegrator or Superfollower
          • Keeping Your Styles Straight: A Cautionary Tale
        • 11. Converting Management by Committee into Teamwork
          • The Communication Blues
          • Questions, Doubts, and Disagreements
        • 12. The Right People and Shared Vision and Values
          • The Role of Leadership
          • Sharing Vision and Values
          • The Visioning Process
        • 13. Nurturing the Wrong Tree?
          • The Wrong Tree
          • Traditional management Squashes Potential
          • The Management Training Gap
        • 14. The Mission of Management and Leadership Education
          • Decision-Making Programmability
          • The Effectiveness of Training
          • Delegation and Decentralization
          • What Organizations Can Do Themselves
          • The Dark Side of Formal Education
      • 📈Mastering Change: Introduction to Organizational Therapy
        • Acknowledgments
        • Introduction to the new edition
        • Management, Executives, Leadership…
        • Conversation 1: Change and Its Repercussions
        • Conversation 2: On Parenting, Management, or Leadership
        • Conversation 3: Predicting the Quality of Decisions
        • Conversation 4: Efficiency and Effectiveness
        • Conversation 5: The Incompatibility of Roles
        • Conversation 6: Management, Leadership, and Mismanagement Styles
        • Conversation 7: What to Do About Change
        • Conversation 8: Responsibility, Authority, Power, and Influence
        • Conversation 9: Predicting the Efficiency of Implementing Decisions
        • Conversation 10: What Makes the Wheels Turn
        • Conversation 11: How to Communicate with People
        • Conversation 12: Perceiving Reality
        • Conversation 13: Quality of People
        • Conversation 14: How to Convert Committee Work into Teamwork
        • Conversation 15: The Adizes Program for Organizational Transformation
      • 🔄Managing Corporate Lifecycles
        • Introduction
        • Chapter 1. Change and Its Repercussions
        • Chapter 2. Courtship
        • Chapter 3. Infancy
        • Chapter 4. The Wild Years: Go-Go
        • Chapter 5. The Second Birth and the Coming of Age: Adolescence
        • Chapter 6: PRIME
        • Chapter 7: The Signs of Aging n
        • Chapter 8: The Aging Organizations: Aristocracy
        • Chapter 9: The Final Decay: Salem City, Bureaucracy, And Death
        • Chapter 10: Tools For Analysis
        • Chapter 11: Predicting The Lifecycle: A Metaphorical Dance
        • Chapter 12: PAEI And The Lifecycle: Stage By Stage
        • Chapter 13: Predicting The Capability To Solve Problems
        • Chapter 14: The Causes Of Organizational Aging
        • Chapter 15: Structural Causes Of Aging
        • Chapter 16: Organizational Therapy
        • Chapter 17: Treating Organizations On The Typical Path: A Contingency Approach
        • Chapter 18: The Optimal Path
    • Other Books
  • 🔗Adizes Resources
Powered by GitBook
LogoLogo

Social Media

  • LinkedIn
  • Twitter
  • Instagram
  • YouTube

Contact Us

  • Website
  • Submit a form
  • Get certified
On this page

Was this helpful?

  1. Dictionary of Terms

PAEI

The four roles an organization must perform to be healthy, are known individually as the (P), (A), (E), and (I) roles of management.

PreviousDictionary of TermsNextcapi

Last updated 1 year ago

Was this helpful?

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.

What happens when 1 role is taken to the limit?

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.”

🅰️