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      • 🧠The Ideal Executive: Why You Cannot Be One and What To Do About It
        • Introduction
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        • 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          • A Corporate Fairy Tale (The Outdated Paradigm)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
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          • 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)
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        • 5. Working Together
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          • The Managerial Tower of Babel
          • Dealing with a (P) – A (P)roducer or Lone Ranger
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          • Dealing With an (E) – An (E)ntrepreneur or Arsonist
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          • The Management Training Gap
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      • 📈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
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      • 🔄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
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  1. Library
  2. Books by Dr. Ichak Adizes
  3. The Ideal Executive: Why You Cannot Be One and What To Do About It
  4. 3. What Causes Mismanagement?

The impossible dream

Previous(PAEI) IncompatibilitiesNext4. Mismanagement Styles

Last updated 2 years ago

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Now, let’s go back to our , to the summary of what a manager should do, and classify each task in (PAEI) terms. It should become clear that what is expected from ideal managers, executives, leaders, is to be (PAEI)s and since the roles are incompatible, at a point in time, that can not happen, or it will be extremely rare to happen.

The ideal manager is knowledgeable and achievement-oriented, (P); detail-oriented, (A); systematic and efficiency-oriented, (A); organized, a logical and linear thinker, (A); charismatic, visionary, a risk-taker, and change-oriented, (E); and sensitive to people and their needs, (I).

He can integrate all the necessary people to achieve goals successfully, (I). He knows how to build a team while making himself dispensable, (I). He judges himself by how well his group performs; by how well, together and individually, the group members achieve their goals, and by how well he facilitates the achievement of those goals, (IP).

He listens carefully, not only to what is being said but also to what is not being said, (I). He understands the need to change, (E), but introduces change cautiously and selectively, (A). He is able to identify leadership potential among his staff and is not afraid to hire and promote bright, challenging subordinates, (I).

He doesn’t complain when things go wrong, but offers constructive criticism instead, (I). His subordinates are not afraid to report failures; they know that he will be reasonable and supportive, (I). He encourages creativity, (E), and looks for support, (I), in decisionmaking. He is charismatic, (E), capable of motivating others to work hard to achieve the goals of the organization, (IP). He can delegate. (To delegate, one transfers the (P) role to someone else.) He trains his subordinates systematically, (A). He resolves conflicts diplomatically, respecting people’s expectations and ambitions and appealing to their social consciences, (I). He shares information instead of monopolizing it and using it to gain power, (I).

He is driven by a strong code of values, (I). He is analytical and action-oriented, (P); sensitive without being overly emotional (I). He seeks results, (P), but never by sacrificing the process, (A). He systematically develops markets, production facilities, finances, and human resources for the organization, (E).

What else does management involve? According to the dictionary definitions we examined earlier, “to manage” means to: Operate, (PA); organize, (A) or (pAei); rule, (A) or (pAei); control, (A) or (pAei); achieve goals (Paei); and lead, which could be any of these three combinations: (PaeI), (pAeI), or (paEI). (See for more detail on the qualities of leadership.)

Finally, he must be able to plan. This requires having specific results in mind, (P); having a vision for the future, (E); paying attention to the details of implementation, (A); and gathering support from those who will perform implementation, (I). Thus, this one task alone requires all four roles.

He must be able to control, (A) – but here, again, the control must be in the service of facilitating a result, (P), without losing flexibility, (E); and it must be generally supported by the people to be effective, (I).

When you add it all together, what do you get? A (PAEI) – and that is too much to ask for. That is why neither you nor I nor any of the gurus who teach and preach management can actually be the ideal managers they claim they can create.

What should we do, then? Does this mean that every company and organization, by definition, will be mismanaged?

Feeling incompatibilities in your organization? Maximize your managerial potential by exploring the . Gain clarity on your strengths, weaknesses, and unique managerial style to excel in your career.

Now that we have defined management, and why the ideal executive does not and can not exist, and described the styles of normal managers with strengths and weaknesses, we should proceed to describe mismanagement styles that should be avoided, and then we will be ready to prescribe what good management is and how it works.

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Chapter 11
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