Synopsis: Adizes I., “An Ideal Leader: Why They Should Not Become, and What Follows From This”
In his book, Dr. Yitzhak Calderon Adizes criticizes the existing managerial education system. The main problem is the impossibility of the existence of an ideal manager, described in books, who will easily solve any problem in any conditions. The very concept of "Management" is vague and is often given and understood in different ways. The author gives his universal definition of management: "this is ensuring the effectiveness and efficiency of the organization in the short and long term." It should be applicable to any type of organization, be it a family, nonprofit organization, company or government.
From this definition, 4 main management functions follow: production (P), administration (A), entrepreneurship (E) and integration (I). Together, they are called the PAEI code, which is used to evaluate the management style of a manager. No one is perfect and cannot be strong in all four components at once, and they are required for the successful operation of the organization.
The way out is a complementary team of managers, each member of which is strong in one or several directions, and together they completely cover the entire PAEI code. But this approach is complicated by the relationships of people using a different management style.
The book discusses the difficulties of creating such a team, the inevitability of conflicts and their benefits, ways of transforming destructive conflicts into constructive ones, the role of a leader, organizational structure and a look at the company's values. It gives a vision of how to change the approach to training managers in universities and companies. In addition, the author constantly reinforces his ideas with the extensive experience of “healing” various organizations in many countries, showing how the world is constantly changing and how its methodology allows you to adapt and survive in these conditions.
Management as a profession has developed rapidly over the past century, but the ideal still does not exist. Tales of him are not reflected in life. The educational literature ascribes to the manager dozens of duties, implying the ability to do everything at once. In practice, all people have minuses and weaknesses, one has to reckon with this and look for workarounds. Management is too complex a process for one person to handle. It is better to perform individual functions than to do everything mediocre.
Another problem is that there is no universally accepted definition of the word “management”. There are millions of managers, but no definition. In practice, management often also understands such things as hierarchy, one-pointedness of the process from top to bottom, destiny of the elect (value component), and individual management work. A different understanding of the process is connected with the peculiarities of the social and political structure (the USSR and Yugoslavia with their communism, the USA and Israel with their culture of individualism and Japan, focused on interpersonal relations), different translations of the word manage and the confusion they cause.
The author considers the discrete division of people into workers and managers wrong. By manager, he understands a process in which people who do not occupy leadership positions and do not have subordinates can take part. This should not be a one-way process of “managing a subordinate,” but entering into a dialogue. The problem is in the current statement of the question: it describes how the management should look, and not in why and how to come to this. The new paradigm requires a connection with reality, the ability to manage this reality, universality, free from value judgments.
All organizations have one goal - to satisfy the needs of their customers. Only the effectiveness of this process is measured in different ways. Without this goal, trying only to survive, it would be like cancer. The organization must be managed so that it has existed for thousands of years, such as a church. The four functions of the PAEI code are necessary and sufficient for such control. Production (P) ensures short-term effectiveness, administration (A) - short-term efficiency, entrepreneurship (E) and integration (I) - respectively, long-term effectiveness and efficiency. (E) is associated with creativity risk. (I) defines the atmosphere in the organization, its viability and value system. In the work, these codes correspond to the questions: what (P), how (A), when / why (E) and who (I).
In a healthy company, all four functions are performed at the proper level. It is functional, systematized, anticipatory external changes, a single organism. If any of the functions is missing, then the company is sick. And diseases have its predictable causes, symptoms and consequences. For example, we consider countries with excessive administration or integration and inadequate entrepreneurship (USSR and Japan). Depending on the stage of the life cycle in organizations, distortions in management style are traced. So, young companies are usually dominated by (P) and (E), to which (A) is added when growing up, but in old age we have a pronounced (A) - bureaucracy. To survive this aging, you need to constantly rejuvenate and adjust the style. As with vitamins, for proper effect, the intake of PAEI functions must be balanced.
Consider individual management styles. Uppercase letters denote strengths, and lowercase - performed at a satisfactory level. It is important for the manufacturer (Paei) to know his client, his needs, market features, technology, he needs motivation to achieve a result, the ability to finish the job. The administrator (pAei) doesn’t do the production himself, but makes the whole system work, he needs attention to details, organization of the process, avoiding the invention of bicycles, strict adherence to the procedures, he keeps to the budget, controls the deadlines, monitors implementation, anticipates problems and breaks down crazy ideas into to smithereens, covers the rear, serves those who achieve results. Entrepreneur (E) plans for the future, works with changing realities, makes implementation plans for (A), works today, to get the result tomorrow, he puts forward a lot of successful and not very ideas, rushes between them, is ready to act and take risks, knows what he wants and why, always sees the goal. He has the gift to see through the fog, he does not need to see the whole elephant, he already understands what’s the matter with one big ear and trunk, this requires a creative approach, supplementing the available information with something of his own, without creativity, even seeing the whole elephant, there are doubts , the need to touch and measure it. Integrator (I) gives people the communication they need with their own kind, turns the mechanistic system into an organic one, brings people together, seeks teamwork, compensates for the shortcomings of one member of the group with the advantages of others, turns individual entrepreneurship into a group, allows the organization to outlive its leaders, protects the global interests of the company, the most creative work of all, as it is connected with other people, seeks the deepest and not superficial, does not allow the indispensability of people, subtly feels other people, understands the difference between what is said and implied. Without (I) the skill of not being a leader. The above tasks are not performed by themselves, someone has to deal with them, this is management, regardless of the position or being in the company staff.
Definitions are given, but the ideal is not visible. And it will not be visible, perfection is not possible, since everything is subject to change. That it was good at one moment in time, cannot be such constantly. Another reason is that these functions conflict with each other. Coinciding in time they lower efficiency of each other. (P) and (E) threaten each other. Control (A) affects productivity (P), more generally, it is a struggle of form and function. (A) mechanistic, (I) requires organicity. (P) requires urgency, and (I) calls for tolerance. (E) longs for change, and (I) seeks harmony, which he takes apart (E). The opposite happened in Japan, where (I) won and successfully won (E) for a long time, the family supplanted the revolution. (A) c (E) is conservative versus radicalism. The only useful incompatibility is obtained when (I) inhibits the growth of (A).
Recalling the need for a complete PAEI code, we consider the consequences of a lack of a function. To simplify, the most extreme manifestations are considered. A lone hero (P ---) will go ahead, breaking through walls, will not cope with administration, will not have a creative start, will not generate ideas, will not care about team work, will work day and night, success will be measured by the intensity of his work, he understands everything literally , hates meetings, does everything only by himself, transfers the work when it is too late and failure has occurred, confuses quality with quantity, his employees are errand boys, people are tools, he does not see the big picture. The bureaucrat (-A--) is too focused on details, does not take risks, the schedule is sacred for him, sees the cost, but does not understand the value, only control over what is important is important, works with his own kind, spends a lot of time on meetings and little things, hinders new projects, makes colleagues work around, his typical answer is “No!”. The arsonist (--E-) eternally rushes between decisions and is obsessed with innovation, the main question is: “Why not?”, His work schedule is unknown to anyone, has no plan, his subordinates applaud, but do nothing, since tomorrow plans change, cannot concentrate, look for the guilty, adore chaos, completely ignore details, soar in the clouds and don’t see what is happening on earth, use numbers only as a guide, contradict himself, emotional, can’t tolerate doubts about his ideas, not knows how to listen to others, exaggerates, a budget for not on does not matter. An ardent supporter (--- I) is a politician, there is no opinion, he adheres to strangers only while it is profitable, he is interested only in visible agreement with others, does not solve deep-seated problems, doesn’t accept solutions that are glowing, even communicates with someone, constantly communicates with someone, finalizes the information with his accents and details, he cannot be put into clean water, he is always quirky and evasive, works with similar ones, using people as agents to probe the soil around. Dead stump (----) is obtained from the above, is not able to perform any functions, is accommodating, friendly, safe, people tolerate it and do not offend him, he has no initiative, his only goal is to save his place, avoid changes and new work, he doesn’t resist, agrees to everything and does nothing, looks for ways to show his own significance, acts purely mechanically, does not complain. all work done - water, imitation of activity,
To achieve the completeness of the PAEI code, and it requires a complete coverage of all functions at a good level, you need to bring together a team of carriers of different styles, whose strengths can be combined to obtain a complete PAEI. It makes no sense to clone your advantages if there is no one to close the disadvantages that everyone has. In such a team, participants should not have dashes, and the team itself should not have a mediocre level of performance of any of the functions. People with dashes will not be able to hear others; the styles of others should be accepted and welcomed. Team members are aware of their disadvantages and seek to compensate for them. The group does not imply equality, it needs a leader and it favors individual leadership. In such a group, it is good to consult about problems, as other participants will most likely have their own different view. The only difficulty here is that you need to put up with each other's styles, and this is far from easy. Decisions must be honestly criticized from the standpoint of all four functions, conflict cannot be avoided. Sources of conflict: purpose, information and reward.
Management styles differ in a number of areas: whether a process is structured or not, local and global focus, slow or fast speed, priority to a process or result. Most conflicts between carriers of opposing styles (P - I, A -E), but not everything goes smoothly with neighbors. Another reason is the different attitude and use of words (yes / no / maybe), due to which there are different interpretations. There are different ways of expressing consent or disagreement, which are understood by the participants in the discussion in their own way. People confuse the real, the required, and the desired. Here you need a translator. To understand the opponent, you need to consider his style.
So conflict is inevitable. Is it bad? Not always, the presence of conflict shows the effectiveness of management, the main thing is to know the measure and use it constructively. If employees do not get along, then they spend energy on internal conflicts, but they could be engaged in external marketing. It is important to increase the ratio of external and internal energy expenditure. We need to make the differences between people work for us, not against us. This can only be achieved by creating in the team an atmosphere of mutually beneficial trust and respect. Then conditions favorable for learning are created and the conflict is not considered as a threat, but as an opportunity to learn something new. We grow due to disagreements. Even if a different approach is unpleasant, it still makes it possible to develop due to new ideas. In most cases, a conflict discussion can be completed by mutual decision making, moreover, it will be even better after being honed by two different people. The potential of such a group is higher than the capabilities of individual participants. But if two people absolutely agree on everything, then you can do without one of them.
Even if the decision was made, it still needs to be implemented. This requires a commonality of interests of all participants in the process, but it is difficult to constantly maintain, since people's interests are often opposite. One way out is to strive for common interests in the long run. Then participants can come to terms with the local disadvantage of the situation for themselves in the name of future benefits, because everyone works for a common large-scale goal.
For trust and respect, we must accept those who are not like us. This is not easy, since it is difficult to communicate with them and understand them. You need to be able to listen, you need patience, sometimes it is painful. Tolerance begins with patience. Once again, all these sacrifices in the name of something new. When trusting, having made a decision, team members disperse to implement it, and do not look at each other, waiting for a blow to the back. It is important to take a well-thought-out collective decision and quickly implement it afterwards, rather than accepting it individually and introducing eternity. The possibility of creating such an atmosphere is determined by four factors: (1) the right people are the most valuable asset, now it is fashionable and true, it is difficult to find and painfully lose, it is much easier to change material objects, the wrong people need to be sent to competitors, (2) the process requires skill communicate in all PAEI languages, moreover,
Another important rule: slow down in case of conflict. It’s better to slowly but surely solve the problem than to fly away into a ravine at speed. Typical abnormal behaviors include annoyance, increased voice, interruption, and fist banging on the table during stubborn argumentation. The result of this behavior is a destructive conflict. The best and most successful leaders with aggravation of the conflict are becoming calmer and calmer. The author calls this the duck theory of management: an outwardly unflappable duck very quickly picks its paws under water. The conflict does not need to be avoided, but it is necessary to delve into it as deeply as possible.
But will the right team be enough to achieve the goals of the organization? This team will personify the form and function of the organization. However, if the manager is not in the right place to give the maximum result, he will have to adapt himself to his duties, which will reduce his effectiveness. It requires the right organizational structure and processes. Robert Frost wrote: "The neighbor is good when the fence is good." The structure provides an area for effective application of efforts, as it determines what kind of support from other units you can count on and what tasks you need to concentrate on yourself. It should minimize the areas of overlapping responsibilities and reverse ownerless areas of activity.
The correct structure contains 3 important components:
An interesting article is given regarding the distribution of information along the structural hierarchy. If a person has only one source of information for making a decision, then he becomes a hostage of this source, not being able to verify the authenticity of information and get an objective picture. A scheme with several unrelated sources with their own points of view works much better. This will make it possible to obtain a more complete and voluminous picture, will make it possible to combine this information to obtain new and effective use of it.
With serious revisions to the company's mission, restructuring is indispensable: what was effective in the previous activity is unlikely to be the best tool in another context, the old structure will conflict with new goals. Conscious pain during the reconstruction of structures is necessary in order to avoid even worse consequences in the future. One of the typical mistakes in such a situation is when changing the course of the company to change processes instead of structure. Ideally, a strategy should manage the structure, but in practice it often happens the other way around. As a result, it turns out that the tail begins to wag the dog. This is due to the fact that the restructuring process is painful and risky, especially for its organizer, but it is much easier to change the strategy. Why then again such difficulties? The fact is that the structure is stagnating, turns into a habit and loses its effectiveness, it will begin to determine the process (function), although initially it was the process that determined the structure (form). If you do not review it, then it will die.
Unsuccessful examples of the structure: combining sales and marketing with a single manager (their functions (P) and (E) will interfere with each other, at least one of them will suffer), the combination of accounting and finance ((A) versus (E)), Research and Production Department ((E) and (P)). An effective basic model divides the directions at least into: Production (P), Sales (P), Marketing (E), Research (E), Human Resource Management (A), Personnel Development (E), Accounting (A) and Finance (E) ) and the CEO of the company (I). Its practical implementation is highly dependent on the stage of the company's life cycle. So, a young company may look like: Production (P), Sales (P), Human Resources (A), Accounting (A) and CEO (EI), replacing marketing, finance and research.
After determining the structure, you need to pick up people. To find out whether a person is suitable, you need to understand his style. A rough idea of it can be obtained by the order and number of questions of (P), (A), (E), (I) -types asked by a person. You should also understand what styles of the current team members need to be supplemented, what are the requirements of the tasks, at what stage of the life cycle of the organization. At the stage of formation, more (PE) people are required, in youth - (PA), after - (AE), during heyday - (EI), during aging - (PE), and in case of crisis (P). Style should bring maximum benefit in an appropriate place, otherwise there is a need for costly retraining of a person. You can evaluate the need for a particular style by the following criteria: a job is well planned or easy to learn (P / A), requires abstract thinking (E / I), you need to work under stress (P), work is structured (P / A), initiative is required (E), large uncertainty of long-term factors (E), uncertainty of short-term factors (P), transformation is required (E), risk is required (E) , interaction is necessary (I), attention is required to details (A), control of terms and results is required (A), short-term (P) or long-term results (E) are needed, direct responsibility for success or failure (P, it is considered that he is ready more than others to direct responsibility). So, for example, the basic model of posts assumes (RA) -the orientation of the production workers, (PE) - marketers, (PE) - engineers and researchers, (PI) - sellers and their (PA) boss. large uncertainty of long-term factors (E), uncertainty of short-term factors (P), transformations are required (E), risks are required (E), interaction is required (I), attention to details is required (A), timing and results are required to be controlled (A) , need short-term (P) or long-term results (E), direct responsibility for success or failure (P, it is believed that he is ready more than others for direct responsibility). So, for example, the basic model of posts assumes (RA) -the orientation of the production workers, (PE) - marketers, (PE) - engineers and researchers, (PI) - sellers and their (PA) boss. large uncertainty of long-term factors (E), uncertainty of short-term factors (P), transformations are required (E), risks are required (E), interaction is required (I), attention to details is required (A), timing and results are required to be controlled (A) , need short-term (P) or long-term results (E), direct responsibility for success or failure (P, it is believed that he is ready more than others for direct responsibility). So, for example, the basic model of posts assumes (RA) -the orientation of the production workers, (PE) - marketers, (PE) - engineers and researchers, (PI) - sellers and their (PA) boss. control of terms and results (A) is required, short-term (P) or long-term results (E) are needed, direct responsibility for success or failure (P, it is believed that he is more ready than others for direct responsibility). So, for example, the basic model of posts assumes (RA) -the orientation of the production workers, (PE) - marketers, (PE) - engineers and researchers, (PI) - sellers and their (PA) boss. control of terms and results (A) is required, short-term (P) or long-term results (E) are needed, direct responsibility for success or failure (P, it is believed that he is more ready than others for direct responsibility). So, for example, the basic model of posts assumes (RA) -the orientation of the production workers, (PE) - marketers, (PE) - engineers and researchers, (PI) - sellers and their (PA) boss.
How can people with different styles understand each other? It is like talking in different languages. The best way to be heard is to match the style of the interlocutor, you should not count on adjusting others for yourself. Even the most notorious (E) will not go for a bank loan in training and slippers. You need to entice people with your ideas, and in order to succeed, you need to understand who you are enticing (sellers rule: know the customer) and who he sees you (the answers will be based on this image). My boss is anyone who needs to be carried away by an idea. This should be done not at the expense of power, but by influence.
When communicating with (P), the problem is important, the crisis, he will not be distracted by anything less, you need to speak only about the case and better from the end, indicating a solution that is already in the works. From him you need to get only approval for this work, he will never begin to transfer the initiative. For (A), crises are not important; he is interested in processes and rules. The problem needs to be described from this perspective, referring to the regulations. It is necessary to collect a maximum of information, all the smallest details, in advance to obtain the required approvals. If there is a risk, then you need to take it on yourself, because (A) the risk does not accept. Formality of communication is also important, all meetings should be held strictly according to a schedule and a predetermined plan. All estimates must be issued with their correction factor, for some it can be 3, for someone it is 6. You can’t rush and rush anywhere (A), he needs to think over hundreds of details, it is important to follow this process and catch the switching of his attention between the acceptance of information and its reflection. In order not to stray from this pace yourself, you can write down counter-questions at the end of your story, but in no case ignore them. You can’t smack nonsense before (A), he takes everything literally, you need to give only accurate information. When we want to convey something to (E), we need to plant the seed of this idea in his head so that it looks like his, as he does not accept other people's ideas. He is not interested in problems; he only looks at possibilities. Another option is to give him an idea with a mistake so that he can fix it, feeling his involvement (the “hairy arm method” from advertisers, it shifts focus and gives the opportunity to participate). Problems should be presented as opportunities for improvement. If you did not succeed in convincing (E) immediately, then it is better to retreat, to convince him excessively hard. For (I), only general agreement is important, so that it is enough to enlist universal support and demonstrate the result, the integrator will approve it. An example of persuasion: “Both Petya and Masha are all in favor, and Vasya even promised to quit if the solution is not implemented!” The main thing is not to mix styles. So, taking (E) for (I), you can prepare a revolution in his eyes, punishment will be inevitable.
But only for successful communication in a group with representatives of different styles, one adjustment for each participant will not be enough. First of all, you need to make everyone speak the same language and use strict general terminology and its meaning. It is necessary to separate from each other such concepts as “instructions” (recommendations), “rules” (without good reason, do not deviate from them) and “corporate principles” (not subject to violation). Periodic cleaning of these concepts from obsolete trash that interferes with work, including a review of corporate principles, is required.
For the meeting itself, the author introduces a set of “iron rules” that are designed to keep the meeting in a constructive manner. According to them, the language for the meeting will be the language (P), which means that all concepts should be used literally (yes / no, real / required / desired). Before the meeting, all participants should relax and calm down as much as possible. You cannot be late for a meeting. If someone is late, then he must bear a predetermined punishment. The speaker must not be interrupted and distracted by the phone or other matters, a fine is also expected for this. Questions after the speech should be asked strictly in turn, you must not let (E) take possession of the meeting and conduct it at your discretion. Those who leave the meeting cannot return. Another small trick is to address a person by name, this slightly reduces stress. If the situation is heating up, then you need to take breaks to calm. The maximum meeting time is 1 hour 20 minutes, longer it is difficult to maintain concentration and self-control. All these rules are aimed at increasing patience and tolerance on the part of participants.
Employees strongly resist the new order, trying to sabotage it. To effectively implement the new rules, you need to make people accept them, it will be easier to do if they come to these rules themselves. You can arrange a meeting at which they themselves will name the reasons for the ineffectiveness of the meetings, the existing problems. “Iron rules” should be used to resolve them. Sometimes Adizes himself resorted to breaking the rules at the first meetings in order to set a good example for himself with the inevitable punishment for moving away from the rules. If someone does not want to execute a fine in any way, then the author carries it out for the violator.
Suppose the introductory part of the meeting was successful, but what to do with the existing questions of the participants, with the discussion itself? All feedback on the speech should be divided into 3 groups: questions, doubts and objections. These groups need to be discussed in sequence. First you need to discuss issues, they are fairly neutral and should not lead to contention during the discussion. Each question should be considered in full, all the “why” and “why” should be answered. After analyzing all the questions, the next group should move from a group of doubts to a group of questions, and then objections. If there is an insoluble question and research does not help deep, the decision on it should be postponed until the next meeting. During the time between meetings, people's thoughts will settle down, they can change their minds and the question will most likely be resolved. It is also important to monitor the defensive response of participants. It can manifest itself from tiredness or discussion of unpleasant problems. A person begins to get angry and in a hurry, at this moment it is important to be able to slow down. A typical sign is the degradation of the behavior of participants to the brightest anti-examples (P ---), (-A--) and so on.
Without common rules, collective conditions run the risk of becoming either anarchy or the dictatorship of one person.
For the group to work effectively, it needs a leader. He creates the conditions for collaboration, develops common views and values. This ability is called the ability to integrate, but it does not allow any of the participants to become indispensable. It transforms mechanistic communication into organic, turns individual entrepreneurship into a group. Teamwork does not mean the complete equality of its participants. Each has its own role. Drawing an analogy with the hand, you can call the leader with your thumb - he can work in tandem with any of the participants, and with all at once. When discussing problems, the team should come to a consensus on its own. Only in exceptional cases of lack of time can a leader make a decision, but later this decision should be analyzed and, possibly, reviewed.
A leader is a servant of his team, he creates the conditions for others to do the work. He does not seek to catch people on their mistakes, but rather gives others the opportunity to show off. The leader is maturity and modesty, and they come with experience. Young MBA graduates have a lot of knowledge, but have not yet gotten bumps at work. Winning is easy, but losing is not. With experience, even with a loss, you can learn to stay in the win.
Leader qualities:
Also, to unite people need common views and values. The views are more tangible and understand how to get from point A to point B in a certain time. Values - from the category of faith in something. For their formation, you need to determine the appearance of the company, find the differences in the market for its product. Borders are built as the intersection of the current capabilities of the company and the needs of the market, as well as zones of uncertainty. The desired position of the borders in total with the boundaries of competitors and the reaction to possible external changes sets the direction for the movement of the company. It needs to be reviewed periodically, which can lead to a change in attitudes and values. Employees who do not blindly accept the current policy of the company, but openly criticize it for omissions, showing their indifference and consciousness, can help in changing the course.
Expecting a miracle manager is bad. There are too few geniuses, and, having got one, we risk becoming his hostages and lose everything if he is lost. Moreover, reducing all power into one hand is easy to fly into the abyss. Management must evolve. Much easier and more reliable to use the talents of existing people. In order not to impede their development, it is necessary to encourage not only specialization, but also versatility, because in the long run, flexibility is more important. Artificial distinctions between workers and managers are also harmful, when prospective employees are simply not allowed to show their full potential (“managerial racism”). On the other hand, a sudden increase can be difficult for an employee, because the scope of his tasks is changing, but there are no skills necessary for them. He may try to use old approaches to solve them, instead of changing priorities, but this will not work.
The organization has a great influence on the development of the employee. The author believes that everyone has all the necessary makings from the PAEI code, the main thing is to pay due attention to their development. Decisions made can be programmable, based on some pattern, and non-programmable when you need to make conscious efforts to solve from scratch. The former are boring, but effective, the latter are more interesting, but they are associated with uncertainty and risk. These two extremes are not very useful in themselves, it is important to have the right balance of both approaches when solving a specific problem. It is interesting to recall the principle of Peter: an employee rises through the ranks to the level of his incompetence. While he lacks ingenuity, he is appreciated and increased, after which he reaches the level
(P) and (A) are well programmable, easy enough to train. (E) and (I) are less amenable to learning. And although there are programs that systematize teaching the last two, it is very important not to go too far with them, so as not to lose a person’s creative approach. Without creativity, there is a great chance of not recognizing an extraordinary situation that requires a different approach, it is difficult to go beyond the framework of memorized models and theories. The problem with the training is that well giving (P) and (A), the students are not even given the basics (E) and (I), because of which not all of them will be able to turn from good students into good workers. Affected by isolation from real production, lack of experience. A potential leader needs to be trained to work with those whose style is different from his own, to teach him not to perceive differences as a threat, but to use this style to his advantage. For comprehensive improvement, you need not so much to develop your strengths as to close your weaknesses. Such development is difficult, especially for those who are afraid of failures, who cannot show their weaknesses and avoid it. The organization should be interested in this development, a higher level of employees will reduce unnecessary conflicts, allow them to work with each other more effectively. People will begin to see problems from the outside, which means - more objectively. Tasks for (E) and (I) should not be monopolized by the apex of power; decentralization of the organization helps to avoid this. a higher level of employees will reduce unnecessary conflicts, allow them to work with each other more efficiently. People will begin to see problems from the outside, which means - more objectively. Tasks for (E) and (I) should not be monopolized by the apex of power; decentralization of the organization helps to avoid this. a higher level of employees will reduce unnecessary conflicts, allow them to work with each other more efficiently. People will begin to see problems from the outside, which means - more objectively. Tasks for (E) and (I) should not be monopolized by the apex of power; decentralization of the organization helps to avoid this.
The author also gives a lot of his thoughts on why many modern business schools are a failure, recalling individual cases of how people created large enterprises without any education. He shares his thoughts on how these schools can improve. On the other hand, he approves of the individual available approaches to training, which include active practical activity in the team and the versatility of the tasks performed. Stanford, who accepts people who have already shown their leadership skills in business, is receiving approval. Instead of the right answers, you need to teach people to ask the right questions. To teach to study and think independently.
From this definition, 4 main management functions follow: production (P), administration (A), entrepreneurship (E) and integration (I). Together, they are called the PAEI code, which is used to evaluate the management style of a manager. No one is perfect and cannot be strong in all four components at once, and they are required for the successful operation of the organization.
The way out is a complementary team of managers, each member of which is strong in one or several directions, and together they completely cover the entire PAEI code. But this approach is complicated by the relationships of people using a different management style.
The book discusses the difficulties of creating such a team, the inevitability of conflicts and their benefits, ways of transforming destructive conflicts into constructive ones, the role of a leader, organizational structure and a look at the company's values. It gives a vision of how to change the approach to training managers in universities and companies. In addition, the author constantly reinforces his ideas with the extensive experience of “healing” various organizations in many countries, showing how the world is constantly changing and how its methodology allows you to adapt and survive in these conditions.
Current state of affairs
Management as a profession has developed rapidly over the past century, but the ideal still does not exist. Tales of him are not reflected in life. The educational literature ascribes to the manager dozens of duties, implying the ability to do everything at once. In practice, all people have minuses and weaknesses, one has to reckon with this and look for workarounds. Management is too complex a process for one person to handle. It is better to perform individual functions than to do everything mediocre.
Another problem is that there is no universally accepted definition of the word “management”. There are millions of managers, but no definition. In practice, management often also understands such things as hierarchy, one-pointedness of the process from top to bottom, destiny of the elect (value component), and individual management work. A different understanding of the process is connected with the peculiarities of the social and political structure (the USSR and Yugoslavia with their communism, the USA and Israel with their culture of individualism and Japan, focused on interpersonal relations), different translations of the word manage and the confusion they cause.
The author considers the discrete division of people into workers and managers wrong. By manager, he understands a process in which people who do not occupy leadership positions and do not have subordinates can take part. This should not be a one-way process of “managing a subordinate,” but entering into a dialogue. The problem is in the current statement of the question: it describes how the management should look, and not in why and how to come to this. The new paradigm requires a connection with reality, the ability to manage this reality, universality, free from value judgments.
New paradigm
All organizations have one goal - to satisfy the needs of their customers. Only the effectiveness of this process is measured in different ways. Without this goal, trying only to survive, it would be like cancer. The organization must be managed so that it has existed for thousands of years, such as a church. The four functions of the PAEI code are necessary and sufficient for such control. Production (P) ensures short-term effectiveness, administration (A) - short-term efficiency, entrepreneurship (E) and integration (I) - respectively, long-term effectiveness and efficiency. (E) is associated with creativity risk. (I) defines the atmosphere in the organization, its viability and value system. In the work, these codes correspond to the questions: what (P), how (A), when / why (E) and who (I).
In a healthy company, all four functions are performed at the proper level. It is functional, systematized, anticipatory external changes, a single organism. If any of the functions is missing, then the company is sick. And diseases have its predictable causes, symptoms and consequences. For example, we consider countries with excessive administration or integration and inadequate entrepreneurship (USSR and Japan). Depending on the stage of the life cycle in organizations, distortions in management style are traced. So, young companies are usually dominated by (P) and (E), to which (A) is added when growing up, but in old age we have a pronounced (A) - bureaucracy. To survive this aging, you need to constantly rejuvenate and adjust the style. As with vitamins, for proper effect, the intake of PAEI functions must be balanced.
Consider individual management styles. Uppercase letters denote strengths, and lowercase - performed at a satisfactory level. It is important for the manufacturer (Paei) to know his client, his needs, market features, technology, he needs motivation to achieve a result, the ability to finish the job. The administrator (pAei) doesn’t do the production himself, but makes the whole system work, he needs attention to details, organization of the process, avoiding the invention of bicycles, strict adherence to the procedures, he keeps to the budget, controls the deadlines, monitors implementation, anticipates problems and breaks down crazy ideas into to smithereens, covers the rear, serves those who achieve results. Entrepreneur (E) plans for the future, works with changing realities, makes implementation plans for (A), works today, to get the result tomorrow, he puts forward a lot of successful and not very ideas, rushes between them, is ready to act and take risks, knows what he wants and why, always sees the goal. He has the gift to see through the fog, he does not need to see the whole elephant, he already understands what’s the matter with one big ear and trunk, this requires a creative approach, supplementing the available information with something of his own, without creativity, even seeing the whole elephant, there are doubts , the need to touch and measure it. Integrator (I) gives people the communication they need with their own kind, turns the mechanistic system into an organic one, brings people together, seeks teamwork, compensates for the shortcomings of one member of the group with the advantages of others, turns individual entrepreneurship into a group, allows the organization to outlive its leaders, protects the global interests of the company, the most creative work of all, as it is connected with other people, seeks the deepest and not superficial, does not allow the indispensability of people, subtly feels other people, understands the difference between what is said and implied. Without (I) the skill of not being a leader. The above tasks are not performed by themselves, someone has to deal with them, this is management, regardless of the position or being in the company staff.
Definitions are given, but the ideal is not visible. And it will not be visible, perfection is not possible, since everything is subject to change. That it was good at one moment in time, cannot be such constantly. Another reason is that these functions conflict with each other. Coinciding in time they lower efficiency of each other. (P) and (E) threaten each other. Control (A) affects productivity (P), more generally, it is a struggle of form and function. (A) mechanistic, (I) requires organicity. (P) requires urgency, and (I) calls for tolerance. (E) longs for change, and (I) seeks harmony, which he takes apart (E). The opposite happened in Japan, where (I) won and successfully won (E) for a long time, the family supplanted the revolution. (A) c (E) is conservative versus radicalism. The only useful incompatibility is obtained when (I) inhibits the growth of (A).
Recalling the need for a complete PAEI code, we consider the consequences of a lack of a function. To simplify, the most extreme manifestations are considered. A lone hero (P ---) will go ahead, breaking through walls, will not cope with administration, will not have a creative start, will not generate ideas, will not care about team work, will work day and night, success will be measured by the intensity of his work, he understands everything literally , hates meetings, does everything only by himself, transfers the work when it is too late and failure has occurred, confuses quality with quantity, his employees are errand boys, people are tools, he does not see the big picture. The bureaucrat (-A--) is too focused on details, does not take risks, the schedule is sacred for him, sees the cost, but does not understand the value, only control over what is important is important, works with his own kind, spends a lot of time on meetings and little things, hinders new projects, makes colleagues work around, his typical answer is “No!”. The arsonist (--E-) eternally rushes between decisions and is obsessed with innovation, the main question is: “Why not?”, His work schedule is unknown to anyone, has no plan, his subordinates applaud, but do nothing, since tomorrow plans change, cannot concentrate, look for the guilty, adore chaos, completely ignore details, soar in the clouds and don’t see what is happening on earth, use numbers only as a guide, contradict himself, emotional, can’t tolerate doubts about his ideas, not knows how to listen to others, exaggerates, a budget for not on does not matter. An ardent supporter (--- I) is a politician, there is no opinion, he adheres to strangers only while it is profitable, he is interested only in visible agreement with others, does not solve deep-seated problems, doesn’t accept solutions that are glowing, even communicates with someone, constantly communicates with someone, finalizes the information with his accents and details, he cannot be put into clean water, he is always quirky and evasive, works with similar ones, using people as agents to probe the soil around. Dead stump (----) is obtained from the above, is not able to perform any functions, is accommodating, friendly, safe, people tolerate it and do not offend him, he has no initiative, his only goal is to save his place, avoid changes and new work, he doesn’t resist, agrees to everything and does nothing, looks for ways to show his own significance, acts purely mechanically, does not complain. all work done - water, imitation of activity,
Complementary Team
To achieve the completeness of the PAEI code, and it requires a complete coverage of all functions at a good level, you need to bring together a team of carriers of different styles, whose strengths can be combined to obtain a complete PAEI. It makes no sense to clone your advantages if there is no one to close the disadvantages that everyone has. In such a team, participants should not have dashes, and the team itself should not have a mediocre level of performance of any of the functions. People with dashes will not be able to hear others; the styles of others should be accepted and welcomed. Team members are aware of their disadvantages and seek to compensate for them. The group does not imply equality, it needs a leader and it favors individual leadership. In such a group, it is good to consult about problems, as other participants will most likely have their own different view. The only difficulty here is that you need to put up with each other's styles, and this is far from easy. Decisions must be honestly criticized from the standpoint of all four functions, conflict cannot be avoided. Sources of conflict: purpose, information and reward.
Management styles differ in a number of areas: whether a process is structured or not, local and global focus, slow or fast speed, priority to a process or result. Most conflicts between carriers of opposing styles (P - I, A -E), but not everything goes smoothly with neighbors. Another reason is the different attitude and use of words (yes / no / maybe), due to which there are different interpretations. There are different ways of expressing consent or disagreement, which are understood by the participants in the discussion in their own way. People confuse the real, the required, and the desired. Here you need a translator. To understand the opponent, you need to consider his style.
So conflict is inevitable. Is it bad? Not always, the presence of conflict shows the effectiveness of management, the main thing is to know the measure and use it constructively. If employees do not get along, then they spend energy on internal conflicts, but they could be engaged in external marketing. It is important to increase the ratio of external and internal energy expenditure. We need to make the differences between people work for us, not against us. This can only be achieved by creating in the team an atmosphere of mutually beneficial trust and respect. Then conditions favorable for learning are created and the conflict is not considered as a threat, but as an opportunity to learn something new. We grow due to disagreements. Even if a different approach is unpleasant, it still makes it possible to develop due to new ideas. In most cases, a conflict discussion can be completed by mutual decision making, moreover, it will be even better after being honed by two different people. The potential of such a group is higher than the capabilities of individual participants. But if two people absolutely agree on everything, then you can do without one of them.
Even if the decision was made, it still needs to be implemented. This requires a commonality of interests of all participants in the process, but it is difficult to constantly maintain, since people's interests are often opposite. One way out is to strive for common interests in the long run. Then participants can come to terms with the local disadvantage of the situation for themselves in the name of future benefits, because everyone works for a common large-scale goal.
For trust and respect, we must accept those who are not like us. This is not easy, since it is difficult to communicate with them and understand them. You need to be able to listen, you need patience, sometimes it is painful. Tolerance begins with patience. Once again, all these sacrifices in the name of something new. When trusting, having made a decision, team members disperse to implement it, and do not look at each other, waiting for a blow to the back. It is important to take a well-thought-out collective decision and quickly implement it afterwards, rather than accepting it individually and introducing eternity. The possibility of creating such an atmosphere is determined by four factors: (1) the right people are the most valuable asset, now it is fashionable and true, it is difficult to find and painfully lose, it is much easier to change material objects, the wrong people need to be sent to competitors, (2) the process requires skill communicate in all PAEI languages, moreover,
Another important rule: slow down in case of conflict. It’s better to slowly but surely solve the problem than to fly away into a ravine at speed. Typical abnormal behaviors include annoyance, increased voice, interruption, and fist banging on the table during stubborn argumentation. The result of this behavior is a destructive conflict. The best and most successful leaders with aggravation of the conflict are becoming calmer and calmer. The author calls this the duck theory of management: an outwardly unflappable duck very quickly picks its paws under water. The conflict does not need to be avoided, but it is necessary to delve into it as deeply as possible.
Structure and roles
But will the right team be enough to achieve the goals of the organization? This team will personify the form and function of the organization. However, if the manager is not in the right place to give the maximum result, he will have to adapt himself to his duties, which will reduce his effectiveness. It requires the right organizational structure and processes. Robert Frost wrote: "The neighbor is good when the fence is good." The structure provides an area for effective application of efforts, as it determines what kind of support from other units you can count on and what tasks you need to concentrate on yourself. It should minimize the areas of overlapping responsibilities and reverse ownerless areas of activity.
The correct structure contains 3 important components:
- liability structure
- structure of authority, power and influence
- remuneration structure
An interesting article is given regarding the distribution of information along the structural hierarchy. If a person has only one source of information for making a decision, then he becomes a hostage of this source, not being able to verify the authenticity of information and get an objective picture. A scheme with several unrelated sources with their own points of view works much better. This will make it possible to obtain a more complete and voluminous picture, will make it possible to combine this information to obtain new and effective use of it.
With serious revisions to the company's mission, restructuring is indispensable: what was effective in the previous activity is unlikely to be the best tool in another context, the old structure will conflict with new goals. Conscious pain during the reconstruction of structures is necessary in order to avoid even worse consequences in the future. One of the typical mistakes in such a situation is when changing the course of the company to change processes instead of structure. Ideally, a strategy should manage the structure, but in practice it often happens the other way around. As a result, it turns out that the tail begins to wag the dog. This is due to the fact that the restructuring process is painful and risky, especially for its organizer, but it is much easier to change the strategy. Why then again such difficulties? The fact is that the structure is stagnating, turns into a habit and loses its effectiveness, it will begin to determine the process (function), although initially it was the process that determined the structure (form). If you do not review it, then it will die.
Unsuccessful examples of the structure: combining sales and marketing with a single manager (their functions (P) and (E) will interfere with each other, at least one of them will suffer), the combination of accounting and finance ((A) versus (E)), Research and Production Department ((E) and (P)). An effective basic model divides the directions at least into: Production (P), Sales (P), Marketing (E), Research (E), Human Resource Management (A), Personnel Development (E), Accounting (A) and Finance (E) ) and the CEO of the company (I). Its practical implementation is highly dependent on the stage of the company's life cycle. So, a young company may look like: Production (P), Sales (P), Human Resources (A), Accounting (A) and CEO (EI), replacing marketing, finance and research.
After determining the structure, you need to pick up people. To find out whether a person is suitable, you need to understand his style. A rough idea of it can be obtained by the order and number of questions of (P), (A), (E), (I) -types asked by a person. You should also understand what styles of the current team members need to be supplemented, what are the requirements of the tasks, at what stage of the life cycle of the organization. At the stage of formation, more (PE) people are required, in youth - (PA), after - (AE), during heyday - (EI), during aging - (PE), and in case of crisis (P). Style should bring maximum benefit in an appropriate place, otherwise there is a need for costly retraining of a person. You can evaluate the need for a particular style by the following criteria: a job is well planned or easy to learn (P / A), requires abstract thinking (E / I), you need to work under stress (P), work is structured (P / A), initiative is required (E), large uncertainty of long-term factors (E), uncertainty of short-term factors (P), transformation is required (E), risk is required (E) , interaction is necessary (I), attention is required to details (A), control of terms and results is required (A), short-term (P) or long-term results (E) are needed, direct responsibility for success or failure (P, it is considered that he is ready more than others to direct responsibility). So, for example, the basic model of posts assumes (RA) -the orientation of the production workers, (PE) - marketers, (PE) - engineers and researchers, (PI) - sellers and their (PA) boss. large uncertainty of long-term factors (E), uncertainty of short-term factors (P), transformations are required (E), risks are required (E), interaction is required (I), attention to details is required (A), timing and results are required to be controlled (A) , need short-term (P) or long-term results (E), direct responsibility for success or failure (P, it is believed that he is ready more than others for direct responsibility). So, for example, the basic model of posts assumes (RA) -the orientation of the production workers, (PE) - marketers, (PE) - engineers and researchers, (PI) - sellers and their (PA) boss. large uncertainty of long-term factors (E), uncertainty of short-term factors (P), transformations are required (E), risks are required (E), interaction is required (I), attention to details is required (A), timing and results are required to be controlled (A) , need short-term (P) or long-term results (E), direct responsibility for success or failure (P, it is believed that he is ready more than others for direct responsibility). So, for example, the basic model of posts assumes (RA) -the orientation of the production workers, (PE) - marketers, (PE) - engineers and researchers, (PI) - sellers and their (PA) boss. control of terms and results (A) is required, short-term (P) or long-term results (E) are needed, direct responsibility for success or failure (P, it is believed that he is more ready than others for direct responsibility). So, for example, the basic model of posts assumes (RA) -the orientation of the production workers, (PE) - marketers, (PE) - engineers and researchers, (PI) - sellers and their (PA) boss. control of terms and results (A) is required, short-term (P) or long-term results (E) are needed, direct responsibility for success or failure (P, it is believed that he is more ready than others for direct responsibility). So, for example, the basic model of posts assumes (RA) -the orientation of the production workers, (PE) - marketers, (PE) - engineers and researchers, (PI) - sellers and their (PA) boss.
Proper dialogue and group discussions
How can people with different styles understand each other? It is like talking in different languages. The best way to be heard is to match the style of the interlocutor, you should not count on adjusting others for yourself. Even the most notorious (E) will not go for a bank loan in training and slippers. You need to entice people with your ideas, and in order to succeed, you need to understand who you are enticing (sellers rule: know the customer) and who he sees you (the answers will be based on this image). My boss is anyone who needs to be carried away by an idea. This should be done not at the expense of power, but by influence.
When communicating with (P), the problem is important, the crisis, he will not be distracted by anything less, you need to speak only about the case and better from the end, indicating a solution that is already in the works. From him you need to get only approval for this work, he will never begin to transfer the initiative. For (A), crises are not important; he is interested in processes and rules. The problem needs to be described from this perspective, referring to the regulations. It is necessary to collect a maximum of information, all the smallest details, in advance to obtain the required approvals. If there is a risk, then you need to take it on yourself, because (A) the risk does not accept. Formality of communication is also important, all meetings should be held strictly according to a schedule and a predetermined plan. All estimates must be issued with their correction factor, for some it can be 3, for someone it is 6. You can’t rush and rush anywhere (A), he needs to think over hundreds of details, it is important to follow this process and catch the switching of his attention between the acceptance of information and its reflection. In order not to stray from this pace yourself, you can write down counter-questions at the end of your story, but in no case ignore them. You can’t smack nonsense before (A), he takes everything literally, you need to give only accurate information. When we want to convey something to (E), we need to plant the seed of this idea in his head so that it looks like his, as he does not accept other people's ideas. He is not interested in problems; he only looks at possibilities. Another option is to give him an idea with a mistake so that he can fix it, feeling his involvement (the “hairy arm method” from advertisers, it shifts focus and gives the opportunity to participate). Problems should be presented as opportunities for improvement. If you did not succeed in convincing (E) immediately, then it is better to retreat, to convince him excessively hard. For (I), only general agreement is important, so that it is enough to enlist universal support and demonstrate the result, the integrator will approve it. An example of persuasion: “Both Petya and Masha are all in favor, and Vasya even promised to quit if the solution is not implemented!” The main thing is not to mix styles. So, taking (E) for (I), you can prepare a revolution in his eyes, punishment will be inevitable.
But only for successful communication in a group with representatives of different styles, one adjustment for each participant will not be enough. First of all, you need to make everyone speak the same language and use strict general terminology and its meaning. It is necessary to separate from each other such concepts as “instructions” (recommendations), “rules” (without good reason, do not deviate from them) and “corporate principles” (not subject to violation). Periodic cleaning of these concepts from obsolete trash that interferes with work, including a review of corporate principles, is required.
For the meeting itself, the author introduces a set of “iron rules” that are designed to keep the meeting in a constructive manner. According to them, the language for the meeting will be the language (P), which means that all concepts should be used literally (yes / no, real / required / desired). Before the meeting, all participants should relax and calm down as much as possible. You cannot be late for a meeting. If someone is late, then he must bear a predetermined punishment. The speaker must not be interrupted and distracted by the phone or other matters, a fine is also expected for this. Questions after the speech should be asked strictly in turn, you must not let (E) take possession of the meeting and conduct it at your discretion. Those who leave the meeting cannot return. Another small trick is to address a person by name, this slightly reduces stress. If the situation is heating up, then you need to take breaks to calm. The maximum meeting time is 1 hour 20 minutes, longer it is difficult to maintain concentration and self-control. All these rules are aimed at increasing patience and tolerance on the part of participants.
Employees strongly resist the new order, trying to sabotage it. To effectively implement the new rules, you need to make people accept them, it will be easier to do if they come to these rules themselves. You can arrange a meeting at which they themselves will name the reasons for the ineffectiveness of the meetings, the existing problems. “Iron rules” should be used to resolve them. Sometimes Adizes himself resorted to breaking the rules at the first meetings in order to set a good example for himself with the inevitable punishment for moving away from the rules. If someone does not want to execute a fine in any way, then the author carries it out for the violator.
Suppose the introductory part of the meeting was successful, but what to do with the existing questions of the participants, with the discussion itself? All feedback on the speech should be divided into 3 groups: questions, doubts and objections. These groups need to be discussed in sequence. First you need to discuss issues, they are fairly neutral and should not lead to contention during the discussion. Each question should be considered in full, all the “why” and “why” should be answered. After analyzing all the questions, the next group should move from a group of doubts to a group of questions, and then objections. If there is an insoluble question and research does not help deep, the decision on it should be postponed until the next meeting. During the time between meetings, people's thoughts will settle down, they can change their minds and the question will most likely be resolved. It is also important to monitor the defensive response of participants. It can manifest itself from tiredness or discussion of unpleasant problems. A person begins to get angry and in a hurry, at this moment it is important to be able to slow down. A typical sign is the degradation of the behavior of participants to the brightest anti-examples (P ---), (-A--) and so on.
Without common rules, collective conditions run the risk of becoming either anarchy or the dictatorship of one person.
Leader and his role
For the group to work effectively, it needs a leader. He creates the conditions for collaboration, develops common views and values. This ability is called the ability to integrate, but it does not allow any of the participants to become indispensable. It transforms mechanistic communication into organic, turns individual entrepreneurship into a group. Teamwork does not mean the complete equality of its participants. Each has its own role. Drawing an analogy with the hand, you can call the leader with your thumb - he can work in tandem with any of the participants, and with all at once. When discussing problems, the team should come to a consensus on its own. Only in exceptional cases of lack of time can a leader make a decision, but later this decision should be analyzed and, possibly, reviewed.
A leader is a servant of his team, he creates the conditions for others to do the work. He does not seek to catch people on their mistakes, but rather gives others the opportunity to show off. The leader is maturity and modesty, and they come with experience. Young MBA graduates have a lot of knowledge, but have not yet gotten bumps at work. Winning is easy, but losing is not. With experience, even with a loss, you can learn to stay in the win.
Leader qualities:
- acts consciously - objectively represents himself and his actions
- acts consciously - understands the causes and consequences of his actions, it requires a strong connection with the outside world, which openly reflects the effect of these actions
- versatile - no dashes in PAEI code
- knows and accepts his strengths and weaknesses, his uniqueness
- able to evaluate and recognize the strengths and weaknesses of others, their distinguishing features
- knows how to slow down and relax in a difficult situation
- creates the conditions in which the conflict is resolved in an atmosphere of mutual trust and respect and becomes a means of learning
Also, to unite people need common views and values. The views are more tangible and understand how to get from point A to point B in a certain time. Values - from the category of faith in something. For their formation, you need to determine the appearance of the company, find the differences in the market for its product. Borders are built as the intersection of the current capabilities of the company and the needs of the market, as well as zones of uncertainty. The desired position of the borders in total with the boundaries of competitors and the reaction to possible external changes sets the direction for the movement of the company. It needs to be reviewed periodically, which can lead to a change in attitudes and values. Employees who do not blindly accept the current policy of the company, but openly criticize it for omissions, showing their indifference and consciousness, can help in changing the course.
Training and development
Expecting a miracle manager is bad. There are too few geniuses, and, having got one, we risk becoming his hostages and lose everything if he is lost. Moreover, reducing all power into one hand is easy to fly into the abyss. Management must evolve. Much easier and more reliable to use the talents of existing people. In order not to impede their development, it is necessary to encourage not only specialization, but also versatility, because in the long run, flexibility is more important. Artificial distinctions between workers and managers are also harmful, when prospective employees are simply not allowed to show their full potential (“managerial racism”). On the other hand, a sudden increase can be difficult for an employee, because the scope of his tasks is changing, but there are no skills necessary for them. He may try to use old approaches to solve them, instead of changing priorities, but this will not work.
The organization has a great influence on the development of the employee. The author believes that everyone has all the necessary makings from the PAEI code, the main thing is to pay due attention to their development. Decisions made can be programmable, based on some pattern, and non-programmable when you need to make conscious efforts to solve from scratch. The former are boring, but effective, the latter are more interesting, but they are associated with uncertainty and risk. These two extremes are not very useful in themselves, it is important to have the right balance of both approaches when solving a specific problem. It is interesting to recall the principle of Peter: an employee rises through the ranks to the level of his incompetence. While he lacks ingenuity, he is appreciated and increased, after which he reaches the level
(P) and (A) are well programmable, easy enough to train. (E) and (I) are less amenable to learning. And although there are programs that systematize teaching the last two, it is very important not to go too far with them, so as not to lose a person’s creative approach. Without creativity, there is a great chance of not recognizing an extraordinary situation that requires a different approach, it is difficult to go beyond the framework of memorized models and theories. The problem with the training is that well giving (P) and (A), the students are not even given the basics (E) and (I), because of which not all of them will be able to turn from good students into good workers. Affected by isolation from real production, lack of experience. A potential leader needs to be trained to work with those whose style is different from his own, to teach him not to perceive differences as a threat, but to use this style to his advantage. For comprehensive improvement, you need not so much to develop your strengths as to close your weaknesses. Such development is difficult, especially for those who are afraid of failures, who cannot show their weaknesses and avoid it. The organization should be interested in this development, a higher level of employees will reduce unnecessary conflicts, allow them to work with each other more effectively. People will begin to see problems from the outside, which means - more objectively. Tasks for (E) and (I) should not be monopolized by the apex of power; decentralization of the organization helps to avoid this. a higher level of employees will reduce unnecessary conflicts, allow them to work with each other more efficiently. People will begin to see problems from the outside, which means - more objectively. Tasks for (E) and (I) should not be monopolized by the apex of power; decentralization of the organization helps to avoid this. a higher level of employees will reduce unnecessary conflicts, allow them to work with each other more efficiently. People will begin to see problems from the outside, which means - more objectively. Tasks for (E) and (I) should not be monopolized by the apex of power; decentralization of the organization helps to avoid this.
The author also gives a lot of his thoughts on why many modern business schools are a failure, recalling individual cases of how people created large enterprises without any education. He shares his thoughts on how these schools can improve. On the other hand, he approves of the individual available approaches to training, which include active practical activity in the team and the versatility of the tasks performed. Stanford, who accepts people who have already shown their leadership skills in business, is receiving approval. Instead of the right answers, you need to teach people to ask the right questions. To teach to study and think independently.