PAEI (Adizes Code)

The PAEI code was proposed by Dr. Yitzhak Adizes, a specialist in maximizing the efficiency of business processes and the founder of the consulting company Adizes Institute. He collaborated with organizations such as Bank of America , Coca-Cola , IBM . Adizes teaches courses at Stanford University , Tel Aviv University , leads a training program for top managers at Columbia University , is a consultant to the Executive MBA and MBA programs at the Institute of Business and Business Administration, RANEPA , and the author of more than 20 books related to various aspects of doing business ^{[3 ]} .

The abbreviation PAEI stands for:

• P - producer - "producer"
• A - administrator - "administrator"
• E - entrepreneur - "entrepreneur"
• I - integrator - "integrator" ^[4]

The combination of these areas, according to the author, reflects the basic needs of any company ^[2] .

Adizes argues that an ideal manager does not exist, since all four directions cannot be developed at the same time ^[5] . In order to consider the manager effective, he must be able to perform at least one of the four functions “ideally”, and a few more functions “well” (for example, Paei, in this case the function P is performed “ideally”, the rest are “good” ) Moreover, it is important that the manager’s strengths are consistent with the tasks that he performs ^[6] .

Manufacturer

It focuses on the final result and makes the final product or service meet all customer expectations ^{[5] [7]} . He is an expert in his field, knows all the nuances. He knows how to achieve the desired result right now. The meaning of this role is mainly in the answer to the question: “what should be done?” ^[8] .

The company's efficiency in the short term depends on this component.

Distinctive features:

• focused on achieving results;
• hardworking and productive;
• pragmatic;
• more prone to action than to reflection and analysis;
• impatient
• their motto is: “Do you want to hit the target - first shoot”;
• competent ^[9] .

Admin

It focuses on how tasks are performed and requires that all other employees comply with the current policies, procedures, formalities and philosophy of the company ^[5] . A person who provides the effectiveness and consistency of the organization. If the company seeks to function as efficiently as possible, the manufacturer is not enough, an administrator is needed. This person is extremely consistent and organized ^[8] .

This function also ensures the achievement of results in the short term.

Distinctive features:

• always follow the letter of the law;
• pay attention to detail;
• methodical and organized;
• able to anticipate the problems that the idea entails;
• think linearly and logically;
• Love counts and numbers
• conservative;
• seek to control other people ^[9] .

Entrepreneur

Focuses on introducing and creating the future of the company ^[5] . An entrepreneur often uses a risky approach to solving various kinds of business problems and focus more on a global perspective ^[10] . Changes are inevitable - the main thing is to be ready for them. It is this willingness that the entrepreneur provides ^[8] .

This factor always refers to the future tense and ensures development in the future.

Distinctive features:

• visionaries able to imagine new directions;
• creative individuals prone to innovation;
• proactive;
• They think in whole images, do not tolerate small details;
• yearn for change;
• enthusiasts who can inspire others;
• looking for opportunities and opportunities;
• charismatic;
• independent;
• need freedom of thought and action ^[9] .

Integrator

It focuses on bringing people together and helping build personal and functional bridges between all team members ^[5] . A person who controls the favorable climate within the team, in other words, unites people to achieve the common goals of the company ^[7] . He hears what the colleague is silent about and understands him in everything ^[8] .

This factor is responsible for the internal harmony and cohesion of the team.

Distinctive features:

• able to identify a leader;
• able to maintain an atmosphere of mutual trust and respect;
• able to listen;
• can reconcile people and resolve conflicts, reduce tension;
• possess the ability to empathy and establish interpersonal relationships without manifestations of excessive emotionality and familiarity;
• reasonable, fair, ready to provide support ^[9] .

In the article “Methodology of I. Adizes: an attempt to critique” Sergei Filyanin and Alexander Shokhov criticize PAEI theory in two aspects ^[11] .

Paragraph 1

The allocation of exclusively four functions (PAEI) seems incomprehensible, since it does not represent integrity. They are selected from different classifications ^[11] .

PAEI code is simple and intuitive. The characteristics highlighted by I. Adizes are opposite pairs of examples that describe the management styles themselves. They can be reformulated in other words: “functioning” - “development”, “discipline” - “self-organization” ^[11] .

Point 2

PAEIs are often associated with the stages of an organization’s life cycle. Yitzhak Adizes asserts that there is a certain relationship between a certain stage at which a company is located and a desired PAEI management code that is suitable for a specific period ^[11] .

“Obviously, the concept of the“ management style that is most preferable for this stage of the life cycle ”itself does not withstand even elementary criticism. Everywhere in the company, and especially in a company where new business areas regularly appear, management styles will be different, and talk about some kind of “single”, “most preferred” or “suitable”, coming up with different ways to derive an integrated indicator, so it is naive to judge the patient’s health status based on the average temperature in the hospital ” ^[11] .

- Sergey Filyanin and Alexander Shokhov, article “I. Adizes Methodology: Attempted Critical Review”

To a greater extent, an attempt to connect the life cycle of an organization with a certain management style is an illustration of an understandable pattern that, with age, enterprise and self-organization appear to a lesser extent, and bureaucracy and cruelty dominate ^[11] .

PAEI is just an understandable model. Despite the fact that the model is one of the common ways of knowing the world around, you should not confuse the map with the terrain, but the model with reality. A model cannot be true or false, it may or may not. This is just a tool ^[11] .

“But the model may be applicable or not applicable, useful or useless, convenient or inconvenient. We want to say that the approach of I. Adizes is essentially instrumental ” ^[11] .

- Sergey Filyanin and Alexander Shokhov, article “I. Adizes Methodology: Attempted Critical Review”

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• The PAEI Model. Developing Your Management Team's Roles // Mind Tools

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