We used to think that organization was a logical, rational thing. If we got structure aligned with objectives and staffed with the right people, everything would be fine. The "in search of excellence" movement taught us that emotion would give us the energy to do what we aspire to do, and that relationships among people were key. An we have come to understand that the gut level, largely unconscious, is where resistance to change lies. The Ptolemaic Paradigm suggests that motivation, negotiation, power and communication are key factors. We need strong models for planning and design, and good processes for development and improved effectiveness.

We feature:

. how many levels any organization requires;
. the fundamental accountabilities and authorities needed by real managers;
. how to measure levels of responsibility objectively - from CEO to first line supervisors;
. the essential functions required at each level throughout the organization;
. tasks at the right order of complexity at each level of organization;
. systematic information, planning and control processes specific to each organization level;
. how to help managers appraise the personal effectiveness of subordinates and relate these appraisals to fair pay;
. a fair differential pay structure tied to organizational levels and to measured differential in level of work;
. a procedure for appraising the potential capability of people in a just manner for career development and for the growth of a rich talent pool;
. how to recognize the work of individually contributing specialists, and to position them in the organization where their creativity and innovation can pay off;
. an approach to leadership and to delegation, that ties leadership and management together into one working entity.

Ichak Adizes' PAEI Management Functions for identifying the requirements of managerial roles and guiding the matching talent to roles.

Each business unit needs to have a complete set of the managerial functions (PAEIT):

. Producer (P)
. Administrator (A)
. Entrepreneur (E)
. Integrator (I)

Some roles need a lot of E if change is to be encouraged and choices made about what to do. Others need big P if follow through is to be achieved. Where implementation is key, strength in I is essential.