These books, all of which were written by Dr. Ichak Kalderon Adizes, reflect over 40 years of study in the fields of management and organizational change. They provide the reader with an explanation of Corporate Lifecycles, address the philosophical nature or management and offer insights into the inner workings of management systems.
Dr. Adizes has spent much of the past forty plus years thinking about management. He has conducted research and written books on the subject; consulted to organizations, corporate and governmental, and tussled with concrete and very real problems surrounding issues and ideas related to management; and awakened in the middle of the night, unable to sleep, as ideas and theories about managing organizations, large and small, played out in his mind. The result is the second volume of management insights, frequently written in response to a sudden idea or newspaper headline.
A blog has many sources and many reasons for being, but usually only one voice. And that voice makes it distinctive. In this book on Policy Insights, Dr. Adizes’ voice is sometimes contrarian and controversial, sometimes that of a curmudgeon, and at other times the cry of a passionate populist. It is almost always informed by his experiences and travels in foreign lands.
An exclusive set of three elegantly produced books, sharing Dr. Adizes’ wisdom and insights gained from his 45-year career as one of the world’s leading experts in transformational management.. These are collections of illuminating quotes:
- On Management
- On What counts in Life
- On Change and Leadership
Each nugget of learning has space below for readers to scribble their own introspective thoughts. Thereby every book states that it is written by Dr Adizes and YOU the reader.
Insights on Policy is a compilation of essays by Ichak Kalderon Adizes, PhD. dealing with governmental policy both within and among nations. Conceived as a monthly newsletter called Insights, the essays evolved over time into a weekly blog posted on the Adizes website. They offer a fascinating close-up of how nations around the globe have dealt with the phenomenon of globalization.
In this book—the second in a series of three—all of the essays deal with managing organizations. The ideas often evolved out of something I saw, heard, or felt as I consulted to hundreds of companies, governments, and other organizations around the world. Then, in light of the response from readers, I often rethought my Insights, re-edited, rewrote, or updated them.
In this book—the third in a series of Insights collections—all of the essays deal with personal growth, which Dr. Adizes has come to believe is closely related to professional development. The ideas for these columns often evolved out of something he saw, heard or felt as he met with people around the world, observing how often their family problems echoed the organizational problems he was there to repair.
In Dr. Adizes’ newest book, “How to Manage in Times of Crisis,” you will learn how to prepare for approaching challenges so that you can navigate your company through the tumultuous times of crises.
Within the book, you will learn:
• Recommendations for how to manage during times of crisis and what companies must do in order to survive times of crisis,
• Methods to avoid the common mistakes companies make during times of crises,
• The importance of analyzing and changing your organization’s structure according to a changing environment,
• How to deal with extremely rapid change in business and create a sustainable internal culture.
• The two vital things that all companies must preserve to keep your business alive during times of crises.
This book was written to help you discover your basic management style and compensate for your weaknesses so you can work better with others – subordinates, peers, and those you report to – whose management styles are different from your own. It does this by providing prescriptions to follow for each management style, notes from the battleground based on my experiences in coaching executives around the world for the past 30 years.
Dr. Adizes’ premise, developed in this book, is that the ideal leader, manager, or executive—ideal in the sense that he can fulfill by himself all the roles necessary for the long-and short-term effectiveness and efficiency of an organization—does not and cannot exist. And that is the problem with contemporary management literature: it presents what the executive should do, (because that is what the organization needs) even though no one can do it.
Drawing on his thirty years of applying the principles presented in this book, Dr. Adizes offers common sense, practical advice on how to recognize the danger signs and abnormal problems associated with the various stages of the corporate lifecycle, and most importantly, how to turn normal problems into opportunities.
How and Why Corporations Grow and Die and What to Do About It?
In his newest book, Managing Corporate Lifecycles, Dr. Ichak Adizes carries forward the analysis of corporate birth, development and decline pioneered in his 1988 classic, Corporate Lifecycles: How and Why Corporations Grow and Die and What to Do About It.
Offering many fresh insights and refinements to his powerful tools for enhancing organizational problem solving capability, the book is a practical guide for companies on the path to Prime -- the balance of creativity and control required for maximum efficiency.
Bringing readers up-to-date on his theory and practice, Dr. Adizes presents practical strategies for achieving Prime while avoiding the normal problems of growth. He offers proactive measures for maintaining focus and vision, nurturing a climate of mutual trust and respect and avoiding the onset of aging in corporate structures. With Dr. Adizes´ strategies to anticipate and ease the normal, predictable problems of growth, every organization can reach Prime -- and stay there.
The book addresses many issues which are critical to our future, both individually and collectively -- what to do about change, why conflict is necessary, how to make quality decisions, and how to create mutual trust and respect in the company, the home and in society -- to name only a few.