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Управління змінами
Життя змінюється щодня. Воно в постійному русі. Зміни оточують нас, і ми просто не можемо на них не реагувати. Багато з них викликають труднощі, і часом наша реакція приходить невчасно. Але тільки нам вирішувати як сприймати проблеми, як удари долі або нові можливості. Потрібно вчитися пристосовуватися, відпустити страх і починати діяти.
Методологія Адізеса грунтується на принципі змін. Будь-яка організація з ними стикається, і від того як вони на них реагують залежить їх подальше виживання. Розвиток бізнесу ділиться на етапи, і на кожному з'являються проблеми, які потребують специфічного реагування. Дуже важливо, щоб воно відповідало моменту.
Дана книга призначена для управлінців, бізнесменів, лідерів, ТОП менеджерів. Ви навчитеся швидко і грамотно виявляти ускладнення в роботі бізнесу, і правильно на них реагувати. Адізес приділяє увагу атмосфері всередині компанії, взаєминам серед колективу. Саме це дозволяє встановити зв'язки для успіху бізнесу.
640 pages, Hardcover
First published November 16, 1988
27 people are currently reading
313 people want to read
About the author
Ichak Kalderon Adizes
40 books136 followersIchak Adizes is widely acknowledged as one of the world’s leading management experts. Over the course of more than 40 years, he has developed and refined a proprietary methodology that enables corporations, governments, and complex organizations to accomplish exceptional results and manage accelerated change without destructive conflicts. Leadership Excellence Journal named him one of the Top 30 Thought Leaders in the United States, and Executive Excellence Journal put him on their list of the Top 30 Consultants in America.
In recognition of his contributions to management theory and practice, Dr. Adizes has received 14 honorary doctorates, is a Fellow of the International Academy of Management and has been made an honorary citizen of two Eastern European countries. He also received the 2010 Ellis Island Medal of Honor, which is awarded by the National Ethnic Coalition of Organizations Foundation for contributions to humanity.
Dr. Adizes has served as a tenured faculty member at UCLA; was a visiting professor at Stanford, Tel Aviv and Hebrew Universities; and taught at the Columbia University Executive Program. He also served as Dean of the Adizes Graduate School for the Study of Leadership and Change, and is currently an academic advisor to the Graduate School of Management of the Academy of National Economy of the Russian Federation.
Dr. Adizes is founder and president of the Adizes Institute, based in Santa Barbara, California, an international consulting company that applies the Adizes Methodology for clients in the public and private sectors. In 2011, the Adizes Institute was ranked as one of the top ten consulting organizations in the United States by Leadership Excellence Journal.
In addition to consulting to prime ministers and cabinet-level officers throughout the world, Dr. Adizes has worked with a wide variety of companies ranging from startups to members of the Fortune 50. He lectures in four languages, and has appeared before well over 100,000 executives in more than 50 countries.
He has written 14 books that have been published in 24 languages. His book, Corporate Lifecycles: How Organizations Grow and Die and What to Do About It (subsequently revised, expanded and republished as Managing Corporate Lifecycles) was named one of the Ten Best Business Books by Library Journal.
Dr. Adizes lives in Santa Barbara, California, with his family. In his leisure time he enjoys folk dancing, playing the accordion, and practicing meditation.
In recognition of his contributions to management theory and practice, Dr. Adizes has received 14 honorary doctorates, is a Fellow of the International Academy of Management and has been made an honorary citizen of two Eastern European countries. He also received the 2010 Ellis Island Medal of Honor, which is awarded by the National Ethnic Coalition of Organizations Foundation for contributions to humanity.
Dr. Adizes has served as a tenured faculty member at UCLA; was a visiting professor at Stanford, Tel Aviv and Hebrew Universities; and taught at the Columbia University Executive Program. He also served as Dean of the Adizes Graduate School for the Study of Leadership and Change, and is currently an academic advisor to the Graduate School of Management of the Academy of National Economy of the Russian Federation.
Dr. Adizes is founder and president of the Adizes Institute, based in Santa Barbara, California, an international consulting company that applies the Adizes Methodology for clients in the public and private sectors. In 2011, the Adizes Institute was ranked as one of the top ten consulting organizations in the United States by Leadership Excellence Journal.
In addition to consulting to prime ministers and cabinet-level officers throughout the world, Dr. Adizes has worked with a wide variety of companies ranging from startups to members of the Fortune 50. He lectures in four languages, and has appeared before well over 100,000 executives in more than 50 countries.
He has written 14 books that have been published in 24 languages. His book, Corporate Lifecycles: How Organizations Grow and Die and What to Do About It (subsequently revised, expanded and republished as Managing Corporate Lifecycles) was named one of the Ten Best Business Books by Library Journal.
Dr. Adizes lives in Santa Barbara, California, with his family. In his leisure time he enjoys folk dancing, playing the accordion, and practicing meditation.
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Displaying 1 - 16 of 16 reviews
March 7, 2015
Адизес ответил для меня в этой книге на два вопроса:
- как провести изменения в организации
- как предсказать качество решений
Проблемы возникают всегда. Важно как вы решаете эти проблемы.
Вкратце: решения должно отвечать на вопросы почему, как, кто , что? При этом принятие решение должно происходить в обстановке доверия и уважения в PAEI команде. Внедрение решение должно происходить в команде у которой есть власть, влияние и полномочия.
- как провести изменения в организации
- как предсказать качество решений
Проблемы возникают всегда. Важно как вы решаете эти проблемы.
Вкратце: решения должно отвечать на вопросы почему, как, кто , что? При этом принятие решение должно происходить в обстановке доверия и уважения в PAEI команде. Внедрение решение должно происходить в команде у которой есть власть, влияние и полномочия.
May 31, 2022
Change is good! The author reinforces this idea multiple times emphasizing that it is how we deal with the change what defines company’s future and not the change itself.
He also gives some practical tips on how not to rush into making bad decisions like laying off people and what alternatives are on the table.
He also gives some practical tips on how not to rush into making bad decisions like laying off people and what alternatives are on the table.
March 24, 2019
Una obra que puede ser abordada desde diversas dimensiones. Tiene valor para lo personal, profesional, familiar y hasta social.
Sin demasiadas justificaciones como suele suceder en la literatura actual, el autor aplica razones y argumentos, que a los que tienen experiencia en la gestión y el emprendimiento les parecerán poderosos y acertivos.
Menciona continuamente cómo aprovechar los diferentes perfiles humanos y sociales en la gestión, facilita y marca el camino del trato, en algo que por su naturaleza es complejo.
Se podría decir que para los empresarios de la generación anterior, el pensamiento de Adizes es revolucionario y disruptivo, ya que muestra las etapas de la empresa y los acercamientos a los perfiles de los profesionales que trabajan en ella, sin discriminar y orientar a los profesionistas con tendencias emprendedoras, productivas, integradoras y administradoras.
Libro valioso que a cualquier buena empresa con enfoque a la excelencia en su totalidad, comenzando por sus integrantes, deberá ser útil.
Consigue del mismo autor: Conversaciones con CEO's: https://amzn.to/2YlDTHU
Sin demasiadas justificaciones como suele suceder en la literatura actual, el autor aplica razones y argumentos, que a los que tienen experiencia en la gestión y el emprendimiento les parecerán poderosos y acertivos.
Menciona continuamente cómo aprovechar los diferentes perfiles humanos y sociales en la gestión, facilita y marca el camino del trato, en algo que por su naturaleza es complejo.
Se podría decir que para los empresarios de la generación anterior, el pensamiento de Adizes es revolucionario y disruptivo, ya que muestra las etapas de la empresa y los acercamientos a los perfiles de los profesionales que trabajan en ella, sin discriminar y orientar a los profesionistas con tendencias emprendedoras, productivas, integradoras y administradoras.
Libro valioso que a cualquier buena empresa con enfoque a la excelencia en su totalidad, comenzando por sus integrantes, deberá ser útil.
Consigue del mismo autor: Conversaciones con CEO's: https://amzn.to/2YlDTHU
July 15, 2014
Very, very good and useful book it is. Strongly recommend for reading.
July 29, 2025
Every organization of people, be it a small family unit, a decent sized company, or an entire political structure, relies on its members in order to function. In this book, the author plainly lays out the four main personality types that everyone must work with and try to understand in order to cooperate and successfully achieve the task at hand. The main problem argued, however, is that individuals are not taught how to interact with these various personalities and are much more likely to assume their personality is the predominant or most likely to achieve outcomes. This book gives a relative guide on how to build up relationships that contain the respect and the trust of each involved party so that, whatever the organization, success is the outcome and frustration and inefficiency is greatly reduced.
October 27, 2020
Книгата дава ценен и обогатяващ опит. Освен ясно и разбираемо описаната теория, дава практически насоки как да се прилага методологията.
January 4, 2022
Interesting, quite academic but comprehensive.
March 27, 2018
Le style se voudrait facile à lire (une conversation). Néanmoins, c'est assez redondant : chaque chapitre reprend l'intégralité des enseignements depuis le début du livre... Les deux concepts forts à garder sont les modes de fonctionnement PAEI dans la prise de décision et la nécessité d'avoir le CAPI pour leur implémentation.
February 14, 2025
No es un libro que "proceda" de una persona religiosa y sin duda ayuda para tal cuestión, y para otras. Está dirigida la historia y la argumentación a un líder o administrador empresarial, pero aplica para política y religión, como también para las familias. En esto consiste la belleza de su propuesta.
Para poder dirigir necesitamos decidir e implementar. Es imposible que tomemos buenas decisiones solos todo el tiempo. Necesitamos consultar a otros. Necesitamos un equipo complementario compuesto por diferentes personas con diferentes puntos de vista. Esto genera conflicto.
Podemos hacer que funcione creando un entorno de respeto mutuo, de manera que podamos aprender el uno del otro. Creamos un grupo de colegas. Siempre buscamos a una persona complementaria que, complementará nuestros argumentos señalando las debilidades. Al incorporar críticas, los argumentos se vuelven mas fuertes. Esto si existe el respeto mutuo que, determinará como se manejarán las diferencias.
El conflicto puede ser constructivo. La confianza y el respeto mutuo son lo que hacen que el conflicto sea constructivo o destructivo. Se deberá crear o desarrollar un sistema que fomente la confianza a pesar del conflicto de intereses.
En lo personal me está sirviendo mucho en lo profesional y sé, que podrá ser muy útil a cualquier líder, desde un padre y hasta un político. Lo que dice son reglas prácticamente universales y también tumba ciertos paradigmas de la administración.
Para poder dirigir necesitamos decidir e implementar. Es imposible que tomemos buenas decisiones solos todo el tiempo. Necesitamos consultar a otros. Necesitamos un equipo complementario compuesto por diferentes personas con diferentes puntos de vista. Esto genera conflicto.
Podemos hacer que funcione creando un entorno de respeto mutuo, de manera que podamos aprender el uno del otro. Creamos un grupo de colegas. Siempre buscamos a una persona complementaria que, complementará nuestros argumentos señalando las debilidades. Al incorporar críticas, los argumentos se vuelven mas fuertes. Esto si existe el respeto mutuo que, determinará como se manejarán las diferencias.
El conflicto puede ser constructivo. La confianza y el respeto mutuo son lo que hacen que el conflicto sea constructivo o destructivo. Se deberá crear o desarrollar un sistema que fomente la confianza a pesar del conflicto de intereses.
En lo personal me está sirviendo mucho en lo profesional y sé, que podrá ser muy útil a cualquier líder, desde un padre y hasta un político. Lo que dice son reglas prácticamente universales y también tumba ciertos paradigmas de la administración.
June 15, 2016
This is one of those "I wish I'd read this sooner" books. If you are feeling frustrated, at work or at home, with the quality of your relationships and level of your effectiveness get this book. Read one chapter a day, and sleep on it. In two weeks you'll have a new view of things and some very useful tools to work with.
Chapters 1 thru 10 lay the foundation. Chapters 11 thru 14 pull it all together and provide some concrete steps to start the process of your process of unravelling the complexity and clarifying the ambiguity of your marriage, office politics, and global conflict.
The chapters are fairly short. Most can be read in less than half an hour. The conversational style may be a bit frustrating if you are an (E) type, but trust me, it will be worth it. If you are a committed atheist Adizes' references to spiritual matters may put you off, but don't let that stop you. The underlying principles about how humans act and interact are true regardless of your beliefs about cosmic consciousnesses.
Better, faster, more useful and much less expensive than an MBA.
Chapters 1 thru 10 lay the foundation. Chapters 11 thru 14 pull it all together and provide some concrete steps to start the process of your process of unravelling the complexity and clarifying the ambiguity of your marriage, office politics, and global conflict.
The chapters are fairly short. Most can be read in less than half an hour. The conversational style may be a bit frustrating if you are an (E) type, but trust me, it will be worth it. If you are a committed atheist Adizes' references to spiritual matters may put you off, but don't let that stop you. The underlying principles about how humans act and interact are true regardless of your beliefs about cosmic consciousnesses.
Better, faster, more useful and much less expensive than an MBA.
November 28, 2015
Sometimes we need someone to point to the obvious, because it is so easy to neglect the things that are implied. This is a great read that helps with problem solving, decision making, and in general, for nurturing the relationships in every sphere of life. I will definitely be rereading it, because it is so easy to get lost in thinking of real-life situations where I could apply this new-found knowledge.
April 18, 2022
This book is an excellent look at the concept of change, and the idea that it only stops when you die.
So why not learn how to work with it? Not against it!
With insights from the business world, public speaking in over 52 countries, relationship management with governments, and more, Dr. Ichak Adizes was the man who introduced Organizational Therapy to the world.
So why not learn how to work with it? Not against it!
With insights from the business world, public speaking in over 52 countries, relationship management with governments, and more, Dr. Ichak Adizes was the man who introduced Organizational Therapy to the world.
October 23, 2013
A very comprehensive book that summarizes on a friendly manner the main concepts that form Dr. Adizes Methology. If you want to understand the human side of change and promote it, this book is mandatory.
May 24, 2011
reading this for work...
And now I wish I'd known that the whole book is summarized on the last two pages.
And now I wish I'd known that the whole book is summarized on the last two pages.
November 30, 2014
Управляй. Доминируй. Унижай.
February 4, 2015
Good book
Displaying 1 - 16 of 16 reviews