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Managing corporate lifecycles

Author: Adizes, Ichak Publisher: Prentice Hall, 1999.Edition: Revised ed.Language: EnglishDescription: 460 p. : Graphs/Ill. ; 24 cm.ISBN: 0735200572 ; 9780937120064Type of document: BookBibliography/Index: Includes bibliographical references and index Previous title: Corporate lifecycles: how and why corporations grow and die and what to do about it
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Asia Campus
Main Collection
Print HD6954 .A35 1999
(Browse shelf)
900098249
Available 900098249
Book Europe Campus
Main Collection
Print HD6954 .A35 1999
(Browse shelf)
001390598
Available 001390598
Total holds: 0

Includes bibliographical references and index

Digitized

Managing Corporate Livecycles
Contents
PART I
WHAT IS GOING ON?
1
Chapter 1
Change and Its Repercussions 3
The Perpetuity of Problems 3
From Prediction to Acceleration 7
The Common Cause 8
Lifecycles and the Nature of Problems 10
Normal vs. Abnormal Problems 10
The Typical vs. the Optimal Path 12
Chapter 2
Courtship 21
Building Commitment 21
Founder: Prophet or Profit? 24
Building a Commitment Correctly 28
Is It Real True Love, or Is It Just an Affair? 30
Problems of Courtship 31
Chapter 3
Infancy 33
Product Orientation 33
Leadership Transition 35 Climate 36
Undercapitalization 38
Founder's Commitment 39
Autocratic Leadership Style 44
Infant Mortality 46
Problems of Infancy 47
Chapter 4
The Wild Years: Go-Go 51
Opportunities as Problems 52
Reactive Sales Orientation 54
The Climate 55
Lack of Consistency and Focus 61
Company Organized around People 62
The Founder's Trap 65
The Seagull Syndrome 67
Who Integrates? 70
Problems of Go-Go 73
Chapter 5
The Second Birth and the Coming of Age: Adolescence 77
Delegation of Authority 78
Change in Leadership—From Entrepreneurship to
Professional Management 80
Goal Displacement 85
Normal vs. Pathological—The Divorce 87
Problems of Adolescence 91
Chapter 6
PRIME 95
Early Prime 96
Vision and Values 97
Institutionalized Governance Process 99
Controlled and Nurtured Creativity 101
Coalesced Goals 102
Focus and Priorities 103
Functional Systems and Organizational Structure 104
Predictable Excellence 105
Growth in Both Sales and Profits 105
Organizational Fertility 106
Intra- and Inter-organizational Integration and Cohesion 106
Problems of Prime 107
Late Prime/Fall 110
Problems of Early Prime 112
Problems of Late Prime/Fall 112
Chapter 7
The Signs of Aging 115
Comparing Growing to Aging 117
1. From Risk Taking to Risk Avoidance 118
2. From Expectations Exceed Results to Results Exceed
Expectations 120
3. From Cash Poor to Cash Rich 123
4. From Emphasis on Function to Emphasis on Form 123
5. From Why and What to How, Who, and Why Now? 126
6. From Contribution to Personality 128
7. From Asking Forgiveness to Asking Permission 129
8. Are Those Problems or Opportunities? 131
9. From Marketing and Sales to Finance and Legal 131
10. From Line to Staff 132
11. Responsibility vs. Authority 132
12. Who Is Managing Whom? 134
13. Momentum or Inertia 136
14. What to Do? Change Leadership or Change the System? 137
15. Internal and External Consultants vs. Insultants 140
16. From Sales to Profit Orientation 140
17. From Customers to Capital 142
18. From Cash to Politics 143
Chapter 8
The Aging Organizations: Aristocracy 153
Dress Code 155
Meeting Rooms 156
Use of Space 157
How They Address Each Other 158
Communication 159
Weak Decision-Making Bodies 161
Conflict and Crisis Handling 161
Mergers and Acquisitions 164
The Silence Before the Storm 166
Waiting for . ..(?) 167
Chapter 9
The Final Decay: Salem City, Bureaucracy, and Death 171
Salem City 171
The Witch Hunt 171
Bureaucracy: The Clinically Sustained Life 174
Disassociation 177
Lack of Sense of Control 178
Bypass System 178
Death 181
How to Decide Where a Company Is on the Lifecycle Curve 182
PART II
Analyzing Organizational Behavior
187
Chapter 10
Tools for Analysis 189
The Origins 191
The Four Management Roles 193
The P Role 193
The A Role 198
The E Role 199
The I Role 201
Mechanistic vs. Organic Consciousness 205
Testing Your Understanding 207
The Incompatibility of the Roles 212
P-I Incompatibility 212
P-E Incompatibility 212
P-A Incompatibility 213
A-I Incompatibility 214
E-I Incompatibility 216
Chapter 11
Predicting the Lifecycle: A Metaphorical Dance 221
The Dance: The Sequence of PAEI Role Development on
the Typical Path 223
Who Is First? 224
Who Is Second? 224
Who Is Third? 227
Stepping on Each Other's Toes 229
The Healthy Dance on the Typical Path 230
Adding Ito Reach Prime 231
The Fall 233
Chapter 12
PAEI and the Lifecycle: Stage by Stage 237
Courtship—paEi 237
Infancy—Paei 239
Go-Go—PaEi 240
Adolescence—PAei or pAEi 242
The A-E Struggle 242
Self-discipline 245
The Significance of I 246
Goals 248
Early Prime—PAEi 250
The Fall—PAeI 253
Why E Declines First 255
Aristocracy—pAeI 256
Salem City 0A0i and Bureaucracy 0A00 257
Death-0000 258
Chapter 13
Predicting the Capability to Solve Problems 261
Perceptions of Problems 261
Authority 263
Power 264
Influence 264
Authorance and CAPI 264
Predicting Who Has Control 268
Authority over the Lifecycle 269
Authority vs. Responsibility 270
The Behavior of Power in the Lifecycle 274
The Behavior of Influence in the Lifecycle 277
CAPI over the Lifecycle 278
Chapter 14
The Causes of Organizational Aging 281
The Behavior of Entrepreneurship throughout the
Typical Lifecycle 281
Factors Affecting Entrepreneurship in the Lifecycle 286
1. Mental Age of Leadership 287
2. Functionality of Leadership Style 288
Management Styles and the Nature of Conflict 289
Leadership Styles 293
3. Perceived Relative Market Share 303
4. Functionality of Organizational Structure 304
Chapter 15
Structural Causes of Aging 307
The Functionality of Organizational Structure 307
Where Is the Conflict? 310
Structure Causes Strategy 315
Growing vs. Aging Companies: The Difference 318
Organizational Colonialism 319
Summary 321
CAPI in the Lifecycle 322
Part III
Raising Healthy Organizations
329
Chapter 16
Organizational Therapy 331
The Nature of Life and Problems 331
Normal vs. Abnormal Problems 333
The Nature of Change 334
The Role of a Therapist 336
Types of Integration 337
Organizational Integration 340
The Adizes Methodology 341
Successful Integration 342
Chapter 17
Treating Organizations on the Typical Path:
A Contingency Approach 347
Treating Infancy 347
Treating Go-Go 349
Getting Out of the Founder's or Family Trap
—Institutionalizing E and CAPI 351
The Problem of Premature Delegation in a Go-Go 355
Treating Adolescence 356
Significance of Structure 357
Prime 361
Decentralizing and Avoiding Organizational
Colonialism 364
The Organizational Family 365
Treating the Fall Organization (PAeI) 368
Treating the Aristocratic Organization 370
Treating Salem City (pAei) 372
Treating Bureaucracy (000A) and Dead (0000)
Organizations 373
Ill-Timed and Unnecessary Surgery 374
Can an Internal Consultant Do the Job? 375
Chapter 18
The Optimal Path 377
Typical vs. Optimal Path 377
The Optimal Dance: The Faster Route 380
The Typical Path: A Comparison 395
Summary 401
The Laws of Organizational Transformation 401
Part IV
Appendices
403
Appendix A
Case Studies 405
Before Starting: The RR Company 405
1. Findings 405
2. Location on the Lifecycle 407
3. Plan of Action 409
Reaching Prime: The ZZ Case 410
BB: The Prime That Might Have Been 412
A Weaknesses 414
E Weaknesses 414
P Weakness 415
The CC Company: Behavior on the Optimal Path 420
pael—The Fertile Womb 420
paEI—Conception 420
pAEI—Pregnancy 421
PAeI—Prime Birth 422
PAEI—Mature, Sustainable Prime 424
Appendix B
Explorations of Some Eternal Questions 427
Creation 427
The Meaning of Love 431
The Formation of a Nation 433
References 439
Index 455

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