Dr. Ichak Adizes is one of the leading management experts in the world. He was selected by Leadership Excellence Journal among the top thirty Thought Leaders of America and by Executive Excellence Journal among the top thirty consultants of America. For his contribution to management theory and practice, he has been awarded fifteen honorary doctorates, two honorary citizenships, the honorary rank of Major from the military, was elected a Fellow of the International Academy of Management and was appointed Honorary Scientific Advisor to IBS - Academy of Economics of the Russian Federation. For his contribution to humanity, he was selected by the National Ethnic Coalition of Organizations (NECO) Foundation to be the recipient of the 2010 Ellis Island Medal of Honor.
Dr. Adizes served as tenured faculty at UCLA, a Visiting Professor at Stanford and on the teaching staff of Columbia University. Today, he is the Founder and President of the Adizes Institute, an international consulting company, which applies the methodology for managing accelerated change for exceptional results that bears his name. Dr. Adizes has consulted to Prime Ministers and members of the cabinet in different countries, to companies from startup to some of the Fortune one hundred, lectured to over one hundred thousand executive in fifty-two countries and published eleven books, some of them translated to twenty-six languages.
Dr. Adizes lectures in four languages, resides in Santa Barbara California with his family, is a strict vegan in his diet and for relaxation loves folk dancing, plays the accordion and practices meditation.
"Dr. Adizes' methodology has been one of the reasons that we have grown from $12 million in sales to over $750 million without any outside financing." Stewart Resnick, CEO, Roll International
"The Institute's methodology has enhanced internal communications by encouraging habits of participatory management and by helping us accept change as normal and as continuous opportunity for the bank." Samuel H. Armacost, Former CEO, Bank of America
"The Adizes Methodology for managing sustainable accelerated growth has been a major contributor to our success. In the ten years that we have worked with and retained the services of Adizes LLC, we have grown our capitalization from $261 million in 1992 to $3.5 billion in 2002, making us one of the largest corporations of the continent." Ricardo B. Salinas, CEO, Grupo Salinas (Mexico)
"Adizes is the Darwin of corporate evolution." Monroe E. Price, Dean, Benjamin N. Cardozo School of Law, Yeshiva University
"The U. S. foreign policy world--as well as the international community as a whole--would benefit greatly from a deeper understanding of Ichak Adizes' insights and theories."
Ambassador Kenneth L. Adelman, Former Director of the U.S. Arms Control and Disarmament Agency and former U.S. Representative to the United Nations
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Most Helpful Customer Reviews
3 of 3 people found the following review helpful:
5.0 out of 5 stars
The Classic Account of a Serious Problem,
By Neil LaChapelle (Waterloo, ON, Canada) - See all my reviews
This review is from: How To Solve The Mismanagement Crisis: Diagnosis and Treatment of Management Problems (Paperback)
When you think about it, it is amazing that mismanagement is not as big of a study area as management is. I suppose that every book on management could be seen as a book about avoiding mismanagement, but rarely will you find a sustained analysis of mismanagement itself. This classic book by Ichak Adizes is rare in how it sets out a theory of mismanagement that you can use in your workplace to improve the output of organizational teams. Some of the ideas in this book have been superceded in later Adizes writings, specifically the "Leadership Trilogy"The Ideal Executive, Management/Mismanagement Styles, and Leading The Leaders.
However, reading this classic early text can still totally transform your understanding of leadership, management and organizational life, if you are new to Adizes. It gives a more comprehensive overview of the whole Adizes management theory than do some later books, which expand on specific aspects of that theory. It is also easier to understand the importance of some of Dr. Adizes' new ideas if you are familiar with earlier versions of the theory - and I don't want to emphasize the discontinuity too much - most of the ideas have stood the test of time and repeated application without too much modification. The book begins with a discussion of different styles of mismanagement. It then introduces organizational lifecycle concepts, to illustrate how different management styles are needed at different phases of an organization's development. There follows a discussion on how to help organizations reach the prime stage of development - a topic which is developed in later Adizes books such as The Pursuit of Prime: Maximize Your Company's Success with the Adizes Program and Managing Corporate Lifecycles. Many symptoms of mismanagement come from a lack of fit between what the organization needs in order to stay vibrant and what the organization breeds in terms of managers shaped by the constraints that drive their work. So managers have to be "bigger" than the current constraints upon them might dictate, in order to lead the organization to optimal performance. Later Adizes books cover these issues in more detail, but this remains a terrific read for anyone serious about management, leadership, organizational behaviour and organizational design.
1 of 1 people found the following review helpful:
5.0 out of 5 stars
Mismanagement Crisis,
This review is from: How To Solve The Mismanagement Crisis: Diagnosis and Treatment of Management Problems (Paperback)
In the business world solving or preventing management problems is just as important as managing in a constructive, efficient manner. This book illuminates both ideas and sheds lights on the wrong and right ways of approaching management. An ideal read for start-up, small, and large businesses.
5.0 out of 5 stars
An Original of Corporate Lifecycles,
By What is remarkable about Dr. Adizes is that he understood intuitively and at a relatively early age the management styles and modes of behavior that are effective at different times depending on where the organization is in its life. And with the techniques provided, we can know where the organization is in its life. Nothing in management is really static; time is an essential variable. Problems typically occur when certain leadership behaviors and patterns arise at wrong times, and because of the nature of management and leadership, these behaviors and patterns will exist in natural conflict with what is required for the organization to keep growing and getting more competitive. This book might be the origin of system development life cycle theories of management. To appreciate how Adizes was able to see through things and explain in relatively few words the gist of mismanagement, one benefits from information about Adizes' early life. He began life in Skopje, Macedonia. The first of his several languages was Ladino (15th century Spanish). Because his father had a Spanish passport, the family was actually allowed out of a concentration camp and they fled to Albania. He later made it to Israel and finally to the U.S. He experienced much of the world and the issues of human nature at a young age. The Adizes website now has a quite sophisticated viewpoint of corporate lifecycles complete with infant mortality considerations and even premature aging. The reality is that survival is always difficult for corporate organizations. Interestingly, for organizations that survive into full maturity, there is decay and ultimate death. Corporations that make it this far succumb to periods of aristocracy followed by early bureaucracy and then full-blown bureaucracy. Then they die. (So much for holding a company's stock shares forever!) Death in one form or another awaits all corporations. Knowing where your organization is in its lifecycle is important - to state the obvious. Nothing in Dr. Adizes' later teachings, or for that matter those of Peter Drucker, have contradicted the findings reported in How To Solve The Mismanagement Crisis. I believe this book is as relevant today as when it was first published in several languages.
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