Adizes Institute :: Video :: TopLeaF DVD "Structure and Lifecycles of Organizations" Program

TopLeaF DVD "Structure and Lifecycles of Organizations" Program

“Structure and Lifecycles of Organizations”, covers the subjects “What is the Organizational Lifecycle?” and “How to Correctly Structure an Organization.”

Corporations, like living organisms, experience predictable patterns of behavior as they grow and develop. They are faced with specific foreseeable problems as they progress through their lifecycle. In this program how to predict problems before they arise in order to accelerate and facilitate healthier organizational growth is explained. A specific method to structure organizations in order to maximize the chances of success is also presented.

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Accountability (1 Disc)

The word accountability is all over the place these days - several companies were doing  some "creative accounting" making multi-million dollar frauds to their stockholders.

What is accountability? How can you hold somebody accountable for something?

The first question is what is the difference between accountability and responsibility. Many people confuse these words. I am going to present you my model of accountability which we at the Adizes Institute use in our consulting work with clients.

The system of accountability consists of three subsystems: responsibility (task), authorance (authority, power, influence), and rewards. A person is accountable if he knows his task, has the sufficient authority/power/influence to carry out the task and gets the expected rewards. If all people are accountable, the organization will perform better than if otherwise.


Our price: $100.00 (€87.00)
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From Entrepreneurship to Professional Management (1 Disc)

During the Adolescent stage of the organizational lifecycle, companies are reborn. The transition from Courtship to Infancy is comparable to physical birth. In Adolescence it's an emotional rebirth: companies find life apart from their founder or from any management that behaves like a founder. In many ways, the company is like a teenager trying to establish independence from family - any family.

Why is the transition from Go-Go to Adolescence so difficult? There are three principal challenges:

*        Delegation of authority

*        Change of leadership

*        Goal displacement


Our price: $100.00 (€87.00)
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How to Define an Organization's Mission (1 Disc)

The world is in constant changing and the change creates problems that need to be managed. The management process focuses on: Knowing where we are, deciding where we want to go, and finding how to get there in the most efficient way.

Because the world is in constant change, the business should cope with these changes; otherwise, it will die. The need for managing change leads the organization to the key questions such as: What business are we in? Are we in the right field? Should we re-model the business as an answer to the change?

How does an organization go about defining a mission that people understand, support and act on? The presentation in this tape provides a "road map:" How the top management can proceed and discuss what the mission of the organization is and how to do it in the most efficient way.

The organizational mission gives answers to these questions. It is usually presented in a mission statement.


Our price: $100.00 (€87.00)
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How to Get Out of the Founder's Trap (1 Disc)

If a company is not capable of institutionalizing the leadership of the founder, if the leader is indispensable, the founder is in what we call the founder's trap. The trap can reach beyond the founder; in that case, we call it the family trap. It usually takes three generations for that trap to do the family in: That is when the family loses the business.

A healthy Go-Go company has to prepare for its healthy Adolescence: Its second birth will occur with the emancipation of the organization from its founder or the founding family.


Our price: $100.00 (€87.00)
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How to Hire the Right People (1 Disc)

When we try to hire somebody, we are looking for his CV and we usually get a CV full of P: education and achievements. This is necessary but it is not sufficient.

Managerial process is far too complicated for any single individual to perform. That is why we need a complementary team. Having a complementary team means having difficulties in communication, a lot of misunderstandings and a lot of conflicts. The reason for this is the difference in our styles. The only way to convert from destructive to constructive conflict is to have an environment, a culture of mutual trust and respect.

This topic covers what are the critical ingredients one needs to look for hiring managers in order to ensure the sustainability of the culture you want to build.


Our price: $100.00 (€87.00)
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How to Start a Business (1 Disc)

When we say "starting a business" we actually mean to start something new - either a new product, a new market, or a new company - something new. The issue here is to have a healthy birth of that "something new." What happens then? The founder of that "something new" tries to convince everyone around how great is that idea. The emphasis is on ideas and the possibilities the future offers. The would-be founder is excited and enthusiastic and "selling" everyone on how wonderfully his idea is going to come out. To whom is he really selling the idea? Whom is he working hardest to convince? Himself!

It is commitment that makes any organization-marriage, business, or society - viable. For an organization to start performing the function for which it was designed, it needs to undertake risks. No risk is taken without commensurate commitment, and it is during this early stage when founders build that commitment.


Our price: $100.00 (€87.00)
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How to Structure a Small Company (1 Disc)

Good structure is necessary for fostering an effective and efficient organization. Why? Because good structure provides boundaries, which we all need in order to focus our energies appropriately. Unless you know what you have to do, I know what I have to do, unless we know how our responsibilities intersect and where they conflict - in other words, how our jobs affect each other - we are bound to interfere with each other. Who is doing what, when, and to whom? It is everyone's' guess.

There are numerous popular and traditional structures that lead corporations into disaster. In order to have the diversity of styles necessary for a complementary team, you must also have a complementary structure that nourishes diversity.


Our price: $100.00 (€87.00)
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Is Your Company Structured Right? (1 Disc)

Staffing an organization with well-trained, well-rounded managers with complementary styles - who have no zeros in their (PAEI) codes, are suited to their tasks and even work together admirably - will not necessarily make an organization well managed. That is a starting point and a necessary condition - but it is not sufficient.

What else is necessary? The organization must be structured to attract and nurture those complementary managerial styles; in other words, to allow people to be accountable, so that they can get results and act in the best interests of their team or unit as well as in the interests of the larger enterprise.


Our price: $100.00 (€87.00)
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Rejuvenating an Aging Company (1 Disc)

When did the decline begin? What were those first almost imperceptible signs? Decline commences when everyone least suspects it: in Prime. That's when complacency sets in. Slowly but surely, instead of aggressively initiating new products, services, and ventures, the company's executives begin to narrow their focus to today's products and services. Their goal is to maintain profitability by reducing costs, and so they discover 100 ways to shave the costs of research and development, manufacturing, sales, and support functions like marketing. Their chintzy inward focus is the first sure sign of decline. The company has lost its adventuresome, aggressive character. Instead of finding ways to increase revenues, they look for ways to cut costs only.

Aging companies run on ritual rather than reason. Ask almost any employee for an explanation for certain processes, and the reply is likely to be, "I don't know. It's company policy. Don't expect me to violate it."


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Signs of Organizational Aging (1 Disc)

If an organization is slipping out of Prime, the symptoms won't show up on its financial reports. Financial analyses and reports are analogous to blood or urine tests. By the time something shows up in those tests, it's already a problem and time to be looking for curative treatments. Like medical tests, financial statements discover disease when abnormal symptoms appear, and we can only hope that we have caught the problems before they have reached pathological status. We should do better than that. We want to discover the signs of deterioration when there is still the chance to do some preventative treatment.

When people age, the first symptoms aren't apparent in their actions or bodies. Aging starts in the mind with changes in attitude and goals. People start aging when they stop playing. Organizations age the same way. When an organization starts to slip out of Prime, when it is in the twilight zone, at the advanced stages of Late Prime, the first symptoms start appearing in its culture.


Our price: $100.00 (€87.00)
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