How tot manage in Time of Crisis

How tot manage in Time of Crisis
Автор книги: id книги: 1504134     Оценка: 0.0     Голосов: 0     Отзывы, комментарии: 0 0 руб.     (0$) Читать книгу Скачать бесплатно Купить бумажную книгу Электронная книга Жанр: Управление, подбор персонала Правообладатель и/или издательство: Манн, Иванов и Фербер (МИФ) Дата публикации, год издания: 2009 Дата добавления в каталог КнигаЛит: Скачать фрагмент в формате   fb2   fb2.zip Возрастное ограничение: 12+ Оглавление Отрывок из книги

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Humanity is facing a major challenge with the coronavirus. It is estimated that up to 60 million people world wide will die. Mostly older people or those with health issues. True , having health issues and being old. they would have died anyway but with the coronavirus we are talking about a major wave in a short window of time of hospitalized and dead people. Health delivery systems will collapse. Beyond 65 mil that will die scientist predict there will be hundreds of millions of sick people who will not be productive for a while till they recuperate. One does not have to be a rocket scientist to realize that such a wave of sick people, collapsing a health delivery system , will cause a major reduction in active customers and thus consumption. And factories will not be able to produce . And logistics companies to deliver. And as revenues shrink, companies are going to fire part of their work force, causing the health crisis to be now also an economic crisis, leading to recession and predictably depression. As unemployment grows and people on the lower level strata of society suffer income wise the most, there will be social unrest making the health and economic crisis be now a social crisis too. The unrest will call for strong government intervention and regulation that some liberal oriented people will consider anti democratic and too authoritarian bordering on dictatorship. That will make the medical – economic- social crisis to be also a political one. In other words, the year 2020 will be remembered and studied by generations of sociologists, medical researches, political science scientists and common men. The question that should occupy us is: what is a company supposed to do with such dire predictions? That is what this book is about. I hope you find it helpful Sincerely Dr Ichak Kalderon Adizes

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Ицхак Адизес. How tot manage in Time of Crisis

Acknowledgments

Recognition

The nature of change and its repercussions

Definition of a “crisis”

The importance of timely reaction

Why change causes problems

Disintegration is universal and inevitable

“Lies, damned lies, and statistics”

The remedy

What not to do

“What does not kill you makes you stronger”

Steps to take in a crisis

Preserve your strengths

Synchronizing the four sub-systems

Reaffirm your mission

Restructure responsibilities

Authorance: Authority, power, and influence

How do you steer a powerboat?

The importance of structure

The hierarchy of information flow

Reinforcements, intrinsic and extrinsic

Extrinsic reinforcements

Intrinsic reinforcements

The value of empowerment

What could go wrong?

We should have seen it coming

“Fish-scale society”

Changing values, changing behavior

Summing up

About the Adizes Institute

Selected complementary works by Dr. Adizes

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I want to thank my associates Nebojsa Caric (Adizes South East Europe), Sunil Dovedy (Adizes USA), and Carlos Valdesuso (Adizes Brazil) for their most helpful comments on an early draft. My thanks go to Nan Goldberg for editing my speech and Emily Garvin for copy editing the final draft.

RIGHT NOW, IN 2009, the world is in a deep financial crisis. It affects everyone, particularly companies that are undergoing a transformation into an increasingly competitive economy and experiencing rapid and continual economic, political, and technological changes: companies that must have access to credit in order to continue developing.

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Change is nothing new. Change has been here forever, for billions of years. What is new is that the rate of change is accelerating, faster and faster and faster… Our grandparents probably made one strategic decision in their lifetimes (to move to a new city, change jobs, etc.), and our parents made strategic decisions every fifteen or twenty years. We might make strategic decisions every ten years, and most probably, our children are going to make strategic decisions every couple of years, maybe even every year.

THE INCREASING RATE of change has repercussions. When change occurs, problems arise: what to do in the new situation or with the new events facing us. As change accelerates, problems are attacking us faster. Everybody has more problems than they can handle. People are falling behind faster and getting more and more stressed.

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