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  • What is Adizes?
    • Adizes Institute
    • Adizes Organizational Therapy
    • Dr. Ichak Adizes
  • 🅰️Dictionary of Terms
    • PAEI
    • capi
    • Organizational Lifecycle
    • Formula Of Success
    • Change Map
    • Decision Making Process
    • Adizes Organizational Transformation
    • 🤝Symbergy
  • 🔠Wiki
    • 8-step Decision-Making Process
    • a
    • Abnormal Problems
    • Accept (a decision)
    • Accommodate
    • Accumulate
    • Accountability (Managerial)
    • Administrator
    • Adolescence; Adolescent Organization
    • AED (Adizes Executive Dashboard)
    • Affair
    • Allocated Expenses
    • Aristocracy; Aristocratic Organization
    • Arrest
    • Arsonist
    • Attribution Analysis Spreadsheet
    • Authorized Power (ap)
    • Backup Behavior
    • Behavioral Curve
    • Benevolent Prince
    • Best in Class
    • Black Book
    • Blue Book
    • Blue Internal Profit Center
    • Brackets
    • Bureaucracy; Bureaucratic Organization
    • Bureaucrat
    • Caminando y Hablando
    • Cascade
    • Cascaded Syndag
    • Chain of Causality
    • Charges to/from
    • Charismatic Guru
    • Christmas Tree
    • Client
    • Client Interface
    • Colleague
    • Column 0
    • Column 1
    • Column 2
    • Column 3
    • Column 4/5
    • Column 6
    • Committee
    • Complementary Team
    • Conceptual Foundations
    • Conduit
    • Constraint Goal
    • Constructive Conflict
    • Consultant
    • Contribution to/from
    • Cost to/from
    • Courtship
    • Creative Contributor
    • Deadwood
    • Death
    • Decentralization
    • Defreeze
    • Dog and Pony Show
    • Delegation
    • Deliberate
    • Demagogue
    • Democraship
    • Destructive Conflict
    • Deterministic Goal
    • Developmental POC
    • Dialectic Convergence
    • Dotted Line
    • Dotted-Line Reporting
    • Dramatic Reading
    • Driven Force
    • Driving Force
    • Early Bureaucracy
    • Entrepreneur
    • Executive Committee
    • Imperatives of a Decision
    • Implementor
    • Make (a decision)
    • Participative Organizational Council (POC)
    • Participative Organizational Council POC), Developmental
    • Phase 0
    • Phase I
    • Phase II
    • Phase III
    • Phase IV
    • Phase V
    • Phase VI
    • Phase VII
    • Phase VIII
    • Phase IX
    • Phase X
    • Phase XI
    • Page
    • Recrimination
    • Responsibility
    • Roles of Management
    • Synerteam
    • Take (a decision)
    • Yellow Internal Service Center
    • Witch-Hunt
  • 📖Library
    • Books by Dr. Ichak Adizes
      • 🧠The Ideal Executive: Why You Cannot Be One and What To Do About It
        • Introduction
          • Organization of the book
        • 1. Barking Up The Wrong Tree
          • A Corporate Fairy Tale (The Outdated Paradigm)
          • What is "Management"?
          • The Fallacy
        • 2. The Functionalist View
          • The Tasks of Management
          • The (PAEI) Code
          • The (P)roducer – (Paei) style
          • The (A)dministrator - (pAei) style
          • The (E)ntrepreneur – (PaEi) style
          • The Integrator – (paeI) style
          • Summing up the Functionalist View
        • 3. What Causes Mismanagement?
          • The Myth Of The Perfect Manager
          • (PAEI) Incompatibilities
          • The impossible dream
        • 4. Mismanagement Styles
          • Confronting the Inevitable
          • The Lone Ranger (P---)
          • The Bureaucrat (-A--)
          • The Arsonist (--E-)
          • The SuperFollower (---I)
          • The Common Denominator
        • 5. Working Together
          • A complementary team
          • The Bad News
        • 6. Can We Talk?
          • A Window on Managerial Styles
          • The Inevitability of Miscommunication
          • Translator Needed
        • 7. Constructive Conflict
          • Good Conflict, Bad Conflict
          • Honoring Diversity
          • Back to the Paradigm
        • 8. Structuring Responsibilities Right
          • Organizational Ecology
          • Why Structure Matters
          • Structuring for Accountability
          • Back to the Functionalist View
          • A template for Good Structure
        • 9. Matching Style to Task
          • Diagnosing a Type
          • Coding Jobs: A Basic Template
          • The Complementary Team Jigsaw Puzzle
        • 10. The Right Process: the Dialogue
          • The Managerial Tower of Babel
          • Dealing with a (P) – A (P)roducer or Lone Ranger
          • Dealing With an (A) – An (A)dministrator or Bureaucrat
          • Dealing With an (E) – An (E)ntrepreneur or Arsonist
          • Dealing With an (I) - an (I)ntegrator or Superfollower
          • Keeping Your Styles Straight: A Cautionary Tale
        • 11. Converting Management by Committee into Teamwork
          • The Communication Blues
          • Questions, Doubts, and Disagreements
        • 12. The Right People and Shared Vision and Values
          • The Role of Leadership
          • Sharing Vision and Values
          • The Visioning Process
        • 13. Nurturing the Wrong Tree?
          • The Wrong Tree
          • Traditional management Squashes Potential
          • The Management Training Gap
        • 14. The Mission of Management and Leadership Education
          • Decision-Making Programmability
          • The Effectiveness of Training
          • Delegation and Decentralization
          • What Organizations Can Do Themselves
          • The Dark Side of Formal Education
      • 📈Mastering Change: Introduction to Organizational Therapy
        • Acknowledgments
        • Introduction to the new edition
        • Management, Executives, Leadership…
        • Conversation 1: Change and Its Repercussions
        • Conversation 2: On Parenting, Management, or Leadership
        • Conversation 3: Predicting the Quality of Decisions
        • Conversation 4: Efficiency and Effectiveness
        • Conversation 5: The Incompatibility of Roles
        • Conversation 6: Management, Leadership, and Mismanagement Styles
        • Conversation 7: What to Do About Change
        • Conversation 8: Responsibility, Authority, Power, and Influence
        • Conversation 9: Predicting the Efficiency of Implementing Decisions
        • Conversation 10: What Makes the Wheels Turn
        • Conversation 11: How to Communicate with People
        • Conversation 12: Perceiving Reality
        • Conversation 13: Quality of People
        • Conversation 14: How to Convert Committee Work into Teamwork
        • Conversation 15: The Adizes Program for Organizational Transformation
      • 🔄Managing Corporate Lifecycles
        • Introduction
        • Chapter 1. Change and Its Repercussions
        • Chapter 2. Courtship
        • Chapter 3. Infancy
        • Chapter 4. The Wild Years: Go-Go
        • Chapter 5. The Second Birth and the Coming of Age: Adolescence
        • Chapter 6: PRIME
        • Chapter 7: The Signs of Aging n
        • Chapter 8: The Aging Organizations: Aristocracy
        • Chapter 9: The Final Decay: Salem City, Bureaucracy, And Death
        • Chapter 10: Tools For Analysis
        • Chapter 11: Predicting The Lifecycle: A Metaphorical Dance
        • Chapter 12: PAEI And The Lifecycle: Stage By Stage
        • Chapter 13: Predicting The Capability To Solve Problems
        • Chapter 14: The Causes Of Organizational Aging
        • Chapter 15: Structural Causes Of Aging
        • Chapter 16: Organizational Therapy
        • Chapter 17: Treating Organizations On The Typical Path: A Contingency Approach
        • Chapter 18: The Optimal Path
    • Other Books
  • 🔗Adizes Resources
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  1. Wiki

Charges to/from

PreviousChain of CausalityNextCharismatic Guru

Last updated 1 year ago

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The amount of money that a yellow unit charges another unit for its services. The yellow unit has “Charges to” as an inflow and the unit receiving the services has “Charges from” as an outflow. Related to the and Red Book, which are deployed as part of of the Adizes Program for Organizational Transformation.

🔠
Blue Book
Phase VI