"Too busy for Management Upgrades?"
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Light reading for the heavy hitting
manager.
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First application adventures in Management
Engineering.
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Common challenges met, common problems
solved.
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Done quickly, with techniques any manager
can apply.
The father of Management Engineering offers
this work as “management-engineering light.”
It addresses the simplest and most readily available of the potent new
techniques and understandings derived
from this emerging engineering specialty.
This tongue-in-cheek approach to applications adjusts viewpoints and
provides techniques so gently that you hardly notice the increase in your own
effectiveness.
OEE, Inc. is a real corporation with
potentials such as are offered in the book.
The products being generated are books and presentations, rather than
the specific services noted in the various adventures in the book. This recognizes that the initial publication
meets the basic purpose for their being a corporation. While services to individual businesses may
be offered in the future, that is speculative.
This writing is a more effective way to pass the benefits of management
engineering to busy managers who feel unable to spare the time to read the more
in-depth works available.
A modern small business has four to six
people working in handling product and direct dealings with customers for each
person in management and internal support.
A modern large business has this same internal support person so bogged
down with internal management and support work that they are only able to
support two to three productive workers.
There are no
economies of scale in large management systems.
It’s much worse than that. We are dealing with a blindness that is so
profound that we don’t even see how inefficient modern large management systems
have become. We have support areas
demanding support from those who receive their services. We have Eiffel tower management systems
seven layers deep, where middle managers may only have three or four direct
subordinates, with clerical support to perform even that much management.
You ask modern efficiency experts for
organizational efficiency, and get handed a process. We don’t have experts addressing efficiency through
business structures. We don’t have
people addressing efficiency through management processes. We are saddled with a lot of very smart
people with “efficiency processes” that they feel will enhance management
performances.
And
why not? Surely they worked in the
past.
We have a 40 year history of successful
management-improvement programs in Federal Government. If any of them had made management
efficient, we wouldn’t still be looking for something better! Our vision is
corrupt. Even when they are successful, our efficiency
enhancing programs don’t improve management.
So what is a manager to do?
Management engineering provides a potent new concept:
Good management makes others more effective, even
those in management systems. So
begins the journey that leads to efficiency in gaining performance through
organizations.
Go with Jesse and Bill, two management
engineers, as they step through twenty-one adventures in organizational
efficiency. They are addressing the
problems common to modern management, but with one important difference. They aren’t improving productive processes –
they address the performance of management.
They don’t get people to work harder, but get management to provide
better support to those who are responsible for accomplishments.
Grasp this new understanding. Efficiency is
not an esoteric subject; it is the comparison between outputs and inputs. Jesse
and Bill are applying management engineering to problems that stump today’s
experts. They are addressing areas of
assignment, responsibility and management structure.
This is not written as a textbook, but as
light reading. The first applications
of this emerging area of management expertise are simplistic. They rely
more on vision than deep understandings. They rely upon a change in attitude and approach, not on some
adjustment that can finally make past efforts effective. And what these engineers do is just good
management. It is good management that
we can recognize, but that we do not do in today’s management efforts.
Incremental Lessons. Applying Good management in
places where it is now missing is not all that much of a challenge. It does not require a long and involved
training session, a good change in attitude and approach is often sufficient.
Light Reading. Management is a practical art, not a deep
scientific pursuit. Management is
learned as much by example as by knowledge.
Pass through a few of these adventures and enjoy the results.
Good Existing Foundation. Good
management is not something new. We
recognize good management now, and only have to apply it in new areas and to
new effects.
High Impact Applications. Management
Engineering is a new study, and its applications are in virgin territory. We are in the steepest part of the learning
curve, where tremendous effects can be gained with even small changes.
You don't need to take this on faith - read
the first 10% of the book, or download it. This work is its own best
advertisement. The sooner you take hold of the benefits of management
engineering, the sooner you take more effective charge of your subordinate
organization. There is no reason to wait; there will be good reason to get a
copy of this work for your own library.
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