"Too busy for Management Upgrades?"

 

·         Light reading for the heavy hitting manager.

·         First application adventures in Management Engineering.

·         Common challenges met, common problems solved.

·         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.

Open 10% Sample

 

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? 

thumbnailManagement 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.

Open 10% Sample