Monthly Archives: March 2014

“Planning” – An Article by Business Consultant, Arte Maren

business-plan-arte-maren-natural-laws-of-management-admin-scaleHow quickly you are going to get from your existing scene to your ideal scene will depend upon this section of the Admin Scale covering PLANS, PROGRAMS, PROJECTS, and ORDERS. All of these points fall under the heading of PLANNING.

Mr. Hubbard defines plans as:

The general bright idea one has to get things up to the ideal scene or improve even that.1

He further defines the other key points of planning as:

The program is the big solution to a problem—the big problem is solved by a big solution called a program. The little problems inside that big solution are solved by projects. And inside the projects the littler problems are solved by orders.2

Raising statistics and producing more valuable final products is done by planning, and planning takes confront3, a prerequisite to successful planning (and doing!).

Gradients

Confronting this subject of planning or programming is really a subject of gradients.4 Just about anything can be confronted if it is broken down into gradients.

The source of most failures…Either too shallow or too steep [a gradient].5business-gradients-planning-arte-maren-natural-laws-of-management-admin-scale

An order such as “You must renovate a hotel this week. Please have it done by next Wednesday” would be overwhelming. It is also probably not going to get done. If you run your operation on orders alone. Without a plan, program or project, you will not have a very smooth and expanding operation. Lots of those “undone orders” probably didn’t get done because they were not confrontable as one single item or command.

An order might be in the category of “Pick up that chair.” “Shut off the light.” “Go downstairs.” These are orders.

And where do orders come from? Orders are derived from projects. Not just from some arbitrary idea.

Projects come out of programs. A program is broader than a project. Where did the program come from? It came from a plan. Thus, these are gradient steps to accomplish the ideal scene.

-Arte Maren
Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale

 

1 “Plan” (definition), Hubbard, Modern Management Technology Defined,
from Policy Letter of 29 Feb. 1972, Issue II, Management Series.

2 “Project” (definition), Hubbard, Modern Management Technology Defined.

3 Confront: “direct observation.” Hubbard, Modern Management Technology Defined.

4 Gradient Scale: “[A] gradual increasing degree of something.
A non-gradient scale would be telling someone to enter a skyscraper
by a 32nd-story window.” Hubbard, Modern Management Technology Defined

5 Hubbard, “Gradients and ARC,” 1 September 1966, Saint Hill Special
Briefing Course Lecture 442 (Level L).

 

Do You Have Your Admin Scale?

“CONTINUED EXPANSION” – An Article by Business Consultant, Arte Maren

teamwork-excited-image_It always seemed odd to me that when things were not going well or if the stats were going down, everyone wanted to know why; management demanded a reason. But if the stats improved, then what? Nary a word. “Nope, don’t want to know. Leave it alone.” Now, that really is management by karma! It is even more important to know why something is working well, so that it can be reinforced. What was the cause and what can we do to keep it going?

THE CAUSE OF THE AFFLUENCE IS STILL CAPABLE OF CAUSING IT!

By reinforcing what caused the Affluence each time, you keep boosting it up to a new higher point until eventually it peaks at what is truly a stellar range. Now you have a new scene.7

A VFP (Valuable Final Product) is defined as: Something that can be exchanged with other activities in return for support. The support usually adds up to food, clothing, shelter, money, tolerance and cooperation (goodwill).6upward-statistic-image

In summary, he also lists the causes of organizational failure and the relationship of these causes to VFPs:

Studying back and forth over history, poking about in old ruins, remembering, adding it up, the apparent causes of organizational decay are:

(a) Failure to have an informed, trained top management capable of setting real policy in accordance with the need of the organization.

(b) Failure of top management to set policy.

(c) Company members, supervisors and workers setting their own policy out of agreement with or in ignorance of the needs of the organization and themselves.

(d) Failure of top management to wisely, completely and precisely establish the valuable final products of the activity.

(e) Ignorance of or disagreement with the valuable final products by workers and company members.

In a much more general sense we would have:

A. Unwise or unset policy.

B. Unreal or unstated or undone valuable final products…

The valuable final product list does not come wholly from top management.

The list does not come only from the group.

Major social and business catastrophes occur when (a) no list is set (b) top management only sets the list or (c) the group sets the list up.8

-Arte Maren
Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale

 

7 Hubbard, “Vital Data: Power and Affluence Conditions”
Policy Letter of 27 August 1982, Organization Executive Course.
8 Hubbard, “Valuable Final Products” 
Policy Letter of 25 March 1971, Organization
9 Hubbard, “Reality of Product” 
Policy Letter of 1 December 1970, Organization Executive Course.

Do You Have Your Admin Scale?