The Hubbard Management Technology is used today by more individuals and organizations than any other administrative system on earth. Sterling Management’s tailored programs are based on the unique and successful principles developed by Mr. Hubbard to manage and administer organizations of all types.

“It is not man’s dreams that fail him,” declared L. Ron Hubbard in 1969. “It is the lack of know-how required to bring those dreams into actuality.” For that reason, and that reason alone, “Whole nations, to say nothing of commercial firms or societies or groups, have spent decades in floundering turmoil.”

The consequences stare back at us as headlines every day; corruption in the corporate world; escalating bankruptcies; massive layoffs and big government interference. It is not for nothing, then, that Mr. Hubbard further explained, “Man’s happiness and the longevity of companies and states apparently depend upon organizational know-how.”

If one genuinely understood how individuals best function – their needs, aspirations and the source of their failings – one would naturally understand how groups of individuals best function. Such was the stance from which L. Ron Hubbard addressed the problems of how we cooperate with others – not with management gimmicks or the latest guru’s theory or even “Mr. Know Best” authoritarian mumbo jumbo but with a uniquely compassionate view of groups as individuals united in a common purpose.

In all, Mr. Hubbard spent more than three decades developing and codifying the administrative procedures by which over 130 Scientology organizations function. These procedures are derived from the fundamental laws governing all organizations, businesses and practices.

At the heart of Mr. Hubbard’s administrative discoveries is the Organizing Board or “ORG Board” as it is more generally known. Developed in 1965, the Org Board is the diagrammatic pattern of organization, delineating every function necessary for successful group activity. In fact, the Org Board actually describes the ideal organizational pattern for any activity.

That pattern delineates activities – be it group or individual – in terms of seven essential divisions. Those divisions, in turn, lay out all duties, positions and actions necessary for a coordinated effort. The divisions 1 through 7 of the Organizing Board are laid out in a sequence known as the cycle of production. Again, this sequence is in no way based upon an arbitrary. When Mr. Hubbard speaks of a production cycle, he is not speaking in terms of an assembly line, or the human machine that constitutes the organizational pattern in the corporate world. Rather, he is speaking of those specific activities that all production, whether individual or group, naturally follows. Point of fact, if one wishes to accomplish anything, he must perform these seven basic steps. In that respect, the Organizing Board is not simply the ideal method of successful organization; it is actually the only method of successful organization.

Having defined the ideal organizational form, Mr. Hubbard next provides the specific administrative policies upon which that form functions. These administrative policies are contained in a set of reference texts (twelve encyclopedia sized volumes) known as the Organization Executive Course (OEC). These OEC Volumes provide the theory and particulars of every working facet in an organization – from hiring personnel to the ethical conduct of employees, from promotion to quality control and more. In fact, there is a volume corresponding to each division of the Org Board, laying out the exact operations and functions of that division. In additional volumes known as the Management Series, Mr. Hubbard likewise provides all an executive need know on the subject of how to manage an organization, such as how to organize, how to be an executive, how to establish, how to handle personnel and even the art of public relations. Thus, the OEC Volumes provide the policies by which one runs an organization, while the Management Series provides the policies by which organizations are managed.

Among the principles found in these policies is the very key Conditions of Existence, which Mr. Hubbard defined in terms of the degrees of success or survival of something. The basic concept is vaguely known to the astute administrator who speaks in terms of “corporate health.” But whereas the idea of corporate health implies only two states –good or bad –and offers no precise means of improving that health, Mr. Hubbard provides a great deal more. Specifically, Mr. Hubbard analyzed the various degrees of survival – from a non-existence state to a dangerous situation, to a condition of emergency to one of normal, affluence and power. Moreover, he has spelled out the necessary formulas or actions one must take for the improvement of any condition. That is, by simply performing the outlined steps, one rises through each condition to the next until one’s organization is indeed thriving.

To eliminate any guesswork as to one’s operating condition, Mr. Hubbard further worked out the methods of monitoring organizational health by statistics. The statistic, as he defined it, is a number or amount compared to an earlier number or amount of the same thing. Thus, statistics refer to the quantity of work done or the value of it, and are the only sound measure of any production or any activity, be it organizational or individual. Administratively, then, the statistic provides the barometer of organizational health, which Mr. Hubbard’s Conditions of Existence provide the means for improving that state of health. Correctly utilized, these tools allow for the exact isolation of troublesome areas, and how to improve those trouble spots.

Given what Mr. Hubbard’s administrative breakthroughs represent in terms of providing the natural rules by which groups truly function, it was inevitable that his administrative discoveries would become much in demand in general industry and elsewhere. Initially, to meet that demand, Mr. Hubbard authored two books for the working public: How to Live Though an Executive, providing advanced principles for increased efficiency, and The Problems of Work, offering techniques for such job-related maladies as stress and exhaustion. Like all else that Mr. Hubbard provided in this field, these works represented not a particular interest in business, but a desire to make the fundamental truth of life known to others – and since work occupies so much of our lives, his efforts in the field were appropriate.

Recession, unemployment, sagging productivity, debts, strikes, poverty and want – these all too familiar symptoms of economic decline are actually indicators of a much deeper problem – a crippling lack of administrative know-how. If today’s businesses and governments could competently apply the basic principles of organization and administration, they would enact workable solutions to what has become economic chaos. Such is the role of L. Ron Hubbard's administrative technology to provide the means whereby businesses might prosper, governments rule wisely, people may be free of economic duress, and, in short, failed dreams may be revived.