Organizational Engineering

About the Book

A deluge of experts and consultants has transformed the job of organizational management into a state of confusion. Yet it's not ivory tower academics, but real people who struggle to operate organizations. Trapped in this confusion, the working person lives with frustration. Competition and change are challenges that can be met only by a practical, understandable, field-proven process.

Organizational Engineering is the result of forty years of observing, studying, structuring, operating and changing organizations. The author is a "grass-roots" organizer from the internals of large corporations. Through real life experience, complex management training has been simplified into a logical, people-powering system. Management is out, supplanted by Organizational Engineering. From one corporate executive: "You've taken the worst department in the plant and made it the best."

Organizational Engineering is a guide for anyone trying to get something done. It is a path through the seemingly endless confusion of getting a group of people to work together. This is a generic method suited to organizations of any size and involved in any pursuit. Organizational Engineering should be mandatory for all MBA curricula. So many MBA graduates can read a financial report but lack the skills to get an organization to do something, and do it well.

About the Author

Early in his career, Paul was selected by a large corporation to be the only participant in an experimental, two-year management development program. In the following three decades he studied, structured and/or operated organizations for the (former) Bethlehem Steel Corporation, the Royal Saudi Naval Force and the Boeing Company. He now lives in Auburn, Washington with his wife of 37 years.