The Hubbard Management System

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“It is not Man’s dreams that fail him,” declared L. Ron Hubbard. “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: crippling deficits, onerous taxation, failing businesses and, even in an ostensibly prosperous United States, some forty million people live below the poverty line. It is not for nothing, then, that Mr. Hubbard further declared: “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 administrative gimmicks or authoritarian decrees, 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 policies by which companies and organizations function. Central to his body of administrative technology stands the Organization Executive Course, a 7-volume study comprising the whole of administration. These 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 production standards, quality control and more. In fact, there is a volume corresponding to each division of the Organizing Board (see below), describing the exact operations and functions of that division. These policies are derived from the fundamental laws governing all human behavior and thus constitute an entire administrative body of knowledge.



The Organizing Board

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 relative to successful group activity. In fact, the Org Board actually describes the ideal organizational pattern for any activity. It contains seven divisions, each with specific duties and functions. The Hubbard Management System contains training materials for each of the Org Board  divisions, sections and functions, up to the smallest detail.


Management Tools

profile_administration_02_management-volsIn addition to his work on organizational principles, Mr. Hubbard’s Management Series Volumes contain all tools needed for successful, senior-level management.

In these volumes, Mr. Hubbard provides all an executive need know on the subject of managing a company or organization. Included therein: how to organize, how to function as an executive, how to establish, how to handle personnel and even the art of public relations. While the Organization Executive Course Volumes provide the policies by which one runs a business or organization, The Management Series Volumes provide the policies by which organizations are managed.

“Having had a firsthand opportunity to delve rather deeply into the administrative writings of L. Ron Hubbard, I am impressed. The technology is infused with common sense and practicality. I know of no other body of administrative laws and methods which is as complete, as workable and as broadly applicable as Mr. Hubbard’s. His philosophy of organizational know-how and his lucid explanations for its application deserve wide use in industry, commercial enterprises and government.” — Robert Goldscheider, Chairman, The International Licensing Network, Ltd., Technology Management Consultants


Key Principles

Among the principles found in these policies are the very key Conditions of Existence, which Mr. Hubbard defined in terms of the degrees of success or survival. 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, he 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 Condition 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 delineates methods of monitoring organizational health by statistics. The statistic, as he defines 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, while Mr. Hubbard’s Condition Formulas provide the means for improving that state of health. Correctly utilized, these tools allow for precise isolation of troublesome areas and how to improve those trouble spots.


As Mr. Hubbard stated, “To be effective and successful a manager must understand as fully as possible the goals and aims of the group he manages.… He must be able to tolerate and better the practical attainments and advances of which his group and its members may be capable. He must strive to narrow, always, the ever-existing gulf between the ideal and the practical.”


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