AGENDA FOR THE DECEMBER FWP BOARD MEETING

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP12-00651R000100130015-8
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 12
• Document Creation Date: December 27, 2016
• Document Release Date: August 26, 2013
• Sequence Number: 15
• Publication Date: November 27, 1979
• Content Type: MISC

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2 7 NOV 1979
TO: All Members of the Federal Women's Program Board
1. Next meeting of the FWP Board is scheduled for Tuesday, 11 December,
at 1:30 p.m. in 5E11.
2. Attached are several items for your consideration:
a. The minutes of the last meeting
b. The proposed agenda for the 11 December meeting
c. The revised membership of the Board
d. Statistical sheet dated 27 September 1978 re Women in CIA
e. Vol. 9 of FWP Publication "Women in Action"
STAT
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Agenda for the December FWP Board Meeting
Day: Tuesday, 11 December
Place: 5E11
Time: 1:30 p.m.
1. Projects and Issues: Please be prepared to discuss your specific
concerns and areas where you want the Board to spend its time and
efforts.
2.
Alternates: Discussion of attached recommendations prepared by
of NFAC. STAT
3. Scribe: Suggestions regarding solutions to Board's need for a scribe,
possibly on a rotating basis.
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IRECO:?IMEIZATION:
That each eon with two or three representatives appoint a first
and second alternate Board member. At least one alternate should attend
every Bccd? meeting to stay current on Board business. When a member
is .absent, an alternate should attend in her place and vote.
Each
member's absen.le should be filled by an alternate with proxy voting power
so that the Board meets each time with a full representation for every
division.
trerAcs(0,--\?52-
with only one representative should appoint a single
alternate to attend meetings and proxy-vote when the Board member is
absent.
When a Board member misses three meetings in a row without a work-
related excuse, she should be replaced by the first alternate, the
second alternate should become the first, and a new second a7ternate,
selected.
That a list of Board applicants from all divisions should be maintained
the Board.
When committees are formed, these applicants. should be
solicited for committee membership and support.
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STAT
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MIN
weimen in
A Federal Women's Program publication Vol. 9 No. 6 October 1979
WOMEN AS MANAGERS
"The traditional stereotypes about
women managers still work to our
detriment," according to Diane C.
Herrmann, Director of the Federal
Women's Program. "The concept has
been that women cannot handle the
responsibility of being a manager,
however, statistics have shown that if
given the opportunity, women excel
because they already possess the
skills necessary for management."
Despite the existence of equal em-
plrtnent opportunity statutes, execu-
t rders, and programs such as the
Fecieral Women's Program, Federal
women remain drastically under-
represented in managerial and super-
visory positions. Our statistics reflect
the fact that women are still a minor-
ity in the key decision-making posi-
tions.
The women who plan to become
managers and who want to advance
within the higher grades need to ac-
quire the necessary background of
training and work experience. The
new SES Candidate Development
Program and the Managerial De-
velopment Program are two major ve-
hicles for women to acquire visibility
and experience.
There are many barriers or obsta-
cles facing women who are striving
for recognition and the full utilization
of their skills. These barriers are per-
sonal, societal, and organizational.
They take the form of supervisors,
peers, subordinates, general attitudes,
sex-role stereotyping, subtle exclu-
sions, and the lack of information.
'iron Grant, coordinator of the
rking/Mentoring Project of the
Environmental Protection Agency,
stressed the importance of all women
recognizing their managerial and
leadership skills and "managing your
immediate situation."
'The female managers' major
problem is isolation and can be over-
come by building a support system
with male and female allies," de-
clared Ms. Grant.
This issue focuses on women in
management?who they are, where
they are and how they achieved their
postions; women as managers?how
to develop the critical managerial
skills, and how you can facilitate
entry or advancement into your
"targeted" position; and women and
their potential ? how you too can
maximize your resources and talents,
tap the resources of other employees,
and deal with the many barriers facing
you.
In order to have a better under-
standing of the problem, let's explore
where women managers and super-
visors are in the Federal Workforce
and examine their levels of academic
preparation, specifically the major
subject and educational level. The
following July 1978 statistics are
from the Central Personnel Data File
on the full-time permanent general
schedule excluding the Departments
of Labor, Interior, and State. The
Department of Justice is included in
the supervisory count, but the statis-
tics on managers incorporates only
non-FBI employees.
Out of a total of 22,905 managers
in Grades GS-9 through GS-18 in the
Federal government, 21,483 are men
and only 1,422 are women. Only
6.2% of the Federal managers are
women while 93.8% are men.
For the total population of Federal
managers, the average grade level is
13.8. The average grade level for
men, 13.9, is very close to the total
population's average grade. The aver-
age grade level for the female manag-
ers is 12.9 (See Table 1)
Most managers, both male and
female, have a bachelor's degree and
additional courses. Even though 33.6
percent of all female managers have
attained this education level, only 2.1
(Cont. on page 6)
Table I:
ALL MANAGERS BY SEX AND GRADES GS-9 through GS-18 in July,
1978
Total
Women
Men
GRADE 9
383
76
19.8
307
80.2
GRADE 10
252
49
19.4
203
80.5
GRADE 11
1054
194
18.4
860
81.6
GRADE 12
2754
297
10.8
2457
89.2
GRADE 13
4368
283
6.5
4085
93.5
GRADE 14
5124
187
3.6
4937
96.4
GRADE 15
6688
247
3.7
6441
96.3
GRADE 16
1515
57
3.8
1458
96.2
GRADE 17
544
21
3.9
523
96.1
GRADE 18
223
11
4.9
212
95.1
1
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ueputy uirector Fippointeu
carol A. Harvey recently was
selected as Deputy Director, Federal
Women's Program Office, U.S. Of-
fice of Personnel Management. Prior
to this appointment, Harvey was a
personnel management specialist in
the same office.
Harvey began her Federal career in
1971 with the Civil Service Commis-
sion, now Office of Personnel Man-
agement (OPM), in New York where
she conducted management training
courses. In 1973 she became a grants
manager with CSC's Intergovermental
Personnel Programs Division of the
New York Region. She came to
Washington, D.C., in 1974 to CSC's
Management Training Center to con-
duct special management training
courses for people from developing
nations.
Harvey joined the FWP in 1975
where she has been involved in writ-
ing the forthcoming Federal Personnel
Manual Subchapter and regulations on
the FWP. She recently completed a
slide/tape presentation for supervisors
and managers which outlines their re-
sponsibilities to the FWP. Currently
she has designed and is now de-
veloping a program to move mid-level
women into supervisory and manage-
rial positions.
Harvey received OPM's Certificate
of Special Achievement in April 1979
under the Government Employee In-
centive Awards Program, and cur-
rently is an advisor to the National
Organization for Women's Committee
on Federal Women and Federal Pro-
grams and the Federally Employed
Women's Coalition for the Construc-
tive Modification of Veterans Prefer-
ence.
Take Advantage of New Managerial Development Programs
"We are deeply concerned about
women who are skilled, experienced
and dead-ended in their Federal
careers," Carol Harvey, Deputy Di-
rector of the FWP recently stated.
"We know that there are many com-
petent women who are capable of
performing in higher level positions,
and yet are never identified for more
responsible projects or jobs."
Since May 1978, Harvey has been
working on a project to assist such
women. After discussing the problem
with FWP Managers in headquarters
and the field, as well as OPM offi-
cials, Harvey designed a "Managerial
Development Program" which she
hopes will result in more women in
management.
Convinced that women and
minorities can "make it on their
own" if only given a fair chance to
demonstrate their abilities, Harvey
specified that the program be an in-
tegral part of the agency's Executive
Development Program, rather than a
special EEO initiative. As a result,
FPM Bulletin 920-26, dated August
8, 1979, requires that each Federal
agency will include an outline of a
Managerial Development Program
with the Executive Development Plan
which is to be submitted to OPM by
October I, 1979.
Although Managerial Development
Programs are open to all candidates,
it is expected that women will be sig-
nificantly better represented within
management ranks as a result of the
program. Today, women hold only
6% of all management positions, and
19% of all supervisory ones. Each
Managerial Development Program
outline must include "the proposed
affirmative action recruitment and
internal selection approach". If OPM
judges the outline to be lacking, it
will not approve the agency's overall
Executive Development Plan, of
which Managerial Development is an
integral part.
Harvey encourages all EEO offi-
cials, especially FWP Managers, to
be involved in the development of the
agency Executive and Managerial
Development Programs. Noting that
traditional selection procedures have
excluded women from the manage-
ment ranks, she encourages agencies
to develop competency-based selec-
tion devices which identify the
knowledges, skills and abilities re-
quired to perform the job, as well as
2
the candidates' competencies in the
identified "KSA's." Chronological
work histories, such as the SF-17I,
often do not reflect what a woman is
capable of doing. Many women do
not know how to express their volun-
teer or unpaid experience in terms
which can be evaluated by staffing
specialists. There are also women
who have been discriminated against
when it came to work assignments,
promotions and details, so that their
SF 171's do not reflect what they are
capable of doing, but only what "the
system" has allowed them to do so
far.
Identify the person or group in your
agency that is designing your Mana-
gerial Development Program. Assure
that the program which results is con-
sistent with affirmative action goals
and principles, and monitor the pro-
gram's implementation to assure that
it accomplishes what it sets out to. Fi-
nally, be sure that women are encour-
aged to apply for Managerial De-
velopment. By taking an active role in
the design of your agency's outline,
you will be aiding countless women
in their efforts to reach the top?and
hopefully, yourself too!
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nme
eusan B. Anthony
Dollar
?,. . . will symbolize for all Ameri-
can women the achievement of their
unalienable right to vote . . . will be a
constant reminder of the continuing
struggle for the equality of all Ameri-
cans." President Carter, October 10,
1978.
Susan B. Anthony was a great
American who devoted her life to
securing the right of women to vote.
Her crusade continued the heritage of
all heroic Americans who have built
this country on the belief that equality
is the right of every citizen, not the
privilege of a few. The United States
has honored Susan B. Anthony by
placing her portrait on the obverse of
the new, small-sized dollar coin. This
is especially significant in that it is the
first time that a portrait of an Ameri-
can Woman, rather than a symbolic
woman, appears on the circulating
coinage of our nation.
hied r
It all started with a determined
woman, attending the University of
Ohio and working as a GS-4 Clerk
with the Veterans Administration in
Cincinnati, Ohio. Dolores Platt tells
us of how there was absolutely no
chance of growth for her at Veterans
Administration. She was in one of the
familiar "dead-end" positions. She
made the decision to take a lateral po-
sition with the Public Health Service,
now known as Environmental Protec-
tion Agency, as a GS-4 Clerk with
growth to a GS-5, however, the
agency appeared to offer a better op-
portunity to move up.
After remaining as a Clerk for a
period of time, Platt was now qual-
ified to apply for a GS-6 Staff Assist-
ant. Following through the competi-
tive procedures, she got the job! This
was a significant point in her career
Vs:3e this would be the beginning of a
r career venture. Because of her
eagerness to continue moving up, she
worked hard, did a good job, and
through competitive procedures
again, she became a GS-7/8 Grants
Assistant. During this time, she be-
came the Federal Women's Program
3
Manager?collateral duty for her
EPA Region. In addition, Platt was
also chairperson of the EPA Agency
Council for two years.
Due to reorganization, her position
as Grants Assistant was abolished,
but, she applied for the position of
Resource Manager, GS-9. From here
she became a GS-11 Management
Analyst, where she received a pro-
motion to GS-12.
Through the encouragement and as-
sistance of the Director of Adminis-
tration and the Personnel Officer,
Platt was accepted into the Executive
Development Program at EPA. Dur-
ing her time in the program as a Per-
sonnel Management Specialist, she
received the administrative and
supervisory experience for manage-
ment appointments.
The happy ending to a new begin-
ning for Platt is that she was recently
appointed by EPA Region 7 (Kansas
City) as Director of Civil Rights.
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Public Management
Working women and students who
want to pursue a career in public
management are encouraged to ex-
plore the Presidential Management
Intern Program. The purpose of the
program is to attract men and women
of exceptional management potential
to the Federal Government, and an
integral part of that is to increase the
participation of women and minorities
in determining public policy. The
program was established by President
Carter through Executive Order 12008
on August 25, 1979.
Each year 250 interns are selected
for two year Schedule A appointments?
to managerial positions in all Cabinet
level departments and other Federal
agencies. The interns begin at grade
GS-9, Step 1 and may receive pro-
motions. At the completion of the in-
ternship, they are eligible for conver-
sion to career service without further
competition.
An applicant must be enrolled, part
or full time, in a graduate program for
r" a masters or doctorate degree to be
received during the current academic
year. The degree should include a
general management education with a
focus on the public sector. Subject
concentrations have been public man-
agement, business administration,
public policy, or urban planning.
Students are nominated by their
school's dean and then they partici-
pate in a regional screening process.
Candidates are rated on the contents
of their applications, performance in
group exercises, an individual inter-
view, and a writing sample. Through
this process, the 250 interns and the
alternates are selected.
Agencies offer a variety of man-
agement generalist or program posi-
tions in Washington, D.C., and re-
gional offices. An intern development
plan is designed for each intern with
specific learning objectives.
All interns are exposed to at least
three of the following areas: manage-
ment or program analysis, personnel
management and labor relations,
--',udget and financial management,
_ ,iformation systems, and procure-
ment or grants. This exposure is ob-
tained through formal and informal
methods such as job rotation or
training courses.
Within the agency, the interns have
designated mentors and internal coor-
dinators, in addition to their super-
visors. Participation in the structured
Career Development Program in-
cludes seminars, small group meet-
ings with career managers, career de-
velopment sessions, retreats, and
other activities.
In 1978 and 1979, forty-six percent
of their 250 interns were women. The
interns are from many colleges and
universities located within the United
States and Puerto Rico. About thirty
percent of the interns had some Fed-
eral work experience on a temporary
or full-time basis. The program is an
excellent opportunity for Federal tech-
nicians or professionals in a dead-end
job series.
Leadership and
Women
The training center of the Office of
Personnel Management has developed
a workshop titled, "Leadership and
Women." It was designed for those
who want to develop the interpersonal
and organizational skills needed for
effective leadership in higher level
positions. Topics included in the
course are:
? exploding myths and sterotypes
? dealing with unconscious dis-
crimination
? using formal and informal office
communication lines
? aiming for results
? building a cohesive work team
? making your achievements visi-
ble
For additional information on this
course, contact your nearest OPM
Regional Training Center, or call the
Washington Training Center at (202)
632-5671.
Ms. Melba Meador, a high school
teacher in English and Speech, de-
cided to apply for the program
through information publicized by her
local chapter of the American Society
for Public Administrators. She com-
pleted her masters degree in Public
Administration on a part-time basis in
January 1978. In July 1978, Ms.
Meador started as an intern in the
Health Resources Administration of
HEW. The first six-month assign-
ment included work in management
analysis, public affairs, and agency
representation.
After consultation with her HEW
mentor, Ms. Meador competitively
applied for a six month detail in the
Office of the Special Assistant to the
President for Information Manage-
ment, the White House. Her respon-
sibilities were the design and im-
plementation of a training program
and speech writing. Her current as-
signment is in the Health Budget
Branch of OMB performing program
and budget analysis. For the final six
months, Ms. Meador would like to he
located in an office on Capitol Hill or
HEW.
After her internship, she hopes to
obtain a position in a Congressional
Relations program, or policy office of
HEW. Ms. Meador feels the pro-
gram's flexibility creates many out-
standing opportunities for profes-
sional development and contacts.
While she has not come into contact
with women in supervisory positions,
she has found managerial men to be
very supportive. Ms. Meador encour-
ages women of all ages with good ac-
ademic grades, strong writing and
analytical abilities, and involvement
in school or work activities to apply.
Nominated students have to submit
their applications to the Office of
Presidential Management Internships
by December 21, 1979. For applica-
tions and further information, contact
the Presidential Management Intern
Program Division, Office of Inter-
governmental Personnel Programs,
Office of Personnel Management.
1900 E. Street, NW, Room 2510,
Washington, D.C. 20415. The direc-
tor, Andrew Boesel, can be reached at
[phone].
4
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Be Competitive
C
n't,hesitate to take jobs which,
col t)ved by others, are unattractive.
L The choice has to be yours?
always be in control of yourself!!".
LThese are the words of wisdom
Carolyn Leonard shares with women
who are climbing the career ladder
into management.
Leonard, now the Director of Aus-
tin, Texas Service Center for the
Internal Revenue Service, did not
start at the top. She worked in a large
department store in the personnel of-
fice, but, knowing that her knowl-
edge, skills and abilities could be
used better elsewhere, made the deci-
sion to leave. With a Secretary's de-
gree and a Business Administration
degree, she decided to find her
?place."
Leonard started in Los Angeles
with IRS as a G5-5 Revenue
roved for Release 2013/08/26:
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Carolyn Leonard, Director, Internal Revenue
Service Center, Austin, Texas.
Operator. She remained there until
she became a GS-9. During her tenure
as Revenue Operator, she accepted
several details to San Diego where
she received exposure in supervision;
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Level Career Program. Her first
managerial position was Section
Chief of Taxpayer Services as a GS-
11/12. Within a short span of time,
she accepted a lateral transfer to
Hollywood, Ca., as Revenue Officer
Group Manager.
It was at this time Leonard was ac-
cepted into the Regional Mid-Level
Career Program?she then became
the Field Branch Chief, GS-13. Be-
cause her motto is "Always want to
do better, be competitive", Leonard
then applied to IRS-Executive Selec-
tion Program. She received training
and moved to Kansas City as Assist-
ant Director of IRS-Kansas City
Service Center.
After her tenure in Kansas City,
she was selected to come to the
Washington, D.C. office as Assistant
Division Director of Taxpayer Service
Division, GS-16.
Carolyn Leonard is now the Austin
Service Center's Director.
HUD Training on Women in Management
der the direction of Betty
C II, the headquarters EEO Of-
fice of the Department of Housing
and Urban Development has im-
plemented a comprehensive manage-
ment training program for and about
women. This program teaches top
management about the unique prob-
lems of female managers and trains
women in managerial skills, organi-
zational survival, and career plan-
ning. The program components have
been offered in Washington D.C. and
are open to regional employees.
Rosabeth Moss Kanter, the author
of Men and Women of the Corpora-
tion, educated HUD's top and mid-
level managers about the issues facing
women and how to handle the differ-
ent dynamics. After establishing a
conceptual framework and tracing in-
dividual career paths, Ms. Kanter dis-
cussed action planning in HUD and
helped the managers to design ac-
tivities. Training was conduCted
through one-day seminars and man-
agement retreats.
supplement to the regular cur-
ri?,,kn, special training is offered to
the management-oriented women,
mostly GS-12 and above. A popular
course has been "Stress and the
Working Woman." In June 1979,
Rosabeth Kanter conducted a series of
seminars for pre-management and
management females on "Beyond
Competence: Understanding Organi-
zational Issues for Women." This
seminar focused on the analysis of
power and action planning. The HUD
Women's Week on "Women and
Economic Pressure" in May 1979
was a vehicle for offering fourteen
courses for all women employees.
The topics included career planning,
assertiveness training, and dual career
marriages.
For this fall, career planning work-
shops for the GS-12 and above female
are planned. The workshops will deal
with the individual and her skills,
career priorities, and value system.
Also short-term training courses in
managerial skills, such as time man-
agement and budget preparation, will
be offered to women. The success of
HUD's managerial training program
on and for women has been attributed
to the strong support of HUD's top
management women.
Another HUD long-term course is
the Career Coaching Program for
clericals and entry-level profession-
als. The program consists of two
components: training courses in
managerial skills, skills inventory,
assertive communications, and career
planning and development and the
coach/partner match. After the par-
ticipants have identified a career field
of interest, they are matched with a
HUD coach in that field. The coach
teaches the participant about the
career field, the available jobs, the
needed training and skills, and intro-
duces other professionals. Once the
one-year program is completed, the
participants often continue their re-
lationships with the coach. Ms.
Caldwell stated that the low-cost
Career Coaching Program is very
popular and easy to implement.
Cynthia Thomas, FWPM for the
HUD headquarters office, and the
director of the Career Coaching Pro-
gram, will answer inquiries about the
program and its structure. She can be
reached at the Department of Housing
and Urban Development, R-2272, 451
7th St. SW, Washington, D.C.
20410, (FTS: 755-5457). Ms.
Caldwell will provide information on
the general program and she is located
at the above address and telephone
number.
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Some of the NRC women employees learning and discussing the first lesson of "Leadership for
Women."
?
This is the advice given to 34
women employees at the Nuclear
Regulatory Commission in Washing- i
ton, D.C., at a workshop sponsored by
the Federal Women's Program.
"Leadership for Women? is a
series of eight-lesson workshops
where women discuss and present t
each program themselves. Participa-
tion by workshop attendees attributes
to developing their skills in com-
munication and a sense of confidence
and achievement. According to Ruth
Anderson, Federal Women's Program
Manager and workshop leader, the
program is quite similar to the
"Leadership and Women" course
sponsored by the OPM Training Cen-
ter (see this issue).
At the first workshop, the women
discussed such questions as:
1. Are women out of place in the
tough, ruthless world of busi-
ness?
2. Why do some women feel un-
feminine in being assertive?
How can being assertive help?
3. Why do some women feel win-
ning means being selfish?
4. Is success or failure determined
by circumstances over which
you have no control?
Anderson also notes that the class
is successful in helping women face
the reality of what it takes to become
a leader, acceptance of success and
failure, and how to cope with it all.
Sounds interesting to you? Think
perhaps it would work at your
agency? Give the FWPM, Ruth An-
derson a call at NRC [phone].
She will be glad to share her experi-
ences of organizing the class with
you.
BARSKY-FEDERAL SUMMER
INTERN
Special thanks and congratulations
to Leona Barsky, the Federal
Summer Intern in the FWP Office.
She has been co-editor of Women
In Action for the Summer Issues.
Cis. Barsky, a student at Cornell
niv., also received the OPM-
Special Citation from the Federal
Summer employees awards pro-
gram for being the Outstanding
Federal Summer Intern.
F deral W men's Program Staff
? The Federal Women's Program
Office of OPM is now fully staffed
with the addition of two new employ-
ees, Korona I. Prince and Ellis
McNeill.
In addition to being Editor of
Women In Action, Ms. Prince will
also be FWP staff liaison to the Task
Force on Sex Discrimination and
Women in Science & Engineering.
Ms. McNeill will be staff liaison for
the Task Force on Women in Law
Enforcement, and will be doing fur-
ther study on Age Discrimination and
Child Care Legislation. She will also
be exploring the possibility of de-
signing an EEO Specialist Develop-
ment Program.
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3-
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Women Manager-
ALL SUPERVISORS BY SEX Anil, kir It11?107C.0 --
Continued from page I
percent of all managers are women
college degree. Yet 37.9 per-
ceriv-of all managers are men with
college degrees.
' The other numerical concentration
of male and female managers is in the
education category of professional
and masters degrees and further
study. Even though 4.5 percent of all
female managers possess a graduate
degree on the masters level, only 1.5
percent of all managers are women
with this educational background.
Compare that figure with 20.6 percent
of all managers are men in this edu-
cation category. (See Table II)
Table II:
EDUCATIONAL LEVEL OF MANAGERS
IN GRADES GS-9 through GS-18 BY SEX
IN JULY 1978
Some College
Total Women
Men
Courses
3640
237
3403
Bachelor's Degrees
and Further Study
9149
478
8671
Professional and
Masters Degrees.
Further Study
5078.
349
4728
(The numerical concentration for the
(:\ e majors of men and women
managers presents the traditional pat-
tern for women. (See Table III)
Out of a total of 157,282 Federal
supervisors in Grades GS-1 through
GS-18, 127,000 are men and only
30,282 are women. Only 19.2 percent
of the Federal supervisors are women
while 80.8 percent are men. For the
total population, the average grade
level is 11.2. The average grade level
for men, 11.8, is close to the total
population's grade level. But the av-
erage grade level for women is 8.7
(See Table IV)
Table
THREE HIGHEST CONCENTRATIONS
OF WOMEN MANAGERS BY ACA-
DEMIC
MAJOR IN JULY 1978
JULY 1978
Total
Women
%
Men
%
GRADE 1
5
2
40
3
60
GRADE 2
23
17
74
6
26
GRADE 3
138
106
76.8
32
23.2
GRADE 4
635
476
75
159
25
GRADE 5
4310
2957
68.6
1353
31.4
GRADE 6
7469
4098
54.9
3371
45.1
GRADE 7
10290
5377
52.3
4913
47.7
GRADE 8
5132
2119
41.3
3013
58.7
GRADE 9
12810
3980
31.1
8830
68.9
GRADE 10
4695
1158
24.7
3537
75.3
GRADE 11
24942
4666
18.7
20276
81.3
GRADE 12
27162
2593
9.5
24569
90.5
GRADE 13
27507
1588
5.8
25919
94.2
GRADE 14
20732
799
3.8
19933
96.2
GRADE 15
10169
303
3.0
9866
97.0
GRADE 16
954
34
3.6
920
96.4
GRADE 17
244
5
2.0
239
98.0
GRADE 18
65
4
6.1
61
93.9
Academic Major
Total Women
Men
Home Economics
174
163
11
Social Sciences
1788
144
1644
Health
Professions
665
60
575
THREE HIGHEST CONCENTRATIONS
OF MALE MANAGERS BY ACADEMIC
MAJOR IN JULY 1978
Academic Major Total Women Men
Iniess and
?gement
Engineering
Social Sciences
3426
3134
1788
87
3
144
3339
3130
1644
Most female supervisors have some
high school education or high school
degree and they are only 6.9 percent
of all supervisors. In contrast, most
male supervisors possess a college
degree as 28.9 percent of all super-
visors. (See Table V)
The numerical concentration for the
college majors of both men and
women supervisors is very similar to
the pattern presented by the statistics
on managers. (See Table VI)
As the statistics demonstrate, Fed-
eral women need to utilize all avail-
able vehicles for advancement and
self-development to correct their
underrepresentation in managerial and
supervisory positions.
Table V:
EDUCATIONAL LEVEL OF SUPERVISORS IN GRADES GS-1 through
GS-18 BY SEX IN JULY 1978
Grade 1-Grade 12 and
Total
Women
Men
High School Graduates
34201
10810
23389
Some College Courses
34812
8053
26757
Bachelor's Degrees and
Further Study
49549
4112
45428
Table Vi:
? THREE HIGHEST CONCENTRATIONS OF WOMEN SUPERVISORS
BY ACADEMIC MAJOR IN JULY 1978
Academic Major
Total
Women
Men
Social Sciences
6767
971
5793
Health Professions
2942
733
2209
Business and Management
14762
703
14057
THREE HIGHEST CONCENTRATIONS OF MALE SUPERVISORS
BY ACADEMIC MAJOR IN JULY 1978
Academic Major
Total
Women
Men
Business and
Management
14761
703
14057
Engineering
14515
49
14464
Agriculture and
Natural Resources
8403c
26
8377
7
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Declassified in Part- Sanitized Copy Approved for Release 2013/08/26: CIA-RDP12-00651R000100130015-8
How can you locate job leads?
How do you design your personal In-
dividual Development Plan?How
can you write a better SF-171? A
former Upward Mobility Coordinator
for the Federal Government has an-
swered all of these questions and
others in a book titled, TAKE
CHARGE OF YOUR OWN CA-
REER. It is not written exclusively
for women, however, it offers many
insights into the career problems
faced by women and offers sugges-
tions for overcoming barriers to ad-
vancement. The cost of the book is
$6.95 + .80 postage and handling.
Make check or money order payable
_ to: Donna J. Moore, P.O. Box 723,
CBainbridge Island, Wash. 98110.
The Ambitious Woman's Guide to
a Successful Career examines the
myths about women workers and the
barriers that face women. The in-
formative publication covers topics
such as career paths, job hunting, and
building skills, useful to the ambi-
tious woman. This practical book of-
fers suggestions, and advice for the
individual. It was published by
AMACOM, a division of the Ameri-
can Management Association, and
authored by Margaret V. Higginson
and Thomas L. Quick.
Look for New Life Options: The
Working Woman's Resource Book.
Filled with practical suggestions,
exercises, and action plans, this pub-
lication covers the many alternatives
available to working women. The
headings include "New Perspectives,
Getting the Best from Your Career,
Taking Good Care of Yourself, the
Potential of Your Relationships, and
Managing Your Options." There are
valuable articles contributed by many
professionals. The book was pub-
lished in 1976 by McGraw-Hill Book
Company and authored by Rosalind
K. Loring and Harbert A. Otto.
The Three Toughest On-the-Job
Problems: A Forthright Guide for
Women Supervisors is a helpful
booklet for women managers and the
employee planning a career in man-
agement. Through the presentation of
cases with comments, it focuses on
how to deal with your subordinates,
peers, and supervisors. A checklist of
basic managerial skills and a self-
rating quiz are also included. At the
cost of two dollars, the booklet is
available from the Executive Enter-
prises Publications Co., Inc., 10 Co-
lumbus Circle, New York, N.Y.
10019, (212-489-2682).
Every women should obtain the
Working Women's Guide to Her Job
Rights which explains the legislation
covering women who are job hunting
or already employed. This publication
of the Women's Bureau in the De-
partment of Labor outlines employ-
ment benefits and statutory protec-
tions, the enforcement agencies, and
the methods of obtaining remedies
and further information. For your as-
sistance, a list of Federal and State
agencies with addresses is included.
Copies are available for $1.60 from
the Superintendent of Documents, US
Government Printing Office, Wash-
ington, D.C. 20402. The stock number
is 029-016-00056-9.
Federal laws protect you against
many forms of discrimination. To un-
derstand when you are protected and
how to file a complaint with the Fed-
eral government, obtain a copy of
Getting Uncle Sam to Enforce Your
Civil Rights. This booklet refers you
and the possible discriminatory situa-
tion to the proper agency office in
Washington, D.C., and the regional
offices. Single copies are available
free from the Publication Division,
US Commission on Civil Rights,
Washington, D.C. 20425, (202-254-
6600).
Upcoming
Conference
Hispanic Women's Conference
The Second National Hispanic
Women's Conference will be held in
San Antonio, Texas, November 6-10,
1979. The Conference is hosted
jointly by the National IMAGE Inc.,
Women's Action Committee, and the
U.S. Office of Personnel Manage-
ment. For conference details, contact:
Helen Monica Vasquez, HEPM,
Kelly AFB, San Antonio, Texas
78242, Autovon: 945-2716.
wzmen
ONO
Women In Ac-tIon is the monthly newsletter of the Federal
Women's Program. Editor: Korona Prince.
Women in Action con be ordered in bulk for a few cents a
copy by Government agency printing officers by riding
0PM's Women In Action requisition at the Government
Printing Office (refer to OPM printing requisition
No. 80-47). It is available by subscription to individuals
Outside the Federal Government ($6.00 domestic and
$7.50 foreign. annual rate). Subscription address only is
Superintendent of Documents. GPO. Washington. D.C.
?0402.
United States
Office of Personnel Management
Washington. D.C. 20415
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