DEAR(Classified)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP72-00450R000100040006-2
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 9
• Document Creation Date: November 16, 2016
• Document Release Date: April 5, 1999
• Sequence Number: 6
• Publication Date: September 12, 1966
• Content Type: LETTER

Approved For Release 2000/04/14: CIA-RDP72-0045OR000100040006 2
ADMINISTRATIVE MANAGEMENT SOCIETY
September 12, 1966'
STATINTLMr
Records Administration Officer.
Central Intelligence Agency
Washington, D. C. 20505
STATI NTL Dear Mr
.It is my pleasure to-extend to you and your spouse a most cordial:
Our plans for', the Banquet will provide special reserved seating'
arrangements for Nominees, so you should not plan to be seated
with others from your Agency who will attend. The Head of your:
Agency has been invited as our.Head Table guest.
In recognition of your achievements AMS will present you with-a
suitably inscribed Certificate of Honor at the Banquet.
Please complete the enclosed card as appropriate, so we can for
ward tickets and plan our seating arrangements.
Shoreham. We are looking forward to greeting you there.
invitation to the Administrative Management Society Awards Ban-
quet to be held at thelShorehamHotel on September 27, as guests
of the Society. A reception for Nominees and Head Table guests
will be held beginning at 6:30 p.m. in the Executive Room at the
ROBERT C. WALTER - EXECUTIVE DIRECTOR
P.S. Dress Informal
NTERNATIONAL PRESIDENT
VICE PRESIDENT-
NATIONAL DIRECTORS
M. H. Colhp (5)
J. W. MyneR (10)
Mn. Barbara T. Jones (15)
EDUCATION
Ri
R
A
t
I
L W. Lynett
ORGANIZATION RELATIONS
IN AREAS ( )
Marine Midland Trust Co.
Gulf Inc Co.
Western Girl, Inc.
au
.
.
s
Dept of Public last
IBM Corporation
FIRST VICE PRESIDENT
K. B. SmoyYer
Micro Swi1Ch Dlv.,
Honeywell Inc
A. A. Hof (1)
Carr fastener Co., DW..ef
U
i
d C
J, lafnloaan (6)
The Detroit Edison C.
W. L Conner (11)
MFA Ina. Cos.
FUNCTIONAL DIRECTORS
State Of Wisc.
MANAGEMENT DEVELOPMENT
R. W. Ball
Rochester Gas & Electric Corp.
CHAIRMAN OF THE
EXECUTIVE COMMITTEE
n
te
arr
C. R. RudnuN (2)
0. K. Theme, p)
General Electrle Co.
D. W. Ban~yyerlsr Control
Farmers Union Centel
ADMINISTRATIVE
SERVICES
Di G. Nurse
Answorth Press Ltd.
VICE PRESIDENT-
TREASURER
Jr
Collins
T
C
J. B. Poole
Norton Abrasives, Ltd.
Provident Mutual Life Ina. Co.
Lorraine Werlle (S)
Mn
W. 0. R. Kearney (1I
Humko Prod. Div., aYl. Dairy
d
C
Exchange, Inc.
1 $ Lon 13
J. R. Bauman
Armstrong Cork Co.
PERSONNEL
W. W. Pack
olitan LHe Int
C.
Metro
,
.
.
.
Southern Life Ins. Co.
EXECUTIVE DIRECTOR-
.
Stott & Co.
L.
Charles O
Pro
.
orp.
Nortbwes aural Got Co,
CHAPTER SERVICES
p
.
ICE PRESIDENT-PLANNING
SECRETARY
,
.
W. C. Dleden
(0)
F. G. Rodgers
SYSTEMS
V
Walter
R
C
0. J. rm esn (4)
Chicago Federal Savings i
Mrs. B. Oxrorrow Root (14)
Trust Company
C. E. Franke
H. W. Dean
Eastman Kodak Co.'
.
.
AMS National Office
IBM Corporation ration
Lan Mw.
Western Girl, Inc.
of Georg Is
Monsanto Co.
CHVI-EEtj. CE?6.8317/TORONTO416.763.36~1/SSA'+ Q415.397.2360
e 2 4/14A-RDP72-00450800100040006-2
 Approved For Release 2000/04/14: CIA-RDP72-0045OR000100040006-2
AMS Report
A monthly section devoted to management information and
research data originated by the Administrative Management Society,
the international professional organization for administrative
executives. Despite the similarity of names, the Administrative
Management Society and `Administrative Management' magazine
are independent entities. The magazine is not the official organ of the Society.
Six Federal Employees Receive AMS Awards
S IX employees of the Federal
government received Admin-
istrative Management Society
Federal Management Paperwork
Awards at the society's Awards
Banquet, held September 28 at
the Shoreham Hotel, Washing-
ton, D. C.
The AMS Awards. Committee,
which selected the six from a
group of 22 nominees included
Walter Emmerling, The Procter
& Gamble Co., James Green-
wood, Massachusetts Mutual
Life Insurance Co., and K. B.
Willett, North Central Airlines.
The purpose of the awards is to
establish impetus for the con-
tinuance of outstanding leader-
ship and professional excellence
in promoting effective manage-
ment of paperwork by the Fed-
eral government.
As seen by this award, "paper-
work" covers the totality of rec-
f
:
F
Toastmaster at the Awards Banquet
was Rep. Arnold Olsen, a strong
advocate of paperwork control.
ords activities from creation,
through arrangement and use, to
final destruction. It covers every
type of recording media.
Toastmaster at the dinner was
Congressman Arnold Olsen, of
Montana. He is chairman of the
House Subcommittee on Postal
Facilities and Modernization and
former chairman of the House
Subcommittee on Census and
Government Statistics.
Congressman Olsen was
chosen as toastmaster by the
AMS because of his vigorous in-
vestigation into the heavy bur-
den imposed upon business by
excessive government reports
and paperwork.
The dinner address was made
by John W. Macy Jr., chairman
of the U. S. Civil Service Com-
mission. Mr. Macy, beginning a
second term of office, was first
appointed to the post by Presi-
International AMS president Jack
B. Poole made awards presentations
to the six government executives.
dent Kennedy. He was re-nomi-
nated by President Johnson in
March, 1965.
In this position he has played
a principal role in making gov-
ernment salaries comparable to
pay outside the government, and
in establishing a system of em-
ployee-management cooperation
within the Federal service. He
has also been active in devising
realistic approaches to better
manpower utilization.
International AMS President
J. B. Poole, who is resident man-
ager, Norton Co. of Canada,
Ltd., presented the awards, me-
dallions mounted on walnut
plaques, to the six winners.
Mr. Poole was president of the
AMS Brantford Chapter in 1957-
58 and became program coordi-
nator of Area Five in 1959. He
was director of the same area in
1961-62 and has held the posts
Delivering the dinner address was
John W. Macy Jr., chairman of the
U. S. Civil Service Commission.
OCTOBER p$oved For Release 2000/04/14: CIA-RDP72-0045OR000100040006-2 75.
 Approved For Release 2000/04/14: CIA-RDP72-0045OR000100040006-2
Paperwork ... The totality of Federal records activities CONTINUED
of president-treasurer and first
vice president of AMS.
There was no distinction noted
in the value of one award over
another, but, listing them alpha-
betically, the first award went to
Sam C. Beckley, director, Paper-
work Management Service, Vet-
erans Administration.
Mr. Beckley has responsibility
for administrative issues, rec-
ords maintenance, forms, filing
systems, correspondence and
mail management. He occupies a
top staff position in the Office of
the Administrator of Veterans
Affairs.
Edwin G. Callahan, assis-
tant commissioner, Housing and
Home Finance Agency, Federal
Housing Administration, was
the second winner. He has served
31 years with the department.
Mr. Callahan's contributions
to paperwork management were
a major step in improving the
FHA's service to the public, the
housing industry, and represents
the accomplishment of a long-
standing FHA goal. He has im-
proved services to mortgagors,
mortgagees and the public.
Also cited for superior service
in the battle against the "paper-
work jungle" was Marden D.
Kimball, director, Administra-
tive Services Division, Agricul-
tural Stabilization and Conser-
vation Service, U.S. Department
of Agriculture.
Mr. Kimball began his govern-
ment career in 1935 as an assis-
tant messenger with the Agricul-
tural Adjustment Agency and
has steadily risen through the
ranks.
T HOMAS J. Pugliese, the
fourth winner, is chief of the
Records Management Branch,
Office of the Controller, U. S.
Atomic Energy Commission. He
joined the commission in 1948
and was appointed to his present
position in 1950.
Like Mr. Kimball, Mr. Pugliese
also began his federal employ-
ment as a messenger with the De-
partment of Agriculture. He la-
ter served that department in
various positions of records man-
aging and administration.
In 1954, the Second Hoover
Commission's Task Force on
Paperwork Management selected
Mr. Pugliese as chairman of the
Mail Management Study Group.
Edward Roose, Supervisory
Management Analyst, Photo-
graphic and Registration
Methods Section, Social Security
Administration, was another
award winner.
While an industrial photog-
rapher, Mr. Rosse realized that
photography and recordkeeping
were closely aligned and began
experimenting with methods of
photographic recording.
Mr. Rosse is a member of the
Society of Photographic Scien-
AMS Government Paperwork
Management Awards were
granted to six Federal em-
ployees out of a total of 22
who were nominated. AMS
Executive Director William T.
Cavanaugh said "The main
objective of the awards pro-
gram is to upgrade the level
of professional excellence
among Federal employees."
Nominations were invited
from all government agen-
cies. The award supplements
other measures taken by the
AMS to upgrade civil service
employee performance.
tists and Engineers and is a
Fellow of the National Microfilm
Association.
Donald J. Simon, chief, Rec-
ords Services Division, U. S. De-
partment of State, was also
lauded for excellence in paper-
work management.
Mr. Simon has served as per-
sonnel position classifier, admin-
istrative assistant, organization
and methods examiner, and be-
came a record management
analyst in 1951.
The special awards program is
designed to tie in with President
Johnson's "War on Waste" cam-
paign and his drive for paper-
work simplification.
William T. Cavanaugh, execu-
tive director of the AMS, said
that "The main objective of the
awards program is to upgrade
the level of professional excel-
lence among Federal employees.
It is the society's aim to focus
attention on a crucial but insuf-
ficiently heralded aspect of gov-
ernment administration."
Responding to Mr. Cava-
naugh's statement, Civil Service
Commission chairman Macy said
"I will look forward personally,
with a great deal of interest to a
successful launching of the en-
deavor. We are gratified with the
interest displayed by the Ad-
ministrative Management So-
ciety in honoring Federal
achievement in this important
field."
T HE complete list of nominees
is as follows : Neil C. Tul-
loch, Selective Service System ;
Leonard W. Johnson, Civil Serv-
ice Commission; Sam C. Beckley,
Veterans Administration:
25X1A
Thomas J. 25X1 A
Pugliese, Atomic Energy Com-
mission; Linne Ahlberg, Federal
Aviation Agency; Capt. Edward
R. Joshua, Dept. of the Navy;
William J. Hopkins, The White
House; John S. Peters, General
Services Administration ;
Thomas E. Murphy, Dept. of
Commerce; Donald J. Simon,
Dept. of State ; Mrs. Ruth Smith,
Federal Home Loan Bank Board;
Marden D. Kimball, Dept. of Ag-
riculture; Mrs. Agatha L. Mer-
genovich, Interstate Commerce
Commission; Miss Mary Hamil-
ton, Dept. of the Army ; Edward
Rosse, Social Security Admini-
stration; Mrs. Velma DeBusk,
National Aeronautics and Space
Administration; Maj. Robert B.
Weathers, Defense Supply
Agency; Edwin G. Callahan,
Federal Housing Administra-
tion ; John J. Shurman, Agency
for International Development;
Hugo Duhn, Dept. of the In-
terior, and Maj. Floyd H. Rus-
sell, Dept. of the Air Force.
EDITOR'S NOTE: The follow-
ing two pages contain detailed
accounts of the achievements of
the six winners of the paperwork
awards given by the AMS.
76 Approved For Release 2000/04/14: CIA-RDP72-00450gpoQrIOa 4?Q45IEMENT
 Approved For Release 2000/04/14: CIA-RDP72-0045OR000100040006-2
AMS Paperwork Award Winners
Sam C. Beckley, is the director,
Paperwork Management Service,
Veterans Administration.
EDP Handles Paperwork
Effectively for VA
S INCE 1958, Sam C. Beckley,
director, Paperwork Man-
agement Service, has been a
driving force in the efforts of the
Veterans Administration to im-
prove paperwork management.
Largely as a result of his
achievements, the agency has an
outstanding program in many
paperwork areas.
He has recently concluded ac-
complishments concerning the
Department of Data Manage-
ment to develop computer appli-
cations to paperwork, and to pro-.
vide operational services in that
area, with the requirement for di-
rectives control procedures that
would permit flexibility in auto-
matic data processing while
maintaining the autonomy of
various departments. Mr. Beck-
ley has been extremely effective
in the overall Directives Im-
provement Program in the man-
agement of an organization
involving 40 percent of the popu-
lation, several billion dollars an-
nually, 250 hospitals, and over
170 thousand employees.
The high state of efficiency
existing in the Veterans Admini-
stration's directives reporting
and records management sys-
tems is primarily the result of
Mr. Beckley's guidance. ^
Edwin G. Callahan, serves as assis-
tant commissioner, Federal Housing
Administration, in Washington.
Combining Forms
Raises Production
E DWIN G. Callahan has had
a distinguished administra-
tive career of 31 years with
the Federal Housing Adminis-
tration, steadily progressing to
his present position as executive
officer in the commissioner's of-
fice.
Mr. Callahan developed the ex-
periment in Greensboro, N.C.
which has ripened into the pres-
ent FHA conversion commitment
procedure.
The week the plan was placed
into effect the FHA national pro-
duction record for processing
conversion commitments was
4,077 cases, of which 67 percent
were processed in from one to
seven days. As of June 3, 1965,
the FHA weekly processing rec-
ord was 9,324 cases with approx-
imately 95 percent being proc-
essed within three days.
More recently, Mr. Callahan,
initiated and developed the Hart-
ford experimental plan in man-
agement improvement.
Under the Greensboro and
Hartford plans, the saving of
considerable time is achieved by
reducing and combining the var-
ious application, processing and
commitment forms so that the
lending institution records neces-
sary identifying information. ^
Marden D. Kimball, director, Ad-
ministrative Services Division, De-
partment of Agriculture.
Program Developed
For Agriculture Office
AS director, Administrative
Services Division, Marden
D. Kimball is directly responsible
for formulating and administer-
ing the Agricultural Stabiliza-
tion and Conservation Service
and Commodity Credit Corpora-
tion management programs.
These organizations have the
largest records making and hold-.
ing services within the Depart-
ment of Agriculture. Holdings as
of June 30, 1964 amounted to
455,800 cubic feet.
Under his leadership, the serv-
ice has developed one of the most
sophisticated paperwork pro-
grams in the government.
The program covers all phases
and areas of specialization in the
management of directives, re-
ports, forms, communications,
files, and records disposition.
The magnitude of his accom-
plishments is best summarized
by the fact that the National
Archives and Records Service
recommended to the Secretary of
Agriculture: "The records pro-
gram of the Agricultural Stabili-
zation and Conservation Service
is sufficiently advanced that
other services within the depart-
ment should be urged to use the
same techniques and methods in
managing their records." ^
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Awar inners . . . c ievemen in is importan e CONTINUED
Thomas J. Pugliese, holds the post
of chief, Records Management
Branch, Atomic Energy Comm.
Edward Rosse, has the position of
Supervisory Management Analyst,
Social Security Administration.
Donald J. Simon, serves as chief Di-
vision of Records Management, De-
partment of State.
Records Streamlined
By AEC Manager
A S a result of Thomas J.
Pugliese's administrative ef-
forts as chief of the Records
Management Branch, not only
the Atomic Energy Commission
headquarters and field offices,
but most of AEC's major cost-
type contractors have estab-
lished effective records manage-
ment programs.
The 136,000 employees of an
industrial, research and develop-
ment complex expending govern-
ment funds at the rate of 2.7
billion dollars in this fiscal year
are benefitting from the elimina-
tion of unnecessary paperwork
in records management, in rec-
ords keeping, and in efficient mail
handling.
Also effected by the AEC rec-
ords management program are
several thousand individuals,
concerns, and organizations li-
censed by AEC under its regula-
tory program.
Mr. Pugliese reviews and,
where possible, streamlines all
forms and all the other reporting
required of these licensees.
Mr. Pugliese has also helped
develop the standards adopted
by the Department of Defense,
NASA and AEC for the compatible
microfiche used to reproduce and
disseminate research and devel-
opment reports. ^
Microfilm Innovations
Simplify Accounting
I N his position of Supervisory
Management Analyst, Social
Security Administration, Ed-
ward Rosse developed broad pro-
gram objectives and plans, and
coordinates the activities of a
group of management analysts
in the analysis, study, and de-
velopment of methods and pro-
cedures relating to several major
functions of the Division of Ac-
counting Operations of the
Social Security Administration.
In keeping appropriate rec-
ords for 160 million people
covered by the old-age, sur-
vivors, and disability insurance,
Mr. Rosse's knowledge and in-
genuity have led him to pioneer
many innovations and improve-
ments in the microfilm systems
field. These have been adopted
in other government agencies
and in private industry. Mr.
Rosse, as a result of these many
accomplishments, is a recognized
national authority on micro-
photography and its administra-
tive uses.
Under his leadership, micro-
film systems have become dy-
namic, permitting periodic up-
dating as required, and with the
capacity for an estimated 100
million references a year. These
systems are designed for indefi-
nite expansion. ^
Mail and Files Updated
In State Department
D URING the past few years,
Donald J. Simon, Division
of Records Management, has
completely modernized the mail
and files operations of the U. S.
State Department into a vigor-
ous records management pro-
gram for his department and for
its foreign service.
The State Department records
management program is unique
since it not only involves normal
paperwork functions, but also
includes analyzing and determin-
ing action and information dis-
tribution for all written com-
munications to and from
overseas posts for all Federal
agencies involved in foreign af-
fairs. The annual volume of
copies distributed of "airgrams"
only, exceeds 11 million.
Indexing procedures were
automated through microfilm
techniques. Using the microfilm
process, production was in-
creased 100 percent, resulting in
the reduction of the number of
employees needed to produce
index cards. To preserve the in-
tegrity of the central file, a sys-
tem of providing end-users with
a quick copy of a document,
rather than the original, was in-
stituted. A similar system was
developed for documents needed
by historical researchers. ^
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 Government offices and business offices face many of the same problems, and middle management people in both
areas cope with similar situations. Government managers also have tight budgets, and do strive for the third profit.
Government Managers Do Create Profits
P ERSONNEL systems in gov-
ernment today, because of
citizen interest, concern and
prodding, are attempting to em-
ulate the better procedures of
private industry. This is particu-
larly true in recruiting, wage
and salary administration, train-
ing and development of em-
ployees and the identification of
managerial talent.
We are witnessing, also, as a
result of a renewal and redirec-
tion of objectives toward pri-
mary managerial goals, a new
vigor among professional man-
agers in government-managers
who are keenly aware of the
modern upheaval in concepts,
methods and behavior which is
taking place all about them in
the world of commerce and in-
dustry.
The mix of economic, social
and political factors has, indeed,
forced government and business
leaders to join hands to plan the
modern metropolis.
But what has not been brought
clearly into focus is the identity
of needs and interests of middle
mangement personnel in city
government with their counter-
parts in industry.
Managers in industry should
know that these government
"men in the middle" have, in-
deed, heard about the knowledge
explosion, the impact of auto-
mation and even the concept of a
third profit-for it is painfully
obvious to the municipal admini-
strative manager, forced to live
with a tight city budget, that
taxes are unpopular-that effi-
cient administration can, not
only help him live within the
budget, but also ease the tax bur-
den-and thus create profit for
industry-and, believe it or not,
this kind of a man in govern-
ment, although he does not work
for a profit-making organization,
is not against profit !
PROGRAM
N adventure in administra-
A tive management that bears
describing is the Intergovern-
mental Career Development pro-
gram of the University of Den-
ver. This program, sponsored by
the Federal, State and Denver
city governments with the uni-
versity, and financed in the in-
stallation period by the Van
Hummel-Howard Foundation,
has created for this metropoli-
tan area a training resource
which governments at all these
levels can use to develop man-
agement skills. By pooling re-
sources and identifying com-
mon managerial problems, the
framers of this program hope
to develop greater managerial
prowess in government admini-
stration.
Even if the program merely
avoided present duplication of
effort in training, it would repre-
sent a substantial profit to the
taxpayer and a healthy, new
philosophical direction for pub-
lic administration. Already the
representatives of satellite com-
munities around Denver are
sending trainees-since they do
not have the capacity to finance
programs of their own. And
business leaders in the Denver
area are asking why this inter-
governmental program cannot
be expanded to include private
industry personnel.
AMS RE.T,IW@fflFbb!eIease 2000/04/14: CIA-RDP72-0045OR000100040006-2
 Approved For Release 2000/04/14: CIA- x,72-0045OR000100040006-2
Reason for granting severance pay as reported bya majority of the survey respondents was the elim-
ination of the job held by the employee. Other reasons were personal inefficiency, and disability.
Survey Answers Severance Pay Questions
W HO gets severance pay in
your company? How long
does an employee have to work
for your firm before he is eligible
for this benefit? Is the issuance
of severance pay based on perma-
ent termination or are persons
who are temporary layoffs cov-
ered as well?
These and other questions
pertaining to severance pay were
answered in a recent survey of
AMS member firms conducted by
the Society's National Personnel
Research Committee under the
direction of Mrs. Alice L. Fersch,
Royal Neighbors of America,
Rock Island, Ill.
For the purposes of this sur-
vey, bona fide severance pay
was defined as any payment over
and above wages and salary
earned, which is given to an in-
dividual upon severance of em-
ployment or layoff according to
a formal plan.
Of the 196 firms responding to
the survey, 122 or 62 percent do
not have a severance pay plan.
Seventy-four companies or 38
percent indicated that they have
a formal severance pay plan in
effect.
The returns showed that of
the 74 companies with a sever-
ance pay plan, 57 gave severance
pay to all employees. Five of the
firms give severance pay to all
employees except executives.
Two companies indicated they
provide severance pay for hourly
and non-exempt salaried em-
ployees only.
Other eligibility requirements
for severance pay mentioned by
the respondents are as follows:
salaried employees must have at
least three years service; the
Severance pay survey by AMS
indicates large majority of
firms give severance pay to
all employees. Some require-
ments mentioned were: mini-
mum of three years service,
discharge must befor reasons
beyond control of employee,
workers must be on full-time
basis. Reasons for giving
severance pay included elimi-
nation of job, personal inef-
ficiency, disability, discharge
for cause and retirement.
discharge must be for reasons
beyond control of the employee ;
workers must be employed on a
full-time basis; severance allow-
ance is given at the discretion of
the supervisor; severance pay is
provided for exempt and non-
exempt personnel; such pay is
given for involuntary termina-
tions only ; severance is provided
only on elimination of the em-
ployee's job or department; ac-
crued vacation pay given to all
employees on termination.
Fifty-six of the 74 companies
having severance pay plans in
effect indicated they require a
minimum length of service in
order for employees to receive
severance. The length of service
requirements are as follows :
three months, thirteen ; six
months, fourteen; one year, 23;
two years, two, and five years,
four.
The respondents listed numer-
ous reasons for granting sever-
ance pay to their employees. The
reasons are: Elimination of job,
60; Personal inefficiency, 40;
Disability, 30; Discharge for
cause, 26; Death, 20; Retire-
ment, sixteen; Military Service,
eleven; Voluntary Quits, eight.
The survey contained a ques-
tion on whether severance pay is
given only if the termination is
permanent. Of the 74 firms with
severance pay plans, 64 an-
swered "yes" to this question.
One of the respondents explained
that this policy would not pre-
vent rehiring. Other firms said
severance pay was never given
for temporary layoffs. Eight of
the companies surveyed an-
swered "no" to this question,
and some explained this practice
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 does "PF9gWtF oR#"se 2QQW9 )#r- 91472p4i0450R01001000g400with 06o e month's
offs and leaves of absence. to this question: salary.
Three companies said this 1) Six weeks severance pay 9) Two week's severance plus
policy was in effect so that the allowed. pro rate of vacation pay.
employees could be rehired later. 2) One week's pay for each 10) Two week's pay for up to
One company said this policy of year of service (some gave a one year of service; one month's
not giving severance did not ap- maximum time period needed to pay for over one year's service;
ply in cases where the employee qualify which varied from ten six week's pay for five years of
becomes disabled. weeks to fifteen years). service; two month's pay for ten
Respondents were requested 3) One or two week's pay al- years service; allowance discre-
to describe the method used to lowed depending on length of tionary for over fifteen years of
compute the severance allowance service. service.
for employees. In general, the 4) One week's pay allowed for 11) One week's pay for up to
majority reported that sever- six months service; two week's three years service; two week's
ante pay allowance is based on pay allowed for service over one pay for over three years service.
length of service with ceilings year. 12) Profit sharing plan for
stated either as weeks of pay or 5) Two week's severance al- over one year of service.
years of employment. Many said lowance for service up to fifteen 13) Non-management person
they base this allowance on ac- years; three week's pay for fif- nel one week's severance for em-
crued vacation by length of serv- teen to 25 years of service. ployment up to two years and
ice. Others reported that in 6) Percentage of salary based one additional week for each
establishing the amount of sev- on length of service. completed year of service there..
erance they are guided by the 7) Severance allowance de- after, up to ten years; manage-
employee's record of perform- cided by supervisor. ment personnel one month's
ance and quality of work. The 8) Graduating severance pay severance pay for employment
'M eg'f
4 00`
fk?a j'3 ?~#> ~.s ~ . 0 91,901 >..~u Y tai i ? ~_xg:
Personal inefficiency
Death 20
Military Service - 1 ],
16
^ 30
26
40
CURB, ftaW11ff1TWr`.
Years of continuous employment
Years of service the individual
completed
Disregard all fractions, counting
only full years of service
Pro rate less than a year's service
View a major fraction as a
full year's service . 4
21
60
37
In addition to the data above, the AMS survey produced information
showing who in the firms get severance pay and how much they receive.
exceeding one year; one and one-
half month's pay for employ-
ment over one year, not exceed-
ing two; two and one-half
week's pay for employment over
four years, not exceeding six
years; three month's pay for
employment over six years, not
exceeding eight; three and one-
half month's pay for service over
eight years, not exceeding nine;
four month's pay for service
over nine years and after ten
years of employment severance
pay is decided on an individual
basis.
SERVICE
THE answers to a question
which asked if the severance
allowance is based on employee's
service record were :
1) Only years of continuous
employment: 37.
2) All years of service the in-
dividual completed: 21.
3) Disregard all fractions,
counting only full years of serv-
ice : 12.
4) Pro rate less than a year's
service 10.
5) A major fraction as a full
year's service: 4.
The firms in the study were
also asked if severance allow-
ances are paid to employees in a
lump sum or in installments.
Sixty-five companies indicated
that they give lump sum pay-
ments to workers.
AMS 111ftF ffrf ## release 2000/04/14: CIA-RDP72-0045OR000100040006-2
81
 Approved For Release 2000/04/14: CIA-RDP72-0
Achieving
Motivation
Through
Training
By MRS. EDITH KRAG
Program Director
Office Training Services
New York University
T HE SPECIFIC concept of
motivation through training
may be the concept that can help
administrative managers fulfill
their most vital responsibilities.
We all know that great changes
have been taking place in man-
agement for the past decade and
are forecast to occur at even a
more rapid rate. But how many
managers are taking the neces-
sary steps to help meet these
changes? Are some of us over-
looking our own needs as well
as those of our subordinates?
Much research has been done
and is still being done on moti-
vation and production. In the
study conducted by Frederick
Herzberg and his colleagues at
the Psychological Service of
Pittsburgh, it was stated that
when the group studied felt good
about their jobs, it was usually
because something had happened
which showed they were doing
their work particularly well or
that they were becoming more
expert. They learned that when
the group had good feelings
about what they were doing, it
was more important than such
factors as money, security, or
working conditions. The real
motivator was becoming more
expert and handling more im-
portant assignments.
reopie WHO arc Llatucu
tasks better than individuals who are left to learn the job themselves.
In considering motivation, we
have reviewed the value of good
feelings. We have talked about
building confidence. Now let
us consider the importance of
achievement. Studies at univer-
sities, as well as in industry,
have established the fact that
most people will put more effort
into their work if they are chal-
lenged to do better or if some
valid reason for trying is pointed
out to them. It becomes neces-
sary for us then to make people
aware that big achievements do
not come quickly or easily. The
sooner we help them to realize
this, the sooner will they respond
to any effort we are willing to
give to their training. Many
successful people will tell you
that their achievements are the
result of hard work and to the
attitude toward the work they
were doing. Their very achiev-
ments stimulated them to seek
every opportunity for further
training and development.
Last year we worked with the
New York Telephone Company
in developing a group of poten-
tial stenographers. The twenty-
seven newly-employed young
ladies of average ability were
high school graduates with
stenographic training. We aimed
at improving the typing skills,
so a professional instructor
worked with the group for four
hours a week for six weeks.
After the six weeks of formal-
ized training, the supervisors
continued to work with those
whose skill still needed improve-
ment. At the end of three
months, three of this group were
assigned to executives as stenog-
raphers and worked on their
own. At the end of ten months
all but three of the young ladies
were able to carry stenographic
responsibilities on their own.
The supervisors believe that
these three will be able to do so
too before the end of the first
year of employment. The man-
ager of the New York Telephone
Company's Centralized Steno-
graphic Department, Mrs. Jane
Hoke, said that in other years
when there had been no formal-
ized training, it took at least two
years before any girl had suffi-
cient skill to handle an assign-
ment on her own. Mrs. Hoke also
said that the training motivated
not only this group but the desire
to improve spread to others.
INQUIRIES REGARDING THE ADMINISTRA-
TIVE MANAGEMENT SOCIETY AND ITS
SERVICES SHOULD BE DIRECTED TO
WILLIAM T. CAVANAUGH, EXECUTIVE
DIRECTOR, AMS HEADQUARTERS, MARY-
LAND AVENUE, WILLOW GROVE, PA. 19090
82 Approved For Release 2000/04/14: CIA-RDP72-00450ROMIGGI140006*GEMENT