OTR BULLETIN JUNE-JULY 1966

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-03090A000200070003-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 47
• Document Creation Date: November 16, 2016
• Document Release Date: February 25, 2000
• Sequence Number: 3
• Publication Date: June 1, 1966
• Content Type: BULL

' SECRET
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OTR BULLETIN
June-July 1966
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IN THIS ISSUE ....
OTR courses scheduled to begin in July, August,
September, and October are listed on pages 7
through 10.
Supervisors will be interested in ways to reduce
nervous tension; there are some suggestions in
an article beginning on page 16.
Training efforts to respond to the demand for
PPBS in civilian agencies of the government are
sketched on pages 20 and 21.
Specific programs on which the Agency Training
Selection Board must act are summarized starting
on page 22.
The schedule of programs for Fiscal Year 1967 as
released by the ADP Management Training Center
of the Civil Service Commission is reproduced
beginning on page 35.
Directories of Agency Training Officers and the
Office of Training appear on pages 42, 43, and 44.
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CONTENTS
Bulletin Board
OTR Calendar
Relax and Live Longer
PPBS: A New Training Demand
Training Selection Board--Outline
of Programs
Are Computers a Threat?
Non-Agency Training
Directory of Training Officers
Office of Training
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25X1 A TRAINING
PERSONNEL
REVISED FORM 73
"REQUEST FOR
INTERNAL
TRAINING"
BULLETIN BOARD
(7E-07; extension 5678) has been
named raining Officer. Other recently as-
signed Training Officers and Training Assistants are:
031)
TO/ Communications
on 6450)
TA/ Communications
on 5608)
A/Logistics (1201 Ames;
A revised Form 73, "Request for Internal Training,
is now available in Agency supply rooms. Training
Officers are requested to use this new form if pos-
sible. Most blocks on the form are self-explanatory.
Noteworthy is the change in Item 4, where the original
EOD is called for. This change was introduced be-
cause admission to many OTR courses depends on
total length of service. Further, note that the in-
structor's copy must be an exact duplicate, also
carrying the required signatures.
And, about Item 11 (formerly Item 8), OTR's instruc-
tors in operations courses particularly have felt
handicapped by the paucity of information submitted
here. OTR cannot provide appropriate training for
students without at least a general picture of the ex-
perience of the applicant plus an accurate description
of his current or projected assignment. This infor-
mation is needed in order to gauge the scope and pace
of instruction. Much valuable time is lost if instruc-
tors are obliged to wait until the first day of the course
to obtain this information from the students themselves.
All Training Officers are requested to see that ade-
quate detail is provided in this block.
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LANGUAGE TESTS The following is the Language Training School's sched-
ule of foreign language proficiency tests from 15 July
through September 1966. Employees who have claimed
(that is, submitted a self-evaluation) some degree of
proficiency since 1957 are required to be tested by the
end of 1966. Those who have been Agency tested will
be retested at a later date. Registering for a test is
done through Training Officers.
Chinese Sep 15
Czech Aug 16
Danish Aug 23
French Jul 19,20,21.22
Aug 2, 3, 4, 5, 16, 17, 18, 19, 30, 31
Sep 1, 2, 13, 14, 15, 16, 27, 28, 29, 30
German Jul 15, 20, 22, 27, 29
Aug 3, 5, 10, 12, 17, 19, 24, 26, 31
Sep 2, 7, 9, 14, 16, 21, 23, 28, 30
Greek Jul 19; Sep 13
Italian Jul 28; Aug 9, 23; Sep 8, 22
Japanese Jul 26; Aug 18; Sep 20
Polish Aug 2; Sep 6
Portuguese Jul 26; Sep 6
Russian Jul 19, 21, 28
Aug 4, 9, 11, 16, 25, 30
Sep 1, 8, 20, 22, 27, 29
Serbo-Croatian Sep 15
Spanish Jul 15, 26, 27, 28, 29
Aug 9, 10, 11, 12, 23, 24, 25, 26
Sep 6, 7, 8, 9. 20, 21, 22, 23
SENIOR The initial step has been taken in the comprehensive
OFFICERS procedure for selecting Agency representatives to
COURSES attend the 1967 - 68 session of Senior Officers courses.
Memorandums have been sent by the Chairman, Train-
ing Selection Board, to all Deputy Directors request-
ing that nominations for the various programs, along
with supporting documents, be submitted by 29 July
1966. The Training Selection Board will then review
all nominations and nominees considered best quali-
fied to represent the Agency will be recommended to
the DDCI for final approval.
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CLERICAL
T RAINING
AND
TESTING
OTR's refresher courses in typewriting and short-
hand will be given:
8 August - 2 September
12 September - 7 October
17 October - (Thurs) 10 November
21 November - 16 December
Before employees take either typing or shorthand,
or both, they are required to take the pretest given
by the Clerical Training Faculty/Support School. The
results are used by the instructor to determine the
class assignment.
Submission to AIB/RS of a Form 73 for the Clerical
Refresher course is all that is required to initiate
testing. Training Officers are notified by the CTF
of the time and place applicants are to report for tests.
For the above scheduled courses, pretests are sched-
uled as follows:
Typing: 3 August, 7 September,
12 October, 16 November
Shorthand: 4 August, 8 September,
13 October, 17 November
QUALIFICATION TESTS
OTR's Clerical Training Faculty administers the
Agency's tests for qualifying clericals as stenograph-
ers and as typists. The time and place of testing are
assigned when the Training Officer or Personnel Of-
ficer registers an employee. Registration is arranged
directly with the CTF, extension 2100.
Tests will be given in:
Typing: 18 July, 1 August, 22 August,
6 September, 26 September,
10 October, 31 October, 14 November
5 December, 19 December
Shorthand: 19 July, 2 August, 23 August,
6 September, 27 September,
11 October, 1 November,
15 November, 6 December,
20 December
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MAINTENANCE OF
AUDIO-VISUAL
EQUIPMENT
It is the nature of projectors and tape recorders, the
most frequently used audio-visual devices, that they
have a strong attraction for dust and soil. The Audio
Aids Section of the OTR Instructional Services Branch
has special soft clothes and cleaning materials, plus
the technical know-how, to maintain properly sensi-
tive lens surfaces and delicate instrumentation. In-
structors and Training Assistants are strongly urged
to call the Audio Aids Section, extension 2034, as
soon as they have finished using a piece of equipment
so that a technician can put it in the best possible con-
dition for the next requirement.
NATIONAL The 27th session of the National Interdepartmental
INTER-Seminar on Problems of Development and Internal
DEPARTMENTAL Defense will be 12 September - 7 Octo
SEMINARS
1966 21 November - 16 December
1967 23 January - 17 February
13 March - 7 April
1 - 26 May
NEW NON-AGENCY
TRAINING
REQUEST FORM
Form 136, "Request for Training at Non-CIA Facility,
has been revised to meet the requirements of the inte-
grated DDS system of re-programing all training be-
ginning with Fiscal Year 1967. It is also compatible
with procedures set forth by the Office of Planning,
Programming, and Budgeting. Training Officers
have been provided with copies of the new form and
with instructions on filling them out. The forms are
stocked in supply rooms and should be used immediately.
ADVANCED The Defense Intelligence School has announced that its
INTELLIGENCE 14-week Advanced Intelligence Course will be given
COURSE from 12 September to 16 December 1966 and again
from 27 February to 2 June 1967. The Training Selec-
tion Board requested that nominations for the first
running be submitted by early July. The Training
Selection Board must have nominations for the second
running by late December. Training Officers will be
advised of the final nomination date when it is estab-
lished.
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COMPLETION OF
NON-AGENCY
TRAINING
BROOKINGS
COMPUTER
CENTER
STEVENS
INSTITUTE
FELLOWSHIPS
Training Officers are reminded that the grade tran-
script, certificate of completion, and, when required,
a Training Report should be sent to the Registrar,
OTR, when an individual completes an Agency-sponsored
course or program. R/TR sends these with a memo-
randum of completion of the course to the Office of
Personnel for inclusion in the individual's official file.
If an employee wishes to retain the original of a docu-
ment for his personal file, a copy would be acceptable
to R/TR. When a Training Report is required, a
Form 1049, "Report of Training at Non- CIA Facility,
is appropriate. (If an employee must prepare a report-
ing memorandum for his own office, a copy of this
will suffice for R/TR. ) Training Reports are not re-
quired for programs such as part-time academic
courses or standard Department of Defense weapons
programs in which the Agency participates regularly.
However, employees are urged to submit reports on
these programs if they believe that their comments
will help OTR evaluate the usefulness of the course for
other Agency personnel or if they wish to make recom-
mendations or comments regarding cover or security
conside rations.
The Brookings Institution, with the aid of a grant from
IBM, is establishing a computer center. The center
will enable Brookings to apply more effective concepts
and techniques in its own program of research and to
undertake general investigations into the relationships
between computer science and the social sciences, as
well as to train social scientists in the latest applica-
tions of computer technology. Further information
will be published when available.
The Stevens Institute of Technology, Hoboken, New
Jersey, has announced that a new grant enables it to
expand its graduate fellowship program in its Electri-
cal Engineering Department. Computer science pro-
jects for which fellowships are available are Computer
Design, Large-scale Memory Design and Use, and
Programing; projects in other areas are Control Theory
& Engineering, Circuit & System Theory, Cyrogenics,
Solid State Electronics, and Laser Technology. Dead-
line for Fall 1966 admission is 1 August. The Office
of the Registrar, OTR, has some application forms.
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REFERENCES,
PERIODICALS,
RESEARCH
REPORTS
The Registrar's Office is the recipient of a variety of
publications in addition to college and university cata-
logs and course announcements by numerous profes-
sional organizations and institutions. Among recent
acquisitions are:
"The Role of Packaging in the U. S. Economy"--a re-
port to the American Foundation for Management Re-
search.
"Measurement and Prediction of Cognitive Loadings
in Corrective Maintenance Tasks: I. A Bayesian
Approach"? Technical Report No. 46 of the Electronics
Personnel Research Group, Department of Psychology,
University of Southern California..
"Obtaining a Best-fitting Factor Structure"--a study
supported by Office of Naval Research and Public
Health Research grants at the University of Washington.
"The Psychology of Learning for Managers"--a study
published by the American Foundation for Management
Research.
These publications may be consulted in Room 832,
Glebe, or they may be obtained on temporary loan by
calling extension 2896.
CURRENT The Foreign Area Research Documentation Center,
PRIVATE Bureau of Intelligence and Research (INR), Department
RESEARCH of State, collects and disseminates university research
PAPERS center papers, manuscripts awaiting publication, un-
published papers prepared by private scholars, and
similar materials in the field of foreign affairs. The
Documentation Center distributes lists of new papers
and presentations at important academic meetings.
Interested officers may request documents and the
lists through the CIA Library. Information may be
obtained from extension 6108.
FOREIGN SERVICE The Department of State's Foreign Service Institute
INSTITUTE is moving to new quarters at 1400 Key Boulevard,
RELOCATION Rosslyn. It hopes to have completed the move by
12 July.
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OTR CALENDAR
This listing of OTR courses is of necessity tentative. The
schedules of some courses, notably Management and the Midca-
reer Executive Development courses, are not yet fixed. Changes
and new listings will be announced in Special Bulletins or noted
in subsequent issues of the OTR Bulletin. Pending the release of
a six-month Schedule of Courses, it is suggested that these pages
be retained for reference. They have been perforated for easy
detachment.
JULY
S M T W T F S
1 2
3 4 5 6 7 8 9
10 11 12 13 14 15 16
17 18 19 20 21 22 23
24 25 26 27 28 29 30
CIA Review
Clerical Refresher
Intelligence Production (for CTs)
Intelligence Techniques (for CTs)
Introduction to Intelligence (for CTs)
Orientation for Overseas
(Tues) 12 Jul
5 - 29 Jul
11 Jul - 9 Sep
25 Jul - 12 Aug
11 - 22 Jul
5- 6 Jul
11 - 15 Jul
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AUGUST
S M T W T F S
1 2 3 4 5 6
7 8 9 10 11 12 13
14 15 16 17 18 19 20
21 22 23 24 25 26 27
28 29 30 31
CIA Review
China Familiarization
Clerical Refresher
Finance & Logistics: Small Stations
International Communism (for CTs)
9 Aug
8 - 12 Aug
8 Aug - 2 Sep
29 Aug - 16 Sep
15 Aug - 9 Sep
I - 26 Aug
2 - 3 Aug
I Aug - 2 Dec
8 - 12 Aug
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SEPTEMBER
S
M
T
W
T
F
S
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
Administrative Procedures
China Familiarization
CIA Review
Clerical Refresher
Communist Party Organization and Operations
& Anticommunist Operations (combined)
Intelligence Research (Map & Photo Interpretation
Intelligence Research Techniques
Introduction to Communism
Introduction to Intelligence
Midcareer Executive Development
r ting Workshop (Basic)
Writing Workshop (Advanced)
19 - 30 Sep
12 - 16 Sep
13 Sep
12, 14, 16 Sep
19 - 23 Sep
27 - 28 Sep
27 Sep - 6 Oct
12 Sep - 7 Oct
19 Sep - 14 Oct
6 - 23 Sep
7 Sep - 16 Nov
12 - 30 Sep
12 Sep - 14 Oct
12 Sep - 7 Oct
26 Sep - 7 Oct
12-23Sep
Mid-Sep
6 - 24 Sep
12 Sep - 21 Oct
6 - 7 Sep
12 - 16 Sep
13 Sep - 6 Oct
12 Sep - 5 Oct
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2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
Basic Country Survey: USSR
CIA Review
Finance & Logistics: Small Stations
Intelligence Production (for CTs)
Intelligence Review
Intelligence Techniques (for CTs)
Introduction to Intelligence (for CTs)
Orientation for Overseas
Project USEFUL
Senior Management Seminar
Support Services (for CTs)
17 - 28 Oct
11 Oct
10, 12, 14 Oct
17 - 21 Oct
31 Oct - 18 Nov
17 Oct - 11 Nov
3 12 Oct
3 - 21 Oct
31 Oct- 18 Nov
31 Oct - 18 Nov
10 - 14 Oct
17-21Oct
24 Oct - 23 Dec
24 Oct - 4 Nov
17 Oct - 4 Nov
3 - 14 Oct
31 Oct - 23 Nov
3 - 28 Oct
4 - 5 Oct
24 - 28 Oct
late Oct
24 Oct - 16'Dec
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Administrative Procedures (2 wks - all day)
For clerical employees who support the CS at headquarters.
Covers the organization, functions, procedures, and regula-
tions of the Agency. Emphasis is on the CS.
Basic Country Survey: USSR (2 wks - all day)
For employees whose work requires a basic and comprehensive
knowledge of the Soviet Union. A brief study of Tzarist Russia
and developments since the Communist seizure of power.
China Familiarization (1 wk - all day)
For professional employees. Covers survey of mainland China's
geography, history, economic factors, and its role in foreign af-
fairs. Provides introduction to the Chinese language, including
pronunciation.
CIA Review (1 1/2 hrs - morning)
For all returnees from the field. Covers recent organizational
developments in the Agency. Includes the security reindoctrina-
tion lecture.
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Effective Speaking (6 wks - part time)
For professional personnel. Covers principles of speaking as
they relate to oral presentation. Includes a lecture on selection
and use of graphic aids.
Finance & Logistics: Small Stations (3 wks - all day)
For administrative assistants and support officers required to
maintain budgetary, financial, and property records at a Class
B or Type II Station. Emphasis is on all facets of financial
responsibilities.
Intelligence Review (2 wks - all day)
For middle-grade and senior officers. Covers the Agency's de-
velopment under the central intelligence concept, recent organi-
zational developments to meet current and future responsibilities,
changes in functions of the intelligence community, problems of
coordination, and future trends in intelligence.
Introduction to Communism (2 wks - all day)
For professional employees at EOD. Covers historical develop-
ment of the USSR and Communist China and the doctrine, organi-
zation and operations of the Communist movement.
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Introduction to Intelligence (2 wks - all day)
For professional employees at EOD. Covers concepts of intelli-
gence, the intelligence agencies of the U. S. Government, and the
Agency's responsibility for collection, production, and dissemina-
tion of intelligence. Includes the fundamentals of American beliefs
and practices.
Management (1 wk - all day)
For officers in Grades GS 11 through GS 14. Covers up-to-date
practices and attitudes applied in planning, directing and manag-
ing the work of others.
Managerial Grid Seminar (1 wk - all day)
For selected middle4evel officers. The Managerial Grid concept
of classifying leadership and managerial styles is examined. Per-
sonal managerial styles are analyzed through team and individual
exercises designed to permit the understanding of the managerial
styles of others to serve as a means of diagnosing problems which
prevent effectiveness at any organizational level. Priority will be
given to individuals whose supervisors have had the grid.
Midcareer Executive Development (6 wks - all day - 240 hrs)
For designated midcareerists. Covers the activities of compo-
nents of the Agency, the U. S. Government in its national and in-
ternational setting, and problems of management.
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Orientation for Overseas (2 days - all day)
For employees (and spouses) assigned to an overseas post for
the first time. Covers the Agency's mission and functions, se-
curity, cover, legal and medical advice, and working effectively
with people of other cultures.
Project USEFUL (1 wk - all day)
For U. S. military officers (field grade and above) and civilians
in the military (GS 13 and above). Covers functions and capabili-
ties of the Agency to support the military and the support the
Agency requires of the military.
Senior Management Seminar (1 wk - all day - starts Sunday p.m.)
For GS 15s and above. Selection by Senior Training Officers.
Conducted by contract instructor; features managerial grid.
Supervision (1 wk - all day)
For employees in Grades GS 5 through GS 10 who are responsible
for supervision at the first level. Covers problems in planning
and directing the work of others. Includes factors in motivation
and communication.
25X1A
Writing Workshop (Basic) (4 wks - morning - Tues & Thurs)
For professional employees. (Non-professionals may attend
under certain circumstances..) Covers basic principles of gram-
mar and rhetoric, and elements of sentence construction and
paragraph structure.
Writing Workshop (Intermediate) (4 wks - morning - Mon & Wed)
For professional employees. (Non-professionals may attend
under certain circumstances.) Covers principles of good writing,
including clarity, accuracy, and logic. 15
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RELAX
.ete 4o#c9e4
Are you a calm, cool and collected individual? Yet, do you
leave your job in the evening completely exhausted? Do you have
frequent digestive or other internal difficulties? If so, you may be
unconsciously injuring yourself. One hundred years ago, infection
was the prime killer of men, and the average life expectancy was
about 35 years. With infectious disease controlled, today's average
life expectancy is 67. The prime killers today are the end products
of stress and tension. Eliminate tension and our life expectancy
could well exceed 100 years. Tension is self-induced; therefore, it
is unnecessary. Still, this unnecessary entity causes more ulcers,
heart disease, arthritis, allergies and nervous disorders than all
of the germs known to man. Any responsible, hard-working person
sets high standards for himself and his work. Rightfully, he should.
Many persons, however, do it with little talking, less laughing and
no relaxation. Their life is often productive, but frequently too short.
Enumerated below are the four most common factors which
most of us use to generate tension within ourselves.
Any person who reacts with lightning speed in ordi-
nary situations or who turns his emotional volume up high in everyday
encounters is an overreactor. As such, he generates enormous tension
in himself and the persons around him. Although modern cameras have
shutter speeds fast enough to stop a bullet in flight, such speed is hard-
ly necessary for ordinary picture taking. Who would turn a stereo up
full in a small room just because the equipment can reproduce the total
volume of a full symphony orchestra? The price for overreacting is
high in the excessive tension and fatigue it causes. This destructive
process is easy to control by simply slowing the timing and turning
down the volume.
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Many persons generate tension through their reaction
to "other people. " The ability to feel FOR people is a sign of emotional
maturity. To feel WITH them is not only immature; it helps neither
party. It is often difficult to remember that the other fellow, like our-
selves, is not always able to contain his feelings. To care about him,
yet not share his mood swings, his depressions, his irritability and
feelings of rage or resentment is quite important to our own well being.
When we load small incidents with heavy emotional meaning, we tend
to spring into action with every verbal challenge. By doing this, we
not only create progressively unbearable tensions, but we develop
troubled and stressful relationships with others. All this can be pre-
vented by simply dealing objectively with other persons and avoiding
emotional involvement.
Some situations require immediate decisions, but
these are unusual. Despite the desire of others for an instantaneous
answer, a smile and "I'll let you know later" will often suffice. When
we spring into action every time someone says "move, " we tend to
resent the intrusion and question the wisdom of our reply. By doing
this we lose the tranquility and liberation of spirit that come from
having a freedom of choice. We should never forget that unexpressed
opinions require no defense. It is easy to avoid this tension-producing
pitfall if we learn to say "no, " gently but firmly.
Captive Listening
Few situations are more conducive to tension than
that of the trapped listener. This type of listening requires great con-
centration, generates considerable frustration, leaves both parties
exhausted or infuriated, and usually accomplishes nothing. One's per-
sonal confidence and counsel, like one's intimate feelings, belong ex-
clusively to those persons with whom he has close personal ties. We
do not confide our own problems to everyone we meet, and we should
demand the same consideration. Tension can be avoided in these sit-
uations by simply murmuring "Too bad, I hope it works out, " then
slipping off in the opposite direction. The most relaxed interpersonal
relationships are those which are friendly but strictly impersonal.
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Despite all of our efforts to avoid stress, tensions will still
develop just by virtue of the facts that we are human and that we work
in the modern world. When we feel ourselves tightening up, the follow-
ing exercises will work wonders toward dissipating tension and leaving
us relaxed and revitalized.
Steady work for long periods causes mental and
physical fatigue, and efficiency drops remarkably. How many times
have we all groped for a name or an idea only to have it pop into our
minds after we shifted to a different subject? An occasional shift in
emphasis or topic can work wonders in relieving "brain fatigue" and
its resultant tension.
The most restful way to sit is with knees higher
than hips, arms supported by the arms of the chair. This posture re-
lieves strain on the lower back, rests the shoulders, and relaxes the
upper back. Sitting on the edge of the chair not only causes back
strain but keeps nerves edgy. Combining a "change of pace" with a
change in posture is an excellent means for dissipating tension.
One can learn from professional athletes the trick
of relaxing before going into action. When tension mounts, stop what
you are doing, raise your shoulders as high as possible, then drop
them limply. Take a deep breath and let it out while shrugging off
the tightness in the neck and shoulder muscles. Bottled up tension
often results in clenched teeth, set jaws, and tight facial muscles.
Counteract this by silently whistling while you work, or taking a deep
breath and keeping an imaginary feather in the air. These exercises
should help one ease off without letting down on the job.
To do so, extend the whole leg from the hip rather
than from the knee. The body should be held facing forward, not turn-
ed from side to side. This will not only bring about a tremendous
amount of relaxation but will also improve one's entire carriage.
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Frequent hand workouts will relieve general nervous
tension and keep one's hands flexible. Everyone is constantly using his
hands in a gripping motion and prolonged gripping leads to painful thumb
and finger joints. Exercise the hands as follows: open and close the
hands slowly to the fullest extent, bending the fingers backward as far
as comfort permits. Massage each joint with the thumb and forefinger of
the other hand. Most likely there will be a tender spot at the base of
the thumb; if so,this is a good indication of generalized nervous tension.
Hand exercises are an excellent means for dispelling this type of tension.
Lucky is the man with an avocation. He has two
worlds to live in. When one becomes overwhelming, he simply es-
capes to the other. A hobby is an activity combining a sharp change in
pace with the opportunity for complete absorption. There is no better
way of dissipating the tensions built up during the work day than "getting
lost" in a hobby after leaving the job.
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P P B S
few %at.ce#f L'em a/cd
President Johnson, in a memorandum of 25 August 1965, directed
officials of Federal Government departments and agencies to introduce
the new Planning-Programing-Budgeting System--PPBS--in their organ-
izations. The new PPBS is modeled on the one developed during the pre-
vious five years within the Department of Defense. Generally it is an
attempt to refine program-oriented budgeting by correlating it with plan-
ning, both short-range and long-range. Specifically, it entails planning
goals and objectives, developing complete programs which consider in
all their ramifications alternative methods for achieving these goals and
objectives, and then equating both the planning and programing with cost,
or budgeting.
Intended end products of PPBS are: (1) a comprehensive multi-
year "program and financial plan" systematically updated; and (2) anal-
yses, including "program memoranda"--analytical documents explicitly
defining objectives, needs, costs, and priorities- -prepared annually
and used in budget preview, periodic special studies, and other papers
involved in the annual budget process. These products will at the same
time enable each agency to make available to top management specific
data relevant to broad decisions, to spell out concrete programs, to
analyze systematically and present for review and decision alternative
objectives and programs, to evaluate thoroughly and compare the bene-
fits and costs of programs, to produce total as well as partial cost esti-
mates, to provide continuing, year-round review and analysis.
To implement the PPBS, each agency must have a capability to
carry on in-depth analysis, a planning and programing process which in-
corporates and uses an information system to present organized data,
and a budgeting process which can be used to translate program decisions
into refined budget proposals and decisions. These demands require
people who are tough-minded and analytical, who have the desire and
ability to question, to compare, to quantify, and, finally, to select the
most beneficial programs.
The task of installing a Planning-Programing-Budgeting System
in most Federal Agencies has led to a heavy demand for training. The
requirement for this training has created a potential for uncoordinated
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and diverse efforts in this area, particularly with both government and
nongovernment establishments hurrying to arrange facilities to satisfy
this demand.
The Civil Service Commission, with the cooperation of the Bureau
of the Budget and the Department of Defense, is now acting as a central
agent for PPBS training for civilian agencies. Three types of training
have been developed: a two-day orientation,. a three-week seminar, and
a nine-month graduate course for analysts.
There were five two-day orientations during the first half of 1966.
Participants from CIA have observed that the orientation provides a val-
uable overview of PPBS in general, from the economic theory basis of
the program budget concept to actual and potential applications of pro-
gram budgeting in nondefense areas. The Civil Service Commission
anticipates continuing these orientations as long as a need is indicated.
The three-week seminar has been run twice in the Washington
area and is scheduled for seven more area sessions through June 1967,
in addition to two sessions at the U. S. Navy Post Graduate School in
Monterey and one at Harvard. The Washington area seminars are a
joint venture of the Civil Service Commission and the University of
Maryland, utilizing also specialists from the Bureau of the Budget and
other consultants. Following a week of exposure to the underlying phil-
osophy of PPBS, participants are given a fairly detailed look at the more
significant concepts of economic analysis and computational processes.
The final week employs a case study workshop method to examine quanti-
tative problem- solving approaches to management.
The nine-month educational program arranged with such univer-
sities as Harvard, Chicago, Stanford, Carnegie Tech, and Maryland is
intended to equip able Federal employees with analytical techniques to
be employed in executing PPBS operations within agencies. Selected em-
ployees are expected to be trained to provide agencies with a nucleus of
personnel trained in depth to perform key PPBS functions.
CIA is participating in all three Civil Service Commission pro-
jects, already having established lists of individuals for training and
their priority. These, of course, are being constantly reevaluated. At
the same time, the Office of Training, in coordination with other compo-
nents, is in the process of developing an internal capability for training
in PPBS, with particular emphasis on its application to the needs of the
Agency.
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TRAINING SELECTION BOARD
OUTLINE OF PROGRAMS
The courses and programs on which the Training Selection Board
takes action have recently been reviewed and the list revised. The cur-
rent list was published in the May 1966 OTR Bulletin. Nominations for
these courses and programs are made through the Deputy Director to
the Training Selection Board which makes its selection on the basis of
comparative qualifications, including the nominees' apparent ability to
represent the Agency.
Specific schedules are announced in the OTR Bulletin as they be-
come known and Training Officers are advised of Training Selection
Board nomination deadlines. A brief sketch of each of these programs
follows. Consult your Training Officer for further details.
Advanced Intelligence Course. Given by the Defense Intelligence
School, Washington, D. C. , twice a year, this fourteen-week course is
to enhance the preparation of military officers and civilian personnel for
important command, staff, and policy-making positions in the national
intelligence structure. The graduate-level instruction is designed to
equip participants to manage or direct intelligence staffs, offices, and
activities on the departmental, national, and unified levels; to develop
and coordinate intelligence plans, policies, and programs with depart-
ments and independent agencies of the U. S. Government; to participate
on interagency or joint allied intelligence committees and working groups.
CIA is usually allocated three places in each course. Nominees
must have considerable intelligence experience and broad training, in-
cluding a bachelor's degree and selected intelligence courses, and be in
grade GS-14 or above. No age limitation is imposed.
Advanced Management Program. Harvard University. This pro-
gram generally is intended to develop a general management viewpoint
in which the organization is seen as an entity. It aims to increase skills
in planning the strategy in formulating policy for and in organizing domes-
tic and worldwide organizations. Specific goals are to enable the partici-
pant to gain an understanding of the processes of management; to develop
increased competence in the area of corporate long-range planning and
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in business policy formulations in a world setting; to gain understanding
of the role of the top administrator in managing his organization, apprais-
ing executive performance, providing leadership for his organization,
and dealing with external groups; and to gain understanding of the role
of business in society, its responsibilities, and its relationships with
employees, stockholders, Government agencies, and the community.
The Advanced Management Program is given twice a year, begin-
ning in February and in August, and runs for thirteen weeks. CIA nor-
mally places one student in each running. He must be in grade GS-15 or
above and between the ages of thirty-seven and fifty-five.
Air Command and Staff College. An intermediate professional
service school at Maxwell Air Force Base, Montgomery, Alabama, the
ACSC is organized to prepare officers for command and key staff assign-
ments. Its ten-month course is divided into three broad areas of study:
military management, international relations, and military employment.
Specific objectives of the course are to improve managerial skills and
cultivate professional attitudes and habits; to increase understanding of
man, his environment, and his institutions and instruments--political,
economic, psychosocial, and military- -as he uses them to achieve na-
tional goals; to expand knowledge of military forces and their capabilities
and alternative strategies, and improve ability in employment of military
forces of the student's own service; and to develop an imaginative atti-
tude toward the future of the nation and of the Air Force.
The Agency has been invited to send one employee to the course.
Nominees must be in grade GS-13 or GS-14 and no more than thirty-seven
years of age.
Air War College. This senior school at Maxwell Air Force
Base, Montgomery, Alabama, provides a ten-month course designed to
keep Air Force officers and civilian officials abreast of the major pro-
blems of national and international relations, military strategy, joint,
combined, and specified commands, national strategy, modern weapons
systems, science and technology, and logistics. Participants are ex-
pected to gain a more complete understanding of international relations,
the nature of conflict, the essential elements of strategy, sound employ-
ment doctrine, and staff responsibilities; to further develop an apprecia-
tion of current problems of national defense; and to develop a compre-
hensive understanding of the capabilities and limitations of all warfare
systems in support of national policy.
CIA's representatives are to be in grades GS-14 or above and
between the ages of thirty-five and forty-four. The Agency currently
has a quota of three.
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Armed Forces Staff College. The mission of the Armed Forces
Staff College, Norfolk, Virginia, is to provide education for combined
staff planning and operations and an understanding of the political-
military problems met at every level of staff and command. Specific
objectives are to promote teamwork among the Services; to prepare of-
ficers in the organization, planning, and conduct of joint and combined
operations; to prepare officers for duty in the higher echelons of the
armed forces; to promote the development of understanding between high-
er echelons of the Armed Forces and those other agencies of the govern-
ment which contribute to national security; and to provide an appreciation
of the related aspects of national and international security.
This five-month course is conducted twice a year, beginning in
February and in August. CIA has a quota of four. Nominees must be
between the ages of thirty and forty-five and in grade GS-13 or higher.
Army War College. The mission of this school, located at Car-
lisle Barracks, Pennsylvania, is "to prepare senior officers for com-
mand and high-level staff duties, with emphasis on Army doctrine and
operations, and to advance interdepartmental and interservice under-
standing. " The College's annual course, at the postgraduate level, is
developed around the following studies: the World Environment and
International Relations; the United States and the North Atlantic Commu-
nity; the Communist Powers; the Developing Areas; Management of
United States Military Power; Strategic Military Concepts and Capabili-
ties; Science, Technology, and Future Military Power; and United States
National Strategy and a Supporting Military Program.
The Agency has a quota of one representative each year. The
nominee must be between thirty-five and forty-five years of age and in
grade GS-14 or higher. It is recommended that he have at least five
years of Agency experience, and it is to his advantage that he be able to
communicate effectively both orally and in writing.
Career Education Awards. The Career Education Awards pro-
gram of the National Institute of Public Affairs (NIPA) affords a year of
graduate-level university study to civil service careerists at midcareer
level. The program is intended to encourage early identification and
rapid development of able young administrators in government, and sup-
plement governmental "training programs" with "education" directed
toward acquisition of a better understanding of social, economic, and
political problems confronting officials in public service. Eight univer-
sities- -Chicago, Cornell, Harvard, Indiana. Princeton, Stanford, Vir-
ginia, and Washington- -participate in the program.
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Candidates must be career officers, hold a bachelor's degree,
and meet the admission requirements of the institutions which they will
attend. They should be between twenty-eight and thirty-five years of
age, have at least five years of civilian government service, and be in
grades GS-12 through GS-14. Two agency employees have been award
winners each of the past two years.
Conferences for Federal Executives on Business Operations.
The Brookings Institution, as part of its Advanced Study Program, con-
ducts conferences for senior government executives to strengthen their
understanding of business activities, problems, and policy issues. Par-
ticipants visit selected corporations, meet informally with top business
officials, and take part in off-the-record seminars to discuss major
issues facing business.
Conducted twice a year, these two-week conferences are held in
various cities, each conference group visiting two or more localities.
Officials at the GS-17 and GS-18 level who would profit from personal
contact with leading business executives should be nominated. CIA usu-
ally sends one representative to each conference.
Defense Systems Analysis Program. This program is conducted
by the Institute of Defense Analysis in cooperation with the University of
Maryland. It is a new program planned primarily to equip Department
of Defense personnel to become systems analysts or to apply analytical
methods in major planning processes. Its objective is to develop an
understanding of the concept of approaching military problems from an
economic, analytical frame of reference which can produce alternative
courses of action for planning purposes. Mathematical economics is
associated with politics and government as well as with military science
to develop an understanding of the role, the basic techniques, and the
limitations of systems analysis.
The Agency's quota is three for the 1966-67 session. A nomi-
nee must have a bachelor's degree, and a reasonably strong educational
foundation in both economics and mathematics is helpful, though not
essential. He must be between thirty and forty and in grade GS-12 or
higher.
Educational Program for Federal Officials at Midcareer.
(Woodrow Wilson Fellowships) The Woodrow Wilson School of Public
and International Affairs of Princeton University invites some twenty
officials in top positions in federal service, or who are expected to
reach such posts, to come as fellows,, for an academic year of studies
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planned to meet individualized interests or needs. There is no counting
of credits or semester hours. The fellow may participate in graduate
seminars offered by the various departments of the University or the
Woodrow Wilson School, in policy conferences with visiting officials and
scholars, and in a research project on a problem of public moment.
The ultimate design is to assist the fellow to enhance his contribution
to Federal service.
Nominees should have demonstrated their career potential and
must be eager to broaden their outlook beyond that of their particular
specialty or agency. Generally, the age of the nominee should be between
thirty and forty-one; his grade, GS- 14 or above.
Executive Seminar Centers. The Civil Service Commission ad-
ministers two Executive Seminar Centers located at Kings Point, New
York, and Berkeley, California. The centers offer ten two-week semi-
nars on problems, policies, and goals of the federal government in for-
mulation and administration of public policy, the national economy, soc-
ial programs and economic opportunities, international affairs, national
security, technological development.
The Agency is a regular participant in the Executive Seminar
Program which is primarily for persons in grades GS-14 and GS-15,
but persons at higher levels are eligible. There is no fixed age limit.
(This program was described in detail in the May issue of the OTR
Bulletin.
Federal Executive Fellowship, The Brookings Institution.
Ten fellowships are awarded each year to Federal executives to afford
them an opportunity for independent study and research on problems in
their areas of responsibility. Each participant must complete a pro-
ject which requires six to twelve months of research and which results
in a useful report, article, monograph, or book. The fellowships ordi-
narily begin in January or July. The Agency is invited to make two nom-
inations, employees at the GS-1Z level or above and who have at least
ten years' service.
Fellowship in Congressional Operations. The Civil Service
Commission, in cooperation with the American Political Science Asso-
ciation, conducts a fellowship program whereby career administrators
may become acquainted with Congressional operations. Fellows attend
an intensive orientation program on the legislative branch and then are
given full-time work assignments in the offices of Congressmen and Sen-
ators and with staff members of Congressional committees. They also
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participate in weekly meetings with leading congressional, governmental,
and academic personalities.
Career employees, thirty to forty years of age and in grades GS-
12 to GS-16, are eligible for nomination. They should be in managerial
or executive positions, having demonstrated a high level of competence
in present and past assignments.
Foreign Affairs Program Management Seminar. The Foreign
Service Institute of the Department of State presents this course to en-
able officers in executive positions to correlate their own specialties
with overseas operations and elements of the American scene related to
overseas operations. The course shows how policies and programs are
developed and managed; it includes the roles and techniques of agencies
where interests range from policy direction to political, information,
economic, military, and scientific programs. It treats management
from the Washington and field view, including the country-team role and
the need to meld all programs if U. S. policy is to be successful. The
course runs sixteen weeks and culminates in student panel presentations
of specific program management proposals.
CIA nominees for this program should be in grade GS-13 or GS-14.
General Administrative Conferences, The Brookings Institution.
The Institution arranges two-week conferences of top-level officials to
bring to their attention relevant knowledge that may assist them in for-
mulating policy and policy recommendations. The program is designed
to develop approaches and attitudes leading to more effective administra-
tive decisions and actions, broaden understanding of departmental and
overall aspects of government policy-making and administration, and
enlarge knowledge of the relationships between government and society
and the impact of governmental action on the nation's social and econom-
ic development.
Held three times a year at Williamsburg, Virginia, these confer-
ences normally have at least one representative from the Agency. Nom-
inees must be in grade GS-15 or above. There is no age limit.
Imperial Defense College, London. The Imperial Defense College
is charged with preparing senior officers of the Commonwealth for posi-
tions of increased responsibility in the conduct of national affairs. Amer-
ican representatives have been invited to spend a year with representa-
tives of Britain and the Commonwealth in a series of lectures on contro-
versial professional problems and visits to world areas. Opportunity is
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given to participate in small research groups which produce written
papers on specific economic, political, or social problems.
CIA may send one representative who must be an experienced em-
ployee in grade GS-15 or above.
Industrial College of the Armed Forces. The ten-month resi-
dent course at the Industrial College of the Armed Forces at Fort McNair
is designed to deal with the economic and industrial aspects of national
security under all conditions and in the context of both national and world
affairs. Interrelated military, logistical, administrative, scientific,
technological, political, and social factors affecting national security
are studied.
CIA has a quota of three for each course. Experienced officers
thirty-five to forty-five years of age in grade GS-14 or above may be nom-
inated.
Management Development Program for Federal Executives. The
Graduate School of the Department of Agriculture conducts a manage-
ment program for officials in positions of executive responsibility or
whose anticipated assignments involve management responsibility. The
program is designed to help the official examine the managerial aspects
of his job, formulate for himself a framework of managerial theory, ex-
plore ways to improve managerial practice in the day-to-day work situ-
ation, strengthen his problem-solving and team-action skills, and form-
ulate a continuing and systematic program of self-development in manage-
ment.
The course is developed in three phases: a two-day diagnostic
and planning meeting in Washington; an intensive nine-day workshop at
Williamsburg, Virginia; and a final two-day follow-up session in Wash-
ington. The course is run through its three phases three times a year.
CIA's nominees are generally in grade GS-14 or GS-15.
Middle Management Institute. This institute, conducted by the
Civil Service Commission, is directed to the manager's need for a
broad perspective and his requirement to be currently informed on new
developments affecting his type of work. An attempt is made to survey
recent trends and developments in management, including the concept
of planning and budgeting, and to impart a sense of perspective about the
total scheme of government.
The Agency has had up to twelve employees attend this institute,
which is run twice a year. Individuals in grades GS-11 to GS-14 who are
being considered for management positions may be nominated.
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National War College. The nine-month course of the National
War College, Fort McNair, provides a study of those agencies of govern-
ment and those military, economic, scientific, political, psychological,
and social'factors of power or potential power which are essential parts
of national security. It is aimed at preparing officers for the exercise
of high-level policy, command, and staff functions, and for planning of
national strategy.
The Agency has a quota of four. Candidates must be thirty-five
to forty-five years of age and in grade GS-14 or above.
Naval War College. The nine-month course on naval warfare
given at the U. S. Naval War College, Newport, Rhode Island, is intend-
ed to further an understanding of the fundamentals of warfare, interna-
tional relations, and interservice operations. Emphasis is on the inte-
grated employment of all the elements of naval power, including weapon
systems and logistics, in the accomplishment of the Navy's mission,
and the best employment of sea and naval power in the furtherance of
national objectives.
Nominees should be thirty-five to forty-five years of age and
must be in grade GS-14 or above.
Program for Management Development, Harvard University.
This program is intended for younger men currently filling responsible
management positions at the operating level, and who demonstrate out-
standing performance in a functional specialty. The sixteen-week course
covers skills, techniques, processes, and concepts of modern manage-
ment; it is devised to enable middle-managers to appreciate the critical
interrelationships of the component parts of any enterprise.
The Agency normally selects one representative for each of the
two annual courses. Nominees should be between twenty-eight and
thirty-seven years of age and in grades GS-12 to GS-14.
Science Conferences, The Brookings Institution. These confer-
ences are for administrators and scientific officials and are given for
one week at Williamsburg, Virginia. They are designed to promote a
fuller comprehension of the role of the scientist in governmental and
administrative processes. Programs feature such subjects as science
and social changes, science and democratic government, science and
creativity, the role of government in research and development, and
science and ethics.
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These gatherings are convened three times a year. CIA usually
sends two representatives. Nominees should be in grade GS-15 or above.
Senior Seminar in Foreign Policy. This is the highest-level full-
time training program in the field of foreign affairs given by the Depart-
ment of State's Foreign Service Institute. The aim of this course is to
provide the framework for a free and vigorous inquiry into the complex-
ities of foreign affairs and to stimulate officers expected to fill impor-
tant foreign policy-making positions in the direction of creative thought
and judgment.
CIA has a quota of two in this ten-month course. Nominees must
be university graduates between forty and forty-nine years of age, GS-
15 or higher, and have at least ten years' experience in the Federal Gov-
e rnment.
Summer Institute for Federal Executives, University of Wisconsin.
Each summer the Center for Advanced Study in Organization Science at
the University of Wisconsin presents an accelerated program of study
predicated on the presumption that the federal executive welcomes an
opportunity for objective, critical study of the administrative process
and the executive's role. The institute attempts to relate modern organ-
izational theory and research to practical problems of administrators
through a series of interrelated two-week seminars which may be taken
separately or as a block of instruction for four or six weeks.
CIA sends several representatives, usually in grades GS-13 to
GS-15, from among experienced employees.
Systems Analysis Program. The Bureau of the Budget has
arranged nine-month educational programs at leading universities to
equip federal employees with analytical techniques to be employed in
executing planning-programing-budgeting systems. Courses include
intensive work in economic analysis, operations research, quantitative
methods, systems analysis, as well as the application of these techni-
ques to emerging issues of public policy and management.
CIA has two participants in the program. Personnel in or even-
tually expected to serve on PPBS staffs and in key positions where appre-
ciation of PPBS concepts would be valuable are nominated. Criteria for
selecting candidates include evidence of high intellectual and analytical
capability, personal interest and a desire to use economic and analytical
concepts for improving decision-making, demonstrated academic ability--
a B+ average in previous academic work- -and possession of at least a
bachelor's degree. Nominees are in grade GS-11 or above.
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,lne ea stfate'a a ?these,?
The magnitude of the application of computers stimulates the
imagination when one reads the prospectus of such a gathering as
the International Seminar on Computers in Design and Communica-
tion held recently by the University of Waterloo in Ontario, Canada.
The revolution which computers have accomplished in communica-
tions and information storage and retrieval is already being accept-
ed, but it is still startling to read of computers being ever more
successfully applied to problem analysis, decision making, and the
amplification of human thinking power in general.
"For the designer, " we read, "one of the most fascinating as-
pects of these systems is the capacity to accept visual input and pro-
duce visual output in the form of designs, diagrams, and movies.
Since 'visual language' is in many instances the preferred mode of
communication for the designer, he can now extend his creative
powers to a new order of magnitude. "
The practical aspects of these considerations become apparent
when the seminar speakers' topics are reviewed: "A symbiotic re-
lationship between a man and a large general-purpose digital com-
puter in which the man and the computer use forms of communication
natural to man: graphical, symbolic, and verbal"; techniques devel-
oped in three-dimensional movies which can be used also "for scien-
tific displays (including rotating four-dimensional hyper-objects and
simulation of the motion of the basilar membrane in the ear)" and in
the arts of kinetic sculpture and ballet; "films will demonstrate
mathematical models of physical systems in pictorial form;" "the
implications of computer animation for the film media. "
The seminar speakers, too, reflect the diverse fields in which
computer application is established or is being strongly considered:
a researcher on computers and architecture; a former aircraft de-
sign engineer who devised methods for airplane fuselage lofting by
computer; a researcher in the field of hydrodynamics; an art direc-
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for working in the area of computer-aided magazine formating who
also developed computer production of true perspective drawings;
a highway and transportation engineer currently working on pedes-
trian traffic flow in business districts and buildings; a researcher
in experimental language programing and computer language for ani-
mated movies; an electrical engineer working in the fields of artifi-
cial intelligence, robotics, and pattern recognition; an electrical
engineer working in computer graphics and pitch detection of human
speech.
The compilers of the prospectus quite appropriately raise the
questions: "Is the computer truly a tool or a competitor? How emi-
nent are the critical developments ?
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NON-AGENCY TRAINING
This section of the OTR Bulletin contains information on
non-CIA courses or programs related to career develop-
ment of CIA employees. Attendance may be sponsored by
the Agency or it may be self-sponsored. The Training Of-
ficer must be consulted on Agency-sponsored training.
Agency Sponsorship:
A Form 136, "Request for Training at Non-Agency
Facility" (revised effective June 1966), is sent to
the Registrar's office, External Training Branch,
by the Training Officer. For overt employees, the
completed form is sent directly to ETB. For non-
overt applicants the form is sent first to DDP/OPSER/
CCS.
Self - sponsorship:
According to an employee who
takes a non-Agency course at his own expense is re-
quired to send a written request for approval through
administrative channels to the Director of Security.
The request will include the subject(s) to be studied,
the name and address of the school, the full name (s)
of the instructor (s), and the dates and hours of in-
struction.
For additional information on the courses outlined in this sec-
tion of the OTR Bulletin or on other external courses, call AIB/
RS/TR, extension 2896. For information on registration, call
ETB/ RS/ TR, extension 3137.
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EXECUTIVE ORIENTATION IN PLANNING-PROGRAMING-
BU DGE TING
1966: 21 - 22 July; 18 - 19 August;
13 - 14 October; 15 - 16 December
1967: 15 - 16 February
1900 E Street, N. W. , Washington, D. C.
Conducted in association with the Bureau of the Budget, this two-
day institute is intended to provide: (1) an understanding of what
a planning-programing-budgeting system is; (2) an awareness
of the economic principles underlying PPBS; (3) a general know-
ledge of methods and techniques used and what can be accomplish-
ed with them; (4) an understanding of what the President and the
Bureau of the Budget want to see achieved through the use of this
system; and (5) some insight into results achieved to date in
using this system in non-Defense agencies. For executives at
grades GS-14 and above, though GS-12 and GS- 13 employees ur-
gently needing to know this material may be admitted. Cost: $15.
PLANNING, PROGRAMING, BUDGETING SEMINAR
A three-week residential course, this program is designed to
provide the participant with a grasp of the underlying economic
base of PPBS, a working knowledge of the structure and function-
ing of PPBS, and an introduction to quantitative approaches to
management planning and control. There are precourse reading
requirements and there are evening sessions. This course is
intended for those directly involved in the PPBS operation--pro-
grammers and budget people- -as well as for line managers at
middle and upper levels who will use the system as an aid to
decision-making. It will not prepare individuals to perform eco-
nomic or quantitative analysis, and no economics or mathematics
background is required for successful participation.
Tentative schedule:
In cooperation with the University of Maryland. Cost: $300.
1966: 18 July - 5 August Gaithersburg, Maryland
12 - 30 September College Park, Maryland
17 October - 4 November College Park, Maryland
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1967: 9 - 27 January College Park, Maryland
20 March - 7 April College Park, Maryland
1 - 19 May College Park, Maryland
12 - 20 June College Park, Maryland
In cooperation with the U. S. Naval Postgraduate School
Cost: Approximately $300.
1966: 14 August - 2 September Monterey, California
11 - 30 September Monterey, California
In cooperation with Harvard University. Cost: Approximately $400.
1966: 31 July - 19 August Cambridge, Massachusetts
MIDDLE MANAGEMENT INSTITUTE
17 - 21 October 1966
10 - 14 April 1967
A survey of recent trends and developments in management. For
middle managers at grades GS-11 to GS-14. (This is a Training
Selection Board program; additional information is on page 28. )
Cost: $50.
The Civil Service Commission has discontinued its Executive
Leadership Institute, a program listed among those on which the
Training Selection Board must act. Please delete this reference
from such listings.
To meet the increased need for ADP training in the Federal Gov-
ernment, the Civil Service Commission has established an ADP
Management Training Center in Washington. Initially the Center
will provide short-term training programs for management and
in career skills in the field. A schedule of courses for the 1967
fiscal year follows:
I. Training in ADP for Management
Executive Seminar in ADP
Sep 8-9; Jan 19-20
Executive Workshop in ADP Programming
Oct 10- 14; Mar 6-10
Executive Workshop in ADP Systems Analysis
Nov 30-Dec 2;
Apr 26-28
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ADP Orientation
Sep 19-23; May 8-12
ADP Orientation for Management Interns
Mar 13-17
Introduction to ADP in Financial Management
Jan 5-6
Advanced Seminar in ADP & Financial
Management
Mar 28-31
Introduction to ADP in Personnel Management
Oct 3-4
Advanced Seminar in ADP & Personnel
Management
Dec 19-22
Introduction to ADP in Supply Management
Jan 16- 17
Advanced Seminar in ADP & Supply Management
Apr 17-20
Introduction toADPin Technical Information
Sep 29-30;
Systems
Feb 27-28
Advanced Seminar in ADP & Technical Infor-
Jan 9-12;
mation Systems
June 12-15
Implications of ADP for Training Directors
Aug 24-26
Survey of Scientific & Technical Applications
of ADP
June 5-9
II. Training in ADP Career Skills
ADP Systems Analysis Seminar
Sep 28-Nov 22
Field Work Program in ADP Systems Analysis
Feb I-Mar 22
Nov 30-Jan 25
Systems Analysis for Computer Programmers
Apr 5-May 24
Oct 24-28; Jan 23-27
Advanced Systems Technology for ADP Systems
Analysts
Dec 5-9; Apr 3-7
Seminar in ADP Management & Administration
Dec 12-14; May 1-3
III. Training in ADP-Related Management Sciences
Senior Seminar in the Management Sciences
Apr 10- 14
Executive Seminar in Operations Research
Sep 12- 13; Feb2-3
Executive Seminar in Management Information
Sep 26-27
Theory
Jan 30-31
Executive Seminar in Management Reporting
Systems
Nov 3- 4; Mar 2- 3
Executive Seminar in Interagency Management
Dec 15-16
Information Systems
Apr 20-21
Executive Seminar in Statistical Science for
Nov 9- 10
Management
May 15 16
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Seminar in Behavioral Science Research for
Management
Mar 20-22
Operations Research Orientation
Oct 17-21
Techniques and Methods of Operations Research
Nov 16- 18; Feb 13- 15
Management Sciences Orientation
Feb 6- 10
USDA
GRADUATE SCHOOL
SPECIAL PROGRAMS
The Special Programs Department of the U. S.
Department of Agriculture Graduate School offers
a series of seminars and courses which may be
of interest to Agency employees. Enrollment
through ETB must be undertaken at least six
weeks prior to the listed dates of the offerings.
The schedule of selected programs for the Fall
1966-Spring 1967 season is:
account appears on page 28.) Cost:
$475.
29th
30th
31st
Phase I
8-9 Sep 1966
29-30 Sep 1966
15- 16 Dec 1966
Phase II
5-14 Oct 1966
11-20 Jan 1967
23 Feb-4 Mar1967
Phase III
5-6 Jan 1967
16-17 Mar 1967
18- 19 May 1967
MANAGEMENT DEVELOPMENT PROGRAM FOR
FEDERAL EXECUTIVES
This program is designed especially for officials
in positions of managerial responsibility. Partici-
pants 'plan their own workshop program by explor-
ing managerial aspects of their own jobs and for-
mulating a managerial theory in this context. Gen-
erally for persons at the GS- 14 level and above,
GS- 13 managers are considered. The program is
conducted in three phases over a period of several
months: a two-day diagnostic and planning meeting
in Washington; a nine-day workshop at Williamsburg,
Virginia; and a final two-day follow-up evaluation
session in Washington. (This is a Training Selec-
tion Board program; an additional descriptive
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STATISTICAL METHODS FOR FEDERAL EXEC-
U TIVES
3 - 28 October 1966 Mondays, Wednesdays, Fridays
6 - 31 March 1967 9:30 - 11:30 a. m.
A course for nonstatistician executives at GS-13
level or above who need a grasp of fundamental
concepts and a general understanding of the more
sophisticated applications of statistical methods,
especially as applicable in government. Cost: $100.
AUTOMATIC DATA PROCESSING FOR FEDERAL
EXECUTIVES
3 - 31 October 1966 Mondays, Wednesdays, Fridays
3 - 31 March 1967 1:30 - 3:30 p.m.
Thirteen seminar sessions are designed to enable
the participant to understand the history and growth
of ADP, explain in a nontechnical manner the logic
employed in ADP systems, understand the manage-
ment considerations involved in planning and man-
aging ADP systems, and be familiar with represen-
tative equipment. Cost: $144. 50.
POWER SYSTEMS ENGINEERING
8 September 1966 - 1 1 May 1967 Thursday 6-8:30 p.m.
This two-semester course is to introduce engineers
to the latest developments in the field of power sys-
tems engineering and operations. It is open to grad-
uate engineers. It is of interest to electrical, mech-
anical, and civil engineers as well as key manage-
ment personnel responsible for power systems oper-
ations. Cost: $2Z5.
SCIENCE INFORMATION AND COMMUNICATION
5- 9 Decembe r 9 a. m. - 5 pm.
Participants are introduced in this one-week course
to the principles and practices of organizing and dis-
seminating scientific and technical information. They
are provided with an understanding of how to acquire
such information through the use of modern informa-
tion services, including mechanized document retriev-
al systems. Applicants should be working scientists
and engineers, or their supervisors, in grade GS-13
or above. Cost: $135.
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1966: 26-30 September Mondays
24-28 October through
1967: 27 February - 3 March Fridays
15-19 May 9 a. M. -5 p. M.
Topics covered during this institute are techniques
and procedures in negotiation, human factors in
negotiation, legal requirements and administrative
policy in negotiation, and contract award and admin-
istration. Nominees should be in grade GS-9 or'
above. Cost: $115.
23 August-13 October Tuesdays & Thursdays
25 October-20 December Section A: 9:30-11 a. m.
10 January-2 March Section B: 11 a. m. -
14 March-4 May 12:30 p.m.
Section C: 1:30-3 p. m.
This course incorporates the latest and most advanc-
ed techniques for developing the maximum potential
of each learner. Instruction is oriented toward on-
the-job reading of Federal employees. Students may
enroll in any one of the three sections. Open to all
Federal employees GS-5 through GS-18. Cost: $55.
GRAMING
10 October- 16 January 1967
14 March-1 June 1967
One-and-a-half hour
sessions. Tuesdays
and Thursdays.
Section A: 1-2:30 p. m.
Section B: 2:30- 4 p.m.
Section C: 4-5:30 p.m.
This is a programed instruction course which intro-
duces the beginner to digital computer concepts and
programing techniques. The student is expected to
learn in detail the fundamental programing function
and processes. The student works on his own
between consultation sessions with a special instruc-
tor. Cost: $95.
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BROOKINGS
INSTITUTION
CONFERENCES
SOCIETY FOR
ADVANCEMENT OF
MANAGEMENT
The Brookings Institution has announced the sched-
ule of its two series of conferences concerned with
"Executive Leadership in Democratic Government. "
Both series will be held at Williamsburg, Virginia.
The one-week conferences for scientists, admin-
istrators of scientific activities, and engineers are
to be held: 13 - 18 November 1966, 11 - 16 Dec-
ember 1966, and 7 - 12 May 1967; cost: $325.
The two-week conferences for administrative and
program officers are to be held: 2 - 14 October
1966, 15 - 27 January 1967, and 19 February -
3 March 1967; cost: $650. The Training Selec-
tion Board must act on participation in these con-
ferences. (Additional information appears on
PP 27 and 29-30.)
SYSTEMS
29 June - 1 July
An advanced seminar for all levels of technical
and administrative management with project plan-
ning and control responsibilities. The major sub-
ject is the development, dissemination, and utili-
zation of appropriate project information. The
manager's role and management techniques are
covered. Cost: $195 for first student, $175 for
each additional.
COMPUTER OPERATIONS MANAGEMENT
13 - 15 July Executive House, Washington, D. C.
This seminar deals with the basic concepts of com-
puter center organization and operations. Two days
are devoted to management of center operations
and the third to management of data processing
personnel. It is intended for computer center man-
agers and those preparing themselves for center
management. Cost: $195 for first student, $175
for each additional.
ADVANCED MANAGEMENT COURSE
October 1966 - May or June 1967
Washington, D. C.
One day a week, alternate weeks, 7 - 10 p.m.,
in conjunction with dinner.
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The objective of the course is to improve the
capacity of top-level managers to understand
better the nature of the decisions that are requir-
ed of them inside and outside the organization.
There are course materials, but primary empha-
sis is on free and open discussions among partici-
pants to stimulate an interchange of ideas to con-
tribute to the total knowledge of the group. Each
group is limited to between 11 and 17 participants--
top managers in small firms, functional heads or
plant managers of large firms, staff officers who
influence policy decisions. Cost: $500, plus $90
for meals.
AMA SEMINARS The catalog listing the dates of the American Man-
agement Association's workshop and orientation
seminars through October 1966 is on file in the
office of the Registrar, OTR. A variety of sem-
inars are offered under the following general clas-
sifications: Administrative Services, Business
Information Systems, Computer Applications and
Computer Management, Defense Industry Manage-
ment, Finance, General Management, Insurance,
International Management, Manufacturing, Market-
ing, Packaging, Personnel, Purchasing, and Re-
search and Development. The catalog contains
information on content, dates, and sites of some
500 different seminars. The Agency holds a mem-
bership in AMA and OTR may therefore enroll
employees at reduced rates. Additional informa-
tion may be had by contacting AIB/RS/OTR, ex-
tension 2896.
Nine-tenths of the serious controversies which arise in
life result from misunderstandings, result from one man not
knowing the facts which to the other man seem important, or
otherwise failing to appreciate his point of view.
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