YOUR REQUEST FOR SOME SUGGESTIONS IN THE FIELD OF MANPOWER POSSIBLE USE IN YOUR ORIENTATION COURSE TALK.

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-04718A001800210007-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 3
• Document Creation Date: December 12, 2016
• Document Release Date: June 3, 2002
• Sequence Number: 7
• Content Type: MF

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} ORANDUM FOR: Deputy Director (Administration)
SUBJECT: Your request for some suggestions in the field of
manpower for possible use in your Orientation
Course talk.
1. I think you well might deal in general terms with the
subject of delegation of authority in respect to small and/or medi-
um-sized manpower proposed moves on the part of the operators.
They would be delighted to know that you are considering giving
some leeway (this is going to be tossed up to you anyway in the
best persuasive form I can devise).
2. A study in work which is targeted toward a more simple and
useful manpower control system. This study will deal with T/O's as
such, ceilings as such, and the whole matter of better accounting
for the location of our personnel as well as the dollar totals, in-
clusive of better use of unvouchered funds.
3. I would strongly recommend that here is a grand opportunity
for you to condition at least the 400 or so minds in front of you on
the philosophy of the value of a single manpower control - the T/0.4
Necessarily such a T/0 must be today?s workburden T/O, and then you
quickly say that the changes called for by operations can be made
as one now visualizes it - almost immediately. This plan would have
a further advantage of helping to eliminate confusion within the
mechanics that we now us - T/0, ceiling and the budget.
4, Of particular worth - you flight very well hit the construc-
tion of grossly needless numbers of positions within T/O's today
which serve (as the operator thinks of it) as a grade maneuvering
device within his organization. Remember the FE T/O of around two
positions vis-a-vis the on-boards of one.
5. You might also disabuse the minds of our audience of the
wide-spread conception or conviction that a TO gives them right or
ownership of positions. This is another aspect of developing the
point of a single control instrument responsive to the workload.
6. If you want to deal with T/O as such, as an instrument born
within the military to service their particular manpower control
needs, point out that the T/O, properly used, is a description of a
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small personnel structure such as a squad. Expansion is simply a
matter of multiplication. The T/0 within the military is fitted
only to their rigid organization binds and entirely unfitted and
unadaptible to any activity calling fo flexibility, and speedy
shifts in workload, 41*-4
7. A substantial by-product of such a study should be the
elimination of what many people would consider to be red tape, and
duplicating, and/or conflicting personnel records and files. In
particular, "you are concerned" with all of the procedures which
bring to the front the whole problem of expeditious treatment of
returnees in respect to advanced training, rotation, and reassign-
ment.
8. You might, if you wish to, deal with the philosophy of
enterprise as such, perhaps putting your pitch on the matter of
budgeting certain modest funds for advanced training to add to the
Agency level of competency. Along these same lines, you might deal
with the philosophy of small (or large) budget allocation for enter-
prise in the development of material things too,such as research in
the dynamic electronic field of machines, and/or new devices and/or
support to outside intellectual activities of keen interest to us.
Here you might point out that ideally the offices should envision
and propose enterprise, research and development in their respective
fields, and then the Agency add up these requests for allocation
cont o at the Agency level during the budget year. Then - at Agency
leve~ enure such total budget provision from the Bureau of the
Budget and the Congress.
9. The "in basket" problem. In our manpower utilization scru-
tinies we find all over the Agency GS-11's doing parts of a GS-5 job -
a miscellany of clerical work - because of badly drawn T/0's and the
difficulty of getting the clerical help necessary. This miscellany
of clerical work is acting as messengers because no clerical is avail-
able to act for them, clipping, filing, indexing, making notes from
a document because there is no one to either copy the indicated paragraphs
or sentences or to get appropriate duplicates.
10. Here the emphasis from you could well be directed toward the
necessity for drawing a realistic T/0 in the first place to provide
for carrying the workload properly on the part of the needed numbers
of differently graded people regardless of any arbitrary rules imposed
on the operating offices. An example of arbitrary rules is that of
someone's idea of ratios in respect to professionals versus support.
11. In this connection, and more broadly, you might well deal
with such arbitrary rules as properly only being small tools for
Management not necessarily in themselves fitted for universal appli-
cation. An example of this, outside of the office itself, is the
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certain value of establishing and keeping continuingly in mind the
then ratio of field to headquarters personnel under the philosophy
of exerting continuous pressure to raise the front line total
against headquarters or support total. The ratio is a small tool
to keep in front of us - the good sense of always seeking to sup-
port effectively with fewer.
25X1
Chief, Mana-lement Staff
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