EVALUATION OF THE OFFICE OF FINANCE PILOT PROJECT- MANAGERIAL GRID (PHASES I AND II)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-06365A001000030001-8
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 4
• Document Creation Date: December 15, 2016
• Document Release Date: September 5, 2002
• Sequence Number: 1
• Publication Date: June 29, 1966
• Content Type: MF

CONFIDENTIAL
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2 9 JUN 1966
ice of Finance was designated by the Deputy
Grid (Phases I and II)
of Training a
the project.
onduct a pilot project to provide management
and Cos
of the Office of Finance Pilot Project
Grid Program. The Office
:e developed plans for
Managerial Grid course has been completed by 131 mem-
bers of the ice and the Support-Finance Career Service, and 97
supervisors of the Office of Finance have completed Phase U of the Grid
Program (See Tab A for details of the seminars conducted). The two
Phases consumed a n. estimated 10, 233 man hours of employee time. of
which 2, 360 were official duty hours and 7,673 hours were donated by the
a (See Tab B). The total cost to the Agency for the seminars.
as shown on Tab C for both Phase, aggregated approximately $31, 999,
or an average of $244 per employ** for 131 employees. It in pointed out,
however, that the estimated cost of this project would have been $75, 275,
or an average of $574 per employee, if official duty time had been used
for all uses of the project. The actual cost to the agcy for this
therefore, $43, 276 lees than it would have been
Director for Support
had been conducted on official time.
3. General Appra 1
eo?13
.game
es to more than 14, 000 hours of intensive
concepts and techniques most certainly has had a
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management in the Office of
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vs effects which I believe were derived from
tratrAng are enumerated below:
An increased awareness of the value of the "t
approach in problem solving.
(2) A better appreciation of the need to obtain all of the
pertinent facts and to examine and weigh the various alter-
natives when making: decisions.
(3) A greater "tolerance" for,
willingness to listen
and understanding.
s of others and a
proved communication
(4) An, increased willingness to risk "convict" if ne
solve problems, but an increased desire to reduce
person "fiction'' which interferes with problem
An increased ability, especially of first and second
sors, to identify barriers or blocks which
solving and to act individually or collec-
tively in removing such barriers.
(6) An increased ability and desire to establish. define.
and pursue "goals" and objectives through team effort.
observations are of a negative or
observed in some instances a tendency to
If Office of Finance supervisors to "getting the
over-long discus-
vs always had a high degree of "commitment"
d I have observed no change, either way, in the 1,
commitment" as a result of the Grid training.
Although I believe the Grid training has fostered
lent techniques and methods which should
better quality of management over the long run,
I have not as yet observed any overall quantitative increase
to productivity as a result of the Grid training.
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normal functioning of the
ad lowers productivity because of the lose of
prevent seat.
miss
weekends in
id cheerfully. However,
course could be conducted on official
rut fallowing a week of such intense
is can be the approach with respect to
work week so that employees may have
egard to Phase U. it would mean
visors of particular divisions or
practical.
a week or at least several days. and this
omp nt such as the , ce of
tion is high, the members of a
d traini
4. C
the Office of Finance has benefited and will continue
nd techniques Its
eiveed through participation Phases I and Ii of the Manage-
ment Grid Program. I feel that we received considerably more benefit
from Phase I than from Phase U. The views outlined above represent a
&m oral consensus of the division and staff chiefs of the Office of Finance
as welly, as those of the undersigned. However, since there was some
variation of views on some points. I am attaching for your information as
Tab ) COPIAS of the Comments of the division and staff chief
response to a questionnaire on this subject.
b. I believe that all Agency supervisors and managers, rep,
those when' have not received other formal managenn
benefit from Phase I of the Grid Management Program.
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c. I also b*Ueve that phase II of the Management Grid Program can
a all supervisors and managers, but I do not believe that
y and beneficially applied at the "Office" level unless
or unt It Is introduced and applied by higher echelons as a
Agency Management System.
d. Since one of the features of the Managerial Grid system is to
solve problems through "team action, ii I feel that when the rotation rate
service is high, grid traeinin should be given to the desired
supervisory level throughout an entire career service if lasttu results
are to be attained, otherwise, the work teams dame eroded.
5. I would Uke to take We opportunity to commend the Office of Training
and particularly Messrs. for the advice.
cairns , and assistance rendered a Office of Finance. and to eVress
my appreciation for the many off-duty and weekend hours they devoted to
the task of making this training experiment a success. It is hoped that
the facts and figures presented in this report, together with the observa-
tions and conclusions of the Office of Training, will assist the Agency in
determining its future approach and use of the Managerial Grid Course.
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Attachments
Distribution:
Orig & 1 - Addressee
1 - D/Finance
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Approved For Release 2002/11/01 : CIA-RDP78-06365A001000030001-8