OTR BULLETIN

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-06370A000100010029-4
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 48
• Document Creation Date: December 12, 2016
• Document Release Date: January 4, 2002
• Sequence Number: 29
• Publication Date: November 1, 1964
• Content Type: BULL

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FOLDER NO. __a q _--
TOTAL D Cs HE E1N
OCTOBER-NOVEMBER 1964
JOY NO, 32D1
provecl~o-r~e~ea CIAW DP78-0637OA00
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ORIG CLASS -~ PAGES _417-.111V CLASS
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The illustration of the Broyhill Building
curumeniorates the anniversary of OTR's
residence of one near. We hope that you
have had an opportunity to join us for a
course during this time. If not, then dur-
ing our next year"
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CONTENTS
1 Bulletin Board
10 Services of the Training Assistance Staff
12 Basic Country Survey of the USSR
15 Air War College
18 "Package" for Student Aid
20 How Does a Manager Get His Job Done
24 How to Interview Someone Fast
30 Non-Agency Training
39 OTR Calendar
42 Directory of Training Officers
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IN THIS ISSUE ....
If you are a Case Officer who needs training ma-
terial, see the article on the services of TAS,
page 10.
A description of OTR's course - Basic Country
Survey of the USSR, page 12.
A sixth in a series of articles on Senior Defense
Schools -- the Air War College -- page 15.
If you are interested in knowing where you can
locate reference books which include information
on scholarships, read the article on page 18.
Are there answers to how a manager gets his
job done? Read some of them in the article be-
ginning on page 20.
And, of course, there are the regular features
of the Bulletin Board, the OTR schedule of cours-
es, and information on non-Agency programs.
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BULLETIN
BOARD
25X1 A
NEW
TRAINING
OFFICERS
PREREQUISITES Training Officers are asked to add the notation in their
FOR CS&T OTR Catalog that an SI clearance is one of the prereq-
OPERATIONS uisites necessary for enrollment in the Clandestine Sci-
COURSE entific and Technical Operations course.
CHIEFS The first Chiefs of Station Seminar, which will replace
OF the Counterinsurgency Program Planning course, is
STATION tentatively scheduled to run from 30 November - 18 De-
SEMINAR cember. (An OTR Special Bulletin will be published in
the near future confirming the dates and ivin details
on the content of the course.) i vis ons, will be
the Chief Instructor.
25X1 A
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CERTIFICATION
OF
AGENCY
SPONSORED
EXTERNAL
TRAINING
The course is intended for DDP Chiefs of Stations and
Bases, designees to such posts, CS Branch and Staff
Chiefs at Headquarters, and Chiefs of Support who are
going to overseas stations. For additional information
on the course, call Chief, Headquarters Training/OS/
TR on extension-
Training Officers are reminded that grade transcripts,
certificates, or some official proof of completion of a
program must be sent to the External Training Branch
after an employee completes an Agency-sponsored
course at a non-Agency facility. ETB sends these,
with a memorandum of completion, to the Office of Per-
sonnel for inclusion in the official file. If the employee
wishes to retain the original certificate for his personal
file, a copy will be acceptable to ETB.
INTERNATIONAL A list of overseas schools enrolling American students
SCHOOLS has been compiled by the International Schools Services
SERVICES (ISS) to assist parents who are planning overseas assign-
ments. Generally speaking, the schools have these
characteristics in common: a history of enrolling U.S.
students; a complete curriculum in the English language;
and a reciprocal relationship with ISS. A more complete
listing of boarding schools with pictures and a summary
of the program offered is to be found in the Guide to
Boarding Schools Abroad, produced by ISS and published
by Pan American Airways.
If you are interested in the names of these schools, and
information such as tuition ranges, U.S. enrollment,
and total enrollment, you may call on ex-
tension- If you wish a persona copy of the over-
seas schools compiled by the ISS, write directly to In-
ternational Schools Services, 2000 P Street N. W. ,
Washington, D. C. 20036. For a personal copy of Guide
to Boarding Schools Abroad, write directly to Pan Amer-
ican Airways; the cost of this booklet is $1. 00.
Dependent schools operated by the Department of Defense
are not listed in either publication except where they
serve as the only facility for American education.
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25X1A
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ORIENTATION
PROGRAMS
FOR
TRAINING
OFFICERS
25X1 A
Two orientation programs by the Registrar Staff for
Training Officers have been held recently - one in Sep-
tember and another in October. Each ran for one and
one-half days during which time the TOs were briefed
by Chiefs of each of OTR's Schools on their general in-
structional activities as well as the special roles their
Schools-have in supporting the Agency's training re-
quirements. The Chief/JOTP briefed the group on the
"neW look" of the JOT program and the Executive Sec-
retary of the Training Selection Board (TSB) explained
the workings of the Board, especially the process of se-
lecting Agency candidates to participate in programs
under jurisdiction of the TSB. He also told of future
plans for the Midcareer Executive Development course.
The Training Officers met with Mr. Baird, Director of
Training, who reviewed the development of training in
the Agency and emphasized the support Agency training
is receiving from top management.
The morning of the second day was devoted mainly to
talks by members of the Registrar Staff who described
the services of the Admissions and Information Branch
and the External Training Branch; what they had to of-
fer TOs as well as the type of support they need from
the TOs. This was followed by a panel discussion led
by the Deputy Registrar at which time TOs had an op-
portunity to ask questions.
These orientation programs are planned for small groups
purposely so that there will be time for discussion by
TOs with senior officers in OTR as well as time for TOs
to bring to the attention of the officers their individual
problems. It is hoped also, that this will bring about an
even more efficient operating relationship between TOs
and members of OTR.
Another orientation program will be held in early 1965.
If you wish to attend, call
AAOS TO Beginning in January and continuing at least for the first
BE SET six months of '65, AAOs will be given according to a
TO A regular schedule. Details of the new plan will appear
SCHEDULE about mid-October in an OTR Special Bulletin.
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OTR'S
COURSES
JAN-JUN '65
WEARING
OF
BADGES
IN
BROYHILL
BUILDING
MANUALS
AVAILABLE
ON
INTELLIGENCE
REPOSITORIES
AND
INTELLIGENCE
INFORMATION
COLLECTION
PROGRAMS
The six-month schedule of OTR courses will be publish-
ed the week of 19 October. It will be prepared as an
insertion for the OTR Catalog.
In recent weeks several students in courses at Broyhill
have been inconvenienced- -and perhaps embarrassed--
by having to report to the Guards' desk for failure to
display their Agency badge while in the area of fourth
floor and above. (The badge is not to be displayed below
fourth floor.) When there is the opportunity will you
remind your employees of the official requirement:
"Badges shall be displayed at all times while in an Agen-
cy building and are to be removed and not displayed out-
side Agency buildings. " "Agency building" in Broyhill
is 4th to 8th floors.
Two new volumes, one dealing with intelligence reposi-
tories and the other with intelligence information collec-
tion programs, have been produced by the OTR Intelli-
gence Production Faculty and are available to requesters.
These two manuals are Volumes III and V, respectively,
of the text Intelligence Research Facilities and Tech-
niques . (Other volumes of this text which are also avail-
able on request are: Volume II on Research Planning,
Volume IV on Assembly of Data by Analysts, Volume VI
on The Analytical Process -- Techniques and Tools, and
Annex I - Analysts' Files.)
Volume III, entitled Intelligence Repositories, contains
an explanation of analysts' files and criteria for deter-
mining whether such files are needed and what they
should contain (Annex I gives details on how analysts'
files are organized). The volume describes the facili-
ties, services, and capabilities of repositories of infor-
mation which might be valuable to the intelligence re-
search analyst. These repositories are divided into the
following types: general (including the CIA Library),
biographic, photographic, map, industrial, scientific
and technical, and other specialized repositories. The
volume also includes a discussion of the use of consul-
tants.
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25X1 A
Volume V, entitled Intelligence Information Collection
Programs, provides guidance on how requirements
should be written; discusses the role of document eval-
uations, and briefings and debriefings by analysts in
the collection process; and describes the collection and
requirements organizations in the U. S. Government.
A detailed discussion of many of the major intelligence
information collection programs is emphasized. For
each program, details are given on the mission and
function of organizations involved, requirements, col-
lection and/or exploitation methods, and types of re-
ports produced. The final section of this volume deals
with the use of external research contracts.
Copies of any of the volumes may be obtained by calling
the Intelligence Production Faculty on extension-
AFRICAN The African Studies Center of Michigan State University,
STUDIES in cooperation with the Department of Oriental and Afri-
AT can Languages and Linguistics, has announced an expand-
MSU ed African languages program for 1964-65. Instruction
1964-65 in African languages has been a prominent part of the
African Studies Center since its inception in 1960. In
1962, the first intensive summer program of instruction
in African languages sponsored by the U. S. Office of
Education was held at the Center.
DUTCH AND
SWEDISH AT
QUEENS
COLLEGE
In response to the increasing interest in African studies,
the African Studies Center has expanded to six the num-
ber of African languages in which formal instruction
will be provided. (Individual instruction in other Afri-
can languages may also be arranged.) The six languages
are at the introductory level except as indicated: Bemba,
Hausa (introductory, intermediate, advanced), Igbo,
Swahili, Yoruba (introductory, advanced), Wes Kos
(West African Pidgin English). For further information
call
Instruction in Dutch and Swedish will be offered this com-
ing academic year by the Department of Germanic Lan-
guages, Queens College of the City University of New
York. The Dutch course is new this year.
25X1A
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25X1A
AMERICAN The American Society for Public Administration (ASPA)
SOCIETY is a nation-wide organization with 60 chapters through-
FOR out the country. Its primary purpose is to advance the
PUBLIC science, process, and art of public administration.
ADMINISTRATION
Some of the goals of the National Capital Area Chapter
are to bring together practitioners and scholars for
mutual learning, stimulate and assist education and re-
search in governmental management, and increase
citizen awareness of public service motive and achieve-
ment. Activities sponsored or supported by this chapter
are round tables, study groups, and monthly luncheon
meetings every third Wednesday of each month at the
Presidential Arms, 1320 G Street N. W. , Washington,
D. C. Speakers at these luncheons include high-level
Government a administrators, prominent educators, and
leaders from business and industry.
The Agency has a membership in ASPA. If you are in-
terested in further information on this Society or if you
wish to attend one of the monthly luncheon meetings,
NATIONAL The dates of future runnings of the National Interdepart-
INTER- mental Seminars are 25 January - 19 February, 5 April -
DEPARTMENTAL 30 April, and. 14 June - 9 July. The Agency has a quota
SEMINAR of eight persons at each seminar. The DDCI has estab-
lished that 50 percent of the quota is met by the DDP;
the other Components of the Agency make up the other
50 percent. For more detail refer to OTR Special Bul-
letin -
TRADE CRAFT
SEMINAR
AND
CS
NAME
CHECK
GEOGRAPHY
OF
THE
USSR
A Tradecraft Seminar is to be given by the Operations
School/OTR, in late 1964 and a Clandestine Services
Name Check course is planned for February or March,
1965. When more details are available, TO's will be
informed.
Geography of the USSR, a course offered by SIC, will
run from 9 November through 18 December at 403 Broy-
hill. The purpose of the course is to provide a geo-
graphical background for specialized work on the USSR.
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The content of the course covers the physical and cul-
tural geography of the country as a whole and each re-
gion in some detail. Economic and military geography
is stressed. Students work with classified and unclassi-
fied materials, including maps, and serial and ground
photographs. For additional information about the
course, call for in-
formation pertaining to registratioMc a on exten-
sion
For information on another course on the USSR, read
the article in this Bulletin on Basic Country Survey of
the USSR.
PRETESTS Purpose To determine the shorthand or typing
FOR course for which an applicant is quali-
CLERICAL fied.
REFRESHE R
Place 2103 Washington Building Annex, Arl-
ington Towers.
Registration : Employee is registered by AIB when ap-
plication is received.
Dates of for the 23 Nov - 18 Dec course
Tests and 18 November - typewriting pretest
Courses 19 November - SHORTHAND pretest
AGENCY Purpose To qualify employees for positions as
QUALIFICATIONS Agency typists or stenographers.
TESTS
FOR Place 2103 Washington Building Annex, Arl-
CLERICALS ington Towers.
Time Given to the Training Officer when he
registers an employee for the test.
Registration : The Training Officer calls the Clerical
Training Office directly, extension-
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Dates Typewriting SHORTHAND
2 November 3 November
16 November 17 November
7 December 8 December
21 December 22 December
INTELLIGENCE Intelligence Research Techniques (IRT) is an OTR
RESEARCH course designed for professionals who are new to intel-
TECHNIQUES ligence research and for those already experienced in
COURSE research but who want to know more about the reference
and other facilities available to them. It is for the ana-
lyst and other professionals such as reference librarians,
linguists who exploit foreign language materials, and
document disseminators who are responsible for sup-
porting the research analyst.
Each student works on a research project assigned him
by his office. The stages in the research process which
are covered in the course and which the student applies
to his project are planning the project; using analysts'
files, libraries and registers; selecting and using dis-
seminated materials; selecting appropriate -collection
programs to fill gaps; applying the analytical process;
and writing a progress report on his course project.
During the course students are required to read a text
written specifically for the training of research-analysts.
They also take tours of Agency facilities available to re-
searchers and they participate in seminars in which they
discuss problems as well as the comparative capabili-
ties of facilities and services they use.
25X1 A
The next IRT is to be given from 16 November through
11 December in Room 411 Broyhill. Classes will meet
from 9 a. m. to 1 p.m. each day except Wednesday.
Wednesday will be a full day from 9 a. in. to 4.30 p. rn.;
the afternoon is set aside for the student to work at
Headquarters building on his research project. OTR
has planned this running of the course to meet the needs
of researchers in all components of the Agency.
For further information on the subject matter of the
course, contact on extension
_ Contact your Training Officer to register for the
course.
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LOGISTICS The next Logistics Support course will be held from
SUPPORT 4 November(Wednesday)through 25 November
day) in Room 1322 R&S Building. Call
TO/OL, extension- for details.
EFFECTIVE OTR's Effective Speaking course will be given from
SPEAKING 7 December - 20 January: Monday and Wednesday from
COURSE 9:30 - 11:30 a. m. -- a total of 24 hours. The course
covers basic principles of speaking. Students are given
considerable practice in speaking before the group.
Some speeches are prepared; others are impromptu.
Some are two minutes; other are 20 minutes. Each is
critiqued by the instructor or the students.
BASIC
INTELLIGENCE
FACTBOOK
A new edition of the "Basic Intelligence Factbook" was
issued by the Office of Basic Intelligence in September.
This is a ready reference text providing basic details
on all countries and on certain regional groupings (such
as the Arab League and the Conseil de 1'Entente). The
Factbook provides data for each country on: area,
people, government, economy, communications, and
defense forces. Copies of the book may be obtained by
filling in Form 490 and sending it to CIA Records Cen-
te r.
At a recent secretarial workshop conducted by GSA, the ques-
tion was asked, "Why do letters have to be retyped? " Before
any of the students could even raise her hand, the following
answer was given:
In 30 percent of the cases when a letter had to be rewrit-
ten, it was because of stenographic inaccuracy.
Errors in English or composition caused 25 percent of
the retyping.
And in 45 percent of the cases it was an error in content
(the boss's errors) which made a rewrite necessary.
Actually, 70 percent of the errors are the boss's.
25X1 A
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SERVICES OF THE TRAINING
ASSISTANCE STAFF
The Training Assistance Staff, a support unit
within the Operations School, ?TR, has a collec-
tion of training papers covering virtually every
kind of clandestine activity. The collection is
tailored for various levels of experience and
many items may be obtained in French, Spanish,
and certain other foreign languages. New mate-
rial for general and specific use is constantly in
preparation. Instructors, some on rotation from
other components, frequently prepare papers
for the TAS whose members work closely with
the instructors in editing and arranging for pub-
lication and distribution. Staffs and Branches
within the Clandestine Services have been gener-
ous in not only providing material for the collec-
tion but also in providing comments on drafts of
studies. In various stages of completion are
training guides for Covert Action and Internal
Defense/Counterinsurgency, a revision of the
Glossary of Operational Terminology and a gen-
eral paper on clandestine communications.
TheStaff services requesters, particularly case
officers who are responsible for training foreign-
ers. They are almost sure to find material to
fit their needs whether they plan training for a
low-level unilaterial agent or for a group of for-
eign intelligence officers. Well over a thousand
items were furnished to the Clandestine Services
during 1964 for overseas use; half again that
many for their Headquarters components; and
about that same number to other requesters with-
in or outside CIA.
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Specifically, within the year, TAS prepared at
special request bibliographies on given subjects,
a paper on communications in denied area opera-
tions, and a kit of selected unclassified papers
on the intelligence process for use of Agency
representatives at the Senior Defense Schools.
The Staff maintains liaison with the Army Intel-
ligence School at Fort Holabird which affords a
means of exchange with the Armed Forces in
areas of mutual interest.
The services of TAS are available to members
of the Agency. The staff welcomes visitors to
its offices in 614 Broyhill; its telephone exten-
sion is
Ninety percent of the nation's supply of light
bulbs are manufactured by glass-blowing ma-
chines attended by 14 operators. A machine run
by 10 employees produces the same number of
automobile engine blocks turned out by 400 men
10 years ago. Two workers can assemble 1, 000
radios a day--a job requiring 200 employees a
few years ago. --Secretary of Labor W. Willard
Wirtz.
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cccP
S
R:VEY
Do you know what it means? It is not only translated into
English, but more important, its significance in today's world is trans-
lated for you in OTR's course, Basic Country Survey of the USSR which
is given by the School of International Communism. (There is a course
currently in session; the next one is 29 March through 9 April.)
25X1A
How would one contrast and evaluate the
Khrushchev on the development of the
Soviet system? What are the major
problems facing the Soviet Union today
at home and abroad? What problems
are historical or of the Communists
own making? What are the major
strengths and weaknesses, capabilities
and vulnerabilities of the Soviet Union?
Is agriculture still her "Achilles heel?"
These are only some of the subjects
covered in the BCS: USSR, a course
planned for Agency personnel who be-
lieve that a basic and comprehensive
knowledge of the Soviet Union will be
professionally useful to them. More
specifically the course covers:
impact of Lenin,
,~~llUitll~it~
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Geographic Setting
A discussion and map exercises to "set the scene" - highlighted
are those geographic features (mineral resources, agricultural
potential, transportation, etc.) affecting Soviet economic and mili-
tary strength.
A brief resume of Russian history, emphasizing those factors
which have affected and are influencing Soviet developments.
An analysis of the basic elements of Marxism-Lenism, followed
by a consideration of contemporary Soviet ideology.
USSR Government -- CPSU Organization
A detailed framework of the institutional structure and functioning
of the Soviet political system.
Soviet Agriculture and Industry
Organization, functioning, and current problems of the Soviet
education and scientific systems.
Soviet Military
Strengths andweaknesses in Soviet
military capabilities.
A discussion of the objectives and
tactics of Soviet diplomacy towards
the West and the developing sec-
tions of the world. Emphasized
is the impact of Khrushchev. Di-
plomatic, economic and cultural
aspects of Soviet foreign policy
are discussed in some detail.
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An analysis of the current relationship between the CPSU and com-
munist parties in the non-Bloc world.
The staff of the School of International Communism supplements its lec-
tures with those given by experts from other offices in the Agency so
as to provide up-to-date coverage on all of the subjects. The course
as planned also includes films that show the important segments of the
25X1A history of the Soviet Union. Information discussions on any of the top-
ics are encouraged.
s the Chief Instructor. He will provide additional in-
formation on any of the elements of the course. Your Training Officer
has information on registering you.
In education, programs under the Alliance for
Progress have built 8, 200 classrooms, trained
20, 000 teachers, and produced 4 million text-
books in the Americas. Nearly 200, 000 more
pupils are attending elementary school in Colom-
bia, 8, 000 more are in high schools, and 7, 000
more are studying in colleges and universities.
Panama has an increase of 22, 000 pupils in ele-
mentary and high schools, and venezuela, 30, 000
more. Ecuador likewise has raised enrollment
by 94, 000 in elementary schools, 21, 000 in sec-
ondary schools, and 3, 000 in college. The AID
report notes considerable increase in the num-
ber of persons who can read and write in Latin
America, but points out that "45 percent of the
population is still illiterate. "
From Newsnotes on Education around the World,
HEW, July 1964.
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ISS OONNLLYy
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AIR WAR COLLEGE
Editor's Note: This is the sixth article on the Senior De-
fense Schools (known to Agency employees
also as Senior Officer Colleges). Summaries
of other Senior Defense Schools will appear
in subsequent issues of the OTR Bulletin.
Maxwell Air Force Base, Mont-
gomery, Alabama is the Headquar-
ters of the Air War College, which
was established in March of 1946
as the senior professional school
in the Air Force's educational sys-
tem. Like most of the Senior De-
fense Schools, the Air War College
operates on a ten-month curricu-
lum which begins in mid-August
and ends in early June. Its pri-
mary purpose is to keep its offi-
cers abreast of the major problems of national and interna-
tional relations, military strategy, joint, combined and spe-
cific commands, national strategy, modern weapons systems,
science and technology, and logistics. Its brochure outlines
its objectives more specifically as follows:
1. To gain a more complete understanding of interna-
tional relations, the nature of conflict, the essential
elements of strategy, sound employment doctrine,
and staff responsibilities.
2. To further develop an appreciation of current prob-
lems of national defense.
3. To develop a comprehensive understanding of the
capabilities and limitations of our warfare studies
in support of national policy.
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Each year the Air War College has approximately 275 persons
in the program. These men are from the United States Air
Force, Army, Navy, Marine Corps, the Royal Air Force.
There are representatives alsofrom the Departmentof State,
USIA, National Security Agency, and the Central Intelligence
Agency.
CIA's representatives are officers in Grades GS-14, or
higher, and are between the ages of 35 and 45. After an ini-
tial screening of applicants within the Directorates, a Depu-
ty Director nominates his candidates for the College to the
Agency's Training Selection Board(TSB). The Board screens
the candidates in more detail. This part of the screening in-
cludes a personal interview with the candidate. (Officers
who have been nominated by their Deputy Directors but who
are not available for an interview are at no loss in the selec-
tion process. Their professional activity away from Head-
quarters is taken into full consideration.) After the TSB has
selected the nominees -- the Agency is expected to have its
quota at Air War College increased from two to three for
the next session -- the names are sent to the DDCI for final
selection. Successful candidates are notified by TSB of
their selection; so too are those not so successful. (Failure
to be selected one year is not necessarily a deterrent to ap-
plying for the following year's program.)
During the ten months of the course students at the Air War
College have an opportunity to hear top-level civilian and
militaryleaders speak quite franklyabout the most sensitive
aspects of U. S. policy. They also hear lectures by leaders
in the fields of education, industry, science, and politics.
There are opportunities for question and answer exchanges
by the students and instructors; there are seminars, re-
search, prescribed reading, field trips, and a thesis.
Seminars are designed to supplement the lectures and indi-
vidual research. Reading assignments are planned to pro-
vide the students with background material. The thesis pro-
gram is intended to complement the lectures, the reading,
and the seminars. For his thesis, the student selects a
problem dealing with an aspect of national defense.
There may be several field trips. One year the students
visited Cape Kennedy for a tour of the facility and to observe
the launching of Atlas and Titus missiles; they took a cruise
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aboard the attack carrier, USS Independence, to witness
launching and retrieving of aircraft, anti-submarine tactics,
and aircraft rocket firing; also, a trip to Fort Benning to
witness a fire-power demonstration and the Army's latest
airborne tactical concepts.
As is the case with other Senior Defense Schools, there is
an additional feature at Air War College whereby those who
wish to take advantage of it may participate in the Off- Campus
George Washington University Center of the College of Gen-
eral Studies which is located at the Base. The feature pro-
vides an opportunity for AWC students and faculty and pro-
fessional graduates to further their formal academic educa-
tion during off-duty hours. Courses are offered toward a
Bachelor's degree in the College of General Studies and to-
ward an MA in International Studies.
In addition to the benefits from lectures given by top-level
representatives of the government and industry, field trips
and private research, there is always the added advantage,
as one CIA representative summarized, which comes from
the close associations and friendships established with rep-
resentatives of the Armed Services. Many of these indivi-
duals can be expected to hold important positions in their
respective services and the rapport can be of mutual benefit
in facilitating liaison and support.
Selection of the Agency's candidates for the 1965-66 year is
underway. For information consult your Senior Training
Officer.
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"PACKAGE" FOR STUDENT AID
Students who don't have the "bundle" necessary to pay all of
their college expenses are most likely to receive assistance
in the form of a financial aid "package. " Preliminary re-
sults of a nationwide survey indicate that two out of three in-
stitutions offer assistance through some combination of schol-
arship, loan and job.
The survey, sponsored by the American Council on Education,
the American Association of Junior Colleges, the College
Scholarship Service and the United States Office of Education
found that about 94 percent of all American colleges and uni-
versities offer financial aid in some form to undergraduates.
Answers from 1, 163 of the 1, 700 colleges to which question-
naires were sent last fall showed awards totaling $68. 8 mil-
lion to freshmen enrolled in the fall of 1963, with 55 percent
of the awards going to men and 45 percent to women.
Scholarships totaled $40 million, loans $19. 5 million and
jobs $9. 3 million. The average value of all fre shman awards
was $520. Package deals combining all three forms of as-
sistance were the highest: $1, 392 for men and $1, 089 for
women:`
The Admissions and Information Branch, Registrar Staff,
has acquired the following reference books which include in-
formation on scholarships. The books may be used in Room
839 Broyhill Building. For information, cal
on extensioIIIIIIIIIIIII
''Source: NEW YORK TIMES, August 23, 1964.
CPYRGHT
25X1 A
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Prepared by the Foundation Library Center
Editors: Ann D. Walton and Marianna O. Lewis
Published by the Russell Sage Foundation, New York, 1964.
This Directory includes information on 6, 007 foundations,
giving the corporate name and address, name of donor(s),
general purpose and activities, assets, expenditures, grants,
and names of officers and trustees.
FELLOWSHIPS IN THE ARTS AND SCIENCES, 7th edition,
1964-65
Editor: Robert Quick
Published by the American Council on Education, Washington,
D. C. This is a current catalog of specific programs of fi-
nancial aid to graduate students in the arts and sciences avail-
able from sources other than the universities. It includes
information on awards sponsored by foundations, government
agencies, professional and learned societies, industries and
others.
Editor: Clarence E. Lovejoy
Published by Simon and Schuster, New York, 1964.
This is a listing of scholarships, student aid, loan funds,
workshops, and awards; all primarily for undergraduates.
Editors: Benjamin Fine and Sidney A. Eisenberg
Published by Doubleday & Company, Inc., Garden City, New
York, 1964.
This book lists all colleges in the United States which offer
a scholarship or loan program and it gives the number of
scholarships available and the amounts, amount of money
available, whom to contact and how, and other pertinent de-
tails. Information is also included about scholarships and
loans available through foundations, labor unions, industries,
government, and religious and fraternal organizations.
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HOW DOES A MANAGER
(1ET HIS JOB DONE
characterized by the oft- repeated complaining that
there are simply not enough hours in the day to
get the job done. From management litera-
ture they know that the job should involve
long-range planning, continuing policy re-
view and analysis, field trips, fostering in-
novation and creativity, and not merely ad-
ministrative details, routine correspond-
ence, crisis management. Yet filling "the
unforgiving minute with sixty seconds
worth of distance run" remains a gnawing
issue, intensified by the normal demands of
family and home. Anticipating the benefits of
exchanging ideas and possible group therapy, a
selected group of higher executives of the State
of New York examined this issue.
With reference to one of management's most plaguing problems, paper-
work, methods ranged from automatic discard, waiting for a follow-up
communication (also called "ripening and aging'"), and leaving it to staff.
But it was generally agreed that the remedy for an overflow of paper-
work was stemming the flow at its source. The effective application of
this remedy requires a competent secretary for routing and subordinates
who understand the scope of their responsibility. As Jethro counseled
Moses in Exodus--"Every great matter they shall bring unto thee, but
every small matter they shall judge themselves. "
The character of the organization was found to dictate how much time
the manager could spend away from his desk. Closely allied was the
problem of controlling telephone calls, visitors, and similar interrup-
tions. Disagreement arose here, some feeling that excessive reliance
on even competent staff might tend to insulate the manager from his or-
ganization. However, even those advocating the "open door" felt that
the manager must pick the time for such contacts.
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Central to this is the critical question--when does the manager find time
to do creative thinking? --to find fresh approaches to problems, to for-
mulate new programs and policies, and to write speeches, articles and
important memoranda? Surely these are among the most important as-
pects of his job. His creative ability is what makes him especially valu-
able to his organization. Yet the pressure of paperwork and daily crises
so crowd the hours of the manager's working day that little time is left
for creativity.
Perhaps a more complete title for the workshop would have been: "How
Can the Manager Get His Job Done and Still Work a Reasonable Number
of Hours?" While it does seem inevitable that people in managerial posi-
tions must work long hours, there are several things that can be done to
minimize this problem. The group summarized these as follows:
Train your secretary and other personal staff to route as many
matters as possible to key subordinates; avoid the handling of
minutia.
Develop your staff to the maximum of their capacity; enhance
their decision-making ability through understanding of organiza-
tion policies.
Make your standards clear and realistic, so that your assistants
can produce completed staff work.
Hold regular staff meetings, but keep them short and to the point.
Resist the compulsion to add your personal touch to each piece
of work.
Establish priorities on your time, then stick to them.
Deliberately get away from your desk--out into your organization
or on field trips--in order to let your people function without you.
It is clear that when administrators meet for such a discussion they can
do much more than recite to each other the standard principles of pub-
lic administration. They all agree they should delegate, communicate,
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plan, and so forth, but they also can learn from each other "how to do
it. " The difference in methods--some might be called tricks- -reflects
each manager's personality and approach to administration. In some,
warmth and human understanding dominate, perhaps at the expense of
administrative efficiency; others prefer a mechanistic approach in which
a smoothly operating machine is developed for others to operate, while
the manager concentrates on external relations.
Everyone was aware that to conserve time and en-
ergy for exercising creativity and leadership he
must continually fend off the encroachments of a
sea of paperwork and of people wanting to see him.
This is a battle that is not fought and won once and
for all; it requires eternal vigilance and courage.
Each participant gained some of the benefits of
group therapy, for where his own managerialprob-
lems had appeared insoluble, he now saw them as
symptoms of an occupational disease, a common
ailment.
Part of the cure came from the final conclusion
that no matter how effective the manager is in
stream lining his day's schedule, he inevitably finds that the creative
demands of his job must be met outside of regular working hours.
The workshop provoked continuing discussions, and subsequently a ques-
tionnaire was prepared and distributed to 18 individuals having top man-
agement responsibilities in New York State. Each respondent was re-
quested to frankly and anonymously provide the best estimate of his al-
location of time to a specific set of activities. The following observa-
tions emerge from analysis of this data:
1. The average top manager in the State of New York spends seven
times more time on the telephone than on long-range planning.
2. In comparing the hours worked per week of the four individuals
working the greatest number of hours and the four working the
fewest number of hours, the bulk of the additional working time
was found to be spent reviewing the work of subordinates and
handling telephone calls.
3. Handling routine correspondence, on the average, consumed
4. 2 per cent of the time of all managers involved, while in-
dividual responses range as high as 15 per cent. (As much
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time is apparently spent on routine correspondence as on in-
troducing operational changes.)
4. Individuals working the lowest number of hours per week spent,
on the average, three hours per week more in introducing
changes than the managers working the highest number of hours
per week.
5. The average top manager in this group spends about 35 per
cent of his time in (1) reviewing and signing letters and memo-
randa prepared by subordinates, (2) participating in staff con-
ferences, and (3) handling telephone calls. These individuals
display advance symptoms of the deadly disease which Profes-
sor C. Northcote Parkinson has called "injelititis. "*
What are YOUR symptoms?
*Parkinson has coined the word "injelititis" to describe managers whose
incompetence brings about "organizational paralysis. "
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HOW TO INTERVIEW
SOMEONE FAST !
If you want to interview people
fast and thoroughly- -don't even
try.
A thorough interview just cannot
be rushed. Often it takes hours
of time. Attempt to squeeze a
thorough interview into a few min-
utes, and you may lead yourself
down a primrose path.
But the fast interview has a pur-
pose. In your busy daily business
life, your goal is optimum use of
your time. The ability to inter-
view properly yet quickly gives
Suppose you plan to interview as many candidates as possible, in order
to find the one who will bring something extra to the job. Using a fast
interview pattern, you can see a dozen applicants and flag the two or
three who deserve more time.
There is a way to complete a good capsule interview in about nine min-
utes. This interview approach is based on many years of experience.
It has helped uncover literally thousands of "something extra" employ-
ees for both permanent and temporary jobs.
The secret of the nine-minute interview is to do and say the right things
in the right order. Here is a pattern:
STEP 1: Study the facts first
(time: one minute)
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To save time and avoid mistakes, a good rule to follow is: never start
an interview without first knowing about the person.
In the case of a job applicant, study his resume before he comes into
your office. Better yet, have him fill out a detailed application form.
You can read signals about a person just in the way he fills out an appli-
cation form, as well as in what he says. For example, the following
danger signals are generalities, but they stand up with amazing regu-
larity:
Does the applicant take too long to fill out the form? This may signal a
problem of some kind, perhaps an emotional problem. A person seek-
ing a job should have thought through the facts about himself and be able
to write the answers easily.
Does the applicant leave out basic information? The applicant may be
unable to answer some questions, but if he leaves out basic information--
such as address, age, marital status--this is a danger signal. It may
indicate mere carelessness, but it may also signal that the applicant is
hiding something.
Did the applicant resist or argue about filling out the form? A person
who resists instructions before being hired will do so afterwards too.
This may be the kind of person who will try to match his will against
his boss's.
Does the application form show employment gaps? This may indicate
a lack of stability, or a chronic illness.
The application form can give you many clues to follow up in the inter-
view itself. But getting advance facts about the applicant is only half
the story. Before you even start to interview, make sure you know all
the important facts about the job to be filled. This includes not only
educational requirements, experience and skills needed but, equally
important, the personality requirements of the job. It's been proved
repeatedly that many more people fail in, jobs because of personality
problems than because of skill problems.
STEP 2: Observe appearance
(time: half a minute)
Don't believe it when they say you can't judge a book by its cover. When
it comes to people, you certainly can. If you are observant, you can
learn many things in the few seconds it takes an interviewee to walk into
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your office and sit down. He will signal his manner and bearing in the
way he walks in. But there is more to it than that. Grooming is very
significant.
STEP 3: Establish rapport
(time: two minutes)
This is the most important part of any interview, regardless of how
long or short it may be.
Establishing confidence in the interviewee and a common ground be-
tween yourself and the interviewee deserves more time than any other
step in a short interview. When you are rushed, it may seem foolish to
waste time on pleasantries. But unless you do "waste" a little time in
this way, the interviewee may never give you the information you want.
He may be too tense to answer freely or too distrustful to speak can-
didly.
Something in the applicant's resume or application form will probably
give you a common ground. For example, "I see you studied at Penn
State. Did you by any chance know Professor So-and- io? 11
Talk enough to get the interviewee talking, and establish the fact that
this is going to be a two-way interview, not just one way on either side.
These two minutes of ground-work conversation do more than establish
rapport. They also give you a basis for making some judgments. For
example, how well does this person express himself? Does his vocabu-
lary signal anything about him? Does his personality seem to match the
requirements of the job?
STEP 4 Find out what he wants
(time: one minute)
Here is where many interviewers make a mistake. They start telling
rather than asking.
You want the time you invest in the interview to work to your advantage.
Therefore, use the first minutes to find out what the applicant can offer
you. To spell out the requirements of the job for the applicant is of only
secondary importance at this point.
Now, in four or five minutes, you should have a pretty good preliminary
picture of the individual based on his resume or application form, the
way he presents himself, some preliminary conversation, and what he
tells you about the kind of job he wants.
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At this point you may conclude he is not right for the job. Save time by
telling him so, and end the interview.
STEP 5: Tell what you offer
(time: one minute)
One of the biggest causes of employee turnover is: "The job isn't what
they told me it would be. " Some personnel people and other employers
have a tendency to oversell jobs- -to exaggerate the plusses and ignore
the minuses. The tendency is understandable, but experience shows
it is not good business. Furthermore, if your compensation is fair and
working conditions reasonable, there is no need to oversell a job. When
the time comes, sell it, but don't oversell it.
At this stage in the interview state what the job is. Define it clearly,
concisely and simply. Spell out the
STEP 6: Invite questions
(time: one minute)
advantages and the disadvantages.
Having spelled out the job,
invite the candidate to
question you about it.
Chances are he will have
some questions; the ques-
tions he asks and how he
asks them may reveal
some new things about
The questions he asks
and the comments he
makes will indicate his
degree of "stretch" or
flexibility. He commit-
ted himself when he spelled out, in advance, the kind of job he wants.
Then you spelled out a job that probably did not match his interests ex-
actly. Does he indicate a willingness and an ability to stretch himself
to match the requirements of the job, or do his questions and comments
indicate he is thinking more in terms of how he might mold the job to his
own satisfaction?
No one is harder to deal with than an employee who won't stretch. Bet-
ter to end the interview right here if your man does not come close to
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the job requirements and seems reluctant to stretch. But if he is close
to the job and is flexible, keep going a little longer.
STEP 7: Ask your own questions
(time: one minute)
Now it is your turn to ask some questions. The best rule to follow is:
Ask only specific questions, never general questions. General questions
invite general answers; these are not worth much. Specific questions
help you get pertinent information without delay.
Use your questions to determine the candidate's full potential. Is he
overqualified for the job? If so, he may be as unsuitable as someone
who is underqualified.
There are no stock questions for every interview. Jobs are different,
and each candidate you talk to is different, with an individual persona-
lity. But there is one key question that is useful in. many interviews.
It's not meant to be a trick; it is a question that produces interesting
answers. The question is: "Which are you more interested in: your
potential salary or the type of work you'll do?" Neither answer is
necessarily condemnatory, but it can certainly tell you a good deal
about the person.
Ask questions like this toward the end of the interview, when you are
more likely to get candid answers.
STEP 8: End with friendly honesty
(time: one minute)
You will save yourself a lot of time if you know how to cut interviews
short-amicably. In ending try to accomplish two things:
First, re-establish rapport. Use a few seconds and a few friendly
words to indicate that you have enjoyed meeting the applicant and have
been interested in what he has told you about himself.
Second, tell the applicant exactly where he stands. Don't give him hopes
you know won't materialize. If you have decided against him for the job,
tell him directly that you have talked to other candidates who are more
exactly qualified. This can be done in a concise way, but a way that
does not imply criticism or dissatisfaction.
Of course, if the candidate looks good and deserves further consideration,
tell him so. And tell him what will happen next. In this case, it is well
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to end by reviewing briefly the advantages of the job, and the advantages
of working for your company.
No interview--even a capsule interview--should be conducted with stop
watch in hand. Neither should it be forced to match a rigid pattern that
prevents a natural sequence of steps from beginning to end. Consider
this interview pattern as no more than a working guide. Experience
shows it conserves time and makes short interviews work.
Executives who carry heavy responsibility may
not, after all, be prime targets for a heart at-
tack, according to a report in BUSINESS WEEK.
A six-year study of 85, 000 Du Pont employees
revealed a heart attack rate among vice-presi-
dents, plant managers, and district sales man-
agers of only 2. 2 per 1000--about half the four
per 1000 rate among low-level managers. Mid-
dle-management men immediately below the
executive level had a rate slightly higher than
executives: 2. 5 per 1000.
Researchers point out that stress cannot be
measured by circumstances confronting a per-
son, but by his reaction to them. One man's
stress may be another man's pleasure.
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 TES~EtCARLEUT NLi,yy
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NON-AGENCY
TRAINING
25X1 A
This section of the OTR Bulletin contains information
on courses or programs of possible interest in the pro-
fessional development of Agency employees. Announce-
ment of a course or program in this section does not
necessarily mean that the Agency will pay for an em-
ployee's attending it. Such sponsorship is based on job-
orientation and professional need. Additional informa-
tion on courses and programs outlined here or on other
non-Agency training is available through the Admissions
and Information Branch, Registrar Staff:
extension ~
Application for Agency-sponsorship of external training
is made through the Training Officer. Form 136, "Re-
quest for Training at non-CIA Facility, " is sent to the
External Training Branch/RS, 835 Broyhill. If the em-
ployee is under cover the application is sent to ETB
through the Central Cover Staff.
Please note ETB's enrollment deadlines shown for some
of the programs.
An employee who wants to take an external course at his
own expense makes his own arrangements in accordance
with provisions i (12), "Unofficial Courses
of Instruction. "
25X1 A
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RECORDS General Services Administration is offering a Records
MANAGEMENT Management Workshop from 30 November through 11 De-
WORKSHOP cember. The workshop consists of twenty 3-hour lec-
ture and discussion sessions. Some of the topics will in-
clude:
How do we Manage Records?
Subject Classification
Managing the Mail
Records Scheduling
Clerical Work Measurement
Do's and Dont's of a Successful Records Program
The workshop is at the National Archives Building from
9: 00 a. m. to 4:30 p. m. daily during the two week period.
It is primarily for records officers and management ana-
lysts who are in records and paperwork management;
however, applications will be accepted from administra-
tive personnel who need a general orientation of this type.
Specialists from National Archives and Records Service
give the lectures.
Priority is given to applicants, GS-9 and above. Appli-
cations should be in ETB no later than 16 November.
RADIOLOGICAL
MONITORING
FOR
INSTRUCTORS
The Office of Civil Defense is presenting a five-day
course to provide technical background needed by radio-
logical monitor instructors or assistant radiological de-
fense officers, and to provide others with background in
radiological defense. It is to be given at the following
cities on the dates noted:
OCD Staff College, Battlecreek, Michigan:
24-29 January, 28 March-2 April, 6-11 June
Eastern Training Center, Brooklyn, New York:
7- 12 February, 7-12 March, 11-16 April,
9-14 May, 20-25 June
An applicant should have some training or equivalent ex-
perience in college-level general or physical science and
a working knowledge of college algebra. OCD provides a
30 Millicurie Colbalt 60 Source Set for use in radiological
monitor training. In order for a monitor instructor to
use this set, he must possess a byproduct material
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license issued by AEC. The minimum qualifications for
issuance of this license are: (1') successful completion
of the OCD Radiological Monitoring for Instructors
Course or its equivalent and (2) college level physical
science courses or equivalent experience.
Applications are due in ETB six weeks in advance of the
course.
RADIOLOGICAL The Office of Civil Defense is presenting a five-day
DEFENSE course to provide training for members of radiological
OFFICERS -- I defense operations staffs whose duties are to assemble,
evaluate, coordinate, and disseminate radiological data;
and to provide advice and assistance on radiological de-
fense matters to other staff and administrative personnel.
The course will be given at the following cities on the
dates noted:
OCD Staff College, Battlecreek, Michigan:
31 January-5 February, 13 18 June
Eastern Training Center, Brooklyn, New York:
24-29 January, 14-19 March, 16-21 May
Applicants should have completed the Radiological Moni-
toring for Instructors course, or have equivalent tech-
nical background, and received education or experience
in general or physical science.
Applications should be in ETB six weeks in advance of
the course.
RELIABILITY This seminar, which is conducted by the Department of
SEMINAR the Army, is designed to provide executive personnel
with a knowledge of current reliability requirements and
the managerial effort required to install and maintain
programs to assure that these requirements are satisfied.
Topics include DOD reliability requirements, sound re-
liability practices, reliability planning and control, and
evaluating the effectiveness of the reliability program.
This seminar is designed for executive personnel who
have authority to initiate and direct reliability programs.
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INTRODUCTION
TO
ADP
IN
TECHNICAL
INFORMATION
SYSTEMS
ENGLISH
AS
A
FOREIGN
LANGU AGE
AT
U. OF KANSAS
EXECUTIVE
SEMINAR
IN
MANAGEMENT
INFORMATION
SYSTEMS
Priority will be given to GS- 14's and above and their
equivalents. The seminar will be given by the Army
Management Engineering Training Agency Rock Island
Arsenal, Rock Island, Illinois from 30 November to 4
December 1964 and from 3-7 May 1965. Applications
should be in ETB one month in advance of the seminar.
The Introduction to ADP in Technical Information Sys-
tems, offered by the Civil Service Commission from 3-4
December, is a basic program designed to provide a
general overview of the uses and potential of ADP as
well as examples of successful applications of ADP in
technical libraries. This course will not stress the
technical aspects of ADP. Participants, therefore, will
not be handicapped by the lack of prior familiarity with
computers. The emphasis throughout the program will
be on how ADP can be used in technical libraries.
Librarians and others concerned with the storage and
retrieval of technical data and documents, such as archi-
vists, research analysts and information analysts, GS-9
and above (or equivalent), are eligible to attend this pro-
gram. Applications should be in ETB by 2 November.
The University of Kansas is offering a one-semester in-
tensive course in English as a foreign language beginning
this fall. The program, which is under the direction of
Edward T. Erazmus, will also be open to students who
propose to do their academic work at other institutions.
Instruction will be provided at the beginning, intermedi-
ate, and advanced levels.
The Civil Service Commission is offering this seminar
from 13-14 May 1965 primarily for executives who have
broad administrative responsibilities in the Federal Gov-
ernment. The program will provide an opportunity to ob-
tain information, develop ideas, and exchange views on
the effective use of computers in management informa-
tion systems. Topics presented and discussed will in-
clude: (1) purpose of management information systems;
(2) historical uses of data processing; (3) information
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for better decision making and management information
systems; (4) organization and structure of automated in-
formation systems; (5) considerations in the design of
management information systems; and (6) illustrations
of effective systems. Nominees must be at the GS-15
level and above (or equivalent). Deadline for nomination
is 5 April 1965.
FIELD The Civil Service Commission is offering this program
WORK from 12 May - 30 June 1965. The program begins with
PROGRAM a half-day session which is followed by seven full day
IN sessions at weekly intervals (Wednesdays). It is design-
ADP ed to provide an opportunity for participants to engage in
SYSTEMS an actual ADP systems study. In addition to the formally
ANALYSIS scheduled sessions, the program will include a substan-
tial number of assignments to be accomplished between
sessions. Persons who have successfully completed the
ADP Systems Analysis Seminar and others with equiva-
lent knowledge or experience are eligible to attend. In
addition, only those persons should be nominated whose
schedule will permit attendance at each session and ac-
complishment of the required assignments.
Deadline for nomination is 2 April 1965.
PERT The Department of Defense, PERT Orientation and Train-
ORIENTATION ing Center (POTC), will conduct an 8-hour orientation
MIDDLE on 22 December to acquaint participants with the con-
MANAGEMENT cepts and uses of PERT Time and Cost and related tech-
niques. This course is primarily intended for those mid-
dle management personnel whose organizational respon-
sibilities preclude their attendance at the POTC 40-hour
course. It is designed to convey to the participants an
application and understanding of recent developments in
management information system techniques and their ap-
plication. Lecture and discussion problems are supple-
mented with films and a case problem utilizing the net-
work discipline for planning and control.
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34 CIA INTERNAL USE ONLY
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EXECUTIVE
LEADERSHIP
INSTITUTE
The Civil Service Commission will conduct this institute
8-12 March and 7- 11 June. Its purpose is to promote the
public interest through offering senior officials of the
Federal service a program devoted to (1) an understand-
ing and appreciation of the basic framework of the Fed-
eral Government: its founding concepts, ideals, traditions,
evolving structure, and methods in solving contemporary
public problems; (2) the significance of various assump-
tions about human motivations and values, means of in-
fluencing the performance of the tasks of Government,
and the social forces which shape administrative decisions
and enter into the effectiveness of leaders; and (3) a
philosophy of the role of bureaucracy in the maintenance
of democratic values and of the personal responsibility
which each career official bears for the success of gov-
ernmental institutions.
The institute is designed primarily for those who have
had experience in the management of Federal programs
and whose duties involve them in relationships with their
agency's clientele or with other Government entities.
The institute also seeks inclusion of a limited number of
participants who have been appointed directly to senior
policy positions from outside the government.
Nominees must be a GS-16 or above; candidates are chos-
en by the Agency Training Selection Board.
INTRODUCTION The Civil Service Commission is offering this course
TO 15-19 March and 7-11 June for those entering the field
PERSONNEL of personnel management. It provides an analysis of
MANAGEMENT agency responsibilities in that function and its relation-
ship to the total mission. Skills needed in the conduct
of an effective personnel program will be identified and
related to current research findings in the behavioral
sciences. The discreet specialties of recruitment, se-
lection, placement, job evaluation, performance appraisal,
and employee development is treated in terms of their
objectives, interrelationships and regulatory guides.
The course will serve as preparation for attendance at
basic courses in the separate personnel specialties.
Nominees for this program should be in the grade level
GS-5 through GS-9.
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FILES GSA is conducting this course from 1-2 December. Its
IMPROVEMENT purpose is to demonstrate principles and practices for
solving problems with files management. Guidance and
instructions are given through oral and visual presenta-
tions on principles and techniques for improving files.
Each participant receives a workshop kit and takes part
in solving problems by applying the knowledge gained.
The record keeper learns how to reduce the volume of
papers filed, develop an office outline for subject files,
organize and standardize case files, identify and segre-
gate temporary papers, simplify the arrangement of
technical reference papers, and select the right equip-
ment and supplies for the files.
Employees at any grade level responsible for organizing,
arranging, or maintaining official Agency files are eli-
gible to attend.
DIRECTIVES This course, conducted. by GSA from 1-2 December, is
IMPROVEMENT designed to enhance the responsiveness of agencies to
executive decisions by: improving communication of
policies, decisions, and instructions; setting up or re-
vising and administering directive systems which pro-
vide timely, effective, and economical communications;
developing a common understanding of the nature, impor-
tance, and limitations of written communications; and
making better use of directives systems. Among the
matters to be covered are management responsibilities
and needs in written communications, basic theory and
practical application of planning, organizing, writing,
illustrating and editing directives.
Any management official is eligible to attend who either
originates directives, or manages or operates directive
systems.
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36 CIA INTERNALISE ONLY
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ADVANCED
SEMINAR
IN
ADP
AND
FINANCIAL
MANAGEMENT
INSTITUTE
FOR
EXECUTIVES
IN
SCIENTIFIC
PROGRAMS:
SCIENCE
AND
GOVERNMENT
POLICY
This seminar, conducted by the Civil Service Commis-
sion, is scheduled for 26-29 April 1965. It is designed
to explore the various systems approaches involved in
implementing the decision to automate financial functions.
Emphasis will be given to a study of the logical sequence
of steps involved in automating, developing the systems
design, installing the system, controlling and evaluating
the system, and other pertinent considerations. This
program will build upon the material presented in the
2-day Introduction to ADP in Financial Management and
will focus on the discussion of actual case histories.
Accountants, budget officers, and others in the financial
management field, GS- 12 through GS- 15, are eligible for
nomination.
Nominations should be in ETB no later than 15 March
1965.
This institute, conducted by the Civil Service Commis-
sion on 1-5 March and 24-28 May, is designed to offer
scientists and key administrators in responsible research,
development, and executive positions of scientific organi-
zations an opportunity to explore important concepts and
issues pertaining to the organization and administration
of scientific and related activities of the Federal Govern-
ment. The institute will include such topics as the cri-
teria for choice among scientific programs, the economics
of fiscal policy and the budget for science, technological
innovation as an element of economic growth, scientific
manpower as a problem of national policy, the role of
higher management in scientific program decisions,
science in world affairs, and the organization of the sci-
entific activities of the Federal Government.
Participation is limited to scientists and science admin-
istrators, GS-15 and above. Nominations should be in
ETB five weeks in advance of the course.
SENIOR This seminar, conducted by the Civil Service Commis-
SEMINAR sion on 14-18 December and 5-9 April, provides an op-
IN THE portunity for Government executives to obtain informa-
MANAGEMENT tion, develop ideas, and exchange views on effective
SCIENCES uses of the management sciences. Topics presented and
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discussed will focus on matters of concern to top man-
agement. Within the context of modern management
philosophy, the executive must be informed of new de-
velopments in science that affect the management job.
The evolution of management philosophy will be exam-
ined and discussed as a backdrop to the presentation of
information on automatic data processing, operations
research, and the behavioral sciences.
Employees eligible for this seminar must be a GS-15 or
above.
Nominations for the December seminar should be in ETB
not later than 9 November; those for the April seminar,
not later than Z March.
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OTR CALENDAR
)1 A
Clandestine Scientific & Technical Operations (full time).
Clandestine Services Records Officer Course (part time).
. 10-28 May
. 16-20 Nov,
11-15 Jan
Clandestine Services Review (full time) . ..
. .
..
..
..
..
.. 7-16 Dec,
5-14 Apr
Clerical Refresher (part time) . .. .. .. ..
..
..
..
..
.. . 23 Nov - 18 Dec
Communism - Introduction to (full time). ..
..
.. .. 2-13 Nov, 7- 18 Dec,
NEXT COURSES SCHEDULED
Administrative Procedures (full time) .. ..
..
..
..
..
. .
.. 4-15 Jan 65
Air Operations (full time) . .. .. .. .. .. ..
..
. .
..
..
..
.. 9 Nov - 4 Dec
Americans Abroad Orientation . .. .. .. ..
..
. .
..
..
.. . On request
Anti-Communist Operations (part time) . . .
. .
. .
..
..
.. .. 2-20 Nov,
Budget & Finance Procedures (full time) ..
. .
..
..
..
..
19 Apr - 7 May
. 30 Nov - 18 Dec,
15 Feb - 5 Mar
China Familiarization (full time) .. . . .. ..
. .
..
..
..
..
. .9-13. Nov
CIA Review (part time, two hours) . .. . . ..
..
..
..
..
..
. 10 Nov, 8 Dec
15-26 Mar
Communist Party Organization & Operations(full time). .. . 29 Mar - 16 Apr
Conference Techniques (part time Monday & Wednesday). . Not scheduled
Chiefs of Station Seminar . .. .. .. .. .. .. .. .. .. .. .. . 30 Nov - 18 Dec,
22 Feb - 12 Mar
Counterintelligence Familiarization (full time) .. .. .. .. . 26 Oct - 6 Nov,
4-15 Jan
Counterintelligence Operations (full time first five days; 23 Nov - 11 Dec
part time remainder).. .. . 25 Jan - 12 Feb
Covert Action Operations (part time) . .. .. . .. .. .. .. . 25 Jan - 12 Feb
. .. 2 -13 Nov,
1-12 Mar
.......... 29Mar-2Apr
Dependents Brie ing .. .. .. .. .. .. .. .. .. 3-4Nov, 1-ZDec
Effective Speaking(part time Monday& Wednesday) .. .. .. .7 Dec - 20 Jan
Information Reporting, Reports, Requirements (full time). .2-20 Nov,
11-29 Jan
Information Reports Familiarization (full time - one week. . 30 Nov - 11 Dec
part time - two weeks) . 8-19 Feb
Instructor Training (full time) . .. .. .. .. .. .. .. .. .. . On request
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 CIA INTE ] 51 IJSE ONLY
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)1 A
Intelligence, Introduction to (full time) . . . .. .. . . .... . 16-28 Nov
25 Jan - 5 Feb
Intelligence Production (full time)(JOTs only) . . , .. .. .. . 25 Jan - 19 Mar
Intelligence Research (Map & Photo) Not scheduled
Intelligence Research Techniques (part time). . . . . . . . . . . 16 Nov - 11 Dec
26 Apr-21May
Intelligence Review (full time) Not scheduled
Management GS 11-14 (full time a . . . . . .. . . . . .. . 15-20 Nov
10-15 Jan
Management: Senior Seminar GS -15 and above . . . . , . , , , 16-21 May
Maritime Operations (full time) . . . . .. ... . .. .... .. . On request
Midcareer (full time). .. .. , .. . .. , 10 Jan - 19 Feb
Operations (full time)(JOTs Only) . .. .. ... . .... .. .. . 15 Mar - 15 Jul
Operations Familiarization (full time) . . . . . . . . . . . . . . . . 7 Dec - 22 Jan
15 Mar 23 Apr
Operations Support (full time) . . . . . . . . . . . . . . . . . . . . .. 2-27 Nov
18 Jan - 12 Feb
Paramilitary Operations (Basic)(full time) . .. , . , . .. (est. date) Feb-May
Supervision (GS 5-10)(full time) . . . . . . .. . . .. . . . . . . . . 7-11 Dec,
1-5 Feb
Training Assistants, Orientation for . . . . . .. .. . . 9 Dec, 24 Feb,
12 May
Training Officers, Orientation for . . . . . . . . . . . . . . . . . 16-17 Feb,
4-5 May
Travel Procedures . .. . . . . . . . . . . . . . . . . . . . . . . . . . 24-27 Nov
USSR Basic Country Survey (full time) . . . . . . . . . . . . . . 29 Mar - 9 Apr
USSR Geography (afternoons) . . . . . . . . . . . . .. . . . . . . .. 9 Nov - 18 Dec
Writing Workshop
Basic (part time Monday & Wednesday) . . . . . . . .. . . . 16 Nov - 9 Dec,
20 Apr - 13 May
Intermediate (part time Tuesday & Thursday) . . . .. .. . 17 Nov - 10 Dec,
19 Apr - 12 May
Correspondence . . . . . .. . . . . . . . . . . . . .. . . . . . . . Register any
time
Luganda:
Basic (pt-216 hrs) - R - 9 mos 7 Jun 65 - 4 Feb 66
French, Spanish, Italian, Portuguese: (Classes begin the first Monday of
each month)
Basic (ft-800 hrs) - RSW - 20 wks
Inter. (ft-400 hrs) - RSW - 20 wks
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Basic (pt- 100 hrs) - RSW - 3 phases - 10 wks each
Inter. (pt-60 hrs) - RSW - 3 phases - 10 wks each
VOLUNTARY LANGUAGE TRAINING PROGRAM
Spring-Summer Semester (before and after hrs) 22 Mar 65 - 6 Aug 65
There is no schedule for the following courses. Instruction can be arranged,
however, on request: Albanian, Bulgarian, Czech, Greek, Indonesian, Hun-
garian, Japanese, Lingala, Polish, Romanian, Serbo-Croatian, Swahili,
Turkish, and Vietnamese. Call extensioi to schedule instruction.
OFF-CAMPUS PROGRAM
February - May 1965 Semester
(Registration 29 January and 1 February)
25X1A
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 Approved For Release 2002/01/29 : CIA-RDP78-0637OA000100010029-4
Directory of Training Officers
25X1 A
SENIOR DDI
TRAINING DDP
OFFICERS DDS&T
DDS
TRAINING DCI
OFFICERS O/DCI
O/IG
Inspection Staff
Audit Staff
General Counsel
Cable Sec
O/BPAM
DDI
O/ DDI
CGS
OCR
ONE
OCI
ZE-52
3C-29
3E-30
7D- 10
7D-49
2519 Qtrs. I
7D-07
IA-53
6E-62
ZE-52
7F-35
ZE-61
ZE-61
4F- Z9
4F-29
7E - 47
6G- 29
6G-Z9
2400 Alcott Hall
25X1A
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 Approved For Release 2002/01/29 : CIA-RDP78-06370A000100010029-4
z
t1]
:cn
z tl
>0
r
Cy
W
t1
0
z
r
1-c
25X1 A
STATSPE1
00
Contact
DDS
Administration
Communications
Finance
Logistics
Medical
Personnel
Security
DDS & T
OCS
OEL, ORD, &FMSAC
OSA
OSI
402 1717 H
506 1717 H
414 1717 H
7D-02
GA- 08
GA- 08
225 So. Bldg.
1311 Qtrs. I
1311 Qtrs. I
1D-4044
5E-56
5E-56
4E-71
4E-71
4E-71
839 Broyhill
GD-0404
ZE- 19
6B-40
6F-24
6F-24
25X1A
25X1 A
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 AMMM~Tf
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Approved For Release 2002/01/qiRDP78-06370A000100010029-4
CIA INTER= USE ONLY