SUGGESTION REGARDING EXECUTIVE TRAINING

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-01826R000400020010-9
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 7
• Document Creation Date: December 9, 2016
• Document Release Date: August 21, 2000
• Sequence Number: 10
• Publication Date: October 7, 1952
• Content Type: MEMO

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Lark.,ANriucm L
Director of Personnel
THRU : Acting Chief* Research and Planning Staff
Acting Chief* Group A* Research and Planning Staff
Suggestion Regarding Executive Training
7 October 1952
1. It is suggested that the attached curriculum outline con-
cerning executive training be considered for adoption as an official
CIA executive training course,
2, The expansion of the past few years experienced by the CIA
is not without precedent in the developmental histories of other Federal
Agencies and industries. Such organizations have had their "growing
paine and the success they enjoyed was ultimately decided by the caliber
of their executive personnel.
3. Recent surveys of industrial executive personnel have dis-
closed an alarming scarcity of fully qualified true executive ability,
Many* who are enrolled in the executive ranks, are actually highly
qualified and successful specialists in comparatively narrow functional
areas* such as eales, manufacturing* advertising* finance, and controller.
Government* as well as industry, has suffered from this over speciali-
sation. During an expanzion periode this condition is naturally ag-
gravated by the rapid advancement to more responsible assignments of
the cadre who formed the original nucleus of the organization, Attempts
to satisfactorily deal with this situation have challenged the thinking
of foremost executives in the country. Generally speaking, two major
Plans, described below, have evolved to solve the problem.
a. The first plan* which is long range in nature, provides for
the development and implenentation of an executive career management
program developed in terms of the needs of the organization and which
provides for controlled assignment in heterogeneous occupational
areas, formal training and critical performance evaluation. No
immediate dividends can be expected from this type or program, how-
ever* since it is aimed at developing well rounded executives who
will insure successful operation of the organization ten or fifteen
years from now. The CIA* through its Career Service Program, hae
embarked on an exceedingly important and difficult undertaking
designed to accomplish this long range objective, Appraise' of other
similar proerams.points up the need to exercise continual vigilance
and attention before the fruits of the labor are evident. Pessimism
and eyopec participation are its chief enemies and a steady hand
and strong spirit are required to nurture and guide the program
through its formative years.
b. The second plan was conceived in the minds of executive
strategists and born out of operational necessity. The question was
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asked, "Assuming the presence of superiorkuowl.dge in one
specialized phase of operations within an organization, what
are the most important minimum additional knovledges that the
successful executive should possess?" The universal &newer was
that the successfe executive must be a good manager and that he
must be able to apply 4 variety of management skills to unrelated
situations and programs with which he may be only broadly familiar.
The precious element of time, however, prohibits the semi-skilled
executive from acquiring fully qualified executive stature through
the normal long-rang, career development approach. To bridge this
experience gap in a manner sufficient to meet most operational
mode, many progressive organizations have adopted this second
plan, which provides for intensive training in management engineer-
leg, organisational planning and =flyover utilisation, fashioned in
terms of the needs of their organisation. The attached curriculum
suggestion is concerned primarily with implementing the basic idea
expressed in this second plea. It has proved eminently successful
under rugged experimental conditions. The Air Force, for example,
faced with the problem of having many young tactical officers assume
highly responsible positions, has established a mandatory require-
ment for all Base and Group Commanders to attend a similar course.
4* The CIA executive requires a high degree of skill in steering
the organisation through its developmental growth. Agency executives
deal, for the most part, with complex forces far more powerful than
surround routine, internal problems of middle and lover management.
Executive needs run much more heavily to translating concepts, forces
and trends into practical policy decisions and managerkallyrograms
designed to implement such decisions. To expeditiously",,4va1ogthese
subtle skills in terms of the peculiar needs of the Agency, is the
objective of attached outline, It is therefore suggested that this curric-
ulum or portion thereof, be developed into a two week course, designed to
fit the needs of the Agency, and that appropriate personnel attend such
training. In addition to immediate benefits, it is believed that such
action will greatly expedite the accomplishment of the CIA Career Service
Program.
25X1A9a
Attachment 4
C/A Executive Meeegement Training Curriculum
ITSAWV:jp (8 October 1952)
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CIA EXECUTIVE MANAGEMENT TRAINIp CURAICULUM
The primary puroee of the CIA Executive Management Training is to
amiliarise executive personnel in manaeaent techniques. The curriculum
involves training in the principles and functions of management and manage-
ment engineering techniques, principles of organization and manpower manage-
ment and critical and objective analyses'
WARIa4oum OUTLINE
In ection and orientation.
A. Elements and concepts of manpower utilization and management
engineering programs.
(1) Executive Order 10072, Hoover Commission Recommendations.
(2) Discussion of the responsibilities of the President's Manage-
ment Council and its recommendations with regard to Management
Improvement activities,
(3) Discussion of the Bureau of the Budget Circular A-8 and sup-
plementary instructions related thereto.
(4) Work of the Department of Defense Management Committee, in-
cluding the Heller studies,
(5) The Lyndon Johnson Prepardness Committee Report, "Watchdog
Committee".
of Executive Management in prominent eovernmen
s and industries.
C.
D.
and National Defense
ant Utilisation of Manpower in the United States.
r Resources of the United States,
Employment Picture, National and Local.
Role of the Military in the Employment Picture.
Specific Skill Shortages.
Specific Geographic Shortaees.
Plans to cope with shortages.
Rosters of Specialised Personnel and their uses.
Allocation of manpower among military, defense industries and
civilian production.
(4)
(5)
(6)
(7)
(e)
(9)
nt of Personnel in the Federal Service (Optional)
tions of The Civil Service Commission.
Commission in relation to Departments and Agencies.
Departments and Agencies in relation to Commission.
-ecreitment and Placement.
Organisation and functions of a typical government Personnel
Office.
Job Classification System and Salaries.
Rating Systems.
(2)
(3)
(4)
(5)
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6
7
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Retiruen
t Fhploymen .
co.
Possible Meat o !4obiliaatien and leer on Manpower and
Organisation Functions.
Maeakeeent
A. Adtntstrative tuncttons of Exeeutivea.
(1) Selection of eiecutivoot difference between technical
knowledge and erecutive ability.
Filling executive and supervisory vacancies.
Resolving differences between departments
and supervisors).
(4) Securing cooperation between departments.
F6Preparing and adjesting for changes in personnel.
) Maintaining discipline.
(a) With superiors.
(b) With associates.
(c) With subordinates.
Principles of Organization and Filnetiona of Hanag nt.
(9 Purposes of organization.
(2 es of organisation.
( Formal.
(b) Informal. oCroes.contacts.
Unity of command.
Span of control , - netberst distance and time.
1Homogenous assigneent.
D au
elegation of thority.
7 Organisation charting and orantzstton tucy tchninee .
8 The function of planning and scheduling*
9) The function of organising.
(10) The function of command.
(11) The function of oc,ordinating
i12 The functions of control.
13 The utilisation of time.
14 The utilisation of p-e-sonnil.
( Case problems on applicetion of functions of mane
(2)
(3)
mennication.
(1) The problem of communica
large organizations.
2) Case studies in communication.
and information in
d Methods for Improving Human Relations.
rehip.
tending of the psychology of human reletions.
Security in a job,
b individuality.
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on and sdvancement,
sychological factors*
ods used by progressive companies in impr
man relations,
roblems on human relations'
les and importance at training and day
and 4Onlication of principles of training
I developmentq
on training and vraonnel development
ng Techniques,
management engineering.
iques of analysis
and presentation techniques,
tion teChniquee.
of preparation and writing of manpowe
reports.
tools, including
atistical tabulations
of statistical write..up
alxmmination of data
hmAssembly? classification and susaxy of data
54tatistical anslysis techniques*
e Importance of the attitude of analysts.
Z Doctrine of completed at work.
g Common analysis errors.
Coordination of Informations
C419 studies in management engineering,
nt Engineering Control )1
t*
of over*all objectives.
4
method improvement
nt techniques.
on methods i rovemant.
is
of a
of accuracy or standards.
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control.
ations control
management.
ndence management*
es analyeis.
ontrols.
manageeent eagineering
blame on management engin Ing techniques and
a.
at Technigees and Prooe& roe.
Diacuseton of the scientific approach
of manpower problems.
(2) Personnel classification eyeteme in CIA.
LInternal selection and placement.) CIA Career Service Program*
C. Manpower Allotment Systems and Techniques*
(1) Discussions on the theory and responsibilitiea for
determining the proper allotment and control of
personnel swan, includeng purpoees, valees and
limitations of aech nyetema*
1 2) Manpower allotment systems and techniqeee
3 Manpower instruments*
Tables of organization*
Manning yardsticks, their development and ise.
Manpower allotment systems and techniques including
oxamplee of personnel control nysteme ;sod by industrial
cow:ernes
3 Adaptation of ey ms ste to actual operation
Maneower flexibility. .
(9) Case problems on manning docemente, etilizatton of
manpower yardsticks and personnel control systems.
Manpower Audits and Surveys.
1) Organization of manpower survey teams.
1
Preeeurvsy techniques.
3 Manpower survey form and techniopes.
ac
4 Methods of recording and certifying da
5 Manpower reporting end analysis required.
6 Types of rocommendatone and teen required.
(e) Case problems on manpower eadits and surveys.
Int. Tttutin
A. Importance of initiating corrective actio
a result of manpower or manaeement onginoeri
Interrelationship of manpower utilleation and nanagement
engineering function.
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ip or nanpowrr and manasant engin..erialg
witht
Personnel activities.
2) Comptroller activities, including,
(a) mProgreas analysis.
(b) .ftogram analysis.
c) ?Colit analysis.
d) maudgeting.
a) ..Audit.
f) ...Statistical reports and records.
3 Research and development activities.
4 Xnspaction and othr related activities.
Methods and technigaes of reviewing, analysing and reporting
manpower and management. engineering activities.
Case problem showing th7 relationship of manpowor and
nanagement engineerin7 functions.
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