MEMORANDUM FOR: EXECUTIVE DIRECTOR-COMPTROLLER FROM(Sanitized)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86B00269R000900090006-7
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 3
• Document Creation Date: December 14, 2016
• Document Release Date: July 24, 2003
• Sequence Number: 6
• Publication Date: July 23, 1970
• Content Type: MF

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j #x2cutive Registry I
2 3 JUL 1970
MEMORANDUM FOR: Executive Director-Comptroller
Colonel White:
I circulated your memorandum of 23 June 1970 on the
subject of job-related attitudes and Opinions to the Support Directorate Office
Heads and asked them to report to me what each was doing to effect improve-
ment in this field. I wanted each office Head to be aware of what the others
were doing so we could share the experiences and ideas of others.
At my staff meeting on 21 July 1970 each Office Head
reported on his office activities. You may be Interested in what was reported,
and I am summarizing below a brief of the reports.
a. Personnel - Mr. Wattles called in a cross section group
of 30 young employees of the Office of Personnel. He gave them a brief
five minute charge that they were unstructured and could come up with
anything they wanted to for improvement in management by the Office
of Personnel. They have since selected a chairman and broken them-
selves into five task forces. It is too early to know what they will
come up with.
b. Medical Services - Dr. Tiet jen does use young people on
his career assignment pat s and, being a small Office, there ap-
pears to be no problem with communication. However, he does feel
that taking Agency personnel as a whole there are things that can be
done. There are considerable fancies about the Agency, and many
new employees come in with uninformed expectations. He feels that,
if there were a study of attitudes of new employees at the time of ap-
pointment, there would be a better basis for judging their attitudes
five or tan years later to determine if they are the same attitudes or
have there been internal influences which have changed them.
c. Security - The Office of Security has a junior Officer Plan-
ning Group which meets twice a month. This Group reviewed your
emorandum and does not feel that these problems are prevalent in
m
the Office of Security. Mr. Osborn is planning on setting up a similar
group for clericals (n(n-professionals).
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'T`rain - does not feel that the Civil ser-
d
.
vice Commission ~t` r t s~ti s remreally appropriate to this Agency seed
'ur phasis on communicationns as a
that there ha 't
catchword/jargon to identify all ills. He feels that all new appointees
must receive an introductory course to understand the Agency and their
role in it. He feels that some of our problems are related to size and
function; i. e., we have necessarily built some clerical aspects into
some professional jobs, primarily at the small Stations, and these are
developed at headquarters positions in preparation for field assignments.
e. Fianance I feels strongly that his policy is to treat
individuals as individuals and not merely as numbers in the system.
Finance uses a Headquarters Reassignment Questionnaire so that each
employee can express his assignment wishes. He has junior officers
attend his staff meetings and has them make presentations at conferences.
The Office of Finance has conducted an extensive orientation program
for all Finance personnel which has been extremely well received.
f. Logistics - The Office of Logistics gets an annual Headquar-
ters Reassignment Questionnaire from all employees. They have an in-
house orientation program which emphasized the supply function together
with tours of facilities. They include junior officers as observers and
recorders on career and training panels. They conduct a Logistics
Trends and Highlights course and bring into it individuals located out-
side their immediate headquarters.
g. Communications - A new Communications employee spends
t the
l
o
several weeks in training during which time he learns a
Office of Communications and is oriented to the Agency mission. C
munications employees serve many overseas tours and know that they
are a part of the foreign affairs nerve center. The Office of Coinmuni-
cattions gives their clerical personnel tours of their facilities so they
feel more a part of the overall mission. Future communications will
require more and more engineering, and more and more engineers are
getting management training.
ILLEGIB
cc:-p;tar General
ILLEGIB
/s/ R. L. Bannerman
- R . L. Bannerman
Deputy Director
for Support
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EO-DD/S:WEB:es (23 July 70)
Distribution:
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- IG'
1 - DD/S Subject w/background
1 - DD/S Chrono
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