MANAGEMENT COURSE #94

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R001500100008-9
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 4
• Document Creation Date: December 14, 2016
• Document Release Date: April 16, 2003
• Sequence Number: 8
• Publication Date: March 22, 1966
• Content Type: MEMO

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Memorandum
To Director of Training
DATE: 22 March 1966
FROM Chief/Management Training Faculty
susJECT: Management Course #94
1 At the conclusion of our last Management Course 25X1
27 February-4 March 1966) we asked the eight wor
teams to identify problems which ~ be helping revent the
full attainment of the Agency9s goals and purpose. Each work
team had from six to eight members representing a cross
section of the Agency at the GS-11 - GS-14 level. A cate-
gorized list of their findings is attached.
2~ You may find it of interest to review the thinking on
Agency problems as seen by our "middle managers".
25X1
Attachment
A/S
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PERSONNE L
a. Failure to keep the Agency at large abreast of the latest thinking
on fitness reports.
v b. Lack of a career training program that is effective.
c. Need for improved procedures for processing people to go
overseas (e, g. , medical examinations are scheduled too near
departure dates, etc. )
d. Lack of identification of potential executive material and its
development (e. g. , by rotation throughout the Agency).
e. Need to improve the "stature" of discipline (to correct the lack
evidenced in personnel assignments, parking violations, etc. )
G~ f. Too much secrecy surrounding promotions.
~' g. Lack of appropriate measures to stem the continuing loss of
capable, qualified employees.
~' h. Need for a more effective program to develop subordinates to
move up in management.
v: i. Lack of understanding at all levels within each career service of
career service personnel policies.
j. Need for establishing uniform career service policies.
k. Ineffective Agency procedures for personnel evaluation and appraisal
(fitness reports, career designation, development of executives, etc, )
"NEED TO KNOW"
a. Too rigid application of the need-to-know principle.
/' b. Over-compartmentalization (2),
~' c. Insufficient feedback and consequent loss of morale because of too
rigid interpretation of need-to-~~.now,
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d. Use of security to cover up inefficiency or mistakes.
e. Agency concentration on need-to-know (its institutional
fixation) has been exaggerated and is counter-productive.
COMMUNICATIONS
~" a. Need for a better understanding and appreciation of the
functions and problems of each Directorate.
~'`b. Need for "feedback" vertically and laterally.
c. Lack of awareness of our total assets -how they can be
maximized and how utilized.
d. Need to overcome the lack of knowledge of effective communi-
cations procedures.
e. Loss of communications effectiveness occasioned by the
disruptive effect of frequent reorganizations.
l~f. Need for feedback on Agency accomplishments to motivate
middle and lower levels.
PLANNING
~,, a. Need for giving more thought and consideration to long range
planning.
b. Need to review the present "hard-nosed" approach to'opera-
tional goal setting (e, g. RMD's)
?~/c. Loss of Agency flexibility due to increase of bureaucracy.
GENERAL
r/" a. Need for identification of Agency and individual component
purposes and goals.
b. Need for development of managerial methods to reduce lack of
trust.
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G'" c. Lack of commitment by senior managers to Agency goals.
~ d. Need for a clearer understanding at all levels of the Agency's
changing role and mission,
~/` e. Need for greater recognition and rapport among major com-
ponents.
/ f. Need for greater consistency in managerial styles among middle-
managers.
g. The preponderant "hard" management style ("Theory X", is
suppressing a potentially higher degree of commitment to Agency
goals and policy.
l~(h. Agency organization and procedures over-emphasize staff and
line concepts and consequences to a point where problem-solving
becomes conflict resolution by rank and perquisite or none at all.
There are too many committees and not enough teams.
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