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November 16, 2016
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April 5, 1999
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September 12, 1966
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Approved For Release 2000/04/14: CIA-RDP72-0045OR000100040006 2 ADMINISTRATIVE MANAGEMENT SOCIETY September 12, 1966' STATINTLMr Records Administration Officer. Central Intelligence Agency Washington, D. C. 20505 STATI NTL Dear Mr .It is my pleasure to-extend to you and your spouse a most cordial: Our plans for', the Banquet will provide special reserved seating' arrangements for Nominees, so you should not plan to be seated with others from your Agency who will attend. The Head of your: Agency has been invited as our.Head Table guest. In recognition of your achievements AMS will present you with-a suitably inscribed Certificate of Honor at the Banquet. Please complete the enclosed card as appropriate, so we can for ward tickets and plan our seating arrangements. Shoreham. We are looking forward to greeting you there. invitation to the Administrative Management Society Awards Ban- quet to be held at thelShorehamHotel on September 27, as guests of the Society. A reception for Nominees and Head Table guests will be held beginning at 6:30 p.m. in the Executive Room at the ROBERT C. WALTER - EXECUTIVE DIRECTOR P.S. Dress Informal NTERNATIONAL PRESIDENT VICE PRESIDENT- NATIONAL DIRECTORS M. H. Colhp (5) J. W. MyneR (10) Mn. Barbara T. Jones (15) EDUCATION Ri R A t I L W. Lynett ORGANIZATION RELATIONS IN AREAS ( ) Marine Midland Trust Co. Gulf Inc Co. Western Girl, Inc. au . . s Dept of Public last IBM Corporation FIRST VICE PRESIDENT K. B. SmoyYer Micro Swi1Ch Dlv., Honeywell Inc A. A. Hof (1) Carr fastener Co., DW..ef U i d C J, lafnloaan (6) The Detroit Edison C. W. L Conner (11) MFA Ina. Cos. FUNCTIONAL DIRECTORS State Of Wisc. MANAGEMENT DEVELOPMENT R. W. Ball Rochester Gas & Electric Corp. CHAIRMAN OF THE EXECUTIVE COMMITTEE n te arr C. R. RudnuN (2) 0. K. Theme, p) General Electrle Co. D. W. Ban~yyerlsr Control Farmers Union Centel ADMINISTRATIVE SERVICES Di G. Nurse Answorth Press Ltd. VICE PRESIDENT- TREASURER Jr Collins T C J. B. Poole Norton Abrasives, Ltd. Provident Mutual Life Ina. Co. Lorraine Werlle (S) Mn W. 0. R. Kearney (1I Humko Prod. Div., aYl. Dairy d C Exchange, Inc. 1 $ Lon 13 J. R. Bauman Armstrong Cork Co. PERSONNEL W. W. Pack olitan LHe Int C. Metro , . . . Southern Life Ins. Co. EXECUTIVE DIRECTOR- . Stott & Co. L. Charles O Pro . orp. Nortbwes aural Got Co, CHAPTER SERVICES p . ICE PRESIDENT-PLANNING SECRETARY , . W. C. Dleden (0) F. G. Rodgers SYSTEMS V Walter R C 0. J. rm esn (4) Chicago Federal Savings i Mrs. B. Oxrorrow Root (14) Trust Company C. E. Franke H. W. Dean Eastman Kodak Co.' . . AMS National Office IBM Corporation ration Lan Mw. Western Girl, Inc. of Georg Is Monsanto Co. CHVI-EEtj. CE?6.8317/TORONTO416.763.36~1/SSA'+ Q415.397.2360 e 2 4/14A-RDP72-00450800100040006-2 Approved For Release 2000/04/14: CIA-RDP72-0045OR000100040006-2 AMS Report A monthly section devoted to management information and research data originated by the Administrative Management Society, the international professional organization for administrative executives. Despite the similarity of names, the Administrative Management Society and `Administrative Management' magazine are independent entities. The magazine is not the official organ of the Society. Six Federal Employees Receive AMS Awards S IX employees of the Federal government received Admin- istrative Management Society Federal Management Paperwork Awards at the society's Awards Banquet, held September 28 at the Shoreham Hotel, Washing- ton, D. C. The AMS Awards. Committee, which selected the six from a group of 22 nominees included Walter Emmerling, The Procter & Gamble Co., James Green- wood, Massachusetts Mutual Life Insurance Co., and K. B. Willett, North Central Airlines. The purpose of the awards is to establish impetus for the con- tinuance of outstanding leader- ship and professional excellence in promoting effective manage- ment of paperwork by the Fed- eral government. As seen by this award, "paper- work" covers the totality of rec- f : F Toastmaster at the Awards Banquet was Rep. Arnold Olsen, a strong advocate of paperwork control. ords activities from creation, through arrangement and use, to final destruction. It covers every type of recording media. Toastmaster at the dinner was Congressman Arnold Olsen, of Montana. He is chairman of the House Subcommittee on Postal Facilities and Modernization and former chairman of the House Subcommittee on Census and Government Statistics. Congressman Olsen was chosen as toastmaster by the AMS because of his vigorous in- vestigation into the heavy bur- den imposed upon business by excessive government reports and paperwork. The dinner address was made by John W. Macy Jr., chairman of the U. S. Civil Service Com- mission. Mr. Macy, beginning a second term of office, was first appointed to the post by Presi- International AMS president Jack B. Poole made awards presentations to the six government executives. dent Kennedy. He was re-nomi- nated by President Johnson in March, 1965. In this position he has played a principal role in making gov- ernment salaries comparable to pay outside the government, and in establishing a system of em- ployee-management cooperation within the Federal service. He has also been active in devising realistic approaches to better manpower utilization. International AMS President J. B. Poole, who is resident man- ager, Norton Co. of Canada, Ltd., presented the awards, me- dallions mounted on walnut plaques, to the six winners. Mr. Poole was president of the AMS Brantford Chapter in 1957- 58 and became program coordi- nator of Area Five in 1959. He was director of the same area in 1961-62 and has held the posts Delivering the dinner address was John W. Macy Jr., chairman of the U. S. Civil Service Commission. OCTOBER p$oved For Release 2000/04/14: CIA-RDP72-0045OR000100040006-2 75. Approved For Release 2000/04/14: CIA-RDP72-0045OR000100040006-2 Paperwork ... The totality of Federal records activities CONTINUED of president-treasurer and first vice president of AMS. There was no distinction noted in the value of one award over another, but, listing them alpha- betically, the first award went to Sam C. Beckley, director, Paper- work Management Service, Vet- erans Administration. Mr. Beckley has responsibility for administrative issues, rec- ords maintenance, forms, filing systems, correspondence and mail management. He occupies a top staff position in the Office of the Administrator of Veterans Affairs. Edwin G. Callahan, assis- tant commissioner, Housing and Home Finance Agency, Federal Housing Administration, was the second winner. He has served 31 years with the department. Mr. Callahan's contributions to paperwork management were a major step in improving the FHA's service to the public, the housing industry, and represents the accomplishment of a long- standing FHA goal. He has im- proved services to mortgagors, mortgagees and the public. Also cited for superior service in the battle against the "paper- work jungle" was Marden D. Kimball, director, Administra- tive Services Division, Agricul- tural Stabilization and Conser- vation Service, U.S. Department of Agriculture. Mr. Kimball began his govern- ment career in 1935 as an assis- tant messenger with the Agricul- tural Adjustment Agency and has steadily risen through the ranks. T HOMAS J. Pugliese, the fourth winner, is chief of the Records Management Branch, Office of the Controller, U. S. Atomic Energy Commission. He joined the commission in 1948 and was appointed to his present position in 1950. Like Mr. Kimball, Mr. Pugliese also began his federal employ- ment as a messenger with the De- partment of Agriculture. He la- ter served that department in various positions of records man- aging and administration. In 1954, the Second Hoover Commission's Task Force on Paperwork Management selected Mr. Pugliese as chairman of the Mail Management Study Group. Edward Roose, Supervisory Management Analyst, Photo- graphic and Registration Methods Section, Social Security Administration, was another award winner. While an industrial photog- rapher, Mr. Rosse realized that photography and recordkeeping were closely aligned and began experimenting with methods of photographic recording. Mr. Rosse is a member of the Society of Photographic Scien- AMS Government Paperwork Management Awards were granted to six Federal em- ployees out of a total of 22 who were nominated. AMS Executive Director William T. Cavanaugh said "The main objective of the awards pro- gram is to upgrade the level of professional excellence among Federal employees." Nominations were invited from all government agen- cies. The award supplements other measures taken by the AMS to upgrade civil service employee performance. tists and Engineers and is a Fellow of the National Microfilm Association. Donald J. Simon, chief, Rec- ords Services Division, U. S. De- partment of State, was also lauded for excellence in paper- work management. Mr. Simon has served as per- sonnel position classifier, admin- istrative assistant, organization and methods examiner, and be- came a record management analyst in 1951. The special awards program is designed to tie in with President Johnson's "War on Waste" cam- paign and his drive for paper- work simplification. William T. Cavanaugh, execu- tive director of the AMS, said that "The main objective of the awards program is to upgrade the level of professional excel- lence among Federal employees. It is the society's aim to focus attention on a crucial but insuf- ficiently heralded aspect of gov- ernment administration." Responding to Mr. Cava- naugh's statement, Civil Service Commission chairman Macy said "I will look forward personally, with a great deal of interest to a successful launching of the en- deavor. We are gratified with the interest displayed by the Ad- ministrative Management So- ciety in honoring Federal achievement in this important field." T HE complete list of nominees is as follows : Neil C. Tul- loch, Selective Service System ; Leonard W. Johnson, Civil Serv- ice Commission; Sam C. Beckley, Veterans Administration: 25X1A Thomas J. 25X1 A Pugliese, Atomic Energy Com- mission; Linne Ahlberg, Federal Aviation Agency; Capt. Edward R. Joshua, Dept. of the Navy; William J. Hopkins, The White House; John S. Peters, General Services Administration ; Thomas E. Murphy, Dept. of Commerce; Donald J. Simon, Dept. of State ; Mrs. Ruth Smith, Federal Home Loan Bank Board; Marden D. Kimball, Dept. of Ag- riculture; Mrs. Agatha L. Mer- genovich, Interstate Commerce Commission; Miss Mary Hamil- ton, Dept. of the Army ; Edward Rosse, Social Security Admini- stration; Mrs. Velma DeBusk, National Aeronautics and Space Administration; Maj. Robert B. Weathers, Defense Supply Agency; Edwin G. Callahan, Federal Housing Administra- tion ; John J. Shurman, Agency for International Development; Hugo Duhn, Dept. of the In- terior, and Maj. Floyd H. Rus- sell, Dept. of the Air Force. EDITOR'S NOTE: The follow- ing two pages contain detailed accounts of the achievements of the six winners of the paperwork awards given by the AMS. 76 Approved For Release 2000/04/14: CIA-RDP72-00450gpoQrIOa 4?Q45IEMENT Approved For Release 2000/04/14: CIA-RDP72-0045OR000100040006-2 AMS Paperwork Award Winners Sam C. Beckley, is the director, Paperwork Management Service, Veterans Administration. EDP Handles Paperwork Effectively for VA S INCE 1958, Sam C. Beckley, director, Paperwork Man- agement Service, has been a driving force in the efforts of the Veterans Administration to im- prove paperwork management. Largely as a result of his achievements, the agency has an outstanding program in many paperwork areas. He has recently concluded ac- complishments concerning the Department of Data Manage- ment to develop computer appli- cations to paperwork, and to pro-. vide operational services in that area, with the requirement for di- rectives control procedures that would permit flexibility in auto- matic data processing while maintaining the autonomy of various departments. Mr. Beck- ley has been extremely effective in the overall Directives Im- provement Program in the man- agement of an organization involving 40 percent of the popu- lation, several billion dollars an- nually, 250 hospitals, and over 170 thousand employees. The high state of efficiency existing in the Veterans Admini- stration's directives reporting and records management sys- tems is primarily the result of Mr. Beckley's guidance. ^ Edwin G. Callahan, serves as assis- tant commissioner, Federal Housing Administration, in Washington. Combining Forms Raises Production E DWIN G. Callahan has had a distinguished administra- tive career of 31 years with the Federal Housing Adminis- tration, steadily progressing to his present position as executive officer in the commissioner's of- fice. Mr. Callahan developed the ex- periment in Greensboro, N.C. which has ripened into the pres- ent FHA conversion commitment procedure. The week the plan was placed into effect the FHA national pro- duction record for processing conversion commitments was 4,077 cases, of which 67 percent were processed in from one to seven days. As of June 3, 1965, the FHA weekly processing rec- ord was 9,324 cases with approx- imately 95 percent being proc- essed within three days. More recently, Mr. Callahan, initiated and developed the Hart- ford experimental plan in man- agement improvement. Under the Greensboro and Hartford plans, the saving of considerable time is achieved by reducing and combining the var- ious application, processing and commitment forms so that the lending institution records neces- sary identifying information. ^ Marden D. Kimball, director, Ad- ministrative Services Division, De- partment of Agriculture. Program Developed For Agriculture Office AS director, Administrative Services Division, Marden D. Kimball is directly responsible for formulating and administer- ing the Agricultural Stabiliza- tion and Conservation Service and Commodity Credit Corpora- tion management programs. These organizations have the largest records making and hold-. ing services within the Depart- ment of Agriculture. Holdings as of June 30, 1964 amounted to 455,800 cubic feet. Under his leadership, the serv- ice has developed one of the most sophisticated paperwork pro- grams in the government. The program covers all phases and areas of specialization in the management of directives, re- ports, forms, communications, files, and records disposition. The magnitude of his accom- plishments is best summarized by the fact that the National Archives and Records Service recommended to the Secretary of Agriculture: "The records pro- gram of the Agricultural Stabili- zation and Conservation Service is sufficiently advanced that other services within the depart- ment should be urged to use the same techniques and methods in managing their records." ^ AMS RF A'o ledEFor6ReIease 2000/04/14: CIA-RDP72-0045OR000100040006-2 77 A red Fo Release 2000/04/14: IA-RDP72-QO45QR000100040006-2 Awar inners . . . c ievemen in is importan e CONTINUED Thomas J. Pugliese, holds the post of chief, Records Management Branch, Atomic Energy Comm. Edward Rosse, has the position of Supervisory Management Analyst, Social Security Administration. Donald J. Simon, serves as chief Di- vision of Records Management, De- partment of State. Records Streamlined By AEC Manager A S a result of Thomas J. Pugliese's administrative ef- forts as chief of the Records Management Branch, not only the Atomic Energy Commission headquarters and field offices, but most of AEC's major cost- type contractors have estab- lished effective records manage- ment programs. The 136,000 employees of an industrial, research and develop- ment complex expending govern- ment funds at the rate of 2.7 billion dollars in this fiscal year are benefitting from the elimina- tion of unnecessary paperwork in records management, in rec- ords keeping, and in efficient mail handling. Also effected by the AEC rec- ords management program are several thousand individuals, concerns, and organizations li- censed by AEC under its regula- tory program. Mr. Pugliese reviews and, where possible, streamlines all forms and all the other reporting required of these licensees. Mr. Pugliese has also helped develop the standards adopted by the Department of Defense, NASA and AEC for the compatible microfiche used to reproduce and disseminate research and devel- opment reports. ^ Microfilm Innovations Simplify Accounting I N his position of Supervisory Management Analyst, Social Security Administration, Ed- ward Rosse developed broad pro- gram objectives and plans, and coordinates the activities of a group of management analysts in the analysis, study, and de- velopment of methods and pro- cedures relating to several major functions of the Division of Ac- counting Operations of the Social Security Administration. In keeping appropriate rec- ords for 160 million people covered by the old-age, sur- vivors, and disability insurance, Mr. Rosse's knowledge and in- genuity have led him to pioneer many innovations and improve- ments in the microfilm systems field. These have been adopted in other government agencies and in private industry. Mr. Rosse, as a result of these many accomplishments, is a recognized national authority on micro- photography and its administra- tive uses. Under his leadership, micro- film systems have become dy- namic, permitting periodic up- dating as required, and with the capacity for an estimated 100 million references a year. These systems are designed for indefi- nite expansion. ^ Mail and Files Updated In State Department D URING the past few years, Donald J. Simon, Division of Records Management, has completely modernized the mail and files operations of the U. S. State Department into a vigor- ous records management pro- gram for his department and for its foreign service. The State Department records management program is unique since it not only involves normal paperwork functions, but also includes analyzing and determin- ing action and information dis- tribution for all written com- munications to and from overseas posts for all Federal agencies involved in foreign af- fairs. The annual volume of copies distributed of "airgrams" only, exceeds 11 million. Indexing procedures were automated through microfilm techniques. Using the microfilm process, production was in- creased 100 percent, resulting in the reduction of the number of employees needed to produce index cards. To preserve the in- tegrity of the central file, a sys- tem of providing end-users with a quick copy of a document, rather than the original, was in- stituted. A similar system was developed for documents needed by historical researchers. ^ 78 Approved For Release 2000/04/14: CIA-RDP72-00450RGOO1 4UOO8 EMENT Government offices and business offices face many of the same problems, and middle management people in both areas cope with similar situations. Government managers also have tight budgets, and do strive for the third profit. Government Managers Do Create Profits P ERSONNEL systems in gov- ernment today, because of citizen interest, concern and prodding, are attempting to em- ulate the better procedures of private industry. This is particu- larly true in recruiting, wage and salary administration, train- ing and development of em- ployees and the identification of managerial talent. We are witnessing, also, as a result of a renewal and redirec- tion of objectives toward pri- mary managerial goals, a new vigor among professional man- agers in government-managers who are keenly aware of the modern upheaval in concepts, methods and behavior which is taking place all about them in the world of commerce and in- dustry. The mix of economic, social and political factors has, indeed, forced government and business leaders to join hands to plan the modern metropolis. But what has not been brought clearly into focus is the identity of needs and interests of middle mangement personnel in city government with their counter- parts in industry. Managers in industry should know that these government "men in the middle" have, in- deed, heard about the knowledge explosion, the impact of auto- mation and even the concept of a third profit-for it is painfully obvious to the municipal admini- strative manager, forced to live with a tight city budget, that taxes are unpopular-that effi- cient administration can, not only help him live within the budget, but also ease the tax bur- den-and thus create profit for industry-and, believe it or not, this kind of a man in govern- ment, although he does not work for a profit-making organization, is not against profit ! PROGRAM N adventure in administra- A tive management that bears describing is the Intergovern- mental Career Development pro- gram of the University of Den- ver. This program, sponsored by the Federal, State and Denver city governments with the uni- versity, and financed in the in- stallation period by the Van Hummel-Howard Foundation, has created for this metropoli- tan area a training resource which governments at all these levels can use to develop man- agement skills. By pooling re- sources and identifying com- mon managerial problems, the framers of this program hope to develop greater managerial prowess in government admini- stration. Even if the program merely avoided present duplication of effort in training, it would repre- sent a substantial profit to the taxpayer and a healthy, new philosophical direction for pub- lic administration. Already the representatives of satellite com- munities around Denver are sending trainees-since they do not have the capacity to finance programs of their own. And business leaders in the Denver area are asking why this inter- governmental program cannot be expanded to include private industry personnel. AMS RE.T,IW@fflFbb!eIease 2000/04/14: CIA-RDP72-0045OR000100040006-2 Approved For Release 2000/04/14: CIA- x,72-0045OR000100040006-2 Reason for granting severance pay as reported bya majority of the survey respondents was the elim- ination of the job held by the employee. Other reasons were personal inefficiency, and disability. Survey Answers Severance Pay Questions W HO gets severance pay in your company? How long does an employee have to work for your firm before he is eligible for this benefit? Is the issuance of severance pay based on perma- ent termination or are persons who are temporary layoffs cov- ered as well? These and other questions pertaining to severance pay were answered in a recent survey of AMS member firms conducted by the Society's National Personnel Research Committee under the direction of Mrs. Alice L. Fersch, Royal Neighbors of America, Rock Island, Ill. For the purposes of this sur- vey, bona fide severance pay was defined as any payment over and above wages and salary earned, which is given to an in- dividual upon severance of em- ployment or layoff according to a formal plan. Of the 196 firms responding to the survey, 122 or 62 percent do not have a severance pay plan. Seventy-four companies or 38 percent indicated that they have a formal severance pay plan in effect. The returns showed that of the 74 companies with a sever- ance pay plan, 57 gave severance pay to all employees. Five of the firms give severance pay to all employees except executives. Two companies indicated they provide severance pay for hourly and non-exempt salaried em- ployees only. Other eligibility requirements for severance pay mentioned by the respondents are as follows: salaried employees must have at least three years service; the Severance pay survey by AMS indicates large majority of firms give severance pay to all employees. Some require- ments mentioned were: mini- mum of three years service, discharge must befor reasons beyond control of employee, workers must be on full-time basis. Reasons for giving severance pay included elimi- nation of job, personal inef- ficiency, disability, discharge for cause and retirement. discharge must be for reasons beyond control of the employee ; workers must be employed on a full-time basis; severance allow- ance is given at the discretion of the supervisor; severance pay is provided for exempt and non- exempt personnel; such pay is given for involuntary termina- tions only ; severance is provided only on elimination of the em- ployee's job or department; ac- crued vacation pay given to all employees on termination. Fifty-six of the 74 companies having severance pay plans in effect indicated they require a minimum length of service in order for employees to receive severance. The length of service requirements are as follows : three months, thirteen ; six months, fourteen; one year, 23; two years, two, and five years, four. The respondents listed numer- ous reasons for granting sever- ance pay to their employees. The reasons are: Elimination of job, 60; Personal inefficiency, 40; Disability, 30; Discharge for cause, 26; Death, 20; Retire- ment, sixteen; Military Service, eleven; Voluntary Quits, eight. The survey contained a ques- tion on whether severance pay is given only if the termination is permanent. Of the 74 firms with severance pay plans, 64 an- swered "yes" to this question. One of the respondents explained that this policy would not pre- vent rehiring. Other firms said severance pay was never given for temporary layoffs. Eight of the companies surveyed an- swered "no" to this question, and some explained this practice 80 Approved For Release 2000/04/14: CIA-RDP72-00450R000100040AA8P;ER 1965 does "PF9gWtF oR#"se 2QQW9 )#r- 91472p4i0450R01001000g400with 06o e month's offs and leaves of absence. to this question: salary. Three companies said this 1) Six weeks severance pay 9) Two week's severance plus policy was in effect so that the allowed. pro rate of vacation pay. employees could be rehired later. 2) One week's pay for each 10) Two week's pay for up to One company said this policy of year of service (some gave a one year of service; one month's not giving severance did not ap- maximum time period needed to pay for over one year's service; ply in cases where the employee qualify which varied from ten six week's pay for five years of becomes disabled. weeks to fifteen years). service; two month's pay for ten Respondents were requested 3) One or two week's pay al- years service; allowance discre- to describe the method used to lowed depending on length of tionary for over fifteen years of compute the severance allowance service. service. for employees. In general, the 4) One week's pay allowed for 11) One week's pay for up to majority reported that sever- six months service; two week's three years service; two week's ante pay allowance is based on pay allowed for service over one pay for over three years service. length of service with ceilings year. 12) Profit sharing plan for stated either as weeks of pay or 5) Two week's severance al- over one year of service. years of employment. Many said lowance for service up to fifteen 13) Non-management person they base this allowance on ac- years; three week's pay for fif- nel one week's severance for em- crued vacation by length of serv- teen to 25 years of service. ployment up to two years and ice. Others reported that in 6) Percentage of salary based one additional week for each establishing the amount of sev- on length of service. completed year of service there.. erance they are guided by the 7) Severance allowance de- after, up to ten years; manage- employee's record of perform- cided by supervisor. ment personnel one month's ance and quality of work. The 8) Graduating severance pay severance pay for employment 'M eg'f 4 00` fk?a j'3 ?~#> ~.s ~ . 0 91,901 >..~u Y tai i ? ~_xg: Personal inefficiency Death 20 Military Service - 1 ], 16 ^ 30 26 40 CURB, ftaW11ff1TWr`. Years of continuous employment Years of service the individual completed Disregard all fractions, counting only full years of service Pro rate less than a year's service View a major fraction as a full year's service . 4 21 60 37 In addition to the data above, the AMS survey produced information showing who in the firms get severance pay and how much they receive. exceeding one year; one and one- half month's pay for employ- ment over one year, not exceed- ing two; two and one-half week's pay for employment over four years, not exceeding six years; three month's pay for employment over six years, not exceeding eight; three and one- half month's pay for service over eight years, not exceeding nine; four month's pay for service over nine years and after ten years of employment severance pay is decided on an individual basis. SERVICE THE answers to a question which asked if the severance allowance is based on employee's service record were : 1) Only years of continuous employment: 37. 2) All years of service the in- dividual completed: 21. 3) Disregard all fractions, counting only full years of serv- ice : 12. 4) Pro rate less than a year's service 10. 5) A major fraction as a full year's service: 4. The firms in the study were also asked if severance allow- ances are paid to employees in a lump sum or in installments. Sixty-five companies indicated that they give lump sum pay- ments to workers. AMS 111ftF ffrf ## release 2000/04/14: CIA-RDP72-0045OR000100040006-2 81 Approved For Release 2000/04/14: CIA-RDP72-0 Achieving Motivation Through Training By MRS. EDITH KRAG Program Director Office Training Services New York University T HE SPECIFIC concept of motivation through training may be the concept that can help administrative managers fulfill their most vital responsibilities. We all know that great changes have been taking place in man- agement for the past decade and are forecast to occur at even a more rapid rate. But how many managers are taking the neces- sary steps to help meet these changes? Are some of us over- looking our own needs as well as those of our subordinates? Much research has been done and is still being done on moti- vation and production. In the study conducted by Frederick Herzberg and his colleagues at the Psychological Service of Pittsburgh, it was stated that when the group studied felt good about their jobs, it was usually because something had happened which showed they were doing their work particularly well or that they were becoming more expert. They learned that when the group had good feelings about what they were doing, it was more important than such factors as money, security, or working conditions. The real motivator was becoming more expert and handling more im- portant assignments. reopie WHO arc Llatucu tasks better than individuals who are left to learn the job themselves. In considering motivation, we have reviewed the value of good feelings. We have talked about building confidence. Now let us consider the importance of achievement. Studies at univer- sities, as well as in industry, have established the fact that most people will put more effort into their work if they are chal- lenged to do better or if some valid reason for trying is pointed out to them. It becomes neces- sary for us then to make people aware that big achievements do not come quickly or easily. The sooner we help them to realize this, the sooner will they respond to any effort we are willing to give to their training. Many successful people will tell you that their achievements are the result of hard work and to the attitude toward the work they were doing. Their very achiev- ments stimulated them to seek every opportunity for further training and development. Last year we worked with the New York Telephone Company in developing a group of poten- tial stenographers. The twenty- seven newly-employed young ladies of average ability were high school graduates with stenographic training. We aimed at improving the typing skills, so a professional instructor worked with the group for four hours a week for six weeks. After the six weeks of formal- ized training, the supervisors continued to work with those whose skill still needed improve- ment. At the end of three months, three of this group were assigned to executives as stenog- raphers and worked on their own. At the end of ten months all but three of the young ladies were able to carry stenographic responsibilities on their own. The supervisors believe that these three will be able to do so too before the end of the first year of employment. The man- ager of the New York Telephone Company's Centralized Steno- graphic Department, Mrs. Jane Hoke, said that in other years when there had been no formal- ized training, it took at least two years before any girl had suffi- cient skill to handle an assign- ment on her own. Mrs. Hoke also said that the training motivated not only this group but the desire to improve spread to others. INQUIRIES REGARDING THE ADMINISTRA- TIVE MANAGEMENT SOCIETY AND ITS SERVICES SHOULD BE DIRECTED TO WILLIAM T. CAVANAUGH, EXECUTIVE DIRECTOR, AMS HEADQUARTERS, MARY- LAND AVENUE, WILLOW GROVE, PA. 19090 82 Approved For Release 2000/04/14: CIA-RDP72-00450ROMIGGI140006*GEMENT