CRITERIA OF NPIC INFORMATION SYSTEM

• Document Type: CREST
• Collection: NGA Records (Formerly NIMA)
• Document Number (FOIA) /ESDN (CREST): CIA-RDP73T00325R000100020046-1
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 9
• Document Creation Date: December 28, 2016
• Document Release Date: June 3, 2008
• Sequence Number: 46
• Content Type: REPORT

Approved For Release 2008/06/03: CIA-RDP73T00325R000100020046-1
CRITERIA OF NPIC INFORMATION SYSTEM
1. Facilitate Planning and Control.
2. Provide Performance Measurement
Factors for all Measureable Functions.
3. Provide Information Requirements for
Operational Control in all Areas
of Management Structure.
4. Provide Information Essential for
Development of Advanced Scientific
Management Techniques.
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 Approved For Release 2008/06/03: CIA-RDP73T00325R000100020046-1
Remote
Terminals
Cd
E
N
O E
44 0
0 4J
Personnel
Information
System
Data
Management
System
Data
Management
System
PSG
Information
System
Data
Management
System
Remote
Terminals
TS&SG
Information
System
Data
Management
System
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Logistics
Information
System
Data
Management
System
R&D
Information
System
Data
Management
System
 Approved For Release 2008/06/03: CIA-RDP73T00325R000100020046-1
Strategic Planning:
the process of deciding on objectives of
the organization, on changes in the objectives, on the
gross resources used to attain these objectives, and on
policies that are to govern the acquisition and use of
these resources.
RESPONSIBILITY MATRIX (i/)
IDENTIFICATION of a
possible problem or
(/
opportunity
/
ANALYSIS of the
Situation
DEFINITION of Possible
course of Action
EVALUATION of a
Possible course of
Action
SELECTION of Action
to be taken
INFORMATION
SYSTEMS REQUIRED
1.
Personnel
Information
System
2.
Financial
Information
System
3.
Logistics
Information
System
4.
R&D Information System
0/DIR PB&BS Groups Divisions Branches
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 Approved For Release 2008/06/03: CIA-RDP73T00325R000100020046-1
Management Control:
the process by which managers assure
that resources are obtained and used effectively and
efficiently in the accomplishment of the organization's
objectives. It combines both planning and control within
the context of objectives and policies determined in the
strategic planning process; effectiveness and efficiency
are the criteria relevant for judging actions.
RESPONSIBILITY MATRIX (f)
IDENTIFICATION of a
possible problem or
opportunity
/
/
ANALYSIS of the
situation
DEFINITION of Possible
course of Action
EVALUATION of a
Possible course of
Action
(/
V
SELECTION of Action
to be Taken
/
v
INFORMATION
SYSTEMS REQUIRED
1.
Personnel
Information
System
2.
Financial
Information
System
3.
Logistics
Information
System
4.
R&D Information System
5.
Group Information System
0/DIR
Groups
Approved For Release 2008/06/03: CIA-RDP73T00325R000100020046-1
 Approved For Release 2008/06/03: CIA-RDP73T00325R000100020046-1
Operational Control:
the process of assuring that specific
tasks are carried out efficiently and effectively; emphasis
is upon execution of tasks.
RESPONSIBILITY MATRIX (A)
IDENTIFICATION of a
possible problem or
opportunity
ANALYSIS of the
Situation
DEFINITION of Possible
course of action
EVALUATION of a
Possible course of
action
SELECTION of Action
to be Taken
0/DIR PP4BS
Groups
INFORMATION SYSTEMS REQUIRED
1. Group Information System
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 Approved For Release 2008/06/03: CIA-RDP73T00325R000100020046-1
EXAMPLES OF ACTIVITIES IN A BUSINESS ORGANIZATION
Strategic Planning
Choosing company
objectives
Planning the
organization
Setting personnel
policies
Setting financial
policies
Setting marketing
policies
Setting research
policies
Choosing new
product lines
Acquiring a new
division
Management Control
Operational Control
Deciding on non-
routine capital
expenditures
Formulating Budgets
Planning staff
levels
Formulating personnel
practices
Working capital
planning
Formulating adver-
tising programs
Controlling hiring
Implementing policies
Controlling credit
Controlling placement
of advertisements
Deciding on
research projects
Choosing product
improvements
Deciding on plant
rearrangement
Scheduling
production
Deciding on routine
capital expenditures
Formulating decision
rules for operat-
ional control
Controlling inventory
Measuring, appraising,
and improving man-
agement performance
Measuring, appraising,
and improving work-
er's efficiency
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 Approved For Release 2008/06/03: CIA-RDP73T00325R000100020046-1
PLANNING AND CONTROL PROCESSES IN ORGANIZATIONS
Internally Oriented Processes I
N
F
Strategic Planning
R
Management M
Control
T
Operational I
Control
0
N
Externally Oriented Process
H
A
Financial Accounting N
D
I
N
G
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 Approved For Release 2008/06/03: CIA-RDP73T00325R000100020046-1
SOME DISTINCTIONS BETWEEN STRATEGIC PLANNING
Characteristic
Strategic Planning
Management Control
Focus of plans
On one aspect at a time
On whole organiza-
tion
Complexities
Many variables
Less complex
Degree of structure
Unstructed and
Rhythmic; prescribed
irregular; each
procedures
problem different
Nature of
Tailor made for the
Integrated; mofe
information
problem; more exter-
internal and his-
nal and predictive;
torical; more ac-
less accurate
curate
Communication of
Relatively simple
Relatively difficult
information
Purpose of estimates
Show expected results
Lead to desired
results
Persons primarily
Staff and top
Line and top
involved
management
management
Number of persons
Small
Large
involved
Mental activity
Creative; analytical
Administrative;
persuasive
Source discipline
Social psychology
Planning and control
Planning dominant,
Emphasis on both
but some control
planning and control
Tends to be long
Policies and precedents
Action within pol-
icies and precedents
Appraisal of the
Extremely difficult
Much:less difficult
job done
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 Approved For Release 2008/06/03: CIA-RDP73T00325R000100020046-1
SOME DISTINCTIONS BETWEEN MANAGEMENT CONTROL
Focus of activity
Judgment
Nature of structure
Persons primarily
involved
Mental Activity
Source discipline
Time horizon
Type of costs
Management Control
Whole operation
Relatively much;
Subjective decisions
Psychological
Integrated; financial
data throughout; ap-
proximately acceptable;
future and historical
Management
Administrative;
persuasive
Social physchology
Weeks, months, years
Managed
Operational Control
Single task or
,;transaction
Relatively little;
reliance on rules
Tailormade to the
operation; often non-
financial; precise;
often in real time
Follow directions
(or none)
Approved For Release 2008/06/03: CIA-RDP73T00325R000100020046-1