SUPPORT BULLETIN FOR INFORMATION OF HEADQUARTERS AND FIELD PERSONNEL

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-04724A000200030002-9
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 16
• Document Creation Date: December 12, 2016
• Document Release Date: September 28, 2001
• Sequence Number: 2
• Publication Date: October 1, 1958
• Content Type: BULL

Approved for Release 2001/11/01 CIA-RDP78- 000"M000?
i,
CONFIDENTIAL
NOFORN
September-October 1958
I N% I DV LMLMC 1 11
FOR INFORMATION OF HEADQUARTERS
AND FIELD PERSONNEL
CONFIDENTIAL
NOFORN
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FIDEWIAL
i>ii:i4 TDR
,r:s rogeourr executive recently asreed his secretary to give him a mern.o of her
n? on how he cold be a better manager. She brooded and scurried for a
e e,%:, as =.d r r s rs what he round on his desk. .It the shoe fits
- a nkly, I wasn't quite sure how to go about this job. No one has ever asked
one to on anything quite like this before, and I. doubt that marry secretaries
itiatve been handed this particular assignment, though heaven knows they. get
lbe+.l to do almost everything else l
yr,ay, I did decide that I wanted to come up with something useful instead
usual gripe session about starting dictation after 4:30, giving unclear
ions, marking up letters in ink and then sending them out, and. that
r, at stuff. Arici saying "good i a:norn.ing," remembering birthdays, and what
r,erc.? So :i ta'.ked around the office with some of the other girls a little hit, trying
rnrn,f up some generalizations which would apply not just to you and your
slit;,, but to a good cross section of executives.
-ricn secretary t spoke to had something different to say, because naturally
o:tiice situation is shaped by the personalities Involved.. Some .girls could
noth nr--miybe they had a high sense of loyalty or were honestly con-
k, or ;just had no critical ability. Others were practically impossible to turn
ce they had started, and I found that though many of their coxnnients were
,~>.arthwiaile., it very easily disintegrated into a petty kind of sniping session. Maybe
rrrrs.e oe tinis iiavor still remains in my findings, but perhaps that is inevitable.
?i',:i begin with, r good many mean seem to :have missed the idea that you had
Bien you asked me to do this job--that they can improve their performance if
I.. ::y real: y think through how their secretaries can help them. This is realty
:ainri-)rising considering that a man's closest office associate is usually his
,it, dais point that your conscious attention to my Job should be ari
for your colleagues to follow.
u?a,yond that., most of the girls agreed on one thing: It is virtually ienno ;sible
J,.i do a top-notch job unless you are kept informed of what the boss is doincr
cs est what his duties are. Though this "member of the team" stuff' has
wonKed to death, a knowledge of the problems the boss is tackling helm;
.y to stimulate the secretary's interest. 'if she just sees fracmwurnts and
rncrs, it can be highly frustrating and confusing. You remember the famous
;ory about the elephant: Six blind Hindus, according to the story, tried to
a i.wac an elephant. Each took hold of a different part of the animal---Basle
car, trunk, side, leg, tail, Each then described the elephant in a different way--.
-
a e ueaar, fan, snake, wall, tree, rope.
,.r to the executive's benefit for his secretary to be aware of the We' picture
. ilnen entrust her with increasing responsibility with the assurance that
irn.ows what it is all about. Furthermore.. a girl who instinctively knows
At anro.jects are irportant, so thy can be disnatched with speed and int.elli-
co , can be of rea:_ help. Finally, anyone who works as closely as does a sr r.re,-
L 4 :lilts. Lo feel that she is important enough to know what's in the wind.
f' same cases, a secretary has had a formal training period to nrepare her
L-11, ;job. in offi ;es where this is not, so, discussions and. exnlanatlons from
l s s ; to secrel ary are helpful. Back round reading is often useful if it is not so
ert-~l elming;ly voluminous that it discourages rather than instructs. But each
rcutive should decide how best to train his own .iecretarv-the important: point is
he does it, but that he does it. The time it takes will pay great dividends.
9.t w then Lhere'a responsibility, Some executives :jealously guard their areas
u ,uai'shority, failing to realize that the more they can satisfactorily delegate? to
p a,ror secretary, the more interest she will take in her job, and the more time and
~ t',uoIn ned inside hpek c",worn
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PRINTING SERVICES TIPS
SOLVING APECO COPYING PROBLEM
CAUSED BY DRY PAPER
Word has been received that in some Organ-
ization components, especially overseas instal-
lations, difficulty has been experienced in
obtaining copies from Apeco and similar office
copying machines because the paper dries out
before. use. Extreme heat and dryness ad-
versely affect the performance of any paper
containing a photographic emulsion. Dry-
ness also causes the paper to curl, making it
awkward to handle.
This problem can be reduced by meticu-
lously adhering to instructions for stocking
these papers. It is wise to store unopened
packages in a cool place (refrigerated, if pos-
sible). When a package has been opened,
keep the unused portion securely wrapped in
its plastic container. If a paper safe is used,
keep only a small quantity (one or two days'
supply) of paper in it. Paper safes are avail-
able at headquarters from the Office of Logis-
tics. Nomenclature for the letter-size paper
safe is Cabinet, Photographic Storage, Print,
Stock No. 6760-H03-0474; for legal-size safe,
order Cabinet, Photographic Storage, Print,
S/E Ejecto-O-Photo paper safe, Stock No.
6760-H03-0475. With a bit of ingenuity the
safe may be made to serve as a humidity
chamber. A sponge or tray of water inserted
in the safe would tend to keep the paper
plates from drying out.
In one instance where the above suggestions
could not be followed or were not adequate to
prevent dryness, a simple paper safe was con-
structed encompassing a humidity chamber.
This was a light, tight box containing a shelf
to hold the paper and an area beneath the
shelf in which a tray of water was placed. A
sliding door permitted the paper to be stored
and removed as necessary, and also made it
possible to insert and remove the water tray
as required.
PRINTING GUIDE LINE-SAVE MONEY BY
USING THE WHOLE PAGE
Frequently reports, pamphlets, manuals,
handbooks, in fact nearly every type of pub-
lication, contain pages not completely used
in the printing. This uneconomical use of
"white space" adds to the size of the publica-
tion and, as a result, increases printing costs.
Persons responsible for copy preparation
should keep the following important points
constantly in mind:
1. Whenever possible, print on both sides
of the sheet of paper; and
2. Save space on each sheet.
It is recognized that variety and technical
aspects of different publications do not make
it practical to establish format standards
which would be uniformly applicable to all
Organization publications. Nevertheless, the
following is presented as a guide to using the
printed page and thereby saving the Organiza-
tion printing dollars.
If you are using an 8" x 101/2" sheet of
paper, leave two lines of blank space at the
top of the page and then type the classi-
fication. Type the control phrase, if
needed, and leave three lines of blank space.
Commence typing the text of the report,
using 6-inch-long lines. The lines should
begin about 1 inch from the left side of the
paper. Thus, with a 6-inch line, the right-
hand margin should be about 1 inch also.
It is not always possible to maintain this
precise right-hand margin but every effort
should be made to keep it as exact as pos-
sible. The text should use 52 lines or 85/a
inches of the page. Two lines of blank
space should be left and then the classifica-
tion should be typed. Page numbers should
be typed on the same line as the classifica-
tion. This will leave two spaces to the bot-
tom of the page. If a control phrase is
necessary, it should be typed directly be-
neath the classification. Since it is recom-
mended that publications, when possible,
be printed on both sides of the paper, odd
page numbers should appear on the lower
right and even page numbers on the lower
left.
If Organization reports adhered to this for-
mat, they would be shorter and considerable
savings in printing costs would be realized.
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CONFIDENTIAL
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SELECTIJON-OUT PROGRAM
Early this year, the Director approved a
program; for the identification and selection-
out of the Organization of individuals whose
effectiveness is substandard, that is,. persons
who cannot Meet Organization standards of
work a ciency or conduct. He pointed out
that the rapid rate of employment dictated by
the requirements of the Korean period re-
sulted i the appointment of some persons
who have not ben able to make a reasonable
contribu;ion in behalf of the Organization's
objectives. At the same time, the Director
emphasi ed the responsibilities imposed upon
the Organization for undertaking this pro-
gram wi h pain taking objectivity.
The prpcedur s outlined below for carrying
out this brogra aim to assure judicious and
careful delibera ion in all cases.
1. Tile Heads of Career Services and the
Deputy Directors identify those individuals
who are failing to meet Organization stand-
ards and refer recommendations for selec-
tion-out to the Director of Personnel.
2. An individual who is proposed for selec-
tion-out is informed of this fact by the ap-
propriate De uty Director or the Head of
his Career Service and advised of the
reasons.
3. The Director of Personnel reviews each
selection-out proposal. In doing so, he
holds hearing's to develop the facts and
advises the individual of appeal provisions.
4. Fdllowin his review, the Director of
Personnel (1) recommends to the Director
that the empi oyee be terminated, or (2)
accepts; the individual's resignation and, in
meritorious cases, may provide assistance
in obtaining other employment, or (3)
recommends or effects alternative actions
such as reassignment with or without
reduction in grade.
Cases f0rmal13 proposed to the Director of
Personnel: for selection-out have been resolved
by termination, esignation, reassignment, or
voluntary retirement when individuals were
eligible. Up to mid-October, 56 cases have
been resolved.
SUGGESTION AWARDS PROGRAM
GOOD IDEAS ARE BIG BUSINESS
Since the present law went into effect in
November 1954, employees of the Government
have submitted one million suggestions of
which over one-quarter million have been
adopted.
In this 43-month period, $430 million in
measurable benefits have been realized, and
$27 million have been paid out in cash awards.
Obviously good ideas are big business.
Our own record shows a tremendous gain
over previous years. During fiscal year 1958
$17,855 were paid to 84 Organization em-
ployees. This sum of money represents tan-
gible savings of $187,930 plus other intangible
benefits. The net dollar benefits from sugges-
tions in the first year of their adoption were
more than triple those of the previous year.
Also, the award payments (in dollars) were
more than three times the amounts paid in
fiscal year 1957. Each of the 84 employees,
plus 16 employees who did not receive mone-
tary awards, received Letters of Appreciation,
copies of which were put into their Official
Personnel Folders.
The adoption rate, also an improvement
over fiscal year 1957, is due to the higher cali-
ber of suggestions submitted. The significant
award-winning ideas of this past year have
attacked substantive and operational problem
areas.
Your committee adopted as its theme for
this fiscal year: "Supervisory Interest and En-
couragement." To achieve this, the message
is being carried to as many staff meetings as
possible. The committee has also instituted
a new procedure for rewarding the supervisor
whose unit submits the most worthwhile sug-
gestions. He receives a personal commenda-
tion signed by his Deputy Director, and a copy
is put in his Official Personnel Folder.
The committee urges you to remember that
your supervisor can help you develop your
idea. Think it through. Talk it over. SEND
IT IN through your supervisor; he can help
make your idea bigger and better.
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As a final word, we quote the President of
the United States who, in a recent discussion
of the Incentive Awards Program, said:
"Never has there been a more vital need for
new ideas and superior performance in all
fields of endeavor."
THIRD COMPTROLLER'S CONFERENCE
On 9 and 10 October 1958, the Comptroller
sponsored a training conference for about
fifty senior officers and supervisors of the SF
Career Service to discuss career policies and
technical issues. As at the two prior confer-
ences, the use of a site away from headquarters
routine and interruptions gave greater free-
dom for full discussion of complex issues, and
provided an opportunity for SF personnel to
become better acquainted under informal con-
ditions. One purpose of the conference was
to improve liaison between SF employees in
the Office of the Comptroller and those as-
signed to other offices.
There was discussion of SF Career Service
plans and policies, including such key person-
nel issues as training, hiring, rotation, promo-
tion, career planning, the flexible table of
organization, fitness reports, supervisory and
managerial practices, and job descriptions.
Also discussed were problems of overtime, the
use of Electronic Data Processing Machines,
budgetary cuts, grade structures, the vital
documents program, vouchered and confiden-
tial funds procedures, and regulatory issu-
ances.
Key issues at a later session were the Presi-
dential budget policy; plans to handle fund-
ing reductions; the consolidation of budget
submissions; simplified procedures; approval
systems; and the technical treatment of object
classes of expenditure, unliquidated obliga-
tions, man-year statistics, advances of funds,
and reimbursements.
On the second day, procedural accounting
questions were raised, including the definition
of allotment obligations, the unliquidated ob-
ligations, and the no-year appropriation issue.
Among the topics explained were the fol-
lowing:
1. The Procedure for Issuance of Property
Declared Excess without Property Authori-
zation Charge,
2. The Procedure for Property Account-
ability at Type II Accountable Installations,
3. The proposal to issue a Headquarters
Handbook on Adjustment of Allotment
Charges for Detailed Personnel,
4. The status of the revision of the Or-
ganization regulator issuances on Comp-
troller operations
5. The revision of the Travel Issuances
and
The survey of Functions Performed by
Budget and Fiscal Officers to establish
Statement of Functions.
An explanation was given of the Financial
Management Improvement Instructions and
how they fit into the Organization program
under recent legislation. The coordination
of this Comptroller effort with Organization
management and the rest of the Support
structure will be discussed at the forthcoming
conference of Administrative Officers. There
was also a brief progress report on the allot-
ment simplification system, the education pro-
gram for cost consciousness, and the current
cost experiments. In May 1959 the Comp-
troller will sponsor another two-day Cost Con-
ference to prepare for the new required cost-
based budget and related issues.
INSURANCE REPORT
Benefits totalling $208 million already have
been paid out under the Federal Employees'
Group Life Insurance Program, which went
into effect in 1954, Civil Service Commission
reports.
A total of 43,046 claims have been paid, in-
cluding 13,948 for $68,224,910 during the 12-
month period ending last July 1.
The program is the world's largest of its
type, with $11 billion of insurance currently
in force. It lets U. S. workers purchase life
insurance in amounts equal to the next $1000
above their annual salaries-with Govern-
ment paying a third of the cost.
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CONFIDENTIAL
CIVILIAN STANDBY RESERVE
The O~ganiz tion is currently engaged in
developir}g a directory of a limited number of
former selected employees as a part of the
emergen~y man ower program of the Organi-
zation. This di ectory, known as the Civilian
Standby Reserve, is in addition to the Organi-
zation unit of t e National Defense Executive
Reserve and ou Civilian Specialist Reserve.
Under present concepts the Civilian Stand-
by Reserve will be composed of former em-
ployees whom the Organization may wish to
contact in the event of a national emergency.
No formal actin will be taken to appoint
these individuals in advance of a national
emergency. In this, it differs from the Na-
tional Defense Executive Reserve and the
Civilian Specialist Reserve, described in the
September-October 1957 issue of the Support
Bulletin.: The Director of Personnel will con-
tact the persons selected for the Civilian
Standby ;Reserve on an occasional basis to
determine current addresses, employment,
and availability. It is not contemplated that
there will be any training given individuals
selected 4 or will any travel, per diem, or pay-
ments tol these individuals be involved. Of
course, n ember of the Standby Reserve may
move into the Civilian Specialist Reserve at
some future tim or they could be reemployed
at any time if their particular skills are re-
quired by the Organization.
Senior oflicia s at headquarters have re-
viewed lists of former employees and have
nominated those individuals whom they
recommend as potential candidates for our
Standby Reserve. After the necessary in-
ternal clearance on these individuals are ob-
tained theey will be contacted by the Director
of Personnel to determine if they are inter-
ested in being i cluded in the directory of the
Organization Ci ilian Standby Reserve.
AUTOMO ILE LICENSE PLATES
Persons retur ing from overseas with an
automobile bearing foreign license plates or
U. S. Forces plats issued in a foreign country
should replace them with appropriate local
plates as soon as possible after their arrival in
the Unitd1d States. Foreign plates or U. S.
Forces plates issued in a foreign country are
normally only vilid to the point of destina-
tion in the United States.
Supervisors in the field are urged to call
attention of their personnel to the need for
obtaining local plates for their cars immedi-
ately upon arrival in the United States. Per-
sonnel at headquarters should be advised that
cars bearing foreign license plates should
never be parked in the Organization parking
areas.
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LANGUAGE TAPES AVAILABLE FOR TEST-
ING BASIC AURAL COMPREHENSION
At the request of an Operating Division, the
Assessment and Evaluation Staff of the Office
of Training has recently developed a test to
determine an individual's ability to compre-
hend simple verbal instructions in a given
language. Results have indicated that the
test will be a useful device for the selection
of individuals whose language comprehension
is sufficiently good to permit them to receive
training. This test does not measure reading
or writing skills, but is designed for use in
specific situations involving ability to compre-
hend spoken languages. It has no relation-
ship to the Organization's language aptitude
and proficiency tests which are administered
at headquarters for staff employees, and it
should not be confused with those tests.
The test is given by means of a tape record-
ing. It takes about 30 minutes to complete
and score, and does not require the adminis-
trator to know the language in question. The
test consists of a booklet containing 75 sets of
pictures, four pictures to a set. The subject
must identify the picture in each set referred
to by the voice speaking on the tape. The
same test booklets are used for a variety of
languages as the pictures are of activities gen-
erally applicable to many cultural areas.
Tests are now available in English, German,
Russian, Latvian, Estonian, and Ukrainian.
A&E can make tapes available in a variety of
languages. Requests for these tests should
state the language needed and the tape speed
wanted. The only requirements on the user
are that, where possible, the individual who is
to administer the tests be briefed by a mem-
ber of the A&E Staff, and that the results of
the tests be sent to A&E so that research in
this field can continue.
OUT-PLACEMENT PROGRAM
The Out-Placement Program was estab-
lished last February to provide guidance and
assistance to Organization employees who
have either become surplus to our program
needs or who for personal reasons feel that
a long tenure with the Organization would not
be beneficial to either themselves or the
Organization. The primary administrative
objective behind the Out-Placement Program
is to assist well-deserving employees to make
an orderly transition from our service to other
fields of employment.
Types of services furnished by the Out-
Placement Branch are : (1) external employ-
ment guidance in terms of current job oppor-
tunities in Federal, state, and local govern-
mental units; international organizations;
universities; and private industry; (2) assist-
ance in developing job resumes and appropri-
ate employment data consistent with Organi-
zation employment status; (3) arranging for
internal security and cover clearances, as
required; and (4) arranging for specific exter-
nal employment referrals and interviews.
Although the current labor market is, and
has been, fairly tight, a number of successful
out-placements have been made by this activ-
ity, largely through the efforts of the Out-
Placement Branch in diagnosing transferrable
skills of Organization employees and matching
them with jobs in the same or related fields.
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MAN GEMENT TOOLS
CUTTING CORRESPONDENCE COSTS
The witten word is expensive. Drafted or
dictated corres ondence costs from $1.50 to
$2.00 per page. A glance at your files (and
some simple multiplication) will confirm that
this cost is a major one to the Organization.
But yd~u can cut correspondence costs by
careful p annin to:
Avoid retyp ng and rewriting.
Write to ex1rress, not impress.
PrevOnt the creation of nonessential
copies.
Use less expensive substitutes for costlier
dictated or drafted correspondence.
AVOI RETYPING AND REWRITING
Follow Organization format standards and
correspondence handling procedures. They
were adopted of er study of many tested sys-
tems and consideration of Organizationwide
preferences and: eeds. They were established
to provide the uniformity essential to efficient
correspondence operations. Individual pref-
erences for special formats and procedures
lead to confusion over "what is standard" and
contribute greatly to the amount of retyping
required.
Limit r?etypin and rewriting to instances
in which you ca truthfully say "yes" to one
of these questions:
1. Will the pr sent version fail to bring the
required results?
2. Will the paper create a deservedly bad
impression of your Office or of the Or-
ganization?
3. Is th,e natu e of the correspondence such
that t mus be reworked until absolutely
no further improvement appears pos-
sible?
4. Woujd you, from the viewpoint of a tax-
payer, say that the paper should be
reworked?
The fact that much retyping and rewriting
could well be eliminated does not imply that
our standards should be lowered. It does
suggest, however, that a piece of correspond-
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ence should be judged for adequacy on the
basis of common sense rather than on triv-
ialities, or personal preferences. There is a
point where further improvements fail to
justify spending more time in rewriting or
retyping.
WRITE TO EXPRESS, NOT IMPRESS
Apply the "Four S Formula" to your writ-
ing: Shortness, Simplicity, Sincerity, and
Strength. Concise, clear writing has a far-
reaching effect. Less time is needed to pre-
pare, read, and understand it. Misinterpre-
tations are avoided; good relations are main-
tained. We can't all be literary masters. We
can strive, however, to rid our writing of the
more common barriers to effective communi-
cation. Here is a partial check list to guide
you. Each "no" answer indicates a potential
area for improvement.
1. Are most of your letters or memoran-
dums less than a page long?
2. Is your average sentence less than 22
words?
3. Do you keep paragraphs short-less
than 10 lines?
4. Do you know some good techniques for
beginning your correspondence natu-
rally and conversationally?
5. Do you paraphrase items that do not
call for a verbatim quotation?
6. Do you use personal pronouns freely,
particularly "you"?
7. Do you know when the six little verb
thieves, make, take, give, hold, have, and
be rob your writing of its strength, as
in made the decision rather than
decided?
8. Do you prefer active verbs (the official
read the letter) to passive ones (the
letter was read by, the official)?
9. Do you overwork prepositional phrases
such as for the purpose of (for), with
reference to (about, concerning), and
many others?
10. Do you answer a question before ex-
plaining the answer?
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PREVENT NONESSENTIAL COPIES
Copies are costly. They add to the volume
of records the Organization must handle,
store, and dispose of. They slow down typing
operations. Often typing and proofreading
time is doubled when that "one extra copy"
makes two typings necessary. Put a price
tag on each copy. Route a single copy to
several offices if time and circumstances per-
mit. State your copy needs specifically.
Limit courtesy copies to essentials. Count
your copies; make your copies count.
USE SUBSTITUTES
Is typed correspondence always necessary?
If not, dash off a note by hand on an office
memorandum form or on a transmittal slip.
Does every reply, concurrence, or approval
call for a separate piece of correspondence?
UNNECESSARY
DICTATING
UNNECESSARY
REVIEWING
Wki
Form letters (and memorandums) are ap-
propriate if the message:
1. Is recurring routine business or infor-
mation.
2. Is not personal or will not bring grief or
disappointment to the reader.
3. Has 5, 10, 15, or 20 lines and is used more
than 30, 20, 15, or 10 times per month,
respectively.
Pattern letters (composed of selected pat-
tern or sample paragraphs) are appropriate
in lieu of form correspondence when the
appearance of an individually typed letter or
memorandum is called for.
Provide for these initially when setting up the
format of your paper.
How about transmittal correspondence? Is
it always necessary? Perhaps a handwritten
routing sheet or transmittal slip will do. Or
better still, consider revising the format of
the material to provide spaces for "To,"
"From," and "Signature" and eliminate the
transmittal correspondence entirely.
Does every instruction or decision have to
be in writing? Consider handling more of
your routine business by phone or personal
contact if appropriate.
Does every letter or memorandum have to
be drafted or dictated? Consider using form
letters (or memorandums) and pattern cor-
respondence whenever possible. They elimi-
nate :
UNNECESSARY
TYPING
UNNECESSARY
FILING
When to use form and pattern correspond-
ence as well as other cost-cutting techniques
can be determined simply and inexpensively
from an analysis of sample correspondence.
Two sources are generally available-reading
files, or extra copies collected during a sam-
pling period. Also, at headquarters your
Records Officer or a member of the Records
Management Staff is available to help you.
From such a survey and the tips in this article
you can achieve astonishing results in:
Better correspondence prepared by speedier,
simpler, and more economical means.
Less correspondence to manage, store, and
dispose.
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Electri' type
by a perforated
save a substanti
reading hours, e
textual rnateria
the revision of
text is typed.
Briefly, these
form of holes in
typed. The per
can then be inserted in the same typewriter
and it automatically operates the typewriter
to produce, at 120 words a minute, an exact
duplicate; of the original.
During; the automatic typing operation the
machine ;may be stopped to type manually
changes or addi ional data. Information in-
cluded in! the original text but not wanted in
subsequet rety ing may be deleted.
The operational steps in the preparation of
a report subject to editing by several different
individuals, before the final text is agreed
upon, might be ass follows:
1. Sirnultan ously as the first draft of a
report is typed, the typed data is captured
in a tape.
2. The type draft is proofread. Any re-
sultantchangs are made in both the draft
and its ;tape.
3. The draft is distributed for concur-
rence. The tape is retained by the typist.
4. When edilIted copy of the first draft is
returned, the changes found in all edited
drafts are manually transferred to the
original copy.
5. The corr cted original is given to the
typist Who inserts the tape, produced from
typing the first draft, in the reading unit
of the machine. The machine then starts
automatically to type the first draft. As
additions, deletions, and other changes
occur in the dited draft, the typist stops
the automatic typing and manually types
the changed aterial. As the automatic
and manual t ping is performed the ma-
chine captures both the automatically and
manually typed data in a tape; thus, an
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updated tape for the second draft is pro-
duced at the rate of 120 words per minute.
6. Upon completion of the above opera-
tion, the manually typed data is proofread.
(The automatically typed data does not
require proofreading.)
7. The second draft is then distributed
for concurrence. Its tape is retained by the
typist and the old tape is destroyed.
8. All of the above steps are repeated for
each successive draft. When the final draft
is received, its tape is inserted in the read-
ing unit of the machine and the finished
report is automatically typed and does not
required proofreading (except for the in-
consequential number of changes that may
have been made in the final draft).
It is important to note that with each addi-
tional draft made the amount of manual typ-
ing and proofreading decreases while the
amount of automatic typing increases. As a
result, final reports are produced at a high
rate of speed without error.
OMATIC TYPING
riters automatically operated
paper tape are being used to
I number of typing and proof-
pecially in the preparation of
s which require editing and
typewriters capture, in the
a paper tape, the data being
forated tape thus produced
RETIREMENT BILL SIGNED BY PRESIDENT
President Eisenhower has signed a new
retirement bill which will benefit several
thousand widows and widowers of deceased
Federal employees.
It will let them pay back into the Civil Serv-
ice Retirement Fund all or part of any con-
tributions the deceased spouse may have with-
drawn from the Civil Service Retirement Fund.
In this way, they can build up their survivor-
ship annuities to the level they would have
attained had there been no withdrawals from
the Fund.
Federal employees who leave the service are
permitted to withdraw their contributions. If
they return, they ordinarily attempt to repay.
The new retirement bill was signed the day
before the President signed the independent
offices appropriation with its rider prohibiting
retirement increases unless Congress first
votes the necessary funds. That means the
new retirement bill will not be affected by the
rider.
CONFIDENTIAL
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EMPLOYEE SERVICES
TEMPORARY CLOSING OF CASHIER'S OFFICE
BENEFITS AND CASUALTY DIVISION
OFFICE OF PERSONNEL
The Cashier's Office of the Benefits and
Casualty Division, Office of Personnel, will be
closed on 21, 22, and 23 January 1959, so that
a reconciliation of payments on all accounts
may be accomplished.
No payments or insurance premiums will
be accepted during this period at the Cashier's
Office.
GEHA members are requested to make
arrangements, where possible, to conduct any
business with the claims section of the In-
surance Branch, on days other than those
mentioned above, since the services of most
of the branch personnel will be needed in the
reconciliation. All emergency cases will, of
course, be handled promptly.
A COST PRIMER
Since the approval of Public Law 863 direct-
ing changes in the Government accounting
and budgeting systems, a group of terms has
come into use which seems foreign to those of
us raised on terms such as allotments, obliga-
tions, and expenditures. The so-called new
terms are basic to the cost side of accounting
and budgeting and must become a part of our
everyday operating language. In order that
talks, discussions, articles, and regulations
may be more meaningful to all of us, the
fundamental cost terms are defined or
described here.
COST is the use or consuming phase of oper-
ations. The dollar value of all items such as
our salary and operational gifts and equip-
ment that are used or consumed in doing our
daily job are a cost of that job; the costs that
all of us incur become a part of the cost of our
organizational unit, of an activity, of a major
program. A cost is incurred when employees
have worked, a contract is completed, printing
received, supplies and equipment issued to the
person using them in his job. Thus cost is
the final phase of the cycle of ordering, receiv-
ing, and using goods and services.
COST-BASED BUDGETS are plans for oper-
ations stated in terms of the use of goods and
services as opposed to the ordering of such
goods and services, which is our current obli-
gation method of budgeting.
COST ACCOUNTING is that method which
provides for the recording of all the elements
of cost incurred to accomplish a purpose, to
carry on an activity or operation, or to com-
plete a unit of work or a specific job.
COST CENTER is a unit (organizational,
project, activity) selected for the purpose of
accumulating costs that can be identified with
a single management responsibility. The
record in which the cost data is accumulated
is technically called a cost account. In dis-
cussion and writing these terms will be used
interchangeably.
COST CLASSIFICATION is the grouping of
data in such a manner that it will be most
useful to management in discharging its
responsibilities. The more common classi-
fications are:
DIRECT COSTS-those which may be
identified specifically with a given organiza-
tion, project, or activity such as operational
equipment used by a project.
INDIRECT COSTS-those incurred for
joint organizations, projects, or activities
such as station support. These costs are
also called OVERHEAD COSTS.
CONTROLLABLE COSTS-those in-
curred as a result of orders by the manage-
ment of an organization, project, or activity
such as salaries, travel, transportation,
equipment.
NONCONTROLLABLE COSTS-those in-
curred in rendering a service to an organiza-
tion, project, or activity and not resulting
from the direct order of the management of
the organization, project, or activity such as
Organization-owned transportation services.
STANDARD COST is a predetermined esti-
mate of the amount that reasonably should be
incurred under specified conditions by an
organization, project, or activity. It has its
greatest value as an aid to management in
evaluating the actual cost of operations.
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CONFIDENTIAL
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COST CONSCIOUSNESS is an awareness on
the part of man %gement throughout all levels
of the Organiza{tion of performance and the
cost of doing business. This awareness is
attentions to two major aspects of cost:
1. The comparison of the actual direct
and controllable costs of the operations for
which the particular level of management
is responsible with what those operations
reason .bly sh uld cost; and
2. The cost effect of demands on others
to furnish ser ices to the operations.
The foregoing list of definitions is far from
complete but does provide an introduction to
cost terminology. In the months and years
to Come *e will hear more about costs and
our list of terms will grow.
This cl-'ange in budgeting and accounting
with emp asis on cost is not designed to create
more problems of understanding but to pro-
vide information that enables management to
make decisions ;n a more accurate and con-
sistent basis.
ACQUISITION AND DISPOSAL OF
MOTOR VEHICLES AND PERSONAL
PROPERTY 1ND THE CONVERSION
OF LOCAL CURRENCY
The Operation Coordinating Board (OCB)
has recently conducted a review of U. S. Gov-
ernment admini trative policies and practices
having a bearing on foreign attitudes toward
U.S. personnel a overseas posts. As a result
of this review, t e Board has prepared a set
of Guides,; for use in developing regulations,
pertaining to the importation and disposal of
personal propert , the acquisition and conver-
sion of local cur ency, and the importation,
operation,; and isposal of motor vehicles.
Copies of these Guides are being transmitted
to all Chiefs of D plomatic Missions and Com-
manders of U. S Unified Commands with a
joint message fro State, Defense, USIA, and
ICA requesting t at the Guides be used as a
basis for the adoption of uniform administra-
tive policies and practices on these subjects.
The contents of these Guides are quoted below
for your information and guidance. Head-
quarters is currently reviewing regulations
with a view to making appropriate amend-
ments thereto in general conformance with
the policies and practices set forth in these
Guides.
"1. The Guides set forth in this paper com-
plete the action with regard to Recommenda-
tions 17 and 18 of the OCB Report on U.S.
Employees Overseas. In commenting on this
Report, the President, on April 24, 1958, said:
'The importance of building up good personal
relations between foreign nationals and Amer-
icans who live and work overseas cannot be
over-estimated.'
The Report itself noted that the attitude of
foreign nationals toward the presence of
Americans depends primarily on the extent to
which individual Americans demonstrate com-
mon courtesy and good manners and exhibit a
sense of responsibility in the discreet use of
their personal property, particularly their
automobiles. Having noted further that all
of the administrative practices bearing on for-
eign attitudes need across-the-board and con-
tinuing emphasis at all levels both in agency
headquarters and in American missions and
commands abroad, the Report concluded:
'The over-riding need is to instill in all Amer-
icans serving their government abroad an
understanding of the fact that they are essen-
tially guests of the host country and, as guests,
are obligated to display normal good manners,
to follow a reasonable standard of moral con-
duct, and to avoid acting superior to their hosts.'
"2. Pursuant to the above, the Operations
Coordinating Board has examined steps which
might appropriately be taken to correct cer-
tain abuses concerning the importation and
sale of personal property and transactions in
local currencies. The Board has also exam-
ined steps which might appropriately be taken
to eliminate or minimize the adverse impact
upon the prestige of the United States of
vehicles operated by U.S. personnel overseas.
"3. As a result of these studies, the Board
has concurred in the set of guides and rules
set forth below for use in developing regula-
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e im~ CONFIDENTIAL
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tions which will apply to the importation and
disposal of personal property, to the acquisi-
tion and conversion of local currency and to
the importation, operation and disposal of
motor vehicles, both official and those pri-
vately owned by U.S. Government employees
overseas.
"4. Each Ambassador will be responsible for
the development of regulations embodying
these guides which will apply to all U.S. per-
sonnel and their dependents assigned or
attached to diplomatic and consular offices in
the country to which he is accredited.
"5. Each Commander of U.S. Unified Com-
mands will be responsible for the development
of regulations which will apply to all U.S.
personnel constituting his command and their
dependents, but will exclude those U.S. De-
partment of Defense military and civilian
personnel assigned to diplomatic and con-
sular offices.
"6. While the Guides in themselves will
result in a substantial degree of common prac-
tice, Ambassadors and Commanders of Unified
Commands should collaborate within the
framework of existing relationships to avoid
unnecessary differences in the treatment of
the various categories of U.S. personnel and
their dependents.
"A. General Guides Pertaining to Personal
Property, Motor Vehicles and Foreign
Currencies
"7. Regulations and procedures devised for
application at the country level shall be con-
sistent with regulations, customs and prac-
tices of the host country.
"8. However, personnel shall not engage in
any practices in the transaction of personal
business abroad which may bring discredit on
themselves or the U.S. Government.
"B. Guides Pertaining to Personal Property
"9. Personal property shall be imported for
the employee's use while at the post or station
and not for sale.
"10. Advance approval of the designated
control officer, officers, or committee (herein-
after referred to as the "designated control
authority") shall be obtained for:
"a. Importation of items of high resale
value after first installation shipment;
"b. Sale or other disposal of personal
property to other than U.S. Government
personnel in extraordinary situations such
as the transfer of the officer or employee
from his place of assignment and then on
condition that applicable local duties, taxes,
or levies will be paid in compliance with
local laws and regulations.
"11. Sale of personal property usable world-
wide such as photographic equipment, wrist
watches, silverware, or fire arms, shall be re-
stricted. This list will vary from country to
country and it is assumed that a common-
sense rule will prevail.
"12. Control shall be exercised over initial
purchase and resale of items acquired through
U.S. Government-operated commissaries and
post exchanges. Resale of consumables to
locals by Americans or by local employees of
the U.S. Government when they have com-
missary and post exchange privileges shall be
prohibited.
"13. Control shall be exercised over impor-
tation of highly salable commodities through
U.S. Government channels of entry such as
diplomatic pouch, APO and FPO parcel post,
attache and special mission planes.
"14. Undignified sales practices, such as
auctions, `fire sale' type advertising, or use of
employee's title or connection with U.S. Gov-
ernment, shall be prohibited.
"C. Guides Pertaining to Motor Vehicles
"15. Vehicles should be appropriately in-
conspicuous and unostentatious.
"16. Uniform and mandatory motor vehicle
inspection programs will be established to
ensure highest standards of mechanical safety.
"17. Driving permits and license plates will
be issued only upon the successful completion
of stringent driver-testing programs.
"18. Appropriate restrictions on operation
of vehicles by minors will be imposed.
"19. Special markings on U.S. privately-
owned vehicles will be curtailed.
"20. Adequate liability insurance coverage
with a reliable firm will be a prerequisite to
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the licensing of
reliability of a ft
by its r eputatic
claims or its wi.
settlement of in
"21. Where practicable, U.S. official vehicles
will be inconspicuously painted and identified.
"22. Consider tion will be given to the sus-
pension or with rawal of driving permits of
U.S. operators f r reckless or drunken driving
or negligence which causes death, bodily in-
jury or siibstant al property damage.
"23. Where a propriate, rationing or denial
of tax-free gasoli a will be initiated judiciously
to limit operation of U.S. vehicles to conform
to local situations.
"24. Cdordina ed programs will be estab-
lished to effect rompt settlement of claims
arising from accidents involving U.S. vehicles,
both under the provisions of United States
claims legislation and those of vehicle insur-
ance policies.
"25. Sale of i ported automobiles shall be
limited to one per employee at a post except
in circumstance which can be justified to and
approved by the designated control authority.
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"D. Guides Pertaining to Foreign Currencies
"26. Foreign currencies for personal use
shall be obtained through U.S. authorized
channels. Subsequent conversion of local
currency to dollar instruments by U.S. Gov-
ernment Disbursing Officers, where permitted,
shall be reasonable in light of conditions pre-
vailing within the country of assignment and
shall bear reasonable relationship to amounts
of local currency acquired through U.S.
authorized channels. Conversions of local
currency to dollar or other instruments will
not be made for U.S. citizens other than U.S.
Government personnel or their dependents
except through U.S. personnel specifically
responsible for doing so as part of their offi-
cial duties.
"27. Payment of overseas post or station
allowances shall be made in local currency to
the extent that such expenditures are in local
currency.
"28. Advance approval of the designated
control officer shall generally be obtained for
conversion of proceeds of sale to dollar instru-
ments. (This does not authorize conversion
.where presently prohibited.)"
private motor vehicles. The
,in will be determined, in part,
in for prompt settlement of
lingness to guaranty prompt
,ritorious claims.
12 CONFIDENTIAL
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 REV
r 4
..? = j f IDENTIAL
CA
9S~6C1P'~\`
Did you know that at least one of every seven persons in your comrnund;ry
will be hospitalized sometime this year?
Your GE RA Hospitalization and Surgical Benefits Insurance can
help you pay costs of illness if you or a member of your family
should be hospitalized or receive treatment in any licensed hc:s;-
-pital or authorized clinic. Your administrative officer can give
you the -names of authorized clinics in your area.
KEEP
YOUR HOSPITALIZATION
and SURGICAL BENEFITS
INSURANCE UP TO DA `E!
NOW, premiums may be paid anytime by mail or inter -
office mail; at headquarters, you can pay in person between
10:00 a. m. and 3:00 p. m. instead of just during the first 5 work-
days of each month. Under certain circumstances, your pi e-
miums can be deducted from your salary.
GEHA, Inc.
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- ONFIQENTIAL
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CONFIDENTIAL
14OFORN
energy he will have to devote to the activities that demand his special talents. He
ruu.st size up her abilities to do this, but it often does not hurt to give her even a
Ittle more than you are certain she can handle. She may surprise you in either
direction, but how wonderful if she fills the bill beyond your expectations!
fly the way, in suggesting that executives give their secretaries more respon-
Ability, I don't mean tossing some large project at them just because the boss is
m, a jam and can't handle it himself. I mean a regular, planned arrangement
Which involves a steady expansion of her responsibility as far as she can go.
Many of the girls I spoke to had very definite feelings about organization and
rse of time. They wished that the boss would start his day by thinking out as
completely as he could exactly what he was going to do. He might then read his
,:rail. (if he gets it fairly early in the morning) and arrange it in order of impor-
;ance, shaping up the reply to each letter as he looks at it. Then enter the secre-
;