MANAGEMENT TRAINING

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-06207A000200110014-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 16
• Document Creation Date: November 17, 2016
• Document Release Date: July 14, 2000
• Sequence Number: 14
• Publication Date: January 3, 1972
• Content Type: MF

DD S
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0 3 JAN 1972
MEMORANDUM FOR: Executive Director-Comptroller Designee
SUBJECT
. Introduction
anagement Training
This paper reviews briefly the history of management training
in the Agency;; describes and comments upon current courses, and suggests
three steps calculated to lead to improved managerial effectiveness. Attach-
ment A consiaits of descriptions of the management courses now conducted by
the Support School, and Attachment B provides statistics concerning attendance
at various internal management courses in recent years.
2. Histor_y
gement training in the Agency began in August 1952 with the
Human Resources Program, a 4 1/2 hour conference conducted office-by-
office and attended by many senior officers and most of the middle-managers
in the Agency? In January 1954, a forty-hour management course was offered
for the first time. Conducted half-days for two weeks, it was essentially a
survey of the ;processes and problems of supervision and middle-management.
In the fall of 1954, a course in supervision was offered for people directly in
charge of personnel at the working level. This course emphasized the tradi-
tional functions of directing, coordinating, planning, and controlling. These
internal courses, Basic Management and Basic $u. ervision, continued
virtually unchanged as to essential content once they became firmly established.
Teaching methods changed considerably over the years. Much less emphasis
was placed on lecturing and much more on involving the student actively
through case discussion, role-playing, simulation, team exercises, and so on.
Beginning in 1'956, both courses in somewhat modified form were given to
various components at their request. The Office of Communications, SR
Division, ORB., and OSI were the main customers.
Ocxsat'dW Ord
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As the direct result of Colonel White's interest in
oviding training designed specifically for senior officers, Professor
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his responsibility for effective leadership, communication, direction, and
motivation and, perhaps most important, to get across unequivocally the
notion that a. manager is, above all, a trainer of the people for whom he is
responsible.
achieve four goals: (a) to make the students understand that they are
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managers, (b) to demonstrate certain attitudes that appear to be typical
of good managers, (c) to make it clear that management cannot always
proceed by rigid rules, and (d) to help the students to think and talk openly
about management problems. cut short a promising
development.
In the spring of 1964, the Managerial Grid was introduced
in the Agency. More than 2000 officers have participated in Grids conducted
at senior, midcareer, and junior levels. The fall of 1967 saw the first
running of Advanced Management P1,annin, a one-week course developed
to OTR since 1963 when he was hired as the expert on the Managerial Grid,
designed the AM(P) at the express request of Mr. Sohn Clarke and Mr. Robert
Bannerman. The major objective of this effort was to develop positive
attitudes toward planning in general (through study of planning styles and the
decision-making process), and to provide an orientation to the Agency's
PPB system.
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In 1971 the long-lived Mans. ement Course and Su envision
, each a week in length, were replaced by a single, one-week course
Corse
entitled amentals of Supervision and Management (FSM). Short work-
shops on specific managerial functions were offered for the first time. And
the grade level prerequisites were lowered for both the Grid and the AM(P) --
a step dictated by our conviction that young officers can derive considerable
benefit from these two courses. The Grid, formerly for GS-12 and above, is
now open to CAS-07 and above. The AM(P), formerly for GS-13 and above, is
now open to GS-09 and above.
Current Cour es
The management training conducted at present by the Office
of Training deals with three broad categories of subject matter: human
behavior (people at work), managerial functions, and Management Science.
Our main effort is to improve the ability of our middle-managers to provide
effective leadership, although the term "leadership" itself is not given a
prominent place in our course descriptions.
On the behavioral side, the Managerial Grid, our Funda-
mentals of S ervision and Mars gem.ent, and our Workshop on Problem
People (under development and scheduled for presentation in 1972) are
aimed at examining the practical applications of the most recent research
findings, theories, and speculations of well-known managers and of respected
academicians, in the fields of behavorial science, industrial psychology,
public administration, and so forth. Our Advanced Management (Planning)
and our two newest endeavors, the Performance Appraisal Workshop and
the Worms kkss r on Planning and Control of Work, deal with those managerial
functions which, over the years, have emerged as most deserving of special
attention in the Agency.
As for Management Science, some of the time in the AM(P)
is devoted to quantitative approaches to problem solving, but aside from this
we do not 4ow offer training in or familiarization with advanced mathematical
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techniques and the computer as tools for helping to solve management
problems.
In addition to these efforts, we have included management
oriented training within the framework of two major courses which have
objectives of` broader scope. The Midcareer Course has had the Managerial
Grid as its opening week since 1966. The new Senior Seminar includes
presentations and exercises highlighting applications of the behavioral
sciences, lectures on the practicalities of management by distinguished
administrators such as William Crockett, and lectures and case discussions
emphasizing typical Agency problems and the approaches to their solutions.
Also, the Executive Director-Comptroller, the four Deputy Directors, and
a number of other top managers have contributed their views on Agency
management in the Midcareer Course, the Senior Seminar, and the Advanced
lntall eenc a Seminar.
We believe that our coverage of human behavior and its
implications for the manager meets standards as high as those characteristic
of similar endeavors conducted by organizations such as the American
Management Association, the Civil Service Commission, and the Graduate
School of the Department of Agriculture. For Agency purposes, we believe
we are more effective than these highly regarded institutions because we can
relate specifically to the Agency those principles and practices for which
almost universal applicability is postulated.
Excepting the Managerial Grid, which has proved to be
quite useful, we also believe that little is to be gained from purchasing
packaged training courses from professional management training organizations.
From both experience and periodic sampling of the wares of various firms,
we have concluded that theme courses, whatever their intrinsic value, are
geared primarily to the peculiarities of the world of business and industry.
They thus require considerable revision (adding our own case histories;
emphasizing our unique problems and processes, etc.) before achieving
optimum utility for our officers. Inasmuch as we know the accepted
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generalizations and abstractions concerning management, we think that
we are in the best position to put these into an Agency context.
Our FSM and the Managerial Grid emphasize the manager's
responsibility for building and maintaining effective communications; for
motivating and developing subordinates; for providing counsel and guidance,
and so forth. We consider these courses to be both the foundation on which
other training necessarily rests and a continuing, valuable source of
information about problems and practices in the Agency. As a matter of
fact, we regularly forward to the Management Advisory Group the views of
participants in the Managerial Grid - views concerning existing barriers to
greater organizational effectiveness and what might be done to remove such
barriers.
Our workshops cover specific functions (planning, control,
performance appraisal, etc. ) as these are now carried out in this Agency and
as they might be carried out more effectively. We have had the most
experience and considerable success with our Performance Appraisal Work-
shop. Originally designed at the specific request of the Printing Services
Division, Office of Lo istics, it subsequently has been conducted at the
request of FMSAC, and OCS. The interest expressed by these compo-
nents has led us to offer a somewhat modified version of this workshop to all
Agency officers.
In the field of management Science our relative lack of
accomplishment stems partly from our inability to ascertain the degree of
usefulness to the middle-manager of advanced mathematical techniques;
partly from the lack of expertise among members of our staff, and partly
from our inability to date to justify having a computer terminal in our class-
room merely for experimental purposes. It is also true that we do not wish
to duplicate unnecessarily the work being done by the Information Science
Center of the Defense Intelligence Agency. As we understand it, ISC services
most of the requirements for the training of Agency officers in Management
Science.
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The Agency also avails itself of external training in
executive management development courses. In 1971, 98 of the Agency's
senior officers attended programs geared to administrators handling key
management positions or headed in that direction. Among these programs
are F aarvardta Advanced Management Program (13 weeks); the Federal
Executive Institute (6 weeks); Stanford University's Executive Program
(8 weeks); Executive Seminar Center Programs (2 weeks) conducted by the
Civil $ervico Commission at Kings Point, Berkeley, and Oak Ridge; and
various one-week conferences held by the Brookings Institution for the purpose
of sharpening participants' awareness of the ways in which major corporations
operate at the executive level and of the responsibilities and motivations of
top managers.
4. The Future
In our opinion, the effort to improve managerial effective-
ness can be helped in three ways. First, a concerted and continuing effort
on the part of the Agency's top managers is needed to focus the attention of
the Agency'sE managerial corps upon the necessity for constant improvement
in the handling and development of the Agency's personnel assets and in the
marshalling and use of other rexources. An important facet of this approach
is the rewshiping of attitudes towards this task called "management". The
notion held by some of our officers that management is what somebody else
does militates, perhaps more than anything else, against the continuing
development of effective managerial practices. We suggest that the remedy
lees in constantly reminding the Agency's managers that they are managers
and in holding them responsible for managing effectively. The "one-soot"
training course or the once-a-year exhortation simply will not suffice to
impel managers in the proper direction. Second, we need to cover the
subject of management in a more systematic fashion in a wider variety of
QTR oourses. What is being done now is being done well, and we are reach-
ing a respectable number of officers (See Attachment B). Despite this, not
all of our managers are being educated to the same extent. Some have been
able to take a variety of courses covering different aspects of the job. Others
have had only the briefest exposure to formal training in management. We
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managers of the Agency. It is virtually axiomatic today that no improvement
can be expected without the involvement and commitment of top mgement!
the reasons for this are in part beyond our control, training for ser
officers is a subject which, we believe, deserves the attention of th to
must do better than this -- and we must be willing to experiment with the
newest ideas and the newest techniques ! In 1972 we plan to expand our
workshop concept and, to this end, are designing programs on Creativity
and on Management of Conflict. In addition, we would like to offer some
kind of brief familiarization with various tools and techniques in the field
of Management Science. Third, of particular concern to us is the fact that
we are now offering no courses designed specifically to provide continuing
education in management for our senior officers. The program initiated
by Colonel White in the late 1950's - a succession of offerings beginning
with seminar and continuing through the Senior Seminar
(Grid). and Senior Seminar (Planning) - is no longer in existence. ough
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5. Clearly, there is much more to the subject of manage-
ment training than has been covered in this paper. We would apgr.eciate the
opportunity to discuss the matter further with you at your convenience.
HUGH T. CUNN HA.M
nirector of Tr ina -1
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ADVANCED MANAGEMENT (PLANNING) COURSE
(AM(P) Course)
Description
This course provides a systematic framework for the study
of managerial planning, planning styles and decision-making.
There are planning, programming and budgeting orientations on
the Agency as a whole and, at the next lower level, on a Directorate.
Group and sub-group exercises prevail supplemented by
films. :Emphasis is on student participation and experience sharing.
Designed For
]Employees in grades GS-09 and above.
Administrative Data
Conducted By : Support School
STATINTL
Length Six days (Sunday evening through Friday
noon); classes every evening except Tuesday.
Frequency Five times a year.
Prerequisite , The Managerial Grid is recommended but
not required.
Class Size Maximum of 45, minimum of 24.
Special
Requirement , Pre-course work (approximately 20 hours).
Registration
Deadline Four weeks prior to start of course to assure
distribution and completion of pre-work.
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THE MANAGERIAL GRID
(Phase I)
Description
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This is a copyrighted course designed by
Inc., to identify managerial styles, to promote open communication,
and to convey the concept of on-going critique.
Phase I, the only segment of the six-phased Managerial Grid
we offer;, is an intensive learning experience focusing on problem
solving through personal. interaction of students in teams.
Designed For
Employees in Grade GS-07 and above. It is recommended
especially for those whose supervisors have attended this course.
Administrative- Data
Conducted By : Support School
STATINTL
Length Six days (Sunday evening through Friday
noon); classes every evening.
Frequency : Seven times a year.
Class Size : Maximum of 48, minimum of 21
Special
Requirement : Pre-course work (approximately 20 hours)
Registration
Deadline Four weeks prior to the start of the course
to assure distribution and completion of
pre-work.
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FUNDAMENTALS OF SUPERVISION AND MANAGEMENT COURSE
Description
This course concentrates on effective managerial behavior,
stressing Communications, Motivation, Perception, Leadership,
and Problem-Solving /Decision-Making.
Group exercises prevail supplemented by.films and lectures.
Emphasis is on practical application and experience exchange
among the students.
Designed For
Supervisors and prospective supervisors at all levels in the
Agency.
Administrative Data
Conducted By : Support School
Length
Frequency
Place
Class Size
Special
Requirement
Registration
Deadline
One week, full-time.
Eight times a year.
Chamber of Commerce Building.
Maximum of 38, minimum of 18.
Pre-course work (6-8 hours)
Three weeks prior to the. start of the course
to assure distribution and completion of
pre-work.
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PERFORMANCE APPRAISAL
Description
This workshop is intended to stress Performance Appraisal
(PA) as a management tool, with particular attention to Fitness
Report (FR) ratings and narratives and the FR interview.
It will concentrate on exchange of experience and opinions
among participants and examine the merits of various strategies
to overcome barriers to effective PA.
Designed For
Supervisors and prospective supervisors at all levels in the
Agency.
Administrative Data
Conducted By : Support School
Length : One day, full-time.
Frequency Five times a year.
Place Chamber of Commerce Building.
Class Size Maximum of 24, minimum of 18.
Prerequisite Supervision or Management or Fundamentals
of Supervision and Management course
Special
Requirement : Pre-course work of 2-3 hours.
Registration
Deadline Two weeks prior to the start of the course
to assure distribution and completion of
pre-work.
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PLANNING AND CONTROL OF WORK
Description
This is a workshop designed to convey theory and practical
approaches which individuals and organizational components may
use in planning and controlling their work.
:Emphasis is placed on management of time as a critical
ingredient of planning; on Agency planning and control instruments;
on steps which supervisors themselves may initiate; and, on problems
associated with these matters.
Designed For
Supervisors and prospective supervisors at all levels in the
Agency.
Administrative Data
Conducted By : Support School
Length One and one-half days, full-time.
Frequency Five times a year.
Place Chamber of Commerce Building.
Class Size Maximum of 18, minimum of 12.
Prerequisite Supervision or Management or Fundamentals
of Supervision and Management course.
Special
Requirement Pre-course work of 2-3 hours.
Registration
Deadline Two weeks prior to the start of the workshop
to assure distribution and completion of
pre-work.
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Performance Appraisal Workshop
1971
Component Total GS-03 04 05 06 07 08 09 10- 11 12 13 14 15 16 17 18 Other
O/DCI
0
Plans
5
3
1 1
Intell
21
1
1
7
9
2
1
Support
11
3
3
2
2
1
S&T
9
1
2
1
3
1
1
Total
46
1
4
3
4
9
14
6
4 1
New Course. Run twice so far for the Agency as a whole. In addition, this workshop has been conducted
for officers of the followin components (grade breakdown not immediately available): Logistics - 68 officers;
FMSAC - 40 officers; 27 officers; OCS - 25 officers.
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Fundamentals of Supervision and Management
1971
Component Total GS- 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 Other
O/DCI 0
Intell 46
Support 46
S&T 11
Total 132
1 r s 1 1 3 2 6 2
1 2 1 3 8 6 16 9
2 1 4 4 6 4: 14 10 1
2 2 2 1 1 1 2
1 10 8 10 5 12 15 23 33 13 2
Workshop on Planning and Control of Work m
1971
Component Total GS-03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 Oth-er
O/DCI 0
Plans 1
1
Intell 15 1 2 2 5 4 1
Support 5
S&T 9
2 2 1
1 3 2 3
Total 30 1 1 4 7 8 7 2
New Course. Run twice so far.
New Course. Run four times.
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MANAGEMENT TRAINING STATISTICS
Management Course
1966 - 1971
Component Total GS-03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 Other =mar
O/DCI 13 6 4 3
Plans 135 3 41 43 31 12 1
Intell 313 9 107 136 42 18 1
Support 374 7 7 159 131 54 12
Total 872 1 9 20 317 322 139 52 3
Supervision Course .<
1966 - 1971
Component Total GS-03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 Other
O/DCI 31 9 4 7 2 7 2
Plans 90 3 20 9 20 9 16 4 2 3 4
Intell 246 1 17 36 47 40 58 40 5 2 1
Support 358 2 25 38 65 50 101 28 16 5 1 26
S&T 45 1 12 6 4 15 5 2
Total 770 1 5 72 99 145 105 197 79 25 10 1 1 30
Discontinued at a ~Gwd Qr RBIkASea2009/ of rWPf78 WE}YA9BQ21d0A ' n%ent.
Includes contract and military personnel
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Managerial Grid
1964 - 1971
Component Total GS-03 04 05 06 07 08 09 10 11 12
O/DCI ` 50
Plans 577
Intell 469
Support 807
S&T 170
1 10, 8 1A
9 5
3 23 10 6 32 231 155 76 25 7 5 4
4 13 5 2 2 38 144 130 103 20 6 2
2 3 28 81 63 37, 34 88 215 103 65 46 14 9 19
2 1 6 32 66 44 6 12 1
Total 2073 2 3 35 119 79 45 36 165 632 46Z 302 106 44 19 24
Advanced Management (Planning)
1967 - 1971
Component Total GS-03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 Other ===
O/DCI 10 3 2 5
Plans 239 8 86 93 42 8 2
Intell 235 3 2 7 19 87 67 40 7 1 2
Support 350 2 3 32 183 78 39 12 1
Total 910 3 4 11 64 378 262 150 28 5 2 3
Includes Midcareer Grids and Senior Mgt. Seminar (Grid)
,gym includes contract and military personnel
Includes Senior Mgt. Seminar (Planning)
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