THE ADMINISTRATOR REVISED EDITION 1957

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-06365A000500050003-0
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 12
• Document Creation Date: November 11, 2016
• Document Release Date: December 9, 1998
• Sequence Number: 3
• Content Type: REPORT

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THE ADMINISTRATOR
1.alci Edition 195j
The dates of the case and the general World War IT setting gives
an impression of age and dating. In the Third Edition, 1957, the dates
have been eliminated or updated- and would seam to create a more favorable
firatIvimpression.
Aa_g.Q.0.191AREBY
Pitched at a very low level of personnel problem -involving
Jim Patton, Department Foreman; John Roberts, Shift Foreman,
George Jackson; Shift Worker, and a personality clash between an
older skilled mbrker and Roberto. The general idea being tc
identity the problem and to give the time dimension in it the
various actions, if there should be actions, take place. A good
middle management case since'saveral.:tevels of supervision are
involved but the setting would require a lot of adjustment,tod,on
the part of our tap axecutivee.
A1111-NgSf9JERROT .
A salad executive mereting involving the major naorganization-
vi cf,
of the Eastern sales region and personnel reassignments involved
in regional and district offices. This one may, have come applicability. 04
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good a.
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25X1A9a
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4120-lakeL18 Ch*4 4ie gf
Rash actiot on the part of the bank whiA.1 had to be judged by
FCC At t later datein connection wdth licenrw to operate a recii.
broadcasting alatem.. Gets at the bosInes6 of testing the validity
of asegimptions before) taking actiorn, Not advised.
POS.Pt1 1:4011*4)1ta... 0;40411Y
Induetrial relations problem involving, several layer@ of management
but uhich could perhaps be to close4 duplicated in our own printing
cervices ditwisiOn to create too mu& interest on the part of the top braes.
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Belmont-White Company
Involves forecast of sales and inventory requirements to improve
factory schedules, financial planning and the like. Through the medium
of an ad hoc group reporting to the president through an operating
committee. Again the emphasis is on the time frame. What would you
say or do during the next minute, next 24 hours, the next week or two.
This one has possibilities.
Bomber Raid Over the Rujir
Involves a new gunner, green to combat, who approached the bombing
of Germany as a personal thing taking along private bricks to throw
at the Nazis to the disruptiU of the crew. Not advised.
Brockway Machinery Company
'fp
Involves a personnel counseling program at a machinery company.
Form is that of an interview between the counselor and employee wherein
the employee violently states his'grievances and what is wrong with the
company. Seams to be law level for our group.
2Q19-1111-kMaTa:
e,
Involves the decision of establishing a central stenographic
pool. Probably too low level a problem for our group.
on ajtsri_As
e.
Involves the director of research and pet:sonnel. Clash between
two scientists. Probably an excellent ease for ResearchEuit
Le
and Might Might very well do.
colibrcp*' 1394E, C4aVitnY
Involves a detailed study of one manufacturing plant where turnover
and absenteeism were at a high level and a comprehensive study involving
relationships between plant and home office, management personnel, factory
personnel, placement, transfer, and incentives is undertaken. The
situation is one resulting from rapid expansion and over-promotion. The
context is so completely industrial that a considerable adjustment would
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would be required to transfer the situation to the Agency and maybe
our group would refuse. If this mental adjustment could be made,
the case has possibilities.
g2.1.12111-9-9.11
A good one involving the overconscientious foreman where
conscientious scruples begin to interfere with his value as a leader.
An excellent case now used by-Aanagement Training but again one
requiring quite *NW imaginative approach by the class. Recommended.
?vry
r e '
atruttaLlmmy
A high level case with same unfortunate old dates in it, involving
in the final analysis a pereonnel ptoblem employee who possessed
considerable leadership ability unfortunately channeled against the
corporation. Has possibilities.
Pubmaa_22mpta
A sort of a 4assie.now used in Management Training involving
staff and line relationships and the basic assumption of high-ranking
staff officiale that the line is just waiting with open arms for
suggestions from the staff as to what they should do.4necormended.
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piiiewirage_EL._2sgt
Narrates the etory of how an assistant to the president gradually
gets to be left out of the industrial relations picture by resistance
to his suggestions on the part of the foreman of the Maintainance
Department, a key factory line official. Pi-obably too industrial
although it does dramatize the difficult position of the "assistant to."
Doctor' IL 040 m A
Morava' scruples of a medical student who discovers evidence
of oheatins on the part of the fellow student; serious enough to
raise question as to the suitability to be doctors, and his efforts
to get faculty action. Net recommended.
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John Edwards
Involves the appointment of ,a division chief in the Purchasing
Department which is protested by three other men in the division and a
review of the appointment action including the records of the three
protestors. Could be stretched to get at the specialist versus
generalist conflict. The organizational level is not the top level
but the case does have possibilities.
Field Pub11 ehing. Company
Involves the lack of receptivity of the employees of an old and
well-established printingplant to time and cost studies to increase
productivity. Not recommended.
Involves a handicappedl)erson'and the involvement of the company
in his emergencies. Not advised
Iff?
210mILIAlmuLa_colsony
Changes to a long establieheepolicy of personalized and lenient
handling of accounts. Leads to basic disagreement between two key
employees and the general manager. Not recommended.
Lorien_g_mally
A rather comprehensive look at the operations of a small
manufacturing concern involving technical skills and social groups,
supervisory organization, the introduction of a new foundry manager,
problems among the Skilled workers. It appears tic) have little
application. e
egzats_p_gasgaz
Deals with the problewe of telephone Company which laOrganized into
fire departmentt with friction developing between the department heads
over each others duties and the way in which these duties were being
carried out. The level of management involved is a bit higher and
probably the case could be used.
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Hampton Shipyard
Describes the trials and tribulations of the general superintendent
of a large Shipyard who used the device of a roving committee of
supervisors and foreman to check up on the way things were going in
hia large and scattered domain. Emphasizes discipline. The union
labels these tactics as similar to the Gestapo and develops a much more
efficient organization to counteract it. Not recommended.
Hinton's Tool & Dye ComPallY
A small fsmi3y-type manufacturing business runs into difficulties
with its telephone operators who proceed to reary mess things up by
messing up the switchboard at each other, leaving the management to
make the ill-advised remark that the executives of this company decide
who is going to have what job, not the employees This case might be
an interlude, and might even*disabuse same of our awn top officials
who retain this quaint idea.
Industrial Chemicals,_ Inc.
A very comprehensive ease set 'at an organization level which
Would probably be of interest. LWoduction gives the setting
.including the competitive situation, the organization of research
, and development including policies that had been developed on committees.
N right of appeals information channels, and cooperation and the general
------pieture of atmosphere and emplqyee morale. Then follows a series of
seven special case each dealing with a problem in human relations and
,managerial assumptione:. This a very comprehensive view of adsdnistrative
problems and might well serve the purpose of wrap up. If our people
could be persuaded to become interested in it since the setting is a
bit remote.
Wilapp COMMIT
Involves a mall independent oil company and the supervision of
teohnical crewman., Other reports by student A and student B on the
organizational and other changes which they would introduce. Not
recommended. '
Liwomipt j4ao1ine Works
Deals with the problem of integrating overseas and domestic operations
with the problem of merger as the occasion for change. EmOhasisee
personnel implications. Could be used.
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Liddick Company
The method of treatment here is rather unusual coming in the form
of a letter to the Harvard Business School Dean, a rather comprehensive
letter from a former student which gives in great detail the reasons
why he had resigned from the Liddick Company after a short term of
office. The report is quite typical of the younger man's view of the
organization from where ne stands and might be useful.
Lincoln Electric Company
The story of a C1eve1ai4 engineer with a manla for incentive
pay and employee participatipn in managemeni and earnings of the
corporation except for a slightly sour note sounded by the Internal
Revenue Service and the Department or the Navy. This case which is
in two parts is an interesting 8te0y in per,icipative manarement
and might induce speculation ,on phiJosophy ane attitude. Its
lindtation is in AWN* heavy prof:It orientation.
leillDE2114290UX
The problem of .a amall-textile.manuracturer when racial and
national tensions irise in its force of multi-national female
operators because of Wixr. Not recommended.
Describes the problem of employee utilization, in a production
unit of an aircraft factory. Not recommended diIe'to limited scope.
Marshall Company
Similar to Industrial Chemicals in that it is very c,omprehensive,
beginning with introductory statement of the situation and then a
series of three cases dealing moetly with industrial relations
problems. Manages to bring in all the various aspects of organization
growth and complexities although frameit completely in the industrial
context of a large and real paper mill.
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Martin Company
Describes the efforts of the- ,Jeneral manager of a.larae textile
manufacturing firm to cope with the deMoralization of the clerical
force in a wartime situation. ifJ.he adjustment can be made to the
context, considerable concludions can be reached regarding human
motivations,_ attitudes andresponses in the workinp situation.
Marginal.
Jim McFee
Deals with the experiences of a veteran who becomes a production
worker in a Detroit automobile factory after having been an officer
in the Navy. He is approached by the union to become a union official
and in the process reacts to management policies. Would appear to
stress industrial and job relation problems of management. Not
recommended. -
Meon Cony
The organizationlevel is gone here being set at the president
of a larke manufacturing concern level. But the problem deals with the
attention of a new member toNis staff to head a new personnel research
department to deal largely with matters of technical concern such as wage
and salary, organizational "structure, and the like. Might be helpful
to secure an evaluation of the administrative capacities of the various
individuals involved but the area is a staff one which would perhaps
not be of major interest. Marginal.
CamL-ati_.onur
Good organizational level involving the controversial appointment
to the presidency of a large public utility holding and operating
company disrupting the morale of the senior personnel. The strengths
and weaknesses from a management standpoint of the various contenders
are discuased. This might be a good one.
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National Elevator ComosAY
A case in three parts dealing wdth a middle management problem
and a highly Skilled technician whose first-line supervisor would
not entertain a request for transfer from one area to another because
of personnel reasons. The case involves the regional managers, his
special assistant, the president of the local union, and the job
foreman. This one has possibilities.
Ontario Manufacturing_Company
A labor relations caee involving special leave privileges wherein
it seems to the line supervisor that .the situation involved not only
the individual but the company ys relations with the union. Excerpts
from the labor contract are in'bluded. The foreman refers the case to
higher authority, and this in0;ance, the assistant general manager.
The management dilemna is a bOic one, namely, how much exception
from the rules can be permitted in a highly structured work situation
involving production. Marginal.
10.
Pan American Steel Company
Describes what may be a fairly common situation in private industry
where the on of the president of the company, in this case pOssessing
considerable ability and intelligence has gone into the father's factory
and been given the voriety of assigreents which he performs capably but
has not been fitted:intekthe organization, which is dominated by the
old man. The son'relateaan instance of how his father operates. There
are parallel's in the government perhaps not on a blood relationship
basis but it would appear doubtful that an agency group would make this
parallel. Marginal.
arly
A first-line supervisory problem involving censure by the general
office manager of tht supervisor of the order division who is allowing
his employees td take advantage of the work-privileges. Not advised.
Porter Manufacturing Company
The expected increase in production in a new manufacturing plant,
added to three already operated by the company does not take place
and top management begins to question the ability of the plant
superintendent to handle the job. He is replaced over the pretests of
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the foreman Froup. The case inVOlves the appraisal of why the results
did not come up to expectations and the wisdom of the president in
taking the step which he did take. Possible use.
Postal Retail Company
A two-part case Involving the management of regional warehouses
of a mail order company and the analysis of the situation presented by
a young, newly employed junior management assistant in the Inspection
Department. The results of assigniw.! 'this indivdual to a line position
to correct the. deficiencies he had noted from part 2 of til,e -.;ase.with
stress placed on the interplay between the various personnel and middle
management level. The case requires an explanation of the schedule
system in the mail order business and appears to have limitations
because of the amount of business detail entering into it. Not recommended.
Prometheus !kine
Stresses accident and Safety 'prf.,gram administration and the
relationships between management and skilled technician in a hazardous
work situation. Not recommended.
Providence City Bank
?
Relates the dissatisfaction of the vice-president with one of his
division managers who has a long and satisfactory .record of service.
Describes the manner in which the yice-president-moves in on the
situation. Case hits possibilities.
Ripton Company
Describes the situation whereby an auditor from the general office
of a manufacturing concern reviewed the records and personnel of each
district office of the distributing organization These reports
resulted in- establishing the expenditure level, the separation of
unsatisfactory personnel and the like. Place emphasis on the separation
of one particular individual and the manner in which this reflects on
the program, the local office manager, the auditor, and company policy
in general. It is difficult to relate it to the more humane and rigid
government situation. Not recommended. , ?
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Rockville Quartermaster Depot
Describes the personnel and organizational problems in manning
a depot where a new commanding officer believed that personnel were
not effective and better organization was essential. A young management
expert is brought in from another depot, who succeeded only in disrupting
things and antagonizing the work force. The case is set at a law
organization level and is too close to our awn logistics depot situation.
Not recommended.
James Short
A dialogue between a Management consultant and a friend, executive
vice-president of a corporation who is about to leave the corporation
for a second time due to dissatisfaction with personnel policies and
with the crotchety old presidtnt. Not appropriate.
Stubton Coorany
The situation in a shoe manufacturing company involving demands
by the workers for change in the pay basis and in staffing arrangements
were violently resisted by the firgt-line supervisors and straw bosses.
Too law an organizational level and,, too much a production problem. Not
recommended.
AtXUMNSPOLAISEULILABt
The Director, of the-Bank through the president asks the vice-president
in charge of the credit department to check up on a young man in whom
the director's daughter has become interested. Not recommended.
auverior Slate Quarry
An industrial relations problem involving Yankee, Irish and Welsh
work groups and the suspicions and distrust of each other which was
interfering with production despite wage increases. Contains two
appendices on the technology of elate. The case would probably be
interesting from the standpoint of informal organization and the use by
management of solutions such as wage increases which really had nothing
to do with the problem. However, it would appear difficult to interest
the class in it.
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Sussex Oil Comically
A breakdown in morale oL.eurs in the regional division of a company
where top management believed in maximuM delegation to the district
managers and compiled with the recoimnendations of the district managers
except in one ease where they forced him to move the distriet office
from the central downtown location to a building at the storage terminal
in order to reduce costs might have some application.
Universal American Corporation
Top management becomes interested in future developments in labor
relations and asks the geographical divisions to submit- a memorandum
on grievances troubling employees in their divisions. The reault, or
course, is a series of lists ranging from long itemized lists to brief
statements that there were nogrievancee. Despite the labor relations
context this is a rather intelfesting approach if no more than to
ponder on what top managementis going to do with these lists.
Recommended.
Vande cook Chain Stores jem.
An outsider brought in to the kesidency to the company sets up
a task force to study the operations of the real estate department
headed by an old timer. Case also contains excerpts from student
examination papers. There is no detAil on the real estate department
and examination of the case is limited to the approach taken by the
new president. Recommended.
Imailtutintilmanx
Friction develops between the vice president ,in charge of manufacturing
and a newly appointed and ten years younger production superintendent
despite the fact that the VP had recommended the younger man's appointment
to the job. The preeident of the firm calls in a management consultant
in answer to the vice-president's complaint and requests that the
superintendent should be removed. Case limited to bare facts necessary
for management 'eonsultant to make his repoit. Recommended.
Amando Vitale
Production supervisor refers to the production superintendent the
case of one of his employees who is jumping out of channels in his
attempt to get into production control with his main qualification
that of his Wets insistence that he get as good a job as her brothers.
Not reCommended.
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141.ittier School Parent Teacher Aisociation
Boy Scout Troop 3 gets into difficulty in an election for senior
patrol leader, presenting difficl4ties to the scout master and one of
parents. Not recommended. ,
Wort.hY muta0.121UEUIESS-22MOITIT
Employees grievance against supervisor is taken to theunion steward
and blows up into a full-dress review involvAng efficiency reports and
several middle management? levels. Not reconnended.
Zebra National Bank
A top management situation -involving the review of the performance
of the various vice-presidentl and organization .of the bank. Recommended.
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