IMPORTANT POINTS IN THE CONDUCT OF THE MANAGEMENT SURVEY

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78B05708A000400080001-1
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 4
• Document Creation Date: December 23, 2016
• Document Release Date: March 31, 2014
• Sequence Number: 1
• Publication Date: October 29, 1964
• Content Type: MISC

Declassified in Part - Sanitized Copy Approved for Release 2014/03/31 :
CIA-RDP78B05708A000400080001-1j
? FROM:
Assistant for Administration
DATE: 29 Oct 64
TO INITIALS DATE
REMARKS
DIR
Sent to Borel per his
DEP/DIR
EXEC/DIR
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1
ASST FOR ADMIN
ASST FOR OPS
ASST FOR PA
ASST FOR P&D
CH/CSD
CH/IPD
CH/PD
CH/PSD
CH/TID
--
CH/CIA/PID
CH/DIA/XX-4
CH/DIA/AP-IP
CH/SPAD
LO/CGS/CIA
LO/NSA
Declassified in Part - Sanitized Copy Approved for Release 2014/03/31 :
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AT
' Declassified in Part - Sanitized Copy Approved for Release 2014/03/31 : CIA-RDP78B05708A000400080001-1
IMPORTANT POINTS IN THE CONDUCT OF THE MANAGEMENT SURVEY
1. Top Management Direction
The survey must receive the whole-hearted support and
personal direction of the AD or at a minimum the DAD.
2. Use Full Chain of Command
All senior managers and supervisors must play an active role
in the carrying out of the survey. This is no job for a staff
alone. ?
3. Set Objectives
' The objectives of the study must be clearly spelled out ahead
of time and be fixed in the minds of all who participate. These
objectives, however worded, correspond closely to the questions
raised on the preceeding page.
4. Validate Responsibilities
It must be proven .that the mission and functions being petformed
represent a valid discharge of the responsibilities assigned the .
organization. If they cannot be proven necessary they probably should
be dropped.
. Provide Basic Assumptions for Common Understanding
? Everyone participating in the survey must work from a common
base. Estimates of on-coming workload, validation of functions to
be performed, priorities of work to be done, etc., Should be
established, even if on an arbitrary basis.
6. Create Committees for Cross Check
A Steering Group, comprised of the several senior members of
the organization, can be established to direct and monitor the
overall activities of the survey. Sub-groups of division Chiefs
and/or branch Chiefs can be used to survey the principal areas of
activity and functions being performed in the office. Through this
mechanism no individual is left to come up with unilateral
statements of facts or projections Which cannot be verified.
Declassified in Part - Sanitized Copy Approved for Release 2014/03/31 : CIA-RDP78B05708A000400080001-1
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Declassified in Part - Sanitized Copy Approved for Release 2014/03/31 : CIA-RDP78B05708A000400080001-1
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7. Use Detailed Functional Approach
The functions performed in the office should be isolated and
studied as opposed to the normal concept of reviewing the office
by sub-organization, namely, division, branch and section. Since
the organization was created presumably to carry out the functions
it is the functions themselves that are of primary interest.
8. Work in Man-hour Figures, Not Numbers of Personnel
Net man-hours required to perform a given job or function should
be determined and then converted to personnel. Estimating the
number of personnel can magnify the, effect of error and make it
harder to determine just how much working time is required for a
given function.
9. Creating a Follow-up Mechanism
Some element should be given the responsibility to develop a
statistical approach for the continuing examination of the use of
manpower within the office. The need for this, the amount of
investment to be made and the practicality of producing meaningful
results will vary, of course, with the type of activity and size
of organization.
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POSSIBLE QUESTIONS TO ASK TO DETERMINE THE NEED
FOR A DETAILED MANAGE\INT SURVEY
1. What is my organization doing?
Do I know in detail the functions that my organization
is performing and the reasons that it is performing them.
2. What is my organization supposedto be doing and how does it
compare with what is being done? ?
Is my organization carrying out the letter and intent of
the NSCID, DCID, DD/I Instruction or whatever the enabling
authorities might be.
3. What is the cost, particularly
now being performed?
Do I really know in detail
functions and for what end.
in manpower, of the functions
how many men are performing what
4. What should it be costing me both now and projecting into the
future to accomplish the jobs which my organization was set up
to perform?
Have I any real method of determining what investments I
should make and will have to make in order to carry out my
responsibilities.
Declassified in Part - Sanitized Copy Approved for Release 2014/03/31 : CIA-RDP78B05708A000400080001-1