BERTHA

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-01826R000300120054-1
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 2
• Document Creation Date: December 9, 2016
• Document Release Date: June 12, 1998
• Sequence Number: 54
• Content Type: NOTES

Approved For Release 2001/31 : CIA-RDP80-01826R000300120051
Bertha-
Here are some quick notes for your outline for the supervisor's "lecture"
to be given in the auditorium to first line auditors. The number of each
of
item does not indicate its order/importance but really the order in which
they came to mind.
I am assuming that each item in the outline implies that this is a
point that the supervisor will want to bear in mind with respect to his
subordinates when dealing with or evaluating them.
a. Off-job Problems
1. Health
2. Financial
3. Family
4. Social
5. Outside activities
6. Organizations
7. Travel
b. On-the-job Problems
1. Performance
a. Ability to organize work
b. Intellectual capacity
c. Energy
d. Preparation for job (skill level, need for training)
e. Attention to detail - job interest
f. Work habits - promptness, neatness
g. Ability to get along with others
h. Job interest
i. Productivity
b.
C.
d.
es
fe
g?
h.
ii.
V ?
Development
a. Intellectual
capacity
Ambition
Drive
Capacity for leadership
Ability to innovate
Training requirements
Ability to make decisions
Ability to delegate
Judgment
Ability to obtain results
of others)
(if now a supervisor
Approved For Release 2001/07/31 : CIA-RDP80-01826R000300120054-1
 Approved For Release 2001/031 : CIA-RDP80-01826R000300120054 11
These are some "DO's" and "DON'TS" which might be helpful in develop-
ing your outline for the lectures on first-line supervision.
The first line supervisor should:
a. Adapt work assignments, insofar as possible, to the
capabilities and interests of individual employees.
b. Be sure that employees know what is expected of them in
terms both of performance and conduct.
c. Set reasonably high standards of performance by his own
personal example.
d. Assign deadlines only when they are necessary or useful
and then stick to them.
e. Keep employees informed by letting them know at the time
when they do something worthy of either praise or constructive
criticism.
f. Don't let dissatisfaction with elements of performance or
conduct build up without communicating them to the employees
concerned.
g. Handle all subordinates with equal fairness.
Approved For Release 2001/07/31 : CIA-RDP80-01826R000300120054-1