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Document Creation Date: 
December 9, 2016
Document Release Date: 
August 21, 2000
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Publication Date: 
October 7, 1952
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-Approved For Release 2000A9A1R ircimpqmpAq26R000400020010-9 Lark.,ANriucm L Director of Personnel THRU : Acting Chief* Research and Planning Staff Acting Chief* Group A* Research and Planning Staff Suggestion Regarding Executive Training 7 October 1952 1. It is suggested that the attached curriculum outline con- cerning executive training be considered for adoption as an official CIA executive training course, 2, The expansion of the past few years experienced by the CIA is not without precedent in the developmental histories of other Federal Agencies and industries. Such organizations have had their "growing paine and the success they enjoyed was ultimately decided by the caliber of their executive personnel. 3. Recent surveys of industrial executive personnel have dis- closed an alarming scarcity of fully qualified true executive ability, Many* who are enrolled in the executive ranks, are actually highly qualified and successful specialists in comparatively narrow functional areas* such as eales, manufacturing* advertising* finance, and controller. Government* as well as industry, has suffered from this over speciali- sation. During an expanzion periode this condition is naturally ag- gravated by the rapid advancement to more responsible assignments of the cadre who formed the original nucleus of the organization, Attempts to satisfactorily deal with this situation have challenged the thinking of foremost executives in the country. Generally speaking, two major Plans, described below, have evolved to solve the problem. a. The first plan* which is long range in nature, provides for the development and implenentation of an executive career management program developed in terms of the needs of the organization and which provides for controlled assignment in heterogeneous occupational areas, formal training and critical performance evaluation. No immediate dividends can be expected from this type or program, how- ever* since it is aimed at developing well rounded executives who will insure successful operation of the organization ten or fifteen years from now. The CIA* through its Career Service Program, hae embarked on an exceedingly important and difficult undertaking designed to accomplish this long range objective, Appraise' of other similar proerams.points up the need to exercise continual vigilance and attention before the fruits of the labor are evident. Pessimism and eyopec participation are its chief enemies and a steady hand and strong spirit are required to nurture and guide the program through its formative years. b. The second plan was conceived in the minds of executive strategists and born out of operational necessity. The question was etc an WE lest IvLK 725 It RI e2 sal iowdft R4 t CIA-RDP8OCTIM5 nin9 au _IL-- 11110 MilAt Approved For Release 2000/g3g/NglIDEN3r- A. 6R000400020010-9 asked, "Assuming the presence of superiorkuowl.dge in one specialized phase of operations within an organization, what are the most important minimum additional knovledges that the successful executive should possess?" The universal &newer was that the successfe executive must be a good manager and that he must be able to apply 4 variety of management skills to unrelated situations and programs with which he may be only broadly familiar. The precious element of time, however, prohibits the semi-skilled executive from acquiring fully qualified executive stature through the normal long-rang, career development approach. To bridge this experience gap in a manner sufficient to meet most operational mode, many progressive organizations have adopted this second plan, which provides for intensive training in management engineer- leg, organisational planning and =flyover utilisation, fashioned in terms of the needs of their organisation. The attached curriculum suggestion is concerned primarily with implementing the basic idea expressed in this second plea. It has proved eminently successful under rugged experimental conditions. The Air Force, for example, faced with the problem of having many young tactical officers assume highly responsible positions, has established a mandatory require- ment for all Base and Group Commanders to attend a similar course. 4* The CIA executive requires a high degree of skill in steering the organisation through its developmental growth. Agency executives deal, for the most part, with complex forces far more powerful than surround routine, internal problems of middle and lover management. Executive needs run much more heavily to translating concepts, forces and trends into practical policy decisions and managerkallyrograms designed to implement such decisions. To expeditiously",,4va1ogthese subtle skills in terms of the peculiar needs of the Agency, is the objective of attached outline, It is therefore suggested that this curric- ulum or portion thereof, be developed into a two week course, designed to fit the needs of the Agency, and that appropriate personnel attend such training. In addition to immediate benefits, it is believed that such action will greatly expedite the accomplishment of the CIA Career Service Program. 25X1A9a Attachment 4 C/A Executive Meeegement Training Curriculum ITSAWV:jp (8 October 1952) Approved For Release 2000/09/12 : Ot-RDP6( FitstE44-141.9-9 Approved For Release 2000/0GONgi - N:f1/1)05000400020010-9 CIA EXECUTIVE MANAGEMENT TRAINIp CURAICULUM The primary puroee of the CIA Executive Management Training is to amiliarise executive personnel in manaeaent techniques. The curriculum involves training in the principles and functions of management and manage- ment engineering techniques, principles of organization and manpower manage- ment and critical and objective analyses' WARIa4oum OUTLINE In ection and orientation. A. Elements and concepts of manpower utilization and management engineering programs. (1) Executive Order 10072, Hoover Commission Recommendations. (2) Discussion of the responsibilities of the President's Manage- ment Council and its recommendations with regard to Management Improvement activities, (3) Discussion of the Bureau of the Budget Circular A-8 and sup- plementary instructions related thereto. (4) Work of the Department of Defense Management Committee, in- cluding the Heller studies, (5) The Lyndon Johnson Prepardness Committee Report, "Watchdog Committee". of Executive Management in prominent eovernmen s and industries. C. D. and National Defense ant Utilisation of Manpower in the United States. r Resources of the United States, Employment Picture, National and Local. Role of the Military in the Employment Picture. Specific Skill Shortages. Specific Geographic Shortaees. Plans to cope with shortages. Rosters of Specialised Personnel and their uses. Allocation of manpower among military, defense industries and civilian production. (4) (5) (6) (7) (e) (9) nt of Personnel in the Federal Service (Optional) tions of The Civil Service Commission. Commission in relation to Departments and Agencies. Departments and Agencies in relation to Commission. -ecreitment and Placement. Organisation and functions of a typical government Personnel Office. Job Classification System and Salaries. Rating Systems. (2) (3) (4) (5) Approved For Release 2000/09/12 : CIA-REIL;(9" *FlEr5E4141-013AC10.10-9 Appr ved,For Release 20rA9,1112-:ICIA.RDE80-01826R000400020010-9 VINNUUNI HAL 6 7 8 Retiruen t Fhploymen . co. Possible Meat o !4obiliaatien and leer on Manpower and Organisation Functions. Maeakeeent A. Adtntstrative tuncttons of Exeeutivea. (1) Selection of eiecutivoot difference between technical knowledge and erecutive ability. Filling executive and supervisory vacancies. Resolving differences between departments and supervisors). (4) Securing cooperation between departments. F6Preparing and adjesting for changes in personnel. ) Maintaining discipline. (a) With superiors. (b) With associates. (c) With subordinates. Principles of Organization and Filnetiona of Hanag nt. (9 Purposes of organization. (2 es of organisation. ( Formal. (b) Informal. oCroes.contacts. Unity of command. Span of control , - netberst distance and time. 1Homogenous assigneent. D au elegation of thority. 7 Organisation charting and orantzstton tucy tchninee . 8 The function of planning and scheduling* 9) The function of organising. (10) The function of command. (11) The function of oc,ordinating i12 The functions of control. 13 The utilisation of time. 14 The utilisation of p-e-sonnil. ( Case problems on applicetion of functions of mane (2) (3) mennication. (1) The problem of communica large organizations. 2) Case studies in communication. and information in d Methods for Improving Human Relations. rehip. tending of the psychology of human reletions. Security in a job, b individuality. Approved For Release 2000/09/12 : na Pilt8M4rMf.?1?-9 , I Approved For Release 2066:01W 1,11 Frpg1826R000400020010-9 on and sdvancement, sychological factors* ods used by progressive companies in impr man relations, roblems on human relations' les and importance at training and day and 4Onlication of principles of training I developmentq on training and vraonnel development ng Techniques, management engineering. iques of analysis and presentation techniques, tion teChniquee. of preparation and writing of manpowe reports. tools, including atistical tabulations of statistical write..up alxmmination of data hmAssembly? classification and susaxy of data 54tatistical anslysis techniques* e Importance of the attitude of analysts. Z Doctrine of completed at work. g Common analysis errors. Coordination of Informations C419 studies in management engineering, nt Engineering Control )1 t* of over*all objectives. 4 method improvement nt techniques. on methods i rovemant. is of a of accuracy or standards. ? Approved For Release 2000/09/1219VT5Mitin00400020010-9 Approved For Re!use 20MIYIneefritAt826R000400020010-9 22 control. ations control management. ndence management* es analyeis. ontrols. manageeent eagineering blame on management engin Ing techniques and a. at Technigees and Prooe& roe. Diacuseton of the scientific approach of manpower problems. (2) Personnel classification eyeteme in CIA. LInternal selection and placement.) CIA Career Service Program* C. Manpower Allotment Systems and Techniques* (1) Discussions on the theory and responsibilitiea for determining the proper allotment and control of personnel swan, includeng purpoees, valees and limitations of aech nyetema* 1 2) Manpower allotment systems and techniqeee 3 Manpower instruments* Tables of organization* Manning yardsticks, their development and ise. Manpower allotment systems and techniques including oxamplee of personnel control nysteme ;sod by industrial cow:ernes 3 Adaptation of ey ms ste to actual operation Maneower flexibility. . (9) Case problems on manning docemente, etilizatton of manpower yardsticks and personnel control systems. Manpower Audits and Surveys. 1) Organization of manpower survey teams. 1 Preeeurvsy techniques. 3 Manpower survey form and techniopes. ac 4 Methods of recording and certifying da 5 Manpower reporting end analysis required. 6 Types of rocommendatone and teen required. (e) Case problems on manpower eadits and surveys. Int. Tttutin A. Importance of initiating corrective actio a result of manpower or manaeement onginoeri Interrelationship of manpower utilleation and nanagement engineering function. Approved For Release 2000/09iiipi-Rp_Aoiocip36r00040002ooi 0-9 uNnu UN If-k Approved For Release 60/bliFiarak21461?;6R000400020010-9 ip or nanpowrr and manasant engin..erialg witht Personnel activities. 2) Comptroller activities, including, (a) mProgreas analysis. (b) .ftogram analysis. c) ?Colit analysis. d) maudgeting. a) ..Audit. f) ...Statistical reports and records. 3 Research and development activities. 4 Xnspaction and othr related activities. Methods and technigaes of reviewing, analysing and reporting manpower and management. engineering activities. Case problem showing th7 relationship of manpowor and nanagement engineerin7 functions. .4- ? Approved For Release 2000/09/12 : CIA-RDJP8C601226R000400020010-9 * CONFIDEN HAL