A DIFFERENT PERSPECTIVE ON THE QUESTIONS OF THE MEASUREMENT AND ELEVATION OF MORALE AND THE IMPROVED STATUS OF PERSONNEL.

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP81-00261R000700010034-1
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 5
• Document Creation Date: November 16, 2016
• Document Release Date: March 8, 2000
• Sequence Number: 34
• Publication Date: November 1, 1976
• Content Type: MF

In Approved For Release-000/05/16 : CIA-RDP81-00261 RQiOO700010034-1
1 November 1976
Memorandum for: John F. Blake,
Deputy Director for Administration
25X1A From
ADMAG Member
Subject A different perspective on.. the questions of
the measurement and elevation of morale and
the improved status of personnel.
Resulting from our recent ADMAG meeting and your memo-
randum of 28 October 1976, let me offer these thoughts for
your consideration:
That there is a concern for the morale and perceived
status of people is, I believe, an indication of greater
maturity and sophistocation, not only on the part of manage-
ment but society itself.
However, to target for goals that measure and elevate
morale and status is to hit below the mark, We get embroiled
in a quagmire of questions; for what purpose are the measure-
ments wanted? In what manner is the measurement to be made;
organizationally, ethnically, racially, sexually, profession-
ally, etc.? To what is the measurement to be compared? For
that matter, does morale need to be increased and by how much?
Does any particular group or element need greater emphasis than
another? Once achieved, how will morale be maintained?
It also follows that with major changes in policy or pro-
cedure or leadership it might be necessary to begin the process
all over again; an unending cycle.
Morale and status are not really tangible things. We
say that the espirit de corps of the Marine's is very high;
so was that of the Japanese Kamakaze's. The status of a
corporate president is very high; so is that of a Mafia God-
father in his organization.
Morale and status are by-products of our total environ-
ment and how we react to and are seen by ourselves and others in
that 'environment. The highest state of morale is reached by
those who truly believe in what they are doing. The deeper
Approved For Release 2000/05/16 : CIA-RDP81-00261 R000700010034-1
 Approved For Relea 000/05/16 : CIA-RDP81-002611WO0700010034-1
the belief, the stronger the committmen.t. Committment nurtures
enthusiasm, energy, and will. This kind of activity promotes
achievement, energy and success; hence, status.
More importantly, an organization and the people within
it who believe in their occupational endeavor plan toward a
kind of continual becoming rather than a final goal. Like
most large organizations, it has been unavoidable that much of
our direction was unplanned. We have generally survived through
the formulation of enduring plans.
Watergate and all the ensuing investigations has taught
us that an organization and its people must continually change
if the organization is to survive over time. Prior to this
the concept of change was impeded by misoneism. If we admitted
that improvements were possible, then we were also admitting we
had lived so long with inefficiency.
Acceptance of new concepts can change the responsibility
held by some individuals. Thus, improvement can become tied
to interdepartmental politics. Senior management must oversee
these changes to insure that the results reflect the best in-
terests of the whole organization.
Through Management By Objectives we have acquired a tool
to help us identify problems, their causes, and solutions. We
have applied MBO to missions, operation, personnel management,
APP, PDP, EEO, and almost all facets of our activity.
In stating our objectives we learn to specify only the
"what" and "when", to avoid the "why" and "how". That is as
it should be, provided we have written our philosophy prior to
stating our objectives and goals;; ie, what do we believe
and what is the basis for that belief. Once a mutually agree-
able philosophy is reached we then have a plan against which
to weigh our goals and objectives; "why" have we set this goal
and "how" will it contribute to the fulfillment of our ideals.
We must persuade people first to commit themselves to a
common plan. To accomplish this we have to create a voluntary
interaction at all levels. Once given the intent, action will
follow and the natural by-products high morale and status will
be derived.
Those who participate in designing these new concepts must
have an awareness of real needs and conditions, knowledge of
organizational structure and management, and freedom of thought.
The best results occur when all personnel participate in a free
spirit that finds their occupational endeavors also congruent
with their personal, familial, social. and indeed their spirit-
Approved For Release 2000/05/16 : CIA-RDP81-00261 R000700010034-1
 Approved For Release.2000/05/16 : CIA-RDP81-00261 F3ii00700010034-1
ual philosophy.
With well defined ideals it will be. less difficult to
understand and achieve the objectives we have chosen and
directed objectives such as those of en.viornmental control,
community relations, and equal opportunities.
25X1A
Approved For Release 2000/05/16 : CIA-RDP81-00261 R000700010034-1
 Approved For Release?2000/05/16 : CIA-RDP81-00261 R W0700010034-1
Draft
DDA Objectives
I. College accreditation for selected Agency Training Courses.
1. Objective
Obtain college accreditation for selected Agency
training courses by end of fiscal year 1977. OTR, OC, ODP, and
possibly other offices within the DDA offer courses that are
similar to college cfrriculum. The prospect of receiving
i. 'q
accreditation would beLuther incentive for employees to-.aid--
themselves of these Agency sponsored courses.
2. Milestones and Goals
a. 1 January 1977. Indentify specific courses and
colleges that would lend themselves to accreditation.
b. 1 March I P77. Make training revisions that
would make courses acceptable for accreditation.
c. 1 April 1977. Resolve security and cover problems
satisfactorily to make accreditation available to employees who
are under cover.
d. 1 July 1977. Des:ign measures to provide
accreditation for employees who have previously participated in
the selected training courses.
3. Means of measurement
December 1977. Compare statistics of employee
applications/enrolloment to these selected courses with post
records of applications/enrollment; make similar comparision's
of non-selected)( non-accreditated courses; also, compile statistics
Approved For Release 2000/05/16 : CIA-RDP81-00261 R000700010034-1
 Approved For Release`00/05/16 : CIA-RDP81-00261 R0700010034-1
a A T-,0Y,064
of percentage of post select-course at e,nels who apply for
accreditation. Any significant increase in employee accreditation
applications, ^pplicatio s, applications to these selected courses
in comparison to past records of enrollment, and application to
accreditated courses over non-accreditated courses would indicate
that accreditation eiihanc?es employee interest in Agency sponsored
training courses.-
Approved For Release 2000/05/16 : CIA-RDP81-00261 R000700010034-1