MANAGEMENT BY OBJECTIVES (MBO)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP85-00988R000300100035-1
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 3
• Document Creation Date: December 9, 2016
• Document Release Date: August 18, 1998
• Sequence Number: 35
• Publication Date: May 9, 1975
• Content Type: MF

Approved For ReJaase 2000/09/14: CIA-RDP85-0O. .8R000300100035-1
Administrative 7- 'Interof use
9 MAY 1975
MEMORANDUM FOR: Director of Logistics
SUBJECT : Management by Objectives (MBO)
REFERENCE : Memo dtd 8 Apr 75 to DD/A Planning Officers, fr AR/DD/A,
Subj: Management by Objectives and FY 76 Objectives
1. As a result of the attendance of Mr. and myself at the 25X1A9a
first two sessions of the new MBO course, and in response to paragraph 4 of
the reference, the following comments are furnished:
a. We both considered the course to be very worthwhile, not only
for what it provided us substantively on MBO but also for providing the
opportunity to see how the Agency's application of MBO differed from the
"ideal" as set forth by the instructors. We recognized that while the
Agency said it was managing by objectives, it was. in fact, making only
a partial or limited application of MBO. MBO was, and is, being used as
a management tool to highlight and track important things to be done
during the year, not to manage the day-to-day ongoing business. It was
an add-on to other management devices or techniques such as the resource
packages, the program call, etc. Nevertheless, MBO, as used in the DDA,
has been a valuable management tool in that it provides (1) a good channel
of communication between the DDA and office directors (this one-on-one
should be extended to D/L-division chief and division chief-branch chief),
(2) an early warning system of possible problem areas, and (3) a disciplined
approach to keeping on top of the progress of those items considered most
important.
b. The "ideal" application of MBO envisages an integrated management
system. This would require an analysis of the various management techniques
now being used to determine which could be incorporated into a total p0
system.
c. The first order of business, before having any additional runnings
of the MBO course, is to determine the degree of commitment the Agency.
as a whole, wants to make to M80. If a total Agency commitment is made,
then the next course should include DDA office directors plus operating
officials and staff chiefs from other Directorates for:
a mix of ideas
OL 5 2226
Administrative - I ereal Use 11y.
Approved For Release 2000/09/14: CIA-RDP85-00988R000300100035-1
 Approved For ReWase 2000/09/14: CIA-RDP85-0G 8R000300100035-1
Administrative - lnterlal Use O l
SUBJECT: Management by Objectives (MBO)
(2) opening new communication channels, and
(3) perhaps beginning to break down some of the barriers
inherent In compartmentation.
Subsequent courses then might be tailored to fit two types of groups:
(1) those who are active participants in the MBO program, and
(2) those who direct the program (more passive participants).
d. It was stressed repeatedly that top management had to take the
lead in implementing MBO. If there is a total Agenc commitment then
supervision and direction should be from a high level, perhaps within the
DCI complex.
e. If there is not a total Agency commitment. there could still be
a total com ritment within the DOA. In this case, the DDA offices would
need:
(1) goals of the DDA (based upon the goals of the DCI and other
Directorates, if possible)
(2) office goals which are stated in terms of the results which
the DDA expects to obtain (expectations from above--ideas from below)
(3) a continuing MBO training program which would begin with DDA
office directors and division chiefs (those who direct), and finally
include all branch, section, and unit chiefs (those who actively
participate).
f. In conclusion, we recommend the DDA implement MBO as an integrated
management system by incorporating such things as APP, PDP, EEO, etc.,
into it. Not to do so results in duplication of effort and reporting.
(They are management systems which were added to an existing one and did
not replace anything.) The total MBO system must include our resource
packages and financial allocation systems.
2. One of the questions raised at the Log Conference was "How does the
guy at the working level get inpolved in, and get feedback from, management
objectives?" Attached, per your request, is a management objective problem
which could be used in future conferences. Do you think it meets the require-
ment7
Administrative Internal Use NJ
Approved For Release 2000/09/14: CIA-RDP85-00988R000300100035-1
 Approved For Regase 2000/09/14: CIA-RDP85-009988R000300100035-1
Administrative - Internal use C.1Y
SUBJECT: Management by Objectives (MOO)
3. Please advise if there is any further information regarding MBO
you would like developed for the conference.
e
Plans and Programs Staff, OL
Att
Distribution:
Adse, w/att
0 + 6--
OL/P&PS (Official), w/att
OL/P&PS:
jc/3357 (9 May 75)
25X1A9a
25X1A9a
Administr tine Internal Use o n l y
Approved For Release 2000/09/14: CIA-RDP85-00988R000300100035-1