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• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86-00114R000100110005-3
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 33
• Document Creation Date: December 16, 2016
• Document Release Date: August 18, 2005
• Sequence Number: 5
• Publication Date: February 1, 1981
• Content Type: CIAPER

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N?_ 49
CDF-MORI
 "Only one-third of the people of the
world are asleep at any given moment. The
other two-thirds are awake and probably
stirring up mischief somewhere."
 A quarterly publication for the exchange
among DDA personnel of ideas, concepts,
information, and techniques that are of
common interest.
WARNING NOTICE
Intelligence Sources and Methods Involved
Photographs in this issue carry the overall clas-
sification of the article in which they appear
 FEATURE ............................................... 9
Morgan State University Professor
Analyzes CIA Summer Fellowship
Program (U) ...................................... 9
SERVICES
Now What Was the Question? (U) ...... 14
The 18-Wheeler Fleet of the Agency (U) 17
The New Delta Data System (U) .......... 21
INFORMATION
Motivation Is a By-Product of Belief (U) 24
The CIA Long-Range Planning Process (U) 28
SECRET 3
 Approved For Release 2005/08/24: CIA-RDP86-00114R000100110005-3
Approved For Release 2005/08/24: CIA-RDP86-00114R000100110005-3
 I thought that it might be useful to sum-
marize for you how our National Intelligence
Estimates are produced and to describe
some recent developments and changes in
our handling of that process. (U)
About a year ago, the DCI authorized the
establishment of the National Intelligence
Council (NIC) as the organization responsible
for producing formal interagency intelligence
assessments. The NIC thereby became the
lineal successor to the NIO system and its
predecessor, the Office of National Es-
timates, which had formerly carried out this
responsibility. As Chairman of the NIC, I am
charged by the DCI and by DD/NFA, with
overall responsibility for making the new sys-
tem work. (U)
The "new" arrangements are based on
much that is tried and true. National Es-
timates continue to be issued by the DCI,
who personally signs and authorizes the pub-
lication of each, just as he always has. The
substantive judgments and supporting data
that go into each Estimate continue to be the
responsibility of the individual National Intel-
ligence Officer (NIO) presiding over that
particular product. The NIO thus remains the
key figure in the process. (U)
There are currently EDVIOs in the NIC. Q
have specific geographic responsibilities,
two are concerned with military matters
(strategic programs, and general purpose
forces), and there is an NIO for
Warning-the second hat that I wear. As
Warning NIO, I oversee the production of
interagency-approved Alert Memorandums
for the policymaker on situations of potential
warning importance. There are also two
"NIOs-at-Large," whose chief role will be to
help provide the kind of peer review of es-
timates that had been provided in the old
Board of National Estimates but that was
Chairman, National Intelligence Council lacking in the NIO system. Two more
and National Intelligence Officer for Warning
"at-Large" NIOs will be added. (C)
SECRET 5
 Each NIO with a specific account is the
DCI's senior staff officer for his or her area
and assists the DCI in his participation in the
National Security Council and its sub-
committees; in contributing to briefings of
the President, Congressional leaders,
committees, and staffs; and in staying in
close contact with senior State, Defense,
NSC, and other policymaking officers in or-
der to identify those questions of concern to
them on which intelligence can assist.
Equally important, he is responsible for see-
ing that intelligence production actually does
try to answer those questions, which is, after
all, the real purpose of preparing National
Intelligence Estimates. (C)
Once the need for an Estimate is rec-
ognized and the DCI has approved going
ahead with it, the appropriate NIO convenes
representatives of the Intelligence Commu-
nity agencies to prepare written terms of ref-
erence for the Estimate. At about the same
time, the NIO selects a drafter to write the
Estimate. As was the case under the NIO
system that preceded the NIC, the NIO can
draw on the entire Community in looking for
the best analyst or analysts to do the job. For
elaborate papers, especially those on com-
plex military and technical subjects, the NIO
may form one or more interagency working
groups to do all or parts of the paper. (C)
With the organization of the NIC, the NIOs
have acquired another option in arranging
for the services of experts to draft Estimates.
We are in the process of assembling a small
staff of highly experienced analysts who will
be available to the NIOs as drafters. This
staff, which we call our Anal tires c Group (AG),
is headed by my deputy, In time,
the AG should be able to take on respon-
sibility for drafting many-but never all-of
the Estimates we produce, thereby lessening
the need to find drafters among already
heavily burdened analysts assigned else-
where. (U)
At full strength, the AG will consist of
about but we are building it
slowly, going for quality rather than speed.
AG members are and will be drawn from
across the Intelligence Community, not just
 from NFAC or CIA, and each of its members
will serve with the NIC for a 2- or 3-year rota-
tional tour. Each must be a broad gauged
analyst, ideally one with experience in sev-
eral disciplinary fields or more than one
broad geographic area. Even more impor-
tant, we hope that each will have that rare
combination of scholarship, diplomacy, and
ability to produce simple, elegant prose that
makes Estimates writers a breed apart. (U)
Let's return again to the estimative proc-
ess itself. Once the terms of reference for a
new paper are agreed upon and a drafter is
chosen, a first draft of the Estimate is written
under the general guidance of the sponsor-
ing NIO. It is normal practice for the NIO to
employ a panel of outside consultants to re-
view the paper and suggest ways to improve
it. This may be done at various stages in
producing the paper, the most important of
which is at the point when an initial draft is
complete. It is also at this point that internal
consultants-the Senior Review Panel, the
NIOs-at-Large, and others-review and
constructively criticize the draft. (C)
Once the NIO and his superiors are sat-
isfied with the draft, it is distributed to the
Intelligence Community agencies for their
coordination. This is a vitally important part
of the process. Its purpose is not to create a
bland, homogenized paper that carefully ob-
scures all differences of view. On the con-
trary, it is intended as a step to resolve the
trivial differences and illuminate the impor-
tant ones. To do this well requires all the skill
of the NIO, who must ensure that alternate
interpretations are presented in parallel, with
the supporting arguments arrayed so that
the reader will understand not only the
"what" but also the "why" of the different
viewpoints. I should also emphasize that we
are more interested in what the differing
views are than in who holds them; dif-
ferences among analysts of a single agency
are just as important as differences among
agencies. (C)
The final stage in producing an Estimate is
its presentation to the National Foreign Intel-
ligence Board. The DCI issues Estimates with
the advice of the Board. Each member has
SECRET 7
 the right to dissent from all or any part of an
Estimate. Usually the Board ratifies papers
on terms that have already been worked out
at a lower level in the coordination process,
but agency principals retain the right-and
often exercise it-to have their own dissent-
ing views expressed in their own way. (C)
I have described the process as it normally
unfolds, but we have made provision for tele-
scoping these procedures when the occasion
demands a quickly produced Estimate. The
major annual Soviet strategic Estimate takes
6 months or more to prepare, and others
take as long or longer, but using the stream-
lined procedures introduced under the NIC,
we have in several recent instances been
able to turn out short, special Estimates
within a week or two. We hope to make
steady improvement in producing most Es-
timates more expeditiously. (C)
We are, of course, still in the relatively
early stages of this new organizational ven-
ture, and it is far too soon to pass judgment
on it. Much remains to be done to make the
system as efficient and as responsive as it
needs to be. We intend that the changes al-
ready made, plus those to follow, will equip
us with the kind of system we must have in
order to keep up with the demands for
high-quality, timely Estimates odr masters
will be placing on us throughout the turbu-
lent 1980s and beyond. (U)
 feature
MORGAN STATE UNIVERSITY PROFESSOR
ANALYZES CIA SUMMER FELLOWSHIP
PROGRAM (U)
I was pleased to have been selected for
the CIA's first participation in the National
Urban League's Summer Fellowship Pro-
gram. In this article, I will tell about this spe-
cial program, how I became involved, and
how the Agency became involved. Then I will
give my views of the CIA as an outsider who
became an insider for a few months in the
summer of 1980. (U)
enhance the expertise of faculty and admin-
istrators, thereby enabling them to better
prepare students for the challenges of the
corporate and governmental worlds. (U)
College and university instructors who
wish to participate fill out applications for the
Summer Fellowship Program. The staff of
the program sends a referral book to more
than 500 companies and government agen-
cies, including a biographical profile of each
program applicant. The participating com-
pany or agency selects the applicants they
would like to hire for summer positions of 6
weeks to 3 months. (U)
The National Urban League is an organiza-
tion whose purpose is to promote equal op-
portunity for all citizens. The Summer
Fellowship Program, one of the many pro-
grams of this organization, places college
professors at predominantly black colleges
into projects with industry and government
during the summer months. The basic objec-
tive of the Summer Fellowship Program is to
 The idea for Agency involvement in the Ur-
ban League Summer Fellowship Program
was initiated by the Directorate EEO officers
during an exploratory meeting with Vie Kauf-
man, Director of the National Urban League
Summer Fellowship Program. These initial
efforts culminated in the Agency's planning
and implementing of an orientation session
for potential fellows. During the fall of 1979,
27 faculty members, representing different
minority institutions of higher education,
were brought to the Agency for initial inter-
views. As a result of the interview and back-
ground investigations, 10 instructors were
selected for the program and placed in such
areas as OD&E, OSO, OL, and OS. (U)
Upon being notified that I was selected as
a participant, I was filled with great anticipa-
tion toward the experience of working for the
CIA as well as the financial rewards of being
employed during the summer. I knew, how-
ever, that the CIA has not always been
looked upon favorably by all segments of the
population. Some of my colleagues felt that
the CIA did not have a good reputation and
suggested that I not involve myself with it.
Others saw this as a great experience to be
associated with one of the highest ranking
governmental agencies. I felt honored to
have been chosen and accepted my assign-
ment enthusiastically. (U)
Upon beginning my duties with OS's In-
formation Systems Security Group (ISSG), I
was overwhelmed at the security precautions
at the CIA. The many briefings on security
left me feeling that it would be difficult to live
up to the security expectations at the CIA.
The briefings, however, made me more
aware of my actions at work and helped give
me the necessary discipline for being a
member of the Agency. (U)
 the ISSG Chief, greeted me
warmly and assigned me to three major
tasks for the summer of 1980. I was quite
pleased at the challenging nature of the
assignments. My first task was to evaluate
and recommend effective techniques for
improving computer security requirements
for major contract proposals. Next, I was to
develop various advanced degree programs
in Computer Science, Management Informa-
tion Systems, and Information Technology
for new information security officers. My last
task was to develop basic computer security
courses which give information security of-
ficers the necessary computer background
to maximize security requirements for auto-
mated data processing systems. These tasks
allowed me to utilize the technical back-
ground I received while working for General
National Urban League Summer Fellow
assigned to OS (U)
 Electric and Bendix, as well as the skills I
have acquired as an instructor. (C)
The assignments on which I worked helped
me to generate the following objectives for
myself:
? To expose Morgan State University's
business, computer, and accounting stu-
dents to the diverse career opportunities
at the CIA.
? To develop more meaningful faculty rap-
port with high-level officials at the CIA.
? To actively recruit excellent minority can-
didates for diverse officials at the CIA.
? To consider being an educational com-
puter consultant with the CIA or major
industrial or business enterprises.
? To write a book entitled "Computer Se-
curity for the Future" by 1981. (U)
As an insider, I view the CIA as a well or-
ganized, competent organization whose goal
is to develop a high level of security for the
United States of America. The Agency man-
agement was totally committed to doing an
excellent job for the protection of this coun-
try. (U)
The CIA is unquestionably an elitist gov-
ernmental organization. My impression was
that only the best qualified applicants with
exceptional talents in technology, political
science, economics, computers, mathemat-
ics, physics, administration, personnel, se-
curity, foreign languages, and education
would have a chance to become members of
the CIA. The CIA certainly offers a wide vari-
ety of career paths for those individuals who
can pass the rigorous set of employment
requirements mandated by this organization.
(U)
I feel that the Summer Fellowship experi-
ence with the CIA has been most rewarding.
Not only has it been an excellent work
experience, but I have felt genuinely ac-
cepted and motivated by my superiors and
coworkers with whom I came in contact.
 There is a degree of professionalism at the
CIA that I have rarely found in any of the
other four Summer Fellowship Programs in
which I have participated. My supervisor
made me feel as though I had a worthwhile
contribution to make to the organization and
encouraged me in all of my endeavors. I
appreciate the opportunity to have worked
with the best. (U)
 services
NOW WHAT WAS THE QUESTION? (U)
IOMS (U)
Of every 10 Americans who drink alcohol,
one will eventually develop alcoholism. That
fact startles most people and convinces
many that alcoholism must be increasing by
leaps and bounds. Not true. The 10 percent
prevalence rate has remained relatively sta-
ble over the past few decades. What has
changed dramatically is public awareness of
the problem's scope. Today alcoholism is
recognized as a major health problem, and
its victims are treated more openly and more
effectively than was the case even 5 years
ago. Similarly, although neither alcoholism
nor attempts to help alcoholics are new to
the Agency, a formal Alcohol Program has
been operating within OMS for a little more
than two years. (U)
To explain what the Agency Alcohol Pro-
gram is, it's first necessary to emphasize
what it's not: It's not a disguised temperance
movement, it's not concerned with social
drinking, and it's not dedicated to the propo-
sition that the only good employee is a
teetotaling employee. (U)
Now that we've reassured you (we hope)
that the Program is not an attempt to dry out
the Agency, let's focus more specifically on
what the Program is and how it can help you
as employee or supervisor, a member of your
family, or a coworker. The Program's func-
tions are several. First, it's an educational
program which conducts alcohol information
programs for all employees and special
training sessions for supervisors. It's also a
helping program, which offers confidential
assistance, treatment referral, and ongoing
support to all Agency employees and depen-
dents experiencing alcohol problems. Finally,
the Program is a service for management,
which provides a constructive way for su-
pervisors to deal with an employee whose
job performance is deteriorating. (U)
The Program's success in its helping role
depends, to a great extent, on its effective-
ness in its role as educator. Before the Al-
 cohol Program can help anyone, it must con-
vince everyone-employees as well as
supervisors-of a few basic truths: that al-
coholism is a disease, that it can be treated,
and that the active concern and cooperation
of those around the drinking alcoholic can
force even the most reluctant drinker into a
treatment program which may well save his
life. (U)
Challenging prejudices and identifying
barriers to treatment are major emphases in
the Program's educational efforts. Although
alcoholism was classified as a disease as
long ago as 1956, the suspicion remains that
it's a disease nice people don't get. Since
most alcoholics are "nice people" like you
and me (fewer than 3 percent fit the
stereotypical image of a skid-row drinker),
*Alcoholism is an equal opportunity disease.
For the sake of convenience and in keeping with
the mistakes of history, the masculine pronoun is
used throughout. (U)
 they go to great lengths to conceal evidence
of a disease they believe "nice people"
shouldn't have. Well-intentioned friends,
family, coworkers, and supervisors unwit-
tingly assist the alcoholic in this
life-threatening denial by avoiding and cov-
ering up the drinking in the hope that the
problem will go away. The problem will not
go away. Misguided kindness kills alcoholics,
and the Alcohol Program stresses that con-
frontation by trained people is the only
constructive action to take. (U)
For supervisors, job performance is the
key to effective use of the Program. If an
employee's performance or conduct is less
than satisfactory, the supervisor is encour-
aged to contact the Alcohol Program to
determine whether alcohol may be the
cause. If alcohol is the problem, a treatment
plan is developed for the individual, and the
referring supervisor is kept informed of the
employee's progress throughout treatment.
Timely referrals by supervisors have been
critical in saving the jobs of many Alcohol
Program clients and the lives of a few. (U)
Supervisory referral is not, however, re-
quired for admission to the Alcohol Program.
Many employees, concerned about their own
drinking or the drinking of a spouse, parent,
or teen-aged child contact the Program di-
rectly. Many of these self-referrals are seek-
ing an opinion on what they believe to be a
developing problem; some are looking for
support in handling a problem of long stand-
ing; still others want suggestions on. treat-
ment facilities. Whatever the request, all are 25
accorded complete confidentiality. (U)
If the Alcohol Program can help you or
someone you know by providing confidential
assistance or scheduling an alcohol aware-
 THE 18-WHEELER FLEET OF THE
AGENCY (U)
Former Chief, Freight Traffic Branch/
CD/SD/OL
The Agency has many unsung heroes and
many who merrily go about their daily tasks
within their respective components support-
ing the mission of the Agency. But none
probably affect so many operations as the
few Agency tractor-trailer drivers. (U)
Yes, the Agency has nine tractor-trailer
drivers assi ned to the
he o a
requirements and overtime obligations of
their job would stagger anyone. Last year
these nine men each worked an average of
1,000 hours overtime, which is equivalent to
six months of work. So in essence, each
driver worked one and one-half man-years
during 1979. (U)
Agency drivers are required to attend an
eight-week tractor-trailer school in addition
to a National Safety Council course, a defen-
sive driving course, and lectures on Agency
transportation and security procedures.
Drivers are required to have a valid state
driver's license, pass an annual medical
examination, and also pass a Department of
Army driving course and examination. (U)
The present corps of drivers ranges in
longevity from 1 year to 29 years-all on
heavy trucks in the Agency, with the average
driver having been on duty with the Agency
about 15 years. (U)
Some of the normal daily support which
Agency personnel take for granted is pro-
vided by the Agency drivers. The
tractor-trailer drivers deliver all the admin-
istrative su lies and equipment from
42-foot trailer-load, and
sometimes two loads, is delivered daily to
north dock at Headquarters in the early
morning hours. Classified waste, trash, and
equipment are hauled to special disposal
facilities which are beyond the metropolitan
Washington area. The drivers meet an aver-
age of four airplanes each week, and deliver
 Approved For Release 2005/08/24: CIA-RDP86-00114R000100110005-3
Approved For Release 2005/08/24: CIA-RDP86-00114R000100110005-3
 classified loads throughout the Intelligence
Community, that is, to Headq uarters, Fort
Meade, Pentagon, National Se-
curity Council, and many other overt and
covert sites. (S)
The drivers are briefed on projects that
only the operating component personnel are
aware of. The drivers, crossing many division
and component lines, are cleared for entire
programs and not just segments or projects.
Their security and dependability must be be-
yond reproach. (S)
Trips that are over 300 miles require two
drivers in order to comply with on-duty
requirements of the Interstate Commerce
Commission, under which the Agency must
operate. No driver can exceed 10 hours
straight duty without a minimum rest period,
so Agency tractor-trailers have sleeper cabs
in order for the drivers to change every 4
hours to preclude stopping with classified or
sensitive loads. When classified or sensitive
Priver, stands beside
one of the CID wheelers (U)
 equipment is moved, one driver must remain
with the truck at all times. Sometimes OS
furnishes escorts who follow the truck from
loading to unloading. The drivers do not
carry weapons. (S)
Agency drivers haul a variety of commod-
ities, such as medicine, flammables, explo-
sives, corrosives, and radioactive materials.
Many of these hazardous cargos require
special handling, documentation, and
routing around populated areas. The Agency
must "knock on wood" because our drivers
and trucks have never been involved in a
major or fatal accident. (U)
The Agency truck fleet last year traveled
approximately 300,000 miles to deliver and
transport cargo and to meet the aircraft in
support of Agency requirements. An Agency
driver's life belongs to the Agency because
of the oddball hours, many days on the road,
and the late hours that must be worked. The
next time your office has a transportation
requirement for one of the Agency trucks,
the drivers would appreciate it if the work
could be scheduled from 8 a.m. to 5 p.m.,
Monday through Friday, in order to free up
their weekends and holidays. (U)
 THE NEW DELTA DATA SYSTEM (U)
IODP (U)
Several years ago, ODP/Applications
assembled an Agency-wide group to define
requirements for a new series of terminals to
upgrade support to users. The result is a new
device to provide a variety of capabilities in
an interactive environment or a stand-alone
mode. Although still in the acceptance stage,
the new Delta Data System has attracted
wide attention in the Agency and from other
government departments. ODP/Processing
has about 75 of these systems in a variety of
operational situations being tested by pro-
grammers and technical personnel. (U)
The Delta 7260T Intelligent Terminal Sys-
tem is a microprocessor-based,
user-programmable display terminal system
for information applications. The 7260T
terminal is provided with or without diskette
storage. (U)
The key attributes of the 7260T System
are:
? Text Processing
? File Management
? BASIC Language Support (U)
Text Processing functions allow the oper-
ator to manipulate and to make alterations
and revisions to existing text stored in the
terminal's memory. Words, sentences, whole
paragraphs, or blocks of text can be moved
around or acted on by a variety of text
processing functions under operator com-
mand or via program control. The manipu-
lated text is highlighted so that it can be
easily distinguished from the surrounding
text. (U)
File Management functions allow the oper-
ator to establish and maintain random or
sequential files on diskette. File Management
support is a function of the Local Disk Op-
erating System. (U)
BASIC Language support, provided by the
BASIC Interpreter, allows users to create
 programs at the terminal and store them on
diskettes or at the host computer. The user
programs can be called up from diskette
storage or from the host computer via keyed
operator commands. Operator interaction
with terminal-resident user programs is also
performed via a set of keyed commands. (U)
Other key features of the 7260T are:
? Formatted data entry/validation
? Split screen operation
? Full cursor control
? Cursor addressing and sensing
? Paging/scrolling
? Tabulation
? Program function keys
? Operator prompting
? Self-diagnostics
? ASCII/Alternate character sets
? Printer output support (U)
Two of the more unique features will be the
addition of diskette storage (not shown in the
photograph) and the split screen capability.
Diskette storage consists of a separate,
dual-drive diskette unit. The 7260 Video Dis-
play Terminal supports either of two diskette
units, one that accommodates standard
8-inch diskettes and one that accommodates
5-inch mini-diskettes. Both units record data
in standard density on both sides of the
diskette. Sector length is the same for either
size diskette - 560 characters. (U)
The standard diskette provides a
formatted data storage capacity of 681,706
characters. The mini-diskette provides a
formatted data storage capacity of 191,471
characters. (U)
Disk access is provided by keyed operator
commands, by commands received from the
host computer, and by commands executed
by the resident user program. The host or
resident user program can access disks di-
rectly without interfering with the display
screen. (U)
 Split Screen allows the operator to divide
display memory into as many as eight dis-
crete segments (splits). Split dimensions are
established by the operator via a Split Al-
location Table. Splits can be arranged on the
screen in any manner, but splits should not
overlap. Vertical and horizontal lines dis-
played on the screen define the boundaries
of each split. Each split is functionally in-
dependent of the other and may be operat-
ing in a different mode. The operator can
move between splits via keyed commands.
The terminal's memory can be allocated to
different splits on a percentage basis. (U)
With the above features, the Delta Data
promises to be of great value to those who
can utilize its full capabilities. It is expected
that, over time, a library of user programs
will be available for exchange. ODP will act
as a clearing house for user developed
routines. A word of caution, however; using
the 7260 can be addictive. (U)
 information
MOTIVATION IS A BY-PRODUCT
OF BELIEF (U)
OMS (U)
Morale, status, and motivation are not
really tangible things. We say that the esprit
de corps of a military unit is very high; so is
that of a terrorist group. The status of a re-
ligious leader is very high; so is that of an
underworld chieftain in his organization. (U)
Morale and status are by-products of our
total environment and how we react to and
are seen by ourselves and others in that
environment. Motivation is belief in what we
are doing. The deeper the belief, the
stronger the commitment. Commitment nur-
tures enthusiasm, energy, and will. This kind
of activity promotes achievement and suc-
cess; hence, status. Achievement and suc-
cess lead to motivation. (U)
EMPLOYEE MOTIVATION (U)
A job provides full motivational value to
the organization when it satisfies all relevant
needs which may be present in the person
performing it. A balanced job blends all lev-
els of need so that managers may maintain a
perspective on group productivity and in-
dividual fulfillment. (U)
To accomplish this balance, a voluntary
interaction of people at all levels needs to be
created. The natural by-products derived
from this action are high morale, status, and
motivation. (U)
Those who participate in designing these
concepts must have an awareness of real
needs and conditions, knowledge of the
organization and management, and most
importantly, freedom of thought. The best
results occur when all personnel participate
in a free spirit that finds their occupational
endeavors and their personal needs, that is,
physical, security, social, esteem and
self-fulfillment also congruent with their per-
sonal, familial, social, occupational, and
spiritual philosophy (figure 1). (U)
 ORGANIZATIONAL MOTIVATION (U)
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. The organization and
its people must continually change if the
organization is to survive over time. (U)
Past IBM president Tom Watson, Jr. said,
"The basic philosophy, spirit, and drive of an
organization have far more to do with its rel-
ative achievements than do technological or
economical resources, organizational struc-
ture, innovation, and timing. Three basics
paramount to an organization's beliefs
should be: respect for the individual, the best
customer service possible, and excellence in
the pursuit of goals." (U)
Each of us in stating our objectives learns
to specify only the "what" and "when"; to
avoid the "why" and "how." That is as it
should be, provided we have an understand-
Figure 1
Personal Philosophy
Need
Employee
Beliefs & Needs
Commitment
Enthusiasm
Energy
Will
Morale
Achievements
Status
 ing of Agency philosophy prior to stating our
objectives and goals; that is, what we as an
Agency believe, and what the basis is for that
belief. Once a mutually agreeable philosophy
is reached, we then have a plan against
which to weigh our goals and
objectives-"why" we have set this goal and
"how" will it contribute to the fulfillment of
Agency ideals. (U)
For the Agency to succeed, managers
must insure that our ethical standards are
well defined and that employee work is sys-
tematically judged against these standards.
Along with this, managers are required to be
alert for and anticipate problems and put
themselves in a position to cope with the
problems when they become real. They do
not confine themselves to tactics and strat-
egy alone but must continually evaluate
organizational capabilities and intentions. (U)
It is clear that ethical standards must apply
evenly and with no exceptions, that these
standards take precedence. The fact that
cipline. It makes managing more effective,
and it helps avoid legal difficulties. (U)
While we all should be aware of the major
issues involved and the specific choices to
be made, an ethical code is the concern of
the chief executive-the ideas might come
from below, but the responsibility comes
from the top. (U)
The ultimate value of any management re-
search an organization undertakes lies in the
production of information that enables peo-
ple to believe in change. The ability to con-
template the future or estimate probability
makes people want to change. The idea of
change enables people to plan toward a
continual becoming-this attitude evokes a
maintaining interest to learn (figure 2). (U)
EMPLOYEE AND ORGANIZATION MOTIVA-
TION (U)
Well defined personal and organizational
ideals make it less difficult to understand
everyone knows the rules is a great dis- Figure 2 left, Figure 3 right
 Mojor Issues Specific Choices
1 I
Standards
Ethical Code Valdes
organaaeonal Beliefs