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Manpower Report Book II. Assumptions Made, Purpose and Scope, System Model, and Appendix. Chart included but not scanned (too large). 17 Pages. [Report], n.d.
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Manpower Report Book II. Assumptions Made, Purpose and Scope, System Model, and Appendix. Chart included but not scanned (too large). 17 Pages. [Report], n.d.
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Richard Nixon Presidential Library
White House Special Files Collection
Folder List
Box Number Folder Number Document Date
Document Type
Document Description
43
16
n.d.
Report
Manpower Report Book II. Assumptions
Made, Purpose and Scope, System Model,
and Appendix. Chart included but not
scanned (too large). 17 Pages.
Monday, May 14, 2007
Page 1 of 1
One of the valuable persons consulted over
this period on the manpower problem has been
Collins Coffee, close friend of Reuben Nathan,
involved as a staff man on the Hoover commission,
and heading his own small management improvement
firm. We have discussed the problem of simplify-
ing this process and relating it to the pace and
demands of a short 60-90 day period after the el-
ection.
The model which follows represents a simple
system, with the major elements identified, and
a rough flow chart and forms suggested.
CONTENTS
ASSUMPTIONS MADE
PURPOSE AND SCOPE
SYSTEM MODEL
APPENDIX
FEDERAL POLITICAL APPOINTMENTS
The assumptions of the writer are presented first because they have
a direct bearing on the pages which follow.
ASSUMPTIONS
Historical trends and explicit campaign pronouncements seem to per-
mit the following points to be taken as given:
1. The President will take an immediate, personal interest
in political appointments at the sub-Cabinet level as well
as at the Cabinet level.
2. The President will not relinquish all interest in recruit-
ing to Department Heads, although a principal reason for
their early identification is to permit them to build their
teams.
3. The needs of the Party, the Department Head, the Congress,
and the White House require a formal coordinating role to be
identified and made permanent within the Office of the
President.
4. This Office should immediately develop guidelines and stan-
dard procedures assuring a uniform high attention to the
total problem and the avoidance of the organizational, political,
communication (largely unintended but avoidable) gaffes of
previous administrations (Republican as well as Democratic).
5. Simply put, (a) order in place of chaos, (b) continued pro-
fessional attention VS. sporadic "good intentions", (c) a sys-
tems approach VS. unrealistic authoritarian dominance re-
sulting in neglect.
These statements may seem childishly simplistic: Nonetheless,
if they are taken as the policy of the Administration and are carried
out as given, a major advance in government effectiveness can be
forecast.
They are not offered as recommendations because they seem self-
evident. Those familiar with Presidential Transitions will recognize
their inescapability as well as their worth. The problem is timely
legitimization and follow thru!
MANAGEMENT IMPROVEMENT, INC.
Management Consultants
PURPOSE OF REPORT
The report is restricted to two related purposes:
1. To deduce the minimum steps implicit
in the assumed policy.
2. To suggest the resources required for
a realistic implementation of policy:
i.e., a coherent management process,
such as:
(a) devices required to expedite
the immediate ad hoc effort.
(b) mechanisms for resolving con-
flicting interests, pressures,
requirements, etc. as they de-
velop.
(c) procedures for minimizing com-
munication hazards (approvals,
orientations, etc.)
(d) priority assessment
(e) progress reporting
MANAGEMENT IMPROVEMENT, INC.
Management Consultants
SYSTEMS MODEL
To justify the devices recommended herein they must be shown
in proper context which is usually procedural, but the detailing
of a procedure flow at this juncture would be presumptuous.
Questions of organization, authority, priority will undoubtedly
take precedence.
Since the time for detailed procedure design is usually so short
in situations such as this - that it is virtually ignored - a general
systems model is offered as a guide to procedure and design
planning when it is timely.
The design emphasizes the kinds of input, how they are standard-
ized, interrelated and made comparable, through six simple forms -
this number is the irreducible minimum - then, how control is
achieved, and progress reported.
Previous transitions experienced difficulty in the last appoint-
ments. A proper control procedure should aim at completeness
of appointment scheduling.
The basic decision question revolves around whether six standard
forms are required. A review of the functions will demonstrate
that eliminating forms will not eliminate the functions.
The choice is between order and disorder. History favors the
latter. Just how much disorder is tolerable is for the reader to
decide. The policy assumptions point the way. Don't they?
The justification for each form follows and a chart is then in-
cluded as the basis for a discussion of organization requirements,
procedural implications, control, etc.
The Appendix shows the items to be considered by a Forms
Designer when previous questions have been moved.
MANAGEMENT IMPROVEMENT INC.
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SYSTEMS MODEL
To perform in an orderly manner the necessary planning and
control steps for the Transition Council, and to expedite the
actual recruiting schedule, the following minimum elements
seem to be required, in one form or another.
1.
Job Specifications
One for each appointment with copy for
recruiter, arranged to emphasize priori-
ties in recruiting. The arrangement would
naturally follow the organization of the
Transition Council in the early phases and
the Department and Commission structure
as the Cabinet Officers assume their roles,
etc. The data to be included are outlined
in the Appendix for this and the following
comments.
2.
Man Specifications (Can be combined with
Job Specifications)
One specifications should be set up for each
job showing the realistic minimum require-
ment. These specifications can then be
matched against the general search files al-
ready assembled and are a way of relating
talents to jobs, particularly in the later
stages of recruiting. Standards can be set
here on an overall basis and strict guidelines
to recruiters can be emphasized from a cen-
tral review point.
3.
Candidate Background
This document should be filled out by a candi-
date as evidence of his interest in continuing
to be considered for an appointment. It is not
an "application" form, but a device to assist
the recruiter to get a commitment of interest
and to permit clearances to be scheduled, etc.
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4. Candidate Evaluation Interview
This form should be filled out by each inter-
viewer for each position, indicating in writ-
ing the criteria considered in judging the
candidate - so that all candidates for the
position will be judged on a comparable basis.
Also assistance that may be required in
getting necessary agreement should be
identified.
5. Reference Interview Evaluation
This document should be filled out for each
major reference check to assist in the final
appraisal of qualification and fitness for the
assignment.
6. Appointment Decision and Formal Clearance Schedule
When a qualified candidate has been selected
and indicated availability, certain protocol is
to be observed in orientation, official clear-
ance and announcement - which requires sche-
duling and follow up.
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DISCUSSION CHART
APPENDIX
A listing of items to be considered when forms
are designed.
The form design step is premature until organi-
zation and procedure limitations are clarified.
MANAGEMENT IMPROVEMENT INC.
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JOB SPECIFICATIONS
Clientele Served
Operations
Financial
Administration
Relationships
Collateral Assignments
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MAN SPECIFICATIONS
detail only - format later
Technical
Soundness - (Stability - Judgment)
Mental Alertness
Adaptability / - Flexibility
Relationships
Drive and Energy
Potential
Personal Background
Clearances Required
Availability
Tenure
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CANDIDATE BACKGROUND
PERSONAL IDENTIFICATION
ADDRESSES
EDUCATIONAL BACKGROUND
WORK HISTORY CHRONOLOGY
RELEVANT EXPERIENCE DETAILED
(professional accomplishments, publications, associations, etc.)
PERSONAL OBJECTIVES
REFERENCES
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CANDIDATE EVALUATION INTERVIEW
INTERVIEW PLAN
CONCLUSIONS
STRENGTHS OBSERVED
RESERVATIONS
COMPATIBILITY
QUALIFICATION RATING
ASSISTANCE REQUIRED IN SECURING
AGREEMENT, ETC.
DETAILED OBSERVATIONS
TECHNICAL
MENTAL
SELF-EXPRESSION
DEALING WITH OTHERS
DRIVE AND ENERGY
PERSONAL STABILITY
POTENTIAL FOR GROWTH
AVAILABILITY
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REFERENCE INTERVIEW
CONCLUSIONS
STRENGTHS
WEAKNESSES
WEIGHTING (RELIABILITY OF COMMENTS)
CONSISTENCY
QUALIFICATION RATING
DETAILED INTERVIEW - PLAN
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APPOINTMENT CLEARANCE
SCHEDULE
COMPLETE
QUALIFICATION CERTIFICATION
AVAILABILITY CERTIFICATION
PERSONAL BACKGROUND CLEARANCE
PARTY AND LOCAL CLEARANCE
CONGRESSIONAL CLEARANCES
ADMINISTRATION CERTIFICATION
TRANSITION COUNCIL CERTIFICATION
ANNOUNCEMENT SCHEDULE AND SOURCE
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CONTROL AND PROGRESS REPORT
A central running report should be available showing
Job open
Recruiter assignment
Candidates interviewed
Assistance required
Clearance schedule
Appointment
The report should be organized by priorities within the Transition
Council.
This report should be available to the Executives of the Transition
Council as a master control tool.
It could be summarized periodically for all concerned.
MANAGEMENT IMPROVEMENT, INC.
Management Consultants