The organizations that constitute the United States intelligence services have corporate cultures distinct from most government entities. The American environments promote the acquisition and preservation of essential characteristics to job performance, but these exclusivities often weaken organizations and lead to significant protection failures. CIA Agencies charged with the gathering and processing information share cultural features that differentiate them from other private sector groups and other federal bodies that do not deal with security matters routinely. The paper aims to examine the efficacy of the Central Intelligence Agency (CIA) on providing its services to the people based on its well-structured management structure.
Details of the Organizations
The CIA is the U.S. government's main international foreign intelligence body. It was founded in the 1940s after President Harry S. Truman signed the National Defense Authorization Act into law. The CIA evolved from the Office of Strategic Services after World War II (OSS). Previously, the military and the Federal Bureau of Investigation performed surveillance and foreign intelligence operations in the United States, which endured overlap, rivalry, and a lack of organization, issues that persisted into the twenty-first generation to some extent. Consequently, the CIA was established in 1947 when the National Security Act tasked it with overseeing the country's intelligence efforts and, among other responsibilities, gathering, reviewing, and publicizing intelligence concerning national security (Moseman, 2020). One of the primary goals of establishing the CIA was to avoid repetitive Pearl Harbor intelligence failure. Fragments of data that could have offered notice of the Japanese attack not properly woven together. Although the National Security Act allowed agencies and departments to continue collecting and disseminating departmental information, the CIA became charged with organizing and reviewing all national intelligence, intelligence that applies to more than one department organization. The mission is geared towards working for all (Bechtel, 2020). The primary mission was to correlate and review information about national security and ensure that the organization disseminated such intelligence appropriately within the Government.
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Structure and Organization of the CIA
The CIA became split into four main divisions: Activities (D.O.), Information (DI), Management (DA), and Science Technology (S.T.). A Director-General leads each department. The D.O. becomes charged with gathering international information from multiple sources around the globe and executing covert operations initiatives. The DI comprises experts who conduct "all-source" analyses of world affairs and persons using information gathered by the D.O. and other organizations. The Directorate Science and Technology (DS&T) holds a wide range of technical repositories services (such as the International Broadcast Information System, which tracks international print and broadcast media) and offers technical assistance to the D.O. The DA is responsible for providing logistical service to the organization as a whole.
Leadership Team
Source: CIA: The work of a nation: The Centre of intelligence PDF
|
CIA Directors |
Discipline |
Date of Services |
| Rear Adm. Sidney W. Souers, USNR | Jan. 23, 1946–June 10, 1946 | |
| Lt. Gen. Hoyt S. Vandenberg, USA | June 10, 1946–May 1, 1947 | |
| Rear Adm. Roscoe H. Hillenkoetter, USN | May 1, 1947–Oct. 7, 1950 | |
| Gen. Walter Bedell Smith, USA | Oct. 7, 1950–Feb. 9, 1953 | |
|
Allen W. Dulles |
Feb. 26, 1953–Nov. 29, 1961 | |
| John A. McCone | Nov. 29, 1961–April 28, 1965 | |
| Vice Adm. William F. Raborn, Jr., USN | April 28, 1965–June 30, 1966 | |
| Richard M. Helms | June 30, 1966–Feb. 2, 1973 | |
| James R. Schlesinger | Feb. 2, 1973–July 2, 1973 | |
| William E. Colby | Sept. 4, 1973–Jan. 30, 1976 | |
| George H.W. Bush | Jan. 30, 1976–Jan. 20, 1977 | |
| Adm. Stansfield Turner, USN | March 9, 1977–Jan. 20, 1981 | |
| William J. Casey | Jan. 28, 1981–Jan. 29, 1987 | |
| William H. Webster | May 26, 1987–Aug. 31, 1991 | |
| Robert M. Gates | Nov. 6, 1991–Jan. 20, 1993 | |
| R. James Woolsey | Feb. 5, 1993–Jan. 10, 1995 | |
| John M. Deutch |
May 10, 1995–Dec. 15, 1996 |
|
| George J. Tenet | July 11, 1997–July 11, 2004 | |
| Porter J. Goss | Sept. 24, 2004–May 26, 2006 | |
| Gen. Michael V. Hayden, USAF | May 30, 2006–Feb. 13, 2009 | |
| Leon E. Panetta | Feb. 13, 2009–June 30, 2011 | |
| David Petraeus | Sept. 6, 2011–Nov. 9, 2012 | |
| Mike Pompeo | Jan 23,2017-April 26,2018 | |
| Gina Haspel | May 21,2018- |
Population Serviced
Unlike the Federal Bureau of Investigation (FBI), a homeland surveillance agency, the CIA is not a security agency. It becomes primarily centered on collecting intelligence data, with only a small number of natural intelligence collected. The CIA's World Fact Book contains innate intelligence on 266 world institutions, including their culture, population, governance, economics, resources, geography, climate, telecommunications, infrastructure, security, crime, and global concerns.
CIA Principles
The CIA triad is basic but commonly applied security theory interference. The core principles include confidentiality, integrity, and availability. The confidentiality principle focuses on a framework for guiding information security programs within an enterprise (Gunduz & Das, 2018). According to the integrity doctrine, the CIA has the freedom to conceal data from others who are not allowed to access it. Besides, the integrity standard requires the CIA to ensure the data is a true and unaltered reflection of the original protected records. Finally, the availability principle means that the CIA's material is still freely available to the designated audience.
Case Management Role of CIA
A case officer is a specialized intelligence operative skilled in the handling of agents and agent networks. Again, he supervises individual agents and systems of human consciousness. Besides, the officer scouts for prospective agents, hire them, and educate them in intelligence work.
Primary Values of CIA
The CIA becomes committed to providing fundamental principles and ideals to both Americans and foreign nations who are members of the CIA. It becomes generally used to refer to intelligence that contributes significantly to managing conflicts, conducting war, and the formulation of strategy. It represents objectivity in the content of knowledge and profound loyalty to the client regarding type and pacing. The Company strives to uphold personal and exhibit honesty values. Once again, it emphasizes collaboration around the agency and the intelligence community. Additionally, it demonstrates the full involvement of a tremendous and varied labor force.
Diversity of Key Staff Members and Clients
Diversity at the CIA could involve the breadth of cultures and perspectives necessary to ensure that CIA representatives have various viewpoints when safeguarding U.S. public safety. It includes the array of characteristics of American citizens that collectively assist organizations in pursuing operational goals effectively and efficiently. These attributes include nationality, culture, color, age, impairment, ethnic origin, sex, age, sexual preference, gender identification, economic status, professional status, and family relationships. Additionally, the cultural competence demonstrates that their goal is to emphasize the capacity to comprehend, respect, and communicate with individuals from diverse cultures and value systems and extend knowledge gained for improved outcomes.
Impact and Risk of CIA
As the world's preeminent international intelligence service, the role of the CIA's personnel is critical to the United States' national security. The services offered by the CIA expose officials to threats when collecting and analyzing international intelligence and conducting covert operations. U.S. officials, like the President, make strategic decisions based on the organization's facts.
Final Argument
Arguably, the CIA did not adequately fulfill its obligation as represented in its triad. The criterion used to examine its success is identifying and distinguishing the advantages, disadvantages, and threats. For example, most criticism directed at the CIA has coached at the D.O., which has faced accusations of lying to or manipulating Congress, disseminating false intelligence information, and collaborating with organizations and citizens involved in human rights violations the last few decades (Action, 2017). Additionally, the CIA's intelligence review has come under scrutiny on account of failure to anticipate the Iranian uprising, the Soviet Union's disintegration, and the Iraqi aggression of Kuwait.
Conclusion
The effectiveness of the Central Intelligence Agency (CIA) on delivering its resources to the citizens focused on its possibly the best management structure has been influential on improving security issues. The intelligence bureaus within different cabinet departments and the services within the military are just subsets of a broader agency with its mandate. Its key focus is not gathering and reviewing international information but instead pushing out the U.S. foreign strategy in a more overt way. The CIA is the other section of the federal Government dedicated exclusively to such compilation and study.
References
Bechtel, B. (2020). Mission possible. Intersec: The journal of international security , 30 (1), 32-34.
Gunduz, M. Z., & Das, R. (2018, September). Analysis of cyber-attacks on smart grid applications. In 2018 International conference on artificial intelligence and data processing (IDAP) (pp. 1-5). IEEE.
Johnson, L. K. (2017). Spy watching: Intelligence accountability in the United States . Oxford University Press.
Moseman, S. (2020). Truman and the formation of the Central Intelligence Agency. Journal of intelligence history , 19 (2), 149-166. https://doi.10.1080/16161262.2020.1774233
https://www.cia.gov/static/c050e9d29b6a04b639f050d6555e35c6/The-Work-of-a-Nation.pdf
