A review of NASA Federal Management Intern (MI) programs indicates potential for identification, attraction, and early development of successful administrative management employees, but suggests that successful development of managers is a function of the long-term care with which an agency pursues MI programs. A recent study of separations in NASA indicates that the loss rate is highest among younger employees, particularly in the administrative-management occupations. This indicates a need for more follow-up on the careers of young NASA people. Controllable conditions under which MI programs will best serve some of the agency's long range manpower requirements include: (1) clearing and agreeing upon the MI program objectives and plans by high and intermediate levels of agency management; (2) at least one policy level individual's active participation in the program is needed; (3) MI programs thrive for the long term only when their products earn status in the eyes of management; (4) MI program directors must be responsible for and have commensurate authority to react in the best interests of the program and the NASA mission; (5) MI programs should be tailored to the manpower needs and resources of each center. (Eleven charts are included in the study.) (dm)