“Just as the chief executive is aided by staff officials in the carrying out of his program, so also do subordinate line executives establish normal and continuous relationships with staff officials in the development of their work. If the line official cannot satisfy the staff assistant as to the necessity of his proposal, then the door of the executive's office must be open to him and he should be free to state his recommendation, explain any points of difference he has with the staff assistant, and leave the decision to his superior. As a general proposition also, if the decision is close, the chief executive should decide in favor of the line official, since presumably he knows his own needs better than any staff assistant because he is closer to them and is responsible for results. If the chief executive fails to back him up then he is bound to feel that his judgment is in question. This injures his initiative and self-confidence-as well as his confidence in his superior-and is to be avoided if possible. Ordinarily, however, if both line and staff men are competent, they will be able to reach an agreement and make a unified recommendation. Close decisions are rare when all the facts are known.”

— Marshall E. Dimock

Source: "The Meshing of Line and Staff", 1945, pp. 102-104, as cited in Albert Lepawsky (1949), Administration, p. 306-7

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Marshall E. Dimock 15

American writer 1903–1991

Marshall E. Dimock (1903–1991) American writer

Source: "The Meshing of Line and Staff", 1945, pp. 102-104, as cited in Albert Lepawsky (1949), Administration, p. 306-7

“The staff officer must be kept in his place. But this does not mean that he must be kept down, that he must be discouraged, that his initiative and imagination must be checked. On the contrary, all these characteristics should be encouraged. The important question is, through what channel are they to be directed? They should, of course, Bow through the responsible operating executive, not around him.
This process may be described in terms of the following sequence: the staff official makes a recommendation; it is approved by the responsible executive who, in his authoritative capacity, announces to those below him in the hierarchy that the recommendation is going to be adopted. Thereafter there are many details in connection with putting it into effect that can be carried out more effectively by the staff official than by the line official and with a saving of time to the latter. So long as the subordinates in the hierarchy are aware that this delegation is authorized and that the staff officer is not acting independently, unification of managerial responsibility is not impaired and there is no loss of influence and responsibility in the part of the executive.”

Marshall E. Dimock (1903–1991) American writer

Source: "The Meshing of Line and Staff", 1945, pp. 102-104, as cited in Albert Lepawsky (1949), Administration, p. 306-7

“There are two prime requisites in efficient staff service, coordination and infiltration. The tertn "co-ordination" describes the necessary method of sound staff procedure, but "infiltration of knowledge" is the ultimate purpose of all staff activities. Staff service is not alone for the top leader. It comes to him first, for he needs it in the making of his initial decisions, but the subordinates in the scalar chain, down to the very rank and file, likewise need it in the intelligent execution of all plans.”

James D. Mooney (1884–1957) American businessman

Source: Onward Industry!, 1931, p. 73

“Staff standards are not theological abstractions, but scientific approximations, and are evolved for the use of the line, the sole justification of the standards being that they will make line work more efficient. Staff standards being for the benefit of the line and often entrusted to line officials, must be put in the form of permanent instructions so that all may understand what is being aimed at, and deviations by the line be noted and reprimanded.”

Harrington Emerson (1853–1931) American efficiency engineer and business theorist

Source: Efficiency as a Basis for Operation and Wages, p. 70; Cited in: Morgen Witzel (2003) Fifty Key Figures in Management. p. 79

“I cannot imagine any other country in the world where the opposition would seek, and the chief executive would allow, the dissemination of his most private and personal conversations with his staff, which, to be honest, do not exactly confer sainthood on anyone concerned.”

Gerald Ford (1913–2006) American politician, 38th President of the United States (in office from 1974 to 1977)

On the Nixon tapes, in a speech to the University of Michigan, Ann Arbor, as quoted in The New York Times (4 May 1974)
1970s

“The informative phase refers to those things which authority should know in framing its decisions; the advisory, to the actual counsel based on such information; the supervisory, to both preceding phases as applied to all the details of execution. The point is that the line represents the authority of man; the staff, the authority of ideas. The staff is purely an auxiliary service. Its function is to be informative and advisory with respect to both plans and their execution. This is implicit in the word "staff" which is something to support or lean upon but without authority to decide or initiate.”

James D. Mooney (1884–1957) American businessman

Source: Onward Industry!, 1931, p. 60

“With regard to White House officials, it will be up to the President to decide frankly whether and when and under what circumstances members of his [own White House staff] testify.”

Mitch McConnell (1942) US Senator from Kentucky, Senate Majority Leader

2007
Source: On the need for testimonies by G.W. Bush White House staffers Fox News Sunday http://thinkprogress.org/2007/04/01/fox-catches-mcconnell/ (April 1, 2007)

“A man who works under orders with other men must be without vanity. If he has too strong a will of his own and if his ideas are in conflict with those of his chief, the execution of orders will always be uncertain because of his efforts to interpret them in his own way. Faith in the chief must keep the gang together. Obviously deference must not turn into servility. A chief of staff or a departmental head should be able, if it seems to him (rightly or wrongly) that his superior is making a serious mistake, to tell him so courageously. But this sort of collaboration is really effective only if such frankness has true admiration and devotion behind it. If the lieutenant does not admit that his chief is more experienced and has better judgment than he himself, he will serve him badly. Criticism of the chief by a subordinate must be accidental and not habitual. What must an assistant do if he is sure he is right and if his chief refuses to accept his criticisms? He must obey the order after offering his objections. No collective work is possible without discipline. If the matter is so serious that it can have a permanent effect upon the future of a country, an army, or a commercial enterprise, the critic may hand in his resignation. But this must be done only as a last resort; as long as a man thinks he can be useful he must remain at his post.”

André Maurois (1885–1967) French writer

Un Art de Vivre (The Art of Living) (1939), The Art of Working

“The absence of Shero, a pioneer who studied systems in the Soviet Union well before it became vogue and was the first to add an assistant coach to his staff and behind the bench, must be the result of a vendetta. There is no other way to explain it.”

Fred Shero (1925–1990) Former ice hockey player and coach

Larry Brooks on Shero's absence from the Hockey Hall of Fame
SHERO, BURNS WORTHY OF INDUCTION, Brooks, Larry, New York Post, 2009-04-05, 2009-04-29 http://www.nypost.com/seven/04052009/sports/devils/shero__burns_worthy_of_induction_162898.htm?page=0,

“His viciousness and his cruelty to staff was unlike anything that I had ever experienced in my life … He just loved to degrade the staff. He got a kick out of it. He thought it was funny. Anybody who didn't think it was funny, like I didn't, was very suspect.”

David Miscavige (1960) leader of the Church of Scientology

Stacy Young, former secretary to Miscavige, interviewed in — [Inside the Cult, The Big Story, ITV, 1995].
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