“In some organizations where staff assistance is overemphasized, from the standpoint of both the influence and the number of staff officials, the chief executive is likely to be cut off from his department heads. An executive should never lose sight of the fact that his closest contacts must be with the heads of the operating departments, and that it is upon them more than any others that the success of the program depends. If he permits himself to become cloistered because of the more favored position of the staff officials, the morale and driving force of the program will be impaired.”

—  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. Dimock15
American writer 1903–1991

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“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 (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

Maxwell D. Taylor photo

“But the problem of a Chief of Staff in Washington is not that simple. In the military service, an officer is not hailed before an outside authority and therefore required to indicate the advice which he had originally given his commanding general and to explain his reasons therefore. This is the position of the Chief of Staff before a Congressional committee. No sooner has he read his prepared statement supporting the position of the Defense Department than he must face a battery of interrogators bent on bringing forth his original views and contrasting them with the ultimate position of the Secretary of Defense and of the President. Very shortly a Chief of Staff will find himself in the position either of appearing to oppose his civilian superiors or of withholding facts from the Congress. Personally, I have found no way of coping with the situation other than by replying frankly to questions and letting the chips fall where they may.”

Maxwell D. Taylor (1901–1987) United States general

Source: The Uncertain Trumpet (1960), p. 112-113

Gerald Ford photo

“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

André Maurois photo

“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 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

André Maurois photo

“A great man's manias must be respected, because the time required to combat them is too precious to waste. A departmental head and his chief reach a state of symbiosis; the clever official knows that words must never be spoken in the chief's presence because they stir up painful complexes or rouse his anger. He knows how to present a proposition so that the chief will be interested and give a favorable opinion. He is clearly aware of the latter's mistakes and weaknesses, respects him no less for them, but he does his best to make up for deficiencies.”

André Maurois (1885–1967) French writer

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

Ulysses S. Grant photo

“I. The Jews, as a class, violating every regulation of trade established by the Treasury Department, and also Department orders, are hereby expelled from the Department.
II. Within twenty-four hours from the receipt of this order by Post Commanders, they will see that all of this class of people are furnished with passes and required to leave, and any one returning after such notification, will be arrested and held in confinement until an opportunity occurs of sending them out as prisoners unless furnished with permits from these Head Quarters.
III. No permits will be given these people to visit Head Quarters for the purpose of making personal application for trade permits.”

Ulysses S. Grant (1822–1885) 18th President of the United States

General Order Number 11 (17 December 1862); Abraham Lincoln on learning of this order drafted a note to his General-in-Chief of the Army, Henry Wager Halleck instructing him to rescind it. Halleck wrote to Grant:
It may be proper to give you some explanation of the revocation of your order expelling all Jews from your Dept. The President has no objection to your expelling traders & Jew pedlars, which I suppose was the object of your order, but as it in terms prescribed an entire religious class, some of whom are fighting in our ranks, the President deemed it necessary to revoke it.
1860s

“The opposition of some executives to formalized organizational analysis stems in part from a reaction against the too zealous advocacy of organization as the universal panacea of all management ills. These executives correctly understand that organization is not the whole of management any more than personnel or budgeting or public relation. Organization analysis, therefore, is not properly the periodic pursuit of the expert; rather, it is the continuous responsibility of the executive. His clue is found in mal-functionings; not in the blind following of preconceived stereotypes.”

Marshall E. Dimock (1903–1991) American writer

Source: The Executive in Action, 1945, p. 53-4, as cited in Albert Lepawsky (1949), Administration, p. 406

“The determination of strategy also requires consideration of what alternative is preferred by the chief executive and perhaps by his immediate associates as well, quite apart from economic considerations. Personal values, aspirations, and ideals do, and in our judgment quite properly should, influence the final choice of purposes. Thus, what the executives of a company want to do must be brought into the strategic decision.
Finally, strategic choice has an ethical aspect—a fact much more dramatically illustrated in some industries than in others. Just as alternatives may be ordered in terms of the degree of risk that they entail, so may they be examined against the standards of responsibility that the strategist elects. Some alternatives may seem to the executive considering them more attractive than others when the public good or service to society is considered. What a company should do thus appears as a fourth element of the fateful decision we have called strategic”

Kenneth R. Andrews (1916–2005) Business scholar

Source: Quote, The Concept of Strategy, 1971, p. 38, cited in: Gastón de los Reyes, Jr. "Introduction (as presented) to The Concept of Strategy 40 Years Later." August 15, 2011, at lgst.wharton.upenn.edu.

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