A study and analysis of the organizational structure of Region Nine, United States Forest Service

The organization problems which confront Region Nine are possibly no different than those which constantly crop up in the administration of any large business enterprises. Broadly, they resolve into: 1. What appears to be the best organizational structure for Region Nine's particular problems under its particular operating and personnel conditions, and what guides are available to insure that this structure rests on a solid foundation? 2. What is necessary in order that a sound organization set-up may properly be put into actual operation and continuously kept alive in helping to meet the problems that are faced? An increasing number of administrators and students in the field of administration hold the opinion that there are certain organizational factors and relationships the proper weighing and blending of which will result in a structural foundation for a given group that is best for its objectives, financing, personnel, and general operating conditions. The major purpose of this study is to view the organization of Region Nine in the light of what appears to be the optimum blending of these factors for the conditions concerned, and to arrive at conclusions relative to the organization's structural strengths and weaknesses based on the findings of the study.