An analysis of the Department of the Army staff organization for personnel management, effective September 1, 1949

Two points of view are presented by this study insofar as they are applicable to military personnel management in the Department of the Army. The first is a conviction that the problems of coordinating and integrating diversified functional responsibilities of management could be simplified considerable if the component activities of a given function, such as personnel management, were identified and assigned to appropriate organizational elements. It should be possible to apportion the responsibilities for sub-functions and activities to line and staff elements in such a manner that the limits of authority could be defined in relation to the whole. The second point is that a sense of purpose, an objective, or a mission is essential to all organized effort. Each segment of an organizational should have an awareness of its role in the total scheme of operations, it should be capable of self appraisal and analysis, and it should forecast and project future requirements.