"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."

“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.”

“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.”

“Administration is generic. It is a social science concept which applies to all organized group activity. Administration arises whenever organization occurs. There are common problems and processes in the household, the school, the church, the business corporation, and the vast modern state. After deciding upon objectives, means must be devised for carrying out the program. This latter process is administration. Anyone who is responsible for directing the work of others thereby becomes an administrator”

“Administration is both social engineering and applied psychology. It is apparatus and mechanics, incentives and human nature. Let no one think it is merely the former. Nowhere is the need for psychology greater than in the organization, direction, and inspiration of men working in large groups. Outstanding administrative results are produced by spirit, morale, atmosphere; these, in turn, are the product of psychological mainsprings and invigorating incentives. As Benjamin Lippincott has recognized, both governmental and business administration resolve fundamentally into the role played by effective incentives.”

“Public administration is a process or a theory, not merely an accumulation of detailed facts. It is Verwaltungslehre. The object of administrative study should be to discover, first, what government can properly and successfully do, and secondly, how it can do these proper things with the utmost possible efficiency and at the least possible cost both of money and of energy.”

“The executive in every walk of life, whether he knows it or not, directs social forces and determines the destiny of countless people, not only those who work in his immediate organization but among the larger public as well. He should comprehend this and recognize his responsibility. The role of statesman is thrust upon him by the nature and demands of the position he occupies. To fulfill it he mnst be a philosopher. But he cannot be a successful philosopher unless he understands the inherent life of institutions, the reasons why people in institutional situations behave as they do. This knowledge is the philosophy and technique of management.”