no longer was responsible for combat operations on the principle that planning and operations should be separated. The Comptroller gained the status of Deputy Chief of Staff but not the title because, unlike his colleagues, he was directly responsible to the Secretary as well as to the Chief of Staff. Following the Cresap, McCormick and Paget report the Comptroller's functions included responsibility for "integrating program review and analysis," but not "management engineering" because this was not a "statutory" responsibility of the Comptroller. Lt. Gen. Matthew B. Ridgway, the Deputy Chief of Staff for Administration, believed this function ought to be assigned to his agency. The particular agency involved, Colonel Johnston's Management Division, remained in the Comptroller's Office.64 At the General Staff level, instead of the previous five directorates, the Army returned to the familiar Pershing pattern of four Assistant Chiefs of Staff as General Collins had recommended. The Directorate of Organization and Training was eliminated with its personnel functions transferred to G-1 and most of its training functions transferred to the Chief, Army Field Forces. Responsibility for training policies and mobilization planning remained with G-3. Along with the General Staff were five familiar special staff agencies, the Inspector General, Judge Advocate General, the Chief of Military History, the Chief of the National Guard Bureau, and the Executive for Reserve and ROTC Affairs. Also at the special staff level there was one change separating the Office of the Chief of Legislative Liaison from the Office of the Chief of Information. The Civil Affairs Division and its functions had been taken over by G-3, as recommended by Cresap, McCormick and Paget. The Office of the Chief of Finance was made a special staff agency under the Comptroller. Among the administrative services, the Chief of Special Services and his functions had been absorbed by The Adjutant General's Office. There were no changes in the number of technical services or their major functions. Among the Department of the Army field agencies the principal change was to 4(1) Memo, Maj. T. H. Scott, Asst SGS, for VCofS, 31 Mar 50, sub: Proposed Special Regulations Dealing With Army Reorganization. Tab 6, Left, Army: O&M: SR's on Organization-Correspondence-Mar-Apr 50, pt. VI. RG 117, NARS. (2) For the development of the Army's program review and analysis functions assigned to the Management Division, see Chapter VII, pages 279-84. delegate to the Chief of Army Field Forces responsibility for supervising schools and staff responsibility for the supervision, co-ordination, and inspection of training. The increased status of the Comptroller, the return to the Pershing pattern with Assistant Chiefs of Staff, and the elimination of the Office of the Chief of Special Services as a separate agency were not substantial changes. The only important one was the adoption of the three-deputy principle, which required transferring responsibility for supervising combat operations from the Deputy Chief of Staff for Plans to the Deputy Chief of Staff for Administration and eliminating the Directorate of Organization and Training. The Army Organization Act of 1950 The technical services had been successful, in the reorganization just described, in defending their independence and integrity against the functionalists. They were less successful in defending their statutory base in the Army Organization Act of 1950. Lt. Col. George E. Baya of the Comptroller's Management Division on 1 December 1948 prepared a 114page compilation of laws of a permanent and general nature affecting the organization of the Army which listed nearly four hundred provisions governing the Army passed piecemeal by Congress since 1916. Many involved picayune details of administration. Some provisions conflicted with others. The total effect was to hamstring the Secretary and the General Staff in carrying out their responsibilities of managing and directing the department and the Army. In Colonel Baya's words, the laws governing the organization of the Army and the Department of the Army were in a mess. "65 In a separate study Colonel Baya concluded that the Secretary of the Army with the approval of the President has sufficient authority to reorganize the Army staff along functional lines provided he did not abolish statutory offices, such as the technical service chiefs. There were forty-seven agencies re 65 (1) A Compilation of Laws (of a permanent and general nature) Affecting the Organization of the Army, 1 December 1948, Management Division, Office of the Army Comptroller. CS/USA 320, 12/48, sub: as above. RG 110, NARS. Colonel Baya was assisted by Capt. Roderick F. Greig, JAGD. (2) The quotation is from DF by Lt. Col. George E. Baya, An Explanation of the Army Organization Act of 1950, 27 Jul 50, p. 3. Mimeographed copy in OCMH files. |