People From Cleveland

"[Functionalism is] a distinction between kinds of duties."

"Coordination, therefore, is the orderly arrangement of group efforts, to provide unity of action in the pursuit of a common purpose. As coordination is the all inclusive principle of organization it must have its own principle and foundation in authority, or the supreme coordination power. Always, in every form of organization, this supreme authority must rest somewhere, else there would be no directive for any coordinated effort."

"The term organization, and the principles that govern it, are inherent in every form of concerted human effort, even where there are no more than two people involved. For example take two men who combine their efforts to lift and move a stone that is too heavy to be moved by one. In the fact of this combination of effort we have the reality of human organization for a given purpose. Likewise in the procedure necessary to this end we find the fundamental principles of organization. To begin with, the two lifters must lift in unison. Without this combination of effort the result would be futile. Here we have co-ordination, the first principle of organization. Likewise one of these two must give the signal "heave ho !" or its equivalent, to the other, thus illustrating the principle of leadership or command. Again the other may have a suggestion to make to the leader in the matter of procedure, which involves the vital staff principle of advice or counsel. And so on. Thus in every form of concerted effort principles of organization are as essential and inevitable as organization itself."

"My own principal interest lies in the sphere of , which of all major forms of human organization is, in its present magnitude, the most modern. For this the reason is evident. The vast present-day units of industrial organization are products mainly of one creating factor, namely the technology of mass production, and this technology, born of the industrial revolution, has been almost exclusively an evolution of the last century. In contrast other major forms of human organization — the state, the church, the army — are as old as human history itself. Yet if we examine the structure of these forms of organization we shall find that, however diverse their purposes, the underlying principles of organization are ever the same."

"Delegation means the conferring of a specified authority by a higher authority. In its essence it involves a dual responsibility. The one to vhom responsibility is delegated becomes responsible to the superior for doing the job. but the superior remains responsible for getting the Job done. This principle of delegation is the center of all processes in formal organization. Delegation is inherent in the very nature of the relation between superior and subordinate. The moment the objective calls for the organized effort of more than one person, there is always leadership with its delegation of duties."

"Worthiness in the industrial sphere can have reference to one thing only, namely the contribution of industry to the sum total of human welfare. On this basis only must industry and all its works finally be judged… The lessons of history teach us that no efficiency of procedure will save from ultimate extinction those organizations that pursue a false objective; on the other hand, without such efficient procedure, all human group effort becomes relatively futile."

"Mooney's unpublished paper “The Science of Industrial Organization” (1929) portrays GM's multidivisional organization's use of the line-staff concept in organizing overseas assembly plants. Here I compare General Motors with Ford Motor Company, which had first-mover advantages overseas, and examine how each company organized and managed their international operations. “Linking pins,” a social-science concept, illustrates how GM's organizational hierarchy achieved vertical coordination of effort."

"In 1931, under the title "Onward Industry," Messrs. James D. Mooney and Alan C. Reiley published a full-length book examining the comparative principles of organization as displayed historically in governmental, ecclesiastical, military and business structures... Their book constitutes the first serious attempt to deal with the subject comparatively and synoptically."

"Mooney and Reiley were concerned with certain universal principles and contributed four principles of organization, namely, the coordinative principle, the scalar principle, the functional principle, and staff-line principle."

"When a member of an organization is placed in a position with duties ill defined in their relation to other duties what happens? Naturally he attempts to make his own interpretation of those duties and, where he can, to impose this view on those about him. In this process he encounters others in similar cases, with friction and lack of coordination as the inevitable result."

"There are two prime requisites in efficient staff service, coordination and infiltration. The tertn "co-ordination" describes the necessary method of sound staff procedure, but "infiltration of knowledge" is the ultimate purpose of all staff activities. Staff service is not alone for the top leader. It comes to him first, for he needs it in the making of his initial decisions, but the subordinates in the scalar chain, down to the very rank and file, likewise need it in the intelligent execution of all plans."

"On January 17, 1940, Harold Nicolson heard that there was 'still a group in the war Cabinet working for appeasement and at present in negotiation via the former Chancellor Bruning to make peace with the German General Staff on condition that they eliminate Hitler'. But the chance that the German 'opposition' might play the deus ex machina was long gone. Roosevelt was even less realistic. He continued to act as if a compromise peace might still be concocted on the basis of Munich-style concessions to the dictators; hence the 1940 trips to Europe by the Under-Secretary of State, Sumner Welles, and the Vice-President of General Motors, James Mooney, the former touting concessions to Germany that even Chamberlain and Halifax thought laughable. Only with the fall of France was appeasement finally buried."

"a. Would it further threaten or cut Japanese lines of communications? b. Would it contribute to the attainment of positions of readiness from which a full-scale offensive could be launched against Japan?"

"Do the best you can with what you have. Do not worry about water that has gone over the dam. Difficulties exist to be overcome."

"Dear Harriet: I have your letter of January 6th- and am interested to learn that you have to do my biography as part of your English work. As to your questions: I drink a little wine, now and then. I smoke about one pack of cigarettes a day. I think I like Spencer Tracy as well as any of the movie stars. My hobby is cross-word puzzles- when they are difficult. My favorite sport is golf- when I can get to play it- otherwise, I am fond of walking. Hoping that all will go well with your English work, I am, Very truly yours, E.J. KING Admiral, U.S. Navy"

"King, when told that he could have eggs or pancakes and toast and coffee, asked with the severity of expression that has often disconcerted those who do not know his fondness for teasing, why he could not have both. The waiter gasped, but shortly returned with a monumental plate of eggs and pancakes that caused Marshall to wonder how King got that huge breakfast. The answer was simple: "I asked for it!" Although in some doubt as to whether he could eat his way through what he had brought on himself, the food tasted so good after a week in wartime London that King eventually disposed of it. He then in Navy fashion thanked the mess officer, asked to look over the galley, and congratulated and shook hands with the cooks."

"Fourth, Lieutenant Commander Edward Ellsberg, Construction Corps, the salvage officer, was in direct personal charge of the actual salvage work and diving operations; his technical knowledge and resourcefulness were adequate for all of the innumerable setbacks and difficulties; he developed an improved underwater cutting torch, worked out the technique of handling the pontoons, learned to dive during the months the actual operations were suspended and actually went down on the wreck some three times during the spring operations; he was the embodiment of perseverance and determination."

"Historically ... it is traditional and habitual for us to be inadequately prepared. This is the combined result of a number factors, the character of which is only indicated: democracy, which tends to make everyone believe that he knows it all; the preponderance (inherent in democracy) of people whose real interest is in their own welfare as individuals; the glorification of our own victories in war and the corresponding ignorance of our defeats (and disgraces) and of their basic causes; the inability of the average individual (the man in the street) to understand the cause and effect not only in foreign but domestic affairs, as well as his lack of interest in such matters. Added to these elements is the manner in which our representative (republican) form of government has developed as to put a premium on mediocrity and to emphasise the defects of the electorate already mentioned."

"On the afternoon of 28 February 1939 King and Halsey went together on board Houston where some twenty or more flag officers of the United States Fleet had been summoned to pay their respects to the Commander in Chief of the Army and Navy. President Roosevelt was in high spirits, for he loved the Navy and always visibly expanded when at sea. As the admirals greeted him, he would have some pleasant, half-teasing personal message for each. King, when his turn came, shook hands and said that he hoped the President liked the manner in which naval aviation was improving month by month, if not day by day. Mr. Roosevelt seemed pleased by this, and, after a brief chat, admonished King, in his bantering way, to watch out for the Japanese and the Germans. King made no attempt to hold further conversation with the President, even though Admiral Bloch urged him to do so. He had never "greased" anyone during his forty-two years of service and did not propose to begin, particularly at a moment when many of the admirals were trying so hard to please Mr. Roosevelt that it was obvious. He had paid his respects civilly; he was in plain sight, and felt that the President could easily summon him if there were anything more to say. He believed that his record would speak for itself, and that it was not likely to be improved by anything that he might say at this moment. It seemed that the die was already cast, although the President's decision would not be made known for some weeks."

"When they get in trouble they send for the sons-of-bitches."

"War has changed little in principle from the beginning of recorded history. The mechanized warfare of today is only an evolution of the time when men fought with clubs and stones, and its machines are as nothing without the men who invent them, man them and give them life. War is force- force to the utmost- force to make the enemy yield to our own will- to yield because they see their comrades killed and wounded- to yield because their own will to fight is broken. War is men against men. Mechanized war is still men against men, for machines are masses of inert metal without the men who control them- or destroy them."

"Any man facing a major decision acts, consciously or otherwise, upon the training and beliefs of a lifetime. This is no less true of a military commander than of a surgeon who, while operating, suddenly encounters an unsuspected complication. In both instances, the men must act immediately, with little time for reflection, and if they are successful in dealing with the unexpected it is upon the basis of past experience and training. As any decisions that I made during World War II sprang from the forty-four years' service that were behind me in 1941, I wish to acquaint the reader with the background of my professional life so that he may better understand their origins."

"The United States has never had the tradition of a military class. The President of the United States is the Commander in Chief of the Armed Services, and the officers and enlisted men of the Army, Navy, and Air Force are drawn from all classes of American life and must be trained from scratch."

"During the war I kept neither a diary nor notes. I had then neither the time nor the inclination, and like most sailors, who through necessity "travel light," I have not accumulated any substantial body of personal papers. Since my relief as Chief of Naval Operations on 15 December 1945, I have spent many hours in recalling the events of World War II and of my earlier life in the Navy. My source has been my memory, verified and supplemented by references to official records and by the recollections of officers who assisted me in my wartime duties. The reader must therefore take this book on faith, for its statements are not bolstered by citations of numerous documents. I must ask him to believe, however, that I have made a sincere and conscientious effort to avoid the inspiration of hindsight and to record matters as they seemed at the time."

""Admiral, asked McCrea, "is this story true that I hear about?" "Well, John, I don't know," replied King, deadpan. "Which story is it?" "They tell me," McCrea went on, "you were heard to say recently, 'Yes, damn it, when they get in trouble they send for the sons of bitches.'" King couldn't help but smile. "No, John, I didn't say it. But I will say this: If I had thought of it, I would have said it.""

"I didn't like the atom bomb or any part of it."

"To the Class of 1901, United States Naval Academy."

"First, all hands gave their best and their utmost, day and night, in good weather and bad, in order that the work might progress with all practicable dispatch. Second, the divers encountered the hazards of their work with unfailing readiness, with the greatest skill and frequently the greatest intrepidity and daring; it is trite to say that the job could not have been done without them; it is true to say that none could have done more than they did. Third, the commanding officer of the Falcon, Lieutenant Henry Hartley, whose seamanship was of the highest order, whose advice in all matters was invaluable, whose judgement was eminently sound, displayed a devotion to duty which was unceasing and a constant example to all hands."

"The defensive organization of Iwo Jima was the most complete and effective yet encountered. The beaches were flanked by high terrain favorable to the defenders. Artillery, mortars, and rocket launchers were well concealed, yet could register on both beaches- in fact, on any point on the island. Observation was possible, both from Mount Suribachi at the south end and from a number of commanding hills and steep defiles sloping to the sea from all sides of the central Motoyama tableland afforded excellent natural cover and concealment, and lent themselves readily to the construction of subterranean positions to which the Japanese are addicted. Knowing the superiority of the firepower which would be brought against them by air, sea, and land, they had gone underground most effectively, while remaining ready to man their positions with mortars, machine guns, and other portable weapons the instant our troops started to attack. The defenders were dedicated to expending themselves- but expending themselves skillfully and protractedly in order to exact the uttermost toll from the attackers. Small wonder then that every step had to be won slowly by men inching forward with hand weapons, and at heavy costs. There was no other way of doing it. The skill and gallantry of our Marines in this exceptionally difficult enterprise was worthy of their best traditions and deserving of the highest commendation. This was equally true of the naval units acting in their support, especially those engaged at the hazardous beaches. American history offers no finer example of courage, ardor and efficiency."

"Never before in the history of war had there been a more convincing example of the effectiveness of sea power than when a well-armed, highly efficient and undefeated army of over a million men surrendered their homeland unconditionally to the invader without even token resistance. True, the devastation already wrought by past bombings, as well as the terrible demonstration of power by the first atomic bombs, augured nothing less for the Japanese than total extinction; yet without sea power there would have been no possession of Saipan, Iwo Jima, and Okinawa from which to launch these bombings. True, the Japanese homeland might have been taken by assault in one final amphibious operation of tremendous magnitude, yet without sea power such an assault could not have been attempted."

"The end of the war came before we had dared to expect it. As late as August 1943 strategic studies drawn up by the British and United States planners contemplated the war against Japan continuing far into 1947. Even the latest plans were based upon the Japanese war lasting a year after the fall of Germany. Actually Japan's defeat came within three months of Germany's collapse. The nation can be thankful that the unrelenting acceleration of our power in the Pacific ended the war in 1945."

"The final phase of the Pacific naval war commenced with the assault on Iwo Jima in February 1945, closely followed by that on Okinawa in April. These two positions were inner defenses of Japan itself; their capture by United States forces meant that the heart of the Empire would from then on be exposed to the full fury of attack, not only by our carrier aircraft but also by land-based planes, the latter in a strength comparable to that which wreaked such devastation against the better protected and less vulnerable cities of Germany. After Okinawa was in our hands, the Japanese were in a desperate situation, which could only be alleviated if they could strike a counterblow, either by damaging our fleet or by driving us from our advanced island positions. The inability of the Japanese to do either was strong evidence of their increasing impotence and indicated that the end could not be long delayed."

"Both in Europe and in the Pacific long roads still lie ahead. But we are now fully entered on those roads, fortified with unity, power, and experience, imbued with confidence and determined to travel far and fast to victory."

"While we contemplate with pride the accomplishments of the past twelve months- accomplishments without precedent in naval history- we must never forget that there is a long, tough and laborious road ahead."

"The price of victory has been high. Beginning with the dark days of December 1941 and continuing until September 1945, when the ships of the Pacific Fleet steamed triumphant into Tokyo Bay, the Navy's losses were severe. The casualties of the United States Navy, Marine Corps and Coast Guard reached the totals of 56,206 dead, 80,259 wounded, and 8,967 missing. Many of these gallant men fell in battle; many were lost in strenuous and hazardous operations convoying our shipping or patrolling the seas and skies; others were killed in training for the duties that Fate would not permit them to carry out. All honor to these heroic men. To their families and to those who have suffered the physical and mental anguish of wounds, the Navy includes its sympathy in that of the country they served so well. It is my sincere hope- and expectation- that the United States will hereafter remain ever ready to support and maintain the peace of the world by being ever ready to back up its words with deeds."

"In connection with the matter of command in the field, there is perhaps a popular misconception that the Army and the Navy were intermingled in a standard form of joint operational organization in every theater throughout the world. Actually, the situation was never the same in any two areas. For example, after General of the Army Dwight D. Eisenhower had completed his landing in Normandy, his operation became purely a land campaign. The Navy was responsible for maintaining the line of communications across the ocean and for certain supply operations in the ports of Europe, and small naval groups became part of the land army for certain special purposes, such as the boat groups which helped in the crossing of the Rhine. But the strategy and tactics of the great battles leading up to the surrender of Germany were primarily army affairs and no naval officer had anything directly to do with the command of this land campaign. A different situation existed in the Pacific, where, in the process of capturing small atolls, the fighting was almost entirely within range of naval gunfire; that is to say, the whole operation of capturing an atoll was amphibious in nature, with artillery and air-support primarily naval. This situation called for a mixed Army-Navy organization which was entrusted to the command of Fleet Admiral Nimitz. A still different situation existed in the early days of the war during the Solomon Islands campaign where Army and Navy became, of necessity, so thoroughly intermingled that they were, to all practical purposes, a single service directed by Admiral William F. Halsey, Jr. Under General of the Army Douglas MacArthur, Army, Army Aviation, and the naval components of his command were separate entities tied together only at the top in the person of General MacArthur himself. In the Mediterranean the scheme of command differed somewhat from all the others."

"The Battle of Midway was the first decisive defeat suffered by the Japanese Navy in 350 years. Furthermore, it put an end to the long period of Japanese offensive action, and restored the balance of naval power in the Pacific. The threat to Hawaii and the west coast was automatically removed, and except for operations in the Aleutians area, where the Japanese had landed on the islands of Kiska and Attu, enemy operations were confined to the south Pacific. It was to this latter area, therefore, that we gave our greatest attention."

"The Battle of Guadalcanal, in spite of heavy losses we sustained, was a decisive victory for us, and our position in the southern Solomons was not threatened again seriously by the Japanese. Except for the "Tokio express," which from time to time succeeded in landing small quantities of supplies and reinforcements, control of the sea and air in the southern Solomons passed to the United States."

"Partial to Baltimore. Won fame in Massachusetts in Spanish war. The Saturday Night Club during youngster year. Then Stein and he reformed. Noon-walks. Spoons occasionally. Hops,- Well, yes! Temper? Don't fool with nitroglycerin. Court beauty No. 2. Rooms with the "Full Dinner Pail". Laugh as rosy as his cheeks."

"The war in the Pacific may be regarded as having four stages: (a) The defensive, when we were engaged almost exclusively in protecting our shores and our lines of communication from the encroachments of the enemy. (b) The defensive-offensive, during which, although our operations were chiefly defensive in character, we were able nevertheless to take certain defensive measures. (c) The offensive-defensive, covering the period immediately following our seizure of the initiative, but during which we still had to use a large part of our forces to defend our recent gains. (d) The offensive, which began when our advance bases were no longer seriously threatened and we became able to attack the enemy at places of our own choosing."

"The operations in the Marshall Islands carried out by the forces under Vice Admiral Spruance were characterized by excellent planning and by almost perfect timing in the execution of those plans. The entire operation was a full credit to those who participated, and it is a noteworthy example of the results that may be expected from good staff work."

"Admiral King claimed the Pacific as the rightful domain of the Navy; he seemed to regard the operations there as almost his own private war; he apparently felt that the only way to remove the blot on the Navy disaster at Pearl Harbor was to have the Navy command a great victory over Japan; he was adamant in his refusal to allow any major fleet to be under other command than that of naval officers although maintaining that naval officers were competent to command ground or air forces; he resented the prominent part I had in the Pacific War; he was vehement in his personal criticism of me and encouraged Navy propaganda to that end; he had the complete support of President Roosevelt and his Chief of Staff, Admiral Leahy, and in many cases of General Arnold, the head of the Air Force."

"King, sixty-three years old in 1942, was as gruff a man as Nimitz was a serene one. Hard-drinking and legendarily ill-tempered, he once confessed that he had not actually uttered the self-descriptive epithet "when they get in trouble they send for the sonsabitches" but that he would have if he had thought of it. Yet King's choleric manner masked an incisive strategic intelligence, possessed of qualities that perfectly fitted him for senior command: the ability to anticipate, the capacity for penetrating analysis of his adversary's predicaments, an unerring grasp of the reach and limits of his own forces, and a pit bull's determination to seize the initiative and attack, attack, attack."

"King had grown up alone with his father in an Ohio household from which his chronically ailing mother had been removed. He was ever after a loner, a brusque man who fathered seven children but seemed to love only the Navy."

"King brought great operational experience, a powerful mind, and an eccentric and unbending personality."

"He is the most even-tempered person in the United States Navy. He is always in a rage."

"King's oaken hull began to split in 1947, when he suffered a stroke. His mind remained alert, but his iron-plated timbers began to creak and sag. He moved into a suite at Bethesda Naval Hospital for full-time care, and at one point he shared a floor with the acutely depressed James Forrestal, who ended his life by jumping from the sixteenth-floor window in 1949. King spent the next seven summers at the naval hospital in Portsmouth, New Hampshire. He slipped his moorings and sailed over the bar on June 25, 1956, at the age of seventy-eight. He was buried at Annapolis, home of the United States Naval Academy. The only hymn sung at his funeral was a Navy anthem, an old favorite of Roosevelt's: "Eternal Father, Strong to Save.""

""When they get in trouble they send for the sonsabitches." Asked whether he had said said this, Admiral King replied no, he had not, but he would have if he had thought of it. They were indeed in trouble when they sent for King, bringing him from the brink of retirement to be Commander in Chief, U.S. Fleet, and King would have been ready to admit that he enjoyed a reputation for toughness and ill temper that had few equals in the upper ranks of the U.S. Navy. He took charge of that navy at the depths of its despair and lifted it to the heights of triumph. He was a hard man in a hard time, well suited to lead a fighting fleet, but he was also a thoughtful man of a breadth and incisiveness that gave him an early and enduring grip on Allied strategy. Much of the war went the way he wished it to. The strongest mind within the American Joint Chiefs of Staff was the mind of Ernest J. King."

"King was a brilliant naval officer and exceptionally capable seaman. But he had a willful, mean, and brittle side to his nature that limited his effectiveness as a leader charged with bringing new people and new ideas to bear on problems of developing untraditional and unanticipated ways of waging warfare."

"For reasons of security, our submarine operations throughout the Pacific can be discussed only in very general terms. No branch of the naval service, however, has acquitted itself more creditably. Submarine commanding officers are skillful, daring and resourceful. Their crews are well trained and efficient. Their morale is high, and in direct ratio to the success of submarine operations. Materially our submarines are in excellent shape, and we have kept up to the minute in all features of design and scientific development and research. The versatility of our submarines has been so repeatedly demonstrated throughout the war that the Japanese know only too well that in no part of the Pacific Ocean are they safe from submarine attack. When the full story can be told, it will constitute one of the most stirring chapters in the annals of naval warfare."