ABSTRACT
This chapter first discusses the validity of the concepts of ‘ staff’ and ‘ line’. Maintaining them for lack of something better, it then tests the impact of staff – line communication on the effectiveness of a budget system as measured through budget motivation. Feelings of undue domination by the staff exist among some line interviewees, but they do not seriously affect their budget motivation. The general evaluation of the communication between line and staff by the line is correlated with the attitude component in budget motivation, showing that staff – line communication is a ‘hygienic factor’. A factor analysis of staff attitudes is used to investigate what the staff can do about stimulating good communication. It appears that the competent specialist is best received, and that a stress on tactfulness by the staff man s boss also helps; this can be stimulated by giving the line counterparts a voice in the appraisal of the staff man s performance. The different staff attitudes are illustrated with case material.
The attitude survey and interview data show some significant differences between staff and line people. Staff people show more of a ‘ spectator’ role in the business. They also find different rewards and frustrations in their job than the line does. The latter part of the chapter is devoted to internal organization problems of the staff. It is important that enough time is allowed for communicating with the line. A sound cooperation between financial and technical standards people 219is essential. Staff people appear generally less well managed from a personnel point of view; they feel a need for a career path. The data do not indicate that one particular type of basic training for budget and standards staff people is superior to another. The chapter ends by showing how a staff man can overcome the frustrating situation that his role in the budget system is just ‘hygienic’: by being an educator.
