ABSTRACT
Even in agencies with simple, routine responsibilities, welding the behaviors of field personnel into integral patterns is often a trying experience. If, in addition, the field personnel operate under widely varied conditions, the difficulties of integration are multiplied many times. If, furthermore, the field units are too scattered to readily permit close supervision of their activities by agency leaders or co-ordination by personal contact among the men in the field, the difficulties increase exponentially. And if their responsibilities have not grown gradually, over many generations, enabling the members of the organization to work out their adjustments slowly, the administrative burden may be staggering.
