-T tionsSectionfor instance,was placedon the GeneralStaff level. TM.S was consideredproperin view of the importanceof communications to the operation. The remainderof the nonrulSpecialStaff sectionswere, however,placeddirectlyunder certainGeneralStaffSections. For instance, the AG, Hq Comdt,were placedsubordinateto J-1 in the organizational chart. The Surgeon,Fiscal. and Engineersectionswere placed subordinate to J-4. This procedureis believedunsound. Each specialstaff sectionstactivitiesfrequentlyincludemattersof primaryinterestto severalgeneralstaff sectionsor to a generalstaffsectionotherthan to. For example,many fiscal. and medicalmatters the one subordinated are of primaryconcernto J-1, but in accordancewith the FieldOrder, J-4 alone had responsibility for them. Contraryto the provisionsof was along the Field Order,however,the staffthinkingon responsibility the lines of ha- the SpecialStaffon a specialstafflevel,as is normal. As a resultof this contradictory situation,generalstaff sections,were frequentlyplacedin the embarrassing positionof having ‘iinferredm responsibility on SpecialStaffmatterswithouthavingthe officialauthorityto take necessaryaction. This situationslso treated dual responsibility in many matters,which was confusing. 28. LOWEX ECHELONADMINISTRATION: a. The administrative problemwas made more difficultby lack of an adequatenumberof experiencedadministrative officersin certain TaskGroups. This was particularlytrue in one of the Task Groupswhich officerfor a certain had a very cuuplexcomposition. An administrative 37 Section1+