NATIONAL OCEANOGRAPHIC PROGRAM LEGISLATION 387 



concern to that agency to start on a progTam assuming that in the next 

 fiscal year tliere will be further moneys allocated to complete it which 

 perhaps might be in excess in other agencies. 



There is a situation where we would hope that some additional 

 moneys could be provided to the National Science Foundation to get 

 this job going. 



This is an example of how one would use such reserve funds, di- 

 rector's funds, or funds resting with this group in the executive 

 branch. 



Mr. Drewry. In the Mohole project we have an example of a single 

 project under a single directorship where they have had no problem in 

 getting to the Appropriations Committee. I do not see how it would 

 necessarily be any different if it were any other agency unless there 

 was provision to have large amounts of completely unspecified or 

 unearmarked moneys. 



Mr. Claudi-Magnussen. Many programs are undertaken w4th par- 

 tial funding. You have to get started. 



Mr. Drewry. I see what you mean. 



Mr. Claudi-Magnussen. The point is that if there is financial capa- 

 bility to fund 80 percent of the task, perhaps this is a problem. If the 

 cognizant bureau or agency is able to allocate 100 percent of the funds 

 for the project this would be an example of a situation where perhaps 

 the additional support could be pi'ovided to get the job done. 



Mr. Drewsy. That is all, Mr. Chairman. 



Mr. Casey. Mr. Bauer? 



Mr. Bauer. I have just two questions, more or less hypothetical. 

 Is it usual for industry to mix management functions with staff 

 functions ? 



Mr. Claudi-Magnussen. Sir, I did not understand. 



Mr. Bauer. Is it usual for industry to mix line operative functions 

 and staff functions in the same group, the line operators being the 

 people who do basic 



Mr. CLAUDi-MAGNUssEisr. It is often done. In most of the situations 

 I am aware of the line fmiction as being one of augmenting and sup- 

 porting rather than being a prime responsibility for a function. In 

 our company we have a staff assistant to the president for certain 

 functions, but he is not only advisory to the president, he also has some 

 financial capabilities to allocate some moneys to augment, support, 

 and stimulate activities within his area of responsibility. 



Mr. Bauer. Outside of that area it is not an operating autiiority ? 



Mr. Claudi-Magnussen. That is right. 



Mr. Bauer. Is it usual to give responsibility to one group and au- 

 thority to another group ? In other words, can you split up authority 

 and responsibility and have a successful industry ? 



Mr. Claudi-Magnussen. Again, under the circumstances for which 

 I gave an example, the segment of the organization which receives ad- 

 ditional support has the nuajor line of responsibility for the execution 

 of the program. 



Mt. Bauer. So in any one box tlie authority and responsibility 

 coexist in that one box. 



That is all I have, Mr. Chairman. 



Mr. Casey, On the Mohole project it is my miderstanding that the 

 National Science Foundation has appropriations for this project. 



