Managing Large Systems examines a range of human, organizational,
and managerial challenges associated with large systems. Special
attention is given to the behavioral relationships among scientists
and engineers, business and technical managers, sponsor
organizations and their contractors, business and government
officials, and line and functional managers. The descriptions of
problems of technical organization and performance motivation are
based primarily on an extended field study of the National
Aeronautics and Space Administration. Managing Large Systems
includes a description of the unique management system developed by
NASA under the leadership of James Webb that many believe was
responsible for their extraordinary technological achievements that
culminated in the first moon landing. Parallels are drawn to other
large-scale technology programs in aerospace and atomic energy. The
authors find traditional managerial principles regarding controls,
incentive systems, and planning to be inadequate in the context of
large systems. They look to organizational clusters to manage
future projects in advanced technological areas and in public
sectors such as urban development, massive medical programs, and
ecological improvements.
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