000			01871 a2200253 4500
001			1560006420
005			20250317100406.0
008			250312041993GB eng
020			_a9781560006428
037			_bTaylor & Francis _cGBP 31.99 _fBB
040			_a01
041			_aeng
072	7		_aKJ _2thema
072	7		_aKJ _2bic
072	7		_aBUS000000 _2bisac
072	7		_aTEC002000 _2bisac
072	7		_a658.404 _2bisac
100	1		_aLeonard R. Sayles
245	1	0	_aManaging Large Systems _bOrganizations for the Future
250			_a1
260			_aOxford _bRoutledge _c19930131
300			_a362 p
520			_bManaging 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.
999			_c1843 _d1843