Public Administration ETDs

Publication Date

5-22-1970

Abstract

Innovative management techniques developed for the Apollo Program may constitute as significant a contribution to our country's capabilities as the technical achievements--this concept is advanced by certain authorities, including James E. Webb, former NASA Administrator. This study focuses on a key organizational structure within the Apollo Program--spaceflight mission planning, an organizational structure exhibiting singular lateral patterns of organization. Three working hypotheses comprise the thesis of this study. First, the mission planning structure is a representative example of Likert's multiple, overlapping group concept. Second, line supervisors are the major factor integrating the activities of the cross-functional groups into overall organization. Third, the use of multiple, overlapping groups is an extremely valuable tool in achieving coordination. Three techniques are utilized in collecting data necessary for determining whether or not twelve evaluation criteria are met: (1) a survey of organizational literature is made to identify relevant concepts, (2) an analysis of the mission planning structure is made based on agency sources, and (3) information is utilized from a questionnaire submitted to members of the cross-function groups. The survey reveals that lateral coordination is treated in the literature, until recently, only in a most limited manner. Authorities through the 1930's are concerned primarily with hierarchical relationships. Traditional authorities develop concepts of specialization, departmentalization, and vertical coordination; for them, lateral coordination indicates deficiencies in organizational design. M. P. Follett's concept of lateral coordination, however, is the exception; for her, effective coordination is necessarily early, direct, self-adjusting, and continuous. Commencing with C. I. Barnard and H. A. Simon, and as further developed by contributions from the newer disciplines, concepts of lateral coordination take on increasing importance. By the 1960‘s authorities such as McGregor, Likert, Burns and Stalker, and Pelz and Andrews advance concepts involving definite patterns of lateral coordination. Further, many of these authorities concur with Likert's concept of multiple, overlapping groups as a basic building block for developing these lateral organizational patterns. The Apollo mission planning structure is composed of six line organizations which are coordinated in their mission planning activities by an overlay of twelve boards, panels, and working groups. Analysis shows that of the 121 members of these cross-function working groups, 53 percent are supervisors from the six line organizations; the remainder are non-supervisory members from the same organizations. Further, eleven of twelve chairmen are supervisors; the majority being from one hierarchical level higher than the remaining members. Respondents to the questionnaire state: (1) Apollo mission planning could not have been accomplished without this cross-function group structure, (2) utilization of this structure increases the overall quality of mission planning by 50-100 percent, and (3) membership by line supervisors is the most important factor contributing to effective cross-function group utilization. Respondents further state: (1) their time is more effectively utilized in these cross-functional activities than in line organization activities, and (2) these cross-functional groups contribute substantially to creative results. In summary, it is concluded that the three hypotheses are verified. It is also suggested that the concept of cross-functional groups utilized in this structure may have an important implication for effective committee usage. It is recommended that managers systematically consider lateral coordination patterns in designing and updating their organizations; the Linear Responsibility Chart is suggested as one tool that can be productively utilized in lateral organizational analysis.

Degree Name

Public Administration

Level of Degree

Masters

Department Name

School of Public Administration

First Committee Member (Chair)

Albert H. Rosenthal

Second Committee Member

Lloyd Wilber Wooruff

Third Committee Member

John Mace Hunger

Language

English

Document Type

Thesis

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