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CHAPTER 6 • Organizational Structure and Design 213
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ver the years, NASA (National Aeronautics and Space It achieved a major milestone in early December 2014 with
Administration) has provided us with some spectacu- the successful test flight of Orion, a spacecraft designed for
Olar moments—from Neil Armstrong’s first steps on ultra-long-distance journeys. Accomplishments such as these
the moon to the Hubble Telescope’s mesmerizing photos of are possible only because of the people in NASA who bring
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distant stars and galaxies. As stated in NASA’s Strategic their knowledge, talents, skills, and creativity to that organiza-
Plan 2014, its vision is: “We reach for new heights and reveal tion. And “managing” those people requires an “organization”
the unknown for the benefit of humankind.” And its mission structure that allows, enhances, and encourages the sharing of
is: “Drive advances in science, technology, aeronautics, and knowledge. It’s not an easy thing to design and do.
space exploration to enhance knowledge, education, innova- One word that aptly describes NASA’s organization
tion, economic vitality, and stewardship of Earth.” These environment is complexity. Not only is there technical com-
have guided (and continue to plexity (yes, we are talking
guide) its management team rocket science, here!), but also
as decisions are made about Managing the knowledge numerous projects are going
projects, missions, and pro- resources of NASA on, change is an ongoing real-
grams. When the space shuttle ity, and demands arise from
program—NASA’s main proj- numerous stakeholders both
ect mission—ended in 2011, the organization struggled for a inside and outside the organization. And within this complex-
time with its purpose and identity. In fact, one agency program ity, the challenge is finding a way to share the incredible wealth
manager at that time described NASA’s future as nothing but of knowledge within project teams and across the entire organi-
uncertainty. However, despite the ambiguity, NASA’s lead- zation. How is NASA doing this?
ers have been charting a new trajectory. Possible new goals Knowing how important it is to manage the organization’s
include getting to an asteroid by 2025 and putting astro- vast knowledge resources, NASA has identified knowledge-
nauts on Mars by 2030. (Here’s a bit of trivia for you: Mars sharing activities currently being used and others that are
is 225,300,000 kilometers—140,000,000 miles—from earth.) needed. Some of these include: online tools such as collabora-
And critical to achieving these goals is the necessity to guide tion and sharing sites, video libraries, portals, etc.; a search
this complex, technical organization and figure out how to engine that allows tagging and classifications (taxonomy); a
best manage the vast array of knowledge resources that are so library of searchable case studies and publications; an index of
crucial to its future. defined processes or “lessons learned;” knowledge networks of
NASA, established by the National Aeronautics and Space location “experts,” collaboration activities, collaborative work-
Act on July 29, 1958, has led U.S. efforts in space exploration, spaces, etc.; and forums, workshops and other social exchanges
including the Apollo lunar landing missions, the Skylab space that bring people together. Through its knowledge management
station, and the reusable manned spacecraft—which we know efforts, NASA administrators are showing that they understand
better as the Space Shuttle. It’s a unique organization where how important it is for the organization’s structure to con-
equipment costs millions of dollars and where people’s lives tribute to efficiently and effectively managing its knowledge
can be at stake. Over the years, NASA has had many success- resources.
ful endeavors (and some tragic failures). Getting men on the
moon, not once, but six times, reflects outstanding technologi- Discussion Questions
cal prowess, far superior to any other country. Being able to put
a rocket into space with a shuttle that then comes back to earth 6-19 Would you call NASA a learning organization? Why or why not?
and lands on its own is a reflection of the incredibly talented 6-20 In what ways is NASA’s environment complex?
and knowledgeable employees that NASA has. Now, NASA 6-21 How does complexity affect structural choice?
is taking the first steps to develop new technologies and capa- 6-22 using Exhibit 6–12, what suggestions would you make to
bilities to send astronauts further into space than ever before. managers at NASA about being a learning organization?