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首页> 外文会议>World multi-conference on systemics, cybernetics and informatics >With reference to the 'Mission to Mars' Case Study, Galbraith's Star Model and other relevant Organization Theory, critically evaluate the reorganization of the Mars Programme that resulted from the introduction of the 'faster, better, cheaper' approach at NASA
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With reference to the 'Mission to Mars' Case Study, Galbraith's Star Model and other relevant Organization Theory, critically evaluate the reorganization of the Mars Programme that resulted from the introduction of the 'faster, better, cheaper' approach at NASA

机译：参考“火星任务”案例研究，加尔布雷思的“星模型”和其他相关的组织理论，严谨地评估了火星计划的重组，该重组是由于NASA引入了“更快，更好，更便宜”的方法而导致的

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摘要

In the 1990s, NASA implemented a programme named "Faster, Better, Cheaper," (FBC) which involved essential changes to the way in which the organization used to be established. It was a huge organizational and transformational effort that required delivering dramatic advances in robustness, flexibility, and efficiency. Nevertheless in 1999, the failures of two consecutive Mars Climate Orbiter and Polar Lander missions brought to a stop of the FBC programme. We critically analyze and evaluate NASA's reorganization across of two models of organization theory such as the Diamond and Star, which show that FBC style needed a super-high-tech, a high level of complexity and novelty, and a time-critical pace. In addition, the majority of the missions' failures were also because of the short schedule, limited budget, and a deficient coordination of the processes management particularly in learning.
机译：在1990年代，NASA实施了一项名为“更快，更好，更便宜”的计划（FBC），该计划涉及对组织过去的建立方式的重大改变。这是一项巨大的组织和转型工作，需要在健壮性，灵活性和效率方面取得显着进步。尽管如此，在1999年，两次连续的“火星气候轨道器”和“极地着陆器”飞行任务失败，使FBC计划停止了。我们通过“钻石”和“星”等两种组织理论模型对美国宇航局的重组进行了严格的分析和评估，这些模型表明FBC风格需要超高科技，高度复杂性和新颖性以及对时间要求严格的步调。此外，大多数特派团的失败也是由于时间表短，预算有限以及流程管理协调不足，特别是在学习方面。

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