National Aeronautics and 

Space Administration 

The Evolution 

of the 

NASA Organization 

MARCH 1985 

Prepared by: Office of Management 

Management Processes Branch 
I' 

National Aeronautics and 

Space Adniinistratlon 

NASA ADMINISTRATORS 

1.958 - 1985 

James M. Beggs 

Administrator 

Dr. Robert A. Frosch Dr. James C. Fletcher 

1977 - 1981 1970 - 1977 

Dr. Thomas 0. Paine James E. Webb Dr. T. Keith Glennan 

1968 - 1970 1961 - 1968 1958 - 1961 
Preface 

This document broadly describes the evolution of the NASA organization over the last 

twenty-six years. It depicts the changing relationships among Headquarters offices and 

field centers as the Agency continues to respond to national priorities and emerging 

technical requirements. These changes provide a broad organizational perspective 

against which the past can be assessed and future organizational alternatives considered. 

The document is organized into two chapters. Chapter I provides an overview of 

organizational trends and issues. Chapter I1 is a summary of organizational changes 

that have occurred since 1958, the year NASA was established. 

A more in depth discussion of the numerous management and policy questions that 

underlie the information presented can be obtained by contacting the NASA History 

Office. Two existing publications providing this background are Robert L. Rosholt’s An 

Administrative History of NASA, 1958-196? (NASA SP-4101), 1966, and Arnold S. 

Levine’s Managing NASA in the Apollo Era (NASA SP-4102), 1982. 

The “Evolution of the NASA Organization” will be updated following major Agency 

reorganizations. Questions and suggestions regarding content can be addressed to Code 

NIP/Management Processes Branch. This is a controlled handbook with limited 

distribution; additional copies can be obtained by a written request to Code NIP. 

Richard G. Mulligan 

Chief, Management Processes Branch 

Office of Management 

Contents 

Page 

NASA Administrators 1958-1985 ........................................ i 

Preface .................................................................. I i i 

Summary ................................................................ VI1 

Chapter I . Organizational Issues and Trends .......................... 1 

Trends in Administrator Control ........................................... 1 

2 

Relationship of Program Offices to Field Centers ........................... 3 

Balance Between Functional and Program Offices .......................... 4 

Staff Office Evolution .................................................... 5 

Planning and Policy Offices ............................................... 5 

Business Administration to Office of Management .......................... 6 

Adaptability of Program Offices ........................................... 

Chapter I1 . A NASA Organizational Chronology ...................... 9 

1958 ................................................................... 9 

1959- 1960 .............................................................. 13 

1961 ................................................................... 21 

1962-1963 .............................................................. 29 

1964-1965 .............................................................. 35 

1966 ................................................................... 39 

1967-1968 .............................................................. 43 

1970-1971 .............................................................. 49 

1972 ................................................................... 53 

1973- 1974 .............................................................. 57 

1976- 1977 .............................................................. 6 1 

1978 ................................................................... 65 

1980 ................................................................... 69 

198 1- 1982 .............................................................. 73 

1983- 1984 .............................................................. 73 

Summary 

Over the twenty-six year history of NASA, several organizational issues have 

consistently posed challenging management questions for the Agency’s leadership. 

Essentially a decentralized organization, NASA has been an Agency whose philosophy 

and dynamic mission have driven the need for its field centers and their project 

managers to be given as much freedom and autonomy as possible to perform their 

work. This environment has presented Agency management with difficult organizational 

issues of control, coordination, reporting requirements, and the manner in which 

information flows between the Agency’s managers. How to balance the relationships 

between program offices, field centers, and institutional management has always been a 

challenge to NASA management. The relationships between functional and program 

offices, the best way to organize the Agency-wide management of programs, 

institutional resources, and people, and the question of planning for the future have all 

been organizational issues that every NASA Administrator has faced. Each Administrator has addressed these questions differently, subject to a number of external and 

internal variables, and arrived at a variety of solutions. While it appears that the 

restructuring and reorganization of NASA have been nearly continuous, the dynamic 

nature of the NASA mission and the importance of its work have created an 

environment where this ability to adapt has been a critical ingredient for success. Clearly 

the successes achieved by the Agency throughout its brief history and the nation’s 

significantly expanded aeronautics and space horizons attest to the effectiveness of the 

management philosophies and organizational arrangements chosen by NASA 

Administrators over the years. The extent of organizational change over the past 

twenty-six years can be seen by comparing the NACA-1958 and NASA-1984 charts 

shown on the next page. 
ORGANIZATION CHART 

NATIONAL ADVISORY COMMITTEE FOR AERONAUTICS 

COMMITTEE ON 

AIRCRAFT. MISSILE. AND 

SPACECRAFT AERODYNAMICS 

Or. Hugh L. Dryden 

March 3, 1958 

COMMITTEE OK COMMITTEE ON 

AIRCRAFT, MISSILE, AND AIRCRAFT. MISSILE, AND 

SPACECRAFT PROPULSIOK SPACECRAFT CONSTRUCTION 

I I r I 

COMMITTEE ON AIRCRAFT 

OPERATING PROBLEMS 

I I H SPECLAL COMMITTEE ON 

SPACE TECHKOLOGY 

NATIONAL ADVISORY COMMITTEE 

FOR AERONAUTICS 

INDUSTRY comuLnm COMMITTEE 

I 1 I 

I SUBCOMMITTEES SUBCOMMITTEES SUBCOMMITTEES I 1 Ii I 

DIRECTOR 

EXECUTIVE SECRETARY 

ASSOCIATE DIRECTOR FOR RESEARCH 

I 

I d 

EXECUTIVE OFFICER I ASSISTANT DIRECTOR FOR RESEARCH 

(AERODYNAMICS) 

ASSSTANT DIRECTOR FOR RESEARCH ASSISTANT DIRECTOR FOR RESEARCH 

(PROPULSION) (AIRCRAFT CONSTRUCTION) 

AERONAUTICAL LABORATORY AERONAUTICAL LABORATORY 

I I I I I 

HIGH-SPEED FLIGHT STATION 

EDWARDG, CALIFORMA II LEWIS 

CLEVELAND, OHIO 

FLIGHT PROPULSION LABORATORY 

I I L 

PILOTLESS AIRCRAFT RESEARCH STATION 

WALLOPS ISLAND, VIRGINIA I I 

I 'WRIGHT-PATTERSON AIR PORCE BASE 

LIAISON OFFICE 

WRIGHT-PATTERSON AIR EORCE BASE. OHIO 

WESTERN COORDINATION OFFICE 

WS ANGELES, CALIFORNIA 
Chapter I 

Organizational Issues and Trends 

The NASA organization has consistently included program, institutional, functional, 

staff, and administrative offices working with and managing multiple field centers. 

NASA Administrators have taken different approaches in balancing the roles and 

responsibilities of these organizational elements. An important objective and continuing 

management challenge has always been to structure a research and development 

organization that fosters creativity through its human resource base. This chapter will 

discuss the general issues and trends in NASA’s organization of Headquarters and its 

organizational components. 

Trends in Administrator Control 

Under the Space Act of 1958, the Administrator is “responsible for the exercise of all 

powers and the discharge of all duties of the Administration, and shall have authority 

and control over all personnel and activities thereof.” The Administrator, therefore, has 

the authority to personally direct all of the Agency’s activities and in NASA’s history two 

general trends have emerged. From 1958 until his death in 1965, Dr. Hugh Dryden 

served as the Agency’s Deputy Administrator. The two Administrators during this 

period, Dr. T. Keith Glennan and Mr. James E. Webb, created an Office of the Associate 

Administrator to direct internal management activities. Functioning much like a general 

manager, the Associate Administrator handled day-to-day operations while the 

Administrator and his Deputy concerned themselves more with the formulation of 

policy and the rigors of representing the Agency before Congress, the White House, 

clientele groups, and other organizations interested in NASA’s activities. 

Since 1965, the trend has been for NASA Administrators to direct day-to-day 

operations through Associate Deputy Administrators and Associate Administrators, 

each of whom is responsible for managing programmatic, institutional, functional, or 

administrative activities and reporting to the Administrator. In addition, the Office of 

the Administrator has increased its direction of the Agency’s daily operations through 

supporting staff offices such as the General Counsel, Procurement, External Relations, 

and Legislative Affairs. In addition to this formal structure, a number of management 

councils, internal advisory boards, planning groups, and ad hoc task forces have been 

formed over the years to serve the Administrator and his office. One of the most 

important of these groups has been the *Policy Review Committee. As currently 

established, the Policy Review Committee provides for the coordination and integration 

of Agency-wide management policy. Meeting twice a month, the Policy Review 

Committee is chaired by the Administrator and includes the Deputy Administrator, 

Associate Deputy Administrator, the Comptroller, the Chief Scientist and the Associate 

Administrators. The Administrator also uses a number of advisory committees under 

the auspices of the NASA Advisory Council to discuss and reach decisions regarding a 

variety of programmatic and policy issues. 

* formerly called the NASA Council. 

1 
Adaptability of Program Offices 

Program offices, located at Headquarters, have had the operational responsibility for 

planning, developing, and managing the programs which have enabled the Agency to 

achieve its aeronautic and space goals. These goals, arising from NASA’s unique 

government, industry, and university team concept have been constantly changing 

because of the nature of the required technology. In a large measure, NASA could not 

have achieved its scientific and technical successes without the organizational ability to 

adapt to changing programmatic demands. In this environment, it has also been critical 

for the program offices and their organizational structures to be able to adapt smoothly 

and efficiently. 

Throughout the Agency’s history, the ability to structurally adapt has been important. 

Structural changes in the program offices have been required as the scope and content 

of specific program objectives have been redefined, national priorities have shifted, or 

new technologies have emerged. In general, these organizational changes have focused 

on the merger of two program offices, the division of a single program office, the 

creation of an entirely new program, the transfer of a particular project responsibility 

from one program office to another, or the removal or addition of institutional 

management responsibility at the various centers. 

Some of the most dynamic programs have been those associated with manned space 

flight. In 1961, the Office of Space Flight Development was restructured as the Office of 

Manned Space Flight by absorbing the Office of Launch Vehicle Programs. This change 

reflected the increased emphasis and pressure for a manned landing on the moon. By 

1978, this mission was long completed and the development of the Space Shuttle 

became the Agency’s top priority. With this new program, the Office of Manned Space 

Flight was renamed the Office of Space Transportation Systems. In 1980, this program 

office was divided into the Office of Space Transportation Systems and Space 

Transportation Operations. In 1982, at the end of the Shuttle’s developmental flights 

and the beginning of initial operations, the two Shuttle program offices were 

consolidated. Other program offices that have experienced frequent structural changes 

are the Office of Space Science and the Office of Space and Terrestrial Applications. 

Both have utilized similar technology and depending on the Agency’s program goals, 

priorities and resources, have been both merged and separated frequently. In 1964 they 

were merged; in 1972 they were separated; and in 1982, as a result of program 

reductions, they were consolidated. Two other program offices, the Office of 

Aeronautics and Space Technology and the Office of Tracking and Data Acquisition 

have not had as frequent organizational changes, but have faced several internal 

reorganizations to accommodate emerging technologies and changing Agency needs. In 

1984, a new program office was created, the Office for Space Station. 

At the same time that individual program offices have undergone considerable 

organizational changes, the basic programmatic profile of the Agency has remained 

relatively stable. The Agency’s mission has consistently focused around four or five 

program offices. NASA’s original two program offices were the Office of Space Flight 

Development and the Office of Aeronautical and Space Research. By 1960, two new 

program offices were added, the Office of Launch Vehicle Programs and the Office of 

Life Sciences. With these additions and the elevation of the Tracking and Data 

2 
Acquisition function to program office status in 1965, the Agency has carried out its 

mission within a similar programmatic framework. In 1963, the titles for the managers 

of these program offices were changed from Directors to Associate Administrators. 

The numerous internal changes in the Agency’s program offices have occurred within a 

relatively stable and controlled Agency program environment. Probably one of the most 

enduring features of NASA’s organizational history has been the ability of its program 

offices and management to adapt to an ever changing environment without losing the 

effectiveness required to perform its technically complex missions. 

Relationship of Program Offices to Field Centers 

Field centers perform the actual research, development, testing, and execution of the 

Agency’s aeronautics and astronautics projects assigned to them. Field centers also 

provide valuable information for the planning of new projects and are the key resource 

for defining a project’s technical content, risks, and appropriate schedules, costs, and 

performance standards. One of NASA’s continuing challenges is how to shape the 

organization in such a way that the field centers have the institutional management, 

resources, and freedom to perform the Agency’s programs without their becoming too 

independent and separated from the Agency’s priorities and goals. The coordination 

between field centers, the field and Headquarters offices, and program and institutional 

management has always been a critical element of the Agency’s success. 

In the past, this coordination has been sought through a variety of structural 

relationships. The most common arrangement in the Agency’s history has had the field 

centers reporting to those program offices for whose projects they are primarily 

responsible. Under this arrangement, program offices have either reported to the 

Administrator, an Associate Administrator acting as a general manager, or through 

Deputy Associate Administrators. In some cases, field centers have reported to two 

Headquarters’ levels, a program office and an office responsible for Agency-wide 

institutional management. Under this arrangement, field centers reported to 

Headquarters program offices regarding programmatic issues and another office 

concerning institutional questions and resources. At times, field centers have reported 

directly to an Office of Programs serving as a staff arm of the Administrator. In some 

cases, field centers have reported directly to the Administrator. 

There are a number of organizational and environmental conditions that govern the 

selection of structural options. One is the degree to which a field center’s project 

activities can be closely identified with a single program office. When a field center has 

engaged in projects that are closely aligned with one program office it is easier and often 

more logical for that field center to report solely to the program office for both 

institutional and programmatic leadership. For example, during NASA’s Apollo 

program, the three flight centers were deemed to be more effectively supervised by the 

Office of Manned Space Flight because their primary focus was on manned space flight 

activities. However, when field centers have projects that are associated with more than 

one program office, direct supervision and control by one program office may cause 

confusion, particularly regarding the priorities of one project over another. 

3 
, 

Direct supervision by one program office over a field center with multiple project and 

program responsibilities has been achieved by having the field center report to the 

program office for whom they perform the bulk of their program responsibilities. In 

general, despite having multiple program responsibilities, field centers have been able 

to trace a large share of their activities to a single Headquarters program office. Careful 

coordination and communication between those program offices utilizing a center’s 

resources have reduced the confusion and logistical problems that might arise as a result 

of these multiple program responsibilities. 

At times, however, NASA management has enhanced the field centers’ ability to interact 

with top Headquarters management and encouraged their creative freedom by having 

them report directly to an institutional office, center operations group, or even directly 

to the Administrator. While the program offices continued to supply the general 

planning, management, and support for a program in this arrangement, the field 

centers reported to another Headquarters office for institutional leadership and 

resources. The issue of whom the field centers directly report to at Headquarters is a 

continuing organizational challenge for the Agency. The resolution of this issue has 

always focused on how to most effectively support the Agency’s field installations, the 

key to fulfilling NASA’s mission and goals. 

Balance Between Functional and Program Offices 

Functional offices are those offices that provide general NASA-wide coordination, 

assistance, and management direction over specific tasks and activities such as 

procurement, personnel, or facilities. NASA field center personnel performing these 

functional activities receive direction from the Headquarters functional office and the 

program office or field center organization in which they work. The proper balance 

between this matrix arrangement, dual reporting requirements, and the appropriate 

level of authority and influence a functional manager should have over program and 

project management, has also been an important issue in the Agency’s reorganization 

efforts. 

NASA’s philosophy has been to give the program and project managers as much 

autonomy and decision-making authority as possible. Under this philosophy, the 

balance in the relationships between functional office specialists, generally located 

outside the reporting relationships of program and project managers, and Headquarters program offices, has always been critical. A balanced matrix structure would enable 

NASA’s program and project managers to control their particular programmatic effort 

with considerable freedom while providing the functional offices sufficient authority to 

coordinate and manage their functional counterparts located at the program and 

project levels. However, a matrix structure is generally more complex to manage than a 

simple hierarchical structure. It creates dual reporting lines and overlapping authority 

between program and functional offices and can cause confusion. Too much authority 

in the functional offices may reduce the essential technical freedom and flexibility of the 

program and project managers. Too little authority for the functional managers might 

also jeopardize the ability of a program or project to succeed. For example, safety is one 

functional area that, if left unattended, could reduce a program’s effectiveness or, more 

seriously, cause a loss of life. The facilities function is another critical activity in a 

center’s ability to perform its mission or be positioned to conduct future projects. 

4 
NASA’s reorganizations have been sensitive to these issues. Throughout the years, it has 

been considered more effective to place the majority of the functional activities under 

an Office of Administration, Management or Business AdGnistration. However, some 

functional activities, such as procurement or equal opportunity, have been considered 

more sensitive and generally have directly served the Administrator in a staff role. 

Staff Office Evolution 

Staff offices are those offices that directly support the Administrator and his Deputy 

generally in an administrative or non-programmatic area. Staff offices that have 

continuously supported the Administrator have been those with responsibility for 

maintaining ongoing relationships with organizations outside the Agency. These 

include the General Counsel’s office, the Office of Legislative Affairs, and the Office of 

External Relations. At times in the Agency’s history, the dissemination of NASA’s 

scientific and technical information has been managed at a similar level. Other offices 

that have played a consistent staff role have been financial management, audit and 

investigations, and those engaged in other external relations activities with the 

Department of Defense, the international community, or the Agency’s industrial 

clientele. 

Each of NASA’s Administrators has arranged these staff functions differently, 

depending on individual executive needs. During NASA’s early history, the Administrator’s staff consisted largely of offices that dealt with the legal and external 

affairs environment. During this period, the budgetary, financial, and resources 

activities were grouped under an office of Business Administration reporting directly to 

the Associate Administrator, the Agency’s early general manager. From 1967 tb 1974, 

most staff offices did not report directly to the Administrator, but rather reported 

through an Associate Deputy Administrator, an Associate Administrator for 

Organization and Management, or a Deputy Associate Administrator. Over the years, 

the requirements for staff offices have changed depending on the level and type of 

activities desired by the Administrator. For example, in 1984, the Office of Commercial 

Programs was created to encourage the commercial use of space by expanding 

opportunities for U.S. private sector investment in civil space and space-related 

activities; also, a Productivity Office was formed to establish NASA as a leader in the 

development and application of advanced technology and management practices which 

contribute to significant increases in both Agency and national productivity. 

Planning and Policy Offices 

When NASA was first established in 1958 there existed an Office of Program Planning 

and Evaluation that reported to the Associate Administrator. Later this office served as 

a staff office to the Administrator. In NASA’s early history, the policy and planning 

functions were more visible and formally structured. In the early 1960’s, NASA worked 

within a formal long-range planning process, but soon discarded the process as a 

resources management tool. The original Office of Program Planning and Evaluation 

was abolished in 1963 and relocated under an Assistant Administrator for Technology 

5 
Utilization and Policy Planning. With this reorganization, planning was principally 

performed by a Policy Planning Board made up of senior NASA officials from 

Headquarters and field centers, with the Board reporting to the Administrator and 

Deputy Administrator. The Board was assisted in this effort by the Technology 

Utilization and Policy Planning group. In 1964 and 1965, NASA utilized a Future 

Programs Task Group in addition to special studies and planning groups that 

functioned within the Manned Space Flight and Space Science Applications programs. 

In 1983, because of the emerging international policy impact of NASA programs, an 

Office of Associate Administrator for Policy was established. 

While there have been Administrators who have had central planning groups to provide 

an integrated planning and policy focus, a great deal of Agency planning has originated 

at the field centers and within the program offices. Advanced planning groups have 

existed at the program level throughout the Agency’s history. The decentralized nature 

of NASA’s organization has not generally lent itself to integrated planning, but various 

groups have formally existed to fulfill this role and support the Administrator and his 

Deputy. In 1968, the Planning Steering Group and Planning Coordination Steering 

Group provided such integration. Between 1970 and 1972, when Dr. Wernher von 

Braun was the Deputy Associate Administrator for Planning, there existed the Office of 

Plans Integration, the Office of Long Range Plans, the Office of Analysis and 

Evaluation, and the Office of Policy. By 1974, this formal and centralized planning 

focus had been replaced and planning was once again organized within advisory 

groups, management councils, and at the program level. 

The nature of the technology base developed and used by the Agency and the 

complexity of its research and engineering efforts have created an environment 

where NASA’s planning efforts are often predictions of where the state of the art 

will be at a particular time in a program’s history. Long-range plans, as they exist, 

require constant review and updating. In NASA’s history, long-range plans have been 

developed by offices created specifically for this purpose while intermediate and 

shorter-range planning have been accomplished more through the budget preparation 

process or within the program review and management activities. In support of these 

nearly continuous efforts, the Agency has utilized the knowledge and skills of outside 

groups, the university community, numerous study committees, task forces, and 

advisory panels to provide counsel on the Agency’s purpose and direction in achieving 

its programs and goals. 

Business Administration to Office of Management 

The Office of Business Administration was created in 1958 to accomplish the Agency’s 

primary financial management activities such as accounting and budgeting. This office, 

with a status equal to the Agency’s program offices, performed a number of functional 

management tasks such as procurement, personnel, security, and safety and reported to 

the Associate Administrator. At one time or another, the Office of Business 

Administration has included most of NASA’s functional activities and in 1958 the office 

included an Office of Programs. In 196 1, this program office function was relocated in a 

staff group of the Associate Administrator with the responsibility for management 

6 
reporting, resources programming, project review, and facilities coordination. During 

this period, and up until 1974 when the budgetary and financial management 

responsibilities of the Agency were placed in the NASA Comptroller’s office, the Office 

of Business Administration and its subsequent designation, the Office of Administration, performed a much larger institutional and functional role than the traditional 

tasks associated with preparing and managing the budget. 

In 1961, the Office of Business Administration was renamed the Office of 

Administration reporting directly to the Associate Administrator and performing 

functional tasks such as administrative services, procurement, supply, security, 

inspections, personnel, and management analyses. In 1967, the office was relocated 

under the newly formed Office of Organization and Management with the 

responsibility for integrating an Agency-wide system of resources management and 

budgeting. In 1974, the position of NASA Comptroller was created as a staff position to 

the Administrator, responsible for traditional budgeting, accounting, and financial 

management activities. At the time, personnel and health functions were reassigned to 

the Office of Organization and Management. In the 198 1-1982 reorganization, the 

remaining functional activities of facilities and equipment and supply management 

were also placed under the Office of Management. 

7 

Chapter II 

A NASA Organizational Chronology 

1958 

Under the management of Dr. T. Keith Glennan and Dr. Hugh L. Dryden, NASA 

officially began operations on October 1, 1958. As established, NASA absorbed 

programs, projects, personnel and installations from exisiting government organizations; most prominently the National Advisory Committee for Aeronautics (NACA). 

The Agency’s earliest management challenges were the absorption of these activities, 

the initiation of large new programs in both aeronautics and space, and the preparation 

for the very large buildup of resources and people required for the development of a 

manned space flight program. 

NASA’s first official organization chart emanated from organizational proposals made 

by the Ad Hoc Committee on NASA Organization chaired by Mr. Ira Abbott and an 

organizational study performed by the outside consulting firm of McKinsey and 

Company reporting to Dr. Glennan. Between these two working groups, a total of eight 

organization charts were proposed and discussed prior to the issuance of NASA’s first 

official organization chart on January 29, 1959. 

The major structural components of NASA’s first organizational arrangement included 

the creation of an Associate Administrator position to serve as the general manager of 

all of the Agency’s internal operations. Staff offices included a General Counsel, an 

Office of Public Information, an Office of International Programs, an Assistant 

Administrator for Congressional Relations, and an Office of Program Planning and 

Evaluation to conduct long-range planning. Two other organizational components were 

created by the Space Act of 1958, the National Aeronautics and Space Council and the 

Civilian-Military Liaison Committee. 

NASA had two program offices, the Office of Aeronautical and Space Research and 

the Office of Space Flight Development. The primary administrative and functional 

office was the Office of Business Administration which not only included budgeting, 

accounting, and financial management activities, but also the areas of personnel, 

procurement and supply, technical information, security, and facilities management. A 

total of eight field installations, designated as either research or space project centers, 

reported through their respective program offices to the Associate Administrator. In 

addition to inheriting the existing research activities of NACA, NASA absorbed Project 

Vanguard from the Department of Defense, projects from the Advanced Research 

Projects Agency, and all of the non-military activities of the Jet Propulsion Laboratory. 

9 

Dr. T. Keith Glennan 

January 29, 1959 

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION J 

EXECUTIVE 

0 I RECT I ON 

I 

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I 1 

RESEARC SPACE PROJECT CENTERS 

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ACTIVITIES 

YI.ietracor. YY 

11 

1959- 1960 

In 1959, there were four organizational changes made to NASA’s initial organization 

chart and in 1960 three other changes were made. Early in 1959 the staff office of the 

Inventions and Contributions Board was added along with the Research Advisory 

Committees. A Program Coordination office was added to the Office of Space Flight 

Development to coordinate and review the office’s various flight activities. In December 

of 1959. several program office changes were made. Instead of one program office in 

the area of space flight, two program offices emerged, the Office of Space Flight 

Programs and the Office of Launch Vehicle Programs. The Office of Aeronautical and 

Space Research was changed to the Office of Advanced Research Programs. In 

addition, the Associate Administrator or general manager position focused more on 

NASA’s program offices, and the Office of Business Administration was clearly 

separated from the Office of the Administrator. Plans also began for the development 

of the Goddard Space Flight Center. NASA’s field installations continued to report 

through the program offices to the Associate Administrator. 

In 1960, the Army Ballistic Missile Agency’s Development Operations Division was 

transferred to NASA and became the George C. Marshall Space Flight Center. The 

transfer included the Launch Operations Directorate which later became the John F. 

Kennedy Space Center. 

Also, the Office of Life Sciences Programs was created in 1960 to increase NASA’s 

participation in basic biological, medical, and behavioral sciences research. In addition 

to these changes, an Office for United Nations Conference was established on an ad hoc 

basis to support the Administrator and Deputy Administrator’s participation in an 

international conference on the peaceful uses of outer space. NASA again contracted 

with McKinsey and Company to work with the Advisory Committee in Organization in 

performing an organizational analysis. The report generated by this study became 

known as the Kimpton Report named after the Committee’s Chairman, Lawrence 

Kimpton. The study’s conclusions and recommendations contributed to the 196 1 

reorganization. 

13 

EXECUTIVE 

DIRECTION 

PROGRAMING 

OPERATIONS 

FIELD 

ACTIVITIES 

NATIONAL AERONAUTICS AND SPACE ADMlPJlSTRATlON Dr. T. Keith Glennan 

May 1, 1959 

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15 

I 

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION 

9 

Dr. T. Keith Glennan 

December 29, 1959 

I 1 I 1 1 

I 

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NATIONAL AERONAUTICS AND SPACE ADMINISTRATION 

DEPUTY - ABRMM HYATT CLARR 1 RAND1 

TECMNICM HOMER TLCMUUAL 

ADMINISTRATIVE 

Dr. T. Keith Glennan 

April 4, 1960 

MAWGE Mf NT WISI L HJORNEVIK YAhAbI Ut N I ANA. 

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ASSISTANTS CDMfERENCE 

7 JOHN P MAGEN 

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AARON ROSENTHAL 

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DIVISION 

ROBERT J LltKLEN > 

TECWICAL INFORMATIW 

DIVISION 

BERTRAM A MULCAMY 

I 

ASSISTANTS 

RE LIABILITY 

PROWAM 

ASSISTANTS MANAGE ME NT 

NKHOLAS E WLOVIN 

AUDIT SIV'SON 

RAYMOND t INHORN 13 

: -7 1 

PROCUlf MEN1 sND 

SUPPLY DIVIS~ON 

ERNEST W BRACKfTT 

MI 

SECURITY 

-3 DlVlSlW 

ROBERT L MLL 2 

L 1 

I 

7 m m 1 I OfFlCt of LIFE 

OFFICE OF SPACE 

FLIGHT PROCRAMS , OFflU Of UIVANCED RfSfARCM 

PROGRAMS 

ASSISTANTS --l----m 

PSSl OIRECTMI 

Ju Blot WNL E RING FOR LlFf SCIENCES 

GRANTS 8 CWTRKTS 

ASSI wttcim 

fOR LIFE XILNCES 

nEsEmcn CENTER fOI BIOSCIENCf 

I 11 VACAMCY VACANCY 1 

WESTErn 

OPERATlolS WFU 

t ASST DIRECTOR 

foa VtnuLEs 

MILTON w ROSEN 

ASST DIRECTOR 

LAWCM ORRATSAMUEL SNYDER 

FOR PROPULSION 

ELLIOT MITCMELL 

PPPL!€ATC)NS AND 

MANNED FLIGMT 

NEWELL D YNDCRS 

t ASS1 DIRECTOR FOR 

SPACE FLICMT 

OPERATIONS 

EOWIO C. BUCKLEY 

D. n WYATT 

STRUCTURES AND 

OPCRATIYI PROBLEMS 

RICMARD V RHOOE 

ASST DIRECTOR FOR 

POVER PLANTS 

EMERSON W CONLOW 

I -2 - I 

AERODYNAMICS AN0 

F L16MT MECMANICS 

VACANCY 

OFFUE OF RtSEARCM 

6RAnTS AND 

UMTRICTS 

LLOYD A WOOD 

RESEARCM CENTER 

LAWLEY FIELD, Y 

AUES 

RESEARCH ENTER 

MOT f E IT F IEL4 ULIF 

SMlTM J. WRAMCE 

RESfARCM CENTER CENTER 

CLEVELAND, OHIO EDWARDS, CALIF 

EDWAlo R SHARP PAUL f OIKLE 

APPROVE 0: 

AWINISTRATOII, NASA 

19 

1961 

President Kennedy announced as a national goal a manned landing on the moon before 

the end of the decade. Mr. James E. Webb became NASA’s second Administrator. 

There were a number of organizational changes made in 1961. Three separate 

organization charts were created; one authorized by Dr. Glennan and two by Mr. 

Webb. The Glennan reorganization added responsibility for the Office of Program 

Analysis and Control and the Office of Reliability and Systems Analysis to the Associate 

Administrator. In addition, the Associate Adminisfrator created an Assistant 

Administrator for Programs and for Resources. These changes were made to 

strengthen the Associate Administrator’s role in controlling NASA’s overall program. 

In addition, a new program office was created, the Office of Technical Information 

and Educational Programs, to provide a higher focus to the Space Act’s requirement 

that NASA “provide for the widest practicable and appropriate dissemination of 

information concerning its activities.” The functional Office of Research Grants and 

Contracts was added to the Office of Business Administration. 

Mr. Webb authorized two reorganizations in his first year as the Agency’s Administrator. The first reorganization created the Office of Programs and renamed the 

Office of Business Administration the Office of Administration. Both offices reported to 

the Office of the Associate Administrator. The Office of Programs altered the 

relationship between the field centers and NASA Headquarters. Rather than the field 

centers reporting through the program offices for both program and institutional 

management, the field centers now reported and looked to NASA’s general 

management or Associate Administrator for their resources. While the field centers 

continued to receive program direction from their respective program offices, they no 

longer were subordinate to the program Associate Administrators. The Office of 

Programs had the responsibility for integrating NASA’s program planning, facilities 

coordination, management reporting, resources programming, and project reviews. 

The renamed Office of Business Administration maintained its functional responsibilities, but now it reported to the Associate Administrator rather than serving as a staff 

office to the Administrator. 

Several major changes occurred during Mr. Webb’s second reorganization of 1961. The 

Agency’s four existing program offices, Advanced Research Programs, Space Flight 

Programs, Launch Vehicle Programs, and Life Sciences Programs were abolished arid 

four new program offices were established. These new offices were named Advanced 

Research and Technology, Space Sciences, Manned Space Flight, and Applications. In 

addition, an Agency-wide support office for Tracking and Data Acquisition was created. 

The program office of Technical Information and Educational Programs which had 

reported to the Associate Administrator was realigned with the Office of Public 

Information and became the Office of Public Affairs, a staff office to the 

21 
Administrator. The Office of Research Grants and Contracts, previously located in the 

Office of Business Administration, was placed in the Office of Space Sciences. The 

position of Chief Scientist appeared for the first time and was also placed in this 

program office. The Office of Congressional Relations became the Office of Legislative 

Affairs and the Secretariat function was renamed the Office of the Executive Assistant. 

Other developments in 1961 included the decision to build the Manned Spacecraft 

Center in Houston, Texas. NASA also acquired an unused government manufacturing 

facility in Michoud, Louisiana and established a testing facility in Mississippi. 

Additionally, the Agency selected Cape Canaveral as its launch facilities for manned 

space flight. With these acquisitions, NASA now had plans for a manned spacecraft 

control center, as well as facilities for vehicle preparation, engine testing, and launching. 

22 
NATIONAL AERONAUTICS AND SPACE ADMINISTRATIOE; Dr. T. Keith Glen

January 17, 19

I UASA . DO0 ADMINISTRATOR 

' COORDIUATIUG BOARD LIAISOU COMMITTEE T KEITH GLEHNAN 

DEPUTY HUGH ADYIUISTRATOR L ORYOEN I CHAIRMAN VACAUCY 

1 UATIONAL AEROUAUTICS ' 1 AND SPACE COUUCIL 

ACTING SECRETARY 1 JAVIDZ BECKLER CO-CHAIRYEU -- ASSISTANTS L-- - -1 UASA .HUGH L ORYDEU 

000. UERBERT F. YORK , 

OFFICE FOR U.N. ' I 9 JOHU P HAGEN ~ 

CONFERENCE 

- -2 

1-111--1-q 

__ 

ADVlSrnY 

COMYITTEES 

PLAHNIHG OFFICE AND DFPRO:*.Y EVALUATION -1 1- GENERAL COUNSEL IUFORYATIOU IUTERNATIOUAL PROGRAYS 1 DIRECTOR DIRECTOR DIRECTOa I JOHU A JOHNSON (ACTIUGI A~RAUAMHYATT SHELBY THOYPSOU ARUOLD W FRUTKIN 

IUVEHTIOHS AND 

COUTRIBUTDHS BOARD 

ASSOCIATE ADYINISTRATOR -1 

ROBERT C SEAYAUS 

FOR PROGRAMS. 

WILLIAM A FLEYIUG 

ASSISTANT ADYIUISTRATOR 

FOR RESOURCES. 

J ALLEU CROCKER 

ASSISTAUT AOYINISTRATCM 

I REPORTS 

DIRECTOR ALBERT P SEIPERT 

DEPUTY WESLEY L UJORUEVIK 

STAFF -1 r---- -L - --i r--- r- -1 

OFFICE OF AOVAHCED 1 RESEARCH PROGRAMS 

DIRECTOR 

IRAH DEPUTY ABBOT1 

I YlLTON(1 AYES 

DIRECTOR 

I 

I OFFICE OF SPACE r ~- - -1 

FLIGHT PROGRAMS ASSISTAUT DIRECTOR 

DIRECTOR sILVERsTEIu - FOR PROGRAY PLAUUIUG I ? -1 I 

I OFFICE OF LAUUCU 

VEUICLE PROGRAMS j DIRECTOR TECUUICAL DOU R OSTRAUDER AND COOROIHATIOH 

D D WYATT - I I 

ADMINISTRATIVE DEPUTY UOYER E UEWELL DEPUTY. MILTOH w ROSEU 1 - - - J 

i CNARLES n. ROADYAU I ~ J 

r-- - 

I L- J 

-- 

-1 

ASSISTAUT DIRECTOR ' ~ __ 

STRUCTURES AND OPERATIUG 

PROBLEMS t RICHARDV RHODE 1 

-- -> 

- 1 -- 

r 1 I I1 I-1 r - ~~ --1 I ASSISTANT DIRECTOR ~ ~ ASSISTAUT DIRECTOR 

LIFE SCIENCES FOR 

VEHICLES 

OOUALD U. HEATOU , GRANTS AH0 

COUTRACTS 

I 

1 ASSISTAUT DIRECTOR 

f0R 

1 ALFRED U. YAY0 

I ASSISTANT DIRECTOR 

FOR 

MAHUEO FLIGHT PI OGR AYS t APPLICATIOH~ AND 

WEWELL 0. SAUDERS ' 

I 

I ASSISTA~T DIRECTOR i 

I 

FOR 

SATELLITE h SOUNDING I 1 ROCKET PROGRAMS I YORTOU STOLLER 

ASSISTAUT DIRECTOR 

PROPULS10U ELLIOT MITCHELL 

FOR RAYMOND EIUHORU 

~~ 

SUPPLY DIVISIOU 

71 

I 

L I 'I' 

ASSISTAUT DIRECTOR I 

r POWER FOR PLANTS 

EYERSOU W. COULON 

I 

I ASSISTAUT OlRECTOQ 

FOR 

PLAUETARY PROGRAMS 

4 LUUAR AND 

1 E Y CORTRIGHT 

1 I 

t PERSOUMEL DIVISION ROBERT J. LACKLEU I { SECURITY MVISIOU 

ROILRT L. BELL 

r 1 

t Y*N*GEMCNT 

ANALYSIS JOHU D. YOUUG DIVISION 

ADMIUISTRATIVE 

SEIVICES DIVISIOU I STEPNEN 1. GRILL0 1 

i i L AUGLEY 

, RESEARCU CEHTER 

LANGLEY FIELD. VA 

FLOYDL THOYPSOH ' 

AYES i RESEARCU CENTER 

MOFFETT FIELD. CALIF. I SMITH 1. D.FRANCE I 

I 

GODDARD SPACE 

FLlGUT CEUTER 

HARRY 1. GOETT 

CREEUBELT. YO. 

JET PROPULSIOU LAB. 

PASADENA, CALIF. 

W. H. PlCKERlUG 

I I CAL. TECU. COUTRACTOR)~ 

-7 I--. -- 

APPROVEDa 

T. KLITU GLEUNAU 

r- ~- .---I ADYYISTIATM. NASA 

- 

i UASA LAUUCH I r 

i OPERATIOUS 

DIRECTORATE I ' CA?E CAUAVERAL. ! fLA. I KURT DEWS I 

WESTERU 

OPERATIOUS OFFICE . SAUTA MOUICA. CALlf. 

ROBERT '1. UAMU I 

! SPACF TAW I LEWIS I 

l RESEARCH CEUTER 

CLEVELAUD. OHIO 

I EDWARD R SHARP I 

1 FLIGHT RESEARCH 

1 EDWARDS CALIF I 

PAUL F BIKLE 1 

CEUTER 1 WALLOPS 

WALLOPS ISLAND. V*. 

R. L. KRIEGER 

STATION I - ---- GROUP - 1 LAUGLEY FIELD. VA b ROBERT R. GILRUTH 

. r 

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION James E Webb 

June I, 1961 

WCKI W TU@ 

ADUYSTR ATr----- 

L 

r I I 1 

I I I 

-I -- WC. @S@ARCtl DC ADVAXIO CROCI- -~- ih DIRICTW TICWKAL ASSISTAUT 

L 

DICWV 

ASSISTAUT DIIICTO 

UUUtD %?Ut I CLIGWT CROGR*u F 

II 

UaS R@S@ARC)I i CLUTIR. roCCITT 

CIILD. CALW. I GOOOAR0 WAC8 

CLICWT CIUTIR 

OR#II@LT, rD. i 

I- - 

LYCLtT PIILD, VL I "t%Y t 25 

I 1 I 1 

ADMINISTATOR 

JAYES E. WEBB 

f DEPUTY ADMINISTATOR 

I ONICTOR OC 

ncmcu 

ULUAY A. 

FLUYG 

mouAui 

1 DIRECTOR OC 

RLWIRCC 

..OCRUYLI*C 

D. D. WATT 

. (ACT) 

r 

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION 

James E. Webb 

November 1, 1961 

HUGH L. DRYDEN 

ASSISTANT TO TUL ADYNISTRATOR 

FRANKLIN 1. CNILLICS 

ASSISTANT 

ADYIYISTRITOR FOR 

ruaLic AFFAIRS 

moen 1. COK 

GENERAL COUNSEL 

GENERAL COUNSLL EKCCUTIVE ASS.1 

EKECUTIVC 

1. C. YOU% 

ARNOLD W. FRUTKIY DECUTY MRC CTDR JOHN A. mwxw 

YARWNW. ROawsoN ASSISTANT wALTtu sonten 

LCCISLATlW 

AFFAIRS 

MRICTDR 

CAI& C. DUUIYG 

1 I 1 I I I I 

r-- 1 I AUOCIATE ADWNISTRATOR 

41 DCCUTY ROBERT ASSOCIATL C. SCu*NS ADIIYISTRATOR JR. 

THOMAS C.DIKDY 

&DATA AcOwuimn 

MRLCIOR LWYDC. BUCKLEY 

MCUTY DIRLCTOR 

GERUD Y. TRESZTMSKl 

SECURITY L 

iNscecTIO*s 

DIRECTOR MRLCTOR 

ROWIT L. #ELL 

YANAGCYCYI 

ANALYSIS DIRECTOR mviyon 

mw D. YOUYG 

(ACT) 

I I I 1 I I 1 MA**tD OFFKE SCACE OF 

CLlGNl 

DIRECTOR 

D. BRAINCRD w)uCS 

I J 

DIRCCTOR OF 

SYSTCYS 

eNcmeeamc c *ICW)LIS e. WLDVY 

D(REC1OR OF 

GRUTS L RESCARCM 

COMTRACTS 

1-S L.K. WLL 

COYYTTLC 

CROGRAM REVIEW L 

RESOURCES 

YUAGEYENT 

DIRCCTOR OF 

PROGRAM REVIEW L 

RESOURCCS 

YANAGCYCYT 

DIRECTOR OF 

NUCLEAR SYSTEYI 

n*ROLO B. FlYGER 

r I 

MRECTOR OF DIRECTOR OF 

uuncn VEUKLLI LWAR LCLUCTAR* 

DONALDH. UEATW 

1 '~~~~~~ CIOGRWS I ORAY W. NICKS 

DIRECTOR OF MRLCTOR OF 

wAcc VE~ICLLS 

union a. UES 

I AERONAUTICAL I RESfARCH 1 JOHN C. STACR 

MRLCTOR OF DIRECTOR OF 

COWUYCATWS CUTURI 

STSTLYS AWLICAT'IO(S 

71 I1 MRECTOR OF 

wbcc CRAFT 

GEORGE Y LOW 

OIRECTOR OF 

ELCCTROYICS L CONTROL *LICIT 1. KCLLEY 

MRECTOR OF 

POWER GENERATION 

IVACANTI 

FROCULslOr~ AHO 

KURZWEG 1 

I I I I I1 It 11 I 

LANGLEY SPACECRAFT U"tD 

RESEARCH CENTER CENTER 

MRCCTOR OIRECTOR 

GILRUTN 

FLOYD L. ROBERT 0. 

WESTERN 

OPERATIONS 

OFFKE 

MR€CTOR 

ROSERTW.KWY I 27 

FLIGHT 

RESEARCH 

CENTER 

DIRECTOR 

CODOAR0 

SPACE 

FLIGHT 

CENTER MARRT OIRCCTOR 1. u)CTT 

WALLOPS 

STATION 

DIRECTOR 

R. L. KRIEGLR 

LA PROlULUW WRATORY 

DlRtCTOR 

RESEARCH 

CENTER 

MRECTOR 

ABE YLVERSTEIN 

1 962- 1 963 

Four Deputy Associate Administrators were appointed in 1962. Two of the four were 

responsible for the field centers. Field centers were divided into two distinct groups, 

manned space flight and non-manned space flight. A Deputy Associate Administrator 

for Defense Affairs was also appointed to improve NASA’s overall relationship with the 

Department of Defense. The fourth Deputy Associate Administrator managed Industry 

Affairs. The Procurement Division was removed from the Office of Administration and 

placed in the Industry Affairs Office. However, Headquarters Procurement remained 

in the Office of Administration. 

A larger reorganization effort occurred in 1963 which returned the institutional 

management and control of the centers to the program offices. This arrangement was 

similar to the organizational structure established in 1961. Responsibility for both 

program and institutional management of the field centers was placed in the program 

offices. The program office that field centers reported to was determined by the 

primary program activities the centers conducted. Also, the Office of Applications was 

merged with the Office of Space Sciences creating the Office for Space Sciences and 

Applications. The titles of the managers of these program offices changed from 

Directors to Associate Administrators. However, the manager of the Tracking and Data 

Acquisition office remained a Director and served as a staff arm to the Associate 

Administrator with responsibility for coordinating these support activities with the 

program Associate Administrators. 

Two functions were added to the new Deputy Associate Administrator for Industry 

Affairs: the Reliability and Quality Assurance Division from the Office of Programs, and 

the Inventions and Contributions Board transferred from its staff position to the 

Administrator. The Office of Programs was also renamed the Office of Programming. 

Several changes were also made in the staff offices of the Administrator. The Office of 

Program Planning and Evaluation, in existence since 1958, was abolished. A Policy 

Planning Board consisting of senior NASA officials from Headquarters and the field 

centers was established. It received assistance in its planning and policy formulation 

activities from a new staff office, Technology Utilization and Policy Planning. A new 

staff office was created to act as liaison with the Space Science Board of the National 

Academy of Sciences. In addition, on November 29, 1963, President Johnson signed an 

Executive Order renaming the United States facilities at Cape Canaveral the John F. 

Kennedy Space Center. On December 20, 1963, Administrator James Webb 

redesignated NASA’s Launch Operations Center the John F. Kennedy Space Center, 

NASA. 

29 

INWNTIONS AND 

CONTRIIUTIONS 

BOARD 

SPACf XlfNCE 8OARD 

Of UATIONN ACADEMY 

Oi SCIENCES 

OFFICE Of OFFICE OF 

INTERNATIONAL 

PROGRAMS 

ASSISTANT 

MANACEMEN1 

Df Vf LOPMENT 

ADMINISTRATOS FOR PLkNS h PROGRAM 

EXE'UTIVE OffICfR ASSISTANT 

ADMINISTRATCM FOR OfClCf OF OFflCf Of 

LtGISlAllM 

AFFAIRS EVALUATION CENfRAL COUNYL PMLlC AFFAIRS 

I I PROGRAM I DEVELOPMENT 

SClfNIIfIC h 

TfCHNICN 

h INfORMATION Sf RVlCL S INfORM*TlON 

I 

1 SCIENCL AND SPACE FLIGHT 

APPL I C All ON S SYSTEMS 

COMMUNITY DEVELOPMENT 

OFFICE OF 

- ADMINISTRATION 

I I 

FINANCIAL 

MANAGEMENT AUDIT 

I I ADM I NI STRATI VE PROCUREMENT 

SERVICES 6 SUPPLY 

I 

BIOSCIENCE 

PROGRAMS 

1 

PLANETARY LUNAR h 

PROGRAMS 

PACIFIC 

LAUNCH OPfUTIONS 

OFFICE 

Lapoc. Colif. 

- 

t I MANNf D 

SPACfCUfl 

Cf NTf R 

nodal, I..- 

b I I MI GODDAID 

RfYARCH SPACE fLlGM1 

CENER CfNTfI 

m&n Fiold, Colil. Gmoblt. W. 

I 

CENER 

m&n Fiold, Colil 

IJ -1-1 

I MI 

RfYARCH I GODDAID I I SPACE fLlGM1 

LANGLfY 

REYARCH 

CfNTfR 

l+owton, Vo . 

LEWIS 

If %ARCH 

CfNTER 

CI.".lad. Ohio 

NATIONAL AERONAUTICS AND PACE ADMINISTRATION Dr. Hugh L. Dryden 

November 23, 1962 

DfPUPI ASSXIATE ADMINISTRATCW 

I DEPUPI ASSXIATE ADMINIITRATOP 1 r-l OFFlCf Of 

?ROCRAMS 

I I SAFETY 6 HEALTH I ISENIOR SClf NTIFIC OFFICE Of TRACKING RE PRE Y N1 ATIM h DATA ACQUISITION - AUSTRALIA 

CROCRWING 

NATIONAL PROGRAM 

RQGRAM SUPPOR 

OPERATIONS 

h FACILITlfS 

OfFlCf Of 

MANNfD SPACE 

fllGMl 

NASA RESEARCH OFFICE OF 

ADVANCf D RLYARCH AND TI CM . ?ROCRAM 

COORDINATION TECHNOLOGY COMMITTEES 

SPACf SCIfNCES OFFICE OF 

STEERING SPACE SClENCf S 

COMMITTEE 

OfflCf OF 

APPLICATIONS 

APPLICATIONS 

1 

PROGRAM REVIEW 

r-l 

h RESOURCES 

MANAGEMENT I METEOROLCGICU SYSTEMS 

I MAN AGE ME N CONTRACTS PROGRWS PRCGRAMS MANAGEMENT 

r I I I 1 

I 

PROCUSlON .ELfCIRONICS I BIOTECHNOLOGY 

6CONTROL 6 HUMAN I AND COW) 

G€NERATlON Rf Sf ARCH 

.. 

I 

I APPLICATIONS INWSRIAL I COMMUNICAIIONS 

SY STE M S 

NORTMEASIERN 

[ OfFlCE 1 1 OPERATIONS ~~~~~ 1 hnto Ma;co, COl,l. Combridp., MOM 

YACf NUCLLAR 

?RO?ULSlON 

OfflCE 

Gor-t-n. Md 

ACPUOVfD 

ADMINISTIATU, NASA 

uau c. YUWUL 

SPACE FLIGHT 

CtNlfR 

)*nkrllk, Ab. 

WALLOCS 

Wollop STATION IJond, vo. 

31 

ASSISTANT DEPUTY ADMINISTRATOR 

EXECUTIVE 

SECRnARY 

I I EXECUTIVE 

OFFKER 

A 

r 

ASSOCIATE r I ADMINISTRATOR I 

PACIFIC LAUNCH 

OPERATIONS OFFICE 

LCLMPOC, CALIFORNIA 

t J 

Source: Administrative History 

of NASA, 1958-1963, 

Robert L. Rosholt 

P 

ORGANIZATION EFFECTIVE NOVEMBER 1, 1963 

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION 

I ----------- 

ADMINISTRATOR 

DEPUTY ADMINISTRATOR 

I 

i 

IOARDOT I 

I c --------- 1 

SPACE SCIENCE I ?OLlCY 

NAT'L AC-Y I ?LANNING 

BOARD Of SCIENCES ' 

ASS'T ADMIN 

ADMINISTRATOR 

UTILIZATION 

AND POLICY 

PUNNING ARAUS 

ASSISTANT 

ADMINISTRATOR 

NIERNATIONAL 

AS';ISTANT 

ADMlrJISTRATOR 

WISLATNE 

AFFAIRS 

MWTY 

ASSOCIATE 

ADMINISTRATOR 

KM 

DEFENSE AHAIRS 

DEPUTY ASSOCIATE 

ADMINISTRATOR ADMINISTRATOR 

INDUSTRY 

AFFAIRS I 

DIMOI Of 

TRACKING AND 1 

ACQUISITION 

DATA 

ASSOCIATE 

ADMINISTRATOR 

SPACE SCIENCES 

APPLICATIONS 

ASSOCIATE 

ADMINISTRATOR 

FOR 

ADVANCED RESEARCH 

AND TECHNOLOGY 

ASSOCIATE 

ADMINISTRATOR 

MANNED 

SPACE FLIGHT 

I 

MANNED a SPACECRAFT CENTER 

nousrw, EXAS 

I 1 

JET PROPULSION 

LABORATORY 

(CONTRACIOI OPt?UTEDl 

PASADENA, CALIF 

AMES RESEARCH 

CENTERMOFFCn FIELD, CALIF 

GODDARD 

SPACE FLIGHT CENTER 

GREENBELT, MD 

FLIGHT RESEARCH 

CENTER 

COWARDS, CALIF 

GEORGE C MARSHALL 

SPACE FLIGHT CENTER 

HUNTSVILLE, AU. 

I I 

WALLOP'S STATION 

WALLOPS ISIAND. VA. RESEARCH CENTER 

nmprou, VA 

OPERATIONS CENTER 

COCOA MACH, FLORIDA 

RESEARCH CENTER 

CLCVEUND, OHIO 

33 

1964-1 965 

In 1964, the Office of the Administrator was created with both an Executive Officer and 

Executive Secretary to support increased activity by the Administrator and his Deputy 

in the daily operational affairs of the Agency. In addition, a Deputy Associate 

Administrator within the Office of the Associate Administrator was created to handle 

procurement matters and liaison activities with the General Accounting Office. In 1965, 

enhancements to the Administrator’s capacity to oversee operational matters continued 

with the addition of two staff offices; the Office of Management Development and the 

Office of Policy Planning. The Associate Administrator and his five Deputy Associate 

Administrators now served more of a supporting role in the Administrator’s 

management of the Agency. The Inventions and Contributions Board became a staff 

arm of the Office of Industry Affairs and the head of the Office of Tracking and Data 

Acquisitions was given Associate Administrator status. 

35 

A 3 

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION 

orflce 01 

MANAGtYf 

Of Vt LOIMf N1 

Dr. Hugh L. Dryden 

September 7, 1965 

f XECUIIVE 

Off ICE R SECREIARY 

OfflCt Of 

COUNSLL Gt NIRAL 

0111c1 Of 

IN1t lNAllONAL 

--- AI #All) 

I I- ASSOCIATE 

ADMlNlSlRAlOR 

I I 

I-'-- 

I 1 

I 

----_------ 

t------- -- 

I 

I S?ACf SCIfNCt 

I NAI'L 8OAlD ACAOfMVf 

1 Of SCIINCO 

OfflCt 01 OlflCt Of 

IECHNOLOCY 

UIILIIAIION Aff AllS 

I 

L- -------- 

OfllCt Of 

?OIlCV 

PLANNINO 

OlflCt Of 

ADMINISIl AllON 

office of 

IRACIING 

AND OAIA 

ACOUISIIION 

OfflCE of 

MANNED 

SPACE fllGH1 

OfflCE OF 

WACE SCIENCE I 

I 

AND APPLICATIONS 

GOD0 AID 

SPACE fLlGHT CENTER 

CI.mbrk. Md 

PAClflc LAUNCH 

OCERAIIONS OffKf 

lupw. COLI 

I 

JET PROPULSION 

LABORATORY 

?orod.ne. C0l.l 

KOWllAClOl Ol8lAWDI 

WALLOPS SIAIION 

Wdbp8 hhd. VO 

AOVANCED RESEARCH 

AND TCCHNOLOGY 

AMES 

RESEARCH CENILR 

Aden 1dd Cohl 

I 

1 AN CL CY 

RESEARCH CENIER 

I 

Mwwc-. V. 

-7- 

f LICHI RESEARCH 

CENIER 

Id-ods CdJ 

LEWIS 

RESEARCH CENIER 

Cl...bnd m.0 

37 
, 
1966 

The Associate Administrator, Dr. Robert Seamans, Jr. was appointed Deputy 

Administrator following the death of Dr. Hugh L. Dryden in 1965. The Associate 

Administrator position and the general manager concept was replaced by a stronger 

Office of the Administrator with an Associate Deputy Administrator and a Deputy 

Associate Administrator to support him. As a result, all the program and functional 

offices reported directly to the Office of the Administrator and, with the exception of 

the General Counsel, were managed by Assistant Administrators. Field centers 

continued to report to their respective program offices for program direction and 

institutional support. All offices that previously served as staff support to the Associate 

Administrator position were now staff offices to the Administrator. In addition, the 

Office of Tracking and Data Acquisition was removed as a staff arm to the Associate 

Administrator and given full program office status. The Office of Policy Planning was 

renamed the Office of Policy Analysis. 

39 

r 

GODDARD 

SPACL FLIGHT CENTER 

GREENBELT MD 

1 JET PROWLSON 

UBORATORV 

ICONTRACTOR OPERATED, 

PASADENA CALIF 

a 

NATIONAL AERONAUTICS AND SPACE 1 ADMINISTRATION 

Source: Managing NASA in the 

Apollo ERA, Arnold S. Levine January 2, 1966 

~ 

OFFICE OF THE ADMINISTRATOR 

ADWNITRATOR 

DEPUTY ADMINISTRATOR 

IAN0 ASSOCIATE ADMlNISTRATORi 

ASSOCUTE DEPUTY ADMINISTRATOR I EXECUTIVE 

YCRETARV 

OERITY 

R 

ADMINISTRATOR 

--- 1 

SPACE SCIENCE 1 

I BOARUOFNATL I I ACADEMVOf 

SClE NCE S I 

L---J 

OfFlCE OF 

INDUSTRY 

AFFAIRS 

ASS'T ADMINISTRATOR 

OfFlCE OF 

INTERNATONAL 

AFFAIRS 

ASS T ADMINISTRATOR 

OFFICE OF 

LEGISIATNE 

AFFAIRS 

ASS7 ADMINUTFLATOR 

COUlrSEL ADMINISTRATION 

ASS 1 ADMINISTRATOR ASS T ADMINISTRATOR GENERAL COUNSEL 

1 I I I 

OFFICE OF 

MANAGEMENT 

Df VE LOPMEN T 

ASS'T ADMINISTRATOR 

OFFICE Of 

ANALYSIS 

ASS T ADMINISTRATOR 

WESTERN 

OPERATIONS 

OFFICE 

WTA MONICA CALIF 

OFFICE OF 

WIOGRAMMINC 

ASS T ADMINISTRATOR 

UTKUATON 

ASS T ADMIN6TRATOR ASS T ADMINISTRATOR 

L I 

1 I 1 

OFFICE OF 

SPACE SCIENCE 

AND APPLICAT)<)NS 

ASSOCIATE ADMINISTRATOR 

OFFK3f OF 

MANNED 

SPACE FLIGHT 

ASSOCIATL ADMINISTRATOR 

OFFICL Of 

TRACKING AND 

DATA ACOUSITION 

ASSOCUTE ADMINISTRATOR 

OFFICE OF 

ADVANCED RESEARCH 

AND TECHNOLOGV 

1 

ASSOCUTE ADMINUTRATOR 

GEORGL C MARSHALL 

SPACL FLIGHT CENTER 

MANNED 

SPACECIUFT CENTER 

HOUSTON. TEX 

FLIGHT 

RESURCH CENTER 

EDWARDS. CALIF 

1 

RESEARCH CENTER 

u HUNTSVlLLt ALA MOFFETT FIELD. CALIF 

JOnNF KENNEDV 

SPACE CENTER 

KENNEDV SPACE CENTER 

UNGLEV 

RESEARCH CENTER 

HAMPTON. VI 

RESEARCH CENTER 

CLEVELAND ow0 

I 

RESEARCH 

ELECTRONICS 

CENTER 

1 

CAMWDGE. MASS 

I 

41 

1967-1968 

1967 was a turbulent year for the Agency. NASA experienced budget reductions, 

criticism of its personnel management by the Civil Service Commission, and a General 

Accounting Office investigation of its support services contracting practices. The 

Gemini program was completed, but tragedy struck the beginning of the Apollo 

program. On January 27, the first three man Apollo crew died on the launch pad when 

a fire swept through the Apollo spacecraft. The Apollo 204 Review Board chaired by 

the Director of Langley Research Center, Floyd Thompson, failed to pinpoint the exact 

source of ignition, but did identify a number of engineering and design defects in the 

spacecraft. In August 1967, Congress established the Aerospace Safety Advisory Panel 

to review safety studies and operations plans and advise the Administrator with respect 

to the hazards of proposed or existing facilities. 

Numerous organizational changes were made in 1967 and 1968. One month prior to 

the Apollo fire, a management task force chaired by Harold Finger was established to 

perform a NASA organizational analysis. As a result of this study, an Office of 

Organization and Management was formed and Mr. Finger was selected as its first 

Associate Administrator. A number of the functional responsibilities once performed by 

staff offices to the Administrator were relocated into this new office. Those staff offices 

transferred were the offices of Administration, Industry Affairs, Special Contracts 

Negotiation and Review, Technology Utilization, and University Affairs, each managed 

by an Assistant Administrator. The Office of Administration was responsible for 

performing budgetary and financial management activities, reviews, audits, and 

inspections, Headquarters administration, and providing an Agency-wide focus for 

resources management. 

The Administrator further reduced his direct span of control by placing the Office of 

DOD and Interagency Affairs, International Affairs, Legislative Affairs, and Public 

Affairs directly under the control of the Associate Deputy Administrator. These offices 

were also managed by Assistant Administrators. The General Counsel and Office of 

Management Development remained as staff offices and were joined by a Personnel 

Management Review Committee, the Aerospace Safety Advisory Panel, an Executive 

Secretariat, and an Office of Special Assistants and Consultants. Liaison relationships 

with the National Academies for Sciences, Engineering, and Public Administration also 

appeared in the organizational structure. Field centers continued to report to their 

respective program Associate Administrators. 

43 

OFFICE OF OFFICE OF OFFICE OC OFFICE OF 

MAWWED SPACE SCIENCE TRACKWG AND ADVANCED RESEARCH 

AND TECHNOLOGY 

MSOCLATE ADMINISTRATOR 

SPACE FWHT AND AIIUCATK)NS DATA AC0UIITY)N 

ASSOCIATE ADMIWTRATOR ASSOCUTE ADMINISTRATOFI lrSSOClATE ADMINISTRATOR . i 

MANNED 

SPACECM CENTER 

HOVSTOCI. TEX. 

+ A 

\ 

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION Source: Managing NASA in the 

Apollo ERA, Arnold S. Levine 

March 15. 1967 

D 

&, ANALVSLS 

ASST ADMINISTRATOR 

4 

OFFICE OF 

O(IOIIIKATK)N 

AND MANAOEYENT 

ASSOCUTE ADWINISTRATOFI i 

1 

EXECUTM 

STAFF ASSTS 

CONSVLTANTS 

OFFICE OF 

AND ANALYSIS 

AS1 ADM(NIsTRATM 

EXECUTIVE 

SEC RE T ARLP. T 

EXECUTIVE SECRETARY 

1 I I I 1 1 1 I I 

OFFICE OF 

ASSIT ADMHISTRATM 

OFFICE OF 

TECHNOCOGV 

UTILIZATION 

OFFICE OF 

ASST ADMINISTRATOR 

NDUSTRY 

ASSIT ADMNISTRATM 

COUNSEL 

Ass7 ADMHISTRATM GENERAL COUNSEL 

I 

1 

1 1 

CEORGCC MARSMALL 

SPACE FLIGHT CENTER I HUNTSVILLE. UA. 1 I (CONTRACTOR 

OPERATED) I PASACXU CAUF. 

SPACE FLIGHT CENTER 

GREENBCLT. MO 

RESEARCH CENTER 

MOIfETT FIELD. CALIF. 

u)HNF 

SPACE 

KENNEDV 

CENTER 

7 1 

KENNEDY SPACE 

CENTER, FLA I UNGLEV 

#SEARCH CENTER I HAMPTON. VI. 

WALLOPS STATION 

WALLOPS SWD. VA 

45 

ADMINISTRATOR 

EXECUTNE OFFICER 

OFFICE OF 

AOMINISTRATION 

ASS T ADMINISTRATOR 

OFFICE OF OFFKE OF 

TECHNOLOGY UNIVERSITY 

UTILIZATION AFFAIRS 

OFFICE OF 

SPECIAL CONTRACTS 

NEGOTIATION b 

REVEW 

ASS T ADMINISTRATOR 

OFFICE OF 

INDUSTRY 

AFFAIRS 

ASS T ADMINISTRATOR ASS 1 ADMINISTQA !LR ASS T ADMINISTRATOR 

I GEORGE C MARSHALL 

SPACE FLIGHT CENTER 

HUNTSVILLE ALA. 

i A 

I 1 MANNED 

SPACECRAFT CENTER 

HOUSTON TEX. 

I 

GOODARD 

SPACE FLIGHT CENTER 

GREENBELT. MD. 

1 JET LABORATORY PROWLSON 

ICONTRACTOR OPERATEDI 

PASADENA. CALIF. 

JOHN F KENNEDY 

SPACE CENTER 

KENNEDY SPACE CENTER 

FU 

i 

May NATIONAL AERONAUTICS AND SPACE ADMINISTRATION I, 1968 Source: Managing NASA in the 

Apollo ERA, Arnold S. Levine 

rn ADMINISTRATOR 

I I I I L 

-1 

I 

I 

,J 

r 

I 

I 

L 

- NAT'L 

ACADEMES 

~ SCENCES 

~ ENGINEERING 

--- 

- W0LlC ADMIN 

I PERSONNEL 1 OFFICE OF 

MANAGEMENT 

DEVELOPMENT 

ASS7 ADMINISTRATOR 

MRQSPACE 

SAFETY 

ADVISORY 

MANAGEMENT 

REVYW 

COMMITTEE I SECRETARIAT 

EXECUTIVE SECRETARY 

ADMINISTRATOR ASSISTANTS COUNSEL 

CONSULTANTS GENERAL COUNSEL 

L J 

I 

I I 

I If 1 OFFICE OF 

PROGRAM PLANS 

AND ANALYSIS 

ASS'T ADMINISTRATOR ASS'T AOMINISTRATOR 

* 1 

OFFICE OF 

ORGANIZATION 

AND MANAGEMENT 

ASSOCIATE ADMINISTRATOR 

L 1 

I I I I I 4 

ASSOCIATE 

OEPUN 

ADMINISTRATOR 

OFFKE OF 

INTERAGENCY 

AFFAIRS 

ASS'T ADMINISTRATOR 

OFFICE OF 

INTERNATIONAL AFFAIRS 

ASS'T ADMINISTRATOR 

LEGISLATIVE 

AFFAIRS AFFAIRS 

ASS T ADMINISTRATOR ASS T ADMINISTRATOR 

1 11 11 I-- 

OFFICE OF 

ADVANCED RESEARCH 

AND TECHNOLOGY 

OFFICE OF 

TRACKING AND 

DATA ACOUISITION 

OFFICE OF 

MANNED 

SPACE FLIGHT 

ASSOCIATE ADMINISTRATOR I I ASSOCIATE ADMINISTRATOR I I ASSOCIATE ADMINISTRATOR 

RESEARCH CENTER 

MOFFETT FIELD. CALIF. EDWARDS, UUF. 

RESEARCH CENTER 

WALLOPS STATION 

WALLOPS ISLAND. VA. RESEARCH CENTER 

CLEVEUND. OHIO 

RESEARCH CENTER 

HAMPTON. VA. 

ELECTRONICS 

r-l 

RESEARCH CENTER 

CAMBRIDGE. MASS. 

47 

1970-1971 

With the landing of Apollo on the moon, July 20, 1969, NASA and the country achieved 

its goal of a manned landing on the moon by the end of the decade. NASA flew six more 

missions to the moon, but with the achievement of Apollo 11 and the appointment of 

Dr. James C. Fletcher as the Agency’s Administrator, the reorganizations that occurred 

in the 1970-1971 period primarily focused on planning for the future. In 1960, task 

groups had been established to study the feasibility of a manned space station and the 

development of a Space Shuttle. In addition, Dr. Wernher von Braun was brought to 

Headquarters to become the Deputy Associate Administrator for Planning. Still placed 

under an Associate Administrator as a staff office for the Administrator, planning took 

on a greater emphasis. Under Deputy Associate Administrator von Braun were the 

offices of Analysis and Evaluation, Plans and Integration, and Long Range Plans. 

All other organizational components remained the same. Functional offices were placed 

either under the Office of Organization and Management or the Associate Deputy 

Administrator. Staff offices to the Administrator remained unchanged, while field 

centers continued to report to their primary program office for program direction and 

institutional support. The Associate Administrator position remained in a reduced staff 

role with responsibility for the Offices of Policy, and the Office of Program Plans and 

Analysis. This reorganization further simplified the structure of the Administrator’s 

office by having only four program offices and two functional groups reporting. 

49 

L I 

ADMINISTRATOR 

DEPUTY ADMINISTRATOR 

EXECUTIVE OFFICER 

-I----- 1 

I 

I 

OFFICE OF 

GENERAL 

ASSOCIATE ADMINISTRATOR 1 

OFFICE OF 

POLICY 

DEPUTY ASSOCIATE ADMINISTRATOR 

(PLANNING) 

NATIONAL AERONAUTICS AND SPACE ADMINISTRATJON Dr. Thomas 0. Paine 

May I, I970 

I I I 

i NATIONAL ACADEMIES i 

! 

OFFICE OF AEROSPACE PERSONNEL 

MANAGEMENT I I - SCIENCES ENGINEERING I MANAGEMENT SAFETY 

DEVELOPMENT ADVISORY REVIEW I PANEL COMMITTEE I + PUBLIC ADMIN 

EXECUTIVE 

SECRETARIAT ~~~ 

1 ASSISTANT ADMINISTRATOR 

GENERAL COUNSEL FOR PLANNING 1 ASSISTANT ADMINISTRATOR 

OFFICE OF 

ORGANIZATION 

AND MANAGEMENT 

ASSOCIATE 

DEPUTY 

ADMINISTRATOR 

1 oF&\E:F I 1 

INTERNATIONAL 

OFFICE OF I I LEGISLATIVE OFFICEOF I 1 o~~~I~F 1 

AFFAIRS AFFAIRS AFFAIRS INTERAGENCY 

AFFAIRS 

ASST ADMINISTRATOR ASST ADMINISTRATOR ASST ADMINISTRATOR ASST ADMINISTRATOR 

ADMINISTRATION TECHNOLOGY UNIVERSITY 

UTILIZATION 

ASST ADMINISTRATOR ASST ADMINISTRATOR ASST ADMINISTRATOR ASST ADMINISTRATOR 

1 I1 11 11 1 

OFFICE OF 1 MANNED 

SPACE FLIGHT 

OFFICE OF 

TRACKING AND 

DATA ACQUISITION 

OFFICE OF 

ADVANCED RESEARCH 

AND TECHNOLOGY 

OFFICE OF 

SPACE SCIENCE 

AND APPLICATIONS 

I ASSOCIATE ADMINISTRATOR I I ASSOCIATE ADMINISTRATOR I I ASSOCIATE ADMINISTRATOR I I ASSOCIATE ADMINISTRATOR 1 C I I 

RESEARCH CENTER 

MOFFETT FIELD CALIF 

FLIGHT 

RESEARCH CENTER 

EDWARDS CALIF 

SPACE FLIGHT CENTER SPACECRAFT CENTER 

HUNTSVILLE ALA HOUSTON TEX 

SPACE FLIGHT CENTER 

GREENBELT MD CONTRACTOR OPERATED 

PASADENA CALIF 

WALLOPS 

STATION 

WALLOPS ISLAND VA 

I JOHN 

SPACE CENTER 

F. KENNEDY I 

I 

-1 LANGLEY 

RESEARCH CENTER I HAMPTON VA 

I LEWIS CENTER RESEARCH I KENNEDY SPACE CENTER. I FLA 1 I CLEVELAND OHIO I 

RESEARCH CENTER 

CAMBRIDGE MASS 

51 

1972 

Several organizational changes were made in the functional and staff office groups. 

While the two functional groups managed by the Office of Organization and 

Management and the Associate Deputy Administrator continued to report to the 

Administrator, rearrangements were made within functional specialties. Only two 

offices instead of four reported to the Organization and Management Associate 

Administrator. Technology Utilization was merged with Industry Affairs and the Office 

of University Affairs was placed in a staff role with the Office of Policy reporting to the 

Associate Administrator. The Associate Deputy Administrator retained three of the 

four offices and Assistant Administrators. The Office of Public Affairs was removed as a 

functional component and was placed with the staff offices reporting directly to the 

Administrator and his Deputy. 

The Office of the Administrator continued to be supported by the General Counsel, an 

Associate Administrator for Planning and the Office of Management Development. 

The Aerospace Safety Advisory Panel, the Personnel Management Review Committee, 

the Executive Secretariat, and the liaisons with professional societies remained 

unchanged. Field centers continued to report to the program Associate Administrators, 

but a reorganization split the Office of Space Sciences and Applications into two 

program offices, Space Science and Applications. The Office of Space Science retained 

the responsibility for managing the Goddard Space Flight Center, Jet Propulsion 

Laboratory, and the Wallops Station. Also, the Office of Advanced Research and 

Technology was renamed and organized as the Office of Aeronautics and Space 

Technology . 

53 
---- 
1 

I 

I 

I 

VIIDDIDII 

EXECUTIVE OFFICER 

OFFICE OF 

ORGANIZATION 

AND MANAGEMENT 

A 

I OFFICE OF 

ADMINISTRATION I 

ASSOCIATE ADMINISTRATOR OFFICE OF 

OFFICE OF POLICY AND 

PUBLIC AFFAIRS DEPUTY ASSOCIATE ADMINISTRATOR UNIVERSITY 

OFFICE OF 

GENERAL 

COUNSEL 

AFFAIRS 

ASST ADMINISTRATOR 1 1 ASST ADMINISTRATOR 

(PLANNING) GENERAL COUNSEL 

ASST ADMINISTRATOR 

----- L ----- ~ 

I NATIONAL ACADEMIES I 

1 

I 

I * PUBLIC ADMlN I 

. L _________ J 

PERSONNEL _--____-_

OFFICE OF AEROSPACE 

SAFETY MANAGEMENT SCIENCES 

MANAGEMENT 

SECRETARIAT DEVELOPMENT 

EXECUTIVE 

ADVISORY REVIEW ENGINEERING 

1 I ASSISTANT ADMINISTRATOR PANEL COMMITTEE 

OFFICE OF 

INDUSTRY AFFAIRS 8 

TECH. UTILIZATION 

I 1 h I 

OFFICE OF 

MANNED 

SPACE FLIGHT 

GEORGE C. MARSHALL 

SPACE FLIGHT CENTER 

HUNTSVILLE. ALA 

I OFFICE OF I SPACE SCIENCE 

ASSOCIATE ADMINISTRATOR 

HOUSTON TEX GREENBELT MD 

I1 JOHN F. KENNEDY SPACE CENTER 

I I KENNEDY SPACE CENTER 

FLA 

I 

JET PROPULSION 

LABORATORY 

CONTRACTOR OPERATED 

PASADENA. CALIF 

ASSOCIATE 

DEPUTY 

ADMINISTRATOR 

OFFICE OF OFFICE OF 

AFFAIRS 

DOD& 1 1 OFFICEOF 

INTERAGENCY INTERNATIONAL AFFAIRS I I LEGISLATIVE AFFAIRS 

ASST ADMINISTRATOR ASST ADMINISTRATOR 

OFFICE OF I APPLICATIONS 

ASSOCIATE ADMINISTRATOR 

-aOFFICE OF 

TRACKING AND 

DATA ACQUISITION 

OFFICE OF 

ADVANCED AND TECHNOLOGY RESEARCH 

ASSOCIATE ADMINISTRATOR 

FLIGHT 

RESEARCH CENTER 

1 

1 

RESEARCH LANGLEY CENTER 

I HAMPTON VA 

LEWIS RESEARCH 

RESEARCH CENTER 

CLEVELAND OHIO MOFFETT FIELD CALlf 

55 

1973- 1974 

A major reorganization of the Agency was implemented during the Spring of 1974. 

Several important changes were made in the way NASA managed its field centers and 

program offices. In addition, many of the functional offices, once under an '4ssociate 

Administrator for Organization and Management or the Associate Deputy Administrator, were relocated as staff offices to the Administrator. This change reduced the 

activities of the Office of Organization and Management and placed it in a staff role to 

the Administrator with direct line responsibility for only the Office of Procurement. 

The budgeting and financial management activities of the Office of Administration 

were placed in the newly created Office of NASA Comptroller. An office of planning or 

policy analysis no longer existed; nor did the staff offices of Management Development 

or the Personnel Management Review Committee. The General Counsel and the Office 

of Public Affairs continued as staff offices and were joined by the Offices of DOD and 

Interagency Affairs, Equal Opportunity Programs, International Affairs, and Special 

Projects. 

The two most significant organizational changes were the alignment of all the program 

offices under the Office of the Associate Administrator and all of the field centers under 

an Associate Administrator for Center Operations. No longer did the field centers 

report to the program Associate Administrators for both their institutional and 

program management direction and control. The new Associate Administrator for 

Center Operations included an Office of Institutional Management to provide an 

Agency-wide institutional management focus. Included in this new organization was a 

Director of Headquarters Administration. 

With this reorganization, program Associate Administrators lost their direct reporting 

line to the Office of the Administrator. All the program offices now reported to the 

Office of the Associate Administrator which included a new Energy Programs Office, 

the Office of Industry Affairs and Technology Utilization and the Office of University 

Affairs. This reorganization left nine staff offices, and a large program and institutional 

management office reporting to the Administrator. The Associate Deputy Administrator was relocated into the Office of the Administrator. The Administrator continued his 

role with the Aerospace Safety Advisory Panel and the liaison relationships with the 

National Academies. 

57 
. 
Dr. James C. Fletcher 

July22, 1974 

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION 

ADMINISTRATOR 

DEPUTY ADMINISTRATOR 

ASSOCIATE DEPUTY ADMINISTRATOR 

EXECUTIVE OFFICER 

I-------- ' NAT'L i 

I ACADEMIES I 

I I OFFICE OF 

ORGANIZATION I AND MANAGEMENT 

AEROSPACE 

SAFETY 

ADVISORY 

PANEL 

COMPTROLLER 

I SCIENCE I I * ENGINEERING I 

I _______ J PUBLIC ADM i ASSOCIATE 

ADMINISTRATOR I GENERAL COUNSEL I I 1 NASA COMPTROLLER I 

I 1 

OFFICE OF 1 LEGISLATIVE I 1 PUBLIC I 1 SPECIAL I 

AFFAIRS AFFAIRS PROJECTS 

OFFICE OF OFFICE OF 

INTERNATIONAL OFFICE OF 

OPPORTUNITY AFFAIRS PROCUREMENT INTERAGENCY 

I ASST. ADMINISTRATOR^ IAST 

AFFAIRS 

ADMINISTRATOR I I ASST 

PROGRAMS 

ADMINISTRATOR I I ASST. ADMINISTRATOR^ umu ASST ADMINISTRATOR ASST ADMINISTRATOR ASST ADMINISTRATOR 

OFFICE OF 

ASSOCIATE 

ADMINISTRATOR 

FOR CENTER 

OPERATIONS 

OFFICE OF 

ASSOCIATE 

ADMINISTRATOR 

INSTITUTIONAL MANAGEMENT I OFFICEOF I HEADQUARTERS I ADMINISTRATION OFFICEOF I OFFICE OF 

ENERGY 

PROGRAMS 

UNIVERSITY -INDUSTRY 

AFFAIRS & TECH. 

ULTlLlZATlON 

1 I1 I 

ASST ADMINISTRATOR DIRECTOR I I ASST ADMINISTRATOR 

I 

ASST ADMINISTRATOR 

1 OFFICE OF APPLICATIONS 

NATIONAL 

SPACE 

TECHNOLOGY 

LABORATORIES 

OFFICE OF 

AERONAUTICS 

AND SPACE 

TECHNOLOGY 

ASSOCIATE ADMINISTRATOR 

PASADENA 

OFFICE - PASADENA, CALIF 

ASSOCIATE ADMINISTRATOR 

GEORGE C. PROPULSION JET 

MARSHALL 1 SP:ZN!FgHT I 1 LABORATORY I GODDARD 

SPACE FLIGHT 

CENTER 

GREENBELT MD 

OFFICE OF 

o~~~~~ I I TRACKING 

AND DATA 

ACQUISITION 

OFFICE OF 

SPACE MANNED FLIGHT 1 1 SCIENCE 

RESEARCH 

CENTER 

~MOFFETT MOFFETT FIELD, CALIF 1 I HUNTSVILLE, ALA 1 1 PASADENA. CALIF 1 

II 

ASSOCIATE ADMINISTRATOR ASSOCIATE ADMINISTRATOR ASSOCIATE ADMINISTRATOR . I 1 I I 1 

JOHN F. 

KENNEDY 

SPACECENTER 

KENNEDY SPACE 

CENTER, FLA 

LANGLEY 

RESEARCH 

CENTER 

WALLOPS 

FLIGHT 

CENTER 

WALLOPS ISLAND, VA 

WALLOPS 

FLIGHT 

CENTER 

WALLOPS ISLAND, VA 

SPACECENTER 

U HAMPTON. VA. CLEVELAND. OHIO HOUSTON, TEX 

59 

1976- 1977 

NASA continued to utilize Associate Administrators to manage the program offices and 

the field centers. However, with the initial plans for the development of a Space Shuttle 

approved, the Agency reorganized the Manned Space Flight program and redefined its 

relationship in the organizational structure. Renamed the Office of Space Flight, it was 

removed from the Associate Administrator’s office and reported directly to the 

Administrator. The responsibility for maintaining the space flight centers, however, 

remained with the Associate Administrator for Center Operations. 

Several changes were also made in the type and number of staff offices reporting to the 

Administrator’s office. An Office of External Affairs was created that included the 

former offices of Public Affairs and Industry Affairs and Technology Utilization, which 

had been a functional office under the Associate Administrator. The Office of 

Legislative Affairs remained intact, but played a liaison role with the new Office of 

External Affairs. The offices of Inspections and Management Audits were added as 

staff offices and a new position was created for a Chief Engineer. The staff offices of the 

Comptroller, General Counsel, DOD and Interagency Affairs, Equal Opportunity 

Programs, International Affairs, and Special Projects continued. The Office of 

Organization and Management was abolished and the Office of Procurement was 

relocated as a separate staff office. The Aerospace Safety Advisory Panel and the 

National Academies’ liaison roles remained. 

Changes in the Associate Administrator office responsible for managing the program 

offices included the removal of the Industry Affairs and Technology Utilization Office 

and its placement in the new staff Office of External Affairs. An Office of Planning and 

Program Integration to review long-term plans for utilizing the Space Shuttle was 

added along with a Program Assurance group. The University program remained. The 

Associate Administrator for Center Operations continued to manage the field centers, 

including those primarily active in space flight. The Office of Institutional Management 

and Headquarters Administration remained and two offices, Personnel Programs and 

Systems Management, were added. 

61 

Dr. James C. Fletcher 

February 9, 1976 NATIONAL AERONAUTICS AND SPACE ADMINISTRATION 

ADMINISTRATOR 

DEPUTY ADMINISTRATOR 

ASSOCIATE DEPUTY ADMINISTRATOR 

EXECUTIVE OFFICER 

EXTERNAL 

AFFAIRS 

I 

1 

I 

I I 

I NAT'L ACADEMIES I I * SCIENCE 

I PUSLIC ADMlN I NASAiCOMPTROLLER SAFETY ADVISORY - ENGINEERING COUNSEL UTtLIZATION 

! I .--------* 

I' I 

OFFICE 

OF DOD 

AFFAIRS 

PROJECTS 

INSPECTIONS AFFAIRS 8 INTERAGENCY DDn~Pd..c 

I 

OPPORTUNITY AFFAIRS AUDITS PROJECTS 

INSPECTIONS PROGRAMS 8 INTERAGENCY 

AFFAIRS 

ASSOCIATE 

ADMINISTRATOR 

FOR 

CENTER OPERATIONS 

ASSOCIATE 

I 

ADMINISTRATOR 

INSTITUTIONAL 

MANAGEMENT 

PERSONNEL 

1 

I 

SYSTEMS 

MANAGEMENT 

PROGRAM UNIVERSITY 

PROGRAMS AND PROGRAM ASSURANCE AFFAIRS 

INTEGRATION 

1 Fi HEADQUARTERS Fl 77 NATIONAL 

TECHNOLOGIES LABORATORIES I SPACE I AERONAUTICS 

AND SPACE 

TECHNOLOGY 

GEORGE C 

MARSH ALL 

SPACE CENTER FLIGHT 

JET 

PROPULSION 

LABORATORY 

RESEARCH SPACE FLIGHT 

CENTER RESEARCH CENTER 

CENTER 

TRACKING 

AND DATA 

ACQUISITION 

SPACE 

SCIENCE 1 JOHNF 1 1 LANGLEY 1 1 LEWIS 1 1 LYNDONB RESEARCH JOHNSON 

SPACECENTER CENTER CENTER SPACECENTER 

KENNEDY RESEARCH 

WALLOPS 

FLIGHT 

CENTER 

63 

1978 

In 1978, the Agency underwent another reorganization that realigned the management 

responsibilities for the program offices and field centers. Instead of program offices 

reporting to one Associate Administrator and the field centers through another 

Associate Administrator for Center Operations, both groups now reported directly to 

the Administrator. In addition, two program offices were renamed. The Office of 

Applications became the Office for Space and Terrestrial Applications, and the Office 

of Space Flight was renamed the Office for Space Transportation Systems. 

Changes in the staff structure of the Administrator’s office were the addition of an 

Assistant for Special Projects located directly within the Administrator’s office. A Chief 

Scientist position was added and the Offices of Public Affairs and International Affairs 

took on a redefined staff advisory role, along with the Aerospace Safety Advisory Panel. 

The liaison relationships with the National Academies were no longer represented in 

the NASA structure. Staff offices that remained were the newly named Office of 

External Relations headed by an Associate Administrator, Legislative Affairs, the 

General Counsel. Comptroller, Procurement, and Equal Opportunity Programs. 

Staff offices that were removed included Industry Affairs and Technology Utilization, 

DOD and Interagency Affairs, and the offices for Inspections and Management Audits. 

Two new staff offices were created, the Office of Inspector General mandated by 

Congress and an Associate Administrator for Management Operations. 

65 

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION 

I I I I 

JET GODDARD GEORGE C DRYDEh AWES 

ADMINISTRATOR 

DEPUTY ADMINISTRATOR 

I I I I 

ASSOCIATE 

DEPUTY ADMINISTRATOR 

ASSISTANT FOR SPECIAL PROJECTS 

EXECUTIVE OFFICER 

FLIGHT 

CENTER 

RESEARCH 

CENTER 

DIRECTOR 

EQUAL 

OPPORTUNITY 

PROGRAMS 

LYNDON B WALLOPS PIA',( AL 

FLIGHT SpaLL JOHNSON 

SPACE 

LANGLEY LEWIS 

RESEARCH RESEARCH SPACE PROPULSION 

LABORATORIES 

MARSHALL 

SPACE FLIGHT 

CENTER 

SPACE FLIGHT 

LEGISLATIVE 

AFFAIRS 

PROCUREMENT 

CENTER TF -*lO,OGIES 

INSPECTOR 

GENERAL 

CENTER 

GENERAL 

COUNSEL COMPTROLLER Lr_l 

ASSOCIATE 

ADMINISTRATOR 

FOR 

AERONAUTICS 

AND SPACE 

TECHNOLOGY 

ASSOCIATE 

ADMINISTRATOR 

FOR 

SPACE 

SCIENCE 

ADMINISTRATOR ASSOCIATE 

FOR 

SPACE AND 

TERRESTRIAL 

APPLICATIONS 

CHIEF 

ENGINEER 

STAFF ADVl?OS I I I I 

I I I I AEROSPACE ~~ I . i DIRECTOR OF PUBLIC I I SAFETY I 

AFFAIRS I i 4DVISORY i ' PANEL I 

DIRECTOR OF INTERNATIONAL I 

I I AFFAIRS I 

ASSOCIATE 

ADMINISTRATOR 

MANAGEMENT 

OPERATIONS 

I ADMIN:TtATOR ASSOCIATE I 

I RELATIONS EXTERNAL 

ASSOCIATE 

ADMINISTRATOR 

FOR 

SPACE 

TRANSPORTATION 

SYSTEMS 

1 ASSOClAlE I 

ADMINISTRATOR 

FOR 

SPACE I TRACKING SYSTEMS a DATA I 

Dr. Robert A. Frosch 

October 18, 1978 

67 

1980 

Program offices and field centers continued to report directly to the Administrator. The 

structure of the staff offices remained the same with the exception of the addition of a 

Director for Small and Disadvantaged Business Utilization. The one major organizational change made was the break up of the Office for Space Transportation Systems into 

an Office for Space Transportation Systems and an Office for Space Transportation 

Operations. This change divided responsibilities between Shuttle development and 

Shuttle operations. The Office for Space Transportation Systems focused on 

completing the Shuttle’s production. The Office for Space Transportation Operations 

focused on preparing for the Shuttle system once fully tested, scheduling flights, 

developing pricing policies and launch service agreements, and managing the Spacelab 

and expendable launch vehicle programs. 

69 

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION 

I 

ADMINISTRATOR 

DEPUTY ADMINISTRATOR 

1 

ASSOCIATE 

ADMlN ISTRATOR 

FOR 

SPACE 

SCIENCE 

ASSOCIATE 

DEPUTY ADMINISTRATOR 

ASSISTANT FOR SPECIAL PROJECTS 

AMES 

RESEARCH 

CENTER 

CHIEF 

SCIENTIST ' 

JET 

PROPULSION 

LABORATORIES 

GEORGE C 

MARSHALL 

SPACE FLIGHT 

CENTER 

GODDARD 

SPACE FLIGHT 

CENTER 

DRYDEN 

FLIGHT 

RESEARCH 

CENTER 

ASSOCIATE 

ADMINISTRATOR 

FOR 

AERONAUTICS 

AND SPACE 

TECHNOLOGY 

LANGLEY LEWIS 

RESEARCH RESEARCH :g CENTER CENTER 

El COMPTROLLER 

SPACE 

TECHNOLOGIES 

LABORATORIES 

WALLOPS 

FLIGHT 

CENTER 

LYNDON B 

JOHNSON 

SPACE 

CENTER 

ASSOCIATE 

ADMINISTRATOR 

SPACE AND 

TERRESTRIAL 

APPLICATIONS 

~ 

CHIEF 

ENGINEER 

I I I 

DIRECTOR r-l SMALL & DISADV. 

BUSINESS UTlL 

I I I 

STAFF ADVISORS I I 

I 

I I ! AEROSPACE I 

' SAFETY i 

I 

I DIRECTOR OF PUBLIC I DIRECTOR OF INTERNATIONAL I 

AFFAIRS I ADVISORY I PANEL I 

AFFAIRS I I 

ASSOCIATE 

ADMINISTRATOR 

FOR 

MANAGEMENT 

OPERATIONS 

Dr. Alan M. Lovelace 

February 13, 1980 

ASSOCIATE 

ADMINISTRATOR 

FOR 

EXTERNAL 

RELATIONS 

ASSOCIATE 

ADMINISTRATOR 

SPACE 

TRANSPORTATION 

SYSTEMS 

ASSOCIATE I 

ADMINISTRATOR 

FOR 

SPACE 

TRANSPORTATION 

OPERATIONS 

ASSOCIATE 

ADMINISTRATOR 

FOR 

SPACE 

TRACKING SYSTEMS a DATA 

71 

1981-1982 

NASA underwent another reorganization that focused on the reporting responsibilities 

of the program offices and field installations. Once again field centers reported to those 

program offices for whom they performed the bulk of their work. ‘Two field centers, 

Dryden Flight Research Center and the Wallops Flight Center, were renamed facilities, 

reporting to, and managed by, the Ames Research Center and Goddard Space Flight 

Center, respectively. Changes within Headquarters Program offices included the 

merging of the two Shuttle program offices into the Office for Space Flight, and the 

Office for Space Science and the Office for Space and Terrestrial Applications into the 

Office for Space Science and Applications. The Office of Management Operations 

became the Office of Management. 

The Associate Deputy Administrator was moved outside the Office of the Administrator 

to the staff office level. The number of staff offices remained the same but the titles of 

Directors for Equal Opportunity Programs, Procurement, and Legislative Affairs were 

changed to Assistant Administrator status. The last remaining functional responsibilities under the Comptroller’s office, Facilities and Supply and Equipment, were placed 

within the Office of Management. The offices of the Chief Engineer and Chief Scientist 

also remained as staff positions to the Administrator’s office. 

The objectives of this reorganization were the establishment of a clear distinction 

between line and staff management and the creation of a direct line relationship 

between the Administrator, program Associate Administrators, and the Center 

Directors for both program and institutional management. The Office of Management 

was established to act as a staff advisor to the Administrator and the program Associate 

Administrators on institutional matters and to be responsible for the institutional 

management of NASA Headquarters. Also, the Office of Management was responsible 

for providing advice to the Administrator on the construction of facilities, resources and 

program management budgets, manpower issues, and the long-range institutional 

impact of Agency budget decisions. 

1983-1 984 

The position of Associate Administrator for Policy was established in 1983 to serve as 

policy advisor to the Administrator and Deputy Administrator and to participate in the 

continuing Agency involvement in the activities of the National Security Council Senior 

Interagency Group on Space. In 1984, a new program office was created, the Office for 

Space Station, with an Associate Administrator, to realize the Agency goal of a 

permanently manned space station by the 1990s. In addition, NASA announced its 

Commercial Use of Space Policy which contains a series of initiatives to reduce the 

73 
technical, financial and institutional risks of doing business in space. An Office of 

Commercial Programs was established with an Assistant Administrator reporting to the 

Administrator, and the NASA Space Act of 1958 was amended directing the agency to 

“seek and encourage . . . the fullest commercial use of space.” 

The Agency also made productivity improvement and quality enhancement one of its 

top goals, and established the Office of NASA Productivity Programs with a Director 

reporting to the Administrator. This office serves as a catalyst for establishing NASA as 

a leader in the development and application of advanced technology and management 

practices which contribute to significant increases in both Agency and national 

productivity. 

74 
P 

ASSOCIATE 

ADMINISTRATOR 

FOR SPACE 

OPERATIONS 

TRANSPORTATION 

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION 

ASSOCIATE 

ADMINISTRATOR 

FOR SPACE TRACKING 

a DATA SYSTEMS 

ADMINISTRATOR 

DEPUTY ADMINISTRATOR 

I I ASSISTANT I ADMINISTRATOR I F& 

EOUAL I OPPORTUNITY 

ASSISTANT 

ADMINISTRATOR 

FOR 

PROCUREMENT 

I I I 

ASSISTANT 

INSPECTOR ADMINISTRATOR 

LEGISLATIVE 

CHIEF 

ENGINEER 

ASSOCIATE 

ADMINISTRATOR 

FOR SPACE SCIENCE 

APPLICATIONS 

AND 1 

JET PROPULSION I LABORATORY 

GODDARD SPACE 

FLIGHT CENTER 

ASSOCIATE 

ADMINISTRATOR 

FOR AERONAUTICS AND I SPACE TECHNOLOGY 

LA RESEARCH CENTER 

LANGLEY 

RCSEARCH CENTER 

LEWIS 

RESEARCH CENTER 

ASSOCIATE 

ADMINISTRATOR 

FOR SPACE 

TRANSPORTATION 

SYSTEMS 

LYNDON B JOHNSON 

SPACECENTER 

JOHN F KENNEDY 

SPACE CENTER I 

GEORGE C MARSHALL 

SPACE FLIGHT I CENTER 

NATIONAL SPACE I TECHNOLOGY 

LABORATORIES 

Fl COMPTROLLER GENERAL 

COUNSEL 

ASSOCIATE 

ADMINISTRATOR 

FOR 

EXTERNAL 

RELATIONS 

&- 

I 1I 

James M. Beggs 

February 22, 1982 

ASSOCIATE 

DEPUTY 

ADMINISTRATOR 

ASSOCIATE 

ADMINISTRATOR 

FOR 

MANAGEMENT 

75 

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION 

ADMl N ISTRATOR 

r 

CHIEF 

SCIENTIST 

I DEPUTY ADMINISTRATOR I 

ASSISTANT 

ADMl NISTRATOR 

FOR EOUAL 

OPPORTUNITY 

PROGRAMS 

CHIEF 

ENGINEER 

ASSISTANT 

ADMINISTRATOR 

FOR 

LEGISLATIVE 

AF FA1 RS 

ASSISTANT 

A DM I N I ST RAT0 R 

FOR GENERAL 

PROCUREMENT 

INSPECTOR 

-~ 

ASSOCIATE 

ADMINISTRATOR 

FOR 

POLICY 

ASSOCIATE 

A DMI N I ST RAT 0 R 

FOR SPACE 

TRACKING 

& DATA SYSTEMS 

ASSOCl ATE 

ADMINISTRATOR 

FOR 

MANAGEMENT 

ASS% I AT E 

ADMINISTRATOR 

FOR SPACE SCIENCE 

AND APPLICATIONS 

GODOARO SPACE 

fLIGHT CENTER 

ASSOCIATE 

ADMl Nl ST RAT OR 

FOR AERONAUTICS 

AND 1 

SPACE TECHNOLOGY 

James M. Beggs 

April 11, 1983 

.. .. . --. 

ASSOCIATE 

DEPUTY 

ADMINISTRATOR 

ASSOCIATE I NASA GENERAL I 1 ADMINISTRATOR FOR 

EXTERNAL COMPTROLLER I 1 COUNSEL 

ASSOCIATE 

ADMINISTRATOR 

1 

SPACE FOR FLIGHT 

I 

I LYNDON a JOHiJzON 

SPACE CENTER 

77 
. 
NATIONAL AERONAUTICS AND SPACE ADMINISTRATION 

ASSISTANT 

ADMINISTRATOR 

FOR 

PROCUREMENT 

ASSISTANT 

ADMl NISTRATOR 

FOR EQUAL 

OPPORTUNITY 

PROGRAMS 

James M. Beggs 

September 70, 7984 

ASSISTANT 

ADMl NISTRATOR 

FOR 

LEGISLATIVE 

AFFAIRS 

I NSPECTO R 

GENERAL 

, 

ADM I N ISTR ATOR 

DEPUTY ADMINISTRATOR 

n c 

CHIEF 

ENGl NE E R 

ASSOCIATE 

ADMl NISTRATOR 

FOR 

POLICY 

I, I l&A 

ASSOCIATE 

ADMl NISTRATOR 

FOR SPACE SCIENCE 

AND APPLICATIONS 

JET PROPULSION 

LABORATORY 

GODDARD SPACE 

FLIGHT CENTER 

4SSOC I AT E 

4DMI NISTRATOR 

=OR AERONAUTICS 

4ND 

SPACE TECHNOLOGY 

I 

171 RESEARCH CENTER 

LANGLEY 

RESEARCH CENTER 

t 1 

RESEARCH CENTER I 

ASS OC I AT E 

ADMl NISTRATOR 

FOR 

SPACE FLIGHT 

I 1 I LYNDON E JOHNSON 

SPACE CENTER 

JOHN F. KENNEDY 

SPACE CENTER 

SPACE FLIGHT 

NATIONAL SPACE 

TECHNOLOGY 

LABORATORIES 

CHIEF 

SCIENTIST 

I ASSOCIATE 

DEPUTY -1 

I 

ADMINISTRATOR 

COUNSEL EXTERNAL COMMERCIAL COMPTROLLER 

RELATIONS PROGRAMS 

ASSOCIATE 

ADMl NISTRATOR 

FOR 

MANAGEMENT 

ASSOCIATE 

ASSOCIATE ADMINISTRATOR 

ADMl NISTRATOR FOR SPACE 

FOR TRACKING 

SPACE STAT1 ON & DATA SYSTEMS 

APPROVED 

79