case study 9 brookhaven national laboratory

case study 9: brookhaven national laboratory

CASE STUDY 9: Brookhaven National Laboratory

Hal G. Rainey

I am involved in a study under a grant from the U.S. Department of Energy (DOE), a federal agency that, among other duties, supervises the national scientific and weapons laboratories, such as Los Alamos, Scandia, Oak Ridge, and Brookhaven. As part of the team doing this study, I am responsible for Brookhaven National Laboratory (BNL) on Long Island, New York. We are assessing the management of the laboratories, which is always handled by private sector contractors who have contracts from DOE to provide the management of the labs. The labs are called GOCOs, for “government-owned, contractor operated.” We have to assess whether this contracting-out of management is a good idea.

Brookhaven is a major scientific activity, on a five-thousand-acre compound. It has a distinguished history, with several Nobel laureates who have won their prizes on the basis of their work at BNL. There is a huge particle accelerator there, called the RHIC, that is the most important facility in the world for research by physicists on the nature of matter and of subatomic particles. The are also some major management and morale issues.

Now, switch to the Democratic National Convention of 2000, because something very relevant occurred there. Christy Brinkley, the supermodel, was a convention delegate from New York. She lives on Long Island, and has been part of a prominent outcry over nuclear radiation on Long Island. Interviewed on national television at the convention, she declared to the nation that her primary goal for becoming involved in politics is to shut down the nuclear reactors on Long Island.

What does this have to do with BNL? BNL used to have a nuclear reactor for research purposes, and it has already been shut down, due to protests and public criticisms from Ms. Brinkley, other celebrities who live on Long Island such as Alex Baldwin, national environmental protection activists, and citizens from the area. The scientists at BNL feel the reactor was safe. They feel that closing it was a sudden, unjustified response by DOE executives to the political heat from the public controversy.

In addition, several years ago, there was a small leak of tritium, a radioactive substance, discovered at BNL. The scientists feel that it was completely harmless, but when the news came out, the public—celebrities, activists, and citizens—reacted with a virtual hysteria. Many of the scientists at the lab were drawn into public meetings and controversies, trying to explain that conditions were safe at BNL. Their efforts were to no avail, and the controversy raged. Abruptly, the Secretary of Energy (the head of DOE) cancelled the contract for management of BNL that the former management group had held, and after some bidding brought in a new management group that currently manages BNL. Again, the scientists were concerned about the suddenness and lack of clear justification for this decision.

The new management group came in under pressure from DOE to do a lot to show the public that conditions at the lab are safe and will remain so. DOE also wanted the new management group to do a lot to increase attention to environmental protection and to health and safety at the lab. Examine the two attached organization charts. Look at the first major horizontal level below the director, where the associate and assistant directors are. Can you see changes from 1996 (Director Samios) to 1998 (Director Marburger) in the offices and positions, that reflect the pressures from the DOE (and the public) on the new management team? As part of these changes, the new management team put in a lot of rules and procedures about safety and environmental protection with which the scientists have to comply.

Many of the scientists feel very worried and upset about these changes and the turmoil that led to them. Some feel that they were already running a safe, secure, environmentally protective facility, and while they agree with the new rules, they consider a lot of them unnecessary red tape. Some also worry that many people at BNL feel insecure about its future, and good scientists are either leaving or refusing to accept employment there. Many BNL employees feel that they cannot really trust the leadership of DOE to make sound decisions about the lab, and that the future of the lab may be in jeopardy. A major challenge that the new management team has been trying to address involves reassuring the scientists and keeping the operations of the lab running smoothly.

Source:  This case was written by Hal G. Rainey, Alumni Foundation Distinguished Professor, Department of Public Administration and Policy, University of Georgia

Discussion Questions

• What changes do you identify on the two organization charts? Just from what you know from the preceding description, how would you interpret them—why did the new team make these changes, and what were they trying to do?
• The leaders of BNL face the challenge of organizing the lab. There is already an organization, but they have to try to better organize it. Thinking about this example, consider what it means to be “organized” and “better organized.” Make a list of at least five important characteristics or dimensions of an organization that managers need to focus on, when trying to decide how well they are organized and how to get better organized.

Discussion Questions for Later Chapters

• Review the BNL material, and suggest the ways in which concepts of organizational structure, such as centralization, formalization, and others, apply to the case. For example, are formalization, centralization, complexity, and other dimensions increasing or decreasing, and in what apparent ways? See if you can find applications for other structural concepts as well, such as integrating devices, and general organizational forms, such as functional, divisional, hybrid, and matrix forms.
• What concepts of technology and information technology can you apply?
• The background materials that you have been provided do indicate that structural changes have been occurring at BNL. Why? How would you explain the influences on the structure from the environment, the tasks and technology, and other factors that influence organizational structure? Can you identify opposing pressures on the structure from some of these sources that are creating problems?

BNL: Facts and Important Information

• The U.S. Department of Energy has authority over Brookhaven National Laboratory (BNL).
• The DOE contracts out the management of BNL.

            —BNL is a “GOCO.”

            —The DOE contracts with another organization, such as a university or aerospace firm, to provide management for BNL.

• There is a public outcry over BNL.

            —Celebrities (a supermodel and a popular actor), environmental groups, and local citizens worry about dangers from BNL.

            —There are concerns over nuclear contamination (for example, a tritium leak).

• The DOE seeks to tighten control over BNL.

            —It shuts down the nuclear reactor at BNL.

            —It fires management at BNL, then contracts with a new group for new management.

            —It pressures the new contractor to strengthen procedures for nuclear safety, environmental protection and safety, public relations, and security of information and access to the lab.

• Looking at the two organization charts, can you see the influence of the changes?
• Why are the scientists concerned? What are the challenges for the new leadership of the lab?
• The two organization charts that follow on the next pages are the chart for 1996 prior to the reorganization, and the chart for 1998 after the reorganization. How has the structure changed? Why?

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CASE STUDY 9: Brookhaven National Laboratory

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case study 9: brookhaven national laboratory

CASE STUDY 9: Brookhaven National Laboratory

Hal G. Rainey

I am involved in a study under a grant from the U.S. Department of Energy (DOE), a federal agency that, among other duties, supervises the national scientific and weapons laboratories, such as Los Alamos, Scandia, Oak Ridge, and Brookhaven. As part of the team doing this study, I am responsible for Brookhaven National Laboratory (BNL) on Long Island, New York. We are assessing the management of the laboratories, which is always handled by private sector contractors who have contracts from DOE to provide the management of the labs. The labs are called GOCOs, for “government-owned, contractor operated.” We have to assess whether this contracting-out of management is a good idea.

Brookhaven is a major scientific activity, on a five-thousand-acre compound. It has a distinguished history, with several Nobel laureates who have won their prizes on the basis of their work at BNL. There is a huge particle accelerator there, called the RHIC, that is the most important facility in the world for research by physicists on the nature of matter and of subatomic particles. The are also some major management and morale issues.

Now, switch to the Democratic National Convention of 2000, because something very relevant occurred there. Christy Brinkley, the supermodel, was a convention delegate from New York. She lives on Long Island, and has been part of a prominent outcry over nuclear radiation on Long Island. Interviewed on national television at the convention, she declared to the nation that her primary goal for becoming involved in politics is to shut down the nuclear reactors on Long Island.

What does this have to do with BNL? BNL used to have a nuclear reactor for research purposes, and it has already been shut down, due to protests and public criticisms from Ms. Brinkley, other celebrities who live on Long Island such as Alex Baldwin, national environmental protection activists, and citizens from the area. The scientists at BNL feel the reactor was safe. They feel that closing it was a sudden, unjustified response by DOE executives to the political heat from the public controversy.

In addition, several years ago, there was a small leak of tritium, a radioactive substance, discovered at BNL. The scientists feel that it was completely harmless, but when the news came out, the public—celebrities, activists, and citizens—reacted with a virtual hysteria. Many of the scientists at the lab were drawn into public meetings and controversies, trying to explain that conditions were safe at BNL. Their efforts were to no avail, and the controversy raged. Abruptly, the Secretary of Energy (the head of DOE) cancelled the contract for management of BNL that the former management group had held, and after some bidding brought in a new management group that currently manages BNL. Again, the scientists were concerned about the suddenness and lack of clear justification for this decision.

The new management group came in under pressure from DOE to do a lot to show the public that conditions at the lab are safe and will remain so. DOE also wanted the new management group to do a lot to increase attention to environmental protection and to health and safety at the lab. Examine the two attached organization charts. Look at the first major horizontal level below the director, where the associate and assistant directors are. Can you see changes from 1996 (Director Samios) to 1998 (Director Marburger) in the offices and positions, that reflect the pressures from the DOE (and the public) on the new management team? As part of these changes, the new management team put in a lot of rules and procedures about safety and environmental protection with which the scientists have to comply.

Many of the scientists feel very worried and upset about these changes and the turmoil that led to them. Some feel that they were already running a safe, secure, environmentally protective facility, and while they agree with the new rules, they consider a lot of them unnecessary red tape. Some also worry that many people at BNL feel insecure about its future, and good scientists are either leaving or refusing to accept employment there. Many BNL employees feel that they cannot really trust the leadership of DOE to make sound decisions about the lab, and that the future of the lab may be in jeopardy. A major challenge that the new management team has been trying to address involves reassuring the scientists and keeping the operations of the lab running smoothly.

Source:  This case was written by Hal G. Rainey, Alumni Foundation Distinguished Professor, Department of Public Administration and Policy, University of Georgia

Discussion Questions

• What changes do you identify on the two organization charts? Just from what you know from the preceding description, how would you interpret them—why did the new team make these changes, and what were they trying to do?
• The leaders of BNL face the challenge of organizing the lab. There is already an organization, but they have to try to better organize it. Thinking about this example, consider what it means to be “organized” and “better organized.” Make a list of at least five important characteristics or dimensions of an organization that managers need to focus on, when trying to decide how well they are organized and how to get better organized.

Discussion Questions for Later Chapters

• Review the BNL material, and suggest the ways in which concepts of organizational structure, such as centralization, formalization, and others, apply to the case. For example, are formalization, centralization, complexity, and other dimensions increasing or decreasing, and in what apparent ways? See if you can find applications for other structural concepts as well, such as integrating devices, and general organizational forms, such as functional, divisional, hybrid, and matrix forms.
• What concepts of technology and information technology can you apply?
• The background materials that you have been provided do indicate that structural changes have been occurring at BNL. Why? How would you explain the influences on the structure from the environment, the tasks and technology, and other factors that influence organizational structure? Can you identify opposing pressures on the structure from some of these sources that are creating problems?

BNL: Facts and Important Information

• The U.S. Department of Energy has authority over Brookhaven National Laboratory (BNL).
• The DOE contracts out the management of BNL.

            —BNL is a “GOCO.”

            —The DOE contracts with another organization, such as a university or aerospace firm, to provide management for BNL.

• There is a public outcry over BNL.

            —Celebrities (a supermodel and a popular actor), environmental groups, and local citizens worry about dangers from BNL.

            —There are concerns over nuclear contamination (for example, a tritium leak).

• The DOE seeks to tighten control over BNL.

            —It shuts down the nuclear reactor at BNL.

            —It fires management at BNL, then contracts with a new group for new management.

            —It pressures the new contractor to strengthen procedures for nuclear safety, environmental protection and safety, public relations, and security of information and access to the lab.

• Looking at the two organization charts, can you see the influence of the changes?
• Why are the scientists concerned? What are the challenges for the new leadership of the lab?
• The two organization charts that follow on the next pages are the chart for 1996 prior to the reorganization, and the chart for 1998 after the reorganization. How has the structure changed? Why?

Approximate price: $ 22

Calculate the price of your order

• Free title page and bibliography
• Unlimited revisions
• Plagiarism-free guarantee

Money-back guarantee

• 24/7 support
• Writer’s samples
• Part-by-part delivery
• Overnight delivery
• Copies of used sources
• Expert Proofreading
• 275 words per page
• 12 pt Arial/Times New Roman
• Double line spacing
• Any citation style (APA, MLA, Chicago/Turabian, Harvard)

Our guarantees

Delivering a high-quality product at a reasonable price is not enough anymore. That’s why we have developed 5 beneficial guarantees that will make your experience with our service enjoyable, easy, and safe.

You have to be 100% sure of the quality of your product to give a money-back guarantee. This describes us perfectly. Make sure that this guarantee is totally transparent.

Zero-plagiarism guarantee

Each paper is composed from scratch, according to your instructions. It is then checked by our plagiarism-detection software. There is no gap where plagiarism could squeeze in.

Free-revision policy

Thanks to our free revisions, there is no way for you to be unsatisfied. We will work on your paper until you are completely happy with the result.

Privacy policy

Your email is safe, as we store it according to international data protection rules. Your bank details are secure, as we use only reliable payment systems.

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By sending us your money, you buy the service we provide. Check out our terms and conditions if you prefer business talks to be laid out in official language.

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General Lab Information

Scientists Make COVID Receptor Protein in Mouse Cells

Initially motivated to make receptor-based sensors and therapies for covid-19, scientists develop general strategy for producing other complex proteins.

January 22, 2024

Scientists used fluorescence microscopy to visualize human ACE2 proteins expressed on mouse cells after incubating the cells with fluorescently labeled SARS-CoV-2 spike protein (green). Left: a view through the middle of the cells with the arrow pointing to the cell membrane. Right: a view of the membrane surface from outside the cells. Blue fluorescence corresponds to DNA in the cell nuclei. Angela Kim of the NASA Space Radiation Laboratory users support group provided expert assistance with the microscopy. (Brookhaven National Laboratory)

UPTON, NY—A team of scientists at the U.S. Department of Energy’s (DOE) Brookhaven National Laboratory and Columbia University has demonstrated a way to produce large quantities of the receptor that SARS-CoV-2, the virus that causes COVID-19, binds to on the surface of human cells. That binding between the now-infamous viral spike protein and the human “ACE2” receptor is the first step of infection by the virus. Making functional human ACE2 protein in mouse cells gives scientists a new way to study these receptors and potentially put them to use. In addition, as described in a paper just published in the journal Virology , the method could facilitate the study of other complex proteins that have proven difficult to produce by other means.

The Brookhaven scientists’ initial goal, early in the pandemic, was to make large amounts of human ACE2 and then attach the protein to nanoparticles. The ACE2-coated nanoparticles could then be tested as anti-viral therapeutics and/or as sensors for detecting virus particles.

“For either of these applications, you need large quantities of protein, and the protein has to be fully functional,” said Brookhaven Lab virologist Paul Freimuth , who led the research in collaboration with scientists at Brookhaven Lab’s Center for Functional Nanomaterials (CFN). “But making functional membrane proteins like ACE2 is particularly challenging because the process by which proteins are localized in the cell membrane is complex.”

Brookhaven Lab virologist Paul Freimuth (rear) led the effort to transform mouse cells to express human ACE2 receptor proteins. Feiyue Teng (front) of the Lab's Center for Functional Nanomaterials assisted in the biology lab and explored nanoscience-based applications for the proteins. (Roger Stoutenburgh/Brookhaven National Laboratory)

One reason is that these proteins are modified in various ways after they are synthesized and before they are inserted into the cell membrane. In particular, carbohydrate molecules added to the proteins play key roles in both how the long protein chain gets folded into its final 3D structure and how the protein functions in the membrane.

“Carbohydrates account for about one-third of the mass of ACE2 protein,” Freimuth said.

The simplest cells scientists use to generate proteins artificially, namely bacteria, lack the enzymes for attaching those carbohydrate add-ons. So, the Brookhaven team turned to cells from mice, which, as mammals, are more like us—and are thus able to do the same kind of carbohydrate processing. Mouse cells are known to be adept at picking up and expressing “foreign” genes. And while mouse cells also make an ACE2 receptor, the mouse version of the protein doesn’t bind to the SARS-CoV-2 spike. That means the scientists would have an easy way to see if the mouse cells made the human ACE2 protein—by seeing if the spikes would bind to the cells.

Finding and expressing the ACE2 gene

To increase the chances that mouse cells would incorporate and read the human ACE2 gene correctly, the group used the intact gene. Genes from humans and other “higher organisms” contain lots of information in addition to the sequence of DNA that codes for the amino acid building blocks that make up a protein. This extra information helps to regulate gene structure and function within the cell’s chromosomes.

The scientists searched libraries of cloned DNA fragments that were generated as part of the Human Genome Project —a DOE-sponsored effort to map out the locations of all the genes that make us human—to find a fragment that contained the intact ACE2 gene, complete with its embedded regulatory information. Then, they exposed mouse cells to nanoparticles coated with this DNA fragment plus the gene for another protein that makes cells resistant to a lethal antibiotic.

“In this case, the nanoparticles serve as a DNA-delivery agent that gets engulfed by cells so the DNA can potentially become integrated into the mouse cell chromosomes,” Freimuth said. “To find the cells that picked up the foreign gene(s), we add the antibiotic to the cell cultures. Cells that failed to take up and express the antibiotic-resistance gene died, whereas those that acquired antibiotic resistance survived and grew into colonies.”

The scientists expanded about 50 of those colonies into individual cultures and then tested them to determine how many had also picked up the human ACE2 gene and produced the human receptor protein.

Detecting protein production

“About 70% of the antibiotic-resistant colonies expressed the human ACE2 protein on the cell surface,” Freimuth said. “Further analysis showed that these colonies contained, on average, 28 copies of the human ACE2 gene.”

Importantly, the mouse cells held onto the “foreign” ACE2 gene copies and kept making the human ACE2 protein encoded by these genes for at least 90 cell generations.

The level of human ACE2 protein produced by the cells was generally proportional to the number of ACE2 gene copies integrated into the mouse genome. Several of the mouse cell clones produced about 50 times more ACE2 than is normally present on mouse cells.

The scientists used a variety of methods to test whether the mouse-made human ACE2 proteins were functional. These included demonstrating that a “pseudovirus” containing the COVID spike protein—that is, a non-pathogenic stand-in for SARS-CoV-2—could bind to the receptors and infect the cells.

“These infectivity assays showed that the human ACE2 protein expressed on these mouse cells is fully functional,” Freimuth said.

Uses and implications

Meanwhile, Oleg Gang and Feiyue Teng , study co-authors from CFN, explored various ways to create extracellular nano-vesicles enriched with decoy human ACE2 for the potential treatment of COVID-19. They are also investigating the placement of ACE2 proteins onto nanoparticles for potential applications in infection treatment or rapid virus detection.

Oleg Gang, a scientist from Brookhaven Lab's Center for Functional Nanomaterials, explored strategies for attaching recombinant ACE2 proteins to nanoparticles for potential applications as sensors or therapeutics. (Kevin Coughlin/Brookhaven National Laboratory)

“The challenge posed by ACE2-based nano-vesicles lies in enhancing their neutralization effect against SARS-CoV-2. We are also looking for ways to enhance and leverage the binding sensitivity and specificity of ACE2-coupled nanoparticles to make them useful for virus diagnostics. Both approaches would require future optimization efforts,” said Teng, a research associate at CFN who worked extensively on both the biological aspects of this study and the potential nanoscience-based applications.

“We are excited to combine advances in nanomaterial fabrication with biomolecular approaches for developing new therapeutic and sensing strategies,” said Gang, who holds a joint appointment at Columbia University. “This study allowed us to overcome some methodological problems since nanomaterials and biosystems required quite different characterization approaches. What we have learned here is important for our next steps in enhancing nanoparticle-based biosensing.”

In addition to enabling possible applications of recombinant ACE2 protein, the work also demonstrates a novel approach for producing a wide range of complex proteins. Examples include the vast array of cell-surface receptors that mediate countless biological and disease processes, as well as industrially important proteins such as monoclonal antibodies and enzymes.

“Our method of using intact genes along with mouse cells that can be adapted to grow in huge suspension cultures—much like the liquid broth cultures used to grow bacteria—could advance the large-scale production of these and other important proteins,” Freimuth said.

This research was supported by a Laboratory Directed Research and Development grant and used resources of the Center for Functional Nanomaterials (CFN) at Brookhaven National Laboratory. CFN is a DOE Office of Science user facility supported by the Office of Science (BES).

Brookhaven National Laboratory is supported by the Office of Science of the U.S. Department of Energy. The Office of Science is the single largest supporter of basic research in the physical sciences in the United States and is working to address some of the most pressing challenges of our time. For more information, visit science.energy.gov .

Follow @BrookhavenLab on social media. Find us on Instagram , LinkedIn , X , and Facebook .

Related Links

• Scientific paper: "Overexpression of human ACE2 protein in mouse fibroblasts stably transfected with the intact ACE2 gene"

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CASE STUDY 9: Brookhaven National Laboratory

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CASE STUDY 9: Brookhaven National Laboratory Hal G. Rainey I am involved in a study under a grant from the U.S. Department of Energy (DOE), a federal agency that, among other duties, supervises the national scientific and weapons laboratories, such a

CASE STUDY 9: Brookhaven National Laboratory

Hal G. Rainey

I am involved in a study under a grant from the U.S. Department of Energy (DOE), a federal agency that, among other duties, supervises the national scientific and weapons laboratories, such as Los Alamos, Scandia, Oak Ridge, and Brookhaven. As part of the team doing this study, I am responsible for Brookhaven National Laboratory (BNL) on Long Island, New York. We are assessing the management of the laboratories, which is always handled by private sector contractors who have contracts from DOE to provide the management of the labs. The labs are called GOCOs, for “government-owned, contractor operated.” We have to assess whether this contracting-out of management is a good idea.

Brookhaven is a major scientific activity, on a five-thousand-acre compound. It has a distinguished history, with several Nobel laureates who have won their prizes on the basis of their work at BNL. There is a huge particle accelerator there, called the RHIC, that is the most important facility in the world for research by physicists on the nature of matter and of subatomic particles. The are also some major management and morale issues.

Now, switch to the Democratic National Convention of 2000, because something very relevant occurred there. Christy Brinkley, the supermodel, was a convention delegate from New York. She lives on Long Island, and has been part of a prominent outcry over nuclear radiation on Long Island. Interviewed on national television at the convention, she declared to the nation that her primary goal for becoming involved in politics is to shut down the nuclear reactors on Long Island.

What does this have to do with BNL? BNL used to have a nuclear reactor for research purposes, and it has already been shut down, due to protests and public criticisms from Ms. Brinkley, other celebrities who live on Long Island such as Alex Baldwin, national environmental protection activists, and citizens from the area. The scientists at BNL feel the reactor was safe. They feel that closing it was a sudden, unjustified response by DOE executives to the political heat from the public controversy.

In addition, several years ago, there was a small leak of tritium, a radioactive substance, discovered at BNL. The scientists feel that it was completely harmless, but when the news came out, the public—celebrities, activists, and citizens—reacted with a virtual hysteria. Many of the scientists at the lab were drawn into public meetings and controversies, trying to explain that conditions were safe at BNL. Their efforts were to no avail, and the controversy raged. Abruptly, the Secretary of Energy (the head of DOE) cancelled the contract for management of BNL that the former management group had held, and after some bidding brought in a new management group that currently manages BNL. Again, the scientists were concerned about the suddenness and lack of clear justification for this decision.

The new management group came in under pressure from DOE to do a lot to show the public that conditions at the lab are safe and will remain so. DOE also wanted the new management group to do a lot to increase attention to environmental protection and to health and safety at the lab. Examine the two attached organization charts. Look at the first major horizontal level below the director, where the associate and assistant directors are. Can you see changes from 1996 (Director Samios) to 1998 (Director Marburger) in the offices and positions, that reflect the pressures from the DOE (and the public) on the new management team? As part of these changes, the new management team put in a lot of rules and procedures about safety and environmental protection with which the scientists have to comply.

Many of the scientists feel very worried and upset about these changes and the turmoil that led to them. Some feel that they were already running a safe, secure, environmentally protective facility, and while they agree with the new rules, they consider a lot of them unnecessary red tape. Some also worry that many people at BNL feel insecure about its future, and good scientists are either leaving or refusing to accept employment there. Many BNL employees feel that they cannot really trust the leadership of DOE to make sound decisions about the lab, and that the future of the lab may be in jeopardy. A major challenge that the new management team has been trying to address involves reassuring the scientists and keeping the operations of the lab running smoothly.

Source: This case was written by Hal G. Rainey, Alumni Foundation Distinguished Professor, Department of Public Administration and Policy, University of Georgia

Discussion Questions

• What changes do you identify on the two organization charts? Just from what you know from the preceding description, how would you interpret them—why did the new team make these changes, and what were they trying to do?
• The leaders of BNL face the challenge of organizing the lab. There is already an organization, but they have to try to better organize it. Thinking about this example, consider what it means to be “organized” and “better organized.” Make a list of at least five important characteristics or dimensions of an organization that managers need to focus on, when trying to decide how well they are organized and how to get better organized.

Discussion Questions for Later Chapters

• Review the BNL material, and suggest the ways in which concepts of organizational structure, such as centralization, formalization, and others, apply to the case. For example, are formalization, centralization, complexity, and other dimensions increasing or decreasing, and in what apparent ways? See if you can find applications for other structural concepts as well, such as integrating devices, and general organizational forms, such as functional, divisional, hybrid, and matrix forms.
• What concepts of technology and information technology can you apply?
• The background materials that you have been provided do indicate that structural changes have been occurring at BNL. Why? How would you explain the influences on the structure from the environment, the tasks and technology, and other factors that influence organizational structure? Can you identify opposing pressures on the structure from some of these sources that are creating problems?

BNL: Facts and Important Information

• The U.S. Department of Energy has authority over Brookhaven National Laboratory (BNL).
• The DOE contracts out the management of BNL.

            —BNL is a “GOCO.”

            —The DOE contracts with another organization, such as a university or aerospace firm, to provide management for BNL.

• There is a public outcry over BNL.

            —Celebrities (a supermodel and a popular actor), environmental groups, and local citizens worry about dangers from BNL.

            —There are concerns over nuclear contamination (for example, a tritium leak).

• The DOE seeks to tighten control over BNL.

            —It shuts down the nuclear reactor at BNL.

            —It fires management at BNL, then contracts with a new group for new management.

            —It pressures the new contractor to strengthen procedures for nuclear safety, environmental protection and safety, public relations, and security of information and access to the lab.

• Looking at the two organization charts, can you see the influence of the changes?
• Why are the scientists concerned? What are the challenges for the new leadership of the lab?
• The two organization charts that follow on the next pages are the chart for 1996 prior to the reorganization, and the chart for 1998 after the reorganization. How has the structure changed? Why?

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Case Study : Brookhaven National Laboratory Discussion

CASE STUDY 9: Brookhaven National Laboratory

Hal G. Rainey

I am involved in a study under a grant from the U.S. Department of Energy (DOE), a federal agency that, among other duties, supervises the national scientific and weapons laboratories, such as Los Alamos, Scandia, Oak Ridge, and Brookhaven. As part of the team doing this study, I am responsible for Brookhaven National Laboratory (BNL) on Long Island, New York. We are assessing the management of the laboratories, which is always handled by private sector contractors who have contracts from DOE to provide the management of the labs. The labs are called GOCOs, for “government-owned, contractor operated.” We have to assess whether this contracting-out of management is a good idea.

Brookhaven is a major scientific activity, on a five-thousand-acre compound . It has a distinguished history, with several Nobel laureates who have won their prizes on the basis of their work at BNL. There is a huge particle accelerator there, called the RHIC, that is the most important facility in the world for research by physicists on the nature of matter and of subatomic particles. The are also some major management and morale issues.

Now, switch to the Democratic National Convention of 2000, because something very relevant occurred there. Christy Brinkley, the supermodel, was a convention delegate from New York. She lives on Long Island, and has been part of a prominent outcry over nuclear radiation on Long Island. Interviewed on national television at the convention, she declared to the nation that her primary goal for becoming involved in politics is to shut down the nuclear reactors on Long Island.

What does this have to do with BNL? BNL used to have a nuclear reactor for research purposes, and it has already been shut down, due to protests and public criticisms from Ms. Brinkley, other celebrities who live on Long Island such as Alex Baldwin, national environmental protection activists, and citizens from the area. The scientists at BNL feel the reactor was safe. They feel that closing it was a sudden, unjustified response by DOE executives to the political heat from the public controversy.

In addition, several years ago, there was a small leak of tritium, a radioactive substance, discovered at BNL. The scientists feel that it was completely harmless, but when the news came out, the public—celebrities, activists, and citizens—reacted with a virtual hysteria. Many of the scientists at the lab were drawn into public meetings and controversies, trying to explain that conditions were safe at BNL. Their efforts were to no avail, and the controversy raged. Abruptly, the Secretary of Energy (the head of DOE) cancelled the contract for management of BNL that the former management group had held, and after some bidding brought in a new management group that currently manages BNL. Again, the scientists were concerned about the suddenness and lack of clear justification for this decision.

The new management group came in under pressure from DOE to do a lot to show the public that conditions at the lab are safe and will remain so. DOE also wanted the new management group to do a lot to increase attention to environmental protection and to health and safety at the lab. Examine the two attached organization charts. Look at the first major horizontal level below the director, where the associate and assistant directors are. Can you see changes from 1996 (Director Samios) to 1998 (Director Marburger) in the offices and positions, that reflect the pressures from the DOE (and the public) on the new management team? As part of these changes, the new management team put in a lot of rules and procedures about safety and environmental protection with which the scientists have to comply.

Many of the scientists feel very worried and upset about these changes and the turmoil that led to them. Some feel that they were already running a safe, secure, environmentally protective facility, and while they agree with the new rules, they consider a lot of them unnecessary red tape. Some also worry that many people at BNL feel insecure about its future, and good scientists are either leaving or refusing to accept employment there. Many BNL employees feel that they cannot really trust the leadership of DOE to make sound decisions about the lab, and that the future of the lab may be in jeopardy. A major challenge that the new management team has been trying to address involves reassuring the scientists and keeping the operations of the lab running smoothly.

Source:  This case was written by Hal G. Rainey, Alumni Foundation Distinguished Professor, Department of Public Administration and Policy, University of Georgia

Discussion Questions

• What changes do you identify on the two organization charts? Just from what you know from the preceding description, how would you interpret them—why did the new team make these changes, and what were they trying to do?
• The leaders of BNL face the challenge of organizing the lab. There is already an organization, but they have to try to better organize it. Thinking about this example, consider what it means to be “organized” and “better organized.” Make a list of at least five important characteristics or dimensions of an organization that managers need to focus on, when trying to decide how well they are organized and how to get better organized.

Discussion Questions for Later Chapters

• Review the BNL material, and suggest the ways in which concepts of organizational structure, such as centralization, formalization, and others, apply to the case. For example, are formalization, centralization, complexity, and other dimensions increasing or decreasing, and in what apparent ways? See if you can find applications for other structural concepts as well, such as integrating devices, and general organizational forms, such as functional, divisional, hybrid, and matrix forms.
• What concepts of technology and information technology can you apply?
• The background materials that you have been provided do indicate that structural changes have been occurring at BNL. Why? How would you explain the influences on the structure from the environment, the tasks and technology, and other factors that influence organizational structure? Can you identify opposing pressures on the structure from some of these sources that are creating problems?

BNL: Facts and Important Information

• The U.S. Department of Energy has authority over Brookhaven National Laboratory (BNL).
• The DOE contracts out the management of BNL.

—BNL is a “GOCO.”

—The DOE contracts with another organization, such as a university or aerospace firm, to provide management for BNL.

• There is a public outcry over BNL.

—Celebrities (a supermodel and a popular actor), environmental groups, and local citizens worry about dangers from BNL.

—There are concerns over nuclear contamination (for example, a tritium leak).

• The DOE seeks to tighten control over BNL.

—It shuts down the nuclear reactor at BNL.

—It fires management at BNL, then contracts with a new group for new management.

—It pressures the new contractor to strengthen procedures for nuclear safety, environmental protection and safety, public relations, and security of information and access to the lab.

• Looking at the two organization charts, can you see the influence of the changes?
• Why are the scientists concerned? What are the challenges for the new leadership of the lab?
• The two organization charts that follow on the next pages are the chart for 1996 prior to the reorganization, and the chart for 1998 after the reorganization. How has the structure changed? Why?

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CASE STUDY 9: Brookhaven National Laboratory

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CASE STUDY 9: Brookhaven National Laboratory Hal G. Rainey I am involved in a study under a grant from the U.S. Department of Energy (DOE), a federal agency that, among other duties, supervises the national scientific and weapons laboratories, such a

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