the challenger case. It will touch down on how the type organizational culture at NASA contributed to the disaster‚ how the organizational structures and communication patterns contributed to flawed decision making and the role that leadership also played in the disaster. Also‚ the paper will cover how ethics apply to the case‚ and the many different ethical levels that can be discussed regarding the disaster and finally‚ it will discuss who was responsible for the "seriously flawed" decision making
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Key weakness in decision-making There are three key groups of people involved in the launch of Challenger: the Engineers and managers at Thiokol directly responsible for the launch and NASA officials who signed off on the launch. The key weaknesses in the decision making of Challenger disaster are a combination of contributing pluralist approach in the organizational structure‚ corporate culture‚ managerial habits‚ and failure of both engineers and management to practice ethical responsibilities
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02.02 HMS Challenger Journal of a Scientist December 30th: First day at sea and already the sea sickness is starting to get to me‚ but it’s not that bad‚ because this is for science. We are off the coast of Vigo and it’s raining real badly today. The boat is rocking back and forth but we still tried to do some research. A dredge took samples along the surface of the seafloor while being dragged across the bottom. We got some samples of mud‚ and collected small organisms off the bottom. January
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The ethical situation surrounding the decision to launch the space shuttle Challenger in January 1986 involved the highest level of management at three space centers: Kennedy Space Center in Florida‚ Johnson Space Center in Houston‚ and the Marshall Space Flight Center. Management and engineers with Morton Thiokol‚ a NASA contractor that manufactured the solid booster rockets‚ also joined these discussions that resulted in catastrophic failure. Launch discussions took place throughout the day and
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Problem Originated from a grain-milling company in Finland‚ the 57-year-old Rasio Group developed a substantial export business which accounted for 39% of its sales by 1996. Its main products including margarine‚ pasta and other food products were manufactured‚ sold locally and exported. In 1995‚ a blockbuster product Benecol‚ cholesterol-lowering margarine‚ attracted the interest of food processors and supermarket groups throughout the world and fueled a surge of investor interest. Stanol ester is the
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Methods of Group Decision Making No two groups will ever function in the same way while involved in the process of decision making. Some are proactive groups while there are other groups‚ which need a driving force or a facilitator to facilitate the process. There are several methods of group decision-making. Here are some of the common methods employed in the process of decision-making: Authoritarian Style The authoritarian style is like a dictatorship‚ in which the decision ultimately
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Monzon‚ Jason Bohn‚ Brian Louis‚ Jacob Etheredge‚ Dave Dufty| Practicum for Project Management | April 1‚ 2013 Dan Monzon‚ Jason Bohn‚ Brian Louis‚ Jacob Etheredge‚ Dave Dufty| Practicum for Project Management | April 1‚ 2013 Challenger Disaster What went wrong? Challenger Disaster What went wrong? Table of Contents Intro 0 Body 0 Give It That Finishing Touch 0 Add a Table of Contents 0 Add a Bibliography 0 Get Started Right Away When you click this placeholder text‚ just start
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October 14-28‚ 1963. It shows how JFK’s leadership saved the world from having World War III (WWIII)‚ or worse‚ Nuclear War. JFK’s crisis management and decision-making skills was tested during this period. He was under an extreme pressure‚ having the Cuban missiles were about to be ready to become operational and most of his Generals suggested him to launch a military strike‚ while he didn’t want to start a war and prefer to avoid one. To make things worse‚ the Joint Chiefs‚ who most of them were older
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A Method of Group Decision Making By William J. Byron‚ SJ Adapted from Jesuit Saturdays: Sharing the Ignatian Spirit with Friends and Colleagues The Jesuit procedure would have each participant in the group decision-making process ask the following questions: How do I feel about the issue? What is the origin of that particular feeling? Is it from God‚ or not from God? The “not from God” feelings can be from self (from ignorance‚ obstinacy‚ indigestion)‚ from other persons (whose position on this
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creating work groups. These work groups are becoming the norm in many companies. Work groups are generally but in place to tackle projects that would be better served by a group rather than an individual. One of the most important functions of a group is the ability to make effective decisions. The text describes that a group decision implies that an agreement is made among the members to determine which course of action is most effective for achieving the group’s goal. The purpose of group decision
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