GROUP PROCESS IN THE CHALLENGER LAUNCH DECISION: ANALYSIS: NASA was created with the intent to establish military culture‚ US dominance over USSR. Morton Thiokol‚ Inc.‚ an aerospace company‚ manufactured the solid propellant rocket motors manufactured the booster rockets SRB used to launch the Challenger Shuttle. Morton Thiokol called for a teleconference‚ fortnight before the launch had been scheduled to discuss the O ring problem. The Challenger launch was disaster due to various reasons:
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Rachel White The Challenger On January 28th‚ 1986‚ the Challenger‚ a space shuttle‚ was to make an important journey into outer space. The challenger launch took the attention from many Americans. A woman named Christa McAuliffe‚ an average American school teacher was also on the journey. Christa McAuliffe was going to give school lessons to students from space. Children were anxious to Learn from space‚ and adults everywhere were fascinated. The morning of January 28‚ 1986 was going to be
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On January 28‚ 1986‚ at approximately 11:39a.m. the space shuttle challenger exploded in front of the whole world‚ whether you were sitting‚ standing‚ or listening‚ it was a tragedy that should have been and could have been easily prevented. It involved physically killing seven passengers aboard the space shuttle Challenger and mentally killing their families and close friends that were not aboard. If only NASA had just listen and Morton Thiokol stood by their engineers‚ then maybe those seven passengers
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you characterize the broader context surrounding the January 1986 teleconference? What impact might that have on the group’s decision making process? The Challenger Launch decision on January 28th 1986‚ proved to be one of the crucial decisions ever made as it lead to one of space science’s most talked about disasters. The Challenger launch project was faced by a major financial constraint owing to the ongoing Vietnam War. Thiokol won the contract to build the SRBs since they asked for a lower
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Vernon McMillian Pressure from the Higher Ups MTE/562 Assessment and Evaluation Professor Lisa Goya Pressure from the Higher Ups Laura Lund 1005 Lunaai St Kailua HI‚ 96734 February 9‚ 2012 Principle Goya Horace Mann Elemaentry School 1375 Grove St. Aiea HI‚ To the administration and faculty‚ As it stands right now‚ I am faced with a dilemma based on the methods in which I have taught in the past‚ and the new methods in which I feel are more suited for todays learning environment
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CHALLENGER SPACE SHUTTLE- CASE ANALYSIS On January 28‚ 1986‚ seven astronauts were killed when the space shuttle they were piloting‚ the Challenger‚ exploded just over a minute into the flight. The failure of the solid rocket booster O-rings to seat properly allowed hot combustion gases to leak from the side of the booster and burn through the external fuel tank. The failure of the O-ring was attributed to several
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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. NASA’s goals to launch a certain number of flights per year and to launch them
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This paper examines the different areas of Organizational Behavior that went wrong with 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
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The Challenger Disaster By: Kathy Neuner & Jeremy Rider Executive Summary Many factors must be examined to find the underlying reason for the horrible disaster of the space shuttle Challenger. We will cover both the technical causes to the disaster and the communication breakdown with NASA. We will also look at the outside pressure that NASA was receiving from the media‚ congress and the military. Recommendations for NASA and anyone in the communication field will be given. These recommendations
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The Space Shuttle Challenger Disaster – Organisational Causes Introduction The Space Shuttle Challenger disaster has been well investigated and analysed as a typical management case by numerous researchers. Although the disaster is the direct result of a technical issue‚ the hardware failure of a solid rocket booster (SRB) O-ring caused by abnormally low temperatures‚ there is an unambiguous relationship between the disaster and numerous organizational factors such as communication (Gouran et
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