Main Principles of Corporate Social Responsibility Term Paper - 29

Main Principles of Corporate Social Responsibility - Term Paper Example CSR was first heard in the 1960s. At that moment very few organizations were involved in corporate social responsibility. This was the fact, CSR is a voluntary thing that only companies that want to be involved can. However, as time passed more business organizations started adapting CSR practices including CSR reporting. This is necessitated by the growth of sensitivity toward organizational social responsibility among consumers all over the world.  The principle of legal compliance: this is the principle that expects all business organizations to comply with and understand international, local, declared, written, and effected laws and regulations that are applicable in their scenario. This kind of compliance and understanding should be according to specific procedures. This implies that companies should avoid involvement in any practices that are half compliant to the requirements stated by this principle.  The Principle of Adhering to Customary International Laws: this princip le expects business organizations to governmental and international agreements, declarations, executive regulations, covenants, guidelines and decisions in the process of formulating their CSR practices and activities. A company should make sure that their policies and practices are not conflicting with any of the factors that have been discussed herein.  A policy of showing respect to related stakeholders lefts: according to this principle, companies are expected to accept and acknowledge the diversity that relates to stakeholders’ interests and lefts. Companies are also expected to accept and acknowledge the diversity that is likely to exist in their main and minor practices and products. This consideration should also include elements of business existence that might be of an effect of their stakeholders.

Spent performing tasks Essay Example for Free

Spent performing tasks Essay Steven Johnson believes that the answer to this essay’s title is a resounding yes. Although a print writer and presumably an avid reader, Johnson argues that while the virtues of reading are immense, other forms of culture such as gaming have its own intellectual or cognitive virtues that could actually be comparable to the rewards of reading. He starts his argument by stating that video games are perceived rather negatively and viewed as a complete waste of time by the society in general, more specifically by educators, cultural authorities and parents. An explanation of this would be, the flaws and imperfections of this nonliterary culture are greatly highlighted because the criteria used in judging it are the same criteria applied in assessing novels and other forms of literature. The merits of gaming apparently lie elsewhere. Johnson argues that video gaming has become increasingly challenging – by the same standards used to measure reading’s cognitive benefits – over the past thirty years. Furthermore, video games sharpen a different but equally important set of mental abilities than the ones honed by reading. There also seems to be an experiential gap between gamers and those who have no experience whatsoever about gaming. The latter believes that games are just another culture that offers instant gratification. However, those who have at some point in their lives immersed themselves in video (or online) games know that an enormous amount of time is spent performing tasks that are absolutely not fun in order to receive a certain reward. Gratification is actually so delayed you wonder if it is going to appear at all. Interestingly, the same group of people who endure tedious tasks in virtual games are disinclined to perform chores in the real world. Even more remarkable is the fact that kids seem to soak in more information when delivered to them in game form. Gaming therefore provides a powerful learning experience where kids learn without actually being aware of it. Gaming and its Benefits 3 The neurotransmitter dopamine, having a large role in the reward circuitry of the brain, is pointed to as one of the reasons for such a phenomena. When expected rewards are not met, such as when a pack-a-day smoker misses his morning cigarette, the disappointment is triggered by low levels of dopamine. Consequently, lowered levels of dopamine set off a craving for that missed experience. The same principle can be applied to gaming. The brain craves for rewards that the virtual universe is teeming with. Unlike in the real world where rewards are abundant yet not well-defined, the rewards in games are more articulated such as more life, increased level, new equipment and new spells.

Discrimination and Racism in Country Lovers and The Welcome Table Essay

Discrimination and Racism in â€Å"Country Lovers† by Nadine Gordimer and â€Å"The Welcome Table† by Alice Walker Discrimination and racism is always an issue, but the hardship these women had to face and suffer is something that is still being discussed. Understanding the fear, struggle and hardship that women of color went through during this time period is very important. Both â€Å"Country Lovers† by Nadine Gordimer and â€Å"The Welcome Table† by Alice Walker discuss race and the struggle with trying to be accepted in society. The short story â€Å"Country Lovers† written by Nadine Gordimer, who in 1991 received the Nobel Prize for Literature, writes about forbidden love and racial politics between a black girl and a white boy on a South Africa farm. This story takes place during the time South Africa was dealing with racial segregation and is filled with irony and a theme that is clear from the start and that is deeper than racism, but the love between the two of opposite race. Thebedi and Paulus have grown up playing together is childhood. He is the son of the farm owner and she was the daughter of a farm worker for the farm. As they grew older, Paulus went off to boarding school and Thebedi would eventually drop out of school and help on the farm. It was known that â€Å"once the white children go away to school they soon don’t play together anymore.† (Clugston, 2010). When Paulus went off to school, they were entering adolescence and body changes were uncommon to all. Paulus was a popular boy at school and with the â€Å"sister† school that the girls went too. When Paulus would return from school on break he would bring Thebedi gifs and she would give him a handmade bracelet in return, and this is where they grew closer and th... ...oing on in this day in age, and it will always be an issue. With so much negativity, that we see and deal with on a regular basis is a consent battle, which influences us and the way we handle things. However, we have come a long ways as to what it used to be as if people have learned to accept each other. References Chopin, K. (1894). The story of an hour. Vogue. Clugston, R. W. (2010). Country lovers (p. 3.1). San Diego, California: Bridgepoint Education, Inc. Retrieved from http://content.ashford.edu/books Clugston, R. W. (2010). Journey into literature. San Diego, California: Bridgepoint Education, Inc. Retrieved from http://content.ashford.edu/books Racism. (n.d.). Collins English Dictionary - Complete & Unabridged 10th Edition. Retrieved June 13, 2011, from Dictionary.com website: http://dictionary.reference.com/browse/racism

Hypodermic needle Essay

Preface As I sat down to think about this research paper I thought about chocolate and all the things I could write about and they all seem to be the same thing. Where chocolate came from, and how it was made as well as how do you cook with it and even some chocolate recipes. I wanted to do something that I thought had never been done before, be original I hope that this is something that you haven’t seen before in a research paper. Introduction Chocolate can be constructed in many different ways. Besides of using it in sculpting and shaping, it can be imprinted with patterns and cut into shapes for cake decoration. But in today’s world many invention has taken place in the chocolate industry over the past few years. Here are some of the new ways that chocolate is being use in technology. 1. The Chocolate Whiff David Edwards a Harvard professor has patented a new way to consume chocolate: called Le Whif it is made up of a tube that sprays a mist of chocolate. It delivers one kilocalorie (calorie) per spray; this invention gives the healthy-conscious a way to satisfy their chocolate cravings without the gilt. 2. A Chocolate Printer At Cornell University a scientist has created a 3-Demintional food printer that can print using hypodermic needles filled with chocolate. The printer not only can do chocolate, but also any edible ingredient that can be put in liquid form. The needles act in combination with computer to create layers which slowly become a 3-Demintional object. 3. Chocolate meets Fashion Because of its molding capabilities chocolate Stacey Van Waldick of Promise Me Chocolates a chocolate company in New York has created chocolate gems, rings and pendants for party favor wedding and special occasion, while one a year New York City presents a Fashion show called â€Å" The Chocolate Show† where all the clothing are made up of chocolate. 4. The Chocolate that is a Vitamin Every body knows about how eating chocolate is supposed to release endorphin to the brain which helps to release stress. But now there is a company in Northern California that has begun to put polyunsaturated acids like omega-three as well as immune booster in chocolate. This will help to increase the health benefits of eating chocolate. 5. Chocolate that you can listen to. I know what you are thinking but the answers in â€Å"No† chocolate can’t speak, but Ben Milne a baker from Scotland was try to find a way to help his friends promote their album when he decided to put the band’s music on a chocolate record, after that made a playable chocolate CD. Now that is the real meaning of â€Å"the sweet sound of music†. 6. No-melting chocolate The melting point of chocolate is between 86 °-90 ° right? Wrong because there is a company in Ireland that has the patent to what is said to be the world’s first chocolate that does not melt. The clam is that chocolate has oils in it that makes it bendable and resistant to heat. The Play-dough like chocolate can easily be used by pastry chiefs, comes in three different varieties milk white and dark and, and it is totally digestible. 7. Technology meets chocolate Based out of San Francisco California TCHO (Technology+Chocolate) is an up and company that produces chocolate with an different flare Timothy Childs founder was an NASA software programmer who decided to strike out on his on with a vision to make chocolate from scratch and in doing so here created what he calls the TCHO dark chocolate flavor wheel which consists of flavors like chocolately, citrus, nutty, earthy, fruity and floral. Childs also invented an iphone app that he can log on to and control his flavor lab by remote he can control time, temperature and shut the machines off and on. Conclusion With technology changing by the day the thought of what can be done with chocolate is now unlimited. Where is chocolate going â€Å"The World will never know? † Bibiliograpy â€Å"Apple – IPhone in Business – Profiles – TCHO Chocolate. † Apple – IPhone in Business – Profiles – TCHO Chocolate.N. p. , n. d. Web. 30 Nov. 2012. . â€Å"Chocolate and Technology Deliciously Mix in California. † Fox News. FOX News Network, 17 July 2012. Web. 30 Nov. 2012. . â€Å"5 Surprising Chocolate Innovations. † Menuism Dining Blog RSS. N. p. , n. d. Web. 30 Nov. 2012. . N. p. , n. d. Web.

Educational Attainment Essay

Educational attainment is primarily due to individual’s goal in life. Attitude likewise has life-transforming power (Harrel, 2003) which must be in equilibrium with aptitude. Though, motivations often are the challenges to excel and achieve one’s goal. The individual’s goal in life has been set with the consistent support and management of its parents. This subsequently bore fruition with the development of the attitude necessary towards self-motivation for greater achievements. The figure shows that over all, the Asian race marked an edge on the other races in terms of scholastic achievements. It is notable that the Whites’ fell within 85. anges on High School Graduate or more, while Asian has 87. 6. This means that the Asian has more focus on high school education than the Whites’. Its implication would be that the Asian’s prioritized education. It is also remarkable that in every educational attainment level the Asians’ led overwhelmingly in academic achievements. This is because they got an overall range of 68. 3 and followed by the Whites’ falling behind within 55. 2 ranges. Commonly, it is not the educational system that has to be modified, but, there must be a program to enhance parental awareness on the relative responsibilities towards children’s academic standing. Gleaning from the social patterns (Williams, 1976) of Asians, it is usual trait as a collective society (Lustig, 1996) for family parental concern towards children’s academic achievements. Widespread, parents would tell their children that the best thing that they could have as an inheritance is education. In addition to this, prevale nce of high ranking officials, rich and successful families in third world countries have had gained aggregate education from highly industrialized countries.

Problem solving skills Training and the Workplace

Problem solving skills Training and the Workplace Introduction Effective problem solving training offered at the workplace help employees to develop problem-solving techniques. When employees develop these skills, they will operate more actively and effectively. Techniques allow employees to identify and analyze problems in the working fraternity.Advertising We will write a custom critical writing sample on Problem solving skills Training and the Workplace specifically for you for only $16.05 $11/page Learn More It allows them to evaluate the impact and severity of unconventional solutions to the underlying problem with the stakeholders, clients, and allies. The employees, upon training, will know how to utilize the available possessions to perform tasks properly. They will also learn to achieve organizational goals by solving problems as a team and not as individuals. Training programs include preparing employees for organization problems, and vast business orientation. Objective finding Objective finding is the segment of identifying goals, challenges, and wishes upon which a supervisor or manger wants to work upon. Specialized proficiency training programs are created and proposed to help employees adopt problem solving ideas and methods. The employees should be coached and presented with materials that will help them learn how to identify a predicament. In an organization, the supervisor divides the employees into groups and allocates pertinent tasks for them to tackle. The employees will try to solve the situations such as ineffective communication between management and stakeholders, client issues, and vendor-manager relations. Profound training skills will help employees to identify some possible causes of the ongoing state of affairs. The training program will help employees to set aside and segregate the facts. When they find the cause of the problem, they will be able to know the reasons and therefore, will come up with a strategy on how to avoid future occurrences. Fact-fin ding Fact- finding is where relevant data is gathered. The situation and background should be established. This segment also incorporates feelings, data, questions, and figures. After putting down all the appropriate information about a setback, the employees or in this case participants will have the facts required to state solutions required to curb the situation. Training seminars help employees to learn more about their experienced members. The training programs motivate employees and help them learn innovative and creative techniques required to solve internal setbacks. The employees put down the setback resolution methods, and the merits and demerits linked with the techniques. Problem finding The actual problem to be focused on should be clarified and established. Problem solving techniques supervisor instructs the employees to evaluate alternatives appropriately. When the employees learn to propagate decisions profoundly, they will handle tasks in an effective way. They shou ld analyze and review case studies, consult and dialogue with business experts, and participate in healthy business oriented workshops and competitions in order to evaluate the alternatives effectively.Advertising Looking for critical writing on education? Let's see if we can help you! Get your first paper with 15% OFF Learn More Idea finding and solution implementation Possible for solving the problem should be established. The solution should be carefully selected to know how to strengthen them. Employees ought to know how to determine the impact before implementing a solution. The employees should recall previous problem solution strategies for them to be able to handle the present situations successfully. At the training seminars, employees are taught how to perfect their capabilities to remember facts by partitioning data into groups. For them to be able to do this, they should adopt and use appropriate methods to make reminiscence and visualizing the su rrounding to recollect and categorize information. The employees also establish the importance of evaluating the triumphant alternatives. This will help in handling situations in the future by applying the same problem solving technique. Acceptance fining and what I learnt From the training program, I learnt that employees would know how to solve problems in the workplace as a team. The training program helps them to enhance their communication between each other and the management. I also learn that the recognition and support ceremony help employees to know their strengths and importance to the organization. Conclusion Every organization should ensure that their employees acquire the relevant problem solving technique. This will help maximize production and improve customer-management relations thus achieving goals of the organization.

Organization Behavior and Management Space Shuttle Challenger

Organization Behavior and Management Space Shuttle Challenger Space Shuttle Challenger Orbiter History The Challenger was initially referred to as the STA-099. The shuttle was built to work as a test vehicle for the Space Shuttle program and was named after the HMS Challenger, which was a British Naval research vessel. The HMS Challenger sailed in the Atlantic Ocean as well as the Pacific Ocean during the 1870’s.Advertising We will write a custom case study sample on Organization Behavior and Management: Space Shuttle Challenger specifically for you for only $16.05 $11/page Learn More When the Challenger was built it underwent intensive vibration and thermal testing for a year. NASA awarded Rockwell, a Space Shuttle orbiter manufacturer, a contract in 1979 to build the Challenger by converting the STA-099. The Challenger arrived at the Kennedy Space Center in July 1982, and it became the second orbiter to be operation in the center. The Challenger had been designed to be a historic craft and many were optimistic it would outlive the rest. The Space Shuttle took its maiden flight on April, 1982 for the STS-6 mission, which saw the first ever space walk in the space shuttle program. The EVA (Extra Vehicular Activity) was done by Astronauts Donald Peterson and Story Musgrave. This lasted about four hours and it was also during this mission the first deployment of a Tracking and Data Relay System constellation was done. After completing nine successful missions, on January 28, 1986 the Challenger was launched on the STS-51L and after a mere 73 seconds it exploded killing all the seven crewmembers (NASA, 2011). This paper will look at the SHUTTLE 51-L MISSION, the organization that was involved in the Challenger project, the mechanical failure of the Space Shuttle Challenger, the organizational behavior and management shortcomings that contributed to the disaster and finally make organizational behavior and management changes that can be adopted to prevent a reoccurrence of the same disaster. D iscussion NASA Program As the Challenger Space Shuttle progressed, there was an increase in the demands being placed on NASA and this resulted to an increased risk of disaster (Jarman Kouzmin, 1990). The NASA team had a false sense of security having carried out 2Kramer, James, 1987 missions, which had been successful. Prior to the launch, there were many wrangles within NASA, and managers were working in a place with heavy overload and turbulence (Kramer James, 1987). The management at NASA was characterized with a disease full of decay and destruction (Kramer James, 1987 p.14).Advertising Looking for case study on engineering? Let's see if we can help you! Get your first paper with 15% OFF Learn More There was lack of a formal DSS program at NASA initialized before the launch for the shuttle operations. There were strong indications that decisions were being made through satisficing and short cuts. There were lots of compromise and operations were great ly affected. NASA was accused of having semi-uncontrolled decision making as they tried to satisfy the needs of the military, scientific community, industry and this led to the space shuttle being declared operational even before the development stage of the shuttle had been completed (Kramer, James, 1987). Decision making at NASA was done by default as there lacked DSS. The organizational structure at the program was political and manipulations were done to meet requirements of the political power. When the Reagan Administration declared the Space Shuttle â€Å"operational†, many employees at NASA lacked motivation and left with the impression that decision making on the project should be made by the political administration (Jarman Kouzmin, 1990). Employees began being complacent and safety of the shuttle was highly compromised, as they tried to keep the shuttle on schedule and satisfy the clients. This presents the situation at NASA prior to making the decision to launch the space shuttle (Dunbar Ryba, 2008). SHUTTLE 51-L MISSION (Challenger Flight) The 51-L mission was the 25th mission that NASA was going to undertake in its STS program. Shortly after launching the Challenger on 28, January 1986, the Challenger exploded mid air, destroying the vehicle and killing the entire seven crew members on the mission. This mission was aimed at deploying a second Tracking and Data Relay Satellite as well as the Spartan Halle’s Comet Observer. The mission was also going to be the first time there were observers or passengers participating in a program called NASA Teacher in Space Program ((Dunbar Ryba, 2008). S. Christa McAuliffe was one of the crew onboard and she was going to conduct live broadcasts that were going to be broadcasted to schools throughout the world (Dunbar Ryba, 2008).Advertising We will write a custom case study sample on Organization Behavior and Management: Space Shuttle Challenger specifically for you for only $16.05 $11/page Learn More The destruction of the Challenger and the loss of life had profound impact on the society and the way it viewed the Space program and particularly NASA. As this paper will discuss, the tragic decision that was made to allow the launching of STS 51-L was as a result of long term contributing factors that were further increased by bad or weak organizational behavior and management strategies. The outcome of this tragedy caused loss of life, resources and made people to mistrust the space program. Although the accident of the Challenger was blamed on the hardware failure of the SRB â€Å"O† ring (known as Solid Rocket Boost), the decision that was made by the management was also flawed. The decision was based on faulty organizational behavior and management and this was further aggravated by the mismanagement of initial information that suggested the launch be postponed (NASA, 2008). Other factors that besides organizational behavior and manag ement played a major role in contributing to the accident occurring. They included the demand NASA was getting from the political ruling class to deliver and launch on the scheduled day (NASA, 2008) The process of proving to the American people and the political system that there was need for a reusable space shuttle had begun in the 1960s. The Challenger was one of the ways that this could be proven and thus a lot of pressure and expectation was put on the program. Unlike the previous missions such as the Apollo, the Space Shuttle was going to be used in space operations without having a defined goal (Jarman Kouzmin, 1990 p. 3). This presents the first contributing factor in the Challenger’s accident. Without a defined role for use, the Challenger was going to be used as a utility vehicle for space operations and thus there lacked a strong support for the project, both financially and politically. In order to gain favor and political support for the project, the Challenger was sold and presented to the political elites as a quick payoff (Jarman Kouzmin, 1990 p. 8). The project also gained support by predicting that it could be used by the military as a means that could be used to enhance the national security. To the industry, it was sold as a commercial opportunity, where companies could offer clients an opportunity to visit space. Many scientists in the program told the American public that the Challenger Shuttle was going to be an American Voyage that was going to have great scientific gain (Jarman Kouzmin, 1990 p. 10). To the world, the Challenger project was sold as a partnership that was going to include the ESA (European Space Agency) as well as a means that was going to improve the relations between nations and bring together people of different nationalities, sex and races by serving as crew members during missions (McConnell, 1988).Advertising Looking for case study on engineering? Let's see if we can help you! Get your first paper with 15% OFF Learn More The process that was used to gain support in the economic, social and political arena for the space shuttle can be cited to be the second contributing factor that resulted to the accident (McConnell, 1988). There was use of heterogeneous engineering, which means that the engineering and management decisions in the project were structured in ways that were going to be appealing to the political, economic, and organizational factors rather than being structured into a single entity mission that was aimed at achieving specific goals (Jarman Kouzmin, 1990 p. 9). When the Space Shuttle became operational, it was faced with many operational demands from many people. It had to live up to the promises that had been given by NASA. This placed a lot of pressure on the management team as they tried to coordinate the needs of the military, political elites and the scientific community. The political pressure was to provide a space vehicle that was going to be reliable and could be reused. It w as also supposed to be difficult to achieve this as it was going to hinder the ability of creating an effective system for integration and development. It was also going to be infeasible to create a management support system that could cater for the diverse requirements. There was also a low moral within the NASA employee, which was created during the Reagan Administration when the shuttle was given the green light for operation even when the development stage had not been completed (Jarman Kouzmin, 1990). The American Congress expected that the Shuttle program was going to be financially self supportive after billions of dollars had been used to go to the moon (Jarman Kouzmin, 1990, p. 15). With this lack of support from Congress, NASA adopted and operated as a commercial business instead of a government program. It can therefore be concluded that the environment of the program prior to launching had been one mucked wih conflict, short cuts and managerial stress (Jarman Kouzmin, 1990, p.15). Mechanical failure of the Challenger Before the launching date, concerns had been raised about the integrity of carrying on with the launch when the temperatures were as lower than those expected for optimal performance. On a previous mission, 51-C, it had been noted that the booster joints were covered with soot and grease after launching on a cold weather. Tests were carried out in the laboratory on the effect of low temperatures on the O-ring resilience. It was recommended that they be replaced by steel billets and this would have meant a redesign of the field joint. By the time of the accident, the steel billets were not ready. Engineers at Alan McDonald made a presentation that detailed on the effects the cold weather was going to affect the booster performance. This was necessary because the temperatures of the launching date were expected to be lower than 350F. After the concerns were raised a meeting was convened and various heads and engineers attended. The pe ople in attendance included, engineers, top management of Marshal Space Flight Center, Kennedy Center, and Morton Thiokol. The meeting was called to discuss on the effect the cold weather was going to have on the mission especially the boosters’ performance. Engineers gave a clear presentation that argued that the cold weather would have a major effect on the joint rotator and the O- ring seating. The test carried out had only gone to a low of 530 F and this presented a problem of the unknown (Rogers’s, 1989). Thiokol provided NASA with information concerning the launch and thought that the low temperatures were going to affect the O-rings to a point they were going to be ineffective. The mission had been cancelled previously due to the cold weather and NASA was not ready for another cancellation (Kramer, James, 1987 p.23). Although information had been provided by a GDSS from another company showed that the O-rings were going to work under the predicted weather, engi neers from Thiokol were skeptical about the data they had inputted into the GDSS. This meant that NASA was relying on a GDSS that had flawed information (Kramer James, 1987). At this juncture, NASA asked for a definitive confirmation or rejection of the planned launch from Thiokol. The representatives from Thiokol responded by recommending the launch be delayed until the temperatures were favorable. NASA continued to pressure Thiokol to change their minds and NASA level three managers is reported to have retorted to the representatives, â€Å"My God, Thiokol, When do you want me to launch, next April?† (Kramer, James, 1987, p.7). It was after this that Thiokol representatives asked to be given time to rethink their recommendations. An engineer with Thiokol was asked to stop reasoning as an engineer and start thinking as a manager, which suggests that the group was placing organizational needs in front of safety of the shuttle. Thiokol representatives returned to the GDSS an d recommended that the launch be done as planned. When NASA asked if there was any objection to this no one from the GDSS objected. During the launch the O-ring were severely affected by the cold weather and this mechanical failure caused the accident and the eventual loss of the crewmembers (Kramer, James, 1987). Critical analysis of the organizational behavior and management shortcomings that contributed to the disaster The environment, organizational behavior and management which NASA and its developers operated in gave a large margin for human error. However, Thiokol and NASA had a chance to avert the accident during the GDSS meeting before the launch. The organizational behavior and management fallings can be attributed to the accident. First, the team especially Thiokol had prior knowledge that the O-ring was going to be affected by the cold weather months before the launching. However, the primary goal of the project was to meet the launch date. NASA warned about the problem , but it downplayed it. This presents the first element of the mismanagement of information and bad organizational behavior that resulted into the accident. Any suggestion and proposals of the launch-taking place were met with positive support from the management while all suggestions of delays were shot down without taking into consideration the risk involved in carrying out the launch (Turban, 1988). Third, there was a strong feeling among the people involved in the project management to live up to the promises made. Despite the fact that Thiokol engineers were skeptical about the planned launching, their management went ahead and agreed with the other members of the GDSS to continue with the launch (Turban, 1988). Fourth, there was bad organizational behavior and management on the part of Thiokol, because they agreed with the other teams although their engineers were telling them to stop the launch (Priwer, Philips, 2009). Fifth, all people involved in the top management of the project were afraid of how the political elites and the public would react if another cancellation was done. In the previous one year the launch had been postponed six times. Many in this group were starting to rationalize that if they had succeeded in the past they were as well going to succeed this time (United States Congress, 1986). Finally, the group as stated before was working with flawed data and even when Thiokol engineers began to question the integrity of this information, nobody took action. People in the GDSS meeting who were proposing that the launch be delayed were unwelcome and therefore the management had its mind made on the launching date. During the meeting, it was seen that NASA representatives were at times assertive and intimidate the other players to a point where they disregarded warnings given. The meeting is also faulted as a bad organizational behavior and management, because it was easy to downplay the personal opinions held by each member. Instead of th e speaker conversion, the meeting should have been held at a place where all members were present and maybe the outcomes would have been different. The GDSS failed the point where Thiokol asked to be given five minutes to conduct a private meeting. Before this point Thiokol had maintained that the launch should be cancelled, but after the private meeting it changed its mind. Conclusion The failure of the spaceship Challenger can be blamed on the organizational behavior. NASA has a variety of risk avoidance system. Their aim is to ensure that the missions are safe. NASA is one of the smallest federal agencies and operates under a strict budget of US$ 15 Billion (NASA, 2010). This removes any flexibility during risky situations. This agency has been known to be dependant to their history for decision making. Since their establishment in 1958, their main aim was to beat the Soviet Union spaceflights. Though their budget keeps being cut, they still stick to their mission. The cut costs made NASA realize that they could include the private business sector. This increased their pressure for success, which was also coming from the government. They had to research and develop the operations with limited time. NASA Budget in billions of American Dollar (NASA, 2010) The normalization of deviance is another short coming on the management of the NASA. This is a term, which is used to explain the way sometimes some technical flaws are not scrutinized by the various safety bodies over time. This is because they are both expensive and time consuming. Due to the pressure to produce, it is seen as absurd to spend resources on problems, which are not a risk (Launius, 1992). The postponing of the launch can be because of many reasons. Maybe the problem was the O-rings significance was not considered so much hence the problem with it was a minor one to them. The other reason would be, because the president was using the flight as a reference in his speech or maybe it was because of the much pressure, which was being exerted by both the private sector and the government. Recommendations Failures can happen no matter the safety systems applied. Though the cause of the failure was technical, the organizational failure caries a huge part in it. There are numerous things that NASA can do to avoid these types of organizational failures ever happening (Lewis, 1988). One of them is the Hierarchical power. Some of the managements personnel at the high posts have no interest in the hierarchy. Some of them would rather not make decisions that would jeopardize their work. The congress, a body of the NASA which offers regulatory oversight, has no desires to jeopardize the central district of NASA through their decisions. These are huge obstacles to the changes that should be made in the organizational behavior and management. They should create a way in which the engineers can have the ability of by passing the hierarchy and bureaucracy before launching unsafe missions . If the engineers had had their way during the Challengers disaster, the O-rings would have been replaced or the launch postponed. Though these activities would be very costly to NASA, it would not be as expensive as losing the crew and the vehicle (United States Congress, 1986). The bureaucratic procedures should be sometimes be exempted from getting some data. This is because hunch or intuitions which the engineers might have may take a long time to be researched on and analyzed (Hall, 2003). References Dunbar, B. Ryba, J. (2008). Kennedy Space Center. Web. Hall, J.L. (2003). Space Policy. Columbia and Challenger: Organizational failure of NASA. Berkley: University of California at Berkley. Jarman A. Kouzmin, A. (1990). Decision pathways from crisis. A contingency-theory simulation heuristic for the Challenger Shuttle disaster, Contemporary Crises. Kramer, C. James A. (1987). The Space Shuttle Disaster: Ethical Issues in Organizational Decision Making. Michigan: Western Michig an University Press. Launius, D. (1992). Toward an Understanding of the Space Shuttle: A Historiographical Essay. Air Power History, Winter. Lewis, R.S. (1988). Challenger; the final voyage. New Yolk: Columbia University press. McConnell, M. (1988). Challenger: A Major Malfunction. London: Routledge. NASA (2010). Kennedy Space Center. Web. NASA. (2008) Spacelink Challenger Press Release. Web. NASA. (2011). The Mission and the History of Space Shuttle Challenger. Web. Priwer,S. Philips,C. (2009). Space exploration for dummies. Hoboken: John Wiley Sons. Rogers’s commission. (1989). Report Of the President Commission on the Space Shuttle Challenger Accident. Washington DC. G.P.O Turban, E. (1988). Decision Support and Expert Systems, New York: Macmillan Publishing Company. United States Congress. (1986). Investigation of the Challenger Accident; Report of the Committee on Science and Technology, House of Representative, Ninety-Ninth Congress, Second Session. Washington: U.S. G .P.O.