Abstract This paper offers an organizational assessment of the National Aeronautics and Space Administration (NASA). The writer of this paper examines NASA's history and mission while also evaluating its goals and objectives. The paper also analyzes NASA's strengths and weaknesses while detailing the organization's strengths and weaknesses.
Abstract This paper details a needs assessment for quality improvement at NASA (National Aeronautics and Space Administration). It includes program goal setting, prioritizing program goals, funding and operational decision-making. The purpose of the assessment is to improve quality performance at NASA.
Abstract This first part of this paper examines the current structure of NASA, and the problems that are spawned by its fragmented structure. The paper then looks at the goals, obstacles and potential benefits of the One NASA program, paying special attention to the Integrated Financial Management Project (IFMP). It examines whether the IFMP -- an agency-wide effort to overhaul NASA's financial and administrative systems and processes ? can have a positive effect in building a more integrated organizational culture within the space agency.
From the Paper "NASA is not a single monolith. Instead, it is composed of several field centers scattered across the country. Each center has its own staff, origin and research focus (Bromberg 1999). Ideally, these field centers work together with their headquarters, situated in Washington, DC. After all, as seen in the following description of their responsibilities and duties, many of the centers have overlapping mandates, duties and projects. However, more often than not, Headquarters and the individual centers are in conflict, resulting in duplication of effort and a waste of resources."
Abstract The author discusses how NASA was created partly out of the need for new frontiers and partly out of fear that Soviets would become militarily superior to the United States after the launch of Skylab in 1957. The author describes some of its early struggles and credibility problems as NASA put a man on the moon before the end of the 1960s. The author explores how NASA survived the budget cuts and changing political climate of the 1970s by pushing forward, culminating in the launch of the Space Shuttle in 1981. The paper concludes in 1985 with NASA's plans for a manned space station and re-evaluation of its mission, key functions and tasks it will have to accomplish as we move into the 21st century.
Abstract The research questions upon which the study is based ask whether or not NASA's organizational structure had an effect on the amount of communication effort expended during preparation for the Columbia shuttle's takeoff and whether it ultimately caused the demise of the shuttle and its passengers. Based on the review of the literature, this study answers the following research questions. Has NASA's organizational culture changed since the Challenger shuttle accident in 1986, which was largely the result of gaps in communication? What aspects of NASA as an agency may have been partially to blame for the Columbia accident? What do independent parties believe caused the accident? What must NASA do to improve the agency before sending more shuttles to space?
Statement of the Problem
Research Questions
Research Methodology and Importance
Literature Review
Research Issue #1
Research Issue #2
Research Issue #3
Research Issue #4
Research Issue #5
Research Issue #6
Research Issue #7
Research Issue #8
Research Summary
References
From the Paper "After nearly seven months of investigation, the Board released a series of findings and recommendations aimed at significantly reducing the chances of further accidents. Their aim has been to improve shuttle safety by multiple means, not just by correcting the specific faults that caused the Columbia disaster. With this in mind, the Board conducted an investigation of what happened in Columbia, as well as what conditions allowed the accident to occur. During this process, the Board identified numerous factors, which they have grouped into three categories: physical failures that were directly responsible for Columbia's destruction; underlying weaknesses, revealed in NASA's organization and history, that may end in catastrophic failure; and additional observations made during the course of investigation."
Abstract This paper explains the history of NASA, starting with the Kennedy administration. It briefly explains the 'firsts' of space exploration: Apollo and Skylab. The writer then discusses the disasters of NASA: Challenger, Columbia, and some Mars missions. It looks at the accomplishments of NASA with technology and at home and ends with the future of NASA with George Bush's Space Boost plan and a conclusion.
From the Paper "Human curiosity about space has been with man as far back as we can go. Native Americans made names for the constellations. Greece created Gods from them. The technology to get to space was just created in the past fifty years. Some consider Americans lucky to live in a nation, where man can touch the surface of the moon. This feat is mostly thanks to the National Aeronautics and Space Administration (NASA), and their advancements. However, recent polls have shown that interest for NASA is down the list of people's concerns, below crime, energy, and the environment for example. Interest has changed since the Kennedy administration, where shortly after, twelve men walked on the moon in a three and a half year period. NASA is still making advancements, however, in the areas of science, math, astrology, and it's new findings in space. Nevertheless, the public remembers Columbia and Challenger. They also know about the millions of tax dollars being spent each year. Because of this, does NASA have a future? Will it still be around in twenty years? Will our children and their children, still dream of becoming astronauts?"
Abstract This paper explains that organizational behavior focuses on the study of behavior within the organizational construct, concentrating on how an individual, group, and structure affect the behavior within the organization. The author points outs that learning from the Challenger Disaster required the NASA organization to look carefully at (1) forces contributing to the flawed decision, (2) reasons for the decisions and behavior that contributed to them, and (3) organizational shortcomings that affected the outcome. The paper stresses that communication can lead to misunderstanding, but so does lack of action; people within the chain of command at NASA did not act upon information that may have changed the outcome.
Table of Contents
Introduction
The NASA Challenger Disaster
Recommendations
Conclusion
From the Paper "In exploring the history behind the Challenger disaster, one discovers, as the Presidential Commission did, that information threatened the "can-do" ideology of the space agency was routinely suppressed by managers at the agency's Marshall Space Flight Center. When Thiokol's engineers raised their concerns a full six months before the disaster, the information they provided was distorted as it made its way up the organizational chain of command, primarily to suit the career interests of Center managers eager to please NASA headquarters. Bosses were told what they wanted to hear and not what they needed to know. Ultimately, Thiokol's engineers were told, in effect, to "sit down and shut up" the night before the launch because the final decision would be made by management."
Abstract This paper discusses the history of NASA from its beginnings and the political framework surrounding its genesis and the beginnings of the Space Race.
From the Paper "Since the beginning of time, man has been an avid explorer. From exploring his nearby surroundings to traveling to the other side of the world to journeying to the stars, man has been on the move constantly. Mankind is a species of risk takers and curious about all that surrounds him. Before man's decision to fly to the stars, one of the biggest eras of exploration was the navigation and exploration of the seas and the inner continents they found themselves upon. Through all of the explorations, it has taken the political and financial backing of the many nations that supported these explorers. And what was the purpose of these explorations beyond curiosity? It seems that the political will of the nations encouraged these explorers to discover and conquer faster than the next nation. It was and still is a matter of national pride; more often than not, it was also a matter of national security, whether real or imagined. The history of NASA reflects this ideal; that exploration isn't always done just for the sake of discovery."
Abstract This paper discusses how, in order to keep the shuttle program an effective vehicle for space exploration, safety of the astronauts must always be the first concern. It explains how deadlines must always be flexible and based on the ability of NASA to make a launch that is as safe as possible. It also discusses how final votes on decisions must be made anonymously to eliminate the influence of group pressure for a goal inappropriate for such a risky endeavor.
From the Paper "The Rodgers Commission, in addition to making numerous suggestions about how to improve the structure of shuttles and ways to increase safety for the astronauts, noted the management decisions that contributed so significantly to the disaster. They particularly noted that decision makers were under considerable pressure to maintain ambitious flight schedules (Harwood, 1986). This pressure stemmed from both political and economic forces. NASA will have to decide whether its goals are one of scientific inquiry or of making money through space exploration. When it is recognized that these two goals are incompatible, they will have to be prioritized. Given the inherently danger to space exploration, it will be clear that safety, based on the best science available, will have to be the overriding concern. In decision meetings, the structural dynamic must support real inquiry, not simply support a predetermined and preferred outcome."
Abstract This paper recounts America's path into space exploration beginning in 1920 with Professor Robert Goddard who created a rocket in a vacuum. The writer explains that in the years following it became a race between the U.S. and the Soviets to conquer space, which resulted in NASA being created in 1961. This paper explains the importance of continuing the space program into the future using economical, environmental and political reasonings. The paper also discusses the option of privatization, which would be effective in the reduction of launch costs and the modernization of current facilities.
From the Paper "Since that first step on the moon, relatively little progress has been made by the United States in the journey into space, beside the commercial ventures. "The reasons that drove our space program and NASA off in the wrong direction are numerous-a lack of leadership from the White House, a skeptical Congress, and taxpayers unconvinced that the space program holds long-term promise for the nation, to name a few." The U.S. is no longer under threat of the Soviets and the motivation has dwindled.
Presently, NASA is engaged in a plan to send man to Mars. First, they will send unmanned craft to "study the planet's soil and atmosphere, analyze rock samples, bring back some rocks to Earth, and determine the suitability of longer-term manned missions." NASA's goal is to send a manned mission in 2014. The delay is due much in part to the neglect of the planet's surface by the Viking mission in 1976, which didn't occur until the Pathfinder probe in 1997."
This paper evaluates, by reviewing individual journal articles, the correctness of Joe Kilminster's decision to launch the "Challenger" space ship on its mission, which ended in disaster.
Abstract This paper explains that NASA managers were informed, adequately and promptly, about the unsuitability of the approved design of shuttle rocket boosters when used under temperatures below 40 F per the contract signed with Morton-Thiokol; but NASA authorities were subject to severe economic and political pressures and schedule backlogs. The author states that, instead of upholding his superior's decision, his fellow professionals? technical findings and recommendations, and observing his profession's code of ethics, Joe Kilminster subjected himself to the pressure of NASA and recommended the launch, despite the negative input of his engineers. The paper concludes that Kilminster is morally accountable and culpable for the disaster, directly risking the lives of seven persons by ignoring his own knowledge as an expert engineer and the strong recommendations of his subordinate professionals
Table of Contents
Introduction
Review of Literature
M. M. Jennings, "Summary of the Challenger Episode"
Gordon Stubley, "Engineer and Integrity"
Diane Vaughan, "The Challenger Launch Decision"
National Society of Professional Engineers, "Code of Ethics for Engineers"
Texas A & M University, Departments of Philosophy and of Mechanical Engineering, "The Space Shuttle Challenger Disaster"
Findings, Conclusions, and Recommendations
From the Paper "Joe Kilminster, an engineer, and the Vice President or Space Booster Programs at Thiokol, was one of four management signatories who approved the launch and the author of the written recommendation that it was all right for the shuttle to fly. Thiokol's contract with the NASA provided that shuttles with boosters, like the Challenger, would function properly only within the range of 40 to 90 F. Its engineers also formalized their objection to such launch the day before the disaster."
Abstract This paper studies the positive impact of having e-mail on board merchant ships and how it would help boost the morale of the sailors. The author shows that both the U.S. Navy and NASA have provided e-mail access to crews and families that resulted in increased morale and decreased negative attitude and behavior. The author concludes that merchant marine companies should provide e-mail access to employees for personal use. This position paper cites examples of the positive effects e-mail use has had on space craft, naval, and merchant ships. Arguments against the use of personal e-mail are evaluated and rejected.
From the Paper "On December 10, 2001 the following was published in The Union Leader: "when you least expect it, you get a message that makes your heart swell with pride. Last week, Dave and Barbara Warren got just such an e-mail. It came from their son, His name is Matt Warren".He's a Fire Control Officer aboard the USS Leyte Gulf. That's an Aegis Cruiser. Basically it's a weapon ship laden with Tomahawk missiles. She's part of the battle group running alongside the USS Theodore Roosevelt in the Arabian Sea. Matt's e-mail came with a photo attachment. It's a simple photo. It's the kind of photo sailors send home all the time. It shows Matt, in uniform, with an M-60 machine gun slung over his shoulder He's also cradling a flag in his arms. It's not just any flag. ?It's the flag they raised at the World Trade Center,? Barbara said. "it's the same flag that was in the picture that showed the firemen raising the flag on Sept.11th". (p.1)"
Abstract This paper analyzes Chapters 6 and 7 of the "Columbia Accident Investigation Board Report". Specifically, it discusses the issues that surfaceed about NASA and its organization and answers the question: If you were designing a new organization to change the core processes what would be your priorities for change? It examines how the National Air and Space Agency (NASA) ultimately is a business organization, just like any other, and how it faces the same funding issues, internal power struggles, and management concerns that any other business faces.
From the Paper "The need for change in the organization is clear, and the priorities need to be established and followed. Clearly, the first priority should be either a general housecleaning in management, or at least a re-evaluation of the current management mission, and how it must contribute to change and safety, rather than deadlines and appearances. The second priority must be communication, because the communication streams are flawed, and it seems some staff are afraid to communicate concerns or problems. It also seems budgetary concerns are also a major issue with NASA. These concerns must be addressed, but they should never come ahead of Shuttle safety, and it seems from the start, they have."
Abstract On 28 January 1986, the world was shocked by the destruction of the Space Shuttle Challenger, and the death of its crew. This paper examines the processes used in deciding to launch the ill-fated mission. It focuses on the flawed culture within the National Aeronautics and Space Administration (NASA) and its associated mismanagement. It analyses how this culture influenced NASA's beliefs, its decision-making process and its performance.
Outline
Background
Engineering
Management Issues
Belief Systems
Conclusion
Bibliography
From the Paper "President Nixon endorsed the Shuttle during the 1972 election year because it would increase employment. In a crime against the English language, he announced that the vehicle would "revolutionise transportation into near space, by routinising it." He also recognised that it was politically unacceptable not to maintain a manned presence in space. However, the Office of Management and Budget continued to monitor the programme's costs. NASA was forced to make savings in the short term, at the expense of higher operational costs and greater risks. Solid-rocket boosters were chosen because they were less expensive to develop and could be more quickly refurbished than boosters using liquid propellants."
This informative paper details the mitigating factors of downsizing at NASA's Office of Education. The writer of this paper also examines employees' reactions to the cutbacks while questioning if impending layoffs automatically decrease employee loyalty.
Abstract This well-researched paper details the fiscal and budgetary reasons for the substantial downsizing at Global Science & Technology, a subsidiary of NASA's Office of Education, as well as three additional companies contracted by NASA's Peer Review Services. This paper, written from the writer's personal point of view, contains insightful research that proves downsizing and layoffs produce decreased loyalties among employees. This in-depth paper contains a proactive solution and implementation plan to regain employee loyalty and trust which include developing human resource programs and creating avenues for promotion. Topics covered in this report include: Introduction Problem Statement Literature Review Causes Solutions and Implementation Plan Developing Human Resources Programs Establish Avenues for Promotion References Reflection
From the Paper "The process by which personnel were selected explains the vehement reaction. When the time came to select staff for termination, the manager held a series of closed-door meetings at which employees were discussed and ranked. His first mistake was not communicating the criteria that would be used to make the selections. Many employees felt that seniority would factor into play, but when the first three names identified staff who had been with the company the longest, confusion and anger began to surface. Rumors about "the list" began to circulate, and staff members, who never did receive any kind of meaningful communication, thought the worst. The layoff timing and methodology also demoralized personnel. Three people were laid off one week, two the next, and three the next. The first batch found that they had been locked out of their computers when they came back from lunch."
