...An Analysis of McDonnell Douglas’s Ethical Responsibility in the Crash of Turkish Airlines Flight 981 The Memorial of Flight 981 at Ermenonville (Johnston, 1976). Executive Summary In 1974, Turkish Airlines Flight 981 experienced a mid-flight cargo door failure which led to the first total loss of a wide-bodied aircraft in history. The aircraft was a McDonnell Douglas DC-10, and this tragedy was compounded by the fact that sufficient corrective action had not been taken by the manufacturer after precursory failures had occurred over the four previous years. The purpose of this report is to evaluate the ethical nature of McDonnell Douglas’s decisions throughout this crisis, discerning their priorities with regard to safety and financial gain, and to assess if these qualities have changed in response. The origin of this catastrophe lay in a poor handling of design and manufacturing. The cargo door’s design employed faulty philosophies, and decisions regarding its manufacture were driven by savings at the expense of safety. However, though the door’s faults were later exposed, a more serious problem involving the tail control lines in the passenger floor was continually overlooked until the crash. This was due primarily to a policy of using old design strategies which met minimum federal requirements. The company oversimplified the control lines’ failure mode when confronted with it in ground testing and, being committed to their own design, were unable to...
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...is still the shortest vehicle production planning schedule in history. The result: The Ford Pinto. While the Pinto was in the design phase it was decided that the fuel tank would be placed under the rear fender instead of over the rear axel to allow for more trunk room in the car. This design however, was quite flawed. The Pinto being smaller than the other American made cars was not built using the same frame design; a design that was manufactured to prevent the fuel tank from exploding upon a rear impact collision. Upon testing a serious defect was found with the placement of the fuel tank. It was determined that if the Pinto was involved in a rear end collision the fuel tank may rupture and burst into flames causing serious injury or death to the passengers. Team A will be examining the ethical dilemmas involved in the case and the solutions that we would recommend today and the solutions that would have been ethically appropriate in 1971. Lee Iacocca was the president of Ford Motor Company in 1971 and was the directive authority behind the creation of the Ford Pinto. He wanted a vehicle produced that cost no more than $2,000, and weighed no more than 2,000 lbs. When the fuel tank design flaw was brought to his attention it was not made a priority because in his words, “safety doesn’t sell.” This statement would come back many times in the numerous lawsuits filled against the Ford Motor Company by grieving families and injured motorists due to the lack of safety features...
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...12 Angry Men PROC 5840, Negotiations, Midterm Case Analysis Table of Contents Table of Contents……………………………………………………….……………………………….…2 Character Listing…………………………………………………………………………………………...3 Major Case Issues…………………………………………………………………………………………..5 Analysis of Juror Number Eight……………………………………………………………………………7 Analysis of Juror Number Four…………………………………………………………………………...13 Analysis of Juror Number Nine…………………………………………………………………………...17 Bibliography……………………………………………………………………………………………….19 12 Angry Men Character Listing Juror Number One (Martin Balsam): The jury foreman, he got off to a shaky start. However, he took his role seriously and facilitates voting. He was generally passive. Outside of the jury room he was an assistant high school football coach. Juror Number Two (John Fielder): This shy bank clerk was initially reluctant to participate and seemed intimidated by other jurors. Although he exhibited a tendency toward avoidance, eventually he contributed to the discussion. His opinion was easily swayed and he appeared to parrot other jurors. Juror Number Three (Lee J. Cobb): This small business owner shared the story of his turbulent relationship with his own son. He was aggressive and confrontational, using hard bargaining tactics such as intimidation, threats, and insults to influence others. He was the last juror to change his mind. Juror Number Four (E.G. Marshall): A calm, rational, and self-assured stockbroker, he concentrated...
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...Moneyball: The Art of Winning an Unfair Game Michael Lewis For Billy Fitzgerald I can still hear him shouting at me Lately in a wreck of a Californian ship, one of the passengers fastened a belt about him with two hundred pounds of gold in it, with which he was found afterwards at the bottom. Now, as he was sinking-had he the gold? or the gold him? —John Ruskin, Unto This Last Preface I wrote this book because I fell in love with a story. The story concerned a small group of undervalued professional baseball players and executives, many of whom had been rejected as unfit for the big leagues, who had turned themselves into one of the most successful franchises in Major League Baseball. But the idea for the book came well before I had good reason to write it—before I had a story to fall in love with. It began, really, with an innocent question: how did one of the poorest teams in baseball, the Oakland Athletics, win so many games? For more than a decade the people who run professional baseball have argued that the game was ceasing to be an athletic competition and becoming a financial one. The gap between rich and poor in baseball was far greater than in any other professional sport, and widening rapidly. At the opening of the 2002 season, the richest team, the New York Yankees, had a payroll of $126 million while the two poorest teams, the Oakland A's and the Tampa Bay Devil Rays, had payrolls of less than a third of that, about $40 million. A decade before, the highest payroll...
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...defective fuel system design led to the debate of many issues, most centering around the use by Ford of a cost-benefit analysis and the ethics surrounding its decision not to upgrade the fuel system based on this analysis. ISSUE Should a risk/benefit analysis be used in situations where a defect in design or manufacturing could lead to death or seriously bodily harm, such as in the Ford Pinto situation? RULE There are arguments both for and against such an analysis. It is an economically efficient method which has been accepted by courts for numerous years, however, juries may not always agree, so companies should take this into account. ANALYSIS Although Ford had access to a new design which would decrease the possibility of the Ford Pinto from exploding, the company chose not to implement the design, which would have cost $11 per car, even though it had done an analysis showing that the new design would result in 180 less deaths. The company defended itself on the grounds that it used the accepted risk/benefit analysis to determine if the monetary costs of making the change were greater than the societal benefit. Based on the numbers Ford used, the cost would have been $137 million versus the $49.5 million price tag put on the deaths, injuries, and car damages, and thus Ford felt justified not implementing the design change. This risk/benefit analysis was created out of the development of product liability, culminating at Judge Learned Hand's BPL formula, where if...
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...Chapter 17 Leadership http://vustudents.ning.com TRUE/FALSE QUESTIONS A MANAGER’S DILEMMA 1. The Ross family decided to hire an experienced CEO to run Bob Ross Buick on the death of Bob Ross, Sr., the founder of the company. (False; moderate; p. 421) MANAGERS VERSUS LEADERS 2. Managers and leaders are the same. (False; easy; p. 422) 3. Leaders influence a group toward the achievement of goals. (True; easy; p. 422) 4. Not all leaders have the capabilities or skills needed to hold managerial positions. (True; easy; p. 422) 5. Leadership is based on authority granted from organizational position. (False; moderate; p. 422) EARLY THEORIES OF LEADERSHIP 6. Fiedler’s contingency model of leadership style proposed that effectiveness depends on the ability and willingness of the subordinates. (False; moderate; p. 426) http://vustudents.ning.com CONTINGENCY THEORIES OF LEADERSHIP 7. The least-preferred coworker questionnaire measures whether a person is task or relationship oriented. (True; easy; p.427) 8. Fiedler assumed a person’s leadership style was adjusted based on the situation. (False; moderate; p. 427) 9. Fiedler identified three contingency dimensions: leader-member relations, task structure, and reward power. (False; difficult; p. 427) 10. According to Fiedler’s research, task-oriented leaders tended to perform better in situations that are very favorable to them and in situations that were very unfavorable. (True; difficult; p. 427) 11. According...
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...THE OLD MAN AND THE SEA Ernest Hemingway The Old Man and the Sea is the story of an epic struggle between an old, seasoned fisherman and the greatest catch of his life. For eighty-four days, Santiago, an aged Cuban fisherman, has set out to sea and returned empty-handed. So conspicuously unlucky is he that the parents of his young, devoted apprentice and friend, Manolin, have forced the boy to leave the old man in order to fish in a more prosperous boat. Nevertheless, the boy continues to care for the old man upon his return each night. He helps the old man tote his gear to his ramshackle hut, secures food for him, and discusses the latest developments in American baseball, especially the trials of the old man’s hero, Joe DiMaggio. Santiago is confident that his unproductive streak will soon come to an end, and he resolves to sail out farther than usual the following day. Character List Santiago - The old man of the novella’s title, Santiago is a Cuban fisherman who has had an extended run of bad luck. Despite his expertise, he has been unable to catch a fish for eighty-four days. He is humble, yet exhibits a justified pride in his abilities. His knowledge of the sea and its creatures, and of his craft, is unparalleled and helps him preserve a sense of hope regardless of circumstance. Throughout his life, Santiago has been presented with contests to test his strength and endurance. The marlin with which he struggles for three days represents his greatest challenge. Paradoxically...
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...CHAPTER ONE 1.0 Introduction 1.1 Background of the Study Nigerian educational system like any other country has its problems, lapses, and controversies. At the time of searching there are many problems confronting Nigeria educational system and institutions. The future achievement of our young children in primary schools depends on the foundation we help them to lay down today. Also, the future condition of our society depends on our children, who will become the leaders of tomorrow. Therefore, because of the total roles of primary school head master one can rightly regard them as important builders of our future generation. Head masters in primary schools occupy vital position in the administration of the school, and in moulding the lives of children. They are individuals who have unique ways of carrying out their job. The peculiarity of an individual human being is manifested in perception. Communication, attitude behavior and intelligence. Therefore, the leadership style of any primary school headmaster affects the working situation positively or negatively which may result in god or poor performances of the children (pupils) in the school. The degree of relationship between the headmaster and teachers determine the effectiveness of leadership of headmaster. According to (NPE 3:14) the objectives of primary education are: 1. The inculcation of permanent literacy, numeracy and ability to communicate effectively. 2. The laying of sound basis for scientific and reflective...
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...1 Twelve Angry Men: An Analysis of Group Effectiveness The Infrareds Ruth Bradner, Penelope McFarline, Michelle McGregor, Jonathon West VCU ADLT 612 Dr. Terry Carter, Professor 2 Twelve Angry Men: An Analysis of Group Effectiveness Introduction Twelve men with diverse backgrounds are sequestered in a room and are unable to leave until a decision, a weighty one that will either condemn a young man to death or set him free, is made. The twelve strangers are bound to each other, trapped within the confines of four immovable walls, until the goal is achieved. They melt in the humidity of middle summer, which is exacerbated by the room's stuffiness and by the stress of their task. We, the audience, sweat as they grapple with each other and with the responsibility that is theirs to fulfill. One could spend a great deal of time debating if the jurors who comprised the cast of “Twelve Angry Men” (Lumet, 1957) were a group or a team. One could, and we will, cite definitions and descriptions from the literature to justify one conclusion or the other. The questions that are more interesting to us, and that constitute the thesis of this paper, are these: Were the jurors an effective group (or team)? And what factors contributed to group effectiveness? Schwarz (2002) has proposed a Group Effectiveness Model that provides facilitators who work with dysfunctional groups a road map, a way to identify where groups have gone wrong. Schwarz identifies three criteria for judging group success:...
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...'A retrospective view of how modern leadership models can be used to explain the development of policing in 1820s England and 1930s America.' Andrew C. Fisher Student No. 08040516 Professional Doctorate – Policing, Security & Community Safety July 2010 “The task of the leader is to get his people from where they are to where they have not been.” Henry Kissinger The centrality of leaders and leadership has long been recognised as a defining feature of the working practices of organisations. Few would dispute the assertion that effective leadership is vital to the processes of organisational change (Denston, 2003; Silvestri, 2007). Indeed, for some, the very definition of successful leadership is the ability to bring about sustained organisational change (Allen and Kraft, 1987). Throughout policing history, leadership has played an essential part in organisational development, learning and management of crises. Some leaders have played their part in the development of the police service whilst others have come to the fore at times of crisis. This essay will take a historical look at some of the people who have played an influential role in the development of policing in the UK and the USA and will ascertain whether the development of the police service in both countries can be attributed or compared to modern leadership models and behaviours. The essay will use historical evidence and will apply modern leadership...
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...Donald Bradman From Wikipedia, the free encyclopedia "Bradman" redirects here. For other uses, see Bradman (disambiguation). Page semi-protected Sir Donald Bradman DonaldBradman.jpg Personal information Full name Donald George Bradman Born 27 August 1908 Cootamundra, New South Wales, Australia Died 25 February 2001 (aged 92) Kensington Park, South Australia, Australia Nickname The Don, The Boy from Bowral, Braddles Height 5 ft 8 in (173 cm)[1] Batting style Right-handed Bowling style Right-arm leg break Role Batsman International information National side Australia Test debut (cap 124) 30 November 1928 v England Last Test 18 August 1948 v England Domestic team information Years Team 1927–34 New South Wales 1935–49 South Australia Career statistics Competition Tests FC Matches 52 234 Runs scored 6,996 28,067 Batting average 99.94 95.14 100s/50s 29/13 117/69 Top score 334 452* Balls bowled 160 2114 Wickets 2 36 Bowling average 36.00 37.97 5 wickets in innings 0 0 10 wickets in match 0 0 Best bowling 1/8 3/35 Catches/stumpings 32/– 131/1 Source: Cricinfo, 16 August 2007 Sir Donald George Bradman, AC (27 August 1908 – 25 February 2001), often referred to as "The Don", was an Australian cricketer, widely acknowledged as the greatest Test batsman of all time.[2] Bradman's career Test batting average of 99.94 is often cited as the greatest achievement by any sportsman in any major sport.[3] ...
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...Running head: CAPSTONE PAPER CAPSTONE PAPER Theoretical and Practical Change in Strategic Organizational Leadership By: John King BSM 3-200 MGT 499 Capstone: Strategic Organizational Leadership Executive Summary The rationale or objective of this Capstone Paper is not to support or defend a particular type of strategic organizational leadership; but, to explore and analyze the theoretical and practical changes that cause organizational leadership to alter its goals and effectiveness, by way of strategic variables or necessity. The understanding and significance of theoretical and practical change in organizational leadership is fundamental to the nature and trends of business and government goals and their effectiveness. Organizational leadership is a planned social process that a person or persons in charge, lead or organize groups of people to achieve a common objective. This process may be orchestrated on a large or small scale and for profit or power. This strategic process is not normally the vision of a manager initially, but the dream or idea of the true leader. The strategies used by the leader of an organization often establish the culture of the organization (Flamholtz, & Randle, 2008). Theoretical and practical change in organizational leadership appears to be involved heavily with organizational culture or behavior. The history and background of organizational leadership has...
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...I'm OK-You're OK By Thomas A. Harris MD Contents: Book Cover (Front) (Back) Scan / Edit Notes About The Author Illustrations Author's Note Preface 1. Freud, Penfield, and Berne 2. Parent, Adult, and Child 3. The Four Life Positions 4. We Can Change 5. Analysing the Transaction 6. How We Differ 7. How We Use Time 8. P-A-C and Marriage 9. P-A-C and Children 10. P-A-C and Adolescents 11. When Is Treatment Necessary? 12. P-A-C and Moral Values 13. Social Implications of P-A-C References Index (Removed) Scan / Edit Notes Versions available and duly posted: Format: v1.0 (Text) Format: v1.0 (PDB - open format) Format: v1.5 (HTML) Format: v1.5 (Ubook-HTML) Genera: Self-Help Extra's: Pictures Included Copyright: 1969 Scanned: November 8 2003 Posted to: alt.binaries.e-book (HTML-PIC-TEXT-PDB Bundle) alt.binaries.e-book (HTML-UBook) Note: The U-Book version is viewable on PC and PPC (Pocket PC). Occasionally a PDF file will be produced in the case of an extremely difficult book. 1. The Html, Text and Pdb versions are bundled together in one rar file. (a.b.e) 2. The Ubook version is in zip (html) format (instead of rar). (a.b.e) ~~~~ Structure: (Folder and Sub Folders) {Main Folder} - HTML Files | |- {PDB} | |- {Pic} - Graphic files | |- {Text} - Text File -Salmun About The Author Thomas A. Harris is a practising psychiatrist in Sacramento, California. Born in Texas, he received his B.S. degree in 1938 from the University of Arkansas Medical School and his M.D. in 1940 from Temple...
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...Дневник читателя READER’S JOURNAL Ernest Hemingway. The Old Man and the Sea (1952). Joseph Heller. Catch-22 (1961). Tennessee Williams. A Streetcar Named Desire (1959). Iris Murdoch. The Black Prince (1973). Jerome David Salinger. The Catcher in the Rye (1951). Michael Ondaatje. The English Patient (1992). Ray Bradbury. Fahrenheit 451 (1953). Ken Kesey. One Flew Over the Cuckoo’s Nest (1962). Edward Albee. Who’s Afraid of Virginia Woolf? (1962). Arthur Miller. Death of a Salesman (1949). ------------------------------------------------- ------------------------------------------------- Ernest Hemingway. The Old Man and the Sea (1952). ------------------------------------------------- ------------------------------------------------- FULL TITLE · The Old Man and the Sea ------------------------------------------------- ------------------------------------------------- AUTHOR · Ernest Hemingway ------------------------------------------------- ------------------------------------------------- TYPE OF WORK · Novella ------------------------------------------------- ------------------------------------------------- GENRE · Parable; tragedy ------------------------------------------------- ------------------------------------------------- LANGUAGE · English ------------------------------------------------- ------------------------------------------------- TIME AND PLACE WRITTEN · 1951, Cuba ------------------------------------------------- ...
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...from merely good ones? It’s not toughness, vision, or industry smarts. It’s their emotional intelligence—a potent combination of self-management and relationship skills. Studies strongly suggest that emotional intelligence plays a far greater role than IQ in determining leaders’ effectiveness, and thus their organizations’ success. To increase your emotional intelligence, start by understanding the skills that define it. Then learn how to flexibly interchange those skills to meet the needs of shifting circumstances. Finally, use mood contagion (a powerful neurological process) to create positive chemical connections between your and your followers’ brains. COPYRIGHT © 2008 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Featuring the work of Daniel Goleman, this HBR Article Collection shows you how to foster and spread the positive emotions that drive quantifiable business results in your firm. The Articles 3 Article Summary 4 What Makes a Leader? by Daniel Goleman Emotional intelligence comprises five self-management and relationship skills. Selfmanagement skills include 1) self-awareness—knowing your strengths, weaknesses, and emotions and their...
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