...Situation in Ronald Reagan’s Challenger Address. In this article, using the rhetorical situation, I will dissect the logical circumstance of the authentic discourse "The Challenger Address" conveyed by the 40th president of the United States, Ronald Reagan. The rhetorical situation is comprises of four components: audience, event, speaker and occasion, each one surveying the nature of discourse. Americans had elevated requirements of the space programs, which proposed to give the United States an extraordinary feeling of accomplishment. The importance of the space project lies basically in which symbolized American grandness in science and innovation (Lambright). Therefore, the gathering of people of Reagan's discourse was American open; the individuals who had encountered the shocking national misfortune of seven American space explorers came about because of the disappointment of space administration. Confirmations of Reagan continually including American subjects predominate...
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...a) Challenger Technologies was known as the leading IT products ,PC clinic services and related products provider which established in 1984 in Singapore. It has grown from a small outlets to about 33 outlets include 11 specialty store ( Challenger mini, Matrix, Pixels) and 20 super stores in over Singapore and Malaysia. The company open these stores in a competitive famous and fragmented space such as Sim Lim square, Funan Digitalife Mall, The Clementi Mall, The Singapura etc…Challenger is a business of providing plenty of difference IT products and services. It has more than 180 IT suppliers and more than 50 product lines. The group has a strong relationship with IT vendors (include Hewlett Parkard Singapore Pte Ltd; Tech Pacific Singapore Ltd; Acer Computer Pte Ltd). This network help the company to provide a wide range of IT products to customers and provide company a lot of benefits such as competitive credit term and price term for payment. Challenger superstore’s product lines include computers, laptops, input devices, hardware, software, printing devices, office products, imaging and video products, multiplayer products, home entertainment appliances and so on. Matrix IT gallery are specialty stores set up to target customer who may not come to Challenger store. These stores offer customer the latest and most popular IT products (hardware or software) and focus on creating sales with lower margins. The group also provided post-purchased IT services to customers even...
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...DeVry University Keller Graduate School of Management Pomona, California The Challenger- Nasa’s Decision MAking Process By Briana Bass Brianacbass@gmail.com Leadership & Organization Behavior MGMT-591-20623 John Poore 2/19/2015 The Challenger- NASA’s Decision Making Process Introduction: I am researching the decision making process that allowed on space shuttle, called the Challenger to go up into space, but was destroyed upon take off. I will analyze the reasons why NASA allowed this aircraft to take off, and the reason why it should not have. I will also research the aftermath and how this huge error could have been avoided. The National Aeronautics and Space Administration was created on October 1, 1958 by the President of the United States and Congress. It was to provide research into the problems of flight within and outside the Earth’s atmosphere. The main reason NASA was invented was due to World War 2. The United States and the Soviet Union were engaged in a cold ward. During this time, space exploration become the one of the highest priority discussions. This became known as the space race. (American Psychological Association, 2011) The United States launched its first Earth satellite on January 31, 1958. It was called Explorer 1. Then the United States started several missions to the moon and other planets in 1950 and the 1960’s. It had 8,000 employees and an annual budget of $100 million. Nasa rapidly grew. They...
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...The Space Shuttle Challenger Disaster was a preventable disaster that NASA tried to cover up by calling it a mysterious accident. However, two men had the courage to bring the real true story to the eyes of the public and it is to Richard Cook and Roger Boisjoly to whom we are thankful. Many lessons can be learned from this disaster to help prevent further disasters and to improve on organizations ethics. One of the many key topics behind the Challenger disaster is the organizational culture. One of the aspects of an organizational culture is the observable culture of an organization that is what one sees and hears when walking around an organization. There are four parts to the observable culture, stories, heroes, rites and rituals and symbols. The first one is stories, which is tales told among an organization’s members. In the Challenger Space Shuttle incident there were mainly four organizations thrown together to form one, Morton Thiokol, Marshall Space Flight Center, Johnson Space Center and NASA Headquarters. All of these organizations had the same type of stories to be told. At Morton Thiokol, they talked about their product and their big deal, which they received from NASA. At NASA, it’s members retold stories of the previous space missions and being the first people to have landed on the moon. Second are their heroes. At Morton Thiokol, their heroes might have been the founders of the organization or it’s top executives like Charles Locke or Jerry Mason. At NASA, their...
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...Company), is considering the offer of a buyer from Hi-Valu stores, Inc. who wants BBC to produce bikes for them. This offer represents an opportunity for that “mid-market” bicycle manufacturer, but is also represent costs. Before taking a decision, Suzanne Leister has to think about all the financial, strategic and marketing aspects. Question 1: What is the relevant cost per unit of manufacturing a Challenger bike? To answer this question, we use the relevant cost analysis. According to this method, relevant costs and revenues are the only costs to be taken into account when assessing the different possibilities alternatives in decision-making scenarios. Here, Baldwin Bicycle Company (BBC) has to decide wether it will accept Hi-Valu’s offer. This offer represents some revenues, but also some costs, due to the loss of 3,000 units sold (expressed by the CEO of the company in page 2). We tried to balance the total contribution and the net revenue erosion in the Excel file given in appendix. To determine the relevant cost per unit of manufacturing a Challenger bike, we may reconsider all the elements given in Leister’s primary analysis. Hi-Valu offers to purchase the units at $92.29, which results in a contribution margin of $23.09. However, it is said that Leister anticipates a loss of 3000 of Baldwin Bicycle Company’s regular units sold. This results in a loss of $115,141.53 in sales ($38.38 per bicycle over 3,000 units). - However at that point, it would be...
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...Emalee Foote Professor Francis Eng 105 09 February 16 Ronald Reagan and the Shuttle Challenger Crash On January 28, 1986, Ronald Reagan delivered a speech on the topic of the shuttle Challenger crash from the oval office in Washington D.C. In his speech, he discusses the events that took place and speaks to many about the tragedy. He addresses the children who watched it happen live, NASA workers, the families of the victims, and everyone else in the United States. He discusses what we will do next because even though this is a time of much tragedy we as a nation need to stand together and continue to go on our journey. Ronald Reagan effectively uses pathos and logos to inform the nation of the tragedy and to persuade them that we must not...
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...Executive Summary This Report attempts to unfold the management flaws and terrible decision making that marked the morning of the 28th of January 1986 as a terribly tragic disaster. What it sadder is that this disaster was mainly due to inhumane practices conducted by the NASA and the management bodies of companies associated with this project than natural reasons. The whistleblowing led to the loss of billions of dollars and more importantly loss of 7 innocent lives. The space shuttle was propelled by the two attached Solid Rocket Boosters (SRBs) and an external fuel tank. The SRBs were joined to the External Tank. aOnce the SRBs ignited, hot gases heated the rubber O rings and they eroded to seal the joints. SRB joint design had a serious flaw in it and the engineers knew it meant a catastrophe and yet they passed the design for flight. The O rings worked only down to a temperature limit of 12 ̊ C, but the morning of the launch saw temperatures as low as -1 ̊ C which was much lower than the prescribed limit. Many engineers voiced to postpone the launch and wait for the weather to be stable but the management turned down these arguments and the challenger was cleared to launch at 11:38 A.M. As the shuttle took off, the right SRB emitted puffs of smoke which meant that a gap was punched into the SRB and hot gases were escaping it. The O ring was supposed to seal the gap off but it was frozen so it failed and the secondary O...
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...Q1. How would 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 emolument that their competitors and also provided an innovative modular design for the SRBs that would ease the transportation. There were many reasons NASA was pressured to launch, one being the need to launch the 51L space shutter without any delays so the launch pad could be restored in time for the next mission. Also, any delay in the mission would only result in negative publicity through the media. Under such pressurised circumstances, NASA and Thiokol could not look in the right direction and lacked consensus. So, communication breakdown was perhaps the major contributor in the decision making process here. It is evident that Thiokol was not prepared for the Teleconference since it did not have all the necessary statistical inputs required to arrive at a conclusion. This lead to an internal communication failure within Thiokol. The primary factor for such a communication failure was the lack of structured data and no proper way of seeking the data. Apart from this...
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...Challenger case study analysis Facts 1. Space shuttle challenger disaster leads to the death of its crew members 7. 2. NASA’S organizational culture and decision making process is a key contributing factor of the accident. 3. NASA managers had known contractor Morton Thiokol’s design of the SRB contained a potentially catastrophic flaw in the o-rings since 1977. 4. NASA disregarded warnings from engineers about the dangers of launching posted by the low temperature of that morning. 5. The ROGER”S commission offered NASA 9 recommendations that were to be implemented before shuttle flight resumed. 6. The o-rings had no test data to support any expectation of successful launch in such conditions. 7. Challenger was originally set to launch from Kennedy space center in Florida at 2:42 EST Jan 22. 8. Launch was delayed 1st to Jan 23 then 2nd to Jan 24, 3rd to Jan 25 due the bad weather at the TAL site in Senegal. NASA decided to use Casablanca as TAL site but it wasn’t equipped for night landings so they had to move it to the morning to Florida. 4th to Jan 27 9:37 as of unaccepted weather at Kennedy space center and5th to Jan 28 as by problems with the exterior access hatch. 9. Delayed 5 times shows lack of good decision making and management of NASA’s managers. 10. Morton Thiokol is the contractor responsible for the construction and maintenance of the shuttle’s SRBs. 11. Rockwell international is the shuttle’s prime contractor. ...
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...a) Situation Brief In this project, I was assigned to spend some time with a salesperson to observe and evaluate that individual salesperson’s selling skills and technique. Coincidentally, I intended to purchase a personal laptop for doing the school assignments. Therefore, on 19 January 2016, at around 2pm, my friend and I had visited Challenger, an IT retail outlet to pick a budget laptop for myself. Challenger is located at Jurong West Central 3 #B1-94/95/95 Jurong Point Shopping Central. Challenger is a dynamic regional IT retailer in Singapore, which it is well known for their strong brand name, attractive ValueClub member privileges and strong product partnerships with major global brands such as Apple, Samsung, Canon, Hewlett Packard (HP), Lenovo, Asus and Challenger’s very own private label, Valore. There are variety of technology gadgets displayed nearby the entrance of the store. These items are typically expensive and may require assistance from the sales representatives. b) Selling Principles * The existence of personal selling Personal selling is an important element of promotion mix and an effective promotional tool. Indeed, it is the oldest and the most popular method of selling goods and services. Challenger is using personal selling as one of their promotional tools. Selling process at Challenger outlet is often very “technical” in nature as they are mainly selling electronic items which has specialised aspects. The staffs are encouraged to...
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...of Mexico Restoration” website uses three strategies to try to repair its reputation: to show the public that BP is trying to help to develop a better community in the Gulf states, the company’s website uses a video clip that shows the company’s sponsorship of the Challenger Learning Center which helps educate local children; to show the public that BP is an ethical company and is ready to compensate the damages people and businesses suffered because of the oil spill, the website offers the affected individuals claim forms to report damages; to show the public that BP’s effort to restore the environment is successful, the website uses colorful photographs of people involved in the restoration processes. To show that BP is trying to develop communities in the Gulf States, the company’s website uses a video clip that shows how BP is sponsoring the Challenger Learning Center, an attempt to bolster education in the Gulf Coast. Under the title “Community development in the Gulf states” there is a two minute and twenty second long video of Challenger Learning Center, its director, professors, and students. The video clip highlights how BP is giving a chance to low-income families to send their children to the Challenger Learning Center that specializes in...
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...Case Study - Amazon.Com • Launched in 1995 as an online bookstore by Jeff Bezos. • Diversified into a broad range of items including DVDs, CDs, computer software, video games, electronics, apparel, furniture and groceries. • Separate websites to serve Canada, UK, Germany, Austria, France, China and Japan. Gross sales have reached almost $ 50B at the end of 2011 with a net income after tax of $ 556M. Amazon.Com’s Competitive Advantage Capital Efficiency – It does not have retail stores and limits its capital investment to its headquarters and warehouses. It receives payments from its customers on an average of 17 days before it has to pay its suppliers. Inventory Velocity – Averages 16.5 times per year. Technology - Uses information technology to execute supply chain on a large scale to realize economies of scale making its gains in capital efficiency and inventory velocity possible. • Run its warehouses as efficiently as possible. It is so high tech that its ERP has complex algorithms that can analyze relationships among the items customers purchase to find groupings that can be located in the same warehouse, thus reducing shipping costs. Warehouse operating costs has dropped from 20% of revenue to less than 10%. • Optimizes delivery performance and enhances service reputation that minimizes distribution mistakes. • Offers its retailing and supply chain management services to more than 1.1M other retailers both large and small. Amazon.Com’s Competitive Advantage ...
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...every day. Communicating is very important in the prevention of disasters and reaction to an emergency. Often time’s communication plays a big part, but is placed in a small window of opportunity to gain a response from a small or large group. When lives are at stake, communication should take lead focus in the efforts to prevent disaster. Communication is a two way street. A speaker usually focuses on the information they want to get across. A listener may understand the message, understand a portion, or miss the message all together. This occurrence played out in the disaster of spaceship Challenger and Columbia. In comparison, the communication issues that happened in both Challenger and Columbia are very similar. Even with NASA’s advanced technology, engineers and political backing failed in communicating flaws of productions elements. A contractor in the Challenger camp, Thiokol failed to address flaws in the O –rings in 1977 and engineers disregarded potential launching in colder temperatures. Many years later NASA disaster struck the space program again. Space shuttle Columbia went down in flames over Texas. The disaster was debated because in multiple meetings before launch, potential problems were not communicated or the frequency in which the problem were occurring. So the question is what if the problems were communicated effectively? Communication issues in the workplace can be just as detrimental. The scenario we will examine is located in a small...
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...Earnings management, or some say ‘creative accounting’ are accounting practices that do not follow the rules of standard accounting practices. It is defined as ‘the use of judgment in financial reporting and in structuring transactions to alter financial reports to either mislead some stakeholders about the underlying economic performance of the company, or to influence contractual outcomes that depend on reported accounting judgments.’ (www.nysscpa.org/cpajournal/2001/0700/features/f073801.htm) There are compelling economic reasons for managers to engage in earnings management, because the value of the firm and the wealth of its managers are inextricably linked to reported earnings. Manipulating share price Firm managers perceive a connection between reported earnings and the company’s market value. In an effort to alter investor’s perceptions, companies usually engage in earnings management to manipulate earnings in an effort to report positive earnings and earnings growth. Such actions will also portray a strong financial position of the company at the end of the financial year. As a result, investors will be attracted to buy the company’s shares. Shareholder and public’s confidence with the company will also increase. Thus, this leads to an increase in stock price which is the ultimate goal of firm managers. Compensation Contracts between a company and its managements’ remuneration depend on accounting numbers to determine exchanges between them. The top management’s...
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...Do you ever wonder if the news articles that you are reading is stating the truth or if it’s full of stories? In the article, ‘The Onion’ Has Finally Confirmed There Were No Survivors In The Challenger Disaster (2018), the Newton stated that on 1986, The Onion brought attentions from the media in America and so about it’s honest finding of their publication about the shuttle blowing apart in just after seventy-two seconds after it took off. Because of the run-ons and complicated writings in this article, it would be best fit for children with ages of thirteen and up. Their main purpose is to inform America of the serious truth about The Onion’s publishcation. Their subject was confirmed that no one survive the space shuttle crash. In this...
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