Public Administration

ORGANIZATION THEORY
Columbia Space Shuttle Crash
Poor organization culture forms one of the major factors that obscures its vision, delimits its objectivity and culminates to massive extended losses.  Such was the ineffectiveness with the NASAs organization culture that resulted to the Columbia Space Shuttle Crash, killing all the crew, deleting the whole objective and earning of poor repute both locally and internationally.  

What aspects of NASAs culture were criticized in the two reports
The crash of the Columbia Space Shuttle was partly attributed to the NASAs organization culture which failed to identify key flaws despite previous citation when the Challenger crashed.  Columbia Accident Investigation Board (2003) indicates that NASAs organization structure was poor in making key decisions regarding space flights.  Notably, decision making on safety was only bestowed to one single individual, the Shuttle Program Manager.  As a result, employing critical analysis of all safety considerations was very hard.  In addition, Columbia Accident Investigation Board (2003) indicates that the structure assimilated a highly rigid culture which failed to identify the importance of continued improvement in the space shuttles re-designing.  Since the Space Shuttle Challenger Disaster, NASA had not effected a new response system to guarantee perfectness and flexibility in the space shuttles.  Before the Challenger took off, Morton Thiokol understood the flaws with its O-Rings which later caused the disaster few moments after taking off (Henry, 2008). Similarly, NASA failed to implement the recommendations on the thermal protection system that resulted to the Columbia Space Shuttle Disaster.

Why is it difficult to change an organizations culture (Cite the views of specific authors in the organizational theory literature.

According to  Richard (2009), organization culture forms one of the hardest aspects to change as it defines the peoples immediate identity.  As a result, changing the culture involves changing their identity a consideration that demands immediate holistic restructuring.  As a result, Henry (2008) argues that human nature becomes very resistant to changes due to lack of clarity of the new mechanism established.  This was the key factor which reduced the ability of all the NASA staff to cite and effectively address all possible sources of danger (Columbia Accident Investigation Board, 2003).  

According to the organization theory, application of a bureaucratic system in an organization shuts the need for effective contribution by all stakeholders especially in emphasis for change (Richard, 2009).  As evidenced by the two space shuttles crash, both the running of the organization and management of the space flights were bestowed on few individuals only.  As a result, the need for change through effective change agents at lower levels becomes almost impossible as employees either delimits them or fails getting the necessary incentives for creativity and innovation.

 What steps would you recommend and why
To effectively address the problem of culture in NASA organization, it would be very crucial that a new non bureaucratic structure that empowers all the parties in the organization (Columbia Accident Investigation Board, 2003).  From this consideration, it would be easy for all the stakeholders to make their contribution and therefore ensuring higher levels of perfectness in the assimilated ideas.  In addition to that, it would be important that the organization assimilates the concept of continuous improvement in the organization structure.  Under this consideration, NASA would become highly flexible by viewing every idea from a potential for improvement point of view (Henry, 2008).  Finally, the organization should seek to embrace external and internal analysis and assessment as a platform for raising its standards for positive contribution and therefore employ professional advice to invoke change agents views.  
 
PART III
HUMAN RESOURCES MANAGEMNT
Effective human resources management practices operations form the main basis for an organizations ability to apply ethical principles and therefore facilitate achievement of its objectives.
Describe, in layperson terms, what the end results of each function should be, if the function is being carried out properly

If the functions, of the human resources are carried out effectively, the result of affirmative action would be equal chances availability for both genders.  The classification of employees to different levels depending on their discipline would facilitate their faster reform from and easier observation by the departmental supervisors.  Besides, selection would further be entirely dependent on specific capabilities of an individual and totally devoid of discrimination and corruption.  Performance appraisal in the organization would further be based on the organizations objectives and established strategies.  Of key importance would be frequent training for the staff and constant exchange programs a consideration expected to result to high creativity and innovation.  Finally, the employees would be highly disciplined and cooperative with the authorities in the organizations resulting to reduced conflicts and resistance.

 Describe, for each HRM function, what Marys role should be (what specific actions she should take) and what Williams role should be (what specific actions he should take) in order to ensure that the desired end results you described in 1) above for each HRM function, are actually achieved.

Notably, Marys roles and Williams duties are highly complementary and should therefore take place concurrently.  For affirmative action, William should facilitate establishment of the correct policies for gender representation in the organization and foreseeing its employment.  Mary should on the other hand facilitate the same equality is replicated at the lower implementation levels.  In classification, both Mary and William should seek to categorize the employees depending on their discipline and hard-work and therefore easy for Mary to assess their improvement.   For employees selection, it would be the role of William to ensure that only those who are highly qualified get into the organization to facilitate greater creativity (Robert and John, 2007).  While William should draw performance appraisal based on the organization objective, Mary would be directly responsible for its application as employees conduct their tasks in the field.  Finally, Mary should frequently organize training sessions for the employees while William facilitates them with key logistics.   Notably, the element of discipline would be executed by both officers.  For Mary, she would address smaller cases, however, William would be involved in addressing sever cases.

Assume that a major scandal has occurred in a Sanitation District (not Marys). It involves several workers having taken bribes to remove, as part of their regular routes, certain items (e.g., hazardous waste, extra-bulky items) that Department regulations forbid workers to remove in that way. Decide explicitly which HRM function is most important, 2nd most important, 3rd most important, and 4th most important for the purpose of helping the Department to overcome the effects of the scandal.
It is worth noting that corruption scandals are indeed very negative and therefore must be addressed with great emphasis that restores public trust on the remaining officers (George, 2009).  To begin with, those involved would be effectively disciplined especially for the notion of taking bribes from the citizens.  Then they would be trained on the effective methods of carrying out regular routines to ensure that wrong methods are not used again.  Then the involved employees would further be classified as poorly disciplined and therefore subjected to more supervision in their duties. Finally, their improvement would facilitate their selection in the same section or even for possible promotion.

This criterion is considered to have high potential in facilitating change to the undisciplined employees.  The first step is a very harsh option and would therefore strongly reprimand their behavior while gathering the necessary public confidence.  Then, the next two would strongly create the skill for similar jobs and act as a reminder to the employees of the need for more through classification.  However, it is the last step that would facilitate more effort for the undisciplined employees to change their ways and therefore enjoy the benefits.  Therefore, this criterion was chosen due to its integrative nature that integrates disciplining while emphasizing on raising the working standards quality.    

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