Running head: The Orion Shield Project The Orion Shield Project Executive Summary Henry Larsen and Scientific Engineering Corporation (SEC) recommended Gary Allison with 14-years of project engineering experience and a PH.D in mechanical engineering for Project Manager of the Orion Shield Project. Gary accepted the Project Manager position and within ten months of acceptance Gary was reprimanded and demoted from his position. Mr. Larsen challenged Gary with unethical decision, which undermined Gary’s integrity and his ability to become an effective project manager. Leadership is defined as the ability to influence others to accomplish a mission, project, or task. Although, Gary is an accomplished project engineer, the transition from employee to manager is not as easy as he thought.
Erik seems hampered at quickly knowing exactly where the 21 towers stand. 2. What are the underlying causes of these problems (offer at least one reason)? Erik Peterson lacks the leadership quality which is vital in the position he holds in the company. On more than one occasion he displayed his conflict avoiding trait instead of trying to sort the situation on.
This is a very dangerous job, but I feel that human space exploration is a necessary risk to find ways to better our planet or maybe seek the possibility of living on another planet. Space exploration is very costly but without the use of satellites, the lack of them would impact society; especially the multimedia systems we use each day. Does human spaceflight really produce any gains in our scientific understanding to justify the costs and high risks (Argosy University course material discussion, 2011)? Human Space Exploration: Cost, Risk, Time, and Resources Robert Park has argued that in essence, humans are overrated: robots can perform the same quality of science as humans on the surface of mars, at order of magnitude lower costs (Foust, 2004). I disagree with using robots because they are not human and can’t see, smell or feel what humans can.
Employees also failed to take standard precautions, failed to make constant contact with patients during procedures. Human errors in the overdose of patients were evident. When dealing with human life, technicians were clearly careless, non-attentive in some cases, and showed a lack of appreciation for the risk involved in the operation of the machinery. Other factors were poor training of technicians as well as a lack of sufficient penalty to the technicians involved. Attorneys for the family against the machine manufacturer (AECL) The Therac-25 design eliminated many of the hardware safety features that been built into previous designs, assuming the software was functioning correctly and eliminated the need for safety features.
In this case study Antonio work in the Empress Luxury Lines and he faced dilemma regarding the ethic in the work place. Kevin Pfeiffer works as a computer technician and his roles to estimated damage due to recent thunderstorm. Antonio requested a computer systems upgrade ever since he assumed his post two years ago. Phil Bailey, who was Kevin Pfeiffer’s supervisor, orders Kevin to reports the estimate of damage. Kevin reports about the $15,000 worth of damage so his supervisor and the chief financial officer both were unhappy with it.
Gunter, who is now an owner of the resort, has a vision to make Green Mountain a first-class mountain resort. B. Issues The main problem with Green Mountain was the high turnover rate of competent staff. It was difficult enough to find good employees and the matters was made worst that the good ones did not stay long in the company and move on to other jobs. Gunter tried to keep the good employees by offering term contracts and better benefits, but was not successful.
This made them lose to Reliant in every concession and they gave up too easily due to the fact that they had not prepared.Also, they gave the power to Reliant early on in the negotiation which affected them as they were doing whatever Relaint asked of them.Another blaring flaw in their negotiation strategy was that even though they knew that the forcast figures stated by Reliant were overstated, still they didn’t do anything. In short there negotiation strategy was nothing, as they had not prepared for such an outcome so they did not have a negotiaiton strategy in such a
As such, I feel that Ford and Firestone handled stakeholder issues poorly, and although certain measures were implemented after the incident, I feel that they were insufficient, tardy and unhelpful in regaining customer loyalty. As a result, outcomes of the crisis were less than desirable. From this, we are able to gain many valuable lessons so that these mistakes would not have been made in vain. The largest shortcoming of how Ford and Firestone handled the situation was that they refused to accept responsibility for the product failure. Instead, they shifted the blame to each other, citing the wrong tyre pressure as a reason.
It also shows up as a poor attitude about quality. Quality is viewed as an add on, inspected in, and is an impedance to doing their job. Proper training is not viewed as a prerequisite to start a job which leads to unqualified people performing processes. This fundamental problem also creates an entire host of other problems. These problems, as stated in the case study, include: lack of purchasing, design, and testing processes, inspections that are after the fact with out in-process controls or feed back loops.
But when he raised his query about dynamics of events he encountered other lacks: first of all Mr Hoffner’s weak willingness to handle his customer’s complaint, but also his own incompetence in trying to repair that issue. Now the question is: where Presto Cleaner should push itself about handling complaints? Mr Hoffner, basing on what Mr Shelton asks, assessed the damage more than $200. It may be too much only if there wasn’t any customer care. Providing a high-quality service has its risks, mostly being less cheap than competitors, so keeping your own customers loyal is very important.