Organizational Behavior the Columbia Space Research Proposal

The final form of the proposed course of action is as follows:

1. Employees would be offered training programs in order to increase their confidence in the institution - these trainings would first be offered to administrative staff, namely managers, who would then be able to better supervise the NASA operations, identify and propose solutions to the encountered limitations. The programs would also prepare employees for the changes that are about to be implemented. They would help in increasing on the job satisfaction and reducing reticence to change.

2. Changes in the organizational culture - NASA would make it clear that they encourage open communication. They should ask all staff members to report any operational or safety shortages. The previous overconfident image would be shattered and the organization would recognize the new realities and adapt to them 3. They should request new funds - their endeavors would take place at both the U.S. Government, as well in for-profit organizations. The federal institution has to recognize the current limitations of NASA and the endangered safety of the American astronauts and their endeavors and grant the institution new funds. Then, NASA officials should also address the business community for sponsorships. Given the fear of a damaged reputation, NASA could ask their sponsors to sign confidentiality contracts and not disclose the sponsorship to tertiary parties.

4. Organizational restructuring - this is by far the most complex and challenging task for the NASA officials. It should be implemented gradually and with the assistance of specialized outside consultancy.

6. Concluding Remarks

The Columbia Space Shuttle disintegrated 16 minutes after reentering the earth's atmosphere, after it had completed a successful mission in space. The failure of the shuttle was investigated by the CAIB and the findings of the board were eye opening - the technical mistakes were rotted in the poorly implemented organizational behavior. The failure of Columbia had been due to insufficient trainings of the seven astronauts, poor communications within the institution, insufficient funds, a far too complex organizational structure or an overconfident culture.

As the case points out, it wasn't' just a single managerial error that led to the disaster, but a combination of several such mistakes. As a consequence then, the solution to the current challenges is a combined implementation of several strategic approaches, including changes in the organizational structure, the offering of training programs, the contracting of additional funds or the changes in the organizational culture.

The ultimate recommendation is for NASA to accept that the world is evolving at a rapid pace and that they must learn how to adapt to the new realities of the contemporaneous society. If they fail to do this, they will eventually lose their edge and more disasters will follow.

Reference:

Integrative Case: The Columbia Space Shuttle…