A Character From Everyman Essay

Everyman is a medieval play composed by an unknown creator. The focal subject of the play is that when an opportunity to leave the world is drawing nearer, an individual may wind up being sold out by their loved ones, and just great deeds is significant toward the end. God and religion are additionally significant perspectives in this Middle Age show, since it depicts Everyman’s progress from dread of death to a â€Å"Christian renunciation that is preface to redemption† (115). The characters in the play comprise of subjects, action words, and articles. The fundamental character in the show is Everyman, except the name is a portrayal of humankind as a rule. Everyman requests that different characters tail him on his excursion to death. Right off the bat, Everyman goes to Fellowship who is his companion, yet the first to spurn him by recommending drinking or associating with ladies as opposed to going on excursion of death. Furthermore, he asks his relatives, Kindred and Cousin, to go along with him on his excursion. In any case, Kindred and Cousin are traitorous to Everyman by helping him to remember the things he has never accomplished for them. Thirdly, Everyman alludes to Goods, which are Everyman’s possessions. Notwithstanding, he is baffled to discover that he can't keep his material belongings with him a secret forever. Fourthly, Everyman calls upon Good Deeds. Great Deeds can't go with Everyman promptly, except prescribes first proceeding to address information. In conclusion, Everyman takes Good Deed’s guidance and goes to Knowledge. Information drives Everyman to Confession with the end goal for Everyman to recognize his transgression and be pardoned. Great Deeds rises again and Everyman asks Good Deeds, Beauty, Strength, Discretion, and Five Wits to go along with him on his excursion to death. In spite of the fact that they all concur and tail him, they flee when they approach his grave aside from Good Deeds. In this way, by shutting of the play the crowd can infer that Good Deeds is the main character who didn't double-cross Everyman. Taking everything into account, Everyman is a medieval performance center piece that shows a thing or two to the perusers about the significance of life, which is that the things an individual accomplishes for others during his lifetime are what checks toward the finish of one’s life. Everyman initially thought his family, companions, and assets would be there when he kicks the bucket, yet understands that none of that issues when life closes.

Sunnyside Wellness and Spa Center Research Paper

Sunnyside Wellness and Spa Center - Research Paper Example Sunnyside Wellness and SPA Center considers this to be a chance to set up, flourish and develop its SPA and Health Center in Naperville, Illinois. The board accepts that individuals will keep on searching for the ideal SPA benefits that would coordinate their changed needs and prerequisites. This is the thing that administration might want to infiltrate and win. To accomplish a triumphant edge over contenders, Sunnyside Wellness might likewise want to enhance its administrations, focusing on excellence and unwinding administrations, however on empowering smart dieting also. It is with this purpose the executives chose to consolidate into its items and administrations the Sunnyside Nutrition Program, which incorporates cooking classes and meetings with dieticians. Just wellbeing plans would be presented in its cooking programs, and an authorized dietician will give conference administrations and furthermore assess the plans being educated. Expansion permits Sunnyside to extend its mar ket reach and pull in even the individuals who are not so much into the excellence and health programs into profiting its items and administrations. The sustenance program will pull in another specialty showcase, which will add to the productivity of the entire organization. In rundown, the Wellness business has a solid domain that empowers imagination among its players. Inventiveness comes through blending and coordinating item bundles that best suit the market’s needs. II. Meaning OF MARKET SEGMENT/NICHE 1. Separation system Focused Marketing Strategies †Facing firm rivalry from other more seasoned and entrenched SPA and Wellness Centers, Sunnyside perceives the requirement for it to be increasingly basic in its advertising procedures, concentrating on the opportune individuals and guaranteeing that the correspondence materials and exercises are in reality exact, direct to the point, and tempting to the objective market. The administration gloats of its key showcasing endeavors, expanding accessible systems and hardware to infiltrate the market and pass on to them the ideal message. Expansion †the company’s all encompassing methodology towards solid living puts an edge over contenders. While contenders center around wellbeing administrations alone, Sunnyside puts premium on generally wellbeing and health by putting resources into offices, projects and asset people that would bring the objective market included information smart dieting. The company’s capacity to wander out of the regular certainly makes them stand apart over the rest. Serious Market Knowledge - as an assistance kind of business, it is urgent for Sunnyside to have the option to recognize specifically the patterns in Beauty and Wellness industry to concoct a decent blend regarding its items and administrations. Thusly, it gains by a decent statistical surveying, coming about to the ID of specific items and administrations for a focused on advertise section. Makin g of numerous open doors from a solitary line of aptitude †Beauty and Health Care might be advanced and changed into a pool of different administrations that are additionally outfitted towards the absolute prosperity of the client. Because of inquires about, the items and administrations that are Morocco enlivened will be blended in with impacts from Asia and Europe to think of innovative, yet compelling items and administrations. All the more critically, the natural cooking class idea will permit the organization to grow its

Marion Pritchard :: essays research papers

MARION PRITCHARD Marion Pritchard was conceived in Amsterdam, Holland in 1920. Her dad was an appointed authority who treated her with adoration, regard and mindful. Her mom lived in Britain. Marion would visit her mom who dwelled there. Marion viewed the German intrusion on May 10, 1940, and as hostile to Semitic laws were passed, she disclosed to her Jewish companions to get away or to cover up. Her dad was not Jewish; notwithstanding, he was disillusioned that the Dutch government didn't accomplish more to support Jewish evacuees. As Hitler rose to control she viewed numerous youngsters being tossed into trucks which empowered her aid the salvage exertion. Marion recalled two officers kidding about getting little kids by the arms, legs, and hair, and hurling them around. In 1942 she took in the Polak family and concealed them in a small space under her parlor. Her companions would give her milk and other sound nourishments to take care of the Jews. One night a Dutch cop representing the Nazi system thumped on her entryway promptly toward the beginning of the day. A neighbor had revealed that she was concealing a Jewish family. She realized she would be sent to a death camp alongside the Polak family on the off chance that they were found. Marion accepted that it was either the official or the kids, thus she shot the official. A while later, a gay Jew expressive dance educator removed the dead body from Marion’s house around evening time and took it in a truck to the funeral director. The funeral director put the officer’s body in a final resting place which was destined to be covered. Marion was fortunate that the cop was not missed. She concealed more than 150 individuals from the Nazis yet a few Jews were found and executed. The Nazi armed force killed around 110,000 of the Netherlands’ 140,000 Jewish residents. After the war was over the Polaks came out of covering up. The mother who had been isolated from the Polak family was brought together with them. Marion chose to work for the United Nations help and Rehabilitation Administration’s Displaced Persons camps to locate her Jewish companions.

A Biting Elegy Ben Jonson on Shakespeare - Literature Essay Samples

A master of humor and satire, Ben Jonson was a playwright, poet, and actor; he was also known as one of Shakespeare’s theatrical contemporaries, if not Shakespeares prime literary rival. His poem â€Å"To the Memory of My Beloved the Author, Mr. William Shakespeare† was as an elegy to commemorate Shakespeare and his works. However, Jonson is not truly sincere in his admiration of Shakespeare. Jonson shrewdly undermines Shakespeare by hiding his criticism under the laudatory guise of the poem. Jonson subverts the expected, masterful image of Shakespeare by overtly praising him in a theatrical manner, discrediting his admirers, exposing his faults, and questioning his greatness relative to the great poets of the past. While the poem is written as an elegy to Shakespeare and therefore is supposed to be extolling in nature, Jonson’s excessive use of praise hinders the reader from fully admiring Shakespeare. The title not only overstates the obvious intention of the poem (a devotion to Shakespeare), but also is also especially lengthy and superfluous that it hints insincerity. Jonson attempts to praise Shakespeare by giving him several adjectives as decorative titles. He opens with â€Å"My Beloved,† an intimate and loving term. However, instead of being consistent with this level of affection, he unexpectedly distances himself and calls Shakespeare â€Å"the Author† and then formally addresses him as â€Å"Mr. William Shakespeare,† with the full prefix, first name and last name, halting the reader from fully viewing Shakespeare affectionately and signaling the reader to question his relationship with Shakespeare. Such disconnect also makes it look as if Jonson cannot find any other good things to say about Shakespeare and is resorting to a fact. By using such formal term and resorting to the obvious (i.e., his profession and official name respectively) Jonson succeeds in pretending to praise, while not evoking any admirable feelings from the reader for Shakespeare. Immediately, the title of the poem sets the premise for the rest of the poem as it makes the reader be more skeptical look for Jonson’s criticism beneath his praise for Shakespeare. Jonson continues to stage the obvious and over exaggerates his praise for Shakespeare that it verges on mockery, trivializing Shakespeare and his works. Jonson presents the poem like as with an over exaggeration of everything as if it’s staged. Thus, the praises should not be taken seriously, so transitively trivializing Shakespeare’s achievements. To illustrate, Jonson stops midway in the poem and announces, â€Å"I therefore will begin,†(17) referring to how he will begin eulogizing Shakespeare. The sudden change in narrative voice to first person, and the fact that the speaker is stating his intent instead of just diving into a praise creates an image of Jonson as a narrator on the stage, telling the audience that the show is about to start, the show being his applause for Shakespeare’s â€Å"great† achievements. In fact, in addition to the abrupt change in narrative voice, the period at the end of the phrase also creates a dramatic pause, stops the flow of the poem, making whatever comes after the phrase forced an unnatural. Jonson further dramatizes his praise of Shakespeare through his excessive use of exclamations marks. By using exclamation marks back to back with praises like â€Å"soul of the age!† followed by â€Å"the applause, delight, the wonder of our stage!† (17/18), takes away the impact the exclamation mark usually makes. Suddenly, the praises carry less weight and is trivialized. Moreover, later in the poem Jonson tries to top his previous praise of saying Shakespeare is â€Å"soul of the age† when he exclaims how Shakespeare â€Å"was not of an age but for all time!† as if he is playing a game to see how more over the top he could be. Logically, these two phrases also contradicts each other, which makes both laudatory statements cancel each other out, leaving them as empty praises. Therefore, Jonson’s imagery of a stage as well as his over exaggerated compliments trivializ es Shakespeare and his works. In fact, Jonson not only demeans Shakespeare through his own hyperbolic praises, but also discredits other people’s praise for Shakespeare. Jonson understands that one of the reason Shakespeare’s popularity is because he’s celebrated for being celebrated (similar to the idea of being famous for being famous) people admire him because a lot of other people praise him. Thus, Jonson attempts to take away this shield of praise as he explains how praise can be harmful and discredits Shakespeare’s admirers. Jonson presents the concept that praise is not always positive when he uses the â€Å"too much† to describe praise in the line â€Å"neither man nor muse can praise too much†(4). The phrase â€Å"too much† strikes as rather unconventional. In contrast to using â€Å"can praise enough† which evokes the idea of an empty space that still needs to be filled to be completed, Jonson uses â€Å"can praise too much† which presents an image of an overload of praise, as thought its gone past the point of completeness. Therefore, presenting how praises are now doing more harm than good. This slight change in wording, causes the reader to look at praises for Shakespeare differently, if not more critically. Jonson elaborates on this idea of how praises can be more harmful than beneficial when he analyzes Shakespeare’s admirers. Jonson is introducing the fact that many of Shakespeare’s admirers are â€Å"blind [in] affection† and praise him out of â€Å"seeliest ignorance,† lacking the ability and knowledge to truly appreciate his works (9). Naturally, such an argument causes the reader to look to themselves and question whether they hold Shakespeare in high regard because of others? Consequently making the reader even more critical of their views on him. At the same time, putting down some of Shakespeares admirers further gains Jonson the reader trusts as he presents himself as the few who can really understand Shakespeare’s work. Jonson does not stop there as he compares the situation to when â€Å"some infamous bawd or whore/ Should praise a matron† (13-14). Suddenly, Jonson presents the case to be worse than it actually is as comparing someon e who can’t appreciate work to a whore or bawd is rather extreme. Nonetheless, it proves effective in that it converts these praises from something positive to negative and subtracts from Shakespeare’s greatness. Not only does Jonson cancel out many of Shakespeare’s ignorant and thus fake admirers, but he also decreases the praise of Shakespeare’s top admirers like Queen Elizabeth and King James I. Instead of addressing them formally with their respective titles of â€Å"Queen† and â€Å"King,† Jonson refers to them as â€Å"Eliza and our James† (74). Jonson reference to the Queen and King in such casual terms may on the surface show Shakespeare’s close relationship with them. However, by using informal language, Jonson also reduces the monarchs, something so high and unreachable, to familiars, which takes away from the awe inspiring fact that Shakespeare is under the patronage of the highest ranking person in the country. Thus, by discrediting Shakespeare’s blind admirers and familiarizing his high ranking admirers, Jonson is stripping Shakespeare from the praises that make him so great, consequently reducing Shakespeare to the shadow of his f ormer, admirable self. Like how Jonson makes the monarchs seem more relatable, he also tries to pull Shakespeare from his pedestal by familiarizing Shakespeare and presenting him as an imperfect commoner who make mistakes as opposed to an unreachable literary genius. Jonson starts by exposing Shakespeare’s low educational background as he superficially commends Shakespeare for being able to make it this far when Shakespeare â€Å"hadst small Latin and less Greek† (31). Although it seems like Jonson is praising Shakespeare for becoming successful despite his educational background, the reader cannot fully admire Shakespeare. The reason for this incomplete admiration to is due to Jonson’s use of superlatives. Jonson could just saidâ€Å"hadst small Latin and Greek† withot the â€Å"less Greek† and it would still have relayed the same point across. However, by adding the extra superlative he creates a descending imagery, which conflicts with the idea of Shakespeare inclining in position, consequently halting the reader from truly admiring Shakespeare. In fact, Jonson is rather biased in his commentary, as Jonson is known for his grasp of the classics and is judging Shakespeare from his own high standard. Already Shakespeare’s educational background creates a hole in the prior image of a perfect Shakespeare. Moreover, Jonson tears at an image of a genius Shakespeare when he reveals that Shakespeare can makes mistakes, like any other ordinary person. Jonson states how â€Å"who casts to write a living line, must sweat (such as thine are)† referring to how hard Shakespeare had to work to produce a prose so good that it is â€Å"living.† Such a statement is meant to compliment Shakespeare’s hard work ethic, but Jonson’s real motive is attribute Shakespeare’s success to his hard work and not his genius as a way of brining him down from the pedestal. Jonson also uses brackets as a means of demoting Shakespeare to an ordinary citizen when puts â€Å"(such as thine are)† in brackets. Although â€Å"Thine† could be referring to Shakespeare, it could also be referring to the reader. The brackets allow Jonson to break the fourth wall and address the readers as it creates a space for an aside, as it doesn’t cut the flow of the poem. By exposin g Shakespeare’s educational backstory and showing that Shakespeare can make mistakes, Jonson is able to take away Shakespeare’s pedestal as he presents as ordinary. Jonson acknowledges Shakespeare’s abilities. However, he attempts to shrink Shakespeare’s greatness as he poses the question of how great Shakespeare relative to the great poets in history as he calls Shakespeare’s burial location into question. Jonson pretends to be indignant of how Shakespeare is buried in Stratford and not buried where â€Å"Chaucer, or Spencer, or bid Beaumont lie† (20) in Westminster Abbey. However, Jonson’s true motive for protesting is to shed light on this issue so that reader, naturally, would be inclined to ask why he wasn’t buried there in the first place? Did the authorities see something they didn’t? Or was Shakespeare good, but just not exemplary enough to be buried with other great poets?† After creating this gap of doubt in the readers mind, Jonson shows Shakespeare’s inadequacy by challenging Shakespeare himself and filling in the gap of doubt with an image of Shakespeare trying to squeeze himself into the poet’s corner. Jonson starts off by mockingly challenging Shakespeare to find himself a space when he cries â€Å"Shakespeare rise!† By using the word â€Å"rise†, Jonson conjures an image of a dead Shakespeare â€Å"rising† from the dead, which is not only disrespectful to Shakespeare, but also paints Shakespeare in a very weak and disturbing state, an image that makes Shakespeare seem even farther away from the poetic martyr. Moreover, by using a one-syllable verb followed by an exclamation mark, Jonson treats Shakespeare as an inferior, someone he can command. Therefore, making Shakespeare seem even less deserving to be buried by the greats. Most importantly, Jonson ends with a relatively weak sentence â€Å"to make thee a roo m† (21). The phrase is weak because it lacks a subject and thus presenting an imagery of a limited space that Shakespeare has to force and squeeze himself into it as opposed to a more definitive phrase of â€Å"a room will be made† where the subject is present and in the beginning, creating an image of a room that must be present for him. By challenging Shakespeare on his burial space and building an undeserving image of him, Jonson succeeds in making Shakespeare’s accomplishment become relatively less great. Throughout the poem, Jonson fervently praises Shakespeare and his works. However, there is always an underlying motive to undermine Shakespeare beneath all of them. Jonson criticizes Shakespeare through the superfluous title of the poem, his theatrical praises, attempts to discredit Shakespeare’s admirers, revealing his faults as well as questioning his burial location. In a way, by hiding his attacks behind his praises, the reader is led to actually listen and be swayed by Jonson and his attempts to subvert Shakespeare’s great legacy.

Mistakes That Can Ruin One s Interview - 1768 Words

In this paper I describe mistakes that can ruin one’s interview for a job in person. Interviews can make or break a relationship. Interviews are the first impressions of someone before they are accepted or denied. As being the interviewee, one must do research on the company, dress formally, talk without any slang, and especially not be late to the interview. After reading this paper, one should be successful in any interview. The first credible source I found that was helpful was LifeHack.org. LifeHack is one of the top 10,000 most visited sites in the world. This site was made for college students and was founded by Lean Ho at Hack College. On this site, it describes 5 most common mistakes during, and before the interview. One common mistake is the wardrobe. Even if it’s summer and blazing hot, that is not an excuse for not being properly attired, this means an interviewee may not wear short. LifeHack studies say that in the first 7 to 17 seconds, that’s the fi rst impression. If not properly attired, one can be disqualified before open their mouth. The next common mistake is being late. A good saying is, â€Å"If you’re not 5 mins early, you’re 10 mins late†. Showing up late can have one immediately dismissed. One suggestion LifeHack makes is if you feel like the interview is too far away from you, suggest to the interviewer to doing an online interview. Life can throw a lot of obstacles such as traffic or getting lost in an unknown area. Always be early! The third commonShow MoreRelatedProfound, Poetic Rock and Roll by Bob Dylan 793 Words   |  3 Pagesaccurate. Following a 1991 interview conducted by Paul Zollo with Bob Dylan, Zollo stated that â€Å"There’s an unmistakable elegance in Dylan’s words, an almost biblical beauty† and that â€Å"Dylan’s answers give you a lot to think about while not necessarily revealing much about the man†. (Zollo 2) The same can be said with reg ard to many of the lyrics of Dylan’s songs. 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The Physics of Semiconductor Devices Essay example

The Physics of Semiconductor Devices The purpose of this paper is to give a greater understanding of the semiconductor world, for Physics 100 students who have a little knowledge of electronics. I will cover conductors, insulators, semiconductors, and the operation of a diode and a transistor. The reason that it is important to understand these devices is the vast effect that they have had on our modern world. Our lives are filled by electronics, especially in this computerized age that we live in, and I have found that a knowledge of some electronics has greatly helped my understanding of the many electronic devices that we deal with on a daily basis. To understand the physics of a semiconductor device it is first necessary to†¦show more content†¦The outer shell of electrons that orbit the nucleus of an atom is called the valance shell. This is what makes a copper atom conduct. For a copper atom the number of electrons is one. When a charge of electricity is placed in the end of a wire the electrons move into the wire. Since there is only one electron in the valance shell of a copper atom it can be easily dislodged with a small amount of energy causing it to jump to the next atom. This will then cause the valance electron of that atom to jump to the next atom and so forth. This movement happens very fast making it possible for a large number of electrons to move through the wire. An example of a conductive atom is shown figure 1. Now we will move onto other materials that are involved with electronics. The next group of materials that will be discussed are insulators. An insulator is a material that does not conduct electricity at all but will resist or stop it from traveling further. An insulating atom has eight electrons in its valance shell which makes this shell complete. 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Challenger Disaster free essay sample

The Space Shuttle Challenger disaster has been well investigated and analysed as a typical management case by numerous researchers. Although the disaster is the direct result of a technical issue, the hardware failure of a solid rocket booster (SRB) O-ring caused by abnormally low temperatures, there is an unambiguous relationship between the disaster and numerous organizational factors such as communication (Gouran et al. 1986), leadership decision-making (Fisher, 1993 and Heimann, 1993) and individual behaviour in a stressful environment (Boisjoly et al. , 1989, Romzek and Dubnick, 1987). Arguably, all parties involved contributed to these issues, possibly outweighing the technology aspect. This paper will address fundamental questions relating to the organizational causes of the disaster. What organizational factors contributed to the accident? The organizational factors contributing to the disaster are centred on the following three issues. The first issue is the serious communication breakdown was between NASA and Morton Thiokol. According to historical records, Boisjoly (2006), the former Morton Thiokol engineer, had â€Å"ordered the Marshall Space Flight Centre (MSFC) to present a preliminary report prior to formal FRR meetings† after noticing the design flaw of these primary seals on the two field joints as early as 1985. We will write a custom essay sample on Challenger Disaster or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Boisjoly subsequently brought the problem to the board’s attention. Nevertheless, until 1986 the issue had not yet been resolved although NASA had classified it as ‘an emergency’ matter. Not only Boisjoly, but also other engineers such as Thompson (1985) reported the O-ring seal problem to their managers, and highlight that it had become ‘acute’. Attempts to make the issue clear were ultimately disregarded by the management groups. The second issue is the excessively vertical rather than horizontal and collaborative decision making process of senior managers. As investigated after the accident (CST, 1986), the disaster could have been avoided if NASA and Morton-Thiokol managers had paid attention to the recommendations of the technical staff, and taken scientific decisive action to solve the increasingly serious problem. NASA managers made the final launching decision without the support of Morton Thiokol managers, not heeding the repeated warnings of engineers regarding the abnormal low temperature at the launch location (Rogers Commission, 1986). The third issue is the decision-making behaviour of people under intense pressure. According to the view of Romzek and Dubnick (1987), NASA made the hasty final launching decision under the pressure of the White House, because delaying the launch could cause potential loss of economic and political support for the space program as well as damage the overall reputation of the program. The same accountability pressures also had an impact on Morton Thiokol, which undertook transferring pressure of NASA with fear of contract loss. These pressures influenced the final decision ‘that set an overly ambitious launch schedule’. How did the forces of ‘reason’ and ‘emotion’ influence the decision to proceed with the launch? The Challenger disaster is an example of how, in an organisational setting, pressure and fear can lead to irrational behaviour on the part of the leaders and decision-makers involved. Irrationality connotes a lack of reason, which can be brought about via emotionally charged situations. The Thiokol team were put under intense pressure by NASA to carry out the launch and ultimately succumbed to fears of recrimination rather than follow their instincts and better judgment. They held the knowledge that multiple lives were at stake, thus illustrating the power of the forces of reason and emotion in organisational behaviour. George proposes that â€Å"emotional intelligence, the ability to understand and manage moods and emotions in the self and others, contributes to effective leadership in organisations† (2000). It can be argued that Thiokol and NASA were operating under a deficiency of emotional intelligence. This is apparent in their systematic ignoring of clear and persistent calls to redesign the O-ring. The Rogers Commission report outlines Marshall engineers Leon Ray and John Q. Miller’s attempts to elicit a redesign by issuing memos including the words â€Å"resulting in catastrophic failure† (1986). By ignoring such blatant warnings, Thiokol and NASA, the acting leaders in this endeavour, eschewed the responsibility to even merely address this emotional outcry. Thereby, they failed to understand and deal with the serious emotions of concern from Marshall and failed to manage their fears of failure by not admitting that problems exist and being committed to a solution. No reason or logical explanation for their actions can be found. This behaviour and the decision to proceed with the launch can be seen as an illustration of what Tourish and Robson call â€Å"threat-rigidity theory† (2006). This theory ties into the idea that speaking up or voicing concerns threatens â€Å"the vital interests of an entity† and the desire to always be seen in a â€Å"positive light† (Tourish and Robson, 2006). Ultimately, as the Rogers Commission report supports, since Thiokol and NASA lacked emotional intelligence in the organisational context they could not manage their emotions of fear, pride and complacency. How did the relations between NASA and Morton Thiokol affect the decision? In NASA’s Space Shuttle Program, the organizational structure was a vertical (tall) differentiation structure consisting of four levels (George and Jones, 2006). Level I was a final authority to determine launch readiness (Gouran, et. al. , 1986) and NASA engineers and managers were operating together. However, one issue of this structure was that it was highly autonomous and the entire managerial system became more complex, bureaucratic and political accountable (Vijay, 1996). Morton Thiokol was a contractor producing the Solid Rocket Motor (SRM) for the NASA team. When Thiokol’s engineering and managerial teams discovered the abnormally low temperature, which could cause a potential technical failure of O-ring, they provided a recommendation to NASA teams to postpone the time of the shuttle launch until noon or later on 28 January. However, NASA’s Level III managers strongly disagreed with Thiokol’s engineering analysis. They thought this was an ‘acceptable risk’ which was based on scientific method supported by sufficient testing and data. According to the Challenger case analysis by Vaughan (1996), the Challenger accident was due to the normalization of organizational deviance and misconduct. The normalization of organizational deviance was the outcome of the changing socially culture of NASA’s workgroup and production. Indeed, in NASA’s organizational structure, it can be seen that the decision-making power is highly centralized. Centralization is described as â€Å"the concentration of authority and responsibility for decision-making power in the hands of managers at the top of an organization’s hierarchy† (Buchanan and Huczynski, 2010). It can affect an organizational culture. In the Challenger case, NASA’s workgroup culture seemed to be ‘deviant’ and ‘inappropriate’. However, as they conformed the cultural beliefs, they still kept supporting the scheduled Challenger launch even though Thiokol explained that there existed a potential risk. As a result, it created a flawed decision-making process between NASA and Morton Thiokol. Is any one part, group or organization responsible for the disaster? Greene argues that there is a serious deficiency in communication and culture throughout the NASA and Morton Thiokol organizational structure and that both parties were responsible for the ultimate outcome (2013). The engineers failed to catch the attention of managers regarding the danger of launching the spaceship. Although engineer had alerted management to problems with the O-ring, thus communication was insufficient in preventing the tragedy (DeGeorge, 1981). As often observed, when information is transferred from subordinates to middle or senior management, it is more than likely that the truth may be twisted in favour of senior management’s preferences. The management took safety for granted and rushed to launch the space shuttle days before President Reagan’s State of the Union speech. Gouran (1986) has indicated that the decision to launch occurred under tremendous pressure. The chief engineer of NASA headquarters, Milton Silviera, should have taken the responsibility of safety, reliability, and quality assurance of the space shuttle. According to the Roger Commission report, the NASA x-range safety officer was not present at the meeting where the launch decision was made. Both the engineering and managerial teams knew of the technical defect, however, no one came forward to stop the launch. The organizational culture in NASA seems to deliberately ignore unpleasant voice (Tufte, 1997). Due to the pressure to conform and the loss of leadership at every level of management, NASA went ahead with the plan. Finally, NASA was flooded with pride because they set a precedent of success previously, and did not want to compromise their reputation. Therefore there was no room to manoeuvre (Silver, 2012). How might NASA’s own culture have contributed to the disaster? As this case identifies, the primary cause of Challenger’s accident was based on the ailure of the O-rings during the launch of the spaceship. Nevertheless, the processes behind this technical aspect unleash a far more distinct area that should be seen through the concept of Organizational culture. This notion is recognized by Stephen Johnson, an ‘ASK Magazine’ contributor; â€Å"Success and failures clearly have technical causes, but a system’s reliability strongly depends on human processes used to develop it, the decisions of the funders, managers, and engineers who collectively determined the level of risk† (Johnson, 2012). ASK Magazine’ is published by NASA, and the magazine points to what many argue to be the main reason for why Challenger‘s O-rings failed during take-off back in 1986. Organizational culture does have a significant impact on any organization’s performance, but not only in terms of positive and productive outcome. Edgar Schein, author of the article ‘What You Need to Know About Organizational Culture’ recognises in his text that â€Å"many have adopted â€Å"strong† cultures as a prescription of organizational success† (Schein, 2003). For NASA in the context of the Challenger disaster, the ‘strong’ culture may be seen in a more negative light due to the autocratic leadership style exercised by NASA managers at the time, in conjunction with their supplier (Morton Thiokol). This is emphasised through the comments made by a Senior Vice President of the operations where it was communicated that â€Å"a management decision [was] necessary† (Boisjoly et al, 1989) in responding to objections about the launch from engineering personnel involved in the preparation for take-off. This focus on managerial and performance related terms rather than technical and security factors was further emphasised by comments made by another manager who asked an engineer to â€Å"take off [your] engineering hat and put on [your] management hat† (ibid) in discussing whether Challenger was ready for launch. According to Boisjoly, â€Å"the process represented a radical shift from previous NASA policy. Until that moment, the burden of proof had always been on the engineers to prove beyond a doubt that it was safe to launch. NASA, with their objections to the original Thiokol recommendation against the launch, and Mason, with his request for a â€Å"management decision†, shifted the burden of proof in the opposite direction† (ibid). Power and politics in organizations: the impact of authorities decisions-making, their responsibilities and authority NASA as a governmental organization has a vast organizational scheme that engages in a wide range of activities. LaPalombara ,et a(2001) stated that considerations of power and its exercise are ubiquitous in public/political-sector organizations. There was a political pressure on NASA to show to the public that the shuttle Challenger’s program was not at the experimental stage anymore like Apollo was but is now completely operational, and reliable enough to attract commercial businesses. However, the decisions to reduce the federal finance of the program along with the pressure that NASA was facing in terms of unrealistic flight schedule due to commitments to government, have contributed to poor decision making from the launch managers. The pre-launch conferences (Groupthink, 1989) unveiled some flaws, which led to the Challenger disaster. These flaws included an environment in which decision-making was under pressure. For Vaughan, these decisions have contributed to the development of a new organizational culture that allowed some degree of technical flaws. Many entities were present in the organization; several private firms have contracts to assist in the launch process of NASA’s STS launch missions. For Cohen and Axelrod (1984), this condition of multiple accountability, formal and informal, implies that political organizations are considerably less autonomous than private-sector organizations. Another impact of power and politics in organizations is â€Å"the teacher in space† program. With this program, President Reagan was showing his support of education, but it put NASA under pressure to promote the image that shuttle flight is safe and should be perceived as normal airline travel. LaPalombara argues that Normative considerations are endemic to public/politicalsector organizations, because they are directly or indirectly involved in what Easton (1953) once called ‘the authoritative allocation of values’. What does it mean to manage a complex system? Perrow (1972) argues that complex systems should be avoided. Yet, complex systems in organizations such as NASA and hospitals cannot be avoided (2003). As these institutions will remain in existence, the risk of errors and mistakes is heightened. Communication is a central theme in complex system management. There should be focus on communication from managers to non-managerial staff (Dennis Tourish and Paul Robson, 2006). Seeger and Ulmer (2003) stated the collapse of Enron was partially caused by a failure on the part of its senior managers to maintain adequate communication systems capable of transmitting information about organizational problems. Managing change is also crucial: Managers of such organizations do not limit at redundancy, they also proceed to organizational and cultural changes. We have seen the changing of institutional expectations in NASA’s environment. Consequently, its structure began taking on an organizational ambience that supported compliance to administrative needs. That was a response to pressures. Organization components were supposed to work closely together but that was not the case among Marshall, Kennedy and Johnson space centres. These organizations acted independently with poor communication and extensive bureaucracy. Conclusion Managing a complex system of organizations such as NASA and Thiokol requires employees in key positions to be able to identify and address problems properly, while simultaneously being involved in the decision-making process and security manners. As explored in this analysis, a range of factors from bureaucracy to emotional intelligence and group think all make up for factors that can contribute to a compromise in judgement. These issues are of tantamount importance because, as we have seen, in the case of the Challenger disaster consequences of ignoring these issues can be catastrophic.