An organization’s culture can hinder or help the organization in its efforts to achieve the entailed mission. Culture can be facilitated by the organization itself or outside influences such as the culture and behavior of the persons employed there. The latter was the case with regard to Korean Air pilots (captain, first officer, and flight engineer). Multiple factors crippled the airline agency and contributed to the continuance of airplane crashes, however the most significant was that of human error. Dorner (1996), identifies how human interactions with complex systems such as nuclear power plants and for the purposes of this essay, airlines can contribute to failure. Additionally, pilots failure to act analytically and refer to theoretical
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The Buddy Boy’s of New York Police Department (NYPD) 77th Precinct were placed into the failing precinct due to some form of wrongdoings at prior assigned precincts. Here, the NYPD upper management facilitated perverse behaviors by stocking the precinct full of officers who were troubled with lackadaisical superiors spearheading the 77th. O’Hara (2012) states, the Buddy Boys were inadvertently created by NYPD management. The criminal activity of the Buddy Boys continued due to elaborate “cultural networks” of officer William Gallagher, with his reach extending well beyond the local precincts and into units such as Internal Affairs. Officers sympathetic to those in the 77th often tipped the Buddy Boys off to investigations and were thereby complicit. Though it was widely known throughout NYPD that there was illegal activity occurring by officers assigned to the 77th precinct, internal weaknesses contributed to the persistence of the negative behaviors that were both learned on the job and brought into the NYPD. It was not until a special prosecutor got involved thereby, avoiding Gallagher’s network, the Buddy Boy’s were …show more content…
141) and intimidation of anyone outside of the unit attempting to grasp what was occurring like the operational auditors. As a result of lax management Rampart CRASH unit had the ability to recruit their members, celebrated the unjust killing and/or injuring of suspects, and avoided supervision by their superiors. In it’s initial stages, the unit reduced crime in South Central Los Angeles, however as time passed the there was a shift in culture whereby CRASH officers thinking and behaviors defied rules, regulations, and the law (O’Hara, 2012). Managers ignored the deviations of Rampart CRASH officers and resulted in adverse effects for the entire
The Buddy Boy’s of New York Police Department (NYPD) 77th Precinct were placed into the failing precinct due to some form of wrongdoings at prior assigned precincts. Here, the NYPD upper management facilitated perverse behaviors by stocking the precinct full of officers who were troubled with lackadaisical superiors spearheading the 77th. O’Hara (2012) states, the Buddy Boys were inadvertently created by NYPD management. The criminal activity of the Buddy Boys continued due to elaborate “cultural networks” of officer William Gallagher, with his reach extending well beyond the local precincts and into units such as Internal Affairs. Officers sympathetic to those in the 77th often tipped the Buddy Boys off to investigations and were thereby complicit. Though it was widely known throughout NYPD that there was illegal activity occurring by officers assigned to the 77th precinct, internal weaknesses contributed to the persistence of the negative behaviors that were both learned on the job and brought into the NYPD. It was not until a special prosecutor got involved thereby, avoiding Gallagher’s network, the Buddy Boy’s were …show more content…
141) and intimidation of anyone outside of the unit attempting to grasp what was occurring like the operational auditors. As a result of lax management Rampart CRASH unit had the ability to recruit their members, celebrated the unjust killing and/or injuring of suspects, and avoided supervision by their superiors. In it’s initial stages, the unit reduced crime in South Central Los Angeles, however as time passed the there was a shift in culture whereby CRASH officers thinking and behaviors defied rules, regulations, and the law (O’Hara, 2012). Managers ignored the deviations of Rampart CRASH officers and resulted in adverse effects for the entire