ASSIGNMENT HELP | Thoroughly read Getting Boeing Back in the Air, Exercise 10.2 on pages 343-346.

CASE Study 2 MAN 4741

Thoroughly read Getting Boeing Back in the Air, Exercise 10.2 on pages 343-346. Fully answer questions 1,2 and 3 located on page 343.


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Your report for solving the case must include the following headings:


Overview—Summarizing the case scenario and identifying all the problems, issues, constraints, related to the case.

Discussion Questions—Answering all the questions.

Debriefing—Reflecting your thoughts, opinions, and solutions based on the case.

Written assignments must adhere to APA style guidelines. Writing style resources are available on the Student Resources page.  I will expect at least three citations from the text book. (Textbook chapter attached)


Case Overview

Approximately six minutes after taking off, the Ethiopian Airlines Flight ET302, a Boeing 737 MAX 8, crashed near Bishoftu town on March 10, 2019. From the crash, a total of 8 crew members and 149 passengers | PLACE YOUR ORDER NOW AT | had taken off and was heading to Nairobi when it began to unexpectedly | PLACE YOUR ORDER NOW AT | report demonstrated that the pilots in command adhered to the Boeing recommendations, and the approved emergency procedure | PLACE YOUR ORDER NOW AT | their hard work, and full compliance with emergency procedures, the Airlines found it to be unfortunate that they could not recover the airplane from persistent nose-diving. 

This was the case given that the crash came after another Boeing 737 Max 8 crashed only 8 minutes from taking off from Jakarta resulting a few | PLACE YOUR ORDER NOW AT | to the death of crew and 189 passengers on October 29, 2018. The Lion Air flight’s black box data showed that the automatic safety system continually pushed down the nose of the | PLACE YOUR ORDER NOW AT | cause of this dose diving behavior appears to originate from an anti-stalling feature, which engages automatically when certain conditions are attained such as | PLACE YOUR ORDER NOW AT | have been a related factor to the Ethiopian Airlines Flight ET 302 crash, which the FAA related to faulty sensor data that fed back into the planes’ computer system. 

Both the plane crashes were similar given the method of the crash over a | PLACE YOUR ORDER NOW AT | safety flags with regulators all over the world leading to the complete global grounding of the 787 MAX (both 8 and 9) aircraft between March 11 and 13, 2019. The FAA went ahead to issue a warning to Boeing on April 4, 2019, to conduct a review of its Aircraft flight control system related to flight | PLACE YOUR ORDER NOW AT | were grounded, the United States Justice Department has issued subpoenas (Kitroeff, 2019). This was part of the investigation into the certification | PLACE YOUR ORDER NOW AT | of the Boeing 737 Max planes was also put on a halt, which also led to Elaine Chao, Secretary for Transportation, direct the investigation on the certification process, which also points to challenges with certification and approval of the Max series planes.

Discussion Questions

Can organizational culture be blamed for plane crashes? Will those crash prompt Boeing to change its culture, or could they be a barrier to culture change?

           Organizational culture can significantly affect aviation safety through its impact on how the flight crew handles challenging | PLACE YOUR ORDER NOW AT | that cultures with lower power distances, and higher individuality levels can lead to better outcomes of aviation safety. The plane crashes are blamed on the various aspects of organizational culture, especially in the role the | PLACE YOUR ORDER NOW AT | were attributed to Boeing management and organizational culture issues. These issues influence the communication between the pilots. The failure of the controllers to ask the pilots if they were considering it an emergency, including failure to assist the | PLACE YOUR ORDER NOW AT | promptly could be a barrier to changes in organizational culture and, instead, it will be a major factor to identify and consider a change in Boeing’s culture.

In hindsight, moving the top-management team to Chicago looks like a mistake. But how do you assess the reasoning behind that move? Was the explanation a good one?

           Moving the top-management team to Chicago appeared like a mistake. In hindsight, the reasoning behind that move was based on a need to influence and make changes on the management team, and ensure the errors and mistakes are | PLACE YOUR ORDER NOW AT | culture requires changes, as proposed by Palmer et al. (2017), but the explanation given was not a good one given that the relocation does not have a direct on the changes in culture.

To get Boeing “back in the air”, what will be the priorities of David Calhoun, the new chief executive? What do you think he will need to take to implement “deep culture redesign”?

           The priorities of David Calhoun, the chief executive, will be to make the necessary changes and improvements to Boeing’s | PLACE YOUR ORDER NOW AT | organizational culture as having a | PLACE YOUR ORDER NOW AT | influence on organizations’ | PLACE YOUR ORDER NOW AT | take to implement the deep redesign of culture should include the development or formulation of regulations, and training programs, such as the Crew Resource Management (CRM) to reassure the safety culture at Boeing, and in aviation.

Debriefing – Thoughts, Opinions, and Solutions

           Based on the case, I would say that it would be critical to take the back seat, especially following the | PLACE YOUR ORDER NOW AT | on what had occurred, it will be important to put things together by ensuring the management formulate strategies to bounce back. In the process, the solution would be to reevaluate the organizational culture, and put measures in place to make | PLACE YOUR ORDER NOW AT | a review of the certification, and ensuring the Crew Resource Management works jointly with the regulatory authority to formulate further solutions into the future. This means regulations should also be tightened.


Eekeren, R., Wright, S., & Čokorilo, O. (2018). Early cost safety analysis of runway events. International Journal for Traffic & Transport Engineering, 8(3), 261-270.

Kitroeff, N. (2019). Boeing works to manage a crisis with unknown costs.

Palmer, I., Dunford, R., & Buchanan, D. A. (2017). Managing organizational change: A multiple perspectives approach. New York, NY: McGraw-Hill Education.


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