NASA Required Improvement for Quality Performance

Further, the Kennedy Administration, soon after expect office, was forced to accept responsibility for the "Bay of Pigs" fiasco in Cuba. A program to land a man on the slug, thus, was a perfect political vehicle to take the corporate mind of the American public off each of these issues, nevertheless if it did not rank particularly high as a scientific priority.

Regardless of what the underlying political purpose susceptibility have been, President Kennedy set an understandable and realizable destruction for NASA, communicated that goal to both the organization and to the American public, and worked with Congress to sustain that the program was adequately funded. After President Kennedy's death, President Lyndon Johnson continue to assure adequate funding and executive support to NASA.

ane of the first actions of the newly installed administration of President Richard Nixon in 1969, however, was to dispirit cutting elements of the federal budget, including the NASA budget. At this late stage of the moon landing place program, however, the actions of the Nixon Administration had little effect, and such a landing occurred in 1969. Thereafter, there would be no more impractical goals established by presidents that would be backed up by assurances of the necessary funding. The current President Bush announced a new space exploration for NASA in 2004 (O'Keefe, 2004); however, away from the rhetoric, there is little evidence that this

Implementing the proposed change over in the upper-level decision-making process at NASA may be pass judgment to lead to a substantial improvement in the level of objective attainment within the various NASA programs. Additionally, the efficiency of resource use at NASA may be expected to improve substantially.

The internal customers of the high-ranking decision-making process at NASA embroil program directors, operational support organizational directors, the scientific force-out of the organization, and the mission-critical personnel - the people of NASA who conduct the program operations.

The external customers of the high-level decision-making process at NASA include the Office of the President of the fall in States, the United States Congress, the National Science Foundation, other national search organizations that cooperate with and depend in part on NASA function for their own success, and contractor organizations that provide support for NASA programs.

Gregory, F. D. Deputy Administrator, NASA. (2005, February 17). pecuniary 2006 Budget: NASA. FDCH Congressional Testimony. Washington, D.C.: CQ, Inc.

The primary value of implementing the proposed change in the high-level decision-making process at NASA will be in the underlying character of the decision-making process. The implementation of the proposed change will sharpen NASA toward organizational success, as opposed to an orientation of uncertainty link to program and funding priorities that frequently lead to organizational failure.

The high-level decision-making process at NASA is vital to the organization's strategic visualize. The strategic plan encompasses several high-profile programs, each of which is heavily dependent for success on adequate funding (Wilson, 2004).

The political step child attitude of NASA must be ended. The question is how to best go most this process. As it is, NASA, in effect, develops program goals it hopes will lead to its go along existence, and then fudges about its
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