Business Analysis: Malaysia Airlines Tragedy Flight 17

Malaysia Airlines Tragedy
This paper will cover the “Malaysia Airlines Tragedy Flight 17,” the red flags and emotional decisions that led the leaders of Malaysia Airlines to allow a passenger jet to fly over a war zone with a tragic consequence. The exceptional blast of corporations and financial services industry has carried almost the vast opportunities to utilize newer principles, methodologies, tools and practices not only around Investment analysis but also in the study of the decision-making process. Decision making and problem solving one of the most challenging and imperative criteria for not only small organizations, but also it is also playing a vital purpose for every large multinational organization. The business decision-making

In times of crisis, leadership must be distinctly specified. Difficult decisions must be made, and efficient operations need to take place in the face of all the chaos, so there can be no doubt regarding the decision-making process and who is in charge. In the case of Malaysia Airlines, international flight crashes impacted several countries with often opposing leadership

Not having enough information, therefore they misidentified the problems. They should have been quicker to try and give a response in the first hour of the crisis. Next be accurate by carefully checking all facts; be consistent by keeping spokespeople informed of crisis events and key message points; make public safety their number one priority; Use all of the available communication channels including the Internet, Intranet and mass notification systems; provide some expression of concern/sympathy for victims; remember to include employees and other stakeholders in the initial response;• be ready to provide stress and trauma counseling to victims of the crisis and their families, including employees. They should have used a step-by-step decision-making process in helping to make a more deliberate, thoughtful decision by organizing relevant information and defining alternatives. This approach increases the chances that will choose the most satisfying alternative possible. The seven steps of 1) define the problem; 2) identify the criteria; 3) weigh the criteria; 4) generate alternatives; 5) choose among alternatives; 6) take action; and 7) review your decision and its consequences,” (Bazerman & Moore, 2013). The airlines did not limit their actions to the issues that needed to be responded to only the things which were direct with the issue at hand.