Business Decision Making Model: Malaysia Airlines Tragedy Flight 17

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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 process, “is a step-by-step process allowing professionals to solve problems by weighing evidence, examining alternatives, and choosing a path from there. This defined process also provides an opportunity, at the end, to review whether the decision was the right one,” (, 2018). In the looking at Malaysian Airlines (MA), two flights of the same airline met with different disasters within 131 days of each other. One vanished (MH370) on March 9, 2014 and the other (MH17) was shot down in the Ukraine conflict zone on July 17, 2014. The crash of Malaysia Airlines Flight 17 has been extremely public. Investigators of aircraft accidents typically cordon off the scene immediately after a crash, and tightly control access to the

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