...Boeing Management and Leadership University of Phoenix Name MGT 330 April 7, 2012 The art of management and leadership is working with your employees and its resources to accomplish and achieve the organizations goals. In order for a manager to be successful they must be able to lead. This paper will discuss how in Boeing management and leadership are different, it will explain how managers and leaders create and maintains a healthy organization culture through it s roles and responsibilities. Across the borders I will evaluate all the effects of management and globalization. In this paper I will talk about and recommend two strategies in the organization that the managers and leaders can use to maintain and create a healthy organization culture. Also with the concepts from my own experience I will support my recommendations. Management and leadership have been used by people for years and the two words do not have the same meaning and within the structure of an organization both plays a different role. In an organization some management teams lack leadership, but successful management teams have great leadership. Management is for the positions that organizations...
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...Mgmnt & Ldrshp Paper Pg 1 Management & Leadership Paper Renee Edwards August 29, 2011 MGT/330 Shannon Thomas Mgmnt & Ldrshp Paper Pg 2 Boeing is the world’s largest aerospace company. The product line for the Boeing Company is vast. The company product line and services include “commercial and military aircraft, satellites, weapons, electronic and defense systems, launch systems, advanced information and communication systems, and performance-based logistics and training” (Boeing, 2010, p. 1). Employing more than 159,000 people in the United States and in 70 countries requires a functional management plan to be successful. In this paper, the subject will be discussing Boeing’s business management planning. Boeing has a complex business planning process. Both internal and external factors affect the management planning process. They include legal issues, ethics, and corporate social responsibility. Factors such as economic conditions, competition, and laws all influence the company’s strategic, tactical, operational, and contingency planning. According to Jim Albaugh, (2001), the difference between Management and Leadership is that managers tend to train people to do the same thing tomorrow as they did yesterday. Managers create an environment that prevents the opportunity for real progress. Managers operate within the existing system or culture instead of trying to change it. Their mantra is: "don't rock the boat" or "that's the way we've...
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...Management Planning at Boeing Brian Newton MGT/330 December 1st, 2014 Steven Friloux Management Planning at Boeing To be successful in today’s competitive business world, organization and strong leadership is key. At The Boeing Company, this is no different. As one of the largest corporations in the world, they strive to set goals and plan a future around reaching those goals in a way that they can be the most prosperous. In the complex business economy of today, there are always influences that affect the way leadership paves the way. Issues regarding legality, ethics, and responsibility that follow being a major corporation are just a few. These play a major role in strategic, tactical, operational, as well as contingency planning. The Boeing Company and its leadership continually reach toward improving the organization, and the daily planning is inspired by numerous factors that shape who they are. Planning Functions Having an organized plan can be important to success and growth of a company, and Boeing follows the basic template of the planning process. It begins with the initial goal to be set, followed by an evaluation of the situation to determine what resources will be needed. This analysis is drawn from different areas such as past and current work conditions and how they can improve. A derivative plan is also brought to the table before finalizing the final decision. And lastly is...
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...MSL 687-90 Case Study #1 – Boeing 1. I believe there are one or more diagnostic models that provide a framework that succinctly identifies the key factors at the center of the Boeing situation. The first diagnostic model is 7-S Framework. According to our text, the 7-S Framework model is based on the proposition such as the organizational effectiveness that comes from the interaction of multiple factors and secondly successful change that requires attention to the interconnectedness of the variables. This diagnostic model consists of seven factors: structure, strategy, systems, style, staff, skills, and superordinate goals. The first part of the framework is structure; the way the company is structured when it comes to staff and management and also the way activities is coordinated in the organization. In the case, the problem with the 1994 airbus shocked the management executives and began a series of changes. These changes were implemented to overcome their historical bureaucratic structure, which has made it hard to be flexible and adapt to the external environment systems. Second part is strategy, which includes the update of their technology systems, downsize their operations, and re-establish relationships with their suppliers and the only feasible way costs could be cut. In 2001, Boeing tried to implement lean manufacturing, but they face great problems due to decentralized information system. The object of the project was to implement an automated...
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...MGT/330 "The secret of getting ahead is getting STARTED. The secret of getting started is breaking your complex overwhelming tasks into small manageable ones –- then starting on the first one." Mark Twain Boeing was founded in 1916 by William E. Boeing (1881-1956). Currently Boeing is the world’s largest aerospace company and the principal maker of commercial jet transports. Boeing leads the way in developing the single-wing planes in the 1930s; and the first U.S. jetliner, the Boeing 707. Boeing is also a leader in space technology, defense aircraft and systems, and communication systems. According to Boeing successful startup airlines must begin with a sound business plan. Boeings established plan of action has been so successful they publish a guide for starting and running competitive business. Boeing’s detailed planning document typically includes: * Analysis of the market and competition * Brand positioning * Description of the business and opportunity * Details about the operation * Management team biographies * Discussion of risks and obstacles * Pro forma financial statements/projections * Capitalization plan * Brand development * Implementation strategy. (Business Plan, para. 1). Major Components of a Typical Startup-Airline Business Plan include an Executive summary, which covers the business concept including revenue and cost, what market is to be reached, competitive strategies and financial considerations. The...
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...Internal Analysis Constant changes in management – 1995-2006 CEO Replacements, Shrontz, Condit, McNerny Condit developed the 2016 vision but was McNerny able to keep momentum going. There were too many re-orgs which change management could affect operations and perspectives. There did not seem to be IT involvement/inclusion in the Technical Advisor Council, who was responsible for its oversight, and IT did not seem to be part of the council. Boeing did not seem to have strategic focus and leadership. • Boeing realized that they could no longer focus on airplane manufacturing to be successful • Boeing realize that they were dependent on a cyclical airline market • Boeing shareholders were it executive leadership, shareholders, employees, customers, suppliers and partners, secondary stakeholders were airline customers • in 1994 Boeing's earnings shrank by nearly half then they laid off 9300 employees. • In 1997 Boeing lost the 178 million, 90% drop in profits due to production delays. • 1999 Airbus outsold Boeing for the first time. Problems • Boeing had change management problems incurred from the M&As, and did not effectively integrate business practices/processes to produce cohesive collaboration, communication, processes, integrated networks from all the acquisitions. “the biggest challenges and risks we face are cultural and organizational – not technical” o “But there was no systematic, holistic view of how to add them together. Our Task is to take these...
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...Boeing Manages to Plan March 22, 2011 Boeing is the world’s leading aerospace company and the largest manufacturer of commercial jetliners and military aircraft combined. Boeing has more than 158,000 employees in over 70 countries, including the United States (Boeing.com). This company is known for its innovation and seems to constantly make plans to stay ahead of the competition. A portion of their mission statement includes “we will strive for continuous quality improvement in all that we do, so that we will rank among the world’s premier industrial firms in customer, employee, and community satisfaction” (Boeing.com). It is clear that this company relies heavily on its management staff and planning teams. It is common knowledge that Boeing consists of two business systems which are Boeing Commercial Airplanes and Boeing Defense, Space, and Security. The corporate functions that guide Boeing are Business Development and Strategy, Communications, Engineering, Operations and Technology, Finance, Human Resources and Administration, and the Office of Internal Governance. Each department has its own set of goals and objectives to evaluate and implement with the company’s overall mission in mind. The Business Development and Strategy team is an extension of the management, marketing, and research teams, they provide information and advice on the business goals. Shepard Hill is the head of Boeing’s large Business Development and Strategy team. His role includes “analyzing...
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...Management Planning Lynette Gibson MGT/330 December 5, 2011 University of Phoenix Alvin Swanson Management planning consists of a systematic activity within an organization that determines who will and how to perform a specific job. Management planning is a detailed course of future actions the organization will engage into obtain successful organizational goals. The management planning process takes the perspective available individuals, and physical resources within the organization into consideration for the organization to achieve effective contribution, coordination, and perfect adjustments for organizational success. This paper will evaluate the planning functions of Boeing. Boeing is the largest manufacture of military planes and commercial jetliners and “One of the world’s” leading aerospace companies. Boeing specializes in manufacturing and designing of defense systems, communication systems, launch vehicles, and various other systems. Boeing operates the International Space Station and the Space Shuttle National Aeronautic Space Administration (NASA), Boeing functions of management is the important factor to the success of the company. Boeing Management Planning Functions Boeing has many departments therefore lack of planning would place the company in a vulnerable position for failure to motivate employees and meet deadlines. Boeing has developed a very unusual organizational structure, which assumes two business solutions tied together with nine levels...
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...Management Planning Student’s name Institution Management Planning Introduction Planning is the means of choosing the best option among others to carry out different managerial roles in order to attain predetermined objectives. It is a necessary management function, which includes formulation of one or more thorough plans to attain optimal balance of wants or demands with the available wealth. Planning is a thorough agenda concerning upcoming course of action. In the essay, I will discuss the management planning of Boeing organization. Planning as a purpose of management involves six steps. The first step is the establishment of realistic, acceptable and attainable objectives that should be well-affirmed in terms of quantity. The second is the establishment of planning grounds to find out the business barricade during the course of doing business. These are either internal that are controllable or the uncontrollable external. The third step is choosing the alternative path of action by evaluating the pros and cons in light of availability of resources and organizational requirements hence choosing the best alternative. The fourth step is the forming a derivative plan, which indicates time, schedule and sequence of attaining various tasks and helps in attaining the main plan. The fifth step is securing co-operation by involving the subordinate in decision making, implementation and execution of the plans. This motivates the...
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...Boeing is the world's largest aerospace company and leading manufacturer of commercial jetliners and defense, space and security systems. A top U.S. exporter, the company supports airlines, U.S., and allied government customers in 150 countries. Boeing products and tailored services include commercial and military aircraft, satellites, weapons, electronic and defense systems, launch systems, advanced information and communication systems, and performance-based logistics and training. Boeing has an overarching company Vision, which provides a broad and lofty inspiration goal to its employees. The Boeing Company Vision is: "People working together as a global enterprise for aerospace leadership." Beyond the reference to leadership, the company Vision doesn’t provide much specific guidance, so Boeing employees are also provided with a set of Boeing Business Imperatives, which Boeing believes will help the company achieve its vision. The Boeing Business goals are: - Detailed customer knowledge and focus that understand, anticipate and respond to customer needs. - Large-scale systems integration that continually develops and advances technical excellence. - A lean enterprise characterized by efficiency, supplier management, short cycle times, high quality and low transaction costs. Boeing is organized into two business units: Boeing Commercial Airplanes and Boeing Defense, Space & Security. Supporting these units are Boeing Capital Corporation, a global provider of financing...
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...1: Identify why Boeing experienced this and possibly other unethical behaviours. Are these explanations reasonably accurate in your opinion? Are there any other causes that come to mind? The first major core problem with the company is people are not willing to speak up when they know something is wrong. They are willing to turn a blind eye to the wrong doing due to a few reasons, they feared retaliation, they wanted to win a contract, they just didn’t want to cause trouble or there was no proper system in place in order to bring these issues to light. By people not voicing the wrong doing by one of these reasons it ultimately caused others in the company to continue or to begin unethical behaviour. Another problem with the company is that executives had allowed bureaucracy to consume them and they learned to hide in it. This ultimately created a non flexible and flawed system. One of the results that occurred from this flawed system was when Boeings former chief financial officer was caught holding illegal job negotiations with a senior pentagon official, furthermore a manager was stealing 25000 pages of proprietary documents from his former employer. If that was not bad enough the shocking truth that women were paid less than men also surfaced. (cleaning up Boeing 1) Furthermore many lapses of unethical behaviour were discovered on the structure of Boeings Company. Leaders were too busy on developing a bureaucratic system, while management itself was misbehaving...
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...marketing approach. As a result of this ethics scandal, responsibility for reinventing the “Ethics and Business Conduct Program” fell to the Ethics and Business Conduct Committee within Boeing. An intricate part of the Revised Ethics and Business Conduct Program is the corporate purpose and commitment: “Purpose / Summary- This procedure provides an overview of the Boeing Ethics and Business Conduct program and employees’ responsibilities. It establishes the company’s ethics and business conduct education requirements and gives information on how employees can resolve business ethics concerns. This procedure applies to all employees of The Boeing Company, including subsidiaries, contingent labor, consultants and others acting for the company unless otherwise approved by the vice president of Ethics and Business Conduct” (Boeing, 2007, p. 1). “Company Commitment-The company is committed to fostering an environment where integrity is valued and is the foundation for all decisions. The company will maintain a culture that encourages open and honest communication where employees appreciate and understand the importance of complying with policies and procedures and demonstrating ethical behavior in all that we do” (Boeing, 2007, p. 2). At Boeing’s leadership retreat in January of 2006, Doug Bain made a speech that gave an extraordinary look at a powerful company struggling to recover from scandal, retrieve its reputation and position...
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...Management Planning MGT/330 Management Planning Proper planning permits organizations to develop into the type of business that will meet the needs of the customer, the company, and the environment. As opposed to just focusing on profits, companies need to focus on the need for expertise and experience needed to take on important issues such as legal issues, business ethics, and corporate social responsibility. Management structure helps them accomplish this goal. It is wise to consult professionals experienced in these fields to counsel upper management on these issues. A proper business plan is needed in order for a company or organization to evolve. In this paper I will cover corporate social responsibility on planning, the influences of legal issues, business ethics, the influences of legal issues, the planning function of management, and analyzes at least three factors that influence the company's operational, strategic, tactical, and contingency planning. The Planning Function of Management Boeing is a multinational company that started in 1916 as the Pacific Aero Products Company. The management plan that William Boeing started has continuously evolved with the times as the function of Boeing Company has changed. In the beginning William Boeing had to secure a loan using his personal finances in order to pays his employee’s wages. In their early days the Boeing Company produced furniture, dressers, and counters for other businesses. By flying mail...
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...Control Mechanisms of Boeing Boeing’s internal controls ensure that the executive leadership and personnel reasonably achieve specified business objectives within tolerable business risk limits. Boeing’s control environment consists of interrelated components, including governance by a functioning of the board of directors (BOD), management’s philosophy and operating styles, assignment of authority, and integrity and ethics values. Boeing’s internal control environment is a reflection of the organizations consciousness, philosophies, and behaviors that emanate throughout the organization from the top down. Continual review, evaluation, and amendments of existing internal controls ensure Boeing’s business goals are met that will ensure a successful future (Corporate Governance Principles, 2013). Effectiveness of Boeing’s Control Mechanisms “The global economy is becoming more integrated than ever before” (International Management, 2011, p. 200). Therefore, Boeing’s control mechanisms enabled them to establish a remarkably diverse team of business partners, employees, and community relations. Boeing’s commitment of providing a welcoming, respectful, and engaging work environment with the possibilities of growth for employees has motivated productivity and innovation. Boeing is creatively building character and discipline in tomorrow’s future by securing values in today’s culture. Reactions to Boeing’s Control Mechanisms Boeing strives to be an industry leader...
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...Yohannes Abate Leadership and Organizational Behavior – BUS 520010VA016 August 7, 2011 Abstract This case focuses on the challenges Alan Mulally (Mulally); CEO of Ford Motor Company faces to implement a new beginning for Ford. Upon Mulally’s arrival, Ford was on the verge of a financial collapse, reporting a $12.6 billion dollar loss in 2006 and a $2.7 billion dollar loss in 2007. Bill Ford hired Mulally to lead the company as he felt that only an outsider could take the extreme steps needed to save the company from financial failure. In a strategic move to ensure Ford maintained its independence and sensing a recession as well as not to be forced to accept a government loan , Mulally borrowed $23 billion against Ford’s assets. This was a strategic move in the hopes that Ford would maintain its independence. This case study will highlight the challenges faced by Mulally, his management and leadership style and what changes were implemented into the organizations culture to ensure its success and place in the car industry. Introduction Mulally moved to Ford in September 2006. When starting at Ford, he had not engineered, designed or built any cars. He came from the defense industry. Previously, he had been employed with Boeing since 1969. At Boeing, he held a number of engineering and program management positions, making contributions to the Boeing 727, 737, 747, 757, 767 and 777 projects. (Wikipedia, 2011). He was known at Boeing for enriching Phil...
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