...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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...Conducting an Organizational Assessment This paper will evaluate the Boeing Company’s business strategy and global competitiveness plan, an internal assessment of the Boeing Company will be presented using the SWOT analysis, and the external environment will be assessed via an external scenario evaluation. The company’s organizational structure will be presented, and the organization’s business process will be discussed utilizing the tools of business process design, as well as any potential ethical issues that may impact the traditional management functions of the company will be identified and preventative measures will be presented. Business Strategy & Global Competitiveness Plan: Business Strategy & Global Competitiveness Plan: Boeing’s international strategy focuses on mutually beneficial partnerships. Around the globe, Boeing is developing partnerships that benefit its customers, business partners and local economies. In return, the company is strengthened by growing sales and tapping the best technologies the world has to offer. According to the Boeing company’s 2010 annual report, sales outside the United States accounted for 41 percent of Boeing’s revenue. That number is expected to increase significantly over the next few years. More than 80 percent of the Boeing Commercial Airplanes’ backlog is for jetliners ordered by non-U.S. customers. International sales are rapidly increasing as a portion of Boeing Defense, Space & Security’s total revenue...
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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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...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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...the center of the Boeing situation. Explain your choice. I chose the 7 S Framework and the six box organizational model. The models are most often used as a tool to assess and monitor changes in the internal situation of an organization. 7S Framework 1. Strategy- Boeings strategy was to update the technology systems, downsize their operations and reestablish relationships with their suppliers and the only chance of cutting operating cost. 2. Structure- the problem of 1994 was the Airbus ( their main rival-booked more orders). This shocked the management executives and began a series changes that were implemented to overcome the bureaucratic structure, outdated technological systems, and unnecessary processes in a company that reportedly changed. 3. Systems-Boeing adopted the principles of creating more value for customers with fewer resources. 4. Style-the decision was made to diversify from the traditional commercial airline industry and that many acquisitions that were made createe integration issues for the company. They were trying to add more stability to the business by entering the space industry and information services. 5. Staff-According to The CEO of Airbus( Noel Foregeard), the process of diversification was demoralizing for Boeing employees. Boeings vice-president of marketing contradicted Foregeard and said “what affects morale right now is that we are in a down cycle” (Palmer, 2009). Regardless of why the employees morale was low, Boeing had to take steps...
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...Boeing Innovation Strategy Shayne Arndt, Lee Eadie, Sridhar Lakshminarayanan, Norberto Rodriquez, Phylicia Smith, and Amber Thompson STR/581 April 2, 2012 Cassandra Molavrh Boeing Innovation Strategy Innovations are a fundamental prerequisite for competitiveness. The economic crisis forced most businesses to conserve funds in various operational areas. Innovation strategy in any business or industry involves aligning the product life cycles in the company with the various research and development activities. Boeing is the world's largest aerospace company and leading manufacturer of commercial jetliners and defense, space, and security systems. A top United States exporter, the company supports airlines and United States 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, 2012). Boeing’s Background In the ever-changing business environment, organizations are constantly seeking ways to diversify products and revenue sources, create the best organizational structure, and foster productive work environment cultures through innovation strategies. Boeing is a leading innovator in the aviation industry. The organization faces industry-wide challenges including increasing fuel costs, price-conscious customers, and increased...
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...WHAT CHALLENGES AND OPPORTUNITIES DID BOEING FACE IN THE LATE 1990s? Boeing wanted to save billions of dollars and reduce developmental time which led them to lose their market share to Airbus. In hindsight Boeing should have reduced airfare and focused more on innovation landing them a head of their competitors. Instead it cost them billions, put them three years behind schedule and allowed Airbus to succeed. Seeing their mistakes, Boeing turned it around by creating an aircraft that would add value to the consumer and generate profits for the company. Boeing took the opportunity to research composite materials to improve passenger cabin comforts and an overall flying experience compared to the aluminium they had been using previously. Then Boeing wanted to add value to the consumer. Using the new composite materials and upgrading the electrical system to lithium-ion batteries fuel surcharges were reduced and Boeing was able to pass along the savings to the consumers. The increased durability of the aircraft also led to reduced maintenance costs therefore reducing the replacements necessary and in turn having cost saving effects for Boeing and the consumer. Consumers were happy and stock prices increased. Although things appeared to be going wonderfully, there was a huge concern with overheating batteries and it needed to be rectified as soon as possible. Because the batteries were outsourced, there should hae been support integrated ito the design plan for maintenance...
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...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 Industry and Target market and Competitive analysis will examine Demographics / population...
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...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 building blocks and allow them to work together to further increase efficiency…Chris Kettering, 2005” o While the main concern of Scott Carson was to break down the silos of communication among the different business units o Boeing did not allow for enough time for proper re-organization strategy (reviewing the enabled environment to evaluate existing products/services, and...
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...Managing Change Part III Team A Stephanie Myers, Allison McLaughlin, Kimetha Hereford, Luann Nowell, Maritena Jackson, Paul Riddle, Tommy Huynh MGT/426 March 23, 2015 Dr. Sharla Walker Boeing and Kotter's Change Model Whenever incorporating a change, whether it’s a big change or a small change, you have to have a model to use as a guide in order to make the change successfully. There are many types of models to choose from. There are some with many steps to go through, as well as some with only a few steps. Whatever model that is chosen to incorporate the change, depends on the change to be made and the size of the organization that is involved in the change. While wanting to make big changes in the Boeing Corporation, Team A has decided to utilize Kotter’s Eight Step Change Management Model. Kotter’s model is one of the best known change management models and has been around since the mid 1990’s. It was first published in the Harvard Business Review and has since been included in two books, “Leading Change” and “The Heart of Change” (Palmer, Dunford & Akin, 2005). There are eight steps and each step has its own set of actions to follow. Step One: Establish the need for urgency The purpose of the change The elimination of outsourcing the engineering duties to different countries around the world will increase the internal communication within the department. The lag from time differences in the various locations caused inefficiencies in design initiatives...
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...Management Leadership and Organizational Behavior Abstract The purpose of this research is to showcase the necessity of collaboration at the work place. The nature of collaboration needed among different components of the work place, leading to high job satisfactions and increased productivity. I will also go into details on the other benefits that can be realized when these work units collaborate among each other. The company I will specifically be dealing with in this research is Boeing and how collaboration has worked into its ultimate success throughout the years. The Organization Organization: Boeing Location: Seattle Washington; headquarters in Chicago with presence in several countries around the world. Economic sector: Aerospace Industry. Services Offered: Manufacturing of commercial jetliners, Design, assemble and support defense systems, Satellites and launch vehicles among other services. Number of employees: over 170,000 employees in the United States alone. Website: http://www.boeing.com Background Boeing is a large company of more than 170,000 fulltime and part-time contingent employees. The company is located in Seattle Washington but its headquarters are in Chicago with other locations in the United States and a plethora of others all over the world. With such a large base of employees, the company’s strategy has to be well planned and coordinated to ensure delivery of customer’s products (Boeing.com). Boeing was established in 1916 in the...
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...Organizing Paper Boeing is the largest manufacturer of commercial and military airplanes, is the world’s leading aerospace company, and has a long tradition of leadership and innovation in the aerospace industry. Boeing is an international company headquartered in Chicago, Illinois, and employs more than 158,000 employees worldwide. The company’s corporate structure consists of the Boeing Commercial Airplanes and Boeing Defense, Space, and Security Divisions (Boeing, 2010). In the early 2000s Boeing struggled and was surpassed by Airbus in annual airline sales. Through the organizing function of management, Boeing is once again the leader in the aerospace industry, continues to build a competitive advantage, and is more flexible, innovative, efficient, and responsive to its customers. The organizing function of management follows the planning function and requires management to develop and organizational structure, assemble and coordinate the human, financial, physical, informational, technological, and other resources needed to achieve the organizations goals. To be effective, managers need to use new forms of organizing and possibly view people as the most valuable resource. Companies will departmentalize an organization during this function of management. Examples of departmentalizing an organization include organizing by function, product, geography, or customer. Although the organizing function of management consists of assembling and allocating the...
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...STRATEGIC ACTIONS: STRATEGY FORMULATION 1. Compare the two competitor's strategies. Based on your knowledge of the industry, what conclusions can you draw? Strategy Comparison Boeing Airbus Growth platform Point-to-point Increased fragmentation in travel to solve problem of airport congestion Hub-and-Spoke Expecting growth in travel between major hubs, particularly in Asia Product development Functional product differentiation 787 - mid-size Objective to offer the passenger the most comfortable point-to-point travel experience with as few intermediate stops as possible - more standing room, larger windows and bathrooms, ambient light settings in the cabin to adjust to the time of day, and higher cabin humidity levels. A-380 - superjumbo Will be the largest in the world, holding 550 passengers - will allow 10 million additional passengers per year to fly between airports with no increase in flights - can be configured with bars and specialty boutiques Features Fuel efficiency, eco-friendly, significantly less costly than Airbus' comparable product, light-weight composite materials, simple to operate Commonality - saves airlines costs Estimated release date May, 2008 October, 2007 Supply chain logistics Moving up the value chain - outsourcing - integration and assembly Tighter control over shared knowledge - efficient JIT programs with alliance supply partners Investment in new models $8 billion $14 billion The competitors' views of domestic (regional)...
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...Boeing: Redefining Strategies to Manage the Competitive Market CASE ASSIGNMENT As the industry watches to see how Boeing's strategy performs against Airbus's strategy, management at Boeing is anxiously monitoring market signs to determine its next competitive move. It has underestimated Airbus in the past, and despite the fact that with billions of dollars invested and strategies that cannot be easily abandoned, Boeing needs to be prepared to respond to changing industry needs as quickly as they are detected. You've been asked to join a strategic planning discussion, and hoping to contribute to the meeting, you decide to take one more look at Boeing's situation to see if you can formulate some insight that could give the company an edge against Airbus. Your analysis includes the following elements: 1. Compare the two competitor's strategies. Based on your knowledge of the industry, what conclusions can you draw? 2. Outlining a rough competitor analysis, what does the level of interdependence between the rivals reveal about competitive behavior that can be expected from Airbus? 3. Evaluate the pros and cons of Boeing's outsourcing strategy. Do you agree with the company's decision to "offload" parts production? 4. Review Boeing's cooperative strategy. What are the risks of its partnership arrangements? 5. In what ways can Boeing's international strategy be improved? 6. What are some of the near-term results you anticipate in the airplane production...
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...industry watches to see how Boeing's strategy performs against Airbus's strategy, management at Boeing is anxiously monitoring market signs to determine its next competitive move. It has underestimated Airbus in the past, and despite the fact that with billions of dollars invested and strategies that cannot be easily abandoned, Boeing needs to be prepared to respond to changing industry needs as quickly as they are detected. You've been asked to join a strategic planning discussion, and hoping to contribute to the meeting, you decide to take one more look at Boeing's situation to see if you can formulate some insight that could give the company an edge against Airbus. Your analysis includes the following elements: 1. Compare the two competitor's strategies. Based on your knowledge of the industry, what conclusions can you draw? 2. Outlining a rough competitor analysis, what does the level of interdependence between the rivals reveal about competitive behavior that can be expected from Airbus? 3. Evaluate the pros and cons of Boeing's outsourcing strategy. Do you agree with the company's decision to "offload" parts production? 4. Review Boeing's cooperative strategy. What are the risks of its partnership arrangements? 5. In what ways can Boeing's international strategy be improved? 6. What are some of the near-term results you anticipate in the airplane production industry? Long-term results? STRATEGIC ACTIONS: STRATEGY FORMULATION 1. Compare the two...
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