Boeing….The Art of Management
CJ Williams
MGT/330 Management: Theory, Practice and Application

October 3, 2010
Theodore Michaels

Boeing…The Art of Management “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 and U.S. and allied government customers in more than 90 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.” (www.boeing.com) Boeing’s Planning Function The planning function Boeing exhibited was consistent with being a responsive organization. Responsiveness, quickness, agility, the ability to adapt to changing demands was more vital than ever in Boeing’s decision to act, to build a new, but more importantly, to build a better aircraft; the 787 Dreamliner. Boeing proved how important it is for organizations to not only think quickly, but also to move quickly as well. By being a responsive organization, Boeing is also an organic organization as well because it is very receptive to changing competitive demands and market realities by taking “actions to correct past mistakes and also to prepare for an uncertain future.” (Management: Leading & Collaborating in a Competitive Edition). Some people’s perception is the reality for others, but in the case of Phil Condit, Chairman and Chief Executive of Boeing, in December 2003, his employment at Boeing was ended for a severe case of lack of judgment. In an communiqué to the staff at The Boeing Compnay, Mr. Condit had written to staff that “accountability begins at the top” in an attempt to explain why Mike Sears, Boeing’s Chief Financial Officer, had