This paper will analyze the management team at Boeing in regard to planning. This analysis entails an evaluation of the planning function of management. Next, the impact of legal issues, ethics, and corporate social responsibilities have had on management planning at Boeing will be reviewed. Three factors will be examined that influence the organization’s strategic, tactical, operational, and contingency planning. Those factors are outsourcing, competition, and energy efficiency.
Boeing is the world’s leading aerospace company and the largest manufacturer of commercial jetliners and military aircraft combined. Boeing also manufactures rotorcraft, electronic and defense systems, missiles, satellites, launch vehicles, advanced information and communication systems. (Boeing, 2008) With a diversified range of products, Boeing is organized into two business units: Boeing Commercial Airplanes and Boeing Integrated Defense Systems. Supporting these units are Boeing Capital Corporation, the Shared Services Group, and Boeing Engineering, Operations & Technology. Boeing has an Executive Council which comprises the leaders of the just mentioned groups, but also other departments within the organization to provide leadership and planning. (Boeing, 2008)
Legal Issues
Legal issues can complicate the planning process and put the company in a difficult situation. Boeing has been sued a number of times involving differences in gender pay and used aggressive strategies to defend their position by their legal team. With the previous lawsuits, Boeing claimed attorney client privilege to hide internal documents prepared by their attorneys about pay differences and earlier cases were thrown out. With the latest lawsuit though, Boeing was forced t...
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As per research Bombardier has already been investing heavily to modify its products accordingly to meet the standard of global economy. To increase their procedures, they have joint various strategic alliances with businesses and formed several joint ventures. Bombardier has formed multiple alliances with different companies throughout the world, to ensure steady growth and sales. It has many engineering and manufacturing sites in many countries. Bombardier succeeded to expand its operations in: Europe, Asia-Pacific, North America and South America. In order to successfully strive in growing markets,
Boeing’s 787 design and development was truly a transformational outsourcing project. Boeing set out to create a new product, which was significantly different from what the company had been producing. Through this project, it aimed at creating a new business model for sourcing, assembling and producing aircrafts.
The Boeing Company originally started out as the Pacific Aero Products Co., which was founded on July 15, 1916. The name was changed about a year later to The Boeing Airplane Company. The Boeing Company stayed relatively small until World War I when they were selected by Navy officials to produce an order for 50 model C's planes for the war efforts. The company continued to prosper and by the late 1950s, Boeing President William Allen knew that the company had the scientists, the experience and the facilities to lead the company into uncharted territories. He was right, Boeing has emerged as the leading aerospace company in the world today.
The Boeing Corporation is one of the largest manufacturers in the world. Rivaled only by European giant Airbus in the aerospace industry, Boeing is a leader in research, design and manufacture of commercial jet airliners, for commercial, industrial and military customers. Despite enjoying immense success in its market and dominating an industry that solely recognizes engineering excellence, it is crucial for Boeing to ensure continued growth through consistent strategy formulation and execution to avoid falling behind in market share to close and coming rivals.
After the Air mail Act in 1934, which separated the ownership of aircraft manufacturer and airlines, the President of the UATC had to be resigned and he moved to another airline at the time, which is Trans-Canada Airlines, now Air Canada. After this fall, Boeing’s company was broken into several parts, the first one was aircraft manufacturing, the second part is the parts supplier, and the third part is the United Air Lines airline group. After having a separate airline, they needed a new president to fresh sta...
To achieve the above goals and fulfil Boeing’s mission, the following objectives will guide company:
Boeing conducts its business in the most proper and equal ethical manner, while staying in accordance with the company's values and code of conduct and staying in and above compliance with all of today’s standard laws and regulations. Bowing’s code of conduct states, “integrity must underlie all company relationships, including those with customers, suppliers, and communities and among employees. The highest standards of ethical business conduct and compliance are required of Boeing em...
NOTES : BIBLIOGRAPHY IS ON A DIFFERENT COMPUTER STILL WANTING TO ADD MORE NUMBERS I DO NOT KNOW IF THE LAYOUT IS GOOD Extended Essay Business and Management David Procek Research Question: To what extent were the causes of the delay of the 2011 Boeing Dreamliner launch preventable? Abstract Table of Contents Abstract……………………………………………………………………............ Introduction……………………………………………………………………… Research Question……
Technology Innovation: - Boeing should carefully analyze the market to evaluate the trends in the airline industry and aggressively invest in a new product line (top dog strategy) that could counter Airbus’s A380.
...ember 25). Boeing hails ME investments. Times of Oman [Muscat], p. 1. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/1073420766?accountid=27203
Boeing and Lockheed, some of the largest airplane manufacturing companies in the world, were involved in a confidential document scandal beginning in 1996. Boeing utilized documents from Lockheed that were illegally obtained in order to gain an advantage in a multibillion dollar government contract. Both companies suffered greatly for Boeing's unethical behavior including multiple legal battles, diminishing public/ professional image, and millions of dollars in fees. Using information from sources such as IEEExplore, this paper will analyze Boeing's unethical behavior in this matter, as well as how this unethical behavior cost Boeing more than just lost profits. Company History
I am reaching out to personally thank you and express my sincere appreciation for your recent gift: The Boeing Supply Chain Management scholarship. The generosity of people like you makes it actively easier for students such as myself to continue pursuing my academic and career aspirations. I strive for these goals in hopes of graduating with a bachelor of science in supply chain management and becoming a supply chain manager or procurement specialist. I want to genuinely thank you for helping me on my journey to fulfill my passion for supply chain management.
DuBois, S. (2012, February 17). The real threat facing the airlines - Fortune Management. Fortune Management Career Blog RSS. Retrieved April 29, 2014, from http://management.fortune.cnn.com/2012/02/17/the-real-threat-facing-the-airlines/. Tom, Y. (2009). The 'Standard' of the 'Standard'.
Planning is an essential process in today’s organizations. Based on the three types of managers: top-level (strategic managers), middle-level (tactical managers), and frontline (operational managers), exist three corresponding levels of planning: strategic, tactical, and operational. The purpose of this essay is to focus on the strategic level of planning for the Ford Motor Company; a leader in the global automobile industry. Strategic planning, according to Bateman and Snell (2009), “involves making decisions about the organization’s long-term goals and strategies” (p. 137). This paper will elaborate on six key influential factors: economic, environmental, competition, foreign policy, domestic policy, and innovation; that shape this corporation’s strategic plan. Finally, a SWOTT analysis will be conducted covering the strengths, weaknesses, opportunities, threats, and trends, that the Ford Motor Company has in relation to its business environment.
As Boeing’s CEO, Frank Shrontz promised to increase earnings and return on equity. Boeing had a history of making money when its competitors did not, but Mr. Shrontz wanted higher returns. The airline industry was characterized by large cash outflows for R&D and manufacturing and long payback periods over long life cycles for each new airframe design. Companies had to have deep pockets to keep the operation going while waiting for a return on their investments. If Mr. Shrontz could increase the return on equity for Boeing, it would increase the likelihood of Boeing’s continued success well into the future.