Abstract
This paper will discuss the management planning of Boeing. Boeing, being a leading distributors of aircrafts, satellites and missiles, I will evaluate and analyze the impact of legal issues, ethics and social responsibility in which they carry. I will show how these factors may influence their strategic, tactical and contingency planning.
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Boeing Management Planning
Boeing is one of the major aerospace and defense contractors in the United States. Boeing was founded by William E. Boeing over 90 years ago and has dominated the industry of aerospace for many years. As the largest export in the United States, Boeing is a listed component of Dow Jones Industrial Average. With a history extending over a very long time, Boeing has seen the errors of their ways in growth and opportunity. Legal issues, ethics and social responsibility have been part of their various learning experience. Planning is an essential element of any business model, and is a constant center of attention for Boeing. Facing the vigorous demands quality aircraft, comfort, product demands, and raging technology advances, Boeing’s management teams have their hands full. While Boeing challenges are not only the need of new innovations, they must stay ahead of their main competitor Airbus, whom has historically been on an upward growth stance. Management at Boeing, through phenomenal strategic, tactical and contingency planning has continued to dominate the industry in aerospace.
Legal Issues
Every major corporation who has withstood the test of time has incurred some form of legal issues. Boeing is no exception to this rule. Currently, Boeing is undergoing a strike dealing with their mechanics who are pursing extended work guarantee contracts...
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...n for success which ranges over 90 years. They have learned viable lessons in ethics, legal issues and social responsibility. These lessons have carried them to new heights and they continue to soar. The development of a multitude of strategic plans, tactical plans and contingency plans have allowed them to face the odds, remove challenges and escalate in the areas of potential.
References
Business Week. (2004). Covering Up at Boeing. Retrieved November 07, 2008, from Business week. http://www.businessweek.com/magazine/content/04_26/b3889088.htm
Brandes, H. (2007, April 26). OKEthics hands out annual Compass Awrad at luncheon. Retrieved November 7, 2008, from general Onefile via gale. http://find.galegroup.com
Boeing. (2008). Global Corporate Citizenship. Retrieved November 7, 2008, from http://www.boeing.com/companyoffices/aboutus/community/
The reason I chose to write about this company McDonnell Douglas is because I felt that what they did was appalling and demonic. They dehumanized the passengers and only seen profit margins. One may say that McDonnell Douglas imps did not know the meaning of the word “solidarity”: Solidarity is a principle of Catholic Social Teaching. This principle means the firm and preserving determination to commit oneself to the common good. This principle incorporates other principles like Human Dignity, Community, Common Good, Stewardship, and Option for the Poor, that is what we are to demonstrate in our actions. This principle does not always come into play with many corporations; Furthermore when things like this come into play, one may say that a company is participating in unethical business practice. This is the reason why an American commercial aircraft industry company named McDonnell Douglas failed to reach their full potential in designing aircrafts. Their lack of ethical appropriate behavior has shown many that the expense of a change of a product is more important than losing lives over something that could have been prevented. There are three ways this situation could have been avoided but yet was not: First, finding an ethical way of putting the consumer long term goals first and increasing profitability (ex. maintaining a good company image). Secondly, look at the short term effect of being unethical, and receiving high profitability and long-term effect of being caught and having to file bankruptcy finally; McDonnell Douglas has an ethical responsibility for the lives of the people who use their product. McDonnell Douglas had a responsibility to the people to provide them a quick trouble free flight to and from their chosen...
The author felt that Boeing is plagued by bad company norms. Previous CEOs were people with low ethical sensitivity who had not been leading by example. Stonecipher committed an ethical lapse by having a relationship with an employee while Philip and Stonecipher travelled in luxurious business jet with personal handlers. Subconsciously, they were conveying a message across the company: Boeing tolerates ethical lapse; power and privileges are entitlements for higher ranking staff. McNerney agrees that bureaucracy has given higher ranking staff too much autonomy such that breaching ethical codes can be overlooked since little or none in the company can penalize them.
It's expected that in the first few years, Boeing will incur more expenses than income. Revenues will come at a later date when the 7E7 planes are delivered. The project will have to be evaluated periodically and management will have to make changes to ensure that the company is profitable based on current and future conditions. The board's prerogative is not to give Airbus a profit sanctuary' by not accepting the project, but rather to maintain or increase its market in the industry even if it's not profitable in the short-run. Boeing has deep pockets and should be willing to challenge its competitors.
This paper analyzes the goals and actions of Boeing by analyzing its critical success factors as well as its strategic roadmap.
This paper focuses on the impact of Management of Information Systems (MIS) on Boeing. In this endeavor, it highlights the new technologies that will most likely impact on the organization and structure. In addition, the paper discusses possible impacts of new technological advancement on the company, to remain competitive in the face of the new technological developments. In this regard, the paper reflects on the possible strategies that Boeing is likely to adapt so that it remains competitive that is, by introducing new technological developments. Finally, with such a move of adapting or not adapting the new technology, this research paper looks at risks that are associated with both moves that the company might opt for.
To achieve the above goals and fulfil Boeing’s mission, the following objectives will guide company:
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.
... Boeing has gained a reputation for its forward thinking approach to their business model. Boeing appears to be a company that isn’t afraid of risk because they understand nothing risked is nothing gained. In 2001, when the airline industry collapsed after 9/11, they could have folded their 737 division up or sold it off to a competitor, but instead they found a way to make it work, and make it work better than it had previously. During World War II, and the Korean War, Boeing’s innovation helped the US Armed Forces achieve their military goals, and at the same time positioned themselves as the major player in the defense business.
It has stayed relevant to the market through its propelled philosophy of relationships to generate profits in the business. Since its establishment in Monroe, Louisiana the once tiny airline has stretched to greater heights serving in 6 continents. It has also established a distinguishable name among its competitors with a reputation of leading customer services. However, even as an established venture, the company needs to maximize its profits in order to stay in business and expand in to new territories beyond its conquered boundaries. A strategic analysis was carried out by our team to establish the company’s current situation. A SWOT analysis was performed to come up with three referenced, strategic alternatives. This alternatives are meant to act as a strategic guidance to the company in order to enhance growth. The strategic recommendation provided will improve and enable the business to cope with the competitors while the implementation of the strategy section will outline the way to go about achieving these alternatives in the business setting. Lastly, we put up a discussion on the evaluation procedures and necessary controls for the
Further investigations revealed Foxconn had been guilty of unsafe and unfair working environments long before the incidents, which included the employment of extended working hours, discrimination, and military management techniques (Xu & Li, 2013). Due to Foxconn’s sole focus on maintaining businesses relationships by fulfilling Apple’s demand of technical products, their subsequent mistreatment of employees was exacerbated and generated 80-100 hours of forced overtime per week (Xu & Li, 2013). However, in an attempt to combat the negative publicity, each firm denied responsibility for the incidents, which ultimately added fuel to the media fire (Xu & Li, 2013). Since then, each firm has enacted superior regulations designed to maintain efficiency while recognizing limitations on labor hours and increased spending on compliance audits (Chandler & Werther, 2014). Yet, as Foxconn continues to sustain their global leadership and Apple’s profits remain unaffected, the disadvantages associated with the incidents at Foxconn have not transcended the outcomes. From a profit standpoint, the increase in spending and subsequent alterations of labor methods serve as the biggest disadvantage to each company’s bottom line. However, after both companies attempted to negate blame, their ensuing developments indicate assuming responsibility was the best avenue to recoup reputation issues and focus on long-term growth. Therefore, the greatest advantage for both companies was their heightened reputation resulting from increased transparency and the employment of business models focused on the welfare of all supply chain
JetBlue Airways, the latest entrant in the airlines industry has gone through the initial stages (entrepreneurial and collectivity) of the organizational life cycle rapidly under the successful leadership of David Neelman. JetBlue Airways is currently in the formalization stage of the life cycle where in it needs to create procedures and control systems to effectively manage its growth. Also as it proceeds to grow further to reach the elaboration stage, JetBlue needs to continue to align itself with the environment in order to maintain its sustained growth.
These processes require Boeing to plan and research. These plans can guide Boeing through its restructuring, it can reveal the weaknesses and it can ease the whole process.
British Airways Plc (British Airways or BA) is a full service premium airline with a global route network flying to approximately 400 destinations worldwide. The company provides scheduled air services at both domestic and international level. Its services include flights for passengers and cargo. The company provides air transportation services for over 40 million customers a year and serves 35 million cups of tea, 36.5 million meals and 3.7 million bottles of wine for the passengers. The company operates extensive international scheduled airline route networks in association with its joint business agreement, code share and franchise partners.
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.