Boeing
Planning Function of Management at Boeing
As a provider of military equipment, a developer of defense technologies and an innovator in the field of aeronautics, the Boeing Corporation is a complex global network of divisions, departments and geographic contexts. For a corporation such as Boeing, a leading force in the development and retail of military technology, and lately with a focus on missile guidance systems and other non-commercial endeavors, the era of globalization presents both opportunities and challenges in the areas of planning and management. Changes in the global marketing scheme have created a considerably more open market for the company which, given its recent history of decline and contraction, is in a position of need with regard to enthusiastic buyers and new markets. By contrast, its position of dominance in the American market is likely also to be imperiled by the competitive entrance of foreign firms in the American market. This dynamic provides a context for the present discussion on the various dimensions of the planning function of management at the Boeing Corporation and offers us some understanding for the questionable decisions made by Boeing in recent years.
Legal Issues:
In particular, Boeing has been embroiled in a number of legal scandals which have cast the global firm into internal and organizational chaos. Though today Boeing is still among the largest aircraft and defense contractors in the world, it operates under a heavy set of litigation-based pressures. Each of the cases which has been brought against Boeing in recent years is a clear demonstration of its willingness to risk legal breach in the interests of market dominance and profitability. So is this denoted by a 2010 decision by the World Trade Organization which, according to Boeing's own media center, has charged that Boeing received billions of dollars in illegal subsidies from the U.S. government. Boeing's management would respond to these...
This will include the capacity to respond to press questions and the ability to negotiate with the government and obtain fee reductions. The customers' negotiating power is the first important factor that affects the organization's strategic, tactical or operational planning process. Indeed, this is a particularity of the industry where Boeing is competing. This is characterized by very expensive and price that can reach tens of millions for one aircraft.
The Large Cargo Freighter (Dreamlifter) delivered major assemblies in the first half of 2007, and the company expects final assembly of the first 787 later in the second quarter of 2007. Boeing also expects to fly 787 engines on an airplane test bed sometime in the first quarter of 2007. In summary, the three dominant factors of commercial aircraft demand, business jet demand, and supply chain planning, forecasting, and manufacturing
Boeing is one of the United States' largest exporters and is a predominant aerospace and defense corporation. Boeing is the world's largest global aircraft manufacturer (by deliveries and revenue), and the second-largest defense and aerospace contractor (ranking in Defense News). The history of Boeing is as exciting as any in history, and encompasses thousands of individuals, innovations, and spectacular technological developments in airline design and manufacturing. Of course, most everyone
Most audit managers assign supervisory tasks to senior auditors and, in general, consistently encourage more senior auditors to fulfill a mentor role within the audit team. The dual benefit of this practice is that it fosters greater team unity and a healthier organizational culture, in addition to enabling junior auditors to learn technical skills from their more senior associates. Very often, the types of relationships maintained by senior auditors within their
McNerney needed to concentrate on this function, as several challenges in the past, such as labor disputes leading to walk offs, had hindered the organization. Weber (2008) details how McNerney skillfully has been able to lead external forces, specifically the Defense Department, yet that internal leadership has yet to be fully developed. For this reason, the threat again of labor stoppages is a major concern for the company. McNerney
These different factors play a role in setting long-run strategy at Boeing, such as product development and decisions regarding manufacturing capacity. The company must also make human resources decisions based on expected demand, and the period of planning can stretch 5-10 years or more. Tactical planning can also be a long-term process at Boeing. This is impacted by competition within the defense industry, the expectations for DoD budgets and the
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