Boeing Management This paper is a look at management within Boeing. Boeing is known as a leading aerospace company.

Boeing is a leader in military aircrafts as well as commerci al aircrafts. Boeing is recognized for the worlds largest most diversified aerosp ace company (The Boeing Company, 2010, slide 2). Boeing being the diverse compan y at some point the company has had to make management decisions and plans to st ay up with the changes in todays world. These changes are evident of the strate gic, tactical, operational, and contingency planning that management has made. Boeings management model is attaining world-class growth and productivity: 1) comm itted, performance-driven management, 2) maximize learning across the enterprise and from outside, and 3) adapt and apply learnings in clearly defined businesse s (The Boeing Company, 2010, slide 13). William Boeing founded The Boeing Company, which was originally the Pacific Aero Products on July 15, 1916. It was in 1917 that the company was changed to the Boeing Airplane Company (Rumerman, n.d.). Boeings first plane sold was to an int ernational company (Rumerman, n.d.). Boeing had tried to sale the planes to the government initially but eventually Boeing did receive the contracts to make mi litary planes. Boeing has become a leader in commercial and military aircraft. Boeing has been able to make this transition through superior management over t he years. Boeing is not just building aircraft. The company designs and assembles defense systems, such as military transports, tankers, and helicopters. As well as sat ellites and launch vehicles. Boeing is the worlds largest provider of commercial and military satellites (The Boeing Company, 2010, slide 3). One way management is able to do this is to focus on the customers requirements (The Boeing Company, 2010). Boeing management tries to meet the needs of the future for the custom ers. According to The Boeing Company 2002 Annual Report, Boeing has Vision 2016 . Vision 2016 is people working together as a global enterprise for aerospace le adership (Vision 2016). This is letting the company, stakeholders, and the publi c know where the company is heading. Boeings business model shows the financial objectives of the company is growth an d productivity through customer satisfaction. Then the financial performance is for an economic profit. From financial performance, the model moves to stock p rices and performance to plan. Performance to plan is making employees accounta ble. Last in the model are the stakeholders. Stakeholders refer to the employe es, customers, shareholders, and communities (The Boeing Company, 2010, slide 1 3). Boeings management has made plans throughout the history of the company. This is evident in the initial financial success for Boeing back when Boeing produced p lanes for the Navy during World War I (Rumerman, n.d.). Boeing has continued t his success by modifying and adapting the company to the changing needs of the m ilitary. This is also evident with Boeing being the first company to build plan es to carry passengers in 1928 (Rumerman, n.d.). Management continues to plan for the future to stay ahead of the changing economy and trends. Several influences affect management. These influences are legal issues, ethica l issues, and corporate social responsibility. Most people think that legal iss ues can happen with people who are lower in the management field than the main m anagers. In 2003, Boeing Chief Financial Officer was fired and Boeing Chief Exe cutive Officer resigned because of inappropriate dealings in getting information for a contract with the government (Flaherty, 2010). Boeing has Boeing Ethical Business Conduct Guidelines booklet that is for the em ployees. This booklet will advise the employees of the Boeing Code of Conduct a s well as Boeings values and key policies and procedures (Boeing, n.d.). In this book, an employee can find where to go if he or she has concerns. Boeing sees corporate responsibility as giving back to the community. Boeing ha s plans on giving back to the communities where Boeing has a presence. An examp le is Boeing sponsoring the STEP 21. STEP 21 supports young people in the diffic ult phase of life between school and professional occupation (Hard Lessons Made E asier, page 9). Boeing management uses strategic, tactical, operational, and contingency plannin

g to move the company. These planning steps were experienced early in the compa ny. Strategic planning gives the executives on opportunity to make plans that w ill help in advancement in the aviation field. An example occurs when the compa ny was fairly new, William Bowing hired Tsu Wong (Rumerman, n.d.). When the Unite d States joined World War I, Tsu Wong designed a Model C training seaplane (Rumerm an, n.d.) for the military. Tactical planning comes down to when two businesses are supported by nine corpor ate roles. Tactical plans will be broken down in the nine different roles. The se roles according to the Boeing overview are 1) business development and strate gy,2) communications,3) engineering, operations and technology, 4) finance/share d services group/Boeing Capital Corp., 5) human resources/administration, 6) int ernational, 7) law, 8) office of internal governance, and 9) government relation s (The Boeing Company, 2010, slide 6). As a company, Boeing has made operational planning in designing airplanes to mee t the specific need for the customer. This was seen when Boeing was the first to hire females all registered nurses to work as flight attendants (Rumerman, n.d.) . A contingency plan was when World War I was over and the aircrafts was no lon ger needed the company moved to building flying boats and also built bedroom furn iture (Rumerman, n.d.) to stay in business. Boeing has been able to remain the successful company over the years because of the management. Boeing has different aspects of management that factor into the business plans. These can range from legal issues, ethical concerns, and corpo rate social responsibility. Boeing has legal staff that takes the law role. Bo eing has a booklet in place to cover the majority of the ethical concerns that c an come up. This booklet is Boeing Ethical Business Conduct Guidelines. Boeing gives back to the communities that Boeing has a presence in. With all the stra tegic, tactical, operational, and contingency planning has kept Boeing in a lead ership role in the aerospace industry.

References Boeing. (n.d.). Corporate Philanthropy Report. Retrieved from http://www.boeing.com/companyoffices/aboutus/community/assets_07/Philanthropy_Re port_06.pdf Boeing. (n.d.). Ethical Business Conduct Guidelines. Retrieved from http://w ww.boeing.com/companyoffices/aboutus/ethics/ethics_booklet.pdf Flaherty, P. (2010). Promoting Ethics in Public Life. National Legal and Policy Center. Retrieved from http://nlpc.org/stories/2010/03/10/northrop-drops-tankerbid-nlpc-exposed-boeing-scandal Rumerman, J. (n.d.). The Early Years of Boeing, 1916-1930. U.S. Centennial of Fl ight Commission. Retrieved from http://www.centennialofflight.gov/essay/Aerospace/boe ing-early/Aero17.htm The Boeing Company. (2003). The Boeing Company 2002 Annual Report. Retrieved fro m http://www.boeing.com/companyoffices/financial/finreports/annual/02annualreport/ m_vision.html The Boeing Company. (2010, October). The Boeing Company Overview [PowerPoint sli des].

Retrieved from http://www.boeing.com/companyoffices/aboutus/brief.html.