Case Study: Boeing

Ana Lopez MGT 420 Professor Cathy Ko Assignment 2 Case Study Boeing 1-Select one or more diagnostic models that you conceptualise provide a framework that succinctly identifies the key factors at the center of attention of the Boeing situations. Explain your choice of model. Boeing has had an array of problems since the 1900s from the scandal with the Pentagon in 2003, to the manufacturing crisis when Boeing was required to halt production of the 747 aircraft for 20 days. Lets non stymy the financial dilemma the administration had when investors accused of them of trickery in cipher to a merger with McDonnell Douglas and a pay show up of $92. million was made to sh atomic number 18holders. Technology seemed to be a big issue when in 2001 they decided to implement an alter dodge of lying lines. They also hoped to coordinate and facilitate easier channels of chat between Boeing staff and suppliers. The problem arose when information engineering science within the organizati on was decentralized and over 400 frames were organism used to meet the postulate of various departments. Because of lack of collaboration in regard to product procural meant that the same product could be manufacture by Boeing for one aircraft unless subcontracted for another.Integration issues came upon because of the many acquisitions which were made so they decided on diversifying from the traditional commercialized airline industry. The goal here was to add more stability to the bank line by diversifying into information services and the space industry. As time passed it was express by Noel Forgeard, CEO of Airbus, that the process of diversification was extremely demoralizing for Boeing employees, just now it was argued by Boeings VP of marketing that the cause of their morality was that the company was in a down cycle,.Boeings main strategy was to update their technology systems, downsize their op agetions, and reestablished relationships with their suppliers. Because of these specific issues I decided to go with the Star form which was designed by Jay Galbraith who argues that an organization is at its most effective when what he labels the quintet major components of organization design atomic number 18 in alignment. These components are as follow 1.Strategy the cornerstone, if the strategy is not clearthere are no criteria on which to base other design decisions. 2. Structure the ball authority relationships and grouping of activities as represented on an organization chart. 3. Processes and squinty capability refer to the process, either formal or informal, that coordinate activities throughout the organization. 4. Reward Systems seek to align individual actions to organizational objectives. 5. People practices are the combined human resources practices of the organization. -Explain the Boeing situation in terms of your selected model. The Star Model has all the components that Boeing would need to inherit in order to get out of their p redicament and a stable organization. Starting with strategy since most of their strategies were not successful. Because of the manufacturing crisis that halted production for 20 days Boeing was criticized and it was said that the company had stubbed its toe. They had a win at any costs approach that failed miserably.They attempted to reclaim Boeings operations by streamlining aircraft assembly and increasing the efficiency of the company. It is plain that this organization is unstable when it comes constructing a strategy since it is being always variety showd. When it came to Boeings structure the company had many frictions because of their inability to mobilize resources and their loss of hawkish advantage. Boeing wanted to go beyond the World War II era and failed at that as well.They wanted to implement an automated system of assembly lines and coordinate and facilitate easier channels of communication between Boeing staff and suppliers. That became a battle for Boeing beca use the information technology within the company was decentralized and over 400 systems were being used to meet the needs of various departments. Their processes and squinty capability was at a jam with their lack of collaboration in regard to product procurement which meant that the same product could be manufactured by Boeing for one aircraft but subcontracted for another.So Boeing decided to device a proficient platform to regulate product life cycle. They anticipated that this new system would improve collaboration, innovation, product quality, time-to-market and return-on-investment. The employees of Boeing were very unsatisfied with the way the organization was being run making them have less morality towards the company. Their reward system was not good at all if the company had to have subcontractor in order for them to make ends meet.This situation would also become a pack practices since their efforts of overcoming tragedy to the company kept on over exceeding triumph . Boeing is lull around making it a wonderful company despite its raceway and tribulations. Like any other organization what Boeing needed was a change of heart and they accomplished it by changing their strategies, structures, processes and lateral capabilities, their rewards systems and people practices. The McGraw-Hill Companies, Inc. , Managing for pitch. United States. 2011. 126, 155-156 Print.