Case Study: Boeing

Ana Lopez MGT 420 Professor Cathy Ko Assignment 2 Case subject Boeing 1-Select sensation or more diagnostic models that you believe provide a framework that succinctly identifies the key factors at the center of the Boeing situations. Explain your prize 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 drudgery of the 747 aircraft for 20 days. Lets not forget the financial predicament the ecesis had when investors accused of them of trickery in regard to a jointure with McDonnell Douglas and a payout of $92. million was do to shareholders. Technology seemed to be a extensive issue when in 2001 they decided to implement an automated system of fiction lines. They also hoped to coordinate and help easier channels of communication between Boeing staff and suppliers. The problem arose when randomness technology within the disposal was decentralized and over 4 00 systems were beingness used to meet the fates of various departments. Because of inadequacy of collaboration in regard to intersection point procurement meant that the same merchandise could be manufactured by Boeing for one aircraft but subcontracted for another.Integration issues came upon because of the m whatever acquisitions which were made so they decided on diversifying from the traditional commercial airline industry. The conclusion here was to add more stability to the business by diversifying into data services and the space industry. As time passed it was said by Noel Forgeard, chief operating officer of Airbus, that the process of diversification was extremely demoralizing for Boeing employees, but it was argued by Boeings VP of marketing that the cause of their morality was that the social club was in a flock cycle,.Boeings main strategy was to update their technology systems, downsize their trading operations, and reestablished relationships with their sup pliers. Because of these specific issues I decided to go with the Star Model which was designed by Jay Galbraith who argues that an organization is at its most effective when what he labels the five major components of organization design are in alignment. These components are as follow 1.Strategy the arse, if the strategy is not clearthere are no criteria on which to base other design decisions. 2. Structure the formal authority relationships and grouping of activities as represented on an organization chart. 3. Processes and Lateral capability identify to the process, either formal or informal, that coordinate activities throughout the organization. 4. Reward Systems stress to align individual actions to organizational objectives. 5. People practices are the combined valet de chambre 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 predicament and a stable organization. Starting with strategy since most of their strategies were not successful. Because of the manufacturing crisis that halted point of intersectionion for 20 days Boeing was criticized and it was said that the partnership had stubbed its toe. They had a win at any costs approach that failed miserably.They attempted to revitalize Boeings operations by streamlining aircraft assembly and increasing the efficiency of the company. It is apparent that this organization is volcanic when it comes constructing a strategy since it is being always changed. When it came to Boeings structure the company had many frictions because of their inability to mobilize resources and their loss of competitive 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 because 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 lateral 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 technological platform to influence 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 do them have less morality towards the company. Their reward system was not candid at all if the company had to have subcontractor in order for them to shape ends meet.This situation would also become a people practices since their efforts of overcoming tragedy to the company kept on over exceeding triumph. Boeing is still around making it a wonderful company despite its trail and tribulations. Like any other organization what Boeing needed was a change of heart and they over(p) it by changing their strategies, structures, processes and lateral capabilities, their rewards systems and people practices. The McGraw-Hill Companies, Inc. , Managing for Change. United States. 2011. 126, 155-156 Print.