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Employee engagement literature review
Boeing strategic planning
Employee engagement literature review
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Boeing- The Future of Flight
The mission of Boeing is to be the number one aerospace company in the world and among the premier industrial concerns in terms of quality, profitability and growth (Boeing, 1999). Their four key objectives will guide company:
A continuous improvement in quality of products and processes – The cornerstone of their business strategy is has been strong commitment to steady, long-term improvement in their products and processes. They must work to constantly improve the overall quality of their design, manufacturing, administrative, and support organizations to achieve this objective (Boeingsuppliers.com, 2009).
A highly skilled and motivated workforce -- Human resources are their most important resource: their customers as well as the people who design and build their products and services. With the proper mix of skills, training, communications, environment, and leadership, they to meet their goals since they believe their employees will achieve the needed gains in productivity and quality (Hrmreport.com, 2010).
Financial strength -- They demand a strong financial base due to the high-risk, cyclical nature of their business. Retaining the capital resources to meet their existing obligations and make significant investments to develop new products and new technology for the future. This objective also required planning and control to ensure they were not overextended during an economically challenging period (Sotelo, 2010).
Commitment to integrity -- Integrity, in the broadest sense, their actions in all relationships must pervade, with their customers including those, suppliers, and each other. This is a promise to uncompromising principles and conduct (Hickman, 1998).
SWOT analysi...
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...0, from http://books.google.com/books?isbn=0761914234
Hrmreport.com. (2010). Manning Boeing. RPO & Staffing. GDS Publishing Ltd. Retrieved July
20th, 2010, from http://www.hrmreport.com/article/Manning-Boeing/
Sotelo, J. A. (2010) Boeing Case. Retrieved July 20th, 2010, from
http://www.docstoc.com/docs/30513033/Presentation---Boeing-Case
TijuanaCareers.com.(2009). The Boeing Company. Para 5. Retrieved July 20th, 2010, from
http://www.tijuanacareers.com/companyresearch/boeing.shtml
US History. (2009). Boeing Company. Retrieved July 20th, 2010, from http://www.u-s history.com/pages/h1832.html
Wilhelm, S (2010) Boeing's big decision: Tweak 737 or start anew - Puget Sound Business
Journal July 2, 2010 (Seattle) Retrieved July 20th, 2010, from http://seattle.bizjournals.com/seattle/stories/2010/07/05/story1.html?b=1278302400^3598681&s=industry&i=manufacturing
The SWOT process will start by examining the internal strengths of the Boeing Company of today. One of the most dominant strengths possessed by Boeing is its ability to follow the changes in a market that is continually changing. The type of products produced by The Boeing Company demands the use of state of the art technology while maintaining all the proper safe guards for sa...
The Boeing Corporation is one of the largest manufacturers in the world. Rivaled only by European giant Airbus in the aerospace industry, Boeing is a leader in research, design and manufacture of commercial jet airliners, for commercial, industrial and military customers. Despite enjoying immense success in its market and dominating an industry that solely recognizes engineering excellence, it is crucial for Boeing to ensure continued growth through consistent strategy formulation and execution to avoid falling behind in market share to close and coming rivals.
Our commitment to steady, long-term improvement in our products and processes is the cornerstone of our business strategy. To achieve this objective, we must work to continuously improve the overall quality of our design, manufacturing, administrative, and support organizations.
Quality which they demonstrate by continuing commitment to modernization, relevance, and continuing improvement in services, products, and programs.’
Boeing has looked at everything from the design of the anti-collision lights, to the reduction of small gaps in the airfoil. This has created an aircraft that is extremely aerodynamic and efficient at any task it performs. The 737 was originally created on May 11, 1964, however it wasn’t until November 9, 1964 that production was officially approved. On February 19th 1965 Lufthansa placed its first order for the 737-100, and on the 9th of April 1967 the 737 flew for the first time. In 1970, Boeing had less than 35 orders for the 737 and considered canceling the program.
Airbus and Boeing have developed similar capabilities, and an intense competition to be the number one in aviation. The market is a duopoly market, resulting in a low profit margin for both companies. There is slow industry growth in the aviation industry, and no clear market leader. The barrier to exit is high, which leads to intense rivalry between Airbus and Boeing.
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.
Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)
The airline industry has an incredibly intricate market ruled by consumer need and firm greed. The airline industry utilizes an oligopoly style market structure and airlines often use certain price discriminations to obtain the most revenue from their services. Externalities also weigh into the airline industry. Competition amongst airlines is incredibly fierce and only those who are thirsty for business and cold hard cash will survive within the terminal walls and jetway halls.
Organizations’ other resources can be hired, retained and discarded at any time but human resources needs special treatment. It needs to be carefully hired, deserve an extra effort to retain it and requires training & development to upgrade and improve its capabilities. Other resources depreciate with the passage of time but when the human resource gains more and more experience, it becomes more beneficial for the organizations. These characteristics have brought human resources to be the central element for the success of an organization. (Mohammed, Bhatti, Jariko, and Zehri, 2013, pg. 129, para. 2)
What Went Wrong At Boeing? - Forbes. 2014. What Went Wrong At Boeing? - Forbes. [ONLINE] Available at:http://www.forbes.com/sites/stevedenning/2013/01/21/what-went-wrong-at-boeing/. [Accessed 27 March 2014].
Human resource is the most valuable and unique asset of an organization. The successful management of an organization’s human resource is an exciting, dynamic and challenging task , especially at a time when the world has become a global village and economies are in a state of flux. The lack of talented resource and the growing expectation of the modern day employee has further increased the difficulty of the human resource function.
Boeing moved for right track. They decided to compete with other global brands in terms of public image and goodwill. As Phil Condit, Boeing CEO and chairman, announced at Farnborough air show in 2000, this company goals are focusing on: running healthy core businesses, leverage the company’s strength into both new products and services, and open new frontiers. Achieving these major goals can improve Boeing public image both domestically and internationally. There are other areas of weakness existed within this company such as adaptation to new business and communication methods. Boeing must have more participation in areas of public to prove that it is seeing beyond the traditional boundaries.
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.
Improvement in the quality is a continuous process; by discontinuing the continuity will shatter the business competitiveness in the market. Generally, six sigma, lean and Kaizen are being used for continuous improvement by the companies. But in case of manufacturing companies, they need to be more calculative and carful in the continuous improvement is essential but the company should be cautious in not investing in destructive research. It is not possible for implementing the TQM in all process (Ashkenas, 2013).