Boeing Company Leadership Failure

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Boeing Company Leadership Failure Devore Henry University of Phoenix LDR / 531 April 2, 2013 Joseph Glasgow, Ph.D. Boeing Company Leadership Failure The Boeing Company key to success was being able to adapt the global changing markets. The Boeing Company made significant gain in the stock market with the new release of the Boeing 787 “Dreamliner.” However, many unforeseen events have occurred with Boeing 787 “Dreamliner”. Some changes may need to occur, including replacing leadership or management in the company. The author will describe how specific organizational behavior theories could have predicted or explained the organizations failure. The paper will also compare and contrast how leadership, management, and organizational structure contributed to the company failure. Organizational behavior theories Organization behavior is defined as a “field o study that investigates the impact of individuals, groups, and structures within an organization” (Robbins & Judge, 2007). Which organizational behavior definitely pertains and includes leadership and management. The Boeing Company has a few issues with organization behavior, especially with leadership, management and employees not communicating. The company engineers are blaming the outsourced supply chain for the poor quality parts arriving from subcontractors which are not in the Boeing view. When leadership and management starts blaming other departments instead of identifying and correcting the problem the company creates a major problems such as motivation, leadership, performance and conflicts. The company employees is concerned about the grounding and remains very optimist about the future of the Boeing 787. Leadership, management, and organizational structure Leadership and management played a vital role in the company technological advantages in recent years. First,

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