Boeing Ethical Case Study

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A Case Study of The Boeing Company: The need to shift to a horizontally integrated organization Kenneth Leeson Embry-Riddle Aeronautical University MBAA 520 Dr. Peter O’Reilly July 20, 2011 Table of Contents Abstract 3 Background 3 Statement of Problem 4 Analysis 5 Operational Issue One- Poor Management of Employees 5 Operational Issue Two- Understanding the Consequences of Unethical Behavior 5 Organizational Behavior 6 Significant behavior issues facing Boeing; Need for New Leadership Techniques 6 Addressing the Lack of Communication between Leadership and Labor 7 Summary 8 Bibliography 10 Abstract The Boeing Company is facing the economic complexities of a global recession. This paper looks at the ability of The Boeing Company to make ethical choices for the stakeholders and add value to the organization by the ethical management of all its resources. Change is a constant in today’s global enterprises. The organizational stress on Boeing influences its organization’s ability to make clear choices. Boeing has experienced operational problems due to lack of understanding of personnel issues and unethical conduct. Over the last several years Boeing has experienced internal weaknesses and outside threats leading to a need to improve leadership and management operations. The need to improve internal operations includes lack of understanding of organizational culture that inhibits current and future growth of the company (Heizer, 2009). This can be witnessed through the backlog of deliveries caused by a machinists strike in 2008. A change in Boeing’s organizational behavior is required to more effectively manage labor and customer relations. Background The Boeing Company is a well established American firm in the aeronautical industry. Boeing started in 1916, not long after the Wright Brothers flew the first plane in 1903 (The

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