Mgt 330 Management And Leadership Paper

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Management and Leadership University of Phoenix Management Theory, Application and Practice MGT/330 November 20, 2010 Boeing’s Management and Leadership This paper is intended to differentiate between Boeings management and leadership, as well as, describe the roles and responsibilities that organizational managers and leaders play in creating and maintaining a healthy organizational culture. In addition, I will be evaluating the effects of globalization and management across international borders. Moreover, it is my goal to suggest and/or recommend at least two strategies that organizational managers and/or leaders can use to create and maintain a healthy organizational culture. I will support my recommendations with the concepts…show more content…
The price per share decreased $1.79 from the end of the 2007 year. [The] Backlog grew 8 percent in 2008 to a record $352 billion. A major contributor to these yearend statistics was an internal strike that was not settled until January of 2009. Revenues for the quarter declined 27 percent to $12.7 billion, due primarily to the effects of the strike which reduced commercial airplane deliveries by approximately 70 units and revenues by an estimated $4.3 billion” (Boeing 4th Quarter Loss, 2009, p. 1; Dearinger,…show more content…
Therefore, in my humble opinion some procedure or manual typically will not work; a healthy, productive, happy culture is created and changed through an open communication. Organizational managers and/or leaders visible action reinforces the communication and builds upon, or challenges the current cultural norms and beliefs. It is my belief that the concept of social construction of organization culture is imperative for organizational managers and/or leaders. The problem is, even though it offers them an opportunity, it also poses challenges. The opportunity is if you change negative conversations to positive, you can change the culture for the better. However the challenges is; if you don't change the dialogs between management and the corporate culture, the culture will not change and conversations that do not support the desired changes will make progress particularly hard to achieve and (2) encourage formal and informal action-based learning. Action-based learning has become an important tool for helping employees understand the implementation of culture development. In other words, the employee studies their own actions and experience in order to improve performance. I would argue a culture of

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