Management Planning Paper
The Boeing Company
University Of Phoenix
Management: Theory, Practice and Application
The difference between a successful and unsuccessful organization lies within its planning procedures. Fortunately, William Boeing realized this in 1916 when he began the final assembly of the B and W seaplane in his Lake Union boathouse. Remarkably, the B and W was the first Boeing product, named after the initials of its designers, William Boeing and Navy Lt. Conrad Westervelt. From there William Edward Boeing went on to be the founder of one of the paramount empires of commercial aviation whereby transforming the Pacific Northwest into a major aeronautical center (Boeing 2008). Boeing can attribute the success of this impressive company to his ingenuity and precise planning abilities. His careful implementation of specific planning strategies has matured the Boeing Company into a multi-million dollar organization. This paper will highlight the planning process implemented at the Boeing Company, analyze the impact of legal issues, ethics, and corporate social responsibility on management, and examine factors that influence the company’s strategic, tactical, operational, and contingency planning.
Efficient planning facilitates an organization in adapting to change by identifying opportunities while avoiding problems. Specifically, “strategic planning produces fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it. Strategic planning requires broad-scale information gathering, an exploration of alternatives, and an emphasis on the future implications of present decisions.” (Gemmy Allen, 1998) Conversely, the core of the robust planning process practiced by the Boeing Company consists of two important elements: Road mapping and portfolio management. As explained by Ben Almojuela an associate technical fellow of the...