Management Planning - the Boeing Company
Management Planning - The Boeing Company Management Planning
Boeing is an aerospace company, a manufacturer of commercial jetliners and military aircraft. Boeing also designs and manufactures rotorcraft, electronic and defense systems, missiles, satellites, launch vehicles and advanced information and communications systems (Boeing Company, 2010). The purpose of this paper is to evaluate management planning for the Boeing Company. The Boeing Company’s business is conducted by its employees, managers and corporate officers led by the chief executive officer, with oversight from the Board of Directors. The Board’s Governance, Organization and Nominating Committee periodically review the Company’s corporate governance principles and current practices (Boeing Company, 2010). Business planning at Boeing is persuaded by internal and external factors such as: legal issues, ethics, and corporate social responsibility. Factors such as laws, economic conditions, and competition influence the company’s strategic, tactical, operational, and contingency planning (Boeing Company, 2010).
Legal Issues The planning process of the company can be problematical, at times, by legal issues, which can put the company in a bad position. In August of 2000, the Boeing Company settled two lawsuits that allege the Seattle-based manufacturer placed defective gears in CH-47D "Chinook" helicopters and then sold the aircraft to the United States Army; the amount of the settlement was for $54 million. Boeing used two subcontractors, Litton Precision Gear of Bedford Park, Illinois and SPECO Corporation of Springfield, Ohio to manufacture the flight-critical transmission gears for the helicopter. One of the gears, manufactured by Litton, failed in flight, causing an Army Chinook helicopter to crash and burn while on a mission in Honduras in 1988. Five servicemen aboard were killed. Two of the gears manufactured by SPECO failed in flight in Chinook helicopters. One craft, which crashed
Boeing is an aerospace company, a manufacturer of commercial jetliners and military aircraft. Boeing also designs and manufactures rotorcraft, electronic and defense systems, missiles, satellites, launch vehicles and advanced information and communications systems (Boeing Company, 2010). The purpose of this paper is to evaluate management planning for the Boeing Company. The Boeing Company’s business is conducted by its employees, managers and corporate officers led by the chief executive officer, with oversight from the Board of Directors. The Board’s Governance, Organization and Nominating Committee periodically review the Company’s corporate governance principles and current practices (Boeing Company, 2010). Business planning at Boeing is persuaded by internal and external factors such as: legal issues, ethics, and corporate social responsibility. Factors such as laws, economic conditions, and competition influence the company’s strategic, tactical, operational, and contingency planning (Boeing Company, 2010).
Legal Issues The planning process of the company can be problematical, at times, by legal issues, which can put the company in a bad position. In August of 2000, the Boeing Company settled two lawsuits that allege the Seattle-based manufacturer placed defective gears in CH-47D "Chinook" helicopters and then sold the aircraft to the United States Army; the amount of the settlement was for $54 million. Boeing used two subcontractors, Litton Precision Gear of Bedford Park, Illinois and SPECO Corporation of Springfield, Ohio to manufacture the flight-critical transmission gears for the helicopter. One of the gears, manufactured by Litton, failed in flight, causing an Army Chinook helicopter to crash and burn while on a mission in Honduras in 1988. Five servicemen aboard were killed. Two of the gears manufactured by SPECO failed in flight in Chinook helicopters. One craft, which crashed