Mgt 330 – Boeing Corporation
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Management Planning: Boeing Corporation
Mindy Stobbe
MGT/330
September 12, 2011
John Belken
Boeing Corporation
Management planning is a fundamental obligation for a company as immense and complex as Boeing Corporation. The company functions on an international level and offers services to customers around the world. Boeing produces high-end aircraft for both viable and military organizations. The products manufactured are mainly used to carry passengers, carry consignment, and perform military procedures. Aircraft used for these purposes are strictly synchronized because of security and performance concerns. In the United States, Boeing aircraft are regulated by the Federal Aviation Administration (FAA). Because of these factors, Boeing is obligatory to execute efficient planning to manage a well-organized business. Management planning plays large accountability in the accomplishments of the company and is used in each level of Boeings development.
Planning functions of management at Boeing include the development of setting goals and objectives to accomplish over a particular time. Preparation of set goals will consist of responsibilities to be complete to reach the ultimate goal. Effective planning relates significantly to unanticipated events. In planning for the unforeseen an organization can evade the confusion related to these prospective challenges. Planning is vital at organizations such as Boeing because of its major departments. Boeing is efficient because of effective setting of objectives within its engineering, sales, mechanical, and product testing departments, along with many more (Boeing, 2011). For each goal, guidelines are set and events are outlined to clarify how particular goals are to be achieved. Management at Boeing addresses issues such as management, personnel, inventory, etc. to bring efficiency to its highest level within the company (Boeing, 2011).
Management planning at Boeing involves five essential steps. First is to examine situations contiguous to a particular goal. In conducting an effective examination, management can establish steps that need to be taken to reach the goal. Next is examining other goals and plans that can be used. Preparing various strategies that can be compared and contrasted with each other is good initiative because this permits management to differentiate the benefits and inaccuracies that each alternative goal or plan may present. Alternative strategies and goals will ultimately be collective into one particular plan. Third is evaluating set objectives created thus far. Managers can evaluate general plans and establish benefits and weaknesses particular to goals that have been set. A manager assessing the goals can prioritize the most important steps and delegate responsibility to associates with the ability to complete each task efficiently. Fourth is the responsibility of management to select the concluding plan that will be used. The preceding three steps will lay the foundation for decisions to be made. A manager should use good decision-making skills as well as analyze a concluding plan to execute in the organization. The final step of a managers responsibility is applying the plan that has been produced and clarifying the plan with those involved in its success. With Boeing, strategies should be clear and concise as well as linked with other departments within the company to encourage collaboration and efficiency within each department. Effective management allows departments to function as a proficient entity.
Internal and external factors can affect management as well as the planning process. Legal issues