Boeing and Organizational Behavior Essay

3060 Words Jul 9th, 2010 13 Pages
Running head: THE BOEING CASE STUDY

The Boeing Case Study

Abstract
This Chapter examines the stress of change and the effect stress may have on ethical practices in the areas of resource management- Pay, Product, and the Environment. Citation is utilized from publically available information from The Boeing Company’s web site, Boeing’s 2007 Annual Report, Current Market Outlook 2009-2028, and the 2009 Environmental Report to examine internal and external factors, change, and current organizational practices related to The Boeing Company activities related to ethical author stipulated ethical practices in the areas of Pay, Product, and the Environment.

Introduction
The Boeing Company is facing the economic complexities of a
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1). The Boeing Company (2008) Current Market Outlook 2009-2028 outlines customer concerns, market conditions, and The Boeing Company’s strategies to deliver. The primary concerns outlined in the Current Market Outlook and the Boeing 2007 Annual Report, for commercial aircraft purchasers, are cost of operating and maintaining their fleets. Any reduction in these costs result in higher revenue per passenger kilometer traveled. The Current Market Outlook defines the need for global aviation operations to change from the current Spoke and Hub routing system to a more direct point-to-point routing and the 787 Dreamliner key to this predicted market change.

Pay, Product, and Environment Pay Fagerberg (1988) identifies labor costs, technical competitiveness, price competitiveness, and capacity as major drivers of import and export function. A country may have lower labor costs but not a labor pool with the technical abilities or equipment to produce a complex product of sufficient quality or quantity. Inversely sufficient technical abilities and equipment are available but labor costs associated eliminate price advantage but the finished product manufactured to specification. Monetary investment can improve equipment, specialists retained for the most difficult manufacturing steps, then, Fagerberg (1988) posits, then capacity becomes the limiting factor. Fagerberg (1988) concludes the cost of labor, while contributory, not

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