BSNS105 Lecture 7 2013 Semester 1

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Business Studies
Diane Ruwhiu

Lecture 7: Managing Organisations; Integration session Chapter 3, 5, 10 Key Focuses of this lecture: - Managing organisation; The Boeing Corporation: purpose, motivation, strategy, structure, opportunities & threats from the external environment, operations management, ethical practice by organisations 1. The Boeing Corporation: What others dream, we do Organisation: Scanexternal environmentfor Founded by opportunities& 1. Purpose & William threats Boeing (1881- motivation 1956) 2. Strategy– corporate/business 3. 5. Operations Organisational 4. Leadership management structure “Connect and protect people globally” Boeing is the world's largest aerospace company and leading manufacturer of commercial jetliners and defence, space and security systems. - Design, assemble and support commercial (passenger and freight carriers) - Design, assemble and support defence systems (government customers worldwide) - Design and assemble satellites and launch vehicles - Develop networking technology and network-centric solutions - Provide financing solutions - Develop advanced systems and technology (future needs) Motivation Private Sector: for profit - 1916 Boeing incorporates company for $100,000; buys 998 of 1,000 shares - No. shareholders 1996 = 73,060. - 2012: 171,700 employees; revenue USD 81.70 billion, profit USD3.90billion, total assets USD88.90 billion, total equity USD5.96 billion 2. Strategy Vision + profit focus = “People Working together as one global company for aerospace leadership” * Company Over-view: Boeing is the world's largest aerospace company and leading manufacturer of commercial jetliners and defence, space and security systems. A top U.S. exporter, the company supports airlines and U.S. and allied government customers in 150 countries. Boeing products and tailored services include commercial and military aircraft, satellites, weapons, electronic and defence systems, launch systems, advanced information and communication systems, and performance-based logistics and training. * Corporate-level strategy - Differentiation - E.g. Design, environmental concerns “Designed for the Environment” Boeing (Jul 10, 2012) - Cost: Lean enterprise, global out-sourcing * Business-level strategy - E.g. Commercial Airplanes - Differentiation: Dreamliner 787 (Long-range, Fuel efficient) - Cost: global out-sourcing, lower price Opportunities and threats from the external organisation environment: We can also look at the external environment as general and task E.g. Financial Times: Boeing Dreamliner grounding; Kylie Peterson’s article - A Wing and a Prayer: Outsourcing at Boeing Where do the opportunities/threats come from for Boeing? 3. Structure Hybrid: 1. Divisional - Boeing Commercial Airplanes - Boeing Defence, space & security - Boeing Capital Corporation 2. Functional support across divisions - Engineering, operations & technology - Shared Services group (Boeing website, n.d.) Network * Parts: 50 supplier contracts; 28 international - Other companies e.g. doors (Latecoere, France + Saab, Sweden) - Boeing subsidiaries: e.g. wing flaps (Boeing Canada) (Borchardt, 2011) * Knowledge: - Inter-organisational relationships: e.g. The University of Sheffield, Advanced manufacturing Research Centre; Engine & parts technology (Sharpe 2012) 4. Leadership The six Boeing leadership attributes; a Boeing leader: confidence first, then desire - Charts the course. - Sets high expectations. - Inspires others. - Finds a way. - Lives the Boeing values. - Delivers results. “Boeing people have been the source of our innovation and success for nearly 100 years - they are our leaders. Their creativity, passion, and desire to develop the next great innovation have made Boeing the world's aerospace leader -- from the 1916 B & W Seaplane and the aerial refueling KC-135 jet tanker, to today's revolutionary 787 Dreamliner and combat-proven F/A-18 Hornet. Everyone is a leader. And as our people grow as leaders, our company grows. Leadership development is the foundation for our continued success at Boeing. Through our disciplined approach to leadership development, guided by leaders at every level of the company, we improve the skills of our people. We really want our leaders to share their experiences, and practices, and to teach others. Spend their time mentoring, teaching and developing people.” 5. Operations OM model draws together four key decision areas; operations strategy, design, planning and control and improvement. * Process types defined by: - The volume and variety of ‘items’ they process - Process tasks: nature of activity - Process flow: the ‘tempo’ Where does Boeing sit? Why? What
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