Boeing's Management Concepts Case Study by Champ

Boeing's Management Concepts
This paper discusses the benefits of three key managerial concepts for international companies, with a focus on Boeing.
# 98893 | 1,924 words | 7 sources | MLA | 2007 | US
Published on Oct 23, 2007 in Business (Companies) , Business (International) , Business (Management)


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Description:

The paper analyzes the three key management concepts implemented at Boeing and examines their results. The paper shows how Boeing has survived as a strong competitive company in the aerospace industry as a result of the actions the management has implemented over the years through employee goal setting, transformational leadership and strong company ethics.

Outline:
Abstract
Introduction
Motivational Management Concepts
Transformational Leadership & Management
Ethics and Management
Conclusion

From the Paper:

"In the past few years, competition among companies conducting business in the international business sector has increased dramatically, forcing many international companies to reexamine and reform their management styles. As a result of this increased competitive environment, several management concepts and theories have emerged as a significant factor attributable to the success or failure of a company. An international company demonstrable of this type of success as a result of their management concepts is Boeing. Boeing is the world's leading aerospace company and the largest manufacturer of commercial jetliners and military aircraft combined, with capabilities in rotorcraft, electronic and defense systems, missiles, satellites, launch vehicles and advanced information and communication systems (Boeing, 2006)."

Sample of Sources Used:

  • Bass, B.M. (1985). Leadership and Performance Beyond Expectations. New York: Free Press.
  • Boeing. (2006). About Us. Retrieved March 23, 2007, from Boeing's website: http://www.boeing.com/companyoffices/aboutus/.
  • Condit, P. (1998). Vision 2016. Retrieved March 23, 2007, from Boeing's website: http://www.boeing.com/news/speeches/1998/980121.htm.
  • Fiol, R.J. & Luch, C.H. (1992). The influence of individual differences on the perception and categorization of leaders. Leadership Quarterly, 3, 55-66.
  • Hartog, D., House, R., Hanges, P. Dorfman, P., Ruiz-Quintanilla, A. (1999). Emics and Ethics of Culturally Endorsed Implicit Leadership Theories: Are Attributes of Charismatic/Transformational Leadership Universally Endorsed? Retrieved March 20, 2007, from http://jonescenter.wharton.upenn.edu/papers/1999/wp99-02.pdf.

Cite this Case Study:

APA Format

Boeing's Management Concepts (2007, October 23) Retrieved December 11, 2019, from https://www.academon.com/case-study/boeing-management-concepts-98893/

MLA Format

"Boeing's Management Concepts" 23 October 2007. Web. 11 December. 2019. <https://www.academon.com/case-study/boeing-management-concepts-98893/>

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