Organizational Management Essay

Change is difficult to implement in most professional settings. Employees and managers alike are often set in their ways, and usually resist change via a response based on self-interest. Many feel that change threatens their personal freedom; that change limits them in how they can accomplish their work goals. This negative reaction is centered around the idea of reactance. Fear is a common cause of reactance that often leads employees and managers to resist change. People are often afraid of the unknown. Change can lead to a feeling of uneasiness, or distrust due to a lack of experience with the change. What an employee was once comfortable with doing is now an unknown to them. They may not be sure if this new implementation

Boeing was recently faced with the scandals which hurt the reputation of Boeing. The top management recognized the problem and tried to figure it out by effective management strategies.

Yet, Boeing has made certain that input from all significant stakeholders are factored into its products lifecycle. Albeit challenging, Boeing must ensure that the systems and processed designated by the company is integrated and used correctly by all employees. Therefore, it is always possible to make changes and or modifications to a company’s existing product lifecycle, but not necessary if it’s not needed or required at that given

The purpose of this report is to analyse the problems and issues faced by the Boeing company over history and provide a strategic plan for its future growth and development.

There are two mental barriers which tend to undermine the acceptance of change initiatives that are interpreted as inconsistent with the existing organizational identity. First, passive resistance (for example, apathy or anxiety) occurs when managers exhort subordinates to implement a change without first clarifying the connection between the change and some aspect of the organizational identity. Second, active resistance occurs when a change is interpreted as directly in conflict with key elements of the organizational identity (Palmer).

The fundamental goal of Boeing is to improve the performance, quality and profitability of each product/service where performance and quality are measured by customer’s satisfaction, and the profitability is measured by reviewing the increased shareholder’s wealth and value (Boeing, 1997). In order to achieve the particular strategic goals and also to address mission and vision of the company, Boeing established a standard set of objectives that include continuous improvement, extremely skilled and motivated staff, competent and focused management, technological excellence, financial strength, and commitment to future integrity (Boeing, 2001).

B. Construct your own version of an effective diagnostic model using the best elements of other models. Be specific about the components of the model you create.

The case study „Philip Condit and the Boeing 777: From Design and Development to Production and Sales“ deals with the launch and development key points of the Boeing 777 model in the 90s.

The Boeing Company is a major player in the aerospace and defense industry with over 150,000 employees. As of 2006 they led the commercial and defense aircraft market as the company with the largest total revenue. (Defense News , 2007). The corporation is divided into five separate business units/services. Commercial Airplanes and Integrated Defense Systems are the two major components. The other three units span control over research and development, services and financial services; Phantom Works, Shared Services Group and Boeing Capital Corp, respectively. As of 2006, these three smaller units contributed only 2% of the revenue for the Boeing Company, but played a valuable role in their various supporting contributions to the main

Review this case study in Chapter 7 of your text and conduct your own research. In a 3–4-page case study, address the following:

Bemmels and Reshef (1991) understand it as any employee actions attempting to stop or delay change. Obviously being viewed as adversarial and detrimental, resistance to change has gained a negative connotation (Waddell and Sohal, 1998) that allegedly confounded the problem of effecting change by promulgating a dichotomous thinking of labour versus management (Dent and Goldberg, 1999). Recently, an appreciation of resistance to change from a more pluralistic employee-centred perspective and its role in organizational change (Waddell and Sohal, 1998) has lead to the resistance to change interpretation from a psychological point of view (Conner, 1998), as a natural outcome of people 's internal defence mechanism (Bovey and Hede, 2001), or background conversations among employees that constitute the constructed reality (Ford, Ford, & McNamara, 2002). Paterson and Hartel (2000) interpreted resistance to change as a people 's cognition and affect or the perceived organizational justice done, while Rousseau (1989), McLean Parks and Kidder (1994) find it significantly related with the violation of the employment psychological contract. Resistance to change may be categorized into three groups of factors (Mabin, Forgeson & Green, 2001): organizational, group and individual. Organizational factors are caused by threats presented by unknown or unwelcome organizational structure and process change and threats induced by the environment inside or outside of the organization.

Change is defined as a move from the current state to some further state and that movement said to be resistance. Resistance to change is the action taken by an individuals and groups when they considered that a change is occurring as a threat to them (Hultman, 1998). The resistance changes when a large force is applied to the surprising amount to resist change for some trend. There are two forms: individual and systemic change resistance. Individual change resistance is a social agent like an individual, organisation, and corporation etc, to support or adopt new behaviour. Whereas, systemic change resistance is the tendency for a system to reject an attempt change, even if change is promoted over a long period of time by a large proportion of the population. Moreover, resistance among employees arises because of the negative feeling about the change in the employees and that feeling comes because the information regarding change process is not communicated to them by the superiors or the management. So, if management itself is not sure about the change that why change can resist. Resistance is mainly happened due to the insecurity or threat of employees during the change process. Change might be beneficial for employees or might not be beneficial. So, in a simple word, resistance is the employee’s negative attitude towards change. There are some common causes for resistance to change (Buchanan & Hucznski, 2010). Self interest in one of the main reason behind that. People

Top managers’ functions are very important as it can either cause the success or the failure of a business. The successful organization, Boeing, is a leading aerospace company and the unsuccessful one is the, Swiss Air, once known as the ‘flying bank’. Continuous innovation at Boeing has led to its success in a highly competitive industry. (Valuing Integrity 2014,5) However, a year after the 11 September 2001 attack, Swiss Air folded. Fayol’s four management functions that is, planning, leading, organizing and controlling were used in both companies.(Wadell, Jones and George 2013,7) This essay will argue that top managers of Swiss Air failed to apply Fayol’s four functions of management in their organization as the emergency in flight taking

In this case study, I will first establish and outline the problem featured, then introduce solutions to the problem and how to implement them, and end with a brief conclusion.

You are to write a three to five (3-5) page report that answers the following questions: