Please answer for me the additional discussion question, question 1 8:07union. Instead, they see in Boeing's recent moves--the executive firings, the drive tooutsource, the push into services--not the creation of a vibrant new business culture but thedismantling of one of the most successful engineering cultures of all time. "The motivatoris fear and intimidation," says one unionist.Harry Stonecipher, the past head of McDonnell Douglas who had come in as the new chiefoperating officer of Boeing after the company was acquired, was announced as the new CEOafter Condit's resignation. His first important decision was regarding the new 7E7 planes,which would be Boeing's first new plane in a decade. Later, Stonecipher announced thatBoeing was to go ahead with the production of the 7E7 jets. Stonecipher promised to workclosely with unions to see how morale is reversed and that the planes are produced at aquicker pace and for less money. Despite Stonecipher's best effort, critics are calling for anoutside leader to come in and take Boeing back to basics.A researcher of a shareholding firm claimed that Boeing's lay in the fact that they had"overpromised" and "underdelivered". The past has shown that Boeing's inability to react toexternal pressures has increased their demise. The future of the industry will now depend onthe ability of either Airbus or Boeing to predict the way the market go.Adapted from: Palmer, I., Dunford, R. & Akin, G. (2016). Managing OrganizationalChange: A Multiple perspectives Approach. (3rd ed.). Boston: McGraw-Hill.Discussion Questions:With relevant examples, identify and describe the THREE (3) categories of change inthe organization4.5.Based on question (a) evaluate Boeing's categories of change. Justify your answer withevidences.Additional Discussion Questions1. Describe the tactics for overcoming resistance to change.Not Secure - ewble-sl.utar.edu.my 8:07WEEK 7Tutorial 7: (Topic 6: Managing Change and Innovation)The Boeing CompanyMarket demand increased dramatically and Boeing attempted to meet this surplus of ordersby doubling their production capabilities instantaneously. A manufacturing crisis ensued andBoeing's reputation took a dramatic tum for the worse when they were required to haltproduction of the 747 aircraft for 20 days. The "win at all costs" approach that Boeingsupposedly had to its business dealings and a lack of communication within the organizationappeared to have been the source of this problem. After experiencing these manufacturingdifficulties, an attempt was made to revitalize Boeing's operations by streamlining aircraftassembly and increasing the efficiency of the company. This was to be done by focusing onproduction and costs, not on "airy vision statements." Their overall strategy was to updatetheir technology systems with new computer systems, changes in machinery, methods,automation, and job design, downsize their operations by modifying the lines of authority,span of control and arrangement of work function, and reestablish relationships with theirsuppliersthe only feasible way costs could be cut. Perhaps the first step in recognizing thatthe cycle of demand for their products caused massive fluctuations in revenue each year andthe company needed more stability occurred when Boeing acquired McDonnell Douglas toincrease its defense contracts.This merger, however, brought with it difficulties in the way of cultural synthesis.McDonnell Douglas had a very strong culture that focused on their dealings withgovernment officials for defense contracts. Combined with Boeing's family-orientatedculture, the merger was not without integration issues. The decision was made to diversityfrom the traditional commercial airline industry and the many acquisitions that were madecreated integration issues for the company. The aim again was to add more stability to thebusiness by diversifying into information services and the space industry - providing servicewith elevated margins that would reflect on Boeing's bottom line. Condit later admitted thatentry into the space industry was an erroneous move. According to the CEO of Airbus, NoelForgeard, the process of diversification was "extremely demoralising for Boeingemployees," but Boeing's vice president of marketing, Randy Baseler, claimed that "whataffects morale right now is that we are at a down cycle." Regardless of the reasoning behindit, Boeing's employee morale was at low and this issue needed to be address. According tothe BusinessWeek reporter, Boeing was in dire need of "a strong board and a rejuvenatedcorporate culture based on innovation and competitiveness, not crony capitalism." Boeing'spast had left its culture in pieces.Rightly or wrongly, Boeing's old sense of exceptionalism--"We're Boeing and you're not,"one old saying went--is giving way to something slightly more common. As CFO MikeSears puts it, "We need for everybody to understand that we're in business." Boeing's workforce, of course, doesn't like the idea much. Employee attrition in Seattle is running at doublethe normal rate, and the company's own employee surveys show morale sinking: Whenasked to rate Boeing as a place to work compared with other companies, for instance, only39% of respondents rated it positively, compared with 61% two years ago. "People aren'tseeing the vision the company is talking about," says Charles Bofferding of the engineersunion. Instead, they see in Boeing's recent moves--the executive firings, the drive tooutsource, the push into services--not the creation of a vibrant new business culture but thedismantling of one of the most successful engineering cultures of all time. "The motivatoris fear and intimidation," says one unionist.Harry Stonecipher, the past head of McDonnell Douglas who had come in as the new chiefoperating officer of Boeing after the company was acquired, was announced as the new CEOafter Condit's resignation. His first important decision was regarding the new 7E7 planes,Not Secure – ewble-sl.utar.edu.my C

Question

Please answer for me the additional discussion question, question 1 8:07union. Instead, they see in Boeing's recent moves--the executive firings, the drive tooutsource, the push into services--not the creation of a vibrant new business culture but thedismantling of one of the most successful engineering cultures of all time. &#34;The motivatoris fear and intimidation,&#34; says one unionist.Harry Stonecipher, the past head of McDonnell Douglas who had come in as the new chiefoperating officer of Boeing after the company was acquired, was announced as the new CEOafter Condit's resignation. His first important decision was regarding the new 7E7 planes,which would be Boeing's first new plane in a decade. Later, Stonecipher announced thatBoeing was to go ahead with the production of the 7E7 jets. Stonecipher promised to workclosely with unions to see how morale is reversed and that the planes are produced at aquicker pace and for less money. Despite Stonecipher's best effort, critics are calling for anoutside leader to come in and take Boeing back to basics.A researcher of a shareholding firm claimed that Boeing's lay in the fact that they had&#34;overpromised&#34; and &#34;underdelivered&#34;. The past has shown that Boeing's inability to react toexternal pressures has increased their demise. The future of the industry will now depend onthe ability of either Airbus or Boeing to predict the way the market go.Adapted from: Palmer, I., Dunford, R. & Akin, G. (2016). Managing OrganizationalChange: A Multiple perspectives Approach. (3rd ed.). Boston: McGraw-Hill.Discussion Questions:With relevant examples, identify and describe the THREE (3) categories of change inthe organization4.5.Based on question (a) evaluate Boeing's categories of change. Justify your answer withevidences.Additional Discussion Questions1. Describe the tactics for overcoming resistance to change.Not Secure - ewble-sl.utar.edu.my 8:07WEEK 7Tutorial 7: (Topic 6: Managing Change and Innovation)The Boeing CompanyMarket demand increased dramatically and Boeing attempted to meet this surplus of ordersby doubling their production capabilities instantaneously. A manufacturing crisis ensued andBoeing's reputation took a dramatic tum for the worse when they were required to haltproduction of the 747 aircraft for 20 days. The &#34;win at all costs&#34; approach that Boeingsupposedly had to its business dealings and a lack of communication within the organizationappeared to have been the source of this problem. After experiencing these manufacturingdifficulties, an attempt was made to revitalize Boeing's operations by streamlining aircraftassembly and increasing the efficiency of the company. This was to be done by focusing onproduction and costs, not on &#34;airy vision statements.&#34; Their overall strategy was to updatetheir technology systems with new computer systems, changes in machinery, methods,automation, and job design, downsize their operations by modifying the lines of authority,span of control and arrangement of work function, and reestablish relationships with theirsuppliersthe only feasible way costs could be cut. Perhaps the first step in recognizing thatthe cycle of demand for their products caused massive fluctuations in revenue each year andthe company needed more stability occurred when Boeing acquired McDonnell Douglas toincrease its defense contracts.This merger, however, brought with it difficulties in the way of cultural synthesis.McDonnell Douglas had a very strong culture that focused on their dealings withgovernment officials for defense contracts. Combined with Boeing's family-orientatedculture, the merger was not without integration issues. The decision was made to diversityfrom the traditional commercial airline industry and the many acquisitions that were madecreated integration issues for the company. The aim again was to add more stability to thebusiness by diversifying into information services and the space industry - providing servicewith elevated margins that would reflect on Boeing's bottom line. Condit later admitted thatentry into the space industry was an erroneous move. According to the CEO of Airbus, NoelForgeard, the process of diversification was &#34;extremely demoralising for Boeingemployees,&#34; but Boeing's vice president of marketing, Randy Baseler, claimed that &#34;whataffects morale right now is that we are at a down cycle.&#34; Regardless of the reasoning behindit, Boeing's employee morale was at low and this issue needed to be address. According tothe BusinessWeek reporter, Boeing was in dire need of &#34;a strong board and a rejuvenatedcorporate culture based on innovation and competitiveness, not crony capitalism.&#34; Boeing'spast had left its culture in pieces.Rightly or wrongly, Boeing's old sense of exceptionalism--&#34;We're Boeing and you're not,&#34;one old saying went--is giving way to something slightly more common. As CFO MikeSears puts it, &#34;We need for everybody to understand that we're in business.&#34; Boeing's workforce, of course, doesn't like the idea much. Employee attrition in Seattle is running at doublethe normal rate, and the company's own employee surveys show morale sinking: Whenasked to rate Boeing as a place to work compared with other companies, for instance, only39% of respondents rated it positively, compared with 61% two years ago. &#34;People aren'tseeing the vision the company is talking about,&#34; says Charles Bofferding of the engineersunion. Instead, they see in Boeing's recent moves--the executive firings, the drive tooutsource, the push into services--not the creation of a vibrant new business culture but thedismantling of one of the most successful engineering cultures of all time. &#34;The motivatoris fear and intimidation,&#34; says one unionist.Harry Stonecipher, the past head of McDonnell Douglas who had come in as the new chiefoperating officer of Boeing after the company was acquired, was announced as the new CEOafter Condit's resignation. His first important decision was regarding the new 7E7 planes,Not Secure – ewble-sl.utar.edu.my C

Accepted Answer

Answer for additional discussion question, question 1 as asked in the question :
Change management…

Additional Discussion Questions 1. Describe the tacties for overcoming resistance to change.