Boeing is the largest manufacturer of commercial and military airplanes, is the world’s leading aerospace company, and has a long tradition of leadership and innovation in the aerospace industry. Boeing is an international company headquartered in Chicago, Illinois, and employs more than 158,000 employees worldwide. The company’s corporate structure consists of the Boeing Commercial Airplanes and Boeing Defense, Space, and Security Divisions (Boeing, 2010). In the early 2000s Boeing struggled and was surpassed by Airbus in annual airline sales. Through the organizing function of management, Boeing is once again the leader in the aerospace industry, continues to ...view middle of the document...
The development of this new airplane creates job openings, which human resources will decide on the staffing needs, whether to hire employees directly or use independent contractors, recruiting, screening applicants, and training new personnel. The human resources department is also responsible for ensuring personnel and management adheres to the company’s policies, laws, regulations, and must deal with performance issues, and reprimands (McNamara, 2011).
Boeing has a diverse workforce and believes its diversity gives the company a competitive advantage and spends time to become more diverse and engaged with all organizational levels. The human resources department at Boeing engages in an active recruitment program to identify, attract, and retain the best talents regardless of the individual’s background
and is responsible for training all employees on diversity. This training includes topics such as awareness of cultural differences, avoiding stereotypes, gender sensitivities, generational differences, international sensitivities, how to impact cultural change positively (Boeing, 2011). This training only strengthens the company and helps build an environment that fosters innovation, creativity, and builds a dynamic organization.
Like most companies, Boeing’s strategy is to employ people who create value to the company, have skills not available to its competitors, have contributions, which cannot be copied by others, and have flexible talents, which integrates quickly where needed. This strategy requires a human resources manager to make critical decisions in personnel if the company downsizes or issues layoffs and still maintain a motivated, loyal, and high performing workforce (Bateman & Snell, 2009). In January 2011, Boeing secured a deal with China to produce 200 airplanes, and began issuing layoffs at the Long Beach, Anaheim, and Huntington Beach facilities the next day (White, 2011). This is a good example of how human resources not only have to begin organizing the resources needed for producing 200 airplanes but also laying off employees and keeping morale high for the remaining employees at those locations. Although human resources prove to be a valuable resource to the organizing function of management, technology
helps ensure companies remain competitive.
Technology is a critical resource, which can affect the responsiveness of a company and transforms resources into products or services (Bateman & Snell, 2009). Boeing’s strategic plans involve creating Enterprise Technology Domains, which is designed to eliminate inefficiency through individual project investments in technology and maximize the yield for all of Boeing’s investments. These domains allow similar technical communities the ability to develop a shared understanding of the technology needs, investments, and capabilities across the entire company. The domain leaders meet quarterly to collaborate on replicating common technologies...