Management Planning

Management Planning Paper

In order to effectively achieve the goals set forth by an organization, regardless of its size, detailed and decisive planning must be completed to ensure that all angles are covered. Outlining alternative actions should also be made to ensure that each goal will be attained. In addition, the resources required to reach the goal(s) and any obstacles that may develop should also be considered. In doing so, will guarantee the achievement of each goal even if or when the plan(s) originally set, fail. To prove the statements made above, I will analyze Boeing, an aerospace company that manufacturer’s commercial jetliners and military aircraft combined, by explaining their levels of planning and how legal, ethical, and social responsibilities impact their planning.

Legal responsibility within a corporate business atmosphere can be summed up as, to follow local, state, federal, and any international laws that are pertinent. This essentially means that an organization is charged with the trust and duty, for being responsibility to maintain its business lawfully. Boeing’s legal responsibility does not only cover the commercial sector but a military sector as well. Presently, one of the many contracts that Boeing has in the military sector is with the United States Army in which Boeing was awarded. This contract entails that Boeing is to provide the army with both new and remanufactured CH-47F/Chinook helicopters, due to be delivered sometime within this year. Boeing’s legal responsibility in this situation was to ensure that the United States government is provided the newest in technology available for a particular aircraft. The legal responsibility in relation to the military sector is very critical since some aircraft parts on an aircraft can be classified. If these parts fall into the wrong hands the company can be held responsible for the breach of classified parts. In addition, this could be crucial to homeland security.

As ethics or values vary from person to person on an individual basis in which decisions are evaluated as morally right or wrong. This concept also is how ethics work within the world of business but on a much larger scale, moral decisions are based on the well being of both local and global levels. In lieu of the rising costs and diminishing resources of oil as well as the environmental concerns of the long-term effects of carbon dioxide, Boeing has committed itself to the exploration of Alternative Fuels for use in Commercial Aircraft. As new generations of aircraft are introduced to the marketplace, their commitment is to deliver at least 15 percent improvements in CO2 and fuel efficiency (Boeing, 2008). The decision to execute environmental concerns does not only serve to be in the best interests of Boeing itself but as well as the entire airline industry on a global in order to continue their way of business. In addition, Boeing has followed the Caux Principles by setting the regulations and rules for the Aviation Industry Commitment to Action on Climate Change declaration in which Boeing, itself and other domestic and international signed in agreement to uphold. This declaration states that all that sign it will recognize their environmental responsibility by emitting the least amount of carbon during production and transportation.

The concept of social responsibility within a corporate business environment is for an organization to consider the well-being and interests of society by taking responsibility for the impact their activities on consumers, employees, suppliers, shareholders, communities, and the environment. This obligation extends beyond the statutory obligation to comply with legislation and will see organizations voluntarily take further steps to improve the quality of life for their employees, families, local communities, and society as a whole. The role of Boeing's Global Corporate Citizenship (GCC) function is to align and integrate the interests, motivations and resources of our stakeholders, sharing what we know and who we are in order to convene, collaborate and lead in improving our world (Boeing, 2008). Boeing achieves this through The Boeing Global Corporate Citizenship network which consists of part-time and full-time employees that invest local and corporate resources into their communities through volunteerism and locally based intellectual capital. This is accomplished based on the local strategies which are based on community need that are guided by the five focus areas; education, health and human services, arts and culture, civic, and environment, as well as corresponding objectives. In addition, Boeing is participates in yearly philanthropy efforts in which cash donations are given within the company, to domestic communities, as well as abroad. According to Boeing’s 2007 philanthropy report they donated over $90 million domestically and over $52 million internationally.

Present economic conditions have become the deciding factor on how Boeing plans strategically, tactically, operationally, and what contingency plans are placed. The economic downturn that the Unites States has been facing since the tragedy of 9/11 has Boeing in a tight space on account of major airline companies being in financial trouble. Since then Boeing has been forced to look for additional business outside of the United States, due to its significant reduction in domestic business. An additional welcomed business has been the increased manufacturing of military aircraft and equipment. Boeing must continue making a steady effort to take advantage of the demand for aircraft wherever it can especially outside of the United States because future plans will revolve around global market trends and demand.

Another factor effecting how Boeing has to plan strategically, tactically, operationally, and to be aware of their contingency plan is competition. Currently, Boeing’s largest competitor is Airbus and is the leading