Management

Boeing is the world's leading aerospace company and the largest manufacturer of commercial jetliners and military aircraft combined. Additionally, Boeing designs and manufactures rotorcraft, electronic and defense systems, missiles, satellites, launch vehicles and advanced information and communication systems (Cite). With Boeing being the world's leading aerospace company they really have to a great planning strategy. This paper will evaluate the planning functions of management, the impact of legal issues, ethics, and corporate social responsibilities on management planning, and factors that influence Boeing's strategic, tactical, operational Boeing is the world's leading aerospace company and the largest and contingency planning.

Boeing being the largest aerospace company in the world also has one of the largest project planning divisions called Phantom Works" Headquartered in St. Louis, Mo., Phantom Works' approximately 2,600 employees are spread across the enterprise, working virtually together while directly supporting Boeing's commercial, defense, and communications business units. Its more than 375 systems and technology projects -- many of which are proprietary -- include those for its external customers (NASA, DOD, FAA, etc.) as well.

To efficiently address a broad spectrum of needs, Phantom Works is divided into advanced systems teams and advanced technology teams. The former tend to focus on addressing specific new business markets. The advanced technology teams, on the other hand, focus on providing engineering, information and manufacturing technologies commonly needed by all the Boeing business units. "

In both cases, the innovative solutions Phantom Works provides are designed to meet near- and medium-term needs of the business units, as well as longer term competitive needs of the company.

For meeting near- and medium -term needs, Phantom Works has technology "thrusts" focused on the following: advanced platform systems; materials, structures, and manufacturing technology; lean and efficient design processes and tools; support and services; and network centric operations. Technologies from these thrusts are transitioned into both current and advanced military and commercial programs to help reduce cycle time and cost while improving quality and performance.

To enable the development of system solutions that meet medium and longer term needs, Phantom Works has also identified and is working on a set of critical technologies it appropriately classifies as "enabling" technologies. While most of these are of a proprietary nature, they generally fall into such categories as intelligent systems, multifunctional structures, advanced materials and processes, and more.

For the more distant future, Phantom Works also develops "new frontiers" concepts using a disciplined process that identifies product lines or services not listed in the long-rang plans of the business units but having potential for significant growth. Such futuristic concepts include a personal transportation system involving auto-piloted flying "cars" in an advanced air traffic controlled environment.

To achieve all these ambitious goals, Phantom Works collaborates not only with its internal and external customers, but also with universities, research agencies and other high technology companies around the world to ensure it is meeting its customers' needs with the best, most innovative and most affordable solutions available today -- and in the future.

Some of the legal issues the Boeing has run into and the management team has had to deal with is shared technology issues even though they produce aircraft world wide they are a US based company and must look into that when planning for example they must always get approval from the