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Essay / Research Paper Abstract
This 6-page paper examines the Boeing Co., its problems of the past several years and how organizational change models might work for this company. Bibliography lists 3 sources.
Page Count:
6 pages (~225 words per page)
File: D0_MTboecha.rtf
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Unformatted sample text from the term paper:
while Dallas went and licked its wounds and wondered what had happened. But Chicagos triumph was short-lived. Within four years of relocation, Boeing has turned from a well-respected aerospace giant
into one in which questionable practices have occurred, and one impacted by the downturn of the market. Boeing, in short, is an
organization that is ripe for change. Yet saying a company needs to change and actually being able to do it are two different things. In this paper, well examine whats
been going on at Boeing and how a culture of change could possibly assist this ailing and beleaguered Fortune 500 company. Changes at Boeing
One of the most recent discoveries that has prompted a huge change at Boeing has been the misconduct of two senior executives a the company (Velocci et al,
2003). Darleen Druyun, vice president and deputy manager of Missile Defense Systems and Chief Financial Officer Michael Sears were both dismissed in late 2003 (Velocci et al, 2003). Basically, Boeing
accused Sears of violating company policy by approaching Druyun in late 2002 while she was employed by the Air Force, about joining he company (Velocci et al, 2003). She had
not, however, at the time, disqualified herself from acting in her government capacity on anything regarding Boeing (Velocci et al, 2003). In fact, at the time, Druyun had been overseeing
a bidding competition between Boeing and Airbus for providing 100 aerial refueling tankers for the Pentagon (Velocci et al, 2003). The Pentagon is also investigating Druyun to determine if she
gave Boeing (improperly) pricing information about the Airbus bid (Velocci et al, 2003). But what has apparently made this situation look fairly bad was that Sears and Druyun both had
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