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Essay / Research Paper Abstract
This 7 page paper responds to two primary questions: How Boeing's HR department interacts with other departments, including how well they interact and the challenges they face; and whether or not Boeing's HR department is aligned more with systems thinking or traditional linear thinking, whether the process is effective and what challenges they face. Bibliography lists 5 sources.
Page Count:
7 pages (~225 words per page)
File: MM12_PGboeng.rtf
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Unformatted sample text from the term paper:
and support areas? How well does it perform this interaction? What challenges does your human resources department face in this area? Discuss your organizations mission and how this interaction helps
of hinders it. In 2004, Boeing restructured its human resource department to better serve all customers throughout the organization. The overriding commitment of the Boeing HR team is a strong
commitment "to making our customers successful, whether you are an individual employee with a specific question or a team with a business challenge" (Proctor, 2005). The specific objectives of the
HR team are: Add value to what you do; Build relationships that make things happen; and Create a customer service culture that drives the SSG competitive advantage" (Proctor, 2005). These
commitments are made to each individual employee, employee teams and managers (Proctor, 2005). Under the new structure, Boeing HR interacts with all departments in the corporation. It does so through
availability and accessibility to HR consultants by any individual employee, by an employee team or by managers. The HR team provides a comprehensive and vast array of services that may
be performed by one HR consultant or by a team, depending on the need. Anyone in the corporation is able to contact HR for a single question or for a
project. There are three ways to contact HR: through a telephone call, e-mail or in person (Proctor, 2005). There are also intranet Web sites any employee may access for
general information and common questions (Proctor, 2005). HR worked under the guidance and leadership with SSG to plan the restructuring of service delivery (Proctor, 2005). They then teamed with
Business Partner organizations "to provide our customers with the best possible support" (Proctor, 2005). These interactions were effective as is demonstrated in a more efficient and more effective delivery
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