Management

The management of organizational culture is a concern that Boeing shares with all companies . However , considering the challenges being faced by the aviation industry as well as the competitive , operational and technical requirements of the company the efficiency and effectiveness of its planning , organizational , leading and control of organizational culture becomes even more critical . Thus , in a speech given by Jim McNerney (2006 , Boeing 's Chairman , President and Chief Executive Officer in 2006 points out that this commitment can be seen in the development of the 2003 Office of Internal Governance (OIG

. He points out that by developing ethical and professional compliance of the Boeing organization can only be achieved by instituting it as part of the organization 's culture . Through the OIG , an assessment of existing competencies of the company to support ethical compliance among its professionals and evaluate them against desired outcomes

Based on Roff 's (2002 ) earlier appraisal , Boeing professionals have expressed their concerns regarding the state of the industry , the ability of the company as an enterprise and ultimately their role status and responsibility to the Boeing organization . According to Davis (1997 , there is a need for management to recognize organizational culture as an underlying force is the operations and activities of the company . In recognition , McNerney (2006 ) points out the efforts of the OIG in developing a strategic objectives , plans and methodologies Overall , Boeing believes that the success of such efforts have in turn been consequential to the success of the company 's other developmental efforts , particularly those involving professional and technical improvement (Dewett Jones , 2001

According to Szymczak and associates (2003 , because of the organization 's culture , there is greater capacity for accommodating changes in the company by the organization or by individuals with the organization . This has been attributed most to the level of confidence and participation the individual has with the company . The suggestion is that the higher the level of compliance or cooperation . This then implied that members of the organization are more willing to comply with professional and ethical standards or support company-sponsored programs even if they lie beyond standard requirements or work s (Gittell et al , 2006 . McNerney (2006 ) supports the idea : he cites the level of employee involvement and contribution and the company 's performance indicators foe the health of the company 's organizational culture enhancement programs

It is clear that the kind of organizational culture that Boeing has developed , one focused on professional and ethical compliance organizational development and employee participation , has allowed the company to develop and extend its competencies . Though there are limitations to the effectiveness of utilizing organizational culture to motivate or support for organizational or development objectives , they have provided a significant resource for Boeing (Roff , 2006 . Due to the culture of the organization , the company has been able to develop better strategies and increase its ability to work as an organization despite the breadth of the nature or its operations and professionals within the organization . More importantly , McNerney believes that Boeing 's...