Complete Case Study on page 153 of textbook (Boeing). Specifically answer the two questions at the end of the case study. Select one or more diagnostic models that you believe provide a framework that succinctly identifies the key factors at the center of the Boeing situation. Explain your choice of model. The diagnostic model that I found the most relative to the Boeing situation is the 7 –S Framework. After reviewing the 7-S Framework; I immediately saw some fundamental similarities in the diversification changes that were made in an attempt to revive Boeing. One supporting point came from the following list; Palmer, Dunford, and Akin (2009). Burk identifies five ways in which organizational models can be useful: 1. By making the complexity of a situation where thousands of different things are “going on” more manageable by reducing that situation to a manageable number of categories . 2. By helping identify which aspects of an organization’s activities or properties are those needing attention. 3. By highlighting the interconnectedness of various organizational properties (e.g., strategy and structure). (et al. pg. 122). I started forming the conclusion from this list, which led me to research further into the the 7-S Framework. Boeing had so many factors influencing the need for change, some of which included: manufacturing difficulties, the need for updated technology systems and improved supplier relationships. Most importantly, the necessity to make their aircraft assembly more efficient in order to improve production times and lower costs from production line to consumer.
The 7-S model developed by the McKinsey & company consultants Robert Waterman Jr., Tom Peters, and Julien Phillips, is based on the interaction of multiple factors with attention to the interconnectedness of the variables Palmer, Dunford, & Akin (p.124). I feel that this is a distinct connection to the Boeing situation in that they also had similar and very...
References: Palmer, I., Dunford, R., & Akin, G. (2009). Managing Organizational Change. New York, NY:
Burk, W.W. 2008. Organization change: Theory and practice, 2nd ed.. Thousand Oaks,
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