Bcom/230 Behavior and Communication Paper
Soon to celebrate a 100-year anniversary, The Boeing Company was founded in 1916 and had 28 people on its payroll. Today, The Boeing Company has more than 170,000 employees, in 50 states and 70 countries and is the largest manufacturer of commercial airplanes and military aircraft (“The Boeing Company,” 2012). Boeing is structured around a business model that sets it apart from other companies. This model consists of six parts. They are chart the course, set high expectations, inspire others, find a way, live Boeing values, and deliver results. These six parts fall into the four categories of trust, conflict resolution, commitment, and accountability. Every Boeing facility adheres to this model, whether it is the Commercial Division or the Defense/Space Division. This is called the “One Boeing” approach with everyone working together for the common goal. Following this business model has allowed Boeing to become an industry leader.
Employees are encouraged to work together and to trust and respect one another. Communications are expected to be honest, candid, and open. Above all, integrity and ethics are insisted upon. Every employee makes an ethics commitment each year. Boeing fosters an atmosphere were issues are focused on, not titles or positions. New ideas and ways to do things are welcomed and implemented if possible. Goals and objectives are clear and teams work together to define steps to get there. Quality is also focused upon an expected. If a quality defect is found, Boeing and its employees step up immediately even when it is uncomfortable to do so because it is the right thing to do, always. Diversity is celebrated and each person’s skills and strengths are added to the knowledge base.
Even though there is an official hierarchy, Boeing continues its cultural theme into communication by keeping an open-door policy. Employees know that they can take their questions and concerns to anyone, even the president and CEO of Boeing,
Employees are encouraged to work together and to trust and respect one another. Communications are expected to be honest, candid, and open. Above all, integrity and ethics are insisted upon. Every employee makes an ethics commitment each year. Boeing fosters an atmosphere were issues are focused on, not titles or positions. New ideas and ways to do things are welcomed and implemented if possible. Goals and objectives are clear and teams work together to define steps to get there. Quality is also focused upon an expected. If a quality defect is found, Boeing and its employees step up immediately even when it is uncomfortable to do so because it is the right thing to do, always. Diversity is celebrated and each person’s skills and strengths are added to the knowledge base.
Even though there is an official hierarchy, Boeing continues its cultural theme into communication by keeping an open-door policy. Employees know that they can take their questions and concerns to anyone, even the president and CEO of Boeing,
References: The Boeing Company. (2012). Retrieved from http://www.boeing.com Frontiers Online Magazine. (2012). Retrieved from http://www.boeing.com/news/frontiers/archive/2012/may/#/1/