Changes At Boeing

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Changes at Boeing
KELLY DANIELLE JOHNSON

THE ADVANTAGE OF USING A
DIAGNOSTIC MODEL

Diagnostic models are used to pinpoint and fine-tune the functioning of an organization. Using a model allows the organization to concentrate on than main viewpoints of the organizational performance. Diagnostic models can make the manageability of a difficult transition easier; show which activity or property had problems; combines the properties of the organization; arrange for an organization tradition that outlines the organizational features; and provide an achievement plan to handle the changing state.

THE STAR MODEL
There are five components:
1.

Strategy

2.

Structure

3.

Processes and Lateral capability

4.

Reward systems

5.

People practices

REASONS TO USE STAR MODEL?


Using Star Model allows Boeing to examine the glitches, using five important classifications. Doing so will allow them to solve the glitches easier and more efficiently. Once the glitches were identifies, there were a series of modifications made by Boeing.
Moving their headquarters of operation to Chicago was the most significant change. They also hired an organization from the outside to help them to take Boeing back to it’s original state.
The focused on the new 7E7 planes. As well as worked carefully with their union to change the reputation of having low determination. STRATEGY


A plan of action put in place to achieve an overall goal. It is the main theme of an organization.



We use a strategy to show the vision of the organization as well as the direction for the development of the organization should go. 

Strategy could also explain the competitive benefits for organizations. STRUCTURE


The official authority interactions and alignment of events as characterized on an organizational chart.



Organization structure outlines the specifications between each entity within the organizational plan. It categorizes control and power, by recording associations along with organizational titles.

PROCESS and LATERAL
CAPABILITY


Process and lateral capability outlines procedures of the organization. The networks, processes, teams, integrative roles, and matrix structures are the characteristics that processes and lateral capability would cover.

REWARD SYSTEM


Seeking to align individual actions to organizational objectives.
The reward system can be used as an incentive when the model is being followed and positive results come are seen.

PEOPLE PRACTICES


Combined human resource practice (mixture, growth,
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