CASE STUDY ANALYSIS

Case Study Analysis



Case Study Analysis

Introduction

In this turbulent world, the only constant thing is change. Every organization has to face change to keep itself afloat and competitive in the global economy. The organizational change involves managing the process change and resolving human issues at ground level. On the other hand, it also focuses on strategic leadership, competitiveness and organizational learning (OSullivan, 2010). The main process that requires the attention in the change process is the conceptualizing the need for change.

Overview of the case study

Boeing is based in Seattle, Washington, It includes three business units; Commercial Airplanes, Defense & Space and Information Services. In 1997, the demand increased in the market and Boeing had to put all its effort to meet the surplus demand. This made Boeing to double its productions capabilities. Dramatically, the reputation of Boeing turned down and the condition became worse when it had to stop the progress of 747 aircraft for few days. To overcome these manufacturing difficulties the company introduced new technological strategies to enhance efficacy in the organization. On the other hand, the company had merger with McDonnell Douglas to enhance its defense orders. However, this merger brought many difficulties in terms of cultural synthesis, and diversification in working environment. Both organization have different culture, the employees resisted the change (Matthewman,2009).

In 2001, the organization was in dire need of technological change. Hence, it adopted Lean Manufacturing to make its production more efficient. This made the company to implement web based procurement systems. The technological platform was introduced to regulate the life cycle of its products. The third and final change that was being implemented in Boeing was the cultural diversification (Pettigrew, 1987). Business week reported the dire need of Boeing Cultural change, as it was non-competitive and ambiguous cultured. However, Boeing was unable to overcome its problems. Despite the CEO's efforts critics believe that there is dire need of new leader come and take hold and start again from the basics. There are few models that can be applied in Boeing to bring the successful change. The 7's framework and Kotter's change model provides step by step change. It does not only focus on the leadership or only on subordinates; however looked at the broader picture of change from top to bottom in a systematic way

Discussion

Barriers to Change

The barriers to change relates to patterns of mechanistic structures, control, unpleasant social structures, unilateral change methods, and a lack of interest for procedure features (Atkociuniené, & Vaišnoraite, 2011). Change is much more productive with inside businesses seen as a natural constructions as well as free interpersonal constructions designed to use participation as well as relatively systematical change techniques and also pay attention to an intensive method management. Organizational and also contextual qualities (framework) appear to create a body inside that folks work (organization) in manners which confirm the particular body (Burns, et,al., 2009).

The resistance was also seen in Boeing when the merger took place with McDonnell, as the other company environment was strict and ...