Organization Culture for Boeing

Abstract Organization culture is defined through the application of various aspects of the firm including rules, leadership, organization structure as well as the daily activities that determine the work processes.Advertising We will write a custom term paper sample on Organization Culture for Boeing specifically for you for only $16.05 $11/page Learn More In most cases, organization cultures are perceived as the processes that guide and determine the behavior of employees as well as other stakeholders within the firm. Besides, organization culture promotes integration of the belief system as well as internal and external work processes undertaken by the organization. The paper examines the concept of organization culture particularly within the precincts of Boeing. The paper will first examine the various cultural aspects of the firm before looking into the causes of several aspects of the organization culture. Introduction Organization culture is defin ed through the application of various aspects of the organization including rules, leadership, organization structure as well as the daily activities that determine the work processes. In most cases, organization cultures are perceived as the processes that guide and determine the behavior of employees as well as other stakeholders within the firm. According to Hofstede (2001), organization culture is the way through which people within the business think and act. In other words, views and actions of individuals within the organization determine the cultural practices. Essentially, the organization culture deal with the belief system enshrined within the set goals and objectives of the firm (DeRoche, 2008). Besides, organization culture promotes integration of the belief system as well as internal and external work processes undertaken by the organization.Advertising Looking for term paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In essence, cultural aspects of the organization are critical in enabling employees to understand the differences that exist between individuals as well as the external environment. Organization culture is critical particularly in the situations where new strategies that affect the basic norms of the organization need to be implemented (Weick, 2007). In fact, organization culture exists in various types and dimensions. According to Schein (2004), organization culture provides ways through which people within the firm find solution to various challenges. As such, organization cultures influences the behaviors of individuals as well as work processes. Conversely, organization culture can be influenced. In order to have positive influence, organization culture should be imbued within the core values of the firm. Moreover, culture influences various aspects of the organization ranging from recruitment strategies to compensation policies (House, Hanges, Javidan, Dorfma n, Gupta, 2004). Cultural Aspects of Boeing Boeing is one of the major multinational corporations in the airline industry. Like any large firm, culture within the organization influences all the processes ranging from production to the relationship between the business and various stakeholders. Besides, various aspects determine culture in Boeing. In fact, behaviors, activities and work processes determine the cultural values of the organization. In Boeing, there are practices, management behaviors as well as activities that determine the culture of the organization. For instances, the Boeing management embraces diversity within the workforce. Diversity is one of the cultural aspects that have led to the success of the organization.Advertising We will write a custom term paper sample on Organization Culture for Boeing specifically for you for only $16.05 $11/page Learn More In fact, being a large corporation, diversity within the workforce cannot be av oided. In addition, diversity in views, technical skills as well as competencies are inevitable. As such, the firm must embrace diversity within all work processes in order to be successful. The manner in which the organization manages diversity determines its success. Boeing values diversity in all levels of the organization and work processes. Therefore, diversity is one of the cultural aspects of the firm that has contributed to its success. Besides diversity and inclusion, the firm values other cultural aspects including corporate citizenship, trust and respect, safety, integrity, quality, hard work and success as well as innovation. Diversity and Inclusion As indicated, Boeing consists of diverse workforce, customers, suppliers as well as other stakeholders. Taking advantage of the differences existing between the diverse groups is critical for the success of the firm. In fact, diversity within the workforce is the central competency that provides the firm with increased compet itive advantage (Goffee Jones, 2006). In the current global competitive market, engaging diverse employees and being inclusive at all levels of business processes is critical for the attainment of the organizations objectives. The firm tends to capitalize on the diverse competencies existing within the workforce to attain the set objectives. In fact, all employees are made to acknowledge different roles they play in the organization and orient their skills, strengths and perspectives towards attaining the set goals. In addition, the employees’ competencies, strengths and views are valued by the organization. Moreover, Boeing tends to encourage participatory and inclusive workforce at all levels.Advertising Looking for term paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In an environment where the employees’ competencies, strengths and views are valued by the organization, there is likelihood of increased positive outcomes on set goals due to derived motivation (Belassi, Kondra, Tukel, 2007). At the organizational level, the firm organizes teams with complementary skills to achieve a particular goal. In addition, line managers are allowed to come up with individual strategies that enable the attainment of the required objective. Further, the firm promotes integrated teams of site leaders as well as line managers working together to generate an all-inclusive culture where respect of individual contribution is highly valued. The teams provide leadership and knowledge-based opportunities, enhance communication between individual employees and immediate managements as well as assist in the realization of the managerial multiplicity strategies. Besides, the organization has various programs that promote and help in the achievement of the diversi ty strategies. In fact, the firm has created internal programs that work together to promote various employees’ competencies and skills. Important internal events and programs such as training, heritage month commemorations, diversity summits and mentoring programs are critical in promoting diversity and inclusiveness within the organization. Training is provided on areas that are concerned with importance of workforce inclusiveness. In addition, training on cultural, gender and global conceptions are critical in eliminating stereotypes and micro-inequities within the workplace (Gupta, Hanges, Dorman, 2002). Moreover, such trainings are critical in the understanding of intergenerational differences and the way the variations positively influence the cultural change. The organization also promotes diversity within the workplace through recruitment. In fact, it is through such recruitments that the firm has managed to get the competent workforce. The new recruits normally unde rgo training process through which the organization’s values and expectations are inculcated. At individual level, employees are provided with enough space to think and act independently. Trust and Respect The firm take into consideration the views and actions that contributes positively to the progress and attainment of the firm’s goals. In addition, the firm respects the views of employees as well as other stakeholders particularly views that encourage the attainment of goals. Essentially, the firm act with veracity, respect, reliability as well as sincerity in all activities within the business processes. Besides, all employees are encouraged to uphold the corporate values. Corporate Citizenship The organization and all its stakeholders including employees appreciate the fact that they belong to the wider global corporate citizenship. In addition, the firm promotes initiatives that enhance the developments of communities in which it operates. Through such responsibi lities, the firm shows close partnership with various communities and customers it serves. Activities that promote good corporate citizenship are encouraged at all levels and places the firm operates. Besides, all employees are made to believe that appropriate corporate actions geared towards developing communities as well as customers are critical for the growth and progress of the firm. Moreover, the firm promotes good health and well-being of all stakeholders including their families as well as the immediate communities in which it operates. Corporate social responsibilities such as protection of environment, community help voluntarism as well as support of education indicate the cultural commitment of corporate citizenship (Walker Schmitz, 2003). The Success of the Stakeholders The firm is committed to the increased achievements of all the stakeholders. Through profit-making operations, the firm provides customers with the best value innovation. In addition, the capabilities of making profits enable the firm to provide customers with products and services that increase their competitiveness in their own markets. In other words, the firm is committed to offer products and services that increase the competitive edge of the clients’ businesses. Besides, the increased revenue enables the firm to provide a better working environment to the employees, offer attractive and competitive compensation as well as the capability to have a share in the success of the firm. Further, the investors are rewarded with the increased shareholders value. In addition, the firm is committed to conduct the business within the precincts of legal procedures and ethical values with the suppliers as well as strengthening communities around the world. Safety Safety is one of the significant aspects that the firm values and promotes in all the work processes. With the type of products offered by the firm, safety is highly emphasized. In addition, safety is valued both at the wor kplace level and at the level in which the client utilizes the final product. In other words, the manufacturing of safe products is one of the fundamental values of the firm. Safety also involves taking into consideration the health status of the employees, clients as well as the end users of the firm’s products. The firm’s safety policy is that employees are responsible all the safety measures put in place. Besides, employees understand that in as much as the set objectives, excellence, reduced costs and schedule need to be met safety is not compromised. Integrity Integrity is one of the cultural aspects the firm encourages. Integrity is closely linked to the observance of ethical values and standards. In order to ensure the existence of honesty within the workforce, the firm is committed to work within the precincts of ethical requirements. In addition, employees understand the accountability required in their actions. In fact, the firm takes responsibility where col lective actions are applied. Reasons why the Values are Culture Corporate culture often contributes to the success of the firm. In fact, corporate culture is embedded in the core values of the firm. In most cases, culture is the common practices that help the firm attain its goals and objectives. As such, corporate cultures that encourage success are often positive in nature and promote values that orient the business processes towards attaining the set objectives (Hofstede, 2001). From the basic definitions, corporate culture is the core of business operations. In other words, corporate culture determines all the actions and informs the firm’s decision-making process. Essentially, corporate culture indicates the manner in which all the operations of the firm are undertaken. Actually, organization cultures are the fundamental ethical values and standards that business processes are based (DeRoche, 2008). In addition, corporate culture encompasses perceptions and commitments o f the organization’s employees as well as the stakeholders. Moreover, new employees observe and perceive corporate culture through observations of both internal and external business interactions. Besides, organization culture are found within the actions of employees, customers, suppliers, investors and controls all the business processes including communications, morals and standards (Schein, 2004). In addition, corporate culture is derived from national or societal cultures. In large organizations such as Boeing, corporate culture is derived from the national culture. The core values of the organization provide a framework through which corporate culture is practiced within the firm. Causes of the Organization Culture In most cases, organization culture is determined by how the firm is perceived by internal players as well as what other people are saying about the firm. In other words, corporate culture is critical in the development of the firm’s brand. In fact, Bo eing needs organization culture in order to be identified as a distinct firm. Besides, the past events provide a great symbol about the firm’s beliefs values and perceived behaviors. In addition, the daily rituals and routines of the firm determine the expected behavioral outcomes. In other words, the daily actions as well as behaviors of workers signals acceptable behavior and determine the expectations of the firm in given state of affairs and the values upheld by the management. Moreover, the visual representation of the firm symbolizes the beliefs and values of the firm. Further, the control system of the firm, structure, power influence and rewards determine the firm’s values. Essentially, Boeing needs culture that is critical in the management and identification of the brand. Effects of Culture Effects of Culture on the Organization Culture has a greater influence on the organization. As indicated, organization culture determines all the work processes and influe nces decision-making. Besides, culture has promoted innovation, assembly of quality products as well as adhering to the ethical standards of the industry. Moreover, the organization has a cultural behavior that enhances profit sharing. The culture of share ownership increases the employee’s motivation and productivity and decreases turnover. In addition, cultural practices of the firm that offers higher quality of life and more meaningful work impact directly on the firm’s profits through enhanced productivity. In addition, the culture of share ownership enhances greater innovation, higher reliability and quality as well as more skillful and committed employees at all levels. Effects of Culture on the Firm’s Employees Corporate culture influences the actions of employees and decisions the firm make concerning the work processes. Essentially, through the applications of values, ethical standards as well as the organizational practices, the firm is providing meani ngful work to employees and helps the workers develop and realize their potential. The organization practices also enables employees develop their skills and competencies within the areas of specialization. Besides, the firm makes every effort to reward their employees with fair remuneration as well as providing favorable work environment. In addition, the organization cultivates respect in the work environment. In fact, organizational values and policies that include employees’ empowerment, better dissemination of information throughout the firm, increased balance between work, family affairs and leisure as well as advancement of employees skills remains critical in the attainment of greater satisfaction and increased output among employees. Moreover, cultural practices demonstrated in ethical practices, management and human resources policies enhances greater diversity in the workforce, incessant skills development and training, concerns with the employability as well as jo b security for all employees. The impact of the corporate culture on society Various aspects of the Boeing corporate values have direct impact on the society. For instance, corporate citizenship is a Boeing practice that is geared towards developing communities. As such, various communities around the globe have benefitted through diverse programs under the corporate citizenship initiatives. Moreover, the firm promotes good health and well-being of all stakeholders including immediate communities in which it operates. Corporate social responsibilities such as protection of environment, community help voluntarism as well as support of education indicate the cultural commitments that support societies. The Dynamism of Organization Culture One of the major characteristics of corporate culture is its dynamic nature. Essentially, a good and successful corporate culture should be dynamic. In other words, the organization should transform its practices depending on the changes in the exter nal environment. Essentially, organization culture should not be static. Core values of the firm should be framed in such a way that they become adaptable to the situations within the environment. In other words, they should be flexible depending on the circumstances. As such, cultural values of Boeing are adaptable to the conditions of the environment. Other Aspects of the Organization Culture Quality and Innovativeness The firm encourages continuous improvements on the products and services. In fact, the firm has put in place activities that promote excellence and innovativeness among employees. Innovativeness is one of the cultural practices that directly increase the firm’s competitive advantage (Kimbrough Componation, 2009). Besides, innovativeness among employees is encouraged particularly in the development of new products and services. Stability One of the most important aspects of the organization culture for Boeing is its stability. In other words, there is consist ency in terms of individual behaviors within the organization. Despite changes that have occurred overtime, there are certain characteristics that the organization has maintained and passed down through various generations of employees. For instance, problems are solved in the same way and behavioral efforts of employees continue to be directed towards attaining the goals of the organization. Team Orientation Team orientation is also another important cultural behavior in Boeing. In fact, almost all the work processes are organized around teams. In addition, the team members are offered enough space to determine their own strategies on how the assigned tasks can be achieved. Along the assembly line, the teams have to be coordinated in order to achieve the desired outcome. Risk Taking Risk taking is closely associated with innovativeness and entrepreneurial capabilities. In Boeing, risk taking normally occurs at individual levels. In fact, individuals taking risk often come up with n ew products and services and hugely contribute to the organization success. Individuals are allowed to take risks at Boeing but accountability for their actions is highly encouraged. References Belassi, W., Kondra, A. Z. Tukel, O. I. (2007). New product development projects: the effects of organizational culture. Project Management Journal, 38(4): 12-24. DeRoche, C. (2008). Organizational culture: managementcentrism and conceptual imperialism. Studies in Cultures, Organizations and Societies, 4(2): 35-70. Goffee, R. Jones, G. (2006). What holds the modern company together? Harvard Business Review, 74(6): 133-148. Gupta, V., Hanges, P. J. Dorman, P. (2002). Cultural clusters: methodology and findings. Journal of World Business, 37(1): 11-15. Hofstede, G. (2001). Cultures and organisations: software of the mind. Maidenhead: McGraw-Hill. House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W. Gupta, V. (2004). Culture, leadership and organizations. London: Sage Publishing. Kimbrou gh, R. L. Componation, P. J. (2009). The relationship between organizational culture and enterprise risk management. Engineering Management Journal, 21(3): 18-26. Schein, E. (2004). Organisational culture and leadership. San Francisco: Jossey-Bass. Walker, D. Schmitz, J. (2003). Doing business internationally: the guide to cross-cultural success. Maidenhead: McGraw-Hill. Weick, K. E. (2007). Organizational culture as a source of high reliability. California Management Review, 42(2), 112-147. This term paper on Organization Culture for Boeing was written and submitted by user Marcus D. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.