April 08, 2011
One reason why so many organizations succeed and be able to sustain their long-term goals is their effective and efficient organizational ability. The organizing function of management involves the allocation of the company resources. When the management of the organization allocates its resources with strategic planning and execution in mind, the organization can successfully satisfy the requirements of both internal and external stakeholders. On the other hand, when an organization fails to translate and execute the strategic action plans, the results will be irreparable and disappointing to the stakeholders. This paper evaluates and discusses the organizing function of the Boeing Company management pertaining to the allocation of resources (monetary and human resources) that enable the management to realize the optimal allocation of the inputs and resources. The Organizing Function of Management: The Boeing Company
The Boeing Company is the world’s leading aircraft manufacturer by revenue; it is also the world’s third largest aerospace and defense contractor, and the largest exporter of the United States of America. The company’s huge success factor lies heavily on the management’s methodical organizing function. The successful leadership of the senior management and their organizing abilities kept the company profitable and the prime employer in the current global marketplace (Boeing, 2010). The organizational structure of the Boeing Company consists of the organizing concepts of differentiation and integration. The company subdivides its units by the division of labor while the integration of the various units (departments) cooperates collectively toward completion of the ongoing projects. The Boeing Company is a matrix organization which, at times, the functional and the divisional units overlaps in order for the employees complete the production development tasks...
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