Diagnosing change is essential for managers in all fields of business. The Boeing Company is no exception. That is why theorists have created different models to assist managers as a guideline to success. As diagnosing change plays a major role within Boeing, problems and scandals will occur if the are no actions taken from the manager. This essay will provide details about the crucial changes within the firm Boeing and their current situation. It will clarify the essential three diagnostic models which include the Congruence Model, the Burke-Litwin Model and lastly the Star Model.
Each model will be given to provide a framework to pinpoint the key factors of the Boeing issue and Boeing’s chaotic situation will be examined fully. The essay will compare the different viewpoints of each of the selected models and how it matches with the Boeing situation. In addition, the essay will provide the need to change, adapting to the cultural diversity and keeping up with the pace of technological change. Firstly, this essay will outline the key points of the Boeing case study. Boeing is currently facing a lot of scandals and crises. Boeing needs to implement and change their systems in order to survive.
The major scandals within Boeing company, includes lack of communication skills, outdated technology systems, cultural diversity issues, low staff moral and poor structure operating systems. The models will provide a strong framework and will guide Boeing to a better position and in addition each model will justify how and why diagnosis change are unavoidable, radical and will have to be built up overtime as a continuous cycle because change and adaptation are essential for survival (Burke 2002). Throughout the essay, the three models will clarify the situations that are unclear by using each of the models’ unique processes.
Firstly, most managers within a firm should be concerned with diagnosing their organization. No business these days would survive without going through changes. Boeing is an example, as stated by Boeing’s CEO, lack of communication skills are one of the main problems in Boeing. That is why models are built up as assisting instruments that can be applied to diagnose the change within the industry (Palmer, Dunford ; Akin 2006). Ford ; Greer (2005) has suggested that the three infamous models from each theorist will provide three different dynamic dimensions to assist the functions and influence the plan that will lead to the company’s success.
Although change is seen as a threat or a resistant, but somehow it can be beneficial too, as long as the plan goes smoothly and the system is co-operating well, a higher degree of efficiency will occur and higher satisfaction from the staff will be guaranteed (Ford & Greer 2005). Although there are many elements that can change and mould the perspectives of managers and staff in Boeing, the problems will become worse if monitoring and control are lacking, since in-today’s world, change is more rapid, more critical and more unpredictable than before (Burke 2002).
The first model which will help to renew Boeing’s old frameworks and diagnose the control systems is the Congruence Model developed by David Nadler and Michael Tushman. Of the various models which will be discussed to provide a framework for the Boeing situation, the first of these is the Congruence Model. The Congruence Model assists in emphasizing the stability of consistency and the proportion of the organization (Burke 2002; Spera & Matto 2007). In other words, elements need to be stable and fix.
The various elements contain four components, which are comprised of task, individuals, informal and formal organization arrangements (Palmer, Dunford & Akin 2006). In addition, as Murray & Richardson (2002, p. 32) suggest the main objective of the Congruence Model is ‘the transformation process’. Both authors further suggest that this model, whereby an enterprise, in accordance to their articulated strategy, performs work that coverts input into output, just like telephone line, where there is a sender and a receiver.
Moreover, the Congruence Model would approach diagnosing Boeing’s various elements that are lacking. Firstly, for Boeing’s external environment, especially considering technology and culture diversity, Gil (2000) has suggested that a highly structured management plan must be created in order to develop the Boeing worker’s skills. Once, the plan is accomplished, monitoring and controlling must be put into action. Since the Congruence Model requires input and output, this will suit well with controlling and adapting new cultures and technology, which are both changeable and unpredictable (Gil 2000).
In addition Ford ; Greer (2005) outline that the Congruence Model represents prominent contemporary frameworks which suits well with the Boeing’s process of plan organizational change. Because Boeing contains many external crisis issues, the transformation process might take time, but in the end, the result will be effective and efficient (Gil 2000). Furthermore, Ford & Greer (2005) suggest that in applying the Congruence Model successfully, Boeing’s staff value will be more appreciated as they will have a stronger sense of commitment to the firm in the future.