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Replies: Provide 2 thoughtful replies to the two threads below. Each reply must include an analysis of your classmates’ threads, based on any experience from your own professional career (if applicable) that might be relevant. The 2 replies must be 250 words each. Also, be sure to integrate the required reading in a logical and relevant manner.

You must cite:

The textbook,- Kinicki, A., & Fugate, M. (2020). Organizational behavior: A practical, problem-solving approach plus Connect. McGraw-Hill.
1 passage of Scripture – How is it relevant
1 peer-reviewed journal article- with in the last 5 years

 

 

 

 

Thread 1

Mike

 

Problem-Solving Boeing

 

Step 1 – Defining the Problem

 

Boeing introduced the 737 MAX in May 2017. The aircraft sold 5000 units in over 100 countries, making it the fastest-selling of all time. In October 2018, a 737 Max crashed in Jakarta, Indonesia killing all 189 passengers and crew. Five months later, Ethiopian Airlines flight ET302 crashed, killing all 157 passengers and crew (Miller, 2020, p. 2958). The ensuing investigation eft the 737 Max grounded around the world. Results of that investigation are still coming in today. The crashes resulted in 346 deaths, $300 billion of unused products, a drop in stock prices, legal liabilities, and a massive blow to the customer’s confidence in Boeing to produce a safe vehicle. The investigation has shown that CEO Dennis Muilenburg had been made aware of the issues that ultimately caused the aircraft to malfunction. This dishonest behavior further tainted the corporation’s image, limiting their prospects for future sales and the financial recovery from the loss (Sawalha, 2019, p. 75). Boeing must reengineer the planes to get them safely back in the air, but the company’s fundamental problem is their new reputation of valuing profits over product. Airlines, pilots, and air travelers worldwide do not trust Boeing to provide a safe fix because of the reputation they have now earned.

 

Step 2 – Identifying causes

 

Boeing’s problem originated with leadership who promulgated the profit over product values in a situation that allowed them. Rather than upholding a strict code of ethics, the staff was mistreated, and corners were cut to launch products. Unethical values were documented in 2019, by one employee who publicly said, “I was willing to stand up for safety and quality… Boeing management was more concerned with cost and schedule than safety or quality” (Miller, 2020, p. 2962). This type of person-factor input was supported by a situation-factor input in the Federal Aviation Association (FFA), which is said to have a chummy relationship with Boeing. When the pressure to sell was applied to unvirtuous management, and the FFA afforded them the opportunity to, they were able to rationalize wrongdoing (Schnatterly et. al., 2018, p. 2412).

 

Boeing’s profit over product violated The Institute of Aeronautics and Astronautics Code of Ethics that Boeing technicians must abide by, which says that engineers must “[H]old paramount the safety, health, and welfare of the public in the performance of their duties” (Miller, 2020, p. 2965). Leadership knew there were safety problems that needed to be addressed but acting on profit-based values with the FFA’s support caused the lack of safety redundancies, the intimidation of outspoken staff, the inadequate training of pilots, and other factors that ultimately resulted in death.

 

Step 3 – Recommendations

 

Profit cannot be prioritized above a product when your product contains hundreds of lives. We must value others above our organization. Paul says it this way, “Do nothing from selfish ambition or conceit, but in humility count others more significant than yourselves” (English Standard Bible, 2009, Philippians 2:3). Boeing went against their code of ethics and an ethic established by the Creator when they considered their selfish ambition as more significant than others’ lives.

 

Boeing needs to repair the plains, but more importantly, their public perception. Muilenburg realized the magnitude of the situation and admitted that the company needed to be on a trust-building tour. Having been ultimately responsible for the damage, he is not the leader to accomplish this task. To do this, they need to replace their CEO and other compliant managers with virtuous leaders and increase public transparency. Virtuous leaders are more focused on the good of others than their self-ambition. They “promote trust by making sure their words match their actions and by treating people with respect and dignity” (Kinicki & Fulgate, 2018, p. 282). Their words of increased safety protocols will need to be matched with actions proving their commitment.

 

Boeing must show this virtuous change by increasing the public knowledge of the causes of the crashes and the engineering and procedural changes that they are going through to show how they now value people over profit. Information vacuums that arise in crisis hinder the image-repair process (Sawalha, 2019, p. 77). If the public is made aware of the lengths to which Boeing is willing to value others above their profit, they will begin to reestablish lost trust.

 

References

 

ESV Study Bible : English Standard Version. Wheaton, Ill: Crossway Bibles, 2009.

 

Kinicki, A., & Fugate, M. (2018). Organizational behavior: A practical, problem-solving approach. McGraw Hill Higher Education.

 

Miller, K. (2020). The Boeing 737 MAX: Lessons for Engineering Ethics. Science and Engineering Ethics, 26(6), 2957–2974. https://doi.org/10.1007/s11948-020-00252-y

 

Sawalha, I. H. (2019). After the crisis: Repairing a corporate image. The Journal of Business Strategy, 41(6), 69-80. https://doi.org/10.1108/JBS-04-2019-0075

 

Schnatterly, K., Gangloff, K. A., & Tuschke, A. (2018). CEO wrongdoing: A review of pressure, opportunity, and rationalization. Journal of Management, 44(6), 2405-2432. https://doi.org/10.1177/0149206318771177

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