Planning Process

The planning process is a vigorous process that is revised continuously until a final product has been developed. Companies employ highly skilled experts to develop plans for company goals. At the same time, elect officials that will execute and monitor the progress of these standards that are established by upper management. There are many issues that affect the planning process, which include legal issues, ethics, and corporate social responsibility. In addition, there are many factors that influence a company's strategic, tactical, operational and contingency planning. These are levels of planning that exist in every company. Boeing has a rich history of sacrifice, failures, and success through out the 20th and 21 centuries. Boeing has seen technology and science evolve as Boeing thrived and success declined over the years.

Over the years Boeing realized the importance of planning. The basic planning process is a five-step process that includes situational analysis, alternative goals and plans, goal and plan evaluation, goal and plan selection, implementation, and monitoring. Situational planning is a process that involves being current with world events, technology, company needs. Planners must consider resources available, current situations and future trends that may develop. "Once there is a good understanding of the needs of the business, the process will shift to defining how to meet those needs from an organization prospective" (as cited by Linzmayer, 2007, pg. 24). Situational awareness was evident in the planning process of Boeing in 1917 as the United States of America entered World War I. The Navy would be desperate for airplanes and Boeing was ready to meet the demand.

When World War I ended November 11, 1918 the military did not require planes as in the past year. Alternative goals and plans were established to keep Boeing in existence. Goals are realistic markers that the manager and the company would like to meet in a specific amount of time. Plans are then implemented as a blue print for the company to follow. Plans also have solutions for barriers that may or may not become evident in time to come. Employees at Boeing provided other commodities and services when business was not as prosperous. Some of these products included dressers and sea sleds. The production of these items were part of a contingency plan because other means of (non-plane building) currency flow were apart of the "what if" statements evaluate prior during the alternative goals and plans phase of planning.

After each plan and goal has be published the managers will review the advantages and disadvantages of each goal, plan, and the alternatives to each. Managers will evaluate and prioritize each plan and goal according to the company needs. Demand is key factor when prioritizing goals, and selecting which goals and plans to choose and implement first and last. Financing is another key factor. Some organizations will do joint ventures to cut the cost and loss of either company. These companies will also share information to ensure success of the project. Between 1920 and 1925, Boeing built planes for the international community as the demand was greater internationally than locally (in the United States of America).

Now that the plans have been selected and the goals have been placed on a timeline, managers must now implement these plans. This involves getting key personnel involved to achieve the goals selected. Employees must know what is expected of them and what is at stake. Top management officials will provide the resources necessary to accomplish these goals in a timely manner. "Strategy is never done. In the process of shaping and informing future decision making, it also must change to account for the new learning that occurs as those decisions are translated into action" (as cited by Linzmayer, 2007, pg. 26). During the implementation process new technologies may be introduced and discovered. When the plans and goals change top management and employees may have to change the plans and goals to stay competitive. Re-evaluation is a process that is never ending should never be ruled out to possibly save time and company resources. This is all apart of the monitoring phase, which many managers believe is the most important. Many phases of the planning process may overlap because goals may be accomplished differently than how the goal was originally planned.

Legal issues, ethics, and social responsibility are very important and have a direct impact on management planning. Boeing established an extensive program outlining company standards and established a worldwide hotline for employees to report violations. Unfortunately Boeing did not have the necessary support it needed from top management to monitor business ethics. Boeing knew that legal issues, ethics, and social responsibility are all connected. More

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