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Management Planning at Boeing In this paper the planning function of management for the Boeing Company will be evaluated. In addition, this paper will discuss the influence that legal issues, ethics, and corporate social responsibility have had on management planning at Boeing. The few of many factors that influence the company's strategic, tactical, operational and contingency planning are profitability, innovation, and competition. W. James (Jim) McNerney, Jr., is chairperson of the board, president and chief executive officer of The Boeing Company. McNerney oversees the strategic direction of the Chicago-based, $68.3 billion aerospace company. With more than 157,000 employees across the United States and in 70 countries, Boeing is the world's largest aerospace company and a top U.S. exporter (Boeing, 2010). The Boeing Company's business is run by its employees, managers and corporate officers led by the chief executive officer, with oversight from the board of directors. The Board of Directors of The Boeing Company (“Boeing” or the “Company”) has adopted the following corporate governance principles to assist the Board in the exercise of its responsibilities and, along with Boeing’s Certificate of Incorporation and By-Laws and charters of the committees of the Board, provide an effective framework for Boeing’s governance. The Board believes these Principles should be an evolving set of corporate governance guidelines, subject to review and modification by the Board from time to time in its discretion (Boeing, 2010). The Boeing Corporation has a distinctive organizational structure which consists of two business solutions that are tied together through nine levels of corporate functions. The two businesses are Commercial Airlines and Integrated Defense Systems. The management model used to direct the companies planning and focus is simple but an

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