Organizational Diagnostic Models - The Seven-S Model - Case Study Example

The Six-Box model was chosen because it considers the Boeing situation from a comprehensive perspective in terms of internal human concerns and outward organizational issues. Conversely, the Seven-S Model was chosen as it considers broader external measures of company efficiency. While a variety of diagnostic models could be applied to the Boeing situation, these specific models provide strong contrast in that one focuses more heavily on human resource elements and the other focuses on external and structural aspects. In examining the Boeing situation, it’s clear that both situations must be considered in considering the organizational framework.
When examining the Boeing situation the Six-Box model encapsulates a number of important elements in the company’s structural framework. In these regards, it’s noted that the six elements of the model include, “the organization’s strategy, structure, rewards, internal relationships, helpful mechanisms, and leadership (‘Organizational Diagnostic Models’ 2009).” While the majority of the challenges within the Boeing structural framework are larger organizational issues, it’s clear the human resource issues reflected in this diagnostic model are also essential elements. One of the major cultural issues at Boeing was identified as the merger with McDonnell Douglas. The aspect of the six-box models concerned with internal relationships, helpful mechanisms, and leadership are all diagnostic means of considering the cultural challenges that were presented by this merger. In these regards, the internal aspects of the six-box model consider both the cultural changes brought on by the merger of these companies with previously disparate visions, but also consider the leadership challenges that emerged as company president Harry Stonecipher assumed the CEO position at Boeing. While the six-box model largely diagnoses the internal aspects of the Boeing corporation, it’s clear that the primary areas of concern are larger structural elements. In these regards, it’s necessary to consider the Seven-S Model. This model indicates that the major areas of concern are, “structure, strategy, skills, style, staff, shared values, and systems (‘The Seven-S Model).” In terms of Boeing, perhaps the primary area of concern is in terms of the company’s strategy and systems. While the organization recognizes that a lean systems approach is necessary to improve aircraft production, there are strategic concerns in areas of production. What is necessary in these regards is a firmer understanding of the company’s products and systems elements. While the overarching strategic vision has indicated that supply chain gains must be made and overall organizational functionality must be streamlined, these measures must be achieved in an organizational framework that considers the company’s system requirements with sound engineering, marketing, and statistical inputs.