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¶ … company code of ethics for Boeing. In this document I will explore Boeing's code and attempt to reveal important items relevant to understanding how a functional code of ethics may be applied to a large organization. I will first describe a general background of the company to help provide context in this evaluation. Next, I will give an overview of the code of conduct and highlight important details that are worthy of discussion. This paper will also include how this code of ethics can be applied to the differing levels of responsibility and accountability within the company itself. I will also examine a recent specific case study of ethical violations within Boeing to help test the validity and quality of this company's attitude towards ethics. This specific case will help understand important factors on the stability and feasibility of their ethical codes and programs.
Background
Boeing's company website describes the company as " the world's largest aerospace company and leading manufacturer of commercial jetliners and defense, space and security systems. A top U.S. exporter, the company supports airlines and U.S. And allied government customers in 150 countries." Boeing is unique in many factors as this large company is closely aligned with many different governments and militaries. The serious nature of this type of commerce places much importance on Boeing's ethical conduct of business, and there interests are very important to many people around the world. War fighting is politically risky and appears extremely important that Boeing maintains an irreproachable stance on ethical behavior.
Boeing employs over 170,000 people in over 70 countries contributing to the challenging nature of developing a worthy ethics standard. A large labor force permits many opportunities for unethical behavior due to a large effort required to enforce this effort. Boeing, most likely to combat this problem, has integrated an ethics department to help manage and oversee the ethical guidelines policies. As part of this division, Boeing implemented communication lines dedicated to any employee questions regarding compliance to its standards. This seems to be a necessary solution to the aforementioned problems caused by the unique business model Boeing applies...
The policy seems very much aligned with the duty-driven ethical system most likely to appear in synchronization with governments and militaries. The policy is broken down into six different categories: Code of Conduct, Corporate Values, Education and Awareness, Ethical Business Guidelines, Ethics Line and Policies and Procedures. These categories summarize Boeing's general approach towards ethics, yet each one could stand alone as an accurate snapshot of the ethical climate radiating from their organization. Three buzzwords are attached to this site "Communicate, Educate, Execute." This mantra appears to serve as the most three important ideals behind the business ethics model for the company.
The ' Code of Conduct' portion of the policy states a very general attitude towards ethics. The code both instructs the employees in how to be loyal to the company and simultaneously adhere to applicable laws, rules and regulations. The code stresses integrity and maintaining high standards of conduct. Furthermore this code guarantees that whistleblowers will not be retaliated against in hopes to provide a safe and welcoming environment for those with ethical questions.
The next part of the code highlights eight corporate values Boeing wishes to uphold. These include: leadership, integrity, quality, customer satisfaction, people working together, a diverse and involved team, good corporate citizenship and enhancing shareholder value. These value are important but it is equally important to point out the potential conflict of interests within these values. It is certain that the value of the shareholder will be in direct conflict with quality and customer satisfaction at some point. This is a problem not only for Boeing, but for all companies that have responsibility to shareholders. Shareholders, concern only about profit have less personal interest invested in the company compared to many decision makers and employees of the company. Unfortunately Boeing may have over reached in this instance.
The next part of the code states a few paragraphs citing the dedication to the…
Works Cited
Boeing Corporate Website. Ethics. Viewed 31 Aug 2012. Retrieved from http://www.boeing.com/companyoffices/aboutus/ethics/hotline.html#howto
Reeder, J. & Hickey, D. (2005). Boeing strengthens, enhances ethics program. National Defense. February 2005. Retrieved from http://www2.gtlaw.com/pub/articles/2005/reederj05a.pdf
Richman, D. (2005, Mar 7). Analysis: Boeing conduct code worked properly, expert says. Seatllepi.com. Retrieved from http://www.seattlepi.com/business/article/Analysis- Boeing-conduct-code-worked-properly-1168027.php
..) shall not make malicious or intentionally false statements about a colleague, shall not use coercive means or promise special treatment to influence professional judgment of colleagues" (Florida Education Standards Commission, n.d.). Therefore, it is obvious that the field of activity of education is much more concerned with the interpersonal relation between the student and the teacher, thus between human beings, than any other field of work. This is why
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In 2003, he resigned both posts as news of the twin scandals emerged. The Air Force froze the contract that Druyun had negotiated, precipitating Condit's resignation and retirement. Condit had joined Boeing in 1965 as an engineer and moved into management in 1973, working on marketing the 727. He completed an MBA at Sloan in 1975 and returned to Boeing, progressing rapidly up the ranks. By 1983, he became VP
The Large Cargo Freighter (Dreamlifter) delivered major assemblies in the first half of 2007, and the company expects final assembly of the first 787 later in the second quarter of 2007. Boeing also expects to fly 787 engines on an airplane test bed sometime in the first quarter of 2007. In summary, the three dominant factors of commercial aircraft demand, business jet demand, and supply chain planning, forecasting, and manufacturing
3). In addition, the Company strongly believes in fair dealing and has it made a central part in the Code. Each employee, officer and director should endeavor to deal fairly with the Company's customers, suppliers, competitors, officers and employees. None should take unfair advantage of anyone through manipulation, concealment, abuse of privileged information, misrepresentation of material facts or any other unfair dealing practice. Stealing proprietary information, misusing trade secret
First McNerney brought in General Counsel Douglas Bain to help clean up the corruption from the inside. He also plans on quelling all management feuds within the company. The rift within Boeing had haunted production since the merger of the McDonell Douglas Corp. with Boeing in 1997. Successfully uniting the still arguing groups of what is now Boeing would increase company profits and improve ethical behavior. McNerney has made