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Ppt Leadership

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Kevin Benitto Hartono 2012-011-015
Dharfin Ruland 2012-011-020
Jesica 2012-011-025

RINGKASAN KASUS – BOEING42

Keterpurukan Boeing tampaknya telah mencapai puncaknya pada akhir 2003 dengan skandal seputar kesepakatan Pentagon yang diduga menjadi perilaku yang tidak pantas dan hilangnya dokumen oleh pejabat Boeing. Setelah tujuh tahun di kepala organisasi, Desember 2003 Phil Condit mengundurkan diri. Masalah di Boeing dilaporkan tidak ada habisnya. Harga saham mengalami penurunan sebesar 6,5 persen.

Selama bertahun-tahun Boeing dianggap oleh perusahan Amerika sebagai produsen pesawat terkemuka. Namun, pada tahun 1994 Airbus yangmerupakan saingan utama mereka mempunyai pesanan yang lebih banyak. Hal ini mengejutkan para eksekutif manajemen dan memulai serangkaian perubahan yang dilakukan untuk mengatasi struktur birokrasi, sistem teknologi, dan proses yang tidak perlu dalam sebuah perusahaan

AWAL PERUBAHAN DI BOEING

Pada tahun 1997 permintaan pasar meningkat secara drastis dan Boeing berusaha untuk memenuhi kelebihan ini pesanan dengan mengandalkan kemampuan produksi mereka. Krisis manufaktur terjadi dan reputasi Boeing menjadi buruk ketika mereka diminta untuk menghentikan produksi pesawat 747 selama 20 hari. Setelah mengalami kesulitan-kesulitan manufaktur, upaya yang dilakukan untuk merevitalisasi operasi Boeing dengan mempersatukan perakitan pesawat dan meningkatkan efisiensi perusahaan. Hal ini harus dilakukan dengan berfokus pada produksi dan biaya, bukan pada "pernyataan visi lapangan." Strategi mereka secara keseluruhan adalah untuk memperbarui sistem teknologi, berhemat operasi, dan membangun kembali hubungan dengan pemasok.

Boeing melakukan merger dengan McDonnell pada tahun 1997, merger ini, bagaimanapun, membawa kesulitan dalam cara sintesis budaya. McDonnell Douglas memiliki budaya yang sangat kuat yang fokus pada hubungan mereka dengan pejabat pemerintah untuk kontrak pertahanan.

KETIKA TEKNOLOGI MENJADI ISU

Pada tahun 2001 Boeing mengadopsi prinsip-prinsip lean manufacturing dan bertujuan untuk meremajakan reputasi mereka dengan membuat produksi mereka lebih efisien. Objek dari proyek ini adalah untuk menerapkan sistem otomatis pada lini perakitan. Mereka juga berharap untuk mengkoordinasikan dan memfasilitasi komunikasi yang lebih mudah antara staf Boeing dan pemasok. Mereka menerapkan sistem pengadaan berbasis web yang memungkinkan pemasok untuk memantau tingkat stok dan mengisi persediaan ketika mereka turun di bawah minimum yang telah ditentukan.

IMPLIKASI BUDAYA DARI DIVERSIFIKASI

Keputusan dibuat untuk diversifikasi dari industri penerbangan komersial tradisional dan banyak akuisisi yang dibuat masalah integrasi dibuat untuk perusahaan. Tujuannya adalah untuk menambah stabilitas yang lebih bagi bisnis dengan diversifikasi ke layanan informasi dan ruang layanan industri yang menyediakan margin tinggi, yang akan mencerminkan bottom line Boeing.

Pada tahun 2001 kantor pusat mereka pindah dari Seattle ke Chicago. Relokasi dikatakan faktor yang paling signifikan mengganggu budaya Boeing. Alasan relokasi inni adalah untuk membantu memfokuskan kembali perhatian pada prospek pertumbuhan internasional.

Harry Stonecipher, datang sebagai pejabat kepala operasi baru dari Boeing setelah perusahaan diakuisisi. Keputusan penting pertamanya adalah mengenai pesawat 7E7 baru, yang akan menjadi pesawat pertama baru Boeing dalam satu dekade. Pada tanggal 16 Desember 2003, Stonecipher mengumumkan bahwa Boeing akan terus maju dengan produksi jet 7E7.

Seorang peneliti dari sebuah perusahaan saham mengklaim bahwa masalah Boeing terletak pada kenyataan bahwa mereka telah "overpromised and underdelivered.". Masa depan industri pesawat sekarang akan tergantung pada kemampuan baik Airbus atau Boeing untuk memprediksi pasar. Boeing berpendapatbahwa masa depan di pasar memiliki ketertarikan terhadap pesawat yang lebih kecil, seperti 7E7 sedangkan Airbus berpndapat bahwa proyek penerbangan akan mengincar pesawat yang lebih besar di masa depan.

Pertanyaan Studi Kasus

1. Select one or More diagnostic models that you believe provide a framework that succintly indentifies the key factors at the center of the Boeing situation. Explain ! 2. Explain the Boeing situation in term of your selected Model !

Jawab :

Model yang paling menunjukkan situasi dan kondisi Boeing adalah Model Congruence ( Cogruence Model ) karena bedasarkan Congruence Model, terdiri dari CONTEXT ( Environment, Resources, History ), TRANSFORMATIONAL PROCESS ( Task, Informal Organization, Formal Organizational Arrangements, Individual), OUTPUT ( Organization ), dan FEEDBACK.

Menurut kami,model sangat sesuai dengan masalah kasus Boeing. Masalah yang terdapat dalam Boeing terdiri dari :

CONTEXT * Boeing mengalami kehilangan dokumen-dokumen penting yang menyebabkan penurunan harga saham sebesar 6,5%. * Pada tahun 1994 Boeing mempunyai penjualan yang lebih rendah dibanding kompetitor utamanya, yaitu Airbus * Struktur birokrasi yang buruk dan teknologi yang ketinggalan jaman

TRANSFORMATIONAL PROCESS
Aksi yang dilakukan oleh Boeing antara lain : * Melakukan pendekatan “Win At All Costs” * Maksudnya, Boeing melakukan revitalisasi operasi khususnya melakukan perombakan bodi pesawat untuk efisiensi biaya tanpa mengurangi kualitasnya. * Melakukan update sistem teknologi dan melakukan perbaikan relasi dengan supplier * Melakukan akuisisi dengan McDonell Douglas untuk peningkatan kultur perusahaan

OUTPUT
Boeing menciptakan pesawat tipe 7E7 sebagai hasil dari seluruh transformasional proses yang berujung kepada peningkatan penjualan tipe 7E7 dan menghapus masalah yang dialami oleh Boeing selama rentan waktu tersebut. Sedangkan Airbus mengalami kerugian dengan tipe A380 nya yang memiliki ukuran bodi lebih besar dari 7E7.…...

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