Publication Date:Nov 15, 2001
English Hardcopy Black & White
Also Available in:
|English Hardcopy Black & White||
Why did Boeing's engineers and technicians strike for 40 days in early 2000? And what can other companies with large cadres of knowledge workers learn from the experience? The author contends that the morale of Boeing engineers was in a slump because management suddenly began emphasizing financial results rather than engineering excellence, and engineers felt their contributions were given short shrift. The indication is that top management failed to detect the decline in morale and made no preparation for weathering a strike; thus, it was caught by surprise when its knowledge workers walked out. The author examines the history and corporate culture of Boeing, changes in internal communications, and the motivational mindset of professional knowledge workers for clues as to the origins and development of conditions that led to the strike. It is suggested that, had Boeing been more sensitive to employee concerns, its new cost-cutting emphasis would have been far more readily accepted--perhaps even blessed--by all employees as the price for maintaining worldwide industry leadership.
Computers; Crisis management; Engineering; Human resource management; Labor relations; Managing professionals; Morale; Organizational culture
- Industry: Engineering services