Boeing has many Managers that help the employees achieve their goals in the specific departments. W.

James McNerney, Jr., Chairman, President and Chief Executive Officer oversees the strategic (strtigk) direction of the Chicago-based, $66.4 billion aerospace company. There are several people who oversee the departments of Boeing. Mike Cave is senior (sin) vice president of Business Development and Strategy and responsible for analyzing (enlaizing) and developing plans to drive the company's growth and nurture new businesses. Tom Downey is responsible for the development and implementation of strategic (strtigk) communication plans companywide. He leads the company's global communications activities, which include public relations, branding and advertising, executive and employee (emploi) communications, and international communications. John Tracy is responsible for defining and implementing corporate strategies for attaining and maintaining technical and functional excellence and enhancing (enhenxing) the yield of technology investments across the enterprise. James Bell is the Chief Financial Office who oversees all of Boeings 66.7 billion dollar assets. Richard Stephens is in charge of all Boeings HRO facilities and Boeings administrative staff. Wanda Denson-Low is responsible for the advancement and effective implementation of the company's internal governance strategies. Shep Hill oversees the company's international affairs (fe) and has leadership responsibilities for 20 Boeing in-country operations throughout the world. Mike Luttig is responsible for leading the Boeing Law (loo) Department across the company. Timothy Keating leads the company's public policy efforts (eft), including all U.S. federal (fer), state and local government liaison operations (Boeing, 2007). Although (udu) the executives in the organizational chart are Presidents, Sr. Vice Presidents, and Executive Vice Presidents they also oversee department heads that oversee how the work is actually progressing. In order for them to get a job done they must ensure that the work is flowing in a way to compliment (complmn) the goals and vision of Boeing. Because Boeing works with a matrix style organization it can be hard to distinguish whose direction to follow; however, when a group is part of a team or project there is no day in, day-out confusion about the goals or whether they are responsible to a

project, they know they are because of the relationship that the executives have with the fellow team (Waterman, R. 2008).