In the past few years, competition among companies conducting business in the international business sector has increased dramatically, forcing many international companies to reexamine and reform their management styles. As a result of this increased competitive environment, several management concepts and theories have emerged as a significant factor attributable to the success or failure of a company. An international company demonstrable of this type of success as a result of their management concepts is Boeing. Boeing is the world's leading aerospace company and the largest manufacturer of commercial jetliners and military aircraft combined, with capabilities in rotorcraft, electronic and defense systems, missiles, satellites, launch vehicles and advanced information and communication systems (Boeing, 2006). Boeing has been the premier manufacturer of commercial jetliners for over 40 years, and in 1997 Boeing and McDonnell Douglas merged together, giving Boeing a 70-year heritage of leadership in commercial aviation. According to recent statistics released by Boeing, Boeing is the number one U.S. exporter in terms of sales, and has a reach that covers up to 145 different countries. International companies such as Boeing have demonstrated that the three key managerial concepts for international companies involve employee motivation and goal setting, transformational leadership within management, and a solid ethics infrastructure.
             In the past few years, new attention has been shed on the theory of employee motivation from a managerial aspect. Boeing has achieved employee motivation through goal setting for all employees, with the underlying assumption that organizations can influence work behavior by influencing these goals. Boeing has also emphasized transformational leadership through management. The benefits of transformational leadership at Boeing include broadening and elevating the interests of followers, gene...