Lockheed Martin
What privacy rights issues must be addressed?

Over the last few years, the issues of privacy and employee testing have been increasingly brought to the forefront. This is because firms are requiring more of their applicants and want to see if they are a good fit for the organization (based upon intense competition from the global workplace). In the case of Lockheed Martin, there are a number of privacy rights that must be taken into consideration to include: the use of third party providers and determining the impact of the test on the facility. ("Avoiding Legal Issues in Pre-Employment Testing," 2009)

The use of third party providers is designed to give firms with the ability to distance themselves from the testing process. As these organizations will administer the exam and they are careful about what kinds of data is collected from employees. Moreover, they also have policies in place to limit…...

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References

Avoiding Legal Issues in Pre-Employment Testing. (2009). Vault.com. Retrieved from:  http://blogs.vault.com/blog/workplace-issues/avoiding-legal-issues-in-pre-employment-testing/

This continues act as a barrier to entry for aerospace manufacturers located throughout Asia, specifically China, who are looking to capitalize on increased government spending on defense. The costs associated with hiring, retaining employees and funding security clearances for employees in this industry makes recruitment and retention critical. As a result of all these factors combined the barriers to entry are exceptionally high in the global military aerospace products manufacturing industry.
Buyer Power

Contrary to the significant power aerospace manufacturers have over suppliers, buyers in this industry dominate accounting and costing standards, procedures and systems; prototype development, product validation and testing; product quality levels and pricing. The competitive strength of Lockheed is exemplified in their ability to keep the F-22 Program moving forward despite many delays attributable to design changes and cost reductions as defined by Congress over the life of the program (Browning, Heath, 2009). Buyers also can define audit…...

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References

Browning, T., & Heath, R.. (2009). Reconceptualizing the effects of lean on production costs with evidence from the F-22 program. Journal of Operations Management, 27(1), 23.

Ivan a. Camelier, Luis a. Lourenco, & Jose Lourenco da Saude. (2008). Aircraft sustaining: a holistic and systemic approach establishing the various support components. Aircraft Engineering and Aerospace Technology, 80(5), 526-537.

Gurgur, C., & Morley, C.. (2008). Lockheed Martin Space Systems Company Optimizes Infrastructure Project-Portfolio Selection. Interfaces, 38(4), 251-262,350-351.

Kerstin Johansen, Mica Comstock, & Mats Winroth (2005). Coordination in collaborative manufacturing mega-networks: A case study. Journal of Engineering and Technology Management, 22(3), 226-244.

Lockheed Martin, which handles bidding, negotiations, and performance of government contracts. Lockheed Martin has a reputation for conducting business nationally and globally and is well respected within the industry. The company and competitors or similar manufacturers including Ball Corporation regularly conduct marketing and advertising research to determine what products/services are best suited for consumer interests.
esearch suggest that a company such as Lockheed must engage in the highest level of moral standards when conducting marketing and advertising research to ensure that customers and consumers are adequately informed of their marketing practices and the uses the company has for collecting personal information.

The company has crafted a code of ethics based on the highest ethical standards that suggest that it is vital to the corporations livelihood that the best interests of the consumer be maintained at all times. It is recommended that the company go one step further and enhance their program…...

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References:

Carling, B.A., Castelberry, S.B. & French, W. "The ethical framework of advertising and marketing research practitioners: A moral development perspective." Journal of Advertising, 22(2), 1993:39

Clark, J.W., Hyman, M.R. & Tansey, and R. "Research on advertising ethics: Past, present and future." Journal of Advertising, 23(3):5

DMA. "The DMA's Online Information Guidelines -- Ethics." Direct Marketing

Association. 28, November, 2004: http://www.the-dma-org/guidelines/onlineguidelines.shtml

There is an emerging set of new technologies for online marketing collectively called Web 2.0 marketing techniques and are profiled in Appendix a of this memo. These technologies allow for a much more interactive communication with customers, and while the Lockheed Martin customer base is quite conservative, the use of web services that combine multiple areas of interest to them (called Mashups in Web 2.0 vernacular) that bring insights into the company's product lines would be of significant value to both customers and prospects. In addition, the use of Real Simple Syndication (RSS) for publishing news from the company would also be very valuable for supporting online marketing strategies. The online marketing strategy also needs to include extensive use Google AdWords which can significantly increase the company's performance in that search engines' performance. Columbus (2006) specifically defines the strategies necessary for ensuring Google AdWords is a highly effective online…...

Compensation Philosophy
The current compensation philosophy of Lockheed Martin is based on a pay for performance ideal (Hartung, 2010). However, there is more to the issue than just paying for a person's performance. That performance (and pay) is based on the market, and how well the individual's performance contributed to the overall objectives of the company. Its goals are generally very clear, and those employees who work hard enough to help the company showcase and reach those goals are the ones who are going to be compensated at the highest level (Hartung, 2010). While a lower level of performance may not be enough to have an employee fired or laid off, it can be enough to ensure that the person does not receive as much compensation as other employees who work at higher levels on a consistent basis. Despite the high quality of the compensation plan, there is one flaw in…...

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References

Hartung, W.D. (2010). Prophets of war: Lockheed Martin and the making of the military-industrial complex. NY: Nation Books.

SHRM (2012). Planning and design: What is a compensation philosophy? What should be included in a compensation philosophy? Society for Human Resource Management. Retrieved from  http://www.shrm.org/templatestools/hrqa/pages/compensationphilosophy.aspx

Corporate Analysis
Company Studied

Lockheed Martin

Articles you read about each company (online or print)

http://www.lockheedmartin.com/us/news/press-releases/2012/february/isgs-jieddo-ops-0207.html

http://www.google.com/finance?client=ob&q=NYSE:LMT

http://finance.yahoo.com/q/pr?s=LMT+Profile

http://www.marketwatch.com/investing/stock/lmt

Lockheed Martin Corporation-2010 Annual eport

Notice of 2011 Annual Meeting of Stockholders

Number of countries the company does business in

(75 Internationally, in addition to U.S.)

Headquarters location

6801 ockledge Dr., Bethesda, MD 20817, USA

Number of employees

Gross evenue in most recent year available

$46.5 billion

Names of the Chairman of the Board, CEO, President, CFO

Board Chairman and CEO: obert J. Stevens, President and COO: Christopher E. Kubasik, Vice President and CFO: Bruce L. Tanner

How is the company leadership described? Are they competent, admired, respected, etc.

Effective

Key Products/Services

Military aircrafts, missiles and missile defence, control systems, IT solutions, radars, satellites, renewable energy

Three adjectives that describe the company in the marketplace

Finest military aircraft, premier provider of sustainable solutions, highly skilled IT professionals

What is their stock price? What was it 6 months ago?

$86.63

$68.90

Describe the company's culture

Corporate

Describe the company's values

Honesty and Integrity; espect; Excellence

Major business challenge facing the company

Security and Information Technology…...

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Resources, Lockheed Martin, Aeronautics. Siena College

Michael Swift, Senior Recruiter at Lockheed Martin, California University of Pennsylvania

Nancy Melone, Lockheed Martin Talent Acquisition, University of California, Berkeley

Who are their major competitors?

The Boeing Company, Raytheon Company, Northrop Grumman Corporation

Strategic Alliance
There are a number of reasons why companies engage in strategic alliances. Typically, these are rooted in the idea of comparative advantage, where the two companies bring their respective strengths to the project, theoretically these strengths complementing each other. There are some industries where the practice is quite common, in particular pharmaceuticals and defense. Indeed, in some of these industries, companies can have multiple strategic alliances at any given time. A good example of this is Boeing and Lockheed Martin, both defense contractors with expertise in aerospace. They have collaborated on an air transportation system for the commercial air industry (Boeing, 2007), and on jet fighters for the Department of Defense (Thompson, 2013). This paper will focus on the latter as the strategic alliance to be discussed. Ultimately, the long-range bomber project failed for the alliance, which actually highlights one of the major reasons why such alliances are common…...

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References

Boeing. (2007) Boeing and Lockheed Martin form strategic alliance to promote next-generation air transportation system. Boeing. Retrieved November 29, 2015 from  http://boeing.mediaroom.com/2007-01-22-Boeing-and-Lockheed-Martin-Form-Strategic-Alliance-To-Promote-Next-Generation-Air-Transportation-System 

Boeing 2014 Annual Report. Retrieved November 29, 2015 from https://materials.proxyvote.com/Approved/097023/20150226/AR_235328/pubData/source/The%20Boeing%20Company%202014%20Annual%20Report.pdf

Gaughan, P. (2007). Mergers, acquisitions and corporate restructurings, fourth edition. John Wiley & Sons.

Hillis, N. (2015). USAF orders Northrup to stop work on LRS-B. Aviation Week. Retrieved November 29, 2015 from  http://aviationweek.com/defense/usaf-orders-northrop-stop-work-lrs-b

The international scope of operations Lockheed, Boeing, and Airbus are all in the aviation manufacturing industry. While Boeing and Airbus have popular for the manufacturer of commercial airplanes, Lockheed Martin is popular for manufacturing security and defense products. For all these companies, their operations have an international reach from suppliers to consumers. For Lockheed Martin, from the F-35 Lighting II and the C-130J aircraft to the integrated air and missile defense, commercial satellites, and cybersecurity, the firm has its operations devoted to working with customers to realize their security needs through performance-proven measures, key industrial partnerships, and an operational base that is expanded ("Lockheed Martin International," n.d.). Lockheed Martin International team has its headquarters in London in England and Washington, D.C., with corporate offices worldwide. Boeing has a global reach of customers from approximately 150 countries, employees, and operations in over 65 counties, and partnerships with more than 20,000 diverse partners…...

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References

\\"Global Focus.\\" Boeing Around the Globe. Boeing, (n.d.). Retrieved from  

\\"Lockheed Martin International,\\" Lockheed Martin, (n.d.). Retrieved from  https://www.lockheedmartin.com/en-us/who-we-are/international.html 

\\"Worldwide presence: At home around the world.\\" Airbus, (n.d.). Retrieved from  https://www.airbus.com/company/worldwide-presence.html 

Al-Kwifi, O. S., Obeidat, S. M. I., & Fetais, A. H. M. (2020). Exploring the influence of home country factors on rapid internationalization of emerging multinational companies. Journal for International Business and Entrepreneurship Development, 12(4), 258-279.

Gates, D. & Baker, M. (2019, June 22). The inside story of MCAS: How Boeing\\'s 737 MAX system gained power and lost safeguards. Seattle Times. Retrieved from https://www.seattletimes.com/seattle-news/times-watchdog/the-inside-story-of-mcas-how-boeings-737-max-system-gained-power-and-lost-safeguards/

Ramón-Rodríguez, A. B., Moreno-Izquierdo, L., & Perles-Ribes, J. F. (2011). Growth and internationalization strategies in the airline industry. Journal of Air Transport Management, 17(2), 110-115.

Thomas, G. (2018, Sept. 19). World\\'s ten most successful commercial jet airliners. Airline Ratings. Retrieved from  https://www.airlineratings.com/news/worlds-ten-successful-commercial-jet-airliners/ 

https://www.boeing.com/global/ 

(The Model 2 Organization: Making Your Company Safe for Zealots) Thus the main strength is in the organization while the weaknesses are in the diversifications that it has gone through.
To summarize, Lockheed Martin is one of the largest players in the defense industry and they are well diversified so that they can take advantage of any changes. Whatever may happen, it does not seem that the business of war is going out of fashion. The company has to continue looking out for areas in which business of war is going to get into in the future and shift their activity in that line to the extent possible.

eferences

Golden, Liesel A; Harris, William S; Jackson, Jeffrey A. (April 1998) "Winning wars quicker with less casualties and resulting in a better State of Peace" A esearch eport Submitted to the Faculty In Partial Fulfillment of the Graduation equirements. etrieved from www.fas.org/man/dod-101/sys/ship/docs/98-103.pdf. Accessed…...

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References

Golden, Liesel A; Harris, William S; Jackson, Jeffrey A. (April 1998) "Winning wars quicker with less casualties and resulting in a better State of Peace" A Research Report Submitted to the Faculty In Partial Fulfillment of the Graduation Requirements. Retrieved from www.fas.org/man/dod-101/sys/ship/docs/98-103.pdf. Accessed 11 August, 2005

Kocourek, Paul. F; Hyde, Paul. "The Model 2 Organization: Making Your Company Safe for Zealots" Retrieved at   11 August, 2005http://www.strategy-business.com/article/10797?gko=6e7b7-1876-10797Accessed 

Lockheed Martin Co" (28 May, 2004) University of Oregon Investment Group. Retrieved at Accessed 11 August, 2005http://uoig.uoregon.edu/reports/2004/Spring/LMT%20Final.pdf.

Steps in Preparing a Comprehensive Written Analysis" Retrieved at Accessed 11 August, 2005http://www.businessfaculty.utoledo.edu/tschramko/BUAD%204020%20Fall%202005/Analytical%20framework%20format.doc.

. What do you think about the notion presented by Terris that Lockheed\\\'s ethics program does little to prevent ethical breaches at the highest level of the organization?I somewhat agree with the notion present regarding Lockheeds ethics program. As stated by Terris on page 117, Lockheed Martins ethics program addresses people, but it does not address systems. Here, Terris looks to make that point that ethics programs within the corporation are much more reactionary as oppose to forward looking. Likewise, according to Terris, little is done to oversee the ethical standards of top-level management. In the case of Lockheed Martin, the lower level employees often have standards and procedures to operate ethically, but high-level management often does not have nor even comply with these standards. For one, there is very little oversight and pushback for top level executives in the organization. In many instances the board of directors is subject…...

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References 1. De George, R. T. (1994). International Business Ethics. Business Ethics Quarterly, 4(1), 1–9.   Hoffman, W. M., & Moore, J. M. (1982). What Is Business Ethics? A Reply to Peter Drucker. Journal of Business Ethics, 1(4), 293–300.  http://www.jstor.org/stable/25071354 3. Sears, B. (2007). Ethics Corner : Building an Ethical Culture from the Top. National Defense, 92(645), 75–76. http://www.jstor.org/stable/453717464. Stafford, J., & Hickey, D. (2005). ETHICS CORNER: Defense Industry Teams Must Consider Conflict-of-Interest Concerns. National Defense, 90(623), 58–59. http://www.jstor.org/stable/453683895. Svensson, G., & Wood, G. (2008). A Model of Business Ethics. Journal of Business Ethics, 77(3), 303–322. http://www.jstor.org/stable/25075564https://doi.org/10.2307/3857554 2.

Moving Toward an Ethical Workplace at Lockheed MartinDo Whats ight. One of Lockheed Martins Corporate Values, 2022Founded on August 16, 1912 by Glenn L. Martin (Our history, 2022), the entity that would become Lockheed Martin (hereinafter alternatively the company) is currently a leading aerospace company headquartered in Bethesda, Maryland which employs about 114.000 at more than 370 facilities in the United States and around the world (About us, 2022). Although the company enjoys positive global brand recognition at present, Lockheed Martin experienced some significant fallout as a result of its sales strategies beginning in the 1950s that adversely affected its reputation. The purpose of this paper is to provide a description of some of the unorthodox strategies that were used by Lockheed Martin during the 1950s and 1960s and an analysis concerning whether the ethics of these strategies given their ubiquity at the time. In addition, an examination concerning…...

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ReferencesAbout us. (2022). Lockheed Martin. Retrieved from   A. (2011). The Defense Industry Initiative: From Business Conduct Program Innovator to Industry Standard? In: Sethi, S.P. (eds) Globalization and Self-Regulation. Palgrave Macmillan, New York.Meisler, A. (2004). Doing right and doing well. Workforce Management, 83(3), 50–51.Our history. (2022). Lockheed Martin. Retrieved from  https://www.lockheedmartin.com/en-us/news/features/history.html .Terris, D. (2013). Ethics at Work: Creating Virtue at an American Corporation. Brandeis University Press. https://www.lockheedmartin.com/en-us/who-we-are.html .Bonime-Blanc,

FP Section M. Compliance and Fulfillment Strategy
Section M. Of government requests for proposals (FPs), which contains the evaluation factors for the award of a contract, can be seen as one of the most important sections of the FP. Though specific criteria for the project are not generally listed in this section, it is here that potential contractors can learn what areas or aspects of the project are most important, and specifically whether cost/price is the most important factor in a contract decision, the least important factor, or similar in importance to other contractual factors (Osborne, 2002). The following pages identify how this section of an FP should be addressed, using a large and well-known government contractor (Lockheed Martin) and a typical FP.

Strategies for Meeting Specifications

The primary evaluative criteria listed in Section M. Of a recent FP for the KC-X, a new airline tanker plane to be designed and constructed for…...

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References

Beausoleil, J. & Cole, P. (2010). Past Performance Handbook. Vienna, VA: Management Concepts.

DID. (2012). KC-46A USAF Aerial Tanker: From KC-X RFPs to Decision and Execution. Accessed 17 March 2012.  http://www.defenseindustrydaily.com/the-usafs-kcx-aerial-tanker-rfp-03009/ 

FA8625-10-R-6600. (2009). Section M. Accessed 17 March 2012.  https://www.fbo.gov/index?s=opportunity&mode=form&tab=core&id=713bc6e87f1a76d2c2b20a4bee1e8a5&_cview=0 

Osborne, S. (2002). Winning Government Business. Vienna, VA: Management Concepts.

Clearly the ability to transform critical new product development, supply chain, sourcing and material yield and optimization strategies has paid off, as indicated by the exceptionally strong inventory turns a year in the latest fiscal period (29.78). This was also achieved in FY 2008 and due to several acquisitions during FY 2007 BAE Systems posted 52.31 inventory turns due to the consolidation of financial statements and operations with companies acquired during that time. Finally the metrics illustrate how well BAE is re-architecting key processes to gain high levels of cost efficiencies. This is seen in the trending of Return on Assets (ROA), which in 2005 was 3.03, increasing to 8.52 in 2006 and then dropping to 4.69 in 2007. The FY 2008 timeframe showed exceptional growth with the company reporting 7.58 ROA. On ROE the transition from 20.22 in 2005, to 47.16 in 2006, 17.78 in 2007, and 26.19…...

Software quality management, compliance, and collaboration across the entire organization also need to be integrated at the process and role level with the LMA supply chain. As the LMA supply chain is very unique in that it specifically deals with prototypes often that are under covered under security guidelines and clearances, there needs to be continual focus on change management and task ownership in this area as well. For LMA supply chains is their major source of pricing competitive advantage as the company ahs been responsible for several innovations in this process area (Cheung, Myers, 2008). In conclusion as CEO of LMA the challenge of attaining and strengthening global competitiveness begins with being a transformational leader followed by concentrating on transforming compliance into a competitive advantage, and also striving to create a high level of task ownership, mastery and collaboration within and between the company's teams and outside partners…...

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References

Appelbaum, S., J. Berke, J. Taylor, and J. Vazquez. "The Role of Leadership During Large Scale Organizational Transitions: Lessons from Six Empirical Studies." Journal of American Academy of Business, Cambridge 13, no. 1

(March 1, 2008): 16-24.

Spencer Arnesen, and Jeff Thompson. "ERP merger mania." Strategic Finance 85, no. 4 (October 1, 2003): 30-36.

Mark Brenner. "It's all about people: change management's greatest lever." Business Strategy Series 9, no. 3 (May 1, 2008): 132-137.

Norman Augustine
Norman . Augustine has played an influential role in the world of engineering and in the Office of the Secretary of Defense. The purpose of this discussion is to provide a biographical sketch of Augustine. In addition we will discuss his career accomplishments and how they have impacted America and the World. Finally we will focus on Augustine's theories and the book Augustine Laws.

Norman Augustine Biography

Norman Augustine was born in 1935 in Denver Colorado and grew up during World War II. (Outside experts Norman Augustine 2004) He was an exceptional student and entered Princeton in 1953 and received his bachelors of science in engineering in 1957. Augustine also received a master's degree from Princeton in 1959. (Norman . Augustine)

He has also received several honorary doctorates in Engineering and Science from several institutions of learning throughout the country. (Norman . Augustine)

In 1958, while still obtaining his masters at Princeton he…...

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References

Adelman K.L. And Augustine, N. (1992) "Defense Conversion: Bulldozing the Management." Foreign Affairs. Vol 71, Number 2  http://www.questia.com/PM.qst?a=o&d=9934652 

Gottlieb, S. (1997). Defense Addiction: Can America Kick the Habit?. Boulder, CO: Westview Press.  http://www.questia.com/PM.qst?a=o&d=23599633 

Pages, E.R. (1996). Responding to Defense Dependence: Policy Ideas and the American Defense Industrial Base. Westport, CT: Praeger Publishers.  http://www.questia.com/PM.qst?a=o&d=24440337 

Van Nostrand, A.D. (1997). Fundable Knowledge: The Marketing of Defense Technology. Mahwah, NJ: Lawrence Erlbaum Associates.