Lockheed Martin Organizational Environment
Organizational Culture and Environment
As one of the only major defense contractors, one would think that Lockheed Martin has a different organizational culture and environment than most companies, but in reality they run like any company would but in a unique industry. They specialize in four different business segments including Aeronautics, Space Systems, Electronic Systems, and Integrated Systems and Global Solutions. Their vision statement says, “Powered by Innovation, Guided by Integrity, We Help Our Customers Achieve Their Most Challenging Goals”. (Lockheed Martin, 1) This company works toward maintaining their lead in global security through innovative research and development.
Lockheed Martin’s internal environment is based around three guidelines: “Do What’s Right, Respect Others, and Perform with Excellence”. These values are known among every employee and Lockheed expects them to be carried out every day. Employees are encouraged to use their creativity and skills to challenge themselves to work toward innovation. A major source of the organizational culture is the behavior of the top management. The director of human resources, Max Beal, at Lockheed Martin in Phoenix expressed the importance of employee retention. He asks his employees to give suggestions on how to improve employee retention through things like work flexibility. He has implemented many perks like a sick-child program, an on-site fitness facility, interest-free computer loans, and many career and development opportunities. Beal also manages on a “9/80” schedule where employees work nine-hour work days Monday-Thursday, eight hours on Friday, nine hours the following Monday through Thursday and then they get to enjoy that Friday off. This means that employees get a three day weekend every other week. These perks and improvements are a contribution to the company’s low employee turnover.
In addition, Lockheed’s external environment is what makes it unique among other companies.
As one of the only major defense contractors, one would think that Lockheed Martin has a different organizational culture and environment than most companies, but in reality they run like any company would but in a unique industry. They specialize in four different business segments including Aeronautics, Space Systems, Electronic Systems, and Integrated Systems and Global Solutions. Their vision statement says, “Powered by Innovation, Guided by Integrity, We Help Our Customers Achieve Their Most Challenging Goals”. (Lockheed Martin, 1) This company works toward maintaining their lead in global security through innovative research and development.
Lockheed Martin’s internal environment is based around three guidelines: “Do What’s Right, Respect Others, and Perform with Excellence”. These values are known among every employee and Lockheed expects them to be carried out every day. Employees are encouraged to use their creativity and skills to challenge themselves to work toward innovation. A major source of the organizational culture is the behavior of the top management. The director of human resources, Max Beal, at Lockheed Martin in Phoenix expressed the importance of employee retention. He asks his employees to give suggestions on how to improve employee retention through things like work flexibility. He has implemented many perks like a sick-child program, an on-site fitness facility, interest-free computer loans, and many career and development opportunities. Beal also manages on a “9/80” schedule where employees work nine-hour work days Monday-Thursday, eight hours on Friday, nine hours the following Monday through Thursday and then they get to enjoy that Friday off. This means that employees get a three day weekend every other week. These perks and improvements are a contribution to the company’s low employee turnover.
In addition, Lockheed’s external environment is what makes it unique among other companies.