Corporate Culture and HR Strategies of Northrop Grumman Essay

More attention to own business than to competitors is their strategy. South magazine observed that Nucor is “stripped down, no nonsense” organization. It keeps maintaining low cost and efficiency, which is the key to making profit in steel industry, by keeping the employee force at the level it should be, empowering them, being totally honest, involving them in decision making process, and using effective incentive compensation system.

The core strategy of Nucor is that of cost leadership via the use of technology. Through innovation and the use of high quality technology to process their steel, Nucor was able to achieve this cost advantage.

A descriptive methodology will be used to determine the current culture of the Organisation, through research and survey from the Organisation’s website and from current employees. This is going to give us a general picture of the current culture and also analysed to determine how effective the current culture is.

Market Leading Position. Lockheed Martin is the world’s leader in combat and logistical aircraft, anti-missile systems, maritime surveillance and recon systems, space systems, and unmanned aircraft. In conjunction with providing systems they are also the largest supplier of IT services, system integration, and training to the United States Government. They have

Northrop Grumman is primarily involved in four related by also distinct industries which are also their core competencies. They are involved in aerospace systems, electrical systems, information systems and technology systems. Involvement in these key areas allows them to focus on their customers’ needs for unmanned air systems; command, control, communications, computers, intelligence, surveillance, and reconnaissance (C4ISR); logistics, and cyber security.

The organization culture as a leadership concept has been identified as one of the many components that leaders can use to grow a dynamic organization. Leadership in organizations starts the culture formation process by imposing their assumptions and expectations on their followers. Once culture is established and accepted, they become a strong leadership tool to communicate the leader 's beliefs and values to organizational members, and especially new comers. When leaders promote ethical culture, they become successful in maintaining organizational growth, the good services demanded by the society, the ability to address problems before they become disasters and consequently are competitive against rivals. The leader 's success will depend to a large extent, on his knowledge and understanding of the organizational culture. The leader who understands his organizational culture and takes it seriously is capable of predicting the outcome of his decisions in preventing any anticipated consequences. What then is organizational culture? The concept of organizational culture has been defined from many perspectives in the literature. There is no one single definition for organizational culture. The topic of organizational culture has been studied from many perspectives and disciplines, such as anthropology, sociology, organizational behavior, and organizational leadership to name a few. Deal defines organizational culture as values,

2). Raytheon has several resources strengths, such as strong brand reputation, established customer space, and patents. With more than 95 years operating in the A&D industry, Raytheon has established credibility and reputation in the A&D customer communities, shareholders, and other stakeholders. From corporate social responsibility awards, to best place to work for, to customer awarded recognitions, Raytheon has won many industry-recognizable awards and accolades (“Raytheon Recognized”, 2017). Since with years of business, Raytheon has served the defense and other customers and strengthened the customer relationship over time. This is an important resource in winning and maintaining the government contracts. Additionally, Raytheon has more than 745 patents filed with the United States Patent and Trademark Office (“Raytheon’s Patents”, 2017). These resources are important for Raytheon’s ability to create technologically advanced and cost effective products, services, and solutions for the customer and to satisfy the shareholders’ expectation.

A great competitive advantage in the industry will be to have an integrated enterprise that is capable of R&D and large scale commercial manufacturing. In this context, Nucleon’s long term strategic goal should be to gain this competitive advantage by continuing to leverage its existing R&D competencies along with acquiring in-house manufacturing

Nucor Corporation is made up of 11,500 teammates whose goal is to "Take Care of Our Customers." We are accomplishing this by being the safest, highest quality, lowest cost, most productive and most profitable steel and steel products company in the world. We are committed to doing this while being cultural and environmental stewards in our communities where we live and work. We are succeeding by working together.

The analysis of Lockheed Martin and it’s affect on stakeholders. Corporations have impacts on a variety of people ranging from shareholders, to governments, to ordinary citizens. This paper analyzes the impact Lockheed Martin has on all stakeholders, both positive and negative.

Nucor has created a company that is both internally and externally fit to the environment. The firm responds well to the driving forces of the industry and has opted to take a low-cost strategy with the relentless pursuit of innovation and strong employee productivity in order to combat the issues of the steel industry. In 2000, Nucor decided to expand its operations by acquiring new firms and new factories while continuing with its low-cost operations. The competitive strategy of Nucor has helped it become one of the leading manufacturers of steel and steel products in the United States.

Today, the Lockheed Martin Corporation is headquartered in Bethesda, Maryland and employs 126,000 people worldwide. The company is principally engaged in the research, design, development, manufacture, integration, and sustainment of advanced technology systems. Lockheed also serves both domestic and international customers with products and services that have defense, civil, and commercial applications, with their principal customers being agencies of the U.S. Government. In 2011, 84% of their $45.8 billion in net sales were made to the U.S. Government, either as a prime contractor or as a subcontractor. Lockheed’s U.S. Government sales were made to both Department of Defense (DoD) and non-DoD agencies. Sales to foreign governments (including foreign military sales funded, in whole or in part, by the U.S. Government) amounted to 15% of net sales in 2011. The remainder of net sales was attributable to commercial and other customers. In 2011, net sales at Aeronautics of $13.2 billion represented 29% of their total net sales. Aeronautics has three principal lines of business and the percentage that each contributed to its 2011 net sales was 68 percent combat aircraft, 20 percent air mobility, and 12 percent in other aeronautics programs. At December 31, 2011, we operated in 545 locations (including offices, manufacturing plants, warehouses,

Improved communication with the NG Team: Communicate clearly and more frequently with Northrup Grumman our key assumptions and any current or potential budgetary risks/issues. To facilitate better communication, we plan to do the following:

Nucor Corporation was the most profitable steel producer in North America in both 2005 and 2006. It is regarded as a low-cost steel producer in the United States, and one of the most efficient and technologically innovative steel producers in the world. Nucor is known for its aggressive pursuit of innovation and technical excellence, rigorous quality systems, strong emphasis on employee relations and workforce productivity,

According to Neghab A.E.P, et al(2009, pp87-88) organizational culture is a common assumption, value or norm system among members of an organization which is based on their behaviors to help organization to achieve the abilities they need to adapt itself to the environment, create uniformity and internal integrity. This essay will analyze the main issue of AT&T’s New Zealand office by using the cultural theories and the reflections after the analyzing.