1. Would you say Lockheed Martin Corporation has a low- or high- performance culture?

Support your answer with evidence from the case. Lockheed Martin is the true embodiment of a company with a high- performance culture and a well- managed diversity program. Diversity at Lockheed Martin is an institutionalized concept, not just a principle on paper. 2. In what ways has Lockheed Martin taken a proactive approach toward supporting and encouraging diversity? Lockheed Martins proactive approach begins employee councils then they have social networks that are geared towards creating in most ways support groups of the various cultures and subcultures of their employees. A number of Lockheed Martin companies have enhanced their diversity efforts by creating employee councils that serve as the conduits to carry concerns from employees to the councils and from the councils to management. Another diversity initiative of Lockheed Martin has been the creation of employee networks. The following affinity groups were established by employees to foster career development and upward mobility through education, training and mentoring programs for employees with in each minority groups. 3. Based on the discussion of leadership actions that can help shape culture (see Exhibit 10.3 on page 379), what leadership actions has Lockheed Martin employed in shaping the corporations culture? Diversity managers and volunteers at companies throughout Lockheed Martin take different approaches to assessing how big a role their diversity initiatives have played in helping current employees feel at home. One of the most quantifiable approaches for self- evaluation is

the Diversity Progress Index, which measures improvements in diversity over time. The index, which was first piloted in 1997, evaluates a departments approach to advocacy, assessment, planning, and implementation- as they relate to diversity. The index also allows a department to evaluate the role diversity has played in its business success. Outstanding performers are honored with the prestigious Presidents Diversity Awards. This paragraph from the reading sums up how the leaders of Lockheed Martin have come to shape the companys culture as it pertains to their employees. They seek to make each employee feel at home and comfortable when coming to work. CUMULATIVE CASE QUESTIONS 4. The self- managed team concept deals with the transfer of authority and responsibility to autonomous teams of employees who are responsible for complete, well- defined tasks that relate either to a final product or service or an ongoing process (Chapter 8). In your opinion, do you think the self- managed team structure can be used to implement Lockheed Martins diversity initiatives? Support your answer. It would not be in the best interest of the entire concept, in that this is more of a group effort rather than focusing on self it becomes a matter of we, us, altogether. We are more focused on getting a group of individuals on the same page versus trying to just understand that one individual. In this case if it is self-managed it may never be achieved. Lockheed Martins core values in its mission statement are ethics, excellence, cando, integrity, people, and teamwork. On people, Lockheed maintains that it will embrace lifelong learning . . . combined with company- sponsored education and development programs. On teamwork, it will multiply the creativity, talents, and contributions of . . . by focusing on team goals. Teams will assume collective responsibility.

5. Transformational versus transactional leadership describes two leadership styles commonly associated with senior leaders of corporations (Chapter 9). Which of these types of leadership do you think Robert Stevens represents? Support your answer. The leader who recognizes the transactional needs in potential followers but tends to go further, seeking to arouse and satisfy higher needs, to engage the full person of the follower to a higher level of need according to Maslows hierarchy of needs Bass This statement alone sums up Robert Stevens in that he simply wanted to continue where Coffman left off. However, he went far and beyond what other could have imagined. He is indeed a transactional leader. Because of strong leadership from Robert Stevens and his executive team and a highly motivated and committed group of managers, Lockheed Martin has received national
attention and recognition for its diversity efforts.