Northrop Grumman Case Analysis

Nuware Inc. is being analyzed in this situation because a large institutional client of the research firm Wyburn Malone is looking to enter an equity position in Nuware Inc. In making their decision, Wyburn Malone has been asked to restate the statements of Nuware Inc. Due to the apparent earnings growth displayed by the company, even in a period of difficult business, Nuware has become a strong investment opportunity. As with all Wyburn Malone’s research projects, the focus of this analysis centres on determining whether Nuware management has utilized over aggressive or too conservative accounting practices, resulting in earnings that are not real in nature.

MTC initially needed to obtain substantial investment capital due to two main factors: a research-heavy industry, and the need to create most of the markets for its products. Although the founders' goal was to become a major manufacturing company, they did estimate that the company would need $50 million in capital before it would become self-sufficient. Their initial financing model was to first recruit a superior technical team, use that to attract additional equity investment and development funding from interested corporations, and then develop manufacturing capabilities. Commercial sales began 2.5 years after inception, and MTC is nearing the break-even point in 1990.

Northouse (2013) states, “…ethnocentrism is the tendency for individuals to place their own group (ethnic, racial, or cultural) at the center of their observation of others and the world” (p. 385). Obstacles to effective leadership occur when the beliefs, attitudes, and values of one group supersede another. Today diversity in our culture presents as differences of gender, ethnicity, background, sexual orientation, age, physical status, or other characteristics (Chemers & Murphy, 1995). The White man North American bias paradigms that have informed leadership theories are no longer effective for the health of today’s educational institutions and organizations (Chin, 2010, p.2). Changing societal norms have removed the glass ceilings for, “…not only women but for other historically low-power groups” (Klein & Wang, 2010, p. 2). Preconceived opinions cause harm to the leaners, human capital, and leadership of organizations. Development of leadership skills to meet the challenges of diversity is essential to the efficacy of an organization.

The Army goes into great lengthy detail bragging on equal opportunity to all, and comments how they maintain competitive and wanting to attract highly skilled military and civilian workforce since the 1950’s employing over 1.4 million personnel. In the chapters read, I noticed my employer ranked number 34 nationwide for diversity, along with many of our clients mentioned too.

Please accept this correspondence as a Northrop Grumman Subcontracts request for M&C Saatchi to produce a Rough Order of Magnitude (ROM) with capability documentation. The requirement is a propaganda tracker.

Diversity at Target, like everywhere, is a work in progress. Target is ahead of the national average in terms of minority hiring. Additionally, the company has a higher percentage of minorities in management positions than the industry average. “The Strength of Many. The Power of One,” is Target’s tagline for diversity. It is realized that we need many points of view all working towards the common goal in order to be successful. The goals set forward in this plan are: to increase diverse hire mix by 30% over last year; improve retention rate by 30% over last year; and to develop high potential diverse talent in the ST. Louis market. This can be done

I’m with Northrop Grumman and I’m the logistic control person. Jason Watkins shipped 3 packages which contain surge protectors for the DBU’s. Once you received the packages it was to be forwarded to ADAB, AUAB, and Turkey. I need to know the status of the packages, did you receive them, if so were they forwarded to the sites.

In order to advance diversity efforts, Northrop Grumman supports a dozen Employee Resource Groups with more than 19,000 employees involved. The groups span a very diverse set of subcultures, including African Americans, Latin Americans, Native Americans, the LGBT community, women, parents, veterans and the disabled. The Employee Resource Groups have defined goals of providing networking, as well as volunteering, opportunities. In fact, anyone can participate in any of the groups if they contribute by volunteering. They are also a resource for mentoring programs and professional development.

The U.S. Navy and the U.S. Naval Academy are organizations that are superior diversity champions. The enlisted force of the Navy is more than 40 percent diverse. Diversity is imperative for and to the U.S. Navy and the U.S. Naval Academy because America is a diverse country. As discussed in class when talking about diversity within organizations, it is imperative to obtain and maintain a diverse workforce when serving a diverse clientele. The U.S. Navy and the U.S. Naval Academy must be diverse to understand and serve the beautiful and diverse United States. As the case mentioned, 70 percent of new workers entering the workforce in their recruitable demographic are women and minorities; therefore, the Navy has to pay attention to diversity. In addition, the Navy has evolved its strategic imperative over time. A key focus for this evolved strategic imperative is not only winning wars, but even more, preventing wars. It is best for America to win any war she is in; however, it is in the best interest of this country to prevent war at all cost. Because of this, the Navy is dedicated to engaging in humanitarian assistance, disaster relief, and building strong maritime partners around the world. Having a diverse naval force is beneficial to successfully engaging in these initiatives. Therefore, diversity is essential.

Listed as one of Forbes most powerful women in 2008, Gabrielle has been on a career path intertwined with inclusion for many years. She originally started as an HR business partner with oracle in 1991, leading to a senior HR business partner position with the Microsoft Corporation in 1996. While she enjoyed this position and the people that she worked with, she didn’t feel challenged nor did she feel that she had a clear and fast enough moving career path. As such she began to take calls from recruiters. This resulted in a call from Siebel systems with an offer of CHRO. She was concerned that her current position with in Microsoft left her under qualified for the position. There was a

The next plane on the list is also known as the Stealth Bomber. Northrop Grumman B-2 Spirit has a specially designed airframe that absorbs and deviate radar signals, which makes it fly through the sky without being detected virtually. Originally, the B-2 would be used to deliver nuclear payloads, for some reason, it was used to deliver conventional payloads as the lead of the bombing campaign against Baghdad during Operation Iraqi Freedom in 2003.

Today’s management in the workforce is composed of all types of people verses thirty years ago when white males held a majority of upper-management positions in companies. These positions are now held by a mixture of ethnic back grounds and women who hold just as many if not more management positions then men. Just by looking at the changes in management demographics shows how important it is for people to understand cultural competency in the workplace. Dr. Roosevelt Thomas Jr. (1999) stated, “Diversity is the collective mixture of whomever we have in our workforce characterized by their differences and similarities” (p.11). Managers and supervisors must understand the characteristics of a diversity mature individual; they also need to be

He again takes the opportunity to reinforce the role that diversity has to the company strategy. Next the Corporate Strategy Council (CSC) approves Brody’s plan for a Women Global Leadership Forum. Through the attendee identification process, it gave division presidents the opportunity to truly see the female talent within their teams. Although some of the reactions were negative, this just provided a deeper look into the male employees attitudes toward women. After the attendees were identified Brody issued a survey not only to the attendees but to their corporate and senior officers. This information served as a motivational tool for the World Team meeting. This also gave the CEO positioning to mandate specific diversity measures be added to all division scorecards.

The modern feminist movement houses a wide range of topics, many of which are centered on women’s rights within the workplace. Equal access to professional organizations does not, however, translate to equality within the professional world. Still today, gender plays a significant role in the experience of workers within certain organizations. This is strikingly clear to women in non-traditional roles, as they face gender barriers rooted so deeply within society as to be accepted without question. Extreme examples of this phenomenon include the hidden curriculum of masculinity with regard to military and police training. Similar principles can be observed more subtly across all professions, though.

Lockheed Martin is a major security and aerospace company headquartered in Bethesda, Maryland. Employing over 97,000 employees worldwide, Lockheed Martin is principally focused on research, design, development, manufacture, integration, and sustainment of advanced technology systems, products, and services (Lockheed Martin at a Glance, n.d.). Lockheed Martin is organized into broad business areas to include aeronautics ($17.8 billion in 2016 sales), missile and fire control (6.6 billion in 2016 sales), rotary and mission systems (13.5 billion in 2016 sales), and space systems (9.4 billion in 2016 sales) (Lockheed Martin at a Glance, n.d.). To better understand the global giant that is today’s Lockheed Martin, a historical look at the two companies that merged in 1995 and their respective accomplishments is essential.