Ethical Issues With Lockheed Martin

During the Civil War, ethics was not an issue. Survival and defending the land was the soldier’s priority. This remains and a company as Lockheed Martin is helping the Department of Defense preserve the freedoms Michael Moore enjoys, while criticizing how those freedoms. Lockheed Martin is a diverse company with 130,000 employees. Each of those employees has different ethical values. Whether it is an employee performing janitorial duties or the Chief Executive Officer (CEO) negotiating a new contract, each employee has a different reason as to why they are working for Lockheed Martin. Consequently, as long as humans are involved ethical issues are going to occur at all levels. Are companies spending too much money in training their employees …show more content…
Doing so, they may notice rewarding vicissitudes, while the negative will require administrative action. Over the past 40 years, Lockheed Martin has dealt with numerous changes. Despite the changes, Lockheed has accepted the challenges and overcome them. First, Lockheed had ethical issues with the Total Package Pricing, the merger with Martin Marietta, and in 2012, Rob Wile explains Lockheed took action to terminate their incoming CEO for an inappropriate relationship with a subordinate employee. While Terris (2005) credits Lockheed’s senior leadership for completing dozens of ethic modules yearly, there needs to be further involvement from senior leaders and the ethics officers overall. People like Marillyn Hewson, Chairman, President, and CEO of Lockheed should be visible and ensure employees understand her policy on ethics. Mrs. Hewson is well aware of the great ethics program, Norm Augustine implemented. She has conducted herself by those values while executing various positions in the past 30 years within Lockheed. Furthermore, she should be conducting advanced ethical training that focuses on the unethical issues occurring at the senior leadership positions. Along with the CEO position comes greater responsibility and power. Despite a senior leader’s previous experience, there is room to learn. Ethical training and adherence is weak at the top of the organization. Terris (2005) identified a weakness within the ethics program for senior management. The CEO should have an assigned ethics officer. The ethics officer would be an advisor. Assigning an ethics officer directly to the CEO is twofold. First, the officer would be there to advise him or her on legal issues. Secondly, the ethics officer could review all transactions prior to the CEO committing the