Managing Organizational Change
Autor: rita • September 8, 2011 • Research Paper • 2,764 Words (12 Pages) • 1,804 Views
L3 COMMUNICATIONS RETENTION STUDY
PRESENTED BY: (DARNELL MOSS)
HR 587 Managing Organizational Change (MOC)
Table of Contents
Page # Subject Matter
3 …………………..Executive Summary
5……………..…….L3's 4 Ps Approach
7………….….…….Analysis of the Change Strategy/ Stimulating Work
8 ……………….….Solutions
9……………….…..References
10……………….…Wrap-up
Appendix 1………L3 Retention Task Force
Appendix 2….…..Survey of RETENTION AS ISSUE IN ORGANIZATIONS
Appendix 3………L3 Employee Engagement Champion
EXECUTIVE SUMMARY
L-3 named for (Frank Lanza, Robert LaPenta, and Lehman Brothers) formed in 1997 from the purchase of 10 (numbers 10 and above in copy form are in numerical format) former Lockheed Corporation business units when Lockheed merged in 1996 with Martin Marietta.1 The new Lockheed Martin was uninterested in owning these 10 units. L-3 has continued to grow since then through numerous acquisitions to become one of the top 10 U.S. government contractors.<source to support this contention?
L-3 Communications Corporation is a leading supplier of a broad range of products and services used in a substantial number of aerospace and defense platforms. They are also a major supplier of systems, subsystems and products on many platforms, including those for secure networked communications and communication products, mobile satellite communications, information security systems, shipboard communications, naval power systems, missiles and munitions, telemetry and instrumentation and airport security systems. 2
L3 has become a prime system contractor for aircraft modernization and operations & maintenance (O&M), Command, Control & Communications (C3), Intelligence, Surveillance and Reconnaissance (ISR) collection systems and services, training and simulation, intelligence services and government support services. Its customers include the U.S. Department of Defense (DOD) and
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