Lockheed Martin reviews about "upper management"

-Upper management hoarding budget spending until the end of the year -Excessive overrun budget not returned to gov.t nor is it used to keep talent -Those employed for over 30+ years still employed while those with 3-10 years are forced out the door -Good ole boys network still in place, regardless of keeping ethics in mind

- Clings to 1960's style "Company as family" propaganda, when the relationship is clearly one sided. LM will show you no loyalty, but seems to expect it. - Clock-punch mentality. To some, value of work = how early they arrived at the office - Beyond inept at talent retention. - Awful at giving promotions; clings to service time model (see 1960's critique above) - Kafkaesque bureaucratic environment. - While talented, many of your coworkers are bitter. - Layers upon layers of upper management and executives.

The only groups not being subcontracted out are upper management.

Don't go there expecting them to do right by you, expect to have to put up a fight for your self or they will take advantage of you. Upper management suffers from the Good old boy system. Low pay.

too much upper management buracracy

These problems are what I noticed as an engineer: -Required, unpaid overtime. We were told to work at least 10% overtime every week regardless of the amount of work we actually had to do. -Very little respect from program office and upper management. Engineers were yelled at constantly for even minor problems at any stage in the production cycle. -Lockheed Martin in Owego, NY is a production facility. Therefore, no research and development is done. Engineering provides support to the technicians and manufacturing groups. Technicians easily get paid more money with overtime pay than many level 2 or 3 engineers. -Frequent weekend work. -Timecard reporting is often difficult and confusing. Collaboration is difficult as you need a work-package before you can even start on a project. -The health insurance portion of the benefits package is hard to use and getting worse for coverage. It is basically catastrophe insurance where if you have major medical bills it will save you money, but for many minor problems you pay 100% out of pocket. -Layers and layers of management. -Constant layoffs. In about a year and a half there were 4 major layoffs. These layoffs were generally targeted toward older employees. Constant fear for your job made people very nervous. Sequestration is especially a concern for this industry and company.

Slow to change, antiquated processes slow down the over all speed of deliveries. Problem are often escalated needlessly up the chain of command, spending more dollars than the original problem was worth.

Big , bureaucratic style of management, almost government-like, top-down communications, seldom chances for worker-bees to speak out or appeal unfair supervisory or project decisions. Assumption is that management is "almost always right". Hard to obtain information on clerical and support staff due to big bureaucracy. Takes a long time to receive support in terms of office maintenance and travel orders. Middle to upper management approval always needed for most matters, supervisors cannot have say-so in lots of important decisions. Old boys network, promotions nowadays if you meet the criterion of "who you know and not what you know"; hard work does not make a significant difference, even though one receives a bit more compensation on an annual performance review basis; promotions to senior or managerial levels requires Engineering VP approval. Old days before F-35 start-up in 2002 were fairer with annual increment process that accumulates merits each year toward promotions. Difficult to obtain transfers - "who you know" invariably gets you places. Good luck if it is not "who you know" but trying to do it with "what you know"! Be careful of certain people who show biases and at times even prejudice against others who are not U.S. born or hold differing opinions; can be ultra-hawkish and cling to one-sided strong opinions. Unionized labor workforce - hire relatively few janitors who may be overworked; less than clean bathrooms. Few offices with privacy, open bay arrange by cubicles with 4-feet partitions (don't talk too loud over the telephone, or socialize by talking too much and loudly. Eliminated reimbursements for continuing education courses - Must apply for degree programs in Engineering , MBA, etc., to get reimbursed. Poor performance with bad grades at school result in refusla to reimburse. Charge $'s for using company operating gymnasium and pool, etc. Could increase allowance per person company pays for annual Christmas luncheon (only $20).

Upper management caters to stockholders too much. Employees treated as disposable. Constant lay offs