Brightview Senior Living facility

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Please re-write this situation audit on Brightview Senior Living facility. I have uploaded a sample paper that the finished product should mirror. I have also uploaded the sample that the fact sheet should mirror.  I have uploaded the current paper with notes attached to guide your through the rewrite of the paper. If you open the paper in microsoft word or google docs you should be able to see the notes. Please feel free to reach out with any questions.

Brightview Senior Living

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Executive Summary

            Audit on Brightview Senior Living facility paper is general research on the Brightview Senior Living facility. In the introduction, the organization’s founded year, branches in 8 states, 4,500 associates, 40 living communities, and over 2400 employees’ are discussed. The Mission statement “Creating vibrant senior living communities by providing excellent services to all our customers,” management team, and Core Values guided by STARS (Service, Teamwork, Action, Reputation, and Success) have also been covered. The organization’s Strategy and objectives include; Review the existing statement, a listing of the current objectives, which in this case include; striving to keep residents healthy and active spiritually, physically, intellectually, culturally, and emotionally, reviewing the passion among others. The Key Performance Indicators (KPI) and balanced scorecard used includes Revenue Growth or Sales growth, Income Sources, Revenue Concentration, Profitability over Time, and Working Capital. The Strategy types and competitive advantage covered are; Business-level Strategies, Cost Leadership Strategy, Differentiation Strategy, Focused Cost Leadership Strategy, and Integrated Cost Leadership/Differentiation. Competitive advantages discussed include; large customer base due to pricing, building state-of-the-art facilities, experienced large workforce, and the organization was ranked number 1 in the large company category for Senior Housing & Care, among other reasons. The organizational size has also been covered in the structure and its critical resources. Underleadership, governance, and management; Management and leadership styles and effectiveness, Management control systems, Organizational leadership, and governance have been discussed in depth. The SWOT Analysis of Brightview Senior Living, changes, and learning expected at the facility, has also been discussed and many other facilities audits.

Brightview Senior Living

Introduction[MOU1] [MOU2] 

            According to Brightview Senior Living (2020), Brightview Senior Living facility is an organization that was founded in 1999. The organization provides senior citizens with a vibrant, living place. The organization operates over 40 living communities for seniors with over 4,500 associates. Brightview Senior Living functions in 8 states that include; Maryland, Massachusetts, New York, Connecticut, Virginia, Pennsylvania, New Jersey, and Rhode Island (Brightview Senior Living 2020). The organization provides the living community of seniors with apartments with no large entrance fees for Assisted living, Independent living, Enhanced care, and a neighborhood specializing for seniors living with dementia and Alzheimer’s disease. The services that are most focused at Brightview Senior Living are called SPICE. That is Spiritual, Physical, Intellectual, Cultural, and Emotional. The programs and amenities in Brightview Senior Living facility include encouraging senior active living communities, keeping residents healthy and happy. The organization’s mission is “Creating vibrant senior living communities by providing excellent services to all our customers” (Brightview Senior Living 2020).

           Brightview Senior Living (2020) maintains that Brightview Senior Living workers work where they can relate and connect with people[MOU3] . The organization was considered as one of the Best Workplaces in the year 2019 for aging services. With a workforce of 2400 employees, Brightview Senior Living, is also considered as a Great Place to Work-Certified organization in the industry of Aging Services’ Senior Housing & Care and At-Home Care.[MOU4]  In line with that, Brightview Senior Living was ranked number 1 in the large company category for Seniors Housing & Care. The Mission and Core Values are guided by STARS (Service, Teamwork, Action, Reputation, and Success) (Brightview Senior Living 2020). [MOU5] Brightview Senior Living

FACT SHEET[MOU6] 

CEO Marilynn _____ joind the organization back in 1982 when the Company was still under the name Shelter Group. Marilynn[MOU7] ___responsibility is to direct strategies, long term business growth, and operational strategies. Arnold Richman is Brightview’s Chairman, who joined in 1995 (Brightview Senior Living 2020). In 2017 , the newest President Doug Dollenberg, joined upper management as well as Jeffrey Hettleman who holds the title CFO and Executive Vice President. David Carliner is the Executive Vice President, Andrea Griesmar is the current Senior Vice President, Brian Engle is the Executive Vice President Operations, and finally, Julie Masiello is the Senior Vice President (Brightview Senior Living 2020).

Mission, vision, values and goals[MOU8] 

           Brightview Senior Living’s mission statement has been “Creating vibrant senior living communities by providing excellent services to all our customers” all along[MOU9] . The organization’s mission is well understood as it indicates what the organization does and what it wants to achieve (Brightview Senior Living 2020). For instance, it talks of “Creating vibrant senior living communities,” which indicates that the organization is building a vibrant senior community residence[MOU10] . The mission statement points out key informative decisions, and it is also well aligned with what the organization is doing. For example, the statement “Creating vibrant senior living communities by providing excellent services to all our customers” shows that after the organization has given a living, vibrant community to the seniors, it will also provide excellent services to the customers (seniors). This case may include; assisted living, independent living, memory care, and enhanced care (Brightview Senior Living 2020).[MOU11] 

           The organization’s vision and core values [MOU12] are well aligned with and supportive of Brightview Senior Living’s mission statement guided by STARS. STARS represent Service, Teamwork, Action, Reputation, and Success. Services are well aligned by service providers to the family and associates. Teamwork is indicated by people working together to achieve a common goal that is improving the lives of the residents. The action reflects the commitment of the company to the creation of the highest standards of communities. Reputation is of importance, and in this case, it is for over 30 years (Brightview Senior Living 2020). It is well represented by integrity and excellence within the community and not only the senior living community. Finally, success is achieved by incorporating all the core values through seniors living to enjoy life and have fun. These core values and vision has been well understood and accepted within Brightview Senior Living. They include; striving to keep the residents healthy, physically, spiritually, culturally, emotionally, and intellectually. It is true the goals have been well explained and aligned in the mission statement plus the values. This can be well proved in the mission statement “providing excellent services to all our customers” and the STAR (Brightview Senior Living 2020).

Strategy and objectives[MOU13] 

           Brightview Senior Living has several organizational strategies. Their website captures a welcoming and friendly vibe with content and voice guide that makes visitors feel that it is real and not robots. [MOU14] Their website gives off a life like feel by showcasing the live Facebook feed. Another strategy is to have Marilynn Duker as the CEO since she has worked for the organization since 1982. She was also named in 2019 as Business Leader of the Year by the school of business at Loyola University, Maryland. Another strategy is to have Jeffrey Hettleman as the Executive Vice President & CFO, who is also an attorney and joined the Shelter Group in 1994 (Brightview Senior Living 2020).

           The first process of reviewing and revising the organization’s objectives was through Review the existing statement. Brightview Senior Living provides senior people with a vibrant living place, and this is the main list of the organization, with its target market being the senior residents (Kemp et al. 2017). The second process of reviewing the objectives is by listing the current objectives, which include; striving to keep residents healthy and active spiritually, physically, intellectually, culturally, and emotionally. The priority of the objectives should be listed in the most important to the least important. The third process of reviewing is by reviewing the passion. The reason for doing business should be revised and the future objectives put in place. Therefore, the mission should not be limited. The other process of reviewing and revising the organization’s objectives is through recognizing changes (Kemp et al. 2017). For instance, since 1999, when Brightview Senior Living started, things have changed, including technology. Therefore the organization must come up with changes that positively impact its business. Finally, the organization’s objectives can be reviewed by writing a revised statement after the directors have a new vision for the business. The Key Performance Indicators (KPI) and balanced scorecard used includes Revenue Growth or Sales growth, Income Sources, Revenue Concentration, Profitability over Time, and Working Capital (Kemp et al. 2017).[MOU15] 

Strategy types and competitive advantage[MOU16] 

           Kemp et al. (2017) asserts that Brightview Senior Living is only using Business-level Strategies. On Business Level Strategy, Brightview Senior Living applies Cost Leadership Strategy, Differentiation Strategy, Focused Cost Leadership Strategy, Focused Differentiation Strategy, and Integrated Cost Leadership. Cost Leadership Strategy at Brightview Senior Living where the organization is trying to compete for a big or large customer base using the pricing. For instance, the average cost for assisted living is $3,712/month, while the competitors’ pricing stands at an average of $4,350 per month (Kemp et al. 2017). Brightview Senior Living provides services at low prices as it focuses on continued internal efficiencies. Among the strategies applied include; establishment of rigid cost controls. Brightview Senior Living has also built facilities that are of state of the art like Lahey Hospital & Medical Center, which have contributed to the low costs with standardized products. Cost leadership has helped Brightview Senior Living to defend its business against the forces of Porter’s 5 [MOU17] (Kemp et al. 2017). On Revelry, the organization has counted profits even after its competitors like Commonwealth Senior Living, Meridian Senior Living, Capital Senior Living, and The Waters have competed away their profits. On buyers (clients), the competitive market, and customers who are powerful like the government and some NGOs have made Brightview Senior Living to lower its prices. Then the New the lowered pricing has created the new entrant’s barrier, and finally, on Substitution, Brightview Senior Living has been able to build loyal customers (Kemp et al. 2017).

           Still, under Business-level strategies, the organization has applied a Differentiation Strategy. This strategy has helped the organization to have a huge customer base. This strategy has focused on features that are unique when compared to services that are being offered by the competitors. Some of these unique features include; offering affordable monthly rental apartments with a small fee for entrance (Kemp et al. 2017). The organization is also ready to work with the clients to develop a living care plan with trained and experienced associates. There is also a Vibrant Living Director who helps the seniors live their days to the fullest. There are also great meals with friends, a barbershop bar, personalized help in dressing, reminders in taking medication, and bathing. Brightview Senior Living is also known for its uniqueness in having qualified trained associates who can quickly learn what seniors need to have the utmost independence (Kemp et al. 2017). Differentiation using Porter’s 5 on defending the organization is; Rivalry: The uniqueness and brand loyalty has helped the organization prevent other compactors, which might take Brightview Senior Living’s market share. Suppliers’ hiking prices have not affected the organization since it has been able to absorb the increases in costs. Buyer (clients) that are powerful have been having a scope that is limited to forcing the reduction of prices since they cannot get what Brightview Senior Living is offering. The new entrants in the market cannot divert loyal clients because of the uniqueness of the brand. There can be no substitutes for competition because of the unique organization features [MOU18] that prevent customers from leaving (Kemp et al. 2017).

           Then on the Focused Cost Leadership Strategy [MOU19] under Business-level Strategies, Brightview Senior Living has focused on serving the niche market[MOU20] . The mechanisms adopted include serving customers in small groups by offering over 40 communities in eight states (Kemp et al. 2017). Brightview’s deep understanding the special needs of their client base allows them to drastically reduce costs to better serve a wide range of clients within the market. In the Focused Differentiation Strategy under Business-level Strategies, the organization selects a small subset of the most profitable market, focusing on the lowest competitive areas and the market segment where substitution of the product is difficult (Kemp et al. 2017). Finally, on Business-level Strategies, the organization has applied the Integrated Cost Leadership/Differentiation Strategy. This involves low-cost production goods (services) for a competitive advantage. For instance, in Maryland average, the average cost of all services per month is $3,750. This gives the organization an integrated cost leadership over other organizations with the same services in the market. This strategy type is sometimes called a hybrid strategy, and it involves the simultaneous focusing on two drivers for competitive advantage (Kemp et al. 2017).

           Brightview Senior Living has a competitive advantage of a large customer base because of the pricing. For instance, the average cost for assisted living is $3,712/month, while the competitors’ pricing [MOU21] stand at an average of $4,350 per month (Kemp et al. 2017). Brightview Senior Living provides services at low prices as it focuses on continued internal efficiencies. Among the strategies applied include; establishment of cost controls that are rigid. Brightview Senior Living has also built facilities that are of state of the art like Lahey Hospital & Medical Center which have contributed to the low costs with services and products that are standardized (Kemp et al. 2017). The organization also has an experienced a workforce of over 2400 employees. Brightview Senior Living are also considered as a Great Place to Work-Certified organization in the industry of Aging Services’ Senior Housing & Care and At-Home Care. In line with that, Brightview Senior Living was ranked number 1 in the large company category for Seniors Housing & Care hence having more advantages than other competitors. Marilynn, the company’s CEO, whose responsibility is to direct strategies, long-term business growth, and operational strategies, has been working in the organization since 1982 (Kemp et al. 2017). It was called Shelter Group. She is of great help to the organization. She was even voted in 2019 as Business Leader of the Year by the school of business by Loyola University Maryland because of her exemplary work. Another competitive advantage the organization has is its branches in Maryland, Massachusetts, New York, Connecticut, Virginia, Pennsylvania, New Jersey, and Rhode Island, which makes it more known than other competing organizations (Kemp et al. 2017). 

Organizational size [MOU22] 

           The organization I will talk about is the Brightview Senior Living facility, which was founded in 1999. The organization provides senior people with a vibrant, living place (Burgess et al. 2018). The organization operates over 40 living communities for the senior with over 4,500 associates. Brightview Senior Living works in 8 states which are; Maryland, Massachusetts, New York, Connecticut, Virginia, Pennsylvania, New Jersey and Rhode Island. It is the 25th largest organization in the United States of America, offering senior residence to seniors with over 5000 units across its 8 branches (Burgess et al. 2018). The organization provides the living community of seniors with apartments with no large entrance fees for Assisted living, Independent living, Enhanced care, and a neighborhood specializing for seniors living with dementia and Alzheimer’s disease. The company has over 2400 employees across all the branches with the senior management comprising of 8 members that include; the CEO who is Marilynn Duker and her responsibility is to direct strategies, long-term business growth, and operational strategies. She joined the company in 1982 when it was called Shelter Group. Arnold Richman is the organization’s Chairman who joined the organization in 1995 (Burgess et al. 2018). 

           Burgess et al. (2018) the organization’s President is Doug Dollenberg, who joined the organization in 2017 while Jeffrey Hettleman is the CFO and Executive Vice President, David Carliner is the Executive Vice President, Andrea Griesmar is the current Senior Vice President, and Brian Engle is the Executive Vice President Operations. Finally, Julie Masiello is the Senior Vice President. All these made it possible for the organization to achieve most of its goals. For instance, the organization in 2016 was awarded as a Top Workplace honor for the majority of the Ethical Workers and in 2017; the organization was again awarded for being the Top Workplace (Burgess et al. 2018). The Organization CEO said, “It’s been a busy and exciting year, and, with the evolution of the company, we now have over 3,500 associates throughout the organization. Integrity and transparency have been hallmarks of the organization since the company was founded nearly 35 years ago. These values continue to guide us today” (Burgess et al. 2018, p.17).

Organizational structure[MOU23] 

           Broese Van Groenou (2017) maintained that the organization is using hierarchical levels management since the Administrative Levels head it. The entire organization’s working is managed, planned, and executed by professionals of the highest levels. The organizational hierarchy consists of four sublevels. They include; the Company Board of Directors. These are the shareholders’ representatives, and for that reason, they are responsible for taking Brightview Senior Living decisions. Arnold Richman is the Chairman of the organization and is also part of the Board Members, and other Board Members elect him (Broese Van Groenou 2017). Marilynn Duker then follows the Chairman. She is subordinate to the Chairman, and she is a board member too, but she is followed by Doug Dollenberg, the organization’s President. The organization is headed by Arnold Richman, who is the Chairman. Arnold Richman is responsible for chairing, leading, and overseeing the organization’s board performance and performing a pivotal role in creating the conditions necessary for boardroom meetings and outside. He is also in charge of ensuring that communication is significant within the Association Members and general meetings chairing (Broese Van Groenou 2017). Promoting and overseeing high standards within corporate governance, setting agendas for the board, ensuring that the board members comply with the matters as scheduled. 

           The Chairman also mentors the company CEO, fostering an inclusive discussion and challenging the executive where it is appropriate. The company Chairman is then followed in the hierarchy by Marilynn Duker, who is the CEO (Broese Van Groenou 2017). She has the responsibility of a day to day management and leadership of Brightview Senior Living organization. She is also in charge of Strategic Frameworks, annual and long term objectives, and risk appetite after being approved by the board. Marilynn Duker is also in charge of all the decisions that may affect the organization’s performance, operations, and strategy implementation of the organization except for those that have to through the board and executive committee (Broese Van Groenou 2017). The organization’s CEO will also be in charge of the Group CEO bringing upfront company plans, and them once the board has passed them, it is her duty to implement the plans and deliver. Marilynn Duker is also reported by all the Executive Team of the company. She is in charge of appraising individual performances, recruiting, remuneration formulation and proposals, development encouragement, and chairs the remuneration committee. Finally, the CEO of Brightview Senior Living organization represents the organization regarding the company’s external audiences. Therefore, she is in charge of maintaining the organization’s relationships and reputation in the media, local community, trade bodies, government, stakeholders, customers, and suppliers (Broese Van Groenou 2017).

           Then there is a middle level of professionals in the organization’s hierarchy. They include; Jeffrey Hettleman, who is the Executive Vice President & CFO, David Carliner, who is Executive Vice President, Andrea Griesmar, who works as the Senior Vice President, Brian Engle as Executive Vice President Operations and Julie Masiello as a Senior Vice President (Broese Van Groenou 2017). The presidents have to take executive daily level work of the organization. All the vice presidents’ duties are to work under the shadow of the President. After the presidents, there is a General Manager responsible for taking care of business functional areas. Then we have Head of Departments (HODs), who head different departments within the organizations, including assisted living, Independent living, Enhanced Care, and Memory Care. Other departments are Marketing, Sales, Finance, and Information Technology (Broese Van Groenou 2017).

Critical Resources[MOU24] 

           The critical resources at Brightview Senior Living organization include Human resources, Financial, Technical, and physical resources. [MOU25] For instance, Human resources at Brightview Senior Living stand at 2400 people, and if the organization wants someone to spend 16 hours at a copier, the law says they must be paid those hours, with enough breaks, and the work the workplace safe is safe (Broese Van Groenou 2017). [MOU26] In line with that, transactional tasks such as processing payroll and benefits, HR professionals have been made like partners. They help managers outline and implement strategic goals to move the organization’s business forward by understanding and explaining how the human element helps achieve those goals. HR at the organization has also ensured that the job descriptions match the actual work needed, help determine the correct salaries based on the prevailing market, and recruit the right people for the job (Broese Van Groenou 2017). Even if done correctly, there will still be things to address for the simple reason people are complex human beings. The HR professionals at Brightview Senior living spend a lot of time dealing with people’s problems. Whether it is an unskilled manager or a problem employee, HR is often the first place someone goes to fix the problem. The fix can take many forms. It might be training, discipline, coaching, or facilitating. It might be addressing legal grievances or terminating. It can also be promoting, rewarding, or simply recognizing when people are doing something right (Broese Van Groenou 2017). 

           On the Financial resources, the People’s United Financial, Inc. (NASDAQ: PBCT) announced that the financial health division within it gave a total of $61 million as a credit facility to Brightview Senior Living. Then on building and assets, the organization used the money facility to develop over 200,000 sf that was 190 units for Wayne’s senior residents. sdfgsdasd said, “The Credit Facility will be used to construct a new 200,000 sf, 190 unit senior living community in Wayne, NJ, consisting of 97 independent living, 58 assisted living, and 35 Wellspring Village® units, which provides dementia patients with a specialized environment and care specific to their unique needs. The Facility will allow Brightview to further expand their presence into New Jersey and is an extension of an existing relationship with People’s United” (Broese Van Groenou 2017, p.54). On Technology resources, Brightview Senior residence has technical equipment to do medical tests on the seniors and their drug-taking timetable. There are also systems set to monitor how they are faring in their residential facilities.

           Broese Van Groenou (2017) maintains that Brightview Senior Living has some (VRIN) resources that can work to its advantage. For instance, on Value resources, the organization has over 5000 units that bring a substantial value to the company. Then on the Rareness, are the workers. According to Broese Van Groenou (2017), most workers in the caregiving industry have the same qualifications and experience. On imitability are the organization’s brand and services that the competitors cannot copy while the Non-substitutable ofBrightview Senior residences are the office facility building. The building cannot be substituted with anything else (Broese Van Groenou 2017).

           The Resource dependency theory at Brightview Senior residences organization has been based on the principles that the organization must engage in transactions with other industry key players in its environment to acquire many resources (Broese Van Groenou 2017). Therefore, the organization has to adjust to its business strategies to adapt to the changes in power relationships with competitor organizations. Among the resource dependency theory assumption is that clouds that are uncertain in an organization’s control of resources expose it to dependency choices with other organizations. Brightview Senior Living has used the resource dependency theory –to observe its adaptation dependencies like aligning its organizational elements with environmental pressures (Broese Van Groenou 2017). Brightview Senior Living has also attempted to alter its environment since it does not have a closed system. Closed systems sometimes hold the rational use of personal, individual capabilities, which determine how much an organization may succeed. But since Brightview Senior Living has an open system framework, it may sometimes stress the environmental impact of other institutions and organizations the state and its professionals. According to asdfhgsdfhg at Brightview Senior Living, the perspective of an open system, Brightview Senior Living, has been effective to the extent of it recognizing changes in its environment, and it has made the necessary changes acco0rding to those contingencies (Broese Van Groenou 2017). 

           Broese Van Groenou (2017) stated that the resource-based theory at Brightview Senior Living has been used to interpret and analyze its resources and how the organization has achieved a sustainable comparative advantage. For instance, Brightview Senior Living has been building its strategic business using its strengths like its well-known brand and experienced staff. The organization initially started as the Shelter Group-owned developed, managed residential real estate, and specialized in senior living and multi-family communities. The organization maximized the use of this base to grow (Broese Van Groenou 2017). The resource-based theory at Brightview Senior Living also focuses on the organization’s difficult-to-eliminate concept attributes due to the competitive advantage and superior performance the organization has. These resources cannot be purchased or transferred like; Brightview Senior Living’s office centers, internal technical equipment like servers, and their recently acquired SPICE in Motion fitness program center, external services, key employees, and virtual solutions logistical facilities. These are some of the unique facilities and cannot be copied or imitated by other organizations like Commonwealth Senior Living, Meridian Senior Living, and Capital Senior Living Broese Van Groenou 2017).

Leadership, governance, and management[MOU27] 

Management and leadership styles and effectiveness

           According to Morrow et al. (2017), the management style at Brightview Senior Living is Visionary management styles. The management style is also called inspirational, strategic, transformational, charismatic, or authoritative. A visionary manager like Marilynn Duker, as the CEO since 1982, has been focusing on the organization’s overall vision. [MOU28] As a visionary manager, unlike other authoritarian managers, Marilynn Duker does not involve herself with the organization’s day to day activities. She only focuses on team alignment and motivation so that every employee and client in the organization moves in the same direction (developing and growing the organization). Morrow et al. (2017) states that Brightview Senior Living has grown from 5 employees to 2400 employees for the past 20 years due to effective visionary management and leadership style.[MOU29]  Morrow et al. (2017) continues to say that they have developed 40 communities for senior living with associates that are over 4,500. Marilynn has also entrusted her team ever since she joined the company and has been handling the company’s visionary growth up to where it has gotten. Her being outgoing, charismatic, and personable, the visionary leadership at the organization has been very easy for hey. Marilynn also has high intelligence in emotions, and she is always ready to take risks (Morrow et al. 2017). Therefore, Marilynn’s visionary Management and leadership styles have been effective and successful in leading Brightview Senior Living, and that is why the organization in 2016 scooped an awarded as the Top Workplace honor for the majority of the Ethical Workers. In 2017, the organization was again awarded for being the Top Workplace. In addition to that, Marilynn has also been awarded and named in 2019 as the year’s Business Leader by the school of business at Loyola University, Maryland (Morrow et al. 2017).

Management control systems

           Brightview Senior Living has been using Quality Control and Strategic Management Control systems. On Strategic Planning control systems, the organization uses 6 levels. The levels include; Business planning, Goal planning, Analysis, Strategic development, Strategic implementation, and Measurement and Optimization (Morrow et al. 2017). This process involves all the mentioned levels. On Business planning, Brightview Senior Living has identified a business model, vision, mission, and the process has always been revisited every time there is a need. Goal planning, the process does the establishment of end goals, including revenue, management risks, efficiency, and the experience of the customers. When Analyzing, the competitive environment is checked, and the organization’s current positions and this may involve the research on markets and intelligence of competition (Morrow et al. 2017). On strategy development, Brightview Senior Living develops plans on achieving its end-goals, and the process is usually ongoing where things are tried. Implementing the strategy level is a repeated cycle like piloting launches to indicate how the clients will receive the facility’s new services. Finally, Brightview Senior Living uses Measurement and optimization levels under Strategic Management Control systems to measure feedback from the clients to develop and measure the feedback into analyzing the strategies or planning the strategy (Morrow et al. 2017).

           The quality control management system is also used by Brightview Senior Living to detect the mistakes that are in the services offered by the organization (Morrow et al. 2017). The process ensures that things meet their non-functional requirements and functional requirements. This management process may test every service offered. Terms related to Quality Control are; Acceptance sampling revolves around the service delivery, materials, and production (Morrow et al. 2017).

Organizational leadership

           Brightview Senior Living uses Democratic Leadership in the organization. The organization’s hierarchy influences the department and tiers’ decision-making, but there is that democratic right for the employees to question something in the made decisions. Democratic leadership is sometimes called participative leadership (Morrow et al. 2017). Brightview Senior Living employees have always taken a participative role in the process of making the organization’s decisions. Every employee in the organization is presented with an opportunity to idea-making, and the ideas are freely exchanged. There is also encouragement on the discussion, but Marilynn is there to lead the group and offer guidance and control (Morrow et al. 2017). Research has found out that Brightview Senior Living has been successful as an organization because of this type of leadership style due to its effectiveness. It also contributes greatly to the increased morale of the group. According to Morrow et al. (2017), Democratic leadership at Brightview Senior Living has had many advantages to the organization. The advantages include; encouraging idea making participation, it brings on the table more viewpoints, it also allows for efficiency in solving problems, democratic leadership at the organization also invites high commitment levels, building good relationship among the employees, it increases the job satisfaction and morale, and finally honesty is practiced and prioritized in this leadership style at the organization (Morrow et al. 2017).

Governance

           The Corporate Governance style is the one used at Brightview Senior Living. According to Morrow et al. (2017), Brightview Senior Living governance always relates to values, moral principles, and facilitating practices that balance social and economic goals between individuals and common goals. This governance style has made Brightview Senior Living aim to coordinate individual interests, society governance, and business. That is why Brightview Senior Living has always provided a framework that is regulatory and economically conducive activities for its clients and associates (Morrow et al. 2017). The organization has also ensured that it promotes human rights, protects the environment, and takes social responsibilities. Brightview Senior Living has also ensured that its employees, customers, suppliers, and shareholders are treated transparently and fairly. This has led to its success, according to Morrow et al. (2017).

Brightview Senior Living SWOT Analysis [MOU30] 

Strengths

Brightview Senior Living has a strong distribution network as strength. This is due to its over 5000 residential units and 40 40 living communities, 4500 associates, and its presence in 8 states, making the organization have a majority market potential. The organization also has highly skilled workers like CEO Marilynn, who has worked in the organization since 1982 (Morrow et al. 2017). All the other senior managers have high experiences hence becoming the strength of the organization. There is also the strength of Brightview Senior Living as its reliable suppliers of raw materials, which has made the organization not to face any bottleneck in the supply chain. In addition to that, the other strength is the superb market performance and successful service delivery track record (Morrow et al. 2017). 

Weakness

A significant weakness is that there is less product demand in the market. Brightview Senior Living has also not been able to tackle new companies’ new challenges in the market (Morrow et al. 2017). Another weakness is the lack of new technologies in the market, especially when expanding into new geographies.

Opportunities

The first opportunity is on low rates of inflation, which brings more stability in the US market, making the creditors lower their lending rates. Another opportunity is on the new technologies in the market. Then there is a new taxation policy that impacts how to do business, allowing huge profits. Then there are low decreased transportation costs due to lower shipping prices, which positively impact the customer in pricing (Morrow et al. 2017). And finally, there are also opportunities for opening new markets because of government agreements.

Threats

In the recent past, there has been more change in buyer behavior due to online threats to existing physical infrastructures that are majorly driven by the supply chain model. Then there are liability laws in some states and a shortage of skilled workers (Morrow et al. 2017). There is also the availability of low product quality in the market, and finally, there is a low supply of quality products.

Learning and change[MOU31] 

           The first change needed at Brightview Senior Living is a Transformational Change is also needed at Brightview Senior Living organization (Morrow et al. 2017). This will target the organizational strategy of the company that best suits its adaptability to the market. These changes must consider the organization’s current situation plus trends in culture, social climate, and other progressive technologies. According to Deloitte, most senior residences should integrate mobile and digital technologies and cloud-based systems to make real profits. In line with that, the organization needs the Organization-Wide Changes (Morrow et al. 2017). This will be a transformation that will be a large scale, affecting the whole organization. The organization needs to change some policies, top leadership structuring, and bring on new technology. New leadership may be vital since most top leaders have been in the company for decades. There should be new leaders with new ideas (Morrow et al. 2017). 

           Morrow et al. (2017) provided that the organization should learn how to set goals that are clear and develop better strategies. This may affect many departments and some job functions. Organizational change often transcends multiple departments and job functions. A variety of stakeholders are involved to guarantee their interests are heard and met. According to Katzenbach Center, only 54% of such initiatives succeed. Therefore, Brightview Senior Living goals should be clearly defined and set according to how they will be reached. Another learning that should be done is on offering support to the management. This should be done from C-level down to managers and HODs. Finally, employees should learn how to do new technology contextual learning (Morrow et al. 2017). This will require both senior and junior employees to learn technology as an ongoing journey, and the techniques for contextual learning should be provided.

Conclusions and recommendations[MOU32] 

Brightview Senior Living needs to expand to other new states. From the current organization’s 40 operational living communities for the senior and over 4,500 associates. Brightview Senior Living needs to expand from the current 8 states. It exists so that a bit can increase its revenue and clientele base. The current 5000 housing units also need to be increased to accommodate more clients.
The organization needs to place its information pricing online since many seniors will not be coming to their prices. But most people can make use of the internet to find more housing information. Lead InSite co-founder April LaMon alleges that when prices are put online, they lead to more qualified leads, and making decisions takes shorter times, hence improving the customers’ experiences.
Brightview Senior Living should also try new management since the current top managers have been in the organization for too long, like CEO Marilynn, who has worked for the organization since 1982. The importance of this change will allow the other employees to develop and learn new skills, exercise their ideas, and explore opportunities that are new within the organization. This will benefit Brightview Senior Living through the new ideas from the new managers and an increased commitment.
Brightview Senior Living should also try to be better than the competition within the market. The organizations need to increase their leads in quality to provide more services and products that can distinguish it from other organizations in the same field, which will draw more residents. The services being provided should be top-notch with a level of care that is high, and that will make the public to hear about it.
Finally, Brightview Senior Living should stop doing only 1 and 2 bedroomed units only. They should consider enhancing choices for consumers. Different housing models are needed because they will provide the senior residents with more expansive choices of living, social needs, and health care.

References

Brightview Senior Living. (2020). Brightview Senior            Living.  https://www.brightviewseniorliving.com/?utm_term=brightview%20senior%2            0living&utm_campaign=Brightview+Senior+Living&utm_source=adwords&utm_med            ium=ppc&hsa_tgt=kwd18575851946&hsa_grp=1531980506&hsa_src=g&hsa_net=ad            words&hsa_mt=e&hsa_ver=3&hsa_ad=4113943823

Burgess, E., Craft Morgan, J., Ball, M. M., Doyle, P. J., & Perkins, M. M. (2018). QUALITY OF             LIFE IN THE CONTEXT OF DEMENTIA CARE IN ASSISTED LIVING: THE             LIVED EXPERIENCE. Innovation in Aging, 2(suppl_1), 346-346.

Broese Van Groenou, M. I. (2017). PATTERNS OF (IN) FORMAL CARE IN THE        COMMUNITY: DETERMINANTS AND OUTCOMES. Innovation in        Aging, 1(suppl_1), 1265-1265.

Kemp, C. L., Ball, M. M., Morgan, J. C., Doyle, P. J., Burgess, E. O., Dillard, J. A., … & Perkins, M. M. (2017). Exposing the backstage: Critical reflections on a longitudinal           qualitative study of residents’ care networks in assisted living. Qualitative health       research, 27(8), 1190-1202.

Morrow, E. M., Goreham, H., & Ross, F. (2017). Exploring research impact in the assessment of leadership, governance and management research. Evaluation, 23(4), 407-431.

 [MOU1]This entire page needs to be cleaned up. Better Sentence structure and clearer ideas. This introduction needs to give a clear overview of the organization.

 [MOU2]

 [MOU3]Needs to be worded better.

 [MOU4]Hard to understand the point of the sentence.

 [MOU5]Not a complete sentence.

 [MOU6]This page needs to be the fact sheet. It needs to include

– when it was established

-by whom

-its legal form (corporation, publicly traded; privately held, non-profit, government, military)

-its current CEO (or head)

-its industry or industries

-its size (employees and assets)

-and its purpose

Please format the fact sheet like the sample that was uploaded  in the order file.

 [MOU7]Marlynn who? What’s the last name?

 [MOU8]Please, first define each term (mission, vision, goals). Then state the mission, vison, and goals of this company.

Find the organization’s mission and look at whether and how it has changed over time. If it has changed, what process changed it?
Analyze the extent to which the organization’s mission (1) is well understood, (2) continues to inform key decisions, and (3) is well aligned with what the organization is actually doing.
Analyze the organization’s vision and core values. Are they in alignment with and supportive of the organization’s mission. Are the vision and core values widely understood and accepted within the organization?
Next, determine whether this organization practices strategic goal setting. Analyze whether these goals are explained clearly and look for alignment of mission, mission, values, and goals.

 [MOU9]Citation for quote?

 [MOU10]What is brightview doing to create these vibrate senior living communities?

 [MOU11]What does the company specifically do to create a vibrant senior living community?

 [MOU12]Define the

 [MOU13]Find and analyze your organization’s organizational strategy.
Confirm the process used in creating, reviewing, and revising these objectives, as well as who contributes and how.
Include a preliminary evaluation of success in achieving objectives.
Cite the tools and methods you used to reach your conclusions, such as the balanced scorecard and key performance indicators.

 [MOU14]A different phrase is needed to describe the welcoming vibe.

 [MOU15]All KPI’s need to be individually and clearly defined.

 [MOU16]

This section should cover 2-3 Pagages

Critically analyze the type or types of strategies your organization may be using, and include that analysis in your audit (Global-level strategies, corporate-level strategies, business-level strategies, functional-level strategies).Try to identify what your organization’s sources of competitive advantage are (if any) and present a preliminary assessment of the relative value of these advantages.

 [MOU17]Define “ Porter’s 5”.

 [MOU18]What are the unique organization features?

 [MOU19]Define…

 [MOU20]What is the niche market?

 [MOU21]Who are the competitors?

 [MOU22]Organizational size and structure—2 to 3 pagesReview your organization’s size and determine how much it has changed over the last five years. Include in your audit an analysis of how your organization’s size impacts its ability to accomplish its strategic objectives.
Organizational structure is most easily discovered by studying their organizational chart. If the organization doesn’t have a chart then then analyze and assess which type or organizational structure the organization is using (centralization, formalization, hierarchical levels, departmentalization). Organizational structures differ in terms of departmentalization (Divisional structures, mechanistic structures, organic structures). 

 [MOU23]Needs to be defined then explained as it relates to the organization.

 [MOU24]Critical resources—2 to 3 pages

Define term: Critical resourcesConsider whether your organization has the critical resources needed to accomplish its MVGOs, whether these are being used effectively, and whether they are being leveraged for competitive advantage.
Consider whether your organization has valuable, rare, inimitable, and nonsubstitutable (VRIN) resources that it can use toward a competitive advantage, and whether these are sufficient given the market or markets in which your organization is operating.
Briefly explain the relevance of resource-based theory and resource dependency theory to an organization’s critical resources; then analyze and discuss two or three highlights that pertain to your organization’s human, financial, technological, and physical resources. Integrate, as appropriate, the VRIN characteristics (valuable, rare, inimitable, and non-substitutable) in your discussion of the four critical resources listed below. Each critical resource should be discussed separately.

 [MOU25]Each critical resource needs to have its own subheading. Define the resource and how the company execute the use of these resources.

 [MOU26]Run on sentence. Better sentence structure is needed.

 [MOU27]Leadership, governance, and management—2 to 3 pagesPrepare a summary and analysis of how each principle applies to your organization. Management and leadership styles and effectiveness
Management control systems
Organizational leadership
Governance

 [MOU28]Define the overall vision.

 [MOU29]What specific steps has the company taken to expand and retain employees? Citation needed.

 [MOU30]

Strengths and weaknesses—1 to 2 pages

Evaluate the strengths, weaknesses, opportunities, and threats of the internal organizational factors, with a focus on strengths and weaknesses.
 [MOU31]Learning and change—1 to 2 pagesExamine your organization’s capacity to learn and change. Think about your organization’s attempts to improve its performance in key areas. If the organization has tried to make changes in key areas, were the attempts a success or a failure? Explain the reasons you associate with the organization’s success in making changes or the organization’s failure to succeed.  (If you cannot identify any attempts by your organization to make changes, think of a key area in your organization that could be improved and briefly explain the reasons you think your organization would succeed or fail if an attempt to make changes in that area was launched.)   

 [MOU32]In priority order, with one (1) being the highest rank, list and explain, in no more than a few sentences for each conclusion, your report’s 3 to 5 most important conclusions. Follow each conclusion with a specific recommendation that is expressed in no more than a few sentences. 
Running head: SITUATION AUDIT 1SITUATION AUDIT: Lockheed Martin 2019Professor Ralph’s ExampleUniversity of Maryland Global CampusSITUATION AUDIT 2Executive SummarySITUATION AUDIT 3Lockheed Martin 2019Lockheed Martin is an aerospace and global security company in the technology systems, products, services, research, and sustainment of advanced technology. The merging of Lockheed Corporation formed it with Martin Marietta in March 1995 (Lockheed Martin, 2019). Headquarters is in North Bethesda, Maryland, near the Washington, D.C., area. Lockheed Martin employs an estimate of 105,000 people worldwide as of December 2017 (Lockheed Martin, 2019). The organization is one of the largest companies in the aerospace, defense, security, and technologies industry. Additionally, it is the world’s largest defense contractor based company; last year, they generated $53.8 billion in the net sale (Lockheed Martin, 2019). This situation audit will analyze areas of the business as a whole; to see what they do well, making them so successful.SITUATION AUDIT 4Fact SheetLockheed Martin – Headquarters is in Bethesda, MDLeadershipMarilyn A. Hewson – Chairman, President & C.E.O.Kenneth R. Possenriede,Executive Vice President and Chief Financial OfficerIndustry➢ Aerospace and Global SecurityCompany Size➢ Employs approximately 105,000 people worldwide➢ Operates within 52 countries➢ Globally there are 590 plus facilitiesLegal Status➢ Lockheed’s organization is publicly traded and follows under the laws of the State of Maryland.Focus & Purpose ➢ Research, development, design, manufacture, integration, and sustainment of advanced technology systems, products, and serviceEstablishment➢ The organization was established over a hundred years ago by two small companies or groups with innovated ideas. According to Lockheed Martin’s website (2019), Glenn L. Martin, on August 16, 1912, in Los Angles, California, started his company after building the first plane in a rented church. Several months later, Allan and Malcolm Lockheed on December 19, 1912, founded the Alco Hydro-Aeroplane Company and later renamed it Lockheed Aircraft Company. The Lockheed’s operated out of a garage, manufacturing seaplanes that shatter speed and distances records for overwater flights (Lockheed Martin, 2019).Running head: SITUATION AUDIT 5M.V.V.G.MissionLockheed’s mission is to invest in startup companies with cutting edge technology strategically. According to Lockheed Martin’s website (2019), since 2007, Lockheed has invested over $100 million into core business surrounding technology and new markets. Solving complex challenges with advance scientific discovery, delivering innovative solutions, and keeping their customers safe (Lockheed Martin, 2019). The company’s mission is concise and accomplished through its vision of its customers. Vision Lockheed customers are at the center core of the business, and the vision is to be the global leader in their customers’ mission (Lockheed Martin, 2019). The vision is to advance scientific discoveries and technologies with the intent to strengthen security utilizing customer support.ValuesDo what is right. Holding ethical conduct at the highest standard with all that the company does (Lockheed Martin, 2019). The company’s honesty and integrity engender trust and are the cornerstone of business.Respect others. Essential business relationships recognize that success depends on the talent, skills, and expertise of employees (Lockheed Martin, 2019). Appreciating diversity gives them the ability to function as an integrated team.SITUATION AUDIT 6Perform with Excellence. Approaching challenges with a determination to succeed and gain the trust of customers (Lockheed Martin, 2019). The trust built from customer relationships began with the dedication to perform at the highest quality.GoalsStrengthen customer relationships, supplier partnerships, and workplace integrity by advancing standards and controls for ethical business conduct. For example, the Sustainability Report (2018) states, they are using their mentoring program to increase participation by small business suppliers and ethics suppliers. Furthermore, this is what makes them successful in growing their business.Strategy and ObjectivesBroad Differentiation StrategyLockheed has five global level strategies that structure around sustainability issues. According to their sustainability report (2018), their five core strategies are Business Integrity, Information Security, Product Impact, Resource Efficiency, and Employee Wellbeing. These decisions surround methods of pursuing broad markets and meet the specific needs of consumers in the U.S. and foreign markets. Grant (2008) claims, one of Porter’s Five Strategies that companies use to compete in all or most of an industry’s market segments by differentiating its products from those of competitors is a Broad Differentiation Strategy. Lockheed competes in military, commercial, and foreign countries selling their products and services using the broad differentiation strategy.Lockheed has undoubtedly set its products and services apart from the competition using the differentiation method. New technology is advancing products each day; they have remainedSITUATION AUDIT 7a top competitor because of the engineering solution features offered. Engineering innovative solutions for optimal lifecycle is resilient for energy, global security, and telecommunications (sustainability report, 2018). Customers were pleased with the innovated ideas and have developed loyalty that protects the company from the competition. Additionally, strategizing how to use environmental resources in controlling the expected life of the product. Grant (2008) states, from Porter’s Five Strategies, these distinctive competencies and are difficult to imitate and gives a competitive advantage. Making use of resources with product designs by engineers with energy and water resources in mind; make it hard for competitors to compete. Ultimately, claiming their products are better than the competition setting another differentiation.Strategy Type and Competitive AdvantageFive Global-Level Strategies for SustainabilityPorter’s five forces model is a strategic framework designed to analyze an organization’s competitive strategies (Porter’s Five Forces Model, 2009). To have a true competitive advantage organization must offer the consumer a greater value than the competitors; by offering lower prices or providing quality services. Porter describes the model to assess profitability and competition, considering five competitive forces: suppliers, competitors, substitute products, customers or buyers, and potential entrants (Porter’s Five Forces Model, 2009). In other words, these five forces distinguish one company from another.Michael Porter (1980) describes the characteristics of competitive advantage by using valuable, rare, inimitable, and nonsubstitutable (VRIN). Meanwhile, competency is something an organization can do with the resources and capabilities it has created, developed, or acquired. Edgar & Lockwood (2011) argues, “core competencies build and rely upon the organization’sSITUATION AUDIT 8strengths and typically serve to distinguish it from its competitors.” Lockheed has developed five difficult competencies to replicate, and they are as follows:RareThe competitive advantage of business integrity. Lockheed’s operations have grown with international sales, and to maintain integrity across the business and the world. The company has formed an Ethics and Enterprise Assurance (EEA) division to have several critical groups within the business report to EEA. According to the sustainability report (2018), several of these integrated group functions are Ethics, Sustainability, Internal Audit, Enterprise Risk Management (ERM) and Environment, Safety, and Health (ESH). All the functioning groups must report to the S.V.P. of EEA.Collaboratively, working together ensures the effectiveness of Lockheed Martin’s internal controls. The EEA serves as a resource for business leaders and employees, increases transparency, and opportunity aware culture. For example, the sustainability report (2018) states, sharing reporting tools and data analysis, the EEA empowers colleagues to make informed decisions that benefit our business and our customers. Lockheed’s business integrity strategy has been successful for the past years; despite some of the challenges with proper alignment due to the full range of coverage.The competitive advantage of resource efficiency. Managing resource is a sufficient challenge with most businesses; lifecycle-based assessments show that within operations, the most significant environmental impact relates to energy use. Lockheed claims, “the largest overall challenge is their products and environmental footprint during the customer-use phase” (sustainability report, 2018). Lockheed has devoted to creating solutions for sustainable energySITUATION AUDIT 9consumption and production. Therefore, reducing operational footprint, resulting in industry-leading outcomes (sustainability report, 2018). Resource management also has reduced the cost to customers and increase revenue for suppliers.As the business continues to grow for operations rapidly, the need for more energy is inevitable. The organization focuses on continuously finding solutions to implement energy and water efficiency improvements to meet environmental targets. The sustainability report (2018) states, “while we can retrofit some facilities with energy- and water-efficient technology, older legacy sites need millions of dollars in upgrades.” The cost makes it challenging to improve deficiency; however, when building new products, energy, and water resources at the forefront.ValuableThe competitive advantage of product impact. Sustainment of products is a significant piece of Lockheed’s business model, but Lockheed claims it goes beyond the design and manufacture of miscellaneous durable goods. Training, logistics, and sustainment capabilities deliver comprehensive solutions for customers to complete the most complex missions. Lockheed states, “We strive to ensure our customer’s products are mission ready and have capabilities throughout the entire lifecycle from design through post-delivery support” (sustainability report, 2018). Practically, Lockheed has contractedly agreed to hold hands with the customer from beginning to end.Anticipating the needs of customers is challenging but is an essential part of the value to the business. Lockheed states, “We regularly monitor trends, track customer’s evolving requirements, watching for new opportunities and explore innovations that allow us to respond to needs in a timely way” (sustainability report, 2018). Much of this success comes from theirSITUATION AUDIT 10forward-looking analysis with the ongoing development of solutions. From day one, these solutions use the Lockheed Martin Customer Focused Delivery Model (sustainability report, 2018). Which leverages logistics to deliver and sustain efficiencies, performance, secure end-to-end logistics that improve data access, reduce costs, and increase commonality across platforms.Valuable & RareThe competitive advantage of information security. As the integrity of the business stays intact, how does a large company mitigate information on security threats? Lockheed faces the challenge of implementing a process to better safeguard information. According to the sustainability report (2018), Lockheed has developed an initial concept to lifecycle sustainment; by considering and integrate full-spectrum cyber capabilities into everything delivered to its customers. Providing such services and building platforms truly gives them a competitive edge.Lockheed Martin’s dedication to protecting governments and militaries around the world has given them an excellent reputation in the defense industry. In addition to supporting the intelligence community by collecting, analyze, and disseminate threat intelligence. Lockheed has cybered hardening weapons, missions, and training systems (sustainability report, 2018). Ensuring the security of business and personal information is protected keeps customers satisfied and returning for business to purchase more products.SustainableCompetitive advantage of employee wellbeing. Enabling employees to apply their passion for purposeful innovation is another key to successful businesses. Attracting and retaining diverse talent enhances competitiveness as a next-generation technology company. Prioritize talent recruitment, development, workplace safety, and diversity and inclusion toSITUATION AUDIT 11address the changing workforce, meet customer needs and innovate for the future (sustainability report, 2018). Employees are the most significant asset, and it is in the best interest to invest in all aspects of the employee experiences. Lockheed’s business intelligence tools, skills development, and targeted recruitment strategies keep employees ahead of evolving workforce trends.Organizational SizeLockheed’s organization is massive and aligns with its mission to be a global leader. The company has over a hundred and five thousand employees globally (Lockheed Martin, 2019). The massive quantity supports to keep them the top competitor of the industry. Seventy-five hundred are international employees, and fifty-four thousand are STEM professionals (Lockheed Martin, 2019). Scientists, Technology, Engineering, and Math (STEM) make more than half of the size of the company and have a sufficient impact on finding solutions to meet their customer needs.Creating maximin flexibility, the company has monopolized by placing people and facilities around the world. Lockheed has employees in at least fifty-four countries (Lockheed Martin, 2019), which contributes support to the company’s five global sustainment strategies. The organization has placed many operations throughout the world in support of its customers. According to the Lockheed Martin website (2019), there are three hundred and seventy-five facilities globally. Now, after having a better understanding of the organization size, let us see how it is structured.SITUATION AUDIT 12Organizational StructureCorporate HeadquartersMarillyn A. Hewson, President, Chairman, and Chief Executive Officer, oversee the number one defense contractor in the world. She has a fifth-teen member executive leadership team that consists of executive and senior vice presidents (Lockheed Martin, 2019). Each member is responsible for overseeing their section of the business area, and the team known as the Enterprise Operations. According to the sustainment report (2018), the Enterprise Operations is comprised of headquarters personnel, provides corporate-wide support, and is a business function personnel and enterprise-wide shared services centers. The fifth-teen individuals are responsible for Lockheed Martin’s success in its mission and goals.The Corporate HQ organizational chart represents its flow of leadership. The areas of business are as follows: Communications, Human Resources, International, Strategic Advisor, Corporate Strategy, Engineering, Technology, Operations, and Business Development, Enterprise Business Transformation, General Counsel and Corporate Secretary, Ethics and Enterprise Assurance, and Government Affairs (Lockheed Martin, 2019). However, there are ultimately four business segments that genuinely impact the business and support specific products and services. Which are Aeronautics, Missiles, and Fire Control, Rotary and Mission Systems, and Space; combine, they generate Lockheed’s more than fifty-three billion dollars in net sales in 2018 (Lockheed Martin, 2019). These four segments have individual organization charts that flow into headquarters leadership.SITUATION AUDIT 13Business SegmentsAeronautics. Headquarters operating out of Fort Worth, Texas, generates the most of Lockheed’s revenue in 2018. According to the Lockheed Martin (2019) website, the group was responsible for 40% of revenue equal to $21.2billions. They focus on the customer’s research, design, development, manufacture, integration, sustainment, support, and upgrade of advanced aircraft, including combat and air mobility aircraft, uncrewed air vehicles, and related technologies. Aeronautics lead is Executive Vice President Michele Evans (EO team member) and has two branches beneath her, which are line of business (four members) and functions (ten members) (Lockheed Martin, 2019). The F-35 Lightning II and F-22 Raptor were two of their most successful programs; this chain of command is responsible for that success.Missiles and Fire Control. Led by Scott Greene, Executive Vice President of Missiles and Fire Control, the group designs and developments air and missile defense systems and is based out of Grand Prairie, Texas. The business area divides into two sections beneath Mr. Greene, which are program execution (7 members) and functional staff (9 members) and have generated approximately eight and half-billion dollars in sales for 2018 (Lockheed Martin, 2019). The revenue equals about 16% of the total revenue for last year.Rotary and Mission Systems. Led by Frank A. St John, Executive Vice President, and is based out of Washington, D.C. RMS supports the mission by its service and support for the various military and commercial helicopters, ships, and submarine missions. Their chart shows three main divisions, which are Business Growth (2 members), Lines of Business (4 members), and Functions (8 members), and they generated 26% of revenue for 2018, the second largest portion; RMS portfolio spanning 1,000 programs in more than 100 nations (Lockheed Martin, 2019). Their chain adding the business growth made an impact on the direction in recent years.SITUATION AUDIT 14Space. Lastly, Space supports research and development, design, engineering, and production of satellites, strategic and defensive missile systems, and space transportation systems. Space, led by Rick Ambrose, Executive Vice President, and four divisions beneath him which are Lines of Business (6 members), Functions (10 members), Independent Operations & Joint Ventures (2members), and Wholly Owned Subsidiaries (3 members); generated $9.8B in 2018, 18% (Lockheed Martin, 2019). The Organizational Structure of Lockheed can be complicated to some but has its advantages to their global strategy and provides maximum flexibility across the global, utilizing their resources wisely.Critical ResourcesHuman ResourcesTo accomplish its M.V.V.Gs, one of the organization’s most critical resources is its STEM personnel. According to Porter (1980), “competitive advantage can be based only on something that the market or consumers think has value.” Lockheed has targeted and hired many STEM personnel and effectively used the resource has a part of its global strategy to meet customer needs. Fifty-four thousand professional Scientists, Technology, Engineering, and Math (STEM) personnel makes up more than half of the size of the company and have enough impact on finding solutions to meet their customer needs (Lockheed Martin, 2019). Also, this aligns with the company strategy of product impact and information security, which slowly surrounds their customer-based model.Financial ResourcesLockheed’s board of directors and stockholders forms as an Independent Registered Public Accounting Firm that annual audits the corporations. Consolidated statements of earnings,SITUATION AUDIT 15comprehensive income, equity, and cash flowed for each of the past three years in the period ended December 2018, and the related notes collectively refer to as the consolidated financial statements (Annual Report 2018). In alignment with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the Corporation’s internally controls financial reporting as of December 31, 2018. According to the Annual Report (2018), they use criteria to establish in the Internal Control-Integrated Framework issued from the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework). The overview highlights show Net sales, Cost of sales, Operating profit, Net earnings, Earnings per common share are up from 2016 and 2017; report manages the financial resources meets it needs to support its mission.Physical ResourcesA significant part of Lockheed’s business plan is the accommodate their needs, and to do so, having quick access to the customers and suppliers is essential. Lockheed has over 375 additional facilities globally spread-out in 54 countries (Lockheed Martin 2019). A sufficient amount of facilities is a tremendous physical resource because they have maximized their ability to be present.Technology ResourcesCapabilities Aircraft Energy Maritime Systems Missile Defense Space Training, Logistics & Sustainment Weapon SystemsList of Lockheed Martin (2019) technology resources.Enabling Technologies Advanced Manufacturing Autonomy and Artificial Intelligence C4ISR Cyber Directed Energy Electronic Warfare Multi-Domain Operations Radar & SensorsRunning head: SITUATION AUDIT 16Resource Dependency TheoryResource dependency theory is a principle that an organization must engage in transactions with other organizations in order to acquire resources (Archibald, 2007). Transactions with organizational and environmental actors are advantageous; they also create dependencies. Resources needs can be scarce and not always available, or under the control of competitors. Archibald (2007) argues, “the resulting unequal exchange generates differences in power, authority, and access to further resources, leading to a rise in dependencies.” Developing strategies to avoid dependencies can help gain more resources. According to Archibald (2007), “such strategies include taking political action, increasing the scale of organizational operations, diversification, and developing inter-organizational linkages.” Furthermore, strategies like diversifying product lines can lessen an organization’s dependence.Resource-Based View (RBV)Resource-Based View is another alternative to resource dependency. Kipley & Lewis (2007) argues the resource-based view (RBV) refers to a strategic management approach that has deep theoretical roots based in part on sociology and economic theories to which corporates can earn sustainable supernormal returns only if they have superior resources. The resource will be secure by some form of isolating mechanism precluding their diffusion throughout the industry. According to Porter (1980), the resource is valuable, rare, inimitable, and nonsubstitutable. Let see how Human, Technology, Physical, and Financial compare to VRIN.VRIN AnalysisLockheed’s vision centers its customers at the core of the business, advancing scientific discoveries and technologies with the intent to strengthen security utilizing customer support.SITUATION AUDIT 17Meanwhile, the mission is to invest in smaller companies with cutting edge technology strategically. Technology and Physical Resources are essential to maintain an organization as massive as this one. However, Lockheed’s Human and Financial Resources are far more superior to meet its M.V.V.G. The Technology and Physical Resources are dependencies, and Human and Financial Resources Based View.ManagementAccording to Merchant and Van der Stede (2012), the processes of organizing resources and directing activities to achieve organizational objectives define management. Meanwhile, management controls focus on an organization’s critical success factors. Merchant and Van der Stede (2012) claims, “keeping costs down, developing new products, or growing market share, rather than aiming more generally at improving profitability in otherwise largely unspecified ways.” MCSs ensure the internal behavior of employees aligns with an organization’s strategic direction. According to Merchant and Van der Stede (2012), there are three broad categories of control Results controls, Action controls, and People controls. None are perfect, but all affect a lack of direction, motivation problems, and personal limitations.Leadership StylesLeadership style and effectiveness dictate an organization’s mission and goals and whether they are successful. The website of Lockheed Martin (2019) states, “effective leadership at Lockheed Martin is not only about getting results; it is about getting results in the right way.” Full Spectrum Leadership continually support diversity, promote ethical behavior, and make decisions that protect the safety and health of employees as well as the natural environment. According to Senge (2006), “three critical aspects of a learning organization are a team-basedSITUATION AUDIT 18structure, empowered employees, and open information. Ultimately, everyone is a leader, and we all control the attitudes and behaviors of ourselves, leading by example. Lockheed Martin (2019) claims to establish tools and reinforce the values that provide everyone with rewarding work in a safe and supportive environment. In a learning organization, individuals embrace the culture created. Management by Objectives (MBO) is one source of management styles, and it is a company-wide process that employees participate in setting goals that are measurable, tangible, and verifiable. Lockheed uses the MBO method to meet its mission and goals, providing a systematic method of assuring that all employees and workgroups set goals that are in alignment with achieving the organization’s goals.GovernanceLockheed has a formal structure documented governance, and it offers assurance of independent and expert oversight and review of significant organizational policies and decisions organized under the Maryland General Corporation Law. The group is the board of directors; that meets by law and follows a written corporate governance guideline (Lockheed Martin, 2019). The affairs and business of the corporations are under the direction of the Board of Directors. According to Lockheed Martin (2019) website, each committee member serves one or more of the specific roles, such as Classified Business & Security, Management Development & Compensation, Audit, and Nominating & Corporate Governance. The board of directors ensures that the organization meets its goals and milestones for stakeholders to continually invest, supply, and work for the corporation.SITUATION AUDIT 19Strengths and WeaknessesLearning and ChangeRecommendationsConclusionsSITUATION AUDIT 20ReferencesAnnual Report. (2018). Lockheed Martin Corporation. Retrieved from https://www.lockheedmartin.com/content/dam/lockheed-martin/eo/documents/annual-reports/2018-annual-report.pdfArchibald, M. (2007). Resource Dependency Theory. Retrieved from http://dx.doi.org.ezproxy.umuc.edu/10.4135/9781412952613.n469Edgar, W. B., & Lockwood, C. A. (2011). Understanding, finding, and applying core competencies: A framework, guide, and description for corporate managers and research professionals. Academy of Strategic Management Journal, 10(2).Grant, R. M. (2008). Contemporary strategy analysis (6th ed.). Malden, MA: Blackwell.Kipley, D & Lewis, A. (2007). Resource-Based View. Retrieved from http://dx.doi.org.ezproxy.umuc.edu/10.4135/9781452218571.n158Lockheed Martin. (2019). Lockheed Martin. Your Mission Is Ours. Retrieved from https://www.lockheedmartin.com/en-us/yourmission.htmlMerchant, K. A., & Van der Stede, W. A. (2012). Management control systems: Performance measurement, evaluation, and incentives. Harlow, England: Financial Times/Prentice Hall.Porter, M. (1980). Competitive strategy: Techniques for analyzing industries and competitors. New York: The Free Press.Lockheed Martin. (2019). Lockheed Martin. Your Mission Is Ours. Retrieved from https://www.lockheedmartin.com/en-us/yourmission.htmlSITUATION AUDIT 21Porter’s Five Forces Model. (2009). In Encyclopedia of management. (6th ed., pp. 714–717). Detroit. Gale.Senge, Peter. The Fifth Discipline: The Art and Practice of the Learning Organization. Revised & updated ed. New York: Doubleday/Currency, 2006Sustainability Report. (2018). The Science of Citizenship. Retrieved from https://www.lockheedmartin.com/content/dam/lockheed-martin/eo/documents/sustainability/Lockheed_Martin_Sustainability_Report_Full_2018.pdf

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Our essay writers are graduates with diplomas, bachelor, masters, Ph.D., and doctorate degrees in various subjects. The minimum requirement to be an essay writer with our essay writing service is to have a college diploma. When assigning your order, we match the paper subject with the area of specialization of the writer.

Why choose our academic writing service?

Plagiarism free papers
Timely delivery
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Subject-relevant academic writer
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Get Professional Assignment Help Cheaply
Are you busy and do not have time to handle your assignment? Are you scared that your paper will not make the grade? Do you have responsibilities that may hinder you from turning in your assignment on time? Are you tired and can barely handle your assignment? Are your grades inconsistent?
Whichever your reason may is, it is valid! You can get professional academic help from our service at affordable rates. We have a team of professional academic writers who can handle all your assignments.
Our essay writers are graduates with diplomas, bachelor’s, masters, Ph.D., and doctorate degrees in various subjects. The minimum requirement to be an essay writer with our essay writing service is to have a college diploma. When assigning your order, we match the paper subject with the area of specialization of the writer.
Why Choose Our Academic Writing Service?

Plagiarism free papers
Timely delivery
Any deadline
Skilled, Experienced Native English Writers
Subject-relevant academic writer
Adherence to paper instructions
Ability to tackle bulk assignments
Reasonable prices
24/7 Customer Support
Get superb grades consistently

How It Works
1.      Place an order
You fill all the paper instructions in the order form. Make sure you include all the helpful materials so that our academic writers can deliver the perfect paper. It will also help to eliminate unnecessary revisions.
2.      Pay for the order
Proceed to pay for the paper so that it can be assigned to one of our expert academic writers. The paper subject is matched with the writer’s area of specialization.
3.      Track the progress
You communicate with the writer and know about the progress of the paper. The client can ask the writer for drafts of the paper. The client can upload extra material and include additional instructions from the lecturer. Receive a paper.
4.      Download the paper
The paper is sent to your email and uploaded to your personal account. You also get a plagiarism report attached to your paper.

 

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