netrashetty
Netra Shetty
Goodrich Corporation (NYSE: GR), formerly the B.F. Goodrich Company, is an American aerospace manufacturing company based in Charlotte, North Carolina. Founded in Akron, Ohio in 1870 as Goodrich, Tew & Co. by Dr. Benjamin Franklin Goodrich. The company name was changed to the "B.F. Goodrich Company" in 1880, to BFGoodrich in the 1980s, and to "Goodrich Corporation" in 2001.
In 1869 Benjamin Franklin Goodrich purchased the Hudson River Rubber Company, a small business in Hastings-on-Hudson, New York. The following year Goodrich accepted an offer of $13,600 from the citizens of Akron, Ohio, to relocate his business there.
The company has a history of innovation. As B.F. Goodrich, the company became one of the largest tire and rubber manufacturers in the world, helped in part by the 1986 merger with Uniroyal (formerly the United States Rubber Company). This product line was sold to Michelin in 1988, and the company merged with Rohr (1997), Coltec Industries, and TRW Aeronautical Systems (formerly Lucas Aerospace) in 2002. The sale of the specialty chemicals division and subsequent change to the current name completed the transformation. In 2006, company sales were $5.8 billion dollars, of which 18%, 16% and 12% of total revenues were accounted for by the U.S. government, Airbus and Boeing, respectively.[1]
In 1936 the company entered the Mexican market in a joint venture with Euzkadi (Now part of Continental AG) (named:Goodrich-Euzkadi). The Troy, Ohio plant was purchased in 1946 from Waco. Since then, Goodrich has manufactured wheels and brakes for a variety of aircraft. Among these are commercial, military, regional, and business programs. This successful operation lies at the core of Goodrich's business. Competitors include the aerostructures divisions of companies such as Honeywell, Messier-Bugatti, Aircraft Braking Systems, (Howmet/Huck) and SNECMA.
In the 1940s, Hood Rubber Company was sold before the Great Depression[2] as a division of the B.F. Goodrich Company.[3]
Even though B.F. Goodrich is still a popular brand name of tires, the Goodrich Corporation exited the tire business in 1988. The tire business and use of the name was sold to Michelin.
Prior to that point, Goodrich ran some TV ads trying to distinguish themselves from the similar sounding Goodyear tire company. The tag line was, "See that blimp up in the sky? We're the other guys!"
resource development and offers more guidance in terms of ethical obligations
of professionals to:
. say ``no'' to inappropriate requests;
. show respect for copyrights, sources and intellectual property;
. ensure truth in claims, data and recommendations;
. balance organizational and individual needs and interests;
. ensure customer and user involvement, participation and ownership;
. avoid conflicts of interest;
. manage personal biases;
. show respect for, interest in and representation of individual and
population differences;
. make interventions appropriate to the customer's or user's need;
. price or cost products or services fairly; and
. use power effectively.
Yet McLaugan and others do not provide much guidance at all concerning the
diversity and complexities of values assumptions underlying such concerns.
For example, what are the actual needs of employees ± only what they
specifically express in surveys or those needs diagnosed through ``expert''
estimates or interpretations of broader, evolving, or preconscious needs? Also,
what are appropriate or effective uses of various forms of power, particularly
power that may be viewed as ``embedded'' in existing social structures? These
appear to be just a few examples of ``deeper'' values or ideological assumptions
that influence HRM practice and that have led to ethical criticism of HRM or
overall management practice by some recent authors (Alvesson and Deetz,
1996; Linstead, 1994; Phillips, 1991; Townley, 1994).
Dominant HRM values and mindsets
Ethics-related discussions of HRM issues in American HRM publications
occasionally assume a teleological (consequentialist) position and/or a
deontological stance in which universalist concepts such as rights or justice are
championed and applied. For example, Hosmer (1987) describes ethical
analysis for HRM as potentially accessing four major ethical systems of belief,
each expressing a portion of the truth. Included are eternal law, utilitarian,
distributive justice, and personal liberty perspectives. Although organizational,
cultural and individual variables are also explored in various ``descriptive'' and
``interactional'' models of ethical decision making in the workplace (e.g.
Trevino, 1986), the largely implicit set of values and ideological assumptions
that influence perception and actual practice of ethical duties seem greatly
underdeveloped in these academic models. Virtually none of the mainstream
educational texts for HRM and management in American business schools
provides any detailed coverage of variables influencing perception and decision
making concerning ethical challenges in the workplace.
The limited number of books and articles specifically on HRM ethics may
not be as revealing as more common discourses found in HRM textbooks and
professional training programs for exploring additional and major underlying
values assumptions that may more powerfully influence any sense of ethical
obligation in the HRM discipline in the USA. Tsui (1987), as well as Baird and
Meshoulam (1987), describe dominant HRM themes of ``strategy'' and ``fit'' in
regard to top management objectives and the coordination of planning across
organizational units. Snell (1988) sees HRM as a management ``control'' system
with its behavior, output and input controls. Dominant themes or mindsets of
strategy, control or instrumental pursuit may well work to screen out or
overwhelm alternative potentials, such as an evolving conception of HRM
ethical duty.
Argued from radical perspectives, HRM ideology serves more unitarist,
rather than pluralist, interests, and tries to confer legitimacy on forms of
managerial control (Horowitz, 1990). Conventional HRM assumptions, in the
USA particularly, seem generally conservative in largely adapting to, rather
than challenging, existing authority structures. Such unitarist and adaptive
assumptions, no doubt, interact with and influence personal ethical
assumptions of HRM practitioners in their problem identification and problem
resolution at work.
Organizational management
Personnel administration
Manpower management
Industrial management
But these traditional expressions are becoming less common for the theoretical discipline. Sometimes even employee and industrial relations are confusingly listed as synonyms, although these normally refer to the relationship between management and workers and the behavior of workers in companies.
The theoretical discipline is based primarily on the assumption that employees are individuals with varying goals and needs, and as such should not be thought of as basic business resources, such as trucks and filing cabinets. The field takes a positive view of workers, assuming that virtually all wish to contribute to the enterprise productively, and that the main obstacles to their endeavors are lack of knowledge, insufficient training, and failures of process.
In 1869 Benjamin Franklin Goodrich purchased the Hudson River Rubber Company, a small business in Hastings-on-Hudson, New York. The following year Goodrich accepted an offer of $13,600 from the citizens of Akron, Ohio, to relocate his business there.
The company has a history of innovation. As B.F. Goodrich, the company became one of the largest tire and rubber manufacturers in the world, helped in part by the 1986 merger with Uniroyal (formerly the United States Rubber Company). This product line was sold to Michelin in 1988, and the company merged with Rohr (1997), Coltec Industries, and TRW Aeronautical Systems (formerly Lucas Aerospace) in 2002. The sale of the specialty chemicals division and subsequent change to the current name completed the transformation. In 2006, company sales were $5.8 billion dollars, of which 18%, 16% and 12% of total revenues were accounted for by the U.S. government, Airbus and Boeing, respectively.[1]
In 1936 the company entered the Mexican market in a joint venture with Euzkadi (Now part of Continental AG) (named:Goodrich-Euzkadi). The Troy, Ohio plant was purchased in 1946 from Waco. Since then, Goodrich has manufactured wheels and brakes for a variety of aircraft. Among these are commercial, military, regional, and business programs. This successful operation lies at the core of Goodrich's business. Competitors include the aerostructures divisions of companies such as Honeywell, Messier-Bugatti, Aircraft Braking Systems, (Howmet/Huck) and SNECMA.
In the 1940s, Hood Rubber Company was sold before the Great Depression[2] as a division of the B.F. Goodrich Company.[3]
Even though B.F. Goodrich is still a popular brand name of tires, the Goodrich Corporation exited the tire business in 1988. The tire business and use of the name was sold to Michelin.
Prior to that point, Goodrich ran some TV ads trying to distinguish themselves from the similar sounding Goodyear tire company. The tag line was, "See that blimp up in the sky? We're the other guys!"
resource development and offers more guidance in terms of ethical obligations
of professionals to:
. say ``no'' to inappropriate requests;
. show respect for copyrights, sources and intellectual property;
. ensure truth in claims, data and recommendations;
. balance organizational and individual needs and interests;
. ensure customer and user involvement, participation and ownership;
. avoid conflicts of interest;
. manage personal biases;
. show respect for, interest in and representation of individual and
population differences;
. make interventions appropriate to the customer's or user's need;
. price or cost products or services fairly; and
. use power effectively.
Yet McLaugan and others do not provide much guidance at all concerning the
diversity and complexities of values assumptions underlying such concerns.
For example, what are the actual needs of employees ± only what they
specifically express in surveys or those needs diagnosed through ``expert''
estimates or interpretations of broader, evolving, or preconscious needs? Also,
what are appropriate or effective uses of various forms of power, particularly
power that may be viewed as ``embedded'' in existing social structures? These
appear to be just a few examples of ``deeper'' values or ideological assumptions
that influence HRM practice and that have led to ethical criticism of HRM or
overall management practice by some recent authors (Alvesson and Deetz,
1996; Linstead, 1994; Phillips, 1991; Townley, 1994).
Dominant HRM values and mindsets
Ethics-related discussions of HRM issues in American HRM publications
occasionally assume a teleological (consequentialist) position and/or a
deontological stance in which universalist concepts such as rights or justice are
championed and applied. For example, Hosmer (1987) describes ethical
analysis for HRM as potentially accessing four major ethical systems of belief,
each expressing a portion of the truth. Included are eternal law, utilitarian,
distributive justice, and personal liberty perspectives. Although organizational,
cultural and individual variables are also explored in various ``descriptive'' and
``interactional'' models of ethical decision making in the workplace (e.g.
Trevino, 1986), the largely implicit set of values and ideological assumptions
that influence perception and actual practice of ethical duties seem greatly
underdeveloped in these academic models. Virtually none of the mainstream
educational texts for HRM and management in American business schools
provides any detailed coverage of variables influencing perception and decision
making concerning ethical challenges in the workplace.
The limited number of books and articles specifically on HRM ethics may
not be as revealing as more common discourses found in HRM textbooks and
professional training programs for exploring additional and major underlying
values assumptions that may more powerfully influence any sense of ethical
obligation in the HRM discipline in the USA. Tsui (1987), as well as Baird and
Meshoulam (1987), describe dominant HRM themes of ``strategy'' and ``fit'' in
regard to top management objectives and the coordination of planning across
organizational units. Snell (1988) sees HRM as a management ``control'' system
with its behavior, output and input controls. Dominant themes or mindsets of
strategy, control or instrumental pursuit may well work to screen out or
overwhelm alternative potentials, such as an evolving conception of HRM
ethical duty.
Argued from radical perspectives, HRM ideology serves more unitarist,
rather than pluralist, interests, and tries to confer legitimacy on forms of
managerial control (Horowitz, 1990). Conventional HRM assumptions, in the
USA particularly, seem generally conservative in largely adapting to, rather
than challenging, existing authority structures. Such unitarist and adaptive
assumptions, no doubt, interact with and influence personal ethical
assumptions of HRM practitioners in their problem identification and problem
resolution at work.
Organizational management
Personnel administration
Manpower management
Industrial management
But these traditional expressions are becoming less common for the theoretical discipline. Sometimes even employee and industrial relations are confusingly listed as synonyms, although these normally refer to the relationship between management and workers and the behavior of workers in companies.
The theoretical discipline is based primarily on the assumption that employees are individuals with varying goals and needs, and as such should not be thought of as basic business resources, such as trucks and filing cabinets. The field takes a positive view of workers, assuming that virtually all wish to contribute to the enterprise productively, and that the main obstacles to their endeavors are lack of knowledge, insufficient training, and failures of process.