netrashetty
Netra Shetty
Martin Marietta Materials (NYSE: MLM) is in the aggregate, chemical, and composite material business. It is the second largest producer of crushed stone, sand, and gravel in the United States behind Vulcan Materials Company. It is a leading U.S. producer of magnesia-based chemical products used as additives in applications including ceramics, paper, sugar, animal feed, and water treatment. It produces domolitic lime used as a fluxing agent by the steel industry. It is a supplier of fiber-reinforced polymer products for use in infrastructure such as panels and bridge decks and transportation components such as truck trailers and railroad cars.
It was established as an independent company in 1996, spun off from the newly created Lockheed Martin after having been part of Martin Marietta since 1961. It dates its origins back to 1939, when Superior Stone, an aggregates company in Raleigh, North Carolina, was founded. The company's corporate headquarters is located in Raleigh.
As of 2008 it employed 4,900 people and had sales of $2.1 billion.
CEO
Howard Nye
Director
Laree Perez
Director
David Maffucci
Director
Michael Quillen
Director
Dennis Rediker
Director
Sue Cole
Director
William McDonald
Director
Frank Menaker
Director
Richard Vinroot
Non-Executive Chairman of th...
Stephen Zelnak
CFO
Anne Lloyd
Executive Vice President
PS
Magnesia Specialties
DS
Materials West
BV
Legal & Secretary
RB
Human Resource
Jonathan Stewart
A matrix framework overlays two company forms in order to exhibit the advantages of both. Some world companies implement a matrix framework that mixes territorial with product teams. The product-based framework enables the organization to explore world economies of scale, whereas the territorial framework manages information close to the necessities of each and every nation. Most companies also possess degrees of matrix framework, implying that every divisional team has particular roles, but some topics must be decided in unison across all of these teams. Rather than mixing two separate frameworks, some matrix frameworks overlap an operational framework with project groups. Workers are tasked to a cross-operational project group, yet they also belong to an established operational group to which they come back when a project is finished.
A matrix framework is facilitated through the selection and placement of new employees whose orientation is congruent with the desired culture. The company was moving into a different market that will hire a number of experts from other companies to help guide the new effort. A new style of manufacturing may call for bringing new employees aboard. This process normally occurs shortly after the employees are hired, and may be a way to gradually inculcate the various work groups with a new culture. A matrix framework may take place formally or informally, possibly through orientation of new employees or through a series of communications to existing employees. A matrix framework may be useful in the organization and maintenance of shared value systems. Thus, culture can be communicated through explicit or implicit means and research shows that implicit forms of communication tend to be more effective in changing culture than explicit forms of communication and the explicit and implicit communication must be relied on to provide external justification for the new strategy and persuade organizational members to adopt the new cultural beliefs and values
It was established as an independent company in 1996, spun off from the newly created Lockheed Martin after having been part of Martin Marietta since 1961. It dates its origins back to 1939, when Superior Stone, an aggregates company in Raleigh, North Carolina, was founded. The company's corporate headquarters is located in Raleigh.
As of 2008 it employed 4,900 people and had sales of $2.1 billion.
CEO
Howard Nye
Director
Laree Perez
Director
David Maffucci
Director
Michael Quillen
Director
Dennis Rediker
Director
Sue Cole
Director
William McDonald
Director
Frank Menaker
Director
Richard Vinroot
Non-Executive Chairman of th...
Stephen Zelnak
CFO
Anne Lloyd
Executive Vice President
PS
Magnesia Specialties
DS
Materials West
BV
Legal & Secretary
RB
Human Resource
Jonathan Stewart
A matrix framework overlays two company forms in order to exhibit the advantages of both. Some world companies implement a matrix framework that mixes territorial with product teams. The product-based framework enables the organization to explore world economies of scale, whereas the territorial framework manages information close to the necessities of each and every nation. Most companies also possess degrees of matrix framework, implying that every divisional team has particular roles, but some topics must be decided in unison across all of these teams. Rather than mixing two separate frameworks, some matrix frameworks overlap an operational framework with project groups. Workers are tasked to a cross-operational project group, yet they also belong to an established operational group to which they come back when a project is finished.
A matrix framework is facilitated through the selection and placement of new employees whose orientation is congruent with the desired culture. The company was moving into a different market that will hire a number of experts from other companies to help guide the new effort. A new style of manufacturing may call for bringing new employees aboard. This process normally occurs shortly after the employees are hired, and may be a way to gradually inculcate the various work groups with a new culture. A matrix framework may take place formally or informally, possibly through orientation of new employees or through a series of communications to existing employees. A matrix framework may be useful in the organization and maintenance of shared value systems. Thus, culture can be communicated through explicit or implicit means and research shows that implicit forms of communication tend to be more effective in changing culture than explicit forms of communication and the explicit and implicit communication must be relied on to provide external justification for the new strategy and persuade organizational members to adopt the new cultural beliefs and values