An analysis of executive development programs in the Los Angeles area. - Page 63 |
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!is engaged in production of pilotless aircraft, Lockheed Aircraft Corporation ranks second among United States aircraft producers in total assets ($299,065,000) and third in net worth ($97,778,000). In / 1955 it built one out of every eight military planes j i produced in the United States and delivered two-fifths of all large American commercial transports. Fifty-six ii |per cent of its commercial sales were to foreign countries.' I ; !Its 1955 production included military transports, early ! warning radar planes, antisubmarine patrol planes, trainers, commercial transports, and Air Force B-47 jI stratojet bombers. 2 !! 1 i II. HISTORY OF THE LOCKHEED PLAN ♦I j | In 1943 Mr. Robert E. Gross, President of Lockheed Aircraft Corporation, announced that he wanted an executive development plan which would allow an equitable basis for promotion and development of key personnel in the higher levels of the company hierarchy in the corporate I organization, each division, and the subsidiaries of the 2Ibid.
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Title | An analysis of executive development programs in the Los Angeles area. - Page 63 |
Repository email | cisadmin@lib.usc.edu |
Full text | !is engaged in production of pilotless aircraft, Lockheed Aircraft Corporation ranks second among United States aircraft producers in total assets ($299,065,000) and third in net worth ($97,778,000). In / 1955 it built one out of every eight military planes j i produced in the United States and delivered two-fifths of all large American commercial transports. Fifty-six ii |per cent of its commercial sales were to foreign countries.' I ; !Its 1955 production included military transports, early ! warning radar planes, antisubmarine patrol planes, trainers, commercial transports, and Air Force B-47 jI stratojet bombers. 2 !! 1 i II. HISTORY OF THE LOCKHEED PLAN ♦I j | In 1943 Mr. Robert E. Gross, President of Lockheed Aircraft Corporation, announced that he wanted an executive development plan which would allow an equitable basis for promotion and development of key personnel in the higher levels of the company hierarchy in the corporate I organization, each division, and the subsidiaries of the 2Ibid. |