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Faced with changing markets and tougher competition, more companies realize that they must transform how they function. Although senior managers understand the necessity of change, they often misunderstand what it takes to bring it about. They assume that corporate renewal is the product of companywide change programs--and that to transform employee behavior, they must alter a company's formal structure. Change programs are, in fact, the greatest obstacles to successful revitalization, and formal structure is the last thing a company should change, not the first.

On August 3, 1981 President Ronald Reagan terminated 12,000 air traffic controllers, members of the Professional Air Traffic Controllers Organization, for violating their no-strike oath. Provides background on the human resources policies and practices of the Federal Aviation System and information concerning the negotiations and impact of the terminations.

Looks at rewards in general, and pay in particular, and studies the conditions that may enhance or detract from employee satisfaction and organizational effectiveness.

The new plant manager must deal with the problems and potentials contained in this highly participatory management style plant.

After one year as new plant manager at a highly participatory management style plant, Denny Goble assesses his handling of various problems.

Provides some answers to the question of why employees join unions. Summarizes recent data on workers' perceptions of unions: their power and instrumentality. Also explores the special situation of white collar workers.