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In 1980 Ford was near disaster. The company lost billions of dollars between 1980 and 1982. By 1988 the company had been transformed into one of the most successful corporations in the United States. Describes what happened and then examines how it happened. The major objective is to look at major change in a huge organization and the way the change was made.

Describes the "Leadership Through Quality" effort undertaken by Xerox in the 1980s. Includes the history of Xerox in the 1970s and its need to make major changes in quality by the 1980s. Most of the remainder of the case details the step-by-step process by which Xerox created and designed the strategy called "Leadership Through Quality" to change its basic culture and its performance on quality from 1983-86.

Outlines the differences between convergent change, which is a process of incremental innovation and continuous improvement, and divergent change, which involves revolutionary changes. Discusses how to manage each type of change and the consequences associated with each. Organizational evolution typically involves longer periods of convergent change that are punctuated by short periods of divergent change in which managers realign the firm and react to external opportunities and challenges.

Describes the start up, strategy, organizational design, and operations over the first eighteen months of the airline. Focuses on the creative use of human resources as an integral part of the business strategy.

A review of the activities following the expose of the cheating incident at West Point and leading up to the Secretary of the Army's decision on the situation.

An outline of the Secretary of the Army's decision in the matter of the 1976 cheating scandal at West Point.

Presents a review of published data on the 1976 cheating scandal at West Point. Written from the perspective of the Academy Superintendent, it raises issues of ethics, organizational change and action planning in the face of conflicting stakeholder interests.

Supplements the (A) case.

Describes the problems of resolving differences between two departments in a decentralized company. Based on Voltamp Electric Co. by T.C. Raymond.