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Designed as an in-class handout as a source of further discussion of the issues.

Describes the building of Apple's new strategy. Explores how the human resource function at Apple Computer can best support that strategy.

Provides an overview of the company's history, industry, competitive position, strategy, and organization. Analyzes the culture and morale at Apple. Written at a time when the company faces a very compelling threat to their business, and when morale within the company is very low. The purpose is to identify the key organizational issues that the company must address.

Depicts a "team-building" intervention by an organizational consultant at a small computer company.

To be handed out in class as a follow-up to Datavision (A).

Describes the events to follow Datavision (A) and (B). Covers the aftermath of two previous team-building meetings and leaves off with the protagonist struggling with how to proceed.

Provides an overview of the first-year required course in Human Resource Management. It argues that commitment, coordination, and competence are critical organizational outcomes and that skills in organizational diagnosis, design, and change are central to obtaining these outcomes.

Defines commitment, describes the psychological and organizational factors that underly it, and provides a comprehensive discussion of the policies and practices managers can employ to enhance commitment. Identifies control and commitment as two critical strategies managers must learn to manage and mix.

Discusses what is meant by organizational effectiveness. First, the concept of organizations as social systems is introduced. Second, a model of organization effectiveness is introduced and discussed.

Brings students up to date on events at Apple Computer as of August 1991. Outlines resolutions of, or attempts to deal with, problems outlined. Illustrates what Apple had done to address problems, shows progress to date, and alludes to further issues to be addressed. Can also be used mid-class to develop discussion of what to do next in the evolution of Apple's implementation of its new strategy.

This case series introduces the strategic human resource management (SHRM) process. SHRM is an action research program designed to align the organization and management of human resources with strategy. This case describes the health care industry, Becton Dickinson's (BD) corporate history, and the way the company is organized and managed. Does BD's corporate strategy make sense? Analyzes the fit between strategy and HRM.

Describes a strategic human resource management process applied at the business unit and corporate level. The purpose of the process is to provide a means for aligning human resource management policies and practices with strategy and to hold managers accountable for managing change and improvement.

Designed to bring closure to the discussion of the (B) case.

The new vice president of Human Resources (HR) for Becton Dickinson must develop a strategy to reconceptualize the HR function as mandated by the CEO who has introduced formal strategic planning procedures in the organization. The teaching objective is to understand the role of the HR function in a large organization in the context of the development of corporate strategy.

The president of Becton Dickinson (BD) and his top management team struggle with issues of: 1) how to manage the top of the organization, focusing on leadership style, the committee structure, and the role of sector presidents, and 2) how to manage a multinational business. BD implements transnational organization and worldwide product teams. The teaching objectives are to: 1) understand the relationship between corporate strategy and the organization and management of a global organization, and 2) understand the implications of global management for the human resource function.

Describes reactions to the strategic human resource management process and allows an evaluation of prospects for the future.

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.

Describes the innovative approach to organizing and managing employees by People Express and describes the company's eventual demise. This material can be used to inform about leading edge human resource management practices and to raise questions about what went wrong. Why did People Express succeed in its early years and why did it ultimately fail?

Presents a conceptual framework for understanding the process of leading organizational change. Change leaders must create dissatisfaction with the status quo, develop a vision of the future state, and manage a process that sequences and orchestrates events and changes in such a way that internal commitment is developed and resistance reduced. Practical suggestions for developing these conditions for change are provided.

Describes the efforts of a vice president of purchasing to coordinate and centralize purchasing procedures in a multinational company. He encounters a lack of active cooperation. A rewritten version of an earlier case by G. Lombard.