個案總覽

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.

Provides background on the assessment center used by AT&T to assess managerial potential for upper middle management. Contains assessment reports for two candidates. Raises questions about manpower training and development. Students may be asked which of the candidates has managerial potential and why, and what specific development plans can be suggested.

Supplements the (A) case.

Supplements the (A) case.

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

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

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

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.

Describes the attitudes, feelings, and perceptions of the manager who will conduct the performance appraisal interview.

The first case in a four-part case series which outlines the events leading up to a performance appraisal interview. Describes the background of the company.

Supplements the (A) case.

Describes the events leading up to an actual performance appraisal interview--the views, opinions, and attitudes of the subordinates who are to be interviewed.

Supplements the (B) case. Designed as an end-of-class handout.

Focuses on the recommendations and implementation strategy made by the organizational development group for the electronic product division's problems.

Describes a division of Corning Glass Works that finds itself with deep financial and organizational problems. Severe conflict and lack of coordination exist between functional groups. Employees do not have a sense of direction and morale is low. Provides sufficient data to determine that the cause of these problems is a change in business environment that had been followed by change in organization and management. Can be used for analysis of organization-environment relationships and action planning for change and environment.