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In this three-part case, the authors explore how an HIV-infected employee should be managed over time. Manager Greg van de Water must make a series of decisions regarding Joe Collins. Three AIDS-in-the-workplace experts recommend action to Greg at each decision point. They are: Lee Smith of Levi Strauss; Jim Nichols of American Security Bank (where he is on long-term disability leave as a result of HIV infection); and Jonathan Mann of the Harvard School of Public Health.

Describes some critical challenges involved in creating employee empowerment. In the context of General Electric's efforts to debureaucratise the company, employees were encouraged to become more "self-confident". This effort, called "Workout," was introduced all over the company. At one plant site, GE Silicone, an empowered steering committee helped to organize and lead problem-solving teams. However, one team decision was in conflict with a management decision and created a conflict in authority. Can be used to identify some of the natural ambiguities and tensions related to empowerment.

Update on the organized migrant farm worker in Ohio working with the tomatoe and cucumber growers and companies such as H.J. Heinz and Dean Foods.

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.

In early 1991, a spirit of innovation and organizational change was in the air at Mutual Benefit Life, with the success of the new "case manager" program its most concrete manifestation. Using powerful computer workstations, case managers could see insurance applications through from start to finish, and many had been trained to do their own underwriting. The shift from manual bureaucracy to a new era of "Personalized Computing" would however present many new challenges to the company, particularly its human resources function. Objective is to explore the organizational changes necessitated by personal computer technology in the setting of a rapidly changing firm.

Presents a follow-up to the (A) case. This product can be used with the free Job Design Optimization Tool (JDOT), available at: hbsp.harvard.edu/jdot

A new term--networks--has entered the vocabulary of corporate renewal. Ten companies (among them, Conrail, Dun & Bradstreet, Du Pont, and Royal Bank of Canada) provide good examples of networks and how they operate. The process of building a network starts at the top, where senior managers work to build a new social architecture. Networks change the frequency, intensity, and honesty of the dialogue among managers on priority tasks.

In France, management is not a task. It is a "state of mind." Alumni of the grandes ecoles, the elite colleges, dominate the upper echelons of business and have the same social prestige as doctors or lawyers. Movement from public to private sector managerial positions is common, reflecting and reinforcing a rich relationship between French industry and government, not unlike Japan's.

Laura Wollen, group marketing director for ARPCO, was about to recommend her best product manager, Charles Lewis, for a position in the London office. Yet David Abbott, Wollen's counterpart in the United Kingdom, admitted that Lewis looked good on paper, but doubted he would fit in with the team and adjust to the British market. Wollen finally understood that Abbott's reservations were because Lewis was black. Wollen was wary of promoting Lewis into the London job only to have him fail there because of racism. Four experts analyze her alternatives.

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.

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

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.

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.

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.

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

American Airlines' strategy calls for continued growth, improvements in customer service, and cost reduction. This case examines the Human Resource Management system at American Airlines and its role in the airline's past and continued success. May be used with American Airlines (A): Strategy in the 1990s, (B): Compensation and Cost Reduction, and (C): Committing to Leadership.

Provides a follow-up to the (A) and (B) (Condensed) case. Brings events up to date from 1985-1991. Bob Koski, Sun's CEO, has now taken on a new #2 heir apparent in Clyde Nixon. The company has a proliferation of new products and new directions. Has Sun's horizontal management been so successful within the company that serious problems will now arise in terms of interfaces with the environment?

In this interview, Commissioner Brown describes the Community Patrol Officers Program -- a return to the days of the cop on the beat. This program requires a total change in the way the department is organized and operates. A cornerstone of community policing is empowering the workforce -- in this case, the patrol officers who are the backbone of the department. Brown also wants to involve the police more closely with their customers--the law-abiding citizens of New York's neighborhoods--and let the customers set the department's priorities. Change requires Brown to articulate the department's vision and its values, to alter the recruitment, hiring, training, and reward practices.

Unions can make a pivotal contribution to competitiveness. In a world where business success increasingly depends on creating more flexible, team-based work organizations, unions can be a surprisingly effective means to integrate employees into managerial decision making. In order for U.S. unions to act in this capacity, they must reinvent themselves much as companies are trying to do.

Highlights the challenges of implementing major change in an organization. It first describes the common pitfalls so that implementors will be "forewarned." Next, it characterizes the guidelines for successful implementation as the "ten commandments", while offering a step-by-step approach for managers. Also concludes that implementation is a combination of science and art, of planning and flexibility. The role of the middle manager as implementor is stressed throughout.