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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.

Mat MacGregor took charge of a failing project but failed to turn it around because of a variety of personal, technical, cultural, and political reasons. The purpose of the case is to understand the underlying dynamics and their implications.

Describes how Mat MacGregor dealt with issues raised at the end of the (A) case.

Describes what happened following the (B) case.

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.

A subordinate who Dan Stewart has recently placed on warning for unsatisfactory performance is suddenly appointed Dan's boss. Involves such issues as the management of disappointment, understanding organizational irrationality, lateral transfer within the same company, and dealing with organizational politics.

Describes how Dan manages the situation.

Dan is given an assignment as general manager of a small division with some difficulties but exciting possibilities. How should he manage the situation?

Describes how Dan managed the assignment.

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.

A study of 26 large nonunion companies suggests nine factors that improve employee relations and aid productivity: strong management concern for employees; consideration to plant location and size; close ties between ownership and management; employment security; promotion from within; centralized, influential personnel departments; competitive pay and benefits; solicitation of employee viewpoints; and the conscientious selection of managers. The attractive work environment created by the corporations studied results in a high degree of employee loyalty, a low rate of turnover and absenteeism, and a low degree of worker resistance to technological change.

Sixty years of executive attention to human resource management (HRM) theories fail to make employees productive, loyal, and motivated because of unrealistic management expectations, contradictory theories regarding employee performance and relations, the problematic role of personnel management in corporate decision making, and the undermining nature of management assumptions regarding employee motivation. A new approach to human resources planning depends on management's ability to replace mistaken assumptions with premises that emphasize the importance of the personnel function in corporate development, and concentrate on basic HRM skills such as supervision and communication.

Orients the student to the film "Twelve O'Clock High." Contains a list of the characters and exhibits summarizing the evolution of the organization structure of the 918th bomber group during the film. Also provides for student note taking on various stages in the process of organizational change used by Frank Savage to turn around the performance of the 918th. Movie distributed by Films, Inc.

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.

The characteristics of organizations fall into one of five natural configurations, each a combination of certain elements of structure and situation. The five configurations are the simple structure, machine bureaucracy, professional bureaucracy, divisionalized form, and adhocracy. These five configurations serve as an effective tool in diagnosing the problems of organizational design.