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Relates the expert system's pilot phase of implementation.

Implementation is about to move into the limited deployment phase.

Describes the actions taken by the owner/president to resolve the dilemma.

A condensed version of Suzuki Samurai: The Rollover Crisis. Suzuki management must plan a response to a Consumers Union demand for a recall of the Samurai on grounds of its unacceptable propensity to roll over.

Describes the compromise worked out between Xerox and the black caucus groups. The implications of this arrangement for Xerox and black employees over the next 16 years is also described.

Supplements Merck & Co., Inc.: Addressing Third-World Needs (A).

Supplements Merck & Co., Inc.: Addressing Third-World Needs (A).

Supplements Merck & Co., Inc.: Addressing Third-World Needs (A).

Discusses the new, in-house design department at Crown and brings the story up to 1991.

An antiquated airport jeopardizes a region's economic health but the county of Albany, New York, operator of the airport, lacks funds to undertake much-needed capital improvements. In this context, the county executive seriously examines privatization-selling the airport off to a private developer with a background in airport management. This case is designed to permit a full discussion of the potential merits and drawbacks of privatization of such a large public facility. It raises such issues as monopoly power and ease of access to capital. The decision to permit the Albany privatization is ultimately made by the Federal Aviation Administration, thus allowing the case to raise national as well as local issues. HKS Case Number 1024.1

Describes events that occur after the decision point in Australian Paper Manufacturers (A). With these facts and more detailed market projections, this case intensifies the long-term financial, strategic, and ethical decisions confronting the invader.

American Airlines' strategy in the 1990s calls for continued growth, improvements in customer service, and cost reduction. Central to cost reduction efforts is the need to contain labor costs. After having signed a very expensive new contract with its pilots' union in early 1991, American is now faced with the challenge of increasing productivity and controlling costs for its other employee groups.

Explores how the human resource function at Apple Computer can best support the company's strategy. Analyzes the culture and morale at Apple. Apple has a very unique culture. Moreover, morale within the company is at a low. The culture is powerful in aiding the company in certain ways, and also a substantial hindrance to progress. Designed to study how Apple tries to keep what is good and change what is bad about the culture.

Explores how the human resource (HR) function at Apple Computer can best support the company's strategy. Describes in detail the HR function. The function is considering a reorganization at the end of the case, in response to criticism from non-HR employees and cost-cutting imperatives at Apple.

Provides a follow-up to the (C) case. A new organization chosen for the human resource (HR) function is described. Students must compare the design chosen by Apple's HR managers with the one they chose.

Describes "Frantic Friday," the day the Digital-Kodak contract was scheduled to be signed. Designed to be handed out in class.

Presents some of the events after the Challenger disaster. Includes the activities of the Rogers Commission, the changes in Morton Thiokol, and some recent problems with the Space Shuttle.

In an effort to grow and contain costs, the airline initiates a series of cultural change programs designed to increase employee participation and decision-making, and accordingly decrease the proportion of supervisors. CTL is the most recent, and by far the most expensive and pervasive of these programs. The case poses the questions of how to evaluate, or quantify the gains from CTL, and how to further the cultural change effort.

Provides a follow-up to Honda Motor Co. and Honda of America (A). Describes the memos of Nobuhico Kawamoto, newly appointed Honda president, and Shoichiro Irimajiri, newly appointed executive vice president, with respect to the challenges facing Honda in the 1990s. Contains their thoughts on what is likely to happen to the automotive industry as a whole and also discusses the priorities of Honda's senior management team.

Describes how Roussel UCLAF resolved the dilemma. Intended for use as an in-class handout.