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professional HR association,with its predecessor institution being founded in 1918. Several associations also serve niches within HR.

The Institute of Recruiters (I R! is a recruit"ent professional association, offering "e"bers education, support and training.#$1% &orldat&or' focuses on (total rewards( (i.e., co"pensation, benefits, wor' life, perfor"ance, recognition, and career develop"ent!, offering several certifications and training progra"s dealing with re"uneration and wor')life balance. ther niche associations include the *"erican Societ+ for Training , -evelop"ent and Recognition .rofessionals International. .ublications *cade"ic and practitioner publications dealing e/clusivel+ with HR0 1ornell HR Review HR 2aga3ine (SHR2! Hu"an Resource 2anage"ent (4ohn &ile+ , Sons! Hu"an Resource 2anage"ent Review (5lsevier! International 4ournal of Hu"an Resource 2anage"ent (Ta+lor , 6rancis! .erspectives on &or' (75R*! Related publications0 *cade"+ of 2anage"ent 4ournal *cade"+ of 2anage"ent Review *d"inistrative Science 8uarterl+ (Sa"uel 1urtis 4ohnson 9raduate School of 2anage"ent! rgani3ation Science (I:6 R2S! See also &i'i"edia 1o""ons has "edia related to0 Hu"an resources "anage"ent *spiration 2anage"ent rgani3ational behavior rgani3ational theor+ References 7ibrar+ resources *bout Hu"an resource "anage"ent Resources in +our librar+ Resources in other libraries ; 2er'le, 4udith *. 2anage"ent and Ideolog+. <niversit+ of 1alifornia .ress. IS=: >)?$>)>@A@A)?.

; 2a+o, 5lton (19B?!. (Hawthorne and the &estern 5lectric 1o"pan+(. Harvard =usiness School. Retrieved $8 -ece"ber $>11. ; (*bout 1I.-(. 1hartered Institute of .ersonnel and -evelop"ent. Retrieved $$ -ece"ber $>11. ; (*bout 1ornell I7R(. 1ornell <niversit+ School of Industrial and 7abor Relations. Retrieved $>1>)>1)$9. ; a b (*bout SHR2(. Societ+ for Hu"an Resource 2anage"ent. Retrieved $$ -ece"ber $>11. ; C=rien, 2ichael ( ctober 8, $>>9!. (HRCs Ta'e on The ffice(. Hu"an Resource 5/ecutive nline. *rchived fro" the original on 18 -ece"ber $>11. Retrieved $8 -ece"ber $>11. ; (1atbert shows tougher side to hu"an resources(. .ersonnel Toda+. *ugust @>, $>>A. Retrieved $8 -ece"ber $>11. ; <lrich, -ave (199D!. Hu"an Resource 1ha"pions. The ne/t agenda for adding value and delivering results. =oston, 2ass.0 Harvard =usiness School .ress. IS=: >) 8A?8B)A19)D. 171 @BA>B9>B. ; Towers, -avid. (Hu"an Resource 2anage"ent essa+s(. Retrieved $>>A)1>)1A. ; a b 4onathan 5. -e9raff ($1 6ebruar+ $>1>!. (The 1hanging 5nviron"ent of .rofessional HR *ssociations(. 1ornell HR Review. Retrieved $1 -ece"ber $>11. ; &right, .atric'. (The $>11 1HR 1hallenge0 =uilding rgani3ational, 6unctional, and .ersonal Talent(. 1ornell 1enter for *dvanced Hu"an Resource Studies (1*HRS!. Retrieved @ Septe"ber $>11. ; 1onat+, =ill, and Ra" 1haran ($>11!. The Talent 2asters0 &h+ S"art 7eaders .ut .eople =efore :u"bers. 1rown .ublishing 9roup. IS=: 9A8)>)@>A)BD>$D)B. ; (Hu"an Resources, Training, and 7abor Relations 2anagers and Specialists(. <.S. =ureau of 7abor Statistics. $>11. Retrieved $@ -ece"ber $>11. ; (Hu"an Resources 2anager(. 1:: 2one+. $>>D. Retrieved $@ -ece"ber $>11. ; (Hu"an Resources 2anager(. 1:: 2one+. $>>9. Retrieved $@ -ece"ber $>11. ; (Towers &atson 5/ecutives See 9rowth *head 6or 2erged 6ir"s(. &or'force 2anage"ent. $>>A. Retrieved 4anuar+ 1@, $>1>. ; (HR consultant(. 1:: 2one+. Retrieved $@ -ece"ber $>11. ; (*bout 1ornell I7R(. 1ornell <niversit+ School of Industrial and 7abor Relations. Retrieved $@ *ugust $>>9. ; (HR 9raduate .rogra" Ran'ings(. HR .atriot. $>>9)>B)$D. Retrieved $>1>) >A)>?. ; SHR2 &ebsite0 *bout SHR2 ; (*bout I R(. Institute of Recruiters (I R!. Retrieved $$ -ece"ber $>11. #hide% v t e

2anage"ent utline of business "anage"ent Inde/ of "anage"ent articles 2anager 2anage"ent branches 6inance Hu"an resources Infor"ation technolog+ 2ar'eting perationsEproduction Strateg+ ther 2anage"ent areas *ccounting *ssociation 1apabilit+ 1hange 1o""unication 1onflict 1onstruction 1ost 1risis 1ritical 1usto"er relationship -istributed 5arned value 5ducational 5ngineering 5nviron"ental 6acilit+ Hospital Infor"ation Innovation Interi" Inventor+ Fnowledge 7and 7ogistics 7ifec+cle 2aterials ffice .erception

.ractice .rogra" .roGect .rocess .erfor"ance .roduct .ublic ad"inistration 8ualit+ Records Resource Restaurant Ris' S'ills Strategic Stress Suppl+ chain S+ste"s Talent Ti"e Technolog+ 2anage"ent)related topics *ssociation of Technolog+, 2anage"ent, and *pplied 5ngineering *pplied engineering =usiness school 1hartered 2anage"ent Institute -ecision "a'ing st+les rgani3ation develop"ent rgani3ational studies Social entrepreneurship 6orecasting 7eadership *rticles *dhocrac+ *d"inistration 1ertified =usiness 2anager 1ollaboration 1ollaborative "ethod 1orporate governance -ecision 2a'ing 5ngineering "anage"ent 5vidence)based "anage"ent

5/ecutive .a+ 6orecasting 6utures studies 9rowth Fnowledge visuali3ation 7eadership 2anage"ent consulting 2anage"ent control 2anage"ent c+bernetics 2anage"ent develop"ent 2anage"ent fad 2anagerial .s+cholog+ 2anage"ent science 2anage"ent st+les 2anage"ent s+ste" 2anagerialis" 2icro"anage"ent 2acro"anage"ent 2iddle "anage"ent 2usic "anage"ent rgani3ational behavior "anage"ent rgani3ational studies .h+sical Internet .redictive anal+tics Tea" building Scientific "anage"ent Senior "anage"ent Social entrepreneurship Hirtual "anage"ent &illia"sonCs 2odel of 2anagerial -iscretion .eter -ruc'erCs "anage"ent b+ obGectives 5li+ahu 2. 9oldrattCs Theor+ of constraints .oint+ Haired =oss .ortal S+ste"s science portal I 1ategories0 Hu"an resource "anage"ent Southwest *irlines $>>$0 *n Industr+ <nder Siege Harvard Business School: 9-803-133 5/ecutive Su""ar+

Southwest Airlines in 2002 faced a serious of i !ortant ana"e ent decisions after the 9#11 tra"ed$ in order to continue the record %rea&in" co !an$ "rowth that Southwest had e'!erienced since the 19(0)s* Southwest Airlines revolutioni+ed the airline industr$ with what is &nown as the Southwest ,ffect: low cost fares- !oint-to-!oint service- .10 inute turnaround/ and an en0o$a%le friendl$ at os!here* After the Airline 1ere"ulation Act of 19(8- Southwest ado!ted a !olit$ that irre"ardless of the !rofita%ilit$ of e'!ansion o!!ortunities- the co !an$ wanted to co it to a ana"ea%le annual "rowth rate of a%out 10-152* 3he followin" 4uestions and discussion will address the historical challen"es of Southwest airlines- the direction the co !an$ conte !lated in 2002- and a %rief loo& at the challen"es of toda$* 1!. &hat is the co"petitive business environ"ent 3he airline industr$ has alwa$s %een co !etitive* 5n an anal$sis of the ost !rofita%l$ invest ents as !er our class discussion- sur!risin"l$- airlines co e in at the lowest return on each dollar invested at around 2*52* Southwest Airlines e'!erienced 30 consecutive $ears of !rofit a ere two $ears after it)s foundin" in 19(1* 6an$ air!orts %e"an re4uestin" Southwest service for their !assen"ers- %ut throu"hout Southwest)s e'!ansion- the co !an$ ai ed to aintain a ana"ea%le "rowth rate and focus on their core co !etencies of low !rice fares that would co !ete with the cost of drivin" to the destination* 5n the id 1990)s- the a0or carriers entered into !rice wars to undercut co !etition* Althou"h- these dealin"s did affect Southwest)s %otto line- Southwest still ana"e to continue to turn a !rofit and e'!and due to their e'!ansion into a reservation s$ste and their co it ent to a culture and e'!erience that !assen"ers were drawn to* $!. &hat is the co"petitive advantage that the co"pan+ obtained as discussed in the caseJ Southwest Airlines co !etitive advanta"es are their !oint-to-!oint services which are "enerall$ tar"etin" the fre4uent %usiness traveler* 7ith several re"ular fli"hts !er da$- if a !assen"er ha!!ens to iss their fli"ht- the$ will %e auto aticall$ %oo&ed onto another fli"ht* Secondl$- Southwest strate"icall$ secured routes throu"h secondar$ air!orts which "enerall$ had lower fi'ed costs for the airlines and less con"estions for !assen"ers ease* 8inall$- Southwest focused on 4uic&- relia%le turnaround ti e usin" onl$ one version of aircraft- allowin" for fa iliarit$ a on" staff and "reater efficienc$ in turnaround* 9assen"ers were not assi"ned seats- si !l$ %oardin" sections- which allowed for !assen"er loadin" to %e conducted ore efficientl$* 3he traditional airline odel is the Hu% and S!o&e odel- which in essence ta&es ost !assen"ers fro the ori"ination- throu"h the hu%- and then transfers the to their destination* Southwest)s !oint to !oint s$ste was ore relia%le %ecause it did not de!end on the on ti e arrival of an earlier fli"ht for de!arture* Southwest also i !le ented the first and ost si !listic fre4uent-flier !ro"ra : !urchase ei"ht fli"hts and "et one free* Southwest)s initiall$ connected with four co !uter reservation and tic&etin" s$ste s and also the !owerful SAB:, s$ste * 3his

allowed travel a"ents to view fli"ht infor ation and even !rint tic&ets* 5n 1994Southwest was onl$ connected throu"h the SAB:, s$ste s which !ushed Southwest to develo! the .tic&etless/ travel !ro"ra as well as Southwest*co * @!. &hat strateg+ andEor "odel was used or i"ple"ented in this caseJ =argaining power of bu+ers 9orter)s 5 =o !etitive 8orces 6odel Threa ts Southwest vs. *ll other *irlines Threat of substitute

=argaining power of suppliers

Threat of new entrants =argaining .ower

Southwest airlines does stru""le a"ainst the threat of su%stitutes uch li&e an$ other airline and in this case the threat of su%stitutes is the decision to use an alternate for of travel- such as drivin" or ta&in" a train* 3he airline industr$ is sensitive to .tra"ed$/ such as when there is a !lane crash or an event li&e 9#11< consu ers tend to switch to a su%stitute or chose not to travel in the first !lace* Southwest)s %est defense is a stron" 9: ca !ai"n- which we saw after 9#11 when the co !an$ launched ads sa$in" that when A erica is read$ to fl$ a"ain- Southwest will %e there*

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