Management) Organization Science (INFORMS) See also Wikimedia Commons has media related to: Human resources management

s!iration Management Organizational "eha#ior Organizational theor$ Re%erences &i"rar$ resources "out Human resource management Resources in $our li"rar$ Resources in other li"raries ' Merkle( )udith * Management and Ideolog$* +ni#ersit$ o% Cali%ornia ,ress* IS-N ./01./.2323/0* ' Ma$o( 4lton (5670)* 8Ha9thorne and the Western 4lectric Com!an$8* Har#ard -usiness School* Retrie#ed 1: ;ecem"er 1.55* ' 8 "out CI,;8* Chartered Institute o% ,ersonnel and ;e#elo!ment* Retrie#ed 11 ;ecem"er 1.55* ' 8 "out Cornell I&R8* Cornell +ni#ersit$ School o% Industrial and &a"or Relations* Retrie#ed 1.5./.5/16* ' a " 8 "out SHRM8* Societ$ %or Human Resource Management* Retrie#ed 11 ;ecem"er 1.55* ' O<-rien( Michael (Octo"er :( 1..6)* 8HR<s =ake on =he O%%ice8* Human Resource 4>ecuti#e Online* rchi#ed %rom the original on 5: ;ecem"er 1.55* Retrie#ed 1: ;ecem"er 1.55* ' 8Cat"ert sho9s tougher side to human resources8* ,ersonnel =oda$* ugust 2.( 1..3* Retrie#ed 1: ;ecem"er 1.55* ' +lrich( ;a#e (566?)* Human Resource Cham!ions* =he ne>t agenda %or adding #alue and deli#ering results* -oston( Mass*: Har#ard -usiness School ,ress* IS-N ./ :30:7/356/?* OC&C 273.76.7* ' =o9ers( ;a#id* 8Human Resource Management essa$s8* Retrie#ed 1..3/5./53* ' a " )onathan 4* ;e@ra%% (15 Fe"ruar$ 1.5.)* 8=he Changing 4n#ironment o% ,ro%essional HR ssociations8* Cornell HR Re#ie9* Retrie#ed 15 ;ecem"er 1.55* ' Wright( ,atrick* 8=he 1.55 CHRO Challenge: -uilding Organizational( Functional( and ,ersonal =alent8* Cornell Center %or d#anced Human Resource Studies (C HRS)* Retrie#ed 2 Se!tem"er 1.55* ' Conat$( -ill( and Ram Charan (1.55)* =he =alent Masters: Wh$ Smart &eaders ,ut ,eo!le -e%ore Num"ers* Cro9n ,u"lishing @rou!* IS-N 63:/./2.3/7?.1?/7*

' 8Human Resources( =raining( and &a"or Relations Managers and S!ecialists8* +*S* -ureau o% &a"or Statistics* 1.55* Retrie#ed 12 ;ecem"er 1.55* ' 8Human Resources Manager8* CNN Mone$* 1..?* Retrie#ed 12 ;ecem"er 1.55* ' 8Human Resources Manager8* CNN Mone$* 1..6* Retrie#ed 12 ;ecem"er 1.55* ' 8=o9ers Watson 4>ecuti#es See @ro9th head For Merged Firms8* Work%orce Management* 1..3* Retrie#ed )anuar$ 52( 1.5.* ' 8HR consultant8* CNN Mone$* Retrie#ed 12 ;ecem"er 1.55* ' 8 "out Cornell I&R8* Cornell +ni#ersit$ School o% Industrial and &a"or Relations* Retrie#ed 12 ugust 1..6* ' 8HR @raduate ,rogram Rankings8* HR ,atriot* 1..6/.7/1?* Retrie#ed 1.5./ .3/.0* ' SHRM We"site: "out SHRM ' 8 "out IOR8* Institute o% Recruiters (IOR)* Retrie#ed 11 ;ecem"er 1.55* AhideB # t e Management Outline o% "usiness management Inde> o% management articles Manager Management "ranches Finance Human resources In%ormation technolog$ Marketing O!erationsC!roduction Strateg$ Other Management areas ccounting ssociation Ca!a"ilit$ Change Communication Con%lict Construction

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ssociation o% =echnolog$( Management( and !!lied 4ngineering !!lied engineering -usiness school Chartered Management Institute ;ecision making st$les Organization de#elo!ment Organizational studies Social entre!reneurshi! Forecasting &eadershi! rticles dhocrac$ dministration Certi%ied -usiness Manager Colla"oration Colla"orati#e method Cor!orate go#ernance ;ecision Making 4ngineering management 4#idence/"ased management 4>ecuti#e ,a$ Forecasting Futures studies @ro9th Dno9ledge #isualization &eadershi! Management consulting Management control Management c$"ernetics Management de#elo!ment Management %ad Managerial ,s$cholog$ Management science Management st$les Management s$stem Managerialism Micromanagement Macromanagement Middle management Music management Organizational "eha#ior management Organizational studies ,h$sical Internet ,redicti#e anal$tics

=eam "uilding Scienti%ic management Senior management Social entre!reneurshi! Girtual management Williamson<s Model o% Managerial ;iscretion ,eter ;rucker<s management "$ o"Eecti#es 4li$ahu M* @oldratt<s =heor$ o% constraints ,oint$ Haired -oss ,ortal S$stems science !ortal H Categories: Human resource management South9est irlines 1..1: n Industr$ +nder Siege Harvard Business School: 9-803-133 4>ecuti#e Summar$ Southwest Airlines in 2002 faced a serious of im ortant mana!ement decisions after the 9"11 tra!ed# in order to continue the record $rea%in! com an# !rowth that Southwest had e& erienced since the 19'0(s) Southwest Airlines revolutioni*ed the airline industr# with what is %nown as the Southwest +ffect: low cost fares, oint-to- oint service, -10 minute turnaround. and an en/o#a$le friendl# atmos here) After the Airline 0ere!ulation Act of 19'8, Southwest ado ted a olit# that irre!ardless of the rofita$ilit# of e& ansion o ortunities, the com an# wanted to commit to a mana!ea$le annual !rowth rate of a$out 10-112) 3he followin! 4uestions and discussion will address the historical challen!es of Southwest airlines, the direction the com an# contem lated in 2002, and a $rief loo% at the challen!es of toda#) 5)* What is the com!etiti#e "usiness en#ironment 3he airline industr# has alwa#s $een com etitive) 5n an anal#sis of the most rofita$l# investments as er our class discussion, sur risin!l#, airlines come in at the lowest return on each dollar invested at around 2)12) Southwest Airlines e& erienced 30 consecutive #ears of rofit a mere two #ears after it(s foundin! in 19'1) 6an# air orts $e!an re4uestin! Southwest service for their assen!ers, $ut throu!hout Southwest(s e& ansion, the com an# aimed to maintain a mana!ea$le !rowth rate and focus on their core com etencies of low rice fares that would com ete with the cost of drivin! to the destination) 5n the mid 1990(s, the ma/or carriers entered into rice wars to undercut com etition) Althou!h, these dealin!s did affect Southwest(s $ottom line, Southwest still

mana!e to continue to turn a rofit and e& and due to their e& ansion into a reservation s#stem and their commitment to a culture and e& erience that assen!ers were drawn to) 1)* What is the com!etiti#e ad#antage that the com!an$ o"tained as discussed in the caseI Southwest Airlines com 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 miss their fli!ht, the# will $e automaticall# $oo%ed onto another fli!ht) Secondl#, Southwest strate!icall# secured routes throu!h secondar# air orts which !enerall# had lower fi&ed costs for the airlines and less con!estions for assen!ers ease) 8inall#, Southwest focused on 4uic%, relia$le turnaround time usin! onl# one version of aircraft, allowin! for familiarit# amon! staff and !reater efficienc# in turnaround) 9assen!ers were not assi!ned seats, sim l# $oardin! sections, which allowed for assen!er loadin! to $e conducted more efficientl#) 3he traditional airline model is the Hu$ and S o%e model, which in essence ta%es most assen!ers from the ori!ination, throu!h the hu$, and then transfers them to their destination) Southwest(s oint to oint s#stem was more relia$le $ecause it did not de end on the on time arrival of an earlier fli!ht for de arture) Southwest also im lemented the first and most sim listic fre4uent-flier ro!ram: urchase ei!ht fli!hts and !et one free) Southwest(s initiall# connected with four com uter reservation and tic%etin! s#stems and also the owerful SAB:+ s#stem) 3his allowed travel a!ents to view fli!ht information and even rint tic%ets) 5n 1994, Southwest was onl# connected throu!h the SAB:+ s#stems which ushed Southwest to develo the -tic%etless. travel ro!ram as well as Southwest)com) 2)* What strateg$ andCor model 9as used or im!lemented in this caseI -argaining !o9er o% "u$ers 9orter(s 1 ;om etitive 8orces 6odel =hrea ts South9est #s* ll other irlines =hreat o% su"stitute

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Southwest airlines does stru!!le a!ainst the threat of su$stitutes much li%e an# other airline and in this case the threat of su$stitutes is the decision to use an alternate form 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= consumers tend to switch to a su$stitute or chose not to travel in the first lace) Southwest(s $est defense is a stron! 9: cam ai!n, which we saw after 9"11 when the com an# launched ads sa#in! that when America is read# to fl# a!ain, Southwest will $e there)

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