certifications and training programs dealing with remuneration and work-life balance.

Other niche associations include the American Society for Training & Development and ecognition !rofessionals "nternational. !ublications Academic and practitioner publications dealing e#clusively with $ % &ornell $ eview $ 'aga(ine )S$ '* $uman esource 'anagement )+ohn ,iley & Sons* $uman esource 'anagement eview )-lsevier* "nternational +ournal of $uman esource 'anagement )Taylor & .rancis* !erspectives on ,ork )/- A* elated publications% Academy of 'anagement +ournal Academy of 'anagement eview Administrative Science 0uarterly )Samuel &urtis +ohnson 1raduate School of 'anagement* Organi(ation Science )"2.O 'S* See also ,ikimedia &ommons has media related to% $uman resources management Aspiration 'anagement Organi(ational behavior Organi(ational theory eferences /ibrary resources About $uman resource management esources in your library esources in other libraries 3 'erkle4 +udith A. 'anagement and "deology. 5niversity of &alifornia !ress. "S62 7-897-7:;:;-8. 3 'ayo4 -lton )<=>8*. ?$awthorne and the ,estern -lectric &ompany?. $arvard 6usiness School. etrieved 9@ December 97<<. 3 ?About &"!D?. &hartered "nstitute of !ersonnel and Development. etrieved 99 December 97<<. 3 ?About &ornell "/ ?. &ornell 5niversity School of "ndustrial and /abor elations. etrieved 97<7-7<-9=.

3 a b ?About S$ '?. Society for $uman esource 'anagement. etrieved 99 December 97<<. 3 OA6rien4 'ichael )October @4 977=*. ?$ As Take on The Office?. $uman esource -#ecutive Online. Archived from the original on <@ December 97<<. etrieved 9@ December 97<<. 3 ?&atbert shows tougher side to human resources?. !ersonnel Today. August :74 977;. etrieved 9@ December 97<<. 3 5lrich4 Dave )<==B*. $uman esource &hampions. The ne#t agenda for adding value and delivering results. 6oston4 'ass.% $arvard 6usiness School !ress. "S62 7@;8@>-;<=-B. O&/& :>;7>=7>. 3 Towers4 David. ?$uman esource 'anagement essays?. etrieved 977;-<7-<;. 3 a b +onathan -. De1raff )9< .ebruary 97<7*. ?The &hanging -nvironment of !rofessional $ Associations?. &ornell $ eview. etrieved 9< December 97<<. 3 ,right4 !atrick. ?The 97<< &$ O &hallenge% 6uilding Organi(ational4 .unctional4 and !ersonal Talent?. &ornell &enter for Advanced $uman esource Studies )&A$ S*. etrieved : September 97<<. 3 &onaty4 6ill4 and am &haran )97<<*. The Talent 'asters% ,hy Smart /eaders !ut !eople 6efore 2umbers. &rown !ublishing 1roup. "S62 =;@-7-:7;->B79B->. 3 ?$uman esources4 Training4 and /abor elations 'anagers and Specialists?. 5.S. 6ureau of /abor Statistics. 97<<. etrieved 9: December 97<<. 3 ?$uman esources 'anager?. &22 'oney. 977B. etrieved 9: December 97<<. 3 ?$uman esources 'anager?. &22 'oney. 977=. etrieved 9: December 97<<. 3 ?Towers ,atson -#ecutives See 1rowth Ahead .or 'erged .irms?. ,orkforce 'anagement. 977;. etrieved +anuary <:4 97<7. 3 ?$ consultant?. &22 'oney. etrieved 9: December 97<<. 3 ?About &ornell "/ ?. &ornell 5niversity School of "ndustrial and /abor elations. etrieved 9: August 977=. 3 ?$ 1raduate !rogram ankings?. $ !atriot. 977=-7>-9B. etrieved 97<77;-78. 3 S$ ' ,ebsite% About S$ ' 3 ?About "O ?. "nstitute of ecruiters )"O *. etrieved 99 December 97<<. ChideD v t e 'anagement Outline of business management "nde# of management articles 'anager

'anagement branches .inance $uman resources "nformation technology 'arketing OperationsEproduction Strategy Other 'anagement areas Accounting Association &apability &hange &ommunication &onflict &onstruction &ost &risis &ritical &ustomer relationship Distributed -arned value -ducational -ngineering -nvironmental .acility $ospital "nformation "nnovation "nterim "nventory Fnowledge /and /ogistics /ifecycle 'aterials Office !erception !ractice !rogram !roGect !rocess !erformance !roduct

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'anagement consulting 'anagement control 'anagement cybernetics 'anagement development 'anagement fad 'anagerial !sychology 'anagement science 'anagement styles 'anagement system 'anagerialism 'icromanagement 'acromanagement 'iddle management 'usic management Organi(ational behavior management Organi(ational studies !hysical "nternet !redictive analytics Team building Scientific management Senior management Social entrepreneurship Hirtual management ,illiamsonAs 'odel of 'anagerial Discretion !eter DruckerAs management by obGectives -liyahu '. 1oldrattAs Theory of constraints !ointy $aired 6oss !ortal Systems science portal I &ategories% $uman resource management Southwest Airlines 9779% An "ndustry 5nder Siege Harvard Business School: 9-803-133 -#ecutive Summary 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#) <*. ,hat is the competitive business environment 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) 9*. ,hat is the competitive advantage that the company obtained as discussed in the caseJ 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) :*. ,hat strategy andEor model was used or implemented in this caseJ

6argaining power of buyers

9orter(s 1 =om etitive 8orces 6odel Threa ts Southwest vs. All other Airlines

Threat of substitute

6argaining power of suppliers

Threat of new entrants 6argaining !ower

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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