Development and Recognition Professionals International.

Publications Academic and practitioner publications dealing exclusively with HR: ornell HR Review HR !aga"ine #$HR!% Human Resource !anagement #&ohn 'iley ( $ons% Human Resource !anagement Review #)lsevier% International &ournal of Human Resource !anagement #*aylor ( +rancis% Perspectives on 'or, #-)RA% Related publications: Academy of !anagement &ournal Academy of !anagement Review Administrative $cience .uarterly #$amuel urtis &ohnson /raduate $chool of !anagement% 0rgani"ation $cience #I1+0R!$% $ee also 'i,imedia ommons has media related to: Human resources management Aspiration !anagement 0rgani"ational behavior 0rgani"ational theory References -ibrary resources About Human resource management Resources in your library Resources in other libraries 2 !er,le3 &udith A. !anagement and Ideology. 4niversity of alifornia Press. I$51 6789676:;:;78. 2 !ayo3 )lton #<=>8%. ?Hawthorne and the 'estern )lectric ompany?. Harvard 5usiness $chool. Retrieved 9@ December 96<<. 2 ?About IPD?. hartered Institute of Personnel and Development. Retrieved 99 December 96<<. 2 ?About ornell I-R?. ornell 4niversity $chool of Industrial and -abor Relations. Retrieved 96<676<79=. 2 a b ?About $HR!?. $ociety for Human Resource !anagement. Retrieved 99 December 96<<.

2 0A5rien3 !ichael #0ctober @3 966=%. ?HRAs *a,e on *he 0ffice?. Human Resource )xecutive 0nline. Archived from the original on <@ December 96<<. Retrieved 9@ December 96<<. 2 ? atbert shows tougher side to human resources?. Personnel *oday. August :63 966;. Retrieved 9@ December 96<<. 2 4lrich3 Dave #<==B%. Human Resource hampions. *he next agenda for adding value and delivering results. 5oston3 !ass.: Harvard 5usiness $chool Press. I$51 67 @;8@>7;<=7B. 0 - :>;6>=6>. 2 *owers3 David. ?Human Resource !anagement essays?. Retrieved 966;7<67<;. 2 a b &onathan ). De/raff #9< +ebruary 96<6%. ?*he hanging )nvironment of Professional HR Associations?. ornell HR Review. Retrieved 9< December 96<<. 2 'right3 Patric,. ?*he 96<< HR0 hallenge: 5uilding 0rgani"ational3 +unctional3 and Personal *alent?. ornell enter for Advanced Human Resource $tudies # AHR$%. Retrieved : $eptember 96<<. 2 onaty3 5ill3 and Ram haran #96<<%. *he *alent !asters: 'hy $mart -eaders Put People 5efore 1umbers. rown Publishing /roup. I$51 =;@767:6;7>B69B7>. 2 ?Human Resources3 *raining3 and -abor Relations !anagers and $pecialists?. 4.$. 5ureau of -abor $tatistics. 96<<. Retrieved 9: December 96<<. 2 ?Human Resources !anager?. 11 !oney. 966B. Retrieved 9: December 96<<. 2 ?Human Resources !anager?. 11 !oney. 966=. Retrieved 9: December 96<<. 2 ?*owers 'atson )xecutives $ee /rowth Ahead +or !erged +irms?. 'or,force !anagement. 966;. Retrieved &anuary <:3 96<6. 2 ?HR consultant?. 11 !oney. Retrieved 9: December 96<<. 2 ?About ornell I-R?. ornell 4niversity $chool of Industrial and -abor Relations. Retrieved 9: August 966=. 2 ?HR /raduate Program Ran,ings?. HR Patriot. 966=76>79B. Retrieved 96<67 6;768. 2 $HR! 'ebsite: About $HR! 2 ?About I0R?. Institute of Recruiters #I0R%. Retrieved 99 December 96<<. ChideD v t e !anagement 0utline of business management Index of management articles !anager !anagement branches

+inance Human resources Information technology !ar,eting 0perationsEproduction $trategy 0ther !anagement areas Accounting Association apability hange ommunication onflict onstruction ost risis ritical ustomer relationship Distributed )arned value )ducational )ngineering )nvironmental +acility Hospital Information Innovation Interim Inventory Fnowledge -and -ogistics -ifecycle !aterials 0ffice Perception Practice Program ProGect Process Performance Product Public administration

.uality Records Resource Restaurant Ris, $,ills $trategic $tress $upply chain $ystems *alent *ime *echnology !anagement7related topics Association of *echnology3 !anagement3 and Applied )ngineering Applied engineering 5usiness school hartered !anagement Institute Decision ma,ing styles 0rgani"ation development 0rgani"ational studies $ocial entrepreneurship +orecasting -eadership Articles Adhocracy Administration ertified 5usiness !anager ollaboration ollaborative method orporate governance Decision !a,ing )ngineering management )vidence7based management )xecutive Pay +orecasting +utures studies /rowth Fnowledge visuali"ation -eadership !anagement consulting !anagement control

!anagement cybernetics !anagement development !anagement fad !anagerial Psychology !anagement science !anagement styles !anagement system !anagerialism !icromanagement !acromanagement !iddle management !usic management 0rgani"ational behavior management 0rgani"ational studies Physical Internet Predictive analytics *eam building $cientific management $enior management $ocial entrepreneurship Hirtual management 'illiamsonAs !odel of !anagerial Discretion Peter Druc,erAs management by obGectives )liyahu !. /oldrattAs *heory of constraints Pointy Haired 5oss Portal $ystems science portal I ategories: Human resource management $outhwest Airlines 9669: An Industry 4nder $iege Harvard Business School: 9-803-133 )xecutive $ummary 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

5argaining power of buyers

9orter(s 1 =om etitive 8orces 6odel *hrea ts $outhwest vs. All other Airlines

*hreat of substitute

5argaining power of suppliers

*hreat of new entrants 5argaining Power

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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