Subject category:
Human Resource Management / Organisational Behaviour
Published by:
Harvard Business Publishing
Version: 31 August 1992
Length: 13 pages
Data source: Field research
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Abstract
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.
Location:
Industry:
Size:
Large, USD9 billion revenues
Other setting(s):
1983-1990
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 31 August 1992
Length: 12 pages
Data source: Field research
About
Abstract
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.
Settings
Location:
Industry:
Size:
Large, USD9 billion revenues
Other setting(s):
1983-1990
Related
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 31 August 1992
Length: 12 pages
Data source: Field research