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By Lawrence F. Lamb, Kathy Brittain McKee

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Additional resources for Applied Public Relations: Cases in Stakeholder Management (Lea's Communication Series)

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He was taken to the hospital where he was admitted with antibiotic therapy and put on a ventilator. He died 6 hours after arriving. The Service Responds in Washington, DC The USPS then responded by first shutting down the facilities from where the letters had been delivered. They were to remain shut for months. The Brentwood facility was then purged by pumping chlorine dioxide gas into the building, which had been completely sealed. After 24 hours, the gas was purged and the building again cleaned.

Cutting jobs should be the last thing a company does rather than the first thing. Yet, Southwest could not adopt a business-as-usual attitude. No one knew when—or even if—fearful passengers would begin using air travel as they had before the attacks. Mr. Parker said, "We did declare an immediate hiring freeze and cut capital spending across the board. We halted discretionary projects, including the expansion of our headquarters building. " Southwest Airlines completed 30 consecutive years of profitable operations and earned employee loyalty with a policy of no layoffs.

Information for this case came from the following: Clayborn, Sam, "UPS vs. , & Hoover, K. (19 August 1997), "UPS, Teamsters reach a deal," The San Francisco Chronicle, p. A1; Gluckman, A. (21 November 1997), "A contract worth fighting for," Dollars & Sense, p. 10; Grossman, R. J. (September 1998). "Trying to heal the wounds," HRMagazine, 43(10), 85-92; Harrington, L. H. (March 2002), "High-stakes poker: UPS-Teamsters master contract negotiations are under way," Transportation & Distribution, 43(3), 37; Hirschman, D.

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