TAM CASE Implications of the Theory of Human Relations Carefully directed by Commander Rolim until his death, TAM was considered company of the year by Exame magazine. The most outstanding quality of the TAM is its informality. The identity of the company is confused with that of its president, as if he were piloting the plane in each of the cockpits. It is a customer-oriented company with its own culture: the TAM style of flying and touching the company. The newspaper receives 500 resumes from. The art of charming the client is the combination of a culture of informality and monastic discipline. The informality in the TAM dates back to the first experiences of Commander Rolim, who was in direct contact with his passengers for several decades when he was an Aero Taxi pilot. Regarding personnel discipline, TAM conducted a scientific study of all stages of the customer's relationship with the company from the moment he makes the decision to travel. It was discovered that 16 contacts are made, on average, between when you make the call to book your ticket and when you claim your luggage at the destination airport. TAM then sought to guarantee an adequate level of satisfaction in each of the customer's contacts with the company to guarantee excellent service and satisfaction.

Questions 1. How would you characterize TAM as an informal and open company? 2. In an industry as competitive as commercial aviation, what do you think of TAM's strategy to win over customers? 3. What aspects of this case are related to the Theory of Human Relations? 4. If, in general, employee satisfaction reduces turnover, why does turnover remain high at TAM?