Week 16 Case Study1-Ryan Air Case Study2-Robert Owen

Case Study1-Ryan Air

1) What functions is Ryan Air performing?

- The function that Ryan Air is performing are:

• Europe's leading low cost airline.
• To serve a group of flyers who wanted functional and efficient services rather than Luxury.
• Offering a cargo services.
• Opened new route between Dublin and continental Europe.
• Opened Ryanair.com, a booking site.
• Its competitors is Aer Lingus.

2) What did 'management' contribute to growth of the airline?

- The 'management' contributed following to growth of the airline:

• Managers were quick to spot the potential of the Internet, and in 2000 opened Ryanair.com, a booking site.
• Also made a long-term deal with Boeing to purchases 150 new air crafts over the next eight years.
• In 1991 senior managers decided to focus the airline as a 'no-frills' operator, in which many traditional features of air travel (free food, drink, newspaper and allocated seats) were no longer available.

3) Identify three points at which managers changed what the organization does and how it works?

- 3 points at which managers changed what the organizations does and how it works are as follows:

• The Gulf War in1990 discouraged people from traveling by air, caused financial problem for the company so, the senior manager decided to focus the airlines as a no-frills' operator, in which many traditional features of air travel (free food, drink, newspaper and allocated seats) were no longer available.
• In 1997 changes in European Union regulations enabled new airlines to enter markets previously dominated by establishing national carriers such as Air France and British Airways. Ryan Air quickly took advantage of this, opening new routes between Dublin and continential Europe.
• Managers were quick to spot the potential of the Internet and in 2000 opened Ryanair.com, a booking site.

Case Study2-Robert Owen

1) What management issues was Owen dealing with a New Lanark?

- The management issues that Owen was Dealing was daily and weekly measurements of stocks, output and productivity, a system of labour costing and measure of work in progress. He used a novel control technique: a four-sided piece of wood with a different colour on each side, hung beside every workers. He also had to deal with slack managers who had tolerated widespread theft and embezzlement/misappropriation, immorality and drunkness. He introduced social innovations: a store at which employees could buy goods more cheaply than elsewhere and a school that looked after children from the age of 1 enabling their mother to work in the mills.

2) What assumptions guided his Management practices?

- The assumptions that guided his management practices did not approve of employing children in them, production control techniques, most adult employees, at that stage of Industrial Revolution, had no experience of factory work, or of living in a large community such as New Lanark, slack managers.