The Corporate Culture Of The Air Travel Firm Ryanair

Many larger organizations have already achieved a mature stage in their organizational lifecycles and some are even in decline as their business models fail to keep pace with changes in an increasingly globalized marketplace. One larger organization that continues to grow using its original business model, though, is easyJet, which is already one of the largest low-fare air carriers in Europe and current signs indicate that the company will continue to grow its market in the future. To determine how easyJet has succeeded where others have failed, this paper examines the company's efforts in meeting the challenges with its initial launch, the company's early growth and the lessons learned from these experiences, as well as the acquisitions and mergers that have helped the company achieve its organizational goals. An examination of easyJet's organizational maturation status and how the company has differentiated its services is followed by a summary of the research and important findings in the conclusion.

This paper is to examine the key potential drivers within the present internal environment. Several models would be applied to support the answer and they are Stakeholder Power/Interest Matrix, Cultural Web, Resource audit, Value Chain, and threshold and core competences. With using Ryanair as an industrial example, this essay would talk about how important strengths and weaknesses are to be used in designing strategy.

The case study which I have decided to choose is Ryanair. The company began in 1985 by Christopher Ryan, Liam Lonergan and Tony Ryan the airline started with just 25 employees and 15 aircraft. In 1987 Ryanair purchased their first jet and began to fly to various destinations throughout Europe. In 1990 Ryanair accumulated losses of £20 Million and Michael O Leary was made Chief Executive of Ryanair. Michael O Leary wanted to make Ryanair a low cost airline which would provide cheap flights throughout Europe and use a low cost leadership strategy.

Bombardier Transportation had one main problem which is that there isn’t any specific and defined organizational structure. This situation was particularly a problem with Bombardier Transportation trying to merge with Adtranz. Establishing the corporate culture is the first step that needed to be taken

The strategic plan of Ryanair has been to establish itself as Europe’s leading low-fares airline.” Ryanair aims to offer low fares that generate increased passenger traffic while maintaining a continuous focus on cost-containment and operating efficiencies.” (www.ryanair.com)

This analysis will be considering Deal and Kennedy’s model of communication. This model argues that business success can be reached with the development of a “strong” culture. The development is defined by for key components; values, heroes, rights and rituals, and cultural network. (Millar, 2011) This analysis will discuss whether Quicken Loans corporate culture is something it has, or something

Before this chapter I thought organization’s culture was only internal and outside factors only affect the brand and sales of the company. But I have now learned a lot more about the

People are resistant to change. They fear uncertainty and loss of control (Kanter, 2012) therefore changing corporate culture can be a difficult and lengthy task. In Peter Bragman’s article, ‘A Good Way to Change a Corporate Culture’ he discusses how corporate culture begins with its ‘invisible culture’ – a companies deeper values held by organisation members – and to change, an organisation must first create new stories to instil new beliefs into the minds of employees.

The purpose of my assignment has been done in terms of strategic analysis, its formulation and implementation of Ryanair organization. The assignment is developed by three parts which includes variety of questions in the each part.

The corporate culture at easyJet is that of informality and adaptability. The company favors a flat hierarchy whereby the management work closely with those below them in the chain of command. Employees are given responsibility to make decisions themselves. This empowerment is not only eliminates wasteful layers, ensures any situation is dealt with as quickly bas possible but is also thought to increase employee motivation. (Maslow see appendix Fig.1). This type of adaptive corporate culture then links overall culture of "we're up for it" (http://www.opp.co.uk/solutions/consultancy/easyjet.asp) I feel that these points then go toward the

The aim of this report is to carry out a strategic analysis of Ryanair. This will involve investigating the organisation’s external environment, to identify opportunities and threats it might face, and its strategic capability, to isolate key strengths and any weaknesses that need dealing with. Finally, a SWOT analysis will be carried out to assess the extent to which Ryanair’s strategies are suitable to what is happening in its task environment.

case can be broken down by addressing the following list of questions which follow a

In this segment of the paper I will analyze the organizational culture of the Southwest Airlines

1. In-depth environmental analysis of the European Airline industry and discuss the implications for the budget sector and especially for Ryanair. 2. An integrated understanding of the functioning of a company – its human and technical operations, leadership, customer relationships and financial structure. 3. Implications of the internal functioning to create viable strategic positioning and discuss any changes to Ryanair’s approach to ensure an improved sustainability 4. Evaluate the strategic leadership style of Michael O’Leary

The purpose of this report is to comment at the first part how Ryanair achieve its competitive advantage through the RBV analysis (Barney,1991), the second part will assess its approach to the diversification through the Ansoff matrix , the third part will discuss the company’s organisational culture using the cultural web modeland last part its internationalization strategy.