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Provide a short summary of the attached paper on Ryanair.
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Ryanair is Europe’s biggest airline company. The company was incorporated in 1985 and
has been operational ever since. Low fare rates have steered the company's growth and its fare rate
is the most economical by any passenger carrier airline in Europe. Furthermore, Ryanair is the
most dynamic and successful and also the best in customer service (O’Connell and Williams,
2005). The company has an annual growth rate of 20 since 1991 and has currently filed a market
capitalization of $5 billion. The company has more than 1800 daily flights and carries over 131
million passengers per a year to over 200 destinations in more than 33 countries in the world
(Casadesus-Masanell and Ricart, 2010). The company also has a fleet of over 400 Boeing 737
aircrafts. This fleet has enabled Ryanair to grow traffic while reducing fare rates. Ryanair has a
workforce of more than 12,000 skilled aviation professionals who have ensured its performance
are on time. The airline also maintains a 32-year safety record.
The company has a strategic growth plan, and has enhanced its lowest fare/lowest cost
model, more business schedules and expanded into more primary airports. The company has also
relentlessly improved its customer service delivery portal by launching the “Always Getting
Better” program. The company even has ventured into car hire services. It’s CEO, Michael
O’Leary, has always talked about its ambition to be the world’s biggest airline. He spoke of the
company’s plan to buy 175 new Boeing 737 aircrafts in a bid to increase its market share
(YouTube, 2013). These new planes are to be deployed across Europe as the company seeks to
operate in new primary airports. The firm prefers Boeing aircrafts compared to other planes due
to its extra seats. This ensures the company benefits from unit cost per price advantage in its quest
for growth (Malighetti, Paleari, and Rodondi, 2009). O’Leary’s expansion of the airline to be the
largest in the world is beneficial especially in attracting new markets. By increasing its fleets, the
company will be able to increase its daily flights and covering more primary airports henceforth
increasing its customer. These plans will help sustain its objective of ensuring low fare rates for
its customers.
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CompetencyAnalyze leadership and management roles in change managementEvaluate different change management models.Examine various roles in change management.Analyze methods for understanding and mapping change in an organization.Critique strategies for removing barriers to change.Examine leadership's role in executing successful change.InstructionsDelta Pacific Case StudyYou serve as the change leader for Delta Pacific Company (DPC). Up until this point, the organizational culture has been one of a traditional culture as the company had a manufacturing environment. DPC has undergone an extensive change from manufacturing to consulting, including new employee roles and responsibilities, training, and resources. However, there have been organizational barriers and employee resistances to the changes, resulting in a declining profitability. You have decided to design a Change Leadership Strategy plan to present to the leaders of DPC to meet their goal of changing the culture from the more traditional manufacturing environment to one of a contemporary consulting environment. To complete your Leading Change Plan, please include the following:An APA-formatted title page.Breakdown of the current issues that Delta Pacific are facing.Analyzation of change leadership strategy to be implemented.Classify what type of leader mindset is needed to create a new environment.Compare and contrast advantages and disadvantages of two popular change models. Include at least three similarities and three differences. Choose the one that you feel best compliments your strategy .Explain how the change model you decided to use will ensure the most effective and efficient process of changing an organizational culture.Construct a leadership team.Explain the importance of the leader's position within each area of the change plan. Include examples of what the leaders should expect during the change process.Continue with your plan to explain at least two specific organizational barriers and at least two specific employee resistance behaviors that are most likely to occur during an organizational culture change.Design strategies to combat those barriers and resistance behaviors.Discuss the behaviors that DPC's leaders need to exhibit to ensure a positive and successful cultural shift for the long-term.Include the top mistakes leaders make during an organizational culture change and your recommendations to avoid those mistakes (module 6).Please include an APA-formatted reference page to document the sources used for your research. Make sure that your sources are credible.Project Case Study: A New Direction for Delta PacificIntroductionIn a global business environment where organizations can no longer rely on traditional factors that historically lead to a competitive advantage such as access to proprietary technology, exclusive rights to raw materials, or proximity to customers and markets, many organizations have re-structured to capitalize on new success factors. In the United States that has resulted in a shift in many cases from product or service-based businesses to knowledge-based businesses (OECD, 1996; Powell & Snellman, 2004). Powell & Snellman (2004) define the key components of a knowledge economy as. .a greater reliance on intellectual capabilities than on physical inputs or natural resources." (p. 201). This case presents the challenges facing an organization as it transitions from its traditional business model to one that incorporates greater reliance on the knowledge of its workforce. The focus of this case is on the role of the organizational behavioral system in facilitating a successful transition to the new corporate strategy.The Case ScenarioThe Delta Pacific Company (DPC) has a long history of success. The company has been at the fore front in the development of information technology since the 1970s and led the market in technology development, manufacturing and sales throughout the 1980s to the mid-1990s. DPC was a success story. They consistently met or exceeded their profit targets, successfully integrated new technology into their products, and they were considered one of the best employers in the country. With generous benefit packages, a high quality of work life, industry leading salaries, and a corporate culture that considered its employees to be part of a family, potential employees were lined up for opportunities to join DPC.However, with the advent of globalization, freer trade, and low cost overseas labor, DPC found itself slowly losing market share for its primary product: computer hardware. DPC had prided itself on producing and selling the best products and training its sales force to develop long term relationships with clients that brought them back year in and year out for DPC's technology. Along with hardware, DPC also sold service contracts and training classes for the end users of their products. By the late 1990s it became clear to the leadership at DPC that they could no longer compete with less expensive products being produced overseas. At one time they could sell their higher priced goods on the premise that they were of higher quality, but that was no longer the case. Foreign-made products were now being produced to match or even surpass the quality standards set by DPC. However, conversations between sales representatives and their clients did indicate one thing: the clients valued the personal interaction they had with the sales reps and the personalized advice that they could provide to their clients to help them to reach their goals. DPC recognized that they needed to make a change and they believed they had a new vision for their company.As they entered the 21st century DPC moved away from hardware solutions to business challenges and shifted instead towards knowledge-based solutions. Rather than selling equipment, DPC began to market the extensive knowledge of their workforce. DPC would no longer sell the equipment; they would instead provide integrated knowledge-based solutions to information management problems. Essentially they would become a consulting firm that would assist their clients to set up systems that would facilitate information management. But now their solutions would go beyond hardware and encompass software, organizational design, data collection management, work flow and overall information management re-engineering. Sales reps underwent significant training to prepare them for their new roles. However, the redesigned jobs were not a good fit for all of the sales reps. some moved on to other types of positions within the company, but others left to pursue opportunities elsewhere.As expected, profitability declined during the initial introduction of this new organization mission as employees became accustomed to their new roles. Due to the time taken to train employees, they were spending less time in the field with their clients generating revenue and more time in the classroom being oriented to their new roles. However, the decline persisted much longer than anticipated and the company's leadership team, board of directors and the shareholders were growing impatient with the slow returns. It became increasingly apparent that while the training, resources, and equipment were in place, significant changes in the organizational behavior system at DPC were necessary to ensure long term success.
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I am not interested in fully formed answers. I will be writing everything myself, but I am a little lost on finding where the answers are. I am hoping you can give me some basic information to help me find the information I need to write my portfolio. This is 1 of 4 fact patterns that I have, I am hoping to take the results of this one and extrapolate it out to the following. Thanks very much for your help!Fact Pattern A: John and the Food Stamps John was a divorced father of four. He made a lot of poor business choices, and as a result, he ended up losing his business. Further, creditors sought payment from loans he had taken out when his business was running. They won judgments against him in amounts over $190,000. He was working as an admissions counselor at a small community college when his checks started being garnished. He decided instead to enroll in school and stop working. He thought he could get money from federal grants in his role as a student to live on. He did get some money, but it wasn’t enough to pay his bills. Instead, he decided to try to get some welfare aid, including food stamps and money from the state he lived in. His custody agreement permitted him to have his kids every weekend. However, in filling out the government welfare forms, he claimed he had full custody of his children. This allowed him to receive more aid in food stamps and other monetary funds from the state, since it was for five people instead of one. After doing this for a year, he started to get nervous he would be uncovered. He decided to seek full custody of his children from their mother. During the process, mother’s attorney discovered John was claiming the children as his dependents when they were not living with him. Attorney reported him to State Agency. State Agency contacted John, and he stated again that children were living with him full- time. He signed a legal document stating the same. State Agency turned the matter over to State Police. On Thursday afternoon, police went to John’s house, where he was outside reading a book. Police began to ask John questions, including where the children were. Unaware what they were investigating, John answered, “They are at their mother’s.” Officer Smith asked John who had custody of the children. John stated, “Their mother does.” These statements were used against him in a criminal welfare fraud trial. (1) What are the elements of the crime the prosecution must prove?(2) What violations of criminal procedure by law enforcement, if any, occurred?(3) If you are called as an expert witness in this case in your capacity as a fraud examiner, what would you focus on to support the prosecution?(4) What would you say if you were called to support the defense(5) Indicate what additional investigation and research you might need to do.(6) Indicate what qualifications you would need to have to qualify as an expert witness(7) The prosecution calls John’s ex-wife to discuss her knowledge of John’s finances. The prosecution also raises questions about John’s finances while the two were married.The prosecution calls the ex-wife’s attorney and asks him why he decided to report John to State Agency. Attorney testifies he heard “through the grapevine” that John had been claiming he had the kids full-time.Rely on the entire Fact Pattern and any new facts introduced in directions here. What rules from the Federal Rules of Evidence will apply in this case?
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CompetencyAnalyze leadership and management roles in change managementEvaluate different change management models.Examine ...
I need help writing this paper
CompetencyAnalyze leadership and management roles in change managementEvaluate different change management models.Examine various roles in change management.Analyze methods for understanding and mapping change in an organization.Critique strategies for removing barriers to change.Examine leadership's role in executing successful change.InstructionsDelta Pacific Case StudyYou serve as the change leader for Delta Pacific Company (DPC). Up until this point, the organizational culture has been one of a traditional culture as the company had a manufacturing environment. DPC has undergone an extensive change from manufacturing to consulting, including new employee roles and responsibilities, training, and resources. However, there have been organizational barriers and employee resistances to the changes, resulting in a declining profitability. You have decided to design a Change Leadership Strategy plan to present to the leaders of DPC to meet their goal of changing the culture from the more traditional manufacturing environment to one of a contemporary consulting environment. To complete your Leading Change Plan, please include the following:An APA-formatted title page.Breakdown of the current issues that Delta Pacific are facing.Analyzation of change leadership strategy to be implemented.Classify what type of leader mindset is needed to create a new environment.Compare and contrast advantages and disadvantages of two popular change models. Include at least three similarities and three differences. Choose the one that you feel best compliments your strategy .Explain how the change model you decided to use will ensure the most effective and efficient process of changing an organizational culture.Construct a leadership team.Explain the importance of the leader's position within each area of the change plan. Include examples of what the leaders should expect during the change process.Continue with your plan to explain at least two specific organizational barriers and at least two specific employee resistance behaviors that are most likely to occur during an organizational culture change.Design strategies to combat those barriers and resistance behaviors.Discuss the behaviors that DPC's leaders need to exhibit to ensure a positive and successful cultural shift for the long-term.Include the top mistakes leaders make during an organizational culture change and your recommendations to avoid those mistakes (module 6).Please include an APA-formatted reference page to document the sources used for your research. Make sure that your sources are credible.Project Case Study: A New Direction for Delta PacificIntroductionIn a global business environment where organizations can no longer rely on traditional factors that historically lead to a competitive advantage such as access to proprietary technology, exclusive rights to raw materials, or proximity to customers and markets, many organizations have re-structured to capitalize on new success factors. In the United States that has resulted in a shift in many cases from product or service-based businesses to knowledge-based businesses (OECD, 1996; Powell & Snellman, 2004). Powell & Snellman (2004) define the key components of a knowledge economy as. .a greater reliance on intellectual capabilities than on physical inputs or natural resources." (p. 201). This case presents the challenges facing an organization as it transitions from its traditional business model to one that incorporates greater reliance on the knowledge of its workforce. The focus of this case is on the role of the organizational behavioral system in facilitating a successful transition to the new corporate strategy.The Case ScenarioThe Delta Pacific Company (DPC) has a long history of success. The company has been at the fore front in the development of information technology since the 1970s and led the market in technology development, manufacturing and sales throughout the 1980s to the mid-1990s. DPC was a success story. They consistently met or exceeded their profit targets, successfully integrated new technology into their products, and they were considered one of the best employers in the country. With generous benefit packages, a high quality of work life, industry leading salaries, and a corporate culture that considered its employees to be part of a family, potential employees were lined up for opportunities to join DPC.However, with the advent of globalization, freer trade, and low cost overseas labor, DPC found itself slowly losing market share for its primary product: computer hardware. DPC had prided itself on producing and selling the best products and training its sales force to develop long term relationships with clients that brought them back year in and year out for DPC's technology. Along with hardware, DPC also sold service contracts and training classes for the end users of their products. By the late 1990s it became clear to the leadership at DPC that they could no longer compete with less expensive products being produced overseas. At one time they could sell their higher priced goods on the premise that they were of higher quality, but that was no longer the case. Foreign-made products were now being produced to match or even surpass the quality standards set by DPC. However, conversations between sales representatives and their clients did indicate one thing: the clients valued the personal interaction they had with the sales reps and the personalized advice that they could provide to their clients to help them to reach their goals. DPC recognized that they needed to make a change and they believed they had a new vision for their company.As they entered the 21st century DPC moved away from hardware solutions to business challenges and shifted instead towards knowledge-based solutions. Rather than selling equipment, DPC began to market the extensive knowledge of their workforce. DPC would no longer sell the equipment; they would instead provide integrated knowledge-based solutions to information management problems. Essentially they would become a consulting firm that would assist their clients to set up systems that would facilitate information management. But now their solutions would go beyond hardware and encompass software, organizational design, data collection management, work flow and overall information management re-engineering. Sales reps underwent significant training to prepare them for their new roles. However, the redesigned jobs were not a good fit for all of the sales reps. some moved on to other types of positions within the company, but others left to pursue opportunities elsewhere.As expected, profitability declined during the initial introduction of this new organization mission as employees became accustomed to their new roles. Due to the time taken to train employees, they were spending less time in the field with their clients generating revenue and more time in the classroom being oriented to their new roles. However, the decline persisted much longer than anticipated and the company's leadership team, board of directors and the shareholders were growing impatient with the slow returns. It became increasingly apparent that while the training, resources, and equipment were in place, significant changes in the organizational behavior system at DPC were necessary to ensure long term success.
4 pages
Marketing Strategies 2
The Assignment must be submitted on Blackboard (WORD format only) via allocated Students are advised to make their work cl ...
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BUS 475 University of Phoenix Wk 4 Netflix Project Plan Case Study
A project plan is based on research and organizational goals. To see an exemplar project plan, review the Project Plan ...
BUS 475 University of Phoenix Wk 4 Netflix Project Plan Case Study
A project plan is based on research and organizational goals. To see an exemplar project plan, review the Project Plan Example.Use the Project Plan Template and the business needs identified in your Week 3 Balanced Scorecard to:Develop the project objectives.Explain what operational steps will be taken to achieve your stated objectives.Identify the responsible person(s) for each operational step.Outline a timeline for each operational step.Justify the choices you made in your project plan in a 525- to 700-word response on the Project Plan Template.Note: Review Strategic Management-8 Most Popular Cases in Connect. Access the case studies from the folder on the main course page in Blackboard.Cite any sources according to APA guidelines. Compose a paper in APA format containing your project plan and your analysis.Submit your paper.ResourcesCenter for Writing ExcellenceReference and Citation GeneratorGrammar and Writing GuidesCopyright 2020 by University of Phoenix. All rights reserved.Use this space to build your submission.You can add text, images, and files.Add ContentDetails & Information
What are the answers to the following questions regarding a fact pattern?
I am not interested in fully formed answers. I will be writing everything myself, but I am a little lost on finding where ...
What are the answers to the following questions regarding a fact pattern?
I am not interested in fully formed answers. I will be writing everything myself, but I am a little lost on finding where the answers are. I am hoping you can give me some basic information to help me find the information I need to write my portfolio. This is 1 of 4 fact patterns that I have, I am hoping to take the results of this one and extrapolate it out to the following. Thanks very much for your help!Fact Pattern A: John and the Food Stamps John was a divorced father of four. He made a lot of poor business choices, and as a result, he ended up losing his business. Further, creditors sought payment from loans he had taken out when his business was running. They won judgments against him in amounts over $190,000. He was working as an admissions counselor at a small community college when his checks started being garnished. He decided instead to enroll in school and stop working. He thought he could get money from federal grants in his role as a student to live on. He did get some money, but it wasn’t enough to pay his bills. Instead, he decided to try to get some welfare aid, including food stamps and money from the state he lived in. His custody agreement permitted him to have his kids every weekend. However, in filling out the government welfare forms, he claimed he had full custody of his children. This allowed him to receive more aid in food stamps and other monetary funds from the state, since it was for five people instead of one. After doing this for a year, he started to get nervous he would be uncovered. He decided to seek full custody of his children from their mother. During the process, mother’s attorney discovered John was claiming the children as his dependents when they were not living with him. Attorney reported him to State Agency. State Agency contacted John, and he stated again that children were living with him full- time. He signed a legal document stating the same. State Agency turned the matter over to State Police. On Thursday afternoon, police went to John’s house, where he was outside reading a book. Police began to ask John questions, including where the children were. Unaware what they were investigating, John answered, “They are at their mother’s.” Officer Smith asked John who had custody of the children. John stated, “Their mother does.” These statements were used against him in a criminal welfare fraud trial. (1) What are the elements of the crime the prosecution must prove?(2) What violations of criminal procedure by law enforcement, if any, occurred?(3) If you are called as an expert witness in this case in your capacity as a fraud examiner, what would you focus on to support the prosecution?(4) What would you say if you were called to support the defense(5) Indicate what additional investigation and research you might need to do.(6) Indicate what qualifications you would need to have to qualify as an expert witness(7) The prosecution calls John’s ex-wife to discuss her knowledge of John’s finances. The prosecution also raises questions about John’s finances while the two were married.The prosecution calls the ex-wife’s attorney and asks him why he decided to report John to State Agency. Attorney testifies he heard “through the grapevine” that John had been claiming he had the kids full-time.Rely on the entire Fact Pattern and any new facts introduced in directions here. What rules from the Federal Rules of Evidence will apply in this case?
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Select an active bill at the state or federal level that impacts the professional practice of nursing. In a 3-4 page paper ...
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Select an active bill at the state or federal level that impacts the professional practice of nursing. In a 3-4 page paper (excluding the title and reference pages), summarize the provisions of the bill and clearly explain what the bill will accomplish. The paper should be no more than 4 pages, typed in Times New Roman using 12-point font, and double-spaced with 1" margins. Your review of a bill paper should: -Discuss the major provisions of the bill. -Demonstrate an in-depth understanding of the legislation by explaining the background and all relevant facts. -Discuss any relevant history related to the legislation, pertinent votes, and issues that are stalling the legislation, etc. -Use primary sources for this information. Identify key supporters and those who do not support the bill. -Explain why some of these individuals support the bill and why some do not. -Explore the positions of the key stakeholders in the bill, both pros and cons. Do not make assumptions about potential key stakeholders. Examine this area carefully so you are correctly reflecting the stakeholders positions. -Discuss how the bill would impact a nurse’s ability to provide safe and quality care or to practice to the highest scope of the nursing license. -Explain specific actions that nurses can take to assist with the passage or defeat of the legislation. Use APA format, headings and references as appropriate.
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Class discussion on Chapter 9 (Techniques) and Chapter 10 (Perspectives) in the BABOK.Organize all your material for your ...
CIS Business Analysis
Class discussion on Chapter 9 (Techniques) and Chapter 10 (Perspectives) in the BABOK.Organize all your material for your presentation.Be prepared to give a 9-10 slides presentation on your project (Organize an IT conference) . Your presentation can be a PowerPoint,Feedback needs to be constructive.
Always provide positive along with negative feedback. In the instance of
negative feedback, always provide solutions or examples on how they can
improve.Make sure you can bring up all documents for demonstration.Time worked on the project, presentation of the project, ability to listen to constructive criticism
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