Personal Career Statement Example | Topics and Well Written Essays - 250 words - 1

Career - Personal Statement Example a nurse one day so I can help ill people with care and affection and looking after them will also make me happy as I believe that it will give me peace and satisfaction and life to me is helping others and becoming a nurse will not only earn me prosperity and respect among others but it will also be a great way to please God. I am a responsible person and I believe that I will be able to look after patients in an organized and proper way once I become a nurse. I know that it is not easy to become a nurse as it requires passion determination hard work and last but not the least devotion which is also an important element but I am firm and satisfied with my decision as it will provide me a chance to help people in pain, help people who are sick and it will also make me feel more for humanity .becoming a nurse will bring a sense of responsibility in my life which will also affect my personal life also in a positive way. According to me a modern nurse should be good at communication and handling patients and his relatives. Communication is very important as patients who are ill needs care and communicating with them in a proper way by means of encouraging them will provide them with lots of hope .Moreover a nurse should be a good listener as it let their patients to develop trust on her. She should be confident and should owe the ability to tackle hard situations as one come across many hard situations when working as a medical employee. Nurses should be available for night duties and should not hesitate as they are performing a noble job. They should share a good understanding with their assigned doctors, pharmacists and dieticians and they should keep an eye on patient and his intake of recommended medicines as prescribed by the doctor. Nurses are responsible for dealing with ill patients not only by providing them with medicines but also by understanding their priorities and state of mind and sho wing affection to them. Nurses are basic representatives of healthy

The analysis of TV shows Essay Example for Free

The analysis of TV shows Essay 1.1. Background Language is an illogical naming system of vocal symbol by means of which members of social group to cooperate or communicate (Bloomfield, 1933). Language has many variations since humans as the users of it are very creative. The more creative they are, the more variety the language has, but before the language experiences variations, it first undergoes changes, which make it look variable. Such changes occur mainly because humans are interacting with each other, whether it is through face to face meeting or through social media, like TV. TV has been influencing people’s speech in the term of their lexicon, by airing some shows, which expose many new terms. In this case, those shows involve influencing characters to spread the new terms. The influence is not only caused by their good look, but also from their typical lexicons that they use in their shows. Such influence is easy to make a change in the speech specially those, who watch and admire the characters fervently, the teenagers. The teenagers here are those, who are physically and mentally still growing in adolescent period, particularly teenagers in the age of nine to fifteen years old. They tend to use some lexicons, used in the TV shows. No wonder, this phenomenon is a must to be analyzed. A study done in London says that people undergo language change because they are introduced linguistic changes by members of social group with most social status (Holmes, 1947: 208). In this case, the artists or the characters, admired by the children, introduce them a new lexicon that influences their speech. The introduced lexicons are sometimes using foreign languages such as English and Malay, and they are always uttered in a typical intonation by the speakers. Thus, this happening must be analyzed in concern of the decreasing ability of children to use the standard form of Bahasa Indonesia or EYD (Ejaan Yang Disempurnakan). However, we do not have to force the children not to use those specific lexicons, because we still have to appreciate that those lexicons are the products of the speakers’ creativity. 1.2. Research Problems Based on the elaboration above, there are four formulated problems as follow: 1. How is the speech, used by children, that undergoes a language change? 2.How is the use of the changed language? 3. Why do children adapt the new lexicons? 4. How do children react towards the change in their speech? 1.3. Purposes of the study According to the background and the formulated questions, there are two purposes of the study. They are the general purpose and the specific purpose. The general purpose of this study is to appreciate the creativity of humans to produce new terms in a language in order to make the language vary. The specific purposes are drawn below. 1. To describe the speech used by children that undergoes a language change. 2. To describe the use of the changed language.  3. To describe the reasons why children adapt the new lexicons. 4. To describe children’s reaction towards the change in their speech. 1.4. Scope of the study The scope of this study is children in the age of nine to fifteen years old in Singaraja, who watch TV at least once per day. There are some concerns being analyzed in the study. They are the changed speech, the use of the changed speech, the reasons why children adapt the new lexicons, and the children’s reaction towards the change in their speech. In regards to the use of the changed speech, this study is limited to the oral communication done between children and children, and between children and adults. In finding the data, this study will be done in two places. The first place is on Jalan Pulau Komodo, Gang Aditya and the second one is in SMP Negeri 1 Singaraja, which is located at Jalan Gajah Mada 109, Banjar Bali, Buleleng. Those places are chosen because there are many children found there. The methods used in this study are observation, questionnaire, and interview. 1.5. Significance of the study The results of this study are expected to give benefits as follow: 1. Theoretically, this study results the description of TV shows’ influences towards children’s language, which is hoped to increase the enrichment of Sociolinguistics, specifically in the term of language change that happens due to the influence of TV shows. 2. Practically, this study is beneficial for university students and lecturers. For university students, this study  can be used as additional information about the influences of TV shows towards children’s language from the view of Sociolinguistics. For lecturers, this study can be used as a teaching material in relation to the happening of children’s language change. Besides, the result of this study is also expected to help other researchers as a reference when doing a study that is related to Sociolinguistics. 3. The result of this study is also helping society to react wisely towards the language change that happens to their children. The society will also be aware that various changes in a language are a normal condition because humans are becoming more creative as time goes by. CHAPTER 2 LITERATURES REVIEW In order to solve the problems in this study, the researcher is using some theories stated in some literatures. It is believed that a good study is a study that is based on strong and relevant theories. The theories used are stated as follow. 2.1. Language and Society As noted on neoenglish.wordpress.com in December 2010, language is a social-cultural-geographical phenomenon. To identify a language, people have to bear in mind that it will involve the geographical area in which the language is spoken, the culture and the society in which it is uttered, the speakers, the listeners, and also the purpose of the language. Language and society are two substances that are inseparable. Members of society cannot interact without a language and language does not exist if there is no society living. It is in society that humans acquire and use a language. In brief, by a language, humans can communicate and adapt to the environment socially and physically. Without a language, humans hardly communicate to each other. Even if they are able to, by using gestures, it will be very limited since gestures cannot describe all words that human think. The use of spoken language gives more chances to human to cooperate or interact rather than using media outside a language. 2.2. Speech Community Speech community is a group of people who use the same variety of a language,  share specific rules for speaking, and for interpreting speech (Nordquist, 2014). Speech is a form of social identity and is used, consciously or unconsciously, to indicate membership of different social groups of different speech communities (The Study of Language, 5th ed., 2014). Members of a community share a same feeling that they belong to the same group by using one variety of speech. In a speech community, the members are not only sharing the speech that they use, but also the norms in the speech itself. If members of a society use a same variety of speech, it means that they see the norms in the speech itself in a same way. People may become the members of a same community because they share at least on thing in their lives with the other people. In brief, people who share the same occupations, livings, or hobbies have the same view of the norms in a speech that make them become a speech community. 2.3. Language’s functions There are three basic functions of a language as noted on www.philosophy.lander.edu , in 2009, they are informative, expressive, and directive. Language is informative means that it functions to describe the world or reasons about it and it has a truth value. Language is expressive means that it reports the feelings or attitudes of the writer or the speaker. Meanwhile, the directive function of a language means that it is used for the purpose of causing or preventing overt action. In a nut shell, it is clear that every language has its own purpose. Even, it may be sometimes unacceptable for a certain group of people, but there is still a purpose made by the speaker in the language itself. The functions of a language are actually abundant. Because humans as the users of the language, use it to convey every activity that they do, and humans’ activities are uncountable. 2.4. Kinds of Language Cicero in 2011 stated that there seemed to be three kinds of language; they are namely slogan, factual, and thought. Slogan is a language that contains clichà ©s or ritualistic statements. It is usually found in a romance or fantasy writing. Sometimes, slogan language is also called idle talk, because when it is said, it does not matter for the hearers, since they already knew what was going to be said. Factual language is a language that involves science or statistical data. It is usually used by the speakers to  support what they have said before in order to convince the hearers that their statements are true. On the other hand, thought language is a language that neither use clichà ©s nor statements of truth. This type of language differs from the others in the way that it involves thinking. Thus, it is rarely used by people, since it requires the hearers to think about the utterance that they receive. Thought also sometimes makes the speakers change their utterance, because t he hearers might not receive their thought well. 2.5. Language Attitude Based on www.sil.org, in 2014, people have attitudes, feelings, beliefs, about language in general, their language, and the language of other people. The attitude of someone towards his language cannot be directly observed because it is demonstrated through actual behavior. Such happenings like how people treat other languages, how people do speech convergence, and how people stay stubbornly by doing speech divergence show their attitude towards particular language. The assessment of language attitudes necessitates asking questions about opinions of someone towards other people’s language. A positive attitude to another language will make a good maintenance towards the language being perceived. In the contrary, a negative attitude to another language may cause a neglecting towards each other’s language. CHAPTER 3 METHODS This study is done in order to elicit the needed data or information. The problems discussed in this study are analyzed by using some methods that include: (1) Research Design, (2) Setting of the Study, (3) Subjects of the Study, (4) Instruments, (5) Procedure of Data Collection, and (6) Procedure of Data Analysis. 3.1. Research Design This study is using descriptive qualitative design. This design is used as a procedure in identifying or depicting the real phenomenon happening in the setting of the study. Thus, the data in this study include the changed speech, the use of the changed speech, the reasons why children adapt the new lexicons, and the children’s reaction towards the change in their  speech, which are described in narrative verbal words. The purpose of descriptive qualitative study is to describe the real information based on the analyzed variables. Before this study was conducted, the researcher firstly visited the places that should be observed, they were on Jalan Pulau Komodo, Gang Aditya and in SMP Negeri 1 Singaraja, in order to familiarize the researcher and the children that are involved in this study. 3.2. Settings of the Study There are two places are used as the settings of the study. The first one was in a housing that is located on Jalan Pulau Komodo, Gang Aditya. There were 5 children being observed in this place. The second one was in SMP Negeri 1 Singaraja, which is located at Jalan Gajah Mada 109, Banjar Bali, Buleleng. In this place, there were also 5 children observed by the researcher. 3.3. Subjects of the Study The subjects of this study are the children in the settings of this study. Subjects of the study fall into three, they are (1) people, humans that researcher ask about the studied variables, (2) paper, documents or other printed media that are used by the researcher and has a correlation with the study, (3) place, spaces that the activities are conducted in (Arikunto, 1989). The subjects of this study are 10 children in total, on Jalan Pulau Komodo, Gang Aditya and in SMP Negeri 1 Singaraja. 3.4. Instruments As a support to the method in collecting the data, the researcher used some appropriate instruments that were coherent with the goal of this study. The instruments are observation, questionnaire, a note book, and a hand phone to record the interview. All the instruments are well-prepared to get supportive data for this study. 3.5. Procedure of Data Collection Based on the problems being discussed, there are some methods used to find the data of the problems. The methods that are used to find the data of children’s speech that undergoes a language change are passive participation observation and interview. This observation was done by using a recorder in a hand phone to record the specific lexicons used by the children of this study. To gain the data of the use of the changed language, the researcher  used observation method, particularly, passive observation method. A questionnaire was also given to each of the children to get the data of the reasons why children adapt the new lexicons. The questionnaire contained some comprehensible questions to answer. Before the questionnaire was answered, the researcher gave some explanations to the children about the questionnaire. To obtain the data of children’s reaction towards the change in their speech, a questionnaire was used. 3.6. Procedure of Data Analysis After having the collected data from the recording of the passive participation observation and interview, the results were then transcribed in the research. The data of the questionnaire answered by the children were also transcribed in the research. The data were next descriptive qualitatively written in the form of narrative verbal words. At the end, there was a conclusion taken about the influence of TV shows towards the children’s speech. CHAPTER 4 FINDING AND DISCUSSION In this part, the result of the study is described consecutively based on the studied problems that include: (1) The speech used by children that undergoes a language change, (2) The use of the changed language, (3) The reasons why children adapt the new lexicons, and (4) Children’s reaction towards the change in their speech. 4.1. Result of the study In this study, there were five questionnaires given to children, two times of observation, and five interviews were done to the other five children. The interviews were done between an adult and a child involved in each session. The data which are related to the problems studied, drawn as follow 4.1.1. The speech used by children that undergoes a language change The method used to elicit the data of the speech used by children that undergo a language change is observation. It can be seen that the lexicons adapted by children are still in the form of short phrases. They are used occasionally when the meaning of the lexicons can be delivered to the hearers. The example is the lexicons â€Å"Betul, betul, betul† adapted by two children at the age of nine. They used those lexicons only when they could get the chance to say that. One of the two children used those lexicons when he was asked by his friend whether he was going to move to another place. Still, most of the children’s speech adapts small numbers of lexicons, only from the TV shows that they like or even the character that they favor. Most of the lexicons used by 10 children are still simple. They reach words that are used in the TV shows that they like, which are mostly dedicated for children. The most obvious symptom gotten from their speech is that they used certain intonation to deliver the adapted lexicons. As in the lexicons â€Å"Betul, betul, betul† the intonation tends to be raising. It happened because they just solely imitate what the TV shows air to them. If the TV shows broadcast certain adapted lexicons by children with a raising intonation, then the children who copy that will tend to use the same intonation. However, in small cases, like what happened to another two children at the age of fifteen, they could make a bit variation to the lexicons that they adapt. Sometimes, they joked by slowing down or fastening the speed of saying the lexicons. Even the last syllables of the lexicons may be sometimes taken, as in the lexicons â€Å"Betul, betul, betul†, which were shortened into â€Å"Tul, tul, tul† by one of the fifteen-year-old children. The use of the changed speech was mostly done with their friends. It is because their friends could accept that and find that the use of the changed speech was fun. Another possible reason is their friends were using some adapted lexicons from other TV shows. Conversely, the use of the changed speech decreased when they talked to their parents or adults around them. The reason might be because the adults could not accept that as a form of appropriate speech when the children were talking to the elderly. Another plausible reason was because the adults did not use the lexicons, adapted by children, in their daily speech. The relationship between the children with the people that they are talking to also determines the use of the changed speech. It was found that the changed speech of children came up when they talked to close relatives or close friends. It is likely because they feel that the hearers can accept whatever speech that they use due to the closeness. However, when they talked to foreigners, guests, or other people that they rarely saw, the speech used by the children changed into the casual one that is the speech that could be accepted by anyone in their surroundings. 4.1.2. The use of the changed speech The data of the use of the changed speech are the results of the observation, questionnaires, and interview done by the researcher, which are presented as follow. 4.1.2.1. Communication between children and children Communication 1 Child 1: Yang nawang ape artine hot dog. Child 2: Tawang, anjing panas artine Child 1: Naa Naaa tidong ento tidong ento. Communication 2 Child 1: Yang be maan Shen Long tuni di Bloody Roare Child 2: Ajaan? Nyen keanggon? Child 1: Jenny keanggon Child 2: Meh nyaan, kan Shen Long aeng. Ngolok- ngolok gen gaene Child 1: Hahaha gurau je Communication 3 Child 1: Ri, abaang charger laptope Child 2: Oke fix, gampang From the data presented above, it can be seen that the adapted lexicons were used frequently by children when they were talking to each other. Mostly, the situation was very informal and they combined the lexicons with their regional dialect. The adapted lexicons were mostly used to fulfill the feeling of contentment of the speaker, because when they used the lexicons, they felt like they resembled the characters in the TV shows. Another function of the adapted lexicons is to soften the situation. As shown, in Communication 2, child one wanted to soften the situation between him and the interlocutor because he had lied to the interlocutor in the beginning. The use of the adapted lexicons is mostly accompanied with Balinese and Bahasa Indonesia. The accompaniment of Balinese is used when they are at home or playing in the housings around their living. However, the accompaniment of Bahasa Indonesia is used when they are at school, because most students are using Bahasa Indonesia there.

Punishment as a form of behaviour modification Essay -- essays researc

Introduction Punishment is a process through which â€Å"the consequence of a response decreases the likelihood that the response will recur† (Gray, 2002, pp.115). Further, punishment can be seen as an effort to decrease the response rate to stimuli by either removing a desired stimulus or presenting one which is undesired (Gray, 2002). Recent studies suggest that punishment can be an effective method of behaviour modification. However, as reported in Lerman and Vorndran (2002), there are a number of limitations to punishment as an intervention and subsequent negative side effects. For this reason, certain principles upon which the implementation of a successful punishment is dependent must be adhered to. In accordance to these findings, this essay will contend that whilst there are alternative means to operant conditioning, certain punishment techniques have been proven to be effectual and in some aspects advantageous. The effectiveness of punishment   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"Punishment is one of the most used, but least understood and badly administered, aspects of learning† (Luthans, 1977, pp.300). As mentioned earlier, punishment is anything which weakens behaviour and tends to decrease it in subsequent frequency. Positive punishment is the method of administering negative consequences upon the occurrence of an action whereas Negative punishment involves the termination of positive consequences. In order to work, either case must weaken and decrease the behaviour which preceded the application or withdrawal of the stimuli. Skinner (1953) stipulated that we must defy the urge to label a form of stimuli as â€Å"desired† or â€Å"undesired† as a whole but rather to identify them by their effect on the observed subject. Whether punishment is effective depends on the criteria applied or the objectives to be achieved. That is, before we can say it is useful we must ask whether we desire an immediate or a lasting effect, and at how high a cost. There is some evidence to suggest that when punishment is administered in the form of aversive stimulation, it acts to suppress behaviour temporarily. When it is withdrawn, the punished behaviour rapidly gains strength. If the punishment is more severe and given consistently, it may act to suppress behaviour for a longer period of time (Skinner, 1953). Historically, the efficacy of punishment has been appreciated only in the pa... ... determine its utility (Lerman & Vorndran, 2002). Ultimately, â€Å"if punishment is necessary, it should always be used in combination with positive reinforcement† (Luthans, 1977, p.517). References: Blackham, G.J., & Silberman, A. (1971). Modification of Child Behaviour. Belmont, California: Wadsworth Publishing Company, Inc. Browning, R.M., & Stover, D.O. (1971). Behaviour Modification in Child Treatment. Chicago: Aldine–Atherton, Inc. Gray, P. (2002). Psychology (4th ed.). New York: Worth Publishers. Lerman, D. C., & Vorndran, C. M. (2002). On the status of knowledge for using punishment: Implications for treating behavior disorders. Journal of Applied Behavior Analysis, 35, 431-464. Lieberman, D. A. (2000). Learning, Behavior and Cognition (3rd ed.). Belmont, CA: Wadsworth/Thomson Learning. [Chapter 7] Luthans, F. (1977). Organizational Behaviour. United States of America: McGraw-Hill, Inc. Sanson, A., Montgomery, B., Gault, U., Gridley, H., & Thomson, D. (1996). Punishment and behaviour change: An Australian Psychology Society position paper. Australian Psychologist, 31, 157-165. Skinner, B. F. (1953). Science and human behaviour. New York: Macmillan Co.

”More Than Just the Disease” by Bernard McLaverty Essay

‘More Than Just the Disease’, written by Bernard McLaverty has one major character, Neil. The story is seen through his eyes and illustrates the problems that he has to deal with at this point in his life. Arguably the biggest problem Neil has in the story is his psoriasis, this is also a contributor to another of his problems, which is his huge lack of confidence, and it also contributes in a profound way to his insecurity. McLaverty has written the character of Neil Fry with many quite complex problems one of which is the astonishing influence Mrs Fry – Neil’s mother – has on him. He frequently hears her voice in his head commanding him, telling him how he should act, what he should do in certain situations and how to feel on certain matters. This occurs when Neil is having breakfast with Michael’s family. His mother, without being present, tells him that he should, â€Å"Close his mouth when he is eating† she goes on to say, â€Å"Others have to live with you Neil.† He hears her again when he is unpacking after arriving at Michael’s holiday home. She says â€Å"Be tidy at all times and then no one can surprise you†. I could go on for pages listing more and more instances of this but I won’t get any marks for doing that! I regress. Although Mrs Fry means absolutely no harm, in fact quite the opposite, when implanting these views, ideas and reactions into Neil’s head, she is actually contributing to many of Neil’s problems: such as his lack of confidence, his ignorance and his insecurity. Neil finds, when he goes to stay with Michael on the coast, that his mother is entirely wrong about the middle classes and how they live and behave. He finds contrary to his expectations that they do not fit the stereotype, they are not ‘posh’ but in fact they are reasonably laid back. Neil is very insecure possibly, again, owing to his mother’s domination over him and because â€Å"Neil kept hearing his mother’s voice† A good example of this is him going to the bathroom to put on his pyjamas and buttoning the jacket right up to the neck, whereas Michael while â€Å"bending his arms and flexing his biceps† announces proudly; â€Å"I only wear pyjama bottoms†. This, as well as illustrating Neil’s insecurity, also is a good illustration of Neil’s massive under confidence and Michael’s abundance of it. Neil lives in a very sheltered world and does not know a lot about the world beyond his home and school life. This is evident in one instance in particular; when Neil is making an excuse for not going swimming to hide his psoriasis he says, â€Å"The fact is†¦I’ve got my period.† Mrs Wan helps Neil with his lack of confidence. She is a duchess and owns the house in which Michael and his family stay throughout the summer. While doing this she lives in a dirty caravan at the bottom of the garden with her â€Å"millions† of cats. Mrs Wan proves another one of Mrs Fry’s stereotypes is utter nonsense, she does not dress as expected – not at all glamorously – but does not seem to be interested in her appearance in the slightest. McLaverty describes her as being, â€Å"An old woman in a bottle green cardigan and baggy mouse coloured trousers and†¦a pair of men’s leather gloves.† She is a complete contrast to Mrs Fry who likes to be â€Å"tidy at all times† and â€Å"cannot abide milk bottles at the table†. If, with no background information you were asked to choose the duchess between the two of them it is most likely that Mrs Fry would be the one chosen. Mrs Wan, although only meeting Neil briefly, has a large influence on him, which is rather more positive than that of his mother’s. She listens to his and seems interested in his opinions’ and experiences’. Most importantly, however, she gives him confidence, the confidence to reveal his psoriasis instead of making excuses to get out of going swimming. She shares her experience of lepers with him this also helps him and boosts his confidence in a big way. The end of the story illustrates very well how Mrs Wan’s advice affects Neil. The closing scene could be taken as a symbol for life. Neil because of his under confidence dabbles in the shallows nervously, meanwhile Michael is out in the deep riding the waves and happily accepting all the challenges thrown at him by the sea knowing he will succeed. The story teaches Neil a lot. He is taught to move out with his mother’s domination. Not to worry too much about how other people perceive him and that he should not be at all afraid of revealing his psoriasis, not keeping it hidden. He has nothing to be ashamed of and therefore he should not hide away or dabble in the shadows but be sure of himself, confident enough to do what he thinks best not what his mother – often wrongly – thinks he should do, to be his own person and not a clone of his mother.

An Introduction for Ryanair

INTRODUCTION Background in Brief Ryanair was established by the Ryan family with a staff of 25. Its first route was launched in 1985 with a 15-seat aircraft ferrying passengers between Waterford in Ireland and London. In 1986, Ryanair launched its route from Dublin to London to challenge British Airways and Aer Lingus, the two dominant airline carriers on that route, by offering fares at lower prices. With two routes in operation, Ryanair carried 82,000 passengers in its first full year of operation. By 1993 Ryanair has carried over 1 million passengers.In 1995 Ryanair overtook Aer Lingus and British Airways to become the biggest international scheduled route carrier in Europe. The Organization Today Ryanair now operates more than 1,500 flights per day from 57 bases on 1,500 low fare routes across 28 countries. It connects 178 destinations and operating a fleet of 305 new Boeing 737-800 aircraft. In 2012, Ryanair had a team of more than 8,500 employees and carried over 78 million pas sengers. Ryanair’s main business is to provide â€Å"low-fare-no filling† airline services.Ryanair also offers various ancillary services including in-flight sale of beverages and food, car hire services, internet-related services etc. To expend its network, Ryanair, which already owns 29. 82% of Aer Lingus in 2012 announced its intention to acquire Aer Lingus by making an all cash offer of â‚ ¬1. 30 per share for its entire share capital. Ryanair recorded a profit of â‚ ¬503 million in 2012 fiscal year, increased 25% compared with year 2011 despite a â‚ ¬367 million rise in fuel costs. Revenues rose 19% to â‚ ¬4325 million as traffic grew 5% to 75. 8 million passengers. Ryanair’s return on equity (ROE) is increased from 12. 7% to 16. % in fiscal 2012. In addition, the company’s free cash flow is increased from â‚ ¬-610. 9m to â‚ ¬702. 7m due to high net income and reduced capital expenditure. Mission Ryanair' mission is to â€Å"become Europe’s most profitable lowest cost airline by rolling out our proven ‘low-fare-no-frills’ service in all markets in which we operate, to the benefit of our passengers, people, and shareholders†. To emphasis its focus on low fares, low frills, the CEO has stated, in response to criticisms of Ryanair's sub-standard customer service, that â€Å"any worthwhile passenger service commitment should involve commitments to low prices and high punctuality†.Ryanair has the cost minimizer's aim of generating the most benefit to both its shareholders and its passengers through offering the lowest fare service. It offers customers the choice of exactly which services they want to pay for rather than forcing them to pay a high price for the bundle of services the airline wants to offer, as legacy carriers usually do. Passengers benefit from paying less money by selecting and purchasing only the services they need. As a result, Ryanair is able to attract more cus tomers, which helps Ryanair to grow its market and profits. Goals and Objectives Generate greater passenger traffic through offering low fare services. †¢ Expand the air passenger market and network by opening up new bases and routes. †¢ Capture a larger market, such as by entry to the US airline market. †¢ Gain additional profits through increasing passenger traffic while keeping its cost base low. †¢ Maintain its low cost leadership position through continued cost efficiencies. Stakeholders There are many stakeholders involved in Ryanair’s business. As Table 1 shows, they have different expectations toward and demands on Ryanair. TABLE 1: Organizational Stakeholders Stakeholder Group |Group Demands / Attributes | |Product Market | | |Competitors |They want to carry more passengers at higher fares and would like to reduce Ryanair's market share. | | |They would like regulation to force Ryanair to offer travel agent commissions. | |Travel Agencies |They would like to organize Ryanair staff. | |Customers want the lowest fare price, and luxury services at no extra cost. | |Trade Unions |Boeing, Airbus would like to Ryanair orders at list prices. Airports would like regulations allowing | |Customers |them to charge higher fees to airlines, and to collude on capacity management. | |Suppliers |Legislators want to avoid high levels of controversial public complaints, and want higher airport and | | |route taxes. | | | |Government | | |Capital Market | | |Shareholders |Shareholders want to see Ryanair’s market and profit increased. |Banks |Banks want Ryanair to make loan payments in full on time. | |Leasing Company |They want Ryanair to lease more planes, i. e. expand routes. | |Organizational Market | | |Employees |Employees want higher income and better benefits | |Managers |Managers want to effectively use the human and capital resources of the company to meet the goals and | | |objectives set by top executives. |Top Executi ves |Maintain Ryanair’s cost-leadership position to gain profit while looking for more opportunities to | |(Michael O'Leary) |further expand its market | EXTERNAL ANALYSIS General Environment Demographic Segment: Airline travel passengers are mostly aged 18 to 65. Among them, passengers of age 25 to 55 years account for almost 75% of the total. The ageing of the post-1945 baby boom generation has reduced the numbers in the older higher income segment of this demographic.The resulting tendency is for a greater proportion of air travellers to be younger and less affluent and more oriented toward lower cost transport as opposed to seeking a luxurious flying experience. Political/Legal Segment The political and legal issues that concern Ryanair include regulations of regional and national governments and the European Union (EU), various legal actions, terrorism and security. Because many airlines are fully or partially owned by national governments, the airline industry has been affected by political regulation of both operation and ownership.For example, the EU regulations charging all airlines for their carbon emissions, and the rules on flight and duty time limitations, both increase the operating costs of Ryanair. Furthermore, O'Leary's ambition to start an ultra-low cost transatlantic airline using Aer Lingus planes and US airport landing rights has been blocked by the European Commission's Merger Office. The Commission has refused to allow Ryanair to go ahead with purchase of control of Aer Lingus. In addition, the threat of terrorism has increased insurance and security costs in the airline industry. Economic SegmentThe global economic recession and fuel price increases have greatly affected the European airline industry. The recession has impacted the purchasing power of consumers. Ryanair’s low cost strategy has enhanced Ryanair’s ability to compete in these conditions. Through offering low fares, Ryanair enables airline passengers to continue travelling despite the economic crisis. The floating exchange rate also has a direct effect on Ryanair’s profitability. Ryanair collects fares in various currencies and has its expense mainly in US dollars for fuel and in Euros for labour.In addition, the number of airline passengers could decline if their national currency loses value. Ryanair uses futures and options to hedge its fuel price, foreign exchange risks, and financing interest cost. The price for 90% of Ryanair's forecast fuel requirements for fiscal 2013 is hedged. Hedged prices for 2013 are significantly above 2012 prices. Socio-cultural Segment Due to changes in traveller’s behavioural  and psychological patterns, the European airline industry has changed from traditional patterns.People’s perspective towards air travel has been changed by the low cost revolution of air fares in Europe. Air travel is no longer being seen as expensive and is now accessible by low income people. Consequ ently passenger traffic in the Europe airline industry has increased. Ryanair's initial routes from Ireland to England were intended to provide a service to ethnic Irish people who had migrated to England to work due to lack of jobs in Ireland, but who still had most of their family in Ireland and wanted to visit often. Technological SegmentAdopting advantageous technologies has helped Ryanair constantly reinvent its processes to maintain its low cost advantage. For example, by using its online booking system, Ryanair reduced its distribution costs by eliminating travel agency commissions. Better technology has also allowed other transportation industries to cut costs such as the innovation of lower fuel consumption cars and high speed trains. These changes both increase the competitiveness of the substitutes for airline travel and also increase the complementarity of airline and other travelling tools.Global Segment Globalization increases the demand for international air travel. T here are an increasing number of people travelling between counties for work or to take vacations in foreign countries. Industry Environment Bargaining Power of Suppliers The bargaining power of Ryanair’s aircraft suppliers is relatively high. Because Ryanair wants very low prices and many special conditions on aircraft purchases, so Boeing has refused to extend their supply contract with Ryanair, and Airbus has not been interested to seriously negotiate with Ryanair.Moreover, the switching cost of changing supplier for Ryanair is moderately high due to the significant amount of expense needed in terms of pilot, mechanic retraining and spare parts inventories. Ryanair is reportedly negotiating to buy the new C919 aircraft being developed by COMAC, a Chinese manufacturer, due to its greater amounts of seats and the lower fuel consumption. This availability of this substitute increases Ryanair’s bargaining power with Boeing. Ryanair’s bargaining power with its sup pliers of airport services is high, due to the current overbuilding of regional airports.Bargaining Power of Buyers The bargaining power of Ryanair’s buyers is high. The competition in the European short haul airline market is very intense, and many airlines have cut their cost in response to deregulation and availability of new cost saving technologies. Though Ryanair offers travel fares to passengers at very low prices, there is low switching cost for customers to change to another airline. The lack of brand loyalty in the air travel market increases buyer’s bargaining power. Threat of EntryThe threat of new entrants in the European short haul air travel market is high due to the relatively low cost of entry and the commodity nature of the capital required. However Ryanair has achieved economies of scale which would be difficult for a new entrant to achieve. Ryanair has a large network which would require a moderately large capital investment to duplicate. Availabili ty of access to some routes is another barrier for new entrants due to the intense competition for primary routes and primary airport landing rights for some routes. Threats from Substitute ProductsThe threat of substitute products and services for Ryanair is relatively low. Substitute services of Ryanair include trains, ferries, cars, as well as other low fare airlines. However, according to the record, it was shown that usually the tickets of train, bus or ferry are more expensive than Ryanair’s flight tickets. According to Ryanair's 2012 financial report presentation, Ryanair's average ticket price including bag is â‚ ¬45 (2013Q3 â‚ ¬50) and its closest price competitor's average ticket price is â‚ ¬71 (2013Q3 â‚ ¬79). This shows the threat to Ryanair's from substitute low ost airlines is relatively low as they are unable to achieve Ryanair's economies of scale and offer similar fares. Competitive Rivalry The competitive rivalry for Ryanair in the airline marke t is high. Its competitors include Aer Lingus, easy Jet, Air Berlin, Whizz, IAG/British Airway, and Lufthansa etc, the carriers which also offering low fare flights. Many airline companies have lowered the prices of airfares to avoid losing more market share. Competitor Analysis An analysis of major competitors, Aer Lingus, Easy Jet and British Airways is shown in Table 2.TABLE 2: Competitor Analysis | |Aer Lingus |Easy Jet |British Airways | |Future Objectives |Aer Lingus focus on generating revenue per |Easy jet wants to build strong |British Airways want to become the | | |seat rather than maximization of load |number 1 and 2 network positions |world’s leading premium airline by | | |factor as well as more emphasis on |while maintains its cost advantage. offering the best customer services. | | |partnerships and connectivity. | | | |Current |Moving to discount airline model, focusing |Easyjet focus on primary airports, |British Airways focus on satisfied | |Strategy |on pr imary airport routes. Focus on serving|and especially slot constrained |customers.It provides high level | | |Irish travel to visit relatives in New |airports, to provide service on the|premium tickets and offers first class| | |York, Boston and Chicago areas of US. |top 100 routes in Europe |ticket holders access to premier | | | | |lounges. | |Assumptions |They assume that low fares are mbedded in |They assume passengers want |They assume that customers will like | | |the Irish market place. |convenience. |to pay more for a better and | | | | |outstanding service. | |Capabilities |Aer Lingus operates 43 planes with an |Easy Jet has 214 planes flying 605 |British Airway has a fleet of over 245| | |average age of 7. 3 years.Carries about 10 |routes serving 133 airports with 23|aircraft over 600 destinations | | |million passengers per year on 92 routes. |bases, which makes it the 4th |worldwide. It operates in engineering | | | |largest short haul carrier in |provides engineering se rvices to BA | | | |Europe with 8% market share. |and many other airlines. |General Notes |Aer Lingus is the lowest fare long haul |EasyJet focuses on low fares |It is the flag carrier airline of the | | |airline in Europe, partly due to having to |without removing the services which|UK & the largest airline in the UK | | |compete with Ryanair on 46 routes. |are standard on most airlines. |based on fleet size. | Analysis of Interaction of External Force In summary, the external environment provides Ryanair both opportunities and risks.Though some political issues limited its operation and the intense competition in the airline industry poses some threats to Ryanair, the company has great opportunities to grow. The demand for air travelling is increasing as the reduction in fares has expanded numbers of passengers who can afford air travel, and existing travellers are choosing low cost carriers due to the economic recession. Ryanair has put itself in the right position to generate pa ssenger traffic and market shares. INTERNAL ANALYSIS Resources Tangible ResourcesAirports: Ryanair has established distribution channels with low cost and uncongested airports, which enable it to deliver a 25 minute turnaround, which helps to create Ryanair’s competitive advantage. Not only secondary airports, Ryanair’s primary airports also delivered it a great value. Locations: More than 1,500 routes across 28 countries in Europe and North Africa to 178 airports (of which 57 are ‘bases’, where Ryanair bases aircraft and crew). Aircraft Fleet: Ryanair has a fleet consisting of a single aircraft type, the Boeing 737-800.The average age of its 305 aircraft is around 4 years, which is younger than the 9-11 years of typical European airline carriers. This gives advantages in terms of fuel efficiency, maintenance costs and customer perception. Ryanair also benefits from its planes higher seating capacity (189 seats per aircraft, compared with Easyjet’s 156 on A319s and 174 on A320s). Financial Resources: The financial resources of the company come from the Ryan family, shareholders, investors and creditors. In addition, Ryanair has a high cash flow balance, which enables it to make emergency adjustments or further investments.In addition, Ryanair has the Aer Lingus shares with a market value of â‚ ¬150 million which could be converted to cash. Organizational Resources: Very sophisticated and precise controlling and coordinating systems to allow high operational efficiencies including shorter aircraft turnaround times than competitors. Technological resources: Online booking and checkin system which allows near elimination of airport checking counter costs. Intangible Resources Human Resources: Ryanair employs approximately 8,388 employees, as of March 31, 2012, including 1,636 pilots and 2,867 cabin crew employed on a contract basis.Ryanair’s Brand Recognition: Ryanair has a strong brand image as a cost leader and no-fri lls carrier. Rights: The landing rights and airport terminal slot rights for Ryanair as well as the government approvals to fly each particular route. Innovation Resources: Ryanair's senior management team has a strong capacity to constantly innovate and to cut costs by negotiating with suppliers to pressure for supply cost reductions and to change service routes to drop high rising cost suppliers in favour of low cost suppliers. The senior management team has the capacity to innovate by nbundling the components of major airline service and offering the components individually allowing travellers to choose lower cost combinations. Innovative use of secondary airports distant form major cities allows Ryanair to profitably offer ancillary car rental and bus and accommodations services through the online booking and ticketing system. Capabilities Primary activities Inbound Logistics: Ryanair’s main supplier, Boeing, provided Ryanair discount reported as approximately one third o ff for purchasing aircraft.Ryanair outsources the labour, airport services, and employee training they need at low cost. Operations: Ryanair provides â€Å"low cost no frills† airline service. About 50% of Ryanair’s flight crew are contractors employed only when required. Ryanair uses uncongested airports and only makes point to point trips. Outboard Logistics: Ryanair has quick 25 minute aircraft turnaround times. Ryanair has developed an online booking, ticketing, and confirmation system which eliminated the role and margin of travel agents taking the Ryanair service direct to the traveller.Marketing and Sales: Ryanair has the biggest website in Europe which allows them to do the marketing- internet sales. They also generate ancillary revenues by selling products in flight and encouraging customers to buy alliance services such as hotel bookings, car rentals and travel insurance etc. Service: Ryanair provides limited free services to passengers, and a full variety of onboard and travel services is available to customers for purchase. Customers decide which services they want to pay for. Support ActivitiesManagement Information Systems: Ryanair has efficient MIS systems to minimize airport turnaround times and to very tightly control on-board fuel inventories to minimize the cost of carrying excess fuel carried any flight. Firm Infrastructure: Ryanair has 57 bases. The cost of Ryanair airports are low due to its use of airports are mostly uncongested secondly airports. Ryanair has only one type of aircraft (Boeing 737-800). Therefore, Ryanair only trains pilots to fly one type of plane, which cut costs of training employees.Human Resource Management: In order to reduce costs, Ryanair pays relatively lower salaries to employees than other airline companies. The employees are paid by the hour on contracts. Ryanair employees get no benefits from Ryanair, but pilots like Ryanair because they can build their hours of experience quickly and be promote d to senior pilot positions. Technological Development: Use of online booking by Ryanair reduced their costs. In addition, by introducing self-check service to the passengers, Ryanair was able to reduce staff and cost. Procurement: As Ryanair only provide services, they have to outsource the material they need, such as fuel and equipment as well as leasing some operated aircraft. Core Competencies Ryanair has the following core competencies based on the VRIO framework: | |V |I |R |O | |Fleet of 294 -737-800s |Very fuel efficient and |Boeing list price of $90 |No competitor has as large |Ryanair has organized a 1500| | |about 4years average age so|million per plane or $26. |a fleet of short-medium |route network and short | | |low maintenance costs |billion for a similar fleet|haul fuel efficient jets |turnaround times to maximize| | | | | |the flying time of the fleet| |Supply chain management and |Forcing irports to compete|Very costly to imitate the |Competitors try to do this |Or ganized to operate the | |operations management |on fees for Ryanair's |scale of Ryanair's |also but Ryanair does it |fleet of 737-800s on | |including MIS systems |business and forcing Boeing|operation of 1500 routes |better |whatever routes offer low | | |to reduce prices on their |between 178 airports, so | |costs | | |huge order of 737-800s are |smaller network operators | | | | |keys to Ryanair's low cost |have less bargaining power | | | | |structure |with airports | | | |O'Leary's strategic vision, |O'Leary's strategy is the |Not available in the market|There is only one O'Leary |O'Leary is dedicated to | |marketing strategy and PR |basis for the company's | | |building â€Å"ultra-low-cost† | | |profitability.His | | |airlines | | |controversial PR saves | | | | | |millions in advertising | | | | | |costs | | | | Performance: Ryanair’s performance compared with its main competitors: | |Ryanair |Easyjet |Aer Lingus |British Airways | |Revenue |US$6. 35B |GBP 3. 85B |â‚ ¬1. 39B |â‚ ¬16. 1 B | |Operating Margin |15. 3% |8. 1% |3. 94% |3. 2% | |Profit Margin |12. 54% |6. 62% |2. 44% |3. 49% | |ROA |5. 59% |4. 74% |1. 90% |3. 44% | |ROE |18. 99% |14. 58% |4. 07% |13. 21% | |Market Cap |US$11. 51B |GBP 4. 18B |â‚ ¬0. 679 B |US$ 6. 7 B | STRATEGYBusiness Level Strategy Ryanair follows a cost leadership strategy. By controlling the cost of operations, Ryanair has a low cost base, which enables it to offer the lowest fares to passengers with acceptable service across Europe. Corporate Level Strategy Ryanair has a low-level of diversification. Ryanair's dominant business is passenger transport, with ancillary revenue from its ancillary services. According to Ryanair’s 2012 annual report ancillary revenue accounts for about 25% of the total revenue, while 75% of revenue come from is major business, which is scheduled airline service. International Strategy Ryanair follows a global strategy.Ryanair offers standardized services to all passengers across Europe, while the strategic decisions centralized in headquarters office to achieve economies of scale. Ryanair does not customize its products to individual national or regional market demands. Cooperative Strategy Ryanair has cooperative or alliance relations with a broad range of hotel and other accommodation providers, as well as with airport car rental companies and airport bus transport companies. Ryanair offers the services of these companies through the Ryanair website and the companies rebate a portion of the revenue to Ryanair. SYNTHESIS Ryanair has the strengths, and weaknesses, and faces the opportunities and threats as shown in Table 3: Table 3: SWOT Analysis |Strengths |Weaknesses | |Customer Service |Low Fares: The advantage of Ryanair’s low cost base |Low Frequencies: Ryanair offers less frequent flights on some | | |allows it to offers the lowest average fares in |routes and often schedules departures at low demand times, | | |European shor t haul markets. It was report that |which may not be convenient to passengers, but provides lower | | |Ryanair’s fares are about 37% below those of easyJet. |costs and faster turnaround times. | | | |Brand Perception: Recently published surveys vote Ryanair to be| | |Unbundling Services: Unbundling of inflight services |one of the weakest brands in the European airline industry. | |allows Ryanair to expand the travel market by serving|Ryanair offers limited free services to passengers and the | | |lower willingness to pay customers, which supposedly |media portrayal of Ryanair is often of a mean and | | |is a large segment of Ryanair’s home market in |money-grabbing. | | |Ireland. | | | |Punctuality: Ryanair has the best punctuality | | | |compared to other airline companies, since Ryanair | | | |only offers point-to-point short haul service. | | |Financial Resources |Cash flow: According to Ryanair’s 2012 annual report,|Seasonality of Earnings: Many Ryanair ’s customers are vacation | | |Ryanair has Euro 3. billion in cash, which allows it |travellers who tend to travel in the July to September period | | |to make further investment. |so Ryanair’s earnings are highly seasonal. | |Network: Economies |Ryanair flies more than 1,500 routes across 28 | | |of Scale |countries in Europe and North Africa, 178 airports of| | | |which 57 are bases. It carried almost 80m passengers | | | |in year 2012 with a market share of 12%.It has the | | | |lowest cost per passenger, which is one third lower | | | |than its major competitor EasyJet. | | |Network: Secondary |Due to the use of secondary airports and its |Many secondary airports are many kilometres away from a major | |Airports |excellent operations systems, Ryanair has a 25 minute|city, which may cause travel inconveniences to passengers. | | |turnaround times, which allows the airline to | | | |maximise aircraft utilisation. | |Fleet |One type of aircraft, the Boeing 737- 800 |Fleet is not certified for transatlantic service expansion | | |Largest short haul fleet in Europe 305 aircraft | | | |Average age of fleet 4 years (9 to 11 years for | | | |competitors) gives better fuel efficiency, and lower | | | |maintenance costs. | | |Executive Management|Introduced a series of innovations to achieve low |Portrayed by the media as mean and uncaring. | |costs and economies of scale | | | |Eliminated check-in desks; put advertising on | | | |boarding passes and overhead bins; persuading | | | |passengers not to check in hold baggage | | | |World leading skill in negotiating low cost supply | | | |agreements | | |Management Systems |Highly efficient MIS and standard operating | | | |procedures to efficiently operate at lowest costs. | | | | | | | |Opportunities |Threats | |Customers |The CEO of Ryanair has talked of plans for a |Ryanair’s competitors may learn how to imitate its value chain | | |long-haul transatlantic service under a n ew company |and copy its operation strategy.In addition, by focusing on | | |named â€Å"RyanAtlantic†. Purchase of Aer Lingus is a way|efficiency, Ryanair may overlook changes in customer | | |of gaining landing rights at New York, Boston and |preferences. | | |Chicago airports, which are favorite destinations for|By using the cost-leadership strategy, Ryanair needs to carry | | |Irish people travelling overseas to visit their |the risks of losing competitive advantages due to the dramatic | | |relatives. In addition, Aer Lingus has transatlantic |change of technology. | | |certified aircraft. | |Supplier Competition|Ryanair has the opportunity to get a better deal on |Airport and navigation charge increases: Increased airport | | |aircraft ordering. Ryanair has indicated interest in |charges in Spain’s AENA airports and Italy's ATC airport will | | |buying the C919 aircraft as a strategy to negotiate a|boost the ex-fuel unit cost. | | |better deal with Boeing. |Air t ravel taxes: Increases in air travel taxes reduce the | | |Stansted Airport: Ryanair cut its flights at Stansted|demand of air travel.Airport travel taxes are charged | | |Airport as a result of increased airport charge |independently of ticket price and therefore make up a higher | | |increases, and offered that if the airport charges |percentage of lower priced short haul tickets. Ryanair's costs | | |are reduced Ryanair will reverse the reductions in |are affected proportionately more by these taxes than are its | | |service levels and frequency at Stansted Airport to |higher fare competitor's costs. | | |transport about one million more passengers per day |Fuel price and currency: The price of fuel is highly volatile. | |by using spare fleet capacity shifting some flights |The international oil market is priced in US dollars so fuel | | |and routes from competing airports to Stansted. |expenses are in US dollars. Ryanair does not have US dollar | | | |revenues, and therefore mu st hedge its US dollar costs against | | | |its British Pound and Euro revenues using futures, options, and| | | |currency swap. |Government |Regional or local governments build airport capacity |Possible regulatory backlash in response to bad publicity about| | |in excess of local flight demand to attract tourism |service levels | | |dollars provide an opportunity for Ryanair to obtain | | | |very low cost or subsidized airport services. | | SWOT Matrix | |Strengths |Weaknesses | |Opportunities |Low cost base and low fares help to attract passengers |Low flight frequencies reduce the appeal of Ryanair | | |and grow its market. services for some travellers | | |Ryanair’s strong cash flow enables it to make further |Low level of free services reduces the attractiveness of | | |investment in aircraft |Ryanair flights for some travellers | | |Ryanair's strategic negotiating ability allows it to take|Unfavourable publicity causes regulator resistance to | | |advantage of secon dary airport suppliers to provide air |Ryanair operations | | |services to major cities at low cost | | |Threats |Large pan-European network allows Ryanair to shift |Revenue seasonality with lower winter time cash flows | | |business out of regulatory jurisdictions which raise |could make fuel price fluctuations more problematic | | |travel taxes or airport fees |because fuel prices tend to have a seasonal peak during | | |Ryanair's expertise at hedging fuel and exchange rate |October to January | | |fluctuations allows it to minimize the impact of oil |Ryanair’s disregard for customer luxury and convenience | | |price fluctuations compared to legacy airlines |could worsen declines in customer numbers during periods | | | |of economic prosperity when higher income levels give all| | | |travellers more choices of travel service level. | SWOT Fit with StrategyRyanair’s cost leadership business strategy is built on (1) senior management’s strength at negotiating lo w cost supplier agreements, and (2) unbundling air travel services from basic transport fares to allow lower willingness to pay customers to choose lower cost service. The cost leadership strategy and ability to negotiate lowest cost supplier agreements also puts Ryanair in position to exceed competitors network scale and thereby achieve competitively superior economies of scale. Ryanair’s focus on cost leadership minimizes the negative effect that their disregard for customer inconvenience could have on a differentiated supplier. In summary Ryanair’s strategy is a good fit with its strengths, weakness, opportunities and threats. ANALYSIS OF ALTERNATIVESAlternatives 1. Shift to primary airports and move upmarket by focusing on primary airports and increased customer service levels and fares, competing more closely with EasyJet. 2. Expand secondary airports network, with the same customer service level but the lowest price. 3. Expand secondary airport network and upscal e the customer services with a bit higher price. 4. Expand Network to US through buying Aer Lingus. 5. Expand Network to US Irish destinations by buying planes, routes and airport slots. 6. Develop a greenfield network in a non-European regional market. Criteria for Analysis of Alternatives †¢ Increased Profit / ROE †¢ Financial Feasibility Maintain low cost leadership / Increase Economies of scale †¢ Government Issues Evaluation of Alternatives | |Government Issues |Profit/ ROE |Economic of Scale | Financial |Total Point | | | | | |Feasibility | | |1. Shift to Primary Airports (Increase |3 |2 |2 |2. 5 |9. 5 | |Price) | | | | | | |2.Expand Secondary Airport Network |4 |5 |5 |4 |18 | |(Low Price) | | | | | | |3. Expand Secondary Airport Network |4 |3 |3 |3. 5 |13. 5 | |(Upscale Services) | | | | | | |4. Expand Network to US through buying |1 |5 |5 |5 |16 | |Aer Lingus | | | | | | |5.Expand Network to US Irish |2 |3. 5 |4 |3 |12. 5 | |destinations | | | | | | |6. Develo p second Network in |3 |Short run: 2 |Short run: 2. 5 |2 |Short run: 9. 5 | |non-European regional market | |Long run: 5 |Long run: 5 | |Long run: 16 | Explanation of Evaluation: 1. Issues of government approval of new runs and cost of buying airport slots.As the primary airports will charge higher fees and tend to be more intensely competitive, the cost and fare price will be increased with a higher customer services level. The primary airport routes are served by many discount fare and major airline feeder service competitors 2. The lowest cost way to achieve additional economics of scale. 3. Shifts the company cost structure to a higher cost curve and may reduce its economies of scale. 4. Issue of European Commissions Merger office disapproval 5. Combination of regulatory issues and cost of acquiring transatlantic certified aircraft. 6. High start-up cost for a greenfield network and time required to build up revenue and profit. Recommended AlternativeBased on the evaluation, the best alternative for Ryanair is to continual to develop its network serving secondary airports, as it will generate more profit while and achieve greater economies of scale. Short Term Continue with company’s current strategy of expanding the network of secondary airports served. Maintain current levels of customer service and continue to emphasize the value of the levels of customer service provided to the Ryanair customer niche to avoid regulatory backlash. Long Term The secondary airport network in Europe will eventually be saturated by Ryanair’s expansion and to continue growing faster than demographic growth Ryanair will have to expand into other markets.The recommended alternative is to make greater accommodations to the European Commission Merger Office regarding routes where Aer Lingus and Ryanair currently compete in order to gain the Merger offices approval for Ryanair to buy Aer Lingus. This will allow Ryanair to expand to the US market with guaranteed prof its from the Irish traveller traffic visiting relatives in Boston, New York, and Chicago. Further the cost to buy the additional Aer Lingus shares to give Ryanair controlling a share in Aer Lingus is very inexpensive compared to other overseas expansion options. If the European Commission Merger Office does not give approval then Ryanair should consider development of an alternative regional network. IMPLEMENTATION Action PlanExpand the secondary airport network by expanding service to the Balkans, Macedonia and Morocco. |Time Line | |   |April |May |June |July | |Average fare: |Euro 50 |Euro 51 |2% |Low competition in new route area allows | | | | | |higher fare level | |Costs per passenger excluding |Euro 27 |Euro 25 |-7. % |Using excess plane capacity so reduces | |fuel: | | | |average fixed cost | |Revenue per passenger: |Euro 51 |Euro 51 |0% |Travellers in the new route area very frugal. | |Passengers per year: |75. 8 million |79. 6 million |5% |New route volume | |ROE: |16. 9% |18. 4% |1. 5% |Higher utilization of aircraft results in | | | | | |higher ROE | By meeting the figures in the Target column Ryanair will have succeeded in expanding its revenues, profits and economies of scale.

Hrm Simulation Final Report Essays

Hrm Simulation Final Report Essays Hrm Simulation Final Report Essay Hrm Simulation Final Report Essay HRM Simulation Final Report Absenteeism Our goal for absenteeism was to decrease it from 498 to 120 by quarter 8 by maintaining high morale and offering health benefits to keep employees healthy. We also planned to keep our accident rate low in order to reduce absenteeism. We decided to focus the fringe benefits we offered on health benefits. We thought this strategy would work because we felt that absenteeism was caused by three factors: employee sick days (health), employee injury claims (accident rate), and willingness to come into work (morale). Although we did indeed maintain high employee morale, we could have offered more generous health benefits and safety and accident prevention training. Instead, we offered an additional vacation/personal/sick day to employees in quarter 1 which may have led to increased absenteeism. After quarter 8 our absenteeism was 283 days, the worst in the industry by a great deal. Our accident rate was also the worst, reinforcing our theory that the accident rate is tied to absenteeism. We had offered health insurance with lower deductibles, dental care and legal services, and term life insurance and eye care. We think that if we had offered a more generous health insurance plan along with a prescription drug plan, as well as invested more money into safety and accident prevention training, absenteeism would have been much lower. Accident Rate Our goal for the accident rate was to decrease it to 250 by allocating $12,000 per quarter to safety and accident prevention training. We ended the simulation with an accident rate of 211. Although we exceeded our goal of 250, we still had the worst accident rate in the industry. We decided to increase spending on safety and accident prevention training because we wanted to ensure that our accident rate would drop and we felt that this training had the biggest influence on the accident rate. We also decided to maintain the orientation program for all 8 quarters in order further reduce the accident rate. However, it is clear that we didn’t spend enough on safety and accident prevention training. This is especially evident since we ended with the worst accident rate in the industry even after the final special incident informed us that our employee safety decision resulted in a further reduction in our accident rate. We couldn’t see any other factor that would have an effect on the accident rate so we attribute the outcome to a lack of spending on safety and accident prevention training. Grievances Our goal for grievances was to reduce them to 15 by the end of the 8th quarter by allocating money to grievance procedures. We achieved this goal by finishing the simulation with a grievance value of 14. This was the best grievance value in the industry and we believe that we achieved this because of a close relationship between grievances and employee morale. Since our morale was also the highest in the industry, we feel that this is indeed the case. Employees who have high morale will have less to complain about and employees who have little to complain about will have higher morale.

About Architect David M. Childs, Design Partner

About Architect David M. Childs, Design Partner Architect David Childs (born April 1, 1941 in Princeton, New Jersey) is best known as the designer of the One World Trade Center we see today in Lower Manhattan. His long relationship with Skidmore, Owings Merrill (SOM) has given this senior statesman of American architecture wide-ranging experience and success. David Magie Childs was priviledged to attend the best private schools in the United states - from the Deerfield Academy in Deerfield, Massachusetts to his 1963 Bachelors degree from Yale University. His career as an architect began after completing a graduate degree from Yale School of Art and Architecture in 1967. He began his professional career in Washington, D.C. when from 1968 to 1971 he joined the Pennsylvania Avenue Commission. Fresh out of Yale University, Childs formed a strong relationship with both Nathaniel Owings, a founding partner of Skidmore Owings and Merrill (SOM), and Daniel Patrick Moynihan, a future U.S. Senator from New York State. From 1964 until 1973, Childs future employer, Nathaniel Owings, was chairman of President Kennedys Temporary Commission on Pennsylvania Avenue in Washington, DC. In the early years of the Kennedy administration, the plan to redesign Pennsylvania Avenue was the most significant redevelopment project in the country, claims the SOM website. Daniel Patrick Moynihan, the young Assistant Secretary of Labor in the Kennedy Administration, led the governments plan to revitalize Pennsylvania Avenue and the National Mall. Through this Commissions hard work, negotiations, and consensus, Pennsylvania Avenue is now a designated National Historic Site. One could argue that Childs early experiences on the Commission led the young architect to a lifelong proficiency in public architecture, city planning, and the politics behind construction and design - skills needed to accomplish his goals in the complicated days after September 11, 2011. David Childs has been associated with SOM since 1971, at first working on projects in Washington, D.C. From 1975 until 1981 he was Chairman of the National Capital Planning Commission involved in the 1976 Washington Mall Master Plan and Constitution Gardens. He worked on the 1984 National Geographic Society M Street Building and then the U.S. News and World Report Headquarters, both in Washington, D.C. By 1984 David Childs had moved to New York City, where hes been working on SOM projects ever since. A portfolio of his projects highlights a number of buildings in New York City  - the Worldwide Plaza at 825 8th Avenue (1989); Bertelsmann Tower at Times Square (1990); Times Square Tower at 7 Times Square (2004); Bear Stearns at 383 Madison Avenue (2001); AOL Time Warner Center at Columbus Circle (2004); and, of course, 7 World Trade Center (2006) and 1 World Trade Center (2014). Moynihan Station Redevelopment at the James A. Farley Post Office and 35 Hudson Yards are his latest project for the City of New York. Outside of The Big Apple, Childs was the design architect for the 1998 Robert C. Byrd United States Courthouse in Charleston, West Virginia and the 1999 U.S. Embassy in Ottawa, Canada. In May 2012, David Childs was one of fifteen Architects of Healing receiving a special AIA Gold Medallion for his redesign of One World Trade Center and Seven World Trade Center in New York City. Childs is a Fellow of the American Institute of Architects (FAIA). David Childs In His Own Words I like big complicated projects where you have to assemble teams, deal with the down-and-dirty contractors, the marketplace and the leasing agents with an imagination level only as high as what made money last time. - 2003, The New York Times Each of us architects has had mentors and teachers whose work and words have guided us as well. For me they include Nat Owings, Pat Moynihan, Vincent Scully. It is thus been a very collective effort in the fullest sense, and I believe every American can equally take pride in what is and has been accomplished. - 2012 AIA National Convention You know what a Richard Meier building will look like; theres a style. Im more like Eero Saarinen, whom I revere. His buildings all look different. - 2003, The New York Times The U.S. invented skyscrapers, but weve fallen behind. WTC 1 is a solution to many technical problems, and it represents the very best in codes, structure, and safety. Its a concrete core with steel exterior, which is an efficient and safe system, but it had not been done in New York for a host of reasons, mostly because of the arrangement between trade groups. The form tapers on its four corners, which buildings - like trees - want to do anyway. - 2011 AIArchitect What Others Say Throughout his years of practice in Washington, Mr. Childs became noted for his design of appropriate architecture, buildings and spaces that respond to their settings and programs rather than pursue a preconceived architectural image. - U.S. Department of State Your work demonstrates that architecture is the art of compromise and collaboration, that it is a social act, never created by one person working alone and always creating community. As a creative artist successfully negotiating within a world governed by corporate objectives you have shown that aesthetic vision and functional considerations can coexist, that architecture is the art of both the real and the visionary. You compose steel and glass the way a poet constructs phrases and in so doing create physical entities that reflect personal aspirations and a collective self-image. Your buildings grace our environment and enrich our lives. - Colby Collge Sources Pennsylvania Avenue National Historic Site, National Park Service, https://www.nps.gov/nr/travel/wash/dc41.htm [accessed September 2, 2012]Nathaniel A. Owings, FAIA, Architect and Founding Partner, 1903-1984, Skidmore Owings and Merrill (SOM), www.som.com/content.cfm/nathaniel_a_owings [accessed September 2, 2012]The New Ground Zero: The Invisible Architect, Julie V. Iovine, The New York Times, August 31, 2003 [accessed August 15, 2012]Architects of Healing Videos, American Institute of Architects, 2012 [accessed August 15, 2012]AIArchitect Talks with David Childs, FAIA, John Gendall, AIArchitect, 2011 [accessed August 15, 2012]U.S. State Department, http://canada.usembassy.gov/about-us/embassy-information/frequently-asked-questions/embassy-architects.html [accessed September 5, 2012]Citation for David M. Childs, Colby College, May 22, 2005, colby.edu/news_events/commencement/2005/honorary/citation-childs.cfm [accessed August 15, 2012]

Saladin, Hero of Islam Profile

Saladin, Hero of Islam Profile Saladin, the sultan of Egypt and Syria, watched as his men finally breached the walls of Jerusalem and poured into the city full of European Crusaders and their followers. Eighty-eight years earlier, when the Christians had taken the city, they massacred the Muslim and Jewish inhabitants. Raymond of Aguilers boasted, In the Temple and the porch of Solomon, men rode in blood up to their knees and bridle reins. Saladin, however, was both more merciful and more chivalrous that Europes knights; when he recaptured the city, he ordered his men to spare the Christian non-combatants of Jerusalem. At a time when the nobility of Europe believed that they held a monopoly on chivalry, and on Gods favor, the great Muslim ruler Saladin proved himself more compassionate and courtly than his Christian opponents. More than 800 years later, he is remembered with respect in the west, and revered in the Islamic world. Early Life: In 1138, a baby boy named Yusuf was born to a Kurdish family of Armenian descent living in Tikrit, Iraq. The babys father, Najm ad-Din Ayyub, served as the castellan of Tikrit under the Seljuk administrator Bihruz; there is no record of the boys mothers name or identity. The boy who would become Saladin seemed to have been born under a bad star. At the time of his birth, his hot-blooded uncle Shirkuh killed the commander of the castle guard over a woman, and Bihruz banished the entire family from the city in disgrace. The babys name comes from the Prophet Joseph, an unlucky figure, whose half-brothers sold him into slavery. After their expulsion from Tikrit, the family moved to the Silk Road trading city of Mosul. There, Najm ad-Din Ayyub and Shirkuh served Imad ad-Din Zengi, the famous anti-Crusader ruler and founder of the Zengid Dynasty. Later, Saladin would spend his adolescence in Damascus, Syria, one of the great cities of the Islamic world. The boy reportedly was physically slight, studious and quiet. Saladin Goes to War After attending a military training academy, the 26-year-old Saladin accompanied his uncle Shirkuh on an expedition to restore Fatimid power in Egypt in 1163. Shirkuh successfully reinstalled the Fatimid vizier, Shawar, who then demanded that Shirkuhs troops withdraw. Shirkuh refused; in the ensuing fight, Shawar allied himself with European Crusaders, but Shirkuh, ably assisted by Saladin, managed to defeat the Egyptian and European armies at Bilbays. Shirkuh then withdrew the main body of his army from Egypt, in accordance with a peace treaty. (Amalric and the Crusaders also withdrew, since the ruler of Syria had attacked the Crusader States in Palestine during their absence.) In 1167, Shirkuh and Saladin once again invaded, intent on deposing Shawar. Once again, Shawar called on Amalric for assistance. Shirkuh withdrew from his base in Alexander, leaving Saladin and a small force to defend the city. Besieged, Saladin managed to protect the city and provide for its citizens despite his uncles refusal to attack the surrounding Crusader/Egyptian army from behind. After paying restitution, Saladin left the city to the Crusaders. The following year, Amalric betrayed Shawar and attacked Egypt in his own name, slaughtering the people of Bilbays. He then marched on Cairo. Shirkuh jumped into the fray once again, recruiting the reluctant Saladin to come with him. The 1168 campaign proved decisive; Amalric withdrew from Egypt when he heard that Shirkuh was approaching, but Shirkuh entered Cairo and took control of the city early in 1169. Saladin arrested the vizier Shawar, and Shirkuh had him executed. Taking Egypt Nur al-Din appointed Shirkuh as the new vizier of Egypt. A short time later, however, Shirkuh died after a feast, and Saladin succeeded his uncle as vizier on March 26, 1169. Nur al-Din hoped that together, they could crush the Crusader States that lay between Egypt and Syria. Saladin spent the first two years of his rule consolidating control over Egypt. After uncovering an assassination plot against him among the black Fatimid troops, he disbanded the African units (50,000 troops) and relied instead upon Syrian soldiers. Saladin also brought members of his family into his government, including his father. Although Nur al-Din knew and trusted Saladins father, he viewed this ambitious young vizier with increasing distrust. Meanwhile, Saladin attacked the Crusader Kingdom of Jerusalem, crushed the city of Gaza, and captured the Crusader castle at Eilat as well as the key town of Ayla in 1170. In 1171, he began to march on the famous castle-city of Karak, where he was supposed to join Nur al-Din in attacking the strategic Crusader fortress, but withdrew when his father passed away back in Cairo. Nur al-Din was furious, rightly suspecting that Saladins loyalty to him was in question. Saladin abolished the Fatimid caliphate, taking power over Egypt in his own name as the founder of the Ayubbid Dynasty in 1171, and reimposing Sunni religious worship instead of Fatimid-style Shiism. Capture of Syria In 1173-4, Saladin pushed his borders west into what is now Libya, and southeast as far as Yemen. He also cut back payments to Nur al-Din, his nominal ruler. Frustrated, Nur al-Din decided to invade Egypt and install a more loyal underling as vizier, but he suddenly died early in 1174. Saladin immediately capitalized on Nur al-Dins death by marching to Damascus and taking control of Syria. The Arab and Kurdish citizens of Syria reportedly welcomed him joyfully into their cities. However, the ruler of Aleppo held out and refused to acknowledge Saladin as his sultan. Instead, he appealed to Rashid ad-Din, head of the Assassins, to kill Saladin. Thirteen Assassins stole into Saladins camp, but they were detected and killed. Aleppo refused to accept Ayubbid rule until 1183, nonetheless. Fighting the Assassins In 1175, Saladin declared himself king (malik), and the Abbasid caliph in Baghdad confirmed him as sultan of Egypt and Syria. Saladin thwarted another Assassin attack, waking and catching the knife-mans hand as he stabbed down towards the half-asleep sultan. After this second, and much closer, threat to his life, Saladin became so wary of assassination that he had chalk powder spread around his tent during military campaigns so that any stray footprints would be visible. In August of 1176, Saladin decided to lay siege to the Assassins mountain strongholds. One night during this campaign, he awoke to find a poisoned dagger beside his bed. Stuck to the dagger was a note promising that he would be killed if he did not withdraw. Deciding that discretion was the better part of valor, Saladin not only lifted his siege, but also offered an alliance to the Assassins (in part, to prevent the Crusaders from making their own alliance with them). Attacking Palestine In 1177, the Crusaders broke their truce with Saladin, raiding toward Damascus. Saladin, who was in Cairo at the time, marched with an army of 26,000 into Palestine, taking the city of Ascalon and getting as far as the gates of Jerusalem in November. On November 25, the Crusaders under King Baldwin IV of Jerusalem (son of Amalric) surprised Saladin and some of his officers while the vast bulk of their troops were out raiding, however. The European force of just 375 was able to route Saladins men; the sultan narrowly escaped, riding a camel all the way back to Egypt. Undaunted by his embarrassing retreat, Saladin attacked the Crusader city of Homs in the spring of 1178. His army also captured the city of Hama; a frustrated Saladin ordered the beheading of the European knights captured there. The following spring King Baldwin launched what he thought was a surprise retaliatory attack on Syria. Saladin knew he was coming, though, and the Crusaders were soundly thrashed by Ayubbid forces in April of 1179. A few months later, Saladin took the Knights Templar fortress of Chastellet, capturing many famous knights. By the spring of 1180, he was in position to launch a serious attack on the Kingdom of Jerusalem, so King Baldwin sued for peace. Conquest of Iraq In May of 1182, Saladin took half of the Egyptian army and left that part of his kingdom for the last time. His truce with the Zengid dynasty that ruled Mesopotamia expired in September, and Saladin resolved to seize that region. The emir of the Jazira region in northern Mesopotamia invited Saladin to take suzerainty over that area, making his task easier. One by one, other major cities fell: Edessa, Saruj, ar-Raqqah, Karkesiya, and Nusaybin. Saladin repealed taxes in the newly-conquered areas, making him very popular with the local residents. He then moved toward his former hometown of Mosul. However, Saladin was distracted by a chance to finally capture Aleppo, the key to northern Syria. He made a deal with the emir, allowing him to take everything he could carry as he left the city, and paying the emir for what was left behind. With Aleppo finally in his pocket, Saladin once more turned to Mosul. He laid siege to it on November 10, 1182, but was unable to capture the city. Finally, in March of 1186, he made peace with the citys defense forces. March toward Jerusalem Saladin decided that the time was ripe to take on the Kingdom of Jerusalem. In September of 1182, he marched into Christian-held lands across the River Jordan, picking off small numbers of knights along the Nablus road. The Crusaders mustered their largest army ever, but it was still smaller than Saladins, so they merely harassed the Muslim army as it moved toward Ayn Jalut. Finally, Raynald of Chatillon sparked open fighting when he threatened to attack the holy cities of Medina and Mecca. Saladin responded by besieging Raynalds castle, Karak, in 1183 and 1184. Raynald retaliated by attacking pilgrims making the hajj, murdering them and stealing their goods in 1185. Saladin countered by building a navy that attacked Beirut. Despite all of these distractions, Saladin was making gains on his ultimate goal, which was the capture of Jerusalem. By July of 1187, most of the territory was under his control. The Crusader kings decided to mount a last, desperate attack to try and drive Saladin from the kingdom. Battle of Hattin On July 4, 1187, the army of Saladin clashed with the combined army of the Kingdom of Jerusalem, under Guy of Lusignan, and the Kingdom of Tripoli, under King Raymond III. It was a smashing victory for Saladin and the Ayubbid army, which nearly wiped out the European knights and captured Raynald of Chatillon and Guy of Lusignan. Saladin personally beheaded Raynald, who had tortured and murdered Muslim pilgrims, and also had cursed the Prophet Muhammad. Guy of Lusignan believed that he would be killed next, but Saladin reassured him by saying, It is not the wont of kings to kill kings, but that man transgressed all bounds, and therefore did I treat his thus. Saladins merciful treatment of the King Consort of Jerusalem helped cement his reputation in the west as a chivalrous warrior. On October 2, 1187, the city of Jerusalem surrendered to Saladins army after a siege. As noted above, Saladin protected the Christian civilians of the city. Although he demanded a low ransom for each Christian, those who could not afford to pay were also allowed to leave the city rather than being enslaved. Low-ranking Christian knights and foot-soldiers were sold into slavery, however. Saladin invited Jewish people to return to Jerusalem once more. They had been murdered or driven out by the Christians eighty years before, but the people of Ashkelon responded, sending a contingent to resettle in the holy city. The Third Crusade Christian Europe was horrified by the news that Jerusalem had fallen back under Muslim control. Europe soon launched the Third Crusade, led by Richard I of England (better known as Richard the Lionheart). In 1189, Richards forces attacked Acre, in what is now northern Israel, and massacred 3,000 Muslim men, women, and children who had been taken prisoner. In retaliation, Saladin executed every Christian soldier his troops encountered for the next two weeks. Richards army defeated Saladins at Arsuf on September 7, 1191. Richard then moved toward Ascalon, but Saladin ordered the city emptied and destroyed. As the dismayed Richard directed his army to march away, Saladins force fell upon them, killing or capturing most of them. Richard would continue to try to retake Jerusalem, but he had only 50 knights and 2,000 foot-soldiers remaining, so he would never succeed. Saladin and Richard the Lionheart grew to respect one another as worthy adversaries. Famously, when Richards horse was killed at Arsuf, Saladin sent him a replacement mount. In 1192, the two agreed to the Treaty of Ramla, which provided that the Muslims would retain control of Jerusalem, but Christian pilgrims would have access to the city. The Crusader Kingdoms were also reduced to a thin sliver of land along the Mediterranean coast. Saladin had prevailed over the Third Crusade. Death of Saladin Richard the Lionheart left the Holy Land early in 1193. A short time later, on March 4, 1193, Saladin died of an unknown fever in his capital at Damascus. Knowing that his time was short, Saladin had donated all of his wealth to the poor  and had no money left even for a funeral. He was buried in a simple mausoleum outside of the Umayyad Mosque in Damascus. Sources Lyons, Malcolm Cameron and D.E.P. Jackson. Saladin: The Politics of the Holy War, Cambridge: Cambridge University Press, 1984.Nicolle, David and Peter Dennis. Saladin: The Background, Strategies, Tactics and Battlefield Experiences of the Greatest Commanders of History, Oxford: Osprey Publishing, 2011.Reston, James Jr. Warriors of God: Richard the Lionheart and Saladin in the Third Crusade, New York: Random House, 2002.

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Why is it important that I understand what independent learning is - Essay Example Internalizing independent learning however is not easy and it would be necessary for the student to understand what independent learning is before internalizing it. It should begin in college that would later translate to our professional lives and even in our personal lives as we sought not only to become better professionals but also better individuals. Wedemeyer defined independent learning as consisting of â€Å"various forms of teaching- learning arrangements in which teachers and learners carry out their essential tasks and responsibilities apart from one another, communicating in a variety of ways †¦ Independent study programs offer learners varying degrees of freedom in the self-determination of goals and activities† (Wedemeyer 1975:11 cited in Kobuni 2013:232). This type of learning is exclusive among adults as it relates to â€Å"lifelong learning and self-directed learning† (Candy 1991; Merriam, Caffarella, & Baumgartner 2007 cited in Kobuni 2013:232). In short, independent learning is self-motivated, lifelong and autonomous adult learning to achieve certain goals using various study programs and methods. Understanding independent learning should begin in college. It should start in college because it the stage where we prepare ourselves for our professional lives. Also, the academic rigors in college requires that we should understand and learn independent learning. College is very different in high school where many of the lessons are spoon fed. In college, we are required to look for information on our own through our research and study. We are also encouraged to think on our own and to do critical thinking. These modes of study require independent learning seeking information and learning materials using various methods such library, internet, interview, observation etch to be able to have the inputs necessary to do reports and critical thinking. It is important that

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