The Developing Manager

UnitTitle: The Developing Manager


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Outcomes
Assessment requirements
On successful completion of this unit a learner will:
To achieve each outcome a learner must demonstrate the ability to:
LO1. Understand principles and practices of management behavior

LO2. Be able to review own potential as a prospective manager
1.1 compare different management styles
1.2 discuss leadership characteristics
1.3 evaluate communication processes in selected businesses
1.4 analyseorganisational culture and change in selected businesses
2.1 assess own management skills performance
2.2 analyse personal strengths, weaknesses, opportunities and threats
2.3 set and prioritise objectives and targets to develop own potential
LO3. Be able to show managerial skills within a business and services context

3.1 lead and motivate a team to achieve an agreed goal or objective
3.2 justify managerial decisions made to support achievement of agreed goal or objective and recommendations for improvements




LO4. Be able to create a career development plan for employment within a business and services
context
4.1 explain how own managerial and personal skills will support career development
4.2 review career and personal development needs, current performance and future needs to produce development plan



Assignment Details
Weighting 100%
Written Report: Approximately 3000 words
Case Study

Ryanair Ltd


According to their website, Ryanair is Europe’s only ultra-low cost carrier (ULCC), operating more than 1,600 daily flights (over 500,000 per year) from 57 bases, across 1,600 low fare routes, connecting 180 destinations in 29 countries and operating a fleet of 303 new Boeing 737-800 aircraft. Ryanair has recently announced firm orders for a further 175 new Boeing aircraft, which will be delivered between 2014 and 2018. Ryanair currently has a team of more than 9,000 highly skilled professionals, will carry over 81.5 million passengers this year and has an outstanding 29-year safety record.
Controversies
Assignment Details
Weighting 100%
Written Report: Approximately 3000 words
Case Study

Ryanair Ltd

According to their website, Ryanair is Europe’s only ultra-low cost carrier (ULCC), operating more than 1,600 daily flights (over 500,000 per year) from 57 bases, across 1,600 low fare routes, connecting 180 destinations in 29 countries and operating a fleet of 303 new Boeing 737-800 aircraft. Ryanair has recently announced firm orders for a further 175 new Boeing aircraft, which will be delivered between 2014 and 2018. Ryanair currently has a team of more than 9,000 highly skilled professionals, will carry over 81.5 million passengers this year and has an outstanding 29-year safety record.
Controversies
Ryanair has been subject to criticism of, among other things, its employment relations, its charging policies, its advertisements, and its customer service, in particular its treatment of disabled customers.
"And you thought the passengers were mad. Airline employees are fed up, too-with pay cuts, increased workloads and management's miserly ways, which leave workers to explain to often-enraged passengers why flying has become such a miserable experience."—New York Times, December 22, 2007
According to the article “Up in the air”, written by Greg J. Et al, when both an industry's workers and its customers report high and rising frustration with the way they are being treated, something is fundamentally wrong. In response to these conditions, many of the world's airlines have made ever-deeper cuts in services and their workforces. Is it too much to expect airlines, or any other enterprise, to provide a fair return to investors, high-quality reliable service to their customers, and good jobs for their employees?
Ryanair pilot sacked for handing our union form wins compensation – The Mirror, March 23, 2011
If any firm was going to try to take employment laws back to the dark ages there was always a good chance it would be Ryanair. Pilot James Anderson, below, was sacked by the airline because he allegedly "compromised safety". His offence was to hand a membership form for Britain's biggest union, Unite, to a stewardess. Jim McAuslan, general secretary of the pilots' union BALPA, said: "The union believes that he should never have been dismissed in these circumstances."  Ryanair has repeatedly refused to negotiate with unions and an attempt by Balpa to win recognition failed just months before Captain Anderson was sacked.
The airline responded to the case with the grace you'd expect: "We have no problem with pilots distributing leaflets in their own time, but not during a flight, when they should be attending to the aircraft, going through their checklists and prioritising the safety of Ryanair's aircraft, and not the membership of failed BA trade unions.
Michael O’leary (CEO)
O'Leary was deputy chief executive of Ryanair between 1991 and 1994 and was promoted to chief executive of Ryanair in January 1994. O'Leary has a reputation for loose talk in the airline industry and among its regulators. Many press articles have often described him as arrogant, and prone to making comments which he later contradicts.  He has been extravagantly outspoken in his public statements, sometimes resorting to personal attacks and foul language.  His abrasive management style, ruthless pursuit of cost-cutting and his explicitly hostile attitude towards corporate competitors, airport authorities, governments, unions and customers has become a hallmark. O'Leary has been reported to have impersonated a journalist in an attempt to find information passed on to a newspaper following a safety incident on a Ryanair flight. On occasion he has apologised for personal attacks under threat of legal action. He has been criticised by a judge for lying, who said he was lucky not to be found guilty of contempt of court.

Assignment Brief
Task 1 Understand principles and practices of management behaviour.
1.1   Bearing in mind, the management and leadership styles practiced by Ryanair, discuss different management and leadership styles and its suitability to Ryanair.
1.2 How would you describe formal and informal communication processes that Ryanair can incorporate?
1.3 Analyse Ryanair’s organisation culture and discuss how you would recommend any changes in order to improve its image.
Task 2 Be able to review own potential as a prospective manager
Assuming you are given the CEO’s position at Ryanair in future, how would you assess your own management skills and potential strengths and weaknesses? How would you maximise your management potential in order to take up this challenge?
Task 3 Be able to show managerial skills within a business and services context.
As the new CEO of Ryanair, how would you lead and motivate your team in order to achieve organisational objectives? What recommendations would you make in order to improve the motivational levels of staff in order to improve their commitment?
Task 4 Be able to create a career development plan for employment within a business and services context.
Thinking about yourself as a potential senior manager within the tourism and hospitality industry, explain how your own managerial and personal skills will support career development. Review your career and personal development needs, current performance and future needs in order to produce a development plan.



Assessment Criteria

Each unit will be graded as a pass, merit or distinction. A pass is awarded for the achievement of all outcomes against the specified assessment criteria. Merit and distinction grades are awarded for higher-level achievement.
Summary of grades
In order to achieve a pass
• all outcomes and associated assessment  criteria have been met
In order to achieve a merit
• pass requirements achieved
• all merit grade descriptors achieved
In order to achieve a distinction
• pass and merit requirements achieved
• all distinction grade descriptors achieved
Assessment Criteria

Each unit will be graded as a pass, merit or distinction. A pass is awarded for the achievement of all outcomes against the specified assessment criteria. Merit and distinction grades are awarded for higher-level achievement.
Summary of grades
In order to achieve a pass
• all outcomes and associated assessment  criteria have been met
In order to achieve a merit
• pass requirements achieved
• all merit grade descriptors achieved
In order to achieve a distinction
• pass and merit requirements achieved
• all distinction grade descriptors achieved

Grade Descriptors
Pass grade
A pass grade is achieved by meeting all the requirements defined in the assessment criteria for pass for each unit.
P1  Understand principles and practices of management behaviour.
1.1 A justification of different leadership and management styles and assessing its suitability for Ryanair
1.2 A discussion on different communication channels and methods, that may include a detailed explanation of a communication process, outlining different stages of the process.
1.3 Demonstrate independent research on Ryanair’s organisational culture and its suitability as a service provider, and make appropriate recommendations.

P2 Be able to review own potential as a prospective manager
An appropriate self-evaluation that includes a personal SWOT analysis, and justified discussions on maximizing strengths and opportunities for self-development.
P3 Be able to show managerial skills within a business and services context.
Based on motivational theories, the answer should illustrate the use of different techniques in order to motivate different types of teams within the organization. Further discussion on how staff motivation can improve organizational outcomes and achieving organizational goals.
P4 Be able to create a career development plan for employment within a business and services context.
Taking one’s own strengths and potential opportunities in to consideration, write a detailed career development plan in order to reach higher positions within the tourism and hospitality industry.




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