Production & Operations Management Essay Example | Topics and Well Written Essays - 1000 words

Production & Operations Management - Essay Example Causes of Quality Problem on Greasex Line There are a lot of internal factors that contributes to the quality problems on Greasex line. This includes: (a) inefficient personnel – the operator that fills the equipment lacks working experience in running the machinery equipment, presence of the operator within the site, and lack of real-time report; (b) the automated filling equipment is not exclusively designed for Greasex line purposes and has no regular schedule for maintenance; (c) purchaser(s) do not have knowledge on the quality of spare parts needed for the equipment; and (d) lack of testing on the effects of contoured can on the speed of filling or filling hydrodynamics from a high-pressured filling head. Steps Hank should follow for Continuous Improvement Hank should implement a regular real-time reporting from operator(s) of Greasex line to ensure that necessary actions will be provided to cut down on ‘down-time’ errors and regular maintenance for machine. Ensure that effective training on handling the machinery should be provided by the company. Encourage purchaser to deal with operators carefully regarding the specs of materials needed. Take time to do laboratory tests on impact of contoured cans on speed of filling machine, etc). Compute for opportunity loss of using incompatible automated filling equipment for Greasex line.

H.W Essay Example | Topics and Well Written Essays - 500 words - 4

H.W - Essay Example In other words, several countries have benefited from the trade in various ways. To begin with, the goods that are imported may be of lower prices than those produced domestically. Besides, the imported goods often offer advantages other than lower prices such as better quality or design, higher status and technical features among other reasons. In respect to this, the paper focuses on the countries that have capitalized on international trade and the effects that it has had on their economic growth. The participation of the Far East countries in international trade is remarkable. Evidently, countries such as China, Japan and Korea are developing and expanding at a very fast rate. The fast expansion and development is attributed to international trade. It is worth noting that, since the initiation of economic reforms and the adoption of the open door policy, international trade has resulted in the dramatic growth of a number of countries, China being one of them. The integration of China as a country into the global economy has been attributed to its sustained economic growth in the recent years. It has become a darling to several countries in Europe and in Africa due to its investment programs and the visions it has as a country. The exportation and importation of goods ensured that some of the industries in China had comparative advantages in terms of the level of specialization (Reuvid & Sherlock, 2011). Additionally, international trade has helped achieve a high growth rate of GDP in China, as well as an enormous inflow of hard currency and a dramatic increase in the employment opportunities that have absorbed the high population. Just like the neighbouring countries such as Japan, China’s participation in international trade has also contributed to the improvement in productivity of domestic industries and

Evaluation Essay Essay Example for Free

Evaluation Essay Essay The National Basketball Association, popularly Known as the NBA, was established in New York City on June 6, 1946, as the Basketball Association of America and the Chicago Bulls became a member of the NBA after their establishment in 1966. Since becoming the NBA, the basketball played during the playoffs has proven to be far more competetive than that played during the regular season of at least 60 games per team. This was proven beyond doubt when the Chicago Bulls defeated the Brooklyn Nets in the 2013 playoffs after trailing by 14 points with only 3 minutes and forteen seconds of regulation time left. This was quite hard to believe and turned out to be an unexpected reality despite the susceptibility of the Chicago Bulls to injury and the absence of their superstar, Derick Rose. With the emergence of the 2008 number 1 draft pick of the NBA, Derick Rose, drafted by the Chicago Bulls, there was hope for an NBA title for the city of Chicago which has not had any hope since the Michael Jordan era. After the horrible 2012/2013 regular season in which the Bulls suffered a great deal of injuries worst than any other NBA team, the Bulls head into the playoffs still short handed. The first impression about this Bulls team is their resilience considering their success into the playoffs despite the injury woes. The first round featured the Bulls and the Nets in what is suppose to be a seven game series with the winner being any team with the first four wins. The two teams meet at the Barclays Center in New York for game 4 of the series with the Bulls leading two games to one. The game appea red to be pretty even within the first three quarters untill the nets blowout to a 14 point lead with exactly 3 minutes and 14 seconds of playtime left on the clock. At this point, no one could see the possibilty of a Bulls win considering the absence of a superb playmaker like their all-star point guard, Derick Rose who used to lead them to numerous comeback wins. Notwithstanding, the bulls backup point guard, Nate Robinson, who is just 5 9 tall, Weighing 180 lb popularly reffered to as little Nate by most basketball journalists and analysts went to work. He can be reffered to at this point as the savior, but who could have imagined that at a crucial point like this, it will be the backup point guard, who is not ony the smallest player on the bulls roster but also one of the least regarded who will bail them out. With the nets leading by 14 at this point, all hope was lost but the Bulls coach, Tom Thibedeau, was still on his toes with the hope to salvage the situation.  Nate took over, first by hitting a three point basket. The lead was down to 11, but the Nets coach was pretty relaxed and still had hope for a victory while little Nate thought otherwise. He made 90% of all the points made by the Bulls from this point on. With the Nets loosing the ball at the other end, the bulls converted at the other end. By the time the short clock was at 1:14, the bulls had made and 8:0 run, and the battle was far from done. This was quite unexpected for many reasons. The basketball played during the playoff is way more competitive such that it is rare to see an 8-0 run at a crucial point such as in this situation. In addition to this, the bulls were very short handed compared to a very health Brooklyn team with promissing reserves as well. It all came down to this; Who had the passion, who had the drive as one of the journlists noted. At this point, even though Little Nate was the main playmaker for the bulls, all the players stepped up their game. Everyone was alert. The rebounding was up, the defending up, the players seemed unstopable at this point. Still, everyone still doubted a bulls win who were still down by 6 points with 1:14 left on the clock. Notwithstanding, the bulls believed in themselves and kept the pace. With the players doing a great job, there was one man who can be reffered to at this point as the fuel, the coach, Tom Thibedeau. He was sensational, and constantly on his toes and he is regarded as someone who believes in winning with no regards to whoever is on the court, whether they are stars, superstars, rookies or average players. This was the mentality he impacted on the bulls despite the absence of their best player. With 1:11 left, the bulls continue to make their run through Nate. Relative to his performance that night, this little guy appeared very tall and not even Brook Lopez, a very big guy of 7 ft 0 and 275 lb on the opposing team could stop him. Lopez put a huge body on little Nate whose intelligence overcame the doggy defence. He continued to nock down shots to everyones suprise. Big things come in small packages one of the journalists said in reference to his astounding performance. Both teams were level at the end of the fourth quarter and headed for overtime. This was a turning point for both teams. While the nets played well, the bulls w ere clearly the team with the bigger drive to win. Nothing could be seen to limit the bulls not even age in the case of veteran center Nazr Mohammad, the oldest guy on the bulls roster who came off the bench and hit a huge basket with a great offensive rebound that  solidified the bulls win in the third overtime. In conclusion, the bulls win over the nets in game 4 of the 2013 NBA playoffs was a thriller and no body could have seen it coming. It is worth noting that, believe and hardwork was the driving force of such an unexpected comeback.

Ryanairs Strategic Management Practices

Ryanairs Strategic Management Practices Introduction The aim of this assignment is to explore Ryanairs strategic management practices through the theory of core competencies developed by Prahalad and Hamel (1990). Ryanair operates in the low cost carriers (LCC) industry and experienced success since the launch of its operations. Ryanairs successful strategic management position is reflected in the optimisation of its internal processes offering value to customers whilst eliminating waste. By developing a set of core competencies, Ryanair has been able to develop a strong market position while transporting millions of customers every year. The first part of the essay provides a brief overview of the company and the industry in which it operates. This section outlines the key competing forces and argues for the companys cost leadership approach towards its strategy. The second section outlines the core competence theory developed by Prahalad and Hamel (1990). This section briefly summarises the theory and its assumptions. The third section discusses the application of the strategic theory to Ryanair. This section argues that Ryanairs core competencies concern not only the efficient utilisation of its tangible resources (e.g. aircraft, contract on destinations with airports), but also intangible resources (e.g. market share, reputation, customer loyalty). Brief overview of Ryanair Ryanair gained its reputation as a low cost carrier (LCC) throughout Europe by following the SouthWest business model (Strategic Direction, 2006) (see Appendix 1 for a comparison between the two models). This model included the delivery of a no- frill service whilst offering a point-to-point service and short haul routes to secondary and regional airports. By competing on cost, Ryanair was able to offer cheap tickets to a range of European destinations with the result of changing how customers perceived their travelling experience. Ryanair was able to offer competitive prices by reducing operational costs through the utilisation of its aircrafts. In particular, by avoiding a hub-and-spoke service, creating short haul journeys, scrapping the traditional system of ticket production and seat reservation and in-flight meals, the company was able to increase the number of journeys whilst reducing costs. Moreover, the use of secondary and regional airports offer less handling costs, fewer terminal delays, and greater airport access. According to Datamonitor (2010) as of June, 2009, the company offers over 1,200 scheduled short-haul flights per day serving 145 locations throughout Europe and Morocco, with an operating fleet of 196 aircrafts. The company operates through approximately 845 routes (p.6). The scale of the companys operations indicates its positive reception by consumers seeking to reduce travelling costs whilst increasing the frequency of trips to European destinations. Current trends in the Low Cost Carrier (LCC) Market 3.1 A different approach to airplane transportation Malighetti, et al (2010) argue that the growth behind the LCC market is underpinned by the consumers increasing interest in using airplanes not as a luxurious mode of transportation but as an opportunity for travelling to new destinations at a minimum cost. According to Huttinger (2006) many countries perceived the airlines as a state institution and their reason for existence as a fulfilment of public needs (p.229). The same idea is also expressed by Pitt and Brown (2001) who argue that the development of a differentiated strategy allowed the LCC firms to create a new niche. Dobruszkes (2009) argues that efforts towards deregulating the industry by the EU allowed airline firms to introduce changes in their way of operation. Lack of regulation meant fewer restrictions as to how the airlines needed to design and perform their operations (e.g. ticketing system, destinations, etc) (Dobruszkes, 2009) According to Strategic Direction (2007a, 2007b, 2007c) the emerging opportunities developing from deregulation were followed by the SouthWest business model in the USA. This model was not only copied but also extended by companies like Ryanair and Easy Jet in Europe (Barrett, 2004). As Figure 1 illustrates, a steady increase in the number of passengers carried between LCC firms can be noted. For example, whereas Virgin Atlantic achieved 28.9% growth, in contrast, Ryanair achieved 171.9% for the number of passengers carried. The difference in volume is evidence of the consumers growth and changing travel needs. Figure 1 Scheduled passengers carried, 2002-06 2002 2003 2004 2005 2006 % change m m m m m 2002-06 easyJet 11.4 20.3 24.3 29.6 33.7 +195.6 Ryanair 14.9 21.3 26.6 33.7 40.5 +171.8 Flybe 2.6 3.2 5.5 +111.5 bmibaby 0.7 2.8 3.3 3.6 4.1 +583.3 Monarch na na 2 2.6 3.2 na Virgin Atlantic 3.8 3.8 4.3 4.5 4.9 +28.9 BMI 7.5 9.4 10.5 10.5 10.5 +40 BA (est) 40 38 36.1 35.7 35.6 -11 Source: Company data/CAA UK airline statistics/Mintel A key trend in the LCC market has not only been the consumers attention on cost but also opportunity for travelling to new destinations within Europe (Malighetti, et. al. 2010). As Pitfield (2008) argues, following the recent economic credit crunch the new business model favoured the LCC. Cost became a differentiating factor in the way consumers made their purchasing choices on travel (Pitfield, 2008). Moreover, from Figure 2 it can be noted that the competition between the LCC remains fierce. Ryanair and Easy Jet are the largest competitors in Europe sharing the greatest volume of passengers travelling. According to Gillen and Lall (2004) such growth is attributed to a) the number of destinations already served by the airliners, b) the reputation on cost and c) the development of a strategy that allows them to utilise resources whilst minimising waste. Efficiency remains a key attribute to the development of competitive advantage in this market. This is because excessive costs contr ibute to the firms cost structure. This means that for a LCC firm to remain competitive such company needs to sustain its levels of efficiency whilst improving the value chain with which the service is delivered. Figure 2: Passengers carried in 2006 Source: Mintel/Company data (2007) 3.2 Ryanairs cost leadership strategy According to Porter (1980, 1985) there are three types of strategies companies can adopt in an industry. These are a) cost leadership, b) differentiation strategy, and c) focus strategy. A cost leadership remains effective depending on the volume of customers served. Such strategy focuses on achieving economies of scale by maximising its profit margins through the maximised over volume of sales. In contrast, a differentiation strategy is based on the specific attributes of a service and/or product that competitors are not able to offer (Porter, 1987). The distinctive features that are unique to such service/product differentiate the companys competitive power (Porter, 1996). A focus strategy concerns a firms concentration on a particular segment in the market (e.g. consumers, product, health-related products) with the result of creating new barriers of entry for other competitors to enter (Porter, 1987). Such barriers are created because of the tacit knowledge (e.g. methods of produc tion) that is needed in order to develop the product and/or service. Ryanair is adopting a cost leadership approach to strategy. As Figure 4 shows, when comparing the companys prices against competitors and for the same destinations the cost difference remains considerable. Mintel (2007) notes that the company aims to turn flights around within 25 minutes and routes are consistently the shortest of all the Low Cost Carriers (LCCs). Wood (2004) and Boru (2006) argue that even though this cost leadership strategy has proven effective, nevertheless, it has been difficult for Ryanair to maintain it without influencing the quality of service offered to customers. In particular, Boru (2006) argues that Ryanairs hard approach on cost has resulted in a hostile behaviour towards customers. Ryanairs couldnt-care-less approach to customer care also applies to refunds and baggage. Not only are refunds never paid out, even if a passengers travel plans are disrupted by the death of a grandparent, but the bereaved customer is told to à ¢Ã¢â€š ¬Ã‚ ¦ for having the temerity to ask (Boru, 2006, p.50). Datamonitor also reports various lawsuits, claims, and legal proceedings, arising in the ordinary course of its business. Some of these legal proceedings and claims seek damages, fines, or penalties in substantial amounts or remediation of environmental contamination (p.7). The implication of this argument is that even though cons umers continue to fly with Ryanair, they nevertheless remain weary of its behaviour to their changing travelling needs. Figure 4: Comparative fare levels (same booking date and approximate departure times Source: OHiggins in Johnson G, Scholes, K, Whittington, R. (2008, p.839) Mintel (2007) argues that in order for Ryanair to increase its revenues, it tends to engage in making incremental increases on costs that remain hidden to consumers. For example, consumers are being charged to pay for advance boarding to seat reservations, sports equipment to extra baggage and others. OHiggins (2008) mentions for example that a disabled man won a landmark case against Ryanair after it charged him  £18 for a wheelchair he needed at Stansted Airport to get from the check-in desk to the aircraft. The passenger was awarded  £1,336 in compensation from Ryanair, as the UK based Disability Commission said it may launch a class action against the airline on behalf of 35 other passengers (p.834). Such hidden costs generated a negative image for the companys low cost reputation. Donne (2004) and Groom (2004) argue that customers dislike extra charges and seek to withdraw their loyalty for carriers that are not committed to their quality of service on the grounds of reducing costs. Figure 5: Customer complaints Source: in Johnson G, Scholes, K, Whittington, R. (2008, p.842) The implication of this argument is that Ryanairs successful strategy remains contingent to the changing trends in the environment. As Figure 3 illustrates, the process of strategy formulation and evolution goes through a cycle where application needs to conform to the changing conditions of the environment. This means that Ryanair needs to develop a different approach to its cost leadership strategy by introducing modifications to its model. This can be done by placing greater importance on the customers perceptions of satisfaction rather than just promoting the selling of low cost tickets. Figure 3 Aspects of Strategy formulation and evolution Source: Chaharbaghi and Willis (1998:1022) Core Competencies Theory According to Johnson et al (2008) Chaharbaghi and Willis (1998) the study of strategic management is concerned with understanding how an organisation can realise its corporate goals through the manipulation of its tangible and intangible resources. According to Ansof (1984) strategic management can be defined as a systematic approach to a major and increasingly important responsibility of general management: to position and relate the firm to its environment in a way which will assure its continued success and make it secure from surprises. (p. xv) According to Raduan, et al. (2009) strategic management can be seen as a combination of strategy formulation, implementation and evaluation (p.406) According to Mintzberg et al (1998) there are two principle schools of thought that influenced the discourse on strategic management over time. These are characterised as the a) design school and the b) emergent school. The design school argues for the importance of careful planning. Lidtka (2000) for example argues that the orchestration of processes can lead to the achievement over the intended strategic corporate outcomes. The emergent school was influenced by the work of Mintzberg (1979, 1983) and argues for the managements inability to manage uncertainty in the course of realising its corporate goals. Mintzberg (1983) argues that the role of strategic management is to adjust a firms intentions according to the shifting conditions of the environment. Such conditions cannot be known a priori but only realised at the time of their development (Mintzberg, et al (1998). Cunah and Cunah (2006) also support this idea by arguing that firms developed their strategic positions by an emerg ent process resulting from managers and employees improvisations in response to the realities of the market (p.839). In the discourse between the two schools, Prahalad and Hamel (1990) developed the theory of core competencies. This theory argues for a firms ability to develop specific competencies which are intertwined with the employees tacit knowledge and expertise. Core competencies remain context-specific and are not easily transferable because of the specificity of the employees knowledge and skills that help maintain it. According to Grà ¶ÃƒÅ¸ler (2007) core competencies represent a firms capabilities created by the complex interaction of its resources combined with implicit or explicit knowledge about the effective combination of these resources (p.252). According to Prahalad and Hamel (1994) the implication of this argument is that the innovative capability of a firm remains closely located in its awareness of the employees skills and their continuing development. Hence, the process of fostering core competencies comprises the development of qualities which concern the advancement of products/services which are intertwined with a set of skills which are people-specific (Hamel, 1996). As Figure 4 illustrates, performance remains an outcome of the interaction between capabilities and resources. Such a process is dynamic and not static, which means that the firm is in a continuing process of identifying and strengthening its core competencies over time (Goold, 1996). Figure 4 Relationship between resources, capabilities and performance Performance Capabilities Resources Source: Adapted from Grà ¶ÃƒÅ¸ler (2007, p.253) Having outlined the theory of core competencies the following section will discuss its application on Ryanair. Assessing Ryanairs strategy through its core competencies 5.1 Waste minimisation and improvement making According to Lawton (1999) and Done (2004) Ryanairs core competencies are identified in its ability to discover and remove operations that do not add value to customers. Prices can be reduced when unnecessary processes are eradicated and/or improved. Pietfeld (2008) argues how the increase in efficiency is an activity that needs to move beyond the process of careful planning. Gillen and Lall (2004) argue that Ryanair has instilled an improvement-making strategy that resides in its corporate culture. This means, that employees can take real-time initiatives which are then evaluated and implemented by the management on the organisation as a whole (Leavy, 2003). Lawton (1999) argues that the management of the organisation remains unable to detect deficiencies as employees are the ones who have immediate contact with customers. Hence, the process of introducing quality improvements requires the necessary organisational structure to allow initiative-taking by employees whilst these are also supported by the management layer. According to OSullivan and Gunningle (2009) the literature on initiative-taking by employees remains subject to criticism. This is because employees can indicate areas of improvement but such suggestions may not be readily applicable. However, a core competency developed by Ryanair is the development of an organisational structure where the corporate culture allows them to take initiatives which are then institutionalised. The management is responsible for the development of the necessary regulations, policies and procedures that can accommodate initiatives (Barrett, 2004). The implication of this activity is that the firm is able to swiftly respond to the customers changing needs with little delay. This core competency remains difficult to copy by competitors because it resides within their existing work ethic and cultural values of employees that has matured over time. A criticism that is expressed against Ryanair, and in contrast to its effort to increase levels of efficiency, concerns the absence of unions that may exercise resistance to the managements growing demands. By increasing the array of responsibilities, employees are required to achieve performance targets, OSullivan and Gunningale (2009) argue that Ryanair has created excessive demands on employees that are not accounted for in their salary. 5.2 Utilisation of Resources A second core competence concerns Ryanairs ability to maximise the volume of customers travelling whilst increasing the number of routes offered. Barrett (2004) argues that the shorter turnaround times permit more journeys per day per plane which, coupled with the higher seat density of Ryanair planes, generate lower seat mile costs (p.92). Delays result to high maintenance costs in servicing aircrafts (Barrett, 2004). Such costs, in turn, can result in reducing the number of destinations offered in the first place. Gillen and Lall (2004) argue that a faster turn improves utilization of all factors of production such as aircraft, gates, ground equipment and labour (p.44). Ryanairs core competency concerns its capacity to maximise the utilisation of its aircrafts whilst also maximising the number of routes offered. However, such utilisation requires the management of the employees contribution for knowing how resources need to be managed. The exercise of knowledge and training remain task-specific. Employees understand how their contribution, at one segment in the business, can have a wider contribution on the companys performance as a whole. Ryanair demonstrates synergy in managing array of operations that include a) the management of its network routes, b) the punctuality with which aircrafts turnaround, and c) the employees capability to manage an increase in volume of passengers. Such understanding is embedded onto the employees. As Prahalad and Hamel (1990) argue, a competency remains difficult to replicate by competitors because it is context-specific, and subject to the tacit knowledge and skills produced in the first place. Ryanairs ability to utilise its resources whilst maintaining a cost leadership strategy results from the combination between the employees knowledge and the utilisation of its resources. Figure 5 illustrates the companys efforts to increase levels of efficiency between 2002 and 2003. A complementary dimension to the utilisation of resources is the creation of new destinations. Datamonitor (2010) argues that in January 2010, the company introduced 25 new routes to/from Alicante, Barcelona Reus, Barcelona Girona, Bratislava, Bristol, Cork, East Midlands, London Stansted, Milan Bergamo, and Pescara. In the following month, the company announced opening three new routes from Edinburgh to Faro, Marrakech, and Paris. It also launched six new routes to the Greek holiday destinations of Kos, Rhodes and Volos (p.6). The creation of new routes is subject to the companys core competencies for sustaining its cost-leadership strategy whilst expanding the destinations offered. This means that by attracting a larger volume of passengers travelling, Ryanair achieves economies of scales that help maximise its profit margins. By achieving a high seat-filling-capacity Ryanair can sustain its standard maintenance costs whilst improving on revenues. Moreover, such strategy can create barriers of entry to competitors (Dobruszkes, 2009). By gaining entry to the new network routes, other airline companies (e.g. Easy Jet, Air Lingus, etc) have greater difficulty in competing for the same destinations. Figure 5: Ryanair operating statistics between 2002 and 2003 Source: OHiggins in Johnson, et al. (2008, p.846). Conclusion The aim of this essay has been to explore Ryannairs strategic management practices. By making use of the theory of core competencies as developed by Prahalad and Hamel (1990) this essay argued for the companys cost-leadership strategy that is sustained through its efforts to minimise waste and improve efficiency. Even though Ryanairs business model has proved successful, at the same time, there is growing criticism regarding the evidence indicating the company undermining the quality of its customer service. Even though consumers continue to use Ryanair for its efficient service and low cost prices the company is struggling to avoid the mounting criticism concerning the introduction of hidden costs and lack of adequate customer service (Wood, 2004, Boru, 2006). This essay argued that the companys core competencies concentrate on improving levels of efficiency at the operational level. There are two areas in which this occurs. The first is by developing an organisational culture where employees are encouraged to take initiatives in order to reduce operations that do not add value to customers (OHiggins, 2009). The second area concerns Ryanairs ability to maximise the utilisation of resources whilst expanding on the number of destinations offered (Dobruszkes, 2009). According to Prahalad and Hamel (1990) it can be argued that Ryanairs business model remains difficult to copy by competitors because the synergies created are subject to the employees knowledge and experience. Such knowledge remains contextual and task specific.Such core competence is difficult to transfer by merely migrating the methods and tools used. However, this essay also argued that perceptions of value need to be reconsidered by Ryanair. This is because value is not only subject to the low cost prices offered but also to the quality of customer service which includes the companys attitude towards responding to complaints and avoiding the misrepresentation of information as well as hidden cost s. References Ansoff, H.I. (1984) Implanting Strategic Management. Englewood Cliffs NJ: Prentice Hall. Barrett, D. S. (2004) The sustainability of the Ryanair model, International Journal of Transport Management Vol.2, pp. 89-98 Boru, B. (2006) Ryanair: the Cu ´ Chulainn of civil aviation, Journal of Strategic Marketing, Vol.14, pp.45-55 Chaharbaghi, K. and Willis, R. (1998) Strategy: the missing link between continuous revolution and constant evolution, International Journal of Operations Production Management, Vol.18, No.9/10, pp.1017-1027 Cunha, M.P.E. and Cunha J. V. Da (2006) Towards a Complexity Theory of Strategy, Management Decision, Vol.44, No.7, pp.839-850 Datamonitor (2010) Ryanair Holdings plc. Company Profile. London: Datamonitor Dobruszkes, F. (2009) New Europe, new low-cost air services, Journal of Transport Geography, Vol.17, pp.423-432 Done, K. (2004) Ryanair talks of disaster, but the low-cost revolution flies on, Financial Times, 7/8 February 2004. Gillen, D. and Lall, A. (2004) Competitive advantage of low-cost carriers: some implications for airports, Journal of Air Transport Management, Vol. 10 pp. 41-50 Goold, M. (1996) Learning, Planning, and Strategy: Extra Time, California Management Review, Vol. 38, Issue. 4. pp.100-102. Groom, B. (2004) Leaders of the new Europe: Business stars chart a course for the profits of the future, Financial Times, 20 April 2004 Grà ¶ÃƒÅ¸ler, A. (2007) A dynamic view on strategic resources and capabilities applied to an example from the manufacturing strategy literature, Journal of Manufacturing Technology Management, Vol. 18 No. 3, pp. 250-266 Hamel G. (1996) Strategy as Revolution. Harvard Business Review, Vol.74 Issue 4, pp. 69-82 Huettinger, M. (2006) Air Baltic and SAS a case study in the European airline industry, Baltic Journal of Management, Vol.1, No.2, pp.227-244 Johnson G, Scholes, K, Whittington, R. (2008) Exploring Corporate Strategy. London: Prentice Hall Lawton, C. T. (1999) The Limits of Price Leadership: Needs-based Positioning Strategy and the Long-term Competitiveness of Europes Low Fare Airlines, Long Range Planning, Vol. 32, No. 6, pp. 573-586 Leavy, B. (2003) Assessing your strategic alternative from both a market position and core competence perspective, Strategy and Leadership, Vol.31, No.6, pp.29-35, pp.29-35 Lidtka, J. (2000) In Defence of Strategy as Design. California Management Review. Vol.42. Issue3. pp.8-30 Malighetti, P. Paleari, S., Redondi, R. (2010) Has Ryanairs pricing strategy changed over time? An empirical analysis of its 2006-2007 flights, Tourism Management, Vol. 31, pp. 36-44 Mintel (2007) No-frills Low-cost Airlines, Mintel. Accessed online on 28 Oct.2010 from URL: www.mintel.co.uk Mintzberg, H. (1979) The Structuring of Organizations: A Synthesis of the Research. Englewood Cliffs, NJ: Prentice Hall Mintzberg, H. (1983) Power In and Around Organizations. Englewood Cliffs, NJ: Prentice Hall, Mintzberg, H. Ahlstrand, B. Lampel, J. (1998) Strategy Safari. New York, NY: The Free Press OHiggins, E. (2009) Ryanair in Johnson G, Scholes, K, Whittington, R. (2008) Exploring Corporate Strategy. London: Prentice Hall, pp.833-852 OSullivan, M and Gunnigle, P. (2009) Bearing all the Hallmarks of Oppression. Union avoidance in Europes Largest Low-cost Airline, Labour Studies Journal, Pitfield, E. D. (2008) Some insights into competition between low-cost airlines, Research in Transportation Economics, Vol. 24, pp. 5-14 Pitt, R. M. and Brown, W. A. (2001) Developing a strategic direction for airports to enable the provision of services to both network and low-fare carriers, Facilities, Vol.19, No.1/2, pp.52-60 Porter, M. E. (1980) Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: Free Press Porter, M. E. (1985) Competitive advantage. New York: The Free Press. Porter, M. E. (1987) From competitive advantage to corporate strategy. Harvard Business Review. Vol. 65, Issue 3, pp.62-79 Porter, M. E. (1996) What is strategy? Harvard Business Review, Vol.74. Issue 6. pp. 61-78 Prahalad, C. K. and Hamel, G. (1990) The Core Competence of the Corporation, Harvard Business Review, Vol.68, Issue 3. pp. 79-91 Prahalad, C. K. and Hamel, G. (1990) The Core Competence of the Corporation, Harvard Business Review, Vol.68, Issue 3. pp. 79-91 Prahalad, C. K. and Hamel, G. (1994) Strategy as a field of study: Why search for a new paradigm, Strategic Management Journal, Vol.16, pp.5-16 Raduan, C. R, Jegak, U., Jegak, U., Haslinda, A., Alimin , I. I (2009) Management, Strategic Management Theories and the Linkage with Organizational Competitive Advantage from the Resource-Based View European Journal of Social Sciences Volume 11, Number 3, pp.402-418 Strategic Direction (2006) Easyjet and Ryanair flying high on the Southwest model. Charting the ups and downs of low cost carriers. Strategic Direction Vol.22, No.6, pp.18-21 Strategic Direction (2007a) Industrious times at British Airways and Ryanair. Winning the battle for the skies, Strategic Direction, Vol.20, No.4, pp.4-6 Strategic Direction (2007b) Employees come first at high-flying Soughtwest Airlines. Model contrasts with Ryanair approach to low-cost aviation. Human Resource Management International Digest, Vol.15, No.4, pp.5-7 Strategic Direction (2007c) Flight or flight. Ryanair, Southwest Airlines and post-merger US Airways and America West, Strategic Direction, Vol.23, No.1, npp.12-15 Wood, E. G. (2004) Who pays for wheelchairs?, Institute of Economic Affairs, pp. 60-61 Appendixes

Charlie was Better off Before the Operation in Flowers for Algernon Ess

In this novel, Flowers for Algernon, written by Daniel Keyes, a man named Charlie Gordon has an operation done to increase his intelligence. He started as a mentally retarded man and slowly became a genius. He seemed to soak up information like a sponge and he was able to figure out the most complex scientific formulas. The only problem with the operation is that it does not last for ever and in his remaining time he tries to figure out why it is not permanent. He will eventually lose everything he learned and become worse off than when he started, so Charlie was better off before he had the operation. Before Charlie had the operation preformed on him, he had friends at the bakery he worked at. They were not really his friends because they always made jokes about Charlie, but he was not smart enough to realize it. As he gets smarter he loses his friends because they think he is just trying to act smart. ?This intelligence has driven a wedge between me and all the people I knew and loved, driven me out of the bakery. Now, I?m more alone than ever before.? (75). This quote expla...

Mary Anne Warrens The Abortion Issue Essay -- Abortion Issue Mary War

Mary Anne Warren’s â€Å"The Abortion Issue† In Mary Anne Warren’s â€Å"The Abortion Issue,† children are not persons in the empirical sense. Warren believes that prior to a certain point in a pregnancy, the child does not have â€Å"the capacity to understand† the ramifications of what an abortion would be, therefore the abortion does not infringe upon the rights of the unborn fetus. She states that: â€Å"†¦in the ways that matter from a moral point of view, human fetuses are very unlike human persons, particularly in their early months of development†(152). In essence, personhood as defined by Warren can only come after the first trimester. Before that time, the fetus does not have the sentience that would make it a person. Warren’s main criteria for what makes a person will be considered first, then we will move on to her argument on sentience, and the differences she notes between a fetus and an infant. As she states in her paper, there are five main categories that empirically place something as a person. They include sentience, or conscious behavior, such as awareness of our surroundings, rationality: the ability to respond according to what affects us, self-concept: the ability to understand what we are, self-motivated behavior: the planning and carrying out of our own beliefs and thoughts beyond how we are externally affected, and linguistic capacity, or the use of a system to convey messages. Warren does not raise the answers to already obvious arguments when considering these ...

Peregrine Falcon

Introduction: Found among all continents except Antarctica, the Peregrine falcon is a common falcon throughout the globe. When they hunt, they dive from high altitudes and stoop their prey at speeds over 200 miles per hour, making it the fastest animal on the planet. The name â€Å"peregrine† falcon means wanderer and refers to the bird’s long migration path, which has been known to be as far away as 15,500 miles from their original nesting spots. After having a severe drop in Peregrine population during the 1960s and 1970s, this majestic falcon has made a comeback and can be seen throughout many suburban and urban areas of North America. Interesting Facts: * The Peregrine Falcon is on the featured on the Idaho quarter issued in 2007 * Suzuki named the company’s fastest production model, Hayabusa, after the Peregrine Falcon. Hayabusa means Peregrine Falcon in Japanese * Peregrine falcons don’t build nests. They scrape a depression into the soil on the ground or on a ledge, or an abandoned nest that was left behind Map of Region Peregrine Falcon Duck Hawk, Great-Footed Hawk, Wandering Falcon Falco Peregrinus Fact Sheet: * Size: * Body- 14-19 in. * Wingspan- 3. 3-3. 6 ft. * Weight- 18. 8 to 56. 5 oz. * Diet- Starlings, pigeons, blackbirds, jays, shorebirds, waterfowl, bats, and other small mammals * Reproduction: * Number of eggs- 3-4 * Mate once a year * Same partner for life * Nest location- Cliffs or tall buildings * Return to the same spot annually * Name for chicks- eyases * Chicks fledge 42 to 46 days * Time dependent on their parents- Up to 2 months Habitat-All continents except Antarctica * Life span- Up to 17 years Bibliography: * http://www. discoverycove. org/animal-info/animal-bytes/animalia/eumetazoa/coelomates/deuterostomes/chordata/craniata/aves/falconiformes/peregrine-falcon. htm * http://ohiodnr. com/wildlife/dow/falcons/facts. aspx * http://www. raptorresource. org/facts. htm * http://animals. nationalgeographic. com/animals/birds/peregrine-falcon. html * http://www. peregrinef und. org/explore_raptors/falcons/peregrin. html * http://www. allaboutbirds. org/guide/Peregrine_Falcon/lifehistory#at_food