The Impact of Management at Ryanair on Culture and Airline Performance

This report delves into the aviation management practices of Ryanair, examining the different managerial roles within the airline and how these roles influence its organizational culture and overall performance. The report explores key functions such as resource allocation, decision-making, and strategy development. It then analyzes Ryanair's management style, discussing the application of classical and human relations theories, and how these approaches impact employee behavior, motivation, and the airline's hierarchical structure, including Maslow's hierarchy of needs. The report concludes by emphasizing the importance of effective management in aviation, highlighting the significance of both hard and soft skills, and the need for managers to proactively manage errors to ensure smooth operations and enhance performance. The report uses various academic sources to support its findings.

MANAGING PEOPLE
IN AVIATION

Table of Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY..................................................................................................................................1
Different managerial roles at Ryanair and how they influence culture and performance at the
airline...........................................................................................................................................1
Examination of management style of Ryanair and how they influences the culture and
performance.................................................................................................................................2
CONCLUSION................................................................................................................................3
REFERENCES................................................................................................................................5

INTRODUCTION
Aviation management is related with the air transportation industry in which Pilots and
flight attendants are considered as the most visible occupation in this sector. The aviation
managers are accountable for the airlines and airports and also responsible for ensuring the
overall business operations and its smooth running. Therefore an aviation manager includes fleet
planning, revenue management, safety enforcement, employee recruitment and marketing.
Aviation also means that the Managing errors increasing Corporation and communicating in the
best way to reach the suitable level of performance (Flouris and Lock, 2016). In relation with this
the Pilots are not only required to have prominent flying skills but also required to have excellent
communication leadership and cooperation skills that relies under soft skills. In order to carry
forward this report Ryanair is considered which is an Irish budget airline founded in 1984 and
headquarter in Dublin airport, Ireland. Furthermore, this report is going to cover the various
managerial roles at Ryanairand prominent management leadership style which influences the
culture and performance of Airlines.
MAIN BODY
Different managerial roles at Ryanair and how they influence culture and performance at the
airline
A manager is an individual who develop and implement policies and strategies within an
organisation for the betterment and enhancement of entity that leads to achieve prominent
success and growth. In terms of this manager have its suitable roles and responsibilities in
effective manner. In addition to this manager have some common functions like planning
organising staffing directing and controlling as these are the essential functions which help in
smooth running of an organisation and achieving the objectives as well (Polater, 2018). In
addition to this few prominent managerial roles are discussed that influences the culture and
performance of Ryanairare as follows:
Allocation of resources: Allocating and arranging resources in effective manner is the
major task for manager as they need to make sure that resources are used in optimised way that
leads to reduce the wastage of available resources. In terms of this the manager of Ryanair
provides suitable resources according to the skills of their employees and also conduct training
program for them in order to use resources in prominent way. This role of manager leads to
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positively impact the performance of employees and culture of organisation as employees get
motivate after training program and it leads to develop coordination and cooperation among
them that is beneficial for the culture of organisation.
Decision making: This factor plays an important role in taking critical decision as
prominent decisions impacts the performance of employees and culture of company as well. In
terms of this the manager of Ryanair include Their employees as well in decision making process
which is beneficial for company in terms of getting fresh and the new suggestions and opinions
for the better running (Maurino and et. al., 2017). Moreover the decision taken by respective
company leads to enhance the performance of employees as because of this employees feel that
they are important for company and this feeling leads to develop the motivation towards their
work.
Developing strategies: The prominent role of manager is to develop suitable strategies for
the sake and betterment of company that leads to improve the performance level of workers and
double up collaboration feeling among them. In terms of this the manager of Ryanair executes
suitable policies and strategies in order to develop the skills of their employees for better
performance. In terms of this manager also modify their existing skills for the betterment of
company and also career development of their employees (Fairbairn, 2018). Due to all these
factors employees feel that their managers are more concerned about them and offer flexible
working conditions that positively impacts there performance and motivation level which is
beneficial for the Goodwill of company.
Examination of management style of Ryanair and how they influences the culture and
performance
In order to describe the management style of Ryanair few management theories are used
that are followed by company. These are discussed as under:
Classical theory: This theory describes developing various levels for workers in order to
enhance their productivity. In relation with this employees who work at lower level can easily
find their task under the guidance of the supervisors and it is also over seen by super managers.
Within an organisation at each and every level employees are expected to perform specific task
according to the procedure which is designed to enhance the productivity (Baldwin, 2017). In
terms of this it put emphasis on impersonal side of business that influences the performance and
culture of Ryanair as well. In relation with this the culture of organisation is strut as employees
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and managers do not have personal interaction and rules should be followed very strictly.
Moreover according to this style the hiring and firing of employees of Ryanair is related with
there skills which they possess.
Human relation theory: It is also known as behaviour Management Theory which put
emphasis on the prominent individuals who work within the organisation instead of any kind of
rules processes and procedures. According to this theory managers put emphasis on the
behaviour of employees and also focus on developing healthy relations with them with the help
of suitable communication. As communication is important key which allows individual to
interact with another one and help them in any sort of decision (Helmreich and Sexton, 2017).
Communication is the factors which impact the performance of employees in both positive and
negative manner. In terms of Ryanair their managers and employees have healthy relations with
each other that leads to enhance the performance of employees and also beneficial for healthy
culture. In case of Ryanair instead of providing workers quotas and certain proceduresemployees
are more exposed towards the motivational and emotional tactics in order to increase the
productivity and performance that leads to and hence the culture and reputation of company.
Therefore with the help of this management style company create fulfilment productive workers
and also useful for employees.
In addition to this the structure of Ryanair is hierarchical in nature as they follow Maslow’s
theory of Hierarchy needs. In this the lowest level of employees are expected to fulfil their
psychological needs and also are rewarded. Moreover they also move ahead in their career with
the help of promotion which defines their expected requirements and needs as it change
according to the probable steps of Maslow’s hierarchy of needs (Wiegmann and Shappell, 2017).
As the continuous promotion and rewards leads to satisfy and motivate the performance of
employees that leads to enhance their overall performance and productivity and the motivated
behaviour of employee impact the culture in positive manner as well.
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CONCLUSION
By considering the preceding information it is analyse that in aviation management is more
important and every employee must know about the hard and soft skills including
communication Corporation leadership and so on. In terms of this prominent managerial roles
are discussed in the context of organisation which enhances the culture and performance of
employees as well that is beneficial for the company in a smooth running within the dynamic
business environment. Moreover prominent management styles are also discussed that are opted
by respective company in bid to enhance the performance and productivity of company. In
relation with this manager need to prominently manage the errors which occur in the operational
activities of company and employees as well and reduce them with the help of suitable styles and
decisions.
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REFERENCES
Books and Journals
Baldwin, R. ed., 2017. Developing the future aviation system. Routledge.
Fairbairn, G.R., 2018. Development of aviation management coursework. The Collegiate
Aviation Review International. 5(1).
Flouris, T.G. and Lock, D., 2016. Managing Aviation Projects from Concept to Completion.
Routledge.
Helmreich, R.L. and Sexton, J.B., 2017. Managing threat and error to increase safety in
medicine. In Teaming up: components of safety under high risk. (pp. 117-132).
Routledge.
Maurino, D.E and et. al., 2017. Beyond aviation human factors: Safety in high technology
systems. Routledge.
Polater, A., 2018. Managing airports in non-aviation related disasters: A systematic literature
review. International journal of disaster risk reduction. 31. pp.367-380.
Wiegmann, D.A. and Shappell, S.A., 2017. A human error approach to aviation accident
analysis: The human factors analysis and classification system. Routledge.
(Flouris and Lock, 2016) (Polater, 2018) (Maurino and et. al., 2017) (Fairbairn, 2018) (Baldwin,
2017) (Helmreich and Sexton, 2017) (Wiegmann and Shappell, 2017)
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