Managing People in Aviation: Ryanair Management Style and Performance

This report delves into the human resource management practices of Ryanair, a prominent low-cost airline. It examines the various managerial roles, including interpersonal, informational, and decisional roles, and analyzes how these roles influence the airline's culture and performance. The report further investigates Ryanair's management style, focusing on the application of classical management theory and human relations theory. The analysis highlights the impact of these management approaches on employee performance and organizational culture. The report concludes with a summary of the key findings and recommendations for improving employee satisfaction and overall organizational success within the airline industry, emphasizing the importance of aligning management practices with employee needs and fostering a positive work environment.

Managing people in
aviation II
1

INTRODUCTION...........................................................................................................................3
MAIN BODY..................................................................................................................................3
Explanation of what different managerial roles at Ryanair consist in, and how they influence
culture and performance at the airline.........................................................................................3
Examination of the management style of Ryanair, and how this style influences culture and
performance at the airline............................................................................................................7
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................8
2

INTRODUCTION
Human resource management play key essential role in an organization and mainly aim
towards proper management of people within organization as to stimulate their performance
towards fulfillment of organizational goals (Silling, 2019). Present report has been made on
Ryanair, it is leading and a reputed low-cost carrier, provide their services all around the Europe
with having short distance routes to regional and secondary airport. This entity provides cheap
air tickets to customers in order to enhance their travelling experience. By make reduction in
operational cost company offer competitive price that makes Ryanair top airline service in
Europe. Entity was established in the year 1985 and operates business functions with more than
1600 daily flights. In this report formative discussion has been made on different type of
managerial roles at Ryanair and the manner in which they influence performance and culture at
airline. Along with this report include management style of respective entity.
3

MAIN BODY
Explanation of what different managerial roles at Ryanair consist in, and how they influence
culture and performance at the airline
Managerial roles define as a particular behavior that is associated with task of
management. These roles are adopted by managers as to fulfill objectives of organization. There
are mainly three types of managerial roles that are interpersonal, informational and decisional
roles. In this managers undertake planning, organizing, strategizing, controlling, resource
allocator, disturbance handler roles in order to align organizational behavior towards fulfillment
of entity goals. Mentioned below there are different type of managerial roles that are being
undertaken by Ryanair manager is defined below:
Interpersonal Roles
Interpersonal roles include interactions with individuals inside or outside business
organization (Numanoğlu, 2020). Managerial roles in Ryanair are people centric in which it has
been defined that managers within company spend 60 to 80% of their time to develop network of
interpersonal relationship. In this three type of interpersonal roles are being undertaken by
manager that include figurehead role, a leader role and liaison role. In this it has been identified
that managers at all the level of Ryanair are figurehead, in this they represent company at
different community events, serves as a spokesperson and operate their functioning as emissary
for organization (Veenendaal, 2019). In this it has been identified that as to attract consumers
Ryanair manager offer free meal coupons to its first 100 customers who book air ticket via
company website. In addition to this, lower level manager in company operate figurehead role by
welcoming new employees and helping team to celebrate their performance milestones by
offering them awards. Lastly leadership is a most important and essential functions of managers
in which Ryanair manager take use of leadership roles in order to motivate, direct and influence
individual within organizations. While in terms of liaison role manager within Ryanair connect
with outside people such as suppliers, strategic partners and buyers in order to develop effective
relationship with them.
4

Informational Roles
Informational roles are mainly concerned with collection, processing and disseminating
information. In this it has been determined that managers with Ryanair gather information from
different type of sources. Along with this 40% of manager’s time spent in this task, as they
evaluate inside and outside environment of organization. In term with monitor role, they
constantly review technological up gradation, regulatory trends and competition in marketplace
and develop targets. After collecting information managers perform their
dissemination role, in this they inform staff about organization direction and other
technical issues in order to accomplish entity goals. Ryanair manager perform
spokesperson role, in this they undertake conversation related to specific matters. While
5

spokesperson role of manager direct them towards delivering particular information to individual
or group within organization. For example sales manager within company are provided with
information related to business partner regarding new sales strategy.
DECISIONAL ROLES
Decisional roles are undertaken by managers in order to formulate effective decision
making process. In this Ryanair manager perform their role as an entrepreneur in which they
believes that innovation and change is necessary in order to implement new technologies and
ideas in order to improve product and services of Organization in order to increase competitive
edge in marketplace (Hartney, 2019). While in terms of disturbance handler role managers
within Ryanair address unanticipated issues and resolve them in time effective manner. In this
some of the disturbance handler role that has been performed by manager of entity is related to
access inventory management, labor turnover and more (Van Calster, 2020). Along with this
most important role in decision role that has been performed by manager is resource allocation
in this manager effectively allocating resources to product development team. Negotiation is
essential for managers, in context with respective airline managers; negotiator role is effectively
undertaken by them in which they negotiate supplier for lower price and higher quality input.
With this manager aim towards low operating cost and high profitability in order to strike better
deal with suppliers and raised profitability of organization.
According to the above discussion it has been analyzed that different types of roles are
being performed by managers of Ryanair at different level. With this they aim towards
increasing overall profitability and performance of employees at great extent. Further it has been
evaluated that all these roles effectively influence performance and culture at Airline Company.
As by undertaking roles like resources allocator, decision maker, disturbance handlers managers
significantly aim towards provide positive workplace culture to employees that automatically
increase overall performance of both entity and employees in a well defined and effective
manner.
6

Examination of the management style of Ryanair, and how this style influences culture and
performance at the airline
Ryanair operate their functioning as a low budget Irish airline in which different type of
function and activities are followed with aim to fulfill consumer needs and demands. In order to
align employee’s performance as per according to management rule Ryanair managers undertake
different type of management style some of these are mentioned below:
Classical Management Theory:
According to classical Management Theory it has been identified that employees are
effectively manage by the supervisors and the supervisors by their managers. In this employees
are expected to follow strict business rules (Tzioutzios, 2019). Along with this it has been
identified that in Ryanair manager and employees are not allow formulating personal relationship
as entity mainly focused on personal aspects.
Human Relation Theory
In accordance with human relation theory Ryanair manager emphasize more upon
employees rather than regulation and rules of entity. In this managers and employees are allowed
to interact. In this managers at different level interact with employees with a aim to motivate
them for their qualitative work. In addition to this it has been identified that employees are
allowed to provide suggestion to managers in the process of decision making by taking use of
Human Resource Management Theory Ryanair consider employees as a most essential aspect of
entity.
It has been identified that by taking use of classical Management Theory Ryanair focus
upon strict rules and regulations that result in high quality of work. It somehow creates negative
impact upon organizational culture but increases performance of employees. This style bring best
out from employees. However this theory increases sense of dissatisfaction among employees.
This shortcoming get fulfill with the assistance of human relation theory in which Ryanair are
7

committed towards employees satisfaction this helps in creating positive work culture file
offering high performance.
This is suggested to Ryanair to take advantage of maslow theory of hierarchical need. In this
they can effectively fulfill needs and demands of employees in a well effective manner. As by
fulfilling basic needs of employees, company can not only ensure positive relationship with
employees but can also increase their performance at great extent.
CONCLUSION
As per the above mentioned report it has been concluded, that human resource management
is most important component of any organization irrespective of their size and scope. It is
essential to stimulate employee’s action with the use of different management style and roles in
order to fulfill organization objectives. In this both leader and manager have formative
responsibility to define policies and take proper decision making process, formulate relationship,
decide compensations in order to encourage improve ways in a well defined manner. With the
help of proper management of people and assistance of committed approach company can
effectively increase overall productiveness and profitability of organization.
REFERENCES
Booksandjournals
Silling, U., 2019. Aviation of the Future: What Needs to Change to Get Aviation Fit for the
Twenty-First Century. In Aviation and its Management-Global Challenges and
Opportunities. IntechOpen.
8

Tzioutzios, P., 2019. Aviation Environmental Impact In Europe after Low cost Airlines
expansion–Challenges and alternative options.
Hartney, D.E., 2019. Exploring the Decision Making Theory of the General Public Towards
Unmanned Commercial Aviation (Doctoral dissertation, Northcentral University).
Numanoğlu, H., 2020, April. STRATEGIC PRICING PRACTICES: RYANAIR EXAMPLE.
In DIEM: Dubrovnik International Economic Meeting (Vol. 5, No. 1, pp. 73-82).
Sveučilište u Dubrovniku.
Veenendaal, A.K., 2019. Toward a Better Understanding of Rule-Breaking Market Behavior.
Springer International Publishing.
Van Calster, G., 2020. The EU Rules on Jurisdiction for and the Law Applicable to, Follow-on,
and Stand-alone Damages Following Competition Infringement. Journal of European
Competition Law & Practice.
9