Easyjet and the Recession

Topics: Airline, Low-cost carrier, Avianca Pages: 9 (2298 words) Published: March 20, 2013

1.– Introduction_________________________p. 3

2. – Application__________________________p. 4
2.1. - Easy Jet profile__________________p. 4
2.2. - PESTEL Analysis__________________p. 4
2.3. - Porters Five Forces________________p. 5
2.4. – SWOT__________________________p. 7

3.0. - The Challenge_______________________p. 7

4.0. – Recommendation____________________p. 8

5.0. – References_________________________p. 8


According to Boddy (2008), management refers to the process of bringing together individuals with the sole intention of achieving desired objectives, aims and goal using available resources effectively. Composed of several vital tenets, this paper seeks to establish the relation between management and the Competing Values Framework (CVF), and how the model can effectively be implemented and their influences in an organization. Boddy settles that CVF is the most significant model used in determination of organizational culture with a deeper focus on a value dimension. These dimensions include the micro emphasis and organization structure, significant factors in organizational management.

Management comprises of five major functions namely planning, organizing, leading and controlling and co-ordination. As such, the effective functioning of these major tenets forms essences of management with a greater concentration on long term and short term effects. One key factor of management is planning. Through planning, management is able to secure and allocate human resources, financial resources, technological resources as well as natural resources to support the predominant objectives (Stewart, 1963). On the other hand, organizing requires that managers establish a structure of working relationships to allow organizational members to interact and cooperate to achieve organizational goals. Tentatively, leading requires managers not only to articulate a clear vision for organizational members to follow but also energize and enable organizational members to appreciate and understand the part they play in achieving organizational goals.

Controlling entails the process of evaluation of how well an organization is achieving its goals and taking action to maintain or improve performance. It is based on the fact that managing an activity effectively depends on periodically monitoring and evaluation. Separate activities inevitably need co-ordination and control lest they fail to achieve what is expected of them (Knights & Wilmott, 1999). Even then, it calls for managers to understand and apply the Competing Values Framework which basically empowers them to appreciate conflicting values and integrate them successfully, so that their organizations are open to collaboration and growth. Through the competing values framework, they are able to oversee teams that work towards opposite goals and integrating them at the right time, so that each value can be developed successfully.

Burns (2004) clearly demonstrated the role management and ascertained that management typically involves working in a highly fragmented way. Managers play interpersonal roles, where they serve as organizational figure heads, leaders and liaison. Moreover, they play informational roles whereby they serve as informational monitors, disseminators of information and organizational spokespersons. In addition, they play decisional roles where they are organizational entrepreneurs, handle disciplinary cases, resource allocators and are organizational negotiators (Huczynski & Buchanan, 2001). To effectively play these roles, managers need the support of others and hence, they must not take that support for granted. This means, they must do things in a way that maintains an acceptable degree of internal and external support.


2.1. - Easy Jet profile
Easy Jet Airline Company is an excellent example of a no-frills airline based in London. Stelios Haji-Ioannou...

References: Boddy, D. 2008. Management: An Introduction (4th ed.) London: FT Prentice Hall.
Burnes, B. 2004. Managing Change: A Strategic Approach to Organizational Dynamics, 4th ed. Harlow, Essex: Pearson Education.
Collinson, D. 1992. Managing the Shop floor. Berlin: Walter De Gruyter.
David, F, (2001), Strategic Management: Concepts & Cases, Prentice Hall: Upper Saddle River.
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