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create a PAD analysis? for this draft?

Technical Manager

Lucky Internet design, Inc

5600 OneSite Parkway

Dallas, CO 789001

September 20, 2020

Sheila Links

Gateway Industries

5455 Avenue R

Houston, CO 281

Dear Sheila,

I want to acknowledge your efforts and dedication to work with Lucky Internet design, Inc. Nonetheless, it is unfortunate that some issues are affecting operations. In that regard, I am sincerely and genuinely sorry about the mismanagement of the website for your firm. I want to assure you on behalf of our company that we will work towards solving the issues affecting the website. I am aware of many mistakes taking place on your website at present due to the misconduct and negligence of our employees in the past few weeks. The firm is mainly looking forward to collecting the errors as soon as possible to make sure your website adheres to the standards and other requirements.

Consequently, I categorically agree that the system used by our company has been overwhelmed in the past two weeks as a result of a significant increase in the number of clients. Nonetheless, you are our first ever signed client, and the company must prioritize your website before helping other clients. We are not only sorry for the mismanagement but also embarrassed for failing to meet your requirements. Luckily, our firm is currently working on the best approaches to ensure the mistakes are mitigated and seized entirely.

Overall, we are aware that our primary objective is to build, update websites for our client, and timely delivery of custom web page applications. Therefore, our company is committed to complete your website, and we look forward to excellent strategies to manage your website. Kindly do not hesitate to contact me if you face any other inconveniences in future.

Yours Sincerely,

Signature: ………..

Technical manager, lucky Internet design Inc.

  • What’s your purpose (more than just the stated purpose)? What’s the goal, the desired outcome?
  • Who’s your audience? More than just a name—what’s their stake in the situation? How are they disposed toward your correspondence? Are they an internal or external audience? What’s the power dynamic between you? What level of formality do they expect? What tone is appropriate?
  • What design will be most effective? Think about genre (i.e., letter, email, or memo). What genre is most appropriate. Think about style and format and length. Think about structure and organization. Consider the expectation of your audience and the purpose of the correspondence.
 
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Bilal once worked as a regional sales manager for a large health insurance company called Zogo Inc. The company was once quite successful but with falling revenues and margins, it became an acquisition target and was bought by MoonLight Pvt Ltd. At the conclusion of the deal, MoonLight Pvt Ltd brought in an injection of cash, a reputation for operational excellence, and a new vice president of sales, Shumail Ali. The CEO of MoonLight Pvt Ltd described Shumail as bright, experienced, successful, and energetic. Shumail had joined the corporation immediately after college; because of his “potential” the company sent him to law school and rapidly promoted him into increasingly responsible positions. Senior management had tremendous confidence in Shumail’s leadership abilities and appointed him as the vice president of sales in Zogo Inc., even though he had no previous sales experience.

Bilal was initially impressed with Shumail’s freshness and energy. However, the sales management team soon became unhappy with his views: Bilal and his sales team were working 70 to 80 hours a week and becoming exhausted and drained. Moreover, Shumail’s interactions with internal and external clients were lessons in poor human relations. He seemed to seek confrontations, and as time passed, his behaviour became steadily more extreme. Shumail frequently scolded people, ignored appointments and made no excuses for missing them, made promises he never kept, called sales directors at 6:00 a.m. with insignificant questions, and abused brokers. Those who questioned Shumail’s leadership were summarily dismissed.

One day Shumail asked Bilal to arrange a meeting with a broker at 9:00 p.m. The broker was from a large benefit house and was older, and the meeting time was late. However, he was a long time personal friend of Bilal’s and as a courtesy agreed to the meeting. Shumail did not show up for the appointment and would not answer Bilal’s calls to his cell phone. After an hour, Bilal and the broker went home. When Bilal asked Shumail why he missed the appointment, he said he was having dinner with a friend and did not think the meeting with the broker was important. Shumail refused to apologize to the broker and was surprised when business with the broker’s organization came to an end.

Shumail loved working on high-visibility projects and landed an opportunity to convert the membership of another acquired company to MoonLight Pvt Ltd. He asked Bilal to lead the conversion project, repeatedly announcing that the acquisition was to gather new contracts and to bring quality employees into the organization. Shumail spent no time with any of the newly acquired sales team members, and as a result they showed no interest in working for MoonLight Pvt Ltd. Yet Shumail made grand statements about the quality of the sales force at the acquired company, which implied the current sales employees were unsatisfactory and fostered a sense of mistrust in both sales organizations. Because of Shumail’s shoddy treatment, the long hours, and poor sales and invoicing processes, the morale of the sales team began to fall. Tantrums and tears occurred frequently, and Bilal spent a lot of time smoothing feathers and telling team members that things would get better over time. But there was only so much Bilal could do, and as team members began to quit, Shumail blamed Bilal for the decline in department morale.

Out of the 60 people who were a part of the sales force, only one was still with MoonLight Pvt Ltd six months later. Shumail never acknowledged his behaviour and was “shocked” at the turnover in the sales group. Despite the turnover and declining sales revenues, Shumail was still considered the company’s favorite employee!

What is your opinion about whether Shumail Ali is a competent manager, an in-name-only manager, a results-only manager, or a cheerleader? Extensively identify the data in this case study that you would use in support of your argument? (10 Marks)

How should have Shumail led his team?

 
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Operations strategy at Ryanair

The two most important attributes of any operations strategy are first that it aligns operations activities with the strategy of the whole organization, and second that it gives clear guidance. Here is an example of a business which meet this criteria.

Ryanair is today Europe’s largest low-cost airline (LCAs) and whatever else can be said about its strategy, it does not suffer from any lack of clarity. It has grown by offering low-cost basic services and has devised an operations strategy which is in line with its market position. The efficiency of the airline’s operations supports its low-cost market position. Turnaround time at airports is kept to a minimum. This is achieved partly because there are no meals to be loaded onto the aircraft and partly through improved employee productivity. All the aircraft in the fleet are identical, giving savings through standardization of parts, maintenance and servicing. It also means large orders to a single aircraft supplier and therefore the opportunity to negotiate prices down. Also, because the company often uses secondary airports, landing and service fees are much lower. Finally, the cost of selling its services is reduced where possible.

Ryanair has developed its own low-cost internet booking service. In addition, the day-to-day experiences of the company’s operations managers can also modify and refine these strategic decisions. For example, Ryanair changed its baggage handling contractors at Stansted Airport in the UK after problems with misdirecting customers’ luggage. The company’s policy on customer service is also clear. ‘We patterned Ryanair after Southwest Airlines, the most consistently profitable airline in the US,’ says Michael O’Leary, Ryanair’s Chief Executive. ‘Southwest founder Herb Kelleher created a formula for success that works by flying only one type of airplane – the 737, using smaller airports, providing no-frills service on-board, selling tickets directly to customers and offering passengers the lowest fares in the market. We have adapted his model for our marketplace and are now setting the low-fare standard for Europe. Our customer service,’ says O’Leary, ‘is about the most well defined in the world. We guarantee to give you the lowest air fare. You get a safe flight. You get a normally on-time flight. That’s the package. We don’t, and won’t, give you anything more. Are we going to say sorry for our lack of customer service? Absolutely not. If a plane is cancelled, will we put you up in a hotel overnight? Absolutely not. If a plane is delayed, will we give you a voucher for a restaurant? Absolutely not.’

Students are expected to answer the below questions by using the above excerpt about Ryanair, B207A course material and information search from legible Internet sources from the AOU E-library. Students should only use Ryanair as an example for application on these questions.

QUESTIONS:

Answer the below questions based on the text above, the course material, your own experience and information search on the internet and in academic sources from the AOU e-library. (i.e. companies’ webpages, AOU e-library databases…)

Question 1: Operations’ five performance objectives (30 marks, 250 words)

What is the operations strategy of Ryanair? Give examples of its activities that helps it achieve its strategy.

Discuss any four of the performance objectives at Ryanair.

Question 2: The four Vs of operations (35 marks, 300 words)

Operations processes differ in their four Vs. Discuss the 4Vs and explain where Ryanair is positioned on these 4Vs (high or low). How are the 4 Vs related to the costs of operation at Ryanair?

Question 3: Porters five forces (35 marks, 300 words)

One useful way of analyzing the nature of competition in an industry has been suggested by Porter’s ‘five forces model ‘of competition.

Discuss Porters five forces model. Relate your answer to Ryanair.

 
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The managerial grid identifies five leadership styles based on two behavioral dimensions: Concern for Production & Concern for People.

In each of the following given scenarios, identify the relevant leadership style and elaborate on it.

  1. Fatima tries to keep a balance between the organizational goals and the personal needs of her subordinates. She tries to focuses on an adequate performance through a balance between the work requirements and satisfactory morale. Since both the people and production needs are not completely met, the organization lands up to an average performance.

  1. Ahmed lays more emphasis on the personal needs of the subordinates and gives less attention to the output. He intends to have a friendly and comfortable

working environment for the subordinates, who gets self-motivated and work harder on their own. However, less attention to the production leads to unsatisfactory results.

  1. Sana puts in minimum effort to get the work done by the subordinates. She has minimal concern for both the people and production, and she functions merely to preserve her job only.

  1. Subhan ensures that each subordinate performs his/her duties in the manner and directions provided by him. He is very strict and doesn’t like to have any interaction with subordinates. Although he consistently manages to achieve the goals through his dictatorship style, the labour turnover is always high in his department.
 
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