Porters 5 Force, Pest and Swot Analysis
Table of Contents:
Primary Research
1.0 Introduction
1.1 Leadership definitions
1.2 Leadership theories
1.3 Conclusion of primary research
Analysis of primary research
2.0 Introduction
2.1 Profile of manager and business
2.2 Analysis of questionnaire finding
2.3 Conclusion
Theory regarding porters 5 forces framework
3.0 Introduction
3.1 Porters five forces diagram
3.2 Analysis of Porters five forces
3.3 Past analysis of Ryanair
3.4 Conclusion
Application of SWOT analysis
4.0 Introduction
4.1 SWOT analysis for Ryanair
4.2 SWOT analysis for Aerlingus
4.3 Conclusion
Appendices
Figure 1.0
Personal reflection
Progress reports
References
Primary Research
1.0 Introduction:
As part of our primary research we had to define leadership, as well as explaining four leadership theories. We later used these when constructing a questionnaire that we used when interviewing a Manager of our choice.
1.1 Leadership definitions:
The definition of leadership can be explained in many different words, but generally imply the same meaning:
House and Baetz defined leadership as “a process of social influence involving two or more people: The leader and a follower (or potential follower). This is a very basic understanding of the concept of leadership. Collins and Porras take a different approach and explain leadership from the aspect of leaders. They believe “leaders have a vision of how the organisation could be better and can aspire followers to pursue that vision. Carefully crafted visions contain powerful imagery about the future.” A similar approach is taken by Kirkpatrick and Locke as they describe leaders as being “bright, self-confident, high energy people who know something about the situation they are trying to affect and take control when they must.”
1.2 Leadership Theories:
McGregors Theory X and Y:
In theory X McGregor states that the only reason people work is for money and they don’t get satisfaction
Primary Research
1.0 Introduction
1.1 Leadership definitions
1.2 Leadership theories
1.3 Conclusion of primary research
Analysis of primary research
2.0 Introduction
2.1 Profile of manager and business
2.2 Analysis of questionnaire finding
2.3 Conclusion
Theory regarding porters 5 forces framework
3.0 Introduction
3.1 Porters five forces diagram
3.2 Analysis of Porters five forces
3.3 Past analysis of Ryanair
3.4 Conclusion
Application of SWOT analysis
4.0 Introduction
4.1 SWOT analysis for Ryanair
4.2 SWOT analysis for Aerlingus
4.3 Conclusion
Appendices
Figure 1.0
Personal reflection
Progress reports
References
Primary Research
1.0 Introduction:
As part of our primary research we had to define leadership, as well as explaining four leadership theories. We later used these when constructing a questionnaire that we used when interviewing a Manager of our choice.
1.1 Leadership definitions:
The definition of leadership can be explained in many different words, but generally imply the same meaning:
House and Baetz defined leadership as “a process of social influence involving two or more people: The leader and a follower (or potential follower). This is a very basic understanding of the concept of leadership. Collins and Porras take a different approach and explain leadership from the aspect of leaders. They believe “leaders have a vision of how the organisation could be better and can aspire followers to pursue that vision. Carefully crafted visions contain powerful imagery about the future.” A similar approach is taken by Kirkpatrick and Locke as they describe leaders as being “bright, self-confident, high energy people who know something about the situation they are trying to affect and take control when they must.”
1.2 Leadership Theories:
McGregors Theory X and Y:
In theory X McGregor states that the only reason people work is for money and they don’t get satisfaction
References: Collins, J.C. and J.I. Porras (1996). Building you Company’s Vision. Harvard Business Review 76 (Sept-Oct): 66-77 Fiedler, F.E. (1965) Engineer the Job to Fit the Manager. Harvard Business Review 43: 115-22 House, R.J. and M.L. Baetz (1979). Leadership Some Empirical Generalisations and New Research Directions. In staw, B.M. , ed Research in Organisational Behaviour. Greenwich, Connecticut: JA1 Press pp 342-46 Kirkpatrick, S.A. and E.A. Locke (1991) Leadership: Do Traits Matter? Academy of Management Executive 5: 48-60 Likert, R. (1961). New Patterns of Management. New York: McGraw-Hill.