IEP Goals for Progress Monitoring

IEP Goals are the cornerstone of the IEP, and the IEP is the foundation of a childs special education program. The 2008 reauthorization of the IDEA has a strong emphasis on data collection-the part of IEP reporting also known as Progress Monitoring. Since IEP goals no longer need to be split into measurable objectives, the goal itself should: Clearly describe the condition under which the data is collectedDescribe what behavior you want the child to learn/increase/master.Be measurableDefine what level of performance is expected of the child for success.Delineate the frequency of data collection Regular data collection will be part of your weekly routine. Writing goals that clearly define what it is that the child will learn/do and how you will measure it will be essential. Describe the Condition Under Which the Data Is Collected Where do you want the behavior/skill to be exhibited? In most cases, that will be in the classroom. It can also be face to face with staff. Some skills need to be measured in more naturalistic settings, such as when in the community, or when at the grocery store especially if the purpose is for the skill to be generalized to the community, and community-based instruction is part of the program. Describe What Behavior You Want the Child to Learn The kinds of goals you write for a child will depend on the level and kind of the childs disability. Children with serious behavior problems, children on the Autistic Spectrum, or children with severe cognitive difficulty will need goals to address some of the social or life skills that should appear as needs on the childs evaluation report ER. Be Measurable. Be sure you define the behavior or academic skill in a way that is measurable.Example of a poorly written definition: John will improve his reading skills.Example of a well-written definition: When reading a 100-word passage at Fountas Pinnell Level H, John will increase his reading accuracy to 90%. Define What Level of Performance is Expected of the Child   If your goal is measurable, defining the level of performance should be easy and go hand in hand. If you are measuring reading accuracy, your level of performance will be the percentage of words read correctly. If you are measuring a replacement behavior, you need to define the frequency of the replacement behavior for success. Example: When transitioning between the classroom and lunch or specials, Mark will stand quietly in line 80% of weekly transitions, 3 of 4 consecutive weekly trials. Delineate the Frequency of Data Collection It is important to collect data for each goal on a regular, minimally weekly basis. Be sure that you dont over-commit. Thats why I dont write 3 of 4 weekly trials. I write 3 of 4 consecutive trials because some weeks you may not be able to collect data - if the flu goes through the class, or you have a field trip that takes a lot of time in preparation, away from instructional time. Examples Math SkillWhen given a worksheet with 10 addition problems with sums from 5 to 20, Jonathan will correctly answer 80 percent or 8 of 10 in three out of four consecutive trials (probes.)Literacy SkillWhen given a 100 plus word passage at reading level H (Fountas and Pinnell) Luanne will read with 92% accuracy in 3 of 4 consecutive trials.Life SkillsWhen given a mop, a bucket, and a ten-step task analysis, Robert will mop the hall floor independently (see Prompting) 3 out of 4 consecutive trials.

Language Development And A Child s Understanding Of The...

Play Alonte’ engaged in dialogue with himself when engaging in imaginative play. He gave a voice to his mom block and baby block in the observation. His shows he has symbolic play. He is using functional, socio-dramatic play and constructive play with objects according to Smilansky. He did all these when playing with the blocks and acting out real life roles while enjoying his play. His organization of play according to Parten is solitary and parallel. He played by himself, but beside his brother. He did look and watch him play at some points, then continue to do his own playing. At one point he did exchange words with his brother but never did associative because Alonte want to do his own thing no matter what his brother was making. This showed some independence performance. (Vygotsky) When building with the blocks and stacking them on top of one another, he used Brunner theory on play supports problem solving. According to Lev Vygotsky, play is essential part of both language development and a child’s understanding of the external world. Children at play make sense through a process of inner speech. This is what Alonte’ showed when talking out loud to himself in his play. This shows that he is able to use his imagination a relate what he explores through his play. According to Piaget, children construct their understanding of reality from their own experience when is called schemata. In the observation, he demonstrates that the mommy and baby goes in house. HeShow MoreRelatedVygotsky And Vygotsky Theories Of Learning1257 Words   |  6 Pagesfor his contribution to a theory of cognitive development. Piaget became interested in the reasons why children gave the wrong answers to questions that required logical thinking. He believed that these incorrect answers showed the differences, in the way adults and children think. Piaget believed children are born with a very basic mental structure on which all-later learning and knowledge is based. He introduces the term schema, which is a plan a child forms in its brain about an experience. He saidRead MoreSociocultural Theory And Social Rules1726 Words   |  7 Pagesprovide a social explanation of how language is acquired. This includes an examination of such influences as the social characteristics of the setting and the learner and the social rules for second language use. While typically associated with these models, Vygotsky’s sociocultural theory, which is based in his study of psychology, does not attempt to use culture to explain how language is acquired. Instead, Vygotsky identifies the relationship between language and culture as a dynamic, reciprocalRead More The Nature of Child Development Essay1172 Words   |  5 PagesHuman development has been a subject of interest since ancient Greece and Rome. 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The wayRead MoreTheories Of Lev Vygotsky1383 Words   |  6 Pagesand the social environment had a lot to development. He had different theories on how biosocial development is an important aspect of a child’s development. Vygotsky felt that language and play had a lot to do with childrens development because of the dialogue between those playing. Psychologist Lev Vygotsky s theory of cognitive development posits that information from the external world is transformed and internalized through language. Since language is both a symbolic system of communicationRead MoreOutline the main similarities and differences between Piaget‚Äà ´s and Vygotsky‚Äà ´s explanations for cognitive development in children1702 Words   |  7 Pagesfor cognitive development in children. Piaget and Vygotsky were both, looking into the same period of cognitive development in infants and children and sharing the same basic concerns. Piaget (1896-1980) developing his theory slightly earlier than Vygotsky (1896-1934) who worked to show that there were certain flaws in Piaget s theory of genetic epistemology. Vogotsky and his social-cultural theory of cognitive development might be seen as the Soviet counterpart to Piaget s western individualistRead MoreThe Sociocultural Theory Essay1710 Words   |  7 Pagesa lot of attention. Vygotsky believed that during the early stages of life as infants, language (nonconceptual speech) and thinking (nonverbal thought) were separate areas of development. Nonconceptual speech would be a child mumbling words without completely understanding their meaning. A child observing or playing with an object without using words would be nonverbal thought. As intellectual development continues, verbal thought begins connecting these two areas during early childhood. When thisRead MoreJean Piaget And Vygotsky s Theory On Children s Cognitive Development1507 Words   |  7 Pagescognitive development. Both psychologists had their own vision of what stimulates and helps a child grow. Jean Piaget s theory was shaped through the thinking and understanding of how knowledge is built through a series of four stages; preoperational, sensorimotor, formal operational and concrete operational. He believed that the development was with the child themselves. On the contrary, Lev Vygotsky s the ory is shaped through adult social interactions and cultural roles. He believed that a child sRead MoreThe Various Language Skill Development1250 Words   |  5 Pagesand feelings with others. The essay discusses the various language skill development stages among the children from zero to seven years. It analyses the importance of nature and nurture with the aid of behaviourist and nativist perspectives. In the light of the explanations by Vygotsky and Jean Piaget, the essay attempts to discuss the role of culture, experience, maturation and willingness to learn. Cambridge dictionary defines language as #39;a system of communication#39; among human beingsRead MoreLanguage and Literacy1566 Words   |  7 PagesEDKL102- Assessment Task 1 Essay- What is Language? What is Literacy? How are they different? Teachers must have a sound knowledge and appreciation for language and literacy to be able to make the two concepts a valuable part of a students curriculum. This essay will explore the importance of language and literature in a students learning and how they assist in enhancing their development. Most importantly the similarities and differences will be distinguished so that the relationship between

ATT’s use of Total Quality Management Free Essays

The following is an attempt to analyze ATT’s use of Total Quality Management throughout its organization. Since ATT is an elaborately enormous corporation I will focus my study to ATT Power Systems/Lucent Technologies. This division of ATT has been the industry standard for excellence since TQM was first introduced to the company. We will write a custom essay sample on ATT’s use of Total Quality Management or any similar topic only for you Order Now ATT Power Systems has become one the world’s most dynamic companies because of its use of TQM. I will provide a brief description of who ATT Power Systems is, a description of the events that lead up to its use of TQM, ATT’s TQM philosophy, and how this philosophy was implemented. Finally I will discuss the benefits ATT Power Systems realized through their use of Total Quality Management. ATT Power Systems provides a verity of power products for the data processing and telecommunications industries. Power System and its 4,200 employee’s design, develop, manufacture, and market electronic power systems, components, and power supplies to an increasingly international marketplace. In the past ten years ATT as a whole has gone through a dramatic metamorphous. It was forced to change from a large telecommunications monopoly providing universal telephone service, to a competitive global corporation roviding a full range of communication services and technologies. The â€Å"new† ATT is a potpourri of smaller, highly focussed entities. Each entity has its own customers, competitors, and operational functions. Power Systems is the pinnacle of the â€Å"new† ATT. In less than five years Power Systems has become the prototype for successfully implementing the cultural and organizational revolution know as Total Quality Management. It has not only received internal recognition, but external achievement as well. In 1994 Power Systems was the first American company to win Japan’s prestigious Deming Prize for Quality Management. In the ame year ATT’s long distance division won America’s Malcolm Baldrige National Quality Award. ATT’s TQM philosophy made it the first corporation to win these two awards. Why did Power Systems change to TQM? Prior to 1990 Power Systems provided equipment for only its parent company ATT. Power Systems was a lackluster division of ATT that reported losses in numerous quarters. As the scope ATT and business as a whole changed Power Systems was forced to survive on its own. No longer would losses be tolerated, if the work couldn’t be completed in a cost-effective manner the division would be sold and the work would be given to an A. M. (Andy) Guarriello, Vice President COO of Power Systems, was given the job of implementing TQM. Guarriello along with Power Systems management team launched the â€Å"Dallas Vision† project, an initiative involving physical, organizational, and philosophical changes that soon led to the adoption of Total Quality Management as the management system for the future. Power Systems consolidated several of its locations into several small internal business units. These units would become to foundation that Power Systems operated on. Each units is given the resources to develop, engineer, manufacture, and its products. Functions such as human resources, finance, marketing, and sales are provided by smaller organizations developed to support the internal Power Systems Dallas unit was completely redesigned. This 900,000 square foot facility was rearranged into what ATT calls â€Å"focused factories. Each â€Å"focused factory† has the capability to accept incoming material, manufacture, and ship finished products. This layout was designed much within the guidelines of the Japanese JIT system. Power Systems took the Japanese approach to TQM and modified to fit the ATT culture. The TQM riteria developed within Power Systems were selected to ensure the company’s ongoing focus on high standards for customer orientation, process excellence, employee involvement and continuous improvement. ATT’s TQM philosophy has three main components Quality Policy Deployment, Daily Work Management, and Quality Improvement. These three components combine to ensure robust solutions and continuous improvements. Quality Policy Deployment is the process of aligning the company’s attention and resources on a few high-priority, customer-focused issues. This is done to achieve to realize vast improvements in performance. Daily Work Management is a process of defining, measuring, and managing the day-to-day work of individuals and groups to obtain incremental improvements. This gives individual employees the opportunity to see improvements in measures they understand. Quality Improvement is a team-based problem-solving methodology that uses the seven-step process known as the â€Å"QI story process. † The â€Å"QI story process† is designed to detect and eliminate errors that cause defects. Together these three concepts formed an effective solution to Underlying these three concepts are four principles that are the foundation of ATT’s TQM philosophy. These four are customer satisfaction, management-by-fact, respect for people, and P-D-C-A. P-D-C-A is Plan-Do-Check-Act developed by Shewhart. These four principles helped Power Systems implement its cultural change. Without any one of these TQM will not work, so Power Systems’ management instituted a training regiment that had every employee had at least two full days of training within the first year of implementation. Power Systems has instilled pride in each one of its employees, which perpetuates outside the business to their customers. Each manager, worker, team member, and internal group believe that they can make a ifference in the operation of the company. Each also believes they have the responsibility to produce a quality product efficiently that not only meets their customer’s needs, but also makes profit. This attitude as propelled Power Systems, or as it is now known Lucent Technologies, to the top of its industry. What Benefits did Power Systems see from TQM? Power Systems surpassed the expectations of management to realize colossal growth. Below is a list of improvements from a 1994 ATT press release. These improvements pertain specifically to Power Systems. How to cite ATT’s use of Total Quality Management, Essay examples

Assignment on Strategic Management of Ryanair Free Solution

Question: Discuss about theStrategic Management for Ryanair. Answer: Introduction This report is focussed at critically assessing the key issues that strategic analysis plays in a business. For this purpose, Ryanair has been selected in the current report. The report commences by offering background information of the organisation. Moreover, to perform external environmental analysis, PESTEL and Porters Five Forces have been used. Findings of the external analysis shows the considerable issues for the company like charges by UK government and bargaining power of buyers. In addition to this, internal analysis has been conducted with the help of Porters Value Chain, Porters generic strategy and VRIO framework. The internal analysis makes it clear that the company has strong potential, but it needs to focus on its customer service and human resource management more. It has been found that Ryanairs current strategy is cost leadership and the company also uses corporate clout for securing economies of scale. This aids Ryanair to get a strong place in aviation industry. However, there are certain issues on which the company needs to focus for maintaining its competitive advantage, and thus, necessary recommendations have been made to the company. Background Information of the Organisation The organisation selected for the paper is Ryanair, which is the primary lost cost airline of Europe and provides customers low fare flights for all places. Ryanair was set up in the year 1985 by Ryan family with a workforce of just 25 people and share capital of 1. Since its establishment the company has developed from a mere one-stop airline to be one of the largest carriers of Europe. Ryanair operates above 1600 flights in a day to approximately 1600 low fare routes, from 69 bases. This way, the airline company links 186 destinations in 30 nations (Ryanair, 2016). Also, in the year 2000, Ryanair.com was launched officially, and the website currently accounts for more 98% of bookings for Ryanair airlines. The vision of the company is to be the leading low-fares scheduled passenger airline of Europe by making constant improvements and increasing offerings of its low-fares service. The company has created a revolt in the air travel industry by adopting no-frills, low-cost strategy. Ryanair is the only airlines of Europe that has made the air travel accessible to masses and also played a substantial role in increasing Europe tourism unlocking it in a manner, which it had never been before (Ryanair, 2016). External Analysis Macro-Environment Analysis In order to perform macro-environment analysis of Ryanair, PESTEL model has been used so that key factors related to the macro environment can be determined that affect the company: Political Factors: The trade union of Europe is compelling Ryanair as EU directives impose direct subsidies by the governments to their airlines because they mainly work to frame a level playing field among the regions airlines. This kind of approach was highly driven by the political developments as many companies were interested to have a level playing field across the EU. This was not only wished in the airline sector as it was demanded in various other factors as well in many countries. On the other hand, government taxes affects low fare airlines in the negatively manner when it comes to air journey (Thomas, 2014). Economical Factors: It is evident that the global airline sector is facing decline in passenger travel as the economic downturn has affected the spending of individuals and families. Apart from this, increased price of fuels has decreased the profit ratio of Ryanair as well as labour cost also plays a significant role in the cost of airlines. It has been viewed that if the fuel prices have risen $115 per barrel then it is sure that losses will be up to $5bn (Jacobs, 2012). Social Factors: When it comes to travelling, customer attitudes has changed a lot in the current era due to the high travel cost of airlines as compared to other means of transport. Also, the fact cannot be neglected that the enhancing desire for mobility is inviting huge development in the airline industry like Ryanair (Enz, 2009). Though, the costs are higher in airlines but still, customers like to take a flight than to travel in ships or trains and this significant improvement in the market would take customers to go back to utilize airline travel again in the near future (Grubb Neuhoff, 2006). Technological Factors: There have always been the greatest technological advancements in the airline sector especially when it comes to the improved fuel efficiencies of airlines. Some of the greatest technological advancements have made Ryanair a great low cost airline company such as booking of tickets through online platform and checking the status of flights on internet in order to avoid any kind of ambiguity. Environmental Factors: It is so true that the carbon footprint has been the most major issue in the airline sector and in this regard, Ryanair has been one of the most targeted airlines due to high amount of carbon emission in the environment and hence, it is advisable to Ryanair to lessen the impact of the carbon footprint in the environment (European Environmental Agency, 2012). Legal Factors: There is a major trade union pressure on the airline industry as the government has two choices which are either to reduce or promote costs. For instance, government has started strict security levels at airports which might cost airlines to increase their costs. EU expansion is one of the major causes to promote or enhance costs and this need to be done with proper carefulness in order to avoid political turbulence in future (Deloitte, 2014). From the above discussion, it can be concluded that Ryanair has a greater opportunity to think on the favour of environment in order to win the hearts of various people or passengers by reducing carbon footprint. On the other hand, the constantly increasing fuel prices can be a major threat for the company as it would lead to increase costs and people might feel reluctant to this aspect. The UK government charges and government taxes are also a major expense but it is necessary to pay them on time in order to maintain goodwill of company. Competitive Analysis Using Porters 5 Forces Model Competitive Rivalry: Competitive rivalry can be contemplated as nominal as airlines companies always try to avoid direct clash by laying emphasis on poaching travellers. Here, the price competition is of greater value as traffic will be moved to a company who serves nominal prices and this is what Ryanair do attract large number of customers. Bargaining Power of Suppliers: Bargaining power of suppliers is quite higher as two aircraft companies are majorly present in the market namely Boeing and Airbus. In this regard, Ryanair does not have many options to choose the suppliers as there is lack of suppliers in the region (Thomas, 2011). Bargaining Power of Customers: The bargaining power is very high as the market contains huge amount of price receptive travellers and they can easily switch to those companies which are offering the same services at cheaper prices. Also, the bargaining power of customers seems high as the customers are not at all loyal towards a single company and switch to other companies when they are likely to get better services at nominal prices. In context to this, price sensitivity of Ryanair customers is another significant factor that highly contributes to their bargaining power. Threat of Substitute Products: This is undoubtedly true that the threat of substitute products is very high as travellers do not hesitate to shift to other substitute of transportation such as trains, buses, ships or personal vehicles. On the contrary to this, the threat of substitute is low as customers are not likely to get the same luxurious services in any other mode of transport. Hence, it is very noteworthy to state that the threat of substitute products and services for Ryanair is insignificant when it is highly compared to various other industries in the market place. Threat of New Entrants: The threat of new entrants is not too high but is present as many companies are ready to copy the success of low fare flights but also, they face huge challenge to get landing slots for the same. Besides this, liberalization has really allowed maximum numbers of competitors in the industry but, companies are not willing to set up due to heavy investment in this area. In nutshell, it can be said that the threat of new entrants is quite low because of essential entry barriers which are highly associated while entering in the airline sector and they may involve capital requirements, access of distribution channels, economies of scale and many other factors (Belobaba, Odoni and Barnhart, 2009). From the above discussion, it can be concluded that the Ryanair is doing well in its area and it does not have any major competitor as well as the threat of new entrants is not so high which makes the company very strong in various aspects. Apart from this, the major key issue here is that difficulties which are associated to proper distribution channel can be considered as another major hurdle for new companies to enter into airlines sector. Hence, Ryanair is doing well and does not need to worry about the new entrants and suppliers. Internal Environment Analysis Current Strategy With reference to Porters three generic strategies, it is considerable that Ryanair has adopted the lost cost strategy. Low Cost Model has been implemented by the leader of the company Michael OLeary who used it from Southwest airlines. The company has taken some strategic moves that allow it to offer low cost services to its customers (Clark, 2014). For example, Ryanair flies to secondary airports only, so that it can avoid the huge landing and gate charges and consequently offer low price to its customers. In addition to this, point-to-point flying is also used by the company, which helps in getting rid of many extra operations (Casadesus-Masanell and Ricart, 2011). Further, the company has also adopted the cost culture and has communicated it to all the employees to make it an important part of its cultural web. The biggest competitive advantage, the company has on its competitors is first mover advantage as it is the primary airline to instigate low fares by discussing low rates with secondary airports (Mitchell and Coles, 2004). Resources and Capabilities of the Firm The below present VRIO analysis demonstrates the capabilities and resources of the firm: Capability/Resource Valuable Rare Costly to Imitate Non Substitutable Competitive Advantage Brand Name Yes Yes Yes Yes High Management by Michael O'Leary Yes Yes Yes Yes High No Frills Low Cost Strategy Yes No No Yes Medium New Fleet Yes No No Yes Low Low Cost Culture Yes No Yes Yes High Physical Resources Yes No No No Medium Competencies Core competencies of Ryanair have played a critical role in forming the basis of competitive advantage for the company (Mennen, 2010). For the company, generating core competency as a low cost airline came from bringing together a bunch of complementary resources, comprising of a fleet of easy maintaining aircraft, and flying towards regional airports, selling mainly via an online channel and looking after customer service. The enviable profits of Ryanair are the outcome of making sure that all the capabilities and resources bring down expenses and enhance capacity (Kahawatte, 2010). Porters Value Chain Porters value chain is helpful to determine the activities which connect and generate value for the company. The below discussed are the value chain activities of Ryanair. Support Activities: This includes the infrastructure of the firm and Ryanairs infrastructure expenses comes from gate leasing at airports, maintaining technology systems, like website or online booking. Human Resource Management: Ryanair uses low cost agency training for its employees and aircrafts mostly includes minimal crew. Ryanair employs pilots of young age and offer them low wages for maintaining low cost operations (Rankin, 2014). Technology: Ryanair.com is the major source of sale of tickets for the airlines. The website is managed internally and thus cost saving is done by not relying on any third party (Whois.com, 2014). Procurement: Ryanair utilises procurement for acquiring resources at the best possible low cost. This is done by utilising the corporate clout of Ryanair (Kew Stredwick, 2006). Primary Activities: The cost of inbound logistics is low due to the corporate clout of the company and skilled procurement team. The operations of the company are extremely lean and outbound logistics of the company are concentrated on accuracy and punctuality. In 2013, 90% of the flights of Ryanair landed on time, defeating other European airlines (BBC, 2013). The focus of marketing and sales is on low cost promotions. Moreover, in terms of service, it is considerable that customer service is often regarded as the biggest weaknesses of the company. However, implementing turnaround strategy shows an attempt to transform brand perception (Topham, 2013). Identification of Key Issues that the Organisation Faces and Recommendations Key Issues The main aim of Ryanair is to become a big giant in the low cost market but is facing few major issues which are not allowing company to see its position in low cost such as regulation by domestic and EU is a major issue. This is because European airline is always compelled to check regulation from both domestic as well as European Union. On the other hand, Ryanairs objectives and long term vision is another major setback as it is next to impossible for a company to operate the largest amount of routes with minimum or the lowest fare can lead to declining profits of company. It has been analyzed that Ryanair has 4 dominant objectives and they are passenger traffic, passenger growth, smooth European routes and perfect customer service delivery and they together can serve as a myth as it is not possible to achieve all of them and hence, the company should try to achieve one by one so that its goals may not get neglected and can be fulfilled on time. Although, Ryanair does not have to face major competition from its competitors but still, this can be a major issue as companies are setting up their businesses in this sector after the allocation of liberalization as mentioned properly in the above section. In nutshell, it can be said that the company is doing well in its field and can enhance with flying colours if it may resolve the above mentioned issues in a better manner. Recommendations Considering the growing need of transportation, it is necessary that Ryanair should commence new routes in EU. The company should attempt to set up its presence in the EU and generate customer loyalty. The company can do this by starting Ryanair service to a location that is not low-cost service (Morris, Schindehutte and Allen, 2005). Ryanair should keep into consideration strategic alliances with other small companies at international and national level for enhancing its efficiency, service and to deal with the rising competition (Johnson, et al., 2014). Strategic alliances will provide the company the chance to get capabilities for targeting more markets and sharing financial risks (Porter, 2001). Another recommendation to the company is to focus on improving its customer service. Ryanair should work on its customer service by employing new talent, launching new customer service schemes and offer customers innovative services for their long term satisfaction (Hitt, Hoskisson Ireland, 2011). Conclusion It can be concluded on the basis of the aforementioned discussion that Ryanair has surpassed airline industry by originating the low cost airline in Europe. The leadership in lost has enabled the company to get significant competitive advantages, uphold profits, and quick growth. However, with the changing airline sector and difficult external environment, it is complicated for the company to sustain competitive advantage. Thus, it is necessary for Ryanair to now consider new strategic moves and utilise its capabilities for offering better service to customers and maintain their loyalty for an enduring period of time. References BBC News. (2013). Is Ryanair really Europe's most punctual airline? Retrieved from: https://www.bbc.co.uk/news/magazine-22659822 Belobaba, P., Odoni, A., Barnhart, C. (2009). The Global Airline Industry. John Wiley Sons. Casadesus-Masanell, R., Ricart, J.E. (2011). How to Design a Winning Business Model. [Online]. Available at: https://hbr.org/2011/01/how-to-design-a-winning-business-model (Accessed: 16 February 2015). Clark, R. (2014). Ryanair Feels the Squeeze as Rivals Lower Fares. Retrieved from: https://www.nytimes.com/2014/05/20/business/international/ryanair-feels-the-squeeze-as-rivals-scramble-to-lower-fares.html?_r=0 Enz, C.A. (2009). Hospitality Strategic Management: Concepts and Cases. John Wiley and Sons. Grubb, M., Neuhoff, K. (2006). Allocation and competitiveness in the EU emissions trading scheme: policy overview. Climate Policy, 6(1), 7-30. Hitt, A, M. Hoskisson, E, R., Ireland D, R. (2011). The Management of Strategy Concepts and Cases. 9th edition. South Western, Cengage Learning. Jacobs, R. (2012). Fuel prices put pressure on airline profits, Retrieved from: https://www.ft.com/cms/s/0/aa028df6-727e-11e1-9c23-00144feab49a.html#axzz3ARS65OV1 Johnson, G., Whittington, R., Angwin, D., Scholes, K., Regnr, P. (2014). Exploring Strategy. Pearson. Kahawatte, U. (2010). Ryanair's Strategy from a Perspective of Core Competencies. GRIN Verlag. Kew, J., Stredwick, J. (2006). Business Environment: Managing in a Strategic Context. CIPD Publishing. Mennen, M. (2010). An Analysis of Ryanair's Corporate Strategy. GRIN Verlag. Morris, M., Schindehutte, M. Allen, J. (2005). The entrepreneur's business model: toward a unified perspective. Journal of Business Research, 58(6), pp. 726-735. Porter, M.E. (2001). Strategy and the Internet. Harvard Business Review, 79(3), pp. 62-78 Rankin, J. (2014). Ryanair flies high after customer service overhaul. Retrieved from: https://www.theguardian.com/business/2014/sep/03/ryanair-customer-service-profits-passengers Ryanair. (2016). Retrieved from: https://www.ryanair.com/en/about/ Thomas, A.R. (2011). Soft Landing: Airline Industry Strategy, Service, and Safety. Apress. Thomas, N. (2014). Budget 2014: Air Passenger Duty reformed to boost trade, The Telegraph, Retrieved from: https://www.telegraph.co.uk/finance/budget/10709694/Budget-2014-Air-Passenger-Duty-reformed-to-boost-trade.html Topham, G. (2013). Ryanair's new touchy-feely O'Leary hits turbulence but sees clearer air ahead. Retrieved from: https://www.theguardian.com/business/2013/nov/05/ryanair-michael-oleary-investors-future Whois.com, (2014). Whois ryanair.com. Retrieved from: https://www.whois.com/whois/ryanair.com