the core competencies that allow Ryanair to practically and wisely designs suitable airline operations within the bracket of their marketing network services in a market standard-based perspective. Ryanair needs to be goal-oriented and must not stop to rejuvenate and change their marketing plan strategies from time to time in order to re-invent the performance process upon the upgrading of rules
can become a lopsided interpretation of the matter. Therefore, to have a balanced and overall view of a company’s condition, we believed that the Diamond model is the right fit. Porter (1990) brings together firm-specific linkages between the determinants and his model is useful and potentially predictive for firm level as well as industrial and national level studies (Bark and Moon 2002).
Securing balance between quantitative/immeasurable assessment importance by extension of weighted index
- Increasing the weight of essential quantitative index :10 20 points
Changing immeasurable index to quantitative : 10 points
Introducing assessment of fixed difficulty and raising the level of objectives
Mandating detailed proposal including the reason of goal setting
Models.
Internal vs. External Knowledge.
Generic vs. Instantiated Models.
Individual vs. Shared Mental Models.
Differences in mental model is based on several different causes:
Variations in the situation that trigger the mental model
Mental models change over time
Different people show different mental models for the same situation
Differences in performance when interacting wi
levels of performance. However, rarely do these works describe exactly how to develop effective teams. There is almost a sense that everyone agrees that teams are important , and almost everyone has participated in some type of team, everyone must understand how to put an effective team together.
Most people find it very difficult to engage in rather complex activities just by reading or hearing