concerning the improvement of its personnel.It is recommended that Ryanair should implement integrated training and development policy so as to authorize the workers that will lead Ryanair to line up the skills and capabilities of the personnel with the proposed goals of Ryanair. The management should support such programs by special capability evaluations so as to identify the performance of the personnel. This will assist the management to get an idea about the need of improvement in skills and knowledge (Ordiz 2002, p. 251).
Management of Workers’ Behaviors
It is also recommended that Ryanair must emphasize on the impulsiveness within the entire organization. This would help Ryanaire to perceive itself as the choice of the worker by merging superior performance standards that could be perceived from the top management till the lower management staff (Ordiz 2002, p. 61).
The management must make sure that each of the personnel is centered towards the implication of aims, vision, as well as mission in each and every activity and measures that are about to be done. In addition, Ryanair must apply and implement the in-house sequential approach where in the process of staffing; the elements on selecting the personnel and retaining the personnel are supposed as similarly critical, so as to preserve the organizational behavior.
关于改进其人员。
它建议，，瑞安应实施综合培训和发展政策，以授权的工人，这将导致瑞安排队的技能和能力的人员所提出的目标，瑞安。管理层应支持这类计划的特殊能力评估，以便确定人员的表现。这将有助于管理，以了解需要改进的技能和知识（Ordiz，2002年，第251页）。
工作人员行为的管理
此外，还建议，瑞安，必须强调在整个组织内的冲动。这将有助于Ryanaire的合并卓越的性能标准，也可能被从高层管理人员，直到管理人员（Ordiz2002年，第61页），认为自己作为工人的选择。管理层必须确保每个的含义，目标，愿景，以及在每一个活动和措施，做任务的人员为中心向。此外，瑞安，必须申请和实施的内部顺序的方法，在工作人员的过程中，应该选择人才和留住人员的元素同样重要的，这样才能保护组织的行为。
