Abstract
This paper examines the link that timing and scale have on investment at airports, particularly those in Australia. It analyses the affect that the complexity of airport operation has on development proposals and how airport managers must create investment rules, priority groups and networking teams to overcome specific problems in the airport management field. It also discusses how productive commercial relationships with airport customers, that is, airlines, are essential in determining precise requirements for airport development.

From the Paper
"The potential investment at functioning airports is an inevitable challenge faced by airport managers at some stage of an airport's life. Although it might seem a case of traditional economic theory, investment in the development of airports is far more complex and multifarious (Lawrence, 1999). Investment in indivisible, capital assets such as runways and terminal buildings, requires meticulous preparation, research and industry consultation. This is for a number of reasons associated with factors attributed with both primary and secondary airports."

Tags:australia, aviation, capital, cost, demand, deregulation, infrastructure

Abstract
This paper uses the Reason Model of Accident Causation to analyse the events following the Qantas accident in Bangkok in 1999. The issues relating to the crew's actions in the minutes prior to the precautionary disembarkation are investigated. The paper makes specific reference to the functions of organisational defences as described by Professor James Reason and stresses the significance of his accident causation model in aviation. It continues by suggesting the use of the accident causation model is not exclusive to accident investigation, but also using the concept as an error management tool to improve organisational safety performance. Recommendations are made for managers to implement a Safety Management System considering organisational defences and providing sufficient training to minimise active failures.

Outline
Abstract
Introduction and Background
Functions of Defences and Accident Causation
Case Study: The QF1 Accident
Using the Reason Model in Practice
Conclusion and Implications

From the Paper
"The investigation report (ATSB, 2001) into the accident thoroughly details the events of the approach, landing and disembarkation. As the Boeing 747 attempted to land in extremely heavy rain, inaccurate aircraft handling by the first officer (pilot flying) led to the aircraft floating much further along the runway than planned. As the captain of the flight realised this he instructed the pilot flying to apply full power in an attempt to go-around. Almost simultaneously the aircraft's main wheels touched down on the runway. As a consequence, the captain rejected the go-around by retarding the thrust levers, but without specifying this to the first officer. Subsequently, confusion in the cockpit between the first officer and captain resulted in reverse thrust not being applied at any stage during the landing roll."

Tags:bangkok, causation, defences, depth, failures, hazards, latent, management, organisation, procedures, safety, sops, standard, training, unsafe

Abstract
This essay looks at the role of air power in the Iran-Iraq war of 1980-88, arguing that it was largely used as a deterrent to an escalation in the conflict. First, the author examines how air power was used in the conventional role during the conflict. It then goes on to look at the vested interest that both sides had in not escalating the war. The essay explains how this led to air power being used to dissuade both sides from intensifying the conflict. The author states that international opinion, especially that of the United States and the Former Soviet Union, may also have a influenced both sides from having a more aggressive air conflict.

From the Paper
"Air power during the Iran-Iraq war was used to a small degree in conventional combat roles. It was used on a number of occasions, primarily during the early stages of the conflict, in the ground attack role. On the arguable first day of the war, 22nd September 1980, Iraqi air assets conducted strikes on towns, cities, airports and industrial instalments. Of importance, this included attacks on 10 Iranian airfields. In retaliation, the Iranian air force struck back at two Iraqi airbases on the same day. Over the following days, such Iraqi strikes continued with lesser intensity until by the 25th September they were largely limited to attacks on easily reachable bases close to the border. Paralleling the Iraqi actions, similar ground attacks by Iranian air assets also continued until the 25th September when they stopped almost completely."

Tags:Arab armies, air force, Middle Eastern Wars, air power

Abstract
The paper analyzes the strategic paralysis theories of John Warden and John Boyd and their application and effectiveness in the 1990-1991 Gulf War. The paper shows how these theories are theoretically sound and have practical validity as well. However, the paper goes on to explain why the fundamental assumptions made by both Boyd and Warden mean that their theories of strategic paralysis aren't always applicable. The paper therefore concludes that strategic paralysis theory is a realistic concept, but cannot be realised in all circumstances.

From the Paper
"Colonel John Boyd hypothesised that one could strategically paralyse their enemy through affecting his decisions-making processes. He developed a theory of decision-making process that he claimed all humans were subject to. The process had four phases: Observe, Orientate, Decision, Act. Subsequently, it was named the OODA loop. In practice, the OODA loop consisted of a person observing a change in the situation, orientating their mind to the new situation and developing plans, deciding on a plan, and acting on that chosen plan. Boyd theorised that one could defeat an enemy through getting inside their OODA loop. This could be done through going through one's own OODA loop quicker and with more accuracy than their enemy. This meant that while the enemy was still thinking about the changed situation and what they were going to do about it, the situation would change as a result of you having acted on a new decision. Doing this would result in the mental paralysis of the enemy. The enemy would become confused and his willingness to resist would deteriorate, Boyd hypothesised."

Tags:Gulf, War, Iraq, John, Boyd, John, Warden, enemy, gravity, global, jihadists

Abstract
This paper examines the link between two airlines - Southwest Airlines and Lauda Air and the business-level adaptive strategy model originally conceived by Miles and Snow. It positions the two airlines within the model, stating their strategic characteristics as a defender, prospector or analyser. Comparisons are made between the styles and products of the two airlines. The benefits of using benchmarking principles to improve financial and commercial performance is also discussed.

Outline
The Miles and Snow Typolopgy
The Defender
The Prospector
The Analyser
Southwest Airlines
A Cut-Price Airline
Robbins' (1994) Evaluation of Southwest
Benchmarking Southwest's Performance
Lauda Air
An Innovative Carrier
Driving the Future
Benchmarking Lauda Air's Performance
Conclusion

From the Paper
"The defender strategy is generally used by businesses in a stable, established industry environment, or an environment viewed as that by the company. Defenders pursue permanence and strength by focussing on a specific product for a specific market. Businesses using this type of strategy act aggressively to defend their product, preventing new competition to penetrate their niche market (Robbins, et. al., 1997). Defenders are often ignorant towards industry developments, primarily focussing on their own product and improving it's own efficiency. Therefore, defenders are subject to minimal growth and innovation, but increased efficiency."

Tags:analyser, aviation, benchmarking, defender, kelleher, lauda, prospector, reactor

Abstract
This paper investigates the considerable effect deregulation has had on the airline industry in terms of competition and how airlines have had to formulate defined strategies to improve their economic performance in order to remain competitive. The history of deregulation in Australia, Europe and the United States is reviewed, as well as the more recent developments in the industry as a result of deregulation. The various strategies available to airlines are discussed, along with how these counteract the competitive forces of their rivals, in both the domestic and international domains. It is also argued that airline managers must monitor competition and industry forecasts, develop initiatives to reduce costs while simultaneously maintaining or increasing yield to ensure long-term profitability.

Outline
Introduction
Outcomes of Deregulation
Intense Competition
The Economic Characteristics of an Airline
Managing Economic Performance and Competition
Conclusion and Implications

From the Paper
"As governments began to consider that current regulations in the airline industry were too restrictive, deregulation (or liberalisation) of economic and political regulations was thought to be the response to their desire to stimulate competition. Largely, the United States pioneered the implementation of regulatory reform. US government control over domestic airfares and entry into the market had ceased in the early 1980s, immediately encouraging new entrants into the domestic airline industry. As a result, airfares fell as competition grew. In Europe, the European Court of Justice ruled that government intervention concerning airfares breached competition law, leading to the staged deregulation of airfares and airline services (Hutcheson, 1996). On the Australian scene, interstate regulation was phased out in 1990, while intrastate regulation of routes and fares remained predominately intact to stabilise and scrutinise essential regional services."

Tags:airfares, aviation, blue, jetstar, liberalisationqantas, scheduling, sharing, strategy, tactics, unit, virgin, yield

Abstract
This paper explains the theory of oligopoly and discusses how Australia's airline industry provides a solid example of an oligopoly market. It uses case studies of Qantas, Virgin and Tiger airlines to demonstrate how all need to employ profit-maximising strategies that take into account the likely response to the strategies of other firms.

Outline:
Introduction
Case Study

From the Paper
"The combined profits of firms in an oligopoly can be maximised if they act together as a monopolist. Under "normal" conditions it is expected that firms in an oligopoly will collaborate to produce the optimal conditions for themselves. This leads to a practice known as price-fixing, whereby business competitors agree to sell a virtually homogenous product at the same price. The agreement itself is known as a cartel. Since the practice is anti-competitive, and economically inefficient according to neo-classical economics, it is illegal under the Trade Practices Act and has been the subject of a recent scandal in the airline industry worldwide."

Tags:Game, theory, monopoly

Abstract
This paper outlines the developments in the psychology and behavioural sciences fields of aviation along with advances in technology and other improvements. Included are examples of how the principles of Crew Resource Management (CRM) can be interpreted in various aircraft accidents and how CRM is linked with other safety initiatives.

Outline
Introduction and Background
Crew Resource Management
Other Safety Initiatives
What Does Contribute More?
Conclusion and Implications

From the Paper
"Ever since Orville Wright first flew in 1903, industry analysts have strived to devise ways to improve the safety of air transportation. The possibilities of air travel became apparent during World War I and the first professional aircraft designers concentrated on developing a safe design to transport people and cargo (Gibbs-Smith, 1967). These early years brought about innovations to basic aircraft design and propulsion systems. Frank Whittle's gas turbine engine idea was the single most momentous development in the 20th century, a development that not only improved the performance of aircraft, but also eventually improved the overall safety and reliability of aircraft transportation (Dempsey & Gesell, 1997)."

Tags:aircraft, airline, cockpit, communication, crew, navigation, resource, tcas

Abstract
This paper describes how different safety cultures in aviation have the potential to improve or worsen the safety performance of individual organisations. Recommendations are made in regard to the implementation and control of organisational safety culture to ensure safe practices through detailed engineering of workplace procedures and communication lines. The functionalist and interpretive perspectives of safety culture as described by Glendon (2000) are examined, demonstrating why the strengths of operating under an interpretive perspective within a functionalist framework are appropriate in the aviation industry. The importance of understanding the concepts of safety mission and safety involvement are considered. It is argued that, although difficult to categorically claim, there is little doubt that the differences in safety culture evident in the industry can have significant impact on an organisation's level of safety.

Outline
Abstract
Introduction and Background Why Safety Culture Is So Important In Aviation
Safety Cultures in Aviation
Conclusion and Implications
Reference List

From the Paper
"It is widely understood throughout the domains of aviation, medicine, defence and other safety-sensitive industries that maintaining an effective strategy to minimise the possibility and consequences of error is absolutely obligatory. Additionally, specific measures to manage the overall safety of operations can define an organisation's ability to operate viably (Glendon, 2000; Hudson, 2001; Reason, 1997). This does not just include the cost of error, but also an organisation's ability to determine risk and make decisions based on the assessment of risk. This paper identifies the steps management of aviation organisations can take to implement strategies to provide a positive safety culture within their organisation, encouraging both healthier safety attitudes and consequently, financial gain."

Tags:control, engineer, error, functionalist, helmreich, interpretive, management, organisation, pilot, regulation, traffic, workplace

Abstract
Singapore Airlines plans to start up a new business venture, a2, in the Australian domestic aviation market. a2 will introduce Sydney-Melbourne flights in the coming year and link up all major Australian cities by 2006. This paper discusses that the overall marketing goal for a2 is to position itself as the preferred corporate travel airline. The writer provides a thorough marketing plan for the new company including future projections, budgets, costs, competition market and expected profits.

Executive Summary
1 Introduction
2 Goal Setting
3 Situation Analysis
3.1 Market overview
3.2 Opportunities and threats
3.3 Strengths and weaknesses
3.4 Issues
4 Strategy Formulation
4.1 Marketing objectives
4.2 Marketing strategies
5 Action Plan
6 Financial Projections
6.1 Assumptions for the first year
6.2 Three-year projections
7 Resource Allocation and Monitoring
7.1 Budget
7.2 Measurement and review
8 References

From the Paper
"a2's mission is to benefit Australian consumers and businesses by creating a more competitive environment in the current domestic duopoly aviation market. It aims to succeed by making the best out of its competitive advantages through
? strong financial backing from the parent company;
? highly qualified staff; and
? a continuing commitment in research and development.

a2's objective lies in the "product development" quadrant of Ansoff's matrix (Kotler, 2002). That is, it is offering new flight services to existing markets, as charted below."

Tags:airline, budget, industry, marketing, mcom, plan, timetable