| Papers [1-16] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "AVIATION CREW RESOURCE MANAGEMENT": |
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Aviation and Crew Resource Management, 2005.
A look at how aviation has lead the way for both research and implementation of automation and the effect it has on communication and human error.
3,327 words (approx. 13.3 pages), 16 sources, APA, AU$ 153.95
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Abstract
This research paper explains why the aviation industry should serve as a model for the production of similar research and also the implementation of tools, such as Crew Resource Management (CRM), into other areas that demonstrate public representations of life or death potential, such as medicine. The paper suggests that CRM could be an important tool for the international implementation of effective communications among high stress workers in any field, especially considering the level of research that is available for the cultural impact of differences in national identity.
From the Paper
"One of the greatest, developments within aviation is automation. Automation has been a part of aviation far longer than it has been a part of any other industry or cause, and aviation has been multi-cultural since the first flight across the Atlantic. In light of the recent global changes in aviation, after recent terrorist acts, there is a much greater international need for a culture of safety that alleviates the rational fears of the public. Challenges of international collaboration are now more important than ever. The challenges of automation and especially the cross-cultural issues of it are the ways in which pilots and mangers view automation and how they use it. The challenges to the aviation industry are trendsetting in the field of human and computer interaction, almost before the complex ideas of technological advance and its time and energy saving effects were devised."
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Crew Resource Management, 2004.
An overview of what Crew Resource Management (CRM) entails in the aviation industry.
1,613 words (approx. 6.5 pages), 7 sources, MLA, AU$ 84.95
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Abstract
This paper examines how building teams and working in a team is important in specialized environments such as aviation and how one instructional strategy for training aviation teams is the Crew Resource Management (CRM), which has been practiced for more than a dozen years by aviation organizations. It provides the historical approach and the philosophy behind CRM, followed by a description of the variety of CRM training and today?s CRM training methods.
Outline
Introduction
The Way to Crew Resource Management
The Philosophy of CRM
The Variety of CRM Training
CRM Training Methods
CRM Program Results
Future Focus on CRM
From the Paper
"The Federal Aviation Administration (FAA) specifies (FAA AC 120-51a; 1991) three phases of CRM training: awareness, practice and feedback, and assessment of specific skills. This shows that behavioral skill practice and feedback in addition to the behavioral basis has become an important part in CRM training (Baker D., et al., 1993).
Existing programs are conducted in three different ways like pure lectures in classrooms, trainee participation through role-play practice or by a realistic flight in a full-mission simulator."
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Cockpit Resource Management, 2002.
A discussion of team-work communication management within an aircraft's cockpit.
3,950 words (approx. 15.8 pages), 20 sources, MLA, AU$ 172.95
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Abstract
The CRM (Cockpit Resource Management) concept is an outcome of the work of a group of human factors practitioners in the United States in the analysis of, and response to, "crew-caused" air transport crashes and other incidents. This paper presents a discussion of cockpit resource management (CRM). Some years ago, several major airlines implemented official cockpit resource management (CRM) programs. The paper shows that the implementation of these programs was motivated by desires to improve the safety of in-flight operations. Eventually, program objectives were expanded to include the efficient use of resources available to in-flight crews.
Table of Contents:
Analytical Exposition
Derivation of CRM
Opposition to CRM
CRM and Flight Crew Behavior
Response of Airline Management
The Objective of CRM
CRM and the Team Concept
Critical Context
Team-Based Organization
Implementing Team-Based Organization
Self-Managed Teams
Socio-Technical Systems
Assessing STS
Applying STS
Applying CRM at Continental Airlines
Integrative Conclusion
CRM Outcomes
CRM and the Future
Enhanced Personal Awareness
Bibliography
From the Paper
"CRM is designed to enhance management practices in the event of emergency. A variation on the CRM concept is the crew resource management approach, which includes in-flight personnel other than those personnel who perform their functions in the cockpit of the aircraft. CRM controls the division of responsibilities during a flight. CRM can be interpreted broadly to include the relationship between the pilot and the machinery as well as among the flight crew members. Although CRM is commonly thought of as coordination between or among multi-pilot crews, in its larger sense it is much more than that activity. CRM encompasses the interpersonal relationship between a pilot and her or his passengers and between a pilot and the air traffic control (ATC) personnel with whom he or she deals. In its broadest sense, CRM refers not only to the interaction between human beings, but also the interaction of a pilot with the technology of the aircraft."
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Flight Crew Management, 2004.
An examination of a new form of management known as crew resource management as applied to flight crew management in a time of stress.
4,158 words (approx. 16.6 pages), 24 sources, MLA, AU$ 179.95
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Abstract
Flight crew resource management is the science of training flight crews to interact and communicate in a highly authoritarian environment while, at the same time, making use of the intelligence and professional resources of all the members of a flight crew. In the cockpit, the captain is in unquestionable control of the airplane because he is ultimately responsible for all aspects of the flight, including hardware, equipment, and personnel on board. However, each member of the crew can make important contributions, especially during in-flight crises, but their input can be thwarted because of the highly authoritarian command culture. This paper examines the issues of flight crew resource management and seeks to expand the definition of crew resource management to include personal communication style in order to further facilitate professional, accurate, and open communication between the flight staff and commander.
From the Paper
"According to Wilson (2001) aviation accidents and mishaps are attributed to human error in 60% to 80% of cases. A large number of these mishaps can be directly traced to the failures in coordination among cockpit crews during the time of the crises. The situations are not caused by poor pilot or crew skills. Just the opposite is true. When highly professional staff and crew encounter a crisis situation, often their training can hinder the communication and double checking of decision making that could often avoid the indecent, or accident. In the majority of controlled flight accidents and incidents poor pilot performance through improper and faulty crew resource management (CRM) have been cited as contributing factors in numerous accidents and incidents reported by major airlines during the period covering 1983 to 1985 (U.S. General Accounting Office, 1997). The U.S. General Accounting Office (1997) found that CRM deficiencies, such as the lack of coordination among cockpit crews, captain's decisions to keep tasks to himself rather than assign tasks or check decisions with other members, and / or a lack of effective crew supervision were a contributing cause in approximately half of accidents that occurred between 1983 and 1985 that involved one or more fatalities. Other reviews have found similar factors at work within cited accident reports (Chidester, Helmreich, Gregorich, & Geis, 1991; Gregorich, Helmreich, & Wilhelm, 1990)."
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Aviation, 2006.
An investigation into crew behavior and the effects of crew resource management on the errors that have often been found to cause air disasters.
2,332 words (approx. 9.3 pages), 10 sources, MLA, AU$ 114.95
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Abstract
This paper reviews several papers on crew resource management (CRM) which support the belief that while not wildly effective, improvement in "situational awareness," a necessary factor in safe flight, is improved when crew resource management training has been conducted.
Table of Contents
Introduction
Crew Resource Management: Is it the Cure for Aircraft Accidents?
Conclusion
From the Paper
"The traveling public would not be pleased to know that in the 1970s, hundreds of airline passengers died because, in three separate incidents, aircrews committed errors. The crew failed to consider fuel levels when solving another problem in one instance; in another, the crew simply failed to monitor altitude. In the third, the crew misinterpreted air traffic control instructions (Salas, Prince et al 1999). These crews were not new to flying; between them they had tens of thousands of hours flight time, and yet the errors were those even a completely inexperienced aviator should not have made (Salas, Prince et al 1999). Worse yet, each crew worked for a major carrier, and all the crews worked in companies with high standards for pilot training and certification (Salas, Prince et al 1999)."
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Aviation Safety: Error Management Versus Safety Compliance, 2002.
A look at the concepts and differences between error management and safety compliance in relation to aviation accidents.
650 words (approx. 2.6 pages), 2 sources, AU$ 42.95
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Abstract
This essay explains the difference between Error Management and Safety Compliance in aviation accidents. Error Management, it is argued, provides a greater likelihood for proactive outcomes when errors due occur. Because errors and accidents are impossible to eliminate, EM is premised on a complex information gathering system that allows those involved in accidents to better understand what happened. It creates a more intervention-focused environment for crew, and avoids issues of blame and punishment, and thus provides the crew with a different responsibility for error prevention.
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Materials Resource Planning, 2000.
An overview and exploration of the main differences between materials resource planning (MRP), materials resource planning II (MRP II) and Enterprise Resource Planning (ERP).
1,956 words (approx. 7.8 pages), 2 sources, MLA, AU$ 100.95
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Abstract
This paper looks at how material requirements planning (MRP or MRPI) was developed in the 1960?s, to enable companies to calculate the number of different components necessary and when they were needed. It traces its development over the years and identifes the main differences between materials resource planning (MRP), its predecessor materials resource planning II (MRP II) and Enterprise Resource Planning (ERP) as well as the pro's and con's of the MRP II concept. Using a basic diagram, the three fundamental functions of MRP are explained which are netting, batching and time phasing.
From the Paper
"Distinguishing MRPII from the original MRP concept is a simple process. MRPI is simply the process of identifying the amount of components required and at what time they are required. This developed into closed loop MRP, which calculated the workload required to fulfil the orders and compared this to the capacity available. MRPII expands on this by calculating the cost of proposed MRP runs, this allowed managers to identify viable production-runs and allowed them further control over the operation. In calculating the costs MRPII works in the opposite direction to MRPI, it starts at the lowest level of the BOM and works its way up until the net-requirements of the finished product is determined."
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Human Resource Management in the Airline Industry, 2008.
This paper discusses effective human resource management in the airline industry, including employee recruitment, management and evaluation.
12,341 words (approx. 49.4 pages), 22 sources, APA, AU$ 381.95
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Abstract
The world we live in is constantly faced with new challenges it must overcome in order to survive; and the business world is no exception. A wide array of changes have affected industrial activities and have forced companies to develop and more importantly, to become increasingly adaptable to all forces of micro and macro nature. A most relevant modification within the business sector is represented by the approach to the human resource. If only a few decades ago, the personnel were perceived as the force operating the machines, today, they represent the company's most valuable assets, its core competency and its means of achieving organizational goals. The management of the human resource currently constitutes a vital issue within corporations, moreover for the companies activating in the service field, where the quality of the interactions with the customers is crucial for the successful continual of the business activity. Airline companies place increased emphasis on the human resource strategies and policies and have integrated them in the company's values. This research paper presents the most relevant human resource management practices as revealed by numerous academicians and specialized economists. Furthermore, two airlines companies are discussed while presenting the means in which they understand, develop and implement human resource strategies and policies.
Outline:
Executive summary
1. Introduction
2. Human Resource Management Practices
2.1 Relevant Concepts of HRM
2.2 Planning and Recruiting
2.2.1 Recruiting the personnel
2.2.2 Sources of recruitment
2.3 Organizing the Human Resource
2.3.1 Job Design
2.3.2 Working Conditions
2.3.3 Flexible Schedules
2.4 Developing and Training the Human Resource
2.4.1 Training and Development
2.4.2 Motivating the Human Resource
2.5 Evaluating and Remunerating the Personnel
2.6 Employee Relations
2.6.1 Communications
2.6.2 Collective Bargaining
3. Human Resource Management within Airline Companies
3.1 HRM Particularities in Airline Companies
3.1.1 Globalization and Market Liberalization
3.1.2 Technological Developments
3.2 Measuring Job Satisfaction of Airline Passenger Service Staff
3.3 Airline Employees and Airline Disasters
3.4 The Human Resource at British Airways
3.5 The Human Resource at Air Canada
4. Conclusions and Recommendations
5. Reflections
6. References
From the Paper
"The human resource strategies designed and implemented by the company's management are expected to retrieve two finalities. The company first expects to better satisfy the needs of its employees. Secondly, the management hopes that through the implementation of the HR practices and alternatively an increased job satisfaction, employees' performances will increase and this will generate a superior quality of the airline services offered by the organization.
"But in order to reach the desired status of increased market share, profits and increased interest from investors, due to a high quality of their services, managers must first measure the level of satisfaction of each employee. Ruth Taylor, the Academic Area Head for the Services and Tourism Management program at Curtin University, Western Australia, has long studied and analyzed the level of job satisfaction felt by airline employees as well as the measurements used by managements."
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Human Resource Management, 2008.
A functional and theoretical overview of human resource management (HRM).
6,320 words (approx. 25.3 pages), 6 sources, APA, AU$ 236.95
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Abstract
This paper explains that a key activity of the human resources management (HRM) function is deciding what staffing is needed. The paper describes many of the activities of this department and the supporting managerial theories. The paper differentiates between HRM, a major management activity, and human resource development (HRD), a profession. The author explores the tremendous changes over the past 20 to 30 years in the HRM function and HRD profession. Includes several illustrations.
Table of Contents:
Executive Summary
Introduction
Definition and function of Human Resource Management
Torrington and Hall define personnel management
Frederick Taylor, Hugo Munsterberg, Mary Parker Follet, and Elton Mayo. Hawthorne studies
Global village
Global work force
Cultural Environments
Ethical issues
The Psychological Contract
Re-engineering
Rethink
Redesign
Retool
Job design
Summary
Appendix
Functions of Human Resource Management
Communication between organization Issues and HRM
Roles Played by HR department
Competitive Advantage of HRM
Responsibilities Carried out by HRM Department
Objectives of HRM
Resource Acquisition
Resource Management
Resource Disposal
Topical Issue
Retaining Staff
The Planning Process
Costing Human Resource Requirements
Safety and Health
The Hiring Process
Maslow's Hierarchy of Needs
Maslow Hierarchy of Needs and Herzberg's Motivation-hygiene Theory
Nature of Job Design
Job enlargement
Job enrichment
Job Rotation
Model for an enriched job
Leadership Effectiveness
From the Paper
"The global work force has been changing dramatically. For example, in the U.S. it is more diversity racially, women are in the labor force in much greater numbers than ever before, and the average age of the workforce is now considerably older than ever before, and the average age of the workforce is now considerably older than before. As a result of these demographic shifts, HR management in organization has had to adapt to a more varied labor force both externally and internally and HR professionals must ensure that work/family programs are designed and implemented in a way that recognizes employees have "outside lives" and different values and needs."
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Human Resource Management, 2005.
This paper discusses the development of Human Resource Management (HRM) including Strategic Human Resource Management (SHRM).
2,035 words (approx. 8.1 pages), 4 sources, APA, AU$ 103.95
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Abstract
This paper explains that Human Resource Management grew out of the belief that employment was not only a source of income to the employee and profit to the company, but also represented challenges and opportunities; whereby, the employee becomes part of the company as a stakeholder. The author points out that, traditionally, human resource managers were mandated to acquire, train and maintain personnel by following appropriate government rules and regulations, by implementing just and equitable policies and procedures and by maintaining harmonious labor union and employee relationships. The paper relates that Strategic HRM links HRM practices with the strategic management process and emphasizes the coordination or congruence among HRM practices: The four HRM strategic theories are the resource-based view of the firm, the behavioral-based theory, cybernetic systems and agency or transaction cost theory.
From the Paper
"The new vision on the place and value of human resources in an organization evolved from studies conducted by Elton Mayo, the Father of Human Relations and from the Hawthorne Studies between 1924 and 1932. The Hawthorne Studies re-evaluated Frederick Taylor"s behavioral assumptions, while Mayo investigated the effects of changes in the work environment on productivity. Mayo's study found that employee productivity was affected more by the level of attention shown by management on employees' behavior than their physical working condition, such as the level of lighting. This meant that the human factor was more important than the physical factor. The enlightening conclusion led to a then controversial proposition that a worker's feelings were important and to the development of human relations or HR management concept."
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Human Resource Management, 2007.
This paper discusses how important effective human resource management is to a successful business.
3,314 words (approx. 13.3 pages), 16 sources, MLA, AU$ 151.95
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Abstract
The paper discusses the various theories of human resource management. The paper illustrates how strategic human resource management combined with a company's strategic management can bring higher benefits to organizations. The paper provides a short overview of global human resources and examines the application of technology in human resource management. The paper concludes that, for a company to be successful, it is vital that human resource management work together with, and in the same direction as, the strategic management process of the company.
Outline:
Introduction
Human Resources Management - Review of Theories
Importance of Human Resources Management to Organizations
Strategic Human Resources Management and Firm Performance
Human Resources Management (HRM) and the Strategic Management Process (SMP)
Challenges and Benefits of Global Human Resource Management
HRM and Technology
Conclusion
From the Paper
"Even if the plant and equipment, as well as financial assets are and will continue to be important and required resources by almost any organization, the human resources - the people these organizations have - start gaining an ever increasing role within companies. The people will be the ones designing and actually producing the goods and services a company offers to its clients, they will be the ones controlling the quality of their work, marketing the products and distribute the financial resources, as well as setting the overall organization's strategies and objectives... meaning - the people will have the same role as the sanguine system has in the human body. Therefore, it can be easily understood that a company that will not benefit from the presence of effective employees, will be confronted with serious challenges in achieving its objectives."
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Human Resource Management, 2002.
This paper discusses the importance of human resource management and focuses on some very essential tasks and responsibilities of the human resource department.
3,190 words (approx. 12.8 pages), 8 sources, APA, AU$ 148.95
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Abstract
This paper discusses the growing significance of human resource management and focuses on different roles and duties assigned to HR managers. The American workforce is unique in its characteristics and is therefore more complex than workers in other countries. This distinctive and diverse workforce requires a very well organized and highly sophisticated human resource management team.
From the Paper
"The American corporate world is facing serious challenges currently and productivity has become a grave problem for most of the firms in the United States. While we can attribute these challenges to the current slow down in the economy, it is important to understand that internal forces are equally responsible for lower productivity and efficiency, which is resulting in massive annual losses for both large and small firms. The economy is faced with a recession like situation where lower productivity and lower revenues are common issues being tackled by all firms. But here we need to understand that the companies, which will eventually come out of this negative situation intact, would be the companies with best and most sound internal forces."
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Human Resource Management, 2007.
This paper examines human resource management techniques by interviewing a human resource manager.
2,316 words (approx. 9.3 pages), 5 sources, MLA, AU$ 114.95
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Abstract
This paper presents an interview demonstrating some of the ideas that are currently being used to provide a solid employee base in one company. The writer explores employee satisfaction, union issues and policies during the interview. The writer emphasizes the importance of effective human resource management. Additionally, the writer explains that the job of human resource management is to ensure that the recruitment, retention and satisfaction of the employees is maintained so that the turnover rate can be kept at a minimum and productivity at a maximum.
Outline:
Introduction
Interview
Conclusion
From the Paper
"Effective human resource management can mean the difference between a successful company and a company that fails to thrive(Wheeler, 2005). Employees that are carefully chosen, well trained and content in their jobs and benefits, provide better product and services that employees who are disgruntled and unhappy in their position. With the importance of human resource management increasing in value nationwide it is vital for human resource managers to understand the many elements of employee retention and satisfaction that they are charged with."
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Aviation Security, 2007.
This paper uses content analysis to examine the issue of aviation security following the terrorist attacks on September 11, 2001.
2,165 words (approx. 8.7 pages), 7 sources, APA, AU$ 108.95
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Abstract
This paper explains that, using content analysis to test the hypothesis surrounding aviation security, two press releases from the Government Accountability Office website were examined for common terms and references to aviation security measures. The author points out that this methodology focused on how the communications referred to aviation security and how frequently mention was made of changes in specific responses to the September 11 attacks. The author relates that this analysis identified that aviation security was breached due to inherent flaws in the system. The paper states that content analysis revealed that the current decentralized system with different parties responsible for various elements of aviation security is not optimal. The author stresses that terrorism is seen as unethical and politically illegitimate because its political aim is to kill the innocent. The paper includes a table and a graph.
Table of Contents
Introduction: Scope of the Study and the Uses of Content Analysis
Weaknesses of the Aviation Security: Using Content Analysis to Identify Trends
Aviation Security Current Position and Challenges Ahead: Content Analysis as a Prediction Mechanism
Conclusion
From the Paper
"The Federal Aviation Administration (FAA) lax security measures, that had individuals who did not undergo background checks accessing and breaching the security of the air traffic control computer systems. Dillingham also identified that the FAA did not assess and accredit the air traffic control computer systems, perform the appropriate risk assessments to ensure that the computer system that was central to the aviation system was protected, nor did the FAA establish and implement any comprehensive security program."
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Effective Human Resource Management, 2008.
A case study analysis of the effectiveness of human resource management within Wal-Mart.
1,813 words (approx. 7.3 pages), 8 sources, MLA, AU$ 94.95
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Abstract
This paper discusses human resource management (HRM) within the Wal-Mart company and in so doing provides a comprehensive strengths, weaknesses, opportunities, threats (SWOT) analysis of that structure. It also looks into whether there ia a sequence of activities or actions that can marginally guarantee HRM. The paper then objectively analyzes whether HRM for Wal-Mart can be characterized as effective.
Table of Contents:
Abstract
Wal-Mart's Human resource Model: SWOT Analysis
Part 1: Strengths of Wal-Mart's Human Resource Model
Part 2: Weaknesses of Wal-Mart's Human Resource Model
Part 3: Opportunities Presented by Wal-Mart's Human Resource Model
Part 4: Threats to Wal-Mart's Human Resource Model
Wal-Mart's Organizational Structure
The Nature Of Human Resource Management At Wal-Mart
From the Paper
"In closing there is a plethora of literature that examines the effectiveness of Wal-Mart's human resource model, and there is a common thread within these books and articles, that is, Wal-Mart's human resource model is inadequate and takes disadvantage of workers. There have been other activities that have brought into question Wal-Mart's labor practices. Allegations of sex discrimination, support of child-labor based on purchases made in China, violations of labor laws concerning illegal workers, and federal overtime laws, and overall activities that are contrary to effective HRM have been documented and continue to pose a threat to Wal-Mart's perceived successful model."
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