. “Flight department managers, their bosses
and those who would become flight depart-ment managers.”
The job of managing a flight department (large or small) usually is given to a senior pilot, but experience as a pilot does not necessarily pre-pare a person for management, the author says. Business and Corporate Aviation Management is intended to help overcome such a knowledge gap. “While the book contains some theory, the majority of its contents are very practical, based on a variety of observations and insights gained from my work with on-demand flight operations,”the author says.“Experiences gained from working with airlines, repair stations and air taxi operations are used liberally throughout as well.”
Chapters discuss selecting from the options in
business air transportation modes; how to begin the various types of business aviation operations; planning, administrative, human resources and financial aspects of management; the flight de-partment manager as a business executive; day-to-day operations; maintenance; and safety. A section is devoted to the small flight department that operates one aircraft or two aircraft, which “is the most common form of flight department and the type with the greatest burden, because of [its] many tasks and few people available to complete them.”
The foundation of a safety culture includes “se-nior pilots and [maintenance technicians] who go by the book, take the conservative approach and comment on unsafe and potentially unsafe practices they observe.”
Other important principles are the following:
.
“Recurring references to standards;
.
“Constant training;
.
“Required reading of safety materials;
.
“Review of standardization, regulatory and
procedural materials;
.
“Spontaneous discussions of aircraft sys-tems, procedures and regulations; [and,]
.
“Spot inspections of facilities and records.”
The cliché that safety is everyone’s business must not permit safety responsibility to become so diffuse that it is nobody’s business in par-ticular. The author recommends that there be specific assignments to monitor and to report on various aspects of safety, such as passenger policies, air traffic control, fueling and hazard-ous materials.
The individual who becomes aware of a problem must take initiative.“For example, if the standard operating procedure (SOP) regarding checklist usage is unrealistic or undoable on quick-turnaround flights, the person who first real-izes this should initiate action to change it,” the author says. “This requires communicating the perceived fault to peers and supervisors alike. Moreover, it means devising a new procedure, testing it and selling it to the rest of the depart-ment.”
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