Human Factors In The Aviation Industry

Human Factors In The Aviation Industry Human factors is one of the most used terms in the aviation industry. It was quoted in the Civil Aviation Authority CAP 715 that aircraft accidents recorded from around the world brought the need to address human factors issues in this environment into sharp focus6. Human factor can be fairly described as a mistakes or error that is cause by a human behaviour. It is also the largest causal factor of accidents and so, it must be targeted for major safety efforts if an improved safety records is to be achieved. From human factor, the concept grew into a more in depth system that helps to improvise the aviation maintenance organization working condition and such a new system are; safety culture and safety management system are being implemented in to organization. Safety Management System Safety Management can be seen as a systematic implementation of Risk management in the planning, control and supervision in the process to ensure safe operations. In a publication by Civil Aviation Authority (CAA) on Safety Management Systems for Commercial Air Transport Operations, CAP-712 it defines Safety Management System as: Safety Management is defined as the systematic management of the risks associated with flight operations, related ground operations and aircraft engineering or maintenance activities to achieve high levels of safety performance. 5 A Safety Management System is an explicit element of the corporate management responsibility which sets out a companys safety policy and defines how it intends to manage safety as an integral part of its overall business. 5 In short, safety management system is the processes and arrangements set by an organization to manage the health and safety issues within an organization and through such a method of using a system to manage those important function in the organization; it can improve the performance of an organization and reduce the risks any accidents. In the aircraft maintenance industry, safety management plays an important role of maintaining the satisfactory work output. Failure in this will cause a list of chain effect that could possibly increase the chances of causing an aircraft accident. For this reason, the Civil Aviation Authorities publish manuals on regards to this matter and one of such is the CAP 712 which focuses specifically on the safety management of the aviation industry to minimize the chances any factors that causes risks. A typical Safety Management Systems found in aviation industry should be made up of 4 key components:7 Safety Policy and Objectives; 7 An organization should have a safety policy that outlines the methods and processes that they will use to achieve a positive result. It should declare the principles and philosophies that lay the foundation of the organizations safety culture and be communicated to all staff thorough the organization. Safety Risk Management; 7 Safety risk management process starts with identification of hazards affecting the aviation industry and by assessing the risk associated with the hazards in terms of its seriousness and similarity to previous cases. When the risks are identified, only then can we make the appropriate implementation of remedial actions to reduce the level of risk as low as possible. Safety Assurance; 7 Safety assurance assesses the safety performance of the organization and this will allow continuous improvement to the organization. Through monitoring, measurement and reviewing the safety of an organization, it is possible to create a safety assurance within the organization and allow a continuous improvement of the safety system. Safety Promotion. 7 Promoting safety in an organization by means of training and educating employees will rather increase their safety responsibilities. This is especially effective for operational staffs, managers, supervisors, senior managers and the accountable manager since they are the ones that are responsible for the main production line of the company. Through training and continued maintenance of competence, it will provide an opportunity to reinforce the safety policy and establish the proper attitudes and behaviours for all levels of staff in the organization. Safety Culture Safety culture can be defined as the product of individual and group values, attitudes, competencies and patterns of behaviour that determine their commitment to the health and safety issues. An organization with a safety culture is one that prioritizes the safety and the importance to manage them to reduce risk. However, a safety culture is more than just avoiding accidents or reducing the number of accidents, but an apparent measure of success in improving the safety of employees within the organization. In the aircraft maintenance industry, it is to do follow the correct procedures when carrying out a maintenance check or repairs. Recognizing that accidents are preventable through following the key to achieving that safety culture is in: recognizing that accidents are preventable through following correct procedures and established best practice; constantly thinking safety; and seeking continuous improvement It is however, rare that new types of accidents to occur and many of those common ones continue to occur are normally due to the unsafe acts of employees, or technicians in these maintenance industry. These errors are usually the violation of good practice of establish rules. Those who make these errors are often aware of their foul actions but to cut a lengthy task short, they normally choose to take short-cuts and this ultimately increase the risk of accidents occurring. The central of a Safety Culture is a leadership that is capable of communicating with everyone in the company as a means of actions and setting a standard to the safety culture. Once everyone in the organization are capable of doing their job in a safe ways and vigilance of the hazardous environment of the maintenance organization, only then can they reach a new standard of safety driven through attitudes. At the same time, as a leader they must actively encourage and demonstrate regularly to encourage all employees to participate in order to achieve a new level of safety. A safety culture in an aircraft maintenance industry should consist of five elements2: An informed culture In an informed culture the organization should collects and analyses relevant data, and actively disseminates safety information to update on their safety management system. A reporting culture Through cultivating an atmosphere where people have confidence to report safety concerns without fear of blame. Employees must know that confidentiality will be maintained and that the information they submit will be acted upon, otherwise they will decide that there is no benefit in their reporting A learning culture In a learning culture, the organization is able to learn from its mistakes and make improvements. It will also ensure that people understand the Safety Management System processes at a personal level. A just culture A just culture, errors and unsafe acts will not be punished if the error was unintentional. However, for those who act recklessly or take deliberate and unjustifiable risks will still be subject to disciplinary action. A flexible culture A flexible culture in the organization and the people in it are capable of adapting effectively to changing demands. Safety Management System with Safety Culture In a term, safety culture lays the foundation of the safety management system which can also be treated as the lifeblood of an organization. The safety culture can influences how well its people and structure work together therefore it can determines how successful an organization can be for the long term and short term period at the same time. Safety culture in a maintenance organisation can be also described as the way it operates and particularly in the way it manages safety. To put it simply, a safety culture influences all important thing that go on in an organization. In order for Safety Management System to accomplish its goals, the organization must first be able to establish a safety culture within the working environment. From the key components that made up the Safety Management System and Safety Culture, it is understandable that why without safety culture, a safety management System will not be effective. The Safety culture elements refers to the work environments, such as values, rules and understandings that influence the employees perceptions and attitudes toward the importance of a safety of the organization. On the other hand, the Safety Management System is the arrangements made by the organization in order to promote a safety culture and achieve good safety performance. Without a Safety Culture the industry will not be able to minimize the risks of accidents with just having a Safety Management System. It is the combine effects of the 2 that create a balance of risk management. The safety culture works by providing the proper analysis of risk faced by the industry and by using this information, the Safety Management System can make arrangement to strengthen the safety culture, for example, the attitude of employees when performing a task can be strengthen if they have beneficial claims if they done the task with correct procedure. Therefore, we can conclude that in order for a Safety Management System to establish in the aviation industry, a safety culture must coexist with Safety Management System. Reprimanding Engineer Reprimanding an engineer is a process where they are judge on their mistakes. However, the chances of that engineer making the same mistakes in the future is very low but if we are looking at a different type of mistakes, it is almost impossible to say that by reprimanding an engineer can actually prevent them from making the mistakes in the future. Even if we reprimand the engineer who is at fault it is difficult to put the blame on him/her as we are well aware of human factors and other factors that plays a role in such situation. Therefore, even if we were to reprimand the engineers for the mistakes, it is not entirely possible to say that they will not make other mistakes in the future. The only way to answer the question is the type of mistakes which is either something that we cant control i.e. human factors, and those that are caused by poor management in the organization. By learning from mistakes, the management team will be able to adjust or improve the working culture so t hat the same mistakes will not every happen again in the organization. The few aspects to that place the engineer in a position where he or she is at fault of the mistakes but the fact reveals that they are not entirely at fault. They are: Working Environment Workload Maintenance Team Working Environment: In the maintenance department of aviation industry, with the ever changing working environment it is hard for engineers to cope with it. The maintenance department will have aircraft going in and out of the hangar every day and it should be able to accommodate the specific type and number of aircraft in the base to carry out the maintenance. If the engineer have been working in a tight space area there are bound to have human errors mistakes going on in the maintenance base. When we talk about working environment, it also includes the environmental issues such as temperature, lighting, noise and tools. In different countries the working temperature can play a role in causing human errors which is can be prevented by having proper ventilation in the working environment. Lighting on the other hand plays an important role because a working environment with poor lighting can also promote poor working environment and expose engineers to make mistakes. Noise levels should be controlled to the point where it will not distract engineer when carrying out tasks such as inspection if it is not practical to control the noise source, engineers should be provided with the proper gear to stop the excessive noise that cause distraction. Working environment also includes the different types of tools that are used for specific tasks. If a maintenance need to carry out a task that requires tools that the maintenance department are not prepared with, engineers might be forced in a situation where they need to improvise to get the job done which include using non-compatible tools to do a job. Workload An increased workload may also be considered to be associated as the cause of the mistakes. Workload can affect engineers psychological and physical performance. With increased workload, the amount of stress that builds up slowly can ultimately cause an unwanted problem to happen. This is a common problem that can be found in most aviation maintenance industry as engineers are constantly asked to accomplish a task within a specific amount of time. If for some reason they are unable to accomplish the task in time, their stress level will rise to a point where they might complete the task without proper inspection of being done correctly. Therefore, engineers are not the only reason that will link them to making mistakes but originated from the maintenance department that schedule the amount of work that needs to be done. Maintenance Team In the aviation maintenance industry, it is common to find that engineers work in a team with a handful of technicians or other engineers to accomplish a certain job. However, it is impossible to judge whos at fault when a problem appears in the task that they performed. As a team, it is not justify putting the blame on 1 engineer that performs the task as a team be it the correct way or not. The issues should be raise up against the whole team in order to maintain a balance in the working culture so that everyone in the maintenance department are well aware of such a problem and will be more vigilance. After such an incident, the management team can set up a system that need all team members to inspect that the task is done correctly and without any problems and reducing the chances of repeating the same mistakes in the future. From the unintentional cause of mistakes, we now move on to discuss on the violation of aircraft maintenance practice. Although most engineers stern from a genuine desire to do a proper job but there are always some that chooses to be the odd ones and decided to violate the practices intentionally and pose as a threat to the aviation maintenance. There are 4 types of violation which can be classified: Routine Violation Routine violations is when engineers believe that procedures may be over prescriptive and decided that they can be violated to simplify a task or commonly known by us as cutting corners, to save time and efforts. Situational Violations Situational violation only occurs due to time pressure, high workload, unworkable procedures, inadequate tooling, and poor working conditions. So in order to get the job done, engineers consider that a procedure cannot be followed completely and again skipped the full procedure. Optimizing Violations Optimizing violations involve breaking the rules for kicks or pleasure. These are often quite unrelated to the actual task. The person just uses the opportunity to show that he is very skillful in doing specific task. Exceptional Violations Exceptional Violations are when engineers have no other options to proceed with a task without violating a few rules. Even if the engineers have no ill intention of violating any procedure but circumstances persists. When an error occurs in the maintenance department, the engineer who last worked on the aircraft is usually consider to be at fault and may be reprimanded and requires to go through some remedial training or simply told not to make the same error again. However, by blaming the engineer who is at fault may not be a positive ways of sending message across the maintenance department since other engineers may be discourage to come clean about their mistakes and cover up their mistakes. Ultimately, through reprimand it deny a safety culture to effectively establish in the maintenance department. Without a safety culture, the engineer will not be aware of the other mistakes and subsequently that engineer will make another mistake. All in all, it is not possible that the engineer will avoid making mistakes since there is always a human limit. So, in order to reduce or prevent errors, the maintenance organization needs to compromise between implementing measure to prevent or reduce errors and making profits. Perhaps the most important of all is to achieve a level of management where engineers have no means of intentionally violates the proper procedure to accomplish tasks. Conclusion In conclusion, human factor is one of the most common factors that cause error or accidents in the aviation maintenance industry. In order to prevent or reduce this risk, organization implemented many new types of safety system and culture to counter this problem. Human factor forces people to make mistakes and mistakes leads to accident, be it a serious or minor ones but the end result will be organization not making any profits. Having that said, since its not possible to avoid human factors in the aviation industry, engineers making a mistakes unintentionally can help the maintenance organization to learn from such an incident and implement new system so that they can reduce or prevent such mistakes from happening again in the future.

Exercising Strategy: Never Having to Say ‘You Never Know Essay

A highly educated executive was hired on the spot without background checks. Later it was discovered he had served time in prison for attempted murder. Statistics from a company specializing in background checks shows that in 2000, 39% of the 70 background checks they performed would preclude employment offers. But due to labor shortages companies hire without backgrounds checks. Another company hastily hired a CEO without backgrounds and once his true identity was discovered he was fired. However, the venture-capital deal fell through and when the technology sector took a nose dive they laid off one third of its force. 1.People applying for jobs are always motivated to display themselves in the best light and as a result this can sometimes lead to inaccurate portrayals of abilities, skills, experiences, and personality. Based upon what you have read in this chapter how should you approach a job applicant’s written application and resume if your goal is to make sure that they accurately reflect the person’s past experiences and accomplishments? The approach to verify accuracy in the resume and the application begins with the standard selection process. Performing a prescreening phone interview, human resources would fact find and clearing up any questions on the resume. With candidate’s consent a background and reference check can be attained. The type of position would determine the testing that is used as well as the effectiveness of the selection standard; reliability, validity, generalizability, utility, and legality. There are several tests used for each position; physical ability, cognitive ability, personality inventories, drug testing, and work samples. These criterions are scored and each candidate’s situational interview would involve several trained interviewers. This standardized selection process allows for a better chance to bring in the best people and in return help make the company have  a competitive advantage (Noe, Hollenbeck, Gerhart, & Wright, 2010). Another approach is the internal and external recruiting where there is knowledge of the candidate’s history. An internal recruitment offers the hiring manager access to the employee’s file. Then there’s classmate Denise DeRosa’s discussion post on the Superintendent that â€Å"hired two additional external applicants† who he had known. We can infer that he knew the history of both candidate’s past experiences and accomplishments (DeRosa, 2014). 2.And the face-to-face interview process what steps can be taken to assure that the applicant is being frank and honest with you and what steps should you take if you feel that he or she is portraying in an accurate picture of himself or herself? We start with the structured interview using multiple trained interviewers from operations that use a standard system to take notes. We partner the work-sample and the structured interview for a more accurate picture. There are two broad standardized categories of the structured interviews; evaluation and content (Campion, Palmer, & Campion, 1997). The rating from each interviewer should be a part of a shared goal which will be based on observable behaviors or knowledge. The situational interview style will offer insight on experience-based and future-oriented, which looks at reactions in different circumstances. These situational interview questions deal with motivating employees, resolving conflict, and overcoming resistance to change (Latham, Saari, Purcell, & Campion, 1980 pp. 422-427). The authors say, â€Å"Situational interviews can be particularly effective when assessing sensitivity issues dealing with the honesty and integrity of candidates† (Noe et al., 2010 p. 249). However, some authors suggest behavioral interviews, which are based on a person’s past performance on the job is the best predictor of future performance, are more effective than in situational interviews (Levashina & Campion, 2007). When job candidates portray an in accurate picture of themselves employers can perform searches on the internet and see if the candidate’s web presence matches the messaging of the candidate. The authors suggest â€Å"the content the person’s digital identity may be at odds with the image or corporate culture that is  being promoted by the organization† (Noe et al., 2010 p. 250). Second, employers can ask for a large reference list of people and call those people on the phone whereas they might speak with candor. Much has been wr itten on reading body language during interviews to identify candidates not telling the truth. There are some employers that request a drug testing. Another method is requesting elaboration on responses or details on projects or goals which puts the candidate on the spot. 3. Beyond the traditional approaches of going over the application conducting face-to-face interviews what other steps can you as an employer take to ensure that the person who is being hired for the job has the right abilities skills past experiences and personality? There are other steps beyond the traditional approaches which can validate the person who is being hired for the job has the â€Å"right stuff† to be effective in the position they are hired in. Depending on the industry or type of the position the steps will vary. The puzzle interview, which has been used mostly by technology companies, typically provides the candidate with a written problem that needs to be solved. The puzzle interview question provides the employer insight on how the candidate will solves problems in unusual situations (Honer, Wright, & Sablynski, 2007). The use of social media like LinkedIn and Facebook has been used by employers to verify information on job applicants. There are employers determining employee value using web based software, which is a useful tool for data mining and combing through massive amounts of information (Noe et al., 2010, p. 242). But there could be information on the web page that should not be used nor consider when selecting candidates to hire; such as pregnancy, race, or weight (Grasz, 2009). Human resources must be cautious of this potential bias and the legal implications. There will be varying methods and steps utilized by hiring managers when selecting job candidates to ensure the person hired has the skills and experiences to do the job. References: Campion, M. A., Palmer, D. A., Campion, J. E. (1997). A review of structure in the selection interview. Personnel Psychology, 50, 655–702 DeRosa, D. (2014) Discussion Forum 3: Denise DeRosa, TESC, April 15, 2014 Grasz, J. (2009). â€Å"Forty-five percent of employers use social networking sites to research job candidates, CareerBuilder survey finds: Career expert provides dos and don’ts for job seekers on social networking†. Honer, J., Wright, C. W., & Sablynski, C. J. (2007). â€Å"Puzzle interviews: What are they and what do the measure? Applied H.R.M. Research, 11, 79–96† Latham, G. P., Saari, L. M., Pursell, E. D., & Campion, M. A. (1980). The situational interview. Journal of Applied Psychology, 65, 422–427 Levashina, J. & Campion, M.A. (2007). Measuring faking in the employment interview: Development and validation of an Interview Faking Behavior Scale. Journal of Applied Psychology, 92, 1638–1656.

Discuss the Distinction Between a Fundamental and a Subordinate Moral Principle

Discuss the distinction between a fundamental and a subordinate moral principle using the utilitarian theory as an example. A fundamental moral principle is a moral principle which is the ultimate basis for evaluating the rightness or wrongness of all acts. It is the ultimate and final reason in itself. It is the intrinsic value of the moral principle itself, not that it appeals to other moral principle or justified by other reasons, that makes it the fundamental moral principle.The absolutist nature of a fundamental moral principle is such that it can be applied to all acts, real or imaginary. A subordinate moral principle, on the other hand, is a moral principle which is justified by appealing to other moral principles. That is to say, its relevance and applicability in any situation is dependent on its ability to fulfill other moral principles. Therefore, it can only be applied selectively, to situations whereby the subordinate moral principle can help to fulfill other moral princ iples.Within the context of the utilitarian theory, a utilitarian would evaluate all acts based on whether, as quoted from John Stuart Mill, â€Å"actions are right in proportion as they tend to promote happiness, wrong as they tend to produce the reverse of happiness. By happiness is intended pleasure, and the absence of pain; by unhappiness, pain, and the privation of pleasure. † In other words, maximizing happiness is the fundamental moral principle of a utilitarian as a utilitarian will evaluate all acts of its rightness or wrongness based on whether it maximizes happiness and not by any other yardstick.A non-utilitarian, on the other hand, does not hold the same fundamental moral principle of maximizing happiness. A non-utilitarian can be moral absolutist, a moderate non-utilitarian with several other moral principles. In this essay, I shall use fantastic examples to help distinguish a fundamental moral principle from a subordinate moral principle as fantastic examples w ill help to eliminate variables, remove uncertainties and to limit the scope of the examples so that it will best highlight the difference between a fundamental moral principle and a subordinate moral principle.For instance, if not telling a lie would maximize happiness, both the non-utilitarian and the utilitarian will choose not to lie. The non-utilitarian will choose not to lie because he or she believes that it is morally wrong to lie, that it is intrinsically wrong to lie. The utilitarian will choose to adopt the same course of action not because he or she has subscribed to the view that telling lies is intrinsically wrong, but because not telling lies will maximize happiness.Therefore, the utilitarian chooses to adopt the principle that telling lies is wrong is chosen because in this specific scenario, not telling lies maximizes happiness and not because there is a specific utilitarian rule that not telling lies is always preferable. It is hence a subordinate principle as the reason it is adopted is not due to its own merits or its intrinsic value, but due to its ability to achieve the fundamental overarching moral principle of utilitarianism. However, if telling lies would maximize happiness, a utilitarian would choose to do so.The fundamental moral principle behind choosing to tell a lie would be because it maximizes happiness and the moral principle that telling lies is morally wrong will be ditched as it is no longer justified. The subordinate moral principle, that telling lies is wrong, is no longer useful in fulfilling the fundamental moral principle, which is to maximize happiness. For example, when deciding to take away the life of someone, a non-utilitarian, will decide not to do so as it is intrinsically wrong to take away the life of another person.A utilitarian will not consider the morality of taking away the life of another person but only consider if the act will maximize happiness or not. If, as on most occasions, taking away the life of someone does not maximize happiness and instead create immense pain and suffering on the victim’s loved ones and family members who depend upon the victim for a living, what would a utilitarian choose to do? A utilitarian will choose not to do so, just as the non-utilitarian will, not because it is intrinsically wrong to do so, but because it maximizes happiness.Hence, the moral principle of not taking away the life of someone is a subordinate principle as the reason it is adopted is not due to its own merits or its intrinsic value, but due to its ability to achieve the fundamental overarching moral principle of utilitarianism. Consider the situation where an elderly man is under immense pain from an incurable disease and is rendered paralyzed by the disease. His family members are under a lot of stress trying to take good care of him and, observing the overwhelming agony he suffers, are under a lot of pain.Both the elderly man and his family members beg the doctor to euthani ze him, to take away his life. Doing so would relieve him and his family members from a lot of pain and stress. In such a situation, what would a utilitarian doctor choose to do? The utilitarian will choose to take away the life of that elderly person because it will maximize happiness. The moral principle that taking away the life of another person is wrong will be ditched as it is no longer justified in that it no longer fulfills the fundamental moral principle, which is to maximize happiness.That particular moral principle that taking away the life of another person is wrong is therefore a subordinate moral principle as its relevance and applicability is based on its ability to fulfill the fundamental moral principle, and when it fails to do so, it is cast aside and no longer taken into consideration. In essence, the fundamental moral principle is a moral principle which one adheres to in all circumstances whereas the applicability and relevance of a subordinate moral principle i s dependent on its ability to fulfill the fundamental moral principle.If the subordinate moral principle no longer fulfills the fundamental moral principle, as demonstrated by the examples of white lie and euthanasia, it will be ditched. By using such fantastic examples to help strip down a person’s principles to the barest forms, the fundamental over-arching moral principles one holds can be easily identified and differentiated from one’s subordinate moral principles.

Controlling Organized Crime Paper - 1206 Words

Controlling Organized Crime Tina Martin-Fleming CJA/384 February 19, 2015 Charles Davis Organized crime groups have been around since the 1900’s. The mafia who came from Italy and other countries to the United States started their business and became a nuisance over a period. The mob became a problem for society with their illegal activities such as gambling, racketeering and prostitution that includes other violent behaviors. The mafia was famous for manipulating individuals with their power and greed. These organized crime units became so popular that it took a group of FBI special agents and special trained police officers to shut down the most powerful and notorious organized crime units. This paper will provide†¦show more content†¦One solution in preventing organized crime will be to charge all persons involved in illegal activities. To bring these people to justice and made an example. These individuals should face hard time for their illegal activities. Providing harsher sentences will deter individuals from joining these organized groups, or gangs are to show these individuals that they can and will be punished for their crimes. Bring more police power to high crime areas could also eliminate the initiation of these groups. Educating individuals on the importance of how not to join these groups could put trust back into the community. Provide more job training and alternative actions when they fear intimidation of joining these groups. Police officers should have extensive training that teaches how to conduct productive investigations could also eliminate criminal acts. Organized crime consists of members of a group who carry out criminal acts to gain profit and power. This action could include murder, abuse and intimidation among their members. The use of violence prevents members within a neighborhood or the group to come forward; this makes it hard to bring the organizers to justice. 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