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Training management has critical in developing of civil aviation sector in Turkey. It requires using serious corporate sources for this reason is directly topic of aviation management and strategy.it is also about process management. According to this view, this paper aims to become a guidance to management training for maintenance or training organisations in the aviation sector wishing to obtain the authorisation, given national civil aviation authority (Directorate General of Civil Aviation), of providing type rating trainings that cover the types of aeroplanes including Beech 90 Series, Socata TB Series and Cessna/Reims-Cessna 172/F172 Series.

Aviation training organisations must be managed according to aviation law and regulations. It includes several approval processes about training content. Managers must be organising their resources, and they should get well timely decision made in optimum time. In this study, a flowchart, that is the procedure to follow in accordance with the related aviation regulations, has been developed while taking the opinion of experts and using experience gained from the approval process for the type trainings. This flowchart may gain time to managers in their approval process. It may use as guidance to create optimum flow in their process management.

The purpose of flowchart developed is to shorten the authorisation processes of the relative institutions by eliminating the challenges caused by the excess and complexity of national or international regulations related to the of authorisation of aircraft type rating training.

It is important to gain authority. But more important is to manage the authority as sustainable way in aviation training. Loosing authority in specific field may effect on both corporate reputation and doing aviation business. Anadolu University manages related risk via scientific project during using their authorisation. The results developed as a result of the expert opinions and the experience gained during the aircraft type training authorisation process will contribute to the literature. When considered from this point of view, it is expected for this study to fill an important gap in the literature. It is highly important for the aviation sector in terms of evaluating and interpreting academically such a process for practice, and also raising awareness or providing awareness for similar practices. It may also useful for process management.

This study aims to develop an inclusive, multidisciplinary, flexible and organizationally adaptable safety risk management framework, including diversity management, that will be implemented to ensure safety is and remains at the desired level. If the number of incidents and potential incidents that could lead to accidents and their impact rates are to be reduced operationally and administratively, aviation safety risks and sources of risk must be better understood, sources of risk identified, and the safety risk management framework designed in an organization-specific and organization-wide sustainable way. At this point, it is necessary to draw the conceptual framework well and to define the boundaries of the concepts well. In this study, a framework model that can be adapted to the organization is proposed to optimize the management of risks and provide both efficient and effective resource allocation and organizational structure design in its operations and management functions.

The qualitative research method – triple techniques – was deemed appropriate for this study, which aims to identify, examine, interpret and develop the situations of safety management models. In this context, document analysis, business process modeling technique and Delphi techniques from qualitative research methods were used via integration as the methodology of this research.

To manage dynamic civil aviation management activities and business processes effectively and efficiently, the risk management process is the building block of the “Proposed Process Model” that supports the decision-making processes of aviation organizations and managers. This “Framework Conceptual Model” building block also helps build capacity and resilience by enabling continuous development, organizational learning, and flexible structuring.

This research is limited to air transportation and aviation safety management issues. This research is limited specifically to a safety-based risk management framework for the aviation industry. This research may have social implications as source saving, optimum resource use and capacity building will make a contribution to society and add value besides operational and practical implementation.

This research may contribute to more safe operations and functions in the aviation industry.

Management and academia may gain considerable support from this research to manage their safety risks via a corporate-tailored risk management framework, both improving resilience and developing corporate capacity. With this model presented, decision-makers will have a guiding structure that can optimally manage the main risk types that may be encountered in the safety risk in the fields of suppliers, manufacturers, demand changes, logistics, information management, environmental, legal and regulatory. Existing studies in the literature are generally in the form of algorithms and cannot be used as a decision-making support tool. This model aims to fill the gap in the literature. In addition, added value may be created by applying this model to optimum management safety risks in the real aviation industry and its related sectors.

Introduces Command Leadership and Resource Management (CLRM) and explains the application of this new and unusual method of transferring aviation related leadership skills to the commercial business environment.

CLRM is based on the theory of Kurt Lewin who stated that “People are a function of behavior and environment: change one and the other will change”. The observation and assessment of individuals’ reactions to environmental changes, the team's chemistry (action and reaction) and level of magnetism that keeps the team and the project on course through the application of airline flight deck management techniques.

Forces participants to observe and self assess their mental attributes and to physically test, stretch and employ latent leadership skills in a non artificial, non classroom based environment by facing issues and dynamics which occur daily in the workplace.

The application of team related activities such as employee interactions and communicational tasks invoke and improve leadership skills at all levels of management to drive corporate aspirations to successful conclusions.

To the author's best knowledge and belief, the transfer of a mandatory form of aviation management training to the business world using a self contained environment to demonstrate this learning technique has not been previously practiced.

This paper aims to illustrate how employees in self‐managing teams handle the fact that each self‐managing team includes traditional as well as non‐traditional team members.

This paper, based on two case studies from Post Danmark A/S, the Danish national postal service company, examines the work organization of self‐managing teams as well as the mobility of self‐managing teams' traditional and non‐traditional employees in the teams.

In terms of its contribution to research, this paper illustrates the paradox of an organization using self‐managing teams consisting of traditional and non‐traditional employees. This article argues that two characteristics contribute to this situation. First, self‐managing teams are unique in the sense that they are open to the participation of employees with different qualifications and with varying levels of contribution and, second, the position of “traditional” and “non‐traditional” employees means that non‐static mobility is allowed in both directions, contributing to cohesiveness and conflict reduction, as the empirical study shows.

One of the limitations of the research presented is its focus on only one organization, Post Danmark A/S. Identification of this limitation is based on available indicators in the absence of quantitative evaluations of the team's performance.

This paper provides an example for researchers and practitioners (e.g. managers and HR personnel) on how production teams can handle the challenge of dealing with teams that consist of traditional and non‐traditional employees.

Based on empirical data, this paper describes the positions, internal mobility and relationships between traditional and non‐traditional employees in self‐managing teams comprising skilled and unskilled workers.

Each decision-making involves risk; therefore, risk is a strategic element in management and organization. In terms of risk management, the transformation process in organizations should be aimed at optimizing and improving the most important performance criteria such as cost, quality, flexibility and speed, rather than just as required by legislation. Transformation process has sustainability risks for organizations. ATO transformation process should be well designed. Process also should include clear steps to implement them. Sound and well-designed process will be useful for organizational performance and quality management. The management of the risks of conversion processes is vital for the continuation of operations without interruption. In aviation universities’ approved training organizations (ATOs), each system must be handled and processed separately. Transformation plans should be prepared considering the risks of each system. The purpose of this study is to develop process flowcharts of all systems in sustainable ATO transformation process from risk management perspective.

Flowchart method is useful to identify process risks in organizational system transformation. Flowcharts simplify communication and provide effective analysis of the process. Flowchart enables designing plan which is suitable for aimed results. Flowcharts method provides efficient coding and system analysis and program development phase also serves as a guide while debugging errors. In this study, flowcharts including all stages have been developed for transition to an ATO authorization. With these flowcharts, all elements of the process and the risks, threats and opportunities that may be faced can be proactively identified together. Thus, improvements will be possible to achieve the corporate objectives of the transformation and reorganization process and increase the corporate performance with optimum resource usage.

Flowcharts may contribute to the reorganization and transformation of processes in all aviation academies. In this sense, it provides infrastructure for future studies. New studies can be carried out for the reorganization of all departments in aviation. It is believed that this research will contribute to the aviation management literature. Flowchart is also called as process flowchart or process flow diagram. Flowchart is effective methodology to manage transformation process risk. Owing to clarify each step in transformation process, risks may be managed with timely decision-making by managers. In this research, five fundamental flowcharts have been developed in ATO system. These include all processes in transformation as preparation of manuals, new authority application, competent authority inspections, corrective and preventive actions, revalidation and fees in transformation process and its parts. Presented flowcharts may be useful to identify and manage process risk in initial phase as consent with proactive management style.

This research presents designed flowcharts for ATO transformation risk management process. This research may extend at other departments in aviation universities such as air traffic control, maintenance and management.

As a methodology, flowcharts can be considered as schematic algorithms. The flowchart is a detailed representation of the process to carry out a specific task. In this research, flowcharts have been developed for transformation process stages at ATO authorization. These flowcharts are useful for proactive identification of process elements and their risks – threats and opportunities. Thus, improvements will be possible to achieve the corporate objectives of the transformation and reorganization process and increase the corporate performance with optimum resource usage. Flowcharts may contribute to the reorganization and transformation of processes in all aviation academies. In this sense, it provides infrastructure for future studies. New studies can be carried out for the reorganization of all departments in aviation. It is believed that this research will contribute to the management and strategy literature with engineering.

ATO transformation process risk management has not been studied much in literature. The operational manuals of ATO's management and strategy planning prepare according to both legal regulations and handbooks of aviation authorities which obliged for ATO. It is anticipated that this original study may be useful for determining the risks of transformation processes of flight training departments of civil aviation universities and for good process design. Flowcharts may contribute to the reorganization and transformation of processes in all aviation academies. In this sense, this study provides infrastructure for future studies. New studies can be carried out for the reorganization of all departments in aviation. It is believed that this research will contribute to the aviation management literature. Flowchart is also called as process flowchart or process flow diagram. Flowchart is effective methodology to manage transformation process risk. Owing to clarify each step in transformation process, risks may be managed with timely decision-making by managers. The aviation universities operate with authorization. This research may contribute to their process management and strategy to complete their transformation and transition via risk management. Developed flowcharts present all necessary steps to become authorized as an ATO. This research may serve as a kind of framework guide for other aviation organizations to be used in their transformation/transition process.

The commercial aviation industry is an extremely competitive, safetysensitive high technology service industry. Socio‐technical systems, employees and customers must be the arenas of an organization’s core competencies. The implications are vast and pervasive affecting no less than the organization’s structure, strategy, culture and numerous operational activities. In this article, select findings of a human resource management (HRM) audit are compared to the findings of a review of the literature on diversity, organization development (culture) and training and development. The audit, conducted by 13 executives from their respective organizations, contains extensive data on airlines from nine countries from around the globe. In this article we seek to extend the discussion of excellence in safety and customer service to applied systemic organizational HRM issues and critical success factors. Human resource management (HRM) expertise is required now, more than ever, to spearhead internal marketing strategies in order to gain employee commitment in order to foster excellence in safety and customer service.

The purpose of this paper is to evaluate the implementation of a broad-scale team resource management (TRM) program on safety culture in a Dutch eye hospital, detailing the program’s content and procedures. Aviation-based TRM training is recognized as a useful approach to increase patient safety, but little is known about how it affects safety culture.

Pre- and post-assessments of the hospitals’ safety culture was based on interviews with ophthalmologists, anesthesiologists, residents, nurses, and support staff. Interim observations were made at training sessions and in daily hospital practice.

The program consisted of safety audits of processes and (team) activities, interactive classroom training sessions by aviation experts, a flight simulator session, and video recording of team activities with subsequent feedback. Medical professionals considered aviation experts inspiring role models and respected their non-hierarchical external perspective and focus on medical-technical issues. The post-assessment showed that ophthalmologists and other hospital staff had become increasingly aware of safety issues. The multidisciplinary approach promoted social (team) orientation that replaced the former functionally-oriented culture. The number of reported near-incidents greatly increased; the number of wrong-side surgeries stabilized to a minimum after an initial substantial reduction.

The study was observational and the hospital’s variety of efforts to improve safety culture prevented us from establishing a causal relation between improvement and any one specific intervention.

Aviation-based TRM training can be a useful to stimulate safety culture in hospitals. Safety and quality improvements are not single treatment interventions but complex socio-technical interventions. A multidisciplinary system approach and focus on “team” instead of “profession” seems both necessary and difficult in hospital care.

The aviation industry recognised the significance of human error in accidents in the 1970s, and has been instrumental in the development of special training, designed to reduce error and increase the effectiveness of flight crews. These crew resource management (CRM) programmes focus on “non‐technical skills” critical for enhanced operational performance, such as leadership, situation awareness, decision making, team work and communication. More recently CRM has been adopted by other “high reliability” team environments including anaesthesiology, air traffic control, the Merchant Navy, the nuclear power industry, aviation maintenance, and the offshore oil industry. This review paper describes the basic principles of crew resource management, then outlines recent developments in aviation and other high reliability work environments.

The ability to learn from previous events in support of preventing future similar events is a valuable attribute of aviation safety systems. A primary constituent of this mechanism is the reporting of incidents and its importance in support of developing learning material. Many regulatory requirements clearly define a structure for the use of learning material through organisational and procedural continuation training programmes. This paper aims to review aviation regulation and practice, highlighting the importance of learning as a key tenet of safety performance.

Applicable International Civil Aviation Organisation requirements and the European Union (EU) regulation in aircraft maintenance and continuing airworthiness management have been critically reviewed through content analysis.

This review has identified gaps in the European implementing rules that could be addressed in the future to support a more effective approach to the delivery of lessons in the aircraft maintenance and continuing airworthiness management sector. These include light-touch of learning and guidance requirements, lack of methodologies for the augmentation of safety culture assessment, absence of competence requirements for human factors trainers and lack of guidance on standardised root-cause analyses.

This paper offers aviation safety practitioners working within the European Aviation Safety Agency regulatory regime an insight into important matters affecting the ability to learn from incidents.

This paper evaluates critically and independently the regulation and practice that can affect the ability of EU regulated aircraft maintenance and continuing airworthiness management organisations to learn from incidents. The outputs from this research present a fresh and independent view of organisational practices that, if left unchecked, are capable of impeding the incident learning process.