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Mentorship interactions in the aviation or aerospace industries
Abstract
A good business practice supports the core competencies of many businesses, enhances distribution channels for management, increases brand equity, and influences mass customization production processes. Customization processes, moreover, would not be possible without strategic leadership direction through mentorship. When leaders make major decisions that affect the organization, seeking the input from employees is wise to gain additional knowledge. Using the philosophy of mentorship coupled with employee and stakeholder participation leads to better decisions and more successful implementation. Historical and mentoring perspectives surrounding both the aviation and aerospace industries are necessary to understand successful implementation.
... 63). Since the Wright brothers foundational flight, inventors quickly challenged the Wright brothers dominance of controlled powered flight, leading to growth of the aviation industry during its infancy (Sampson, Jr. & St. James, II., 2012). ...
... World War I (and later, WWII), were critical to the early U.S. aviation infrastructure and the Airmail Act of 1925 authorized the government to award contracts to air carriers for delivering mail. Once the U.S. Congress passed the Air Commerce Act of 1926, which promoted further the development of U.S. aviation legal and physical infrastructure, a series of acts followed that commercialized quickly the aviation industry (Sampson, Jr. & St. James, II., 2012). As the interest in airplane travel grew in the 1940's and 1950's, the market was expanding but still small enough where data reporting from the government was limited. ...
... By 2010, those numbers would change significantly with 0.8% of all U.S. employment having been accounted from the aerospace and aviation industries (George, 2012). Sampson, Jr. and St. James, II (2012) emphasized the strength of the U.S. aviation industry at the time by highlighting the massive amount of exportable aerospace products, increased demand of U.S. aircraft creating an extensive manufacturing backlog, and transfer of aviation mentorship to both internal and external users. ...
The U.S. Department of Labor reported that working adults with at least a four-year college degree earned an annual average salary of 24,300 salary of high school graduates with no college. The purpose of this quantitative non-experimental study was to survey managers in the U.S. aviation industry to describe their perspective on how education has impacted them. Following a robust review of the literature, we analyzed the responses from 103 managers’ and discovered that there is a significant association between degree importance and level of education among aviation managers that has application to professional practice. The resulting recommendations including the need for aspiring aviation managers to obtain degrees and the top three most preferred degrees for new hires to obtain. We also provide several recommended areas of future study for aviation, management, or education scholars to explore.
... Primarily, biophilic defines as the innately emotional affiliation of human beings to other living organisms [6]. The concept of biophilic that near to human needs and close to nature makes biophilic dramatically popular in urban planning stage. ...
Biophilic city refers to the affiliation of the cities to conserve the natural environment and strive to achieve high connections with the green surroundings. As cities face swift urbanization, the green lungs of vegetation and forestry are sacrificed to accommodate buildings and infrastructures needed by the increasing population. Via biophilic design approach, countries like Singapore and New Zealand have proven that they are able to reclaim the nature and green environment for better quality of lives. This preliminary study is therefore aimed to develop the biophilic climate-conscious design for an area by focusing on the biophilic way of sustaining natural wind condition. This is due to the fact that the disturbance on natural wind condition might lead to bad ventilation or other significant modified wind flow such as gust, where in worst case scenario, may cause disaster cause by abnormal wind. As a result, this paper is expected to discover an appropriate wind flow simulation for wind flow map of a chosen potential area which is useful in guiding the local authorities towards future development of naturally environment.
... The proper identification and recruitment of mentors are often referred to as a success factor, but equally important is the education and training that mentors have received. The identification of the desired characteristics can form a basis for further development of existing staff through continuous education (Sampson and St James, 2012). Unsuccessful efforts with mentoring programs can often be traced back to the mentor not being competent enough to deal with different situations (Homitz and Berge, 2008). ...
Purpose
This paper aims to present a literature review of studies of mentorship programs in the manufacturing industry so as to lay a theoretical basis for learning at work.
Design/methodology/approach
A literature review with focus on mentorship programs in the manufacturing industry was used. A search for relevant peer-reviewed articles, in four databases, rendered 315 hits, but only one article dealt with mentorship programs in an industry similar to the manufacturing industry. Thus, it is concluded that there is a lack of research on this area. The selection criteria were broadened so as to include 16 articles on mentorship programs for learning at work.
Findings
Three dominant areas emerged from this review: definitions of mentorship, characteristics of a good mentor and mentorship program structures. The establishment of a mentorship program requires a clear purpose; contextual knowledge; and adaption to the profession, the organization and to individual needs. In addition to their findings, the authors discuss relationships in mentoring programs, what can be understood by “reading between the lines” and the ongoing digitalization of mentorship programs.
Originality/value
Mentorship has proven itself to be a superior way to learn on the job. This paper provides practical information about establishing mentorship programs in the manufacturing industry, with a particular focus on the moulding industry.
... In such a scenario, the US aerospace industry needs to adopt new strategies in aircraft development and innovations in aviation to beat the upcoming challenges. Sampson and James[4]pointed out the need for a visionary leadership in US aerospace industry for better managerial processes and long-term sustainability.III. OPERATIONAL ENHANCEMENT OF PROCESSES IN AIRCRAFT MANUFACTURING: IT AT WORK In the recent times there has been a lot of discussion regarding the increasing role that IT/IS has played not only in operational enhancement of processes of manufacturing but also in determining the future strategy and sustainability of an organization. ...
Efficient utilization of existing resources, planning for the development of effective supply chain solutions and integration with end-user terminals and processes have been the key factors in determining the usage of ICT-based solutions. With the advent of ERP/MIS solutions and their successful implementations thereafter, it became quite clear that ERP would not only play a role in operational enhancement of processes but also become a way of gaining a strategic and tactical advantage over the competitors. One such industry which witnessed the success stories and failure incidents due to ERP is the aircraft manufacturing industry. The most remarkable feature about this industry is the scale of operations and the amount of mobility that is involved in the development of an aircraft. Planning for manufacturing of an aircraft requires handling complex and intertwined operations based on a supply chain network spread across the globe. In such a scenario, big aircraft manufacturing organizations view ERP as a tool for strategic management providing them a competitive edge and helping them reduce cost-of-operations and complexity of procedures.
... Their frustration comes more from the uncertain expectations in their professional field rather than from the uncertainty in their contributions to the organisation. Consequently, what they need seems to be the construction of professional identity and professional mentorship rather than organisational guidance or training (Sampson and St. James, 2012). Future studies would need to address how to effectively construct CCKWs' professional identity and to build effective professional mentorship programmes. ...
Contingent knowledge workers will play an increasingly important role in organisational success as workers transition in and out of project-based innovation teams with more frequency. Our research finds that collaborators in the contingent, high-skill workforce face uncertainty challenges to their work that are unique from the independent, contingent professionals more often studied. The article proposes a theoretical framework of uncertainty to guide us in understanding collaborative contingent knowledge workers’ work experience. Interviews with postdoctoral researchers reveal four findings about the influence of these highly uncertain work environments on collaborative contingent knowledge workers – collaboration isolation, frustrated independence, performance anxiety and internalised blame. Perhaps most concerning is that the workers internalise the negative impacts as personal failings instead of recognising them as consequences of a poorly designed work environment. This study argues for the need to manage and mitigate different sources of uncertainty to avoid creating an unnecessary burden on contingent knowledge workers, and to enable a sustainable, contingent knowledge workforce.
Discipleship is at the heart of God’s calling on His followers. It is the opportunity to respond to God’s calling in obedience and shape the lives of others through service, faith, and hope. True leadership invests in others and intentionally prepares individuals to mirror and replicate the same level of leadership with those they serve. This fosters a multigenerational and lasting impact. Leadership development is more than mentorship or direct guidance in response to the ups and downs of life. Leadership development is about the preparation for life and work through discipleship. Organizations must embrace a sustained focus on the impact of discipleship that results in the profound legacy of leadership. Leaders must possess the cognitive capabilities and spiritual mindset to move beyond transactional mentorship into transformational efforts of discipleship.
Traditionally men have dominated professional and managerial positions in state transportation agencies. Particularly after the downsizing in the 1990s these agencies want to develop women to move into the elite sector of the official/administrative ranks. To develop female professionals, agencies need information on the education and job paths women use to gain skills as leaders. This article supplies this information through analyzing strategies used by individual women who attained successful careers in transportation agencies and noting common aspects among them.
Few research studies focus on public managers' mentoring, and few mentoring studies include any outcome measure other than
reported satisfaction. Our study examines diverse outcomes for a broad-based set of public managers, including not only satisfaction
but also the number of employees supervised in the current job, whether the most recent job was a promotion, and whether the
protégé is now a mentor. We argue that these may be particularly important outcomes in the public sector due to the common
basis of promotion in numbers supervised and due to the special need to develop protégés into mentors. Our findings show that
mentoring outcomes are predicted by attributes of the protégé, the mentor, and the mentoring relationship and by the degree
and type of social capital focus of the mentoring.
Data obtained from 164 proteges in managerial and professional positions in public and private sector organizations in Singapore were used to examine the impact of career-oriented mentoring on three work commitment attitudes (career, organization and job) and career satisfaction. Factor analysis of the 15-item career-oriented mentoring scale (Ragins and McFarlin, 1990) revealed a five-factor solution – coach, sponsor, protection, challenging assignments and exposure. These career-oriented mentoring roles were differentially related to job involvement, organizational commitment and career satisfaction, and explained modest amounts of the variance in these outcome variables. T-test results indicated that mentored respondents (N = 164) reported significantly higher levels of the outcome variables than non-mentored respondents (N = 225). Limitations of the study, directions for further research and implications of the findings are discussed.
Since manager's decisions impact organizational goals and organizational ethical behavior, this researcher investigated the
degree to which there are differences in the moral reasoning ability of business managers of selected industries and whether
there are significant differences between top, middle, and first-line management levels. To determine the relationship between
managers' locus of control and their moral reasoning ability, this study considered three independent variables: reported
organizational ethical climate, locus of control, and selected demographic and institutional variables. For a foundation,
this researcher relied on Kohlberg's theory of moral development, Victor and Cullen's ethical work climate theory, and Rotter's
theory of internal—external locus of control (which evolved from Carl Jung). The short form of Rest's DIT instrument measured
the moral reasoning abilities of the participants. The selected demographic and institutional variables (age, work tenure,
education, gender, management level and industry category) provided the useful information to investigate these relationships
of moral reasoning ability of individual managers. A survey questionnaire was sent to 400 managerial and executive level employees
at a random sample of Fortune 500 firms throughout the United States: Dun and Bradstreet provided the researcher with a proportional
stratified random sample of these 400 managerial and executive level employees at a variety of organizations. Interestingly,
women in this study exhibited slightly higher (more external) mean I—E scores and (more principled) higher mean “P” score
than men. While both of these results were anticipated, neither was significant. However, one major finding of this study
was the statistically significant relationship between age and perceived organizational ethical climate types (Caring, Law
and Code, Rule, Instrument, and Independence). Another major finding revealed a statistically significant relationship between
management levels and organizational ethical climate.
This study examines (from the formal mentor's perspective) who mentors are (essential traits) as well as what mentors do (essential functions) in four types of organizations (i.e., academic, business, military-armed forces, and military-academic organizations). We found that industry context and gender do significantly influence perceptions of the ideal formal mentor characteristics. Results also indicate formal mentors place more importance on mentor traits (compared to mentor behaviors). Implications for this research include considering revision of the criteria used for the selection of formal mentors.