Typical


FLIGHT DEPARTMENT The makeup of a flight department may vary, however here is an example of a typical flight department.


For flying operations: • Aviation department manager or director of aviation • Safety manager/officer • Chief pilot • Captain (pilot in command) • First officer (second in command) • Flight engineer • Lead flight attendant or flight attendant manager/ supervisor • Flight attendant • Cabin aide, cabin attendant or CSR • Flight technician (mechanic)


The NBAA Management Guide Recommends


The aviation department manager should report to the highest office possible in the corporate management structure where appreciation and support for the operation can be maintained. The aviation department should fit into the corporate structure and should not be treated as a separate entity.


Once the aviation department manager has been designated, company management and the manager should agree upon the corporate reporting structure, as well as the manager’s specific responsibilities and authority.


Departmental Responsibilities Aviation Department Manager or Director of Aviation


The responsibilities of the aviation department manager can be divided into two categories: administrative and operational.


• Reporting to an individual as high as possible in the corporate management structure


• Developing and instituting department policies and procedures – including basic company policies, procedures and objectives – into departmental functions


• Preparing annual operating budgets that include operating expenses, facilities, supplies, outside services, personnel, training, capital expenses and reserves


• Monitoring an operating budget on a monthly, quarterly, or semiannual basis, depending on company procedure


• Reporting deviations between estimated expenditures and actual costs to higher management with appropriate explanations according to company procedure


• Establishing scheduling policies and procedures that provide effective control and management


• Establishing and maintaining liaisons with relevant company personnel


• Establishing, with the cooperation and assistance of company personnel and salary administration officers, minimum employment qualifications, hiring procedures, salary structure, performance appraisal procedures,


grade structure and dismissal procedures


• Advising management on the status and requirements for aircraft and other equipment consistent with the company’s transportation needs and goals


• Recommending additions to the department, which include comparative aircraft studies


• Establishing measures of effectiveness and efficiency for the department


• Establishing and maintaining records as required by the FARs, manufacturers, and company policies


• Monitoring these records if they are maintained by an outside agency, such as a computer service


• Scheduling and establishing criteria for annual technical audits of the aircraft and maintenance operations


• Reporting results of a technical audit to immediate superiors with an explanation of deficiencies found and corrective actions taken


• Preparing short- and long-range plans that include corporate and departmental objectives


• Developing department personnel to realize their full potential


• Providing leadership and direction to flight and maintenance personnel to ensure personal performance and competence


• Establishing and maintaining an active aviation safety program


• Ensuring that high levels of customer service are Aviation Basics 28


For ground operations: • Manager of maintenance • Lead maintenance technician, maintenance foreman or chief inspector • Maintenance technician • Avionics technician • Scheduler/dispatcher or flight/travel coordinator • Line service personnel or hangar attendant


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