Aviation Management Essay: Airline Alliances or MCL?

This essay delves into the critical debate within aviation management: the choice between airline alliances and multi-crew pilot licensing (MCL). It begins by outlining the context of commercial pressures, cost reduction, and the goals of alliances and MCL, which are networking and competency-based training, respectively. The essay then explores the core arguments for each approach, considering factors such as branding, market expansion, safety, and technological advancements. It examines the benefits of airline alliances, including wider market reach and cost reduction, while also highlighting the importance of MCL for pilot training and safety. The analysis emphasizes that while alliances can enhance market presence, MCL is crucial for ensuring pilot competency and adapting to rapid technological changes. The essay ultimately argues that, although alliances are important, MCL licensing, with its training-oriented approach, outweighs networking because it focuses on equipping aviation firms with the know-how skills on effective management of resources. The essay concludes by emphasizing the need for proper training programs to build internal capacity and administrative skills, ultimately enhancing safety and performance within the aviation industry. References from various sources are included to support the analysis and arguments presented.

RUNNING HEAD: AVIATION MANAGEMENT
Aviation Management
Student’s Name
Professor’s Name
Course
University
Date

AVIATION MANAGEMENT 2
ABSTRACT
Creation of networking and provision of Competency-Based Training (CBT) are the goals of
alliances and MCL licensing respectively. Commercial pressure and cost reduction calls for
various aviation companies to merge and create an airline hub for the movement of passengers
and other products. Airline alliances therefore, is the coming together of two or more firms to
create a distinctive entity in which each single entity maintains individual features, identity and
internal management. The aim of joint operation is to provide a wider market for a particular
product under one commercial brand. In this case, however, it should be noted that coming
together of airlines to co-exist does not rule out quality provision of services. The thin boundary
is the extent and core drive towards making high value measures of operation a priority. In this
view, therefore, creating a knowledge and experience oriented environment for controlling
aviation entities is more influential compared to opening up for networking. This justifies the fact
that MCL licensing, due to its training oriented motives, outweighs networking because it entails
learning processes and equipping administration of aviation firms with the know-how skills on
effective manning of the available resources. Quality learning is needed for matching the firms
with the current technology that is developing rapidly therefore, MCL licensing, being for
excellent performance, should be embraced.

AVIATION MANAGEMENT 3
The question whether to adopt airline alliances or multi-crew pilot licensing depends
solely on the need for branding, networking competency, safety and technological advancements
(quality or networking). Commercial pressure and cost reduction calls for various aviation
companies to merge and create an airline hub for the movement of passengers and other products
(Earnhardt et al, 2014). Airline alliances therefore, is the coming together of two or more firms
to create a distinctive entity in which each single unit maintains individual features, identity and
internal management. The aim of joint operation is to provide a wider market for a particular
product under one commercial brand. Multi-crew Pilot Licenses (MCL) is a competence and
training oriented initiative that seeks to measure the knowledge and qualification of aircraft
personnel by providing quality education using advanced technology. For instance, the use of
simulation, that is, employment of high technology equipment with virtual real cockpit to train
pilots without using the actual aircraft (Glassman et al, 2015). The option whether to
heavyweight or lightweight airline alliances and multi-crew pilot licensing relies on the
networking, product marketing and training for competence and safety assurance.
To begin with, safety of passengers is crucial compared to branding and market
expansion for services and commodities. Air travel has recently continued to be the safest means
of transport. This is attributed to proper education for the crew on risk management, imparting
knowledge, setting appropriate code of conduct standards and upholding competency based
training. The rates of accidents have dropped compared to previous scenario when multi-crew
pilot licenses were not initiated. For instance, the lifetime likelihood of dying in an air or space
transport accident is 1 in 7229 passengers and includes noticeably more dangerous non-
commercial air travel (Radigan, 2011). To make it more clarifiable, the chances of an aircraft
accident are, in terms of risk, induced by unnoticeable firearms discharging and followed by

AVIATION MANAGEMENT 4
undue exposure to natural heat. The comparison that is often made to the danger of dying as a car
occupant is 1 in 415. This brings a clear view of how training of aircraft pilots has mitigated
occurrence of flight- perpetrated deaths. On the contrary, airline alliances seek to proliferate
bargaining power, large quantity purchase and cost reduction (Tsai & Huang, 2012). The merged
firms enjoy wide market and reduced purchasing cost for the aircrafts. In this perspective, the
battle is between human life safety and comfort. Although individuals need to lead economical
existence by employing little efforts to meet their desires, their life is far much important. The
wellbeing and knowledge ability is crucial for catapulting human towards meeting their daily
aspired requirements and matching with the advancing scientific and technological world
(Ciuffoletti, 2018). It is therefore, evident that safety and experience are two different but
inseparable components. Air travel time does not equal knowledge thus a need for dogmatic
values. Flight occasion, from this perspective, is not a direct measure of experience or safety thus
a call for intense training by use of devices such as simulators.
In addition, time economy should be considered when attaching weight to airline
alliances and multi-crew pilot licensing. Merging of firms to operate under shared codes and
values may induce congestion and time uneconomicity (Fullingim, 2011). For example,
passengers who are on a short point to point journey cannot make a direct move to their
terminuses without going through the designated airline hub as it is the case with passengers
travelling from Manchester to Kozhikolde in India who have to go to London, Paris or Frankfurt.
Long waiting hours and congestion is experienced especially in scenario where so many
passengers using a single course are to be served. Unlike alliances, multi-crew pilot licensing
enhances competence. The best results are achieved through training and running several
education programs (Sinha, Wei & Hwang, 2017). This enhances passenger oriented values in

AVIATION MANAGEMENT 5
terms of servicing. As alliances aim at creation of market and trade relations, MCL tries to meet
travelers’ needs through promoting competence and experience building.
The central question of concern conversely, is whether to support quality and capacitating
experience or fortifying connections to provide a vast market and enjoy membership cost
reduction through coalitions. In this case, however, it should be noted that coming together of
airlines to co-exist does not rule out quality provision of services (Naeem et al, 2011). The thin
boundary is the extent and core drive towards making high value measures of operation a
priority. Alliances equally need pilots to facilitate passenger and cargo flight, therefore, the
major concern is on how well they can manage aircrafts and auto control any risk accruing and
take a timely and appropriate course of action. The fact remains that whether operating as a non-
airline union member or as a joint, experience and competency is required. The know-how is
attained through proficiency-based training and assessment as it is prepared in MCL programs
that take emphasis on realizing benchmarked values of performance and application of learnt
skills in the place of work after finishing an education program (Earnhardt et al, 2014). A
competent pilot, as a result, should be in proper position of applying procedures based on
documented operating directives, exhibit effective language use and receptive feedback to
resolve ambiguities, manual aircraft control to ensure successful outcome of movement. These
attributes are products of proper training plans that mould an aircraft manager into an all-round
and independent individual.
Furthermore, aviation management not only requires subsided operation cost to remain
functional but it also needs rational minded personnel to facilitate proper running and meeting of
the expenses on operational factors. Alliances constitute a relative reduction in aircraft purchase
expenses but when the knowledge on how to manage the available revenues lacks, it is equally

AVIATION MANAGEMENT 6
expensive because the returns that are controlled poorly cannot allow enjoyment of the mitigated
costs of functioning (Fullingim, 2011). Also, facts have it that employment of technology that is
of high level tends to cut down on human resource requirement and improves on results due to
efficiency. The surplus capital created is diverted towards some other developmental use such as
expanding a certain department.
Besides, a concern whether alliances and MCL licensing can exist in isolation is vital.
Someone who is, for instance, empowered internally or mentally is more influential compared to
the one made prominent through networking and co-existence (Yadav & Nikraz, 2012). In this
regard, the distinctive feature is the difference in the dependence ratio. Although alliances create
room for learning, sharing of codes and cost, it is evidenced that it cannot be alienated from
managerial know-how which is an outcome of experience and intensive training of the crews.
Keeping this line of argument, a non-alliance member airline that upholds high standards of
providing competent education programs can stand on its own and thrive compared to the one in
coalition but which does not give much attachment to ensuring that its personnel acquire relevant
performance skills and harmonize to the fleeting progression of technology. As an MCL tool,
Instructional System Design (ISD) is a tool for management that makes the foundation of
knowledge acquiring policies or leaning procedures more professional (Yadav & Nikraz, 2012).
The model is crafted to allow continuous assessment therefore making it an investigative
advance. Based on the critical use of ISD, the likelihood that the courseware suits the education
goals are increased.
In as much as alliances creates networking, market expansion and bargaining power, the
concern for equilibrium of relation should be put into concern (Tsai & Huang, 2012). The
aviation firms that are not into balance with the rest of the coalesced companies in terms of

AVIATION MANAGEMENT 7
capital tend to operate along the choking lines. The financial imbalance system among the
incorporated entities turns the less stable ones to overstretch as a means of matching onto the set
levels. If such a case persists, for example, what will be the fate of the other corporation that is
striving so hard to continue existing in the system? If management of aviation is based on
alliances, then what should be the guarantee that the balance exists? The solution to these
discrepancies should be endorsing company- based empowerment by initiating well laid out
training strategies to fortify internal management (Aguado et al, 2011). As sighted from this
analogy, therefore, creating a knowledge and experience oriented environment for controlling
aviation entities is more influential compared to opening up for networking. This justifies the
fact that MCL licensing, due to its training oriented approach, outweighs networking because it
entails learning processes and equipping administration of aviation firms with the know-how
skills on effective manning of the available resources.
In summary, aviation management requires implementation of proper training programs
to enhance internal capacity building and administration skills rather than mere networking
whether in alliance or independent entity. Multi-crew pilot licensing is driven with the goal of
providing quality education and advanced technology for instance, the use of simulators.
Management success of aviation firms therefore does not rely on network size but possession of
appropriate skills and knowledge. Quality learning is needed for matching the firms with the
current technology that is developing rapidly therefore, MCL licensing, being for excellent
performance, should be embraced.

AVIATION MANAGEMENT 8
References
Aguado, D., Arranz, V., Valera-Rubio, A., & Marín-Torres, S. (2011). Evaluating a blended
learning program on developing teamwork competence. Psicothema, 23(3),pp. 356-361.
Ciuffoletti, A. (2018). Low-Cost IoT: A Holistic Approach. Journal of Sensor and Actuator
Networks, 7(2), p. 19.
Earnhardt, M. P., Newcomer, J. M., Watkins, D. V., & Marion, J. W. (2014). An inquiry into the
aviation management education paradigm shift. International Journal of Aviation,
Aeronautics, and Aerospace, 1(4), p. 7.
Fullingim, J. F. (2011). The Marketability of Higher Education Aviation Graduates as Perceived
by Regional Airline Pilots. Collegiate Aviation Review, 29(1), pp 14-23.
Glassman, A. M., Newcomer, J. M., Earnhardt, M. P., Opengart, R. A., Watkins, D. V., &
Marion, J. W. (2015). Validating the knowledge, skills, and abilities composite measure:
An aviation industry pilot study. International Journal of Aviation, Aeronautics, and
Aerospace, 2(3), p. 1.
Liu, D., Reynolds, C., Vincenzi, D., & Doherty, S. (2013). Effect of pilot and air traffic control
experiences and automation management strategies on unmanned aircraft systems
mission task performance. Human Factors and Ergonomics in Manufacturing & Service
Industries, 23(5), pp. a424-435.

AVIATION MANAGEMENT 9
Naeem, B., Nawaz, M. M., Rana, A. A., & Ishaq, M. I. (2011). Do creative marketing strategy
and its effective execution promote business performance? An empirical assessment.
African Journal of Business Management, 5(30), pp. 12108-12113.
Newcomer, J. M., Marion Jr, J. W., & Earnhardt, M. P. (2014). Aviation managers’ perspective
on the importance of education. International Journal of Aviation, Aeronautics, and
Aerospace, 1(2), p. 4.
Radigan, J. A. (2011). The impact of specialized accreditation on program quality: Aviation
students' perspectives. Collegiate Aviation Review, 29(2), pp. 58-77.
Sinha, R. S., Wei, Y., & Hwang, S. H. (2017). A survey on LPWA technology: LoRa and NB-
IoT. Ict Express, 3(1), pp. 14-21.
Tsai, K. H., & Huang, C. T. (2012). Technology Synergy, Product Characteristics, and New
Product Performance: A Meta‐Analytic Review. Canadian Journal of Administrative
Sciences/Revue Canadienne des Sciences de l'Administration, 29(4), pp. 336-347.
Yadav, D. K., & Nikraz, H. (2012). An insight into professional registration of technical
personnel in aeronautical engineering industry. Aviation, 16(2), pp. 51-55.