About the Federal Aviation Administration (FAA)

Created under the Federal Aviation Act of 1958, the Federal Aviation Administration (FAA) functions as a regulatory agency under the U.S. Department of Transportation with a primary mission of ensuring the safety of civil aviation. Civil aviation includes all non-military, private and commercial aviation activities, including aerospace activities. The FAA also works closely with the U.S. military to ensure the safe operation of military aircraft in public airspace across the nation. Primary Responsibilities of the FAA Include: Regulating civil aviation to promote safety within the U.S. and abroad. The FAA exchanges information with foreign aviation authorities; certifies foreign aviation repair shops, air crews, and mechanics; provides technical aid and training; negotiates bilateral airworthiness agreements with other countries; and takes part in international conferences.Encouraging and developing civil aeronautics, including new aviation technology.Developing and operating a system of air traffic control and navigation for both civil and military aircraft.Researching and developing the National Airspace System and civil aeronautics.Developing and carrying out programs to control aircraft noise and other environmental effects of civil aviation,Regulating U.S. commercial space transportation. The FAA licenses commercial space launch facilities and private launches of space payloads on expendable launch vehicles. Investigation of aviation incidents, accidents and disasters is conducted by the National Transportation Safety Board, an independent government agency. Organization of the FAAAn administrator manages FAA, assisted by a Deputy Administrator. Five Associate Administrators report to the Administrator and direct the line-of-business organizations that carry out the agencys principle functions. The Chief Counsel and nine Assistant Administrators also report to the Administrator. The Assistant Administrators oversee other key programs such as Human Resources, Budget, and System Safety. We also have nine geographical regions and two major centers, the Mike Monroney Aeronautical Center and the William J. Hughes Technical Center. FAA History What would become the FAA was born in 1926 with passage of the Air Commerce Act. The law established the framework of the modern FAA by directing the Cabinet-level Department of Commerce with promoting commercial aviation, issuing and enforcing air traffic rules, licensing pilots, certifying aircraft, establishing airways, and operating and maintaining systems to help pilots navigate the skies. The Commerce Department’s new Aeronautics Branch took off, overseeing U.S. aviation for the next eight years. In 1934, the former Aeronautics Branch was renamed the Bureau of Air Commerce. In one of its first acts the Bureau worked with a group of airlines to set up the nation’s first air traffic control centers in Newark, New Jersey, Cleveland, Ohio, and Chicago, Illinois. In 1936, the Bureau assumed control of the three centers, thus establishing the concept of federal control over air traffic control operations at major airports. Focus Shifts to Safety In 1938, after a series of high-profile fatal accidents, the federal emphasis shifted to aviation safety with passage of the Civil Aeronautics Act. The law created the politically-independent Civil Aeronautics Authority (CAA), with a three-member Air Safety Board. As a forerunner of today’s National Transportation Safety Board, the Air Safety Board began investigating accidents and recommending how they could be prevented. As a pre-World War II defense measure, the CAA assumed control over air traffic control systems at all airports, including towers at small airports. In the post-war years, the federal government assumed responsibility for air traffic control systems at most airports. On June 30, 1956, a Trans World Airlines Super Constellation and a United Air Lines DC-7 collided over the Grand Canyon killing all 128 people on the two planes. The crash happened on a sunny day with no other air traffic in the area. The disaster, along with the growing use of jet airliners capable of speeds nearing 500 miles per hour, drove a demand for a more unified federal effort to ensure the safety of the flying public. Birth of the FAA On August 23, 1958, President Dwight D. Eisenhower signed the Federal Aviation Act, which transferred the old Civil Aeronautics Authoritys functions to a new independent, regulatory Federal Aviation Agency responsible for ensuring the safety of all aspects of non-military aviation. On December 31, 1958, the Federal Aviation Agency began operations with retired Air Force General Elwood Pete Quesada serving as its first administrator. In 1966, President Lyndon B. Johnson, believing a single coordinated system for federal regulation of all modes of land, sea and air transportation was needed, directed Congress to create the cabinet-level Department of Transportation (DOT). On April 1, 1967, the DOT began full operation and immediately changed the name of the old Federal Aviation Agency to the Federal Aviation Administration (FAA). On the same day, the accident investigation function of the old Air Safety Board was transferred to the new National Transportation Safety Board (NTSB).

What Do Theories of Face Perception Tell Us About Object...

What do theories of face perception tell us about object perception in general? Introduction Face perception is the process by which the brain and mind understand and interpret the human face. The cognitive and neural processes in face recognition differ greatly from those observed for object recognition. Both objects and faces are generally considered to be â€Å"viewpoint-dependent† meaning that performance in recognition is better when viewed from a familiar viewpoint. However when considering Biederman’s (1987) recognition-by-components theory he found that objects can be recognised equally as easily from all viewpoints. This is due to his belief that objects are recognised from the individual basic shapes that make the whole object;†¦show more content†¦(Similar to effects noted in patients with Agnosia, to be further discussed.) However Tarr and Bà ¼lthoff (1995) found that when giving participants’ novel objects to recognise and extensive practice at viewing the objects from a specified viewpoint that performance in object recognition wa s better from familiar viewpoints than unfamiliar ones, which does not support Biedermans viewpoint invariant theory. This result demonstrates viewpoint dependent where by object recognition is slower and less accurate when viewed from different perspectives, this can be compared to the importance of the inversion effect in face recognition where by faces are less accurately recognised when viewed upside down. This also requires us to identify the importance of expertise for both object recognition and face recognition. Yin (1969) stated that individuals have a greater expertise at individuating faces. The expertise hypothesis proposes that â€Å"special† visual processing for faces is due to humans having expertise at individuating faces. Evidently humans are surrounded by faces from an early age and there is some evidence suggesting that from birth, babies have a mechanism which facilitates holistic processing of faces faster and more accurately (Nelson, 2001). So, just as recognition of snakes and dangerous animals is innately hard-wired to generate a fear response, the same hard-wired responses to faces may also be innate in order toShow MoreRelatedTransparent Pictures By Kendall Walton1444 Words   |  6 Pageswhich most of us would agree on. He states that photographs are more realistic and therefore better at representing fact than paintings and drawings could hope to do. Wa lton also states that because of this realism we can see the past through the photographs in our hands. I can agree with him on his first claim but I have to disagree with him on his second claim. Photographs are realistic because of the details they can capture. 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Strategic Analysis fo Rogers Chocolates free essay sample

Mr. Steve Parkhill, president of Rogers’ Chocolate, has been faced with the challenge to double or triple the size of the company within 10 years. Ideas for growth have already been presented by the board, and these include franchising, online business, corporate gift market, and focusing on the 2010 Winter Olympics in Vancouver, British Columbia. It was suggested to focus its efforts outside of British Columbia, but there is no guarantee that they would have the same success elsewhere. The three alternatives that have been presented include developing growth strategies focused on (1) sales, (2) structure, and (3) e-commerce. Upon evaluating each of these alternatives, the one that has been presented to Mr. Parkhill is to develop a growth strategy focused on e-commerce. E-commerce is increasing in popularity each day. Most businesses have an online shopping component which is always convenient. By offering shipping in Canada and the United States, Rogers’ could reach a whole new market. INTRODUCTION In March of 2007, Mr. Steve Parkhill had just started his new job as president of Rogers’ Chocolate. He spent two months training with the former president, and is now considering his options for growing the company. The following outlines the problem he is facing, some company background information, alternatives, recommendation, and a brief plan for implementation. PROBLEM The issue that the president of Rogers’ Chocolates (Rogers’), Mr. Steve Parkhill, is facing is how to double or triple the size of the company within 10 years, at the request of the board of directors. Each of the board members and members of the management team had a different idea of what Rogers’ needed to do to achieve such growth. Mr. Parkhill needs to develop a strategy that would fit with the company’s culture, and then gain the support of the board, the management team, and the employees. BACKGROUND Rogers’ Chocolate was founded by Charles Rogers in 1885 in Victoria, British Columbia. It was Canada’s oldest chocolate company, and British Columbia’s second oldest company. For the past two decades, the company has been owned by a private group comprised mainly of two financial executives and partners with Connor, Clark Lunn, a Vancouver-based investment firm; an art dealer and private investor; and a former owner of Pacific Coach Lines, a Victoria-based bus company. These four and a past president of Rogers’ made up the board of directors. During these twenty years, the company had grown sales by more than 900 percent. ALTERNATIVES ANALYSIS There are several alternatives that are available to Mr. Parkhill to assist in increasing the size of the company. In his first few months on the job, Mr. Parkhill had been seeking the opinions of managers and board members on various growth options. Ideas that had already been discussed, though not necessarily fully researched, included franchising, online business, the corporate gift market, and focusing its efforts outside of British Columbia. Develop a growth strategy that focuses on sales There are four way to increase sales: market concentration, innovation, penetration, and diversification. The following outlines each of these areas. Market Concentration In terms of market concentration, each business has possible customers that it has not yet reached, customers that also purchase from other businesses, and customers it has lost. This leads to great potential in discovering ways to increase sales in existing markets. To get customers to purchase more, there are three ways to do so: (1) more frequent use, (2) larger quantities, and (3) new uses. When it comes to more frequent use, the organization shall produce the feeling of becoming a habit. By changing displays or special offers frequently, offering novelties or events, or even advertising the benefits of regular use, customers may be drawn in. Also, Rogers’ could offer a frequent-buyer program, and/or improve convenience. Such things as longer hours, faster preparation, greater availability, and easy payment options could easily attract the market they’ve been missing. Some consumers prefer purchasing products in bulk. It may be for a party, an office meeting, or to save time. Whatever the reason, Rogers’ could offer incentives for bulk purchases or combination buys. They could also encourage stockpiling, which would present packages in larger-than-needed quantities, or perhaps increase the size of servings. There may not be many â€Å"new† uses for chocolate, but there are a variety of ideas. Personal consumption, gifting, prizes, etc. are all ways to use the Rogers’ Chocolates product line. Innovation By actively listening to what customers, employees, and suppliers say, Rogers’ can find ideas for new products, features, or related services. There are several tactics for introducing new products with existing markets, which may be of interest to Mr. Parkhill. The first of these would be introducing replacement products. Simple changes such as the (1) appearance (new colors, packaging, or styling) can revamp a tired product line, (2) message can emphasize econconsciousness or multiculturalism, and (3) technology, which could mean introducing ecommerce, or offer organic ingredients. Some additional features Rogers’ could incorporate would include optional extras, customization, or highlighting special occasions. The option to include complementary items is also available, as well as introducing new items altogether. To do this, Rogers’ would need to extend its brand and capitalize on goodwill, or cross-sell, where they would offer a wider variety of services either supplied by the company under a license from others, or supplied by others who would pay a commission to them. Penetration If Rogers’ has flooded the local market already, the most obvious thing to do to increase sales is to reach out to new buyers. The risk associated with this is that you move before you are profitable in your first market and cannot financially withstand the learning curve a company will face with new customers, or the new competition. It is important to note the ways of penetrating new markets. The first would be segmentation, where Rogers’ would use market research to find new segments that could use their product, or they could re-focus their current segment, and find new uses or applications to capture new customers. Secondly, Rogers’ could focus on geographic outreach, where they could advertise or go for catalogue sales. This would then tie in with developing more locations; open new stores, warehouses or factories, but centralize head office functions at the â€Å"old† location. Rogers’ could also utilize temporary locations, such as kiosks. Diversification Diversification is considered to be the most radical and risky of sales growth strategies, especially for smaller business. It requires new capital investment, new product development, and a new business plan. If it levels out seasonal or cyclical ups and down, it is attractive, and may provide some relief from having all of a company’s attention focused on one point. Rogers’ is not a seasonal operation, but it has its’ peak sales at certain times of the year (i. e. : Christmas, Easter). Finding ideas for the  off-season does not directly apply to Rogers’. Develop a growth strategy that focuses on structure Rather than adding or altering products or entering new markets, structural strategies aim to increase sales by changing the way you do business, specifically by developing relationships with other businesses. This is done through franchising, licensing, and strateg ic alliance. Franchising Franchising sells the right to copy your business in another location, so rather than hiring new employees and opening new outlets, Rogers’ could take on other businesses to reproduce their operation under its’ guidance. The idea of franchising had already been discussed, but not researched. The board was concerned about relinquishing control of the brand and pricing, so this is not a viable option. Licensing Licensing sells the right to manufacture or distribute a product or service or use a technology or trademark. This is a great way to expand without capital investment. As the licensor, Rogers’ would build their business through royalties or commissions while the licensees would grow through product line extension. It is important to consider uniqueness, potential, and adaptability when taking this route. Strategic Alliance A strategic alliance establishes a network or interrelated businesses, with each one performing a separate function. Rogers’ would focus on the core of their business, and expand that aspect while outsourcing other aspects. This would grow the market share and the business, but not necessarily the size. Types of strategic alliances include partnerships, joint ventures, outsourcing, and virtual organizations, and it is important to keep network presence, common goals, and structure in mind. Develop a growth strategy that focuses on e-commerce Technology is a strategic tool for growth, and e-commerce is no exception. While ecommerce has generally produced only marginal revenue gains for existing businesses, it is still very valuable as a virtual display window, shopping source, collaborative site, service depot, transaction centre, and customer gateway to your business. Success with e-commerce greatly depends on obtaining expert technical assistance, and not straying from strategic goals that caused the company to introduce it in the first place. Some strategic goals that e-commerce can assist you in accomplishing are improving efficiency in systems, promoting innovation, creating information systems to improve bottom lines, extending marketing reach and range, and integrating Web presence with your business plan. Once Rogers’ has identified its strategic goals, the next step is to evaluate the kinds of ecommerce activities that can help accomplish their objectives. Typical components of B2B and B2C e-commerce strategies include goods/services trading, online catalogues, sales promotion/advertising, and transaction processing. Most small businesses focus on product promotion through online catalogues, transaction processing, and customer support. Online shopping is becoming an everyday activity for individuals worldwide. By offering products through an online shop, customers have access to the same products, even if there is no physical Rogers’ location in their area. Also, by adding a Web component, Rogers’ would need an IT team, which would increase the employee portion of the company as well. RECOMMENDATION Upon completing a thorough analysis of Rogers’ Chocolates, the recommendation presented to Mr. Parkhill will be to develop a growth strategy that focuses on e-commerce. With online shopping becoming more popular, as well as its convenience, it is guaranteed to increase overall sales, broaden the customer base, and attract a completely new market. We live in a world where online shopping has become a staple, and it is something that customers actually look for now. IMPLEMENTATION In order to get an online shopping component off the ground for Rogers’, Mr. Parkhill would first need to get the board members and management team on board with the idea. Then they would need to develop an IT team. There may be some restructuring involved, and deciding which products to offer online, etc. , but in the long run, it would certainly be worth it. If Rogers’ does not keep up with the modern world, there is a chance that they would be missing out on a great opportunity, and a whole new market they would have never reached otherwise. An online store has the convenience of opening new locations, but without the cost of up keeping them. Also, there is less risk involved. Just because Rogers’ is successful in British Columbia does not mean they would have the same success with a physical location elsewhere. CONCLUSION Upon researching Rogers’ Chocolate, it seems that they have added an online shopping feature to its website. They offer gift baskets, party and wedding favours, truffles, etc. and offer shipping across Canada and the United States. Their mission statement says: Rogers’ Chocolates is committed to producing and marketing fine products which reflect and maintain our reputation of quality and excellence established for over a century. All aspects of our business will be conducted with honesty and integrity, upholding our proud Canadian tradition. After more than 100 years together, Rogers’ is still in business, and doing better than ever.