PhD Thesis on Business

PhD Thesis Writing on Business

1.0. Summary
1.1. Aim
The aim of this PhD thesis is to provide an overview on the business environment and current operating processes at Woolworths Ltd. It is intended to analyze details on the businesses background, organisation, hierarchy, operating manuals and changes which have occurred within the business. It is also intended to evaluate the Environmentally Sustainable Work Practices implemented by the business and impacts incurred as a result.

1.2. Scope
This report is intended to evaluate all the key factors associated with running the business as well as required knowledge necessary in their operations. It concerns the businesses background, organization, structure, manuals, areas of change and the Environmentally Sustainable Work Practices. Through strict analysis, the basis for future decision making can be established.

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1.3. Methods of Research
Methods of research have included first hand observations of the current operating processes at Woolworth's Victoria Point. In addition, an interview with the Store Services Manager, Petina Fuller, has been undertaken. A variety of current manuals and marketing statistics have been used to ascertain an understanding of the businesses organization. Various reference materials including textbooks and dictionaries have also been consulted to gain further understandings of key business concepts.

2.0. Introduction
This PhD thesis has been compiled to provide an overview of the firm's current operating processes. In association with this, the areas focused upon include the businesses background, organization, hierarchy, operating manuals and changes which have previously occurred in the business. Also, key factors affected by the businesses environmentally sustainable work practices are evaluated. Therefore, profitability can be improved in both the short and/or long term.

3.0. BUSINESS BACKGROUND
3.1. COMPANY HISTORY
Woolworths Limited was founded by Mr Percy Christmas in 1924. His idea was to launch a retail operation based on low prices, featuring open display counters (as oppose to the traditional across the counter service). In 1958, the Company purchased its first food outlets. The 1960s then saw a period of rapid expansion into food with the first supermarket opening in 1960 at Warrawong in NSW. Since that year, Woolworths has opened supermarkets across every state in Australia.

3.2. LOCATION OF INDUSTRY
Today, Woolworths Limited consists of over 1000 stores which are divided into several divisions (See Appendix B). Within the Bayside region, Woolworths provides a monopoly of stores in nearly every suburb. The store being analyzed in this report is located at Victoria Point on Bunker Road. Established on September 2001 and running for 18 months, the business is still in its early stages of development. The Company is also one of the leading competitors against three major adversaries within retail, including Coles, Bilo and Action.

3.3. TYPE OF INDUSTRY
As one of the largest retail operation company within Australia, it is dedicated to providing customers with quality, range, value and everyday low prices. Woolworths is built on passion for retail, attention to detail, hard work, ensuring the safety of customers and staff as well as having fun at the same time. The key area focused upon within the company, is to continuously refresh and improve both the business operations and staff attitudes and motives.

3.4. EMPLOYEES
Supermarkets are the largest operating divisions in Woolworths. Today, over 100 000 people are employed across 700 stores operating within Australia.

Woolworths at Victoria Point, currently hold 177 employees throughout the eight departments available. These departments consist of Perishables, Deli, Meat, Bakery, Produce, Frontend, Non Trade and Longlife which is divided into Grocery and Variety. The most demanding department would be the Frontend. There are also a number of multi-skilled staff who having been previously trained, work between the departments listed. Of these employees, 53 are permanent and require up to 38 hours of work, 31 are part-time with a maximum of 36 hours and a minimum of 12 hours and the final 93 are casual, rostered on a day to day basis with a maximum of 38 hours permitted per week. The companies plan to increase the number of employees working is ongoing, depending mainly on staff turnover and business trend. Woolworths is also one of the largest apprenticeship employers in Australia, making available vast opportunities within the retail sector.

4.0. BUSINESS ORGANIZATION
Woolworths is a public incorporated organization officially listed under Woolworths Limited. As a business with limited liability, "Any five or more people may apply for incorporation as a public company and then invite the public to invest in shares," (Kirkwood, 1999: 268). An evident feature of the public company is that management and control are left in the hands of an elected board of directors, while the ownership lies with the shareholders. Currently, Woolworths provides more than 280 000 shareholders with the greatest possible return on their investment. Therefore, if the company should fail, shareholders are only liable to the extent of their share holdings incurred.

5.0. BUSINESS STRUCTURE
"Most medium to large organizations operate within three main levels of management - top, middle and supervisory,"(Beck, 2002: 14). This is seen evident in the flat or rather more functional structure displayed through the Woolworths' organization. (See Appendix C). The hierarchy of the company begins with the Store Manager at the highest level, followed by the Duty Manager, Store Trading Manager and Store Services Manager. Branches further followed lead to the supervisory level of the store. These levels are usually structured in such ways to suit the companies operations based on a broad and varying range of reasons.

6.0. MANUALS
6.1. OVERVIEW
Handbooks and manuals are distributed to employees as guides to company policies and procedures. They are designed to help and train staff to understand the basics of the business. Manuals are also used as a reference guide to company procedures. Stored in the appropriate office or area, they are readily accessible to staff who need to use them.

6.2. TYPES
Throughout Woolworths, hundreds of manuals are in use for numerous reasons. Located in all departments and office rooms around the store, they provide a basis upon which reference can be made if uncertainty upon a subject should arise. Manuals are categorised into three main areas. The first area includes the Training manuals, one of the largest and mostly frequently used. The second area incorporates the Store Managers Manual. The Store Managers Manual which consists of only one handbook, is a compacted version of every other manual available at the store. It is the seen most ideal for reference by all because of this reason. The third category consists of all else excluding the Training and Store Managers manual. Examples of these include The Rehabilitation manual, Public Liability manual and Supermarkets National (& State) Policies manual.

7.0. AREAS OF CHANGE
7.1. NEW TECHNOLOGY
Technology is critical to the efficiency of Woolworths' businesses. As store numbers and customer base expand, systems must be enhanced to provide higher levels of performance and reliability. Currently operating systems enabling stores to run efficiently include the In Store System (ISS), Stock Status System, Deals and Promotions eg four cents off per liter at Woolworths Petrol over a thirty dollar purchase, Corporate Application Support System (ASS), Store Data Communications (SDC), Merchandise Planning and Control (MPC), Distribution Systems and Store Order Management (SOM).

Upgrades are introduced frequently within Woolworths' areas of technology. An example would include the Fresh Food Stocktake System as well as the most recent upgrade, The Automatic Teare Weight. These upgrades affect the businesses operations as new positions are being created to accommodate training. Also, it creates a more effective and efficient way of business operations and organisation.

7.2. CHANGING ROLE OF EMPLOYEES
The introduction of new technology not so much changes the roles of employees, but rather creates valuable positions for training purposes. In Addition to retraining in new areas, changes will also occur in the way record-keeping is performed and the protection of data is stored. For example, when the new Fresh Food Stocktake System was implemented in the business, a new position was temporarily created for training. This resulted in minor changes to the way record keeping was also performed.

7.3. METHODS OF RECORD KEEPING
7.3.1. DATA PROTECTION
Information is a valuable asset to any organization. Organizations store and process ever-increasing amounts of vital information on computer systems. Although the majority of data protection is computer based, manual paperwork still has its functions. This computerized information, together with the hardware, software and personnel needed to manage it, represents an immense investment, which demands the best possible safeguards and protection. The protection of data is therefore, extremely beneficial and compulsory in areas regarding record-keeping, security devices, passwords, money, important records and the privacy of information.

7.3.2. METHODS OF PROTECTION
Changes within Woolworths Victoria Point ensure continued improvements to the company. These improvements are made possible due to the increasing amount of reports concerning personnel records, sales information and customer and staff information. As the company abides by the current Privacy Legislation, changes in the business operations have and need to continue occurring. An example would include of the way Woolworths handled refunds and Ezy Banking due to the Privacy Act enforced. Such changes resulted in customer information being confidential to both the prying public and business itself.

8.0. ENVIRONMENTALLY SUSTAINABLE WORK PRACTICES
8.1. TYPES
Belonging to an environmentally conscious world with good public relations, two types of environmentally sustainable work practices are implemented throughout the business. These include rubbish or wastage removal and recycling. The State Branch Services organizes each store's wastage/rubbish removal of garbage and fat and bone. Appropriate steps are then followed to ensure that persons/companies collecting waste for disposal, do so in an environmentally safe and responsible manner.

"Woolworths believes that recycling is one of the alternatives that best achieve waste minimization,"(www.woolworths.com.au). The business also aims to encourage and assist recycling collection interventions for all waste created as a result of the facilities and service provided to customers. These include products such as waste paper, cardboard, computer paper, chicken fat from rotisseries, plastic "shrink" wrap and polystyrene produce boxes. Therefore, the impact of such implementations can only be seen as advantageous.

9.0. CONCLUSION
This report was compiled to provide an overview of the companies business environment and current operating processes. Providing this, a focus on the area of the businesses background, organization, hierarchy, operating manuals and changes which have occurred in the business was investigated. Also, key factors affected by the businesses Environmentally Sustainable Work Practices and effects were recognized. This provided a basis upon which current operations were strictly analyzed so changes could be implemented, if need be, to improve profitability both in the short and/or long term.

10.0. RECOMMENDATIONS
Due to the current operating processes at Woolworths in Victoria Point, the following considerations have been put forward, for consideration to improve profitability.

- To continuously refresh and improve both the business operations and staff attitudes as well as motives.
- To remain the leading competitor within the market place for profitability purposes
- To continue the introduction of new technology within the business for more effective and efficient organization.
- To maintain and implement further promotions such as the four cents off a liter at Woolworths Plus Petrol when a purchase is made over thirty dollars, at the store as a marketing strategy for a higher rate of attraction.

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PhD Thesis on Bangladesh:

"As two nations united by history but divided by destiny, India and Pakistan are almost like two estranged siblings. Their rivalries over five decades have prevented both countries from realizing their full economic and geographical potential. The two countries have fought three wars, two of them over the disputed region of Kashmir. The region is small, but nestled in the foothills of the Himalayas, its strategic importance and beauty make it a prized possession." (CNN)

There is no end to this bitter-peace battle between these two countries. Both countries want their independence as well as control over the much-disputed Kashmir. There are major differences, such as culture and religion, and economy. These are the reasons why India and Pakistan have been at war with each other for more than half a century. The 1971 Civil War was also a consequence of the differences between these two diverse countries. This war is an example of the history behind the "hatred" that these countries have for each other. It will help to clarify some the reasons why India and Pakistan have been at war for so long and why they have not come to resolution.

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The religious differences have been the foundation of the problems between India and Pakistan and are the main reason for their partition. Pakistan is a country in which the majority of people living there are Muslim and in India the majority are Hindu. 

"India stood for a secular, equitable polity based on the universally accepted idea that all men are created equal and should be treated as such. Pakistan was based on the premise that Hindus and Muslims of the Subcontinent constitute two different nationalities and cannot co-exist. The partition created two different countries with most Muslim majority areas of undivided India going to the newly created nation, Pakistan (Land of the Pure)." (Freeindia) Many people had to escape the violence and leave their homes for their safety, they had to leave behind everything they were familiar. Muslims left behind their homes in India and Indians fled Pakistan for a new life. "It is estimated over two million died from religious violence in the process." (Zia Mian) When the countries separated, they were said to be: "birthed in violence and hatred" and it has only escalated for over half a century.

Another widely exposed crisis that Pakistan and India have encountered is Nuclear power testing. Since both countries are hostile and tense, which can cause a risk of nuclear conflict, there are many countries that are involved in trying to resolve these concerns before they become more problematic. But this is such a complicated issue, that it may be research paper in itself. To mention it as one of the major issues surrounding the India and Pakistan war is important. "Their nuclear weapons capability at the technological level was recognized along with their military ambitions, and all remained outside the 1970 Nuclear Non-Proliferation Treaty (NFT), which 186 nations have now signed. Both countries are opposed to the NFT, except for safety-related devices for new safeguard facilities." (Nuclear Issues Briefing Paper 45) Neither country acknowledges the existence of Nuclear of their nuclear weapons programs. However, some experts believe that India may have enough fissile material for as many as 70 nuclear weapons and Pakistan has enough for 15. (Mian)

The other issues leading up the 1971 Civil war were quite complex, since East and West Pakistan were divided not only geographically but divided by many other crisises. The smaller part of Pakistan was East Pakistan and it was home to more than half the country's population and this was the area that Pakistan was most concerned with. Pakistan was trying to keep this part under control. These discrepancies weren't something that could be ignored. But, East Pakistan's Bengali people grew to feel that that was exactly what was happening. (angelfire.com) "They believed a West Pakistani elite held the country's political power. Eventually, a nationalist movement grew, demanding more autonomy for East Pakistan within the country. Then in early 1971, Sheikh Mujibur Rahman and his Awami League Party won 167 out the 313 seats in the Pakistani government. The victory didn't sit well with West Pakistan, which had Mujibur Rahman arrested and his party banned. Rioting broke out in East Pakistan. West Pakistan sent in the military to quash the uprising. Nobody knows how many civilians died but estimates ranges from 300,000 to more than a million." (angelfire.com) These issues are what escalated into another war between India and Pakistan. There was no stability within Pakistan, politically, economically, or socially. Consequently Pakistan attempts to stabilize their country in other ways.

East and West Pakistan were separated geographically by 1600 km of foreign territory, India. The East consisted mostly of Bengali-speaking population and West Pakistan was made up of mainly Punjabis, as well as, Sindhis, Pathans, Balochis, and Muslim refugees from India. (Freeindia) This division within a country has caused many internal problems for Pakistan. Pakistan has had far more difficult time in maintaining their national unity than India.

"It lost part of this struggle in 1971 when the nations eastern wing, East Pakistan, separated in a short but brutal civil war to become the independent state of Bangladesh. Sindhi, Baloch, and Pathan grievances against the dominant Punjabi majority remain serious." (Harrison et al) There were many reasons why Pakistan was unable maintain unity, some of the reasons were: "Bangladesh was only one-fifth the size of Pakistan, it has a larger population. The two nations are very different. Pakistan is a mountainous nation with many ethnic groups, while most people in Bangladesh share the same culture. 98% of the people of Bangladesh speak Bengali, yet less than ten percent of Pakistanis speak Urdu, their official language."(Wilson)

These uncertainties have only intensified and have not allowed Pakistan to be a united and strong country.

Both countries were striving to create a stronger country. They were both aware of the fact that another war could emerge at any time and that they needed to secure any allies for support as well as military endorsements. "August 9 1971, Mrs. Gandhi signed a twenty-year Treat of Peace, Friendship and Cooperation with the Soviet Union, stipulating that if either party were "subjected to an attack or a threat thereof," the two would "immediately enter mutual consultations in order to remove such treaty and to take appropriate effective measures to ensure peace and security of their countries." (Wolpert, 389) At this time Pakistan was standing alone, although China and US were willing to support Pakistan, there was no support given to them during this war. "Pakistan was at the mercy of India." (Blood)

"On November 23, Pakistan's ambassador to the United States called a press conference to report that troops of three Indian divisions, supported by armor and air cover, had "made an all out attack on Jessore, Rangpore, Chittagong Hill Tracts, and Sylnet." Asked if war was "imminent" between India and Pakistan, Ambassador Raza replied: "The war is on. It is not imminent, but is on." (Wolpert, 389) This was the beginning of the civil war. It was not long after this that the war broke out and was another war that would set Pakistan behind even further.

The foundation of the major tribulations between India and Pakistan is Kashmir but there are other problems that extend much deeper than just this issue. Due to the fact that India and Pakistan still have not reached any sort of resolution to this point, has only complicated the matters further. Tensions were brewing and both countries seemed to be getting impatient with the other. "Confident that another war would be as much of a stalement as the 1965 conflict, the Pakistanis got increasingly bold and finally on 3 December 1971 reacted with a massive coordinated air strike on several Indian Air Force stations in the West. At midnight, the Indian Prime Minister Mrs. Indira Gandhi in a broadcast to the nation declared that India was at war with Pakistan." (freeindia)

International security was affected by these tensions for both India and Pakistan. The constant firings across what was called the "line of control" in Kashmir was mounting and both countries were apprehensive about what was to happen next. Pakistan then accepted an agreement made by the United States to support them. "United States military planners saw as a base for air operations against the central USSR and as a staging to ensure access to Middle East oil areas. Pakistan welcomed this relationship with United States. It soon joined two US led military alliances. The Central Treaty Organization and the South East Asia Treaty Organization and began receiving hundreds of millions of dollars in military aid." (Harrison et al, 167) Pakistan believed they would be supported by the United States if they took any action against India.

Pakistan perhaps did not realize what the consequences would be by declaring war against India. India appeared as though they were prepared for what happened on that terrible night. "With total air superiority and popular support, India advanced quickly in the East, while fighting a "holding action in the West. The green, red, and gold banner of Bangladesh was unruffled in every town and village as the Indian army closed its ring of steel around Decca. On December 9 Jessore was liberated amid cries of "Jai Bangla!" Six days later, India's chief-of-staff, General Sam Manekshaw, personally accepted Pakistani General Niazi's offer to surrender. The instrument of Surrender of All Pakistan Armed forces in Bangladesh was signed on December 15, 1971. India declared ceasefire." (Wolpert, 390) The after math of this undeclared war was not something to celebrate, for either country. Pakistan's army as well as their economy suffered a great loss. "Their economy was on the brink of collapse." Their hope to regain unity within their country or to recapture Kashmir was also shattered. For now, Pakistan and India had to face the results of this war.

"The spoils that went with victory, however, did not last long. Domestically, Indira Gandhi faced mounting problems of sluggish economic growth and social disorder. In an attempt to bolster her sagging fortunes she authorized an Indian nuclear test in Rajasthan desert in 1974." This shows how India has begun another major turning point in the bloody history between India and Pakistan. Their history is one that repeats itself, they will continue to fight for what they believe in and acquire what they both want and that ultimately is Kashmir.

To conclude this abrupt civil war, in July of 1972 India and Pakistan signed a bilateral Simla agreement so that both countries could restore their position to the way that it was before the war. Although this is impossible, the agreement states that "the two countries are resolved to settle their differences by peaceful means through bilateral negotiations or by any other peaceful means mutually agreed upon between them." Although this did not settle any of the matters concerning Kashmir, it seemed to have put that issue to side, but not for long.

The danger of renewed war between Pakistan and India, both possessing nuclear weapons, is animate today as it was over half a century ago. The Indian government has said it has a policy to not use them but the Pakistani government has no such policy, and is thought to be ready to use them if faced with "conventional defeat".

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PhD Thesis on Buddhism:

The most taught philosophy in the Buddhism religion is that nothing is impermanent. Life never ends, the soul just simply moves on to a new place. Death is only a part of someone's life, it is seen as just one of the states of transition. A Buddhist scholar Edward Croze said:

"Death is not to be regarded as a unique catastrophe which happens when one existence comes to an end, but it takes place all the time during the existence. The ideal attitude towards death is based on this awareness and involves acceptance of the process of change."

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The Buddhist believe that time does not move in a straight line with a beginning and an end, but in a circle where there is no beginning or end, where things just simply exist. With this philosophy, they believe that the universe was not created out of nothing at a particular point in time, nor will it be destroyed completely. It has always existed and will always exist. Although they believe that the universe will never end, it will go through a continuos cycle of destruction and creation, over and over again. This means that when someone or something is born, it is not a new soul but one that was simply reborn. And when they die, their soul simply moves on to a new place and time.

This belief is not exactly classed as reincarnation because it is not the same being that moves from body to body down through the ages. The connection between one life and another is not as simple and is subtler than that. Life is a spiralling chain that reaches back into the past and will continue forever in to future. The more appropriate word is rebirth.

The state of mind of a person at the moment of death is important of determining the place of rebirth. Family, friends and monks stand by the deathbed reciting scriptures to help the person meditate.

Funerals are important for Buddhist people. The person who has passed is usually cremated three days after death. During the waiting period monks chant scriptures and teach about impermanence. After the cremation there are often ceremonies transferring merit to the deceased, which also happen on the anniversaries of the person's death.

When a person is reborn it is very unlikely that they will be born back into the human realm. There are in fact six realms in which someone could be reborn:

1. The heavens (the realms of the devas or gods, plus some rarefied regions above them.)
2. The realm of the asuras or titans, who, like their Greek counterparts, are the bellicose old gods.
3. The realm of humans
4. The realm of animals
5. The realm of preta or hungry gods
6. The hell realms, which in Buddhist writings are numerous and extremely nasty.

An important symbol in the Buddhist religion is the Samsara or the wheel of life. The wheel decides the nature of one life according to Buddhism.

Holding the wheel of life is the Mahakala, who is the lord of time, he also symbolises life and death.

The three cardinal sins make up the centre of the wheel. The rooster symbolises passion, the pig symbolises stupidity, and the snake symbolises hatred. Around all of the sins are those with bad karma on the right, and those with good karma on the left. The six spheres of existence make up the next circle. The wheel, like the buddas search for truth, is in the last circle which shows the twelve links in the chain of causation.

The highest aim of Buddhism is not to ensure access to a kind of eternal heaven after death. In fact four out of the six realms are unpleasant and painful. The teaching is to live a good and faithful life and if the wheel spins right you will be rewarded for your life of kindness and understanding.

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PhD Thesis on Aviation Management:

* Headquarters:
Of particular importance is the Office of Chief Counsel. This office is the legal arm of the FAA regarding regulatory interpretation. The Chief Counsel has responsibility for all legal activities of the Federal Aviation Administration.

* Regional Offices
FAA Region consists of a regional headquarters, field offices and facilities.

Regional headquarters consists of the Office of the Regional Administrator, which is responsible for the overall management of the Regional Administrator, which is responsible for the overall management of the specific region ; support staff, who advice the Regional Administrator; and program divisions, which direct the operational activities of the field offices and facilities.

* Locations
* Lead Region Concept:
The FAA was too widely scattered, and in order to satisfactorily meet the requirement of certifying new transport category aircraft, an alternate method of the certification process was necessary.

*District Offices & Field Offices:
The manufacturing Inspection District Offices (MIDO)= The MIDO provides for original and supplemental airworthiness certification or approval of civil aircraft, engines propellers, parts and appliances including surplus military products and parts. It also conducts inspection surveillance of manufacturing facilities producing civil aircraft, engines and propellers to determine compliance with prescribed safety standards.

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Airport District Offices (ADO)=ADOs are outlying units or extensions of regional Airport Divisions. They advise and assist public agencies and their agents with the submission of project requests for establishing, improving , equipping, and financing of airports under the Airport Development Aid Program and in obtaining surplus property Disposal Program. They also provide advisory services to the owners and operators of both public and private airports regarding the operation of both public and private airports regarding the operation and maintenance of their airports.

Airways Facilities Sector Field Office (AFSFO)= The AFSFO is subordinate to the Airway Facilities Sector and is located away from the sector headquarters. It is sometimes the reporting point for more subordinate technical units called airway facilities sector Field Office Units (AFSFOU).

Civil Aviation Security Field Office (CASFO)= The CASFO administers and monitors FAA's civil aviation security programs designed to combat hijacking and sabotage. They maintain liaison with airlines, airport operators, government, industry, and law enforcement officials on air transportation matters.

Flight Inspection Field Offices (FIFOs) and Flight Inspection Groups (FIGs)= These organizations conduct in-flight inspections and evaluations of all navigation and landing aids and certify, decertify, or landing purposes. They also make site surveys and determine the safety and practicability of associated flight procedures.

Flight Standards District Office (FSDO)= The FSDO combines functions of an Air Carrier District Office (ACDO) and General Aviation District Office (GADO) which at one time were separate offices. The Air Carrier office conducts those activities within their respective districts relating to the certification, inspection, and surveillance of operations, maintenance programs and facilities of air carriers and commercial operators. The General Aviation office conducts those air safety programs relating to certification, inspection, and surveillance of general aviation operators.

* FAA Operational facilities:
Airport Traffic Control Tower (ATCT)= The ATCT terminal facility, through the use of air/ ground communications, visual signaling, and other devices, provides air traffic control (ATC) services to airborne aircraft operating in the vicinity of an airport and to aircraft operating on the movement area.

Air Route Traffic Control Center (ARTCC)= The ARTCC facility provides air traffic control services to aircraft operating on Instrument Flight Rules (IFR) flight plans within controlled air space, principally during the enroute phase of flight. When equipment capabilities and controller workload permit, certain advisory/ assistance services may be provided to aircraft flying under Visual Flight Rules.

Airways Facilities Sector (AFS)= Airway Facilities Sectors are major organizational elements operating in the field environment. They handle system maintenance operations and provide engineering services on a day-to-day basis under the general direction of the regional AF Division. These organizations conduct a maintenance and certification program to assure the continued operation, accuracy, and reliability of all air traffic control, air navigation, communication facilities and ancillary equipment assigned to them. Sector managers report directly to the regional Airway Facilities Division Chief.

Flight Service Station (FSS)= An FSS is an Air Traffic facility which provides pilot briefing, enroute communication and Visual Flight Rules (VFR) search and rescue services. It assists lost aircraft and aircraft in emergency situation, relays ATC clearances, originates Notices to Airmen, broadcasts aviation weather and NAS information, receives and processes IFR flight plans and monitors radio air navigation facilities (NAVAIDS). At selected locations, FSSs provide enroute Flight Advisory Service (Flight Watch). In addition, some Automated Flight Service Stations are responsible for extended service areas.

Terminal Radar Approach Control (TRACON)= The TRACON is an air traffic control facility that uses radar and air/ ground communications to provide approach control services to aircraft arriving, departing or transiting the airspace controlled by the facility. Service may be provided to both civil and military airports. A TRACON is similar to RAPCON (USAF), RATCF (Navy) and ARAC (Army).

FAA international field office: Mike Monroney Aeronautical Center, LOCATED in Oklahoma City, it also contains the FAA Academy and Civil Aviation Medical Institute (CAMI).

*Types of Inspectors:
Aviation Safety Inspector (ASI)= ASI is a title assigned to all FAA inspectors assigned to a field office.

Aviation Safety Program Manager (ASPM)= The Aviation Safety Program Manager is responsible for initiating and conducting FAA aviation safety programs. The ASPM is also responsible for the conduct of public relations activities in the local field office. ASPMs appoint Aviation safety Counselors (ASC) from the private sector to assist the FAA in the promotion and conduct of its safety programs. ASCs also provide individual counseling to airmen. The Aviation Safety Counselors report to their Aviation Safety Program Manager who in turn, reports to the Office Manager.

Airworthiness Inspector (AWI)= The AWI reports directly to the Air Carrier Airworthiness Supervisor or the General Aviation Airworthiness Supervisor. He or she is responsible for surveillance, compliance, and enforcement of the maintenance requirements of either air carrier certificate holders (as assigned), or general aviation operations.

Principle Operations Inspector (POI)= The POI either reports directly to the Air Carrier Operations Supervisor or the General Aviation Operations Supervisor. He or she is responsible for surveillance, compliance, and enforcement of operations of either air carrier certificate holders (a typical workload may consist of 5-15 specific assigned air carriers), or general aviation operations.

Cabin Safety Inspectors (CSI)= The Cabin Safety Inspector is responsible for surveillance, compliance, and enforcement of cabin safety matters of air carrier certificate holders (as assigned) or general aviation cabin safety matters. The CSI reports to the POI responsible for the assigned certificate holder or general aviation operation.

Avionics Inspector (AI)= the Avionics Inspector is responsible for surveillance, compliance, and enforcement of air carrier certificate holder's avionics (as assigned), or general aviation aircraft avionics as required. The AI either reports to the Air Carrier Airworthiness Supervisor or General Aviation Airworthiness Supervisor, depending on assignment.

*Private Sector:
The FAA basically over the years adopted a new method to cope with the emerging technology and growth of the aviation field. The FAA was short of FAA personnel to satisfy the demands of industry, thus the FAA turned to the private sector under the authority of FAR part 21 subpart J, the FAA can initiate procedures known as :

Delegation Option Authorization (DOA)=
Under the authority of FAR part 183 the FAA can designate certain private individuals to act as Representatives of the Administrator, these method demonstrate the enormous power of this agency, that can seek out and authorize private individuals and industry to help fulfill its mission.

+ Covers small aircraft and components =

+ Designated Manufacturing Company Representative (DMCR)= FAR part 183.31 authorizes a DMCR to issue the following FAA documents: (1) Original airworthiness certificates,
(2) Export certificates of airworthiness and airworthiness approval tags,
(3) Experimental certificates of airworthiness for which the manufacturer holds the type certificate,
(4) Special flight permits to export aircraft;
(5) And conduct inspections that determine that prototype products conform to design specifications and are in condition for safe operation.

Representatives of the Administrator: Requirements for the designation of the private persons to act as representatives of the Administrator, FAA authorizes these individuals to act in place of the FAA to examine, inspect, and test persons and aircraft for the purpose of issuing airman and aircraft certificates.

Aviation medical Examiners: Aviation Medical Examiners are qualified physicians designated by the Federal Air Surgeon or his authorized representative within the FAA. A physician must apply to the FAA for this designation. The Aviation Medical Examiner is authorized to accept applications for and give medical examinations necessary to issue medical certificates under FAR part 67, issue student pilot certificates as specified in FAR part 61.85, and, as requested, participate in aircraft accident investigations.

Pilot examiners: Pilot Examiners are qualified pilots designated by any local Flight Standards Inspector. Any pilot examiner, instrument rating examiner, or airline transport pilot examiner may, as authorized in his designation, accept applications for and conduct flight tests necessary for issuing pilots certificates and ratings: and, at the discretion of the appropriate Flight Standards Inspector, issue temporary pilot certificates and ratings to qualified applicants. In air carrier operations, the POI will approve examiners designated as check airmen. These individuals conduct the required flight tests for pilots flying under an air carrier certificate. The check airman is only authorized to conduct examinations of pilots operating under the air carrier certificate for which the check airman is approved.

Technical Personnel Examiners: Technical Personnel Examiners are either a designated mechanic examiner (DME), designated parachute rigger examiner (DPRE), air traffic control tower operator examiner (DFEE), designated flight navigator examiner (DFNE), or designated aircraft dispatcher examiner (DADE) designated by any local Flight Standards Inspection. The Technical Personnel Examiner may accept applications for and conduct testing as required for his designated field, and issue the appropriate certificates as authorized by the FAA.

Designated Aircraft Maintenance Inspector (DAMI): The DAMI is a mechanic authorized by any local Flight Standards Inspector to approve maintenance on civil aircraft used by United States military flying clubs.

Designated Engineering Representative (DER): depending on his qualification and FAA authorization, may approve (1) Structural engineering information and considerations
(2) Power plant installations
(3) Systems and equipment engineering information
(4) Radio design and engineering information
(5) Engine design, operation, and service
(6) Propeller engineering design, operation, and maintenance
(7) Flight test information regarding FAA compliance
(8) Aircraft noise certification

Designated Manufacturing Inspection Representative (DMIR): DHIRs are selected by the Chief of the Aircraft Manufacturing Division, or the Chief's designee, from qualified persons who apply by letter accompanied by a "Statement of Qualifications of Designated Manufacturing Inspection Representative." The DMIR is responsible for all manufacturing inspections required by the FAA.

Designated Airworthiness Representative (DAR): DARs are selected by the Director of Airworthiness, or his designee, from qualified persons who apply by a letter accompanied by a letter accompanied by a "Statement of Qualifications of Designated Airworthiness Representative." The DAR may perform examination, inspection, and testing services necessary to the issuance of certificates including areas of maintenance, manufacturing, and engineering as authorized by the Director of Airworthiness.

*FAA Strategic Plan
(1)Reduce fatal accidents: Safety- Reduce U.S. aviation fatal accident rates by 80 percent by the year 2007 from 1996 levels. The performance goals for this mission goal include:
>By the year 2007, reduce the U.S. aviation fatal accident rates per aircraft departure, as measured by a 3-year moving average, by 80 percent from the 3 year average for 1994-1996.
>Reduce the number and type of fatalities and losses by type of accident.
>Reduce the risk of mortality to a passenger or flight crew member on a typical flight.
(2) Prevent security incidents: Security-Prevent security incidents in the aviation system.
>Increase the ability to detect improvised explosive devises and weapons in checked and carry-on baggage and on the person with no significant operational impact by the year 2003.
>Reduce the vulnerability of airports and airways facilities as measured by risk assessments by the year 2005.
(3) Enhance system efficiency: Sytem Efficiency-Provide an aerospace transportation system that meets the needs of users and is efficient in the application of FAA and aerospace resources. The performance goals for this mission goal include:
>Reduce the average call waiting times for Automated Flight Service Stations (AFSS) by 20% from the 1994 baseline by 1999.
>By the year 2000, reduce the rates of volume and equipment related delays by 20% from 1994 baseline.

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