Tools of Airline Management

1965 ◽  
Vol 69 (649) ◽  
pp. 9-26 ◽  
Author(s):  
J. T. Dyment

Summary:—Competition is too keen to permit Management to continue with methods satisfactory five or ten years ago and some typical modern tools of management are reviewed.The use of Electronic Data processing equipment (EDP) can be overdone but when used wisely it can be of tremendous help in enabling management to fulfil its responsibilities and to make good decisions. Many areas are reviewed where EDP has been used to advantage, including processes used for planning, marketing, maintenance, inventory, finance, personnel and on-line systems such as automatic reservations, teletype switching, etc. Although the examples represent modern airline management techniques they are also usable by many other industries.

1983 ◽  
Vol 27 (13) ◽  
pp. 1027-1030
Author(s):  
Joseph J. Limanowski

The present paper provides a brief history of Electronic Data Processing Systems and their supporting user documentation. The problems inherent to paper documentation are highlighted. Techniques employed to improve on-line reject messages in addition to the development of an online user documentation system are discussed. Future challenges facing the human factors specialist involved in development of on-line documentation are outlined.


1959 ◽  
Vol 15 (04) ◽  
pp. 273-294
Author(s):  
P. D. Johnson

The objects of this paper are to consider how a life office in the United Kingdom might approach the question of using electronic data processing equipment and to indicate some of the problems which will be encountered—without, I am afraid, supplying all the answers. There are in fact very few questions on this subject to which a general answer can be given. Although a good deal can be gained from exchanging information and ideas, it will ultimately be up to each individual office to solve its own particular problems.Many of the difficulties one meets in discussing this subject arise from the widely differing circumstances in the various offices. Each person naturally tends to approach the problem from the point of view of his own office, and consequently suggests different answers partly because he is considering different questions. I have therefore felt it desirable to limit the scope of the paper, and since there are important differences between the offices which transact industrial assurance and those which do not, I propose to confine my attention to the problems of an industrial/ordinary office. A further limitation is that group business is not discussed.


1957 ◽  
Vol 120 (3) ◽  
pp. 291
Author(s):  
J. H. H. Merriman ◽  
D. T. Caminer ◽  
H. L. Barman ◽  
D. Evans ◽  
H. Durant

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