Case analysts 2
Follow the example and the rubric.also, your topic needs to be related to chapter 5 organizing a business. You should bring Hamilton and Nilsson into your analysis, let them help you and you should have at least one source beside the book something from the Internet will be fine
Running head: CASE ANALYSIS EXAMPLE
1
CASE ANALYSIS EXAMPLE
3
Case Analysis
Robust Airline Schedule Planning
Your Name
Section Number
College of Aeronautics
Florida Institute of Technology
Submitted in partial fulfillment of the requirements of
AVM 4302 Aviation Law
Introduction
The construction of timetables for an airline is composed of aircraft and crew. Crew cost is the biggest controllable expenditure for an airline and effective crew assignment is a very important aspect of planning (Gopalakrishnan & Johnson, 2005). Wensveen (2016) defines: airline scheduling as the art of designing systemwide [sic] flight patterns that provide optimum public service, in both quantity and quality, consistent with the financial health of the carrier (p. 388). An airlines decision to offer certain flights is dependent on market demand forecasts, available aircraft operating characteristics, available work force, regulations, and the behavior of competing airlines (Bazargan, 2010, p. 31).
Problem
The problem is that the airline scheduling process in its entirety is very complex. Flight scheduling is the starting point for all other airline planning and operations (Bazargan, 2010, p. 31). Airlines are faced with a number of issues that they have no control over (e.g., illness, weather, volcanoes, earthquakes, etc.). Adding to the complexity are human factors, cultural issues, political issues, and more. Vast numbers of rules and regulations associated with airports, aircraft, and flight crews combined with the global expanse of air traffic networks has a direct impact on the scheduling process.
Significance of the Problem
When a problem arises that has an impact on the schedule that impact can ripple throughout the airlines network (Hamilton & Nilsson, 2010a). In some cases, a delay at a hub airport can have an impact on travelers around the globe. In 2006, the North American airline industry experienced a total of 116.5 million minutes of delay, totaling a $7.7 billion increase in operating costs. Passengers are typically unsympathetic to delays, as far as a passenger is concerned it is the airlines fault. With advancements in internet ticketing, travelers readily avoid an airline with poor on-time performance.
Development of Alternative Actions
Alternative Action 1
Airline and railway modes of transportation should form an intermodal alliance (Iatrou & Oretti, 2007, p. 88). This would enable travelers an option to continue with their travel plans.
Advantages. Access to airports through dedicated public transport could reduce problems associated with road traffic delays around airports. Iatrou and Oretti (2007) suggest an intermodal alliance near airports for quicker access to and from the airport (p. 89).
Disadvantages. The absence of interconnectivity, where air and rail industries have different infrastructures without common rules and facilities (Iatrou & Oretti, 2007, p. 89). High-speed rail links to airports are not profitable in the short-term.
Alternative Action 2
Extend flight schedules by extra minutes to boost on-time performance (McCartney, 2012).
Advantages. Passengers would spend less time on aircraft (McCartney, 2012). Airlines will have fewer planes sitting at terminal gates awaiting connecting passengers.
Disadvantages. An aircraft departing late for a flight will run late for the rest of its flight pattern for that day, and delays can grow exponentially (McCartney, 2012). A flight off the gate late may find a long line of planes waiting to take off or may find that the gate is no longer available at its destination resulting in an extended wait period (McCartney, 2012). The alternative actions may be presented in table form (see Table 1).
Recommendation
Sequential airline schedule planning of aircraft routing and flight crew-pairing decisions are made simultaneously to minimize flight crew and aircraft operating costs (Hamilton & Nilsson, 2010b). The advantage would be quicker turnaround time increasing aircraft utilization. The disadvantage would be flight crews and passengers with less time to connect between their flight legs (Wensveen, 2016). 3
References
Bazargan, M. (2010). Flight scheduling. In Airline operations and scheduling (2nd ed., pp. 31-40). Burlington, VT: Ashgate.
Gopalakrishnan, B., & Johnson, E. L. (2005). Airline crew scheduling: State-of-the-art. Annals of Operations Research, 140(1), 305-305. doi: 10.1007/s10479-005-3975-3
Hamilton, J. S., & Nilsson, S. (2020a). Practical aviation & aerospace law (7th ed.). Newcastle, WA: Aviation Supplies & Academics.
Hamilton, J. S., & Nilsson, S. (2020b). Practical aviation & aerospace law: Workbook (7th ed.). Newcastle, WA: Aviation Supplies & Academics.
Iatrou, K., & Oretti, M. (2007). Once rivals, now partners; how? In Airline choices for the future: From alliances to mergers (pp. 59-90). Burlington, VT: Ashgate.
McCartney, S. (2012, June 14). The middle seat: Reality check: Why airlines are shrinking flight times. Wall Street Journal. Retrieved from the Embry-Riddle Aeronautical University, Hunt Library website:
http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/1020180498?accountid=27203
Wensveen, J. G. (2016). Principles of airline scheduling. In Air transportation: A management perspective (8th ed., pp. 387-416). Burlington, VT: Ashgate.
Expectations of the Case Analysis Assignment
The introduction should set the stage, establish the environment, set out the nature of the problem. You should consider that you are establishing the context within which your problem exists. You must have in-text citation to substantiate your introduction.
The case analysis assignment requires you to identify and isolate just one problem. This problem should be well developed, where did it come from, why is it able to exist? What conditions and/or factors caused it or contributed to it? Your problem statement is the common thread that you weave throughout your analysis, everything must be connected to your problem. You must have in-text citation to substantiate your problem statement.
The significance of the problem is the result of the problem not being solved. You need to indicate what will happen if your problem is not addressed or fixed. This is your opportunity to tell management they need to do dedicate appropriate resources to fix the problem. You need in-text citation to substantiate the significance of your problem.
Alternative actions are corrective actions based upon the textbook and/or magazine/journal article and/or other sources you are using. You need two alternative actions, each much have reason or rationale, and two advantages and two disadvantages. Here again in-text citation must be used to substantiate your alternative courses of action.
The recommendation must be separate and distinctly different than either alternative action. You should consider what you would do to correct the problem if you had unlimited resources. The recommendation must have reason or rationale, one advantage and one disadvantage. And, in-text citation must be used to substantiate your recommendation.
A reference list (in accordance with the Publication Manual of the American Psychological Association) must be compiled based solely upon the sources you used to substantiate your analyses.
Table 1
Matrix Format for Alternative Actions
Alternative Actions
Rationale
Advantages
Disadvantages
1. Meet existing
Existing
a. Reduces cost.
a. Additional
requirements as
requirements meet
b. No layoffs.
oversight.
Specified in Jacobs and
or exceed FAA
b. Government
Chase (2011).
safety standards.
waste.
2. Change existing
Safety can always be
a. Reflects a
a. Takes a lot
requirement.
improved upon.
positive approach
time to make
to safety.
changes.
b. Projects a
b. Results are
safety first
readily
philosophy.
available.
Note. This example is intended to demonstrate how a table can be used. This example includes an in-text and proper APA table formatting. Case_Analysis
Introduction (10%)
Superior (9.0-10%) Above Average (8.0-8.9%) Average (7.0-7.9%) Below Average (6.0-6.9%) Failure (less than 6.0%) %
Thoroughly reflective and evidence-based. Above and beyond instructor expectations. Highly reliable; no or minimal explanation required. High degree of validity; assessment requirements are clearly met or exceeded. Acceptably reflective and evidence-based. Above instructor expectations. Above average reliability; acceptable amount of explanation may be required. Above average degree of validity; assessment requirements clearly met. Minimally reflective and evidence-based. Meets instructor expectations. Average reliability; some explanation would be required. Average degree of validity; assessment requirements are minimally met.
Reflection below average. Not supported by credible sources. Does not meet expections. Below average reliability; extensive explanation required. Unacceptable degree of validity; does not meet assessment requirements.
No reflection is evident. No credible sources. Not reliable; student could not provide an explanation. Fails to demonstrate validity; does not meet assessment requirements.
0
Problem Statement (20%)
Superior (18.0-20%) Above Average (16.0-17.9%) Average (14.0-15.9%) Below Average (12.0-13.9%) Failure (less than 12.0%) %
Comprehensively identifies and isolates one specific problem. Identifies factors contributing to the problem with accurate details. Substantiates problem statement with external source(s). Identifies and isolates one specific problem. Identifies some factors contributing to the problem with accurate details. Substantiates problem statement with external source(s). Identifies and isolates a problem with some evidence of contributing factors. May be lacking substantive support of the problem statement. Uses assumptions and has missing information that are not revealed and addressed at any level. Writing generally shows minimal evidence the student has done the required research and analysis, consisting instead of opinions, feelings and impressions. Writing generally shows no evidence the student has done the required research and analysis, consisting instead of opinions, feelings and impressions.
0
.
Significance of the Problem (20%)
Superior (18.0-20%) Above Average (16.0-17.9%) Average (14.0-15.9%) Below Average (12.0-13.9%) Failure (less than 12.0%) %
Clearly establishes problem significance. Argument based on relevant concepts, theories, and frameworks. Outcome predictions support immediate action. Identifies outside sources of support. Establishes problem significance. Well-supported argument based on relevant concepts, theories, and frameworks. Outcome predictions support immediate action while using some outside sources of support. A valid argument with at least some reference to relevant concepts, theories and/or frameworks is present; exhibits thoughtfulness; makes some effort towards predicting outcomes. Arguments presented, if any, are mostly from opinion and not from evidence; while containing little linkage to relevant concepts, theories and/or frameworks. Arguments presented, if any, are from opinion and not from evidence; while containing no linkage to relevant concepts, theories and/or frameworks.
0
Alternative Actions (20%)
Superior (18.0-20%) Above Average (16.0-17.9%) Average (14.0-15.9%) Below Average (12.0-13.9%) Failure (less than 12.0%) %
Thorough approach to problem resolution. Rationale for alternatives clearly articulated. Insightful advantages, disadvantage thoroughly support implementation alternative actions. Decision could be made based upon information provided. Realistic approach to problem resolution. Rationale for alternatives provided. Advantages, disadvantages give cause to consider either one or the other alternative actions. Decision probably could be made with information provided. An approach to problem resolution provided. Rationale for alternatives is provided. Advantages, disadvantages are present. Outcome of implementing alternatives is not clear. Decision could possibly be made based on information provided. Problem resolution is not clear. Rationale, advantages/disadvantages are not complete or do not support the analysis. A decision based upon either alternative would be difficult to make without a great deal of additional information. No problem resolution is present. Rationale, advantages, disadvantages are not present, incomplete, or incoherent. A decision based upon either alternative would be not be possible.
0
Recommendation (10%)
Superior (9.0-10%) Above Average (8.0-8.9%) Average (7.0-7.9%) Below Average (6.0-6.9%) Failure (less than 6.0%) %
Creative resolution. Rationale clear, supportive. Advantage, disadvantage balanced, substantiate objective analysis; separate, distinctly different from either Alternative Action. Challenges either Alternative. Enables decision. Creative resolution. Rationale is supportive. Advantage, disadvantage balance analysis; different from Alternative Actions. Presents a challenge to Alternatives. Decision could be made solely based upon the information provided. Somewhat creative approach. Rationale stated. Advantage, disadvantage mostly balanced; different than Alternatives. Recommendation may replace one or the other Alternative Action. Decision would require additional information, explanation. Minimally creative. Rationale not clear. Advantage, disadvantage not balanced, not distinctly different than Alternatives, fail to provide an objective solution to the problem. Would not replace either Alternative Action. Decision not possible. No problem resolution is present. Rationale, advantage, disadvantage are not present, incomplete, or incoherent. A decision would not be not be possible.
0
Mechanics (10%)
Superior (9.0-10%) Above Average (8.0-8.9%) Average (7.0-7.9%) Below Average (6.0-6.9%) Failure (less than 6.0%) %
Uses proper APA citations and references; grammatically-sound and free of spelling errors, follows required formatting rules; and fully addresses given assignment. Proper use APA with few errors found. Above average grammatically, mostly free of spelling errors, follows required formatting rules; and fully addresses given assignment. Citations are sometimes missing and/or are incorrect; an acceptable level of writing is exhibited, even with mistakes, the communication is clear. Very little support of citation; grammar, spelling, and/or word choice errors are frequent enough that the communication is muddled. The analysis is jeopardized by the extent of errors. Lack of any sort of citation. Grammar, spelling, and/or word choice errors are frequent enough that the analysis is incomprehensible. The extent of errors renders the analysis incomprehensible.
0
Course Learning Objectives (CLOs) (10%)
Superior (9.0-10%) Above Average (8.0-8.9%) Average (7.0-7.9%) Below Average (6.0-6.9%) Failure (less than 6.0%) %
Thoroughly accomplished all aspects of the three CLOs for the AVM 4302 Aviation Law. Significantly accomplished all aspects of the three CLOs for the AVM 4302 Aviation Law. Average accomplishment of all three CLOs for the AVM 4302 Aviation Law. Did not satisfactorily accomplish all three CLOs, poor quality. Only __ CLOs were addressed. Did not accomplish an acceptable degree of the three CLOs, did not demonstrate an acceptable level of comprehension. Only __ CLOs were addressed.
0
0
Section 1 &”Times New Roman,Bold”&14AVS 4302 Case Analysis Rubric Fall 2020 Chapter Five
Organizing Business to Limit Liability
Chapter Five
Organizing Business to Limit Liability
Risk management skills
Protecting the business
Competition
Employees, vicarious liability
Partners
Attitude, professionalism-avoid hobby business
Organizing Business to Limit Liability
Forms of Business
Sole Proprietorship
General/limited Partnership
Limited Liability Partnership (LLP)
Limited Liability Company (LLC)
Corporation
SOLE PROPRIETORSHIP
Single Owner
Full control of business
Owner and business are one
Total profit and total liability
SOLE PROPRIETORSHIP
Owner liable for lawsuits, debts, and other obligations from business operations
Capital formation can be a problem
All of the owners assets are on the line
Game-over if owner dies, retires, or sells out
GENERAL PARTNESHIP
Association of two or more partners
Carry on as business co-owners
Partnership is a separate legal entity
Can operate after death of a partner
Most basic type of partnership
GENERAL PARTNESHIP
Formed by partnership agreement
Must have one General partner
Assets are at risk
Burden of unlimited partnership liability
Partners have limited liability for obligations of partnership
LIMITED LIABILITY PARTNERSHIP
General partner and limited partners
Joint and several liability rules are different
General partner
Management, with
Limited personal liability
LIMITED LIABILITY PARTNERSHIP
Limited partners
Investors, with
Limited liability beyond investment
Federal and State registration requirements vary
Protect from vicarious liability/business debts
LIMITED LIABILITY COMPANY
Another form of starting a business
Less formal than corporation
File with a state Secretary of State
Owners avoid personal liability
Capitalization and tax advantages
Protect from vicarious liability/business debt
CORPORATION
Legal entity created by articles of incorporation
Operated with no individual liability
A legal person
Securing funds or going international
High maintenance
Protect from vicarious liability/business debts
CORPORATION
Formation
Owners initiate incorporation process
Articles filed with Secretary of State
Certificate of Incorporation Issued by Secretary of State
Statutory Agent appointed
Shareholders elect directors and adopt by-laws
LIMITING LIABILITY
Regardless of which organization is used
None offers protection against negligence
Duty to be reasonably careful,
Failure to be reasonably careful,
Proximate cause of
Injury
LIMITING LIABILITY
Type of organization is determined by:
Type of business/liability needs
Cost of formation
Capitalization requirements and sources
Transfer of ownership
Planned duration
Taxes
LIMITING LIABILITY
Very important decision early in the life of the business
Accountants
Lawyers
Federal, State, and Local considerations
Risk management-first step
OPERATING THE CORPORATION
Look like a corporation
Display the corporate nameInc.
Establish and maintain operating capital
Multiple owners/shareholders
OPERATING THE CORPORATION
Sound like a corporation
External communications
Internal communications
FAA, NTSB
With employees
OPERATING THE CORPORATION
Act like a corporation
Professional demeanor
Project your company image
Only one Jeff Bezos, Elon Musk, Richard Branson
OPERATING THE CORPORATION
Documentation
Establish, and
Maintain
A paper trail
OPERATING THE CORPORATION
Documentation
Authorized signatories
Separate personal assets from corporate assets
Corporate decisions
Leases, rental agreements, employee records, etc.
Minutes of corporate meetings
OPERATING THE CORPORATION
Duties to employees
Workers Compensation
Withholding taxes
Independent Contractors-qualification can be misinterpreted
Piercing the Corporate Veil
Getting around corporation status to hold individuals liable
Corporation commits fraud or harms public
Corporation is a fraud, shell company
Corporate formalities not followed
Piercing the Corporate Veil
Corporate and individual assets not separated
Alter ego finding by court
Operating like a partnership/sole proprietorship
After incorporation
