Management, Supervision and Leadership

  This chapter will not go into details concerning management styles and techniques, nor the theories of leadership and followership - these are all covered more than adequately in various management texts, and also in James Taylor's book "Maintenance Resource Management". Instead, it stresses the importance of getting people at management and supervisory level to understand what the human factors programme is all about, and on getting 'buy-in' at senior management level. Top level management support is crucial to the success of a company human factors and error management programme. It is also particularly important to get middle management and supervisors on-board for the programme to be successful, and for them to demonstrate commitment to the programme to the staff. Supervisors are particularly important in the success or failure of a human factors programme, since it is they who set the standards which others are likely to follow. If, for instance, a supervisor condones the release of an aircraft without all the work having been checked and appropriately signed off, it is likely that this will become a norm, and no amount of human factors training for other staff is likely to result in a safety culture. It is crucial that senior management visibly support the safe practices and principles endorsed by the human factors programme and training, e.g. management supporting a certifying engineer who refuses to sign off a CRS, rather than firing him! 

3 Teamwork This CAP does not address teamwork since there is adequate guidance material existing elsewhere (e.g. James Taylor's book "Maintenance Resource Management"), and because it is not specifically featured in any of the human factors changes introduced in amendment 5 to JAR145. Nevertheless, teamwork is an important issue, and should be addressed within human factors training. However, care should be taken to address teamwork issues in context, and not to try to impose possibly inappropriate concepts developed in other areas of aviation (such as CRM) or even non-aviation applications. Teamwork is not the same across industries. There are good lessons to be learned from CRM, and some areas which apply both to the flightdeck and hangar floor, but the differences between the two contexts should not be under-estimated

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