A Critique of Aviation Management Programs

Abstract

Periodic critique is a characteristic of successful organizations.This article uses the concepts of critical management research to describe and critique all University Aviation (UAA) Association aviation management bachelor degree programs.Narrative and tabular description is provided of the location, title, department administrative location in the university, mission and courses offered by UAA member schools.A brief history of the introduction and purpose of aviation management is offered.Critique is made regarding the lack of a clear definition of "aviation management," and that the technological attraction of aviation flight education may overshadow the role of aviation management education.Specific recommendations are made to improve the current state of aviation management programs. AudienceThe audience for this article is students, administrators, faculty, advisory board members and alumni involved in the process of providing aviation degree programs in the United States.No experience or expertise is claimed for programs located outside the United States and any such programs are excluded from the study.Some of the concepts discussed may have application to non-USA programs, but no such claim is made. Research MethodPeople, humans, are the engine of aviation education.The individuals involved in producing aviation programs are practicing management, the principles of planning, organizing, leading and control (Daft & Marcic, 2001).Study of aviation education practices is therefore the study of people, or social science.This requires qualitative research, the "understanding of subjective experience, meaning and intersubjective interaction" (Fossey, Harvey, McDermott, & Davidson, 2002, p. 718) that occurs among the people who create, offer and modify aviation management degrees.The positivism of a statistical approach is inappropriate.Research practices of collecting and analyzing data for this project are specifically guided by the concepts of "naturalistic inquiry" as described by Lincoln and Guba (1985) and "critical management research" formed by Alvesson and Deetz (2000).

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