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Many commercial airlines consider friendly interactions between their aircrew members important for promoting safety and increasing productivity. To accomplish that, they initiate courses, lectures, seminars and even organize entertainment and activity gatherings. They make every effort to give their aircrews privileges so that they raise self-esteem and efficiency.
Likewise, they encourage communication between their crew-members to create a harmonious sense of team spirit, a friendly atmosphere and a dedicated crew. Their main objectives are to enhance safety awareness and establish cooperative teamwork.
In most developing countries , the professional relationship between airline crew-members, mainly between flight and cabin crews, is unhealthy. Typically, it is a consequence of the unequal treatment of aircrew and biased procedures of conjoint rights. However, such unprofessional arrangements and practices are widespread and tolerated by many airlines, as divisions among aircrews can be exploited to the airlines’ advantage, in pay negotiations, for example.
Unfortunately, because of this biased treatment, some cockpit crew-members consider themselves superior to other aircrew members and employees. Thereon, they behave arrogantly with their colleagues overlooking the fact that they share the same workplace and, perhaps, the same fate. Although only a few incidents may be noticeable, many others happen but are overlooked or remain unresolved.
Naturally, expression and interchange are vital to open and constructive relationships. This cooperative atmosphere, however, exists in organizations that permit a two-way flow of information and the exchange of opinions between employees, and between employees and management.Nevertheless, in airlines that do not promote communication, aircrew relations are restricted and biased toward higher-ranking crew-members.
In fact, competent airlines have a conflict resolution system by which crew-members can settle their differences, or submit disputes to impartial arbitration. In doing so, management ensures that no further complications or similar incidents occur in the future, especially during flights.
It is very important for airlines to enforce fair settlement of grievances and remain impartial in disputes between employees, to lessen the potential of morale-sapping disputes between employees. Management should try to inspire employees, win their loyalty and spread high-quality organizational culture, which improves efficiency and standards, and so performance.
Obviously, experienced aircrews believe they have a commitment and moral obligation to encourage and support each other to build trust and effective cooperation, and honor fellowship for the benefit of all.
Some airline professionals consider this line of business as a science, while others regard it as an art. For commercial aviation experts, it is a combination of arts and science. The best illustration of that rich mixture is to have collaborative and harmonious airline crew members.
For the most part, all should take note that the airline business is not like any other. It cannot be run like a regular transport service company or like a hotel or restaurant.