NAME : ACHMAD SYAHRUL NIT : 180209088
CLASS : BRAVO
Airport Management
When it comes to responsibility for day-to-day operation of an airport, several arrange- ments exist:
a) The government may operate the airport, as part of a Public Service Department, with or without commercial orientation.
b) It may create a special government agency to operate the airport with some independence from the government (autonomous airport authority).
c) It may divest itself entirely from the operation of the airport by transferring this responsibility to a fully independent organisation which may be a private corporation, through a management contract, a long-term lease or concession arrangement.
There has been a strong thrust, for a number of years, to evolve from government to private operation, sometimes with an intermediate step whereby government-operated airports first adopted some business principles, in order to better develop commercial activities.
There are many examples, on all continents, of such initiatives. The result has been largely successful: these airports have become viable enterprises, able to finance their long-term capital requirements and to better meet the needs of their customers.
AIRPORT ORGANIZATIONAL STRUCTURES
the airport manager is in charge of head maintenance,head operations,head administration,head airside,head terminal and head landside
AIRPORT OPERATOR
In times of air traffic growth, governments cannot afford to finance expansion projects to meet demand. There are therefore under pressure to provide airports with the required degree of autonomy to meet this challenge. It should be noted that autonomy does not imply any particular type of organisation.
Various steps exist relative to the amount of autonomy provided: Commercialisation is a management approach whereby business principles are applied in managing an airport, without involving the private sector. Corporatisation means creating a separate entity outside of
government to manage an airport without change in ownership. Private sector participation refers to a situation whereby the private sector plays a role in the owner- ship and operation of an airport, although its ownership remains with the government. Privatisation means that the airport is fully owned and operated by a private enterprise.
Airports throughout the world are owned and operated under a variety of arrangements.
It is important to distinguish between airport ownership and airport operation.
DEGREE OF INVOLVEMENT BY THE AIRPORT OPERATOR
Irrespective of the type of ownership and operation arrangement discussed above, the role assumed by the airport operator may vary greatly. It may heavily involve itself in many aspects of airport activities or it may carry out only core functions. In the first instance, the operator may take on such responsibilities as the provision and operation of cargo and passenger terminals, general aviation facilities, baggage and aircraft ground handling, passenger processing, surface transportation, retail activities, even air traffic control or meteorological services. In the second case, the airport operator will only provide and maintain basic infrastructure such as runways, taxiways, access roads, and utilities; airlines, ground handling agencies, tenants, concessionaires and contractors would carry out all other responsibilities. This option may include, in extreme cases, the construction and operation of terminal buildings by airlines.
One of the consequences of the selected approach is the number of employees required by the airport operator: obviously, taking on more responsibilities will create higher staff requirements for the airport operator.
AIRPORT MANAGEMENT AS A CAREER
Airports are service organisations, producing services rather than goods. They cater to a variety of customers and they operate in a highly regulated environment. They operate on a 24 hours a day basis, and they may be subjected to disruptions and crisis such as congestion, aircraft accidents, bad weather conditions, equipment breakdowns and security threats. As a result, airport management differs, in some respects, from the management of other types of enterprises.
The title of the top airport position can vary from country to country or from one airport to the next: Airport Manager, Airport General Manager, Airport Director, Executive Di- rector, Director of Aviation, and Airport Chief Executive Officer. For the purpose of this manual, we will use the generic term Airport Manager.
As you learned in the previous section, there are many disciplines in the field of airport management.
The position of airport manager being the highest one in an airport organisation, it can usually be reached through advancement within the organisation. Often, employees enter the industry at a junior level, and through education, application and motivation work they way up the organisation.
A diploma in Aviation Management is a good place to start one’s career. Many professional courses are available through the Aviation Training and Development Institute of IATA, through formal classroom courses or through Distance Learning Training Programmes.
This manual constitutes a good preparation tool to that effect.
The job of Airport Manager varies greatly, from the director of a large international air- port processing tens of millions of passengers to the manager of a small, privately owned general aviation airport. The former is a high-level executive managing a large staff and budget and having significant public relations functions; the latter will combine many responsibilities and will do most of the work himself.
The Airport Manager is both a property manager or landlord, catering to the needs of his land tenants and concessionaires, and a businessperson, running an enterprise with many customers. The key skills required for this job are:
a) Leadership Vision
b) Understanding the business and the needs of his customers
In all cases, the primary responsibility of an airport manager is to ensure the safe, secure and efficient operation of his airport and of all its facilities.