A readable and comprehensive guide to flying high as an airline pilot.
Swindell, Witvliet, and Ross present a guide to working as a pilot in the airline industry.
In this illustrated manual, the authors (all airline pilots “from both military and civilian backgrounds…with extensive experience in airline recruiting, training and union representation”) provide an overview of every aspect of the industry for readers who are thinking about joining their profession. They describe the various commercial airlines, airline alliances, regional carriers, cargo carriers, and private services, and they break down all the components of those entities under the Federal Aviation Regulations. They discuss workplace realities such as seniority, stating simply that “everything in your airline career is a function of seniority” while warning that this status is strictly service-specific: Starting over in a new part of the industry wipes the slate clean. The authors share tips on aspects of the business such as the relationship between pilots and flight attendants (FAs): “Should [FAs] call up [the cabin] during the flight with an issue, actively listen and help them solve the problem,” they write. “FAs do not typically call the pilots lightly.” The authors cover every element of getting hired and advancing in a pilot’s career, from researching different airlines to crafting a resume and cover letter to navigating interviews, and they elaborate on personal aspects of the job, including methods for getting enough sleep or the various ways in which pilots can fly as passengers cheaply or for free. At every heading, the authors use a variety of visual aids—charts, graphs, insets, bullet points, and illustrations—very effectively to clarify the details of the world a would-be pilot might enter. Their tone throughout is brisk and accessible—the entire book feels like an extended version of the polite-but-professional flight briefing pilots give to their crews before every takeoff. Prospective pilots will find this detailed career advice from three seasoned pros invaluable.
A readable and comprehensive guide to flying high as an airline pilot.Pub Date: Jan. 1, 2021
ISBN: 9798985684506
Page Count: 342
Publisher: VATH Publishing
Review Posted Online: March 1, 2024
Kirkus Reviews Issue: April 15, 2024
Review Program: Kirkus Indie
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
BOOK REVIEW
IN THE NEWS
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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