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Frankfurt International Airport (IATA: FRA; ICAO: EDDF), known in German as Rhein-Main-Flughafen or Flughafen Frankfurt am Main, is located in Frankfurt am Main, Germany. It is the largest airport in Germany and the second or third-largest in Europe (depending on which data is used), serving as an important hub for international flights from around the world. Frankfurt International is a hub of Lufthansa, the German flag carrier. Frankfurt International currently serves more destinations than London＇s Heathrow International Airport, but in terms of passenger traffic Frankfurt International is third in Europe, behind London＇s Heathrow Airport and Paris＇s Charles de Gaulle Airport. Structure and function Frankfurt Airport has two passenger terminals, which are connected by corridors as well as by people-movers and buses. Terminal 1 opened on March 14th, 1972. It was designed in a modern style for the period, with shining interiors and steel walls. It is divided into three concourses. Terminal 2 then opened on October 24th, 1994. It is built to look like a classical railway station. It is divided into two concourses. Frankfurt also has two cargo terminals, North and South, as well as a separate General Aviation Terminal on the south side of the airport. Hub for Europe Frankfurt International Airport is very centrally located for flights to much of Europe. A direct flight to Paris takes only one hour and ten minutes. Zurich, Switzerland is only fifty-five minutes away. A direct flight to Warsaw, Poland requires one hour and thirty-five minutes; one to Rome, Italy one hour and fifty-five minutes. You can even fly all the way to Moscow in three hours. In addition, Frankfurt is a major railroad hub for travel all over Europe. Climate Most of Germany is classified as having a temperate and marine climate. There are cool, cloudy and wet winters and summers. There are occasional warm down-mountain winds. Frankfurt it quite a bit inland from the German North Sea coastline, and is thus a little more continental than the coast of Germany – with colder and drier winters and hotter and drier summers.3. How many terminals does Frankfurt International Airport have?
Frankfurt International Airport (IATA: FRA; ICAO: EDDF), known in German as Rhein-Main-Flughafen or Flughafen Frankfurt am Main, is located in Frankfurt am Main, Germany. It is the largest airport in Germany and the second or third-largest in Europe (depending on which data is used), serving as an important hub for international flights from around the world. Frankfurt International is a hub of Lufthansa, the German flag carrier. Frankfurt International currently serves more destinations than London＇s Heathrow International Airport, but in terms of passenger traffic Frankfurt International is third in Europe, behind London＇s Heathrow Airport and Paris＇s Charles de Gaulle Airport. Structure and function Frankfurt Airport has two passenger terminals, which are connected by corridors as well as by people-movers and buses. Terminal 1 opened on March 14th, 1972. It was designed in a modern style for the period, with shining interiors and steel walls. It is divided into three concourses. Terminal 2 then opened on October 24th, 1994. It is built to look like a classical railway station. It is divided into two concourses. Frankfurt also has two cargo terminals, North and South, as well as a separate General Aviation Terminal on the south side of the airport. Hub for Europe Frankfurt International Airport is very centrally located for flights to much of Europe. A direct flight to Paris takes only one hour and ten minutes. Zurich, Switzerland is only fifty-five minutes away. A direct flight to Warsaw, Poland requires one hour and thirty-five minutes; one to Rome, Italy one hour and fifty-five minutes. You can even fly all the way to Moscow in three hours. In addition, Frankfurt is a major railroad hub for travel all over Europe. Climate Most of Germany is classified as having a temperate and marine climate. There are cool, cloudy and wet winters and summers. There are occasional warm down-mountain winds. Frankfurt it quite a bit inland from the German North Sea coastline, and is thus a little more continental than the coast of Germany – with colder and drier winters and hotter and drier summers.2. According to the passage, Frankfurt International is the third in Europe in terms of （ ）
Frankfurt International Airport (IATA: FRA; ICAO: EDDF), known in German as Rhein-Main-Flughafen or Flughafen Frankfurt am Main, is located in Frankfurt am Main, Germany. It is the largest airport in Germany and the second or third-largest in Europe (depending on which data is used), serving as an important hub for international flights from around the world. Frankfurt International is a hub of Lufthansa, the German flag carrier. Frankfurt International currently serves more destinations than London＇s Heathrow International Airport, but in terms of passenger traffic Frankfurt International is third in Europe, behind London＇s Heathrow Airport and Paris＇s Charles de Gaulle Airport. Structure and function Frankfurt Airport has two passenger terminals, which are connected by corridors as well as by people-movers and buses. Terminal 1 opened on March 14th, 1972. It was designed in a modern style for the period, with shining interiors and steel walls. It is divided into three concourses. Terminal 2 then opened on October 24th, 1994. It is built to look like a classical railway station. It is divided into two concourses. Frankfurt also has two cargo terminals, North and South, as well as a separate General Aviation Terminal on the south side of the airport. Hub for Europe Frankfurt International Airport is very centrally located for flights to much of Europe. A direct flight to Paris takes only one hour and ten minutes. Zurich, Switzerland is only fifty-five minutes away. A direct flight to Warsaw, Poland requires one hour and thirty-five minutes; one to Rome, Italy one hour and fifty-five minutes. You can even fly all the way to Moscow in three hours. In addition, Frankfurt is a major railroad hub for travel all over Europe. Climate Most of Germany is classified as having a temperate and marine climate. There are cool, cloudy and wet winters and summers. There are occasional warm down-mountain winds. Frankfurt it quite a bit inland from the German North Sea coastline, and is thus a little more continental than the coast of Germany – with colder and drier winters and hotter and drier summers.1. What is the four-letter ICAO airport code of Frankfurt International Airport?
One of the most influential individuals in the field of cultural variation is the Dutch engineer and social scientist Geert Hofstede (Merritt, 1997). Hofstede, using questionnaire data from 80,000 IBM employees in 66 countries across seven occupations, established four dimensions of national culture (Hofstede, 1980, 1991):? Individualism/collectivism;? Power distance;? Uncertainty avoidance; and,? Masculinity/Femininity (largely does not apply to flight crews) Individualism/collectivism relates to the extent to which people are supposed to take care of themselves and be emotionally independent from others. A highly individual culture is one that is characterized by egalitarian relationships, social interaction is conceptualized in terms of costs, rewards and outcomes and self-sufficiency are valued. A collective culture values loyalty to and harmony within the group, and conceptualizes resources, responsibilities and outcomes as shared. There is a powerful motivation in trying not to disgrace the extended group, as mistakes and failure are blamed upon the whole group. Merritt found evidence for the existence of this dimension in pilots but found more individualism and less difference between countries than would be expected in the general population. She suggests that individualists self-selecting into aviation may cause this difference. This was the only dimension to show higher, more convergent scores than those reported in Hofstede’s study and may illustrate why pilots are perceived to have similar values worldwide. Power Distance is the extent to which a culture accepts that power is distributed unequally among the members of a group and the extent to which the decisions of power holders are challenged. Low power distance implies limited dependence of a subordinate on a superior and a preference for consultation. Subordinates are comfortable in approaching their superiors and challenging them when necessary. In contrast, high power distance implies considerable dependence of subordinates on their superiors, with subordinates unlikely to approach their superiors and superiors unlikely to consult their subordinates. These patterns of dependence pervade all human interaction. Uncertainty Avoidance is the extent to which members of a culture feel uncomfortable with risk and uncertainty. A culture with high uncertainty avoidance will often attempt to avoid uncertainty by establishing more structure within an environment by means of rules and procedures. Cultures that have low uncertainty avoidance are likely to accept and encourage dissenting views and try new experiences. Interestingly, Merritt found that cultures that believe strongly in the importance of rules and procedures are also strong advocates of automation.5. Which of the following statements is true?
One of the most influential individuals in the field of cultural variation is the Dutch engineer and social scientist Geert Hofstede (Merritt, 1997). Hofstede, using questionnaire data from 80,000 IBM employees in 66 countries across seven occupations, established four dimensions of national culture (Hofstede, 1980, 1991):? Individualism/collectivism;? Power distance;? Uncertainty avoidance; and,? Masculinity/Femininity (largely does not apply to flight crews) Individualism/collectivism relates to the extent to which people are supposed to take care of themselves and be emotionally independent from others. A highly individual culture is one that is characterized by egalitarian relationships, social interaction is conceptualized in terms of costs, rewards and outcomes and self-sufficiency are valued. A collective culture values loyalty to and harmony within the group, and conceptualizes resources, responsibilities and outcomes as shared. There is a powerful motivation in trying not to disgrace the extended group, as mistakes and failure are blamed upon the whole group. Merritt found evidence for the existence of this dimension in pilots but found more individualism and less difference between countries than would be expected in the general population. She suggests that individualists self-selecting into aviation may cause this difference. This was the only dimension to show higher, more convergent scores than those reported in Hofstede’s study and may illustrate why pilots are perceived to have similar values worldwide. Power Distance is the extent to which a culture accepts that power is distributed unequally among the members of a group and the extent to which the decisions of power holders are challenged. Low power distance implies limited dependence of a subordinate on a superior and a preference for consultation. Subordinates are comfortable in approaching their superiors and challenging them when necessary. In contrast, high power distance implies considerable dependence of subordinates on their superiors, with subordinates unlikely to approach their superiors and superiors unlikely to consult their subordinates. These patterns of dependence pervade all human interaction. Uncertainty Avoidance is the extent to which members of a culture feel uncomfortable with risk and uncertainty. A culture with high uncertainty avoidance will often attempt to avoid uncertainty by establishing more structure within an environment by means of rules and procedures. Cultures that have low uncertainty avoidance are likely to accept and encourage dissenting views and try new experiences. Interestingly, Merritt found that cultures that believe strongly in the importance of rules and procedures are also strong advocates of automation.4. Which type of dependence exists widely in all human interaction?
One of the most influential individuals in the field of cultural variation is the Dutch engineer and social scientist Geert Hofstede (Merritt, 1997). Hofstede, using questionnaire data from 80,000 IBM employees in 66 countries across seven occupations, established four dimensions of national culture (Hofstede, 1980, 1991):? Individualism/collectivism;? Power distance;? Uncertainty avoidance; and,? Masculinity/Femininity (largely does not apply to flight crews) Individualism/collectivism relates to the extent to which people are supposed to take care of themselves and be emotionally independent from others. A highly individual culture is one that is characterized by egalitarian relationships, social interaction is conceptualized in terms of costs, rewards and outcomes and self-sufficiency are valued. A collective culture values loyalty to and harmony within the group, and conceptualizes resources, responsibilities and outcomes as shared. There is a powerful motivation in trying not to disgrace the extended group, as mistakes and failure are blamed upon the whole group. Merritt found evidence for the existence of this dimension in pilots but found more individualism and less difference between countries than would be expected in the general population. She suggests that individualists self-selecting into aviation may cause this difference. This was the only dimension to show higher, more convergent scores than those reported in Hofstede’s study and may illustrate why pilots are perceived to have similar values worldwide. Power Distance is the extent to which a culture accepts that power is distributed unequally among the members of a group and the extent to which the decisions of power holders are challenged. Low power distance implies limited dependence of a subordinate on a superior and a preference for consultation. Subordinates are comfortable in approaching their superiors and challenging them when necessary. In contrast, high power distance implies considerable dependence of subordinates on their superiors, with subordinates unlikely to approach their superiors and superiors unlikely to consult their subordinates. These patterns of dependence pervade all human interaction. Uncertainty Avoidance is the extent to which members of a culture feel uncomfortable with risk and uncertainty. A culture with high uncertainty avoidance will often attempt to avoid uncertainty by establishing more structure within an environment by means of rules and procedures. Cultures that have low uncertainty avoidance are likely to accept and encourage dissenting views and try new experiences. Interestingly, Merritt found that cultures that believe strongly in the importance of rules and procedures are also strong advocates of automation.3. Which dimension of national culture shows similar scores in Merritt’s study?
One of the most influential individuals in the field of cultural variation is the Dutch engineer and social scientist Geert Hofstede (Merritt, 1997). Hofstede, using questionnaire data from 80,000 IBM employees in 66 countries across seven occupations, established four dimensions of national culture (Hofstede, 1980, 1991):? Individualism/collectivism;? Power distance;? Uncertainty avoidance; and,? Masculinity/Femininity (largely does not apply to flight crews) Individualism/collectivism relates to the extent to which people are supposed to take care of themselves and be emotionally independent from others. A highly individual culture is one that is characterized by egalitarian relationships, social interaction is conceptualized in terms of costs, rewards and outcomes and self-sufficiency are valued. A collective culture values loyalty to and harmony within the group, and conceptualizes resources, responsibilities and outcomes as shared. There is a powerful motivation in trying not to disgrace the extended group, as mistakes and failure are blamed upon the whole group. Merritt found evidence for the existence of this dimension in pilots but found more individualism and less difference between countries than would be expected in the general population. She suggests that individualists self-selecting into aviation may cause this difference. This was the only dimension to show higher, more convergent scores than those reported in Hofstede’s study and may illustrate why pilots are perceived to have similar values worldwide. Power Distance is the extent to which a culture accepts that power is distributed unequally among the members of a group and the extent to which the decisions of power holders are challenged. Low power distance implies limited dependence of a subordinate on a superior and a preference for consultation. Subordinates are comfortable in approaching their superiors and challenging them when necessary. In contrast, high power distance implies considerable dependence of subordinates on their superiors, with subordinates unlikely to approach their superiors and superiors unlikely to consult their subordinates. These patterns of dependence pervade all human interaction. Uncertainty Avoidance is the extent to which members of a culture feel uncomfortable with risk and uncertainty. A culture with high uncertainty avoidance will often attempt to avoid uncertainty by establishing more structure within an environment by means of rules and procedures. Cultures that have low uncertainty avoidance are likely to accept and encourage dissenting views and try new experiences. Interestingly, Merritt found that cultures that believe strongly in the importance of rules and procedures are also strong advocates of automation.2. In which culture will a whole group be blamed if one of its members makes a mistake?
One of the most influential individuals in the field of cultural variation is the Dutch engineer and social scientist Geert Hofstede (Merritt, 1997). Hofstede, using questionnaire data from 80,000 IBM employees in 66 countries across seven occupations, established four dimensions of national culture (Hofstede, 1980, 1991):? Individualism/collectivism;? Power distance;? Uncertainty avoidance; and,? Masculinity/Femininity (largely does not apply to flight crews) Individualism/collectivism relates to the extent to which people are supposed to take care of themselves and be emotionally independent from others. A highly individual culture is one that is characterized by egalitarian relationships, social interaction is conceptualized in terms of costs, rewards and outcomes and self-sufficiency are valued. A collective culture values loyalty to and harmony within the group, and conceptualizes resources, responsibilities and outcomes as shared. There is a powerful motivation in trying not to disgrace the extended group, as mistakes and failure are blamed upon the whole group. Merritt found evidence for the existence of this dimension in pilots but found more individualism and less difference between countries than would be expected in the general population. She suggests that individualists self-selecting into aviation may cause this difference. This was the only dimension to show higher, more convergent scores than those reported in Hofstede’s study and may illustrate why pilots are perceived to have similar values worldwide. Power Distance is the extent to which a culture accepts that power is distributed unequally among the members of a group and the extent to which the decisions of power holders are challenged. Low power distance implies limited dependence of a subordinate on a superior and a preference for consultation. Subordinates are comfortable in approaching their superiors and challenging them when necessary. In contrast, high power distance implies considerable dependence of subordinates on their superiors, with subordinates unlikely to approach their superiors and superiors unlikely to consult their subordinates. These patterns of dependence pervade all human interaction. Uncertainty Avoidance is the extent to which members of a culture feel uncomfortable with risk and uncertainty. A culture with high uncertainty avoidance will often attempt to avoid uncertainty by establishing more structure within an environment by means of rules and procedures. Cultures that have low uncertainty avoidance are likely to accept and encourage dissenting views and try new experiences. Interestingly, Merritt found that cultures that believe strongly in the importance of rules and procedures are also strong advocates of automation.1. Which dimension of national culture is unusual for flight crews?
Air China flight 129 departed Beijing at 08:37 on a scheduled flight to Pusan-Gimhae in South Korea. The en route part of the flight was uneventful. At 11:06 the second officer contacted Gimhae Approach. At that moment the airplane was 32 nm from the airport at an altitude of FL170. The approach controller cleared the flight to descend to 6000 feet. Runway 36L was in use and the crew could expect a straight-in approach. At 11:09 the controller notified the crew that the runway was changed to 18R, with winds 210 degrees at 17 kts. This meant a circling approach which none of the crew members had flown at Pusan. The captain and first officer then discussed the approach to be flown. The captain cautioned: We won＇t enlarge the traffic pattern; the mountains are all over that side. At 11:13 the flight was further cleared down to 2600 feet. Two minutes later the approach controller radioed: Air China 129, turn left heading 030 cleared for ILS DME runway 36L, then circle to runway 18 Right, report field in sight. At 11:17 they captured the ILS and were cleared further down to the circling altitude of 700 feet. The landing gear was extended and flaps set at 20 degrees. Then the controller instructed the flight to contact Gimhae Tower and to circle west. The second officer responded but did not read back the frequency change. The captain then instructed the first officer to disconnect the autopilot and turn left. From his position in the right hand seat the first officer was able to observe the runway. As the aircraft passed abeam the runway the autopilot was reengaged with heading select. At that moment the approach controller again contacted flight 129 instructing them to contact the tower. The crew was busy looking outside to see when they passed abeam the end of the runway. Simultaneously the Gimhae Tower controller contacted the flight using the emergency frequency. As they passed abeam the threshold at 11:20:02 they started timing to measure the commencement of turning to base. Eleven seconds after the call on the emergency frequency, the second officer reported to the Tower controller that they were on the circle approach. At 11:20:17 the captain took over control from the first officer and said he was going to turn base. He slowly began a widening turn, causing the first officer to urge him: turn quickly, not too late. Meanwhile the flight was cleared to land. At 11:20:32 the captain disconnected the autopilot and banked the plane to the right. Twenty-two seconds later the first officer cautioned: Pay attention to the altitude keeping, and the captain asked him to help him get a visual on the runway. Due to the limited visibility they were not able to see the runway. The first officer then advised the captain to initiate a go around, but the captain did not respond. At 11:21:15 the first officer said, Pull up! Pull up! Pitch attitude was increased to 11.4 degrees but thrust was not increased. Two seconds later the aircraft impacted a mountain, about 4.6 km from the runway.5. Which of the following statements is true?
Air China flight 129 departed Beijing at 08:37 on a scheduled flight to Pusan-Gimhae in South Korea. The en route part of the flight was uneventful. At 11:06 the second officer contacted Gimhae Approach. At that moment the airplane was 32 nm from the airport at an altitude of FL170. The approach controller cleared the flight to descend to 6000 feet. Runway 36L was in use and the crew could expect a straight-in approach. At 11:09 the controller notified the crew that the runway was changed to 18R, with winds 210 degrees at 17 kts. This meant a circling approach which none of the crew members had flown at Pusan. The captain and first officer then discussed the approach to be flown. The captain cautioned: We won＇t enlarge the traffic pattern; the mountains are all over that side. At 11:13 the flight was further cleared down to 2600 feet. Two minutes later the approach controller radioed: Air China 129, turn left heading 030 cleared for ILS DME runway 36L, then circle to runway 18 Right, report field in sight. At 11:17 they captured the ILS and were cleared further down to the circling altitude of 700 feet. The landing gear was extended and flaps set at 20 degrees. Then the controller instructed the flight to contact Gimhae Tower and to circle west. The second officer responded but did not read back the frequency change. The captain then instructed the first officer to disconnect the autopilot and turn left. From his position in the right hand seat the first officer was able to observe the runway. As the aircraft passed abeam the runway the autopilot was reengaged with heading select. At that moment the approach controller again contacted flight 129 instructing them to contact the tower. The crew was busy looking outside to see when they passed abeam the end of the runway. Simultaneously the Gimhae Tower controller contacted the flight using the emergency frequency. As they passed abeam the threshold at 11:20:02 they started timing to measure the commencement of turning to base. Eleven seconds after the call on the emergency frequency, the second officer reported to the Tower controller that they were on the circle approach. At 11:20:17 the captain took over control from the first officer and said he was going to turn base. He slowly began a widening turn, causing the first officer to urge him: turn quickly, not too late. Meanwhile the flight was cleared to land. At 11:20:32 the captain disconnected the autopilot and banked the plane to the right. Twenty-two seconds later the first officer cautioned: Pay attention to the altitude keeping, and the captain asked him to help him get a visual on the runway. Due to the limited visibility they were not able to see the runway. The first officer then advised the captain to initiate a go around, but the captain did not respond. At 11:21:15 the first officer said, Pull up! Pull up! Pitch attitude was increased to 11.4 degrees but thrust was not increased. Two seconds later the aircraft impacted a mountain, about 4.6 km from the runway.4. Who advised the captain to initiate a missed approach?
