相关题目
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?
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.3. What happened when the aircraft passed abeam the runway threshold?
2. The ci 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.rcling altitude that Air China flight 129 had been cleared to was （ ） feet.
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.1. What could be expected when the flight crew initially contacted Gimhae approach?
