ABSTRACT
Aviation is a phenomenon which every country is conversant with. Since countries must interact with one another, and movement between countries is made by air, the maintenance of reliable aviation authorities is considered imperative. Hence, this study sets out to investigate the managerial problems of the Nigerian Civil Aviation Authority (NCAA – The regulatory body of the Nigerian Aviation Industry), and present a framework which can be adopted for a better management of the industry. It is therefore focused on a systems analysis of NCAA. The descriptive survey design was adopted for the study, whereby data were collected through the use of questionnaire and secondary sources such as textbooks, journals, newspapers and articles from NCAA. The proportional stratified sampling technique was used for the selection of respondents. Two hundred and fifty – six copies of the questionnaire were distributed. Based on two hundred and forty copies returned, data were analysed, using Chi – square and Analysis of Variance (ANOVA) at the 0.05 level of significance. Findings from the study reveal that there is a significant relationship between the integration among the component systems within NCAA and low performance. There is no relationship between the surveillance capacity of NCAA and low performance. Also revealed by the study is that the control system in NCAA has an adverse effect on its overall performance. Finally, the study showed that the available network of information is both inadequate and unreliable, thus making effective control a near illusion. Inadequate information, aggravated by poor radar coverage, has remained the main reason behind NCAA’s inability to maintain effective control of airlines and parastatals. The recommendations made for better performance include merging of airlines, undisputed adherence to the rules and regulations of the International Civil Aviation Organisation (ICAO) and the International Air Transport Association (IATA), provision of adequate radar coverage, and others.
CHAPTER ONE INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Incessant air mishaps have paved way for concern over air safety. These mishaps in turn, have been aggravated by poor airport safety and security. To maintain a reputable safety culture, proper crew selection and training must be guaranteed. Ofojebe (2007:15) explains that the ultimate success or failure of an organization is attributed to the efforts of all the
organization clearly depends on the collective performance of its individual administrators. Ude (1990:44) states clearly that most of the problems confronting organizations in Nigeria are management related.
A statistics released by Federal Airports Authority of Nigeria (FAAN) in February 2006 showed that, with respect to international passenger movement, a total of 114,950 was recorded for passengers coming into the country from the West Africa sub-region and other parts of Africa as opposed to 245, 200 recorded in the previous year. Mail movement at the airport also experienced a sharp drop-in patronage. At the Murtala Muhammed airport Lagos, mail tonnage dropped by 308.116kg within six months. (September, 2005 to February, 2006). At the Aminu Kano International Airport, cargo movement dropped from 17,828,621 to
15,246,173 within 6 months.
Internal Reports available show that the Nigerian aviation sector is poorly rated in terms of safety. This is attributed to the very many air tragedies that occurred in the country’s airspace. For example, in December 2005, a damning report of the Federal Aviation Administration (FAA) of the United States of America (USA) revealed faults in 16 Nigerian Aircrafts. The report, which led to the grounding of the Boeing 737 (100, 200 and 200C series) aircraft, alleged faults in the model. In his work, Oladede (2006:2) argues that Nigeria has not been a
reference in the air transport industry in Africa”.
Annan (2006:2) expressed bitterly what many in the international circles called “frustration” on the part of international agencies and companies whose staff and agencies use Nigerian airlines. According to him, “the series of crashes and attendant devastating losses call for a critical review of the aviation sector”. Reacting to the incessant crashes, Onyekakeyah (2005:65) regrets that in the aviation sector, we are reaping sorrow and anguish by the waste of precious lives through air disasters.
Chikwe (2005:25) emphasizes that most of the aircraft on the fleet of private airlines were manufactured in 1968, while just a few were manufactured in 1976, used by the countries which produce them, and phased out after their stipulated life span. Moreover, the Western and American countries have since legislated against the flying of old aircraft Ore (2006:12) maintains that the nation’s airports are in a progressive state of decay, signposted by either outdated, or inadequate facilities, and inept
management. Reacting to the ADC air crash of 2006, which claimed the lives of all 116 passengers on board, Akintola (2006:1) points out that the Nigerian aviation industry needs urgent overhaul.
Sequel to the chain of air crashes which occurred between 2005 and
2006 – (The Bellview Airline in which 117 persons lost their lives in 2005; Sosoliso Airlines in December 2005, involving loss of lives to the tune of 108 persons, including 60 secondary school students; Two ADC – owned Boeing 737 aircrafts which claimed the lives of 117 and 96 persons respectively), the managing director of the National Emergency Management Agency, NEMA, Captain Iyayi revealed that there are just two serviceable radar in the country, and that the others are obsolete (installed in the 70’s). Reacting to the ADC air crash of Oct. 2006, the Minister of Federal Capital Territory, Malam Nasir el-Rufai, told a foreign medium in Sokoto (Nov. 2006) that the condition of the ADC plane was “deplorable”, with “bad tyres”
After the Bellview crash of October 22nd 2005, the National Emergency Control Agency (NEMA) was unable to decode the exact location of the plane. It is unfortunate that most airlines still use the old model radio signal technically termed Beacon 121.5 rather than the modern Beacon 406.
As regards the Agency’s inability to read any signal from the Bellview airline, Fagbemi (2005:68) asserts that it was as a result of the old model radio signal which just could not be read by the facilities of the National Emergency Management Agency. According to him, the beacon might have busted before the aircraft crashed.
The NEMA satellite was unable to detect the location of the crashed aircraft because it had an old model beacon. The satellite network can only use 406 MHz for distress alert. “In Nigeria, about 99 per cent of the distress alerts are false. False alerts can be resolved quickly with 406 MHz beacons as they transmit a digital signal that can identify owner” (Fagbemi, 2005:64). The 121.5 MHz beacon used by the Bellview Airline is based on obsolete analogue technology.
In its review of the global events of 2004, the National Federation of Red Cross and Red Crescent Societies 2005 World Disasters Report, remarked that many of the year’s disasters could have been avoided with better information and communication.
Ore (2005) posits that our airports are facing deficiencies in the area of security. Describing the Nigerian Airspace, Onasanya (2005:12) points out that our airspace was blacklisted by the International Federation of Airline Pilots (IFALPA) as lacking in effective communications, navigation, surveillance and air traffic management facilities, services and procedure. In simple terms, there was no VHF (radio) coverage of the national airspace, the navigational and landing aids were not functional most of the time, the radar stations were broken down and air traffic control services were not provided to en-route traffic.
Still on the ADC crash, the “Guardian” reported that the official response to the emergency was poor and slow, and that the management of information was even worse. It went further to point out that the aviation ministry has been keeping mute about numerous recommendations made by stakeholders and committees set up by government since the Bellview incident. Stakeholders and experts have
emphasized that the only way to check frequent air mishaps is maintenance, repair and overhaul of fleet by airlines.
On the Sosoliso crash, the Nigerian Accident Investigation Prevention Bureau (AIPB) reported that the country needs an efficient national emergency agency to carry out prompt search and rescue operations.
Also highlighted was the relevance of an effective weather forecasting and monitoring infrastructure, which makes for a safer airspace.
In the words of Shadare (2006:52): “Nigeria’s air safety record is appalling, as the airspace is regarded as one of the most dangerous, making nonsense of whatever reforms the government had embarked on”. According to Okon (1995:1), Nigerians should stop paying lip service to urgent services like aviation, an industry we cannot afford to operate below standards.
Reports of the presidential task force which was set up in 2006 to look into the decay in the aviation sector, revealed that all the airports in the country lack basic operational facilities that could make for smooth operations of modern airports. The decay in facilities was attributed to long years of neglect and corruption.
1.2 BRIEF HISTORY OF NCAA
The Nigerian Civil Aviation Authority (NCAA) is the regulatory body of the Nigerian aviation industry. Initially, the Civil Aviation Department (CAD) of the Federal Ministry of Aviation was responsible for the management and maintenance of Nigerian Airports and other navigational facilities. However, when
the Nigerian Airports Authority (NAA) was created, CAD ceased to exist. The
Nigerian Airports Authority commenced operations in 1978.
In line with the recommendations of the National Policy on Civil Aviation in 1989, the Federal Civil Aviation Authority (FCAA) was established by Decree
8 of 1990 to take over the regulatory functions and provide air traffic and aeronautical telecommunication services. In August 1995, a re–organization of some government establishments within the industry led to the scrapping of the Directorate of Safety Regulation and Monitoring (DSRAM) and the Directorate of Economic Regulation and Monitoring (DERAM) in the Federal Ministry of Aviation, which were respectively charged with the safety and economic regulatory functions of the defunct FCAA.
The Air Traffic Services (ATS) and the Aeronautical Telecommunications (AEROTELS) arms of the erstwhile Authority were thereafter merged with the Nigerian Airports Authority (NAA) to form the Federal Airports Authority of Nigeria (FAAN).
Meanwhile, the International Civil Aviation Authority had prescribed to its member-states, the establishment of Civil Aviation Authorities (CAA) that should be given the mandate to ensure compliance with air navigation regulations and laws, which are generally referred to as Standards and Recommended Practices (SARPs). The SARPs are also specified in the convention on International Civil Aviation, to which all member – states are signatories.
Therefore, in pursuit of this international structure, the functions earlier performed by DSRAM and DERAM were later re-assigned to the Nigerian Civil Aviation Authority (NCAA), which was created for that purpose.
The Nigerian Civil Aviation Authority was established by Act No. 49 of
26th May, 1999. It effectively commenced operation in January 2000. The mission of the Authority is; to provide aviation safety and economic regulatory services in the most efficient, effective, quality and technology – driven manner, to the satisfaction and benefit of all stakeholders, consistent with the highest international standards and the sustainable development of the industry and national economy. This was predicted, based on the belief that aviation should readily enhance economic and social development.
1.3 STATEMENT OF RESEARCH PROBLEM
Considering the inevitability of air transport and the high level of risk involved, maintenance of good safety culture is considered imperative. To ensure that adequate priority is given to safety, effective management, maintenance and inspection of the safety integrity of equipment must be guaranteed. Management must respond promptly and appropriately to reported safety information, ensuring that same is disseminated to designated sections immediately. In response to safety demands, the International Civil Aviation Organisation (ICAO) and the International Air Transport Authority (IATA) have stipulated regulations, to which Nigeria is a signatory. To this end, individuals, airlines and parastatals within the aviation industry must be held accountable for unsafe behaviour.
Contrary to the above submission however, most airlines in Nigeria do not work in tandem with foreign airlines with respect to ICAO and IATA safety rules. Non – airworthy aircrafts ply the nation’s airspace; proper inspection of airports is seldom conducted; defaulting operators cut corners and free themselves from stipulated sanctions.
The main problem of this study therefore, lies in the inability of Nigerian Civil Aviation Authority (the regulatory body of the Nigerian aviation industry) to ensure effective control of airlines within the country. The above scenario has aggravated a shortfall in the quality and quantity of information into the Authority, thus constituting a threat to the achievement of organisation objective – to ensure aviation safety. It is necessary to get to the root of the problem and proffer solutions which can aid in providing an enabling environment for the Nigerian aviation industry to function in tandem with the aviation authorities of developed nations.
14 OBJECTIVES OF THE STUDY
(1) To determine the extent to which integration among the component systems within NCAA (DATR, DAAS, DOLTS, ICT) is related to achievement of objective.
(2) To find out if the surveillance of NCAA on airlines is related to achievement of objective.
(3) To ascertain if there is a relationship between the control of the records of airlines and achievement of objective.
(4) To determine if control is related to the system of communication within
NCAA.
1.5 RESEARCH QUESTIONS
In an attempt to achieve the already state objectives, the following research questions have been raised.
(1) To what extent is the integration of the various units within NCAA related to the achievement of objective.
(2) What is the strength of the relationship between surveillance on airlines and the achievement of objective?
(3) To what degree does control of the records of airlines influence achievement of objective.
(4) To what extent is control related to the system of communication within
NCAA?
1.6 HYPOTHESES
The following hypotheses have been formulated to guide the study.
1. The level of integration among the component systems within NCAA is not related to achievement of objective.
2. There is no relationship between the surveillance capacity of NCAA and achievement of objective.
3. There is no relationship between NCAA’s control of the records of airlines and achievement of objective.
4. Control is not related to the system of communication within NCAA.
1.7 SCOPE OF THE STUDY
Ideally, the delimitation of this study borders about the topical and geographical coverage. The topical scope rests on the systems analysis of the regulatory body of the Nigerian aviation industry as a route to a better perception of the managerial problems therein. The system under study comprises various directorates/units, the interrelationships of which are examined. Thus as a cybernetic system, three functional centers are identified and examined – the policy center, the control center, and the operations center.
The geographical scope for the research revolves around the regulatory body of the Nigerian aviation industry – The Nigerian Civil Aviation Authority, which is meant to control the activities of airlines and parastatals within the country.
1.8 LIMITATIONS OF THE STUDY
Basically every research requires a significant percentage of human efforts. As this work is not an exception, some of the limitations experienced (exenterated) in the course of carrying out the research are hereby identified:
(1) Information:
(i) It is obvious that most organisations are skeptical about giving information as required by researchers. This explains why adequate information was not received from some of the respondents to the questionnaire.
(ii) There was a colossal dearth of published materials on the subject matter.
(2) Finance: Finance/resources were not readily available as required to carry out an extensive and thorough research.
(3) Time: Constraint of time was another limitation experienced in the course of research. It was not easy to conduct an exhaustive survey of the activities of NCAA and airlines, as well as attend to other academic engagements within the stipulated time frame.
1.9 SIGNIFICANCE OF THE STUDY
This study is intended to enable managers improve and increase their level of effectiveness in management.
It would enable the government appreciate better the need to reposition the aviation sector by way of putting the right people in the right positions, implementing policies, bringing defaulters to the book, and ensuring that funds are not misappropriated.
As the world is not static, but dynamic – infact a global village, organizations may find the need to revitalize their operations, thus responding positively to the needs of the ever changing world.
The study will also accord managers of airlines in Nigeria the opportunity to identify the major challenges facing them. While striving to achieve organizational goals, they are required to ensure that their daily operations are carried out in accordance with the stipulated rules and regulations of the International Civil Aviation Organization (ICAO), as directed by NCAA.
It will also orientate them towards a positive appreciation of sound management, thus enhancing economic growth.
The government will be re-educated by the findings of the work, especially with respect to non implementation of recommendations. Thus government involvement can be re-oriented toward management, both assuming joint responsibility for a more meaningful implementation of recommendations/reforms.
Contextual Definitions of Terms
Vision: The vision of NCAA implies what the top management at the policy center wants NCAA to achieve – to be one of the leading Civil Aviation Authorities in the world.
Mission: The mission of NCAA deals with the basic reason that justifies its existence – to provide aviation safety and economic regulatory services in the most efficient, effective, quality and technology – driven manner to the satisfaction and benefit of all stakeholders, consistent with the highest international standards and the sustainable development of the industry and national economy.
Social Responsibility: The social responsibility of NCAA is its obligation to set policies, make decisions, or follow the lines of action which are in consonance with the objectives and values of the society. On this strength, the basic social responsibility of NCAA is to ensure safety of aircraft operations/aircraft operating environment, and to protect the interests of consumers and service providers.
Synergy: Synergy, as used in the context of this work, implies that the various directorates/units that make up NCAA are more productive when they interact cooperatively than when they function in isolation.
Feedback: This is the aspect of control in NCAA whereby the results of actions are submitted to the control center (directorate of administration and corporate affairs), which either accepts or returns same to the operations center for rectification and re-submission.
Open System: NCAA as an open system interacts with its environment by receiving input (information from airlines) from, and supplying output (services) to the environment.
Cybernetic System: Generally, a cybernetic system is a system which possesses “hierarchies of command and infrastructure of levels of control. NCAA has been described as a cybernetic system because it has various levels of control – the policy center, the control center and the operations center.
Aviation: Aviation means all forms of flying, as well as what aircraft is actually used for. It is divided into two principal areas – military aviation and civil aviation. While military aviation deals with the use of aircraft by military forces, either as a weapon or as a platform from which other weapons are launched; civil aviation deals with the organisation and use of aircraft for commercial transportation.
Air Traffic Control (ATC): Air Traffic Control, a function performed by NCAA, involves keeping surveillance on aircraft from one airport to another.
Integration: This is the state of collaboration that exists among the various directorates/units within NCAA.
Administration: Administration in NCAA entails the practical application by the directorate of administration and corporate affairs, of management principles and concepts in managing the affairs of other directorates/units in the authority.
Merger: Merger, as recommended in chapter six, is the result of two airlines joining to form one stronger and more viable airline.
Systems Approach: Systems approach (as used in the analysis of NCAA), is basically concerned with the view of NCAA as a unified, directed system, made up of various interrelated directorates and units.
Organizational Performance: With respect to NCAA, organizational performance is a measure of the authority’s ability to achieve its objectives satisfactorily.
Model: As a model is a representation of the key properties of an object, NCAA was described as a cybernetic system by superimposing it on a model of a cybernetic system.
Management: With respect to daily operations in NCAA, management deals with how managers plan, organize, lead and control the activities of NCAA employees, as well as those of the parastatals and airlines regulated by the authority.
Entropy: This is a significant measure of disorder in NCAA, aggravated by ineffective control, brought about by inadequate information.
Radar: This is an instrument that supplies information to the air traffic controller whenever an aircraft is airborne.
This material content is developed to serve as a GUIDE for students to conduct academic research
MANAGERIAL PROBLEMS OF THE NIGERIAN AVIATION INDUSTRY A SYSTEMS ANALYSIS OF THE NIGERIAN CIVIL AVIATION AUTHORITY (NCAA)
A1Project Hub Support Team Are Always (24/7) Online To Help You With Your Project
Chat Us on WhatsApp » 09063590000
DO YOU NEED CLARIFICATION? CALL OUR HELP DESK:
09063590000 (Country Code: +234)
YOU CAN REACH OUR SUPPORT TEAM VIA MAIL: [email protected]
09063590000 (Country Code: +234)
