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Mark Woolley describes himself as a skilled, creative, and multifaceted professional manager who is committed to success. He discusses how aircraft technology and regulations are changing rapidly, necessitating the evolution of training materials. Woolley has experience developing curriculum and managing projects using technologies like CBT and electronic books. He believes in promoting innovation and collaboration, and in coaching and mentoring his team to encourage growth. As general aviation becomes more complex, the need for advanced training materials is greater than ever.

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Management Philosophy My management philosophy has been greatly influenced by my experiences teaching concepts such as Human Factors and CRM. I subscribe to the concept of “not who is right, but what is right”. I also believe that it is crucial to promote an atmosphere of innovation and creativity. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Conclusion General Aviation is rapidly evolving, and becoming more complex. As a result the need for cutting-edge training materials is greater than ever. At the same time the industry is increasingly competitive. If you desire a meeting with a dedicated, enthusiastic, professional who has the skills, knowledge and desire to play a part in propelling Jeppesen to the next level, please contact me at: markatp@msn.com 720-252-6753

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Question 1 Consider the following case study about knowledge management at Boeing and then answer the questions that follow: According to knowledge management experts at Boeing, 80 percent of what a company knows resides in its employees minds, while only 20 percent resides in repositories such as file shares, documents and wikis. Boeing, like many companies worldwide, faces the challenges of an aging work force, increasing demand for critical skills and work placement decisions, and decisions on how to support programs where the product will outlast the tenure of the talented people who designed and built it. Yet unlike many companies, Boeing leaders across the enterprise know the solution to these challenges, and they are beginning to value and protect knowledge assets. Boeings goal: to foster an environment where knowledge and the strength of its culture can be leveraged quickly to empower an adaptable, agile work force and improve productivity. The Engineering, Operations & Technology organization at Boeing is beginning to drive the knowledge-management culture across the company. As Boeing becomes more and more integrated through common processes, languages and tools, knowledge becomes an increasingly important asset to the company, not just one business unit. This becomes the foundation for a successful knowledge environment and allows for sharing, communication and finality of information. Therefore, knowledge management is considered a business imperative, and one that can be used for competitive advantage, knowledge-management leaders said. Blue noted that Boeing doesnt pursue knowledge management just for its own sake. Its not a goal in and of itself, she said. There are tangible business benefits that result when we improve the way we capture, retain, share and use knowledge. It enables us to be more productive and efficient, more innovative, and provide higher-quality products and services. Knowledge management can increase customer and employee satisfaction, reduce risk and flow times, and reduce costs as well. The value of knowledge never depreciates, Coogan said. We must optimize knowledge flow by focusing on culture, people, processes and technologyand in that order. Studies show time and again, knowledge-management efforts fail that are restricted to a technology solution. As cultures can vary even from site to site at Boeing, its imperative that Boeing teams gain better understanding of cultural and people issues, Coogan said. At Boeing, knowledge management is made up of a comprehensive system of processes, tools, methods and techniques that enable employees to capture and share information effectively. Raw data, when organized, becomes information that, when put into context, becomes knowledge, said Jeanne Blue, Commercial Airplanes Technical Excellence and Knowledge Management, at a knowledge management forum this year. Knowledge, when fine-tuned and combined over time with practical experience and prudence, becomes wisdo.

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6. Conclusion General Aviation is rapidly evolving, and becoming more complex. As a result the need for cutting-edge training materials is greater than ever. At the same time the industry is increasingly competitive. If you desire a meeting with a dedicated, enthusiastic, professional who has the skills, knowledge and desire to play a part in propelling Jeppesen to the next level, please contact me at: markatp@msn.com 720-252-6753

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