Educational guide
IDENTIFYING DATA 2024_25
Subject ORGANIZATION OF AEROSPACE ENTERPRISES Code 00710314
Study programme
0710 - GRADO EN INGENIERÍA AEROESPACIAL
Descriptors Credit. Type Year Period
6 Basic Training Second First
Language
Castellano
Prerequisites
Department DIREC.Y ECONOMIA DE LA EMPRESA
Coordinador
MIGUEL DÁVILA , JOSÉ ÁNGEL
E-mail jamigd@unileon.es
eacem@unileon.es
Lecturers
MIGUEL DÁVILA , JOSÉ ÁNGEL
ACEBO MORAL , ENRIQUE
Web http://
General description The aim is to offer the student a global vision of the organization and management of companies in general and aerospace companies in particular. To do this, after knowing the concept of a company and its relationship with the market, the analysis of the management task and the functional areas of production, marketing, finance and administration are deepened.
Tribunales de Revisión
Tribunal titular
Cargo Departamento Profesor
Presidente DIREC.Y ECONOMIA DE LA EMPRESA CABEZA GARCIA , LAURA
Secretario DIREC.Y ECONOMIA DE LA EMPRESA MUÑOZ DOYAGUE , MARIA FELISA
Vocal DIREC.Y ECONOMIA DE LA EMPRESA FERNANDEZ GAGO , ROBERTO
Tribunal suplente
Cargo Departamento Profesor
Presidente DIREC.Y ECONOMIA DE LA EMPRESA GONZALEZ ALVAREZ , NURIA
Secretario DIREC.Y ECONOMIA DE LA EMPRESA HERRERA ENRIQUEZ , DANNY LILIANA
Vocal DIREC.Y ECONOMIA DE LA EMPRESA MARTINEZ CAMPILLO , ALMUDENA

Competencias
Code  
A17718
B5474
B5477
B5478
C3 CMECES3 That students have the ability to gather and interpret relevant data (normally within their area of study) to make judgments that include reflection on relevant issues of a social, scientific or ethical nature.

Learning aims
Competences
Be able to make value judgments related to your area of study. C3
Be able to explain the company and its decisions A17718
Be able to analyse and solve problems. B5474
Being able to work in a team. B5478
Being able to learn autonomously and to reason. B5477

Contents
Topic Sub-topic
Block I: INTRODUCTORY ASPECTS Unit 1.- Introduction to the aerospace company. Aerospace sector
Unit 2.- Organisation and management of the aerospace company: Functional areas
Block II: AEROSPACE COMPANY DESIGN Unit 3.- Planning and control of aerospace projects
Unit 4.- Forecasting in the aerospace industry
Unit 5.- Organization of operations in aerospace companies
Block III: DESIGN AND MANAGEMENT OF AEROSPACE OPERATIONS Unit 6.- Development of aerospace products and services
Unit 7.- Production processes in the aerospace company
Unit 8.- Capacity and location of aerospace facilities
Unit 9.- Trends in business management

Planning
Methodologies  ::  Tests
  Class hours Hours outside the classroom Total hours
Problem solving, classroom exercises 30 30 60
 
Case study 10 10 20
Assignments 0 15 15
Personal tuition 0.5 0 0.5
 
Lecture 15 15 30
 
Extended-answer tests 2 10 12
Oral tests 0.5 0 0.5
Practical tests 2 10 12
 
(*)The information in the planning table is for guidance only and does not take into account the heterogeneity of the students.

Methodologies
Methodologies   ::  
  Description
Problem solving, classroom exercises Problems and exercises will be proposed in order to favour diverse learning and contribute to the development of various competences. Thus, they will be solved sometimes inside the classroom and sometimes outside; some will be done individually and others in groups; some will be handed in in writing and others will be solved orally during class; all of which may form part of the continuous assessment of the subject.
Case study The cases invite students to discuss real situations in the business world, in which the aim is for them to improve their analytical skills, producing quantitative and qualitative evidence to support arguments and recommendations. In this method, the student will first have to work on it individually, and then discuss the case with their classmates and draw conclusions, handing in their resolution of the case to the teacher. In addition, and whenever possible, videos or documentaries related to the subject under study will be shown, so that the student can analyse and understand the main problems that usually arise in the business world, as well as clearly appreciate the main strategic and tactical decisions that must be taken to solve them. At the end of each screening, a brief discussion with the student would be encouraged in order to achieve a high degree of assimilation of the contents of each topic.
Assignments Monographic team work: Students may be grouped into teams of up to 5 people. This work will be related to the theoretical contents of the course syllabus and will consist of its application to a company. The work will be carried out outside the classroom (non-classroom activity) by the members of the team, so that, when deemed appropriate, it will be presented in writing and can be presented by all members of the group, in order to promote teamwork, debate and discussion, and to provide an overview of how to deal with the various business decisions.
Personal tuition Tutorial sessions will be held in the classroom (fixed in the official calendar) and may be compulsory. These sessions will mainly monitor any activities that may be requested, and may also be used to resolve any doubts, monitor the monographic work in progress carried out by the different teams, carry out the presentation of the same or even carry out certain assessment tests.
Lecture The development of the course is structured over 15 weeks, in two weekly sessions of 1.5 hours, accompanied by another tutorial session. Most of the subjects will be developed in theoretical-practical sessions, the contents of which will be related, without separating theory from practice. In order to achieve the aforementioned competences and learning outcomes, the classroom-based classes will have a total of 60 hours and will consist of participative theoretical-practical classes. For each subject, the lecturer will: (1) explain the main objectives of the subject (the student will be provided beforehand with the material presented by the lecturer in class, as well as possible readings that will allow them to study the subjects in depth); (2) present and explain the most important aspects of the subject; (3) motivate the active participation of the students, trying to intersperse the use of their words with intervals of lecturer-student dialogue. This active participation will come from two areas; on the one hand, from the possible doubts or comments that may arise from the student as a consequence of the lecturer's explanation and, on the other hand, it will be the lecturer himself who may also ask questions to the audience (of reasoning of the theoretical contents explained or about real or close to reality situations directly related to the content of the subject), trying to get answers and generate debate in order to enrich the presentation; (4) he will comment on the recommended bibliography and the support material to complete and prepare it. Finally, (5) students should complement the lecturer's explanations with the systematic study of the bibliography and support material recommended in each of the topics.

Personalized attention
 
Personal tuition
Description
Regardless of the face-to-face tutoring sessions, which will be held in the classroom and in which the activities requested by the students will be followed up, the students will also be able to hold virtual face-to-face sessions through the forum of the Moodle institutional platform, where they can raise doubts or make queries.

Assessment
  Description Qualification
Case study Continuous evaluation, in which the student's interest and motivation towards the subject is sought. The aspects to be considered would be the following:
- Resolution of cases.
- Attendance and active participation of the student in face-to-face classes.
- Completion and degree of quality of the various activities proposed throughout the course, both in the classroom and on-line.
- Participation in the debates proposed in the sessions dedicated to the exposition of the final work of the rest of the classmates.

 It will account for 20% of the grade (provided that participation exceeds 80%).
Extended-answer tests A partial written test of theoretical and practical knowledge to be held in the classroom. Given that this is a partial test (and if the student does not pass it, he/she may repeat it), the test will allow the student to eliminate the subject if he/she obtains a mark of more than 6 out of 10.

 Their combined value in the final grade of the course will be 30%.
Oral tests Assessment of the completion and presentation of the results of a Design Thinking activity or a Final Project in which the aim is for students to acquire an overall view of the subject, with special emphasis on the following aspects:
- Analysis of the different strategic and tactical decisions of the company that has been assigned.
- Breadth and depth of the information gathered, as well as its originality and topicality.
- Structure of the work.
- Presentation and defence of the work carried out by any member of the group.

 It may account for 20% of the grade (10% for the work done during the semester and 10% for the presentation made individually and compulsorily by each student).
Practical tests Final written test at the end of the semester, which must be passed by the student, and the exam must be made up. The objective pursued is the assimilation of the different contents of the subject and the achievement of the learning objectives set out in the same. This test will be eminently practical and will include case studies and numerical exercises.

 It will account for 30% of the grade.
 
Other comments and second call
Both in the second call and in December, the student must pass the corresponding exam, adding the corresponding part of the other activities carried out throughout the course (in the same terms referred to in the ordinary evaluation).

Exceptionally, and in order to facilitate the passing of the course to those students in an exceptional situation, the possibility is offered for the student to take only the exams, being able to obtain a maximum grade in the global evaluation of the course of 6 points (out of 10), with the obligation to pass the two blocks of evaluation independently.

During the development of the tests, it will not be allowed to handle any material except that which is expressly indicated by the teacher. The possession and use of mobile and/or electronic devices during the tests is strictly forbidden. The simple possession of such devices as well as notes, books, folders or various unauthorized materials during the evaluation tests, will result in the immediate withdrawal of the exam, expulsion from the same and its qualification as failed, communicating the incident to the Academic Authority of the Center to perform the actions provided in the Guidelines for Action in Cases of Plagiarism, Copying or Fraud in Exams or Evaluation Tests, approved by the Standing Committee of the Governing Council of January 29, 2015.

_____________

In the event that future circumstances make it necessary, both the teaching program and the evaluation and grading systems may undergo modifications, and students will be notified sufficiently in advance through the usual means.

Additionally, the evaluation and grading systems may be subject to exceptional situations that will be conveniently assessed by the professor.

Sources of information
Access to Recommended Bibliography in the Catalog ULE

Basic
The material of the whole syllabus will be made available to the student at the beginning of the session so that in these classes he/she will be limited to attend, assimilate and associate concepts of Business Management, in such a way that they can be participative. For this purpose, it is recommended that the student comes to the session with some previous knowledge derived from a preliminary reading. The Moodle platform will serve as a support for teaching and also as a means of agile communication and sending the required material to the student.

Related to Business Organization and Management of Production and Operations:


ARIAS, D. y MINGUELA, B. (Coords.) (2018): Dirección de la producción y operaciones. Decisiones Estratégicas. Pirámide. Madrid.
ARIAS, D. y MINGUELA, B. (Coords.) (2018): Dirección de la producción y operaciones. Decisiones Operativas. Pirámide. Madrid.
CUERVO, A. (2008): Introducción a la administración de Empresas. Cívitas Ediciones. Madrid.
DAVIS, M.M.; AQUILANO, N.J. y CHASE R.B. (2001): Fundamentos de Dirección de Operaciones. McGraw-Hill. Madrid.
FERNÁNDEZ, E.; AVELLA, L. y FERNÁNDEZ, M. (2003) (2006): Estrategia de producción. McGraw-Hill. Madrid.
HEIZER, J. y RENDER, B. (1997) (2001) (2007): Dirección de la Producción. Decisiones estratégicas. Prentice Hall. Madrid.
HEIZER, J. y RENDER, B. (1997) (2001) (2007): Dirección de la Producción. Decisiones tácticas. Prentice Hall. Madrid.
MIGUEL-DÁVILA, J.A. y AGUILAR-OLAVES, G. (2012): Fundamentos estratégicos de Dirección de Operaciones. Pearson, Madrid.
MIRANDA, F.J. et al. (2005): Manual de Dirección de Operaciones. Thomson. Madrid.

Related to the aerospace industry:

AENA (2000): Aeropuertos internacionales, un estudio comparativo. Madrid.
AENA (2000): Sistemas de gestión aeroportuaria [Recurso electrónico]. CD-ROM.
ASENSIO CERVER, F. (editor) (1992): Transport stations = Estaciones de transporte. Atrium. Barcelona.
ASHFORD, N. y WRIGHT, P.H. (1987) Aeropuertos: ingeniería, transporte, aviones (influencia) tráfico, acceso, helicópteros, terminales, mercancía. Paraninfo. Madrid.
AZA CONEJO, R. Y VALDÉS PELÁEZ, L. (2003): Estudio de impacto económico y potencial de captación y generación de tráficos del aeropuerto de Asturias. Thomson Civitas. Madrid.
BAZARGAN, M. (2004): Airline Operations and Scheduling. MPG Books Ltd. Great Britain.
BELOBABA, P.; ODONI, A. y BARNHART, C. (2009): The Global Airline Industry. John Wiley & Sons.
BUDD, L. & ISON, S.: Air Transport Management. Routledge. NY
CARRASCO RODRÍGUEZ, P.P. (2002): Evaluación estructural de pavimentos aeroportuarios. Centro de Documentación y Publicaciones de Aena, Madrid.
CASADO YUSTA, S. (2005): Planificación de turnos en un aeropuerto: uso de simulación y metaheurísticos. Servicio de Publicaciones, Universidad de Burgos. Burgos.
CASTROSÍN, N. (2002): Descubrir las profesiones en la aeronáutica. Centro de Documentación y Publicaciones de Aena. Madrid.
COOK, G.N. y BILLIG, B.G. (2017): Airline Operations and Management. A Management Textbook. Routledge. NY.
COTO MILLÁN, P. (director) y Carrera Gómez, M.G. (coordinadora) (2003): Estudio de impacto y captación de tráfico del aeropuerto de Santander. Thomson Cívitas. Madrid.
DOGANIS, R. (2000) (2005): The airport business. Rouledge. London.
DOGANIS, R. (2010): Flying Off Course IV: Airline economics and marketing, 4th ed. Rouledge. London.
ESTEBAN OÑATE, A. (2001): Conocimientos del avión. Paraninfo. Madrid.
ESTEVE PARDO, J. (2001): Régimen jurídico de los aeropuertos : servicio público y explotación comercial. Tirant lo Blanch, Valencia.
GARCÍA RUZADO, M. (2000): Ingeniería aeroportuaria. Escuela Técnica Superior de Ingenieros Aeronáuticos. Madrid.
GÓMEZ LÓPEZ, J. D. y SEGRELLER SERRANO, J.A. (1991): El aeropuerto de Alicante y su área de influencia: enclave fundamental para una espacio dinámico. Confederación Empresarial de la Provincia de Alicante. Alicante.
HORONJEFF, R. (1976): Planificación y diseño de aeropuertos. Bellisco. Madrid.
MADARIAGA FERNÁNDEZ, R. (2004): Historia de la Base Aérea y Aeropuerto de León. Centro de Documentación y Publicaciones de Aena. Madrid.
MALAVAL, P.; BÉNAROYA, C. y AFLALO, J. (2014): Aerospace Marketing Management. A Handbook for the Entire Value Chain. Springer.
MÁRQUEZ DOMÍNGUEZ, J. A. y, JURADO ALMONTE, J.L. (directores) (2005): Factores espaciales, productivos y logísticos para un aeropuerto en la provincia de Huelva: dándole alas al territorio onubense. Universidad de Huelva. Huelva.
MINISTERIO de Obras públicas y Transportes (1992): Guías metodológicas para la elaboración de estudios de impacto ambiental. 4, Aeropuertos. Centro de Publicaciones. Madrid.
MORRELL, P.S. (2007): Airline finance. Ashgate Publishing Limited. England.
SÁNCHEZ DIREITINHO y GOUVEIA FERREIRA, M.L. (1995): Aeropuerto y región: experiencias internacionales. Consejería de Política Territorial, D.L. Madrid.
SÁNCHEZ PAVÓN, B. (2004): Planificación urbanística y aeropuertos de interés general / Reflexiones acerca de la intervención de los municipios en la planificación aeroportuaria. Fundació Carles Pi i Sunyer d'Estudis Autonòmics i Locals, D.L. Barcelona.
SHAW, S. (2015): Airline marketing and Management. Ashgate Publishing Limited. England.

Reading books:

CUATRECASAS, L. (2003): Volver a empezar. Gestión 2000. Barcelona.
GOLDRATT, E.M. y COX, J. (1986): La meta: Un proceso de mejora continua. Ediciones TAULAR. Madrid.
GOLDRATT, E.M. (1995): No es cuestión de suerte. Díaz de Santos. Madrid.
TEJADA ANGUIANO, I. (2002): Descubrir los aeropuertos. Centro de Documentación y Publicaciones de Aena. Madrid.
VILA, C. (2004): Logística de la carga aérea. Logisbook. Barcelona.
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