The Boeing 777

 A freelance contract pilot and safety management system auditor/consultant with AvJet Solutions, Tilak S. Ramaprakash has a history as a commercial pilot in Mumbi with Jet Airways and Air India. With both of these organizations, Tilak Ramaprakash captained Boeing 777 aircrafts.

With a history that dates back to the early 1990s, various Boeing 777 aircrafts have made a number of contributions to the field of aviation, including records for the longest airliner to take to the air and the longest flight by a passenger jet. Today’s X-9 model of the Boeing 777 remains the longest twinjet aircraft in the world with a fuselage that stretches roughly 84 yards. Under normal conditions, this aircraft can carry 426 passengers in a two-class configuration for nearly 7,300 nautical miles. Boeing also touts the exceptional fuel efficiency and passenger comfort of the various aircrafts in the B-777 line. As a testament to its dedication to passenger-preferred comfort, the Boeing 777 has received multiple awards for aircraft interior from Executive Travel Magazine.

Harmonious and Hierarchal Japanese Leadership Style

 

A longtime aviation professional, Tilak S. Ramaprakash manages operations such as auditing and accounting. With an extensive academic background that includes an MS earned at Purdue University, Tilak Ramaprakash authored a paper reviewing a study on commonalities and differences in leadership across Western and Asian countries.

In looking at Japan, he describes a rigid and hierarchical society, with companies taking a paternalistic attitude toward workers. The positive side of this restrictive system is that Japanese managers are oriented toward taking a caring, helpful attitude with employees. This is reinforced by a sempai-kohai mentoring relationship, in which older team members are expected to help new arrivals gain their feet in the company and thrive.

Interestingly, despite the inflexible structure, Japanese companies feature a group dynamic in which harmonious equality is valued above power struggles and direct criticism. This internal harmony often holds importance above simply making money or being more productive and helps explain why Japanese companies have proven so challenging to take over by outsiders.

Another important aspect of the equation is that the march to seniority and higher salary is long-term in Japan, with greater responsibilities and rank added only gradually. The salary differences between various group members are not so wide, as the emphasis is on the well-being of the collective.