Essays on Emergency Response by the San Francisco Authorities and Airlines - Asiana Airline Flight 214 Case Study

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The paper 'Emergency Response by the San Francisco Authorities and Airlines - Asiana Airline Flight 214 " is a good example of a management case study. On July 6th, 2013, 11.27 A. M, an Asiana Airline flight 214 crashed as it approached the San Francisco International Airport (SFO) travelling from Incheon International Airport. The plane had 307 passengers of whom 193 sustained injuries with 3 fatalities. It was the second crash after the British Airways Flight 38 since the airline began its operation. At about 11.35 A. M the airline and government authorities deployed rescue crews and put in measures to assist the victims as well as their enquiring families.

Analysis of the crash as well as the response from relevant authorities is crucial for further improvement of FAA guidelines and requirements. Emergency Response by the San Francisco Authorities and Airlines According to NTSB Report, the first emergency response was the evacuation of the passengers. This was done through evacuation points positioned on the less damaged side of the airliner (NTSB Staff 2014, par. 14). The left side had incurred less damage and was fitted with evacuation slides.

The report examined the communication efforts made by the Airline. The Airline through its Twitter account acknowledged the accident and the commencement of a thorough investigation (NTSB 2014, par. 14). A hotline was created nine hours after the crash allowing the concerned parties to inquire on the state of rescue operations as well as victims. Reuters News Agency transmitted live images of the scene as firefighters carried out rescue operations as well as first-aid treatment of the victims. The injured passengers were taken to hospital for further treatment by medical dispatch ambulances (Scott 2013, par.

5). Effectiveness of the Response Procedures Co-ordination of the rescue operations and the help-desk indicated some failures (Nicholas 2013, par. 2). The first noticeable error was the emergency exit slides placed to safely evacuate the passengers out of the crashed airplane as they wrongly inflated. As a result, the slides pinned one of the flight attendants to the wall of the aircraft enabling her to slide off the plane (Kirchner 2013, 1). In addition, the help desk proved inefficient by its reluctance and blunt refusal to accept external help for the government emergency centers in handling inquiries from concerned friends and relatives of the victims (Kirchner 2013, 2).

This was indicative of the airline lacking a proper crisis management plan as delayed assistance intensified the anxiety and misinformation among the concerned parties. The airline put in place a toll-free phone line accessible to families of the passengers (Derner 2013, par. 4). However, this hotline was set up nine hours after the crash marking a grave delay in setting up a help desk. This illustrated incompetence and laxity on the Airlines part as it should have been amongst the first steps immediately after the crash.

Additionally, the delay triggered immense inquiry traffic ultimately leading to the phone lines crashing. However, it prompted the creation of additional hotlines to handle the communication traffic. According to The Wall Street Journal, it took approximately three days before the Airline Authority dispatched their Staffers and Chief executive to the plane crash site (Derner 2013, par. 4). The media viewed the incident as inconsiderate to the families and public anxiously waiting for information on the cause of the accident as well as strategies put in place to assist the victims.


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