Attitude:

It is evaluative statements or judgments concerning objects, people, or events

Components of Attitude:
Cognitive component – the opinion or belief segment.
Affective Component - the emotional or feeling segment.
Behavioral Component –the intention to behave in a certain way.
Staff Attitudes
Reasons why people work:
• Need to earn money
• Need to be a useful member of society
• Need for security of their standard of living
• Need to use their manual and mental skills and to derive satisfaction from them, and need
to achieve their ambitions and improve their status

Principles of Controlling Subordinates and maintaining good relationships include:

• Being calm and even in temperament when giving orders and dealing with offenders
• Being honest and fair in all matters, and being firm when necessary
• Treating all staff on the same basis,
• Avoiding causing disappointment to staff
• Avoiding making promises,
• Having a proper attitude towards spokesmen or representatives of trade unions
• Making allowances for differences in nationality, language, religion and other cultural
matters affecting behaviour and attitude
• Ensuring that all staff feel that their services on board are appreciated.

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Authority:
The real authority of a rank is achieved when a person concerned demonstrates that he is fit for
the rank by showing that:
- He knows the work.
- He is decisive.
- His decisions are generally correct.
- His orders are clear and are quickly carried out without argument.
- He seeks advice when necessary and helps others he can accept orders from superiors
and carry them out.
Position Power:
Individuals who are able to induce other individuals to do a certain job because of their
position in the organization are considered to have position power. e.g. the position of
master on the ship commands certain authority.
Personal Power:
It is the extent to which people are willing to follow a leader his ability to gain the
confidence and trust of those people that they’re attempting to influence. it’s the
cohesiveness ,commitment, and the rapport between leaders and followers.
Qualities of a Leader using Personal Power:
• Energy
• Emotional maturity and stability
• Knowledge of human relations.
• Objectivity.
• Empathy
• Personal Motivation
• Communication Skills
• Teaching Ability
• Social Skills.
• Technical Competence
• Integrity
• Ability
• Flexibility of mind.

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Assertiveness:
Assertive behavior is:
• Standing up for one’s rights no matter what the circumstances
• Correcting the situation when one’s rights are being violated
• Interacting in a mature manner with those found to be offensive, defensive, aggressive,
hostile, blaming
• Direct upfront –not defensive or manipulative
• Protecting one’s rights while respecting and protecting the rights of others.
Body Language:
• Eye contact and facial expressions
• Posture
• Distance and contact
• Gestures
• Voice
• timing

On Board Training:
Training should be based on:
• Knowledge
• Skills
• Attitude
Use of on Board Training:
• Best place to learn is in the environment
• Practical application of the learned knowledge and skills is reinforced in situation
required.
• For demonstration of competence in a practical way
• Do not need to create unique learning experiences they are happening on job.
• Personnel are up to date with operational factors and will provide relevant ship specific
training e.g. safety, communication between ship and shore.
Points to consider while Training:
• Who is the trainee?

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 • What are the objectives?
• Which training method is most appropriate with respect to the specific learning objective.
• What resources are require.

Fatigue:
Fatigue leads to reduction in productivity and presence of mind, causing fatal accidents
and injuries.
Symptoms:
• Frequent yawning and sleepiness, forcing the person to doze off.
• Loss of concentration
• Lack of interest in work
• Drowsy and heavy reddish eyes.
• Lack of synchronization between body and mind.
• Diminishing Cognitive ability.
• Unable to grasp, act and respond.

Task Prioritization:
Emergency
Imminent threat to life, property, security or the environment. Warrants immediate response and
mitigation – but not necessarily a permanent repair.
Urgent
These situations pose a threat of personal injury, equipment damage, or a serious disruption.
Whenever possible, urgent work orders should be completed within 24 hours to mitigate the
situation before injury occurs, equipment or property is damaged, or the condition worsens.
Important
Work that does not fit the definition or urgent work but needs to be accomplished in an time
frame. Such work may be high profile in nature, have a short deadline date, usually warrants an
expedited response, ideally within 24 to 48 hours.
Routine
Normal maintenance or service item that does not pose an immediate risk to

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facilities, systems, equipment or components due to increased work load , work to be completed
within 24 hours to 30 days.
Not important work
That has been intentionally or unintentionally delayed due to lack of funding, impending asset
retirement, awaiting conflict resolution, long-term access issues, or has been subject to other
administrative issues or constraints.

Time Management:
Benefits of Time Management:
• Efficient
• Successful
• Healthy
Obstacles to effective time management:
 Unclear objectives
 Disorganization
 Inability to say “NO”
 Interruption
 Too many things to do

Team Work:
Team Work is successful when:
• There is effective and enjoyable communication between the team members.
• A very effective team – working approach, which all members are skilled & resourceful.
• Commitment on the part of team members to one another’s personal growth and success,
as well as to achievement of the goals.
• Processes for success in continues improvement of its own methods and output.
• High levels of creativity.
• Ability to deal with the most difficult, subtle and conflict provoking issue.
Ways to develop Team Spirit:
• Setting Clear Objective – Goal
• Setting Standards – Procedures

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• Developing Open And Frank – Relationships
• Rewarding Cooperation /Encouraging Trust – Roles
• Making Effective Decisions, Regular Review – Modification.

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Motivation:
LEVELS OF NEEDS
Level 5 = Self –Actualization
Fulfilment of goals and dreams
Need for self –fulfilment. Desire to
realize your full potential and become
the best you are capable of doing.
Level 4 = Self –Esteem
Self Respect and Acceptance
Need for reputation, prestige, and
recognition from others. Contains the
desire to feel important, strong and
significant.
Level 3 = Love and
Relationships(social needs)
Communication & Response
Need to be loved and to love. Includes
the desire for affection and belonging.
Level 2 = Your Family and work
(Safety needs)
Social Safety and Security
Need to be safe from physical and
psychological harm in the present and
future, and trust in a predictable future.
Level 1 = Basic needs
Physical Safety and Security
Need to stay alive! Biological and
cultural imperatives to live. Includes
having enough healthy food, air, and
water to survive.
MOTIVATION & BEHAVIOUR
Level 5 = Self –Actualization
Creativity
Be a self –starter, have enthusiasm, be creative,
be dedicated, enjoy challenges, love to
accomplish results.
Level 4 = Self –Esteem
Brainpower
Displays your talent and skills, have self
confidence, appreciate attention and recognition
from others.
Level 3 = Love and Relationships (social
needs)
Validation
Join and be active in clubs and groups, be able
to talk to others, marry and have a family
Level 2 = Your Family and work (Safety
needs)
Social Safety and Security
Work, save for future, improve skills and
talents, be responsible, and want an organized
predictable world.
Level 1 = Basic needs
Physical Safety and Security
Eat, sleep, and take care of your bodily needs,
provide for clothing, shelter, comfort, be free
from pain.
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Situational Awareness:

Situational Awareness is the ability to identify, process, and comprehend the critical elements of
information about what is happening in your environment. More simply, it’s knowing what is
going on around you.
• Be alert for deviations from standard procedures.
• Watch for changes in the performance of others around you.
• Be proactive, provide information in advance.
• Identify problems in a timely manner.
• Communicate effectively.
• Keep abreast of the mission or task status.
• Continually assess and reassess the situation.
• Ensure that all expectations are shared for complete awareness by everyone involved.
Clues to lose in Situational Awareness:
The loss of Situational Awareness usually occurs over a period of time and will leave a trail of
clues. Be alert for the following clues that will warn of lost or diminished:
• Confusion
• No one watching or looking for hazards
• Use of improper procedures
• Ambiguity
• Fixation or Preoccupation
• Failure to Meet planned Targets
• Unresolved discrepancies