MANAGEMENT 1

FINALS HAND-OUTS

Compiled by:

Capt.Joel M. Segovia, MM MME

MANAGEMENT (LEADERSHIP STYLES)

A Manager`s style is determined by the situation, the needs and organization. Organizational restructuring and the
accompanying cultural change has caused management styles to come in and go out of fashion. There has been a
move away from an authoritarian style of management in which control is a key concept, to one that favors
teamwork and empowerment. Managerial styles that focus on managers as technical experts who direct, coordinate
and control the work of others have been replaced by those that focus on managers as coaches, councilors,
facilitators, and team leaders.

Leadership and Management must go hand in hand. They are not the same thing, but they are necessarily linked,
and complementary. Any effort to separate the two is likely to cause more problems that it solves. Still much ink has
been spent delineating the differences.
The Manager`s job is to plan, organize and coordinate, while the Leader`s job is to inspire and motivate.
The Differences of Manager and a Leader
 Manager administers, Leader innovates
 Manager is a copy, Leader is an original
 Manager maintains, Leader develops

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  Manager focuses on systems and structure, Leader focuses on people
 Manager relies on control, Leader inspire trust.
 Manager has a short range view, Leader has long range perspective
 Manager ask how and when, Leader ask what and why
 Manager always had his/her eye on the bottom line, Leader`s eye is on the horizon
 Manager imitates, Leader originates
 Manager accepts the status quo, Leader challenges it
 Manager is a classic good soldier, Leader is his/her own person
 Manager does things right, Leader does the right thing
Leadership – is based on knowledge and expertise.
Management – is based on proven theories and guidelines.

CHALLENGES AND RESPONSE

Challenge and response: are the key to success in a time of deep and systemic changes. Most strategic planning is
superficial by comparison, for it only concentrates on getting a bigger slice of existing pie – which is not likely to be
around for very long.
There is another advantage to challenge and response thinking. And that is, that it is relevant at every level of the
organization. Leadership`s decision to launch a new product line or change markets presents upper-level
management with a challenge: how do we redefine the missions and even the identities of our units in the light of
this new organizational direction?
Authoritarian approach
A leadership style in which the leader dictates the policies and procedures, decides what goals are to be achieved,
and directs and controls all activities without meaningful participation by the subordinates.
Authoritarian leadership typically fosters little creativity in decision-making. Abuse of this style is usually viewed as
controlling, bossy and dictatorial. Authoritarian leadership is best applied to situations where there is little time for
group discussion.
Chain of Command
It is the order of hierarchy by which an organization wields and delegates authority and power from top management
to every employee at every level of the organization. By design, instructions flow downward along the chain of
command and accountability flows upward.
In the traditional chain of command, at each level of the organization, the power to make meaningful decision is
diminished. Command and control are intrinsic in the chain of command within the organization. The further up the
chain of command your job is located, the more power and authority, and usually responsibility, you have.
Terminology such as superior/subordinate to, refer to employees others report to, and employees reporting to. They
are part of the traditional hierarchial language and thinking.
One positive aspect of the chain of command is, clear reporting relationships exist with employees designated who
are responsible for communicating information, providing direction, and delegating authority and responsibility.

ALLOCATION ASSIGNMENT AND PRIORITIZATION OF RESOURCES

The officers and crew onboard ships are allocated duties and informed of expected standards of work and behavior
in a manner appropriate to the individuals concerned. Training objectives and activities are based on assessment of
current competence and capabilities and operational requirements. Operations are demonstrated to be in
accordance with applicable rules. Operations are planned and resources are allocated as needed in correct priority
to perform necessary tasks.
There are personnel, equipment and information as resources onboard ship.
Personnel in resources, are human resource to be allocated for safe navigation and are required to have
competency to manage and utilize other personnel as well as appropriate qualification for performing tasks.
Personnel are required to be well versed in the functions of equipment upon his/her position, to have the capability
to utilize information from the equipment and to confirm the functions are being demonstrated. Equipment should be

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set up and run as required to meet all the requirements for the safe operation of the ship. All equipment required
should be fully functional.

EFFECTIVE COMMUNICATION ONBOARD AND ASHORE

The ability to properly convey information by word of mouth and/or written communication is important not only to
the safety of the ship`s crews, visitors and passengers, but also to the well being of crews.
Effective communication are an essential ingredient to safe and efficient ship operations. The prime method for
operational communication is through speech. In operational situation such as berthing a ship or fire-fighting, it is
vitally important that those involved can communicate effectively. The standard of English of some seafarersis so
bad that they have difficulty communicating not only between themselves but also to outside agencies .
The barriers to effective communication
 Your message becoming distorted- therefore, risk wasting both time and/or money by causing confussion
and misunderstanding.
 Unclear delivery of message- not precise and using jargon or over-complicated, unfamiliar and/or technical
terms.
 Emotional barriers and taboos- Some people may find it difficult to express their emotions and some topics
maybe “completely off-limits” or taboo.
 Lack of attention, interest, distractions- or irrelevance to the receiver
 Difference in perception and viewpoint- difference in interpretation
 Physical disabilities- such as hearing difficulties or speech problem
 Physical barriers to non verbal communications – Not being able to see the non-verbal cues, gesture,
posture and generated body language can make communication less effective.

DECISIONS REFLECT CONSIDERATION OF TEAM EXPERIENCES

Working onboard ship may mean a beautiful and rewarding job, at the same time a dangerous one, implying risks,
isolation for long periods of time as well as a lot of duties carried-out under time pressure. All these generate stress
which has a dramatic impact on the crew onboard ship. Hence, the necessity of a good team in point of human and
professional relationship, as well as the presence of an assertive leader capable to motivate and lead the crew
towards the achievement of the objectives regarding the safety and efficiency of the voyage.
Placing a group of experienced employees together does not guarantee the success of the team. Each member
must perform at a high enough level to ensure that his/her contribution is an integral part in completing the task.
When time constraint, and all must work continuously to finish the task on time,
How to get the best out of the Team
 Team leader must conduct a meeting as soon as the team is formed and explain the mission of the team
clearly. Tell the members why they are chosen for the team.
 The leader must also work with the team to keep the momentum and provide encouragement to the team
members.
 Team leader must include the team members in planning to complete a task.
 The team leader must encourage employees who do not perform at high level to take responsibility for their
work and help the team in moving forward.
 Team leader must let the laggards know that their tasks are important and that the other members are
relying on them also for the completion of the team task.

ASSERTIVENESS AND LEADERSHIP, INCLUDING MOTIVATION

The reason why, extreme combination of authority and assertiveness develop, are analyze together with
the hazards they represent. The days when ships are run by autocratic leaders are passé`. People
onboard now are expected to take responsibility to do their jobs without being forced but, motivated. This

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is due to the development of participative culture which enhances the ability to make good decisions
about what should be done.
The various forms of Authority
 Charismatic Authority (familial and religious)
 Traditional Authority (patriarchs, patrimonialism, feudalism)
 Legal Authority (modern law and state, bureaucracy)
These three types are ideal pure types and rarely appear in their pure form.
Five easy ways to motivate employees
1. Align individual economic interest with company performance; Incentive compensation programs that give
employees at al levels of an organization a chance to benefit when a company prospers.
2. Take a genuine interest in the future path of an employee`s career.
3. Take a genuine interest in their work-life balance. (offering flexibility in work schedules)
4. Listening to employees(let employees feel that you are listening to their suggestions and ideas for the
improvement of their jobs)
5. Do unto others as you would have done unto you. (pertaining to treatment of subordinates)

OBTAINING AND MAINTAINING SITUATIONAL AWARENESS

Situational awareness refers to the capability to maintain a constant vigil over important information, understand
the various relationship among the various pieces of information monitored, and project this understanding into the
near future to make critical decisions. In reality, situation awareness is a form of mental bookkeeping.
Crewmembers aboard vessels, whether working on the navigation watch, on deck, in engineering, or in the galley,
must constantly maintain situational awareness to ensure safe operations.
The most common causes of ship`s collisions are lack of awareness combined with poor watch-keeping practices,
i.e. lack of a proper look-out. Lack of awareness arises often out of insufficient evaluation of information provided by
electronic navigational aids as a result of insufficient qualification and training of those who are assigned as watch-
keepers. Complacency adds to it and professional mistakes are the result.

APPRAISAL OF WORK PERFORMANCE

A performance appraisal is a systematic and periodic process that assesses an individual employee`s job
performance and productivity in relation in certain pre-stablished criteria and organizational objectives. It may also
consider the employee`s other aspects such as employee`s organizational citizenship behavior, accomplishments,
potential for future improvement, strengths, weaknesses, etc.
The three main methods of collecting performance appraisal
 Objective production
 Personal evaluation
 Judgemental evaluation
Judgemental evaluation is the most commonly used, with a large variety of evaluation methods.
Performance improvement is the main reason for performance evaluation.

SHORT AND LONG TERM STRATEGIES

Strategy- is defined in Oxford dictionary, as a plan of action designed to achieve a long term or overall aim. Strategy
is important because the resources available to achieve these goals are usually limited.
Strategy generally involves;
 Setting goals
 Determining actions to achieve the goals
 Mobilizing resources to execute the actions
The strategy describes how the ends (goals) will be achieved by the means (resources).

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The senior leadership in an organization is generally tasked with determining strategy. Achieving sustainable
competitive advantage depends on formulation and implementation of appropriate human resources strategies in
dynamic and complex environments. The increasing interest in strategic management of organizations has resulted
in concentrating on various organizational functions with their role in the management strategic management
process.

SITUATION AND RISK ASSESSMENT PROCESS

Situation awareness is the perception of environmental elements with respect to time and/or space, the
comprehension of their meaning, and the projection of their status are after changes in variable, such as time, or
some other variable such as, pre determined event.
Awareness of risk is an important aspect of risk manangement. People depend on high awareness to take
precautions to manage risk. If the risk awareness is calibrated to the true risk level of the institutions, and a better
understanding of the issues with diverse events notification systems are clearly understood , precautions and
mitigation procedures may be promulgated and executed on time.
Typical causes of poor situational awareness;
 Faulty perception
 Excessive motivation
 Complacency
 Overload and fatigue
 Distraction
 Poor communication
Situational awareness, or paying attention to your surroundings can help you succeed in all aspects of your life,
including in your studies performance. While situational awareness may not begin as second nature, once you start
to observe your surroundings and listen to the people you interact with, you will discover that it becomes easier.
The (HSE) Health and Sfety Executive`s definition of a Risk Assessment – is: a careful examination of what, in your
work, could cause harm to people, so that you can weigh up whether you have taken enough precautions or should
do more to prevent harm. A risk assessment is a vital element for health and safety management and its main
objective is to determine the measures required to comply with statutory duty under the “ Health and Safety at Work
Act 1974” and associated regulations by reducing the level of incidents/accidents. A risk assessment will protect the
workers and the business as well as comply with law. A risk assessment should be done before any work or task be
done especially, if it presents ris of injury or ill-health. There are no fixed rules to follow on how a risk assessment is
to be carried-out, but here are five principles to ensure that a risk assessment is correctly carried-out;
1. Identify the hazards
2. Decide who must be harmed and how
3. Evaluate the risk and decide on control measures
4. Record your findings and implement them
5. Review your assessment and update if necessary
Hazard – is something having “ a potential to cause harm”, Risk is “ the likelihood of that potential harm to happen.
Risk Management is the identification, assessment, and prioritization of risk followed by coordinated and
economical application os resources to minimize, monitor, and control the probability and/or impact of unfortunate
events or to maximize the realization of opportunities.

IDENTIFY AND COSIDER GENERATED OPTION

Leaders also influence performance at team level of analysis.

The major phases of strategy-making/strategy-executing process;
 Developing a vision and mission, setting goals and objectives
 Crafting strategy
 Executing the strategy

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  Evaluating performance
A leader must know how to plan, identify and solve problems, make decisions, and supervise.
After a problem had been identified and available information gathered, a leader should be ready to develop
possible course of action. Be able to keep an open mind and be open to changes. A good problem solver, practices
60% anticipation for changes and 40% ability to improvise. Willing to reject a preconceived idea and to rule by
action, instead of acting by the rules. A good leader thinks of as many “ what ifs” he can, in order not to be
surprised. Develop courses of actions to counteract events that might hinder accomplishment of your mission.
Brainstorming session is a good technique to use when there is difficulty developing courses of action. Team
members can also appreciate their leader as they are participating in the development on the courses of action to
take for a solution of a problem.

SELECTING COURSE OF ACTION

It is another mistake to think the course of action with the most advantages or the fewest disadvantages is the one
that you should recommend or use.In most cases, that maybe true, but by weighing the importance of each
advantage and disadvantage, there maybe times that the best course of action has fewer advantages (but all critical
to to the mission accomplishment)and one or more disadvantages than another choice(but most are insignificant).
Up to this point of problem solving and decision making process, leaders should have involved subordinates to
research the problem, gather information, and develop and analyze the various courses of action. Subordinates are
more likely to support a plan or decision if they took part in the development. This technique will pay-off in terms of
increase interest, higher morale, and better efficiency by team members.
A system should be develop to ensure that subordinates accomplish their tasks according to set standards and on
time.Like planning, and decision making, evaluation takes place all the time. Learn to evaluate everytime you make
a decision. Evaluation measures valuation also improves the planning and decision-making processes if it
incorporates feedback into action.
Leaders should have a routine system for checking and double checking the actions that are important to cohesion,
discipline, morale, and mission n can cause them to fail accomplishment. They must check, but human nature can
cause them to fail.

EVALUATION OF OUTCOME EFFECTIVENESS

After developing understanding of how your organization or team fits within the context of the internal and external
environments, it`s time to think about the different things that you could do to create a clear advantage. Start by
evaluating each option in the light of the contextual factors you have identified.
Techniques like risk analysis, failure modes, and effects analysis and impact analysis can help you spot the possible
negative consequences of each option, which can be very easy to miss. Make sure that you explore these
thoroughly. Many options will be analyzed on a financial basis.
Leadership is critical to forming and implementing strategy and without it, good strategy does not happen.
Examining strategy through the lens of leadership focuses the topic on the critical tasks that a leader must
undertake to create and execute strategy.
In choosing this focal point, managers may find that some strategic activities such as industry analysis, competitive
analysis, and internal analysis become their second priority because it is not important for the leader to do them as it
is to make sure such activities get done.

DECISION MAKING AND PROBLEM SOLVING TECHNIQUES **

Problem solving strategies are steps that one would use to find the problem(s) that are in the way to getting to one`s
own goal. Some would refer to this as problem-solving cycle. In this cycle one will recognize the problem, define the
problem, develop a strategy to fix the problem, organize the knowledge of the problem cycle, figure-out the
resources at the user`s disposal, monitor one`s progress, and evaluate the solution for accuracy. Although called a

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cycle, one does not have to do each step in order to fix the problem; In fact, those who don`t are usually better at
problem solving. The reason it is called a cycle, is that, once one is completed with a problem, another usually will
pop up.
Blanchard Fields (2007) looks at problem solving from one of two facets;
 Problems that only have one solution (like math problems, or fact based questions) which are grounded in
psychometric intelligence
 Socio emotional in nature and are unpredictable with answers that are constantly changing( eg. Your
favorite food, or what you get someone for bday present).
The following are called “problem-solving techniques”;
 Abstraction-solving the problem in a model of the system before applying it to the real system
 Analogy- using a solution that solves an analogous problem
 Brainstorming- (especially among groups of people) suggesting a large number of solutions or ideas and
combining and developing them until an optimum solution is found.
 Devide and conquer- breaking down a large, complex problem into smaller, solvable problem.
 Hypothesis testing- assuming a possible explanation to the problem and trying to prove (or in some
contexts, disprove) the assumption.
 Lateral thinking- approaching solutions indirectly and creatively.
 Means-Ends analysis- choosing an action at each step to move closer to the goal
 Method of focal objects- synthesizing seemingly non-matching characterestics of different objects into
something new.
 Morphological analysis- assessing the output and interactions of an entire system.
 Proof- try to prove that the problem can not be solved. The point where the proof fails will be the starting
point for solving it.
 Reduction- transforming the problem into another problem for which solution exists.
 Research- employing existing ideas or adapting existing solutions to similar problems.
 Root cause analysis- identifying the cause of a problem
 Trial and error- testing possible solutions until the right one is found.

AUTHORITY AND ASSERTIVENESS

The reason why extreme combination of authority and assertiveness develop, are analyze together with the
hazards they represent. The development of the participative culture, enhances the ability to make good decisions
on what should be done.
Various forms of authority
 Charismatic authority (familial and religious)
 Traditional authority (patriarchs, patrimonialism, feudalism)
 Legal authority (modern law and state, bureaucracy)
Merchant ships commonly have a simple organizational structure in which the Ship`s Master has the highest
authority that is due to him lawfully. Such an organization implied input and output parameters that are supposed to
maintain the function of the organization according to a previously devised scheme that took little consideration of
the people involved in the organization.
The principles of such Ship`s organization survived in the hierarchical organization. The aim and purpose of a
functionally structured ship organization is to achieve efficiency and effectiveness through adaptation of people to
the mechanicistic model of behaving and carrying out duties. Hierarchical structure and the principle of
subordination also determine the concept of authority that represents and maintains such an aspect of organization.
Assertiveness- is the quality of being self-assured and confident without being aggressive. In the field of psychology
and psychotheraphy, it is a learnable skill and mode of communication.

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 JUDGEMENT

Everyday we face different situations that bring different opportunities. These opportunities offer us different
directions for the future. The choice is ours. We can choose one of many decisions. Choosing thebright decision is
not an easy task. One single decision can make a huge difference in our life.
Choosing a right decision requires a good judgement.
Judgement- can be defined as the ability to conclude based on facts, in order to make further steps. It is forming of
conclusions and taking actions that consider facts, resources, and constraints and are based on perceptive
observations. Good judgement directly affect future course of professional and private events. The judgement can
be based on various internal factors: knowledge, experience, information gathering an analysis and intuition.
The three types of judgement;
 Value judgement- is when one who make the judgement consider values of importance
 Reality judgement- is when one who make the judgement know where to stop
 Action judgement- is a mental ability for decoupling the element of similar idea and combining them in a
new way.

EMERGENCY MANAGEMENT **

A quality-focused organization can be very effective in emergency responses and in adapting to the dynamic
challenges it faces during a crisis. However, most of the people placed in a leadership position during a crisis will
resort to a very authoritative approach because of the way the crisis develop. In crisis, leaders are taken by
surprise. They feel, they must make decisions rapidly, and they perceive that decisions must be made in the highest
level in the organization.
Shipboard emergency management
Generally, emergency management rests on three pillars;
 Knowledge about past emergencies
 Understanding of human nature expressed in the social sciences
 Specialized expertise in response mechanisms
Ship management in emergencies is mostly based on previously trained and organized crew. In emergencies a
combination of knowledge, skills and training of crewmembers as well as the organization of the management are
fully expressed. Seafarers are prepared in advance for some emergencies such as, urgency in case of fire, man
overboard, and abandonship for in these circumstances there prescribed procedures and drills thus, making
appropriate reactions timely possible.In the same category, there are also emergencies which can not before be
seen which result from a breakdown of equipment or automation system. These are the cases of a high degree of
urgency to which it is very difficult to respond with a reasoned, appropriate and quick re-action. These are precisely
the emergencies for which can not be foreseen, that demand specific knowledge from the stand point of
management.
No matter how small a fire, it can become a life threatening situation. At sea, everyone aboardship, be they crew,
scientist, or passenger is a member of the fire department. When the fire alarm sounds, everyone has a specific
emergency billet assignment and each person is relied upon by all others aboard tocarry-out that assignment. All
hands should familiarize themselves with the location of equipment, as well as the damage control lockers and its
contents. Upon hearing the fire alarm, everybody should proceed to their emergency muster station. The alarm is
always followed by an announcement in the public address system detailing the location of the fire.
Usually, the fire alarm is a 10 seconds continuous ringing of the General alarm bell and a 10 seconds sounding of
the ship`s whistle.
When abandonship order is given, everybody must report to their respective assigned lifeboat muster stations.
Abandoning the ship, is an action of last resort. The officer in-charge of each life boat, shall muster the crew
assigned on his lifeboat then, dispatch the person in-charge for launching the lifeboat into the water. Each person
shall bring with them their protective survival clothing, survival suit, personal floating device(i.e.., life jacket), and
other equipment assigned in their abandon ship billet. Orderly seamanlike actions at the embarkation stations will
assure the rapid and efficient abandoning of the ship.
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Man Overboard
Action of the witness upon seeing a person going overboard;
 Call out for assistance and throw a life ring bouy into the water, preferably one equipped with a strobe light.
 Then throw another life ring bouy (at night, one equipped with a strobe light) into the water. This will create
a visual range for the officer of the Watch and the look-outs, aiding the search effort.
 Keep the victim under surveillance if at all possible, but do not delay passing the word to the Bridge. The
ship`s navigation record, as contained in the Marine Operations Abstract or Dead Reckoning Abstract, will
be crucial for search planning, as well as the hourly weather observations entered into the Weather Log.
Situation then becomes a Search and Rescue operation of a far more complicated nature. Underway, until proven
otherwise, when a crew member is unaccounted for; it will be presumed that the individual has been lost overboard.
Initial actions will be to notify the Marine Operations Center Director of the situation and the nearest Rescue
Coordination Center for assistance. Search operations will be conducted with the advice and guidance of SAR
professionals.
Alarm signal for dismissal from Drill
Three (3) short blast on the Ship`s whistle and general alarm bell. However, it will depend on the Company`s
Safety Management System (SMS) if they want to revise the Dismissal from Drill Signal.Just consult the Ship`s
Muster List onboard as some Company`s dismissal from drill signals are; three prolong blast on the Ship`s whistle
and general alarm bell. Actually, SOLAS Consolidated edition 2001 does not state the standard signals for
Emergency and Abandon ship.
One of the most important factors in dealing with an emergency situation is the presence of a solid action plan
apart from a sharp mind and lack of fear.
Incident of a serious or harmful nature are classified as emergency.
Emergency preparedness in case of accidents in ships general rule which is applicable to all situations whether on
board a ship in the middle of the ocean, or in a crowded city amidst a sea of people. It is therefore necessary to
know about the emergency essentials since, there are so many types of emergencies which might arise when you
are onboardship, in port or at sea.
Emergency Preparedness in case of accidents in ships;
1. Refrigerated store alarms, etc.
2. Cargo tank level alarms
3. Fire detector alarms
4. CO2 release alarms
5. Engineer alarms for unmanned machinery spaces
As soon as possible, after joining the ship, personnel must acquire knowledge of;
 The meaning of emergency signals
 Intructions of the Muster List and their duties
 The location and use of life-saving equipment
 escape routes and equipment
 emergencies, involving the sinking of ship
 the means provided for survival on ship and survival craft
Abandoning ship complications- some of the survival crafts not capable of being launched.absence of lighting,
absence of personnel assigned to certain duties.
 When the general alarm is sounded, you meet at your emergency station and act according to your
instructions.
 Keep calm and avoid panic
 Check your life jackets
 Follow instructions
Means of Survival
 Means of keeping afloat and a means of keeping warm
 Drinking water and food
 Means of communicating with ships or rescue services
*** END ***