MGMT 1 Midterm Compilation

MANAGEMENT 1 MIDTERMS
LESSON 9: ABILITY TO APPLY TASK AND WORKLOAD MANAGEMENT

Planning and Coordination
 Planning is the process of thinking about the activities required to achieve a desired goal. It is the first and foremost
activity to achieve desired results. It involves the creation and maintenance of a plan, such as psychological aspects
that require conceptual skills. There are even a couple of tests to measure someone’s capability of planning well. As
such, planning is a fundamental property of intelligent behavior. An important further meaning, often just called
"planning" is the legal context of permitted building developments.
 Also, planning has a specific process and is necessary for multiple occupations (particularly in fields such as
management, business, etc.). In each field there are different types of plans that help companies achieve efficiency
and effectiveness. An important, albeit often ignored aspect of planning, is the relationship it holds to forecasting.
Forecasting can be described as predicting what the future will look like, whereas planning predicts what the future
should look like for multiple scenarios. Planning combines forecasting with preparation of scenarios and how to
react to them. Planning is one of the most important project management and time management techniques.
Planning is preparing a sequence of action steps to achieve some specific goal. If a person does it effectively, they
can reduce much the necessary time and effort of achieving the goal. A plan is like a map. When following a plan, a
person can see how much they have progressed towards their project goal and how far they are from their
destination.
 Planning is the process of thinking about the activities required to achieve a desired goal. It is the first and foremost
activity to achieve desired results. It involves the creation and maintenance of a plan, such as psychological aspects
that require conceptual skills. There are even a couple of tests to measure someone’s capability of planning well. As
such, planning is a fundamental property of intelligent behavior. An important further meaning, often just called
"planning" is the legal context of permitted building developments.
 Also, planning has a specific process and is necessary for multiple occupations (particularly in fields such as
management, business, etc.). In each field there are different types of plans that help companies achieve efficiency
and effectiveness. An important, albeit often ignored aspect of planning, is the relationship it holds to forecasting.
Forecasting can be described as predicting what the future will look like, whereas planning predicts what the future
should look like for multiple scenarios. Planning combines forecasting with preparation of scenarios and how to
react to them. Planning is one of the most important project management and time management techniques.
Planning is preparing a sequence of action steps to achieve some specific goal. If a person does it effectively, they
can reduce much the necessary time and effort of achieving the goal. A plan is like a map. When following a plan, a
person can see how much they have progressed towards their project goal and how far they are from their
destination.
How to Measure Your Strategic Plan’s Success
By Erica Olsen
 You’ve developed your strategy plan and have a clear road map designed to reach your vision. The next step is to
put your plan into action and manage the process as well as the plan’s performance. Creating good, solid measures
is the first step to developing your performance scorecard. Measures are quantifiable performance statements, and
they must follow certain guidelines. Measures should be:
o Relevant to the goal and strategy
o Placed in context of a target to be reached in an identified time frame
o Capable of being tracked period after period
o Owned by the person who’s responsible for the goal
The following are different types of measures:
 Efficiency measures: These measures are productivity and cost effectiveness measured as ratio of outputs per
inputs. Examples of efficiency measures include turnaround time per application processed and number of students
graduating to number of students enrolled.
 Outcomes measures: These measures are the end result of whether services meet proposed targets or standards
and demonstrate impact and benefit of activities. Examples include the percent increase in internships and the
application to enrolled yield rate.
 Quality measures: These measures gauge effectiveness of expectations and generally show improvement in
accuracy, reliability, courtesy, competence, responsiveness, and compliance. Examples of quality measures include
number of audits with no findings or within a range of accuracy.
 Project measures: These measures show progress against an initiative that has a terminus. The measure is usually
stated as the percent complete.
The importance of feedback and why effective leaders will provide it and seek it.
 Feedback is the process in which part of the output of a system is returned to its input in order to regulate its further
output, and should be an essential part of education, training and personal development.
 Feedback is the process in which part of the output of a system is returned to its input in order to regulate its further
output. It should be an essential part of education, training and personal development.
 It helps learners to maximize their potential at different stages of training, raise their awareness of strengths and
areas for improvement, and identify actions to be taken to improve performance. The most effective leaders actively
seek feedback to enhance their performance.
 Feedback can be seen as informal as in day-to-day encounters between teachers and students, peers or colleagues
or formal as part of a written assessment. However, there is no sharp dividing line between assessment and
teaching in the area of giving feedback on learning.
 It is difficult to be self-aware without feedback from others. Feedback from others informs us in ways that enriches
our self-knowledge.
 Communications are more effective where feedback is applied. It is possible to judge to what extent the
communication is getting through, and an opportunity is given for questioning which leads to clarification.
Conferences and meetings in particular have a considerable advantage in permitting this kind of feedback.
 The impact of failing to provide feedback to learners are many and if we don’t provide feedback what is the learner
gaining, or assuming? They may, for instance, believe that everything is fine and that there are no areas for
improvement. Learners value feedback, especially when it is given by somebody credible who they respect for their
knowledge and/or experience.
 Some people in the workplace suffer from poor performance as a result of not receiving feedback and it is very
common in many organisations and educational institutions. A dearth of feedback occurs even in small
organisations, in teams and in families.
 The ‘feedback famine’ is a vacuum that occurs when people receive inadequate information in respect to their
performance. This concerns ongoing, regular and informal feedback. It is timely, specific and may help the individual
ascertain:
o Whether they were successful or not in achieving their goals;
o What they are supposed to be achieving in their role, i.e., why their role exists;
o What they are currently doing well and what areas require improvement;
o How they are impacting on others in the workplace.
The importance of feedback
 Feedback is the cheapest, most powerful, yet, most underused management tool that we have at our disposal. It
helps people get on track and serves as a guide to assist people to know how they and others perceive their
performance.
 Feedback can also be highly motivating and energizing. It has strong links to employee satisfaction and productivity.
People like to feel involved and identified with their organisation. Effective leaders have good listening and
emotional awareness – they understand the impact that their behaviour has on others.
 When staff receive little feedback they tend to be self-critical or self-congratulatory as they are relying upon events
rather than specific feedback to measure their performance and impact.
Coordination
 the process of organizing people or groups so that they work together properly and well
 the harmonious functioning of parts for effective results
Examples of shipboard coordination:
 Examples include maintenance and upkeep of the ship, handling of the ship's rigging and ground tackle, coordination
of underway replenishment operations, conductance of minesweeping operations, maintenance and operation of
the ship's boats, supervision of diving and salvage operations (including towing), and serving as shipboard
seamanship specialists. Undesignated seamen, or those who have not selected a rating (e.g. job or vocation), are
normally the most junior sailors on board and are usually sent to the deck department for their first assignment.
Human Limitations
 Fatigue is a term used to describe an overall feeling of tiredness or lack of energy. It isn’t the same as simply feeling
drowsy or sleepy. When you’re fatigued, you have no motivation and no energy. Being sleepy may be a symptom of
fatigue, but it’s not the same thing.
 Fatigue is a common symptom of many medical conditions that range in severity from mild to serious. It’s also a
natural result of some lifestyle choices, such as lack of exercise or poor diet.
 Misunderstanding -a failure to understand, or an argument resulting from the failure of two people or two sides to
understand each other
Complacency definition
 self-satisfaction especially when accompanied by unawareness of actual dangers or
 an instance of usually unaware or uninformed self-satisfaction
Human Performance and Limitations
 The Nautical Institute’s latest book, 'Human Performance and Limitation for Mariners', builds on a concept first
introduced in the aviation industry that was responsible for a massive reduction in accidents.
 It focuses on enabling seafarers to make the best use of their physical and mental abilities in the challenging
shipboard environment.
 Captain Robert McCabe FNI, the Institute’s President, said: “Although we seek to learn and benefit from these
lessons out of the aviation industry, we recognise two major differences with the maritime industry.”
 He said that vessels are subjected to different motions and effects such as noise, heat, and vibration. The second,
and more significant difference that this book describes, is the ship is home for maritime professionals for many
months at a time so there are more challenges to life onboard.
 One of these challenges is fatigue, which is often implicated in casualty reports.
 Captain McCabe said that all crew members have a part to play in the safety and commercial success of their
vessels. Crews are responsible for the lives of all those onboard, for millions of dollars of company assets in the form
of the ship itself, hundreds of millions of dollars in cargo value and billions of dollars in terms of liabilities and
environmental impact.
 All mariners need to be aware of how to protect themselves physically and mentally and to make the best use of
their physical and mental abilities to manage modern ships in an increasingly complex and dynamic maritime
environment.
STCW Code - Crew Fitness for Duty
 The Australian Maritime Safety Authority (AMSA) has recently published Marine Notice No. 18 of 2010 concerning
“Fitness for Duty”. The notice has been issued following a period of enhanced focus by Port State Control Officers
(PSCOs) on compliance with the hours of rest requirements set out in the Standards of Training, Certification and
Watchkeeping (STCW) Code. PSCOs in Australia have been checking vessels’ hours of work/rest records and other
documentation to determine whether or not they are accurate. The exercise has resulted in the identification of
deficiencies due to unsatisfactory record-keeping, and in some cases vessels have been detained. Masters are
therefore reminded of their obligations to ensure that the watchkeeping arrangements on board and hours of
work/rest records comply with statutory requirements at all times.
 The STCW Code allows for rest periods to be reduced to below the specified minimum in certain circumstances; in
an emergency, when conducting emergency drills and for “overriding operational conditions”. It appears that some
operators and Masters have been interpreting “overriding operational conditions” incorrectly, applying this
provision to any operation resulting in hours of rest being reduced to below the statutory minimum. AMSA’s notice
states that it does not consider “overriding operational conditions” to include activities associated with the normal
activities of a vessel, such as arriving and departing port and cargo operations.
 AMSA is not the only governmental agency concerned with crew members not receiving their required hours of rest.
Earlier this year the United Kingdom (UK) Maritime and Coastguard Agency (MCA) issued a press release drawing
attention to MCA action regarding unsafe manning levels. Vessels operating on intensive schedules with small crews
are being singled out for particularly close scrutiny. PSCOs in the UK are examining posted watchkeeping schedules
and are checking hours of work/rest records against trading patterns to verify their accuracy. Checks are also being
made to ascertain whether vessels are posting a dedicated lookout on the bridge during the hours of darkness.
Breaches of regulatory requirements will result in deficiencies being raised and, depending on the severity of the
offence, may lead to a detention. Significant violations may result in prosecution. The MCA is also checking that
companies operating UK flag vessels are monitoring the work/rest records of their fleet when carrying out ISM Code
audits ashore.
 In order to be certain that crew members are suitably rested and operations comply with the requirements of the
STCW and ISM Codes, Members are advised to ensure that:
o Watchkeeping schedules are posted and reflect the actual watchkeeping arrangements onboard.
o Records of hours of work and rest are completed accurately.
o Crew members are adequately rested prior to departure and first watch following a port call.
o Records of hours of work and rest are examined during internal audits to confirm that the personnel
onboard are receiving sufficient rest in accordance with STCW Code requirements.
o Hours of rest are not being reduced to below the statutory minimum by applying the “overriding operational
conditions” provision to routine operations.
 Members requiring any further information should contact the Loss Prevention Department.
Time and Resource Constraints
Time Constraints
 In law, time constraints are placed on certain actions and filings in the interest of speedy justice, and additionally to
prevent the evasion of the ends of justice by waiting until a matter is moot. The penalty for violating a legislative or
court-imposed time constraint may be anything from a small fine to judicial determination of an entire case against
one's interests.
 For example, if a complaining party files an action and then fails to cause the papers pertaining thereto to be served
on the opposing party within the time established by local rules, and is unable to convince the court that there was
good and sufficient reason for the delay, he risks having his action dismissed with prejudice. If the opposing party is
served with the papers and Anil fails to respond within the time limit provided for his answer, he risks having the
case decided against him by default.
 If one is aggrieved by the judicial outcome of an action and wishes to appeal, he may be forever barred from doing
so if he fails to meet the deadline by which his appeal may be filed.
 Factors that can cause time constraints:Time, Money, Labor, Materials, Equipment, Tools, Expertise, Skills,
Commitment
Any related requirements
 The resource constraint definition refers to the limitations of inputs available to complete a particular job: primarily
people time, equipment and supplies. Every project you accept will require some combination of time and
resources.
 If you are a sole practitioner, you may have 40 hours of time per week to distribute among your available projects.
And if your only equipment and supplies reside within your computer, that may be your only resource. In this
situation, if you accept no more work than you can handle per week, your time constraints and resource constraints
will always remain in balance.
 Factors that cause resource constraints: Schedule, Project completion, Development backlog, Labor costs, Resource
allocation, Leadership and Teamwork importance
 Two important aspects of group communication—especially in the business environment—are teamwork and
leadership. You will work in a team and at some point may be called on to lead. You may emerge to that role as the
group recognizes your specific skill set in relation to the task, or you may be appointed to a position of responsibility
for yourself and others. Your communication skills will be your foundation for success as a member and as a leader.
Listen and seek to understand both the task and your group members as you become involved with the new effort.
Have confidence in yourself and inspire the trust of others. Know that leading and following are both integral
aspects of effective teamwork.
Personal Abilities, Prioritization and Workloads, Rest and Fatigue
 Personnel assignment - Staff or personnel assignment means the identification, selection and provision of specific
personnel for short, medio and long term projects, and selected especially for final owners or clients, engineering
companies, EPC’s, inspection agencies, in order to cover the positions´ needs
Prioritization
 Prioritization is the activity that arranges items or activities in order of importance relative to each other. In the
context of medical evaluation it is the establishment of the importance or the urgency of actions that are necessary
to preserve the welfare of client or patient. In the clinical context, establishing priorities aids in the rationale and
justification for the use of limited resources. Priority setting is influenced by time, money, and expertise. A risk
priority number assessment is one way to establish priorities that may be difficult to establish in a health care
setting.
 Software has been designed to assist professionals in establishing priorities in a specific business setting.
Workloads, Rest and Fatigue
What is fatigue?
 Fatigue in a work context is more than feeling tired and drowsy. It is a state of mental or physical exhaustion (or
both) that reduces a person’s ability to perform work safely and effectively.
 Symptoms of fatigue include:
o slower reactions o lack of attention
o reduced ability to process information o reduced ability to identify and calculate risk
o memory lapses o reduced coordination
o absent-mindedness o changes in behaviour (e.g. arriving late for
o decreased awareness work)
Why is fatigue a problem in the workplace?
 Fatigue can result in:
o errors and accidents o reduced productivity
o ill-health and injury o low team morale.
What can contribute to fatigue?
 Fatigue can be caused by factors that are work related, not related to work, or a combination of both. The effects
can accumulate over time.
 Fatigue may result from prolonged or intense mental or physical activity, sleep loss or extended wakefulness, or
disruption of a person’s body clock (e.g. through shift work). It is also related to workload because workers are more
easily fatigued if their work is machine-paced, complex or monotonous.
What can be done about fatigue?
 Both the employer and worker have responsibilities to manage the risks from fatigue.
 Employers should conduct a risk assessment that takes into account the fatigue risk factors relevant to their
operation and develop a fatigue management plan.
The Difference Between Leadership and Management
 People often mistake leadership and management as the same thing but in essence, they are very different. The
main difference between the two is that leaders have people that follow them, while managers have people who
simply work for them. Particularly in small businesses, for a small business owner to be successful they need to be
both a strong leader and manager to get their team on board with working towards their vision of success.
 Leadership is about getting people to comprehend and believe in the vision you set for the company and to work
with you on achieving your goals, while management is more about administering and making sure the day-to-day
activities are happening as they should.
 Leadership and management must go hand in hand. They are not the same thing, but they are necessarily linked and
complementary to one another. Any effort to separate the two within an organisation is likely to cause more
problems than it solves. For any company to be successful, it needs management that can plan, organise and
coordinate its staff, while also inspiring and motivating them to perform to the best of their ability.
7 Unconventional Leadership Techniques that Multiply Your Team’s Performance
 Poor leadership can turn a team of A-players into an unmotivated mess.
 Great leadership can help the same group improve, grow, and reach higher levels of performance than any
individual on the team thought possible.
 For all that’s been written about leadership, being a leader is still hard.
 Great leadership takes a deep understanding of your direct reports and organization. It means pointing to the
horizon and staying calm when things get difficult.
 And it means constantly looking for new leadership techniques to support and improve the performance of your
team.
Here are 7 leadership techniques that can help you become a better leader.
 De-hassle instead of delegate
 Help team members use their strengths
 Avoid “but,” “no,” and “however”
 Praise fast
 Communicate clearly
 Take a step back—even when they know better
 Answer questions with questions
1. De-hassle instead of delegating
 Great leaders understand that leadership begins with the team you build.
 When you build a team of talented people, you shouldn’t really need to spend much time amping them up. As Pixar
co-founder Ed Catmull argued in his book Creativity Inc., one of the most important leadership techniques is to hire
people smarter than you are.
 “The best managers are less concerned about motivating their people and more concerned about NOT demotivating
them. They consider it their job to prevent the hassles that block their team’s performance.”
 Smart, motivated people don’t need more motivation – they just need to stay motivated.
 “The #1 demotivator for talented people is having to put up with bozos, as Steve Jobs would call them. Nothing is
more frustrating for A Players than having to work with B and C Players who slow them down and suck their
energy.”
 If you get the right people on board, the tasks they do should excite them. Your job is to protect them from the
things that steal their excitement. In task motivated leadership, that’s inspiration.
 It’s important to get the right people on the ship. To keep those people motivated, it’s important to give them a
creative environment.
 Then, work to remove demotivators instead of trying to motivate. No motivational speech is going to make a boring
spreadsheet any less boring.
 You’ll still need to delegate and divvy up work as a leader. But it’s important to view delegation as a process of
finding the best person for each job – rather than the process of getting annoying tasks off your plate.
 Of the principles of high performing teams, this is the most important. Hire smart people and give them the support
they need – but also, leave them alone
2. Help team members use their strengths
 Being good at things feels good.
 This second point builds on the first leadership technique of avoiding demotivation. Presumably, you hired your
team because of their strengths – they had a technical skill or skill set that your team needed, and matched your
culture.
 If that’s true, then it’s crucial that your leadership techniques help them spend as much time on their strengths as
possible.
 “What ultimately sets great managers apart from the merely good ones is that they help their people play to their
strengths. To understand how to do this requires a refined definition of what constitutes a strength. A strength isn’t
just something you’re good at; it’s only a strength if it literally gives you strength, gives you energy.”
 Eric Barker, author of Barking Up the Wrong Tree, makes a similar point:
 “The more hours per day you spend doing what you’re good at, the less stressed you feel and the more you laugh,
smile, and feel you’re being treated with respect.”
 What is each member of your team best at? What gives them energy? Diverting workflows to play to people’s
strengths – even two people with roles that seem similar – can help you create a highly energized team.
 Bonus: have your team teach their strengths to each other. Forget trust falls – team building techniques are more
effective when they build trust within the context of your work.
3. No “buts,” “nos,” or “howevers”

 What’s your first reaction to an idea?
 Leaders are the people setting the tone for performance in the workplace.
 Most people would agree that it’s important to have a culture where ideas can flow freely. You don’t want someone
with a potentially game-changing idea to sit quietly, right?
 Ed Catmull argues this point in Creativity Inc.
 “A company’s communication structure should not mirror its organizational structure. Everybody should be able to
talk to anybody.”
 But even though most people would agree that the free flow of ideas is essential to a healthy company culture,
many managers unintentionally react to ideas in a way that discourages them in the long term.
 The culprits? There are three: the words “no,” “but,” and “however.”
 Uber-executive coach Marshall Goldsmith explained these powerful demotivators in his excellent book
 What Got You Here Won’t Get You There.
 “When you start a sentence with ‘no,’ ‘but,’ ‘however,’ or any variation thereof, no matter how friendly your tone or
how many cute mollifying phrases you throw in to acknowledge the other person’s feelings, the message to the
other person is ‘You are wrong.’
 It’s not, ‘I have a different opinion.’ It’s not, ‘Perhaps you are misinformed.’ It’s not, ‘I disagree with you.’ It’s bluntly
and unequivocally, ‘What you’re saying is wrong, and what I’m saying is right.’”
 Note: You can agree that the idea is good and still fall into this trap.
 The important leadership technique here is not that you have to accept every new idea that comes across your desk.
It is that you need to make people feel good when they come to you with an idea.
 When your first response to a new idea is “no,” “but,” or “however,” the first feeling the idea-giver has is
disappointment.
 Even if you ultimately agree with the idea. Even if the idea gets implemented. Even if the idea turns out to be game-
changing.
 When the first feeling someone gets is disappointment, they’re going to stop coming to you with their ideas
4. Praise fast
 What do leaders need to give their team?
 Feedback.
 Top performers crave feedback (criticism as well as praise).
 When do you tell people that they’re doing a good job? How often?
 The answer to this question is important. And it comes down to behavioral psychology.
 In 1898, Edward Thorndike coined the term “Law of Effect” to describe a simple phenomenon: actions that get
rewarded start to happen more often. Actions that get punished happen less often.
 This key insight would later lead to the creation of behavioral psychology as a field, as well as the discovery of
operant conditioning.
 Once again, most managers would agree that it makes sense to praise employees. At the same time, not all
managers are praising employees effectively.
 In his book Turn the Ship Around!, L. David Marquet shares the key insight that separates effective praise from
ineffective praise: immediacy.
 “Immediate recognition means just that, immediate. Not thirty days. Not thirty minutes. It should be immediate.”
 As behavioral psychology research shows, rewards need to happen closely after the action they’re rewarding to be
effective.
 Through his experience in the military, Marquet has reached a similar conclusion – praise is more effective when you
praise fast.
 When you think about giving feedback, keep these points in mind:
 Criticism is really important (it’s how people grow). At the same time, you should point out things that are going
well.
 Praise should be as specific as criticism. A generic “nice work” loses meaning over time (especially when a top
performer knows the work wasn’t that great).
 Praise or criticize quickly, then move on. Feedback should be targeted at the work, not the person.
5. Clarity creates efficiency

 Imagine you get an email introducing you to a potential professional partner. Everyone’s seen these emails—they
usually look a little like this.
 “Hi [Your Name]
 As I mentioned the other day, I wanted to introduce you to [person’s name].
 [Person’s name] is a [person’s job] at [person’s company]. She has [list of accomplishments, skills, speaking history
etc.]
 [Person’s name], [Your name] is [introduction to you].”
 That’s a fine email, and the kind of email that’s extremely common.
 But it could be made better with one additional sentence.
 “[Your name], can you follow up with [person’s name] to discuss next steps?”
 It’s a simple sentence, but behind its effectiveness is a big idea. Clarity—overwhelming clarity—is key.
 Psychology research shows that uncertainty contributes to anxiety and can affect decision making.
 Any amount of uncertainty—even as simple as not knowing who should send the next email—reduces the clarity of
your communication and makes the next steps just a little bit harder for the people you manage.
 As a leader, it’s your job to make sure that all communication is as clear as it can be. Any doubt you add to the
situation can demotivate your employees, create confusion, and decrease efficiency.
 At this point, you might think I’m blowing things out of proportion. We’re talking about one sentence in an email,
right?
 Yes and no.
 Yes. This example is just a single sentence in one email. But it’s so easy to include that additional sentence—and
over the long term you improve clarity and follow-up.
 No. There are many other examples on a larger scale. Lack of communication and unclear expectations can lead to
entire projects going down the wrong path—creating massive amounts of rework.
 Make clarity of communication a habit. Always make your expectations known. Always make the next step as
obvious as possible. Your team will thank you for it.
6. Hands off—even when you know better
 Something is about to go wrong, and you can fix it.
 But should you?
 The obvious answer is yes. The less obvious answer is no.
 When you’ve risen to a leadership position, your job isn’t necessarily to make sure that every individual task is
completed to the highest possible standard. It’s to make sure that the team as a whole gets the best possible results.
 Put another way, what’s the cost of you weighing in on every project—even when that project is part of your
expertise?
 Your team feels micromanaged. They stop coming up with ideas on their own. Your time gets increasingly spent
putting out fires, instead of managing your team, growing, and working on strategy.
 Verne Harnish makes this point well in Scaling Up:
 “To get to 10 employees, founders must delegate activities in which they are weak. To get to 50 employees, they
have to delegate functions in which they are strong! In many cases, the strength of the top leader becomes the
weakness of the organization.
 This lesson applies to founders, as well as managers within teams. Weigh in as appropriate, but it’s important to let
people work—even if that sometimes means they make mistakes that you could have avoided.
7. Answer questions with questions
 How do you foster a culture that encourages people to come up with their own ideas
 When you’re working with a team, your job is to get the best results from the performance of that team as a whole.
 You can’t do that if you spend all your time putting out fires. Or if your team comes to you for approval and answers
to every question.
 In How Will You Measure Your Life, Harvard professor Clayton Christensen shares an insightful approach.
 “When people ask me something, I now rarely answer directly. Instead, I run the question through a theory in my
own mind, so I know what the theory says is likely to be the result of one course of action, compared to another. I’ll
then explain how it applies to their question.
 To be sure they understand it, I’ll describe to them how the process in the model worked its way through an
industry or situation different from their own, to help them visualize how it works. People, typically, then say, “Okay,
I get it.” They’ll then answer their question with more insight than I could possibly have.”
What’s the big idea here?
 Your team is in the trenches. They have more information about their problems than you do. Sometimes your
insight and guidance can be valuable, but a lot of the time they don’t need you to give them the answer—they need
you to give them a better way to ask the question.
 Christensen describes his theories. Then he lets the question-asker apply those theories to their unique situation.
 This lesson is the core insight of L. David Marquet’s Turn The Ship Around
 As Marquet argues throughout the book, an organization thrives when employees are treated as more than
followers. When people can find and solve problems without rushing to the leader for approval, more gets done
faster. Excellence is achieved.
 One of the ways the leader can accomplish this? Answer questions with more questions
 When someone comes to you with a question, don’t answer it. Instead, ask a probing question that helps them
answer it themselves.
 Much like Christensen, your goal is to help people realize that they already have all the information they need to
solve their problems. By asking questions instead of giving answers, you encourage problem-solving and individual
thinking.
 If someone really can’t come up with the answer on their own, you can help them out. But leading with questions is
a good step to creating a culture that solves problems.
Top 15 Leadership Qualities That Make Good Leaders (2020)
 Everybody defines leadership differently but I really like the way John C Maxwell defines leadership, “A leader is one
who knows the way, goes the way, and shows the way.” Irrespective of how you define a leader, he or she can prove
to be a difference maker between success and failure. A good leader has a futuristic vision and knows how to turn
his ideas into real-world success stories. In this article, we take an in-depth look at some of the important leadership
qualities that separate good leaders from a bad one.
15 Leadership Qualities That Make Good Leaders
1. Honesty and Integrity
 The 34th President of United States, Dwight.D.Eisenhower once said, “The supreme quality of leadership is
unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football
field, in an army, or in an office.” Honesty and integrity are two important ingredients which make a good leader.
How can you expect your followers to be honest when you lack these qualities yourself? Leaders succeed when they
stick to their values and core beliefs and without ethics, this will not be possible.
2. Confidence
 To be an effective leader, you should be confident enough to ensure that other follow your commands. If you are
unsure about your own decisions and qualities, then your subordinates will never follow you. As a leader, you have
to be oozing with confidence, show some swagger and assertiveness to gain the respect of your subordinates. This
does not mean that you should be overconfident, but you should at least reflect the degree of confidence required
to ensure that your followers trust you as a leader.
3. Inspire Others
 Probably the most difficult job for a leader is to persuade others to follow. It can only be possible if you inspire your
followers by setting a good example. When the going gets tough, they look up to you and see how you react to the
situation. If you handle it well, they will follow you. As a leader, should think positive and this positive approach
should be visible through your actions. Stay calm under pressure and keep the motivation level up. As John Quincy
Adams puts it, “If your actions inspire others to dream more, learn more, do more and become more, you are a
leader.” If you are successful in inspiring your subordinates, you can easily overcome any current and future
challenge easily.
4. Commitment and Passion
 Your teams look up to you and if you want them to give them their all, you will have to be passionate about it too.
When your teammates see you getting your hands dirty, they will also give their best shot. It will also help you to
gain the respect of your subordinates and infuse new energy in your team members, which helps them to perform
better. If they feel that you are not fully committed or lacks passion, then it would be an uphill task for the leader to
motivate your followers to achieve the goal.
5. Good Communicator
 Until you clearly communicate your vision to your team and tell them the strategy to achieve the goal, it will be very
difficult for you to get the results you want. Simply put, if you are unable to communicate your message effectively
to your team, you can never be a good leader. A good communicator can be a good leader. Words have the power
to motivate people and make them do the unthinkable. If you use them effectively, you can also achieve better
results.
6. Decision-Making Capabilities
 Apart from having a futuristic vision, a leader should have the ability to take the right decision at the right time.
Decisions taken by leaders have a profound impact on masses. A leader should think long and hard before taking a
decision but once the decision is taken, stand by it. Although, most leaders take decisions on their own, but it is
highly recommended that you consult key stakeholders before taking a decision. After all, they are the ones who will
benefit or suffer from your decisions.
7. Accountability
 When it comes to accountability, you need to follow the approach highlighted by Arnold H Glasow when he said, “A
good leader takes little more than his share of the blame and little less than his share of the credit.” Make sure that
every one of your subordinates is accountable for what they are doing. If they do well, give them a pat on the back
but if they struggle, make them realize their mistakes and work together to improve. Holding them accountable for
their actions will create a sense of responsibility among your subordinates and they will go about the business more
seriously.
8. Delegation and Empowerment
 You cannot do everything, right. It is important for a leader to focus on key responsibilities while leaving the rest to
others. By that, I mean empowering your followers and delegating tasks to them. If you continue to micromanage
your subordinates, it will develop a lack of trust and more importantly, you will not be able to focus on important
matters, as you should be. Delegate tasks to your subordinates and see how they perform. Provide them with all the
resources and support they need to achieve the objective and give them a chance to bear the responsibility.
9. Creativity and Innovation
 What separates a leader from a follower? Steve Jobs, the greatest visionary of our time answers this question this
way, “Innovation distinguishes between a leader and a follower.” In order to get ahead in today’s fast-paced world,
a leader must be creative and innovative at the same time. Creative thinking and constant innovation is what makes
you and your team stand out from the crowd. Think out of the box to come up with unique ideas and turn those
ideas and goals into reality.
10. Empathy
 Last but certainly not the least, is empathy. Leaders should develop empathy with their followers. Unfortunately,
most leaders follow a dictatorial style and neglect empathy altogether. Due to this, they fail to make a closer
connection with their followers. Understanding the problems of your followers and feeling their pain is the first step
to become an effective leader. Even that is not enough until you work hard and provide your followers with the
suitable solution to their problems.
11. Resilience
 When the going gets tough, the tough gets going. You might have heard this adage many times, but did you know
that great leaders also follow this rule. They are resilient and have a positive attitude. Irrespective of how difficult
the circumstances might be, you will find them rallying their followers. While most people are busy in complaining
about the problems, great leaders always focus on solutions, not the problems.
12. Emotional Intelligence
 Good leaders always have higher influence but how do they increase their influence on the point where people
accept what they say. They do this by connecting with people emotionally. That is where emotional intelligence
comes into play.
 Here are some of the reasons why a leader should be emotionally intelligent.
 Manage emotions effectively
 Better social awareness
 Seamless communications
 Conflict Resolution
 With emotional intelligence, leaders can control their emotions, which prevents negative emotions from influencing
their decision-making skills. As a result, they are less likely to make hasty decisions. Moreover, emotionally
intelligent leaders are great at understanding the emotions and care about the feelings of others. That is not all,
leaders who have this leadership quality not only handles conflict in a better way but also play an important role in
conflict resolution.
13. Humility
 “Pride makes us artificial and humility makes us real.”—Thomas Merton
 How would you feel when you are promoted to leadership status? You will feel proud. A good leader is always
selfless and always think about his or her followers. That is why the leadership styles most great leaders adopt put
lots of emphasis on problem-solving and team dynamics instead of focusing on self-promotion.
14. Transparency
 One of the best ways to win the trust of your followers is by being transparent. Instead of hiding information, you
should openly share it with them. By giving visibility to your followers, they will buy into your vision and support you
with conviction in achieving the goal. More importantly, it gives your followers clarity, autonomy and make them
feel more empowered while keeping them engaged.
15. Vision and Purpose
 “Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to
completion.”—Jack Welch
 Good leaders always have a vision and purpose. They not only visualize the future themselves but also share their
vision with their followers. When their followers were able to see the big picture, they can see where they are
heading. A great leader goes above and beyond and explain why they are moving in the direction they are moving
and shares the strategy and action plan to achieve that goal.
Effective Leadership Development
 The most important thing to understand about great leadership development is that it is not a program. Great
leadership development is a strategy and culture.
 Article Author: LorriFreifeld
 As part of Brandon Hall’s Analyst Insight program, it received a recent member question concerning leadership
development. The member wanted to know the benefits or disadvantages of creating a GE-style leadership program
that takes recent MBA graduates and rotates them through the organization for a year or more with a focus on
learning an organization’s culture and succession planning. The idea sounds great—but what works for GE may very
well be a disaster for a smaller, less global organization. The real value of looking at case studies or industry
examples is not simply for imitation purposes, but rather to identify those nuggets of brilliance that are relevant to
your specific organizations situation and context.
 Warren G. Bennis, the founding chairman of The Leadership Institute at the University of Southern California, said,
“The most dangerous leadership myth is that leaders are born—that there is a genetic factor to leadership. This
myth asserts that people simply either have certain charismatic qualities or not. That’s nonsense; in fact, the
opposite is true. Leaders are made rather than born.” Although research doesn’t prove the effectiveness of specific
programs, many organizations do have leadership development strategies.
 If leaders are truly made rather than born, how are you creating new leaders in your organization? Every
organization understands the value of leadership, and any employee being led can tell you whether or not their
company has effective leadership. The most important thing to understand about great leadership development is
that it is not a program. Great leadership development is a strategy and culture.
 A leadership development strategy defines the goals and expectations for leaders in your organization. It also
defines the key capabilities, competencies, and experiences of a successful leader in your organization. Those
definitions drive leadership selection, rewards, and the various supporting development programs. Managed in this
strategic way, leadership development becomes more than simple lip service for your organization.
 When an organization has defined the strategy and culture for leadership development, then requirements for the
supporting development programs become easier to recognize. These requirements generally include:
 Target audiences
 Selection processes
 Prerequisites
 Program levels
 Learning methodologies
 Key success indicators
 Support
 Communication needs
 The first step for a company considering a leadership development program is to focus on its target
audience. Do you want to create a GE-style program that takes recent MBA graduates and rotates
them through the organization for a year or more with a focus on learning an organization’s culture
and succession planning? Or do you want to develop a program for your current employees to build
their leadership skills in their current positions in a program available to everyone? Review the
talent needs of your organization and determine how you find, encourage, and promote successful
leaders, then focus on developing those individuals.
 Once you determine your audience, create your goals and determine the best way to achieve them.
There are many options for delivering leadership programs. Do you want a blended program with
online modules, coursework, and videos? Will a two-day, face-to-face workshop fit your needs? Do
you want information that is specific to your organization and its culture or do you focus on timeless
leadership exercises and ideas useful for anyone in any position at any organization? Even though
you are excited about your programs and developing your chosen audience, don’t forget the most
important part for success. Successful programs start with a strategy and business value. Your
executive leadership team, HR department, and front-line leadership need to be on board and
believe the vision and value.
Challenge and Response
 A common authentication technique whereby an individual is prompted (the challenge) to provide
some private information (the response). Most security systems that rely on smart cards are based
on challenge-response. A user is given a code (the challenge) which he or she enters into the smart
card. The smart card then displays a new code (the response) that the user can present to log in.
 An authoritarian leadership style is exemplified when a leader dictates policies and procedures,
decides what goals are to be achieved, and directs and controls all activities without any meaningful
participation by the subordinates. Such a leader has full control of the team, leaving low autonomy
within the group.
 The leader has a vision in mind and must be able to effectively motivate their group to finish the
task.[ The group is expected to complete the tasks under very close supervision, while unlimited
authority is self-bestowed by the leader. Subordinates' responses to the orders given are either
punished or rewarded.
Chain Of Command
 is an official hierarchy of authority that dictates who is in charge of whom and of whom permission
must be asked.
 An example of chain of command is when an employee reports to a manager who reports to a
senior manager who reports to the vice president who reports to the CEO. The CEO makes final
decisions binding on everyone, followed by the vice president and so on down the line.
 the hierarchy, in order of rank, of persons having authority in an organization or undertaking, specif.
a military one
 A hierarchy of authority in which each rank is accountable to the one directly superior.
LESSON 10: KNOWLEDGE AND ABILITY TO APPLY EFFECTIVE RESOURCE MANAGEMENT
Effective Communication Onboard and Ashore
The Essence of Effective Communication
What does it mean to communicate effectively?
 For a speaker, ‘communication’ implies that you have something of value to convey to the receiver.
To do that effectively means that your communication is received by the listeners and is understood
by them in the way you intend.
 How do you do that? Effective communication has two objectives:
 Your listeners must understand what you say.
 Your listeners must feel what you feel.

 Let’s take these one at a time:
 Your Listeners Understand What You Say.
 This is the “illumination” that your communication provides. Notice this is not about impressing
your audience. It is about creating clarity. To do that follow the age old principle — KISS (Keep it
simple, speaker!). Use simple words and short sentences. Avoid using jargon when speaking to a
general audience, but if you have to use jargon, explain what it means. When speaking to an
international audience, avoid culturally loaded references.
 A great way to check that you have this focus on clarity is to give your speech to an elementary
school-age child. If you cannot make your message clear enough for a child to understand, then you
have not mastered your message.
Your Listeners Feel What You Feel
 This is the “warmth” that your communication provides. This is not about losing emotional control;
it is about connecting with your listeners. Unless your listeners feel what you feel, they will never
really understand what you mean, although they may intellectually follow your message.
 Most speakers are better at achieving clarity than at achieving connection. That is, they know how
to convey information for the mind. To have your listeners feel what you feel, you have to touch
them in the heart. How do you do that?
 Here are four ways:
 Immerse yourself in the feelings that your words convey. If you can’t feel it, you audience won’t.
 Connect your voice and your body language to those feelings. This is how you achieve natural vocal
variety, gestures, and movement.
 Let your face show what your heart feels. A poker face is good only for playing poker. A speaker,
who is by definition a communicator, needs an expressive face. The words come alive in the face of
the speaker.
 Use the power of the pause. The pause is one of the most powerful tools in a speakers tool box. It
focuses the attention of the audience on key words of the message and leads the audience to
absorb the atmosphere you create for your story.
 Clarity and connection, illumination and warmth — they will help you unleash your communication
potential!
Main components of a communication system
Elements of a communication system:
 The transmitter's function is to process the message signal into a form suitable for transmission over
the communication channel. This is called modulation. As for the communication channel, its
function is to provide a pathway between the transmitter's output and the receiver's input. The job
of the receiver is to process the received signal to recover the appropriate message signal. If the
different elements do their jobs accordingly, then the output signal should equal to the input
message signal. This communication system will be visit again later in this report as we go through
the lesson plans for amplitude modulation.
 There are two methods in transmitting an intelligent message signal over the communication
channel. The two methods are analog or digital. There are both advantages and disadvantages to
both methods. For the digital method, its advantages include the following:
 Increased immunity to noise in the channel and outside interference which are impossible to
prevent in the communication channel.
 Offer flexible operation of the system due to the technologies in digital system.
 Different types of message signals as voice data, video data, or computer data can be implemented
in the same format by the transmitter.
 Message signals can be encrypted to provide security for sensitive data.
 The disadvantages of the digital method are that the communication system are very complex and
can be costly for communication channel such as satellite channels and optical fibers. Analog has
two very good benefits. The first is that the communication system of analog method is very simple.
The second benefit of analog method is that it is not very expensive because the use of simple
technology. It may eventually be eliminated by the digital method as the communication systems
become simple by progressive technology and the availability of more communication channel for
digital method. There are still many broadcasting systems that use the analog method to transmit
messages such as the radio. Some of our telephone networks are still implemented using the analog
method. Analog will remain for some time yet so it is a good idea to learn about the analog method
as well the digital method.
 Before we can send a message signal over the communication channel, we need to modify the
message signal into a form that is suitable for transmission over a channel. We called this process of
modifying message signal as modulation. This modulation process involves changing some
parameters of a carrier wave in accordance with the message signal so the resultant wave will
match the communication channel's bandwidth. In order to recover the message signal, the receiver
of the communication system will have to go through the demodulation process, which is the
inverse of the modulation process.
 One may wonder why a message signal must be modified for transmission. One of the reasons was
mentioned before which is to change the message signal to match the channel's bandwidth. There
are other reasons for modulate a message signal. One of these reasons is that modulation permits
multiplexing. Multiplexing means that different message signals can be transmitted in the same
channel at the same time. Another reason for modulation is to convert the message signal to be
immune to noise and interference. This will allow a good transmission to take place without
worrying much about noise.
 The modulation process involves encoding the message signal in a carrier wave. This carrier wave is
just a sinusoidal wave. We know that this carrier wave or sinusoidal wave has three independent
parameters that can be varied with the message signal. These three parameters are amplitude,
phase, and frequency. The variation of the amplitude is known as amplitude modulation (AM).
Frequency modulation (FM) is to change the frequency accordingly with the message signal and the
carrier wave. The last form of modulation is phase modulation. It is done by change the phase of the
carrier wave according to the message signal. Most of us are already familiar with AM and FM. The
radio communications basically use those in our daily life. In the lesson plan, we will go through the
AM process and see how it works.
Communication Barriers
What is Communication?
 Communication is an integral instinct of all living things. At its simplest, communication is any
exchange of information between two entities. It can be observed to take place at the cellular level
between microorganisms, and on a larger scale between members of a herd evading a predator. As
modern humans living in a busy world, we rely on good communication every day to make our way
through life. Every interaction we have with another person, from a raised eyebrow in a busy
checkout lane, to an obscene gesture at another motorist in traffic, to the simple wave to your
family as you pull out of the driveway in the morning, is a form of communication. Today,
communication has gone from individual levels of conversing to mass communication. The most
important aspects of communication are best understood when there is a lack of it. In the following
pages, we will discuss different types of communication, common barriers in our daily
communication, as well as strategies for overcoming them.
 Good communication is not just a process of transferring information from one entity to another.
It's an art of first listening or reading the information, comprehending it, processing it and then
transferring it. There is a huge amount of effort that goes into communication. Gestures, tone of
voice, body language and spoken language are some of the important aspects of communication. If
the other person is unable to comprehend any of these factors, then the process fails.
Four Types of Communication
 Communication comes in four basic types. Below, we will look at the different types in depth.
 Verbal Communication This mode of communication relies on words to convey a message. This is
the standard method of communicating that most of us use on a day-to-day basis, though we rarely
use it without augmenting it with one of the other communication types. Other cues people use
while communicating verbally include, tone, gestures, and body language. Verbal communication
helps in expressing thoughts, emotions and sentiments. A phone conversation, chat with a friend, an
announcement made, or a speech delivered are all verbal forms of communication. For most of us,
it comes with ease. As children, we learned verbal communication through the sounds around us.
We soon develop and start understanding the language which helps us to communicate verbally as
we grow older. Verbal communication is further divided into four subcategories:
 Intrapersonal Communication This form of communication is extremely private and restricted to
ourselves. It includes the silent conversations we have with ourselves, wherein we juggle roles
between the sender and receiver who are processing our thoughts and actions. This process of
communication when analyzed can either be conveyed verbally to someone or stay confined as
thoughts.
 Interpersonal Communication This form of communication takes place between two individuals and
is thus a one-on-one conversation. Here, the two individuals involved will swap their roles of sender
and receiver in order to communicate in a clearer manner.
 Small Group Communication This type of communication can take place only when there are more
than two people involved. Here the number of people will be small enough to allow each participant
to interact and converse with the rest. Press conferences, board meetings, and team meetings are
examples of group communication. Unless a specific issue is being discussed, small group
discussions can become chaotic and difficult to interpret by everybody. This lag in understanding
information completely can result in miscommunication.
 Public Communication This type of communication takes place when one individual addresses a
large gathering of people. Election campaigns and public speeches are example of this type of
communication. In such cases, there is usually a single sender of information and several receivers
who are being addressed.
 Non Verbal Communication Non-verbal communication is a process of communication without

using words or sounds. Non-verbal communication uses gestures, body language, facial expressions,
eye contact, clothing, tone of voice, and other cues to convey a message. Like verbal
communication, this method of communicating is rarely used alone. Non-verbal communication
could be considered like a spice we use when communicating to add a little flavor. You might raise
your eyebrows emphatically when speaking to help make a point, or shake your finger at your child
when you’re angry. These are all non-verbal cues that help convey a message.
 Written Communication Written communication is the medium through which the message of the
sender is conveyed with the help of written words. Letters, personal journals, e-mails, reports,
articles, and memos are some forms of written communication. Unlike some other forms of
communication, written messages can be edited and rectified before they are sent to the receiver,
thereby making written communication an indispensable part of informal and formal
communication. This form of communication encapsulates features of visual communication as well,
especially when the messages are conveyed through electronic devices such as laptops, phones, and
visual presentations that involve the use of text or words.
 Visual Communication This form of communication involves the visual display of information,
wherein the message is understood or expressed with the help of visual aids. For example,
topography, photography, signs, symbols, maps, colors, posters, banners and designs help the
viewer understand the message visually. Movies and plays, television shows and video clips are all
electronic form of visual communication. Visual communication also involves the transfer of
information in the form of text, which is received through an electronic medium such as a computer,
phone, etc. Icons and emoticons are a form of visual communication. When these icons are used in a
public place, phone or computer, they instruct the user about their meaning and usage. One of the
greatest examples of visual communication is the internet, which communicates with the masses
using a combination of text, design, links, images, and color. All of these visual features require us to
view the screen in order to understand the message being conveyed. Media communication is
developing at a meteoric rate in order to ensure clarity and to eliminate any ambiguity. The
aforementioned four types of communication have played a vital role and continue to do so, in
bridging the gap between people, commerce, education, health care, and entertainment.
 Communication Barriers
 There are many reasons why interpersonal communications may fail. In many communications, the
message may not be received exactly the way the sender intended and hence it is important that
the communicator seeks feedback to check that their message is clearly understood. The skills of
Active Listening, Clarification and Reflection, which we will discuss shortly, may help but the skilled
communicator also needs to be aware of the barriers to effective communication. There exist many
barriers to communication and these may occur at any stage in the communication process. Barriers
may lead to your message becoming distorted and you therefore risk wasting both time and/or
money by causing confusion and misunderstanding. Effective communication involves overcoming
these barriers and conveying a clear and concise message.
 Some common barriers to effective communication include:
 The use of jargon. Over-complicated or unfamiliar terms.
 Emotional barriers and taboos.
 Lack of attention, interest, distractions, or irrelevance to the receiver.
 Differences in perception and viewpoint.
 Physical disabilities such as hearing problems or speech difficulties.
 Physical barriers to non-verbal communication.
 Language differences and the difficulty in understanding unfamiliar accents.
 Expectations and prejudices which may lead to false assumptions or stereotyping. People often hear
what they expect to hear rather than what is actually said and jump to incorrect conclusions.
 Cultural differences. The norms of social interaction vary greatly in different cultures, as do the way
in which emotions are expressed. For example, the concept of personal space varies between
cultures and between different social settings.
 A skilled communicator must be aware of these barriers and try to reduce their impact by
continually checking understanding and by offering appropriate feedback.
Barriers to Communication by Category
 Language Barriers Clearly, language and linguistic ability may act as a barrier to communication.
However, even when communicating in the same language, the terminology used in a message may
act as a barrier if it is not fully understood by the receiver(s). For example, a message that includes a
lot of specialist jargon and abbreviations will not be understood by a receiver who is not familiar
with the terminology used. As nurses, we are especially prone to making this mistake. We must
remember to use language that can be understood by the receiver.
 Psychological Barriers The psychological state of the receiver will influence how the message is
received. For example, if someone has personal worries and is stressed, they may be preoccupied by
personal concerns and not as receptive to the message as if they were not stressed. Stress
management is an important personal skill that affects our interpersonal relationships. Anger is
another example of a psychological barrier to communication. When we are angry it is easy to say
things that we may later regret and also to misinterpret what others are saying. More generally,
people with low self-esteem may be less assertive and therefore may not feel comfortable
communicating - they may feel shy about saying how they really feel, or read negative sub-texts into
messages they hear.
 Physiological Barriers Physiological barriers may result from the receiver’s physical state. For
example, a receiver with reduced hearing may not grasp the entirety of a spoken conversation,
especially if there is significant background noise.
 Physical Barriers An example of a physical barrier to communication is geographic distance between
the sender and receiver(s). Communication is generally easier over shorter distances as more
communication channels are available and less technology is required. Although modern technology
often serves to reduce the impact of physical barriers, the advantages and disadvantages of each
communication channel should be understood so that an appropriate channel can be used to
overcome the physical barriers.
 Attitudinal Barriers Attitudinal barriers are behaviors or perceptions that prevent people from
communicating effectively. Attitudinal barriers to communication may result from personality
conflicts, poor management, resistance to change, or a lack of motivation. Effective receivers of
messages should attempt to overcome their own attitudinal barriers to facilitate effective
communication.
Overcoming Barriers
 Most of the above mentioned barriers can be overcome by the skilled communicator. Obviously,
bridging gaps in geography and communicating through disabilities are a topic for a different
discussion. Below, we will look at some tools that can be used to bridge barriers in everyday
communications.
 Active Listening Active listening is a skill that can be acquired and developed with practice. However,
this skill can be difficult to master and will, therefore, take time and patience. 'Active listening'
means, as its name suggests, actively listening. That is fully concentrating on what is being said
rather than just ‘hearing’ the message of the speaker. Active listening involves listening with all
senses. As well as giving full attention to the speaker, it is important that the ‘active listener’ is also
‘seen’ to be listening - otherwise the speaker may conclude that what they are talking about is
uninteresting to the listener. By providing this 'feedback' the person speaking will usually feel more
at ease and therefore communicate more easily, openly and honestly. There are both verbal and
non-verbal cues that convey active listening. Non-verbal signs include smiling (if appropriate),
making eye contact, nodding at appropriate times, and avoiding distractions. Theses non-verbal cues
convey the message that you are interested in what the speaker has to say, and that your attention
is fully invested. Offering verbal signs of active listening can also be useful. Reflecting on something
the speaker has said by asking a clarifying question is a terrific way to do this. Paraphrasing involves
finding slightly different words to repeat the main idea of the speaker, and is also great way to show
active listening.
 Use Simple Language It’s important to remember the audience that you’re speaking to, and use
language that can be easily understood. Avoid using medical terminology or jargon when speaking
to clients and their families. People are often intimidated by such language, and can be afraid to
admit that they don’t understand the message being delivered. An important tool to use when
speaking is to pause occasionally and ask questions to ensure that your message is being understood
as intended. You may also allow the listener to ask questions to clarify any points.
 Give Constructive Feedback Remember that feedback was part of the communication chain we
looked at on the first page. While the feedback that you give the speaker/sender may occasionally
be negative, it is important that it be constructive in nature. The intent of the feedback should be to
further the abilities of the speaker. This will strengthen the interpersonal relationship, and enhance
future communications.
Summary
 As living beings, we need to express and understand the expressions of others. Like it or not, human
society thrives on communication. Civilizations have risen and fallen based upon how good they
were at maintaining sound relations with the rest of the world. Communication is, indeed, the very
lubricant that makes the machinery of human relations function smoothly. Therefore, the
significance of communication cannot and should not be underestimated. Sometimes, difficult
situations in life can be resolved by just sitting down and talking it out. Similarly, most personal,
professional and social disasters can be averted by maintaining clear, appropriate and unambiguous
communication. All we need is some effort on our part to identify and avoid barriers to effective
communication to make our lives and the lives of those around us better.
Decisions Reflect Considering Of Team Imo Mc 1.39 Experiences
5 Unexpected Ideas to Get the Best Out of Your Team
 When it comes to motivating your team you're pretty confident you have the basics down. You trust
and appreciate them, offer feedback and career development, communicate the value of the work
they do, and even ensure they take time to recharge and avoid burnout. But even good managers
always have room for improvement.
 Just ask TejuRavilochan, co-founder and CEO of the Unreasonable Institute, who recently went
looking for ways to do an even better job of bringing out the best in his team, searching out criticism
so he could further tune up his leadership abilities. He wrote up what he learned on the
Unreasonable Institute blog, inspiring me to scour the web for other great tidbits of advice on the
topic. Here are some of the best and least expected, including one from Ravilochan:
1. Take a leap of faith
 The surest way to bring out the best in your team is to believe the best of them. That means starting
with the assumption that they're going to rock every assignment, even if there's no evidence yet to
support that optimism.
 It might be scary, but “giving teammates license they haven't previously had or giving them a task
they haven't proven they can do yet,” is essential according to Ravilochan. “You want people who
punch above their weight class on your team anyway. That means trusting them with things you
don't know they can do yet, reserving judgment, and then giving them honest feedback,” he
explains.
2. Tap into everyone's knowledge
 In a fair world, who we listen to would be based on who had the most relevant information. In the
real world, it's often the loudest person who dominates a discussion, not the most knowledgable.
Needless to say this stifling of quieter (but more expert) contributors can be pretty discouraging for
a team.
 Recent research offers a suggestion to help avoid this problem, bringing out the best in your team
no matter their comfort level with shouting over loudmouths. “Early in a task, team members
should be encouraged to discuss the relevant knowledge each brings to the table. In a series of lab
experiments, groups that underwent this intervention outperformed other groups,” the study
authors wrote on the HBR blogs. More details on exactly how to accomplish this in the post.
3. Separate idea generation and idea evaluation
 From the perspective of an individual contributor, among the most deflating experiences in the
world is getting yourself excited about a new idea only to have it inexplicable ignored.
Management's perspective is more complicated, however. You want to empower your team to
innovate, but on the other hand, you also need to rigorously evaluate new ideas. How do you
balance the need to encourage creativity with the need to be picky about which ideas you
implement?
 Writing on Lifehack, executive coach Ricky Nowak offers some advice. “Don't make the common
mistake of mixing idea generation and idea evaluation,” she says. At the idea generation stage,
there are no bad ideas and quantity is more important than quantity. Idea evaluation “focuses on
working with the pool of generated ideas and evaluating their positives and negatives, trying to
figure out if an idea is feasible.” Keep these stages apart or risk sinking your team's enthusiasm for
innovation.
 Another idea to accomplish the same goal? Stanford GSB professor Jonathan Bender suggests “a
formal rubric, or scoring system, where their ideas are graded on various dimensions, such as
technical merit and market potential.” This keeps things objective and impersonal while offering
actionable feedback.
4. Work yourself out of a job
 Nearly every expert agrees that to bring out the best in your people, you need to help them grow in
their jobs and develop new skills. Sometimes that's scary as it means, essentially, training your team
to do parts of your own job, or alternately, letting them learn to do things way beyond your own
abilities. Embrace this reality even if it makes you nervous, argues one article on the subject from
London Business School.
 “One useful way of approaching a management job is to imagine that the role won't exist in, say,
two years' time and that your job is to train everyone so that they can do your job as well as their
own. Doing that encourages you to hire and promote the best people. It forces you to question why
you do certain things at all, and it inspires you to delegate many of your tasks to the people working
for you,” it explains.
5. Banish your biases
 Think you're free of unconscious preferences and irrational pet peeves? Think again. Everyone has
them and left unexamined they can be highly de-motivating for your team. The trick according to
Forbes contributor Bruce Kasanoff is to take the time to understand (and correct for) your own
biases.
 “Each of us has certain attitudes and biases that prevent us from seeing the truth. The better we
understand them, the better we can make adjustments. For example, if you tend to be a planner,
you might think that an employee behaves rashly because she invests little time in planning; but the
reality may be that she is better than you at thinking or her feet,” he writes.
Assertiveness And Leadership, Including Motivation
Leadership Characteristics You Can Learn Even At A Junior Level
 Leadership is sometimes described as a set of behaviors. Therefore, leadership characteristics can be
learned even at a junior level. You don't have to wait until you are a manager and leading a team
before you pick up these traits. They will serve you well as you make your way to the top.
1. Lead By Example
 The best leaders are those who practice what they preach. Ever seen a leader who wants everyone
to come in early and does not do so himself/herself? How did that make you feel? Practice this
characteristic when you are given small tasks. If you want your team to work hard you must first
work hard yourself.
2. Focus On The Solution
 Good leaders focus on the solution and never the problem. They do not let what has happened
bother them because they know; they control the future by focusing on the present. This
characteristic can be easily practiced at the junior level. When problem occurs, you don't have to be
the leader but you can help the team focus on the solution.
3. Take First Person Responsibility
 When things go wrong, leaders do not point fingers. They take first person responsibility for what
has happened. They know they are ultimately responsible for the group’s result. If you begin to take
first person responsibility, this leadership characteristic would develop into a habit. This habit would
follow you as you grow into more important positions.
4. Share Glory With The Team
 This leadership characteristic is perhaps tough to emulate especially when you are all trying to shine
in your work. There is a tendency to horde all the credit for yourself. That’s not to say you should
not take credit for work that is genuinely completed by yourself. But on projects that are team
oriented, share the glory. People do not follow leaders who are selfish.
5. Excellent At Transferring Enthusiasm
 Leaders have high energy levels. They do not only communicate well but they are able to transfer
their enthusiasm to the team. Motivating the team to perform better than their perceived
capability. Such leadership characteristics can be practiced especially when you receive a task that
you may not feel entirely interested in. How do you do that?
 Try researching deeper into the task. Understand it. Understand your role in the bigger scheme of
things. Understand your team’s role in achieving goals. When you get highly involved, you have a
higher chance of being more enthusiastic about it. Then you can begin to get others interested.
6. Deep Understanding Of Team Dynamics
 This is another good leadership characteristic that you can develop from a junior level. Be a keen
observer of human behavior. When you start to observe people, you learn about people’s strengths
and weaknesses. What they are innately good at and what they aren’t. Once you develop this skill,
you will be able to pick out the best task for the right people with the correct skills. Leaders
understand team dynamics in such a way that they know the ‘hot buttons’ to push in order to get
the best out of their people.
6. Master In Communication
 It is said that communication is an art. Practice this art and be a master in it. Good leaders
understand that communication is a two way street.
 To motivate you must be able to listen to the spoken and unspoken concerns. This leadership
characteristic builds trust and in the long run benefits the team as its members understand that
there are no hidden agenda.
 There are many leadership characteristics that you can learn and emulate even at a junior level.
However, in my personal experience these leadership characteristics and skills are the easiest to
practice and develop into a habit.
 The opportunities to practice these leadership characteristics are abundant. You should start on
some of these as you grow in your career.
Allocation of work based on competence.
 Team Leaders need to allocate roles to team members in such a way that the roles are coordinated
to achieve the team's goals and that team members take responsibility for their individual roles.
Allocating appropriate roles and coordinating these roles can lead to increased morale and
motivation.
Allocating Roles to Team Members:
 There are a number of factors that Team Leaders need to consider when allocating roles to ensure
that the team is effectively meeting its goals. Team Leaders need to ensure that team members:
Understand the Roles of Team Mates
 Understanding the roles of team mates helps ensure that team members concentrate on their own
responsibilities and that their actions do not impinge on their team mates functions. Team members
need to understand the challenges and basic functions of other roles so that they can support and
complement their team mates.
Understand How the Roles Interrelate in the Achievement of Team Goals
 As team members take ownership of the team's goals it is important that they understand how the
different roles of each team member interrelates. Knowing that each role is contributing towards
the achievement of team goals encourages team members to play their part and take responsibility
for their work. Understanding how the team operates increases the sense of belonging to a team
and a belief that the whole team is moving in the same direction.
Have Authority to Coordinate Activities with team mates
 It is important that team mates have the authority to coordinate their activities with team mates.
This helps ensure that obstacles can be effectively dealt with by the team and that opportunities for
improvements to the work process can be capitalised upon.
Allocating Tasks to Team Members:
 One method for allocating the appropriate type of tasks to team members is Responsibility Charting.
Responsibility Charting involves identifying who is best suited to dealing with a situation or issue in a
certain way by identifying four roles that individuals adopt in relation to a decision. These four roles
are:
 Information provider
 Consultant
 Decision maker
 Knowledge recipient
 For example, one team member may be given the role of identifying and providing information
about a problem or issue. Another team member, who has past experience may be consulted on
appropriate options. The Team Leader may be required to select an option and make it happen and
a senior manager may need to be informed of the decision (receive the knowledge).
 Note that more than one person may take on each role. In the above example fellow team members
may have to be informed of the decision.
 By consulting with team members it is possible for individuals to indicate the role they feel they
should play in any particular decision. This helps encourage team members to adopt the roles they
feel most comfortable with. This in turn helps ensure that individuals are encouraged to take
responsibility for their roles.
 However, on some occasions it is important that the Team Leader encourages team members to
take on roles that they are less inclined to select for themselves as this aids the development of the
individual and helps ensure that the team as a whole is strengthened.
Why employees are motivated?
 Your people may have all the expertise in the world but, if they're not motivated, it's unlikely that
they'll achieve their true potential.
 On the other hand, work seems easy when people are motivated.
 Motivated people have a positive outlook, they're excited about what they're doing, and they know
that they're investing their time in something that's truly worthwhile. In short, motivated people
enjoy their jobs and perform well.
 All effective leaders want their organizations to be filled with people in this state of mind. That's
why it's vital that you, as a leader and manager, keep your team feeling motivated and inspired. But
of course, this can be easier said than done!
Abstaining and maintaining situational awareness
Situational awareness while watchkeeping
 Too many boats are grounding, colliding or coming into close quarters with each other simply
because masters are unaware of what is happening within and around their boats. In other words,
they lacked situational awareness.
Situational awareness means:
 having a good perception of your surroundings at all times
 comprehending what's happening around you
 predicting how this will affect your boat.
The following are what you need to know to have good situational awareness:
Be aware of your environment, including:
 other boats in the area
 communications between vessel traffic services and other boats
 weather
 sea state
 depth of water
 tide and current
 Having mode awareness—know your boat's configuration, equipment and systems. These systems
include auto pilot, radar, GPS, AIS, compass, propulsion and their engaged modes. Be aware of the
status of your boat's systems.
 Keep spatial orientation—know the geographical position of the boat within the operational
location.
 Keep a time horizon—manage time for things like fuel status and always allow time for unplanned
events or emergencies.
 Put simply, situational awareness means having an accurate understanding of what is happening
around you and what is likely to happen.
You must:
 Perceive what is happening.
 Understand what is happening.

 Use this to think ahead.
Appraisal of work performance
What Is a Performance Appraisal?
 A performance appraisal is a regular review of an employee's job performance and overall
contribution to a company. Also known as an "annual review," "performance review or evaluation,"
or "employee appraisal," a performance appraisal evaluates an employee’s skills, achievements and
growth, or lack thereof. Companies use performance appraisals to give employees big-picture
feedback on their work and to justify pay increases and bonuses, as well as termination decisions.
They can be conducted at any given time but tend to be annual, semi-annual or quarterly.
9 Benefits of the Performance Appraisal
 From the beginning and through the career, you need to know how good you are in terms of
particular fields of activity. It is difficult to give yourself an objective evaluation. Performance
appraisal system is a useful management tool which helps to gain feedback, review and estimate
whether the performance is effective and discuss what needs to be done for it to become so.
Managers perform evaluations to benefit both employees and the employer. The most significant
benefit of the appraisal system for the manager or the head of department is that it provides a
document of employee performance over a specific period. Here is a list of the benefits of the
performance appraisal system:
 Every employee’s individual performance influences how all the team or even the firm (especially if
it is small) is doing.
 It clarifies the employee’s role and status in the organization. Some workers like to know where they
stand regarding their job performance and want to see what else (useful) they can do for the
company.
 Self-development is the most important benefit for the employee. Performance appraisal allows you
to provide positive feedback as well as identifying areas for improvement. An employee can discuss
and even create a developmental (training) plan with the manager so he can improve his skills.
 It motivates employees if supported by a good merit-based compensation system. Best performers
get better pay and benefits packages. Similarly, those employees that lag behind get penalized.
 It provides a structured process for an employee to approach the management for discussions,
identify problems, clarify expectations and plan for the future. It lets both manager and employee
set up long- and short-term goals.
 The statistics can be used to monitor the success of the organization’s recruitment and induction
practices.
 Performance appraisal system also helps the management in deciding about the promotions,
transfers and rewards of the employee.
 It is easy to identify the under-performers and decide whether you want to keep them hoping for
improvement or sometimes have to let them go.
 Both manager and employee, keep performance appraisal records and can retrospectively review
the changes in the performance in future.
LESSON 11: KNOWLEDGE AND ABILITY TO APPLY DECISION MAKING SKILLS
Situation And Risk Management
Risk Analysis And Risk Management
Evaluating And Managing Risks
 RISK- a situation involving exposure to danger.
 Whatever your role, it's likely that you'll need to make a decision that involves an element of risk at
some point.
 Risk is made up of two parts: the probability of something going wrong, and the negative
consequences if it does.
 Risk can be hard to spot, however, let alone prepare for and manage. And, if you're hit by a
consequence that you hadn't planned for, costs, time, and reputations could be on the line.
 This makes Risk Analysis an essential tool when your work involves risk. It can help you identify and
understand the risks that you could face in your role. In turn, this helps you manage these risks, and
minimize their impact on your plans.
 In this article and video, we look at how you can use Risk Analysis to identify and manage risk
effectively.
What Is Risk Analysis?
 Risk Analysis is a process that helps you identify and manage potential problems that could
undermine key business initiatives or projects.
 To carry out a Risk Analysis, you must first identify the possible threats that you face, and then
estimate the likelihood that these threats will materialize.
 Risk Analysis can be complex, as you'll need to draw on detailed information such as project plans,
financial data, security protocols, marketing forecasts, and other relevant information. However, it's
an essential planning tool, and one that could save time, money, and reputations.
When to Use Risk Analysis
Risk analysis is useful in many situations:
 When you're planning projects, to help you anticipate and neutralize possible problems.
 When you're deciding whether or not to move forward with a project.
 When you're improving safety and managing potential risks in the workplace.
 When you're preparing for events such as equipment or technology failure, theft, staff sickness, or
natural disasters.
 When you're planning for changes in your environment, such as new competitors coming into the
market, or changes to government policy.
How to Use Risk Analysis
To carry out a risk analysis, follow these steps:
1. Identify Threats
 The first step in Risk Analysis is to identify the existing and possible threats that you might face.
These can come from many different sources. For instance, they could be:
 Human – Illness, death, injury, or other loss of a key individual.
 Operational – Disruption to supplies and operations, loss of access to essential assets, or failures in
distribution.
 Reputational – Loss of customer or employee confidence, or damage to market reputation.
 Procedural – Failures of accountability, internal systems, or controls, or from fraud.
 Project – Going over budget, taking too long on key tasks, or experiencing issues with product or
service quality.
 Financial – Business failure, stock market fluctuations, interest rate changes, or non-availability of
funding.
 Technical – Advances in technology, or from technical failure.
 Natural – Weather, natural disasters, or disease.
 Political – Changes in tax, public opinion, government policy, or foreign influence.
 Structural – Dangerous chemicals, poor lighting, falling boxes, or any situation where staff, products,
or technology can be harmed.
 You can use a number of different approaches to carry out a thorough analysis:
 Run through a list such as the one above to see if any of these threats are relevant.
 Think about the systems, processes, or structures that you use, and analyze risks to any part of
these. What vulnerabilities can you spot within them?
 Ask others who might have different perspectives. If you're leading a team, ask for input from your
people, and consult others in your organization, or those who have run similar projects.
 Tools such as SWOT Analysis and Failure Mode and Effects Analysis can also help you uncover
threats, while Scenario Analysis helps you explore possible future threats.
2. Estimate Risk
 Once you've identified the threats you're facing, you need to calculate out both the likelihood of
these threats being realized, and their possible impact.
 One way of doing this is to make your best estimate of the probability of the event occurring, and
then to multiply this by the amount it will cost you to set things right if it happens. This gives you a
value for the risk:
 Risk Value = Probability of Event x Cost of Event
 As a simple example, imagine that you've identified a risk that your rent may increase substantially.
 You think that there's an 80 percent chance of this happening within the next year, because your
landlord has recently increased rents for other businesses. If this happens, it will cost your business
an extra $500,000 over the next year.
 So the risk value of the rent increase is:
 0.80 (Probability of Event) x $500,000 (Cost of Event) = $400,000 (Risk Value)
 You can also use a Risk Impact/Probability Chart to assess risk. This will help you to identify which
risks you need to focus on.
 Tip: Don't rush this step. Gather as much information as you can so that you can accurately estimate
the probability of an event occurring, and the associated costs. Use past data as a guide if you don't
have an accurate means of forecasting.
How to Manage Risk
 Once you've identified the value of the risks you face, you can start to look at ways of managing
them.
 Tip: Look for cost-effective approaches – it's rarely sensible to spend more on eliminating a risk than
the cost of the event if it occurs. It may be better to accept the risk than it is to use excessive
resources to eliminate it.
 Be sensible in how you apply this, though, especially if ethics or personal safety are in question.
Avoid the Risk
 In some cases, you may want to avoid the risk altogether. This could mean not getting involved in a
business venture, passing on a project, or skipping a high-risk activity. This is a good option when
taking the risk involves no advantage to your organization, or when the cost of addressing the
effects is not worthwhile.
 Remember that when you avoid a potential risk entirely, you might miss out on an opportunity.
Conduct a "What If?" Analysis to explore your options when making your decision.
Share the Risk
 You could also opt to share the risk – and the potential gain – with other people, teams,
organizations, or third parties.
 For instance, you share risk when you insure your office building and your inventory with a third-
party insurance company, or when you partner with another organization in a joint product
development initiative.
Accept the Risk
 Your last option is to accept the risk. This option is usually best when there's nothing you can do to
prevent or mitigate a risk, when the potential loss is less than the cost of insuring against the risk, or
when the potential gain is worth accepting the risk.
 For example, you might accept the risk of a project launching late if the potential sales will still cover
your costs.
 Before you decide to accept a risk, conduct an Impact Analysis to see the full consequences of the
risk. You may not be able to do anything about the risk itself, but you can likely come up with a
contingency plan to cope with its consequences.
Control the Risk
 If you choose to accept the risk, there are a number of ways in which you can reduce its impact.
 Business Experiments are an effective way to reduce risk. They involve rolling out the high-risk
activity but on a small scale, and in a controlled way. You can use experiments to observe where
problems occur, and to find ways to introduce preventative and detective actions before you
introduce the activity on a larger scale.
 Preventative action involves aiming to prevent a high-risk situation from happening. It includes
health and safety training, firewall protection on corporate servers, and cross-training your team.
 Detective action involves identifying the points in a process where something could go wrong, and
then putting steps in place to fix the problems promptly if they occur. Detective actions include
double-checking finance reports, conducting safety testing before a product is released, or installing
sensors to detect product defects.
MGMT 1 – Midterm PPT’s
Planning - is the process of thinking about the activities required to achieve a

desired goal. It is the first and most important step in achieving desired
outcomes.
BENEFITS OF PLANNING
INCREASED PRODUCTIVITY
INCREASED FOCUS
GREATER SELFCONFIDENCE
GREATER SELFAWARENESS
Individual Planning is significant because it assists individuals in career and

personal development. Its primary purpose is to help individuals reach short and
long-term career goals, as well as improve current work performance.
Group planning is the process of identifying a group’s reason for existing, setting
goals aimed at reaching maximum potential, and creating increasingly discrete
tasks to meet those goals.
Clearly, planning is an important factor of organizational success where it

focuses on the abilities and potentials of members of the group which guides
them to execute strategies to achieve goals.
PLANNING PROCESS
Determination of objective
Consideration of possible courses of action to achieve the objective
Selection of the best course of action
The ideal plan is the most beneficial with the least amount of negative
consequences and is also adaptable to changing circumstances. After putting
your plan into action and manage the process as well as the plan’s
performance, creating good and solid measures is the first step to ensuring your
planning outcomes.
PLANNING OUTCOMES
MOTIVATION AND COMMITMENT
COORDINATION
HIGH PERFORMANCE STANDARDS
PROPER RESOURCE UTILIZATION
PLANNING OUTCOMES MEASURES
Engagement Index
Effectiveness measures
Net Satisfaction
Percent of Key goals met

Feedback is the process in which part of the output of a system is returned to its
input in order to regulate its further output. It should be an essential part of
education, training and personal development.
It helps learners to maximize their potential at different stages of training, raise

their awareness of strengths and areas for improvement, and identify actions to
be taken to improve performance.
The impact of failing to provide feedback to learners are many and if we don’t
provide feedback what is the learner gaining, or assuming?
The ‘feedback famine’ is a vacuum that occurs when people receive

inadequate information in respect to their performance.
Feedback may help the individual ascertain:
Whether they were successful or not in achieving their goals;
What they are supposed to be achieving in their role, i.e., why their role exists;
What they are currently doing well and what areas require improvement;
How they are impacting on others in the workplace.
The role of feedback with respect to planning outcomes is to give us information

of our performance for improvements.
The most effective leaders actively seek feedback to enhance their

performance.
Coodrdination
the process of organizing people or groups so that they work together properly
and well.
the harmonious functioning of parts for effective results.
EXAMPLES OF SHIPBOARD COORDINATION
Maintenance and upkeep of the ship
Handling of the ship's rigging
Coordination of underway replenishment operations

Conductance of minesweeping operations
Maintenance and operation of the ship's boats,
Supervision of diving and salvage operations (including towing)
Serving as shipboard seamanship specialists.
The master is responsible for the seaworthiness of the vessel and must ensure that
all national and international requirements regarding safety and pollution
prevention are being complied with. Effective planning and better coordination
is required to ensure that the vessel, its machinery systems and its services are
functioning correctly and being properly maintained, including dry-docking to
maintain hull smoothness. Planned maintenance is primarily concerned with
reducing breakdowns and the associated costs.
HANDLING OF SHIP'S RIGGING
From the book of Six Galleon for the king of Spain. Spanish crews, like all other
seafarers know about, used RHYTHMIC CHANTS as they heaved and hauled on
the rigging.
Firstly, was a regular and slower rhythm for the tasks that involved standing in
one place and hauling on lines hand over hand.
Secondly, called for a two-part rhythm, coordinating preparation time and

action time, for heavy loads that required standing in one place and hauling
with both arms at once, then getting into position for the next pull.
PERSONNEL ASSIGNMENT
Staff or personnel assignment means the identification, selection and provision

of specific personnel for short, medio and long term projects, and selected
especially for final owners or clients, engineering companies, EPC’s, inspection
agencies, in order to cover the positions´ needs
Security Level 1
A normal operational level at which minimum appropriate protective security

measures shall be maintained at all times.
Security Level 2
Heightened risk of a security incident is perceived. At this level appropriate

additional protective security measures shall be maintained for a period of time.
Security Level 3
Security incident is probable or imminent, although it may not be possible to

identify target. At this level further specific protective security measures shall be
maintained for a limited period of time.
Security Level 1
(At port/anchor)
The status maintained at ALL times under normal circumstances
 Control access to restricted areas.

 Lock/secure unattended spaces.
 Monitor all persons embarking – ID, boarding permission, parcels carried.
Random search of parcels and persons (at least one in four).
 Regular Security rounds of vessel.
 Check the stores received and secure immediately.
 Monitor movement of Shore side staff-stevedores, security guards, and
company personnel.
 All Visitors to be issued visitor badges and to be escorted to place of visit.
 Keep aware of suspicious activities. Report to Master of any security
breach.
 Monitor security search by security guard prior departure port.
(At sea)
 Monitor Communication for Security Advisory _ VHF, Sat-C, Navtex

 Monitor Small Boats in Vicinity of own ship
 Lookout duties from Sunset to Sunrise
 Carry out security drills regularly
 Check All Navigation transmission and Safety Warnings.
 Report Any Suspicious objects you may find on board in your work areas
 Control Communication (VHF/Phone) from vessel
 Report any suspicious activity by the other ship staff on
 Board Contraband search carried out departure last port
 Test Security equipment on board
Security Duties ( Level 1)
Master
In port -Directs Security Procedures for Level 1 in Port
At sea - Directs Security Procedures for Level 1 at Sea
Chief Officer
In port - Directs Security Procedures for Level 1 in Port
At sea - Monitors and Reports Suspicious Activity from Small Boats in the Vicinity
Second and Third Officer
In port - As CO’s orders, and when on duty, enforces security on board
At sea - At Master’s orders when on duty monitors any small boats in the vicinity.
Chief Engineer
In port - Coordinate with SSO/Master. Enforces Security Procedure for Level #2 in

Engine Spaces
At sea - Coordinate with SSO/Master. Enforces Security Procedure for Level #2 in

Engine Spaces
1st AENG
In port - At Master/SSO’s orders. Check all stores ashore before bringing on

board
At sea - At Master/SSO’s orders. Start fire pumps for response teams
2nd AENG
In port - At Master/SSO’s orders. Prevent access to E.R. Spaces
At sea - At Master/SSO’s orders. Lock access doors to E.C.R. Spaces

Human Limitations
Fatigue – is a term used to describe an overall feeling of tiredness or lack of

energy.
When you’re fatigued, you have no motivation and no energy.
Being sleepy may be a symptoms of fatigue, but it’s not the same thing.
Fatigue is a common symptom of many medical conditions the range in severity

from mild to serious. It’s also a natural result of some lifestyle choices, such as
lack of exercise or poor diet.
Misunderstanding
a failure to understand, or an argument resulting from the failure of two people

or two sides to understand each other.
Complecency
self-satisfaction especially when accompanied by unawareness of actual

dangers or an instance of usually unaware or uninformed self-satisfaction.
FATIGUE
Performing look out duty
Maintaining a continuous watch of the sea to report any kind of hazard that
can be an obstacle in the navigation and cause harm to the ship.
Watch keeping Duties
A deck officer is assigned with the duties of watch keeping and he has the total
responsibility of safe and smooth navigation of the ship
Ship’s operation and maintenance
Maintenance is one thing that keeps any mechanical equipment or machinery

going. It keeps machinery up to date and in smooth running condition.
Identify and remove rust accumulations
Scrub, sweep and wash deck
Working with bridge equipment
MISUNDERSTANDING
Working with different nationalities
Improper communication
Poor communication is frustrating in the workplace and can lead to poor

performance, lack of teamwork, low morale and reduced profits.
Complecency
Taking potentially dangerous shortcuts in tasks
Focusing on production and not safety
Indicators that human limitations are being exceeded.
Fatigue
The International Maritime Organization (IMO) defines fatigue as “a reduction in

physical and/or mental capability as the result of physical, mental or emotional
exertion, which may impair nearly all physical activities abilities including:
strength; speed; reaction time; decision making; or balance”.
Chronic tiredness or sleepiness
Impaired decision-making and judgment
Muscle weakness
Slowed reflexes and responses
Moodiness, such as irritability
Reduced ability to pay attention to the situation at hand
Misunderstanding
Communication is the process of exchanging information, knowledge, emotion

and understanding between parties.
Persons limited knowledge or vocabulary
Diversity of a language – the same words are understood differently
Excess Communication
Complecency
Complacency in the workplace is when you become so secure in your work that
you take potentially dangerous shortcuts in your tasks or become unaware of
deficiencies.
Disengagement
Loss of passion for your work
Less thinking before action
Frequent mistakes
COMMON PERSONAL LIMITATIONS

• Fatigue
Fatigue is a term used to describe an overall feeling of tiredness or lack of

energy.
• Misunderstanding
Misunderstanding is the failure to understand, or an argument resulting from the

failure of two people or two sides to understand each other.
• Complacency
Complacency is a feeling of quiet pleasure or security, often while unaware of

some potential danger or a feeling of smug or uncritical satisfaction with oneself
or one's achievements.
STEPS TAKEN TO AVOID PUSHING CREW MEMBERS BEYOND PERSONAL

LIMITATIONS
1. Define (or revisit) your values.
2. Learn something new.
3. Expand your professional circle.
4. Take on a challenge.
5. Cultivate better work-life balance.
DEFINE (OR REVISIT) YOUR VALUES
To gain some inspiration, reconnect with your “why” by thinking about your
values and whether your current work fulfills them.
LEARN SOMETHING NEW
Look for opportunities to learn a new skill, especially those that would directly
enhance your work-life and desired career path.
EXPAND YOUR PROFESSIONAL CIRCLE
Make an effort to branch out of your usual professional circle.
TAKE ON A CHALLENGE
Shake things up by saying “yes” to a new opportunity that comes your way,
even if it seems daunting or over your head
CULTIVATE BETTER WORK-LIFE BALANCE
There’s more to life than work, figure out ways to boost your productivity at work
while remaining committed to a fulfilling personal life.
EXPLAIN HOW HIDDEN PRESSURES CAN CAUSE PERSONAL LIMITATIONS TO BE

EXCEEDED
Each vessel is subjected to different motions and effects such as noise, heat and
vibration. The vessel is home for maritime professionals for many months at a
time so there are more challenges to life onboard. Example of these challenges
are personal limitations which are often encountered crew members when
onboard. These personal limitations can be exceeded by certain hidden
pressures. All mariners need to be aware of how to protect themselves physically
and mentally and to make the best use of their physical and mental abilities to
manage the ship in an increasingly complex and dynamic maritime
environment.
Example of personal limitations
1. Fatigue
2. Misunderstanding
3. Complacency
FATIGUE
According to the definition given by the IMO, Fatigue is a state of feeling tired,
weary, or sleepy that results from prolonged mental or physical work, extended
periods of anxiety, exposure to harsh environments, or loss of sleep.
Estimates suggest that 25% of marine casualties are caused by fatigue.
The major effects of fatigue are:
• impaired performance
• diminished alertness
• increased accident and fatality rates
• poor quality and disrupted sleep patterns
Misunderstand
Misunderstandings can therefore easily have consequences for an individual's

motivation and goals. On a general level, the effect of misunderstandings is that
they always cause trouble in an interaction. The trouble can, however, be of a
lesser or a greater kind.
Complecency
The first step to an accident involves the false belief that because of your
experience, you cannot have an incident.
Complacency at work can cause or contribute to critical errors which increase

the probability of injury, from not having your eyes or mind on the task, walking
into the line of fire, or losing your balance, traction or grip. If you are thinking
about what could go wrong every day, all day while you work, you are not
completing the task safely.
OVERALL CONSEQUENCE
In general, these personal limitations, the fatigue, misunderstanding, and

complacency will most probably lead to accidents and injuries if not addressed
properly by the ships crew. It will greatly disable the working efficiency and the
overall safety not just of the vessel but also for the crew onboard.
FITNESS FOR DUTY
Rest Hours
STCW Section A-VIII/1 states that: a) Administrations shall take account of the
danger posed by fatigue of seafarers, especiallythose whose duties involve the
safe and secure operation of a ship.
b) All persons who are assigned duty as officer in charge of a watch or as a

rating forming part of a watch and those whose duties involve designated
safety, prevention of pollution andsecurity duties shall be provided with a rest
period of not less than:
✓a minimum of 10 hours of rest in any 24-hour period; and
✓77 hours in any 7-day period.
c) The hours of rest may be divided into no more than two periods, one of which
shall be atleast 6 hours in length, and the intervals between consecutive periods
of rest shall not exceed 14 hours.
d) The requirements for rest periods laid down in paragraphs 2 and 3 need not
be maintained in case of an emergency or in other overriding operational
conditions. Muster, fire-fighting and lifeboat drills, and drills prescribed by
national laws and regulations and by international instruments, shall be
conducted in a manner that minimizes the disturbance of rest periods and does
not induce fatigue.
e) Administrations shall require that watch schedules be posted where they are
easily accessible. The schedules shall be established in a standardized format in
the working language or languages of the ship and in English.
f) When a seafarer is on call, such as when a machinery space is unattended,

the seafarer shall have an adequate compensatory rest period if the normal
period of rest is disturbed by call-outs to work.
Records of Rest Hours
Administration shall require that records of daily hours of rest of seafarers be

maintained in a standardized format, in the working language or languages of
the ship and in English, to allow monitoring and verification of compliance with
the provisions of this section.
The seafarers shall receive a copy of the records pertaining to them, which shall
be endorsed by the master or by a person authorized by the master and by the
seafarers.
Master’s Overriding Authority

Nothing in this section shall be deemed to impair the right of the master of a ship
to require a seafarer to perform any hours of work necessary for the immediate
safety of the ship, persons on board or cargo, or for the purpose of giving
assistance to other ships or persons in distress at sea.
Accordingly, the master may suspend the schedule of hours of rest and require
a seafarer to perform any hours of work necessary until the normal situation has
been restored. As soon as practicable after the normal situation has been
restored, the master shall ensure that any seafarers who have performed work in
scheduled rest period are provided with an adequate period of rest.
Blood Alcohol Content
Each administration shall establish, for the purpose of preventing alcohol abuse,
a limit of not greater than 0.05% blood alcohol level (BAC) or 0.25 mg/l alcohol
in the breath or a quantity of alcohol leading to such alcohol concentration for
masters, officers and other seafarers while performing designated safety security
and marine environmental duties.
Section A-VIII/2 states that:
Watch keeping arrangements and principles to be observed
PART 1 – CERTIFICATION
1. The officer in charge of the navigational or deck watch shall be duly qualified
in accordance with the provisions of chapter II or chapter VII appropriate to the
duties related to navigational or deck watch keeping.
2. The officer in charge of the engineering watch shall be duly qualified in

accordancewith the provisions of chapter III or chapter VII appropriate to the
duties related toengineering watch keeping.
TIME CONSTRAINTS
The definition of a constraint is something that imposes a limit or restriction or

that prevents something from occurring. If you are a sole practitioner, you may
have 40 hours of time per week to distribute among your available projects. And
if your only equipment and supplies reside within your computer, that may be
your only resource. In this situation, if you accept no more work than you can
handle per week, your time constraints and resource constraints will always
remain in balance.
Time Constraint is a term that defines various factors that limit projects in terms of
time. This includes deadlines, workload management, and resources allocation.
PLANNING
SCHEDULING
MONITORING
CONTROL
In law, time constraints are placed on certain actions and filings in the interest of
speedy justice, and additionally to prevent the evasion of the ends of justice by
waiting until a matter is moot. The penalty for violating a legislative or
courtimposed time constraint may be anything from a small fine to judicial
determination of an entire case against one's interests.
For example, if a complaining party files an action and then fails to cause the
papers pertaining thereto to be served on the opposing party within the time
established by local rules, and is unable to convince the court that there was
good and sufficient reason for the delay, he risks having his action dismissed with
prejudice. If the opposing party is served with the papers and if it fails to respond
within the time limit provided for his answer, he risks having the case decided
against him by default.
If one is aggrieved by the judicial outcome of an action and wishes to appeal,

he may be forever barred from doing so if he fails to meet the deadline by
which his appeal may be filed.
Examples of time constraints
 A reporter can’t submit the draft of his report on time until his laptop is
fixed.
 When a company lays the foundation for a building, it can't begin pouring
concrete until the first day a cement truck is available to deliver it.
 If a certain officer cannot accomplish his task in a given time, he can ask
for help to other officer given that no rest hours is violated.
 On a port, the ship is about to depart. If the provision pick -up is already
done but cargo operation is still not, they have no other choice but to ask
for help from other crew.
Factors that cause time constraints
TIME - Whenever a task has an enforced deadline, such as a scheduled event,

this can be considered a time constraint.
MATERIALS - Limited materials might make it impossible to meet a project's

deadline.
LABOR - The amount of work exerted on a certain project may be a factor of

time constraint since some works only has a limited number of hours of duty.
EQUIPMENTS - The availability of equipment and other machineries may make or

break a projects deadline.
EXPERTIES - The crew’s knowledge to a certain task is a big factor in

accomplishing a task because it is easier to do a work if you have enough
learnings about that project.
COMMITMENT - A person’s commitment in accomplishing a goal is a time

constraint. People who have determination in finishing a task will do the project
before deadline.
MONEY - Money is a big factor because nothing in this world is free. A person
must be an expert on how to balance the amount of money available to the
project he or she desires to achieve
SKILLS - The group’s skills are very vital in achieving a certain goal because
people who possesses this can make the job faster.
TOOLS - With proper and appropriate tools in doing a certain project, this can
be done faster.
ANY RELATED REQUIREMENTS - Any related requirements such as permits for duty
and proper Personal Protective Equipment must be a factor because without
this, work cannot be done right away.
Time constraints is a major influencing factor in causing task deviations at sea

which leads to dangerous situations.
How time constraints are usually addressed on board ?
NAVIGATION
Passage Plan
A passage plan is a procedure to develop a complete description of a vessel’s

voyage from start to finish.
Appraisal, Planning, Execution and Monitoring
For navigators, APEM means:
Appraisal - Collecting information on the voyage from pilot books, weather

routeing, navigational charts etc.
Planning - Using the data collected in the Appraisal stage to create a passage
plan.
Execution - Briefing the bridge team and carrying out the voyage.
Monitoring - Using tools and charts to track the progress of the voyage.
Time Constraints on board is usually addressed by creating a realistic and

detailed plan with a combination of good seamanship that minimizes the
incorrect actions so that seafarers on board can avoid deviating with what is
planned, and to obtain the success of overcoming time constraints.
What is Resource Constraints?
The Resource Constraints refers to the limitations of inputs available to complete

a particular job: primarily people time, equipment and supplies. Every project
you accept will require some combination of time and resources.
Examples of Resource Constraint
 Budget or Money Constraints

 Personnel Constraints
 Specialized equipment Constraints
When it comes to time and resource constraints it is important that the correct
actions are taken in order to complete the tasks successfully.
Resources - Something you need to execute your operation.
Constraints - Something that limits or restricts.
Resource constraints - refers to the limitations of inputs available to complete a

particular job: primarily people, time, equipment and supplies.
Resource Constraints are roadblocks that can derail your project and prevent
successful delivery.
Resources Constraints are real-world limiting factors.
Resource Contstraints affect how you map out activities, task durations, and
project dependencies on a project schedule network diagram.
For istance, if you are a worker in charge of two concurrent tasks, then you have
a resource constraint.
What is the reason why we have resource constraint?
It is probably because of a limited time, a conflict in schedule, a problem in the

project completion that leads to a poor development backlog, additional labor
cost and resource allocation.
Factors that cause resource constraints:
 PROJECT COMPLETION - Includes the last phases of a project: product

acceptance and final analysis.
 SCHEDULE - A schedule is a timetable showing the forecast start and finish
dates for activities or operations within a project.
 DEVELOPMENT BACKLOG - Is the ultimate to-do list for a team. It is filled
with tasks requested by stakeholders from various projects, external clients,
and entire teams.
 LABOR COSTS - Is the total of wages, benefits, and payroll taxes paid to
and for all employees.
 RESOURCE ALLOCATION - Is the process in which a company decides
where to allocate scarce resources for the production of goods or
services.
Addressin resource constraints on board
Hello, I am 2M Elston and I am not fit for duty because of fatigue. Since I am
unable to performmy duties, another officer is needed to fill the gap taking into
account that he may be compromising his rest.
In the situation, the project manager who is the captain would look into a
reliever officer for the 2M. He should make these decisions long before any
ground is broken on the operation on board. Failure to do so is a sure way to fall
off schedule and other problems.
Scheduling is one of the factors that caused this constraint, once a relieving
officer take over responsibilities, take into consideration that he owes the
company an overtime payment. So, meaning, the labor cost is now present.
How labor cost is usually addressed on board? The master will give the reliever
officer longer rest days to compensate his overtime duty. And this will result to
another factor which is the resource allocation. Resource allocation depends on
the schedule and labor cost. If the master will not take into consideration the
compensation of rest days of the reliever officer, he would be compromising the
physical and mental aspect of the said officer. Hence, he would not be working
in the right state of mind.
Effective leadership and teamwork are important not only for an organization to
succeed but also for its people's wellbeing.
So why is teamwork and leadership important?
"Talent wins games,but teamwork and intelligence win championships." -

Michael Jordan
Personal Characteristics Essential to Effective Leadership and Teamwork on

Board
Humility
Rick Warren, famous American pastor and leadership mentor, once said, “True
humility is not thinking less of yourself; it is thinking of yourself less.”
Integrity
C.S. Lewis, British novelist and academic, once said, “Integrity is doing the right
thing, even when no one is watching.”
TRUSTWORTHINESS
The most trusted leaders gain the trust and respect of crews onboard because
they display integrity and honesty.
SENSE OF ACCOUNTABILITY
Since leaders are decision makers, leaders are held more accountable than the
rest of society for both successes and for failures.
A COMMON GOAL
One of the ultimate objectives of an effective and successful team
Probably a chief characteristics of an effective and successful team
Ultimately, shared goals are the fuel that pushes each team member’s
productivity.
DECISION MAKING SKILLS
It’s inevitable that a leader will be faced with many decisions
Abilities Contributing to Leadership and Teamwork Onboard
OPEN AND HONEST COMMUNICATION
Communication and chemistry go hand in hand. Communication is a crucial

part of building a sense of belonging and camaraderie between team
members.
LEAD BY EXAMPLE
As a leader, the best way to build credibility and gain the respect of others is to
set the right examples.
EMPOWER OTHERS
Understand that for people to give their best

Give them a self-determination
Believe that what they’re doing is meaningful.
MOTIVATE AND INSPIRE
Drive their team forward with passion, enthusiasm, inspiration and motivation.
TRUST ABOVE EVERYTHING
Believing in the goals and processes set before them - trust is the foundation of
success.
PERSONAL CHARACTERISTICS
Personal characteristics are the qualities that make you who you are.
Preemtive preparation
 Self- awareness
 Evaluate oneself
 Positive mental Attitude
Most common personal characteristics a seafarer should bear:
 Resilient
 Leadership
 Quick-witted
 Adaptable
Avoid
 Anti –Authority
 Impulsivity
 Invulnerability
 Macho
Leadership and Teamwork
Authority - People who have the legal right to control or be in charge.

Assertiveness - Assertiveness is the quality of being confident without being

aggressive.
Authority-assertiveness relationship
On the authority’s side, we normally find the team leader. While we find the
junior members of the team and people of lower rank on the assertiveness side.
Positional Authority
Positional authority is based on your position, title, rank, and responsibilities.

Positional authority gives you the power to enforce decisions and actions.
Personal Authority
Personal authority is different. It is the authority that comes from the trust and
respect of others.
Positional and Personal Authority
Positional and personal authority are linked. If personal authority is weak,

positional authority must be used. But if personal authority is strong, a good
leader has little need to use his positional authority.
Balance
Most people would agree that a balance between the authority and
assertiveness of any two members of a team gives the safest situation. Everyone
must be assertive enough, if necessary, to create an environment where
teamwork is prevalent.
Shallow Authority Gradient
When the power distance between a team leader and a team member is low,
the authority gradient in the team is shallow, or balanced. Communication
works both ways, and you can easily establish a challenge and response
environment in the team.
Steep authority gradient
In a high-power distance team, the authority gradient is steep. Teamwork and

communication will suffer. Communicating top-down is easy. Communicating in
the other direction is an uphill struggle and much more difficult.
Balance creates better framework for teamwork
A workplace being balanced creates more ideas because of challenge and

response can be freely exercised, thus exchange and hypothesizing of new
solution may be formulated more frequently.
Teamwork creates more opportunities for Assertive People
Being given a space freely express your ideas open new windows of opportunity
you might have missed if you did not have the confidence to.
DEFINITION OF PRIORITIZATION
is the activity that arranges items or activities in order of importance relative to

each other. In the context of medical evaluation it is the establishment of the
importance or the urgency of actions that are necessary to preserve the welfare
of client or patient.
In the clinical context, establishing priorities aids in the rationale and justification
for the use of limited resources. Priority setting is influenced by time, money, and
expertise. A risk priority number assessment is one way to establish priorities that
may be difficult to establish in a health care setting.
Examples of prioritization
Example: i prioritize my work according to company objectives and what is

expected of me as an office administrator. I organize my workload to reflect my
most urgent priorities, such as corresponding with clients and communicating
team updates.
Reflection and organization of task
Another example
In the emergency room, they prioritize patients according to the fatality and
percentage of survival of the patients.
Why does prioritization is necessary?
Prioritizing is necessary because it

Establishes priorities that is necessary to a task in order to complete everything

that needs to be done. Prioritization is important because it allows you to give
your attention to tasks that are important and urgent so that you can later focus
on lower priority tasks.
ORGANIZATION
PRIORITIZING TASKS AND ORGANIZING IT , WILL HELP CLEAR UP ONE’S MIND AND
WILL FOCUS MORE ON THE TASKS THAT ARE NEEDED TO BE FINISHED FIRST
ORGANIZATION
Urgency
THE URGENCY AND IMPORTANCE OF A CERTAIN TASK MAKES ITSELF CLIMB UP THE
PRIORITY LIST
Appropriate - suitable or proper in the circumstances
Workload - the amount of work to be done by someone or something
Appropriate Workload
The suitable or proper amount of work to be done by someone under

circumstances.
Recent research shows that 80% of global knowledge workers report feeling
overworked and close to burnout. Further, four out of five (82%) of employees
say they feel less engaged at work when they’re stressed
Workload management enables you to distribute work across your team more
effectively, to not only reduce burnout for stressed employees, but prevent them
from feeling overworked in the first place.
5 steps to ensure appropriate workload
1. Figure out your team’s workload and capacity

2. Allocate resources and break down individual workloads
3. Check in with your team members and adjust workloads as needed
4. Improve team efficiency when workloads are heavy
5. Have a work management tool
Ship Organization
To have a division of labor among the crew members on board the ship and yet
they all work as a team in order to ensure a smooth and safe operation of the
vessel. And also to prevent the overlapping of work on board.
The provisions for seafarers to get adequate rest.
STCW Code Section AVIII/1 states that: All persons who are assigned duty as
officer in charge of a watch or as a rating forming part of a watch and those
whose duties involve designated safety, prevention of pollution and security
duties shall be provided with a rest period.
“Hours of rest” means time outside hours of work and does not include short
breaks.
The minimum requirement for hours of rest provided should be:
10 hours in any 24-hour period, which may be divided into no more than 2
periods, one of which shall be at least 6 hours in length, and no more than 14
hours between any consecutive periods; and 77 hours in any 7 day period.
Master's Overriding Authority
The master may suspend the schedule of hours of rest and require a seafarer to
perform any hours of work necessary until the normal situation has been
restored. As soon as practicable after the normal situation has been restored,
the master shall ensure that any seafarers who have performed work in
scheduled rest period are provided with an adequate period of rest. Seafarer
shall have an adequate compensatory rest period if the normal period of rest is
disturbed by call-outs to work.
In order to be certain that crew members are suitably rested and operations
comply with the requirements of the STCW and ISM Codes, Members are
advised to ensure that:
 Watchkeeping schedules are posted and reflect the actual

watchkeeping arrangements onboard.
 Records of hours of work and rest are completed accurately.
 Crew members are adequately rested prior to departure and first watch
following a port call.
 Records of hours of work and rest are examined during internal audits to
confirm that the personnel onboard are receiving sufficient rest in
accordance with STCW Code requirements.
 Hours of rest are not being reduced to below the statutory minimum by
applying the “overriding operational conditions” provision to routine
operations.
REST HOURS
According to STCW Code Fitness for Duty, all persons who are assigned duty as
officer in charge of a watch should be given a minimum of 10 hours of rest in a
24-hour period and 77 hours in a sevenday period.
Hours of rest can be divided into two periods.
The Master may suspend the schedule of hours of rest.
Recording Hours of Rest
A record of daily hours of rest must be kept by the seafarer and the principal
purpose for the record is to allow monitoring and provide documentary
evidence of compliance with the minimum hours of rest requirements and to
record any deviations from the requirements.
Electronic Recording and Storage
1.The electronic records must be accessible to all seafarer and are secure from
unauthorized alterations after entering.
2. There must be a means for the records to be endorsed by the seafarer and
the Master.
3. There must be a means for the seafarer to receive a copy of their hour of rest
records.
Who will monitor or inspect the record hours of rest?
Recording Hours of Rest
The records of daily hours of rest shall be maintained in English to comply and
having them available for inspection by Isle of Man Ship Registry inspectors or
port state control officers.
Fatigue is a feeling of constant tiredness or weakness and can be physical,

mental or a combination of both. It is a state of mental or physical exhaustion
that reduces a person’s ability to perform work safely and effectively.
Signs of Fatigue
slower reactions
reduced ability to process information
memory lapses absent-mindedness
decreased awareness
lack of attention
reduced ability to identify and calculate risk
reduced coordination changes in behaviour
Results of Fatigue
errors and accidents
ill-health and injury
reduced productivity
low team morale
Communication Climate
Refers to the tone of the relationship as expressed by the verbal and non-verbal
messages between people. The communication climate is created by the way
people feel about each other.
Two Types of Communication Climate

• Positive Communication Climate
• Negative Communication Climate
Positive Communication Climate
1. People interact confidently and courteously
2. The message is understood by others
3. People are willing to speak with others
• They listen carefully
• They ask questions
• Offer feedbacks
Negative Communication Climate
1. Difficult for people to get and give information
2. Message is not understood clearly
3. People are unwilling to interact Negative Communication Climate
• They are less willing to ask questions
• They are unwilling to offer ideas and feedback
A good communication climate means having a positive communication

climate.
Two Objectives of Good Communication
• Your listeners must understand what you say.
• Your listeners must feel what you feel.
To achieve an effective communication, you must:
• Have empathy
• Use simple language
• Use emotions
• Use body language
• Be open
Have Empathy
Empathy is the ability to understand and feel as the other person feels.
Use Simple Language
It helps in understanding the message that you want to convey with ease.
Use Emotions
Let your face show what your heart feels because it helps to understand the
message clearer.
Use Body Language
This is how you achieve natural vocal variety, gestures, and movement.
Be Open
Build trust by sharing your concerns and encouraging others to do the same.
How to Get the Best Out of a Team
Motivate your team
If you encourage you team, you can boost their confidence and it can lead to
remarkable results.
Help them grow
“There are more rooms for improvement”. If someone is struggling, help and
teach them.
Identify their strenghts and weaknesses
You can effectively utilize each person’s skills and talents to produce
acceptable results.
Be open to suggestions
Acknowledge other member’s opinion because they think it can help the team.
Praise and reward the team

By acknowledging the team after a job well done, it can make the group feel
empowered.
Communication the act of giving, receiving, and sharing information – in other

words, talking or writing, and listening or reading
The Four lines of Communication
⊹ Verbal communication
⊹ Non-verbal communication
⊹ Written communication
⊹ Visual communication
Verbal Communication
⊹ the use of language to transfer information through speaking or sign language
⊹ Verbal communication is important because it is efficient.
⊹ When we speak, we are communicating much more than just the content of
our words.
⊹ We are also using pitch and tone, as well as the level of formality we use to
convey important subtext to the person we are speaking with.
⊹ content is the most important part of verbal communication
Non -Verbal Communication
⊹ the use of body language, gestures and facial expressions to convey

information to others.
⊹ It can be used both intentionally and unintentionally.
⊹ Basically it is sending and receiving messages in a variety of ways without the

use of verbal codes (words).
⊹ It includes — but is not limited to:
• touch
• glance
• eye contact (gaze)
• volume
• vocal nuance
• proximity
× gestures
× facial expression
× intonation
× dress
× posture
× smell
Written Communication
⊹ the act of writing, typing or printing symbols like letters and numbers to convey
information
⊹ It is helpful because it provides a record of information for reference.
⊹ Writing is commonly used to share information through books, pamphlets,

blogs, letters, memos and more.
⊹ Emails and chats are a common form of written communication in the

workplace.
⊹ Written communication, to be effective, should be clear, complete, concise,

correct, and courteous.
Visual Communication
⊹ the act of using photographs, art, drawings, sketches, charts and graphs to
convey information.
⊹ Visuals are often used as an aid during presentations to provide helpful

context alongside written and/or verbal communication.
⊹ people have different learning styles, visual communication might be more

helpful for some to consume ideas and information.
⊹ Visual has become the most used type of communication, driven by social
media, YouTube, and other platforms of the digital era.
⊹ We rely heavily on visual communication.
⊹ There are many ways that visual communication, like charts, photographs,
sketches, video, graphs, and even emojis and GIFs, can help improve the
understanding of your message.
Types of communication
Verbal
 Use a strong, confident speaking voice.

 Use active listening
 Avoid filler words
 Avoid industry jargon when appropriate
Nonverbal
 Notice how your emotions feel physically.

 Be intentional about your nonverbal communications
 Mimic nonverbal communications you find effective.
Visual
 Ask others before including visuals

 Consider your audience
 Only use visuals if they add value
 Make them clear and easy-to-understand.
Written
 Strict for simplicity

 Don’t rely on tone.
 Take time to review your written communication

 Keep a file of writing you find effective or enjoyable.
Effective communication is 20% what you know and 80% how you feel about
what you know. - Jim Rohn
effective communication techniques
⊹ Being able to communicate information accurately, clearly, and as intended

is an essential life skill.
⊹ Essential for healthy relationships, whether at home, work or in business or

social situations.
Benefits of effective communication
1. leads to the right information being shared
2. minimises conflict and confusion
3. saves resources such as time and money
4. helps establish a bond
5. leads to the intended results being achieved
6. leads to appropriate feedback being given and received
7. helps build strong relationships
Costs of poor communication
1. sends mixed messages instead of a shared understanding
2. increases risk of a negative outcome
3. leads to conflict and strained relationships
4. intended results are not achieved, or only partially achieved
5.creates stress
6.emotional reactions confuse or distract from the information being conveyed
What’s stopping you from communicating effectively?
⊹ Stress and out-of-control emotion
⊹ Lack of focus.
⊹ Inconsistent body language.
⊹ Negative body language.
Why Is Effective Communication Important?
⊹ Effective communication is vital both in and out of the workplace
⊹ Effective communication makes you a more productive worker
⊹ Developing an effective communication process helps you understand what

others are saying
How to effectively communicate?
⊹ Become an engaged listener
× Another important communication skill is active listening. Active listening helps

us build relationships, solve problems, improve understanding, resolve conflicts
and retain more information.
⊹ Empathy
× Being able to understand the feelings of those around you is an integral part
of being an effective communicator.
⊹ Manage your own emotions
× it’s important to manage your emotions and express them appropriately in

context
⊹ Pay attention to nonverbal signals
× The way you look, listen, move, and react to another person tells them more
about how you’re feeling than words alone ever can
× Did you know that 65 per cent of what we communication is non-verbal?

⊹ Ask for feedback.
× There’s no shame in asking for honest feedback on your communication skills

⊹ Practice public speaking.
× It is a great way to develop good communication skills.
Leadership
Some people lead without a managerial role
Management
Some managers do not practice leadership
Leadership
The art of motivating a group of people
Leaders have people that follow them.
Leadership is about getting people to comprehend and believe in the vision you
set for the company and to work with you on achieving your goals
Management
The art of work done through people
Have people who simply work for them.
Management is more about administering and making sure the day-to-day

activities are happening as they should.
Leaders transfer the company's mission, goal and vision to the entire
organization.
Managers are responsible for keeping employees aligned with the core
company's goals and values.
Leaders look for answers to why and what
Leaders have the great power to inspire people
Leaders are basically more future focused
Managers are more focused on the present moment
It is important to have both great managers and leaders. It needs a good

leader to achieve its mission and a good manager to ensure the things are
getting done to reach the company's vision
A person elected or appointed to a leadership position.
• Typically in charge of logistical tasks
• Designates tasks
• Organizes available resources
• Have certain rights and privileges
• The authority to discipline and punish
EXAMPLES:
• Mayor, President, chief executive officer, governor, administrator
Functional leadership is often used to describe job positions where an individual

is expected to take leadership responsibility without any delegated authority
• Focus on the action areas that a leader must address to be effective
• Developing and maintaining communications
EXAMPLES:
• Activist
• Volunteer
A true leader has the confidence to stand alone, the courage to make tough
decisions, and the compassion to listen to the needs of others. He does not set
out to be a leader, but becomes one by the equality of his actions and the
integrity of his intent.” —Douglas MacArthur
Authoritarian
• Originatedfromthephilosophy of Plato(407-327 B.C.)
• The Englishmonarchs used this approachwhen the

printingpresswasinventedby censoring, licensing, taxationandmakinglaws.
• Media isinfluencedandoverpoweredby power and
authority inthenations
Autocratic leadership
alsoknown asautocraticleadership, isa management

styleinwhichanindividual has total decision-makingpower andabsolute control
over hissubordinates.
Anauthoritarianleader makesdecisionson policies,

proceduresandgroupobjectives withlittleor noinput fromhisor her team
membersor followers.
Characteristics
of Autocratic Leadership
Self-Confidence
Motivation
Clarity
Dependability
Autocratic Management Style
Stylesof Autocratic Management:
DirectiveAutocrat.
Manager madethedecisionaloneandsupervisesthe subordinatesonly
PermissiveAutocrat.
Managersmade thedecisionalonebut allowsthe subordinatestofreely

exercisethedecision.
Authoritarianleadership style
Acommonbelief of many autocraticleadersisthat followersrequire direct

supervisionat all timesor elsethey wouldnot operate effectively.
Autocraticleadershipstylework well if theleader iscompetent and
Knowledgeabletodecide about eachand everything.
Autocratic isconsideredone of themost effectiveleadershipstylesin

Casethereissomeemergency and quick decisionsneed tobetaken.
Autocratic Management Style
Advantages
o Decisionsaremadequickly
o Noconfusion over whois in charge
o Directionsisclear
Disadvantages
o Causespoor moraleandlow motivation
o Showslack of trust
o Lowjobsatisfactionfor employee/crew.
Lastly my Final Word
Therearetimesor circumstanceswherecentralized control becomesnecessary.

However, this leadershipstylemay not always work, especially whenyour aimasa
leader isto encouragecollaborationandteamwork, establish lasting
relationshipswithco-workersand subordinates, and promote employee initiative.
With that, it is for us/oneself todecide whether theadvantages of autocratic
leadershipoutweighits disadvantages enough for usto adopt it aswe preferred
way of leading.
CHAIN OF COMMAND
• is an official hierarchy of authority that dictates who is in charge of whom

and of whom permission must be asked.
An example of chain of command is when an employee reports to a manager

who reports to a senior manager who reports to the vice president who reports
to the CEO. The CEO makes final decisions binding on everyone, followed by the
vice president and so on down the line.
• the hierarchy, in order of rank, of persons having authority in an

organization or undertaking, specif. a military one
• A hierarchy of authority in which each rank is accountable to the one

directly superior.
The Deck crew is in charge with the vessel navigation, watch keeping,
maintaining the ship’s hull, cargo, gear and accommodation, taking care of the
ship’s life saving and fire fighting appliances.
The deck department is also the one in charge with receiving, discharging
and caring for cargo. According to the vessel’s hierarchy, the deck officers are
as follows
THE MASTER
The supreme authority on board.
The entire crew is under his command.
He is responsible for the safety, use and maintenance of the vessel and
makes sure that every crew member carries out his work accordingly.
He is also in charge of the following: payroll, ship’s accounting, inventories,

custom and immigration regulations, and the ship’s documentation. In order to
become Master, a seafarer must first have several years of experience as a
deck officer and as Chief Officer.
The command system on our ships in the past was enhanced by the
appointment of seagoing senior officers to the shore offices in positions of
authority who, because of their seniority, had acceptance of their edicts by the
sea staff. Because of their ability to place themselves in the situation of those
receiving such orders, they were also able to use their influence ashore in
ensuring that what was required by those above them was able to be carried
out on board and if not, translating the reasons why and achieve a more
acceptable route.
There are many definitions of ‘command’ as an action and the qualities

required to enable this but above all else he who would command must not just
have the ability to order correctly but the confidence in that ability and
leadership that emanates to those under his command in order that they follow
the commands in a good and timely manner.
One prevailing theme that pervades the varied thoughts on command is

that, before having a position of command, first must come the understanding
of obedience. Obedience in today’s society ashore implies some form of
unwanted subservience to authority, but which at sea is accepted by the
seamen on board as essential to the good order of the ship.
Giving orders in an emergency situation requires instant obedience and

this can be enhanced by the respect the giver is held in by those receiving the
order. Too often, no respect for the authority of the giver is translated into distrust
in the correctness of the order. If a falter in the chain of command starts close to
the top, what will it be like further down the line? This therefore implies that those
giving orders should be confident in their leadership and this in turn reflects in the
respect of those under them.
The shipping company managements ashore are also responsible. If there

is no stated chain of command policy combined with a commitment of
complete support for those officers enforcing their rightful authority and
discipline in the interests of the ship and those on board then the question must
be asked why have a command structure at all?
The answer to that is quite simple. The law states clearly it is not the
celebrity chef or the hotel manager who faces the board of inquiry; rather it is
the Captain and his executive officers.
KNOWLEDGE AND ABILITY TO APPLY EFFECTIVE RESOURCE MANAGEMENT
LO10c.4: Explain how a good leader can exploit a team dynamic

LO10d.1: Describe the leadership required of a junior watch keeper
GROUP/TEAM DYNAMICS
- Team dynamics-
- Was coined by a psychologist and change management expert, KURT

LEWIN in the early 1940’s
- Describes the way in which people in a group interact with one another.
Two aspects of team dynamics:
Positive/Good team dynamics
Negative/Poor team dynamics
A team with:
Positive/Good team dynamics
Team members trust one another, they work towards a collective decision, and
they hold one another accountable for making things happen.
Benefits of having Positive/Good team Dynamic
Improved Results
Greater Collaboration Faster Decision
Greater Commitment
A team with:
Negative/Poor team dynamics

Hinder creativity, innovation, productivity, and effectiveness, making it difficult

to make good decisions and achieve good results.
Primary cause :
Weak leadership
A GOOD LEADER
He or she is a strategic thinker who loves collaboration, has a clear vision, is

brave, and demonstrates integrity, honesty, respect, and determination in
achieving goals.
How a good leader can exploit a team dynamic?
Being a good leader will also build a positive team/group dynamic
A good leader can exploit team dynamics, in a positive way, through utilizing or
making use of their full potential (referring to the team as a whole) capabilities,
their talents, their individual prowess for their advantage as a team for smoother
and efficient approach to achieve their goals as a team.
Junior watch- keeper of navigational watch includes deck cadet, and ratings
forming part of navigational watch.
Assertive leadership
- underpins assertive organizations involves people who value openness,

honesty, self-respect and discipline, as well as integrity and respect for cultural
differences
Leadership traits that can be learn even at junior level
1. Lead By Example
2. Focus On The Solution
3. Take First Person Responsibility
4. Share Glory With The Team
7. Master In Communication
1. Lead By Example- good leaders are those who practice what they
preach.
2. Focus On The Solution and a good decision maker
Good leaders focus on the solution and never the problem
3. Take First Person Responsibility-
When things go wrong, leaders do not point fingers. They take first person
responsibility for what has happened.
4. Share Glory With The Team People do not follow leaders who
are selfish, share the glory.
Leaders have high energy levels. They do not only communicate well but they
are able to transfer their enthusiasm to the team
Be a keen observer of human behavior.

7. Master In Communication Good communication skills are
essential to allow others and yourself to understand information more accurately

and quickly.
Challenge and Response Environment
Challenge and Response Environment
What is a Challenge and Response Environment?
The Challenge and Response Environment is a system of workers with
distinct duties and responsibilities to:
Improve &Boost
Improve the quality of Safety,
Order, and Efficient Work
Boost the functions of every
Member of the Team
What is a Challenge and Response Environment?
The Challenge and Response Environment recognizes and supports:

Monitoring, questioning, and supporting
A style of open communication, characterized by challenges for each member,

open questions, and positive responses.
The integral goal is to obtain a wide array of solutions to the presented

challenges or problems.
Purpose and Scope
The importance of a Challenge and Response environment is emphasized is to

build a ‘supportive environment’, in which:
Everybody is entitled with free to question assumptions and actions.
Positive responses are considered normal.
Can diplomatically question whether something is correct.
Can include suggestions for alternative decisions and actions.
Purpose and Scope
The purpose of the challenge and response is considered to be positive:
Avoid - Mistake It seeks to avoid any mistakes
Good Decision-Making
It aims to provide good decision-making

Errors
Weakness in Communication
Setting up a challenge and response environment in a team is not an easy task.

Based on the recent incident reports, making challenges and responding to
them is a major weakness in communication.
One of the most notable incidents involving the weakness in communication is

the sinking of US Cargo Vessel El Faro last October 1, 2015, after steaming into
the eyewall of Hurricane Joaquin.
Based on the reports, Capt. Michael Davidson, El Faro’s captain,

underestimated the strength of the storm and the ship's vulnerability in rough
weather. Despite the crews raising concerns about its increasing strength and
suggesting to change the direction of the ship, he did not take enough
measures to evade the storm.
Investigators stated that if Davidson had survived the storm, his actions would
have been grounds for the Coast Guard to revoke his captain's license.
Responsibility
Team Leader
It is the team leader’s responsibility to:
Clear that challenges are welcomed and expected.
Set an environment that supports challenges.
Members
It is not only the team leader has the sole responsibility. Hence, members should
also:
Partake in improving the system in the environment.
Build an open system with the leader
Be attentive if the leader has a faulty leadership
Three Stages
Concept - Thoughts about a certain situation
Challenge - Made outside the limits of concepts
Response - Response to the challenge
Challenging Concepts
The first stage is the concept. The concept is considered as thoughts about a
certain situation leading to a decision. It is essential that everyone should
understand the concept.
In fact, the environment is not challenging individuals, hence, it is challenging

the concepts. By concepts, it is the individual’s mental picture, the thoughts and
understanding of a situation. At the workplace, a concept could answer
questions like: “what’s the purpose of this task?”, “how shall it be done?”, “what
results are we looking for?”.
Originators of Concepts
Briefings
A meeting for giving information or instructions
Communication
Usual communication process

Procedures
Established way of doing a certain task
Alarms
An awareness of danger like emergency alarms.
Job Description
Formal account of employee’s responsibilities
Equipment
Necessary items for a particular purpose
When to Challenge
The second stage is the challenge. When things change, or when move outside
the limits of the concept, a challenge should be made. In particular, challenges
can come from anywhere, whether it may be internally or externally.
Usually, challenges come from within ourselves, challenging our own concepts.
The challenge can be phrased as a question: “are we still on track?”, or
“shouldn’t we?”. Challenges are likely to occur if the environment is properly set.
Challenge, Five Points to Remember
There is no challenge without a concept
Always challenge a difference of concepts
Be professional, be diplomatic
Challenge personal concepts
Acknowledge any challenges, even the incorrect ones.
Response
The third stage is the response to the challenge. If there is an enough time, take
action to confirm th challenge.
If possible, use a third source of information. But time is short, take action to
protect safety.
Too quick reactions can be unsafe. However, in certain emergency situations,

actions should be made instinctively.
Challenge and Response Blocks
The team should be alerted for blocks that prevent the working of challenge
and response environment. This should be a whole team effort.
People may feel afraid to make challenges, or when challenges are made, they
are not welcomed. People may take a challenge personally. The block could
be on the challenger’s side, the responder’s side, or both.
Challenger’s Side Blocks
Being quiet
Past bad experiences
Lack of confidence
Not assertive
Authoritarian environment
Personal conflicts
Refuses responsibilities
Unaware of the system
Responder’s Side Blocks
Authority threatened
Confidence deficit
Strong emotional response
Poor managing technique
Poor communicator
Summary
In summary, a well-functioning challenge and response environment in a team is

an important way to increase safety and improve productivity.
The leader sets the environment and the whole team is responsible for every
aspect of the environment. As individuals, it should be essential to continually
challenge our own concepts.
Summary
Challenge and Response Environment increases authority due to its ability to

encourage teamwork.
In the management system, encouraging teamwork is considered to be

important and appreciated management skill.
Remember that in the challenge and response environment, concepts are

challenged and not individuals.
“The strength of the team is each individual member. The strength of each
member is the team.” - Phil Jackson
Topics:
• Describe own Shipboard Workload
• Explain the Dangers of High Workload
SHIPBOARD WORKLOAD
➢ Is the number of tasks and obligations that a seafarer has to perform or

complete within a specific amount of time.
➢ Equally divides the duties and responsibilities among the crew.
➢Each company can have different workloads for its crew.
Dangers of High workload
A high or heavy workload is when the amount of responsibilities one has pushes
the boundaries of what can realistically be done in a given role.
Dangers of High workload
Fatigue
Stress
Safety
Relationships and Conflict
Blood Pressure
Fatigue
Fatigue in a work context is more than feeling tired and drowsy. It is a state of
mental or physical exhaustion (or both) that reduces a person’s ability to
perform work safely and effectively
Symptoms of Fatigue:
Reduced Coordination
Changes in Behavior
Decreased Awareness
Lack of Attention
Memory Lapses
Reduced Ability to Process Information
Reduced Ability to Identify and Calculate Risk
Absent – Mindedness
Slower Reactions
Stress occurs when pressure exceeds your perceived ability to cope. Stress is the
feeling of being overwhelmed or unable to cope with mental or emotional
pressure.
Symptoms of Stress:
Fatigue and headaches

Nervous stomach
Fearful and anxious
Obsessive worrying
Inattention to detail
Dry mouth and feel warm or hot
Frequent aches and pains
Difficulty in remembering
Loss of appetite
Poor sleep
Heartburn and Nausea
Anger and restless feeling
Unusual breathing and heartbeat
Lack of concentration
Blood Pressure
Higher workloads correlate with higher levels of conflict. According to

psychologists, an increase in an employee’s workload was predictive of an
increase in hostile and argumentative behaviors.
Safety is compromised in cases where seafarers feel they have a work load that
is too great to handle.
Bridge Resource Management
Topic:
1. Outline the resources to be managed aboard a ship at sea.
2. Describe how use of resources is managed.
Resource management is the process of pre-planning, scheduling, and

allocating your resources to maximize efficiency.
1. Resource Allocation
Resource allocation helps you get the most from your available resources.
2. Resource Levelling
This technique aims to discover underused or inefficiently used resources within

the organization and work them to your advantage
3. Resource Scheduling
Resource scheduling is used to calculate the resources required to deliver the

work and when they will be required.
• Maritime Resource Management (MRM) is a training program for the

maritime industry.
• MRM is the use and co-ordination of all the skills, knowledge, experience,
and resources available to the team
• Weakness in bridge organization and management has been cited as a

major cause for marine casualties worldwide.
• Accidents in operations are frequently caused by resource management

errors.
What is Bridge Resource Management?
• Bridge Resource Management (BRM), or as it is also called Bridge Team

Management (BTM).
• BRM focuses on bridge officers’ skills
• BRM addresses the management of operational tasks, as well as stress,

attitudes and risk.
• BRM recognizes there are many elements of job effectiveness and safety,
such as individual, organizational, and regulatory factors, and they must be
anticipated and planned for
• BRM begins before the voyage with the passage plan and continues
through the end of the voyage with the passage debrief.
• Involve all team members in problem solving.
• Acquire all relevant information early and anticipate dangerous situations.
• Team members clearly understand the chain of command including the

way decisions and instructions are made, responded to, and challenged.
• Make roles and responsibilities clear to Bridge Team members.
What Are My Available Resources To Manage?
Radar
Electronic Equipment
Echo Sounder
ARPA
Gyro Compass
Charts and publications, including electronic publications
Electronic Charts Publications
Publications
Environmental Factors
Tide Wind Current
Vessel Traffic Services
Passage Plan
Internal and external communication equipment
VHF
Walkie Talkie
Automatic Identification System (AIS)
Persons with local knowledge (i.e. Pilot)
Bridge Personnel
How do I implement Bridge Resource Management?
The Master can implement BRM by considering and addressing the following:
• Passage Planning
• Passage Plan Briefing
• Bridge Manning
• Bridge Team Training
• Master’s Standing Orders
• Master/Pilot Exchange
• End of Voyage Debriefing
TASK AND WORKLOAD MANAGEMENT
LEARNING OUTCOMES
LO9g.3 Explain the disadvantages of low workload
LO9g.4 Describe how workload can be assessed
Definition of Low Workload
• Low Workload define as lack of tasks or chores to perform which can

keep an individual active. It allows more free time which can lead to loss of
focus.
• According to Wickens’ (1984),Low workload (underload) can lead to

boredom, loss of situation awareness and reduced alertness.
• Also as workload increases performance may not decrease as the

operator may have a strategy for handling task demands.
Workload
• Workload is a general term used to describe the cost of accomplishing

task requirements for the human element of man- machine systems.
Workload
Overload
Quantitative
Occurs when people lack the ability needed to complete their jobs, or when
performance standards are set too high
Qualitative
Results from having too many things to do or insufficient time to complete a job
can cause biochemical in the body
Underload
Having work that fails to use a worker’s skill and abilities
Period of low Workload

• Beware of complacency
• Mismanagement of workload will degrade performance
• Setting operational priorities regardless of task saturation.
Disadvantages of Low Workload
• Boredom
• Loss of situation awareness
• Reduced alertness
Workload Strains
• Anxiety
• Physiological reactions
> Fatigue
> Headache
> Backache
• Performance loss
Fatigue
Fatigue is a stressor that degrades performance and creates problems in

maintaining attention.
Causes of Fatigue
• Lack of sleep
• Long work hours
• Boring work
• Too much stress
• Boring work
Remediation to Fatigue
Get more sleep!!!– even if it is only 6-7 hours per night
Build up sleep credits e.g., gain extra sleep prior to deprivation
Napping helps make sure you allow time for full mental recovery
Sleep management e.g., easier with more controlled jobs – Seafarer
Assessing Workload
• Performance measures
• Physiological measure
• Subjective measure
Leaders’ visage who have made a sound impact and notable change in the
society.
Leadership Qualities
INTEGRITY
EMOTIONAL INTELLIGENCE
EMPOWERMENT
VISION CREATIVITY
PASSION ACCOUNTABILITY
HONESTY
PURPOSE
GOOD COMMUNICATOR
INSPIRE OTHERS
CONFIDENCE
DELEGATION
DECISION-MAKING CAPABILITIES
EMPATHY
INNOVATION
COMMITMENT
RESILIENCE
TRANSPARENCY
Leading by example helps employees mirror leaders behaviors. You ‘ walk the
talk’ , so it fosters a positive work culture.
If a group is led by a person with poor leadership skills, the group will experience
frequent conflicts as each person wants to do things their way
The most effective leaders understand the importance of praising others for their
good work. It’s fundamental to ensure that employees feel appreciated in the
workplace. When employees and their work are valued, productivity rises and
people feel motivated to improve their work.
Fatigue at Sea
Explain how fatigue can result in very serious consequences
What is Fatigue ?
Fatigue can be described as the lack of energy and motivation both physically
and mentally. I t i s a state of feeling t i red, weary, or s leepy that results from
prolonged mental or physical work, extended periods of anxiety, exposure to
harsh environments, or loss of s leep.
What are the Effects of Fatigue on Seafarers ?
According to the “IMO Guidelines on Fatigue (MSC 100)” , the Primary effects of
fatigue on seafarers are:
Impaired Performance
Diminished Alertness
How can Fatigue result in very serious consequences

Alertness is the optimum state of the brain that enables a person to make
conscious decisions.
As a seafarer, being alert at all times is necessary especially when

performinggeneral maintenance, repair, and When a person’ s alertness i s
affected by fatigue, his or her performance on the job can be significantly
impaired.
Impairment will occur in every aspect of human performance ( physically,

emotionally, and mentally) such as in decision- making, response time,
judgement, hand- eye coordination, and countless other skills.
Everyone should be concerned about the impact of fatigue as it can be

considered a form of impairment, making fatigue a workplace hazard.
Fatigue can lead to incidents that may endanger the ship, its crew, the ship' s
cargo and even the environment.
What are the Serious Consiquences caused by Fatigue ?
Collisions
Oil Spills
Severe injuries
What is Fatigue
Management Guidelines and Regulations ?
These are Guidelines that provide information on the causes and consequences
of fatigue, and the risks it poses to the safety and health of seafarers,
operational safety, security and protection of the marine environment. It has
been prepared to assist all stakeholders in contributing to the mitigation and

management of fatigue
Maritime Safety Committee
(MSC 100), IMO Approved Revised Guidelines on Fatigue,
Maritime and Coastguard Agency Fatigue and Fitness For Duty: Statutory Duties,
Causes Of Fatigue And Guidance On Good Practice
Schultz Shipping: FATIGUE
MANAGEMENT POLICY & PROCEDURES
Maritime Safety Committee (MSC 100), IMO Approved Revised Guidelines

on Fatigue
The Guidelines are composed of modules each devoted to an interested

party. The modules are as follows:
Module 1 Fatigue
Module 2 Fatigue and the company Module 3 Fatigue and the seafarer
Module 4 Fatigue, awareness and t raining
Module 5 Fatigue and ship design
Module 6 Fatigue, the Administration and port
Module 1: Fatigue
This module discusses the different causes of fatigue. I t enables seafarers to

thoroughly recognize the causes of fatigue. These causes have been
categorized into five general factors: seafarer- specific factors; management
factors; ship- specific factors; environmental factors; and operational factors.
Module 2: Fatigue and the company
This module provides a list that a company should consider in order to ensure
that fatigue prevention is practised onboard. The list includes ISM Code
requirements, ensure adequate resources, promote a safety reporting, schedule
time for proper handover on crew change
Module 3: Fatigue and the seafarer
This module provides information andguides to seafarers on how reduce and

manage the risk of fatigue on ships. This module shows a number of
countermeasures that has been identified as potentially providing some relief in
managing fatigue
Module 4: Fatigue, awareness and training
This module provides guidelines on fatigue t raining and awareness as effective

factors in fatigue management. As a minimum, training should consist of fatigue
countermeasures, how to identify fatigue in oneself and in others; and personal
strategies that seafarers can use to.
Module 5: Fatigue and ship design
This module discuss about the various aspects of fatigue that can potentially be
influenced by the design of the living, sleeping and working environment.
Fatigue can be caused by excessive noise, heat or cold, light, too much or too
little humidity and poor air quality, among
Module 6: Fatigue, the Administration and port State Authorities

This module shows the important role of the administration in mitigating and
managing the risks of fatigue at sea. This includes the implementation and
enforcement of international regulations that have a direct impact.
Maritime and Coastguard Agency Fatigue and Fitness For Duty: Statutory Duties,
Causes Of Fatigue And Guidance On Good Practice
This Marine Guidance Note draws upon a wide range of legislation, knowledge
and research findings to provide practical guidance about dealing with fatigue
and other factors leading to impaired fitness for duty.
This guidelines reminds owners, operators, managers and all personnel working
on board seagoing, domestic and inland waterway vessels about their duties
under UK and international shipping legislation in relation to fatigue,
The guidelines provides some practical information and guidance for

consideration about:
Factors leading to fatigue and impaired fitness for duty.

Policies and practices which can reduce the cause and impact of fatigue and
other performance impairing factors.
Development and use of fatigue management plans to improve the

identification, management and reduction of fatigue and other performance
impairing factors.
Useful checklists to help identify fatigue and stress and take preventative
actions.
Schultz Shipping: FATIGUE MANAGEMENT POLICY & PROCEDURES
The purpose of this policy i s to highlight the effects and risks of employee
fatigue, the shared responsibility to manage i t appropriately, and the
preventative actions that should be planned andtaken to minimize
associatedrisks. The policy applies to all Schultz Shipping employees,contractors,
and visitors whilst at the workplace or carrying out activities on behalf of Schultz
This policy is deliberately broad and outlines the minimum standards acceptable
for a safe working environment. Since fatigue may affect a person’s ability to
work safely, it must be identified, assessed and controlled. Schultz
Shipping supports the following three- step risk management approach to

fatigue which should be undertaken in consultation with workplace health
The three- step risk management approach to fatigue:
Identify possible causes of fatigue
Assess the risks

Implement control measures
"There is virtue in work and there is virtue in rest. Use both and overlook neither." -
Alan Cohen
Quiz 1
1. Human Performance and Limitations - Which of the following focuses on

enabling seafarers to make the best use of their physical and mental abilities in
the challenging shipboard environment?
2. Crew members are adequately rested prior to departure and first watch
following a port call - Which of the following shall ensure that crew members/
watchkeepers are suitably rested and operations comply with the requirements
of the STCW and ISM Codes?
3. Fatigue - What is a term used to describe an overall feeling of tiredness or lack

of energy?
4. Quality Measures - Which of the following type of measures which measures

gauge effectiveness of expectations and generally show improvement in
accuracy, reliability, courtesy, competence, responsiveness, and compliance?
5. Australian Maritime Safety Authority – What does the AMSA mean?
6. Outcome Measures - Which of the following type of measures which measures

are the end result of whether services meet proposed targets or standards and
demonstrate impact and benefit of activities?
7. Shipboard Coordination - Which of the following coordination include

maintenance and upkeep of the ship, handling of the ship's rigging and ground
tackle, coordination of underway replenishment operations, conductance of
minesweeping operations, maintenance and operation of the ship's boats,
supervision of diving and salvage operations (including towing), and serving as
shipboard seamanship specialists?
8. Planning - Which of the following is the process of thinking about the activities
required to achieve a desired goal?
9. Misunderstanding - What is a failure to understand, or an argument resulting

from the failure of two people or two sides to understand each other?
10. Feedback - Which of the following is the process in which part of the output
of a system is returned to its input in order to regulate its further output and it
should be an essential part of education, training and personal development?
11. Port State Control Officer - What does the PSCO mean?
12. Project measures - Which of the following type of measures which show
progress against an initiative that has a terminus, the measure is usually stated as
the percent complete?
13. Efficiency Measures - Which of the following type of measures which

measures are productivity and cost effectiveness measured as ratio of outputs
per inputs?
14. Maritime and Coastguard Agency - What does the MCA mean?
15. Complacency - Which of the following is a self-satisfaction especially when

accompanied by unawareness of actual dangers or an instance of usually
unaware or uninformed self-satisfaction?
Quiz 2
1. RESOURCE CONSTRAINTS - Which of the following is the definition that refers to

the limitations of inputs available to complete a particular job, primarily people
time, equipment, and supplies?
2. LEADERSHIP & TEAMWORK - What are the two important aspects of group
communication especially in the business environment?
3. TIME CONSTRAINTS - Which of the following is an example of a complaining

party files and action and then fails to cause the papers pertaining there to be
served on the opposing party within the time established by local rules, and is
unable to convince the court that there was good and sufficient reason for the
delay he risks having his action dismissed with prejudice?
4. STAFF OR PERSONNEL ASSIGNMENT - Which of the following is the identification,

selection and provision of specific personnel for shor, medio and long-term
projects and selected especially for final owners or clients, engineering
companies, EPC’s, inspection, in order to cover the position’s needs?
5. SHOULD CONDUCT A RISK ASSESSMENT THAT TAKES INTO ACCOUNT THE

FATIGUE RISK FACTORS RELEVANT TO THEIR OPERATION AND DEVELOP A FATIGUE
MANAGEMENT PLAN - What can be done about fatigue?
6. TIME CONSTRAINTS- Which of the following are placed on certain actions and
filings in the interest of speedy justice, and additionally to prevent the evasion of
the ends of justice by waiting until matter is moot?
7. PRIORITIZATION - Which of the following is the activity that arrange items or

activities in order of importance relative to each other,in the context of medical
evaluation it is the establishment of the importance or the urgency of actions
that are necessary to preserve the welfare of client or patient?
8. PERSONNEL ASSIGNMENT -Which of the following is an example of the

personnel security duties on board the ship?
9. SCHEDULE, PROJECT COMPLETION, DEVELOPMENT BACKLOG & LABOUR COSTS -

What factors causes resource constraints?
10. FATIGUE - Which of the following is a state of mental or physical exhaustion

(or both) that reduces a person's ability to perform work safely and effectively?
Quiz 3
1. Language Barrier* - A message that includes a lot of jargons and

abbreviations will not be understood by a receiver who is not familiar with
the terminology used is an example of ______________.
2. I, II, III, IV* - Identify the factors that can cause resource constraints:
I.Development Backlog
II.Resource allocation
III.Schedule
IV.Project completion
3. Outcome and Quality Measures* After your external audit, the DNV
Surveyor found a zero deficiency with regards to the safety of operation and
environmental protection that your vessel is practicing onboard. What type of
measure in Strategic Planning was observed?
4. 10 hours* -As per STCW Convention, what is the minimum number of hours
of rest for a seafarer in any 24- hour period?
5. The STCW code allows for rest* …..Which statement is incorrect?
6. Feedback is the cheapest , most powerful, yet most underused

management tool that we have at our disposal* - Which statement is true?
7. Communication*- It is an act of transferring information from one place,

person or group to another.
8. Closed loop Communication* - Which of the following is the most effective

type of communication used in ship maneuvering?
9. Creating clarity- In communication, what does “illuminate” means?-

10. Modulations permit multiplexing*- Why does a message signal must be

modulated for transmission?
11. Coordination* -It is the ability to use the different parts and resources of an
organization together smoothly and efficiently?
12. I, II, III, IV* -There are two methods in transmitting an intelligent signal over
the communication channel. These are analog or digital which both have
advantages and disadvantages.Which of the following is considered to be the
advantages of digital method? (Insert choices)
13. 77 hours* - As per STCW, What is the minimum numbers of hours of rest for
any seafarer in any 7-day period.
14. IV, II, I, III* - Determine the correct procedure in Strategic Planning:
I. Put your plan into action
II. Have a clear road map designed to reach your vision
III. Measure your performance
IV. Identify your plan
15. Master: Chief Officer; Second Engr. :Third Engr*- Which of the analogy best
correlates?
16. Motivation* -It is defined as a reason why you are doing something, or the
level of desire you have to do something?
17. Voyage Planning* - The following are examples of critical operations that
will measure Shipboard coordination, except:
18. Misunderstanding* -An argument resulting from the failure of two people
to understand each other is _______.
19. Situational Awareness* - State of being aware of what is happening

around you in terms of where you are, where you are supposed to be, and
whether anyone or anything around you is a threat to your health and safety is
called ______?
20. Time Constraints* - Deadlines, workloads management, and resource

allocation are examples of ______ which affect time?
21. Cultural relativism and communication* - All, but One, are common
barriers to effective communication.
22. Feedback* -It is a key tool for improving both individual and team’s
performance to understand what they did well and what they could do better.
23. Feedback famine* - The deck crew are often performing their job for
deck maintenance to the best of their performance without receiving any
comments or suggestions from the Chief Officer. This is an example of?
24. Project measures: These measures show progress against an initiative that
has terminus. The measure is usually stated as the percent is INCOMPLETE* -
Determine the error in the following statement.
25. Second Officer* - Study the analogy. Chief Engineer: Second Engineer;
Chief Officer:_________.
26. The AB is not wearing gloves* - Which of the following is an example of

complacency?
27. Hours of rest are being reduced to below the statutory minimum by
applying the “overriding operational conditions” provision to routine
operations.*
28. Bridge watchkeeping is compromised* - All, but one, ensures that crew
members are suitably rested and operations comply with the requirements of
the STCW and ISM Codes. Records of hours of work and rest are examined
during international audits to confirm that the personnel on board are receiving
sufficient rest in accordance with STCW Code requirements.
29. Emotionally attached to what is happening* - Situational awareness

means having an accurate understanding of what is happening around you
and what is likely to happen. Ergo, you must consider the following, except:
30. Deck Cadet: Helmsman* - Which of the analogy lacks correlation?
31. Coordination* - The organization of the different elements of a complex

activity so as to enable them to work together effectively is a statement referring
to ________.
32. Proper Coordination* - Once the pilot is onboard, it is the duty of the Deck
Officer to inform the engine room about the pilot’s boarding time or whenever
any outside authority is about to visit the ship. This will gave time to engine room
staff to be ready for important situations and prevent any kind of ship delay.
What is the main concern of the situation?
33. It is cushy to work when people are motivated* - Why is there a need for
employees to be motivated?
34. Performance Appraisal* - A term used for a regular review of an

employee’s job performance and overall contribution to a company?
35. Transmitter, Channel & Receiver* - What are the three basic components
of communication systems?
36. Attitude* - This is the mental disposition of people towards others and the
current circumstances before making decisions that results in behaviour?
37. Psychological Barriers* - People with low self-esteem may be less assertive
and therefore may not feel comfortable when communicating. This is an
example of ________.
38. Deadline, Resources and Beliefs* - The following are the factors that can
cause time constraints, except:
39. Assertiveness* - It is the ability to speak up for ourselves in a way that is

honest and confident?
40. There will be a smooth operation since all the crew is well rested* -Your
vessel is intended to discharge your cargo in Norway and to load another type
of cargo right away after cargo cleaning. Following the normal shift of duty
onboard, without overtime, what do you think could have happened next?
41. I, II, & III* - What are the objectives of effective communication?
42. Biases*- These are beliefs that are not founded by known facts about
someone or about a particular group of individuals?
43. Fatigue, Misunderstanding and Complacency* - Which of the following is

the resource cone correct grouping in relation to Human Limitations?
44. III, II, I* - Feedback can be highly motivating and energizing, it has strong
links to the member of organization’s satisfaction and productivity, it is timely,
specific and may help the individual ascertain:
I.How they are impacting on others in the workplace
II.Whether they were successful or not in achieving their goals.
III.What they are currently doing well and what areas require improvement.
IV.What they are not supposed to be achieving in their role

45. Planning* - It is the process of analyzing and studying the objectives, as

well as the way in which we will achieve them. It helps us achieve our goals,and
allows for more efficient use of time and other resources.
46. Shipboard Coordination*- In order to ensure utmost safety of the ship it is

important that the officers and crew members from each department shun their
ego and maintain healthy communication not only during emergency situations
but all throughout important ship operations. This statements pertains to:
47. I, II, IV*- As chief officer, what are your course of action to avoid pushing
your crew members beyond their personal and human limitations
I. Monitor the Work and Rest Hour
II. Comply with the STCW “Fitness for Duty Requirements”.
III. Allow them to perform overtime for extra income for their family
IV. Consider the Time and Resource Constraints.
48. Fatigue* - A term used to describe an overall feeling of tiredness or lack of

energy due to lack of sleep and work overload.
49. Overcoming barriers* - Which of the following is not part of the group?
(Active Listening, Simple Language and Constructive feedback)
50. Leadership* - It is the ability of an individual to influence and guide other

members of an organization?
51. Coordination is the process of organizing people or groups so that they

work harmoniously* - Which statement is true?

MGMT 1 Midterm Compilation

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MANAGEMENT 1 MIDTERMS

LESSON 9: ABILITY TO APPLY TASK AND WORKLOAD MANAGEMENT

3. No “buts,” “nos,” or “howevers”

5. Clarity creates efficiency

 Your listeners must feel what you feel.

 Non Verbal Communication Non-verbal communication is a process of communication without

 Understand what is happening.

MGMT 1 – Midterm PPT’s

Planning - is the process of thinking about the activities required to achieve a

Individual Planning is significant because it assists individuals in career and

Clearly, planning is an important factor of organizational success where it

Consideration of possible courses of action to achieve the objective

Selection of the best course of action

MOTIVATION AND COMMITMENT

HIGH PERFORMANCE STANDARDS

PROPER RESOURCE UTILIZATION

PLANNING OUTCOMES MEASURES

Percent of Key goals met

It helps learners to maximize their potential at different stages of training, raise

The ‘feedback famine’ is a vacuum that occurs when people receive

Feedback may help the individual ascertain:

Whether they were successful or not in achieving their goals;

How they are impacting on others in the workplace.

The role of feedback with respect to planning outcomes is to give us information

The most effective leaders actively seek feedback to enhance their

the harmonious functioning of parts for effective results.

EXAMPLES OF SHIPBOARD COORDINATION

Maintenance and upkeep of the ship

Handling of the ship's rigging

Coordination of underway replenishment operations

Conductance of minesweeping operations

Maintenance and operation of the ship's boats,

Supervision of diving and salvage operations (including towing)

Serving as shipboard seamanship specialists.

HANDLING OF SHIP'S RIGGING

Secondly, called for a two-part rhythm, coordinating preparation time and

Staff or personnel assignment means the identification, selection and provision

A normal operational level at which minimum appropriate protective security

Heightened risk of a security incident is perceived. At this level appropriate

Security incident is probable or imminent, although it may not be possible to

The status maintained at ALL times under normal circumstances

 Control access to restricted areas.

 Monitor Communication for Security Advisory _ VHF, Sat-C, Navtex

Security Duties ( Level 1)

In port -Directs Security Procedures for Level 1 in Port

At sea - Directs Security Procedures for Level 1 at Sea

In port - Directs Security Procedures for Level 1 in Port

Second and Third Officer

In port - As CO’s orders, and when on duty, enforces security on board

In port - Coordinate with SSO/Master. Enforces Security Procedure for Level #2 in

At sea - Coordinate with SSO/Master. Enforces Security Procedure for Level #2 in

In port - At Master/SSO’s orders. Check all stores ashore before bringing on

At sea - At Master/SSO’s orders. Start fire pumps for response teams

In port - At Master/SSO’s orders. Prevent access to E.R. Spaces

At sea - At Master/SSO’s orders. Lock access doors to E.C.R. Spaces

Fatigue – is a term used to describe an overall feeling of tiredness or lack of

When you’re fatigued, you have no motivation and no energy.

Fatigue is a common symptom of many medical conditions the range in severity

a failure to understand, or an argument resulting from the failure of two people

self-satisfaction especially when accompanied by unawareness of actual

Performing look out duty

Watch keeping Duties

Ship’s operation and maintenance

Maintenance is one thing that keeps any mechanical equipment or machinery