MGMT 1 Prelim

MANAGEMENT 1 Prelims
QUIZ 1 (MGMT1)
1. What is the contributing factor to the 16% of the vessel casualties and 33% of the crew injuries
onboard.
Home Sickness
Boredom
Complacency
Fatigue
2. Following are the meaning of Situational Awareness except:
comprehending what's happening around you

having a good perception of your surroundings at all times
being sensitive to the origin of every crew
predicting how things will affect your vessel
3. They are well-known to naturally removed their shoes before entering their houses. This is a culture
in:
Canada
Norway
Philippines
Japan
4. As OOW, how are you going to practice Situational Awareness in a congested area?
Having mode awareness

By applying Kinesics
Keep spatial orientation
Keep a time horizon
5. Complete the analogy. Nose wrinkle: Facial expression: Beckoning first finger: _______________
Emblem
Illustrator
Regulator
Adaptor
6. Passiveness in the sense of information exchange leads to the situation that certain members of
the crew on board ship stop asking for information from their colleagues as well. The statement
tells about __________.
Insubordination
Fatigue
Boredom
Complacency
7. This certificate sets the minimum crew requirements and the ship managers can have any number
of crew above the numbers mentioned in this certificate subject to the capacity of life saving
appliances.
Safe Operation Certificate

Manning Operation Certificate
Safe Manning Certificate
Crew Manning Certificate
8. Who are the members of the Support Level?
Master, Chief Officer, 2nd Officer & 3rd Officer

Chief Engr, 2nd Engr, 3rd Engr. & 4th Engr.
Bosun, AB, OS and Wiper
2nd Officer, 3rd Officer, 3rd Engr. & 4th Engr
9. To what level of positions or roles onboard where planning or formulating a specific program/s for
various shipboard operation/s.
Management Level
Operational Level
Support Level
Highest Level
10. It is the most common form of business communication.
Verbal Communication
Non-verbal Communication
Oral Communication
Written Communication
Quiz 2
1. It is regarded as the most important convention that deals with maritime safety.
STCW
MARPOL
SOLAS
COLREG
2. It is not only an extension of logistics management, but it is more management of
relationship across the networks.
Occupational Health Management

Supply Chain management
Safety Management
Human Resource Management
3. It is the level of manning that will ensure that a ship is sufficiently, effectively and
efficiently manned to provide: safety and security of the ship. safe navigation and
operations at sea.
Acceptable Safe Manning

Recommended Manning
Maximum Safe Manning
Minimum Safe Manning
4. What are the set of rules or directives made and maintained by the IMO?
Recommendation
Executive Order
Law
Regulations
5. Its function within an organization focuses on recruitment and management of

people for the Company:
Occupational Health and Safety Management

Business Manager
Leadership
6. What system should ensure compliance with mandatory rules and regulations and
that applicable codes, guidelines, and standards, recommended by authorities are
taken into account.
Safety Management System

Occupational Health Management
International Organization for Standardization
7. Which element of an organization that provides means which personnel carry out
their task and perform work?
People
Homework
Technology
Framework
8. It is defined as a pattern of actions expected of a person in activities involving others.
Teamwork
Cooperation
Ethics
Role
9. It emphasizes the importance of setting clear objectives and developing individual

and team goals.
Goal setting
Teamwork
Team loyalty
Team cooperation
10.Which statement means the most central differences that separate cultures and
cultural ways of doing things?
Languages
Time
Color
Personality
Quiz 3
1. It is the degree in which a person is curious, original, intellectual, creative, and open
to new ideas.
Agreeableness
Extra-version
Openness
Neuroticism
2. Which type of relationship between ship’s administration and informal leaders of

micro groups when an informal leader helps to solve tasks set by an administration
and quite often served as a linking element between ship’s administration and the
crew?
Positive
Leadership
Negative
Neutral
3. Who creates a strong teams with people that are committed to organization’s overall
goals?
A manager
A leader
The administrator
Business manager
4. It is the corrective term for various types of activities used to enhance social relations
and define roles often involving collaborative tasks.
Organizational set up
Group organization
Organize group
Team building
5. It is the process of getting things done by combining all elements of organization.

Group interaction
Management
Group activity
Group planning
6. It is a formal leader officially entrusted with managing a certain group of people and
arranging their activities.
Team leader
Department head
Manager
Group leader
7. Who is a person, due to his capabilities and personal qualities, is able to lead people
and influence their behavior?
Organization leader
Informal leader
Team leader
Group leader
8. Which statement is designed to improve the efficiency of the process, rather than the
interpersonal aspect of it?
Team building
Teamwork
Team cooperation
Team training
9. It was found to have the strongest effect out of various financial measure for
improving organizational performance.
Team-organization
Team-cooperation
Team-development
Team-loyalty
10.These style of leadership involves guiding employees in their decision-making

process.
Global leadership
Employee empowerment
Transformational
Coaching
Quiz 4
1. It is a leadership style that all decisions without consulting employees and will also
dictate employee's roles.
Democratic
Autocratic
Laissez-faire
Transactional
2. It is a type of team that is formed for a temporary period until a problem is solved and
then they disband.
Cross-functional teams
Temporary work teams
Problem-solving teams
Work teams
3. What kind of leaders look beyond themselves in order to work for the greater good of
everyone?
Laissez-faire
Transactional
Transformational
Autocratic
4. It is defined as a group of people working together to achieve a common goal.
Team building
Team training
Teamwork
Organization
5. It is a leadership style that is centered on employee participation and involves

decision making by consensus and consultation.
Autocratic
Democratic
Laissez-faire
Transactional
6. Which style of leadership is best used when employees are educated,

knowledgeable, and self-motivated?
Transactional
Laissez-faire
Democratic
Autocratic
7. It is the degree to which a person is outgoing, talkative, sociable and enjoy

socializing.
Openness
Extroversion
Agreeableness
Conscientiousness
8. It is a feeling of quiet pleasure or security, often while unaware of some potential

danger, defect, or the like; self-satisfaction or smug satisfaction with an existing
situation or condition.
Boredom
Complacency
Fatigue
Homesickness
9. What is the patterned of social arrangements in a society that are both emergent
from and determinant of the cation of the individuals?
Culture
Cultural awareness
Social structure
Social network
10.Which human factor contributed 16% of the vessel casualties and 33% of the injuries?
Fatigue
Coordination between pilot and bridge crew
Inadequate communication
Presence of mind
Quiz 5
It involves being aware of what is happening in the vicinity in order to understand how the
information, events, and one’s own actions will impact goals and objectives both
immediately and in near future.
Personnel awareness
Environmental awareness
Situation awareness
Alertness
What is an emotional state experienced when an individual is left without anything to do

and not interested in their surroundings.
Homesick
Fatigue
Boredom
Stress-out
What can be regarded as the social rank of a person within a group and represents the
recognition,honor and acceptance given to a person by the other members of the group?
Influence
Privileges
Status
Group
It refers to the array of every physical action and observable emotion associated with
individualsas well as the human race as a whole.
Human weakness
Human traits
Human factor
Human behavior
Which of these statement means the groundwork for successful globalization business
affairs?
Understanding social relationship

Understanding the way other cultures work
Study of languages other than one’s own
Racial differences
What do you call to a team whose members have different cultural backgrounds.
Divergent
Multi-cultural
Homogeneous
Teamwork
It is the inability to foster cultural competence among members of the crew onboard.
Lack of Cultural Awareness

Lack of Management
Lack of Leadership
Lack of Social Responsibility
Which statement means, the vehicle by which meaning are conveyed, identify, composed
and reinforced, and feelings are expressed?
Understanding
Self-awareness
Communication
Self knowledge
What is an expression of favor or disfavor toward a person, place, thing, or events?
Gratitude
Behavior
Attitude
Discipline
What is defined as an investigation of how language both presuposses and create a new
social relations in culture context?
Cultural awareness
Language socialization
Cultural anthropology
Cross-cultural communication
Lesson 1: Ship Organization

Ship Organization
 Ship-board organizational structure: The ship’s crews are the personnel who sail on board a ship and are responsible
for its operation, primarily when the ship is at sea (with some responsibility when at port).
Deck department Engine department Catering (steward’s) department
o Master/Captain o Chief Engineer o Chief Steward/ Chief cook
o Chief officer/Chiefmate o Second Engineer o Second cook
o Second officer/Second mate o Third Engineer o Messman
o Third officer/Third mate o Fourth Engineer
o Bosun o Machinist/Fitter
o AB/Able bodied seaman o Motorman
o OS/Ordinary seaman o Oiler
o D/C / Deck Cadet o Wiper
o E/C/Engine Cadet
MANAGEMENT LEVEL
 Management Level” means the level of responsibility associated with: 1) serving as master, chief mate, chief
engineer or second engineer officer on board a seagoing ship; and 2) ensuring that all functions within the
designated area of responsibility are properly performed.
Management Level (Deck)
Captain or Master
 Is the ship's highest responsible officer, acting on behalf of the ship's owner / operator or manage, legally
responsible for the day-to-day management of the ship, ensure that all the departments perform legally to the
requirements of the ship's owner /operator or manager. The ship has a number of deck officers that assist the
master. Has the advice of pilots while the ship is navigating in restricted waters, such as narrow or shallow channels.
Also, each shipboard department has a designated head who reports to the master.
 The deck department is headed by a Chief Officer. The engine department is headed by a Chief Engineer. He has
other licensed engineers to assist him with engine room watch and the performance of maintenance and repair
activities in the engine room. The Chief Steward is the head of the catering department. He assists the captain in
dealing with embarkation and disembarkation formalities and other administrative tasks, if necessary. Additionally,
in ports, he will take care of ordering and supervising the delivery of provisions and galley supply and distribution
and is in charge of crew wages, etc.
Chief Officer
 He is second-in-command after the ship's master. The Chief Officer's primary responsibilities are the vessel's cargo
operations, its stability and supervising the deck crew, is responsible for the safety and security of the ship, as well
as the welfare of the crew on board, stands the 4-8 hours of navigation watch, ensuring good maintenance of the
ship's hull, cargo gears, accommodations, the lifesaving and firefighting appliances, trains the crew and cadets on
various aspects like safety, firefighting, search and rescue and various other contingencies.
Management Level (Engine)
Chief Engineer
 The Chief Engineer on a commercial vessel is the official title of someone qualified to manage and oversee the
engine department. The qualification for this position is colloquially called a "chief's ticket". The Chief Engineer is
responsible for all operations and maintenance of all engineering equipment throughout the ship.
Second Engineer
 Supervising the daily maintenance and operation of the engineering systems, reports directly to the Chief Engineer,
second in command in the engine department after the ship's Chief Engineer, busiest engineer on-board the ship,
due to the supervisory role this engineer plays and the operations duties performed. Operational duties include
responsibility for the refrigeration systems, main engines and any other equipment not assigned to the third or
fourth engineers.
OPERATIONAL LEVEL
 “Operational Level” means the responsibility associated with: 1) serving as officer-in-charge of a navigational or
engineering watch or as designated duty engineer for periodically unmanned machinery spaces or as radio operators
on board a seagoing ship; and 2) maintaining direct control over the performance of all functions within the
designated area of responsibility in accordance with proper procedures and under the direction of an individual
serving in the management level for that area of responsibility.
Operational (Deck)
Second Officer
 The Second Officer, also called Second Mate is usually in charge of ship navigation with a position below Chief
Officer and above Third Officer. He/she is the third-in-command, after the Master and Chief Officer. The second
officer typically stands watch from 1200 to 1600 at noon and again from 0000 to 0400 in the nights.
Third Officer
 Charged with the safety of the ship and crew, serves as the ship's chief safety officer. The Third Officer is the next
licensed position on board the vessel, as fourth-in-command.
Operational (Engine)
Third Engineer
 Junior to the second engineer in the engine department and is usually in charge of boilers, fuel, auxiliary engines,
condensate, and feed systems, in charge of bunkering, if the officer holds a valid certificate for fuel transfer
operations.
Fourth Engineer
 The most junior marine engineer of the ship, he or she is usually responsible for electrical, sewage treatment, lube
oil, bilge, and oily water separation systems. Depending on usage, this person usually stands a watch, may assist the
third officer in maintaining proper operation of the lifeboats.
SUPPORT LEVEL
 “Support Level” means the level of responsibility associated with performing assigned tasks, duties and
responsibilities on board a seagoing ship under the direction of an individual serving in the operational or
management level.
Support (Deck)
Boatswain
 Directly reporting to First Mate, he/she acts as a foreman of the unlicensed deck crew. A senior Able Seaman is
usually considered for this position. Reasonable English skill is desired for this position.
Able Seaman
 Able Seaman works as a watchstander or a day worker, depending on the requirement on the ship. When the ship is
not moving, he may be asked to perform security related watches. A Merchant Mariner's Document (MMD) is a
must for this position. Reasonable English skill is desired.
Ordinary Seaman
 Ordinary Seaman or OS is an entry-level position in the deck department. An OS performs various general duties
within the deck department. His duties include taking care of general needs of the crew and guarding the ship while
in port. This position has a possibility for promotion to Able Seaman.
Support Engine
Machinist/Fitter
 A rating (or petty officer) who is specialized in fabrication, welding, etc.
Motorman
 A, not always, qualified engine rating who stands a watch with the engine officer, as well as performing menial
tasks and assisting engine officers during maintenance.
Oiler
 A rating who is responsible for ensuring that machinery is adequately lubricated. Performs menial tasks such as
cleaning, sounding tanks etc.
Wiper
 The lowest rating in the engine room and is tasked with keeping the machinery spaces clean and tidy. Wipers usually
go on to become oilers once they are familiar with engine room machinery and specific routines.
Lesson 2: Cultural Awareness
What is Cultural Awareness?
 To understand cultural differences and being aware of different cultural values, beliefs, and perceptions. Considered
to be an important business skill, it has been shown to enhance communication in the workplace.
 The knowledge of, understanding of and experiences with one’s own culture as well as others’ cultures that inform
one’s ability to navigate new experiences.
 Developing sensitivity and understanding of another ethnic group, involves internal changes in terms of attitudes
and values. Awareness and sensitivity also refer to the qualities of openness and flexibility that people develop in
relation to others. Cultural awareness must be supplemented with cultural knowledge ( Adams, 1995 ).
 Awareness of the fact that cultures condition the way people see the world and behave and of the fact that different
cultures do so in different ways.
 It is the understanding and gaining knowledge about the differences and similarities between diverse groups of
people regarding their demographic characteristics.
 Becoming more aware of how aspects of our culture have shaped our beliefs and behaviors.
 Being aware of the fact that differences in behavior or thinking can be aroused by culture. According to Hofstede
(1991), cultural awareness is the first step towards gaining intercultural competences.
 Consciousness of various characteristics, e.g., values, beliefs, and perceptions, among cultures.
Inherent Cultural Traits
 Culture- the way of life of a group of people who share similar beliefs and customs.
 Cultural Traits - the characteristics that define a culture.
Example of cultural traits:
Values & Beliefs: What a culture values, finds important, understanding of right and wrong.
 Example: Americans believe if a person works hard, they will be successful.
Communication: Verbal and non-verbal language (written, spoken, gestures)
 Example: Latin cultures speak Spanish.
Social Relationships: Friends, peers, family, mentors, teachers and how you interact with them.
 Example: How students speak to a teacher versus a friend.
Food: What we eat and how it’s cooked.
 Example: Hot dogs are an American food.
Clothing & Body Decoration: How we dress, jewelry, body markings (tattoos, piercings, scarification)
 Example: many American women have both ears pierced and wear earrings.
Religion: Religious beliefs and practices
Example: Christians celebrate the birth of Jesus on December 25th and Muslims celebrate Eid-ul-Fitr at the end of
Ramadan.
Family Structures: How your family is structured.
Example: In America, children often live with just their parents while in Mexico, grandparents and other relatives may
live in the same home.
Traditions & Customs: things your culture does traditionally passed down from generation to generation.
 Example: In America, families gather and eat turkey for Thanksgiving and in Latin America, many celebrate Dia de los
Muertos by attending parades and making sugar skulls.
View of Time: How a culture treats time: linear (never enough time, tight schedules) or cyclical (there's always more,
looser schedules)
 Example: In U.S. we move fast and are almost always paying attention to what time it is, while in Jamaica, things
move slower and the time is not as important
Recreation: What people do for fun and to relax.
Example: In U.S., we play sports, video games, and watch movies.
 Each person is distinct from one another, not only in our physical aspects but especially so in our behaviors and
attitudes.
 ‘Behavior’ is an inherent trait of an organism, including man, towards its environment and other organisms. It is
controlled by our endocrine and nervous systems and the complexity of our behavioral patterns are set by the
complexity of our nervous system.
 Our behaviors are either innate or acquired and learned from our environment. It is our response to the different
stimuli and other internal or external inputs whether voluntary or not.
 ‘Attitude’ is how we react to these stimuli or input. Attitudes change according to our experiences although
hereditary factors may also affect our attitudes. Our attitudes can be influenced by these factors:
 Intelligence. Intelligent people process input more thoroughly and are less influenced by one-sided input.
 Self-esteem. People with moderate self-esteem are more easily persuaded than those with a higher or much lower
self-esteem.
 Credibility. The credibility of the source of the input, its expertise about the subject, and overall trustworthiness can
affect our attitude towards the input.
 Presentation. How the input is presented is very important in the formation of our attitude towards it.
 We may also have conscious and unconscious attitudes, rational, or irrational attitudes that involve our thoughts,
feelings, and intuition. Extroversion and introversion are two types of attitude.
 Extroversion is an attitude that is relaxed and confident. People with this attitude get their motivation from other
people and tend to act first before thinking. Introversion is an attitude that is less dependent on external motivation.
Introverts usually think before they act and are reserved, subtle, and prefer to work alone.
 ‘Behavior’ on the other hand can be common, acceptable, or unacceptable. We judge behavior’s acceptability by our
social norms, and we naturally abide by these norms. It is considered a basic human action, and our behavior is
dependent upon the behavior of others.
These factors can affect our behavior:
 Genetics. Biological factors can affect the way we behave towards certain things.
 Attitude. How we react to things can affect our behavior.
 Social norms. Whether we respond with a certain behavior or not depends on our beliefs.
 Control. Our belief on the ease or difficulty of a certain situation affects our behavior.
 Core faith. This includes motivation by our family, peers, the media, and society.
Lesson 3: Common informal structures with multi-national crew
Seven tips to improve cross-cultural relationships:
 There are many aspects of culture — shared language, traditions, norms and beliefs and customs. Regardless of the
culture, successful interactions across cultures are built on respect, trust and the ability to communicate effectively.
Use the following tips to build your cross-cultural relationships:
 Seek to understand. Don’t make assumptions. Ideally you want to learn about different cultures through a variety
of credible sources – your own personal relationships, books, travel, research and ongoing education.
 Keep an open mind. Avoid stereotypes. Expand your base by building a broad cross-section of relationships –
gender, race, sexual orientation, country of origin and people who think differently from you.
 Start with “who you know.” The best place to start is with others who you know inside and outside of your
organization, business, and social organizations.
 Attend multicultural networking events. Professional organizations, cultural events, conferences, diversity forums,
minority business expos and community events are all great places to network.
 Get involved. Volunteer and partner with groups and organizations where you can add value, while interacting and
getting to know others from different backgrounds. It will take time to build trust and to establish authentic
relationships, so think long-term.
 Keep your word. Establishing trust is the key to sustained successful relationships. If you say you’re going to do
something – do it!
 Assume positive intent. Be positive. At some point miscommunication is likely to occur. When this happens, don’t
give up. Assume positive intent and continue on the journey. Persistence is the key. Stay the course and establish
yourself as someone with genuine interest in maintaining relationships across cultures.
Lesson 4: Active failures and latent failures
 Active failures are errors and violations having immediate negative results and are usually caused by an individual.
Latent failures are caused by circumstances such as scheduling problems, inadequate training, or lack of resources
which results in an active failure. Investigators examine the company culture, policy, and latent errors whose
effects lie dormant until triggered later by a technician. We should not just point fingers when a technician makes an
error; we have to investigate the latent failure.
Reason’s Model
 When we consider Reason’s Model of Error Analysis, we look at everyone’s role in preventing errors. When a
company has an incident, there is a chain of events established that helps to identify the contributing human factors
and the causes of the incident. Typically, latent failures existed in the regulations, management, resources, policies
and company culture. Then, there were active failures from direct supervision, scheduling, use of resources, time
management, and communication; as well as other active failures, such as the “Dirty Dozen,” that influenced the
judgment of the technician that led to an error.
 Both latent and active failures interact, creating a window for an accident to occur. Latent failures set the stage for
the accident, while active failures tend to be the catalyst for the accident.
 Latent failures are present in the system well before an accident and are most likely bred by decision-makers,
regulators, and other people far removed in time and space from the event. Conflicting goals and bad
management decisions unknowingly create the conditions under which the latent failures can reveal themselves.
Safety efforts should be directed at discovering and solving these latent failures rather than by localizing efforts to
minimize active failures by the technician.
First line of defense
 The first line of defense in preventing incidents is the management of an organization, the decision-makers. Upper
management and the regulatory authorities are responsible for setting goals and for managing available resources
to achieve safety and cost-effective transportation. The owners are responsible to ensure the presence of qualified
individuals to accomplish the task. Some regulatory authorities actually contribute to the existence of latent failures
because of lack of regulations or clarity of them.
 Creating defenses against the establishment of latent errors within a company should include effective policies
and procedures, continuous training, and a confidential reporting program to alert managers to the presence of
hazards or deficiencies. The company must have a clear Safety Management System in place which requires the
CEO to provide guiding actions throughout the organization.
Line management vs. latent errors
 The second line of defense is to prevent latent errors created by line management. These managers, who
implement the decisions made by upper management, are responsible for procedures, scheduling, avoiding hazards,
and providing training. They are responsible to ensure that the equipment is available and reliable. The line
managers are also responsible for the defects in the organization’s operating system (task, material, environment,
training and the personnel).
Performance pressures
 The third line of defense represents preventing errors created by high workload, undue time pressure, acceptance
of hazards, and ignorance of the system. The “Dirty Dozen” defenses, 12 examples of immediate causes of human
errors leading to an accident or incident, should have caught these errors but were not in place at the time. The
presence of defenses or safeguards in a system usually prevent the effects of latent failures by closing the “window
of opportunity” during which an active failure may be committed. These defenses include proper training, good
situational awareness, and independent inspection.
 Check, check, and re-check
Active failures created by the individual include:
 omission of a checklist item, use of wrong procedures, not following procedures, not completing a final system
check properly, not double-checking, lack of skill and knowledge
 There are defenses and countermeasures that protect us from the latent and active failures. The system can also be
referred to as the organizational filters or safety nets. If the error is found or corrected because of the safety nets,
then there is no accident or incident. The system worked.
 Everyone plays a role in establishing the defences to latent and active errors. Management corrects or eliminates
management or supervisor error (setting standards, planning, organizing, controlling and staffing). They are
responsible for improving the system to ensure training, manuals, policies, procedures, and resources are available
and are used. Human factors training trains personnel to use the resources and to encourage safe operations.
Managers learn that a safety culture can only be fostered if line employees are provided necessary resources to do
their jobs correctly. Line employees on the other hand, must be given the tools that teach them how to do their jobs
without error.
 A safety management system requires communication of the chain of events leading to rework issues and
incidents with their corrective action. A truly effective SMS program will start to eliminate latent failures. Human
factors teaches employees to come up with corrective actions.
Difference Between Error of Omission and Error of Commission

 The error of omission refers to the error in which a transaction is not at all recorded in the books, either
completely or partially. As against, the error of commission implies the error in which the transaction is incorrectly
recorded in the books.
 While recording and posting the entries, the occurrence of errors is quite common. Errors are the mistakes
committed by the accounts staff while recording and maintaining the books, which cannot be corrected by
overwriting.
 Errors are divided into two types, i.e. an error of principle and clerical errors. Errors of principle indicate the error
of recording a transaction against the basic convention or principle of accounting. On the other hand, Clerical Errors,
as the name suggests, are the errors committed by the firm’s clerical staff, in the ordinary course of recording the
transaction in a journal or posting it into the ledger.
 Now clerical errors are subdivided into three types – Error of Omission, Error of Commission and Compensating
Errors. In this article, we are going to talk about the differences between the error of omission and error of
commission.
Content: Error of Ommission Vs Error of Commission
Error of Ommision
 The error of omission is when a transaction is not recorded in the account books, in whole or in part.
 The error of commission is when there is an incorrect recording of transactions in the account books.
Reason of occurrence
 Mistake, Carelessness, negligence or lack of knowledge
Rectification
 Simply correct the entry made, Debit/Credit the wrong account and post it to the correct account, Agreement of
trial balance, Agrees in case of complete omission and Disagrees in case of partial omission, May or may not agree
Definition of Error of Omission
 Omission means to leave, exclude, forget or skip something. So, the error of omission means an error in accounting
in which the accountant forgets or miss an entry while recording the same in the subsidiary books or posting it into
the ledger.
 Therefore, a financial transaction does not appear in the books of accounts, as it is missed out unintentionally.
Further, there is no debit or credit entry in the ledger for such omission, so the trial balance will tally.
Types of Error of Omission
 Complete Omission: As the name suggests, when a transaction is not recorded in the journal and so, it is not posted
in the ledger as well. it is called a complete omission. Such errors do not affect the trial balance, because both debit
and credit sides are affected by the same amount.
 Partial Omission: Partial omission of errors is when the transaction is recorded in the book of original entry, i.e.
journal or subsidiary books, but are not taken to the ledger. This leads to the disagreement of trial balance because
it affects only one account.
Definition of Error of Commission
 An error is said to be an error of commission when it is incorrectly recorded in the books of accounts. It occurs when
the accounts clerks or bookkeeper deliberately commit the error, due to ignorance, inexperience, carelessness, lack
of complete knowledge.
 In the first two cases only, the trial balance will tally, while in rest of the cases the trial balance will not agree.
Key Differences Between Error of Omission and Error of Commission
 The error of omission refers to the error arising while recording the transaction in the subsidiary books or positing
the entries to ledger, in which the entry is omitted or skipped from recording. On the other hand, Error of
commission arises when the transaction is recorded, but an error takes place during the recording process, wherein
the transaction is incorrectly recorded.
 The error of omission occurs by mistake, wherein an entry is missed from accounting records. As against, the error
of commission occurs due to negligence, carelessness and lack of full knowledge of accountancy.
 When it comes to rectification of entry, the error of omission can be corrected by simply correcting the entry passed.
Conversely, the error of commission can be corrected by passing a rectification entry, wherein you need to debit or
credit the account which is wrongly debited or credited and post it into the correct one.
 In case of error of omission, the trial balance agrees in case of complete omission and Disagrees in case of partial
omission. In contrast, when there is an error of commission, the trial balance may or may not agree.
Error Chain –Chain of events of errors.
Situational awareness
 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.
Level 1: Perception—use your senses
 Build a mental picture of your environment, using vision, hearing and touch to scan the environment.
 Then direct your attention to the most important and relevant aspects of your surroundings and compare this
experience with knowledge built up in your memory.
 It sounds simple but it is a process that requires discipline, as well as knowing what to look for, when to look for it
and why.
 For example, gather passage plan data, including safe navigational tracks, available depths of water, weather, sea
state, current and tides, fuel reserves, speed.
Level 2: Understand—create a mental picture
 Understanding is a combination of real world observations, knowledge and experience.
 By matching observations with knowledge and experience you develop an accurate mental picture of your
environment.
 Keep the mental picture up-to-date with inputs from the wide range of real world information available to you.
 For example, understanding voyage plan data, including deviation from the plan, safety/legal requirements, boat
capability and operational requirements, fuel reserves, course deviations and speed deviations.
Level 3: Thinking ahead—projection
 Understanding allows you to think ahead and project into the future environment. This step is crucial in the master's
decision making process and requires that your understanding, based on gathered data, is as accurate as possible.
 It simply is 'sailing ahead of the ship'.
 For example, projected voyage plan data including sailing time, estimated time of departure, deviation, fuel usage,
refuelling stops, estimated time of arrival.
Losing situational awareness
 Many factors can cause you to lose situational awareness. Errors can occur at each level of the process previously
described.
Level 1: Perception
 Data not observed, either because it is difficult to observe or your scanning of the environment is deficient due to:
 passive, complacent behaviour
 high work load
 distraction and interruptions including:
 not relevant to task, for example, a person talking
 relevant to task, for example, a warning light starts to flash.
 Note: How you deal with these matters is important, for example, you could slow the boat down so that you are
able to address the situation at hand, stopping the situation from developing so quickly
 Unexpected, for example, reacting to a boats movement ahead of you and forgetting about those boats overtaking.
 Visual illusions.
Level 2: Understanding
 Use of poor or incomplete mental picture due to: deficient observations (level 1 problem), poor
knowledge/experience, Use of a wrong or inappropriate mental picture. Misunderstanding perceived information:
expecting to see something and focusing on this belief can cause you to see what you expect rather than what is
actually happening. For example, applying an internal fuel transfer procedure without realising that there is a fuel
leak in the engine room.
Level 3: Thinking ahead
 Over reliance on the mental picture and failing to recognise that the mental picture needs to change.
For example, expecting to berth the boat in a particular way without realising that the surrounding environment may
have changed since departure.
Recovering situational awareness
 Seek the nearest stable, simple and safe method: Follow rules and standard operating procedures. Change from
automations to manual. Buy time by slowing down and/or altering course. Communicate—ask for help.
 Recover the big picture: Go back to the last thing that you were sure of. Assess the situation from different
perspective with different sources. Expand your focus to avoid fixation. Manage stress and distractions. Take time to
think, use that time and be willing to be delayed. Follow rules and standard operating procedures.
Near Miss
 A near miss, "near hit", "close call", or "nearly a collision" is an unplanned event that has the potential to cause, but
does not actually result in human injury, environmental or equipment damage, or an interruption to normal
operation.
 OSHA defines a near miss as an incident in which no property was damaged and no personal injury was sustained,
but where, given a slight shift in time or position, damage or injury easily could have occurred. Near misses also may
be referred to as close calls, near accidents, accident precursors, injury-free events and, in the case of moving
objects, near collisions.
 A near miss is often an error, with harm prevented by other considerations and circumstances.
 The phrase "near miss" should not be confused with the phrase "nearly a miss" which would imply a collision.
Causes
 There are factors for a near miss related to the operator, and factors related to the context. Fatigue is an example
for the former. The risk of a car crash after a more than 24h shift for physicians has been observed to increase by
168%, and the risk of near miss by 460%.Factors relating to the context include time pressures, unfamiliar settings,
and in the case of health care, diverse patients, and increased patient-to-nurse staffing ratio increases.
Reporting, analysis and prevention
 Most safety activities are reactive and not proactive. Many organizations wait for losses to occur before taking steps
to prevent a recurrence. Near miss incidents often precede loss producing events but are largely ignored because
nothing (no injury, damage or loss) happened. Employees are not enlightened to report these close calls as there has
been no disruption or loss in the form of injuries or property damage. Thus, many opportunities to prevent the
accidents that the organization has not yet had are lost. Recognizing and reporting near miss incidents can make a
major difference to the safety of workers within organizations. History has shown repeatedly that most loss
producing events (accidents) were preceded by warnings or near accidents, sometimes also called close calls,
narrow escapes or near hits.
 In terms of human lives and property damage, near misses are cheaper, zero-cost learning opportunities (compared
to learning from actual injury or property loss events)
 Getting a very high number of near misses is the goal as long as that number is within the organization's ability to
respond and investigate - otherwise it is merely a paperwork exercise and a waste of time; it is possible to achieve a
ratio of 100 near misses reported per loss event.
 Achieving and investigating a high ratio of near misses will find the causal factors and root causes of potential future
accidents, resulting in about 95% reduction in actual losses.
 An ideal near miss event reporting system includes both mandatory (for incidents with high loss potential) and
voluntary, non-punitive reporting by witnesses. A key to any near miss report is the "lesson learned". Near miss
reporters can describe what they observed of the beginning of the event, and the factors that prevented loss from
occurring.
 The events that caused the near miss are subjected to root cause analysis to identify the defect in the system that
resulted in the error and factors that may either amplify or ameliorate the result.
 To prevent the near miss from happening again, the organization must institute teamwork training, feedback on
performance and a commitment to continued data collection and analysis, a process called continuous improvement
 Near misses are smaller in scale, relatively simpler to analyze and easier to resolve. Thus, capturing near misses not
only provides an inexpensive means of learning, but also has some equally beneficial spin offs: Captures sufficient
data for statistical analysis; trending studies.
 Provides immense opportunity for "employee participation," a basic requirement for a successful workplace health
and safety program. This embodies principles of behavior shift, responsibility sharing, awareness, and incentives.
 One of the primary workplace problems near miss incident reporting attempts to solve directly or indirectly is to try
to create an open culture whereby everyone shares and contributes in a responsible manner. Near-Miss reporting
has been shown to increase employee relationships and encourage teamwork in creating a safer work environment.
Actions to address complacency and boredom
How to get inspired again when you become bored or complacent?
 If you’re dreading work in the morning or have found yourself on many occasions staring at the clock to count the
minutes before you can just go home, you’re not alone. A full 70% of U.S. employees are not engaged at work. And
being bored or complacent at work isn’t just bad for your productivity, it’s also damaging to your overall happiness.
 Keep in mind, though, that there’s a difference between being unengaged because you’re in the wrong job or
company…and being unengaged because you’re just in a rut.
 If it’s more the first (think: bad manager and / or crappy company culture), then your solution is probably to look for
a better job. However, if you’re just dealing with bouts of boredom at an otherwise pretty good job situation…then
your solution is simply to battle that boredom and find some inspiration.
 Don’t waste another moment and instead, resolve to shake things up and take steps to get inspired at work again:
1. Define (or revisit) your values
 When looking for a job, we often focus on the “what” of the job description rather than the “how” and “why.” The
same goes for when you’ve been in the same routine for a while; you focus on the surface level things and forget
about what actually drives and motivates you.
 To gain some inspiration, reconnect with your “why” by thinking about your values and whether your current work
fulfills them. Workplace values might include making a positive impact in society, being able to work independently,
being part of caring great team, or using your creativity.
2. Learn something new
 In many organizations, on-the-job training or on-boarding takes just a few short days or weeks. And when this initial
necessary learning period is over, what typically happens is that – unless your company has a defined long-term
professional development program in place – you’re left to do your job without much additional opportunity to
formally develop new skills. It’s no wonder you’re starting to feel boredom and complacency!
 You’re not alone either. Up to 86% of Millennials say better career development opportunities would keep them
from leaving their jobs. To combat this type of disengagement, look for opportunities to learn a new skill, especially
those that would directly enhance your work-life and desired career path.
 3. Expand your professional circle
 Most of us work with the same small group of people day-in and day-out. Although this can build team camaraderie
and cohesion, it can also lead to stagnation and, yes, boredom. Combat this by making an effort to branch out of
your usual professional circle.
 Simple things you could do are consulting a colleague from a different department about a project you’re working
on or introducing yourself to someone new in the break room. You could even take it a step further and join (or start)
an interest group either within your company or outside of it, which connects you with other people with similar
interests. Any of the above will help you generate new ideas and a sense of new inspiration.
4. Identify the mismatch between your talents and your work
 When we’re feeling uninspired at work, it’s usually because our abilities are not being used effectively. Only 1 in 9
employees say their talents are being used to their fullest potential. Unfortunately, many of us wait for our
managers to see our unique talents, rather than engaging in a little self-promotion. If this sounds like your situation,
it’s time you make a plan and get proactive about it.
 Start by making a list of your skills and talents. Then, make a list of the daily tasks you do at work. Identify areas of
mismatch and also think of opportunities to fill in the gaps, and bring them to your manager. The point is not to
simply tell your manager how unhappy you are but to come with ideas to alter your responsibilities to better draw
upon your unique talents. You may not get everything you wish for, but sometimes small tweaks to your daily
routine can make a big difference in making you feel appreciated.
5. Take on a challenge.
 If your workplace routine has left you feeling stifled and bored, chances are you need to challenge yourself more.
Shake things up by saying “yes” to a new opportunity that comes your way, even if it seems daunting or over your
head. Giving yourself a chance to “get out of your comfort zone” by taking on a new responsibility is one of the best
ways to get inspired again. If your manager doesn’t offer any projects that catch your eye, pitch one of your own!
6. Cultivate better work-life balance
 There’s more to life than work, yet many Americans find it difficult to balance their personal and professional lives.
Unfortunately, the more pressure you feel to put in long hours at work, the less productive you’ll be. Workers who
are satisfied with their work-life balance are 21% more productive than their peers. Instead, take a step back. Figure
out ways to boost your productivity at work while remaining committed to a fulfilling personal life. Advocating for
flexible work time or work-from-home opportunities can help you recharge and feel inspired again.
Lesson 5: Leadership and team working
 Functional leadership theory (Hackman & Walton, 1986; McGrath, 1962) is a theory for addressing specific leader
behaviours expected to contribute to organizational or unit effectiveness. This theory argues that the leader's main
job is to see that whatever is necessary to group needs is taken care of; thus, a leader can be said to have done their
job well when they have contributed to group effectiveness and cohesion.
 Functional theories of leadership are developed by studying successful leaders and identifying the actions and
behaviours they show. Large studies with lots of data make it possible to correlate what leaders actually do, i.e.
their actions or functions with their successful results.
 In the functional leadership model, leadership does not rest with one person but rests on a set of behaviours by
the group that gets things done. Any member of the group can perform these behaviours, so any member can
participate in leadership. The Functional theory of leadership, places greater emphasis on how an organisation or
task is being led rather than who has been formally assigned a leadership role.
 One of the best known and most influential of functional theories of leadership, used in many leadership
development programmes, is John Adair's "Action-Centred Leadership".
Assigned/Designated Leadership
Assigned Leadership
 Assigned leaders derive their authority from their positions in the company hierarchy. The titles you give them
carry weight with the employees they lead and you expect employees to show respect for the position. Eventually,
however, employees must come to respect the person. The assigned leader must demonstrate wisdom, problem-
solving skills and the ability to motivate employees in order to maintain a position of leadership and justify the
assignment.
Leadership Qualities
Understanding Leadership Strengths in the Workplace
 If you’re a fan of positive psychology, you’ve likely heard a lot about strengths: how to identify your strengths, how
to use your strengths, how to maximize and improve upon your strengths, etc.
 Not surprisingly, people are generally happier and more successful when they play to their strengths.
 This naturally extends to the workplace, where employees who make a purposeful effort to apply their strengths to
their work are, on average, more effective, more efficient, and more satisfied with their job.
 Smart leaders know this and they plan accordingly, mapping out the ways in which they can use, improve, and
maximize their strengths—while also compensating for their weaknesses.
What Strengths are Ideal to Bring to a Position?
 We know that applying your strengths in the workplace gives you a competitive advantage and helps you feel more
satisfied with your job, but which strengths are the best ones to bring to work?
What Are Employee Strengths?
 As you might imagine, the best strengths to bring to work are an employee’s top strengths. Your strengths—that
which you do well, that you excel at, or that you are known for—will help you become a more productive,
competent, and happy employee, whatever those strengths may be.
Depending on which tool you use to identify your strengths, you might see a wide range of strengths listed, strengths
like:
 Analytical, Ideation, Strategic, Curiosity, Judgment, Perseverance, Detail-oriented, Organizational, Motivating, Many,
many more
 Any of these strengths that you excel in can be your employee strengths if you apply them to your job.
 However, there are some strengths that are particularly important to bring to work if you are a manager, supervisor,
executive, or in any other leadership position: leadership strengths.
What Are Leadership Strengths?
 Simply put, leadership strengths are traits and qualities that serve leaders well, helping them to more effectively
lead, manage, and motivate their followers.
 They are a subset of the larger realm of strengths. Not all strengths are necessarily leadership strengths, although
anyone can learn to apply their own strengths to a leadership role. Leadership strengths are those strengths that are
not only helpful to have but nearly vital to have if you want to be an effective leader.
34 Typical Strengths of a Good Manager and Leader
 Luckily, those strengths can be acquired and improved by anyone who wishes to become a better leader. They may
never be your top strengths, but you can certainly add them to your skill set.
 So which strengths are leadership strengths?
 It depends on who you ask, but generally, there is agreement on a number of important traits and skills. See the
overlap in the three lists of leadership strengths below to get the gist of which strengths most benefit a leader.
According to the IMD business school, there are 8 key leadership strengths:
 Self-awareness: knowing yourself, your strengths, your weaknesses, your emotional state, etc.
 Situational awareness: knowing what is happening around you.
 Communication skills: the ability to effectively communicate with others.
 Negotiation skills: the ability to negotiate and compromise to get the best outcome.
 Conflict resolution skills: the ability to resolve conflict in a way that is fair and agreeable to all (or most).
 Collaboration skills: the ability to work with others, particularly those who are different from you.
 Ability to work with different personal styles and approaches: as described.
 Courage: the ability to make difficult decisions—even when faced with fear, stress, and uncertainty.
The American Management Association has a slightly different list of 10 top leadership traits:
 Results-oriented: focusing on getting results (i.e., good outcomes) rather than the process or getting bogged down in
the details.
 Customer-focused: knowing your customers (whether they’re internal or external) and focusing on giving them what
they need.
 Vision: having an idea of where you (and your team, division, or organization) want to go.
 Strategically focused: the ability to be strategic in your thinking and planning; seeing the big picture.
 Delegating: the ability to get work done through others and the wisdom to know who to delegate which tasks to.
 Conflict resolution skills: the ability to resolve conflict in a way that is fair and agreeable to all (or most).
 The ability or tendency to ask effective questions: as described.
 Ability to make high-quality decisions based on solid reasoning.
 Trustworthiness: a trait that promotes trust from your followers and peers.
 Communication skills: the ability to effectively communicate with others.
Finally, the Forbes Coaches Council states that these 16 traits and skills are essential for good leadership:
 Fearless agility: the ability to adapt and think on your feet in a fast-paced environment.
 Ability to earn the respect of others: as described.
 Empathy: the ability to understand and appreciate your own emotions and thoughts and the emotions and thoughts
of others.
 Selflessness: trait characterized by the tendency to be generous with others and quick to give credit where it’s due.
 Flexibility: the ability to adapt to changing circumstances and work contexts.
 Clear vision: the ability to clarify and commit to a vision for the future.
 Listening skills: the skills necessary to listen effectively—not just “in one ear, out the other” type of listening.
 Humility: the tendency to be modest about your own value and encourage others to shine.
 Communication and “soft” skills: skills like communication, public speaking, and other interpersonal skills.
 Steadiness—while remaining adaptable: the ability to adapt, but also keep a steady core vision and mission.
 Quick learning: the ability to learn quickly, over and above simple recall.
 Cultural intelligence: the ability to effectively work with people from other countries and cultures.
 Individualization: the ability to see and treat others as individuals with unique strengths, weaknesses, needs, etc.
 Authenticity: the trait of being honest, sincere, and wholeheartedly “you.”
 Change leadership: the ability to lead others through times of turbulence and uncertainty, harnessing the creativity
and energy of change.
 Versatility: the ability to effectively engage in a wide range of functions and adapt to changing demands.
 As you can see, there are a few areas that multiple sources touched on, including: Communication, Flexibility,
Cultural competence, Vision, Empathy/Emotional intelligence
 Personal skills (beyond simple communication, like authenticity and trustworthiness)
 The leader who builds and uses her strengths in these areas is one that is more likely to be effective.
A Look at Strengths-Based Leadership
 Further, the leader who makes it a habit to apply and improve her strengths in her capacity as a leader is one who is
engaging in strengths-based leadership.
 Strengths-based leadership was defined and popularized by author Tom Rath and leadership expert Barry Conchie. It
consists of three important factors:
o Knowing your strengths
o Getting the right talent on your team
o Meeting the basic needs of your followers (Rath & Conchie, 2009)
o It’s a simple “recipe for success,” but it’s not necessarily an easy one to follow. It takes work to identify your
strengths, even more work to apply them, and even more work to make sure you are applying them in a way
that encourages, motivates, and inspires your followers.
5 Examples of a Good Leader Using Their Strengths
 A manager helps his followers identify their own strengths and allows them to apply their strengths in a way that
works for them, refraining from blanket policies or over-standardization.
 An executive articulates a clear vision and communicates it effectively to her followers, rather than taking a
laissez-faire approach to leading the organization.
 A leader keeps an eye out for potential conflict and has several methods of resolving conflict among her staff
instead of ignoring conflict and hoping it will go away or leaving it up to the employees to resolve.
 A team leader hires for good team fit and the strengths that will help the employee succeed in their role instead of
hiring based solely on “hard skills,” leading to a more effective team.
 A supervisor who checks in on his employees frequently, working with them one-on-one to help them grow,
enhance their abilities, and meet their stretch goals.
Research and Studies
 We know what people in the business believe is important for effective leadership, but do we know whether the
research backs them up?
 Although the literature doesn’t hold all the answers, we have learned quite a bit about positive leadership and
leading through strengths over the last few decades, and it’s a bit of a mixed bag. Some old wisdom holds true, while
other staples of the business world have fallen short.
5 Interesting Facts
 When it comes to leadership and using your strengths, there is such a thing as overdoing it; some managers have a
tendency to overuse their strengths and neglect other behaviors that would benefit them, their team, and their
organization (Kaiser & Overfield, 2011).
 Leaders who use their strengths are more effective than those who do not, but leaders who can be flexible and
versatile outperform leaders who focus only on their strengths—by a factor of up to 42% (Kaiser, Lindberg, & Craig,
2007).
 The presence and use of leadership strengths were found to be positively related to positive affect and general self-
efficacy, as well as global life satisfaction (Weber, Ruch, Littman-Ovadia, Lavy, & Gai, 2013).
 But wait—it turns out that leadership strengths are not necessarily always a positive. In fact, there is evidence that
they are related to lower happiness and greater symptoms of depression in adolescents (Gillham et al., 2011).
 Leadership strengths may vary by gender; female leaders tend to be stronger in resilience (Reed & Blaine, 2015).
Understanding Strengths in the Workplace
 It can get confusing with all the different types of strengths that are referenced in the organizational literature.
There are personal strengths, leadership strengths, team strengths, organizational strengths, and so on.
 It’s important to know that organizational strengths differ from individual strengths. Read on to learn how.
Organizational Strengths
 Organizational strengths are strengths that characterize an entire organization. Not every employee will actively
apply their organization’s strengths, but it’s likely that the majority of employees have strengths that are similar or
related to the organization’s strengths.
 As the term implies, organizational strengths are things that organizations do well—just like an individual strength
might be attention to detail, an organizational strength might be a robust ability to incorporate feedback from
customers and/or employees.
 According to the Institute for Manufacturing at the University of Cambridge, an organizational strength can be
defined as: “… a resource or capacity the organization can use effectively to achieve its objectives.”
 It’s vital for organizations to not only understand and apply their employees’ strengths but also to understand and
apply its own higher-level organizational strengths. One popular way to do this is through what’s called SWOT
Analysis.
 SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. The analysis is undertaken by spending some
serious time and effort identifying each of these factors, then taking it a step further: learning how they interact
with one another to create the right circumstances for confronting, avoiding, searching out, or exploiting the
strengths and weaknesses of the organization.
 Any organization that plans to stay relevant and competitive should pay close attention to its strengths, not only
identifying them but finding opportunities to apply them to their advantage.
Introducing the Strength Scope
 Are you interested in learning about your own strengths, your team’s strengths, or your organization’s strengths?
There are many tools out there for this purpose, but if you want to try a new, promising, and versatile tool, consider
the Strengthscope.
 The Strengthscope helps you identify your strengths, but it also does more than that—it helps you identify your
weaknesses, performance risks, and overdone strengths, if any.
 Designed by occupational psychology experts Dr. Paul Brewerton and James Brook, the Strengthscope operates with
its own definition of strengths as “underlying qualities that energize you and that you are great at or have the
potential to become great at.”
Their model is based on 24 strengths broken into four clusters:
 Emotional strengths: this strength cluster concerns how you make sense of, express, and manage emotions.
 Relational strengths: this strength cluster concerns establishing and maintaining productive relations with others.
 Thinking strengths: this strength cluster concerns how you go about gathering and using information to make
decisions.
 Execution strengths: this strength cluster concerns delivering results—what and how they are delivered.
 The Strengthscope results in a “Significant 7” strengths, or your top 7 strengths, as well as where the rest of your
strengths lie on this wheel.
Strengths in Performance Reviews: What to List or Mention
These recommendations include:
 Adopt the strengths-based approach as the primary means of providing feedback.
o Identify the employee’s strengths, provide positive feedback on how they’re using those strengths, and ask
them to maintain or improve those behaviors by making more intensive use of those strengths.
 Closely link any negative feedback to employees’ knowledge and skills rather than talents.
o Focus your negative feedback on the more changeable knowledge and skills than the more immutable talents.
 Adopt a strengths-based approach to managing employees’ talent weaknesses.
o Acknowledge that employees’ improvements are unlikely to be large or substantial, create a support system
that props up their talent weaknesses, help them see how to use their strengths to compensate for their
weaknesses, match them with employees with complementary strengths, and re-design jobs to match the
employee.
 Make sure the person providing feedback is familiar with the employee and the employee’s job requirements.
o Ensure that you are familiar with your employees’ knowledge, skills, and talents, as well as their job
requirements and work context.
 Choose an appropriate setting when giving feedback.
o Deliver feedback in a private setting.
 Deliver the feedback in a considerate manner.
o Give at least three pieces of positive feedback for every piece of negative feedback, start feedback sessions by
asking the employee what’s working, and allow them to participate in the process.
 Provide feedback that is specific and accurate.
o Avoid generic statements like “Good job!” and evaluate and give feedback based on concrete evidence.
 Tie feedback to important consequences at various levels throughout the organization.
o Explain that an employee’s actions and the results have an important impact on the team, unit, and even the
organization as well as the employee.
 Follow up.
o Provide specific directions by including a development plan and checking up on progress made (Aguinis,
Gottfredson, & Joo, 2012).
Strengths When Working in a Team
 Leaders can encourage the development, application, and improvement of their employees’ skills outside of their
office as well, and team settings are one of the best places to do it. Not only will employees personally benefit from
this practice, but the team will also be more effective.
 Character strengths have been found to be significantly related to the successful performance of team roles and,
partially through this successful performance, job satisfaction (Ruch, Gander, Platt, & Hofmann, 2018).
Here’s how leaders can harness the strengths of their team:
 Keep the channels of communication wide open.
 Work on relating to each member of the team, understanding their unique strengths, weaknesses, and personalities.
 Be authentic and genuine in your leadership position—just be yourself!
 Create and uphold a vision the team can rally behind.
 Understand the commitment process and understand that commitment may look different for each employee.
 Embody, practice, and encourage trust in the team by listing the unknowns, researching the unknowns, and
assessing worst-case scenarios and their survivability.
 Make sure to include all perspectives and make space for each voice at the table (Process Simplification, 2006).
Strength Training in the Workplace
 Finally, another great way leaders can foster a workplace that is conducive to strengths application, development,
and enhancement is to provide strengths training in the workplace itself.
Lesson 6: Training, structured shipboard training programme

 Mentoring: A more informal association focused on building a two-way, mutually beneficial relationship for long-
term career movement.
 Coaching: A more formal structured association focused on improvements in behavior and performance to resolve
present work issues or handle specific aspects of the job.
 Role
 Mentoring: Talking with a person who has identified his needs prior to entering into a mentoring relationship. The
emphasis is on active listening, providing information, making suggestions, and establishing connections.
 Coaching: Talking to a person, identifying what he needs, and developing an action plan. The emphasis is on
instruction, assessing, and monitoring.
 Approach
 Mentoring: This is a self-directed modus operandi whereby participants have choices. This approach can begin with
a self-matching process and continue throughout the relationship using a committed timeline to determine how
often and where individuals will meet, identify goals, and so forth.
 Coaching: A structured modus operandi is more frequently used whereby participants are working within a narrower
perspective; their agenda is more specific, shorter in duration, and oriented toward certain results. Usually a coach
is assigned to an employee.
Lesson 7: SOLAS Convention, including the ISM and ISPS Codes
 The International Convention for the Safety of Life at Sea (SOLAS) is an international maritime treaty which sets
minimum safety standards in the construction, equipment and operation of merchant ships. The convention
requires signatory flag states to ensure that ships flagged by them comply with at least these standards.
 The current version of SOLAS is the 1974 version, known as SOLAS 1974, which came into force on 25 May 1980. As
of November 2018, SOLAS 1974 had 164 contracting states, which flag about 99% of merchant ships around the
world in terms of gross tonnage.
 SOLAS in its successive forms is generally regarded as the most important of all international treaties concerning the
safety of merchant ships.
Provisions
 SOLAS 1974 requires flag states to ensure that ships flagged by them comply with the minimum safety standards in
the construction, equipment and operation of merchant ships. The treaty includes articles setting out general
obligations, etc., followed by an annexes divided into twelve chapters, two new chapters were added in 2016 and
2017. Of these, chapter five (often called 'SOLAS V') is the only one that applies to all vessels on the sea, including
private yachts and small craft on local trips as well as to commercial vessels on international passages. Many
countries have turned these international requirements into national laws so that anybody on the sea who is in
breach of SOLAS V requirements may find themselves subject to legal proceedings.
 The International Convention for the Safety of Life at Sea (SOLAS) is an international maritime treaty which sets
minimum safety standards in the construction, equipment and operation of merchant ships. The convention
requires signatory flag states to ensure that ships flagged by them comply with at least these standards.
 The current version of SOLAS is the 1974 version, known as SOLAS 1974, which came into force on 25 May 1980. As
of November 2018, SOLAS 1974 had 164 contracting states, which flag about 99% of merchant ships around the
world in terms of gross tonnage.
 SOLAS in its successive forms is generally regarded as the most important of all international treaties concerning the
safety of merchant ships.
 Chapter I – General Provisions
 Surveying the various types of ships and certifying that they meet the requirements of the convention.
 Chapter II-1 – Construction – Subdivision and stability, machinery and electrical installations
 The subdivision of passenger ships into watertight compartments so that after damage to its hull, a vessel will
remain afloat and stable.
 Chapter II-2 – Fire protection, fire detection and fire extinction
 Fire safety provisions for all ships with detailed measures for passenger ships, cargo ships and tanker.
 Chapter III – Life-saving appliances and arrangements
 Life-saving appliances and arrangements, including requirements for life boats, rescue boats and life jackets
according to type of ship. The specific technical requirements are given in the International Life-Saving Appliance
(LSA) Code.
 Chapter IV – Radio communications
 The Global Maritime Distress Safety System (GMDSS) requires passenger and cargo ships on international voyages to
carry radio equipment, including satellite Emergency Position Indicating Radio Beacons (EPIRBs) and Search and
Rescue Transponders (SARTs).
 Chapter V – Safety of navigation
 This chapter requires governments to ensure that all vessels are sufficiently and efficiently manned from a safety
point of view. It places requirements on all vessels regarding voyage and passage planning, expecting a careful
assessment of any proposed voyages by all who put to sea. Every mariner must take account of all potential dangers
to navigation, weather forecasts, tidal predictions, the competence of the crew, and all other relevant factors. It also
adds an obligation for all vessels' masters to offer assistance to those in distress and controls the use of lifesaving
signals with specific requirements regarding danger and distress messages. It is different from the other chapters,
which apply to certain classes of commercial shipping, in that these requirements apply to all vessels and their crews,
including yachts and private craft, on all voyages and trips including local ones.
 Chapter VI – Carriage of Cargoes
 Requirements for the stowage and securing of all types of cargo and cargo containers except liquids and gases in
bulk.
 Chapter VII – Carriage of dangerous goods
 Requires the carriage of all kinds of dangerous goods to be in compliance with the International Bulk Chemical Code
(IBC Code), The International Code of the Construction and Equipment of Ships Carrying Liquefied Gases in Bulk (IGC
Code) and the International Maritime Dangerous Goods Code (IMDG Code).
 Chapter VIII – Nuclear ships
 Nuclear powered ships are required, particularly concerning radiation hazards, to conform to the Code of Safety for
Nuclear Merchant Ships.
 Chapter IX – Management for the Safe Operation of Ships
 Requires every shipowner and any person or company that has assumed responsibility for a ship to comply with the
International Safety Management Code (ISM).
 Chapter X – Safety measures for high-speed craft
 Makes mandatory the International Code of Safety for High-speed craft (HSC Code).
 Chapter XI-1 – Special measures to enhance maritime Safety
 Requirements relating to organizations responsible for carrying out surveys and inspections, enhanced surveys, the
ship identification number scheme, and operational requirements.
 Chapter XI-2 – Special measures to enhance maritime security
 Includes the International Ship and Port Facility Security Code (ISPS Code). Confirms that the role of the Master in
maintaining the security of the ship is not, and cannot be, constrained by the Company, the charterer or any other
person. Port facilities must carry out security assessments and develop, implement and review port facility security
plans. Controls the delay, detention, restriction, or expulsion of a ship from a port. Requires that ships must have a
ship security alert system, as well as detailing other measures and requirements.
 Chapter XII – Additional safety measures for bulk carriers
 Specific structural requirements for bulk carriers over 150 metres in length.
 Chapter XIII - Verification of compliance
 Makes mandatory from 1 January 2016 the IMO Member State Audit Scheme.
 Chapter XIV - Safety measures for ships operating in polar waters
 The chapter makes mandatory, from 1 January 2017, the Introduction and part I-A of the International Code for
Ships Operating in Polar Waters (the Polar Code).
SOLAS History: Origin and early versions
 The first version of SOLAS Treaty was passed in 1914 in response to the sinking of the RMS Titanic, which prescribed
numbers of lifeboats and other emergency equipment along with safety procedures, including continuous radio
watches. The 1914 treaty never entered into force due to the outbreak of the First World War.
Further versions were adopted in 1929 and 1948.
1960 version
 The 1960 Convention was adopted on 17 June 1960 and entered into force on 26 May 1965. It was the fourth SOLAS
Convention and was the first major achievement for International Maritime Organization (IMO). It represented a
considerable step forward in modernizing regulations and keeping up with technical developments in the shipping
industry.
1974 version
 In 1974 a completely new Convention was adopted to allow SOLAS to be amended and implemented within a
reasonable timescale, instead of the previous procedure to incorporate amendments, which proved to be very slow.
Under SOLAS 1960, it could take several years for amendments to come into force since countries had to give notice
of acceptance to IMO and there was a minimum threshold of countries and tonnage. Under SOLAS 1974,
amendments enter into force via a tacit acceptance procedure – this allows an amendment to enter into force on a
specified date, unless objections to an amendment are received from an agreed number of parties.
 The 1974 SOLAS came into force on 25 May 1980, 12 months after its ratification by at least 25 countries with at
least 50% of gross tonnage. It has been updated and amended on numerous occasions since then and the
Convention in force today is sometimes referred to as SOLAS, 1974, as amended.
 In 1975 the assembly of the IMO decided that the 1974 convention should in future use SI (metric) units only.
1988 version
 In particular, amendments in 1988 based on amendments of International Radio Regulations in 1987 replaced Morse
code with the Global Maritime Distress Safety System (GMDSS) and came into force beginning 1 February 1992. The
issues covered by the treaty are set out in the list of sections (above).
2010 version: Later amendments
 The up-to-date list of amendments to SOLAS is maintained by the IMO. Previous amendments were made in May
2011. In 2015, another later amendment is the SOLAS Container Weight Verification Regulation VI/2. This regulation,
implemented by the IMO Maritime Safety Committee (MSC) requires that the full weight of loaded containers must
be obtained prior to being onboarded on an ocean vessel. Communicating a weight value has called for the
introduction of a new Electronic Data Interchange (EDI) communication protocol called VGM (Verified Gross Mass)
or VERMAS (Verification of Mass), and involves cooperation between ocean carriers, Freight Forwarders/NVOCCs,
EDI providers as well as exporters. The regulation states that exporters (shippers) are ultimately responsible to
obtain a verified container weight.[15] Originally scheduled for implementation on 1 July 2016, the regulation allows
for flexibility and practical refinement according to the Maritime Safety Committee Memorandum #1548 to 1
October 2016.
ISM - International Safety Management
 International Safety Management (ISM) Code, which started with further recognizing the need for the ship’s safe
operation and for pollution prevention and was developed by the International Maritime Organization(IMO), in
reality, to prevent sea casualties and marine pollution accidents caused by human errors, is now Chapter Ⅸ of
SOLAS, which applies to ships, regardless of the date of construction, i.e. passenger ships including passenger high
speed craft, oil tankers, chemical tankers, gas carriers, bulk carriers and cargo high speed craft of 500 gross tonnage
and upwards, not later than 1 July, 1998 and other cargo ships and mobile offshore drilling units of 500 gross
tonnage and upwards, not later than 1 July, 2002.
 The ISM Code requires that the managing company must be responsible for the technical maintenance of the ship.
In order for us to be able to fulfill our obligations in this respect, we must satisfy ourselves that there is an adequate
planned maintenance routine onboard.
 Monthly maintenance reports are sent by ship’s staff to keep us informed of the status of machinery and safety
equipment. Where defects are reported which pose a threat to the safety of the yacht, we work closely with the
ship’s staff to ensure that these are rectified as soon as possible. In practical terms, this could include visits to the
ship by our technical staff to discuss solutions, the organization of third party contractors, the ordering and dispatch
of parts and machinery etc.
Crew
 All personnel onboard are properly qualified and medically fit.
Record Maintenance
 Records maintenance of personnel to ensure that their various certificates remain in date to sort Port State Control
inspections.
Certification & Survey Maintenance
 Records maintenance of all surveys carried out and the due dates for the next surveys. Liaising directly with the Flag
Administration and Class Societies as appropriate to organize all surveys required.
Internal Audits / Routine Visits
 A requirement of the ISM Code is that the company carries out audits on managed yachts. The audit team for the
yacht consists of the DPA and a Technical Superintendent. Audits are a beneficial exercise, providing an opportunity
to raise the level of awareness and interest in safety management for all concerned.
ISPS - International Ship & Port Security
 International Ship and Port Facility Security (ISPS) Code means the International Code for the Security of Ships and of
Port Facilities consisting of Part A (the provisions of which shall be treated as mandatory) and part B (the provisions
of which shall be treated as recommendatory), as adopted, on 12 December 2002, by resolution 2 of the Conference
of Contracting Governments to the International Convention for the Safety of Life at Sea, 1974 as may be amended
by the Organization
 In order to comply with the ISPS Code, each ship must have a security plan containing measures that can be
implemented for various security levels set by governments.
Threats
 Advising on the level of threats likely to be encountered by the ship, using appropriate security assessments and
other relevant information, ensuring that the ship security plan is modified to correct deficiencies and satisfy the
security requirements of the individual ship.
Audits
 A requirement of the ISPS Code is that the company carries out audits on managed yachts. This should be done on
an annual basis and normally takes a full day, in conjunction with the ISM audit. We also take advantage of such
audits to review security activities, ensuring that deficiencies and non-conformities identified during such security
inspections and verifications of compliance are promptly addressed and dealt with.
Security
 In order to enhancing security awareness and vigilance, the crew must have an adequate training is provided for the
personnel responsible for the security of the ship. Also advise on effective communication and co-operation
between the ship security officer and the relevant port facility security officers, and ensure consistency between
security requirements and safety requirements.
MARPOL 73/78
 The International Convention for the Prevention of Pollution from Ships, 1973 as modified by the Protocol of 1978
(MARPOL 73/78, MARPOL is short for maritime pollution and 73/78 short for the years 1973 and 1978) is one of the
most important international marine environmental conventions. It was developed by the International Maritime
Organization in an effort to minimize pollution of the oceans and seas, including dumping, oil and air pollution. The
objective of this convention is to preserve the marine environment in an attempt to completely eliminate pollution
by oil and other harmful substances and to minimize accidental spillage of such substances.
 The original MARPOL was signed on 17 February 1973, but did not come into force at the signing date. The current
convention is a combination of 1973 Convention and the 1978 Protocol, which entered into force on 2 October 1983.
As of January 2018, 156 states are parties to the convention, being flag states of 99.42% of the world's shipping
tonnage. All ships flagged under countries that are signatories to MARPOL are subject to its requirements, regardless
of where they sail and member nations are responsible for vessels registered on their national ship registry.
MARPOL is divided into Annexes according to various categories of pollutants, each of which deals with the
regulation of a particular group of ship emissions.
Annex I
 MARPOL Annex I came into force on 2 October 1983 and deals with discharge of oil into the ocean environment. It
incorporates the oil discharge criteria prescribed in the 1969 amendments to the 1954 International Convention for
the Prevention of Pollution of the Sea by Oil (OILPOL). It specifies tanker design features that are intended to
minimize oil discharge into the ocean during ship operations and in case of accidents. It provides regulations with
regard to treatment of engine room bilge water (OWS) for all large commercial vessels and ballast and tank cleaning
waste (ODME). It also introduces the concept of "special sea areas (PPSE)" which are considered to be at risk to
pollution by oil. Discharge of oil within them has been completely outlawed, with a few minimal exceptions.
 The first half of MARPOL Annex I deals with engine room waste. There are various generations of technologies and
equipment that have been developed to prevent waste such as: Oily water separators (OWS), Oil Content meters
(OCM), and Port Reception Facilities. The second part of the MARPOL Annex I has more to do with cleaning the
cargo areas and tanks. Oil Discharge Monitoring Equipment (ODME) is a very important technology mentioned in
MARPOL Annex I that has greatly helped improve sanitation in these areas.
 The Oil Record Book is another integral part of MARPOL Annex I. The Oil Record Book helps crew members log and
keep track of oily waste water discharges among other things.
Annex II
 MARPOL Annex II came into force on 6 April 1987. It details the discharge criteria for the elimination of pollution by
noxious liquid substances carried in large quantities. It divides substances into and introduces detailed operational
standards and measures. The discharge of pollutants is allowed only to reception facilities with certain
concentrations and conditions. No matter what, no discharge of residues containing pollutants is permitted within
12 miles of the nearest land. Stricter restrictions apply to "special areas".
 Annex II covers the International Bulk Chemical Code (IBC Code) in conjunction with Chapter 7 of the SOLAS
Convention. Previously, chemical tankers constructed before 1 July 1986 must comply with the requirements of the
Code for the Construction and Equipment of Ships Carrying Dangerous Chemicals in Bulk (BCH Code).
Annex III
 MARPOL Annex III came into force on 1 July 1992. It contains general requirements for the standards on packing,
marking, labeling, documentation, stowage, quantity subtraction, division and notifications for preventing pollution
by harmful substances. The Annex is in line with the procedures detailed in the International Maritime Dangerous
Goods (IMDG) Code, which has been expanded to include marine pollutants. The amendments entered into force on
1 January 1991.
Annex IV
 Marpol Annex IV came into force on 27 September 2003. It introduces requirements to control pollution of the sea
by sewage from ships.
Annex V
 MARPOL Annex V (Regulations for the Prevention of Pollution by Garbage from Ships) came into force on 31
December 1988. It specifies the distances from land in which materials may be disposed of and subdivides different
types of garbage and marine debris. The requirements are much stricter in a number of "special areas" but perhaps
the most prominent part of the Annex is the complete ban of dumping plastic into the ocean.
Annex VI
 MARPOL Annex VI came into force on 19 May 2005. It introduces requirements to regulate the air pollution being
emitted by ships, including the emission of ozone-depleting substances, Nitrogen Oxides (NOx), Sulphur Oxides (SOx),
Volatile Organic Compounds (VOCs) and shipboard incineration. It also establishes requirements for reception
facilities for wastes from exhaust gas cleaning systems, incinerators, fuel oil quality, for off-shore platforms and
drilling rigs and for the establishment of SOx Emission Control Areas (SECAs).
 One 1. January 2020 the global sulphur limit (outside SECA’s) will drop from an allowed 3,5% sulphur in marine fuels
to 0,5%. This will, among other things, significantly improve the air quality in many populated coastal and port areas
which will prevent over 100.000 early deaths each year and many more cases of asthma in these regions and cities.
The IMO has worked on ensuring consistent implementation of the 0,5% sulphur limit in its Marine Environmental
Protection Committee (MEPC) and its subcommittee on Pollution Prevention and Response (PPR). This has led to the
development on several regulatory and practical measures (FONAR’s, Carriage Ban, Ship Implementation Plan etc.)
to enable any non-compliance to be detected, for example during port State controls (PSC’s).
Amendments
 MARPOL Annex VI amendments according with MEPC 176(58) came into force 1 July 2010.
 Amended Regulations 12 concerns control and record keeping of Ozone Depleting Substances.
 Amended Regulation 14 concerns mandatory fuel oil change over procedures for vessels entering or leaving SECA
areas and FO sulphur limits.
 MARPOL Annex V has been amended multiple times, changing different aspects of the original text.
 MEPC.219(63) came into force on 2 March 2012 to generally prohibit the discharge of any garbage into the ocean,
with the exception of food wastes, cargo residues, wash-water, and animal carcasses. There are further provisions
describing when and how to dispose of the acceptable wastes.
 MEPC.220(63) came into force on 2 March 2012 to encourage the creation of a waste management plan on-board
vessels.
Implementation and enforcement
 In order for IMO standards to be binding, they must first be ratified by a total number of member countries whose
combined gross tonnage represents at least 50% of the world's gross tonnage, a process that can be lengthy. A
system of tacit acceptance has therefore been put into place, whereby if no objections are heard from a member
state after a certain period has elapsed, it is assumed they have assented to the treaty.
 All six Annexes have been ratified by the requisite number of nations; the most recent is Annex VI, which took effect
in May 2005. The country where a ship is registered (Flag State) is responsible for certifying the ship's compliance
with MARPOL's pollution prevention standards. Each signatory nation is responsible for enacting domestic laws to
implement the convention and effectively pledges to comply with the convention, annexes, and related laws of
other nations. In the United States, for example, the relevant implementation legislation is the Act to Prevent
Pollution from Ships.
 One of the difficulties in implementing MARPOL arises from the very international nature of maritime shipping. The
country that the ship visits can conduct its own examination to verify a ship's compliance with international
standards and can detain the ship if it finds significant noncompliance. When incidents occur outside such country's
jurisdiction or jurisdiction cannot be determined, the country refers cases to flag states, in accordance with MARPOL.
A 2000 US GAO report documented that even when referrals have been made, the response rate from flag states
has been poor.
 On January 1, 2015, maritime shipping levels became legally subject to new MARPOL directives because the SECA
(Sulphur Emission Controlled Areas) zone increased in size. This larger SECA zone will include the North Sea,
Scandinavia, and parts of the English Channel. This area is set to include all of the Republic of Ireland's international
waters in 2020 culminating in all of Western Europe's subjection to the MARPOL directive. This has proven
controversial for shipping and ferry operators across Europe.
 Concerns have been raised about the environmental damage moving back to the roads by some of the larger ferry
operators that ship substantial amounts of freight and passenger traffic via these routes affected by IMO standards.
They claim that MARPOL will drive up ferry costs for the consumer and freight forwarding companies pushing them
back onto the European roadways as a financially more cost effective measure compared to increased ferry costs,
thereby defeating the object of reducing water pollution.
Enforcement of MARPOL Annex VI
 Concerns have also been raised whether the emission regulation in MARPOL Annex VI, such as the 0,5% global
sulphur limit, can be enforced on the high seas by non-flag States, as some ships sail under a flag of convenience. It
is believed that the United Nations Convention on the Law Of the Sea (UNCLOS) allows port States to assert
jurisdiction over such violations of emission regulation (also of future regulations of GHG) when they occur on the
high seas. Coastal States can assert jurisdiction over violations occurring within their waters, with certain exceptions
pertaining to innocent passage and the right of transit passage. The special obligations for flag States and the
broadened jurisdictions for coastal and port States, to enforce MARPOL (including Annex VI) are found within the
special provisions of part XII of UNCLOS.
International Convention on Standards of Training, Certification and Watchkeeping for Seafarers, 1978
 International Convention on Standards of Training, Certification and Watchkeeping for Seafarers, 1978 was adopted
on 7 July 1978 and entered into force on 28 April 1984. The main purpose of the Convention is to promote safety of
life and property at sea and the protection of the marine environment by establishing in common agreement
international standards of training, certification and watchkeeping for seafarers.
Amendment Procedure
 Amendments to the 1978 STCW Convention's technical Annex may be adopted by a Conference of STCW Parties or
by IMO's Maritime Safety Committee, expanded to include all Contracting Parties, some of whom may not be
members of the Organization.
 Amendments to the STCW Annex will normally enter into force one and a half years after being communicated to all
Parties unless, in the meantime, they are rejected by one-third of the Parties or by Parties whose combined fleets
represent 50 per cent of world tonnage.
The STCW Convention & Code 2010 Manila Amendments
 The Manila amendments to the STCW Convention and Code were adopted on 25 June 2010, marking a major
revision of the STCW Convention and Code. The 2010 amendments are set to enter into force on 1 January 2012
under the tacit acceptance procedure and are aimed at bringing the Convention and Code up to date with
developments since they were initially adopted and to enable them to address issues that are anticipated to
emerge in the foreseeable future.
 Amongst the amendments adopted, there are a number of important changes to each chapter of the Convention
and Code, including:
 Improved measures to prevent fraudulent practices associated with certificates of competency and strengthen the
evaluation process (monitoring of Parties' compliance with the Convention);
 Revised requirements on hours of work and rest and new requirements for the prevention of drug and alcohol
abuse, as well as updated standards relating to medical fitness standards for seafarers;
 New certification requirements for able seafarers;
 New requirements relating to training in modern technology such as electronic charts and information systems
(ECDIS);
 New requirements for marine environment awareness training and training in leadership and teamwork;
 New training and certification requirements for electro-technical officers;
 Updating of competence requirements for personnel serving on board all types of tankers, including new
requirements for personnel serving on liquefied gas tankers;
 New requirements for security training, as well as provisions to ensure that seafarers are properly trained to cope if
their ship comes under attack by pirates;
 Introduction of modern training methodology including distance learning and web-based learning;
 New training guidance for personnel serving on board ships operating in polar waters; and
 New training guidance for personnel operating Dynamic Positioning Systems
STCW Code
STCW Code
 The regulations contained in the Convention are supported by sections in the STCW Code. Generally speaking, the
Convention contains basic requirements which are then enlarged upon and explained in the Code.
Part A of the Code is mandatory. The minimum standards of competence required for seagoing personnel are given
in detail in a series of tables. Chapter II of the Code, for example, deals with standards regarding the master and
deck department.
 Part B of the Code contains recommended guidance which is intended to help Parties implement the Convention.
The measures suggested are not mandatory and the examples given are only intended to illustrate how certain
Convention requirements may be complied with. However, the recommendations in general represent an approach
that has been harmonized by discussions within IMO and consultation with other international organizations.
List of STCW Parties - Confirmed STCW Parties (regulation I/7)
 MSC.1/Circ.1163/Rev.10* 23/05/2016 International convention on standards of training, certification and
watchkeeping for seafarers(STCW), 1978, as amended – Parties to the International Convention on Standards of
Training, Certification and Watchkeeping for Seafarers (STCW), 1978, as amended, confirmed by the Maritime Safety
Committee to have communicated information which demonstrates that full and complete effect is given to the
relevant provisions of the Convention.
List of STCW Parties - Independent evaluation (regulation I/8)
 MSC.1/Circ.1164/Rev.18* 24/07/2017 International convention on standards of training, certification and
watchkeeping for seafarers (STCW), 1978, as amended – Reports of Independent Evaluation.
* Please note: the above Circulars are revised as and when information from Parties is evaluated and approved by
the Maritime Safety Committee.
Maritime training institutions approved by Member States
 The STCW Convention requires that training leading to the issue of a certificate is 'approved'.
 The International Maritime Organization does not approve any training courses or institutes. This is a privilege and
responsibility of Member Governments who are Parties to the STCW Convention.
 Approval is normally given by the Maritime Administration of an STCW Party in accordance with the Convention
requirements.
 Amongst other things, the Convention requires that training and assessment of seafarers are administered,
supervised and monitored in accordance with the provisions of the STCW Code; and those responsible for training
and assessment of competence of seafarers are appropriately qualified in accordance with the provisions of the
Code.
 The initial approval of a maritime training programme by a Maritime Administration might include assessment of
items such as those listed below in order to ensure that the training institute or training programme meet the
appropriate STCW Convention standards:
o Scope and objectives of the training - e.g. to meet the requirements of STCW regulation II/1.
o Minimum entry standards - age, sea experience, other training, medical fitness etc.
o Intake limitations, student/staff ratio etc.
o Staff qualifications, experience in subject, teaching skills, assessment skills.
o Facilities and equipment necessary to meet objectives.
o The written programmes, syllabus, timetable and course material.
o Method of training: lectures, practical, videos etc and percentage of time devoted to each.
o Assessment: methods: examination, practical, continuous assessment etc.
o Certification to be issued on completion to meet STCW requirements.
o Maintenance of student and other records.
o Security of information.
o Quality standards system requirements to ensure standards are maintained.
Maritime Labour Convention
 The Maritime Labour Convention (MLC) is an International Labour Organization convention, number 186, established
in 2006 as the fourth pillar of international maritime law and embodies "all up-to-date standards of existing
international maritime labour Conventions and Recommendations, as well as the fundamental principles to be
found in other international labour Conventions". The other "pillars are the SOLAS, STCW and MARPOL. The treaties
applies to all ships entering the harbours of parties to the treaty (port states), as well as to all states flying the flag of
state party (flag states, as of 2019: over 90 per cent).
 The convention entered into force on 20 August 2013, one year after registering 30 ratifications of countries
representing over 33 per cent of the world gross tonnage of ships. Already after five ratifications the ratifying
countries (Bahamas, Norway, Liberia, Marshall Islands, and Panama) represented over 43 per cent of the gross world
tonnage (which is over 33 per cent; the second requirement for entry into force). As of September 2019, the
convention has been ratified by 94 states representing over 94 per cent of global shipping.
 Although the Convention has not been ratified worldwide, it has widespread effect because vessels from non-
signatory states that attempt to enter ports of signatory states may face arrest and penalties for non-compliance
with the MLC.
 The convention consists of the sixteen articles containing general provisions as well as the Code. The Code consists
of five Titles in which specific provisions are grouped by standard (or in Title 5: mode of enforcement):
o Title 1: Minimum requirements for seafarers to work on a ship
o Title 2: Conditions of employment
o Title 3: Accommodation, recreational facilities, food and catering
o Title 4: Health protection, medical care, welfare and social security protection
o Title 5: Compliance and enforcement
 For Each Title, there are general Regulations, which are further specified in mandatory Standards (list A) as well as
Guidelines (List B). Guidelines generally form a form of implementation of a Regulation according to the
requirements, but States are free to have different implementation measures. Regulations and Standards should in
principle be implemented fully, but a country can implement a "substantially equivalent" regulation, which it should
declare upon ratification.
 Some seafarers criticize the convention, saying that it lacks teeth, does not address real issues, and skirts important
seafarer needs such as decent sized cabins, cupboards in cabins, shore leave, and rest hours by including them into
Guidelines (List B) of the convention—or worse, by not addressing them at all.
Title 1: Minimum requirements for seafarers to work on a ship
 The minimum requirements set out in this section of the code are divided in 4 parts and are summarized below:
o Minimum age requirements: the minimum age is 16 years (18 for night work and work in hazardous areas).
o Medical fitness: workers should be medically fit for the duties they are performing. Countries should issue
medical certificates as defined in the STCW (or use a similar standard).
o Training: Seafarers should be trained for their duties as well as have had a personal safety training.
o Recruitment/placement services located in member states or for ships flying the flag of member states
should have (among others) proper placement procedures, registration, complaint procedures and
compensation if the recruitment fails
Title 2: Employment conditions
The Title on employment conditions lists conditions of the contract and payments, as well as the working conditions on
ships.
 Contracts: the contract should be clear, legally enforceable and incorporate collective bargaining agreements (if
existent).
 Payments: Wages should be paid at least every month, and should be transferable regularly to family if so desired.
 Rest hours: rest hours should be implemented in national legislation. The maximum hours of work in that legislation
should not exceed 14 hours in any 24-hour period and 72 hours in any seven-day period, or: at least ten hours of
rest in any 24-hour period and 77 hours (rest) in any seven-day period. Furthermore, the daily hours of rest may not
be divided into more than two periods and, at least six hours of rest should be given consecutively in one of those
two periods.
 Leave: Seafarers have a right to annual leave as well as shore leave.
 Repatriation: Returning to their country of residence should be free.
 Loss: If a ship is lost or foundered, the seafarers have a right to an unemployment payments.
 Manning: Every ship should have a sufficient manning level.
 Development and opportunities: Every seafarer has a right to be promoted during his career except in cases where
there is a violation of a statute or code of conduct, which inevitably hinders such promotion. Also, skill development
and employment opportunities should be made available for each and every seafarer.
Title 3: Accommodation, Recreational Facilities, Food and Catering
The title specifies rules detailed rules for accommodation and recreational facilities, as well as food and catering.
 Accommodation: Accommodation for living and/or working should be "promoting the seafarers' health and well-
being". Detailed provisions (in rules and guidelines) give minimum requirements for various types of rooms (mess
rooms, recreational rooms, dorms etc.).
 Food and Catering: Both food quality and quantity, including water should be regulated in the flag state.
Furthermore, cooks should have proper training.
Title 4: Health Protection, Medical Care, Welfare and Social Security Protection
Title 4 consists of 5 regulations about Health, Liability, Medical care, Welfare and Social security.
 Medical care on board ship and ashore: Seafarers should be covered for and have access to medical care while on
board; in principle at no cost and of a quality comparable to the standards of health care on shore. Countries
through which territory a ship is passing should guarantee treatment on shore in serious cases.
 Shipowners' liability: Seafarers should be protected from the financial effects of "sickness, injury or death occurring
in connection with their employment". This includes at least 16 weeks of payment of wages after start of sickness.
 Health and safety protection and accident prevention: A safe and hygienic environment should be provided to
seafarers both during working and resting hours and measures should be taken to take reasonable safety measures.
 Access to shore-based welfare facilities: Port states should provide "welfare, cultural, recreational and information
facilities and services" and to provide easy access to these services. The access to these facilities should be open to
all seafarers irrespective of race, sex, religion or political opinion.
 Social security: Social security coverage should be available to seafarers (and in case it is customary in the flag state:
their relatives).
Title 5: Compliance and Enforcement
Title 5 sets standards to ensure compliance with the convention. The title distinguishes requirements for flag state and
port state control.
 Flag states: Flag states (the state under which flag the ship operates) are responsible for ensuring implementation of
the rules on the ships that fly its flag. Detailed inspections result in the issue of a "Certificate of Maritime
Compliance", which should always be present (and valid) on a ship. Ships are required to have decent complaints
procedures in place for its crew and should institute investigations in case of casualties.
 Port States: The inspection in ports depends on whether a Certificate of Maritime Compliance is present (and thus a
flag is flown of a country which has ratified the convention). If the Certificate is present, compliance is to be
assumed in principle, and further investigations only take place if the certificate is not in order or there are
indications of non-compliance. For ships that don't have the certificate, inspections are much more detailed and
should ensure -according to a "no more favorable treatment principle"[6] that the ship has complied with the
provisions of the convention. The convention is thus -indirectly- also valid for ships of non-member countries if they
plan to call to ports of a member state.
 Labour agencies: Agencies supplying on maritime workers to ships should also be inspected to ensure that they
apply the convention (among others the regulations regarding to social security).
Negotiations
 After tripartite negotiations had started in 2001, the convention was adopted during the 94th International Labour
Convention in 2006. The convention received 314 votes in favour and none against by representatives of the
government, employers and workers, who each held a single vote per country.
Ratifications Parties
(cumulative by year)
Blue: Ratifications
Green: Parties
 As of October 2019, the treaty has been ratified by 94[4] countries, many of which are large flag states in terms of
the tonnage they transport. The European Union advised its (then) 27 members to ratify the treaty by 31 December
2010.[8] The EU Decision provides: "Member States are hereby authorised to ratify, for the parts falling under
Community competence, the Maritime Labour Convention, 2006, of the International Labour Organisation, adopted
on 7 February 2006. Member States should make efforts to take the necessary steps to deposit their instruments of
ratification of the Convention with the Director-General of the International Labour Office as soon as possible,
preferably before 31 December 2010." As of October 2019, 24 countries had done so, while Croatia did so before it
entered the European Union. The convention entered into force on 20 August 2013 for the 30 countries that ratified
it prior to 20 August 2013. For other countries, the convention enters into force one year after registration of their
instrument of ratification.
Criticism
 While the authors of MLC 2006 called it the fourth pillar of maritime policy, many seafarers themselves and industry
bodies saw it as a rather weak convention which did not materially change life at sea.[11] From this perspective, the
more important parts of the convention have been placed in the non-mandatory section "B"; other issues, such as
air conditioning or interpretations of what could be termed as good nutritious food, are not addressed by the
convention. Some seafarers have complained that the convention does not carry any stipulations to make the crew
cabins on cargo ships any bigger than they currently are and does not increase the number of cupboards or shelves,
which are typically minimal on cargo ships. The convention also does not address the issues of rest hours during
work or rest when joining ship; these issues are determined by crew and companies alone.[5]
International Maritime Organization
 The International Maritime Organization (IMO) (French: Organisation Maritime Internationale (OMI)), known as
the Inter-Governmental Maritime Consultative Organization (IMCO) until 1982, is a specialised agency of the United
Nations responsible for regulating shipping. The IMO was established following agreement at a UN conference held
in Geneva in 1948 and the IMO came into existence ten years later, meeting for the first time in 1959.
Headquartered in London, United Kingdom, the IMO currently has 174 member states and three associate members.
 The IMO's primary purpose is to develop and maintain a comprehensive regulatory framework for shipping and its
remit today includes safety, environmental concerns, legal matters, technical co-operation, maritime security and
the efficiency of shipping. IMO is governed by an assembly of members and is financially administered by a council
of members elected from the assembly. The work of IMO is conducted through five committees and these are
supported by technical subcommittees. Other UN organisations may observe the proceedings of the IMO. Observer
status is granted to qualified non-governmental organisations.
 IMO is supported by a permanent secretariat of employees who are representative of the organisation's members.
The secretariat is composed of a Secretary-General who is periodically elected by the assembly, and various divisions
such as those for marine safety, environmental protection and a conference section.
SOLAS Convention
Main article: SOLAS Convention
 Inter-Governmental Maritime Consultative Organization (IMCO) was formed in order to bring the regulation of the
safety of shipping into an international framework, for which the creation of the United Nations provided an
opportunity. Hitherto such international conventions had been initiated piecemeal, notably the Safety of Life at Sea
Convention (SOLAS), first adopted in 1914 following the Titanic disaster. IMCO's first task was to update that
convention; the resulting 1960 convention was subsequently recast and updated in 1974 and it is that convention
that has been subsequently modified and updated to adapt to changes in safety requirements and technology.
 When IMCO began its operations in 1959 certain other pre-existing conventions were brought under its aegis, most
notable the International Convention for the Prevention of Pollution of the Sea by Oil (OILPOL) 1954. The first
meetings of the newly formed IMCO were held in London in 1959. Throughout its existence IMCO, later renamed
the IMO in 1982, has continued to produce new and updated conventions across a wide range of maritime issues
covering not only safety of life and marine pollution but also encompassing safe navigation, search and rescue,
wreck removal, tonnage measurement, liability and compensation, ship recycling, the training and certification of
seafarers, and piracy. More recently SOLAS has been amended to bring an increased focus on maritime security
through the International Ship and Port Facility Security (ISPS) Code. The IMO has also increased its focus on smoke
emissions from ships.
 In January 1959, IMO began to maintain and promote the 1954 OILPOL Convention. Under the guidance of IMO, the
convention was amended in 1962, 1969, and 1971.
Torrey Canyon
 As oil trade and industry developed, many people in the industry began to recognise a need for further
improvements in regards to oil pollution prevention at sea. This became increasingly apparent in 1967, when the
tanker Torrey Canyon spilled 120,000 tons of crude oil when it ran aground entering the English Channel
 The Torrey Canyon grounding was the largest oil pollution incident recorded up to that time. This incident prompted
a series of new conventions.
Maritime pollution convention
Main article: MARPOL 73/78
 MO held an emergency session of its Council to deal with the need to readdress regulations pertaining to maritime
pollution. In 1969, the IMO Assembly decided to host an international gathering in 1973 dedicated to this issue. The
goal at hand was to develop an international agreement for controlling general environmental contamination by
ships when out at sea.
 During the next few years IMO brought to the forefront a series of measures designed to prevent large ship
accidents and to minimise their effects. It also detailed how to deal with the environmental threat caused by routine
ship duties such as the cleaning of oil cargo tanks or the disposal of engine room wastes. By tonnage, the
aforementioned was a bigger problem than accidental pollution.
 The most significant thing to come out of this conference was the International Convention for the Prevention of
Pollution from Ships, 1973. It covers not only accidental and operational oil pollution but also different types of
pollution by chemicals, goods in packaged form, sewage, garbage and air pollution.
 The original MARPOL was signed on 17 February 1973, but did not come into force due to lack of ratifications. The
current convention is a combination of 1973 Convention and the 1978 Protocol. It entered into force on 2 October
1983. As of May 2013, 152 states, representing 99.2 per cent of the world's shipping tonnage, are involved in the
convention.
 In 1983 the IMO established the World Maritime University in Malmö, Sweden.
Headquarters
 The IMO headquarters are located in a large purpose-built building facing the River Thames on the Albert
Embankment, in Lambeth, London.[6] The organisation moved into its new headquarters in late 1982, with the
building being officially opened by Queen Elizabeth II on 17 May 1983.The architects of the building were Douglass
Marriott, Worby & Robinson.The front of the building is dominated by a seven-metre high, ten-tonne bronze
sculpture of the bow of a ship, with a lone seafarer maintaining a look-out. The previous headquarters of IMO were
at 101 Piccadilly (now the home of the Embassy of Japan), prior to that at 22 Berners Street in Fitzrovia and
originally in Chancery Lane.
 MO held an emergency session of its Council to deal with the need to readdress regulations pertaining to maritime
pollution. In 1969, the IMO Assembly decided to host an international gathering in 1973 dedicated to this issue. The
goal at hand was to develop an international agreement for controlling general environmental contamination by
ships when out at sea.
 During the next few years IMO brought to the forefront a series of measures designed to prevent large ship
accidents and to minimise their effects. It also detailed how to deal with the environmental threat caused by routine
ship duties such as the cleaning of oil cargo tanks or the disposal of engine room wastes. By tonnage, the
aforementioned was a bigger problem than accidental pollution.
 The most significant thing to come out of this conference was the International Convention for the Prevention of
Pollution from Ships, 1973. It covers not only accidental and operational oil pollution but also different types of
pollution by chemicals, goods in packaged form, sewage, garbage and air pollution.
 The original MARPOL was signed on 17 February 1973, but did not come into force due to lack of ratifications. The
current convention is a combination of 1973 Convention and the 1978 Protocol. It entered into force on 2 October
1983. As of May 2013, 152 states, representing 99.2 per cent of the world's shipping tonnage, are involved in the
convention.
 In 1983 the IMO established the World Maritime University in Malmö, Sweden.
Membership
 To become a member of the IMO, a state ratifies a multilateral treaty known as the Convention on the International
Maritime Organization. As of 2018, there are 173 member states of the IMO, which includes 172 of the UN member
states plus the Cook Islands. The first state to ratify the convention was the United Kingdom in 1949. The most
recent members to join were Armenia and Nauru, which became IMO members in January and May 2018,
respectively.
 The three associate members of the IMO are the Faroe Islands, Hong Kong and Macao.
Most UN member states that are not members of IMO are landlocked countries. These include Afghanistan, Andorra,
Bhutan, Botswana, Burkina Faso, Burundi, Central African Republic, Chad, Kyrgyzstan, Laos, Lesotho, Liechtenstein,
Mali, Niger, North Macedonia, Rwanda, South Sudan, Swaziland, Tajikistan and Uzbekistan. However, the Federated
States of Micronesia, an island-nation in the Pacific Ocean, is also a non-member, as is the same for similar Taiwan,
itself a non-member of the UN.
Structure
 The IMO consists of an Assembly, a Council and five main Committees: the Maritime Safety Committee; the Marine
Environment Protection Committee; the Legal Committee; the Technical Co-operation Committee and the
Facilitation Committee. A number of Sub-Committees support the work of the main technical committees.
Legal instruments
 IMO is the source of approximately 60 legal instruments that guide the regulatory development of its member states
to improve safety at sea, facilitate trade among seafaring states and protect the maritime environment. The most
well known is the International Convention for the Safety of Life at Sea (SOLAS), as well as International Convention
on Oil Pollution Preparedness, Response and Co-operation (OPRC). Others include the International Oil Pollution
Compensation Funds (IOPC). It also functions as a depository of yet to be ratified treaties, such as the International
Convention on Liability and Compensation for Damage in Connection with the Carriage of Hazardous and Noxious
Substances by Sea, 1996 (HNS Convention) and Nairobi International Convention of Removal of Wrecks (2007).
 IMO regularly enacts regulations, which are broadly enforced by national and local maritime authorities in member
countries, such as the International Regulations for Preventing Collisions at Sea (COLREG). The IMO has also enacted
a Port State Control (PSC) authority, allowing domestic maritime authorities such as coast guards to inspect foreign-
flag ships calling at ports of the many port states. Memoranda of Understanding (protocols) were signed by some
countries unifying Port State Control procedures among the signatories.
Conventions, Codes and Regulations:
 MARPOL Convention
o Marpol Annex I
 SOLAS Convention
o IMDG Code
o ISM Code
o ISPS Code
 STCW Convention
 International Code of Signals
 International Regulations for Preventing Collisions at Sea
 HNS Convention
 International Convention on Civil Liability for Oil Pollution Damage
 International Convention on the Establishment of an International Fund for Compensation for Oil Pollution
Damage
 International Ballast Water Management Convention
Current issues
 Recent initiatives at the IMO have included amendments to SOLAS, which upgraded fire protection standards on
passenger ships, the International Convention on Standards of Training, Certification and Watchkeeping for
Seafarers (STCW) which establishes basic requirements on training, certification and watchkeeping for seafarers
and to the Convention on the Prevention of Maritime Pollution (MARPOL 73/78), which required double hulls on
all tankers.
 In December 2002, new amendments to the 1974 SOLAS Convention were enacted. These amendments gave
rise to the International Ship and Port Facility Security (ISPS) Code, which went into effect on 1 July 2004. The
concept of the code is to provide layered and redundant defences against smuggling, terrorism, piracy,
stowaways, etc. The ISPS Code required most ships and port facilities engaged in international trade to establish
and maintain strict security procedures as specified in ship and port specific Ship Security Plans and Port Facility
Security Plans.
 The IMO has a role in tackling international climate change. The First Intersessional Meeting of IMO's Working
Group on Greenhouse Gas Emissions from Ships took place in Oslo, Norway (23–27 June 2008), tasked with
developing the technical basis for the reduction mechanisms that may form part of a future IMO regime to
control greenhouse gas emissions from international shipping, and a draft of the actual reduction mechanisms
themselves, for further consideration by IMO's Marine Environment Protection Committee (MEPC).The IMO
participated in the 2015 United Nations Climate Change Conference in Paris seeking to establish itself as the
"appropriate international body to address greenhouse gas emissions from ships engaged in international
trade".Nonetheless, there has been widespread criticism of the IMO's relative inaction since the conclusion of
the Paris conference, with the initial data-gathering step of a three-stage process to reduce maritime
greenhouse emissions expected to last until 2020. The IMO has also taken action to mitigate the global effects of
ballast water and sediment discharge, through the 2004 Ballast Water Management Convention, which entered
into force in September 2017.
 The IMO is also responsible for publishing the International Code of Signals for use between merchant and naval
vessels. IMO has harmonised information available to seafarers and shore-side traffic services called e-
Navigation. An e-Navigation strategy was ratified in 2005, and an implementation plan was developed through
three IMO sub-committees. The plan was completed by 2014 and implemented in November of that year. IMO
has also served as a key partner and enabler of US international and interagency efforts to establish Maritime
Domain Awareness.
 On 4 December 2018 it was reported that at least 34 member countries of the International Maritime
Organization supported Ukraine with respect to Russia’s armed military attack on Ukrainian boats on the
Ukrainian and international waters near the Kerch Strait that occurred on 25 November 2018.
Governance of IMO
 The governing body of the International Maritime Organization is the Assembly which meets every two years. In
between Assembly sessions a Council, consisting of 40 Member States elected by the Assembly, acts as the
governing body. The technical work of the International Maritime Organization is carried out by a series of
Committees. The Secretariat consists of some 300 international civil servants headed by a Secretary-General.
Secretary-General
 The current Secretary-General is Kitack Lim (South Korea), elected for a four-year term at the 106th session of
the IMO Council in June 2015 and at the 27th session of the IMO's Assembly in November 2015. His mandate
started on 1 January 2016.
Previous Secretaries-General:
 1959 Ove Nielsen (Denmark)
 1961 William Graham (United Kingdom; acting, following death of Mr Nielsen)
 1963 Jean Roullier (France)
 1968 Colin Goad (United Kingdom)
 1974 Chandrika Prasad Srivastava (India)
 1990 William O'Neil (Canada)
 2003 Efthimios E. Mitropoulos (Greece)
 2011 Koji Sekimizu (Japan)
 2015 Kitack Lim (South Korea)
Technical committees
The technical work of the International Maritime Organisation is carried out by a series of Committees.[20][17] These
include:
 The Maritime Safety Committee (MSC)
 The Marine environment Protection Committee (MEPC)
 The Legal Committee
 The Technical Cooperation Committee, for capacity building
 The Facilitation Committee, to simplify the documentation and formalities required in international shipping.
Maritime Safety Committee
 It is regulated in the Article 28(a) of the Convention on the IMO:
ARTICLE 28
(a) The Maritime Safety Committee shall consider any matter within the scope of the Organization
concerned with aids to navigation, construction and equipment of vessels, manning from a safety
standpoint, rules for the prevention of collisions, handling of dangerous cargoes, maritime safety
procedures and requirements, hydrographic information, log-books and navigational records, marine
casualty investigation, salvage and rescue, and any other matters directly affecting maritime safety.
(b) The Maritime Safety Committee shall provide machinery for performing any duties assigned to it by this
Convention, the Assembly or the Council, or any duty within the scope of this Article which may be
assigned to it by or under any other international instrument and accepted by the Organization.
(c) Having regard to the provisions of Article 25, the Maritime Safety Committee, upon request by the
Assembly or the Council or, if it deems such action useful in the interests of its own work, shall maintain
such close relationship with other bodies as may further the purposes of the Organization
 The Maritime Safety Committee is the most senior of these and is the main Technical Committee; it oversees the
work of its nine sub-committees and initiates new topics. One broad topic it deals with is the effect of the human
element on casualties; this work has been put to all of the sub-committees, but meanwhile, the Maritime Safety
Committee has developed a code for the management of ships which will ensure that agreed operational
procedures are in place and followed by the ship and shore-side staff.
Sub-Committees
The MSC and MEPC are assisted in their work by a number of sub-committees which are open to all Member States.[20]
The committees are:
 Sub-Committee on Human Element, Training and Watchkeeping (HTW)
 Sub-Committee on Implementation of IMO Instruments (III)
 Sub-Committee on Navigation, Communications and Search and Rescue (NCSR)
 Sub-Committee on Pollution Prevention and Response (PPR)
 Sub-Committee on Ship Design and Construction (SDC)
 Sub-Committee on Ship Systems and Equipment (SSE)
 Sub-Committee on Carriage of Cargoes and Containers (CCC)
The names of the IMO sub-committees were changed in 2013.[20] Prior to 2013 there were nine Sub-Committees as
follows:
 Bulk Liquids and Gases (BLG)
 Carriage of Dangerous Goods, Solid Cargoes and Containers(DSC)
 Fire Protection (FP)
 Radio-communications and Search and Rescue (COMSAR)
 Safety of Navigation (NAV)
 Ship Design and Equipment (DE)
 Stability and Load Lines and Fishing Vessels Safety (SLF)
 Standards of Training and Watchkeeping (STW)
 Flag State Implementation (FSI)
Resolutions
 Resolution MSC.255(84), of 16 May 2008, adopts the Code of the International Standards and Recommended
Practices for a Safety Investigation into a Marine casualty or Marine Incident. It is also known as the Casualty
Investigation Code.
International Labour Organization
 The International Labour Organization (ILO) is a United Nations agency whose mandate is to advance social justice
and promote decent work by setting international labour standards. It was the first specialised agency of the UN.
The ILO has 187 member states: 186 of the 193 UN member states plus the Cook Islands are members of the ILO.
The tripartite structure is unique to the ILO where representatives from the government, employers and employees
openly debate and create labour standards.
 The International Labour Office is the permanent secretariat of the International Labour Organization. It is the focal
point for International Labour Organization's overall activities, which it prepares under the scrutiny of the Governing
Body and under the leadership of the Director-General.
 The ILO employs some 2,700 officials from over 150 nations at its headquarters in Geneva, and in around 40 field
offices around the world. Among these officials, 900 work in technical cooperation programmes and projects.
 In 1969, the ILO received the Nobel Peace Prize for improving fraternity and peace among nations, pursuing decent
work and justice for workers, and providing technical assistance to other developing nations.Fifty years later to mark
the organisation's centenary, it convened a Global Commission on the Future of Work, whose report, published in
January 2019, made ten recommendations for governments to meet the unprecedented challenges of a changing
world of work. Those included a universal labour guarantee, social protection from birth to old age and an
entitlement to lifelong learning.
 The International Labour Organization has developed a system of international labour standards aimed at promoting
opportunities for women and men to obtain decent and productive work, in conditions of freedom, equity, security
and dignity.
Governance, organization, and membership
 Unlike other United Nations specialized agencies, the International Labour Organization has a tripartite governing
structure that brings together governments, employers, and workers of 187 member States, to set labour standards,
develop policies and devise programmes promoting decent work for all women and men. The structure is intended
to ensure the views of all three groups are reflected in ILO labour standards, policies, and programmes, though
governments have twice as many representatives as the other two groups.
Governing body
 The Governing Body is the executive body of the International Labour Organization (the Office is the secretariat of
the Organization). It meets three times a year, in March, June and November. It takes decisions on ILO policy,
decides the agenda of the International Labour Conference, adopts the draft Programme and Budget of the
Organization for submission to the Conference, elects the Director-General, requests information from the member
states concerning labour matters, appoints commissions of inquiry and supervises the work of the International
Labour Office.
 Juan Somavía was the ILO's Director-General from 1999 until October 2012 when Guy Ryder was elected. The ILO
Governing Body re-elected Guy Rider as Director-General for a second five year-term in November 2016.
 This governing body is composed of 56 titular members (28 governments, 14 employers and 14 workers) and 66
deputy members (28 governments, 19 employers and 19 workers).
 Ten of the titular government seats are permanently held by States of chief industrial importance: Brazil, China,
France, Germany, India, Italy, Japan, the Russian Federation, the United Kingdom and the United States.The other
Government members are elected by the Conference every three years (the last elections were held in June 2017).
The Employer and Worker members are elected in their individual capacity.
International Labour Conference
 The ILO organises once a year the International Labour Conference in Geneva to set the broad policies of the ILO,
including conventions and recommendations. Also known as the "international parliament of labour", the
conference makes decisions about the ILO's general policy, work programme and budget and also elects the
Governing Body.
 Each member state is represented by a delegation: two government delegates, an employer delegate, a worker
delegate and their respective advisers. All of them have individual voting rights and all votes are equal, regardless
the population of the delegate's member State. The employer and worker delegates are normally chosen in
agreement with the most representative national organizations of employers and workers. Usually, the workers and
employers' delegates coordinate their voting. All delegates have the same rights and are not required to vote in
blocs.
 Delegate have the same rights, they can express themselves freely and vote as they wish. This diversity of
viewpoints does not prevent decisions being adopted by very large majorities or unanimously.
 Heads of State and prime ministers also participate in the Conference. International organizations, both
governmental and others, also attend but as observers.
Membership
 The ILO has 187 state members. 186 of the 193 member states of the United Nations plus the Cook Islands are
members of the ILO.[11] The UN member states which are not members of the ILO are Andorra, Bhutan,
Liechtenstein, Micronesia, Monaco, Nauru, and North Korea.
 The ILO constitution permits any member of the UN to become a member of the ILO. To gain membership, a nation
must inform the director-general that it accepts all the obligations of the ILO constitution.[12] Other states can be
admitted by a two-thirds vote of all delegates, including a two-thirds vote of government delegates, at any ILO
General Conference. The Cook Islands, a non-UN state, joined in June 2015.
 Members of the ILO under the League of Nations automatically became members when the organisation's new
constitution came into effect after World War II.
Position within the UN
 The ILO is a specialised agency of the United Nations (UN).[13] As with other UN specialised agencies (or
programmes) working on international development, the ILO is also a member of the United Nations Development
Group.
Conventions
Main article: List of International Labour Organization Conventions
 Through July 2018, the ILO had adopted 189 conventions. If these conventions are ratified by enough governments,
they come in force. However, ILO conventions are considered international labour standards regardless of
ratification. When a convention comes into force, it creates a legal obligation for ratifying nations to apply its
provisions.
 Every year the International Labour Conference's Committee on the Application of Standards examines a number of
alleged breaches of international labour standards. Governments are required to submit reports detailing their
compliance with the obligations of the conventions they have ratified. Conventions that have not been ratified by
member states have the same legal force as recommendations.
 In 1998, the 86th International Labour Conference adopted the Declaration on Fundamental Principles and Rights at
Work. This declaration contains four fundamental policies:
 The right of workers to associate freely and bargain collectively
 The end of forced and compulsory labour
 The end of child labour
 The end of unfair discrimination among workers
 The ILO asserts that its members have an obligation to work towards fully respecting these principles, embodied in
relevant ILO conventions. The ILO conventions which embody the fundamental principles have now been ratified by
most member states.[16]
Protocols
 This device is employed for making conventions more flexible or for amplifying obligations by amending or adding
provisions on different points. Protocols are always linked to Convention, even though they are international
treaties they do not exist on their own. As with Conventions, Protocols can be ratified.
Recommendations
 Recommendations do not have the binding force of conventions and are not subject to ratification.
Recommendations may be adopted at the same time as conventions to supplement the latter with additional or
more detailed provisions. In other cases recommendations may be adopted separately and may address issues
separate from particular conventions.
History
Origins
 While the ILO was established as an agency of the League of Nations following World War I, its founders had made
great strides in social thought and action before 1919. The core members all knew one another from earlier private
professional and ideological networks, in which they exchanged knowledge, experiences, and ideas on social policy.
Prewar "epistemic communities", such as the International Association for Labour Legislation (IALL), founded in 1900,
and political networks, such as the socialist Second International, were a decisive factor in the institutionalization of
international labour politics.
 In the post–World War I euphoria, the idea of a "makeable society" was an important catalyst behind the social
engineering of the ILO architects. As a new discipline, international labour law became a useful instrument for
putting social reforms into practice. The utopian ideals of the founding members—social justice and the right to
decent work—were changed by diplomatic and political compromises made at the Paris Peace Conference of 1919,
showing the ILO's balance between idealism and pragmatism.
 Over the course of the First World War, the international labour movement proposed a comprehensive programme
of protection for the working classes, conceived as compensation for labour's support during the war. Post-war
reconstruction and the protection of labour unions occupied the attention of many nations during and immediately
after World War I. In Great Britain, the Whitley Commission, a subcommittee of the Reconstruction Commission,
recommended in its July 1918 Final Report that "industrial councils" be established throughout the world.The British
Labour Party had issued its own reconstruction programme in the document titled Labour and the New Social Order.
In February 1918, the third Inter-Allied Labour and Socialist Conference (representing delegates from Great Britain,
France, Belgium and Italy) issued its report, advocating an international labour rights body, an end to secret
diplomacy, and other goals.And in December 1918, the American Federation of Labor (AFL) issued its own
distinctively apolitical report, which called for the achievement of numerous incremental improvements via the
collective bargaining process.
IFTU Bern Conference
 As the war drew to a close, two competing visions for the post-war world emerged. The first was offered by the
International Federation of Trade Unions (IFTU), which called for a meeting in Bern, Switzerland, in July 1919. The
Bern meeting would consider both the future of the IFTU and the various proposals which had been made in the
previous few years. The IFTU also proposed including delegates from the Central Powers as equals. Samuel Gompers,
president of the AFL, boycotted the meeting, wanting the Central Powers delegates in a subservient role as an
admission of guilt for their countries' role in the bringing about war. Instead, Gompers favoured a meeting in Paris
which would only consider President Woodrow Wilson's Fourteen Points as a platform. Despite the American
boycott, the Bern meeting went ahead as scheduled. In its final report, the Bern Conference demanded an end to
wage labour and the establishment of socialism. If these ends could not be immediately achieved, then an
international body attached to the League of Nations should enact and enforce legislation to protect workers and
trade unions.
Commission on International Labour Legislation
 Meanwhile, the Paris Peace Conference sought to dampen public support for communism. Subsequently, the Allied
Powers agreed that clauses should be inserted into the emerging peace treaty protecting labour unions and workers'
rights, and that an international labour body be established to help guide international labour relations in the future.
The advisory Commission on International Labour Legislation was established by the Peace Conference to draft
these proposals. The Commission met for the first time on 1 February 1919, and Gompers was elected as the
chairman.
Wartime and the United Nations
 The ILO became the first specialized agency of the United Nations system after the demise of the league in 1946. Its
constitution, as amended, includes the Declaration of Philadelphia (1944) on the aims and purposes of the
organization.
Cold War era
 Beginning in the late 1950s the organization was under pressure to make provisions for the potential membership of
ex-colonies which had become independent; in the Director General’s report of 1963 the needs of the potential new
members were first recognized. The tensions produced by these changes in the world environment negatively
affected the established politics within the organization and they were the precursor to the eventual problems of
the organization with the USA
Labour statistics
 The ILO is a major provider of labour statistics. Labour statistics are an important tool for its member states to
monitor their progress toward improving labour standards. As part of their statistical work, ILO maintains several
databases. This database covers 11 major data series for over 200 countries. In addition, ILO publishes a number of
compilations of labour statistics, such as the Key Indicators of Labour Markets (KILM).
Lesson 8: Recommendations and State Legislation
How recommendations differ from regulations:
 A recommendation in the European Union, according to Article 288 of the [Treaty on the Functioning of the
European Union[1]] (formerly Article 249 TEC), is one of two kinds of non-legal binding acts cited in the Treaty of
Rome.
 Recommendations are without legal force but are negotiated and voted on according to the appropriate procedure.
Recommendations differ from regulations, directives and decisions, in that they are not binding for Member States.
Though without legal force, they do have a political weight. The Recommendation is an instrument of indirect action
aiming at preparation of legislation in Member States, differing from the Directive only by the absence of obligatory
power.
 A recommendation is not enforceable, where as a regulation is enforceable.
IMO guidelines on the mitigation of fatigue
 The guidelines on fatigue contain practical information that can assist interested parties (naval architects/ship
designers, owners/operators, masters, officers, other crew members and training institutions) to better understand
and manage fatigue.
 The guidelines provide information on the potential dangers of fatigue and ultimately the effect on the health and
safety of the personnel working on ships. The guidelines contain information on the symptoms and causes of fatigue,
and address solutions to combat fatigue in order to reduce associated health problems and prevent fatigue-related
accidents from occurring.
 The guidelines have been divided into nine modules, as follows:
 Module 1: Fatigue
 Module 2: Fatigue and the rating
 Module 3: Fatigue and the ship’s officer
 Module 4: Fatigue and the master
 Module 5: Fatigue and the training institution and management personnel in charge of training
 Module 6: Shipboard fatigue and the owner/operator/manager
 Module 7: Shipboard fatigue and the naval architect
 Module 8: Fatigue and the maritime pilot
 Module 9: Fatigue and tugboat personnel
 Appendices: Fatigue-related documentation
Principles of safe manning
 The International Maritime Organization (IMO) has adopted revised guidelines covering the process for establishing
manning levels in a “Principles of Minimum Safe Manning” resolution (A.1047 (27)) that became effective Jan. 1. In a
companion move, the IMO amended the SOLAS Convention in Chapter V, Regulation 14, to require flag States to
take the principles in the resolution into account in a transparent procedure when issuing Safe Manning Documents.
 The new approach focuses on the actual operational manning levels needed to safely operate the ship under all
conditions rather than just the minimum number of crew needed to navigate the ship from point A to point B. The
company now has a responsibility to make an assessment of the tasks, duties and responsibilities required of the
ship’s complement and propose to the flag State administration how it will man and operate the ship within the new
principles of minimum safe manning and ensure that the hours of work/rest are implemented. If a ship persistently
fails to be in compliance with the rest hour requirements, its Safe Manning Document may be withdrawn.
 It remains to be seen how the U.S. Coast Guard, as the administration for U.S.-flag ships, will conform U.S.
regulations to implement the new international requirements.
 Also you can open the file for more info regarding IMO Principles of Safe Manning and guidelines for
implementation.

MGMT 1 Prelim

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MANAGEMENT 1 Prelims

2. Following are the meaning of Situational Awareness except:

comprehending what's happening around you

Having mode awareness

Safe Operation Certificate

8. Who are the members of the Support Level?

Master, Chief Officer, 2nd Officer & 3rd Officer

10. It is the most common form of business communication.

Occupational Health Management

Acceptable Safe Manning

5. Its function within an organization focuses on recruitment and management of

Occupational Health and Safety Management

Safety Management System

8. It is defined as a pattern of actions expected of a person in activities involving others.

9. It emphasizes the importance of setting clear objectives and developing individual

2. Which type of relationship between ship’s administration and informal leaders of

5. It is the process of getting things done by combining all elements of organization.

10.These style of leadership involves guiding employees in their decision-making

4. It is defined as a group of people working together to achieve a common goal.

5. It is a leadership style that is centered on employee participation and involves

6. Which style of leadership is best used when employees are educated,

7. It is the degree to which a person is outgoing, talkative, sociable and enjoy

8. It is a feeling of quiet pleasure or security, often while unaware of some potential

What is an emotional state experienced when an individual is left without anything to do

Understanding social relationship

Lack of Cultural Awareness

What is an expression of favor or disfavor toward a person, place, thing, or events?

Lesson 1: Ship Organization

Difference Between Error of Omission and Error of Commission

Lesson 6: Training, structured shipboard training programme

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