SECTION TWO: HUMAN ELEMENT LEADERSHIP AND MANAGEMENT OPERATIONAL LEVEL

Aim
To give all ofcers the education and training in the human element leadership and management at operational level meeting the Knowledge, Understanding and Prociency (KUP) requirements set out in the following: Table A-II/1 (ofcer in charge of a navigational watch) Table A-III/1 (ofcer on charge of an engineering watch) Table A-III/6 (electro-technical ofcer) Controlling the operation of the ship and care for persons on board at the operational level Competence: Application of leadership skills When combined with completion of an MNTB Training Record Book (TRB)*, deck or engineer as applicable, will also meet the bridge/engine-room resource management knowledge, understanding and prociency (KUP) requirements set out in the following: Table A-II/1 (ofcer in charge of a navigational watch) Function: Navigation at the operational level Competence: Maintain a safe navigational watch Table A-III/1 (ofcer in charge of an engineering watch) Function: Marine engineering at the operational level Competence: Maintain a safe engineering watch *Appropriate sea service combined with approved simulator training/assessment may be utilised. Where completion of the MNTB TRB is not part of the training course, Navigation Aids and Equipment Simulator Training (NAEST) is accepted for this purpose for deck ofcer candidates. Function:

Entry requirements
Learners following an MNTB/MCA approved programme are eligible to undertake this course after their rst seagoing phase. Learners following the experienced seafarer route to MCA certication shall meet the minimum seagoing service requirements for the issue of a rst CoC.

Outcomes
There is one outcome to the training. Outcome: The learner can control the operation of the ship and care for persons on board at the operational level by the application of resource management, leadership and teamworking skills.

Staff to learner ratio

The trainer to learner ratio should not exceed 1:24. The training centre, having due regard to health and safety and the objectives of the training, should determine other stafng requirements.

Training duration
For those following planned training schemes approved by the MNTB leading to rst certicates of competency, it is intended that this training should form an integral part of the overall training plan and be complementary to other studies. The training may be undertaken in progressive stages during

HUMAN ELEMENT LEADERSHIP AND MANAGEMENT

college and sea phases, once the rst sea-going phase has been completed. For such learners, it is not appropriate to specify the duration of the learning, provided achievement of the specied outcomes is properly assessed and recorded. Alternatively, the training may be provided as a full-time block course of not less than 21 hours of instruction and assessment, spread over three days. Some training centres may have manpower, equipment and facilities such that the standards of competence can be achieved over different timescales. Any departure from the above guidelines is subject to the approval the MCAs chief examiner.

Certication and documentation

A certicate cannot be issued prior to approval of the training by the MCA. On achievement of the desired standard of competence a certicate will be issued by the centre, in the format shown in annex E. The centre shall maintain a record of the certicates issued as per the conditions of approval.

HUMAN ELEMENT LEADERSHIP AND MANAGEMENT

OUTCOMES
Outcome 1
The learner can control the operation of the ship and care for persons on board at the operational level by the application of resource management, leadership and teamworking skills.

Learning objectives
1. 2. 3. Identify good practice in shipboard human resource management. Identify the importance of the human element in shipboard operations. Apply the underpinning knowledge of related international maritime conventions and recommendations, national regulations, and codes of practice and guidelines covered in other mandatory units when controlling the operation of the ship and care for persons on board at the operational level. Apply the elements of task and workload management, including planning, co ordination, allocation and prioritisation of human and physical resources when controlling the operation of the ship and care for persons on board. Apply effective resource management techniques with regard to: a) Allocation, assignment and prioritisation of resources; b)Use of effective communications on board and ashore, including; i. Relevant use of verbal and non-verbal communications; ii. Identifying challenges to communications; iii. Developing strategies to prevent communication failures; iv. Identifying cultural aspects that can hinder the acquisition of a common understanding of messages communicated; v. Effective questioning techniques; vi. Effective briengs and debriengs; and vii. Achieving effective communication. c)Teamworking principles, including: i. Recognising team potential and limitations; ii. Considering the skills and abilities of the team when making decisions; and iii. Roles and responsibilities of a team leader. d)Use of assertiveness, leadership and motivation principles, including: i. Roles and responsibilities of leaders and managers; ii. Assessing and improving personal leadership qualities and potential; iii. Identifying and adopting appropriate leadership styles to meet the needs of the team and each situation; iv. Recognising ineffective leadership styles and approaches; v. Being assertive and the appropriate use of challenge and response; vi. The importance of motivating self and team; vii. Motivation techniques and practices; viii.Accountability at individual and corporate levels; and ix. Working within a just culture. e)Obtaining and maintaining situational awareness, including: i. The meaning of the term situational awareness; ii. The process of developing situational awareness; iii. Identifying the challenges to obtaining and maintaining situational awareness; and iv. The meaning of the term shared mental models (shared situational awareness). Apply the principles and practice of decision-making with regard to: a)The inuences of situation and risk assessment including: i. Risk assessment; ii. Human perception of risk;

4.

5.

6.

HUMAN ELEMENT LEADERSHIP AND MANAGEMENT

iii. Factors that inuence risk assessment; iv. Human risk behaviour; v. Reasons why humans make mistakes; vi. Reasons why humans break rules; vii. Managing errors stopping mistakes from becoming disasters; viii.Human and organisational factors that increase the likelihood of mistakes; and ix Organisational inuences on making mistakes. b)Identifying and considering generated options including: i.The decision-making process; and ii.The inuence of culture on decision making; c)Selecting a course of action; and d)Evaluating outcome effectiveness. 7. Manage fatigue and stress with regard to: a)Causes and effects of fatigue; b)Causes and effects of stress; c)Relation between fatigue and stress; d)Identifying signs and symptoms of stress and fatigue; and e)Developing stress and fatigue management strategies to prevent stress and fatigue from affecting safety. Contribute to shipboard training, learning, assessing and developing human potential with regard to: a)Formal and informal learning; b)Learning from mistakes; c)Continuous professional development; and d)Shipboard training, learning, coaching, mentoring and assessment.

8.

HUMAN ELEMENT LEADERSHIP AND MANAGEMENT

SECTION THREE: HUMAN ELEMENT, LEADERSHIP AND MANAGEMENT MANAGEMENT LEVEL

Aim
To give all masters and ofcers the education and training in the human element leadership and management at management level meeting the Knowledge, Understanding and Prociency (KUP) requirements set out in the following: Table A-II/2 (masters and chief mates on ships of 500 gross tonnage or more) Table AIII/2 (chief engineer ofcers and second engineer ofcers on ships powered by main propulsion machinery of 750kW or more) Function: Controlling the operation of the ship and care for persons on board at management level Competence: Use leadership and management skills

Entry requirements
Learners shall hold a deck or engineering certicate of competency at the operational level and meet the minimum seagoing service requirements for the issue of a management level CoC.

Outcomes
There is one outcome to the training. Outcome: The learner can use leadership and managerial skills to control the operation of the ship and care for persons on board at the management level.

Staff to learner ratio

The trainer to learner ratio should not exceed 1:12. The training centre, having due regard to health and safety and the objectives of the training, should determine other stafng requirements.

Training duration
The training is to be provided as a full-time block course of not less than 35 hours of instruction and assessment, spread over ve days. Some training centres may have manpower, equipment and facilities such that the standards of competence can be achieved over different timescales. Any departure from the above guidelines is subject to the approval the MCAs chief examiner.

Certication and documentation

A certicate cannot be issued prior to approval of the training by the MCA. On achievement of the desired standard of competence, a certicate will be issued by the centre in the format shown in annex F. The centre shall maintain a record of the certicates issued as per the conditions of approval.

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OUTCOMES
Outcome 1
The learner can use leadership and managerial skills to control the operation of the ship and care for persons on board at the management level.

Learning objectives
1. 2. 3. Identify the principles and good practice in shipboard human resource management. Explain the relevance of the human element in shipboard operations. Apply relevant and related international maritime conventions and recommendations, national regulations, codes of practice and guidelines, while using leadership and managerial skills to control the operation of the ship and care for persons on board at the management level. Apply the principles of task and workload management, including planning, co-ordination, allocation and prioritisation of human and physical resources. Use project management as an aid to decision-making. Explain effective resource management techniques with regard to: a)Allocation, assignment and prioritisation of resources for effective task and workload management including: i. The difference between leadership and management; ii. Attributes of an effective leader; iii. Attributes of an effective manager; iv. Models of best practice in leadership and management; v. Identifying and selecting appropriate leadership and management styles; vi. Judgement and decision-making; and vii.Leadership in normality and crisis including recognising and countering adverse reactions in stressful situations. b)Effective communication principles and practice including: i. Communicating effectively with those on board and ashore; ii. Listening clearly; and iii. Providing constructive feedback. c)Leading and managing teams including: i. Considering team experiences; ii. Recognising team potential and limitations; iii. Optimising the skills and abilities of the team; iv. Leading multi-cultural teams effectively; and v. Establishing a culture of fairness and respect. d)Assertiveness and leadership, including: i. Basic motivation theories; ii. Motivating the team; iii. Setting clear and achievable goals; iv. Using authority and inuence effectively; v. Setting and maintaining high standards; and vi. Avoiding a blame culture and promoting a just culture. e)Obtaining and maintaining situational awareness including: i. How to obtain and maintain situational awareness; ii. Challenges to obtaining and maintaining situational awareness; and iii. Ensuring that teams have shared mental models (shared situational awareness). Apply the principles and practice of decision-making while: a)Taking account of the situation and of the risk assessment; b)Identifying and generating options;

4. 5. 6.

7.

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c)Using creative problem-solving strategies; d)Applying lateral thinking strategies; e)Selecting a course of action; and f)Evaluating outcome effectiveness. 8. 9. Lead and manage the development, implementation and oversight of standard operating procedures. Identify the principles and good practice in shipboard training, learning, coaching, mentoring, assessment and developing shipboard personnel.

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