Mariners’ Polytechnic Colleges Foundation

Rawis, Legaspi City

Project in
PERSMAN
(Finals Part I)

Submitted by:
Sanggo, Seilfred B.
MT 3B8

Submitted to:
Dr. Marlyn Nerbes
Instructor

March 10, 2017

 Table of contents
1. Decision reflecting team experience
a. How to get the best out of a team
b. Allocation of work based on competence
c. Good teamwork and leadership are indivisible
d. How a good leader can exploit a team dynamic

2. Assertiveness and leadership, including motivation

a. Leadership required a junior watch keeper
b. Assertive leadership may not be effective
c. How an individual or a team may be motivated and de-motivated

3. Obtaining and maintaining situation awareness

a. Examples of situation awareness while watch keeping
b. Examples of lack of situation awareness while watch keeping
c. How modern electronic aids can lead to lack situation awareness
d. Dangerous link between fatigue and situation awareness

4. Appraisal of work performance

a. How work performance can be appraised
b. Benefits of effective work performance appraisal

5. Short and long term strategies

a. Definition of strategy
b. The role of short term strategies in effective on board resource management
c. When the use of short term strategy is necessary
d. The role of long term strategies in effective on board resource management
 Decision reflecting team experience

A. How to get the best out of a team

1. Conduct a meeting with your team as soon as it forms and explain the mission of the company
and why your department or team is important to realizing the goals. Tell the members why they
were chosen to fulfill the duties of the project.

2. Include your team in planning the activities to meet deadlines. Allow each member to determine
their duties that lead to the end result. Write down performance plans and reassess regularly to
ensure compliance.

3. Encourage employees who do not perform at a high level to take responsibility for their work and
help keep the team moving forward. Let the laggard members know that their tasks are important
and that other workers rely on them. Remind them about the characteristics they possess that led
you to choose them for the team.

4. Organize brainstorming sessions with your team to discover more efficient avenues for task
completion. This exercise also shows that you respect your team members' ideas and will listen
when approached about new solutions to output delays.

5. Allow team members to resolve conflict among themselves, with you as a guide. Ensure that each
one respects the other person's idea and position, but make it clear that they must do what's best
for the group and the company. Teaching your staff how to place their personal conflicts aside to
advance the goals of the team helps them learn how to avoid behavior that slows down progress so
they can perform at their best together.

6. Reward employees for meeting interim deadlines and completing portions of the larger project. A
pizza lunch in the workplace or a half-day off with pay serves to refresh and motivate the team. If
your budget allows, organize a morale booster that includes a day of activities and bonding away
from the office to encourage your team members to perform efficiently as a team.

B. Allocation of work based on competence

Effective Work Allocation should be:

 Fair – nobody in the team wittingly is appointed to some work which he cannot accomplish due
to some objective conditions.
  Equal – portions or types of workloads are allocated equally, so nobody in the team appears just
overwhelmed with excessive tasks (if this is not somehow stipulated and compensated), while
someone other enjoys unjustified freeness.
 Justified – work is always accurately assessed and assigned only to appropriate employees who
are approved, expected or motivated as capable of doing it.

The terms used in work allocation include:

 Allocation: basically it is about delegating workloads to the team members in a manner making
best use of the available resources. The best allocation is when work fully fits:
o Capabilities of team member: he has all powers and instruments to effectuate the
allocated work dynamically, seamlessly and on-time.
o Interests of team member: he feels enthusiastic and motivated about the assignment. He
has no pressing competing tasks preventing him from being effective.
o Ambitions of team member: he is ready to reveal his talents, ideas and strength on this
job.
 Competency: includes a range and depth of professionalism making a person capable of doing
certain works. When a person is competent to do certain job, this means he/she possesses the
required scope of skills, expertise and knowledge satisfying the requirements for completing that
work. Weighing competency of employees is what often done when allocating work in the team.
This conception may usually imply the following sub-qualities:
o Accountability: moral strengths making a person reliable and accurate.
o Authority: managerial value enabling a person to make decisions, be followed, and act on
certain matters without additional permissions.
o Responsibility: current scope of duties conditioned by formal position and job description.
 Prioritising: a team member could be already loaded with some working tasks taking his work
time and efforts. In order to get free for upcoming workloads he needs to sort out his current
assignments with the manager – probably these tasks are less important and can be postponed
for a while. Setting priorities helps to clarify if the person appropriate for certain work is really so
busy with something else.

C. Good teamwork and leadership are indivisible

 A good team and leadership can accomplish more than an individual

 Complex problems require integrated thinking (division of labor)
 Community and workplace structures require team thinking and group consensus
 Everyone operates as a member of many teams
 Identified "team skills" can be taught, learned, and transferred to others
 Morale improves when people identify themselves as a part of a successful team
 "Team players" are more likely to be hired, retained, and promoted
 People will support what they help develop
 D. How a good leader can exploit a team dynamic

 Task-Relationship Balance It is important to learn the importance of task-relationship balance in

order to sustain team performance. Teams need a healthy mix of getting things done (tasks) and
knowing who can and how to best accomplish them (relationships).

 Team Potential Diagnosing your team’s challenges, strengths, and performance opportunities can
both provide a starting point and a benchmark for achievement. How a team can utilize different
thinking/behavioral tendencies strengthens their potential.

 Creating Applicable Team Methods for Working Collaboratively This is about putting the full
spectrum of approaches into action.

Assertiveness and leadership, including motivation

A. Leadership required a junior watch keeper
An efficient management of the navigation bridge coming from the leader (Captain) means correct use
of the available human resources and promoting a good communication inside the bridge team. Junior
officers are often concerned that they might be inconveniencing the Captain as Leader by calling him to
the bridge. However, Captains need to be called as soon as possible if a difficult situation is developing,
as he is most likely to be able to help the Officer on Watch resolve the problem. Captains have more
confidence in Officers on Watch who demonstrate their willingness to call the Captain than those
Officers on Watch who allow dangerous situations to develop. The Officer on Watch, by calling the
Captain early, will be able to learn from the experience of the Captain when he comes to the bridge. The
Officer on Watch has a duty to call the Captain early and this must be the guiding principle at all times.
The Captain has the ultimate responsibility for the safe and efficient operation of the ship. He is likely to
be the most experienced navigator on the ship and will probably have dealt with most situations before.
The Officer on Watch therefore has a duty to comply with his orders and to keep the Captain informed
of progress. The Officer on Watch should ask the Captain about any unusual or potentially dangerous
occurrences.

B. Assertive leadership may not be effective

Assertive leadership may not be effective because people often confuse assertiveness with
aggressiveness when in fact, the two are completely different. Assertiveness is not about being loud,
rude, arrogant or disrespectful of others – rather, it is a direct, honest expression of your own
feelings and needs. Unlike aggressiveness, it does not involve hurting another person, whether
physically or emotionally, or violating their rights.

When you are assertive, you are aiming to equalize the balance of power, as opposed to just
“winning the fight”, possibly through negative ways such as humiliating or hurting another person,.
Leaders who practice assertiveness correctly are more interested in negotiation a new solution with
the other individual, than in just “I win / you lose”.

By being assertive in the right way, leaders can express their legitimate needs, wants, ideas and
feelings – and in this way, create honest relationships with others while at the same time also
enabling others to respond with their own needs, wants, ideas and feelings.

C. How an individual or a team may be motivated and de-motivated

How an individual or a team may be motivated:

 Communicate With Your Staff

You can’t learn about ideas, attitude or concerns of your team members without constant
communication. Use each opportunity to interact with them and you will discover hundreds
of new ways of organizing your activities more successfully.

 Make People Feel Appreciated

One of the greatest needs of each person is the need of being appreciated. Very often
appreciation is a greater reward than money. Show your sincere gratitude for the unique
contribution every one makes to the organization.

 Support New Ideas

Each team member will feel empowered by the opportunity to not only implement day to
day tasks, but as well as suggest new ideas and make them a reality. Give people a chance to
take initiative and you will be amazed by their ability to create brilliant ideas.

 Give Challenging Tasks

People can’t grow if they are constantly doing what they have always done. Let them
develop new skills by giving challenging tasks. At the same time make sure the tasks are
reachable and in the frames of the person’s interests.

 Encourage Creativity
Supervising doesn’t mean controlling each and every step. It means making sure that all the
organizational activities are being implemented at the highest level. Give people the
freedom to find their own unique ways of solving issues. Challenge them to think out of the
box.

 Give Each One Opportunities to Grow

If people know that everything is going to be the same way all the time, they will definitely
lose the motivation to put their maximum efforts in work. They should be sure that the
devotion and hard work will lead to new personal and professional achievements.

 Empower Each Individual

Very often people need just a little encouragement to believe in themselves and to realize
that they have a greater potential within. Always show your confidence in the unique
abilities and potential of your team members.
  Give as Much Support as You Can
Even if people in your organization are self-disciplined and creative enough for finding
solutions to various problems, anyway they are always in need of your guidance. Support
them as much as you can, and they will be inspired to do the same for you and for the
organization.

 Manage Each One Individually

Every person has their strengths and weaknesses. Someone may be amazing at public
speaking, while the other one has great writing skills. Give people a chance to operate in the
frames of their strengths, and they will be more confident and motivated in their activities.

 Don’t Let Your People Become Bored

Do you want your team to be enthusiastic and productive? Then avoid routine. Routine is
the enthusiasm killer. Let people explore and discover. Make the work as interesting and
engaging as you can.

How an individual or a team may be demotivated:

 They only see the bad side in anything that happens.

Usually, unmotivated individuals have a terribly pessimistic view on their chances of success.

 They forget the benefits and rewards.

Most unmotivated people get distracted by a daunting challenge. They think of the blood, sweat
and tears that face them in achieving a task or objective. They forget to think of the long-term
rewards and benefits, which is an essential element in motivation.

 They set themselves unrealistic goals.

In the business world, having stretch goals is often advocated as the path to success since it will
increase motivation. Researchers and psychologists have recently found that this is actually
false. Demotivation may set in because the problems are just too complex and unnerving.
A much better approach is to break down projects into smaller challenges, where one can see
results in a much shorter space of time. This compartmentalization will give much more
motivation, encouraging the individual to see a project through to the end.

 They do not know about mini habits.

There’s a great book I love Stephen Guise’s called Mini Habits: Smaller Habits, Bigger
Results. The concept is a simple one to help with demotivation. The idea is to start with one mini
habit at a time and gradually progress. This could be walking up a flight of stairs a day, eating
one less doughnut, or writing a paragraph – if you have writer’s block. The idea is to leverage
the power of personal habits in reaching lifestyle goals.
  They do not seize opportunities.
Have you noticed how demotivated people often tell you that they never got a lucky break? The
truth is that they never sought out opportunities that would give them the chance of success,
wealth and happiness. The secret is that opportunities are out there, just waiting to be taken.
They are not simply given to you on a silver plate.

Obtaining and maintaining situation awareness

A. Example of situation awareness while watch keeping

A vessel coming out of the Sea of Japan and heading for the Mokpo port, when suddenly the visibility
became almost zero due to thick fog. The master of the ship called the cadet to the bridge, gave him a
radio, asked him to stand near the port bunker station, and update him about sounds of fog horns from
any nearby vessel getting louder or fainter. After one hour, the visibility improved and they saw two
vessels standing close to each other; but due to effective marshalling of resources and utmost care, an
incident was avoided.

B. Examples of lack of situation awareness while watch keeping

This accident investigation (Kariba/Tricolor) concluded that the situation awareness on the various
bridges “was out of touch with reality” and that many mariners were unable to grasp the situation in its
entirety, to prevent a close-quarters situation from developing, let alone get out of one. The commission
also mentioned “sloppy watch-keeping” as a contributing cause. Of course no one is sloppy or careless
or makes human errors on purpose, but we might understand more about this by looking at an
unfortunate drawback of experience.

C. How modern electronic aids can lead to lack situation awareness

Over-reliance on electronic aids
The over-reliance on electronic navigational aids and the data provided by the various displays – often
not arranged under ergonomic requirements – is another cause of today’s lack of situation awareness
which leads to collision. An indicated Closest Point of Approach of one nautical mile may cause the
officer of the watch to become complacent, with the false perception that the passage may be without
problems. The other vessel may not be closely monitored and consequently any last-minute changes of
course may remain unnoticed until it is too late – as another recent collision in the Baltic Sea has
proved, this time resulting in the tragic death of three seafarers.
The proper working function and reliability of electronic navigational aids should be checked regularly,
but they rarely are. There is hardly any officer of the watch who compares the course indicated by the
gyro compass with that of the magnetic compass, although the logbook shows the corresponding
entries. All of a sudden the wrong course maintained by the automatic helm is discovered – often too
late for proper evasive action. If the officer of the watch had taken the time to look out of the window,
he would have noticed the other vessel nearby. Over-reliance on instrument displays without a sense of
the reality outside the windows of the wheelhouse is an alarming trend of our time.

D. Dangerous link between fatigue and situation awareness

Research has shown that fatigue can impact situational awareness in disturbing ways. Some responders
think if they take a “safety nap” it will help. In a small way, it may, as any rest is better than no rest.
However, a nap does not resolve systemic fatigue. Rest is a critical component to brain function and
when there is not adequate rest or disrupted sleep, the impact is real, and measurable. The schedule of
some public safety providers are not conducive to adequate rest. Twenty-four hour shifts in
organizations who are busy service providers can present some real challenges to situational awareness,
decision making and problem solving. I have talked to many providers who admit the quality of their
care and decisions may not be as good at night as it is during the day. Add the additional fatigue of
working a forty-eight hour consecutive shift and it can compound the problem.

Appraisal of work performance

A. How work performance can be appraised

1. Gather foundational information

Get out and review your job description and the goals, competencies and development plans set out for
you at your last appraisal. Use these as the foundation for preparing details on your accomplishments,
strengths and areas for development.

2. Prepare a list of your accomplishments

With all this information as background, you're ready to prepare a list of your accomplishments. As you
do, it's important to relate them to your goals and higher level organizational goals. Make sure you
capture the "how" not just "what" you accomplished, but keep it brief; don’t use this as a diary or
performance journal.

3. Do a self-evaluation

Even if your company doesn't formally do them, it's good idea to complete a self-evaluation. Ideally, you
should use the same performance appraisal form your manager will be using. Go through each
competency and goal listed, and rate your performance. Be honest in your ratings. The goal of this
exercise is not to campaign for good ratings, but rather to share your perception of your performance
with your manager before your appraisal meeting.
4. Prepare a list of areas for development

In reviewing your job description, competencies, goals, performance journal notes, list of
accomplishments, etc, identify any areas where you felt you struggled, or where others may have noted
your performance lacked, and make note of these.

You should also identify any areas where you would like to expand your skills/experience/expertise or
share them with others as part of your career growth and progression.

5. Prepare an open mind

Often we come to our performance appraisal meeting with our manager feeling a bit defensive. We're
bracing ourselves to hear criticism, or we're jockeying for ratings/positioning that impact our
compensation and advancement in the company.

B. Benefits of effective work performance appraisal

Motivation and Satisfaction

Performance appraisal can have a profound effect on levels of employee/seafarer motivation and
satisfaction - for better as well as for worse.

Performance appraisal provides seafarer with recognition for their work efforts. The power of social
recognition as an incentive has been long noted. In fact, there is evidence that human beings will even
prefer negative recognition in preference to no recognition at all.

If nothing else, the existence of an appraisal program indicates to a seafarer that the organization is
genuinely interested in their individual performance and development. This alone can have a positive
influence on the individual's sense of worth, commitment and belonging.

Training and Development

Performance appraisal offers an excellent opportunity - perhaps the best that will ever occur - for a
supervisor and subordinate to recognize and agree upon individual training and development needs.

Short and long term strategies

A. Definition of strategy

A strategy is a method or plan chosen to bring about a desired future, such as

achievement of a goal or solution to a problem. It is the art and science of planning and
marshalling resources for their most efficient and effective use.
B. The role of short term strategies in effective on board resource
management

Within every long-term strategic plan there is a short-term operational plan. The
purpose of operations onboard ship is to generate or create value. Operations on board
resource management is responsible for creating value by achieving the various
objectives set forth in the voyage plan.

C. When the use of short term strategy is necessary

Short-term strategy is necessary to help seafarers meet their long-term objective, making
them an important element of any decision. For example, suppose captain’s long-term
goal is to have a good teamwork in his crew. To do so, it creates a plan that involves a
series of short-term strategies. The captain then moves from one short-term strategy to
the next, knowing that each completed objective brings it closer to its overall goal.

D. The role of long term strategies in effective on board resource

management

The roles of long term strategies that is in effective on board resource management is
that it enables you to totally compensate for lack of resources and to even achieve
better than people who had those resources but didn’t make a strategic plan.