Have well defined aims and objectives.
Remove internal communication barriers within ones self.
Improve knowledge about representative cultures, including history and current economic environment, work ethic, religion, etc.
Understand that differing economic conditions in each other's country creates differing priorities in individuals.
Remove language barriers - by leaming the other language or using one of the staff as interpreter.
Use democratic leadership leading to participative management.
Standardise work ethics.
Improve listening skills. Understand the difference between listening and hearing.
Keep an open mind
Use empathy instead of sympathy.
IdentifY and discuss possibilities for inter-cultural adjustment.
Know personnel by name.
Be consistent, whoever the person in front of you.
Most importantly - carry out a shipboard familiarisation for new joiners with respect to personnel interaction. In simple words, have an introduction to the rest of the ship's staff, maybe by having a get-together. Only the cynic would say -no time.
Well! Where there is a will, there is a way.
Conclusion
We all go through various stages of dependence, independence and interdependence. For any organisation, interdependence is the key to success.
An effective shipboard organisation is a near absolute example ofinterdependence.
Many serious accidents and losses have been attributed to a sense of self centred, restrictive, independent thinking. At top management level it is possible that many of us think we can manage independently and we have been proved wrong repeatedly. The Titanic, Torrey Canyon and Exxon Valdez.
incidents are adequate proof of this.
174 THE NAUTICAL INSTITUTE
Most importantly, only independent people can effectively choose interdependence. Feeling the necessity of interdependence is the key. Make interdependence the key to teamwork and multi- cultural problems will vanish from the ship. The question is "Why only from ships"?
Many shipboard multi-cultural problems usually sprout from the shore organisation, especially when there are different manning agencies with their own private agendas. This also has to be tackled prudently by management.
It's easier said than done and the question is "is it necessary"? My answer is that if "survival is compulsory" then:
Banishing the myth called 'multi-cultural problem' is a necessity.
Understanding social responsibilities should not to be left to subjective feelings.
Inter-development is the key.
Inter-development is superior to interdependence and is the key to synergetic management. With a feeling of necessity , positive solutions to any problems arejust around the corner.
Necessity is the mother ofdiscovery. Ego converts discovery to invention.
Chapter26 ON YOUR OWN
by
Mr.
CJ.Parker BSc FNI, Secretary, The Nautical Institute
Julian Parker obtained his Master's Foreign-Going Certificate in 1967, having served in cargo ships and tankers in various ranks. He then obtained a BSc in nautical science at Liverpool Polytechnic studying naval architecture, marine engineering and control systems.
In 1970 he was appointed Administrative SaffOfficer afthe Ocean Group, Britain's second largest shipping company. [)un"ng this appointment, Mr. Parker studied to become a qualified industrial training officer at the John Dalton College at Manchester Polytechnic.
ffr 1972 he was appolnted thefirstfoJI tlme Secretary of the newly constltu1edNautical Instltu1e. ffr 1982 he was elected a Fellow.
Since then the membership has expandedfram 1,500 to over 7,000 and continues to grow internationally. The Instttute'sprimary aim is to promote high standards a/knowledge, competence and qualification amongst those in control o/seagoing craft. The Institute's journal SEAWAYS is recognised as the authoritative voice a/the qualified mariner.
Introduction
Shipping is unusual when compared with other industries because masters are almost always promoted from experienced chief officers who have been at sea more than ten years and have had the opp ortunity to see and understudy a number of different masters. It is well known that managers ashore may be appointed from one division to another or even from outside the company and they clearly have to rely primarily on their management skills to be effective.
These are a few notes which have been found useful, they become obvious when you think about them but can make that initial transition less stressful.
The role of master carries expectations and with these expectations come the need for decisions. It is not a sign of weakness to ask advice from colleagues and agents. After all only the chiefcan tell you when the main engines will be available after an overhaul, but it is a weakness ifhaving taken the advice a sensible time of sailing is not given. Bear in mind that being too rigid in situations where you effectively have no control is unwise. Be open to change if the circumstances demand it.
As master you are likely to have a bigger picture than the others on board. The agent may well say that a berth has been booked at the next port for a given time but points out that if it is not taken there could be a delay oftwo days. The mate wants more time to press up tanks or trim a stow, lash the containers before
sailing and there is a classic dilemma.
First good masters learn to anticipate and plan ahead so that such a time constraint would have been established in advance and the cargo work planned accordingly - end of problem.
When there is a critical situation like crew who are still ashore, the aim should be to optimise the commercial viability of the voyage in accordance with adequate safety and practicality. Weigh up the implications, work out and roughly cost alternatives, establish limits e.g. tide. Discuss with others to see if
they can give you information from previous experience, make a sensible decision and explain to heads of dep artment and leading hands briefly why.
Just as you would have supported the master when you were chief officer you will get their support too.
The master is expected to be the authority on board, it goes with thej ob and is woven into the fabric ofmaritime law. As such there is a particular interest in the new old man'. The importance ofsetting agood example cannot be emphasised too strongly.
Power and influence are difficult for the new shipmaster. On the one hand he has to demonstrate a presence and an authority, on the other hand he has to manage and to do this he must not be seen to be aloofso that nobody wants to speak to him. Different ships and different crews mean that the master should aim for a reasonable balance. Every manager in every enterprise lives with doubt about the right balance.
The feed back comes from the company and from the crew if one is op en to it.
An area where there can be no doubt is when controlling the ship from the bridge. It is essential to make sure that there is a proper procedure for taking and handing over the con. It is useful to remember that only one person can control a moving vehicle.
Communications
If ever there was a subject to turn off a class of masters' students communications did it. The subject demands quite a lot of concentration and of course was quite irrelevant! Looked at from a seHish point of view that is quite right. However, the whole purpose of communication is to inform somebody else of your intentions and it is worth spending a little time on this subject.
Compared to 'being there' communications is a pain. On the face of it, it is absurd that something we can see wholly before us has to be transmitted by a string of words which then have to be laboriously unravelled at the other end. The purpose of business
communications is to make this process as quick, accurate and short as possible.
When writing a report, start off with the summary which provides the overview to the content. This will enable the receiver to know what it is about and thereby be able to read the rep ort much more quickly or re-route it without reading it if it is not relevant.
Secondly, always aim to provide numerical and when appropriate measured data Think carefully what the report is going to be used for and check it out with the chief engineer or mate to see if it meets the requirements. Thirdly, keep reports and letters as short as possible. Generally they have to be read by several people in head office and it takes valuable time for them to do so. A shipmaster who cannot type should go home. Finally, it is always helpful to indicate what sort of response you are looking for and by what date.
Avoid being rude, always justify your concern.
Whether Satcom, e-mail, fax and even telex you will bejudged by the quality of your communications.
The great opportunity for satellite links is that it can allow completely new management systems to evolve with the aid of computers. This is the subject of other chapters. Suffice it to say that computers make new demands which cannot be met entirely by traditional communications. A few notes on conducting interviews, running and chairing meetings are provided in the annex. These interpersonal skills are not always taught but guidance cau be useful the first time a situation develops.