17.

1 Knowledge of SOLAS, LSA Code

Revise the Latest SOLAS and LSA code and familiarise yourself with
the requirements of all LSA and safety equipment to be carried on
board various types of ships.
Also required is knowledge of construction requirements for various
ship types as per FSS/SOLAS
Routinely check the IMO and DG websites for all updated
information and list of latest amendments.

17.2 Organisation of fire and abandon ship drills

Muster lists: purpose, contents, procedures for drawing up, PIC of

format and approval for all types of ships, with special reference to
passenger vessels. Also ref SOLAS Ch.3 Reg.37.
Contents of a muster list as per the above:
1 The muster list shall specify details of the general emergency
alarm and public address system prescribed by section 7.2 of the
Code and also action to be taken by crew and passengers when this
alarm is sounded. The muster list shall also specify how the order to
abandon ship will be given.
2 Each passenger ship shall have procedures in place for locating
and rescuing passengers trapped in their staterooms.
3 The muster list shall show the duties assigned to the different
members of the crew including:
1 closing of the watertight doors, fire doors, valves, scuppers,
sidescuttles, skylights, portholes and other similar openings in the
ship;
2 equipping of the survival craft and other life-saving appliances;
3 preparation and launching of survival craft;
4 general preparations of other life-saving appliances;
5 muster of passengers
6 use of communication equipment;
7 manning of fire parties assigned to deal with fires; and
8 special duties assigned in respect to the use of fire-fighting
equipment and installations.
4 The muster list shall specify which officers are assigned to ensure
that life-saving and fire appliances are maintained in good condition
and are ready for immediate use.
5 The muster list shall specify substitutes for key persons who may
become disabled, taking into account that different emergencies
may call for different actions.
6 The muster list shall show the duties assigned to members of the
crew in relation to passengers in case of emergency. These duties
shall include:
1 warning the passengers;

2 seeing that they are suitably clad and have donned their
lifejackets correctly;
3 assembling passengers at muster stations;
4 keeping order in the passageways and on the stairways and
generally controlling the movements of the passengers; and
5 ensuring that a supply of blankets is taken to the survival craft.
7 The muster list shall be prepared before the ship proceeds to sea.
After the muster list has been prepared, if any change takes place in
the crew which necessitates an alteration in the muster list, the
master shall either revise the list or prepare a new list.
8 The format of the muster list used on passenger ships shall be
approved.

Muster lists shall be updated every time a crew change takes place,
prior vessels departure.
If more than 25% of the crew have changed, an emergency and an
abandon ship drill shall be carried out within 24 hours of vessels
departure.

Location of primary and secondary muster points, EHQ and contents

Emergency Headquarters ( EHQ ) shall be established at a suitable
location where: a) It is unlikely to be cut off by fire or smoke.
b) It affords reasonable access to Upper Deck, Engine Room,
Accommodation.
A list of equipment to be stowed in the should be displayed.
Sample equipment list in EHQ:
2 x Full Firemens Outfit, each to contain: a 1x
SCBAs , each with 2 spare air cylinders.
b 1 x Fire retardant life line, with snap hooks
c 1 x Safety Lamp, rechargeable, or with spare battery.
d 1 x Firemans Suit of protective clothing, with full head, hand and
foot protection.
e 1 x Firemans insulated hand axe, with holster and belt.
4 x Safety Helmets, with chin straps.
1 x Rescue Harness, with rescue line and tail block.
1 x Fire hose of each size in use onboard.
1 x Stretcher, with handling lines and blanket.
1 x Dummy - 65/70 kg weight
1 x Tool bag or box, to contain basic rescue equipment, as listed : Insulated screwdrivers, Insulated pliers, Wrenches
,
Hammers,
Hacksaw, spare blades, Wheel keys, Case opener, Crowbar / wrecking
bar, Hammer for breaking port glass

The Primary Muster station should be as near to the EHQ as

possible, and should be easily identifiable by a large painted sign.
Each ship shall designate a secondary Muster Station to be used if
the primary muster station is not accessible in an emergency.
The Secondary muster station should be accessible if the primary
muster station is inaccessible for any reason. It could also be near
the accommodation ladder/s for mustering in port.

Assignment of duties, orientation training of all crew. SMS

requirements in this regard
Emergency signals requirements, response and procedures and
requirements of drills.
Seven short blasts as a general emergency alarm signal, and
Abandon ship as a verbal order from the master is specified in
SOLAS Ch.III Reg.6/LSA Code &.2.
Automatic fire alarms may or may not be followed by an emgy.
alarm signal; refer to you companys procedures.
Other alarms like MOB, Piracy etc. varies with companies. If
provided for, they should be clearly specified in the muster lists.
Division of various teams to deal with emergencies. Their suitability
and flexibility to deal with all types of emergencies specified in your
emergency manuals. Name and composition of the teams should
enable you to divide or merge teams for interchange ability of all
jobs.
A sample team breakup muster list for fire could be asf:
BRIDGE TEAM:
Master -

Overall I/C on bridge or EHQ (provided bridge

is manned properly).
2nd Officer(GMDSS) - proceed to bridge (or to Emergency Team
if directed by Master). Update ships position,
keep distress message ready, assist master.
One AB proceed to bridge
ROVING TEAM:
Chief Engineer -

Electrician ENGINE TEAM

Emergency Co-Ordinator (including oil spills),

and co-ordinate with master, in-charge of
fixed fire extinguishing system.
Assist
C/E
as
required.
Set
up
communications / lighting. Isolate circuits.

3rd EngineerProceed to engine room.

One OlrProceed to engine room.
One J/E
Proceed to engine room
EMERGENCY TEAM:
Entry into spaces, Don fire main outfit & fight the fire. For other
emergencies they will
act as the front line for response measures for all emergenies.
C/O (i/c for deck), 2/E (i/c for machinery spaces, bosun, fitter,
2ABs, 2oilers.
SUPPORT TEAM:
Closing of W/T Doors / Fire Doors / etc.
Prepare survival craft.
Bring contingency / spill equipment to the emergency site.
Bring spare SCBA Bottles & fire extinguishers as required.
Act as a backup for response measures & provide support to the
Emergency team.
Transportation and care of casualties or assist as instructed.
Prepare/lower lifeboats as instructed
3/O (i/c), 1AB, 2OS, 2Olr, CCK, 2CK, Stwd
SUPERNUMERARIES should be on standby on the bridge and keep
out of the way.

LSA, FFA, Safety training manuals, organisation and procedure for

drills planning, execution, various considerations including
provisions re work/rest/fatigue as per MLC2006.
Drills should be realistic and also consider the possibility of one
emergency leading to several consequential emergencies. Refer to
Chapter 3, Regulation 19 (Section 4. On Board Training and
Instructions) of the SOLAS Convention. Also Refer to your own
company emergency procedures.
The Fire training manual is prepared to comply with IMO Resolution
MSC.99(73) which by amendment to Chapter II Reg 15 specifically
requires that all SOLAS vessels carry such a Manual. In accordance
with Reg 16.2.4, the Fire Safety Operational Booklet required by Reg
16.1.1 is also usually combined with this training manual.
The purpose of the manual is to provide all members of the crew
with instructions and information about general fire safety practice
and precautions; fire safety precautions when handling general
cargoes, the operation and use of fire-fighting systems and
equipment; the operation and use of fire-doors and dampers and

information concerning escape systems and appliances provided in

the vessel.
Details asf:
Instructions and information about general fire safety practice and
precautions; the crews responsibilities for the general fire safety of
the ship while loading and discharging cargo and while underway;
and fire safety precautions when handling general cargoes (Reg
15.2.3.4.1 & Reg 16.2).
General instructions on fire-fighting activities and fire-fighting
procedures (Reg 15.2.3.4.2).
Information in the meanings of the ships alarms (Reg 15.2.3.4.3).
Information on the operation and use of fire-fighting systems and
appliances (Reg 15.2.3.4.4).
Information on the operation and use of fire-doors and dampers
(Reg 15.2.3.4.5).
Information on the operation and use of fire and smoke dampers
(Reg 15.2.3.4.6).
Information concerning escape systems and appliances provided in
the vessel (Reg 15.2.3.4.7).
An Emergency Manual is also required and available, giving ready
reference to:
Information concerning the crews responsibilities for the general
fire safety of the ship while loading and discharging cargo and while
underway (Reg 16, 2.1), general instructions on fire fighting
activities and procedures and the meaning of ships alarms.
Training Videos are also usually available, to be used in conjunction
with the various drills and demonstrations.
The LSA training manual is prepared to comply with SOLAS Chapter
III Regulation 35 which requires that all SOLAS vessels carry such a
Manual.
The purpose of the manual is to provide all members of the crew
with instructions and information on the life-saving appliances
provided in the ship and on the best methods for survival.
These are dynamic documents and should be kept updated at all
times.

The importance debriefing and recording of drills immediately after

a drill. All aspects to be discussed in detail with a view to
continuously improve performance and efficiency keeping in mind
that time, equipment and personnel are always in short supply in an
emergency, and realistic drills and detailed debriefing are the only
solution.

Documentation, follow up, and review of drills. Involvement of the

Office/DPA in this regard:
After any drills or training exercises have been carried out, the
Master shall evaluate the success of the exercise and the capability
of participating crew members through a debriefing session, record
the results in the specified format and send copies to the company .
This is for the company to analyze the outcome of all drills and
exercises and if necessary give feedback with the guidance from
latest industry regulations and practices to the vessel emphasizing
on the effectiveness of drills & exercises on the crew. The feedback,
when sent to the vessel shall depend on its severity & nature of the
particular drill / exercise, which may be like messages sent to the
particular vessel or in the form of Circulars to all vessels
Also refer to IMO A852(20) Guidelines for shipboard contingency
planning
Record Keeping and Evidence:
The Master shall keep accurate records of all actions.
Entries in Log Books and other documents, whether official or not,
must be accurate, factual and indisputable.
All Log Books and documents are to be completed in ink and in neat
and legible writing.
Erasures, blanks or other incorrect entries rendered are not
acceptable. The following method is to be adopted:
Rule through the incorrect entry by a single straight line and initial
in the margin.
Make the correct entry and initial again.
In the event of any emergency it is essential to ensure that the
records of the event are meticulously maintained in order to pursue
claims settlement and safeguard the vessels legal interest. The
following documents constitute very important evidence.
Deck log (with copies)
Official Log Book (with copies)
Engine Room Log (with copies)
Statements of Officers/Crew, as relevant
Master and/or Chief Engineer Officers report of events
Bridge/ER Movement Book
Applicable Charts and navigational records
Copies of damage survey reports and class survey reports
Copies of note of protest
Statement of facts
Crew list
Record of all communications
Photographs (if any)
Any other connected papers
Officers' certificates - copies
Working chart in use at time - original

Current course recorder paper and echo sounder paper

Record of any sound or light signals
Classification records
Pocket notebooks of all duty personnel
VDR data
Refer to the Mariners role in Collecting Evidence a valuable book
by the Nautical Institute, in this regard.
17.3 & 18.1 Maintenance of operational condition of all safety
equipment; Inspection and maintenance

LSA and FFA plans and location.

Planned Maintenance system, Safety equipment (LSA/FFA)
maintenance manuals, contents, methodology of maintaining all
safety equipment in operational condition, drawing the maintenance
manuals/PMS for all equipment with details of when and how in the
procedures.
This
will
include
all
aspects
of
onboard
checks/maintenance, shore service as well as inspections and
surveys. Usual question is to plan out a PMS for a take over ship as
per your SMS manual.
For the above, list out fully all the LSA, FFA and other safety
equipment on board and familiarise yourself with the operational
and all maintenance requirements of each. Knowledge of
survey/type approval certification is also required.
Some Eg.
Alarms, lifeboats, launching appliances, lifeboat equipment, liferafts,
liferaft equipment, personal lifesaving equipment like lifejackets,
lifebuoys, immersion suits, TPAs, Electronic equipment like the
EPIRB and SART, Various firefighting equipment like firehoses, fire
extinguishers, SCBA, EEBD, fire wallets, ventilation systems, shore
connections etc.etc.etc.
Various methods on board to prevent detect and extinguish fire ,
fire patrols alarm systems, fire detection systems, sensors, risk
assessment, procedures taking fire risk into account. Training and
drills for specific fire fighting situations. All types of fire equipment
like extinguishers, hoses, nozzles etc. High exp and low exp foam.
Fixed FFA, CO2, DCP, foam, Hyper water mist. Advantages and
disadvantages of CO2. Refer to ABS Guidance Notes on Fixed Fire
Fighting Systems
Safety Equipment survey details procedure and certification.
General inspection of safety equipment during other Statutory
surveys. This is also part of the PMS.
PSC inspections Inspection procedures, consequences of deficiency
and detention.

Protection of persons during emergencies, as enshrined in SOLAS.

Particular reference regarding some knowledge of protection of
supernumeraries on cargo ships and passengers on passenger
ships. Crowd management on passenger ships.

17.5 Various emergencies

Drawing up of contingency plans and emergency checklists for

various emergencies like, but not limited to:
1
FIRE
- Accommodation spaces
- Cargo holds/tanks
- Engine Room
- Critical spaces like Bridge/radio room/pump rooms etc
2 DAMAGE TO SHIP
- Collision
- Grounding
- Hull / Structural failure
- Flooding
3 EQUIPMENT FAILURE
- Main propulsion failure
- Steering failure
- Electrical power failure
4 POLLUTION
- Oil
- Garbage
- Dangerous goods
- Noxious liquid substances
- Air (Many countries have become particular about this eg.USA)
5 UNLAWFUL ACTS
- Piracy
- Stowaways
- Refugee
- Terrorism
6

PERSONAL ACTS (MAJOR INJURIES)

- Stevedores/Crew
- Man over board
- Rescue of survivors
- Rescue from machinery room / enclosed spaces.

CARGO DAMAGE / LOSS

- Fire / Explosion in various types of cargo/ships
- Cargo spillages / contamination

ASSISTANCE TO OTHER SHIPS IN DANGER

HELICOPTER OPERATION

NOTE: Of all of the above, pay special attention to Fire, explosion,

grounding and stranding. Most MMD written questions are in these.
Rest may be required for your orals.
For fire and explosion, familiarize yourself with specific procedures
on various types of ships, various cargoes and various locations on
board. You will get a logical permutation and combination of the
above.
Generally the narrative should be split into 3 segments 1. INITIAL
ACTION 2. SPECIFIC RESPONSE TO THE EMERGENCY and 3. FOLLOW
UP ACTIONS. Broadly speaking the initial response is up the time of
muster and the follow up action is after the emergency is dealt with.
Man overboard emergencies various turns (Williamson, Single,
Scharnov), rescue boat and recovery:
Williamson turn
Makes good original track line
Good in reduced visibility
Simple
Takes the ship farther away from the scene of the incident
Slow procedure
Williamson turn
Rudder hard over (in an immediate action situation, only to the
side of the casualty).

After deviation from the original course

by

600,

rudder

hard

over

to

the

opposite side.
When heading 200 short of opposite
course, rudder to amidships position
and ship to be turned to opposite
course.

One turn (Single turn, Anderson turn)

Fastest recovery method
Good

for

ships

with

tight

turning

characteristics
Used most by ships with considerable power
Very difficult for a single-screw vessel
Difficult because approach to person is
not straight
Single turn (2700 manoeuvre)
Rudder hard over (in an immediate
action situation, only to the side of the
casualty).
After deviation from the original course
by 2500 rudder of amidships position
and stopping manoeuvre to be initiated.
Scharnov turn
Will take vessel back into her wake
Less distance is covered, saving time
Cannot if the incident and the commencement of the manoeuvre is
known.
Scharnov turn

(Not to be used in an immediate action

situation).
Rudder hard over.
After deviation from the original course
by 2400 rudder hard over to the opposite
side.
When heading 200 short of opposite
course, rudder to amidships position so
that ship will turn to opposite course.
Enclosed spaces IMO resolution
A1050(27) Revised recommendations for
entering enclosed spaces aboard ships,
Enclosed space management system, Permits.
Three very important aspects you should clearly include is
communication both internal and external (particular reference to
mandatory reporting in territorial waters), prevention of recurring of
the emergency or other collateral emergencies, and collection of
evidence.
Revise your knowledge from Seamanship books, PST about abandon
ship procedures, survival etc for your orals.
Revise about all manuals and publications related to emergency like
SOPEP, SMPEP, ETB, IAMSAR, INTERCODE, SMCP, Peril at Sea and
Salvage etc.
AN EXAMPLE OF A CONTINGENCY PLAN FOR A MAJOR ENGINE ROOM
FIRE:
GENERAL INSTRUCTIONS
FIRE ON BOARD IS A SERIOUS EMERGENCY.
FIRE ALARMS, SMOKE, BURNING SMELLS, MUST ALWAYS BE
INVESTIGATED FULLY. NEVER ASSUME IT IS A FALSE ALARM.
SPEED WITH WHICH THE FIRE IS TACKLED IS OF UTMOST
IMPORTANCE.
In general, if a SERIOUS fire, especially in the Engine Room or
Cargo space cannot be brought under control within about 10
minutes the CO2 (Carbon Dioxide) or other fixed fire fighting
system should be used.
Never hesitate to use the fixed
firefighting systems. It is better to be cautious, because if the
action is not taken in time, it may not be effective.
Person seeing the fire or smelling smoke shall:
a Raise the alarm - Use nearest manual fire alarm in alleyways.

b Shout Fire, Fire and/or activate the nearest alarm

c Inform bridge / duty officer / duty engineer giving location of
fire and his name.
d If the fire is small, attempt to extinguish it with a fire
extinguisher.
e If fire is large, close compartment door, all other accesses and
wait for assistance. Do not enter any place where smoke is
present, without proper equipment.
Duty Officer / Engineer should sound the general emergency
signal giving the location on the public address system if
available.
All personnel shall immediately proceed to their emergency
stations, unless specifically otherwise instructed.
MAJOR FIRE IN ENGINE ROOM OR CARGO SPACES / CO2 RELEASE
CO2 / Water mist/ FOAM are various fixed fire fighting systems
used to extinguish major Engine Room or Cargo Space Fires.
GENERAL INSTRUCTIONS
The decision to use the system will be made by the Master
acting on advice from the Chief Engineer / Chief Officer
All vents to be shut and the space sealed completely
All personnel to proceed to emergency stations and head
count to be taken.
Chief Engineer (or substitute in his absence) will release CO2.
Take prompt action to prevent fire from spreading into
accommodation.
Other than in minor fires, direct attack of fire in a cargo hold is
not effective and use of CO 2 as early as possible must be
considered.
INITIAL ACTIONS
BRIDGE TEAM

Sound general Emergency Alarm (Internal and External).

Announce on public address system.
Steer vessel away from traffic, coast or shallow depths
prior stopping, if possible
Inform ships around

Hoist appropriate NOT UNDER COMMAND SIGNAL

Liaise with On Scene Coordinator
Decide quickly if CO2 or other Fixed Fire Fighting System
needs to be released.
Check location of Dangerous Cargo around compartment
on fire, also check other cargo.
Send Urgency message, if necessary
Confirm head count
Update position on GMDSS console
Note down the time of CO2 release (required for
evidence)

DUTY ENGINEER / ENGINE TEAM

Transfer Main Engine control from Bridge to Engine

Control Room.
Slow down / Stop Engines in consultation with Bridge
Team. Activate fuel trips, emergency stops, etc., as
required.
Switch off Engine Room blowers in case of Engine Room
Fire.

SUPPORT TEAM:
Engine Room Fire
Cargo Spaces Fire
Shut all blower flaps, funnel
Shut all vent flaps
dampers, funnel doors and
Place canvas covers, if
entrances to Engine room on
available, over vent openings
all decks
and wet them at frequent
Start Emergency fire pump
intervals
Shut the fire line isolating
If smoke is seen coming out
valves
from around the hatch, seal
All emergency exits from
the area with duct seal,
Engine Room to be shut
sealing tape or cement
Check for hot spots on all
Check for hot spots
sides
Any smoke emitting from Engine Room or hold will give an indication
that some opening is still left open.
ROVING TEAM
Engine Room Fire
Start Emergency Generator
and take it on load
Isolate all electrical circuits

Cargo Space Fire

Cut off electrical supply to the
cargo
space,
mechanical
ventilators.

from
emergency
switch
board to Engine Room

2.3

Advise emergency team as

required

FOLLOW UP ACTIONS

Check all six sides for hot spots

Inform office once initial actions have been handled.

Engine Room Fire

Check continuously Engine
Room boundaries for hot
spots.
Monitor temperature
Re-entry to be attempted
after giving sufficient time
for the fire to extinguish.
Enter from the lowest point
with utmost caution with a
fire hose and spray nozzle to
put out any stray fire still
smouldering.

Cargo Space Fire

Keep continuous check on
bulkhead and adjacent hold
for hot spots.
Check
exterior
for
any
blistering
or
discoloured
paint.
Continue cooling hot spots
Monitor
hold
temperature
hourly
Do not open Cargo space till
arrival port

Evidence collection and reporting as already indicated above.

The importance of collecting the right evidence at the right time cannot
be overemphasised. Refer to the Nautical Institute Publication The
Mariners Role in Collecting Evidence .
17.6 Safety and security of ships passengers and crew
Safety Organization on board as per the ISM Code
Company Safety Policy as per the ISM code
A sample policy:
SAFETY & ENVIRONMENTAL PROTECTION POLICY
XXX Company Ltd.is committed to safe operation of its ships, prevention
of human injury or loss of life and avoids damage to property and
environment by employing competent personnel.
This policy is implemented through the following objectives thus defined: Establish, implement and integrate an efficient safety management
system for safe practices in ship operation and safe working environment.
Give paramount importance to safety at sea, prevention of human injury
or loss of life and avoidance of damage to the environment, in particular
the Marine Environment and property by assessing all identified risks to

ships, personnel and the environment and establishing appropriate

safeguards.
Continuously improve safety management skills both ashore and onboard
including identification of hazardous situations, preparation for
emergencies related both to safety and environmental protection.
Ensure compliance with mandatory rules, regulations, codes, guidelines
and standards recommended by the Organisation, Administration,
Classification Societies and the Maritime Industry Organisation at large.
Designated Person, Responsibilities and authority
The Designated Person is responsible for ensuring safe operation of each
ship
providing a link between the Company and those on board. He
reports directly to the highest authority (PIC)in all matters relating to the
maintenance and operation of the Safety Management System (SMS).
Designated Person shall prepare the Safety Management System with all
associated manuals, procedures, instructions and guidelines. The
monitoring of the Safety Management System including all its approved
documentation shall be the responsibility of the Designated Person. He
shall help and advise the President-Shipping in the review, amendment,
replacement or deletion of the SMS documentation as deemed
appropriate.
DP shall monitor current and developing legislations relating to safety,
navigation, cargo and environmental protection and initiate suitable
systems to ensure that the company and its ships always operate within
legal and optimal parameters.
DP shall evaluate the effectiveness of the SMS, by analyzing reports,
carrying out audits, report apparent deficiencies in the system to the PIC,
institute and initiate corrective and preventive action as required.
DP shall provide the link for the close co-operation between the personnel
ashore and on board ships and to ensure adequate resources and shorebased support to the ships in case of any contingencies and also for
maintaining all the requirements of the Safety Management System. In
this regard the DP is authorized by the board of directors to sanction any
amount of the company in case of any contingencies or emergencies.
The DP shall inform the relevant department of the Flag State
Administrations his contact numbers to enable direct communication at
all times.
In addition to the duties mentioned above, he shall also monitor
Ship Safety Committee Meeting Minutes
Ship Masters Review
Ship and shore drill / exercise records
Safety equipment maintenance records
Ship inspection reports

Accident/Incident/Near-miss reports.
When a situation on board concerning safety, pollution and Security
becomes a cause for concern, the Designated person shall make himself
available in the communication loop and assist, advise and support the
Master. He shall seek expert advice from Classification Societies, Qualified
Individuals and from all other available sources ashore as appropriate and
assist the Master by providing information, resources and material as may
be required to bring the situation under control.

Safety committee and its role and responsibilities

Safety Officer and his responsibilities
Routine safety inspections and documentation
Accident, incident and near miss reports and how it is investigated,
documented and followed up. Procedures for the same
Safety Meetings, agenda, documentation, review and follow up

A sample agenda of the meeting is as follows:

Pending issues from previous meeting
Safe Working Practices Onboard and Training
Emergency Preparedness with respect to Safety and Environment
Protection. Review of Ships capability to handle contingencies.
Near Misses/ Accidents/ Hazardous Occurrence Onboard. Discussion
on any reports from other ships of the Fleet forwarded by the
Company, changes in ISM code if any.
Renewal/ Repair of equipment related to Safety and pollution
Control.
General Hygiene on board (points on
Galley/pantry/stores/Freshwater/Accommodation to be highlighted)
Discussion on Menu / Victualling / Welfare
Any Other relevant point

Masters and Management review of the SMS

COSWP for Merchant Seamen: Purpose, use and contents.
Dock safety regulations Structure of the organization, scope of
dock safety inspections. Chain Register and various tests and
inspections. Refer to the Indian Dock Workers, (Safety, Health and
Welfare) Rules, 1990.
Management Meetings and agenda

17.6

Security
ISPS Code
SSA and SSP
Security levels and procedures to follow
Role and duties of SSO and CSO
Drills and training
Record keeping
ISPS audit, ISSC and CSR
Piracy, armed robbery: Various procedures as per BMP4 including
preparation and communication
Citadel, its importance and equipment.
Action if the vessel is boarded by Pirates.
Case histories to amplify the above Piracy off Somalia and
W.Africa.

17.7 Ship Maintenance and repairs

Planned maintenance system Requirement as per the ISM code
Paper based systems versus current computer based systems
advantages and disadvantages
Routine
maintenance
(planned/periodic),
predicative
(use
measurements to decide on maintenance),breakdown (reactive)
maintenance and conditional maintenance.
Critical routines, critical spares
Ropes and Wires
Anchors and mooring equipment
Accommodation ladders and means of access
Hatches, watertight doors and openings
Cargo handling equipment
Pilot ladders,
SOLAS and IMPA reguirements for rigging and
maintenance.
Dock Safety regulations, records and certificates and preparation for
arrival port and cargo work. Refer to COWSP and also Cargo work by
Samson for this
Internal and external audits, preparation and procedures. What are
Major NCs NCs and observations. Some definitions from the code:

Objective evidence means quantitative or qualitative information,

records or statements of fact pertaining to safety or to the
existence and implementation of a safety management system
element, which is based on observation, measurement or test and
which can be verified.
Observation means a statement of fact made during a safety
management audit and substantiated by objective evidence.
Non-conformity means an observed situation where objective
evidence indicates the non-fulfilment of a specified requirement.
Major non-conformity means an identifiable deviation that poses a
serious threat to the safety of personnel or the ship or a serious risk
to the environment that requires immediate corrective action or the
lack of effective and systematic implementation of a requirement of
this Code.
There is always a set procedure and format in all company
operating procedures for closing out the above. The procedure is
similar for all except 1. The time factor: Major NCs have to be
rectified immediately, failing which the SMC will be suspended.
Usually upto 3 months time is given to close out NCs though it
could be shorter. Observations may or may not be closed out,
though most company procedures strongly recommend closing
these out also.
Usually the format has the following stages, each being
subdstantiated by objective evidence.
Correction: Immediate step taken to rectify the situation so that it
does not dereriorate. Eg. Cleaning up a spill on deck when
discovered.
Root cause analysis: The main reason as to why the non conformity
occurred.
Corrective action: Permanent steps to rectify the non conformity,
which may even include amending the SMS ( which can be done
only by the company)
Preventive action: Includes reports to the company; other vessels,
flag state or IMO depending upon the severity of the situation. The
objective is to ensure that there is no scope of reoccurrence.
The NC is finally closed out by the person/organization issuing it
after satisfactory objective evidence is presented to support it.

Masters and Management reviews should review all NCs to see

that the preventive action is always effective.

18.1 Emergency situations

Practical drawing of emergency plans and responding to
contingencies particularly w.r.t. fire, grounding and stranding.
Use and limitations of fixed fire fighting systems including CO2 and
water mist. Refer to ABS GUIDANCE ON FIXED FIRE FIGHTING
SYSTEMS from ABS website.
Ship construction, Intact stability, damage stability etc, records,
documents and procedures w.r.t. damage control.
Emergency response teams (ERT) ashore, their functions and use.
Advantages of using outside help in emergencies.
Other emergencies procedures and checklists/permits for enclosed
spaces, heavy weather damage.
Search and rescue of survivors, use of IAMSAR and procedures re
stowaways and refugees.
19 Leadership and Managerial Skills
NOTE: This is one definite full mark question in your paper. While
parts of your answer will be subjective and opinionated, pls ensure
that you keep this aspect to practical and reasonable limits.
You will certainly have to fall back on your past experience at sea.
The following will help:
A good practical knowledge of the MLC 2006 and the watchkeeping,
and work/rest provisions of STCW 2010.
MLC 2006 in brief:
The Regulations and the Code are organized into general areas
under five Titles:
Title 1: Minimum requirements for seafarers to work on a ship
Title 2: Conditions of employment
Title 3: Accommodation, recreational facilities, food and catering
Title 4: Health protection, medical care, welfare, and social
security protection
Title 5: Compliance and enforcement
The Convention has three underlying purposes:
i) To lay down, in its Articles and Regulations, a firm set of rights and
principles;
ii) To allow, through the Code, a considerable degree of flexibility in
the way Members implement
those rights and principles; and

iii) To ensure, through Title 5, that the rights and principles are
properly complied with and enforced.
Declaration of Maritime Labour Compliance (DMLC) and the
Maritime Labour
Certificate
Two important terms to note within the Convention are the
Declaration of Maritime Labour Compliance
(DMLC) and the Maritime Labour Certificate. The Maritime Labour
Certificate is the demonstration
that the ship meets the requirements of the Convention and that the
seafarers working and living
conditions meet national requirements.
The DMLC is a unique form that must be completed by both the
competent authority in the flag State
and the shipowner as Parts I and II, respectively:
Part I, drawn up by the competent authority in the flag State,
identifies the list of matters to be
inspected, the relevant national requirements, ship-type specific
requirements under national
legislation, any substantially equivalent provisions, and any
exemption granted by the competent
authority
Part II, drawn up by the shipowner, identifies the measures
adopted to provide for initial and
ongoing compliance with the national requirements and the
measures proposed to encourage
continuous improvement.
The competent authority or Recognized Organization (RO), duly
authorized for this purpose, shall
review above measures drawn up by the shipowner, and following a
successful inspection of the ship,
certify DMLC Part II and endorse it.
Each Part consists of 14 general areas related to the working and
living conditions of seafarers that the
competent authority and the shipowner must address within the
DMLC. Appendix A5-II of the
Convention contains sample blank forms of the Maritime Labour
Certificate and the DMLC.
The 14 general areas that must be addressed in the DMLC are as
follows:
1. Minimum age (Regulation 1.1)
2. Medical certification (Regulation 1.2)
3. Qualifications of seafarers (Regulation 1.3)
4. Seafarers employment agreements (Regulation 2.1)
5. Use of any licensed or certified or regulated private recruitment
and placement service
(Regulation 1.4)
6. Hours of work or rest (Regulation 2.3)
7. Manning levels for the ship (Regulation 2.7)

8. Accommodation (Regulation 3.1)

9. On-board recreational facilities (Regulation 3.1)
10. Food and catering (Regulation 3.2)
11. Health and safety and accident prevention (Regulation 4.3)
12. On-board medical care (Regulation 4.1)
13. On-board complaint procedures (Regulation 5.1.5)
14. Payment of wages (Regulation 2.2)
Fatigue, effects, how to identify and actions as a management
officer.
In particular, familiarity with the grievance redressal procedures as
per MLC. Also refer to MS Notice 03/2013 and 04/2013.
Soft skills information given in your earlier PSSR handouts. If you do
not have it, pls get it copied.
The importance of knowing the personal, cultural and social habits
of crew members.
Maslovs Hierarchy of needs
Communication skills.
How to ensure the health and wellbeing of crew, and its importance
Training procedures on board for routine, non routine and
emergencies.
Risk assessment and how it it is essential in Leadership.
Paragraph 1.2.2.2 of the ISM Code states, Safety management
objectives of the company should . establish safeguards against
all identified risks. Although there is no further, explicit reference to
this general requirement in the remainder of the Code, risk
assessment of one form or another is essential to compliance with
most of its clauses.

It is important to recognize that the company is responsible for

identifying the risks associated with its particular ships, operations
and trade. It is no longer sufficient to rely on compliance with
generic statutory and class requirements, and with general industry
guidance. These should now be seen as a starting point for ensuring
the safe operation of the ship.
The ISM Code does not specify any particular approach to the
management of risk, and it is for the company to choose methods
appropriate to its organizational structure, its ships and its trades.
The methods may be more or less formal, but they must be
systematic if assessment and response are to be complete and
effective, and the entire exercise should be documented so as to
provide evidence of the decision-making process.
Generally the risk management process will require the PIC to
identify, assess/evaluate, define, measure and mitigate the risk
using clear safe and documented procedures using for eg. the risk
matrix and ALARP principle.
On board meetings for various requirements, including briefing and
debriefing.
Planning and delegation of work.
Resource Management.
Prioritizing and review of work done
Standard Operating Procedure (SOP) ie. Development of ship
specific procedures, checklists, etc., implementing them and
keeping them up to date.
Gathering, storing and imparting information.
The pros and cons of ISM paperwork; its importance.
Accidents, prevention and effects of such incidents at sea.
Insubordination, rouge behavior.
Knowledge and practical implementation of the D&A Policy.
Practical scenarios on dealing with subordinates and superiors on
board.
Read and revivew all the ALERT isues of the Nautical Institute+ LR.
There are about 35 issues dealing with various aspects of human
behavior etc. and very useful for answering the soft skill questions.
Downloadable free from the net from www.he-alert.org
Also read and review The Human Element Guide by UK MCA
downloadable free from the website.
Review and discuss past MMD questions on this subject. Sample
questions:
1. People differ in their level of motivation as also in their reasons for
working. How do you think identifying these reasons would assist in
understanding the behavior of officers and crew on board? Support
your answer with examples.

2. How are levels of safe manning determined?

3. As a chief officer you have to balance company and operational
requirements with the demands of junior officers and crew on board.
In which way can you encourage and motivate subordinates?
4. State and explain one theory of motivation. Describe how
performance of individuals can be affected by conforming to the
behavioral patterns of a group.
5. Does Motivation come from a person or, is it a result of a situation?
Explain it with the help of a theory and a shipboard example.
6. Human behavior is directed towards fulfilling personal and
professional needs. Justify this statement with a suitable theory and
examples. What steps will you take as an effective chief officer to
motivate A) an officer who is very competent but is not getting
promotion early. B) a junior officer who is bright and technically
competent, but lacks sense of responsibility and commitment. C) a
crew mwmber who has been awaiting relief after his contract is
over.
7. Leadership is dependent on many factors. Identify these factors
and prove how leadership qualities differ with different situations.
Give examples from on board situations to prove this fact.
8. How does conforming to group norms affect work patterns on
board? What are the different stages through which group
information goes through? How can you, as a chief officer help in
normalizing such info or gossip.

9. What are the factors affecting the behavior of subordinates and the
discipline on board the ship? How, as a chief officer, would your
authority be effectively felt? What are factors you would think and
prove that you are fit for the rank of a management level officer?
10.
How would you undertake to familiarize cadets who are
joining your ship for the first time? What precautions would you take
to allocate jobs to them?
11.
You are expecting a strict PSC inspection in the next port. You
know you have the staff and resources but limited time, hence it
requires strict and proper planning, and delegation of
responsibilities. How would you effectively handle the situation as a
good team leader?
12.
Explain the reasons for diminished performance and
productivity on board. How would you rectify the situation as a chief
officer?
13.
What are the different types of groups people form? What
measures would you take as a chief officer to make your group a
dynamic and effective one?
14.
Motivation and leadership are essential qualities of a senior
officer. Describe these qualities and explain how you would inspire
your subordinates using these.
15.
What is the importance of motivation? How can the ships
staff be motivated to follow safe practices on board?
16.
As a chief officer explain the measures you would take to
integrate the various human resources available on board for
effective team performance.

Leader Vs. Manager : A senior ships officer has to be both. As you note
several questions refer frequently to these terms. A short article will help
you formulate points for this:
Leadership and management must go hand in hand. They are not the
same thing. But they are necessarily linked, and complementary. Any
effort to separate the two is likely to cause more problems than it solves.
Still, much ink has been spent delineating the differences. The
managers job is to plan, organize and coordinate. The leaders job is to
inspire and motivate. In his 1989 book On Becoming a Leader, Warren
Bennis composed a list of the differences:

 The manager administers; the leader innovates.

The manager is a copy; the leader is an original.
The manager maintains; the leader develops.
The manager focuses on systems and structure; the leader focuses on
people.
The manager relies on control; the leader inspires trust.
The manager has a short-range view; the leader has a long-range
perspective.
The manager asks how and when; the leader asks what and why.
The manager has his or her eye always on the bottom line; the leaders
eye is on the horizon.
The manager imitates; the leader originates.
The manager accepts the status quo; the leader challenges it.
The manager is the classic good soldier; the leader is his or her own
person.
The manager does things right; the leader does the right thing.
Perhaps there was a time when the calling of the manager and that of
the leader could be separated. A foreman in an industrial-era factory
probably didnt have to give much thought to what he was producing or
to the people who were producing it. His or her job was to follow orders,
organize the work, assign the right people to the necessary tasks,
coordinate the results, and ensure the job got done as ordered. The
focus was on efficiency.
But in the new economy, where value comes increasingly from the
knowledge of people, and where workers are no longer undifferentiated
cogs in an industrial machine, management and leadership are not
easily separated. People look to their managers, not just to assign them
a task, but to define for them a purpose. And managers must organize

workers, not just to maximize efficiency, but to nurture skills, develop

talent and inspire results.
The late management guru Peter Drucker was one of the first to
recognize this truth, as he was to recognize so many other management
truths. He identified the emergence of the knowledge worker, and the
profound differences that would cause in the way business was
organized.
With the rise of the knowledge worker, one does not manage people,
Mr. Drucker wrote. The task is to lead people. And the goal is to make
productive the specific strengths and knowledge of every individual.

As you also note, most of the questions relate to motivation. To help in

this:
Before you motivate others to work efficiently, motivate yourself!
Here are some time tested tips from a book called "Eat that Frog" by Brian
Tracy:
1. SET THE TABLE
Decide exactly what you want. Clarity is essential. Write out your goals
and objectives before you begin.
2. PLAN EVERY DAY IN ADVANCE
Think on paper. Every minute you spend on planning can save you five or
ten minutes of execution.
3. APPLY THE 80/20 RULE TO EVERYTHING
20 % of your activities will account for 80% of your results. always
concentrate on that top 20%.
That does not mean that you ignore the other 80%. PRIORITIZE.
4. CONSIDER THE CONSEQUENCES
our most important tasks and priorities are those that can have the most
serious consequences, positive or negative, on your life or work. Focus on
these above all else.
5. PRACTICE THE ABCDE METHOD CONTINUALLY
Before you begin work on a list of tasks, take a few moments to organize
them by value and priority so you can be sure of working on your most
important activities.

6. FOCUS ON KEY RESULT AREAS

Identify and determine those results that you positively have to get to do
your job well, and work on them all day long.
7. OBEY THE LAW OF FORCED EFFICIENCY
There is never enough time to do everything, but there is always enough
time to do the most important things. What are they?
8. PREPARE THOROUGHLY BEFORE YOU BEGIN
Proper prior preparation prevents poor performance.
9. DO YOUR HOMEWORK
The more knowledgeable and skilled you become at your key tasks, the
faster you start them and the sooner you get them done.
10. LEVERAGE YOUR SPECIAL TALENTS
Determine exactly what you are very good at doing, or could be very good
at, and throw your whole heart into doing those specific things very well.
11. IDENTIFY YOUR KEY CONSTRAINTS
Determine the bottlenecks or choke points internally or externally, that set
the speed at which you achieve your most important goals and focus on
alleviating them.
12. TAKE IT ONE STEP AT A TIME
You can accomplish the biggest and most complicated job if you just
complete it one step at a time.
13. PUT THE PRESSURE ON YOURSELF
Imagine you have to leave for a month and work as if you had to get all
your major tasks completed before you left.
14. MAXIMIZE YOUR PERSONAL POWERS
Identify your periods of highest mental and physical energy each day and
structure your most important and demanding tasks around these times.
Get lots of rest so that you can perform at your best.
15. MOTIVATE YOURSELF INTO ACTION
Be your own cheerleader. Look for the good in every situation. Focus on
the solution rather than the problem. Always be optimistic and
constructive.

16. PRACTICE CREATIVE PROCRASTINATION

Since you can't do everything, you must deliberately learn to put off tasks
that are of low value, so that you have enough time to do the things that
really count. Also delegate wisely.
17. DO THE MOST DIFFICULT TASK FIRST
Begin each day with your most difficult task, the one task that can make
the greatest contribution to yourself and to your work; and reslove to stay
at it until it is complete.
18. SLICE AND DICE THE TASK
Break large, complex tasks down into bite sized pieces, and then just do
one small relevant part to get started.
19. CREATE LARGE CHUNKS OF TIME
organize your day around large blocks of time when you can concentrate
for extended periods on your most important tasks.
20. DEVELOP A SENSE OF URGENCY
make a habit of moving fast on your key tasks.Become known as a person
who does things quickly and well.
21. SINGLE HANDLE EVERY TASK
Set clear priorities, start immediately on your most important task, and
then work without stopping until the job is 100% complete. This is the real
key to high performance and maximum personal productivity.
JUST DO IT!!!

Maslovs heirachy of needs is also important reading and can be

liberally quoted.

Abraham Maslow is well renowned for proposing the Hierarchy of Needs

Theory in 1943. This theory is a classical depiction of human motivation.
This theory is based on the assumption that there is a hierarchy of five
needs within each individual. The urgency of these needs varies. These
five needs are as follows1. Physiological
needs- These are the
basic needs of air, water,
food, clothing and shelter.
In other words,
physiological needs are
the needs for basic
amenities of life.
2. Safety needs- Safety
needs include physical,
environmental and
emotional safety and
protection. For instanceJob security, financial
security, protection from
animals, family security,
health security, etc.
3. Social needs- Social
needs include the need
for love, affection, care,
belongingness, and
friendship.
4. Esteem needs- Esteem
needs are of two types:
internal esteem needs
(self- respect, confidence,
competence,
achievement and
freedom) and external
esteem needs
(recognition, power,
status, attention and
admiration).

FI
GURE: Maslows Need Hierarchy Model

5. Self-actualization
need- This include the
urge to become what you
are capable of becoming /
what you have the
potential to become. It
includes the need for
growth and selfcontentment. It also
includes desire for gaining
more knowledge, socialservice, creativity and
being aesthetic. The selfactualization needs are
never fully satiable. As an
individual grows
psychologically,
opportunities keep
cropping up to continue
growing.
According to Maslow,
individuals are motivated by
unsatisfied needs. As each of
these needs is significantly
satisfied, it drives and forces
the next need to emerge.
Maslow grouped the five needs
into two categories -Higherorder needs and Lower-order
needs. The physiological and
the safety needs constituted
the lower-order needs. These
lower-order needs are mainly
satisfied externally. The social,
esteem, and self-actualization
needs constituted the higherorder needs. These higher-order
needs are generally satisfied
internally, i.e., within an
individual. Thus, we can
conclude that during boom
period, the employees lowerorder needs are significantly
met.

Implications of Maslows Hierarchy of Needs Theory for Managers

As far as the physiological needs are concerned, the managers should
give employees appropriate salaries to purchase the basic necessities
of life. Breaks and eating opportunities should be given to employees.
As far as the safety needs are concerned, the managers should
provide the employees job security, safe and hygienic work
environment, and retirement benefits so as to retain them.
As far as social needs are concerned, the management should
encourage teamwork and organize social events.
As far as esteem needs are concerned, the managers can appreciate
and reward employees on accomplishing and exceeding their targets.
The management can give the deserved employee higher job rank /
position in the organization.
As far as self-actualization needs are concerned, the managers can
give the employees challenging jobs in which the employees skills
and competencies are fully utilized. Moreover, growth opportunities
can be given to them so that they can reach the peak.
The managers must identify the need level at which the employee is
existing and then those needs can be utilized as push for motivation.
Limitations of Maslows Theory

It is essential to note that not all employees are governed by same

set of needs. Different individuals may be driven by different needs
at same point of time. It is always the most powerful unsatisfied
need that motivates an individual.

The theory is not empirically supported.

The theory is not applicable in case of starving artist as even if the

artists basic needs are not satisfied, he will still strive for
recognition and achievement.

Effective Communication is also a very important asset that must be

developed as a Management level officer. Your efficiency largely
depends on this asset.

To be an effective communicator you certainly need to be a good

listener!
What is effective communication?
In the information age, we have to send, receive, and process huge
numbers of messages every day. But effective communication is about
more than just exchanging information; it's also about understanding the
emotion behind the information. Effective communication can improve
relationships at home, work, and in social situations by deepening your
connections to others and improving teamwork, decision-making, and
problem solving. It enables you to communicate even negative or difficult
messages without creating conflict or destroying trust. Effective
communication combines a set of skills including nonverbal
communication, attentive listening, the ability to manage stress in the
moment, and the capacity to recognize and understand your own
emotions and those of the person youre communicating with.
While effective communication is a learned skill, it is more effective when
its spontaneous rather than formulaic. A speech that is read, for example,
rarely has the same impact as a speech thats delivered (or appears to be
delivered) spontaneously. Of course, it takes time and effort to develop
these skills and become an effective communicator. The more effort and
practice you put in, the more instinctive and spontaneous your
communication skills will become.
Effective communication skills #1: Listening
Listening is one of the most important aspects of effective
communication. Successful listening means not just understanding the
words or the information being communicated, but also understanding
how the speaker feels about what theyre communicating.
Effective listening can:

Make the speaker feel heard and understood, which can help
build a stronger, deeper connection between you.

Create an environment where everyone feels safe to

express ideas, opinions, and feelings, or plan and problem solve in
creative ways.

Save time by helping clarify information, avoid conflicts and

misunderstandings.

Relieve negative emotions. When emotions are running high, if

the speaker feels that he or she has been truly heard, it can help to

calm them down, relieve negative feelings, and allow for real
understanding or problem solving to begin.
Tips for effective listening
If your goal is to fully understand and connect with the other person,
listening effectively will often come naturally. If it doesnt, you can
remember the following tips. The more you practice them, the more
satisfying and rewarding your interactions with others will become.

Focus fully on the speaker, his or her body language, and other
nonverbal cues. If youre daydreaming, checking text messages, or
doodling, youre almost certain to miss nonverbal cues in the
conversation. If you find it hard to concentrate on some speakers, try
repeating their words over in your headitll reinforce their message
and help you stay focused.

Avoid interrupting or trying to redirect the conversation to your

concerns, by saying something like, If you think thats bad, let me tell
you what happened to me. Listening is not the same as waiting for
your turn to talk. You cant concentrate on what someones saying if
youre forming what youre going to say next. Often, the speaker can
read your facial expressions and know that your minds elsewhere.

Avoid seeming judgmental. In order to communicate effectively

with someone, you dont have to like them or agree with their ideas,
values, or opinions. However, you do need to set aside your judgment
and withhold blame and criticism in order to fully understand a person.
The most difficult communication, when successfully executed, can
lead to the most unlikely and profound connection with someone.

Show your interest in whats being said. Nod occasionally, smile

at the person, and make sure your posture is open and inviting.
Encourage the speaker to continue with small verbal comments like
yes or uh huh.

Effective communication skills #2: Nonverbal communication

When we communicate things that we care about, we do so mainly using
nonverbal signals. Wordless communication, or body language, includes
facial expressions, body movement and gestures, eye contact, posture,
the tone of your voice, and even your muscle tension and breathing. The
way you look, listen, move, and react to another person tells them more
about how youre feeling than words alone ever can.

Developing the ability to understand and use nonverbal communication

can help you connect with others, express what you really mean, navigate
challenging situations, and build better relationships at home and work.

You can enhance effective communication by using open body

languagearms uncrossed, standing with an open stance or sitting
on the edge of your seat, and maintaining eye contact with the
person youre talking to.

You can also use body language to emphasize or enhance your

verbal messagepatting a friend on the back while complimenting
him on his success, for example, or pounding your fists to underline
your message.

Tips for improving how you read nonverbal communication

Practice observing people in public places, such as a shopping

mall, bus, train, caf, restaurant, or even on a television talk show
with the sound muted. Observing how others use body language can
teach you how to better receive and use nonverbal signals when
conversing with others. Notice how people act and react to each
other. Try to guess what their relationship is, what theyre talking
about, and how each feels about what is being said.

Be aware of individual differences. People from different

countries and cultures tend to use different nonverbal
communication gestures, so its important to take age, culture,
religion, gender, and emotional state into account when reading
body language signals. An American teen, a grieving widow, and an
Asian businessman, for example, are likely to use nonverbal signals
differently.

Look at nonverbal communication signals as a group. Dont

read too much into a single gesture or nonverbal cue. Consider all of
the nonverbal signals you receive, from eye contact to tone of voice
to body language. Anyone can slip up occasionally and let eye
contact slip, for example, or briefly cross their arms without meaning
to. Consider the signals as a whole to get a better read on a
person.

Tips for improving how to deliver nonverbal communication

Use nonverbal signals that match up with your

words. Nonverbal communication should reinforce what is being
said, not contradict it. If you say one thing, but your body language
says something else, your listener will likely feel youre being
dishonest. For example, you cant say yes while shaking your head
no.

Adjust your nonverbal signals according to the

context. The tone of your voice, for example, should be different
when youre addressing a child than when youre addressing a group
of adults. Similarly, take into account the emotional state and
cultural background of the person youre interacting with.

Use body language to convey positive feelings even when

you're not actually experiencing them. If youre nervous about a
situationa job interview, important presentation, or first date, for
exampleyou can use positive body language to signal confidence,
even though youre not feeling it. Instead of tentatively entering a
room with your head down, eyes averted, and sliding into a chair, try
standing tall with your shoulders back, smiling and maintaining eye
contact, and delivering a firm handshake. It will make you feel more
self-confident and help to put the other person at ease.

Effective communication skills #3: Managing stress

In small doses, stress can help you perform under pressure. However,
when stress becomes constant and overwhelming, it can hamper effective
communication by disrupting your capacity to think clearly and creatively,
and act appropriately. When youre stressed, youre more likely to misread
other people, send confusing or off-putting nonverbal signals, and lapse
into unhealthy knee-jerk patterns of behavior.
How many times have you felt stressed during a disagreement with your
spouse, kids, boss, friends, or coworkers and then said or done something
you later regretted? If you can quickly relieve stress and return to a calm
state, youll not only avoid such regrets, but in many cases youll also help
to calm the other person as well. Its only when youre in a calm, relaxed
state that you'll be able to know whether the situation requires a
response, or whether the other persons signals indicate it would be better
to remain silent.
When stress strikes, you cant always temper it by taking time out to
meditate or go for a run, especially if youre in the middle of a meeting

with your boss or an argument with your spouse, for example. By learning
to quickly reduce stress in the moment, though, you can safely face any
strong emotions youre experiencing, regulate your feelings, and behave
appropriately. When you know how to maintain a relaxed, energized state
of awarenesseven when something upsetting happensyou can remain
emotionally available and engaged.
To deal with stress during communication:

Recognize when youre becoming stressed. Your body will let

you know if youre stressed as you communicate. Are your muscles
or your stomach tight and/or sore? Are your hands clenched? Is your
breath shallow? Are you "forgetting" to breathe?

Take a moment to calm down before deciding to continue a

conversation or postpone it.

Bring your senses to the rescue and quickly manage stress by

taking a few deep breaths, clenching and relaxing muscles, or
recalling a soothing, sensory-rich image, for example. The best way
to rapidly and reliably relieve stress is through the senses: sight,
sound, touch, taste, and smell. But each person responds differently
to sensory input, so you need to find things that are soothing to you.

Look for humor in the situation. When used appropriately,

humor is a great way to relieve stress when communicating. When
you or those around you start taking things too seriously, find a way
to lighten the mood by sharing a joke or amusing story.

Be willing to compromise. Sometimes, if you can both bend a

little, youll be able to find a happy middle ground that reduces the
stress levels for everyone concerned. If you realize that the other
person cares much more about something than you do, compromise
may be easier for you and a good investment in the future of the
relationship.

Agree to disagree, if necessary, and take time away from the

situation so everyone can calm down. Take a quick break and move
away from the situation. Go for a stroll outside if possible, or spend a
few minutes meditating. Physical movement or finding a quiet place
to regain your balance can quickly reduce stress.

Effective communication skills #4: Emotional awareness

Emotions play an important role in the way we communicate at home and
work. Its the way you feel, more than the way you think, that motivates
you to communicate or to make decisions. The way you react to
emotionally driven, nonverbal cues affects both how you understand other
people and how they understand you. If you are out of touch with your
feelings, and dont understand how you feel or why you feel that way,
youll have a hard time communicating your feelings and needs to others.
This can result in frustration, misunderstandings, and conflict. When you
dont address whats really bothering you, you often become embroiled in

petty squabbles insteadarguing with your spouse about how the towels
should be hung, for example, or with a coworker about whose turn it is to
restock the copier.
Emotional awareness provides you the tools needed for understanding
both yourself and other people, and the real messages they are
communicating to you. Although knowing your own feelings may seem
simple, many people ignore or try to sedate strong emotions like anger,
sadness, and fear. But your ability to communicate depends on being
connected to these feelings. If youre afraid of strong emotions or if you
insist on communicating only on a rational level, it will impair your ability
to fully understand others, creatively problem solve, resolve conflicts, or
build an affectionate connection with someone.
How emotional awareness can improve effective communication
Emotional awarenessthe consciousness of your moment-tomoment emotional experienceand the ability to manage all of your
feelings appropriately is the basis for effective communication.
Emotional awareness helps you:
Understand and empathize with what is really troubling other

people
Understand yourself, including whats really troubling you and

what you really want

Stay motivated to understand and empathize with the person

youre interacting with, even if you dont like them or their message
Communicate clearly and effectively, even when delivering

negative messages
Build strong, trusting, and rewarding relationships, think

creatively, solve problems, and resolve conflicts

Effective communication requires both thinking and feeling
When emotional awareness is strongly developed, youll know what youre
feeling without having to think about itand youll be able to use these
emotional cues to understand what someone is really communicating to
you and act accordingly. The goal of effective communication is to find a
healthy balance between your intellect and your emotions, between
thinking and feeling.

Effective Delegation:

Stop Doing, Start Managing

Here are 10 tips for effective delegation and, more importantly, effective
supervision:
1. Delegate early.
Make an effort to delegate the task early to avoid unnecessary pressure.
This allows the person to better plan the task.
2. Select the right person.
Ensure that the person has the time to take on the responsibility. Assess
the skills and capabilities of your staff and assign the task to the most
appropriate person. Make sure the person has the training and
resources to succeed.
3. Communicate the rationale and benefit.
Identify the reason for the task and how it will contribute to the goals of
the company or department or team. Also, point out how the delegated
task could benefit the person. For example, develop a specific skill. that is
needed to get promoted. Remember a routine task to you may be a new
challenging task to your subordinate.
4. Delegate the entire task to one person.
This gives the person the responsibility, increases their motivation and
avoids ambiguity in accountability. Otherwise, different people will have
different ideas about who does what when.
5. Set clear goals and expectations.
Be clear and specific on what is expected. Give information on what, why,
when, who and where. You might leave the how to them. Be prepared to
accept input from subordinates. Confirm and verify task goals and
expectations.
6. Delegate responsibility and authority.
Ensure that the subordinate is given the relevant responsibility and
authority to complete the task. Let the subordinate complete the task in
the manner they choose, as long as the results are what you specified. Be
willing to accept ideas from the subordinate on task fulfillment.
7. Provide support, guidance and instructions.
Point subordinates to the resources they may need to complete the task
or project. That could be people they need to coordinate with, crucial
information or Be willing to be a resource yourself.
8. Take personal interest in the progress of delegated task.
Request to be updated on the progress of the task, provide assistance
when necessary. Be careful not to be intrusive; giving the perception that
you do not trust the subordinate. Keep communication lines open, regular
meetings on large tasks can provide this ongoing feedback.

9. If youre not satisfied with the progress, dont take the project back
immediately.
Rather, continue to work with the employee and ensure they understand
the project to be their responsibility. Give advice on ways to improve. This
ensures accountability and dependability.
10. Evaluate and recognize performance.
Evaluate results more than methods. Analyze cause of insufficient
performance for improvements and recognize successes as soon as
possible.
Supervision Success Tip
Effective delegation allows subordinate to learn, grow and be more
capable. It allows supervisors to be more productive by focusing on what
they are paid to do getting the work done through others.