a) Define leadership. [4] b) Multiple definitions of leadership exist, although the different definitions generally converge in the theory that great leaders have the ability to make strategic and visionary decisions and convince others to follow those decisions. The consensus is leaders create a vision and can successfully get others to work toward achieving that goal. They do this by setting direction and inspiring others to want to succeed in achieving the end result. Moreover, they are capable of getting people excited and motivated to work toward the vision. c) In other words, great leaders know how to both inspire people and get followers to complete the tasks that achieve the leader's goal. d) Outline the difference between a manager and a leader. LEADERMANAGER 01. A leader is a person who leads a particular team and influences it’s team members to perform well and achieve the goal. A manager is a person who manages the organization or a project by planning, giving direction, maintaining coordination and control. 02. Leaders process are transformational as they develop vision and find a way forward to achieve the goal. Managers process are transactional as they delegate tasks, meet objectives. 03. So a leader always looks after a team. So a manager oversees a team. 04. A leader exhibits strategic view, team management, A manager exhibits organizational skills, [8] open mind and promotes innovation. management skills, problem solving skills and conformity. Leaders create circles of influence and lead by inspiring. Managers create circles of power and lead by authority. 06. They mainly shape the culture and drive integrity. They mainly enact the existing culture and maintain status quo. 07. Leader mainly sets direction to achieve a goal. Managers mainly sets instructions to do a project. 08. A leader mainly facilitates the decisions. A manager mostly makes decisions. 09. A leader promotes change and uses conflicts as an asset. A manager reacts to change and avoids conflict. 10. A leader always says “We” where the subordinates are followers or team members. A manager always says “I” where the subordinates are the employees. 11. A leader knows how it is done. A manager shows how it is done. 12. They mainly focuses around relationship with objectives. They mainly focuses around objectives. 05. Define motivation Motivation is the process that initiates, guides, and maintains goal-oriented behaviors. It is what causes you to act, whether it is getting a glass of water to reduce thirst or reading a book to gain knowledge. Motivation involves the biological, emotional, social, and cognitive forces that activate behavior. In everyday usage, the term "motivation" is frequently used to describe why a person does something. It is the driving force behind human actions. Explain why there is a link between leadership and motivation Since it is not possible to measure or quantify motivation, its impacts in an organization can only be felt or realized in the performance of a company over a given period of time. The process of motivation is complex and unless the impact of leadership on the latter is brought on board, it may not be an easy task. Nevertheless, it is sometimes possible for a leader in an organisation to motivate workers without translating to positive outcome in the organization. There are several initiatives which can be put in place in order to motivate workers. However, it is imperative to point out that any such measures can be hampered or enhanced by the leadership style in operation. For example, most workers will be motivated to offer their services if they have job satisfaction. This cannot exist in an organization unless it is well cultivated. It is upon the leader to change the leadership style for employees to derive satisfaction at work. For instance, one way of making sure that employees are satisfied at their place of work is by reducing the level of supervision. Effective leaders do not supervise their juniors too closely. This may create an environment of discomfort and a feeling of being threatened. Most workers would generally prefer to work with minimal control. This is also important because each one of them is made should be made accountable and responsible as well. Additionally, good leadership will recognize the extra effort by employees. Exceptional performance by workers ought to be rewarded. Both monetary and verbal recognition from the leadership is welcome so that motivation can be enhanced. When organizational members are motivated, it leaves a positive impact on the performance of the organization. Further, theories of motivation like that of Marslow attempt to expound how leadership may be linked to motivation. Leaders in an organization are directly correlated to the growth and motivation of employees depending on the style used. Much research indicates that the top leadership has a key role to play in the determination of company’s performance. Positive growth can only be achieved in a case whereby workers are wholly devoted and committed to the realization of the set goals and objectives. 1. With regards to a vessel that you have served upon: a) Use a diagram to outline the structure of management on board. b) Describe how such a structure can effect on board dynamics. Seafaring is a tradition that encompasses a variety of professions and ranks. Each of these roles carries unique responsibilities that are integral to the successful operation of a seafaring vessel.[1] A ship's crew can generally be divided into four main categories: the deck department, the engineering department, the steward's department, and other. The reasoning behind this is that a ship's bridge, filled with sophisticated navigational equipment, requires skills differing from those used on deck operations – such as berthing, cargo and/or military devices – which in turn requires skills different from those used in a ship's engine room and propulsion, and so on. The following is only a partial listing of professions and ranks. Ship operators have understandably employed a wide variety of positions, given the vast array of technologies, missions, and circumstances that ships have been subjected to over the years. There are some notable trends in modern or twenty-first century seamanship. Usually, seafarers work on board a ship between three and six years. Afterwards, they are well prepared for working in the European maritime industry ashore.[2] Generally, there are some differences between naval and civilian seafarers. One example is nationality on merchant vessels, which is usually diverse and not identical like on military craft. As a result, special cross-cultural training is required – especially with regard to a lingua franca.[3] Another notable trend is that administrative work has increased considerably on board, partly as an effect of increased focus on safety and security. A study shows that due to this development certain skills are missing and some are desired, so that a new degree of flexibility and job sharing has arisen, as the workload of each crew member also increases.[4] b) Explain how conduct on board a vessel is controlled. https://www.marineinsight.com/marine-safety/10-mandatory-rules-for-seafarersunder-the-code-of-conduct-for-merchant-navy-non-emergency-situations/ 1. Describe the importance of effective communication on board a vessel and explain how this is achieved. Although used in a slightly different context, a phrase from some British propaganda during WWII neatly s ums up the dangers of ineffective communications: ‘Careless talk costs lives’. That may be over dramatic in most cases where communications between seafarers or between ship and shore go awry but it does illustrate the importance of effective communicatio ns and the real dangers if they go badly wrong. IMO analyses reports of casualties and accidents to see if there are any lessons to be learned for the future. Many accidents are found to be due mainly to operational issues of proper procedure, maintenanc e and design, rather than to proper implementation of regulations but effectiveness of bridge resource management and particularly ineffective relationships between master, crew and pilot are recurrent themes. Communication difficulties often occur in the se areas due in part to cultural differences but also due to language ‘barriers’. Some examples from recent analyses illustrate the problems If it is so important, how do we ensure that when one person talks to another, that the other person listens and understands ? How do we know if the message (or sign) has not only been heard (or read) but also understood? What can be done to limit the opportunities for mistakes and to enhance the effectiveness of communications? It is a self evident fact that people speaking different languages can generally not converse at all and even people speaking their own language can misinterpret spoken messages. Many will recall playing games where a message passed through a series of people can become quite unrecognisable from the original message after being re worded or abbreviated by individuals passing a message one to the other. And the reason these messages become garbled is probably because we probably have too many ways of passing ideas one to another. For effective communi cations, when the sender of a message communicates with the intended recipient, there has to be a correlation between what the sender is thinking about and what the receiver is thinking about. Text or words must therefore be used in a consistent way, and t he first requirement for communication is a set of messages that are used consistently. D: \ 106741172.doc If we know why we fail sometimes to send or receive the intended communications we can start to address the problem. The most obvious solution to the problem of failu re of communications through different languages is, of course, to use the same one. The language usually used on board ship is the national language of the crew. However, in these days of multinational crews, a variety of languages may be used or alte rnatively one working language adopted. Whichever is used, ships trading internationally must conduct ship to shore communications in a language that can be understood as navigational and safety communications must be precise and unambiguous to avoid conf usion and error. And in the world of international transport and shipping, the chosen international standard for achieving effective communication on board and between ship and shore is the English language. An adequate standard of English is therefore n ot only an international requirement for certification of seafarers but also a key element in ensuring safe, efficient and profitable ship operations. But even English speakers manage to misunderstand each other at times. And when different national or r egional variations of the English language are added, the possibilities for mis communication are increased. There is a saying that America and the UK are divided by a common language and a few examples serve to indicate the problems: English Americ an ( English) Bonnet (car) Hood (something on a coat) Boot (car) Trunk (a suitcase) Petrol Gas (a fuel to cook on) Trousers Pants (worn under trousers) Waistcoat Vest (worn under a shirt) Full stop Period (a length of time) Footb all Soccer So the answer in the maritime world is to use a ‘standard’ form of English where, as far as possible, words convey only one meaning so that the opportunities for mis - communication are reduced to the lowest level possible.
