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0273-CHAPTER I
Ship-board organizational structure: The ship’s crews are the personnel who sail
on board a ship and are responsible for its operation, primarily when the ship is at sea (with
some responsibility when at port), the crew of a commercial ship is divided into three
departments: Deck Department, Engine Department, Steward’s Department.

The Captain or Master is the ship's highest responsible officer, acting on behalf of
the ship's owner / operator or manager. The Captain/Master is legally responsible for the day-
to-day management of the ship. It is his/her responsibility to ensure that all the departments
perform legally to the requirements of the ship's owner /operator or manager. Master also
usually has the advice of pilots while the ship is navigating in restricted waters, such as
narrow or shallow channels. Also, each shipboard department has a designated head who
reports to the master. The deck department is headed by a Chief Officer. The engine
department is headed by a Chief Engineer. He has other licensed engineers to assist him with
engine room watch and the performance of maintenance and repair activities in the engine
room. The Chief Steward is the head of the catering department. The above roles and their
level of engagement will vary from one ship type to another.

Deck Department: The Chief Officer, also called Chief Mate or First Mate is the
head of the deck department. He is second-in-command after the ship's master. The Chief
Officer's primary responsibilities are the vessel's cargo operations, its stability and
supervising the deck crew. The Chief Officer is responsible for the safety and security of the
ship, as well as the welfare of the crew on board. The Chief Officer typically stands the 4-8
hours of navigation watch. Additional duties include ensuring good maintenance of the ship's
hull, cargo gears, accommodations, the lifesaving and firefighting appliances. The Chief
Officer also trains the crew and cadets on various aspects like safety, firefighting, search and
rescue and various other contingencies. Second Officer, also called Second Mate is usually
in charge of ship navigation with a position below Chief Officer and above Third Officer.
He/she is the third-in-command, after the Master and Chief Officer. The second officer
typically stands watch from 1200 to 1600 at noon and again from 0000 to 0400 in the nights.
Third Officer also called Third Mate primarily charged with the safety of the ship and crew.
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The Third officer generally serves as the ship's chief safety officer. The Third Officer is the
next licensed position on board the vessel, as fourth-in-command.

Engine Department: The engineers on board ships are also called technical officers.
They are responsible for keeping the machinery maintained and operational. Today, ships are
complex systems that combine a lot of technology within a small space. This includes not
only the engines and the propulsion system, but also for example, the electrical power supply,
devices for loading and discharging, garbage incineration and fresh water generators.
Additionally, more and more environmental protection technologies, fuel treatment systems
and cargo conditioning devices are used on board ships. The upkeep of all these are in the
hands of engine department staff. Chief Engineer, on a commercial vessel is the official title
of someone qualified to manage and oversee the engine department. The Chief Engineer is
responsible for all operations and maintenance of all engineering equipment throughout the
ship. Second Engineer, is the officer responsible for supervising the daily maintenance and
operation of the engineering systems. He or she reports directly to the Chief Engineer. The
Second Engineer is second in command in the engine department after the ship's Chief
Engineer. The person holding this position is typically the busiest engineer on-board the ship,
due to the supervisory role this engineer plays and the operations duties performed.
Operational duties include responsibility for the refrigeration systems, main engines and any
other equipment not assigned to the third or fourth engineers. Third Engineer, is junior to
the second engineer in the engine department and is usually in charge of boilers, fuel,
auxiliary engines, condensate, and feed systems. This engineer is typically in charge of
bunkering, if the officer holds a valid certificate for fuel transfer operations.
Fourth Engineer, is junior to the third engineer in the engine department. The most junior
marine engineer of the ship, he or she is usually responsible for electrical, sewage treatment,
lube oil, bilge, and oily water separation systems. Depending on usage, this person usually
stands a watch. Moreover, the fourth engineer may assist the third officer in maintaining
proper operation of the lifeboats.

Steward's Department: Chief Steward directs and assigns personnel that do

functions such as preparing meals, cleaning and maintaining officers' quarter, and managing
the stores. The Chief Steward also does other activities such as overtime and cost control
records, and may requisition or purchase stores and equipment. Other additional duties may
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include taking part in cooking activities. The Chief Steward is assisted by a chief cook and
his/her assistant cooks, mess men and assistant stewards.

0273-CHAPTER II
The Human Element
A consistently occurring factor throughout almost all accidents, incidents and
errors is the human element – people’s ability and capability to deal effectively and safely
with the complexity, difficulty, pressures and workload of their daily tasks, not only in
emergency situations but also during routine operations.
The majority of these accidents, incidents and errors are potentially avoidable if
peoples’ understanding, actions and behavior were different. This not only applies to
seafarers (where the accidents usually occur) but also to people at all levels and positions
within the overall wider maritime system, including ship owners, operators and managers and
other shipping and maritime industry leaders whose actions can have a major influence
on outcomes far removed in place and time.

0273-CHAPTER III
To complete the Bachelor of Science in Marine Transportation or Bachelor of Science
in Marine Engineering courses, cadets are required to undergo one-year training onboard
ocean-going vessels, which are placed on the third year of the course, making it a sandwich
type program. The program is intended to enhance the knowledge and skills acquired during
the first two years of theoretical period. Unlike any other maritime institutions, the academy
assures that every midshipman is fully equipped with the necessary knowledge and skills
before he/she graduates, as also required by ship owners and principals. And so, the Academy
is charged with the development of well-trained and competent reservoir of future officers for
positions in the maritime industry contributing to the economic and social development for
the Philippines. The shipboard training program provides all cadets with the opportunity to
use a ship as a sea-going laboratory wherein they are required to complete their Training
Record Books. This Record Book will be evaluated and graded and will serve as a
requirement for enrollment in the final stage of the course as Fourth Year cadets.
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0273-CHAPTER IV
Skills and Abilities
Whenever you work on board a ship you need to have a lot of skills to ensure the
safety of everyone on board. Here are some of the skills and abilities that you will require to
apply for maritime jobs: Judgment and decision making, active listening, operation and
control, operation monitoring, coordination, instructing and teaching, communicating
effectively, social perceptiveness, critical thinking, time management, oral expression, oral
comprehension, far vision, problem sensitivity, depth perception, speech clarity, control
precision, selective attention, spatial orientation, and deductive reasoning among other things.
Work Ethic
The way that you work will have an impact on your job and how you progress as a
seafarer. Here are the basic work ethics that you require for any job at sea: dependability,
integrity, leadership, stress tolerance, attention to detail, self-control and composure,
initiative, responsibility, independence, persistence, and being adaptable and flexible.
Skills and work ethics are learned at sea. This experience will allow you to move on to the
next level in your maritime career, or give you the sustainability in your career as it is.

0191-CHAPTER I
The Maritime Labor Convention 2006 (MLC) is an international agreement of the
International Labor Organization (ILO) which sets out seafarers’ rights to decent conditions
of work. It is sometimes called the seafarers’ Bill of Rights. It applies to all seafarers,
including those with jobs in hotel and other passenger services on cruise ships and
commercial yachts.

In 2013 the MLC became binding law for 30 countries. As of July 2017, a total of 84
countries had ratified the MLC 2006, which has resulted in more than 90% of the world’s
shipping fleet being regulated. For the latest updates please visit the ILO website.
More than 100 pages long, the MLC 2006 sets minimum requirements for nearly every aspect
of working and living conditions for seafarers including recruitment and placement practices,
conditions of employment, hours of work and rest, repatriation, annual leave, payment of

wages, accommodation, recreational facilities, food and catering, health protection,

occupational safety and health, medical care, onshore welfare services and social protection.
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0191-CHAPTER II
The mission of the International Labor Organization (ILO) is to promote social justice
and internationally recognized human and labor rights, based on the founding principle that
social justice is essential to universal and lasting peace.
Established in 1919 as part of the Treaty of Versailles that ended World War 1, it is the only
tripartite United Nations agency - bringing together governments, employers and workers
representatives from its 187 member states.
The International Labor Office, the ILO’s secretariat, employs some 2,700 people
from 150 countries at its headquarters in Geneva, Switzerland, and in around 40 countries
around the world. Its activities are directed by the Director-General and the ILO’s Governing
Body, which includes representatives from member states, workers’ and employers’ groups:
Decent Work Agenda, International Labour Standards, ILO Declaration on Fundamental
Principles and Rights at Work, Trade unions at the ILO, The ILO’s supervisory role
Complaints.

0191-CHAPTER III
The Maritime Labor Convention (MLC) is an International Labor Organization
convention, number 186, established in 2006 as the fourth pillar of international maritime law
and embodies "all up-to-date standards of existing international maritime labor Conventions
and Recommendations, as well as the fundamental principles to be found in other
international labor Conventions". The other pillars are the SOLAS, STCW and MARPOL.
The treaties applies to all ships entering the harbors of parties to the treaty (port states), as
well as to all states flying the flag of state party.
The convention entered into force on 20 August 2013, one year after registering 30
ratifications of countries representing over 33 per cent of the world gross tonnage of ships.
Already after five ratifications the ratifying countries (Bahamas, Norway, Liberia, Marshall
Islands, and Panama) represented over 43 per cent of the gross world tonnage. As of
September 2018, the convention has been ratified by 88 states representing over 93 per cent
of global shipping.
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0191-CHAPTER IV
The convention consists of the sixteen articles containing general provisions as well
as the Code. The Code consists of five Titles in which specific provisions are grouped by
standard (or in Title 5: mode of enforcement):

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

For Each Title, there are general Regulations, which are further specified in mandatory
Standards (list A) as well as Guidelines (List B). Guidelines generally form a form of
implementation of a Regulation according to the requirements, but States are free to have
different implementation measures. Regulations and Standards should in principle be
implemented fully, but a country can implement a "substantially equivalent" regulation,
which it should declare upon ratification.

Some seafarers criticize the convention, saying that it lacks teeth, does not address real
issues, and skirts important seafarer needs such as decent sized cabins, cupboards in cabins,
shore leave, and rest hours by including them into Guidelines (List B) of the convention—or
worse, by not addressing them at all.

0191-CHAPTER V
Title 1: Minimum requirements for seafarers to work on a ship
The minimum requirements set out in this section of the code are divided in 4 parts and are
summarized
Title 2: Employment conditions
The Title on employment conditions lists conditions of the contract and payments, as well as
the working conditions on ships.
Title 3: Accommodation, Recreational Facilities, Food and Catering
The title specifies rules detailed rules for accommodation and recreational facilities, as well
as food and catering.
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Title 4: Health Protection, Medical Care, Welfare and Social Security Protection
Title 4 consists of 5 regulations about Health, Liability, Medical care, Welfare and Social
security.
Title 5: Compliance and Enforcement
Title 5 sets standards to ensure compliance with the convention. The title distinguishes
requirements for flag state and port state control.

0191-CHAPTER VI
In order to be prepared for the external MLC-2006 audit an Internal Audit with
respect of MLC-2006 requirements is carried out on board of the vessel.
Also after certification by the external auditor and issuing of the MLC-2006 certificate is
compliance with the MLC-2006 requirements important.
Non-compliance with the requirements of the ILO Maritime Labor Convention (MLC-2006)
is becoming an increasingly common reason for Port State Control (PSC) to detain a vessel
on these grounds in addition to defective or missing equipment or records, which have been
identified as reasons for detention for some time.
Prior to the start of this inspection ensure that a copy of the crew list, certificate of
accommodation, declaration of maritime labor compliance part 1 certificate, declaration of
maritime labor compliance part 2 certificate, the most recent inspection carried out by the
recognized organization, minimum safe manning certificate, officer and crew certificates and
seaman's books, sample seafarer's employment agreement (SEA), collective bargaining
agreements (CBAs), last safety committee meeting minutes, the log book / log entries for the
Master's weekly public area inspections and safety/Hess inspections results, weekly health
and sanitation inspections and results, certification of the crew cooks, certification and
training matrix, on board OHS training and familiarization records, shipboard complaint log,
position descriptions of Safety Officer and, sample job hazard analysis and risk assessments,
DMLC Part 2 company policy document, are all available to the inspector.
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0274-CHAPTER I
Workload Management Strategies
At some time or another almost everyone feels as though they have more work than
they can cope with. However, not all stress is bad, and it is often cited as a key factor in
helping people respond to crises, adapt to change and excel when a peak performance is
required; for example, in an interview or presentation. When coping with stress at work, the
important thing is not to let your workload grow to the point where you are completely
overloaded.
The most common sources of work-related stress include:
1. Continuous and tight deadlines.
2. Dealing with crises on a daily basis.
3. An excessive workload.
4. Role ambiguity and conflict.
5. Constant negative feedback.
6. Inadequately trained support staff.

If you are overloaded then you need some workload management strategies to remedy
the situation.

This will be easier if you have the facts to back up your case and are confident that
you are working as effectively as possible by using an appropriate workload management
strategy.
The most common sources of work-related stress include: continuous and tight
deadlines, an excessive workload, role ambiguity and conflict and the need to deal with crises
on a daily basis.
If you are overloaded then you must take steps to remedy the situation. This will be
easier if you have the facts to back up your case and are confident that you are working as
effectively as possible by using an appropriate time management strategy.
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0274-CHAPTER II
Time constraints refer to the limitations on the start and end times of each task in a
project's critical path, which is the sequence of tasks that cannot be delayed without delaying
the entire project. Examples of time constraints include completing a prototype design in time
for a client demonstration and completing a financial audit before the fiscal year-end.
Resource constraints refer to the limitations on staffing, equipment and other resources that
are necessary to complete a project. Examples of resource constraints include limited staff
and equipment availability because of other ongoing projects in a company.

0274-CHAPTER III
Co-ordination is the unification, integration, synchronization of the efforts of group
members so as to provide unity of action in the pursuit of common goals. It is a hidden force
which binds all the other functions of management. According to Mooney and Reelay, “Co-
ordination is orderly arrangement of group efforts to provide unity of action in the pursuit of
common goals”. According to Charles Worth, “Co-ordination is the integration of several
parts into an orderly hole to achieve the purpose of understanding”.
Management seeks to achieve co-ordination through its basic functions of planning,
organizing, staffing, directing and controlling. That is why; co-ordination is not a separate
function of management because achieving of harmony between individuals efforts towards
achievement of group goals is a key to success of management. Co-ordination is the essence
of management and is implicit and inherent in all functions of management.

0274-CHAPTER IV
Differences in Delegation and Assignment
An assignment occurs when an original party to the contract transfers the rights and
duties of the contract to another party. A party can assign the entire contract, meaning that the
party assigns both the rights and the obligations of the contract. Alternatively, the party can
assign only the rights, or benefits, due under the contract. The party making the assignment is
called the assignor. The party receiving the assignment is the assignee. It's helpful to
remember that the assignee steps into the shoes of the assignor.
Delegation, on the other hand, involves only a portion of the contract. With delegation, a
particular contractual task or activity is transferred. Delegation means that an obligation is
transferred, but no rights are transferred. The party making the delegation is called the
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delegator. The party receiving the delegation is the delegatee. The delegatee doesn't assume
responsibility for the entire contract or receive the benefits of the contract. Therefore, the
delegatee doesn't step into the shoes of the delegator. In our scenario, I am the delegator and
Pam is the delegatee.
In both assignment and delegation, there is an obligor. The obligor is the other original party
to the contract and is obligated to do something under the terms of the contract. In our
scenario, you are the obligor. You're obligated to pay me once I finish your kitchen.

0274-CHAPTER V
All projects—especially large, complex projects—need clear priorities. Easier said
than done. You can count on technical projects, no matter how well-planned, to involve
change orders, re-prioritization and the regular appearance of surprises. It’s just the natural
order of things.

But still. Knowing how to prioritize work affects the success of your project, the
engagement of your team, and your role as a leader.

One of the biggest challenges for project managers and leaders is accurately
prioritizing the work that matters on a daily basis. Even if you have the best project
management software on the planet, you’re the one who enters information into the tool.
And, you don’t want to fall into the role of crying “top priority” for every other project that
comes down the pike.

1. Collect a list of all your tasks.

2. Identify urgent vs. important.
3. Assess value.
4. Order tasks by estimated effort.
5. Be flexible and adaptable.
6. Know when to cut.