Maritime Leadership & Resource Management (O)
- Course Type:
- STCW ➜ HELM (Operational)
- Training School:
- The Seamanship Centre
- Killybegs Harbour, County Donegal, Ireland
- 3 days
1. Objectives of the MLRM Course
These criteria have been developed to deliver education and training inMaritime Leadership and Resource Management –Operational (MLRM) at the operational level, and to meet specific parts of the regulatory requirements of Tables A-II/1, A-III/1, A-III/6 (operational level) to the International Convention on Standards of Training, Certification and Watchkeeping for Seafarers (STCW), 1978 as amended.
At the Operational Level (section 2), this training is required by those seeking certification under:
- STCW Regulation II/1 – officers in charge of a navigational watch on seagoing ships of 500 GT or more (ie. OOW);
- STCW Regulation III/1 – officers in charge of an engineering watch in a manned engine-room or as designated duty engineers in a periodically unmanned engine-room (ie. EOOW);
- STCW Regulation III/6 – electro-technical officers.
- Identify good practice in shipboard human resource management.
- Identify the importance of the ‘human element’ in shipboard operations.
- Apply the underpinning knowledge of related international maritime conventions and recommendations, national regulations, and codes of practice and guidelines covered in other mandatory units when controlling the operation of the ship and care for persons on board at the operational level.
- Apply the elements of task and workload management, including planning, co ordination, allocation and prioritisation of human and physical resources when controlling the operation of the ship and care for persons on board.
- Apply effective resource management techniques with regard to:
- Allocation, assignment and prioritisation of resources;
- Use of effective communications on board and ashore, including;
i. Relevant use of verbal and non-verbal communications;
ii. Identifying challenges to communications;
iii. Developing strategies to prevent communication failures;
iv. Identifying cultural aspects that can hinder the acquisition of a common
understanding of messages communicated;
v. Effective questioning techniques;
vi. Effective briefings and debriefings; and
vii. Achieving effective communication.
- Teamworking principles, including:
i. Recognising team potential and limitations;
ii. Considering the skills and abilities of the team when making decisions; and
iii. Roles and responsibilities of a team leader.
- Use of assertiveness, leadership and motivation principles, including:
i. Roles and responsibilities of leaders and managers;
ii. Assessing and improving personal leadership qualities and potential;
iii. Identifying and adopting appropriate leadership styles to meet the needs of the team and each situation;
iv. Recognising ineffective leadership styles and approaches;
v. Being assertive and the appropriate use of challenge and response;
vi. The importance of motivating self and team;
vii. Motivation techniques and practices;
viii. Accountability at individual and corporate levels; and
ix. Working within a ‘just culture’.
- Obtaining and maintaining situational awareness, including:
i. The meaning of the term ‘situational awareness’;
ii. The process of developing situational awareness;
iii. Identifying the challenges to obtaining and maintaining situational awareness; and
iv. The meaning of the term ‘shared mental models’ (‘shared situational awareness’).
6. Apply the principles and practice of decision-making with regard to:
a) The influences of situation and risk assessment including:
i. Risk assessment;
ii. Human perception of risk;
iii. Factors that influence risk assessment;
iv. Human risk behaviour;
v. Reasons why humans make mistakes;
vi. Reasons why humans break rules;
vii. Managing errors – stopping mistakes from becoming disasters;
viii. Human and organisational factors that increase the likelihood of mistakes; and
ix Organisational influences on making mistakes.
- Identifying and considering generated options including:
i. The decision-making process; and
ii. The influence of culture on decision making;
- Selecting a course of action; and
- Evaluating outcome effectiveness.
- Manage fatigue and stress with regard to:
a) Causes and effects of fatigue;
b) Causes and effects of stress;
c) Relation between fatigue and stress;
d) Identifying signs and symptoms of stress and fatigue; and
e) Developing stress and fatigue management strategies to prevent stress and fatigue from
Contribute to shipboard training, learning, assessing and developing human potential with regard to:
- Formal and informal learning;
- Learning from mistakes;
- Continuous professional development; and
- Shipboard training, learning, coaching, mentoring and assessment.
There is one outcome to the training.
Outcome: The learner can control the operation of the ship and care for persons on board at the operational level by the application of resource management, leadership and team working skills.
Course Entry Requirements
Candidates must meet the minimum seagoing service requirements for the issue of a first Certificate of Competence.