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A measure for evaluating the reliability of crew management in cargo vessels

A measure for evaluating the reliability of crew management in cargo vessels

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DECLARATION
I certify that this thesis contains no material that has been accepted for a degree or diploma by the University or any other institution, except by way of background information and duly acknowledged in the Thesis, and to the best of my knowledge and belief no material previously published or written by another person except where due acknowledgment is made in the text of the thesis.

ACKNOWLEDGEMENTS
This research project would not have been materialized without the professional approach, feedback and constructive criticism by my supervisors at College name. Thank you name of your colleagues
Many thanks also to all the respondents and colleagues for the information that formed the foundation of this thesis.
I would further like to express my appreciation to my colleagues for good cooperation during our tenure as students and in particular for the supportive attitude to my choice of subject for the thesis.
Finally I would like to thank my family whose support has been crucial for me to be able to complete this work, thank you (can specify an individual) for all the positive energy and supportive criticism during my research

ABSTRACT
Crew management in the shipping industry is a major contributor to an established maritime industry. With the increase in both the number and size of cargo vessels and the constant reduction in the number of seafarers there is need to administrate personnel both procedurally and efficiently. The need to keep individual records of the seafarers detailing their qualifications, abilities personal circumstances and origin becomes necessary in management of the crew to allow for effectiveness and efficiency in all aspects. The paper also investigates human interactions coupled with their flaws in both decision making and tackling of emergencies and instances among the crew.

DOCUMENT STRUCTURE
Chapter 1: Introduction
Outlines the background and reasoning behind the selection of the subject of the project and presents the main aims and objectives.
Chapter 2: Literature Review
This chapter centers on writings concerned with the crew management and the procedural applications of managerial tactics to achieve effectiveness and efficiency and investigates the relevant trends in the crew management and other transport sectors where the function of crew management takes place. The survey also looks at literature on the process and measurement of innovation and human interaction as well as on change management and organizational productivity.
Chapter 3: Research Methodology
The chapter provides a detailed description of the methodology followed throughout the research. Also explores the role of the researcher and the main research questions.
Chapter 4: Crew Get research paper samples and course-specific study resources under   homework for you course hero writing service – Manage ment
The chapter describes the main crew management players and their roles and main activities. Also provides an overview of procedures and administrative practices within ship management organizations specializing in providing crew management services.
Identification and Analysis of the Problem
The topic bases specifically on the findings of the questionnaires. The findings are deeply analyzed to identify the main management faults and behavioral instances that have been causes of accidents.
Crew management and its effectiveness
This chapter introduces and explores the main subject areas of the research as outlined:
• Analyzing the effectiveness of crew management
• Quality and safety operations
• Exploring the benefits of crew management
• Critical analysis of case studies of ship accidents resulting from poor crew management.
Chapter 7: Conclusions & Reflections
This final chapter summarizes the project’s main activities and findings and discusses their implications for each of the main stakeholders. Primarily, it presents a summary of recommendations aiming at improving crew management. Finally, a holistic reflective review of the author’s personal learning and professional experience gained throughout the project process is also provided.

TABLE OF CONTENTS
DECLARATION ii
ACKNOWLEDGEMENTS iii
ABSTRACT iv
DOCUMENT STRUCTURE v
List of Tables xi
List of Figures xii
CHAPTER 1 – INTRODUCTION 1
1.1 INTRODUCTION TO CHAPTER 1
1.2 BACKGROUND OF STUDY 1
1.3 CREW MANAGEMENT DIVISION 2
1.4 STATEMENT OF THE PROBLEM 3
1.5 RESEARCH QUESTION 3
1.6 RESEARCH OBJECTIVES 4
1.7 SIGNIFICANCE AND JUSTIFICATION 4
1.8 SCOPE AND LIMITATION OF THE STUDY 5
1.8.1 Scope of the study 5
1.8.2 Limitation of the study 6
1.9 CHAPTER SUMMARY 6
CHAPTER 2 – LITERATURE REVIEW 8
2.1 INTRODUCTION TO CHAPTER 8
2.2 CREW MANAGEMENT AND INFORMATION TECHNOLOGY 8
2.3 CREW MANAGEMENT AS DONE IN OTHER SECTORS 10
2.4 PROCESS AND MEASURE OF INNOVATION 12
2.5 INNOVATION PROCESS 13
2.6 INNOVATION MEASUREMENT 14
2.7 CHANGE MANAGEMENT 15
2.8 CONCEPTS OF PRODUCTIVITY 15
2.9 CHAPTER SUMMARY 16
CHAPTER 3 – RESEARCH METHODOLOGY 19
3.1 CHAPTER INTRODUCTION 19
3.2 RESEARCH DESIGN 19
3.3 RESEARCH APPROACH: CASE STUDY 19
3.4 UNITS OF ANALYSIS AND OBSERVATION 22
3.5 DATA NEEDS, TYPES AND SOURCES 22
3.6 SAMPLING PROCEDURE AND DATA COLLECTION 22
3.7 DATA ANALYSIS 23
3.7.1 Event tree analysis 23
3.8 RESEARCH ETHICS 26
3.9 QUESTIONNAIRE SURVEY 27
3.10 LIMITATIONS 27
3.11 QUANTITATIVE DESCRIPTION OF THE RESULTS 27
3.12 MAIN RESEARCH QUESTIONS 28
3.13 QUESTIONNAIRES 29
3.14 CHAPTER SUMMARY 30
CHAPTER 4 – ANALYSIS OF EFFECTIVE CREW MANAGEMENT OPERATION 32
4.1 CHAPTER INTRODUCTION 32
4.2 EFFECTIVENESS OF CREW MANAGEMENT 32
4.3 SEAFARERS 32
4.4 THE SHIP-OWNER 33
4.5 THE 3RD PARTY SHIP MANAGER 37
4.6 THE 3RD PARTY CREW MANAGER 38
4.7 THE MANNING AGENT 38
4.8 TRAINING INSTITUTIONS 40
4.9 RELEVANT REGULATORY FRAMEWORK AND BODIES 40
4.10 CASE EXAMPLES OF SHIP ACCIDENTS 42
4.10.1 Case Example 1: Celebrity Century Cruise Ship 42
4.10.2 Case Example 2: Sichem Lily Cargo Ship 43
4.10.3 Case Example 3: DART 44
4.11 BENEFITS OF CREW MANAGEMENT 46
4.11.1 Crew Get research paper samples and course-specific study resources under   homework for you course hero writing service – Manage ments ensure time management 47
4.11.2 Good crews ensure safe deliverance of goods 47
4.11.3 Good crews optimize ship designs 47
4.11.4 Tips on better crew management 47
4.12 CHAPTER SUMMARY 48
CHAPTER 5 – DISCUSSION AND FINDINGS 50
5.1 INTRODUCTION 50
5.2 DEMOGRAPHIC CHARACTERISTIC OF CREW MEMBER INVESTIGATED 50
5.2.1 Level of Education Determine the Evaluation Of Crew Member 51
5.3 WRONG DECISION MAKING AS A CAUSE OF POOR MANAGEMENT AND SAFETY OF SHIPS 52
5.4 POOR COMMUNICATION BETWEEN PERSONNEL 53
5.5 CONSEQUENCES OF THE POOR CREW MANAGEMENT AND EVALUATION 54
5.6 CHAPTER SUMMARY 55
CHAPTER 6 – CONCLUSIONS & RECOMMENDATION 56
6.1 CHAPTER INTRODUCTION 56
6.2 CONCLUSIONS 56
6.3 RECOMMENDATIONS 57
6.4 CHAPTER SUMMARY 57
REFERENCES 58

List of Tables
Table 4.1: Annual growth of the world fleet, 2000–2013 (Percentage dwt) 34

List of Figures
Figure 4.2: The Maritime Regulatory Structure 41
Figure 5.1: Age of Crew Members investigated 50
Figure 5.2: Education level of the crew member 51
Figure 5.3: Bad Decision Making 53
Figure 5.4: Poor Communication 54
Figure 5.5: Consequences of Poor Crew Get research paper samples and course-specific study resources under   homework for you course hero writing service – Manage ment and Evaluation 55

CHAPTER 1 – INTRODUCTION
1.1 INTRODUCTION TO CHAPTER
The introduction chapter of this study, first, gives information on background knowledge on the study topic. The background sub-chapter gives information regarding what attracted a study into the shipping sector. Thus, the introduction of the topic of study took into consideration the crew management division. The chapter further entails the statement of the problem, research questions, research objectives, significance and justification of study, and the scope and limitation of the Study.
1.2 BACKGROUND OF STUDY
Cargo vessels carry about 95% of the worlds internationally traded commodities; thus their efficiency is fundamental in the social and economic development of the world. This contribution to the international trade could not be possible without a reliable and qualified crew management technique. Most of these management functions have been carried out by the ship-owners. But in the end of the last century there has been drift in this practice with the owners contracting third party companies to manage the crew due to reduction in the available seafarers and officers particularly.
These changes in the trend, coupled with competitive and complex business environments, challenges crew management to be more efficient and innovative. Most large companies develop their efficient methods of running, organizing and training of their crew. Until recent years, crew management lacked the availability of a standard process model, in particular, for the cargo vessels. This trend has been changing due to the changes in the number of seafarers being employed.
“Shipping industry is a major global business that employs about 1.23 million of seafarers, of whom 404,000 are officers and 823,000 are ratings” (Zhou and Amante, 2005:535-57 cited in Stopford, 2009:48) “with some smaller numbers employed onshore in various shipping offices and services”. (Stopford, 2009:48)
Get research paper samples and course-specific study resources under   homework for you course hero writing service – Manage rs face a lot of pressure due to overcapacities in the market, and the still competitions that are driving the charter rates down. Ship owners incur high costs in financing their vessels hence the need to fight and drive down the cost blocks i.e. fuel and human resources.
1.3 CREW MANAGEMENT DIVISION
Crew management can also be treated differently to attain effectiveness. Get research paper samples and course-specific study resources under   homework for you course hero writing service – Manage ment can also be divided into:
• Crewing Agency
• Crew structure
• Crew mixture
• Crew Education
• Crew Health
• Crew Future
This division provide for effective analysis of the crewing issues and factors affecting their management.
This research involves establishing effective ways in managing crew in merchant ships due to surging number of seafarers. These ways can be achieved in different ways and scenarios keeping in mind that some merchant ships are managed by their owners while others contact third parties for HR functions. The paper endeavors to establish the different managerial hierarchies and their effectiveness in communication and management. The workability of the different management techniques employed in crew managements.
The research paper will explore alternative to the crew management. The effectiveness and ease of adoption and changing into the new system. Thorough analysis will be done on the emerging issues in crew management and factors affecting the performance of the crew such factors as; Poor manning level, Bad decision making, Poor communication between personnel, inexperience, Fatigue, etc.
1.4 STATEMENT OF THE PROBLEM
Any cargo vessel requires a well-equipped and manageable team member. The innate issue has always been directed towards the coordination and security or safety during traveling in the waters. Hence the need to have reliable grew members is and well management system is very crucial. The response towards solving the issue of poor crew management caused in ships has inspired the condition of this research study. Most grew managers have been blamed for poor management and accidents of ships causing casualties and injury to people on board. Despite this crisis, little action has been taken so far to help in mitigating the issue of poor grew management and evaluation.
The effect of poor management of ships has significantly impacted most shipping vessels both private and public water transport vessels. This has propelled international and local debate concerning measure to take towards controlling how crews are evaluated and managed to help reduce the rate of accidents and negligence taking place in ships. This study explicitly cover the issue around crew management and evaluation through analysis the causes, impact as well as the measure that have been taken by local and international agencies towards the mitigation of shipping accidents. The study focuses on factors like poor decisions, inexperience, communication, and fatigue among others in evaluating crew performance.
1.5 RESEARCH QUESTION
Previous research has all focused on comprehending the influence of pollutants content on economic outcomes or attitudinal dimensions. However, many of this analysis have overlooked any suggestion of causality based on the measure recommendation that international convention has taken in solving the issue of poor crew management and evaluation and their implementations strategies in tackling the matter. The study, therefore, will cover the following research question in depth:
1. What is the effectiveness of crew management?
2. What are some of the benefits of crew management?
3. Example of case studies of ship accidents resulting from poor crew management

1.6 RESEARCH OBJECTIVES
The study sought to
 Analyse the effectiveness of crew management
 Exploring the benefits of crew management
 Critical analysis of case studies of ship accidents resulting from poor crew management
1.7 SIGNIFICANCE AND JUSTIFICATION
Poor crew management is indeed is a threat to the ship and the people on board of the vessel. With the increase of shipping technology, the level of ship accidents has likewise been on the rise. This has called for action from the respective governments, shipping companies, security forces, and the civil society to help solve factors that lead to poor management of ship crews. Nevertheless, it can be observed that the crew management ships affect the large water bodies and international waters at large. Hence, the need for regulating, managing and evaluating of crew members has captured the interest of internationalshipping companies and countries as well. Furthermore, it can be justified that the issue of crew management is significant in ensuring the safety of the people travelling in the ship and help develop a reliable working system with the crew members. The study aims to provide a thorough investigation and analysis of measures that can be applied in evaluating crew management functions and to recommend their effectiveness and operational methods aiming at improving productivity and quality of work. The research will be of benefit to those cargo vessel organizations faced by increase in the number of crew personnel. Through the scientific methodologies in this research the advantages of the findings will be explained and fully justified with the possibilities of future explorations.
When considering the trends in the global shipping management and disasters, the issue of crew empowerment, evaluation and management has a wider implication. The structure of crew member and their composition has resulted in concern from shipping companies and passages as well as lawmakers. This study helps to bring an understanding on how crew evaluation and management has been significantly in ensuring the control of ship accidents and mismanagement in the water vessel through different waters. The effect of globalization and industrialization technology can be attributed the increasing demand forefficient crew member who are conversant with the technology that most ship are currently using.
1.8 SCOPE AND LIMITATION OF THE STUDY
1.8.1 Scope of the study
The study focuses on crew management and evaluation and the step that international organization and agencies have taken to counter the problem of poor crew management that result ion ship accident and other dysfunctions of ships. The independent agent acts on behalf of the Ship-owners with their managers sitting in the middle looking into more with the same management fee to gain the owners management contracts. Third parties will do recruitment, training and placement of the seafarers on behalf of the ship-owners.
In house management has access to information regarding the vessels and the operational functions expected. The in house management of crew is less structured as it involves seafarers from a given company, hence making organizational operation and implementation of changes faster and effective.
The project will evaluate the measures that can be used in evaluating the reliability of crew management in merchant vessels. This is to explore the main areas of interest concerning evaluation of crew management and the reliability of the methods employed
1.8.2 Limitation of the study
The study was limited by the difference in the geographical region as getting access to adequate information was considered tedious. The research lacked adequate financial assistance to conduct extensive research on the issue of crew management. Since the study was focusing on the international convention, it was hard to access the representative of various international agencies for clarity in the information concerning the issue pertaining victim of poor ship management accidents. Time was also a limiting factor in the conduction of the research. It limited the access of information and other resources that were helpful in completing of this study.
1.9 CHAPTER SUMMARY
The introduction chapter showed that cargo vessels carry the worlds internationally traded commodities; thus their efficiency is fundamental in the social and economic development of the world. In this light, crew management should be treated differently to attain effectiveness as management addresses crewing agency, crew structure, crew mixture, crew education, crew health, and crew future. The statement problem in this study was argued that cargo vessel requires a well-equipped and manageable team member. Hence the need to have reliable grew members is and well management system is very crucial. Also, the effect of poor management of ships has significantly impacted most shipping vessels both private and public water transport vessels. The study, covered the research question in relation to the effectiveness of crew management, the benefits of crew management, and case studies of ship accidents resulting from poor crew management. The study sought to analyse the effectiveness of crew management, exploring the benefits of crew management, and critical analysis of case studies of ship accidents resulting from poor crew management. These bring out the significance of the study by solving the problem of poor crew management, which is a threat to the ship and the people on board of the vessel. In the scope of studying all these, the research focused on crew management and evaluation and the step that international organization and agencies have taken to counter the problem of poor crew management that result ion ship accident and other dysfunctions of ships. However, this study had limitation in the difference in the geographical region as getting access to adequate information was considered tedious. The research further lacked adequate financial assistance and time was also a limiting factor in the conduction of the research.

CHAPTER 2 – LITERATURE REVIEW
2.1 INTRODUCTION TO CHAPTER
The importance of process and measurement of innovation is an area that has been scarcely monitored and controlled in effective crew management in the shipping organization. Hence, the literature review will look at the importance of process and measurement of innovation. The review entails looking at the concepts of productivity, which is a key indicator of crew management administration efficiency and effectiveness. The productivity will be analyzed in relationship with the crew management practices here then discussed. Here, the research aims at a detailed analysis to optimize the proposal for an innovative and effective crew management. In this literature review, the main areas for measuring and evaluating the reliability of crew management in seafarers include crew management and information technology, crew management as done in other sectors, process and measure of innovation, change management, and concepts of productivity.
2.2 CREW MANAGEMENT AND INFORMATION TECHNOLOGY
IT solution can be used in measuring and evaluating of the different crew management techniques. IT solution is an integral part of business operations it is main contributor to the success of many businesses. Apart from financial management shipping companies use advanced fleet management technological tools that allow them to share or transfer information, monitor all transactions and analyze resource management including crew management. Specialized software is applied in accounting, payroll, document control and ultimately crew management (Hooper, 2004b).
Branch (2007) explains that ship manning today forms a very important part of the shipping industry in an increasingly competitive cost-conscious and complex environment. He emphasizes the trend of new technology being introduced to the industry whilst economic change to the operating environment is continuous, and concludes that the objective of ship management operations is to optimize the use of resources compatible with commercial requirements.
Use of technology improves the quality and efficiency of operation. It continues to give credibility to employing ship managers, with the ability to outsource many difficult and labor intensive elements of ship operation and management. Use of technology allows small and medium-sized owners to eliminate the need for a large in-house organization while keeping control (Horck, 2003).
Several researchers have addressed the effects of IT on HR and crew management, this is because IT, among others, has a direct link to companies’ competiveness and labor productivity. Monsalve and Triplett (1990 cited in Snell et al., 1995:160) suggest that the reason why opportunities provided by IT are rarely fully utilized in HR management is lack of a workable framework that conveys how IT can be leveraged to exploit its benefits with HR. This can be utilized in evaluating the reliability of a management system using these basic aspects to indicate the impact of IT on crew management:
IT improves operation – leads to automation of processes, as well as creating new information, IT allows for storing and retrieving of new information quickly and inexpensively.
IT enhances relational exchanges between individuals and sectors and therefore reduces cycle time, increasing quality of service and freeing crew managers’ time to be used for client-oriented actions and problem solving (Johansson, 2004).
IT provides connectivity, accuracy and speed, hence allowing identifying, acquiring and allocating of crew management, creating virtual teams and more flexible networks (Amanhyia, 2005).
From the above IT acts as a real measure of a reliable crew management practice. It not only transforms the whole organization but also an indicator of a good resource management system.
Research suggests that investments in IT significantly enhance crew management contribution to competitiveness of firms. Most companies interviewed used information technology for support in administrative decisions associated with payroll and record keeping.
Get research paper samples and course-specific study resources under   homework for you course hero writing service – Manage ment in relation to IT has been identified by Broderick and Boudreau singling three types of application related to different firm-level strategies:
Transaction processing/reporting/tracking systems – IT tools has led to huge crew management decisions. These tools have reduced paper handling and recording. This availability has consolidated information making it easily available and accurate (Oil Companies International Maritime Forum, 2004).
Decision support systems – these systems are designed to increase innovation in crew management. They allow for organisational learning cycle from discovery to operating routine (Oil Companies International Maritime Forum, 2004).
Experts systems – help in distribution of expertise to all levels of the organisation hence decreasing training costs and the need for experts by proving expertise to teams and reducing time wastages (Oil Companies International Maritime Forum, 2004).
2.3 CREW MANAGEMENT AS DONE IN OTHER SECTORS
By analyzing management in other sectors, the international best practices contribute fully to the achieving of a reliable crew management (Hand, 2005). Therefore this can serve as a measure of the reliability of the crew management being applied by a certain firm. Initially NASA came up with a Crew Resource Get research paper samples and course-specific study resources under   homework for you course hero writing service – Manage ment (was developed in the 1970’s) this was aimed at training the crew. It mainly aimed at cognitive and interpersonal skills at the expense of technical competences are the basic concerns of CRM. Majorly areas tackled initially were style of leadership, assertiveness and interpersonal communication. Through evolution the course expanded to team-oriented skills. Currently the new module address issues such as team building, briefing strategies, stress management, situation awareness and decision making.
CRMs were based on the fact that error is inevitable as far as human factor is present. This CRM have been viewed as a set of error countermeasures with defense lines drawn as: avoidance of error trapping incipient errors before they are committed, mitigating the consequences of those errors which occur and are not contained.
CRM was since adopted by many other industries – military aviation, shipboard crews, medical teams, offshore oil crews nuclear power plant crews, rail and other high-consequence, high risk, time-critical industries (Morgan et al. 2006 – Write a paper; Professional research paper writing service – Best essay writers)
Presently there have been no systematic analytical writings on crew management in the Shipping industry. Such literature as there is consists of handbooks written either as textbooks or as instructions by individual shipping companies and shipping organizations such as ISMA, ISF, and P&I Clubs.
It is pointed out that the difference between shipping and other operators and other transport industries (airlines, trucking companies, rail operators) lies in employment
Schemes – seafaring crews are assigned to their tasks for much longer periods of time. Hence the recruiting and planning of seafaring is different from these modes. Crew management in merchant vessels allows the existence of advanced maintenance policies and programmable technical support due to this practice. Ships’ institutional freedom of the seas creates another clear cut difference with the other modes. Sea masters have vast decision making liberties.
Airlines rely on crew management tools in efforts to improve labor productivity and achieve operating efficiency. Most of them make use of advanced software systems to automate the scheduling process, help them to deal with crew, logistical, and contractual requirements, as well as cope with the unpredictable, such as sick crews or delayed flights. Airlines therefore invest heavily on their crew management schemes for efficiency (Moreby, 1990).

‘Cost efficiency obviously plays a big role when you have a workforce of this size.
On the other hand, it’s crucial to create a working environment that staff is happy with. After all our staff is central to the service we provide.’ (Eckardt, 2008 – Affordable Custom Essay Writing Service | Write My Essay from Pro Writers)
Railway industry has implemented advanced tailor-made software to assist in crew management and improve cost effectiveness. For instance Resource Get research paper samples and course-specific study resources under   homework for you course hero writing service – Manage ment Solution- Rail (RMS-R) used in the 2000 Sydney Olympics to generate optimized crew shifts with operation management capability. The system reduced the preparation time for new crew plans from months to days, enabled late timetable changes to be handled quickly and effectively, and allowed management to plan ahead by examining ‘What-If’ scenarios.
The analysis of other crew management gives a glimpse of what is required and the major areas of evaluation to establish the reliability of a crew management system. Cargo vessels can borrow from the specific areas analyzed with discretion on effective crew management and organization. It is important that the different measures adopted in other modes be critically analyzed to positively impact on the crew management rather than lifting poorly tested methods that will not add value to the currently existing methods/practice.
2.4 PROCESS AND MEASURE OF INNOVATION
The project not only aims at achieving measures of evaluating the reliability of a crew management system but also aim at using the innovations in crew management. Most traditional crew management processes lack effect, lack integration, optimum control and performance. This majorly entails the smooth implementation of the various related functionalities and more importantly the advantages of new ideas (Johansson, 2004).
Innovation is the successful introduction of new things or method, the synthesis of knowledge in original relevant valued new products, processes or services. Innovation is basically the successful application of new ideas in the performance of an organization (Grey, 2004). A good crew management system should allow for the implementation of ‘the new’ improving the organizational performance. Goals must be clearly defined and actions leading to accomplishing the goals specified and well planned in achieving innovation in crew management. In evaluation of a reliable crew management aspect of innovation and change should be consider as an indicator (Joishi, 2005).
2.5 INNOVATION PROCESS
Entails the selection process for redesigning, structured consideration to enablers of innovation, creation of vision, good understanding of existing processes, and detailed designing of new processes and organized (Moritmer, 2004). Examining successful process innovations of well-known organizations led to the conclusion that a cycle of designing and implementing a change usually takes a couple of years (Oil Companies International Maritime Forum, 2004).
Innovation processes function to:
1. Provide a structured approach for systematically and continuously generating innovations.
2. Enable formal decision and go/no-go approval points to guide innovation decisions and prioritization.
3. Efficiently track the number of innovations in each stage of development to ensure that an organization is on target to meet stated financial and strategic goals.
In their White Paper ‘Innovation Process Get research paper samples and course-specific study resources under   homework for you course hero writing service – Manage ment’ (2007), Microsoft concludes that a key issue with innovative tools is that it appears to be an ad-hoc process. It is emphasized that successful companies use processes that provide a structure and methodology in order to guide invention to innovation. As a result, good processes ensure that a company is doing the right things in the right way with efficiency. They ensure that organizations are focusing on innovation, consciously managing resources, making timely decisions, and balancing current needs with future goals. Innovation process becomes an integral part of crew management as ideas will always come up and as crews increase in sizes.
2.6 INNOVATION MEASUREMENT
This project work focuses in measuring the benefits which can be obtained through the measurement of the reliability of a merchant crew management and working processes in third party crew management companies (Gonzalez, 2000). From the research, strong evidence is presented to improve productivity and better cost control, being the key factors of competitiveness that has produced to all crew administrative organizational sections in different levels both in-house and independent crew management (Amanhyia, 2005).
In a report of the Advisory Committee on Measuring Innovation in the 21st Century. Economy (2008 – Affordable Custom Essay Writing Service | Write My Essay from Pro Writers) we find the following definition of innovation: ‘The design, invention, development and/or implementation of new or altered products, services, processes, systems, organizational structures, or business models for the purpose of creating new value for customers and financial returns for the firm.’ Although there is no established way of measuring innovation, various sources, (e.g., Smith (2005), Rogers (1998)) emphasize the importance of measuring results of implemented changes.
In evaluation of reliability of crew management the need for distinction between output of innovation activity in and inputs to innovation activity. The new products and the methods successfully applied are an indicator that crew management systems add value to the firm. Opportunities in innovation can be used in exploring management by
Creating, expanding and assessing firm and industry level measures of innovation and develop best practices for innovation management and accounting (Devanadera & Espiritu, 2003). Participating in research activities and, as appropriate, make innovation information available to researchers.
2.7 CHANGE MANAGEMENT
Innovation is based on a lateral rather than a channeled thinking. Creative thinking is an integral part of crew management (Horck, 2004a). Devising of more effective means of securing those objectives that are fundamental to organizational success and survival are fundamental in crew management. The main areas of management can be tackled through innovation effectively exploring the following areas (Frank, 2005; Malone, 2000):
1. Establishing a sense of urgency
2. Forming a powerful guiding coalition
3. Creating a vision
4. Communicating the vision
5. Empowering others to act on the vision
6. Planning for and creating short-term wins
7. consolidating improvements and producing still more change
8. Institutionalizing new approaches
The project adopted approaches that led to the emphasis in innovation as a key building block in crew management. Specifically, the prior implementation of a new process or a new administrative policy into the live working environment.
2.8 CONCEPTS OF PRODUCTIVITY
In the measure of productivity levels of crew management operations, the appropriate input and output parameters have to be established (Harris, Moran & Moran, 2004). In measurement of productivity inputs or outputs are not always defined based on quantitative terms but frequently involve qualitative factors i.e. employees’ motivation and customers’ satisfaction. Productivity indicators are fully suitable to provide the basis for process efficiency and effectiveness both in management and evaluation. Measurement of crew management is in basic the ratio of volume measured of output to volume measure of input, whereas input is considered worked hours, number of people employed and workforce.
In aspect of input and output there has been changes in considerations. Whereas they were physical and value measures, presently, social and ecological factors are also taken into consideration; hence, in determining productivity there is need of minimizing negative social and ecological impacts (Hooper, 2004). Another trend emerging in the concept of productivity underlines that not only the end result but also the processes used in improving products and services count. Most of the processes improving quality of work are considered productive. Experiences of employees involved in the operations influence their attitude towards the organization and hence affect productivity (Kahveci, Lane & Sampson, 2002). Most productive processes should provide positive experience and enable employees to gain new competences, which will help them to fully participate in constant improvement and innovation his includes taking into consideration human factors (Horck, 2004b). The success of an organization depends strongly on human and social capital. Human capital consists of skills, competences, and attitudes of employees. These factors are fundamentally the driving force in crew management hence lead to a workable reliability measure (Lloyds List, 2005).
2.9 CHAPTER SUMMARY
The literature review showed the importance of process and measurement in effective crew management in the shipping companies. The review reported IT solution as a key tool in measuring and evaluating different crew management techniques, and hence an integral part of business operations and success. Shipping companies use technological tools in financial management and advanced fleet management through sharing or transfer of information as well as monitoring and analysis of all transactions and resources. As the trend of new technology is introduced to the industry, the objective of ship management operations is to optimize the use of resources compatible with commercial requirements. The use of technology by shipping companies improves the quality and efficiency of operation. IT also allows small and medium-sized ship owners to eliminate and control the need for large in-house organization. Technology can improve HR and crew management but such opportunities are rarely fully utilized due to lack of a workable framework that conveys how IT can be leveraged to exploit its benefits with HR. IT improves operation through automation of processes, which allows for quick and cost-effective creation, storage and retrieval of new information. Furthermore, IT enhances relational exchanges between individuals and sectors, thereby reducing increasing quality of service. Here, IT provides connectivity, accuracy and speed, which are key factors in identifying, acquiring and allocating of crew management, creating virtual teams, and more flexible networks. Therefore, investments in IT significantly enhance crew management thus contribution to competitiveness of firms through three types of application: transaction processing/reporting/tracking systems, decision support systems, and experts systems
The review further showed that crew management in other sectors is different from shipping sector. NASA developed a Crew Resource Get research paper samples and course-specific study resources under   homework for you course hero writing service – Manage ment to develop cognitive and interpersonal skills at the expense of technical competence, as in the shipping sector. Currently, the program focus on team building, briefing strategies, stress management, situation awareness and decision making. CRM was since adopted by many other industries military aviation, shipboard crews, medical teams, offshore oil crews nuclear power plant crews, rail and other high-consequence, high risk, time-critical industries. Employment practices in shipping sector is also different from other sectors. The recruiting and planning of seafaring is different from other sectors. In merchant vessels, crew management allows advanced maintenance policies and programmable technical support. Airlines rely on crew management tools in efforts to improve labor productivity and achieve operating efficiency. Railway industry has implemented advanced tailor-made software to assist in crew management and improve cost effectiveness. Therefore, the cargo vessels can borrow from the specific areas analyzed with discretion on effective crew management and organization. However, it is important to critically analyse the different measures in other sectors of transport to positively impact on the crew management.
However, traditional crew management processes lack effect, integration, optimum control and performance. Thus, a good crew management system should allow for the implementation of ‘the new’ that improves the organizational performance. The innovation should bring in successful introduction and synthesis of new things, methods, knowledge, products, processes or services. The innovation process in this entails the selection process for redesigning, structured consideration to enablers of innovation, creation of vision, good understanding of existing processes, and detailed designing of new processes. In innovation, creative thinking is an integral part of crew management, which explores a sense of urgency, powerful guiding coalition, creating and communicating a vision, empowering others to act on the vision, planning for and creating short-term wins, consolidating improvements and producing more change, and institutionalizing new approaches. Thus, in the measure of productivity levels of crew management operations, the appropriate input and output parameters have to be established. In aspect of input and output, it is no longer physical and value measures only but also process, social and ecological factors should be taken into consideration.

CHAPTER 3 – RESEARCH METHODOLOGY
3.1 CHAPTER INTRODUCTION
This chapter describes the research design and methodology that the researcher used in carrying out the study. It describes the steps followed and data obtained from various sources targeted. The chapter also discusses about the research approach, target population, data analysis and result presentation.
3.2 RESEARCH DESIGN
The study adopted a number of strategies to elicit data in regard to management and evaluation of crew member in a ship and the causes and consequences poor management among crew members as well as the strategies for sustainable management. Interview was carried out with officials of institutions such as interior and coordination, Heads of the crew, various crew members and the people who travelled through ships. This was purposely to help understand their take on the level of management in crew and the shipping operation. The research largely generated and utilized both quantitative and qualitative data.
3.3 RESEARCH APPROACH: CASE STUDY
The aim of this was to introduce and evaluate changes in administrative processes and work organization. Having evaluated the research aim and objectives, this study suited to be conducted as a Case Study. Based on the fact that the researcher intended to employ multiple strategies, the suitable approach was a Case Study In view of case study researchers (Yin 1994; Merriam 1994; Stake 1995, 1998; Miles & Huberman 1994; Gillham 2001), case study should have a “case” which is the object of study. The “case” should be a complex functioning unit, be investigated in its natural context with a multitude of methods, and be contemporary. Robert Yin (1994), place more emphasis on the method and the techniques that constitute a case study. One major feature of case study methodology, which was adopted in this research, was the combination of different methods with the purpose of illuminating a case from different angles: to triangulate by combining methodologies (Collingwood, 1943/1994; Denzin, 1978; Yin, 1984/1994).
Qualitative and interpretive research have in common a holistic approach to the research subject, but with differing time perspectives (Gillham, 2001; Groat & Wang, 2002). Correlational research, on the other hand, shares with qualitative research a focus on naturally occurring circumstances, but is dependent on quantitative data (Miles & Huberman, 1994; Peirce, 1992; Patton, 1990; Stake, 1995; Stake, 1998). Thus, this study adopted the quantitative data, which was a correlational research that shares with qualitative research a focus on naturally occurring circumstances, but is dependent on quantitative data.
Case studies combine the other research strategies (Platt, 1992; Ragin & Becker, 1992). In that respect the case study in this research was a meta-method. The case study in this research was based on both personal experience in the shipping industry thus the study aimed to build a professional repertoire. The researcher’s work was based on comparisons between known cases from the repertoire and the actual situation (Schön 1991).
This research, based on Case Study requirements, focused on reducing the units of analysis (cases) and the number of variables (qualities). The strategy implied the use of different methodologies including content analysis, descriptive and evaluative thus encompassing many variables and qualities (Schön, 1991). There were many units of analysis but with a few variables (Johansson 2002). The relation between case study and history in the shipping industry requires special attention. A prerequisite for this entailed development of case study methodology on contemporary events characteristic being studied.
One characteristic of Case Study in this research was the triangulation. Triangulation provides an important way of ensuring the validity of case study research. Normally, data collection methods are triangulated (many methods are combined), but in addition to this, data sources, theory, or investigators might also be triangulated (Denzin 1978). But to avoid confusion arising from combination of many methods, this study employed strictly quantitative strategy and methods including the use of questionnaire, descriptive analysis and finally the Event Tree Analysis techniques.
The alternative to an intrinsic case study is a purposefully or analytically selected case. A case may be purposefully selected in virtue of being, for instance, information-rich, critical, revelatory, unique, or extreme (as opposed to cases selected within a representational sample strategy used in correlational research) (Stake 1995, Patton 1990; Winch, 1958/1994; Von & Georg, 1971). If a case is purposefully selected, then there is an interest in generalising the findings. In this view, this study employed a purposefully generalised approach to represent other similar organizations in the shipping industry. Generalisations from cases are not statistical, they are analytical. They are based on reasoning. There are three principles of reasoning: deductive, inductive and abductive. Generalisations can be made from a case using one or a combination of these principles.
In the deductive generalisation principle, a hypothesis is formulated, and testable consequences are derived by deduction. By comparing the expected findings, which are deduced from a theory and a case, with the empirical findings, it is possible to verify or falsify the theory. Induction theory-generation or conceptualisation is based on data from within a case. The result is a theory normally consisting of a set of related concepts. According to Grounded Theory, this is the way in which generalisations are made (Glaser & Strauss 1967). The third type of generalisation depends on the principle of abduction. The principle of deduction a conclusion is necessarily true from a case and a rule. If the premises are true, the conclusion is also true. Deduction proves that something must be true. By induction we can conclude from facts in a case a rule that actually is operative, and probably is operative, in similar cases. Abduction is the process of facing an unexpected fact, applying some rule (known already or created for the occasion), and, as a result, positing a case that may exist (Van Maanen, 1988; Whyte, 1943/1993).
In this study, therefore, the findings that constituted the final conclusions were developed step-wise through inductive to abductive methodologies.
3.4 UNITS OF ANALYSIS AND OBSERVATION
The units of analysis for this study were the causes and impacts of poor management of crew by those in control of the ship. The whole crew was analysis on their take concerning management issue and whether they accepted the evaluation of crew member in board. The unit of observation is the element or aggregation of elements from which information is collected (Singleton et al., 1988). The unit of this study was based on members of a ship crew the whole team and their captains, stewards among other crew members.
3.5 DATA NEEDS, TYPES AND SOURCES
The study was explanatory, and adopted a number of strategies to elicit data in both primary and secondary data. Primary data was conducted in the field through interviews to various stakeholders and observation of the situation on the ground. Secondary data was obtained from existing libraries, journals, Press statements, County news magazines and other sources including the internet. This information was then analyzed so that relevant information on the causes, effects and remedies to inter-clan conflict could be extracted for the use of the study. The questionnaires were administered to locals from both clans, members of peace building committees by the researcher who recorded their responses immediately they were made. The informal in-depth interviews were administered to four key informants from various crew members and their captain.
3.6 SAMPLING PROCEDURE AND DATA COLLECTION
According to Mugenda and Mugenda (2003), sampling means selecting a given number of objects from a defined population as a representative of that population. The research study used both purposive and random sampling. In purposive sampling, the study focused on specific person(s) or officers who were seen resourceful to the study and also targeted specific institutions. Random sampling targeted crew members, the captain victims of any possible ship management failures so that each one of them had a chance of being interviewed. The study used scheduled interviews using both closed and open ended questionnaires. Open ended questionnaires allowed the interviewees to express themselves fully and with ease in order to generate qualitative data.
3.7 DATA ANALYSIS
According to Kothari (2004), data analysis means categorizing, ordering, manipulating and summarizing data to obtain answers to research question. The purpose of analysis was to obtain meaning from collected data. The primary data collected from both closed and open ended questions were coded, cleaned and then analyzed using computer software known as statistical packages for social science solution (SPSS). Qualitative data from the in-depth key informant interviews underwent editing to detect and correct errors and omissions before it was subjected to content analysis. The researcher then drew inferences and interpretations from both results to form basis of the study findings.
3.7.1 Event tree analysis
The basis of this study’s findings further relied on event tree analysis (Rausand, 2005). An event tree analysis (ETA) refers to an inductive procedure that shows all possible outcomes resulting from an accidental (initiating) event, which takes into account whether installed safety barriers and additional events and factors are functioning or not (Rausand, 2005). By studying all relevant accidental events (that have been identified by a preliminary hazard analysis in this study, the ETA can be used to identify all potential accident scenarios and sequences in a complex system.
Design and procedural weaknesses can be identified, and probabilities of the various outcomes from an accidental event can be determined (Rausand, 2005).
In view of Rausand (2005), the construction of ETA entailed the following steps:
1. Identify (and define) a relevant accidental (initial) event that may give rise to unwanted consequences
2. Identify the barriers that are designed to deal with the accidental event
3. Construct the event tree
4. Write a page paper – Describe the (potential) resulting accident sequences
5. Determine the frequency of the accidental event and the (conditional) probabilities of the branches in the event tree
6. Calculate the probabilities/frequencies for the identified consequences (outcomes)
7. Compile and present the results from the analysis
When defining an accident event, the research had to answer the following questions:
a) What type of event is it? (e.g., leak, fire)
b) Where does the event take place? (e.g., in the control room)
c) When does the event occur? (e.g., during normal operation, during maintenance)
In practical applications there are sometimes discussions about what should be considered an accidental event (what should we start with: a gas leak, the resulting fire or an explosion?) (Rausand, 2005).
In this study, the researchers started with the first significant deviation that may lead to unwanted consequence. By starting further analysis based on first significant deviation that may lead to unwanted consequence, the researchers considered the following: An accidental event may be caused by system or equipment failure, human error, and process upset.
In the context of ETA, the accidental event was anticipated. The system designers have put in barriers that are designed to respond to the event by terminating the accident sequence or by mitigating the consequences of the accident.
For every accident, this study identified the following:
• The potential accident progression(s)
• System dependencies
• Conditional system responses.
The barriers that are relevant for a specific accidental event, identified in this study, was listed in the sequence they should be activated. For instance, the following were considered:
• Automatic detection systems
• Automatic safety systems
• Alarms warning personnel/operators
• Procedures and operator actions
• Mitigating barriers
Additional events and/or factors were listed together with the barriers, as far as possible in the sequence when they may take place.
Each barrier was to be described by a (negative) statement, e.g. “Barrier X does not function” (This means that barrier X is not able to perform its required function(s) when the specified accidental event occurs in the specified context).
Additional events and factors should also be described by (worst case) statements, e.g., as is ignited, wind blows toward dwelling area.
In the analysis outcome, only two alternatives (“true” and “false”) were considered. It was, however, possible to have three or more alternatives.
In the end outcomes, ultimate consideration was given to practice. In view of practice, many event trees were ended before the “final” could be reached. Including these “final” consequences might give very large event trees that were impractical for visualization. Hence, this was solved by establishing a consequence distribution for every end event and the probability of each consequence was determined for each end event. In effect, this was an extension of the event tree, but it gave a more elegant and simpler presentation, and also eases the summary of end results.
In view of Rausand (2005), the results from the event tree analysis in this study were used to achieve the following:
• Judge the acceptability of the event system
• Identify improvement opportunities
• Make recommendations for improvements
• Justify allocation of resources for improvement.
3.8 RESEARCH ETHICS
In conducting the research, the researcher adhered to ethics such as confidentiality and privacy, informed and voluntary consent and took caution not to cause any physical or psychological harm. Age factor and holistic respondents were considered to ensure that malice, prejudice and discriminatory statements are avoided. The other important ethical issue concerns the importance of being as objective as possible and the cultural codes of hospitality were also important to keep in mind. Nonetheless, aspects of cultural understanding were not a problem due to the knowledge and sharing the same origin. It was also important to be aware of possible disappointment in conducting interview, due to numerous reasons such as the answers not being useful or the interviewed could not feel comfortable to speak freely.
The aim of the research was to produce optimal benefit, significant improvement in the crew management efficiency without effect on the staff terms of employment. The necessity of the research had to guarantee confidentiality and anonymity to the members participating both at filling the questionnaires and the participation in the focus groups. Confidentiality improved the research responses and even gave way for informal discussion with senior management in the firms.
This required the application of normal social science ethical standards. The standards were well adopted. The majority of the concerned lied in the part of transfer of individuals to areas of their skill specialization in accordance to the test done so as to create an ideal environment. This was in line with diversification of the crew, in respect to the human resource core values.
The choice of methodology (action participatory research) was also dependent on the organizational philosophy had to be adhered to and implemented through a learning by-doing method. The participants were active and most of their opinions were valued eliminating the rank of the employee.
3.9 QUESTIONNAIRE SURVEY
This involves gathering data related to the administrative productivity of crew management and to the current state of the systems used; the results are presented later for analysis. The questionnaire was based on the proportional distribution of respondents hence led to results. The questionnaires were designed to collect data in regards to the efficiency and effectiveness while improving cost and saving on time. The survey also equipped information on how effectively the operation of a crew in an organization can be achieved.
3.10 LIMITATIONS
It was difficult to develop questions that could possibly explore the whole field and exhaustibly ensure security of its revers. The issue of respondents being faced with questions that had to be rated with scores or ask for indications of preference from a list of statements. It was difficult for the researcher to be presented in all relevant sections of crew management it was impossible to know whether or not all respondents understood the questions properly. The question was dependent on the understanding and interpretation of certain individuals.
3.11 QUANTITATIVE DESCRIPTION OF THE RESULTS
Collected data were organized and presented both individually and collectively in order to arrive at conclusive results. The statistics were a means of establishing order and meaning in the questionnaire responses, which in their raw state have no apparent order or meaning.
Most of the data obtained was used to get the organizational order that was instrumental in negotiating changes in the organization and the community.
3.12 MAIN RESEARCH QUESTIONS
What are the main aspects of crew management in administrations?
Analysis of the industry crew management environment included the identification of the roles and functions of crew management. This was based on identifying the roles of every crew members; officers, engineers, managers, ratings etc. The specific problem noted the need for better communication between all the levels of crew. The management should apply relevant policies that are geared at improving the productivity of the vessel crews.
How can policies and related business processes positively impact crew management administration?
Research explores the administrative tools applied on crew management and their impact on the practices put in place. Different systems are compared to illustrate and justify the advantages and benefits gained from their practices.
How can the current organizational structure be streamlined to increase labour productivity and operational efficiency?
Implementing innovations can lead to reorganizing the structure of a company and reengineering the functions as examined. This tasks involved aligning business goals and the processes henceforth introduced.
How can innovation be better introduced to positively impact on staff members of a shipping organization?
This involves establishing the implementation of a new systems in working culture, in shipping environments. The analysis included the change and the post-change activities, mainly management of employees’ adoption of the new system. Furthermore, there is need for monitoring and control of the implementation process and its performance proposition. After the preliminary processing and analysis of the data content Event Tree Analysis was used to finish up the analysis process, as detailed in the previous chapter.
3.13 QUESTIONNAIRES
In line with the legal considerations the questionnaire design process took care of the following:
Assuring the management of the different participating companies that the data obtained was to be used solely for the research.
Anonymity was maintained in answering the questionnaires and procedures for collecting results and data.
The standardization of the questions to avoid offensive questions in anyway. Participation in the process was voluntary with no disadvantaging of the respondents.
Focus Group Discussion:
Legal issues consider in the meeting and the informal meetings between the researcher and the staff included:
Assurance of the legality of the introduced HR method and financial procedures were all in line with Generally Accepted Accounting Principles (GAAP)
Group discussions were not recorded in anyway. Hence enabling freedom of expression of the participants.
Questions and comments were moderated to avoid them being offensive or inappropriate.
The changes were well conveyed to the employees to allow full participation. This was at aimed at measuring and the reliability of crew management in different section.
3.14 CHAPTER SUMMARY
Having evaluated the research aim and objectives, this study suited to be conducted as a Case Study, which combines multiple research strategies. The methodology adopted in this research was mixed within the concept of Case Study. The study was explanatory, and adopted a number of strategies to elicit data in both primary and secondary data. Primary data was conducted in the field through interviews to various stakeholders and observation of the situation on the ground. Secondary data was obtained from existing libraries, journals, Press statements, County news magazines and other sources including the internet. The study adopted a number of strategies in the analysis process. The units of analysis for this study were the causes and impacts of poor management of crew by those in control of the ship. The research study used both purposive and random sampling. In purposive sampling, the study focused on specific person(s) or officers who were seen resourceful to the study and also targeted specific institutions. Random sampling targeted crew members, the captain victims of any possible ship management failures so that each one of them had a chance of being interviewed. Qualitative data from the in-depth key informant interviews underwent editing to detect and correct errors and omissions before it was subjected to content analysis. The primary data collected from both closed and open ended questions were coded, cleaned and then analyzed using computer software known as statistical packages for social science solution (SPSS). These were then subjected to Event Tree Analysis (ETA) The ETA refers to an inductive procedure that shows all possible outcomes resulting from an accidental (initiating) event, which took into account whether installed safety barriers and additional events and factors are functioning or not. In conducting the research, the researcher adhered to ethics such as confidentiality and privacy, informed and voluntary consent and took caution not to cause any physical or psychological harm.
The case study in this research was based on both personal experience in the shipping industry thus the study aimed to build a professional repertoire. Triangulation provided an important way of ensuring the validity of case study research. In this study, the findings that constituted the final conclusions were developed step-wise through inductive to abductive methodologies. The questionnaire survey in the case study involved gathering data related to the administrative productivity of crew management and to the current state of the systems used; the results are presented later for analysis. However, the methodology in this research had limitations as it was difficult to develop questions that could possibly explore the whole field and exhaustibly ensure security of its revers. Also, the issue of respondents being faced with questions that had to be rated with scores or ask for indications of preference from a list of statements portrayed some limitation. Furthermore, it was difficult for the researcher to be presented in all relevant sections of crew management because it was impossible to know whether or not all respondents understood the questions properly. The last limitation for the adopted methodology in data collection was that the question was dependent on the understanding and interpretation of certain individuals.
CHAPTER 4 – ANALYSIS OF EFFECTIVE CREW MANAGEMENT OPERATION
4.1 CHAPTER INTRODUCTION
The chapter gives a background on the essentiality of crew management operations and practices. The chapter further describes the main players in the commercial shipping human resource industry locally, nationally and internationally. Their role will be deeply explored and their main activities as part of the crew. This chapter looks at the crewing administration presently, and functions played by the crew in ship management
4.2 EFFECTIVENESS OF CREW MANAGEMENT
Various people play roles in the crew management industry. Examples of such people include seafarers, ship owners, third party ship managers, manning managers, third party crew managers, training institutions, and relevant regulatory framework and bodies. In a case where all these parties perform their roles accordingly, crew management operations are smooth. It is important to consider the roles of each of the parties before analyzing the effectiveness of crew management.
4.3 SEAFARERS
The smallest unit in the crew management industry. The common practice in crew management has been:
Notwithstanding its title, crew management does not involve itself in managing crews considered as collective entities. Crews of merchant ships are not, as they are in warships, conceived by their managers/employers as teams to be considered and organized so as to maximize collective performance (Lane, 1990).
Seafarers are the people who work on board a ship irrespective of the ranks and role in division of labor. Cargo ship crew has three sections:
• Deck
• Engineering
• Catering
Crew size vary according to the size, type and age of the ship. The crew is usually organized by crew managers on the basis of one’s own skills. The deck crew is usually the largest consisting of ships captains, navigation officers (chief officer/Mate,
2nd officer/mate, 3rd officer/mate), and six seamen. The engineering crew consists of four officers (chief, second, third, and electrician) and two ratings. Catering has a cook, assistant cook/boy and a steward. The crew size can always change in deep sea ships that have additional deck and engineer cadets.
The performance of seafarers is usually monitored so as to maintain the professional standards. Appraisal reports of individual seafarers is regularly done, evaluated and stored. Recruitment is usually done in discretion to the owners own preferences so as to achieve cost effectiveness. Senior officer could be recruited from high wage countries whilst the juniors and the rating are recruited from low wage countries.
Companies have invested heavily on the crew management departments. The investments include training programs and facilities.
The number of the cargo vessels seafarers is on the upward trend, leading increase in the labor force. International regulations on training have worked against the large number of seafarers being recruited by reducing the number of officers.
4.4 THE SHIP-OWNER
Is a person or company that holds the legal ownership of the vessel. Can also be the person who equip or provide a ship for cargo deliver while charging a given freight rate. Theirs is a major capital investment, expecting optimal results; maximum revenue at minimal costs.
Ship ownership is well distributed across the continents. Ship ownership both beneficial and dwt of ships is owned by nationals of 25 countries, of which 13 are European. European nationals own 44% of world shipping by number and 45% by deadweight (dwt).
Table 4.1: Annual growth of the world fleet, 2000–2013 (Percentage dwt)

Figure 4.1: Percentage share of dwt

Source: Compiled by the UNCTAD secretariat, on the basis of data supplied by Clarkson Research Services and previous issues of the Review of Maritime Transport.
Note: All propelled seagoing merchant vessels of 100 GT and above, excluding inland waterway vessels, fishing vessels, military vessels, yachts, and offshore fixed and mobile platforms and barges (with the exception of FPSOs and drillships).

Figure 4.2: Top 20 ship owning nations, beneficial ownership (1,000 dwt, by country/economy)

Source: UNCTAD secretariat, based on data provided by Clarkson Research Services. Note: Propelled seagoing merchant vessels of 1,000 GT and above.
The ship owner operate under contracts, these contractual agreements are:
The Voyage charter: the ship owner contracts to transport a specific cargo in a specific ship from port A to port B for a fixed price per ton.
The Contract of affreightment: the ship owner contracts to transport a series of cargo parcels (voyages) at a fixed price per ton for a period of time.
The Time Charter: the ship owner contracts to hire the ship to the charterer for a period of time. The ship owner continues to pay the operating costs (e.g., the crew, maintenance, and equipment) and has the technical operation and navigation responsibility. He places the ship at the disposal of the charterer, for which the charterer pays a fee. The charterer manages the commercial operations and pays all voyage related expenses.
The Bare Boat Charter: the ship owner, who in this case is often an investor or a financial institution, purchases the vessel and hires it out to the charterer for a period of time, usually ten to twenty years. The ship owner acts purely as an investor, without having crewing or any other operational responsibility.
Ship-owner in any agreement are responsible for provision and constant maintenance of seaworthy. Ships management is done by the crew which can be most in-house the organization.
4.5 THE 3RD PARTY SHIP MANAGER
This is a business entity given the responsibility by the ship owner to operate the vessel on an agreed fee. The relationship between the ship on owner and the managers play a bigger role in the profit making of the company. This is a new area particularly
It started during the economic recession in the eighties, when many shipping companies became bankrupt and, as a result, mortgagor financial institutions unavoidably had to turn into the option to outsource the management of vessels to 3rd party ship managers. It then continued in the nineties with the increased industry regulatory pressure, while new investors entered the market with little knowledge of shipping and the shipping sectors continued to experience volatile cyclical freight and charter markets (Pestana, 2007).
The ship manager have been playing a key role in the shipping industry with development of Key Performance Indicators (KPI) in certain areas as:
• Safety and risk
• Cost control
• Crew retention rate
• Forecasting and planning
• Work quality
• The number and nature of customers’ complains
• Providing management actions at the right time
4.6 THE 3RD PARTY CREW MANAGER
Shipping companies have adopted different methods due to economies of scale. As they try to cut on costs and be competitive. This include the use of third party crew management companies called the 3rd party managers.

The crew managers shall ensure that the crews employed are fit for the job they are assigned and always hold a medical certificate from a qualified medical doctor.
4.7 THE MANNING AGENT
They are the intermediary between the employer and the seafarer. They main role is to provide suitable candidates for the crew manager to employ The large ship management companies that are specialized in offering crew management services have today established their own exclusive manning agency offices in the main seafaring supplying countries, such as the Philippines, Russia, and Ukraine. Nearly all of the approximately 11,500 crew members employed by Marlow on board at any given time are recruited via its network of fully controlled offices (see Figure 4.1).

Figure 4.3: Principal nationalities: officers

Source: Delloite (2016: 2024 – Do my homework – Help write my assignment online).
Figure 4.4: Principal nationalities: rating

Source: Delloite (2016: 2024 – Do my homework – Help write my assignment online).
4.8 TRAINING INSTITUTIONS
Training institutions are found in most of the labor providing countries. Training institutions mainly include those that train the basic safety, giving the practical touch while there those institutions that can give theoretical and background to navigation.
As earlier mentioned, in an effort to overcome the shortage of qualified and highly trained personnel, ship management companies have, during recent years, invested in their own training facilities and are now successfully running quite sophisticated in-house training centers in the main labor supplying countries.
4.9 RELEVANT REGULATORY FRAMEWORK AND BODIES
Crew management like the other areas of shipping require laws and regulations to maintain safety of the human resource. We will explore the main areas of maritime regulatory framework
The International Maritime Organization (IMO) is a United Nations’ Organization, dealing with safety and pollution prevention at sea. It was the first ever international organization concerned solely with maritime matters. Some of its most widely known (see Appendix 1) and recognized conventions are SOLAS (Convention for the Safety of Life at Sea), MARPOL (Convention for the Prevention of Pollution from Ships), COLREG (Convention on the International Regulations for Preventing Collisions at Sea), STCW (International Convention on Standards of Training, Certification and Watch keeping for Seafarers) and lately, the ISM Code ( Get research paper samples and course-specific study resources under   homework for you course hero writing service – Manage ment Code for the Safe Operation of Ships and Pollution Prevention), which came into force on December 1st, 1999

Figure 4.2: The Maritime Regulatory Structure

Source: Martin Stopford 2007
The International Labor Organization (ILO), another United Nations organization, is concerned with the welfare of the seafarers. It deals with working and living conditions at sea, such as working and resting hours, minimum wages, pensions, vacation, and sick payment. It also sets minimum requirements for seafarers, like minimum age and necessary training and qualifications, and it gives rules concerning accommodation, food, and catering on board. Additionally, it regulates medical care on board and ashore, as well as health and safety protection and accident prevention.
The Flag State is the country in which the ship is registered and whose flag it flies. It is the primary legal authority and regulates all commercial and operational aspects of a vessel. For the registration and flying of the flag, the flag state collects a registration fee from the ship operators and an annual tax that depends on the vessel size (tonnage tax). In general, the shipping industry recognizes national flags and open registers (flags of convenience). The term ‘flag of convenience’ is widely used in the industry to characterize administrations whose main interest is mainly on registration fee rather than on the operating quality and safety standard of the vessel. The flag state issues maritime regulations concerning safety and environmental protection and others, mainly ratifying IMO resolutions that the vessel under its flag has to follow. Monitoring is delegated to the classification society of the ship operator’s choice. Regarding seafarers, regulations concerning safety installations on board the ship and regulations concerning the safe manning and the seaman’s documentation are of most importance.
4.10 CASE EXAMPLES OF SHIP ACCIDENTS
There have been cases of ship accidents that have been accounted as a result of poor crew management. This have resulted to serious consequences hence in this chapter will review three different cases of ship accident that occurred as a result of poor management and evaluation of crew members. The cases will be discussed in depth through analyzing their caused and what contributed majorly to the cause of accident. The cases will be investigated to identify the casualties and the consequences that were inquire. Also, the case will look at how the crew managed to react to mitigate the issue and the step that have so far been taken to assist in resolving any future possibility of shipping accident.
4.10.1 Case Example 1: Celebrity Century Cruise Ship
The Celebrity Century Cruise ship is one of the case examples of ships that have experience poor management accident in 2013. The ship that was anchored at Kailua Kona in Hawaii experienced system damage on the ship and its equipment. Through a report that was conducted by the EMSA indicated that the ship was not under proper maintenance when the default occurred. The ship experienced damage on the wire rope that fall apart causing the boat to swivel on its aft hook and the fall in the water with its bow first from a height of 15m. The ship then remain in the state afloat upright causing damage and injury to the people on board.
4.10.1.1 Cause of the Accident
Through a report that was conducted by the EMSA indicated different defaults in the operation of the boat. The crew members did not check their docking propelling hence causing the boat to capsize after they anchored. Although few member where in the doc they did not encounter any sever injuries, but the ship was damaged and a lot of cost was require to reinstate it again. The report that was collected concerning the issue was address on poor crew knowledge on how to anchor the ship and the process of docking. Also through the investigation recorded that the system experience a failure on the operation due to poor maintenance of the ship wire rope as part of the lab report indicated that the wire had corroded and was set to trip any time. Again the crew failed to keep check of the load limit of the ship which also contributed to the collapse of the ship. The lack of integration in the whole operation system of the boat can be attributed as the cause of lack of ship safety for the ship.
4.10.2 Case Example 2: Sichem Lily Cargo Ship
The sichem Lily cargo ship experience a default in the lifting sling that lead to damage to the rescue boat on board and other equipment in the ship that were damaged. This was as a result of the cargo ship over loading beyond its recommended weight load. Most cargo ships experience this kind of risk that has often resulted to severe damages to the ship and some even causing casualties. In the case of Sichem Lily, the incident occurred in 2013 in the port of Huelva Spain. The accident however did not record any form of injury or pollution to the water body but only some damaged that was encountered by the ship.
Cargo ships have been reported to experience huge risk when it comes to the amount of loads that they are destined to carry. Some carry overweight which eventually lead them to sink on their way and others capsize. Due to the overweight the risk of pollution on water are high when the cargos are capsized in the waters. This jeopardizes the risk of the aquatic system and the people on board.
4.10.2.1 The Cause of the Accident
The accident encounter by Sichem Lily Cargo ship was as a result of the lifting sling that is found on the ship. The report indicated that the sling had failure to operate causing the load to slide back into the ship and cause havoc to the ship and the rescue boat that was on board. This was accounted as lack of maintenance of the ship as the stitching material were found to be old and worn out hence affecting the operation of the ship. The exposure to UV weakened the slings and the stitches and hence resulted to the damage that was experienced by the ship. Also the harsh elements of the sea cause the wear and tire of the equipment affecting their ability to operate for a long duration without being exchange.
Due to lack of proper management of the crew the ship succumbed to the accident as there was no continuous maintenance and safety check for the boat. This caused the ship to be at risk of encountering damage at any given time. Poor management of the crew can hence be linked to the accident that the ship encountered. The crew members are therefore recommended to maintain a regular check up on the ship and conducted scheduled maintenance for all the operating parts of the ship.
4.10.3 Case Example 3: DART
The background of this accident shows that on 31 July 2013 at 0440, DART departed Dusavik, Norway, after having been loaded with drilling mud. The ship was proceeding northwards in sheltered waters along the Norwegian coast towards Floroe, Norway, where it was to be further loaded. On its way towards Floroe, the ship called at Kopervik for maintenance of the electronic chart and display information system (ECDIS). DART resumed its voyage towards Floroeat 1625. When the ship’s ECDIS had been serviced, it was observed that the sound alarm inherent in the system did not work. Except for the lacking sound alarm, the voyage proceeded as planned until at 0517 on 1 August 2013, when the ship went aground a rock in the Aafjorden. Ten minutes before the grounding, the ship deviated from the planned route because the mate had fallen asleep immediately before a waypoint (Danish Maritime Investigation Board, 2014: 2024 – Essay Writing Service | Write My Essay For Me Without Delay).
4.10.3.1 The Cause of the Accident
The technical operation of the ship was performed by the Danish operator Maritime Get research paper samples and course-specific study resources under   homework for you course hero writing service – Manage ment ApS. The ship was specialised in the carriage of drilling mud from oil extraction and was typically engaged in voyages between fixed ports along the Norwegian coast and had, in addition, individual voyages to the Netherlands (Danish Maritime Investigation Board, 2014: 2024 – Essay Writing Service | Write My Essay For Me Without Delay).
After approximately ten minutes sailing, the mate observed that the ECDIS sound alarm had been turned off. Normally, it would sound when the ship was approaching a waypoint if the ship deviated from its planned route. The sound alarm had functioned before the ECDIS was serviced earlier that day. Since the crew could not configurate the sound alarm by themselves for safety reasons, the mate called the master and informed him about the problem. The master contacted the company that had serviced the ECDIS earlier that day and was informed that the company did not have a possibility of sending a repairman to the ship once again that day. Both the mate and the master perceived the communication received from the repair company as uncooperative (Danish Maritime Investigation Board, 2014: 2024 – Essay Writing Service | Write My Essay For Me Without Delay).
The master decided to continue the voyage and instead contact the ECDIS supplier for assistance the next morning. It was not possible to get in contact with the supplier the same day since it was outside normal office hours. At 1800, the master took over the bridge watch off the rock Bloksen. The voyage went as planned, and there was a light to moderate breeze and good visibility. At 0000, the mate took over the watch again. Then, the ship was in a position off the Bratholm Light (Danish Maritime Investigation Board, 2014: 2024 – Essay Writing Service | Write My Essay For Me Without Delay).
There was a drizzle, but visibility continued to be good. It started getting light at approximately 0300. The voyage continued as planned until 0507, whereafter the mate could not remember anything until the ship went aground at 0517. The picture from the ship’s ECDIS shows that the mate had not altered the course at the waypoint passed at 0509. Instead it proceeded on the original course until the ship went aground on the Groeneskjeret at 0517. The mate immediately woke up at the sound of the ship’s contact with the rock and set the pitch of the screw at zero. The AB who was keeping the watch on board the ship and the master were both present on the bridge one minute after the grounding (Danish Maritime Investigation Board, 2014: 2024 – Essay Writing Service | Write My Essay For Me Without Delay).
The Classification Societies play an important role when it comes to the safety of vessels. They set technical standards for building and maintaining ships. In order to register and insure any vessel, it has to be classed. The various tasks of the classification societies comprise inspection of technical plans during the design phase of a new ship, surveys during the construction, and issuing of a certificate upon completion. Furthermore, periodic surveys are carried out at regular intervals to ensure the continued safety of all vessels in trade. Some of the big classification societies founded the IACS (the International Association of Classification Societies), an organization that aims at unifying technical standards and interpretation of international regulations. The IACS closely collaborates with the various classification societies, ship owners, and the ship building industry, as well as with government organizations. It is the only nongovernmental organization that is accepted as an observer at the IMO, which even granted them consultative status thanks to the extraordinarily high technical expertise of its members.
4.11 BENEFITS OF CREW MANAGEMENT
A crew is an important part of a vessel. It is crucial for ship owners to ensure that the crews in their ships are highly qualified, experienced, and reliable. An efficient crew provides technical management to ships to keep their operations efficient. Crew management has several benefits that will be discussed under this sub topic.
4.11.1 Crew Get research paper samples and course-specific study resources under   homework for you course hero writing service – Manage ments ensure time management
In the maritime sector, time management is important. Most ships are involved in the transportation of goods. In a case where the crew that works in a given vessel is properly trained and experienced, chances of lateness in the delivery of these goods will be minimized.
4.11.2 Good crews ensure safe deliverance of goods
Most of the crew management firms have individuals who are highly trained and have the experience that is required in managing the fleets of ships. In situations where a good crew is employed to manage a given ship, the chances of accidents are minimized. A good crew workforce often consists of coordinators, captain, chief officer, chef, steward, seamen, and chief engineer among others. In a situation where the crewmembers work collectively, they ensure that the ship has a safe voyage.
4.11.3 Good crews optimize ship designs
Optimizing ship designs among the crewmembers involves taking into account the ship’s properties. Some of these properties include its safety, commercial and environmental protection functions. The crewmembers also ensure that they check the ship’s functionality. The functionality is checked to ensure that the parts that need repairs are attended o before the voyage. The crewmembers also recommend inspections in the ships. The inspections are done to ensure that the ships are in a good state. Also, the crewmembers manage the purchasing issues of the ship.
4.11.4 Tips on better crew management
It is important to know how different cultures think and what concerns them (Hooper, 2004b; Horck, 2003; Johansson, 2004). With many nationalities aboard and very different skills levels, the competencies of individuals need to be assessed without setting the level too high (Joishi, 2005; Amanhyia, 2005; Devanadera & Espiritu, 2003). One of the major challenges aboard is to avoid misunderstandings due to the language and cultural differences (Horck, 2004a; Frank, 2005; Harris, Moran & Moran, 2004). The managers should consider whether there should be people to translate important messages from English to avoid misunderstandings. The managers should make crew aware of how you would like to have things aboard (Hooper, 2004; Lane & Sampson, 2002; Horck, 2004b; Lloyds List, 2005). The managers should show in practice that it is important to ask when in doubt (Gonzalez, 2000; Moritmer, 2004). Furthermore, the managers should discuss the advantages and disadvantages of different cultures aboard and how to make the best possible use of this (Grey, 2004; Moreby, 1990; Hand, 2005; Oil Companies International Maritime Forum, 2004).
4.12 CHAPTER SUMMARY
The analysis of effective crew management practices showed that various people play roles in the crew management industry including the seafarers, ship owners, third party ship managers, manning managers, third party crew managers, training institutions, and relevant regulatory framework and bodies. Seafarers is the smallest unit in the crew management industry, and crew size vary according to the size, type and age of the ship. The engineering crew consists of four officers (chief, second, third, and electrician) and two ratings. The performance of seafarers is usually monitored so as to maintain the professional standards. For this reason, the number of the cargo vessels seafarers is on the upward trend, leading increase in the labor force. The ship ownership is well distributed across the continents. Ship ownership both beneficial and is owned by nationals of 25 countries, of which 13 are European. The ship owner contracts to transport a series of cargo parcels (voyages) at a fixed price per ton for a period of time. The ship owner also contracts to hire the ship to the charterer for a period of time. The ship owner continues to pay the operating costs. The 3rd Party Ship Get research paper samples and course-specific study resources under   homework for you course hero writing service – Manage r is a business entity given the responsibility by the ship owner to operate the vessel on an agreed fee. The ship manager have been playing a key role in the shipping industry with development of Key Performance Indicators (KPI). Shipping companies have adopted 3rd Party Crew Get research paper samples and course-specific study resources under   homework for you course hero writing service – Manage r due to economies of scale as they try to cut on costs and be competitive. The Manning Agent are the intermediary between the employer and the seafarer whose main role is to provide suitable candidates for the crew manager to employ. The large ship management companies that are specialized in offering crew management services have today established their own exclusive manning agency offices in the main seafaring supplying countries. Training institutions are found in most of the labor providing countries, and they mainly include those that train the basic safety, giving the practical touch while there those institutions that can give theoretical and background to navigation. Crew management like the other areas of shipping require laws and regulations to maintain safety of the human resource. In this view, the International Maritime Organization (IMO) is a United Nations’ Organization, dealing with safety and pollution prevention at sea. ILO is concerned with the welfare of the seafarers through dealing with working and living conditions at sea, such as working and resting hours, minimum wages, pensions, vacation, and sick payment. The Flag State is the country in which the ship is registered and whose flag it flies. The analysis further revealed the case examples of ship accidents that have been accounted as a result of poor crew management. The notable ones include Celebrity Century Cruise Ship and Sichem Lily Cargo Ship. The Celebrity Century Cruise Ship accident occurred because the crew members did not check their docking propelling hence causing the boat to capsize after they anchored. The Sichem Lily Cargo Ship accident occurred because of the cargo ship over loading beyond its recommended weight load. The analysis further showed benefits of crew management including time management, safe deliverance of goods, and optimization of ship designs.

CHAPTER 5 – DISCUSSION AND FINDINGS
5.1 INTRODUCTION
This chapter presents the result finding of the study, including the characteristic of the respondents interviewed on the issue of Crew management and evaluation. Also, the study investigated the extent at which the damage and the type of risk that have been encountered as a result of poor management and evaluation of crew members in a ship.
5.2 DEMOGRAPHIC CHARACTERISTIC OF CREW MEMBER INVESTIGATED

The figure above shows that 45 percent of those interviewed were between the ages of 18-25 years, 25 percent fell between 25-40 years, 20 percent were those of 40-65 years while the rest 10 percent were those old adults who had hit 65 years of age and above o. It can be deduced that most people who were available are those in early and middle adulthood who constituted almost 70 percent. This is attributed to the need to address the issue of crew management and evaluation in ships
5.2.1 Level of Education Determine the Evaluation Of Crew Member
Chart: On the education level of the crewmember to comprehend to management issue in a ship

The majority of the respondents (87%) indicated that they had reached a tertiary level such as universities, collages and attained their degree on relevant field on how to operate ships among others, followed by secondary school (13%). Only 3% of the respondents indicated to have not attained any form of education and were working in the ship as casual labors. It can be deduced that the level of education among the crew members help to formulate people who are aware of the risk of lack of proper management and can be easily managed and follow instruction. The education levels in the region assist in identifying the number of people who are aware of the people who can adjust to fast decision making and implement new ideas in managing the safety of a ship. It helps account for the number of people who have knowledge on the issue of oil spillage and its effect as well as the number of the respondent who are interested in the environmental protection.
Education has been identified to play a significant role in helping to control safety in the ship. From the statistic conducted it was observed that the level of education in most crew member is consider to be high since the area is critical and requires expertise to operate the ships.
5.3 WRONG DECISION MAKING AS A CAUSE OF POOR MANAGEMENT AND SAFETY OF SHIPS
The majority of the respondents were of the opinion that the bad decision in ship management contributed to the increase in ship accidents and other risk by oil shipping and industries. They lack enough maintenance resources and finance to buy modern equipment and technology. (80 percent) confirmed that lack of proper management from the leaders affected how the crew managed the time and coordinated activates in the ship. 20 percent however did not agree with the issue of decision making
Bad Decision Making in management and evaluation of Ship Crew Member

5.4 POOR COMMUNICATION BETWEEN PERSONNEL
Quite a number of the respondents indicated that communication to be Signiant in addressing any issue at board the ship. Lack of proper communication among the members in the ship can be attributed to various risk such as misguide and other mishaps that can be experienced in the water. Hence the art of communication has been found to be very important in enhancing proper management and evaluation. Poor communication among the crew cause misunderstanding and lack of coordination which can lead to damage or danger to the ship. From the respondent it was identified that most 75% of them confirmed that lack of communication or poor communication lead to mismanagement of the ships affecting the ship safety. The other remaining 25 percent claimed communication had nothing to do with ship management and evaluation

5.5 CONSEQUENCES OF THE POOR CREW MANAGEMENT AND EVALUATION
All the respondents said that there was a loss of property and displacement (58%) as a result of poor grew management and evaluation. This affected the running of social and economic activities which was followed by loss of lives at 20%. Consequently, affect the ship operation system. Economic loss of facilities at 12% faces destruction from oil from lack of proper management. The rest 10% of the respondents claim the consequence was directed to personal life and achievement. Oil field or water systems that were infested with oil had a tendency to catch fire causing the destruction of properties and land. The consequence of petroleum pollution in the region was considered severe, and this has created a lot of tension among the residence in the oil patch region. The effects and consequences are represented in the chart below

5.6 CHAPTER SUMMARY
The result finding of the study showed that majority of those interviewed were adults, hence the findings were made based on mature responses. It was deduced that most people who were available are those in early and middle adulthood constituted a larger fraction of the respondents. The analysis showed that the respondents had reached a tertiary level of education on how to operate ships. The chapter showed that the bad decision in ship management contributed to the increase in ship accidents and other risk by oil shipping and industries. The increase in ship accidents and other risk by oil shipping and industries has been due to lack of enough maintenance resources and finance to buy modern equipment and technology. The study further noted indicated communication as a significant factor in addressing any issue at board the ship. Lack of proper communication among the members in the ship was noted to attribute to various risk such as misguide and other mishaps that can be experienced in the water. Furthermore, the chapter revealed loss of property and displacement due to poor crew management and evaluation. Hence, this affected the running of social and economic activities as well as loss of lives.
CHAPTER 6 – CONCLUSIONS & RECOMMENDATION
6.1 CHAPTER INTRODUCTION
This chapter entails a summary of the whole study with insights. The chapter concludes on the introductory part of the part, which include the aim and objectives of the study. The chapter highlights the type of methodology that was adopted for the study. The chapter further highlights on the results, findings and the outcome of the study.
6.2 CONCLUSIONS
The changes in the regulations have led to changes in sophistications in ship management. This include outsourcing of the crew management agencies and major training in the HR sector. Get research paper samples and course-specific study resources under   homework for you course hero writing service – Manage ment has also been influenced by the increase in fleet size making it necessary to outsource and sub-contract in most levels of management.
Although there has been a growing market for sub-contracted (out-sourced) management functions, in regards to crew management, competition has often been intense and mergers/consolidations have inevitably followed, either between the management companies or with the shipping companies. All these coupled with the need for specialization have led to increase in complexities of crew management. The growth in scale, regulatory requirements and specialization have also been the driving force behind the search for more advanced administrative processes in crew management.
The diagnostics phase of the research was to investigate the crew management business environment and to specify the effects on productivity. This was to provide background in understanding the essentials of crew management operations.
The action planning phase was to analyze and interpret the data gathered through questionnaires survey in order to establish the reliability of crew management. This provided for drawing of meaningful conclusions and recommendations.
Crew management has undergone drastic changes from the traditional ways of in-house management.
6.3 RECOMMENDATIONS
Crew management should be improved through training and practices. The reliability of any crew management system should be based on communication between the stakeholders in the merchant vessels. Finally, the reliability of a given crew should be a collective responsibility of the different commercial players in the vessel.
6.4 CHAPTER SUMMARY
This study achieved its aim and all its objectives. However, the stakeholders in the shipping sector needs to change their practice through the insights in this study to reduce the likelihood of future accident occurrence through investment in technology and human resource development.

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