You are required to identify and critically analyse possible management issues and poor
practice in the five scenarios written below. You should use the ISM Code, course material
and management theory from books and other sources to support your stand point and
your analysis of the situation.
0 It is important that you reference any statement you make with the proper
legislation.
0 A 11 work must be fully referenced when using other sources, a bibliographical
reference page must be provided @lease see handout on plagiarism.)
o All work must be submitted using the T urnitin software that automatically detects
plagiarised work. Full instructions will be given by the course tutor on how to use
Moodle for submission. Please note more than 25% copied material can result in
failure of the paper.
1. The five given cases of good and/or poor practice where identified should be explained
with reference to course material and other sources.
2. Where poor management practices have been identified suggest ways to improve the
situation.
Your report should be 1,800 words long. (+ or – 10%)
Scenario
The MV ‘Shields Happiness‘ is a 2,000 tonne coastal product tanker on coastal voyages
around the United Kingdom. It has a total complement of 12 crew members. The lVlaster and
Chief Engineer are British, all the other officers are Spanish, whilst the crew are Filipino. The
working language of the vessel is English. On board the MV Shields Happiness there has
been a number of recent incidents, some of which are outlined below.
l . On the voyage between Hull and South Shields, during a gale the tanker caused a pollution
incident as the drip trays under the manifold had not been cleared of oil and the heavy seas
had overflowed this oil over the main deck. This was the duty of the able seaman but he only
nodded his understanding of the instruction given by the 3rd Mate
(10%)
2. Alter herthing the independent surveyor found that the tanks to be loaded were not
correctly inerted and the oxygen level was above 13% instead of the required 5%. This
tlwldent caused further delays of l2 hours on the berth and considerable cost to the
ship-owner.
(20%)
3, The Spanish third mate received a written formal warning from the Master when it
came to light during a SOPliP drill that the absorbent material had run out and none
was available on the ship. When he was questioned the third mate admitted he did not
know it was his responsibility to re-ordcr new stock. The Master reacted by calling the
3’“ Officer an incompetent fool, and stop making excuses for his ineptitude.
(20%)
4. ln ll separate incident the vessel was detained by Port State Control for 12 hours
tollowing an inspection for failing to carry out a boat drill to the satisfaction ofthe
inspector.
The Port State (‘ontrol report commented upon the fact that the crew were unable to
respond to the instructions of the officer in charge of the operation quickly enough and.
more seriously, some crew members were unsure as how to safely lower the boat using
the fall preventers devices.
On further investigation it was found that the crew had been kept on board an extra 2
months past the agreed contract for the voyage and wages were lower than standard
rates. this had obvious implications on ship moral. (20%)
5. Whilst on a lay berth awaiting orders the chief officer decided to take advantage of
the good weather by having the lifting plant system thoroughly overhauled. When the
2″” Mate rang the engine room to ask for power to the winches, he was informed that
the Second Engineer had ordered that the hydraulic system was to be stripped dowu for
maintenance for that day.
The Master when questioned about these incidents sighed and commented that “You
just cannot get the staffthese days. Who is training these people? The office sends us
fools. Anyway I ‘m too busy with papenivork to keep an eye on everything; surely that’s
the (‘hiefMate’s job.” (20%)
4,. Group presentation on a management issue. Information provided separately. (10%)
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