Effective Manning of the U.S. Merchant Fleet (1984) / Chapter Skim
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5. Opportunities for and Obstacles to Change
5. Opportunities for and Obstacles to Change
Pages 63-70
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From page 63... ...
For example, an unattended engine room can be operated with a lesser number of traditionally organized engineering personnel -- a technological innovation alone; or a shipboard management team approach can be introduced on conventionally equipped vessels -- a purely organizational innovation. Technologically based manning reductions are likely to be less effective if not supported by concurrent organizational changes; for example, a lesser number of ratings works best if the ratings serve as a general purpose crew.
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From page 64... ...
Present manning. Alternative B: Present vessel equipped with a watch call system, bridge sanitary and messing facilities, labor saving devices for mooring, and automatic radar plotting aid.
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From page 65... ...
The outstanding obstacle In this instance is not external to the ship operating company, it is internal -- the corporate culture policies of central author ity. Shipboard management teams require that headquarters personnel share their responsibilities with the seagoing work force.
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From page 66... ...
MANNING RESEARCH AND EXPERIMENTATION, AND TE:CENOL~GY TRANSFER Effective manning of the U.S.-flag fleet has been the object of several studies, including job satisfaction surveys, manning-level task analyses, and projects directed towards defining The ship of the future. ~ A kind of research, which has been key to the development and implementation of manning innovations in the effectively manned fleets of Northwest Europe and Japan, and which has been absent in the U.S.-flag fleet, is action research.
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From page 67... ...
The elements of union and management agreement to cooperate for technological and organizational change In these instances have been: o Common statement of ob jectives; o Joint plan for change, respecting the organizational integr ity of each party; o Joint committee for approving and monitoring change projects; and o Joint and also separate education and training for union and management personnel. In addition to the absence of action research in the U.S.-flag fleet, mechanisms for technology transfer in the United States are not being adequately used.
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From page 68... ...
Training in organizational devel opment processes, both for shipboard and shoreside personnel, could be obtained Through a number of organizations in the United States which have conducted such training for other industries; or existing mar itime training centers could provide such training . GOVERNMENT RUNES With certain exceptions explained in the text and in Appendix C, minimum manning levels are determined administratively by the Coast Guard.
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From page 69... ...
(46 USC 8104 (673) , which stipulates that the seafarer may not serve in both deck and~engine departments in a single voyage, and the statutory division of deck and engine licenses may no longer be productive or necessary in light of technology advances and shipboard organizational developments that have been demonstrated overseas.
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From page 70... ...
Compensation has taken the form of compensating payments or retraining. A major obstacle in the United States to union concurrence with reduced manning is the unfunded pension liabilities, which- increase when manning is reduced.
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