集美大学航海技术驾驶台资源管理教案课件.ppt
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1、B R MBridge Resource ManagementDalian Maritime University引言引言第一章第一章 工作态度与管理技能工作态度与管理技能第二章第二章 人文意识人文意识第三章第三章 人为失误人为失误第四章第四章 通信与沟通通信与沟通第五章第五章 判断与决策判断与决策第六章第六章 组织与计划组织与计划第七章第七章 管理方式与领导艺术管理方式与领导艺术第八章第八章驾驶台班组工作驾驶台班组工作 第九章第九章 工作负荷、疲劳工作负荷、疲劳与压力与压力第十章第十章 应急策略应急策略第十一章第十一章 案例分析案例分析引言背景背景驾驶台班组工作驾驶台班组工作(Bridge
2、Team Work)STCW Code Part B驾驶台资源的概念驾驶台资源的概念培训目的培训目的驾驶台班组工作驾驶台班组工作(Bridge Team Work)A Masters View on BTMIt was the third mate leaning on the telegraphy.That was the first impetus for me to try to create a team on the bridge.Our main radar had failed,and we were down to one radar which wouldnt allow u
3、s to plot on the screen.Thick fog had settled in on the Japanese coast.The chief mate and I were tremendously busy plotting traffic on plotting sheets,dodging other vessels,and maintaining a navigation track.At one point I looked up from the radar screen and saw the third mate leaning against the te
4、legraphy.And just what are you contributing to this process?I asked the mate.Well Captain,you two are doing such a fine job I just d i d n t w a n t t o i n t e r f e r e,h e r e p l i e d.A Masters View on BTMIt was at this point that I decided to do something to make sure that all personnel on the
5、 bridge would be involved,and would contribute something to assist me in conning the ship.Many of us have some nostalgia for that era,but a regular routine of checks and upgrading of competence will mean safer seaways for all of us.In these days of reduced manning,we cant afford to have any officer
6、leaning against a telegraph any longer.A Masters View on BTMTo day,(after setting up bridge team management training)you wont find any third mates in the fleet loitering during heavy traffic situations.Everyone on the bridge is contributing:assisting with collision avoidance,navigation or communicat
7、ions.The“bridge team”concept is now firmly in place.In recent years I have pleased to see that programs like ours have been developed by other companies worldwide into the increasingly accepted concept of Bridge Resource Management.STCW Code Part BBridge resource management 4 Companies should issue
8、guidance on proper bridge procedures,and promote the use of checklists appropriate to each ship taking into account national and international guidance.5 Companies should also issue guidance to masters and officers in charge of the navigational watch on each ship concerning the need for continuously
9、 reassessing how bridge-watch resources are being allocated and used,based on bridge resource manage-ment principles such as the following:(Omitted).1 a sufficient number of qualified individuals should be on watch to ensure all duties can be performed effectively;.2 all members of the navigational
10、watch should be appropriately qualified and fit to perform their duties efficiently and effectively or the officer in charge of the navigational watch should take into account any limitation in qualifications or fitness of the individuals available when making navigational and operational decisions;
11、.3 duties should be clearly and unambiguously assigned to specific individuals,who should confirm that they understand their responsibilities;.4 tasks should be performed according to a clear order of priority;.5 no member of the navigational watch should be assigned more duties or more difficult ta
12、sks than can be performed effectively;.6 individuals should be assigned at all times to locations at which they can most efficiently and effectively perform their duties,and individuals should be reassigned to other locations as circumstances may require;.7 members of the navigational watch should n
13、ot be assigned to different duties,tasks or locations until the officer in charge of the navigational watch is certain that the adjustment can be accomplished efficiently and effectively;.8 instruments and equipment considered necessary for effective performance of duties should be readily available
14、 to appropriate members of the navigational watch;.9 communications among members of the navigational watch should be clear,immediate,reliable,and relevant to the business at hand;.10 non-essential activity and distractions should be avoided,suppressed or removed;.11 all bridge equipment should be o
15、perating properly and if not,the officer in charge of the navigational watch should take into account any malfunction which may exist in making operational decisions;.12 all essential information should be collected,processed and interpreted,and made conveniently available to those who require it fo
16、r the performance of their duties;.13 non-essential materials should not be placed on the bridge or any work surface;and.14 members of the navigational watch should at all times be prepared to respond efficiently and effectively to changes in circumstances.合理利用资源能够得到事半功倍的效果资源的不合理利用是导致事故的重要原因Somethin
17、g that can be used for support or help:The total means available to a company for increasing production or profit,including plant,labor,and raw material;assets.RESOURCE驾驶台资源人力设备储备工具技术资料时间 通过讲授船舶驾驶台安全与管理的知识,强调计通过讲授船舶驾驶台安全与管理的知识,强调计划、组织与协调以及计划的实施与检查,分析和讨划、组织与协调以及计划的实施与检查,分析和讨论典型海事案例及船舶操纵模拟器的训练,使学员论典型海
18、事案例及船舶操纵模拟器的训练,使学员强化安全意识、掌握驾驶台班组工作的协调方法与强化安全意识、掌握驾驶台班组工作的协调方法与要领,熟练掌握驾驶台的组织程序,有效地利用船要领,熟练掌握驾驶台的组织程序,有效地利用船舶现有的设备资源,训练在各种紧急情况下的应急舶现有的设备资源,训练在各种紧急情况下的应急反应能力,加强班组人员的密切合作,发扬团队精反应能力,加强班组人员的密切合作,发扬团队精神,保证船舶的航行安全,减少和避免人为因素造神,保证船舶的航行安全,减少和避免人为因素造成的事故成的事故。培训目的培训目的第一章第一章 工作态度与管理技能工作态度与管理技能Chapter 1 attitude a
19、nd Management Skillsn态度是什么?态度是什么?n一个人对待事物所一个人对待事物所有看法的总称。它有看法的总称。它是对某些人员与事是对某些人员与事情的思维方式。情的思维方式。n你的态度决定了你你的态度决定了你对某些人员与事情对某些人员与事情的行为。的行为。nWhat is an attitude?nThe way you look upon the world around you.It is a way of thinking about somebody or something.nYour behavior towards somebody or something d
20、epends on your attitudes.第一章第一章 工作态度与管理技能工作态度与管理技能Chapter 1 Attitude and Management Skills工工作作态态度度积极与消极积极与消极 Positive and negative危险与安全危险与安全 Danger and safety行为规律行为规律 Behavior rule需求层次理论需求层次理论 Theory of requirement 激励理论激励理论 Theory of motivation积极积极positive消极消极negative这个工作很重要这个工作很重要.It is an importan
21、t work我必须完成这个工作吗我必须完成这个工作吗?Should I complete this work?这是我的本职工作这是我的本职工作.It is my duty.其他人也应对此负责其他人也应对此负责.Others should be responsible.应该做得更好应该做得更好.Do it better这样已经不错了这样已经不错了.I think it is better再试一下再试一下.Try again.已经没办法了已经没办法了.I have not a good idea.安全危险Why take chance?I can do it.It could happen to
22、me.It wont happen to me.Dont tell me what to do.Follow the rules.Its about time we changed.Weve always done it that way.定义定义:行为是行动的一种方式行为是行动的一种方式,它是指一个人的所做作为它是指一个人的所做作为.Definition:behavior is a way of action and an active of doing.促进行为的三个条件促进行为的三个条件:Three conditions of prompting behavior行为的基本模型行为的基本
23、模型 the basic model of behavior1.行为是有起因的行为是有起因的;cause2.行为是受激励的行为是受激励的;prompting3.行为是有目标的行为是有目标的;objective刺激刺激Activate需求需求need需要需要Require紧张紧张Strain不舒服不舒服uncomfortable目标目标objective行为行为behavior1.生理需要生理需要physiological need:饮食,居住,穿着等生理活动的需要;2.安全需要安全需要security need:对危险,威胁与抢夺的防护;3.社交需要社交需要social need:与别人交往,
24、归属群体,友谊给予与取得;4.尊重需要尊重需要esteem need:自尊,别人的尊敬和自负或地位需求;5.自我实现需要自我实现需要self-fulfilled need:获得自己内部的潜力,最大限度的自我发展,创造性和自我实现.需求层次理论需求层次理论Hierarchy of human needs激励模式激励模式motivation modelsn激励的三种模式类型激励的三种模式类型n传统的激励模型:为激励雇员成功地执行其工作,管理者有为其所支配的工资激励系统。n人际关系激励模型:管理者尊重雇员并关心其需要。n 人力资源激励模型:给予雇员在决策和执行任务上更多的责任。nThree mode
25、lsnTraditional model:To motive workers to perform their jobs successfully,manager have at their disposal a system of wage incentives.nHuman relation model:Manager treats workers with consideration and are attentive to their needs.nHuman resource model:Manager can give workers far more responsibility
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