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Diploma in Maritime Management and Leadership

Developing the skills and knowledge you need to progress to senior management, increasing career prospects, job security and earning potential

Commences 23rd March 2017

Delivered by tutored distance learning

During the course you will study the following modules:

1

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Maritime Management and Leadership in Context: Industry Overview and Regulatory Frameworks

Learning outcomes

  • Demonstrate underpinning knowledge of the shipping industry
  • Summarise international maritime conventions, national regulations and codes of practice
  • Outline how the operation and management of a vessel and its crew are undertaken
  • Explain key management and leadership issues in the shipping industry
  • Overview of maritime sector
    • International trade and transport; shipping and logistics
    • Offshore Energy Market
  • Shipping markets
    • The Liner and Tramp Markets
    • The Dry Bulk Market
    • The Liquid Bulk Market
    • The Container Market
    • The RoRo Market
    • The Cruise Market
    • Specialist Markets
  • Ship characteristics
    • Dimensions
    • Seaworthiness and cargoworthiness
  • Ship operations
    • The four segments of the cargo shipping industry
    • Types of charters
  • Ship manning
    • Management on board
    • Crewing and training
  • Third party ship management
  • International regulations and conventions
    • Who makes the rules and how they are enforced
    • Ship Registration
    • Ship Classification
    • ISM Code
    • STCW
    • SOLAS
  • Issues in management and leadership in the maritime industry
    • STCW Convention and code 1978, as amended 2010
    • Multicultural manning
    • Fatigue at sea
    • Stress at sea

2

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Shore-based and Shipboard Human Element Leadership and Management

Learning outcomes

  • Summarise the issues for human resource management skills in the shipping industry
  • Outline effective communication techniques
  • Explain effective leadership and teamworking techniques
  • The human element in maritime operations
  • Good practice in shipboard human resource management
  • Introduction to effective leadership and management
    • The role of the manager and leader
    • Leadership vs. management
    • Attributes of an effective leader
    • Attributes of an effective manager
    • Models of best practice in leadership and management
    • Identifying and selecting appropriate leadership and management styles
    • Judgement and decision-making
    • Leadership in normality and crisis including recognising and countering adverse reactions in stressful situations
  • Effective communication principles and practice on board and ashore
    • Communicating effectively with those on board and ashore
    • Relevant use of verbal and non-verbal communications
    • Identifying challenges to communications
    • Listening clearly
    • Developing strategies to prevent communication failures
    • Identifying cultural aspects that can hinder the acquisition of a common understanding of messages communicated
    • Effective questioning techniques
    • Effective briefings and debriefings
    • Achieving effective communication
    • Providing constructive feedback
  • Assertiveness and leadership
    • Basic motivation theories
    • Motivating the team
    • Setting clear and achievable goals
    • Using authority and influence effectively
    • Using assertiveness
    • Setting and maintaining high standards
    • Avoiding a blame culture and promoting a ‘just culture’
  • Principles and good practice in maritime human resource management
  • Time management and prioritisation

3

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Personal Development as a Manager and Leader

Learning outcomes

  • Assess and plan for personal professional development
  • Plan the resources required for personal professional development
  • Implement and evaluate a personal development plan
  • Support and promote staff welfare, including healthy and safe working practises
  • Obtaining and managing situational awareness
    • The meaning of the term ‘situational awareness’
    • The process of developing situational awareness
    • Identifying the challenges to obtaining and maintaining
      situational awareness
    • The meaning of the term ‘shared mental models’ (‘shared
      situational awareness’)
  • Principles and good practice in maritime training, learning,
    coaching, mentoring, assessment and developing shipboard and
    ashore personnel
  • Personal action planning
  • Assess and plan for personal professional development
    • Identify the importance of continual self-development in
      achieving organisational objectives
    • Assess current skills and competencies against defined role
      requirements and organisational objectives
    • Identify development opportunities to meet current and future
      defined needs
    • Construct a personal development plan with achievable but
      challenging goals
  • Plan the resources required for personal professional
    development
    • Identify the resources required to support the personal
      development plan
    • Develop a business case to secure the resources to support the
      personal development plan
  • Implement and evaluate the personal development plan
    • Discuss the processes required to implement the personal
      development plan
    • Evaluate the impact of the personal development plan on the
      achievement of defined role requirements and organisational
      objectives
    • Review and update the personal development plan
  • Support and promote staff welfare
    • Discuss the relationship between staff welfare and organisational objectives
    • Explain the process for assessing staff welfare
    • Explain the actions to be taken by the manager in dealing with a staff welfare issue
    • Describe how to communicate responsibilities for staff welfare to the team
    • Discuss records that may be maintained to demonstrate that staff welfare is supported

4

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Information Based Decision-Making

Learning Outcomes

  • Identify and select sources of data and information
  • Analyse and present information to support decision-making
  • Communicate the results of information analysis and decisions
  • Leading and managing the development, implementation and oversight of standard operation procedures (SOPs)
  • Identify and select sources of data and information
    • Examine the nature of data and information
    • Evaluate relevant sources of data and information
    • Discuss the criteria for selection of data and information
    • Identify the legal requirements relating to the collection, use and
      storage of data and information
  • Analyse and present information to support decision-making
    • Evaluate the decision-making models which are used to support decision-making
    • Identify those to be involved in analysing information and decision-making
    • Evaluate methods of presenting decisions made
  • Communicate information that supports decision-making
    • Evaluate methods of communicating decisions
    • Discuss the processes for implementing a communications method
    • Evaluate the implementation of a communications method
  • Identify influence of culture on decision-making

5

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Practices of Resource Management

Learning Outcomes

  • Identify and plan resources needed to meet objectives
  • Monitor and evaluate internal and external resource use to meet plans
  • Select and use the resource supply chain to meet planned objectives
  • Resources needed to meet objectives
    • Identify those resources required to achieve objectives
    • Explain the process of planning resource use to achieve objectives
    • Analyse the costs associated with the resource required to achieve objectives
  • Using the resource supply chain to meet planned objectives
    • Evaluate sources of supply to meet planned objectives
    • Explain processes to manage the supply, continuity and quality of resources to meet plans
    • Analyse strategies that could be used to predict and manage disruption in resource supply, and the associated costs
  • Monitor and evaluate internal and external resource use to meet
    plans
    • Review progress of actual resource use against planned resource use
    • Discuss methods of recording, monitoring and reporting on resource used
    • Explain methods of using resource information to inform future actions
  • Effective resource management techniques
    • Allocation, assignment and prioritisation of resources
  • Elements of task and workload management
    • Planning, co-ordination, allocation and prioritisation of human and physical resources when controlling the operation of the ship and care for persons on board

6

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Meeting Stakeholder and Quality Needs

Learning Outcomes

  • Identify stakeholders and their requirements
  • Apply and improve quality standards
  • Conduct a quality audit
  • Promote continuous improvement and change
  • Identify stakeholders and their requirements
    • Determine organisational stakeholders and their expectations
    • Discuss methods of meeting stakeholder expectations or requirements
    • Evaluate methods of communicating stakeholders’ requirements with team members
    • Explain processes for updating information on stakeholder requirements
  • Apply and improve quality standards
    • Evaluate the meaning of quality to an organisation
    • Establish how to apply organisational quality policies and procedures
    • Determine how to encourage staff to contribute ideas to improving quality
  • Conduct a quality audit
    • Conduct a quality audit and make recommendations for improvement
  • Understand how to promote continuous improvement and
    change
    • Discuss the concept of and need for continuous improvement
    • Evaluate work activities and identify areas for improvement
    • Determine a range of methods that can be used to encourage staff to contribute ideas for continual improvement
    • Lead and manage the development, implementation and oversight of standard operating procedures

7

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Managing Team and Individual Performance

Learning Outcomes

  • Explain how to lead and manage a shore-based or shipboard
    team
  • Apply the organisation’s disciplinary and grievance procedures
  • Provide advice, guidance and support to improve performance
  • Assess performance against objectives and provide feedback
  • Identify and agree performance objectives for your team and individuals
  • Identify importance of team and individual performance in a maritime organisation
  • Leading and managing teams
    • Considering team experiences
    • Recognising team potential and limitations
    • Optimising the skills and abilities of the team
    • Leading multi-cultural teams effectively
    • Establishing a culture of fairness and respect
  • Effective teamworking
    • Recognising team potential and limitationsConsidering the skills and abilities of the team when making
      decisions
    • Roles and responsibilities of a team leader
  • Using feedback to improve individual and team performance
    • Applying practices of task and workload management
  • Identify and agree performance objectives for your team and individuals
    • Explain the links between individual, team and organisational objectives
    • Identify the selection of individual and team objectives for agreement
    • Identify areas of individual and team responsibility in achieving objectives
    • Identify the need to create an environment of trust and support with others
  • Assess performance against objectives and provide feedback
    • Evaluate individual and team performance against objectives
    • Examine methods of feedback to individuals and teams in relation to their performance against agreed objectives
    • Examine the causes of conflict and strategies used to minimise or prevent conflict
    • Explain recording systems for performance assessment for individuals or teams
  • Provide advice, guidance and support to improve performance
    • Examine how the performance improvement cycle can support an individual and the team to improve upon their performance
    • Discuss the indicators of poor performance
    • Evaluate a range of methods that support performance improvement
  • Apply the organisation’s disciplinary and grievance procedures
    • Discuss the organisation’s disciplinary and grievance procedures
    • Examine the role of the manager in implementing both a disciplinary and a grievance procedure
    • Summarise key aspects of legislation for an organisation’s disciplinary and grievance procedures

8

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Organisational Financial Management

Learning Outcomes

  • Identify current and potential sources of finance that support organisational activities
  • Identify and use a range of financial controls
  • Describe sources and availability of finance to an organisation
  • Explain how to control a financial system
  • Understand key maritime financial management issues
  • How to control a financial system
    • Assess the relationship(s) between a financial system/function and other systems/functions in an organisation
    • Describe the systems of accounts and financial statements used to control a financial system
    • Analyse financial information contained in a set of accounts or financial statements
  • Identify and use a range of financial controls
    • Construct a budget for an area of management responsibility
    • Develop budgetary control systems comparing actuals with planned expenditure
    • Discuss corrective actions to be taken in response to budgetary variations
    • Identify conflicts that can occur with management control systems and how these could be resolved or minimised
  • Sources and availability of finance to an organisation
  • Current and potential sources of finance that support organisational activities
    • Evaluate the distribution of finance in support of organisational activities
    • Evaluate the monitoring and control of finance employed in support of organisational activities

9

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Maritime Leadership and Management in Practice

Learning Outcomes

  • Explain and discuss the importance of knowing customers
  • Identify the importance of management and leadership in growing your maritime business
  • Explain the need for change in tough environments and implications for leadership and management
  • Improving leadership competence and performance in the maritime industry
  • Resource management in the maritime sector
  • Leadership for superintendents
  • Leading for safety
    • Ashore
    • On board
    • Speaking the same language
  • Encouraging innovation and entrepreneurship in maritime companies
  • Holding on to great people
  • Understanding customer behaviour in the maritime sector
    • Customer segments and links to global trade
    • Customer loyalty
  • Customers and relationship management
  • Sales and business development
    • Sales and market research
    • Attracting more business
    • The role of the broker in the maritime industry
  • Change management