workload

MRM Workbook, Student Material Workload, page 1 Last amended: 22 August 2007

WORKLOAD Training objectives:

By the end of this lesson, you will be able to:

- Recognise the whole range of workloads: - Underload - Normal - High - Overload

- Recognise the importance of pre-planning

- State the problems at the start and during delegation

- State how to delegate correctly. Specific Behavioural Objectives:

The team leader shall: 1. Pre-plan, anticipating too high or too low workload, taking corrective actions to

prevent their development. 2. Use delegation to correct too high workload and too low workload. 3. Set priorities to escape from an overload situation. 4. Manage the total workload (including that of the pilot where relevant). 5. Maintain workload at a reasonable level of activity avoiding a false feeling of

confidence and habitual thinking. 6. Where relevant, reduce the pilots high workload by all means available. 7. Use delegation as a method for training of subordinates.

The team member shall: 1. Support the team leader in maintaining a reasonable workload, especially if the team

member tends to deviate towards high or too low workload. 2. Maintain workload at a reasonable level of activity avoiding a false feeling of

confidence and habitual thinking.

Copyright 1993-2007 The Swedish Club


3. Where relevant, reduce pilots high workload by all means available. 4. Assist the team leader in pre-planning. 5. Encourage delegation and assist the team leader at the start during delegation. 6. When appropriate, delegate to other people correctly, but not lose responsibility for

important tasks normally under his/her control.

The pilot shall: 1. Support the bridge team in maintaining a reasonable workload. 2. Assist the bridge team at the start and during delegation. 3. When appropriate, delegate to other officers correctly, but not lose responsibility for

important tasks normally under his/her control.

Extracts from the CBT: Workload formula:

*Tasks Time

Task value



*

Pre-planning:

Unexpected tasks:

Bad weather Technical

malfunctions Orders to deviate Strikes Suspended

pilotage ?????

Expected tasks:

Passage planning Loading &

unloading Supplies Crew scheduling Maintenance

Resources:

Time Financial Manpower

People skills:

Experience Technical

skills Attitude



Hazardous thoughts of delegation:

Quality: If you want a job done properly do it yourself.

True - it takes time to learn a new job. But you had to learn. Time: By the time I showed him I could have done it twice.

Again, speed with quality won't come right away. Comfort: I like doing the job and I do it well.

But with practise you'll also get to like the job of delegation.

Indirectly under your control:

Management support New technology Company standing orders

Directly under your control:

Voyage planning Briefings Checklists Training Experience Defining procedures

If you want a jobdone properly, do it yourself.

By the time I showed him I could have done itmyself.

Ill lose control. What if he makes a mistake?

I like doing the joband I do it well.



Risk: What if he makes a mistake?

Sometimes you need to let people make mistakes. Mistakes are not usually critical.

Power: But Ill lose control. What will be left for me to do?

You will actually increase your control because you can get more done in the same time.

Which tasks?

To whom?

How?

During

Delegation Checklist

Start



Team Discussion Questions: 1. How do you recognise an overload situation? 2. What can you do to increase workload during an underload situation? 3. Do you have weekly planning meetings? If yes, which agenda items are there? 4. Do you have any tips on delegation? 5. Give some good and bad examples of delegation! 6. Everyone agrees that delegation is a good idea, but few people do it and even fewer

people do it well. Why is that?


Workload

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