The Importance of Crew Management
A study by Mark Fleming (2001) revealed that supervisors’ actions have a crucial effect on subordinates’ behavior regarding health and safety measurements. Fleming sent no less than 140 questionnaires to nine installations. The analysis of the data retrieved indicated that a number of supervisor behaviors have a significant impact of subordinate safety behavior. Those behaviors are Valuing subordinates Good relationship and the sense of respect between personnel are important features of teamwork.
In managing their team, supervisors should let their subordinates know that each of their good work is appreciated accordingly. The study revealed that when supervisors make it clear to subordinates that they value subordinate’s contribution to the team, those subordinates were also reported higher levels of safety behavior. Furthermore, subordinates that noticed that their supervisors showed concern for their welfare were also reported higher levels of safety behaviors (Fleming, 2001) Visiting the worksite frequently
Statistics indicated that subordinates with no record of being involved in an accident stated that their supervisors visits the worksite more frequently than subordinates that have had an accident (Fleming, 2001). Inviting work group participation in decision making Most of the times, people who worked closest to the sites are the ones with the most valuable knowledge to improve safety measurements. Therefore, involving subordinates in risk measurement activities is a smart decision of supervisors.
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Subordinates who reported that their supervisors frequently attended pre-job safety meeting also reported less risk taking behavior. Furthermore, subordinates who reported that their supervisors have no difficulties in motivating them to work safely also reported less risk taking behavior (Fleming, 2001). We are familiar with the expression that effective teamwork is a crucial quality of a good organization. However, in industries with significantly higher working hazard, teamwork could be the factor that keeps workers away from incidents which causes injuries and fatalities.
Rhona H. Flint (n. d) revealed that the offshore industry, which significantly relies on good teamwork to prevent fatal accidents, has also adopted a new operational philosophy called Crew Resource Management (CRM). This philosophy is originally created by the aviation industry for flight deck crew, but are now adapted for industrial settings alike nuclear plants and offshore oil facilities. The core function of CRM is to enhance team member’s understanding of human performance, especially in the social and cognitive aspects of teamwork and decision making.
The final outcome is expected to be the smaller percentage of operational errors which contribute to accidents. Furthermore, the philosophy is expected to give crews additional skills to deal with emergencies. There are several factors that constitutes the CRM concept, they are: Decision Making Personnel should be able to recognize the differences between decision making under normal operating condition and in an emergency. As a result, personnel would be able to recognize the factors which could help or hinder good decision making under stressful conditions.
The objective is to give personnel the ability to avoid negative factors and take advantage of positive factors in managing emergency situations (Flint, n. d). Communication Personnel are trained to understand the barriers of effective communication. Personnel should be able to understand each other strengths and weaknesses in personal communication skills to increase accuracy of information exchange and avoid ambiguity or misunderstanding (Flint, n. d). Assertiveness This factor stresses on the importance of understanding the different behavior styles of people in managing emergencies.
Personnel should understand that people’s personalities will impact their methods of handing problems and emergencies. This will help in maintaining personnel relationship in managing the work (Flint, n. d). Stress The last important factor in CRM concept is making operators understand the causes and effects of stress. This will help them recognize the signs of stress and give them the ability to cope with the effect of stress. The concept provides specific training to equip personnel with strategies to cope with stress (Flint, n. d).