Crew Resource Management

CrewResource Management

CrewResource Management

Airlinesare some of the most complex and busiest organizations in the worldserving millions of people that connect to different parts of theglobe. On a daily basis, major complications arise in the airlinesystem. Dealing with these predicaments demands good crew relations.For instance, faults experienced in an airplane while on transit getonly solved if proper coordination exists between the entire crew.The safety of an aircraft entirely depends on the team in charge.Unfortunately, since human beings are prone to making errors thatlead to devastating effects, (CRM) aims atimproving the abilities regarding decision making, communication, andleadership (Kosnik &amp Brown, 2007). By so doing, the managers arelikely to act in the best way or make best decisions in times ofcrisis. Crew resource management is paramount in any travel industrybecause it prevents the occurrence of a crisis. Therefore inreference to the Carnival Cruise Lines, a shipping company, thisdiscussion aims at outlining how the crew resource management workedin the company’s past. Moreover, it focuses on crisis events andalso outlining of better CRM tools that the enterprise can embrace toensure successful voyages across the sea.

Shipsand other large water vessels are known to travel long distances dayand night. In the history of shipping, experiences of many tragicaccidents with massive loss of lives have occurred because the CRMprocess used failed. A break in sustainability and breakthrough in anorganization occurs through relating to the crisis that hits the firmin the past events of its operations hence leading to a change inoperational systems. Moreover, the aim of this analysis and criticismaims at improving business relations considering that most customersfocus on the safety of using the shipping industries of theirpreference.

TheCarnival Cruise Lines has experienced a significant crisis in itsoperation. For instance in 2010, one of its largest vessels caughtfire in the engine leading to the crew and people on board gettingstranded in the sea for four days. Afterward, the ship successfullylanded in San Diego, but this occurred after many hours ofstruggling. It is, therefore, right to say that during the eventmajority of the travelers on board were filled with anxiety andrestlessness. But the question remains on how the crew reacted to thesituation (Kwortnik, 2006). Reports reveal that throughout thestruggle for safety, the cruise director updated passenger on thesituation they were in and did not try to lie about the situation.

Twoyears later another vessel of the company crushed along the Italiancoast and began sinking, despite successful rescue operations, theaccident recorded severe casualties. Despite the danger that was inplace, reports indicate that staff assured the passengers thateverything in the vessel was under control (Kwortnik, 2006).Moreover, at the time when the incident was about to occur, the staffhad dinner with passengers in the dining hall developing assumptionsthat everything was still okay. However, the captain exhibited somecon-conformities in his report about what caused the accident. Hecontemplated leaving the sinking ship which was against theexpectations of a crew on a voyage. The two crises clearly outlinehow CRM was of great importance in helping through the situation andalso the loopholes in the crew are manifested.

Bystudying both incidences that hit the Carnival Cruise Lines, there isa clear indication that majority of the crew stuff were well equippedwith CRM tools. For instance, the action of them assuring passengersthat everything was okay when it was a lie shows the act of composureand reasoning, some of the qualities CRM upholds. Additionally, therelationship between the captain, cruise director, staff andpassengers indicates a presence of an excellent communication linequality that is further supported by CRM. The incidences of theVessels crashing cannot get attributed to failures of the crew, butthe company should bear the blame. However, the second occurrence ofthe crisis reveals an element of incompetence on the captain side.The decision made by the captain to leave the sinking vesselindicates that he lacked CRM abilities to withstand such situations.However, people exhibit shortcomings, and the leader`s decisionshould not lead to conclusions of judging the Carnival Cruise Line’sCRM process.

TheCarnival Cruise Lines still possess the ability to improve its CrewResource Management system. Crisis happens even in the bestorganizations, thus in the case of these occurrences, total controlof the situation should take place. Communication is a crucial aspectin any voyage and CRM acknowledges it as a critical element. Despiteeach crisis being different and unique, the company should haveembraced few changes to facilitate smooth communication. To control acrisis, looking back in time to prevent future occurrences iscritical (Sicksch, 2009). The company should have embarked onexploring all the possible causes of the crisis in their lining andimplementing CRM measures that go in hand with each of the disasters.By doing so, the company prepares the crew to handle any form of thecrisis thus improving the CRM status within its scope.

Insummary, the techniques used in the aviationindustry find application in the shipping industry. The preparednessfor safety and catastrophic occurrences that include propercommunication, leadership, and decision making plays a critical roleto improved conditions in the marine industry.

References

Kosnik,L. &amp Brown, J. (2007). Crew resource management improvescommunication.&nbspORNurse,&nbsp1(2),47-48. Retrieved from thehttp://dx.doi.org/10.1097/01.orn.0000263213.52060.ef

Kwortnik,R. (2006). Carnival Cruise Lines: Burnishing the Brand.&nbspCornellHotel And the Restaurant Administration Quarterly,&nbsp47(3),286-300. Retrieved from http://dx.doi.org/10.1177/0010880406291258

Sicksch,M. (2009). .&nbspIntensive,&nbsp17(05),261-265. Retrieved from the http://dx.doi.org/10.1055/s-0029-1241139