Paper type: Essay Pages: 7 (1671 words)
Control problems in the Maritime Authority Suriname and how to deal with itProbleemstelling . 2.2 History of the MASThe MAS originated from the pilot services that were provided by private individuals during the colonial period. On July 1, 1947, dienst Haven en Loodswezen (HLW) (the Harbor and Pilotage Service )was established, under the direction of a Harbor Master, a function in which various tasks were included. The tasks included: pilotage, Hydrography and Marking the fairways. Later the task “Shipping Inspection” was added to the whole.
This service came under the Ministry of Transport, Trade and Industry. The name changed to the Dienst voor de Sheepvaart (DVS) Shipping Service .In 1991 the DVS was placed with the Ministry of Transport, Communication and Tourism. On 14 May 1998 the DVS was made independent by law. The DVS became the Maritime Authority Suriname (MAS).The Maritime Authority Suriname (MAS) is a legal entity (sui generis) that is responsible for the laws and regulations in the water. This is done in accordance with the Act of 30 March 1998 setting up the Maritime Authority Suriname (Maritime Authority Act Suriname, SB 1998 no.
37).The objectives of the MAS are: guarantee safe and efficient passage of seagoing vessels to and from Suriname on the basis of internationally accepted standards and rules and in accordance with the conventions ratified by Suriname; supervising compliance with the legal requirements of shipping and shipping traffic; to be an authoritative maritime authority with a national and international reputation; further professionalizing the performance of public law tasks and making proposals for the modernization of legislation; undergoing a culture change, working on a more productive and professional attitude for everyone in the company.The work area of the MAS includes: pilotage of seagoing vessels from 50 gross register tons to the destination; performing hydrographic measurements, nautical chart production, prolongation of maritime safety information the buoy and beaconing of our waterways; inspection, registration and certification of vessels and the International Ship and Port Facility Security (ISPS) certification of port facilities; granting permits for setting up water works; maintenance of the fairway furniture; performing Port State Control inspections; monitoring compliance with shipping legislation;How did the MAS deal with the control problems during the transition DVS to MAS ?In 1991 the DVS was placed with the Ministry of Transport, Communication and Tourism. Due to the fact that the DVS was lacking appropriate management control components and resources in the organization to act upon the obligation of the tasks appointed by the government for ensuring the safety of navigation. The services provided was failing to meet the policy and standards for international shipping which is set by the International Maritime Organization (IMO) .On 14 May 1998 the DVS was made independent by law. The DVS became the Maritime Authority Suriname (MAS). After the DVS became MAS the existing management control system were upgraded and new ones were added achieve a more successful level, meaning the services could be provided , fulfilling the task obligated by government, meeting needs of the public and meeting international standards set by IMO. The object of this research is to determine what control management processes were implemented and what the overall impact is on the performance of the MAS.What were the management control problems in 1998?What management control processes were implemented during the period 1998 upto 2017?What was the impact of implementation of control processes on the overall performance of the MAS 2017?.The research will include of an assesment of management control processes or systems used in 1998, and determine what processes were implemented or upgraded and to what extend these processes corresponds with the techniques in planning and control cycle ( henk Klaassen en Jan Hakvoort , p.23,2015) Ad 2. Theoretical Framework Control management processes are the whole of primary and supporting processes, as well as the internal steering, control and reporting and evaluation of the activities of the organization.Below are the mayor phases and techniques in planning and control cycle ( klaassen, p.35, 2015) that will be assessed, to determine which processes has been used these past years at MAS.The mayor phases are; strategic planning (determining objectives and upcoming programs, cost estimation, review if can be added to budget), programming (decision for program implementation, cost benefit analysis, determining mitigation for setbacks and pre-set evaluation procedures for programmes) budgeting (matching programmes to budget), implementation (techniques to facilitate implementation and monitoring (techniques to monitoring of policy performance) and evaluation (techniques to evaluate results and intentions).For all phases techniques are shown in figure 1. Figure 1: techniques in planning and control cycle ( henk Klaassen en Jan Hakvoort , p.23,2015)Relation between management control system and performance measurementAccording to Drury (2012) a management control system is a composition of different control techniques that results in certain controlled outputs such as ; results( performance and minimizing unwanted behaviour),setting performance targets; providing incentivesAnd according to Siska (2015) both Performance measurement and Management control systems have the same objective and that is to support in achieving organizational goals. Management t control system is the structure of the system and performance measurement is the behaviour of the system. Research objective and methodologyThe object of this research is to determine what control management processes were implemented and what the overall impact is on the performance of the MAS.The research methodology is qualitative, including one interview with the senior staff quality and Control at the MAS.What was the impact of implementation of control processes on the overall performance of the MAS 2017?.Findings and Analysis The Mission and Vision are defined in the MAS business plan that provide the objectives for a period of five yearsThe policy of the MAS determines external and internal issues that are relevant to the goals and the strategic direction and that influence the ability to achieve the intended result.The important Internal and external topics can be found in the Strategic Business Plan (SBP). In this document, in addition to the SCOT analysis, the feasibility analysis is also recorded. All internal and external topics are part of our processes and procedures that make up the quality system. From the SBP, the departments prepare their annual plan that serves as source documents for the preparation of MAS annual plan. The annual accounts are based on the Balance Score Card in which the performance indicators (PI) play an important role. The PI’s have been drawn up based on the processes and procedures that all have a connection with the quality system. The MAS In addition to the BSC and the associated PI’s, the risk manual is also important. The realization of the risk analysis is monitored according to Risk Management.Budgeting and financial management include; Annual plan with corresponding budget Investment management through cost -benefit looking at possibilities on return of investment or efficiency or as a public service budget monitoring includes monitoring of expenditure versus income of organization monthly , quarterly and annual financial reports liquidity monitoring analysis for expected income vs. expenditure for the coming years financial tools are in place for proper financial management are in place procurement management The MAS has set up, documented and implemented a quality management system according to the requirements of the ISO 9001: 2015 standard. The MAS maintains and continuously improves the quality management system.The quality management system of the MAS: identifies the necessary processes; determines how these processes are performed; records the sequence of these processes; determines the criteria and methods to ensure that both the management and operation of these processes are efficient; ensures the availability of the necessary resources and information for the management and operation of these processes; ensures the control, inspection and analysis of these processes; ensures the implementation of the necessary actions to achieve planned results and continuous improvement of these processes.The scope of the quality management system is based on: the size of the MAS and the type of activities; the competence of the staff.The input for the management review includes the following: results of the internal and external audits; feedback from customers; process performance and product conformity; status of prevention and corrective measures; follow-up measures from previous management reviews; changes that may affect the quality management system; recommendations on improvements.Consultation Frequency Weekly steering meeting with director and all managers and other heads department Monthly Department meeting with employees per department Progress report and discussion with Managers and heads of department 5 weekly Staff meeting for all staff members once a year Quarterly meeting with Quality team and other members of the team Quarterly Internal audit team meeting Meeting managing Director, quality team members and Internal audit team twice a year Information session Director and all staff once a year Meeting with Quality and Internal Audit Team Director, Health Safety and Environment officer and other members quality team and internal audit team twice per year Annual closing session Director and all staff once a year Department presentations Managers and department heads monthlyThe PDCA (plan- do -check -act) cycle is used for all forms of consultation:PLAN: Record the problems, determine and plan the measures. ( problem statement, analysis, develop solution options and decision making)DO: Develop and implement the measuresCHECK: Check for effectiveness and efficiencyACT: Evaluate, adjust or reschedule.Every employee must be quality conscious within the MAS. This will ultimately have to result in a high-quality organization.Human resource management and development are as follows; Maintenance of classification and remuneration systems. To conduct an efficient personnel administration. Describing rules of conduct. Execute rating systems. Manpower planning; establish formation of all departments. Coordinate and elaborate nominations for appointment and promotions for approval. Developing social policy. Coordinating the training plan. Ensure that the training reports are made after 2 weeks after following a training session; with the aim of measuring the added value. The search for internships for employees who are eligible, with the aim of gaining the necessary knowledge that can be applied in practice. Working out horizontal and vertical through-flow options for employees. Coordinate succession planning in the department. Analysis Figure 2: techniques in planning and control cycle MAS 1998 Figure 3: techniques in planning and control cycle MAS 2017
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