Should the Korea Maritime Police Agency (KMPA) be a comprehensive, multi-functional organization for a unique on-scene service at sea, as in the case of the U.S. Coast Guard, or should it be simply a water police agency, confining its mission only to law enforcement? The argument about enlarging or limiting KMPA's function has been and will be repeated. In this paper, Lee Sangjib highlights the internal and external issues facing KMPA, stemming partly from deficiencies of its struggles for advancement of the organization and partly from shortcomings of political support for it. In this regard, he urges KMPA to practise a scientific management system for maximizing cost-effectiveness of its administrative resources and for maintaining its identity and characteristics as a lead maritime agency. In addition, he also suggests that KMPA adopt the Total Quality Management System for quality improvements in services and greater efficiency in its organization structure to meet the future competition in the changing political and legal environment. He further recommends the proactive, non-regulatory 'Prevention Through People' program, pioneered by the U.S. Coast Guard, as a way of changing KMPA's existing lopsidedly legalistic culture. He concludes by providing a 6-point vision statement for KMPA from the standpoint of favoring enlarging the function of KMPA.

Managing quality is nothing new, but it increasingly become more challenging. Demands form customers, flatter organizations, measuring and assessing outcomes, stiffer competition for resources, technology, environmental concerns and others, all have created changes in the workplace for which enhanced leadership is needed. TQM, CQI, TQL, (managing quality), other acronyms can be summarized as a means of moving an organization into the new millennium with a keen focus on people, service, efficiencies, effectiveness and excellence. It is not an accident. It is the result of a clear, well-directed strategically focused thinking. Attention to quality encourages individuals and teams throughout organizations to continually learn, think and contribute ideas on how to explore processes that affect them. The organization must change into a learning organization that seeks to continually improve its processes and services. This learning attitude requires a cultural shift from autocratic to more participatory leadership. This presentation will examine the principles and lessons learned form implementation of quality initiatives from different organizations. Many of the themes shared are independent of the source and, as such, may be helpful in validating what you are doing or give you ideas on leading and implementing change within your organizations.

This paper gives an overview of maritime safety and security systems in china. Law and legislation aspects are introduced. It includes a brief look on governmental structure in maritime safety and security related issues. Designated functions and organizations structure of authorities is described. In the conclusion, new development and outlook of changes in the maritime safety and security systems in China are made.

The author of this document is generally in charge of Port State Control affairs at the headquarters of Ministry of Transport, Japan. In this document, the necessity of Port State Control, the brief history of japanese Port State Control and the present system of Port State Control in Japan are introduced. Also, the newest output of Japanese Port State Control which is an annual statistic of 1999 is explained, subsequently the policy and strategy on Port State Control in Japan is introduced.