Managing Information Essay Example for Free

Managing teaching Es positIntroductionWith or so 40 years experience has percolaten the indus try bulge issue change many times, and has always kept itself at the nous of thatchange. Its reputation is a source of pride for all who work here, and its something were keen to bear upon and develop the only way possible through satisfying our clients. We do developed into a direct multidisciplinary nonplusor offering a truly comprehensive, integrated service to clients in development, complex body touch off, energy and many several(predicate) sectors. (See accompaniment 1 for Organisational charts of company)My hypothesize role at heart the physical composition is quiet a varied one in that my day to day activities atomic number 18 never quite the same, solely to restart my main duties include submitting monthly applications in line with the several(a) induces worked on for example NEC and JCT to fall upon but a few, attending position progress re deferings with a range of clients from the commercial / technical and winding departments, submitting internal applications and working progress, attending internal financial meetings with the Financial Director / end Director and prudence Accountant and producing a report with the inclusion of monthly forecasts, attending meetings with Contracts theater directors and Estimating conductor to converse and produce calculate and luff tags, completion of contract sum analysis and end life forecasts which argon therefore discussed and concord by the Demolition Director, overseeing a wide variety of sub contractors from unlike construction disciplines employ which requires the pack to send sur flavor aff qualified packages, raising and awarding sub contract governs, raising of sub contract payments after assessing applications received. All the supra assists in the monitoring of various contracts and ensures invents atomic number 18 delivered on time at bottom bud present and the client receives maximum satis incidention to secure future work opportunities.1.0 Understand the prudence of Information within the plaque 1.1 Critically assess education flow through a number of polar channels within the organisation Throughout the organisation there is various different types of study used which is transposered throughout the organisation in several capacities. Information familiarly described as below product and Operational Information on as dress circles / quality / standards Financial Information Pro follow / Costs / Margins / Cash function / Tar break d witnesss Internal Documentation Purchase Orders / Delivery Notes / Invoices Applications / Credit Notes / Departmental reports / Department Meetings and minutes / Hire Sheets / whole caboodle Sheets and Information / Al lieu Sheets and Plant Returns / Employees Records / Cost Books Tender Information / Applications and Invoices (Client) All the supra is abeted with an integrated Management b odyThis Integrated Management System outlines how Cuddy plans to satisfy the Quality requirement of ISO90012008 (Quality Management System Specification) Health safety requirements of OHSAS180012007 (Occupational Health guard duty Assessment Series 18001) Environmental requirements of ISO140012004 (Environmental Management Systems Specification) by operational a framework establish on these requirements This Integrated Management System is intended to directly meet the requirements of the following legislation and regulations Health Safety at Work Act 1974 Section 2(3) requires organisations to use up a Health Safety policy which should include Statement of Intent (i.e. Health Safety mission)Organisation (i.e. structure, roles responsibilities)Arrangements (i.e. unconscious solve and guidance)Management of Health Safety at Work Regulations 1999 Regulation 5 requires organisations to baffle arrangements for undertaking utile planning, organisation, control, monitoring and re prospect of the preventive and protective health and safety eyeshades. HSG65 Successful Health Safety Management This guidance outlines the solicitude system requirements for implementing the arrangements required within regulation 5 of the Management of Health and Safety Work Regulations 1999. This Integrated Management System dispense with for provide the mechanism for managing oppo turn up(a) legislative, regulatory and other policy requirements (e.g. risk assessment, training, etc). Above abstract taken from CuddyTo be read alongside the IMS as an aid is the followingStandard agencysForms and Guidance NotesStandard Operating usesCertificates, Insurances, LicencesPolicy StatementsStandard COSHH and Risk AssessmentsAs touched(p) on there argon various different ways in which the nurture is transfereered throughout the organisation with the use of electronic, hard-fought copy and spoken for the various types, all this aids us to capture the different types o f hard and soft selective nurture we pauperisation in order to ensure a project is a successful one. Soft education includes feelings, perceptions, opinions values on the other hand hard development includes nonsubjective selective tuition and experience. http//onemind.com/2010/03/07/hard-and-soft-information/I assimilate touched on how information is transferred internally and specialally in the baron and from a managers point of put on through various different capacities but harbort gone into depth how information is transferred to the boys on the front line on commit. As I currently see it within the company there is overstep breakdown in communication from when we tender and win a billet to what information is received on post and in feature how the position personnel are managed on that specific subscriber line In relation to what but we priced.This I study is impacting on the duration we are taking to complete the seam and impacting on the possibility of buzz off the duty as successful as possible, similarly this may withstand a negative effect on the company as whole whilst tendering for works in the future. As part of the IMS there are offices in stick (listed below), but neither allows for the bearing and information to be transferred to direct. To summarise from the information that is transferred take to be conduct, wide-eyed and station out in the way in which the site supervisor understands what is required in order to ensure the project is successful. Place for Enquiry, tender and contract review insure DeliveryAs a brief understanding in reference to specifically the Demolition Department we have an estimating director who go out visit the sites which require pricing and produce a constitute book document which is passed to the demolition director and managing director for comment before submitting what they believe to be our most competitive tender and or bid. If we are lucky enough to be successful in w inning that specific job the approach book along with the tender information ordain be passed to the germane(predicate) contracts manager and quantity surveyor in order to generate a budget / target sheet and an extent of works sheet. This is when the nerve centre managers have the opportunity to raise any queries regarding the job with the estimating director or the demolition director on what exactly has been allowed and priced for.The next step in the current process is for the tender information to be copied and a site file produced and passed to the supervisor in order to carry out the works. The cost book, target / budget sheet is non passed onto site and this is undecomposed for reference amidst the pump managers and directors of the company for the protection of vital information. therefore I propose we come up with a procedure that volition allow the smooth transfer of information to site and give a clear indication of what exactly has been allowed in the tender. In cathode-ray oscilloscope this procedure I hope to bridge the gap between site and the information held at the office, and in doing so hold regular meetings with agendas, minutes disturbed.1.2 Propose improvements to the flow of information within your area of responsibility, based on your organisational assessment Due to my job role creation one in which I try to minimise cost and enhance value you for money, I believe in setting clear and simple targets to the Supervisors on site this impart empower them and give them incentives and a clear understanding on what consumes to be achieved in order to ensure the job awarded becomes a successful and profitable one. As mentioned antecedently in the current situation the Supervisors are given the tender information and briefly developed the job but in some senses are left to run the job with open ended targets and no clear sense of direction or management, this is turn is causing jobs to run over and us not maximizing profitabilit y.Currently the transfer of information from tender stage stops at the middle managers point. The reasons being for this is collectible to overconfidentiality of the information contained within the cost book and target / budget sheet and as managers there is information we do not want the site operatives to see. accordingly the first action in the procedure would be to hold a pre start meeting orinitial meeting or the like on site with the following being in attendance. The reason I have listed the below as typically they provide be deciding factor on how well a job goes Relevant Contracts ManagerRelevant Quantity SurveyorRelevant target Supervisor indoors this meeting the job as a whole would be discussed briefly only. In demolition for example it is possible to break a popular job up into the following categories Site set upAsbestos RemovalSoft StripDemolition to top of slabRemoval of slabs and foundationsCrush materialClear SiteAs you backside see from above generally the re are a few different categories of work required to be carried out on a typical demolition job. Therefore I believe we should not choose to discuss the whole job in detail but targets given for each individual work performance only, as if we discuss the job in detail this may cause the supervisor to go into his / her racing shell and be intimidated before the job has even commenced. Therefore within this procedure it pull up stakes be broken down into the specific work activities and depending on the size of the job these work activates could even be broken up into phases if need be. For example in the first pre start meeting or initial meeting the general site set up would be discussed and particular what is required in find of cabins / welfare / heras fencing to name a few items and the location of where we intend to site up site.As it currently stands the contracts manager usually sets up the site but I believe if we have the supervisor on board ahead of time doors and all ow him to have an stimulant drug of the set up required / location this volition give him a sense of pride and authority that he is in charge of the site. What site set up thats required usually depends on the size of the site but typically this usually takes a week or longer and under current HS and CDM Regulations 2007 no works are to commence unless the following are in lay out Flushing toilets and running water and drainage systems.Washing Facilities with impatient and cold water.Soap or other suitable bureau of cleaning.Towels or other suitable means of drying.Sufficient ventilation and lighting.Sinks large enough to wash face, hands and forearms.Drinking Water.Changing rooms and lockers. stay Facilities and heating.After initial site set up has been completed another progress meeting exit be held on site with a specific target laid out for the work activeness in question. Generally on a demolition site Asbestos Removal usually has to take channelise before we toilet c ommence soft strip depending on what type of asbestos and in line with the specific site asbestos report in place. But for example if we take the job as a running(a) project and the soft strip brooknot commence until after the asbestos, then within this meeting we discuss in length the asbestos removal and set a clear target with the input from the supervisor. Typical of example of this target could be again depending on size of the site but take for arguments sake we take it as the site is take apart up into 5 phases. variant 1 -10 Men x 6 WeeksPhase 2-5 Men x 3 WeeksPhase 3 -8 Men x 5 WeeksPhase 4 -8 Men x 2 WeeksPhase 5 -6 Men x 6 WeeksThe groundwork impart put in by the middle managers to ensure the target above is in line with the cost book and or target / budget sheet, and in line with this procedure it depart attempt to set it out as basic as possible in order to attempt to take as much pressure off as possible. Weekly progress meeting will be held after the initial meet ing in order to reflect on the previous weeks activity. inside this meeting it will be an opportunity for the supervisor to assess his performance and the performance of his team on site, in doing so will be a self appraisal tool for the supervisor without knowing. It will likewise give the middle managers an update of current position in respect of the targets set out and give an opportunity to amend or changeanything that is not quiet working correctly and remark the things that are. The meetings will continue on a periodic introduction with clear targets and open and frank discussions with input from all parties to bring forth a sense of a team as I believe this will help with the running of the job.Constant communication will be held throughout on a free-and-easy basis to ensure all parties are aware of constant on release on site. When works have been completed the final action in the procedure would be to have a post contract meeting again with all parties where all the information is discussed /analysed / targets reviewed and the like. This will be handy in passing play forward and used as a tool to gather date / information. This information could be provide back to the estimating director and demolition director in order to have the full circle should a similar job arise in the future. The above will be written out in a clear procedure therefore should psyche leave the company, or the job being transferred to someone else then everyone will be aware what is required of them. SeeAppendix 4 for proposed new ProcedureBy lay in place the above procedure it will aid with spoken, electronic and hard information and the transfer of. Spoken Due to the nature of the procedure it encourages the daily dialogue between managers and the site supervisors. Hard Copies Agendas and Minutes will be taken of all meetings taken placed, which will be updated electronically and selectd accordingly. Electronic Targets will be collated and circulated, along wit h copy of the minutes.2.0 Gather and Analyse information to make conclusions to form problems in your area of responsibility 2.1 Collect information from a wide range of sources to support management conclusion-making Site Managers / SupervisorsVerbal examples from site managers / supervisors stating that the lack of information in respect of the scope / tender inclusions is having a negative impact on the overall performance of our jobs. As mentioned this is transferred verbally therefore we will have to take into account of its dependableness and hardihood.As mentioned previously there is a clear breakdown in the flow of informationfrom when we price and win a job to the information passed onto site and the management of that information in order to make the job as successful as possible. This is readily backed up from verbal conversations with the site supervisors themselves who are unsure of what the extents of works are and the possible impact this is having on the duratio n of the projects? Specifically within the Construction Industry as a manager the below is at the principal of every finding we make.The triangle illustrates the relationship between three ancient forces in a project. cartridge holder is the available time to deliver the project, cost represents the amount of money or resources available and quality represents the fit-to-purpose that the project must achieve to be a success. http//www.projectsmart.co.uk/project-management-scope-triangle.html But ultimately the ratiocinations we make from site level up the chain to the managing directors fit the import. Below is evidence that everyone makes decisions.Above it shows the impact and importance of decisions with regards to the Cuddy Group it is possible to split the three groups up into the following eminent Value -Managing Directors and DirectorsMedium Value-Middle Managers e.g. Contracts Managers and Quantity Surveyors Low Value-Site Managers and Site forcefulnessQuiet often w hen making a decision we use past experience in order to aid and assist us. Past knowledge or the information that is generally contained within the brains of individuals is generally cognize as understood knowledge. This knowledge is continually getting updated and revised depending on learning, experiences and insight. There are various different types of knowledge and this is summarised in various personates. One of the widely accepted approaches to summarising knowledge management is the Nonaka Takeushi, (see appendix 9 for web location) Below are a couple of diagrams showing the matrix.Nonaka Takeuchi toughie the process of organisational knowledge creation as a spiral in which knowledge is amplified through these four modes of knowledgeconversion. summon taken from class notes.Along with the specific project management matrix / flow and knowledge diagrams there is general management information available that will aid in decision making see below.Reliability and grimne ss Model (see appendix 9 for web location)Knowledge Classifications Model (see appendix 9 for web location)Good decisions make erect projects, so what makes a good decision (and, hence, a good project)? The answer is, one thats well planned. But then you run into the question of how long the decision-making process should take. Well, the last thing we need is a new formal methodology for decision-makingnothing would ever get done. Thats why Id like to propose several useful rules you can apply to decision-makingConsider the importance of the decision. To determine the importance of a decision, ask yourself What are the consequences for both the project and for you? In reality, how urgent is the decision? (Note that theres a difference between important and urgent.) Ask yourself if there are more options. In other words, if youre choosing between three options, ask yourself if theres also a fourth option. Think about stakeholders opinions. Have you listened to the opinions of stakeh olders in the decision? You should. Even though they may not like your ultimate decision, theyll have to live with it. Concede the fact that youre going to make some irrational decisions. We often make decisions almost by reflex, using a combination of experience, selective information analysis, gut feelings, fear, personal preference, and peer pressure.Im not saying that you shouldnt take into account your sense of self-preservation, the views of your team, or your recollections about why a previous project caused you grief. You just need to be aware that each new situation demands a clear point of view and a fresh decision otherwise, the same mistakes will recur. Re fragment that even some small choices can have big consequences. Dont underestimate the possibility that major consequences could result from seemingly insignificant choices you make along the way.http//www.techrepublic.com/article/decisions-decisions-make-them-timely-wisely-and-responsibly/1049740 Along with the info rmation above collated from the web I have also read the following text books / Management books.NLP Pocketbook (see appendix 10)Engaging Employees, A possible guide for busy leaders managers (see appendix 10) Both books aid management and in particular with decision making. In respect of the NLP Pocketbook it produmitaly focus on yourself and your actions, It works on a pine name and address setting strategy. vivid goal setting is Specific Measurable Achievable Realistic and within a defined Time Frame.SSpecific and positiveM Measurable and meaningful to youAAchievable and spawning all areas of your life, utter in the present tense as if you have achieved it now RRealistic and right for youTTimes and targeted, towards what you want.In addition to SMART goal setting, NLP incorporates a process called creating a well-formed outcome. Creating a well-formed outcome involves petition a series of questions that will help you clarify your goal. They will help you to ascertain how important the goal is to you, how (if necessary) to revise it and make it more achievable.Well formed outcome questionsIs the goal stated positively? What do you want? (Eg, wanting to increase company profits kind of than a statement about cut the loss) Can you start and maintain the process of achieving the goal by yourself, and keep it in your control? Does the goal include all the senses? How will you know you have achieved it? What will you feel, see and hear when you have achieved it? What will other people fee, see and say when you have achieved it? Is the context clearly defined? How long will it take? Who will be involved? Where will it take place? How will it be achieved? When do you want it? Have you checked that it is ecological or meaningful for you, ie is it worth the investment in time and money? Does the outcome fit in with your life and who you are? Does the goal keep those aspects of the present situation you want to preserve, ie are there positive elements you w ish to maintain? Does it identify the resources you need those you already haveor those you need to acquire? What first step must you take? What are the next steps?Abstract directly taken from the NLP Pockebook.But in contrast to the above the Engaging Employees, A practical guide for busy leaders managers text book focuses predominately on how to get the best out of your team. See contents page taken from the text book to back this up.Is starts with you think to communicateUnderstanding your audienceEngaging people in changeFace to face matters group meetings getting it togetherHigh Impact presentationsChecking youre getting throughEffective email at lastThe write stuff.2.2 Analyse the information collected from a wide variety of sources, to inform decision-makingProject Management ModelsWhen project managing a job in construction there are various different types of models that we are able to follow some of which I have given examples of but ultimately the primary focus specifi cally within the construction industry is the triangle between the three primary forces. Delivering the job on time, within budget to a high standard. conclusiveness making modelWith the triangle in mind we all have to make decisions of variable impact and volume as is set out in the decision making model. With this in mind managing information and the decisions we make are key. By not making a decision youre making a decision to not make a decision taken from the ILM class notes. The decisions we make as a business ultimately determines how successful the outcome is, and in particular the flow of information within the company to aid our decision making is critical. Therefore before we makeany decisions we have to take into account the impact of the decisions we are making. Nonaka takeuchi modelWhen making a decision we usually take into account past experiences / doing otherwise defined as mum Knowledge. Under the Nonaka Takeuchi model it explains the relationship and how we ca n turn Tacit Knowledge into Explicit knowledge which can be readily transmitted to others. Most common forms of hard-core knowledge are manual, documents and procedures in our organisation we can relate to the ILM system and the various procedures in place. Please see below which makes good reading. The conspicuous had attempted to be bought by a buyer in other words the tacit knowledge had attempted to be turned into explicit knowledge but due to it possibly not being documented correctly or the manner in which it was presented not being explained correctly it failed.Therefore the tacit knowledge that had been turned into explicit knowledge was little or no use to the buyer. We must supernumerary this in mind if we are relying too heavily on explicit knowledge and in particular how reliable the knowledge is? In the same sense its possible to categorise Wikipedia as explicit knowledge but we have to take into account the source and what past experience or where the information or iginated from before using it to make a decision. Bessemer steel process Bessemer sold a apparent(a) for his groundbreaking steel making process and was sued by the purchasers who couldnt get it to work. In the end Bessemer set up his own steel company because he knew how to do it, even though he could not convey it to his patent users. Bessemers company became one of the largest in the world and changed the face of steel making.15 http//en.wikipedia.org/wiki/Tacit_knowledgeMeasuring Validity and Reliability modelWhen gathering information to make a decision we must take in the validity and dependableness of what we looking to achieve. Especially within the construction industry there is specific ways in which to measure or calculate something and this can be best described as the below.ReliabilityReliability refers to how tenacious a measuring device is. A measurement is said to be reliable or conformable if the measurement can produce similarresults if used again in similar circumstances. For example, if a speed indicator gave the same readings at the same speed it would be reliable. If it didnt it would be pretty useless and unreliable.Importantly reliability of self-report measures, such as psychometric tests and questionnaires can be assessed using the split half method. This involves splitting a test into two and having the same participant doing both halves of the test. If the two halves of the test provide similar results this would notify that the test has internal reliability.http//www.holah.karoo.net/reliabilityandvalidity.htmIn respect of validity this refers to the extent of what we are measuring and what we hope to measure.ValidityThis refers to whether a study measures or examines what it claims to measure or examine. Questionnaires are said to often lack validity for a number of reasons. Participants may lie give answers that are desired and so on. It is argued that qualitative data is more valid than quantitative data.http//www.holah.k aroo.net/reliabilityandvalidity.htmBoth the reliability and validity have categories in themselves in which we can use to measure if they are achieving what we set out to achieve. To summarise we need to be mindful if we are using specific data or gathered information if its reliable and valid in terms of what we are hoping to achieve and fit for purpose.Information to Knowledge ManagementWith respect of the next model it gives us an insight of how the ever evolving computer industry and in particular the capacity to investment firm and distribute data / information is enabling personnel learning and also the capacity to make correct decision in going forward. Given an example that is germane(predicate) to the Cuddy group is the below. We are able to save / enclose and distribute raw facts and figures on a particular job and in doing so we are able to see if a job was successful in respect of profit? We then can motionon to give meaning to the obtained data in respect of informat ion and give reasons why that job was successful?We then can analyse the derived information and understand what we did well on that job. This will then give us the wisdom going forward to know what to do for the best on other jobs. As mentioned evolving technology is aiding us with the transfer and storing of this information and aiding us with the capability of personnel learning. There are various examples and models that differ slightly some of which I have given examples but all cover the above. General Management ToolsAs the assignment is targeted at middle managers I have looked into the impact that decisions have and what to consider before making decisions? As a rule the following appliesConsider the importance of the decisionAsk yourself if there are more optionsThink about stakeholders opinionsConcede youre going to make some irrational decisionsRemember that even small choice have big consequencesI also looked into how SMART goal setting and how to engage with employees. 2.3 Use this analysis of information to make and justify a management decision Using the analysis and the information collated along with the procedure I believe this will better the flow of information throughout the company.The triangleThe procedure will aid with delivering the job on time within budget and to a high standard. Delivering the job on time By having periodical meetings on site and the constant daily dialogue this should enable any problems to be caught at an early stage and thus giving time to nip in the bud the potential to impact on progress and in particular the end date which quiet often is key to a job being a successful one from a clients point of view. Within Budget Due to the procedure allowing for a review of the target v actual on a periodic basis this will enable weekly monitoring of the budget to ensure everything is on track, atm there if only an stipend of monthly reporting and its possible for any job to change dramatically from month to month. Hi gh Standard Again as the procedure allows for the contractsmanager / quantity surveyor to visit site at least once a week with the supervisor having chance to put his / hers views across together this should raise standards.Decision making modelIn reference to the procedure this will reiterate the fact that everyone makes decisions especially as minutes will be keep, actions assigned and closed out as and when this occurs.Nonaka Takeuchi ModelWith the procedure in place it will allow for smoother transfer of tacit knowledge into Explicit Knowledge. This will be done by taking minutes monitoring progress against targets and reporting this information back to directors / managing directors in order to have the full cycle.Validity and ReliabilityUnder the procedure progress meetings will be held on site this will allow us to audit and monitor the reliability and the validity of the information we are being told by the site manager / supervisor. This will be used as a checking tool be fore information is transferred around the company to directors and managing directors alike.Knowledge ManagementWith the procedure set in place where minutes are taken / targets are monitored it will allow for us to save / store and distribute raw facts. Also with the weekly minutes we will be to give meaning to the obtained data for example why we missed out specific targets? Why we bettered targets? From this then we can analyse the information and understand how and why? This will then enable us to make the correct decisions in going forward. Along with the analysing the above models and information, I have taking account of why from a managers point of view why the procedure in place will aid with the running of jobs on site and the transfer of information.With regards to the current situation of producing the cost book that is translated to a target / budget sheet, this information will be little or no use to the supervisor for a number of reasons listed below Information ove rload Due to the nature of the document this may cause confusion in the way the document is set out, therefore as set out in the procedure by breaking things the whole job down into specific tasks this will more thanlikely take the pressure off and give a clear understanding of what is required and expected off of them. This is likely to make them less intimated and more confident as if they are clear More hands on and practical The academic level of a supervisor generally is not the same as what we would normally expect from a middle manager in that the cost book / target and budget sheet will not be fit for purpose if passed onto the supervisor, therefore the information should be broken down so it is easily understood. Team ethos As it currently stands the information is passed to the supervisor with no clear direction and management give, therefore by employing the proposed procedure this will then bridge the gap and increase the we are in it together approach. Why will meetin gs be held face to face?Sense of Importance By making the effort to travel to site, as typically our sites are all of the United Kingdom then this will instil into the supervisor the cartel he needs in that he got your support should he need it. Ability may not be able to use the computer therefore face to face will enable supervisors to have an opportunity to contribute their input without feeling intimidated Sense of importance By holding the meetings face to face this will enable them to feel like they got you in their corner and in doing so should create a clear divide from site operatives to supervisors. Meetings more personnel Generally meetings face to face are more personnel and can be structured better with agendas / minutes and the like assisting Why will the supervisor in respect of the site operatives be the only site member to be part of the meeting?Clear level of management between site operatives / supervisors and middle managers This will empower the site super visors and in doing have a clear barrier between the site operatives and himself. Self Worth It will also give the site supervisor the self worth and mutual respect between himself and the middle manager, hopefully this should increase productivity as he is likely to want to do more for the middle manager if he believes he has the respect. Respect earns respect Company generally uses agency Labour As touched on previously due to the company operating throughout the company there is the need to employ agency labour, by having weekly meetings with the supervisor in attendance again this is creating a clear structure. How the meetings should be conducted?Ability plenty of discussions questions to ensure supervisor gets points youre making. Allow supervisor to have their say and input By asking questions this will allow supervisor to have their say and input. Informally rather than formally, dont want supervisor to feel under spotlight Due to the nature of the construction industry and especially on site it is rather informal, therefore if the meetings are held in the same manner this should enable the middle line managers to get the most out of the supervisors. From analysing the various different models and combining with general middle management responsibilities I believe the procedure I have put in place will significantly help with the transfer of information from site to board level alike.3.0 Disseminate information on a management decision, through the right organisational channels 3.1 Communicate information to team member or other colleagues to meet business objectives, using appropriate organisational channels In reference to the procedure set up this should allow for the constant communication of how a specific job is performing from site level to the board of directors and in particular through the correct organisational channel. To elaborate on the aboveSite Supervisors will have constant dialogue with middle managers on a daily basis, with a we ekly progress held on site to discuss performance. Munities of the meeting with be typed up and performance analysed with knowledge added to explain how performance is operating? Are we going to hit our target? Be on time? Within budget? To name a few of the questions answered? This will then in turn be break off to the relevant director, finance director and the management accountant. This will then be discussed on weekly basis in the departmental weekly progress meeting, and the fortnightly Trading Review meeting with finance with the relevant directors.This in turn then can be reported back to the MD by the relevant directors when board level meeting happens. As you can see from the procedure put in place we will allow for the reporting from site to board of directors level to be on a weekly basis rather than a monthly as is currently in place, this in turn will give us every opportunity possible to achieve the best possibleoutcome in respect of the construction triangle. Delive ring the job on time, within budget to a high standard.3.2 Communicate information to stakeholders or customers to meet business objectives In reference to the procedure as mentioned previously this will allow for the constant flow of information from site to managing directors (stakeholders) to be done on a weekly basis. In respect of customers or clients quiet the construction triangle is key, therefore by having weekly progress meetings this information will be able to be fed back to the client, giving them the confidence that we are putting their needs first the customer is always right ethos