Managing Information Essay

IntroductionWith nigh 40 years experience has actualisen the indus punish change many times, and has unendingly kept itself at the forefront of thatchange. Its reputation is a source of feel for exclusively(prenominal) who break here, and its many amour were keen to preserve and ramp up the only port contingent by means of with(predicate) satisfying our clients. We control true into a leading multidisciplinary condenseor offering a truly comprehensive, corporate service to clients in development, construction, energy and many separate sectors. (See auxiliary 1 for institutional charts of high society)My descent role deep down the organisation is silent a varied one in that my day to day activities be n ever so quite the same, but to state my main duties include crampfishmitting periodic applications in ancestry with the discordant contracts weeed on for work bug let out NEC and JCT to constitute but a hardly a(prenominal), attending range come ab out concourses with a meander of clients from the commercial / technical and construction de art objectments, submitting native applications and working progress, attending internal financial shocks with the Financial Director / end Director and oversight controller and producing a report with the inclusion of monthly forecasts, attending meetings with Contracts Managers and Estimating music director to talk about and release figure and locateerior planing machines, completion of contract sum digest and end life forecasts which atomic number 18 then discussed and agreed by the Demolition Director, overseeing a wide variety of sub contractors from dissimilar construction disciplines utilize which requires the agree in to send out tender packages, raising and awarding sub contract baseball clubs, raising of sub contract payments after surveying applications received. All the higher up assists in the supervise of various contracts and chequers projects atomi c number 18 delivered on time in spite of appearance budget and the client receives maximum satisfaction to secure future work opportunities.1.0 Understand the solicitude of breeding at bottom the organisation 1.1 Critically assess development rate of flow through a number of different transmit within the organisation Throughout the organisation thither is various different types of randomness customd which is hitred throughout the organisation in several capacities. randomness customaryly described as belowProduction and Operational Information on as circles / quality / standards Financial Information Profit / Costs / Margins / specie Flow / Targets Internal Documentation Purchase Orders / Delivery Notes / Invoices & Applications / Credit Notes / departmental reports / Department Meetings and minutes / Hire Sheets / adjust Sheets and Information / Allocation Sheets and Plant Returns / Employees Records / Cost Books & Tender Information / Applications and Invoices (Client) All the in a higher array is aided with an corporate counseling arrangementThis Integrated wariness System outlines how Cuddy plans to satisfy the musical none requirement of ISO90012008 (Quality precaution System Specification) Health & safety requirements of OHSAS180012007 (Occupational Health & prophylactic Assessment Series 18001) Environmental requirements of ISO140012004 (Environmental Management Systems Specification) by operate a framework based on these requirements This Integrated Management System is mean to directly meet the requirements of the pursuance legislation and regulations Health & sanctuary at Work Act 1974 Section 2(3) requires organisations to bring forth a Health & Safety constitution which should include Statement of Intent (i.e. Health & Safety mission)Organisation (i.e. structure, roles & responsibilities)Arrangements (i.e. mathematical operation and guidance)Management of Health & Safety at Work economys 1999 Regulation 5 req uires organisations to cast arrangements for undertaking effective planning, organisation, control, monitoring and review of the hitch and protective health and safety measures. HSG65 Successful Health & Safety Management This guidance outlines the vigilance system requirements for implementing the arrangements ask within regulation 5 of the Management of Health and Safety & Work Regulations 1999. This Integrated Management System go away provide the mechanism for managing other legislative, regulatory and other policy requirements (e.g. risk assessment, training, etc). Above abstract hearn from CuddyTo be read on base the IMS as an aid is the followingStandard proceduresForms and Guidance NotesStandard direct ProceduresCertificates, Insurances, LicencesPolicy StatementsStandard COSHH and Risk AssessmentsAs touched(p) on thither argon various different ways in which the study is transferred throughout the organisation with the use of electronic, hard copy and spoken for t he various types, all this aids us to capture the different types of hard and soft instruction we drive in order to ensure a project is a successful one. Soft info includes feelings, perceptions, opinions values on the other open it hard information includes verifiable entropy and intimacy. http//onemind.com/2010/03/07/hard-and-soft-information/I use up touched on how information is transferred internally and specializedally in the office and from a managers point of view through various different capacities but applynt gone into depth how information is transferred to the boys on the front line on objective lens. As I currently see it within the federation at that place is sportsman analogous partition in parley from when we tender and win a play to what information is received on point and in cross how the land site force atomic number 18 managed on that special contemplate In relation to what exactly we priced.This I see is trespassing on the duration we atomic number 18 taking to complete the railway line and pushing on the possibility of making the gambol as successful as achievable, too this may boast a negative effect on the company as whole whilst tendering for full treatment in the future. As part of the IMS there are procedures in place (listed below), but neither note asides for the manner and information to be transferred to site. To summarise from the information that is transferred needs to be throng hold water, simple and place out in the way in which the site executive program understands what is demand in order to ensure the project is successful. Place for Enquiry, tender and contract reviewProject DeliveryAs a brief grounds in author to detailally the Demolition Department we pitch an estimating director who exiting visit the sites which require pricing and produce a greet book document which is passed to the end director and managing director for comment in advance submitting what they believe to be our most competitive tender and or bid. If we are lucky enough to be successful in winning that specific speculate the apostrophize book a vast with the tender information allow for be passed to the pertinent contracts manager and measuring rod surveyor in order to dumbfound a budget / sucker sheet and an extent of works sheet. This is when the put managers present the luck 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 accomplish is for the tender information to be copied and a site file produced and passed to the supervisory program in order to carry out the works. The cost book, target / budget sheet is not passed onto site and this is just for reference between the philia managers and directors of the company for the protection of vital information. consequently I send off we come up with a procedure that pass on allow the smoot h transfer of information to site and bequeath a go for up indication of what exactly has been allowed in the tender. In roachting this procedure I hope to bridge the gap between site and the information held at the office, and in doing so score 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 referable to my job role being one in which I try to minimise cost and enhance value you for money, I believe in setting cash in ones chips and simple targets to the Supervisors on site this result en payable them and put up them incentives and a clean-cut understanding on what needs to be fulfilld in order to ensure the job awarded becomes a successful and profitable one. As mentioned antecedently in the current situation the Supervisors are empowern the tender information and earlier long explained the job but in whatsoever sense experiences are le ft to transcend the job with open ended targets and no extend sense of direction or heed, this is turn is causing jobs to run over and us not maximising profitability.Currently the transfer of information from tender stage stops at the eye managers point. The reasons being for this is due to confidentiality 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. on that pointfore the first action in the procedure would be to hold a pre start meeting or sign meeting or the like on site with the following being in attendance. The reason I have listed the below as typically they ordain be deciding factor on how closely a job goes germane(predicate) Contracts ManagerRelevant Quantity SurveyorRelevant target Supervisorinside this meeting the job as a whole would be discussed briefly only. In demolition for example it is possible to break a general job up into the following catego ries Site set upAs exceedos remotionSoft StripDemolition to top of slabRemoval of slabs and foundationsCrush signifi posttClear SiteAs you rotter see from above in general there are a few different categories of work demand to be carried out on a typical demolition job. consequently I believe we should not choose to discuss the whole job in detail but targets given for each individual work activity only, as if we discuss the job in detail this may cause the supervisor to go into his / her shell and be intimidated beforehand the job has even commenced. Therefore within this procedure it give be broken down into the specific work activities and depending on the coat 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 demand in prize of cabins / welfare / heras fencing to name a few items and the location of where we inten d 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 early doors and allow him to have an comment of the set up required / location this will 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 it of the site but typically this usually takes a workweek or longer and under current H&S and CDM Regulations 2007 no works are to commence unless the following are in place Flushing toilets and running water and drainage systems.Washing Facilities with hot and cold water.Soap or other suitable intend of cleaning.Towels or other suitable means of drying.Sufficient ventilation and lighting.Sinks large enough to wash daring, hands and forearms. crapulence Water.Changing rooms and lockers.Rest Facilities and heating.After initial site set up has been completed another progress meeting will be held on site with a specific target laid out for the work activity in question. Generally on a demolition site Asbestos Removal usually has to take place before we can commence soft mooring depending on what type of asbestos and in line with the specific site asbestos report in place. nevertheless for example if we take the job as a linear project and the soft strip cannot commence until after the asbestos, then within this meeting we discuss in length the asbestos removal and set a slip by target with the stimulant 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 split up into 5 phases.Phase 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 derriere will 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 will attempt to set it out as ba sic as possible in order to attempt to take as much pressure off as possible. Weekly progress meeting will be held after the initial meeting in order to reflect on the previous weeks activity. at heart this meeting it will be an opportunity for the supervisor to assess his proceeding and the performance of his team on site, in doing so will be a self appraisal tool for the supervisor without knowing. It will alike give the middle managers an update of current localise in find of the targets set out and give an opportunity to advance or changeanything that is not quiet working properly and forbear the things that are. The meetings will continue on a every week basis with agnize targets and open and frank discussions with input from all parties to create a sense of a team as I believe this will friend with the running of the job.Constant communication will be held throughout on a daily basis to ensure all parties are certain of constant on termination on site. When works h ave been completed the last-place 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 going forward and used as a tool to gather date / information. This information could be ply jeopardize 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 someone leave the company, or the job being transferred to someone else then allone will be aware what is required of them. SeeAppendix 4 for proposed new ProcedureBy displace in place the above procedure it will aid with spoken, electronic and hard information and the transfer of. Spoken cod to the nature of the procedure it encourages the daily dialogue between managers and the site supervisors. Hard Copies Agendas and Minutes will be interpreted of all mee tings taken placed, which will be updated electronically and pass aroundd accordingly. Electronic Targets will be collated and circulated, along with copy of the minutes.2.0 Gather and fail information to deem closes to solve problems in your area of responsibility 2.1 consume information from a wide range of sources to support management finding-making Site Managers / SupervisorsVerbal examples from site managers / supervisors stating that the lack of information in gaze of the range of a function / 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 invoice of its reliability and validatedity.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 sham the job as successful as possible. This is readily backed up from ver bal 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 duration of the projects? Specifically within the Construction manufacturing as a manager the below is at the forefront of every finish we make.The triplicity illustrates the consanguinity between three unproblematic forces in a project. Time is the available time to deliver the project, cost re awards the tally of money or resources available and quality represents the fit-to- objective that the project must achieve to be a success. http//www.projectsmart.co.uk/project-management-scope-triangle.html But in conclusion the decisions we make from site take aim up the chain to the managing directors tally the outcome. 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 High Value -Managin g Directors and DirectorsMedium Value-Middle Managers e.g. Contracts Managers and Quantity Surveyors Low Value-Site Managers and Site military unitQuiet much when making a decision we use historic intimacy in order to aid and assist us. Past noesis or the information that is generally contained within the brains of individuals is generally known as tacit noesis. 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 fabrics. iodin of the widely accepted approaches to summarising knowledge management is the Nonaka & Takeushi, (see appendix 9 for nett location) Below are a couple of diagrams showing the matrix.Nonaka & Takeuchi model the process of organisational knowledge creation as a spiral in which knowledge is amplified through these four modes of knowledgeconversion.Quote taken from class notes. on with the specific project management matri x / flow and knowledge diagrams there is general management information available that will aid in decision making see below. dependability and Validity Model (see appendix 9 for web location)Knowledge Classifications Model (see appendix 9 for web location)Good decisions make good 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 fage. Thats why Id like to propose several useful line ups 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 talking to, if y oure choosing between three options, ask yourself if theres in addition a fourth option. Think about stakeholders opinions. Have you listened to the opinions of stakeholders 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 a good deal make decisions almost by reflex, using a combination of experience, info analysis, gut feelings, fear, personal preference, and peer pressure.Im not saying that you shouldnt take into compute 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. Remember that even some small choices can have risky consequences. Dont underestimate the possibility that major consequences could result from ostensibly insign ificant choices you make along the way.http//www.techrepublic.com/article/decisions-decisions-make-them-timely-wisely-and-responsibly/1049740 Along with the information above collated from the web I have also read the following textbook books / Management books.NLP bag (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 SMART finish setting strategy. SMART mark setting is Specific Measurable possible Realistic and within a defined Time Frame.SSpecific and positiveM Measurable and consequenceful to youAAchievable and covering all areas of your life, stated in the present tense as if you have achieved it now RRealistic and right for youTTimes and targeted, towards what you want.In summing up to SMART purpose setting, NLP incorporates a process called creating a gramma tic outcome. Creating a well-formed outcome involves asking a series of questions that will second 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 sort of than a statement about reducing the loss) potful 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 stack 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 t he 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 wish 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 youPlanning to communicateUnderstanding your hearingEngaging people in changeFace to face matters aggroup 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 specifically within the construction application is the triangle between the three primary forces. Delivering the job on time, within budget to a high standard. finish 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 avocation 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 decis ion we usually take into account former(prenominal) experiences / doing otherwise defined as Tacit Knowledge. Under the Nonaka & Takeuchi model it explains the relationship and how we can turn Tacit Knowledge into verbalized knowledge which can be readily transmitted to others. Most common forms of explicit 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 patent had seek 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 bare this in mind if we are relying too heavily on explicit knowledge and in particular how reliable the knowledge is? In th e 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 originated from before using it to make a decision. Bessemer mark process Bessemer sold a patent for his advanced 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 terra firma and changed the face of steel making.15 http//en.wikipedia.org/wiki/Tacit_knowledgeMeasuring Validity and Reliability modelWhen convention information to make a decision we must take in the validity and reliability of what we looking to achieve. Especially within the construction industry there is specific ways in which to measure or channelise something and this can be best described as the below.ReliabilityReliability refers to how consistent a measuring device is. A measurement is utter to be reliable or consistent if the measurement can produce similarresults if used again in similar circumstances. For example, if a speedometer 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 runs 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 suggest 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 rea sons. 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.karoo.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 ready reckoner industry and in particular the capacity to store and distribute data / information is enabling personnel learning and also the capacity to make correct decision in going forward. Given an example that is relevant to the Cuddy group is the below. We are able to save / store and distribute birthday suit facts and figures on a particular job and in doin g so we are able to see if a job was successful in respect of profit? We then can moveon to give meaning to the obtained data in respect of information 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 involve 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 breach 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 weekly meetings on site and the constant daily dialogue this should modify any problems to be caught at an early stage and thus free 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 overdue to the procedure allowing for a review of the target v actual on a weekly basis this will enable weekly monitoring of the budget to ensure ev erything is on track, atm there if only an allowance of monthly reportage and its possible for any job to change dramatically from month to month. High 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. finding making modelIn reference to the procedure this will retell the fact that everyone makes decisions especially as minutes will be keep, actions depute 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 audited accoun t 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 before 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 tha t 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 Overload 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 than credibly take the pressure off and give a clear understanding of what is required and take overed 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 train 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 well understood. Team ethos As it currently stands the information is passed to the supervisor with no clear directio n 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 meetings 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 sanction he needs in that he got your support should he need it. Ability may not be able to use the figurer 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 direct of management between site operatives / supervisors and middle managers This will empower the site supervisors 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 churn 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. bear 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 combination 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 intercommunicate 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 i n 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 weekly 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? atomic number 18 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 disrupted 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 ba sis 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. Delivering the job on time, within budget to a high standard.3.2 Communicate information to stakeholders or clients 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